{"id":1288,"date":"2024-07-03T08:13:12","date_gmt":"2024-07-03T08:13:12","guid":{"rendered":"https:\/\/britainwriters.com\/answers\/?p=1288"},"modified":"2024-07-03T08:13:19","modified_gmt":"2024-07-03T08:13:19","slug":"businesses-tax-planning-and-asset-protection-assignment-2","status":"publish","type":"post","link":"https:\/\/britainwriters.com\/answers\/businesses-tax-planning-and-asset-protection-assignment-2\/","title":{"rendered":"Businesses Tax Planning and Asset Protection Assignment"},"content":{"rendered":"\n

Assignment Task<\/strong><\/h3>\n\n\n\n

Question-1<\/strong><\/p>\n\n\n\n

Part-A Ratio Analysis<\/strong><\/p>\n\n\n\n

Ratio<\/strong><\/td>2020<\/strong><\/td>2021<\/strong><\/td>Risk Rating<\/strong><\/td><\/tr>
1.    Current Ratio<\/td>32582\/32128=1.01<\/td>35197\/32129=1.10<\/td>Moderate Risk<\/td><\/tr>
2.    Quick Ratio<\/td>26987\/32128=0.84<\/td>29322\/32129=0.91<\/td>Low Risk<\/td><\/tr>
3.    Return on Equity (ROE)<\/td>32778\/45796=0.72<\/td>35825\/51448=0.70<\/td>High Risk<\/td><\/tr>
4.    Return on Assets (ROA)<\/td>37150\/100180=0.37<\/td>39560\/94871=0.42<\/td>High Risk<\/td><\/tr>
5.    Debt to Equity Ratio<\/td>54384\/45796=1.19<\/td>43424\/51448=0.84<\/td>Moderate Risk<\/td><\/tr>
6.    Debt to Assets Ratio<\/td>54384\/100180=0.54<\/td>43424\/94871=0.46<\/td>Moderate Risk<\/td><\/tr>
7.    Leverage Ratio<\/td>100180\/45796=2.19<\/td>94871\/51448=1.84<\/td>Moderate Risk<\/td><\/tr>
8.    Interest Coverage Ratio-Existing Debts<\/td>46650\/4372=10.67 Times<\/td>47710\/3735=12.77 Times<\/td>Low Risk<\/td><\/tr>
9.    Debt Servicing Coverage Ratio-Existing Debts<\/td>38128\/14821=2.57 Times<\/td>38395\/14821=2.59 Times<\/td>Low Risk<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

Part – B<\/strong><\/p>\n\n\n\n

Serviceability Analysis<\/strong><\/td>30 June 2020<\/strong><\/td>30 June 2021<\/strong><\/td><\/tr>
Net Profit Before Tax<\/td>32778<\/td>35825<\/td><\/tr>
Plus: Potential Add Backs:<\/td> <\/td> <\/td><\/tr>
– Interest paid<\/td>4372<\/td>3735<\/td><\/tr>
– Depreciation + Amortisation<\/td>9500<\/td>8150<\/td><\/tr>
– Additional Superannuation (Above the superannuation guarantee of 9.5%)<\/td>6321<\/td>6747<\/td><\/tr>
Extraordinary or non-recurring expenses<\/td>0<\/td>0<\/td><\/tr>
Earnings Before Interest, Taxation, Depreciation, and Amortisation (EBITDA)<\/strong><\/td>52971<\/td>54457<\/td><\/tr>
Less Taxation (calculated on Net Profit Before Tax @26%)<\/td>8522<\/td>9315<\/td><\/tr>
Available for Debt Service<\/strong> (i.e. EBITDA less tax above)<\/td>44449<\/td>45142<\/td><\/tr>
Interest Cover Ratio:<\/strong>Proposed Deductible Interest Costs:<\/td><\/tr>
– Existing Overdraft (25000*(6%+2.5%))<\/td>2125<\/td>2125<\/td><\/tr>
Existing CM Interest (Current + Long Term) *6%<\/td>2097<\/td>1439<\/td><\/tr>
Plus: Proposed facility<\/td>3300<\/td>3300<\/td><\/tr>
Total Proposed Interest Costs (<\/strong>55000*6%)<\/td>7522<\/td>6864<\/td><\/tr>
Proposed Interest Coverage Ratio<\/strong> (EBITDA divided by Total Proposed Interest Cost)<\/td>7 Times<\/td>8 Times<\/td><\/tr>
Debt Service Cover Ratio:<\/strong><\/td><\/tr>
– Existing Overdraft from above, interest only<\/td>2125<\/td>2125<\/td><\/tr>
– Existing Loan Repayments<\/td>12696<\/td>12696<\/td><\/tr>
– Proposed Loan Repayments<\/td>12876<\/td>12876<\/td><\/tr>
Total Commitment Proposed<\/td>27697<\/td>27697<\/td><\/tr>
DSCR (Amount available for Debt Service divided by Total Commitment Proposed)<\/td>1.60 Times<\/td>1.63 Times<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

Question-2<\/strong><\/p>\n\n\n\n

    \n
  • Unit Trust<\/strong><\/li>\n<\/ul>\n\n\n\n

    In Australia, a Unit Trust is a type of trust where the beneficiaries’ interests are divided into “units” that represent a share of the trust’s assets and income. Each unit holder is entitled to a proportionate share of the trust’s income and capital gains or losses, depending on the number of units they hold.<\/p>\n\n\n\n

    Unit trusts are commonly used as investment vehicles, allowing investors to pool their funds together to invest in a variety of assets such as property, shares, and other financial instruments. The management of the trust is typically undertaken by a professional fund manager or trustee, who is responsible for making investment decisions and managing the trust’s assets.<\/p>\n\n\n\n

    Unit trusts are governed by the Australian Securities and Investments Commission (ASIC) and are subject to strict regulatory requirements, including disclosure obligations and compliance with the Corporations Act 2001. They are a popular choice for both retail and wholesale investors due to their flexibility, transparency, and tax efficiency.<\/p>\n\n\n\n

      \n
    • Discretionary Trust<\/strong><\/li>\n<\/ul>\n\n\n\n

      A discretionary trust, also known as a family trust, is a type of trust commonly used in Australia for tax planning, asset protection, and estate planning purposes. In a discretionary trust, the trustee is given the discretion to distribute the trust income and capital among a group of beneficiaries, usually family members, according to the trustee’s discretion.<\/p>\n\n\n\n

      The trustee has the power to decide how much of the trust’s income and capital each beneficiary will receive, and when they will receive it. The beneficiaries have no fixed entitlement to the trust’s income or capital, and they do not have the power to demand any distribution from the trust.<\/p>\n\n\n\n

      The discretionary trust is a popular structure for family businesses, as it allows the business owner to transfer the ownership of the business to the trust and distribute the business profits to family members who are in lower tax brackets. This can result in significant tax savings for the family as a whole. Additionally, a discretionary trust can provide asset protection for the family members, as the trust assets are separate from the personal assets of the beneficiaries, and cannot be claimed by creditors in the event of bankruptcy or litigation.<\/p>\n\n\n\n

        \n
      • Hybrid Trust<\/strong><\/li>\n<\/ul>\n\n\n\n

        A Hybrid Trust in Australia is a type of trust that combines the features of both discretionary and unit trusts. In a hybrid trust, there are two classes of beneficiaries: unit holders and discretionary beneficiaries.<\/p>\n\n\n\n

        The unit holders have a fixed entitlement to the income and capital of the trust, similar to a unit trust. Meanwhile, the discretionary beneficiaries are entitled to any remaining income or capital of the trust, after the unit holders have received their entitlements. This provides the trustee with greater flexibility in the distribution of trust income and capital, as they can choose to distribute it among both unit holders and discretionary beneficiaries.<\/p>\n\n\n\n

        Hybrid trusts are commonly used in situations where there is a desire for greater flexibility in the distribution of trust income and capital, while still maintaining a fixed entitlement for certain beneficiaries. They are often used in family business structures, where some family members may want a fixed entitlement to trust income and capital, while others may prefer a more flexible approach.<\/p>\n\n\n\n

          \n
        • Discretionary Family Trust<\/strong><\/li>\n<\/ul>\n\n\n\n

          A Discretionary Family Trust is a type of trust where the beneficiaries are limited to members of a particular family group. The trustee has the discretion to distribute income and assets to family members as they see fit, with the aim of providing financial support and protection for the family’s wealth.<\/p>\n\n\n\n

            \n
          • Trustee<\/strong><\/li>\n<\/ul>\n\n\n\n

            The controlling power of a trust is in the hands of a trustee. It can be one person or the power can be of shared nature. Since a trust is an artificial person, a trustee is appointed to manage all the legal representations and the signing authorities.<\/p>\n\n\n\n

              \n
            • Differences of each type of trust and obligations of the trustee<\/strong><\/li>\n<\/ul>\n\n\n\n

              There are several types of trusts in Australia, each with its own characteristics and obligations for the trustee:<\/p>\n\n\n\n

              Discretionary Trust: This type of trust gives the trustee discretion over how to distribute the trust’s income and assets among beneficiaries. The trustee has a duty to act in the best interests of the beneficiaries and to exercise their discretion responsibly.<\/p>\n\n\n\n

              Unit Trust: A unit trust is a type of trust where the trust property is divided into units, with each unit representing a proportionate share of the trust’s assets. The trustee’s obligation is to manage the trust assets in accordance with the trust deed, and to distribute the income and capital gains to the unit holders in proportion to their unit holdings.<\/p>\n\n\n\n

              Hybrid Trust: A hybrid trust is a combination of a unit trust and a discretionary trust. The trustee has discretion over the distribution of income, but the trust assets are divided into units that represent a proportionate share of the trust’s assets. The trustee has obligations under both the unit trust and discretionary trust components of the trust.<\/p>\n\n\n\n

              Testamentary Trust: A testamentary trust is a trust created in a person’s will and takes effect upon their death. The trustee’s obligation is to manage the trust assets and distribute income and capital gains to the beneficiaries in accordance with the terms of the will.<\/p>\n\n\n\n

              The obligations of the trustee will depend on the type of trust and the terms of the trust deed or will. In general, however, trustees have a fiduciary duty to act in the best interests of the beneficiaries, to manage the trust assets prudently, and to distribute income and capital gains in accordance with the trust deed or will. They must also keep accurate records and provide regular reports to the beneficiaries.<\/p>\n\n\n\n

                \n
              • Example of usability of each type of trust<\/strong><\/li>\n<\/ul>\n\n\n\n

                Here are some examples of when each type of trust may be used:<\/p>\n\n\n\n

                \u00b7 Discretionary Trust: A family may set up a discretionary trust to distribute income or assets among family members in a tax-effective way. For example, if the trust generates income from a property or shares, the trustee can decide how much of that income is distributed to each beneficiary based on their personal circumstances, such as their marginal tax rate.<\/p>\n\n\n\n

                \u00b7 Unit Trust: A group of investors may set up a unit trust to pool their resources and invest in a particular asset or assets, such as property or shares. The investors hold units in the trust, which represent their share of ownership in the trust’s assets and income.<\/p>\n\n\n\n

                \u00b7 Hybrid Trust: A business may set up a hybrid trust to access the benefits of both a discretionary and unit trust. For example, the trustee may have discretion to distribute income to beneficiaries based on their personal circumstances, but the trust may also issue units that can be bought and sold by investors.<\/p>\n\n\n\n

                \u00b7 Testamentary Trust: An individual may set up a testamentary trust as part of their will to provide for their beneficiaries after they die. For example, the trust may hold assets that generate income or capital gains, which can be distributed to the beneficiaries over time according to the terms of the trust.<\/p>\n\n\n\n

                \u00b7 The obligations of the trustee in each type of trust will vary depending on the specific terms of the trust deed, but generally, the trustee has a duty to act in the best interests of the beneficiaries and to manage the trust assets prudently and responsibly. The trustee may also have obligations to distribute income or capital to the beneficiaries in a certain way, depending on the type of trust. It’s important to seek professional advice if you’re considering setting up a trust to ensure that you understand your obligations as trustee.<\/p>\n\n\n\n

                B-Company<\/strong><\/p>\n\n\n\n

                  \n
                1. a) What are the legal requirements of a company?<\/li>\n\n\n\n
                2. b) What are the personal obligations of directors by law (please summarise)?<\/li>\n\n\n\n
                3. c) Can anyone be a director of a company?<\/li>\n\n\n\n
                4. d) What is the minimum number of directors required?<\/li>\n<\/ol>\n\n\n\n
                    \n
                  1. a) In Australia, the legal requirements of a company include registration with the Australian Securities and Investments Commission (ASIC), compliance with the Corporations Act 2001, and maintenance of proper company records, such as financial statements, shareholder registers, and meeting minutes.<\/li>\n\n\n\n
                  2. b) The personal obligations of directors by law include:<\/li>\n<\/ol>\n\n\n\n

                    Fiduciary duties to act in good faith and in the best interests of the company.<\/p>\n\n\n\n

                      \n
                    • Duty of care, skill and diligence in their role<\/li>\n\n\n\n
                    • Duty to avoid conflicts of interest.<\/li>\n\n\n\n
                    • Duty to prevent insolvent trading.<\/li>\n\n\n\n
                    • Duty to maintain accurate financial records.<\/li>\n\n\n\n
                    • Duty to disclose personal interests in any company transaction or agreement.<\/li>\n\n\n\n
                    • Duty to comply with legal requirements and company constitution.<\/li>\n<\/ul>\n\n\n\n
                        \n
                      1. c) No, not everyone can be a director of a company. In Australia, a person must meet certain criteria to be eligible, such as being over 18 years old, not being bankrupt, and not being disqualified by ASIC or a court order.<\/li>\n\n\n\n
                      2. d) The minimum number of directors required for an Australian company depends on its type and size. For a proprietary company, there must be at least one director, who must ordinarily reside in Australia. For a public company, there must be at least three directors, two of whom must ordinarily reside in Australia.<\/li>\n<\/ol>\n\n\n\n

                        Question-3<\/strong><\/p>\n\n\n\n

                        a) What is a Balance sheet?<\/p>\n\n\n\n

                        b) What is a Profit and Loss statement?<\/p>\n\n\n\n

                        c) What is Depreciation?<\/p>\n\n\n\n

                        d) What is Liquidity Ratio?<\/p>\n\n\n\n

                        e) What is Current Ratio?<\/p>\n\n\n\n

                        f) What is Debt to Equity Ratio?<\/p>\n\n\n\n

                        g) What is a Cashflow Statement?<\/p>\n\n\n\n

                        h) What is an Asset?<\/p>\n\n\n\n

                        i) What is Liability?<\/p>\n\n\n\n

                        j) How is a Net Profit determined?<\/p>\n\n\n\n

                        k) How would you define Equity?<\/p>\n\n\n\n

                        l) Under Australian taxation conditions, what are allowable expenses (provide<\/p>\n\n\n\n

                        3 acceptable examples)?<\/p>\n\n\n\n

                        a) A balance sheet is a financial statement that provides a snapshot of a company’s financial position at a given point in time, including its assets, liabilities, and equity.<\/p>\n\n\n\n

                        b) A Profit and Loss statement (also known as an Income Statement) is a financial statement that shows a company’s revenues, expenses, and net income or loss over a specific period of time.<\/p>\n\n\n\n

                        c) Depreciation is the gradual decrease in value of an asset over time due to wear and tear, age, or obsolescence. It is used to reflect the decrease in value of an asset over its useful life.<\/p>\n\n\n\n

                        d) Liquidity ratio is a financial ratio that measures a company’s ability to meet its short-term obligations using its current assets. It is calculated as current assets divided by current liabilities.<\/p>\n\n\n\n

                        e) Current ratio is a financial ratio that measures a company’s ability to pay its short-term obligations using its current assets. It is calculated as current assets divided by current liabilities.<\/p>\n\n\n\n

                        f) Debt to equity ratio is a financial ratio that measures a company’s financial leverage or the amount of debt used to finance its operations relative to its equity. It is calculated as total debt divided by total equity.<\/p>\n\n\n\n

                        g) A cash flow statement is a financial statement that shows the inflows and outflows of cash and cash equivalents during a specific period of time, typically divided into operating, investing, and financing activities.<\/p>\n\n\n\n

                        h) An asset is a resource that a company owns or controls that has the potential to provide future economic benefits.<\/p>\n\n\n\n

                        i) A liability is an obligation that a company owes to another party that must be settled in the future, typically involving the transfer of economic resources.<\/p>\n\n\n\n

                        j) Net profit is determined by subtracting total expenses from total revenues. It represents the amount of profit a company has after all expenses have been paid.<\/p>\n\n\n\n

                        k) Equity is the residual interest in the assets of a company after deducting its liabilities. It represents the portion of the company that is owned by its shareholders.<\/p>\n\n\n\n

                        l) Allowable expenses under Australian taxation conditions include expenses that are Interest paid on the loan, Depreciation on fixed assets and Rent payments on business premises.<\/p>\n\n\n\n

                        Question-4<\/strong><\/p>\n\n\n\n

                          \n
                        1. a) Commercial Bank Bill:<\/li>\n<\/ol>\n\n\n\n

                          Commercial bank bills are short-term promissory notes that are issued by financial institutions and traded among investors. They are typically used to fund short-term cash needs for businesses or to finance working capital. For example, a company may issue a commercial bank bill to raise funds for inventory purchases.<\/p>\n\n\n\n

                            \n
                          1. b) Invoice or Factoring Finance:<\/li>\n<\/ol>\n\n\n\n

                            Invoice or factoring finance is a type of short-term funding that allows businesses to receive cash advances based on their outstanding invoices. This can be useful for businesses that have a lot of outstanding invoices and need to maintain cash flow. For example, a company that provides services to other businesses may use invoice finance to receive immediate payment for their work instead of waiting for their clients to pay their invoices.<\/p>\n\n\n\n

                              \n
                            1. c) Chattel Mortgage:<\/li>\n<\/ol>\n\n\n\n

                              A chattel mortgage is a type of loan that is used to purchase equipment or machinery for business use. The equipment or machinery is used as security for the loan, and the ownership of the asset is transferred to the borrower upon full payment of the loan. For example, a company may take out a chattel mortgage to purchase a new truck for their delivery business.<\/p>\n\n\n\n

                                \n
                              1. d) Asset Finance product or Equipment Finance:<\/li>\n<\/ol>\n\n\n\n

                                Asset finance or equipment finance is a type of loan that is used to purchase assets or equipment for business use. This can include machinery, vehicles, and other types of equipment. The loan is secured against the asset being purchased, and the ownership of the asset is transferred to the borrower upon full payment of the loan. For example, a company may take out asset finance to purchase new manufacturing equipment for their factory.<\/p>\n\n\n\n

                                Question-5<\/strong><\/p>\n\n\n\n

                                  \n
                                1. A) Six principles of risk management according to the Australian Standard ISO 31000:2018 are:<\/li>\n\n\n\n
                                2. Risk management creates and protects value: The purpose of risk management is to create and protect value for the organization.<\/li>\n\n\n\n
                                3. Risk management is an integral part of organizational processes: Risk management should be integrated into all organizational processes, including planning, operations, and decision-making.<\/li>\n\n\n\n
                                4. Risk management is part decision-makinging: Risk management should be used to support decision-making at all levels of the organization.<\/li>\n\n\n\n
                                5. Risk management explicitly addresses uncertainty: Risk management should address uncertainty and its potential impact on the organization’s objectives.<\/li>\n\n\n\n
                                6. Risk management is systematic, structured, and timely: Risk management should be a systematic and structured process, which is performed in a timely manner.<\/li>\n\n\n\n
                                7. Risk management is based on the best available information: Risk management should be based on the best available information, including both quantitative and qualitative data.<\/li>\n\n\n\n
                                8. B) Outline of each principle:<\/li>\n<\/ol>\n\n\n\n
                                    \n
                                  1. Risk management creates and protects value: This principle emphasizes that the ultimate goal of risk management is to create and protect value for the organization by identifying and managing risks that could prevent the organization from achieving its objectives.<\/li>\n\n\n\n
                                  2. Risk management is an integral part of organizational processes: This principle highlights that risk management should be integrated into all organizational processes to ensure that risks are identified and managed in a consistent and structured way.<\/li>\n\n\n\n
                                  3. Risk management is part of decision making: This principle emphasizes that risk management should support decision-making at all levels of the organization, to ensure that risks are considered when making strategic and operational decisions.<\/li>\n\n\n\n
                                  4. Risk management explicitly addresses uncertainty: This principle emphasizes that risk management should focus on managing uncertainty and its potential impact on the organization’s objectives.<\/li>\n\n\n\n
                                  5. Risk management is systematic, structured, and timely: This principle highlights that risk management should be a structured and systematic process that is conducted in a timely manner to ensure that risks are identified and managed before they can cause harm.<\/li>\n\n\n\n
                                  6. Risk management is based on the best available information: This principle emphasizes that risk management should be based on the best available information, including both quantitative and qualitative data, to ensure that risks are properly identified and managed.<\/li>\n<\/ol>\n\n\n\n

                                    Question 6<\/strong><\/p>\n\n\n\n

                                    Categorizing risks is an essential step in risk management as it allows organizations to identify, assess, and prioritize risks in a systematic way. By categorizing risks into low, moderate, and high-risk categories, companies can focus their resources on the most critical risks that may have a significant impact on their business operations, reputation, or financial performance.<\/p>\n\n\n\n

                                    For instance, by categorizing risks based on the life cycle of the industry, businesses can better understand the competitive landscape and the potential threats to their market share. In a mature industry, companies may face increased competition, pricing pressure, and saturation, while in an introductory phase, companies may face higher startup costs, regulatory hurdles, and uncertain demand.<\/p>\n\n\n\n

                                    Similarly, categorizing risks based on economic and political environments can help businesses anticipate and manage the impact of external factors such as recessions, inflation, or government regulations. By identifying the potential risks associated with buyer and supplier impacts or the threat of new entrants and substitute products, companies can develop strategies to mitigate these risks and maintain their competitive edge.<\/p>\n\n\n\n

                                    Overall, categorizing risks is an essential step in risk management as it allows businesses to prioritize their resources, develop risk mitigation strategies, and make informed decisions based on their risk tolerance and overall business goals.<\/p>\n\n\n\n

                                    Question 7<\/strong><\/p>\n\n\n\n

                                      \n
                                    • a) Two specific risks that a broking company could face are:<\/li>\n<\/ul>\n\n\n\n

                                      Reputational Risk: This risk arises from any negative publicity or perception of the company by its stakeholders. For example, if the company is involved in any unethical or illegal practices, it can damage its reputation and lead to loss of clients and revenue.<\/p>\n\n\n\n

                                      Financial Risk: This risk is associated with the company’s financial performance, including fluctuations in revenue and cash flow, exposure to market risks, and credit risks. For example, if the company is unable to generate sufficient revenue or maintain adequate cash flow, it may not be able to meet its financial obligations and face financial distress.<\/p>\n\n\n\n

                                        \n
                                      • b) The following risk controls and mitigation strategies could be implemented to manage these two risks:<\/li>\n\n\n\n
                                      • Reputational Risk:<\/li>\n\n\n\n
                                      • Categorization: This is a strategic risk as it can impact the long-term success of the company by damaging its brand and reputation.<\/li>\n\n\n\n
                                      • Stakeholders: All stakeholders, including clients, investors, employees, and regulators, could be involved or impacted by this risk.<\/li>\n\n\n\n
                                      • Types of Controls: Preventative, Detective, and Corrective controls could be implemented to manage reputational risk.<\/li>\n\n\n\n
                                      • Mitigation Strategies: Developing a code of conduct and ethical policies, implementing whistleblower policies, conducting regular risk assessments, and performing background checks before hiring employees are some of the controls that can be put in place to mitigate this risk.<\/li>\n<\/ul>\n\n\n\n

                                        Financial Risk:<\/p>\n\n\n\n

                                          \n
                                        • Categorization: This is a financial risk as it can impact the company’s financial performance and sustainability.<\/li>\n\n\n\n
                                        • Stakeholders: All stakeholders, including shareholders, creditors, employees, and clients, could be involved or impacted by this risk.<\/li>\n\n\n\n
                                        • Types of Controls: Preventative, Detective, and Corrective controls could be implemented to manage financial risk.<\/li>\n\n\n\n
                                        • Mitigation Strategies: Developing a financial risk management plan, monitoring cash flow and revenue, diversifying the client base, implementing credit policies, and performing regular financial audits are some of the controls that can be put in place to mitigate this risk. Additionally, the company could also consider obtaining insurance coverage to protect against financial risks such as bankruptcy.<\/li>\n<\/ul>\n\n\n\n

                                          Question 8<\/strong><\/p>\n\n\n\n

                                          To manage the risk of customer dissatisfaction, the broking firm can implement various risk management controls such as:<\/p>\n\n\n\n

                                            \n
                                          • Customer Feedback Mechanisms: The broking firm can set up mechanisms to obtain customer feedback such as surveys, focus groups, and customer complaints portals to gather insights on customer satisfaction levels. This feedback can be used to identify areas of improvement, address customer concerns and tailor services to meet the customer’s needs.<\/li>\n\n\n\n
                                          • Service Level Agreements: The firm can establish Service Level Agreements (SLAs) with customers that outline the level of service to be provided, the expected service standards, and timelines for delivering services. This helps to set clear expectations for customers and aligns the firm’s service delivery with customer needs.<\/li>\n\n\n\n
                                          • Staff Training and Development: The firm can invest in training and development programs for staff to improve customer service skills and techniques, such as active listening, problem-solving, and effective communication. This helps to ensure that staff can provide quality services that meet the expectations of customers.<\/li>\n\n\n\n
                                          • Continuous Improvement Processes: The broking firm can implement continuous improvement processes to identify areas for improvement, reduce customer complaints and increase customer satisfaction. This involves regular reviews of customer feedback, data analysis, and implementing changes to processes and procedures to improve the quality of services provided.<\/li>\n<\/ul>\n\n\n\n

                                            These controls fall under the strategic risk category and involve stakeholders such as customers, employees, and shareholders. The key principles of risk controls include prevention, detection, and response. These controls help to avoid or mitigate the risk of customer dissatisfaction and ensure that the broking firm meets its strategic imperative of customer satisfaction.<\/p>\n\n\n\n

                                            Question 9<\/strong><\/p>\n\n\n\n

                                            a) Yes, the Licensee would be obliged to report you to ASIC if they become aware that you have breached your obligations as a Credit Representative, including failing to maintain the required PI insurance.<\/p>\n\n\n\n

                                            b) The appropriate steps to take would be to immediately contact your insurer and arrange for the renewal of your PI insurance. It is important to maintain compliance with all regulatory requirements, including maintaining the necessary insurance coverage, to avoid potential penalties and loss of your credit representative status.<\/p>\n\n\n\n

                                            c) If the Licensee does report you to ASIC, the reporting process would involve providing details of the breach, including the circumstances leading up to the breach, the steps taken to rectify the breach, and any measures put in place to prevent future breaches. ASIC may conduct an investigation and take appropriate regulatory action, which could include imposing fines or sanctions, suspension or cancellation of your credit representative status, or other disciplinary action.<\/p>\n\n\n\n

                                            Question 10<\/strong><\/p>\n\n\n\n

                                              \n
                                            • a) The conduct of falsifying information in the loan application documents could be considered as both misleading and deceptive and possible fraud. Misrepresenting the income of the client to obtain a loan is a deliberate attempt to deceive the lender and is considered fraudulent behavior. It can also be considered as misleading and deceptive conduct as the broker provided false information to the lender, leading the lender to make an incorrect assessment of the client’s loan application.<\/li>\n\n\n\n
                                            • b) The lender is likely to investigate the matter further and may take disciplinary action against the mortgage broker, which could include reporting the matter to ASIC, suspending or terminating the broker’s accreditation, or taking legal action against the broker.<\/li>\n\n\n\n
                                            • c) Yes, this would be a reportable situation to ASIC. ASIC requires lenders to report any suspicion or evidence of misconduct by mortgage brokers, including fraud, within ten business days. ASIC has the power to take enforcement action against mortgage brokers who engage in misconduct, which may include disqualification, banning, or criminal prosecution.<\/li>\n\n\n\n
                                            • d) The lender is required to report the matter to ASIC within ten business days of becoming aware of the misconduct.<\/li>\n<\/ul>\n\n\n\n

                                              Question 11<\/strong><\/p>\n\n\n\n

                                              Here are five areas a bank may consider when identifying risks in a residential mortgage portfolio:<\/p>\n\n\n\n

                                                \n
                                              • Economic conditions: Banks may assess the potential impact of economic conditions, such as recessions, rising unemployment, or changes in interest rates, on the ability of borrowers to make their mortgage payments.<\/li>\n\n\n\n
                                              • Geographic concentrations: Banks may also consider the concentration of mortgages in specific geographic areas that may be more susceptible to economic downturns, natural disasters, or other events that could impact borrower payment behavior.<\/li>\n\n\n\n
                                              • Credit quality: Banks may analyze the credit quality of the borrower, including credit scores, payment history, and other factors that could impact the borrower’s ability to repay the mortgage loan.<\/li>\n\n\n\n
                                              • Property value: Banks may assess the value of the property that is securing the mortgage loan and determine whether the value of the property is likely to decline or increase over time.<\/li>\n\n\n\n
                                              • Prepayment and default risk: Banks may also analyze the risk of prepayment or default on the mortgage loan and how this risk could impact the overall performance of the mortgage portfolio.<\/li>\n<\/ul>\n\n\n\n

                                                Question A1<\/strong><\/p>\n\n\n\n

                                                Here are five items that might be covered in the scope of a sustainability policy:<\/p>\n\n\n\n

                                                  \n
                                                • Energy and water usage: The policy may outline goals for reducing energy and water usage across the organisation, as well as strategies for achieving those goals.<\/li>\n\n\n\n
                                                • Waste reduction and management: The policy may set targets for reducing waste generation and outline procedures for the proper management and disposal of waste.<\/li>\n\n\n\n
                                                • Supply chain sustainability: The policy may cover the organisation’s commitment to sourcing sustainable materials and working with suppliers who share their sustainability values.<\/li>\n\n\n\n
                                                • Carbon emissions and climate change: The policy may address the organisation’s efforts to reduce its carbon footprint and mitigate the effects of climate change.<\/li>\n\n\n\n
                                                • Social responsibility: The policy may outline the organisation’s commitment to ethical business practices, fair labor standards, and community engagement.<\/li>\n<\/ul>\n\n\n\n

                                                  Question A2<\/strong><\/p>\n\n\n\n

                                                  Here are six key elements that should be included in an organization’s sustainability policy:<\/p>\n\n\n\n

                                                    \n
                                                  • Goals and Objectives: The policy should outline the organization’s sustainability goals and objectives, including targets and metrics for achieving them.<\/li>\n\n\n\n
                                                  • Responsibility and Accountability: The policy should clearly define who is responsible for implementing and managing sustainability initiatives, as well as the roles and responsibilities of employees, suppliers, and other stakeholders.<\/li>\n\n\n\n
                                                  • Environmental Impact: The policy should address the organization’s environmental impact, including resource use, waste management, and greenhouse gas emissions.<\/li>\n\n\n\n
                                                  • Social Impact: The policy should address the organization’s social impact, including labor practices, community engagement, and human rights.<\/li>\n\n\n\n
                                                  • Economic Impact: The policy should address the organization’s economic impact, including financial sustainability, supply chain management, and responsible investment practices.<\/li>\n\n\n\n
                                                  • Reporting and Review: The policy should include reporting requirements and procedures for monitoring and evaluating the effectiveness of sustainability initiatives, as well as a review schedule to ensure ongoing improvement and alignment with changing circumstances.<\/li>\n<\/ul>\n\n\n\n

                                                    Question A3<\/strong><\/p>\n\n\n\n

                                                    Continuous improvement is the ongoing process of making small, incremental changes to improve efficiency and effectiveness in achieving goals. It is a key element of a sustainability policy because it ensures that the policy is regularly reviewed and updated to reflect changes in the organization’s environmental and social impact. By continuously improving the policy, the organization can identify areas for improvement and implement changes to reduce its environmental footprint and improve social responsibility.<\/p>\n\n\n\n

                                                    Question A4<\/strong><\/p>\n\n\n\n

                                                      \n
                                                    • Employee education and training: As a manager, you could support the implementation of a sustainability policy by providing regular education and training sessions to employees, highlighting the importance of sustainability and how they can contribute to it.<\/li>\n\n\n\n
                                                    • Setting sustainability targets: You could set specific targets for the company to achieve in terms of sustainability, such as reducing carbon emissions or waste. By monitoring progress towards these targets, you can motivate employees to work towards achieving them.<\/li>\n\n\n\n
                                                    • Offering incentives and rewards: Providing incentives and rewards for employees who contribute to the implementation of the sustainability policy can help to create a culture of sustainability within the organization. For example, you could offer bonuses or recognition for employees who come up with innovative sustainability ideas or reduce energy consumption in the workplace.<\/li>\n\n\n\n
                                                    • Question A5<\/strong><\/li>\n\n\n\n
                                                    • a) Six potential barriers to implementing sustainability policies are:<\/li>\n\n\n\n
                                                    • Lack of awareness and understanding of sustainability issues among employees.<\/li>\n\n\n\n
                                                    • Short-term focus and pressure to meet financial targets, which can lead to neglect of long-term sustainability objectives.<\/li>\n\n\n\n
                                                    • Insufficient financial resources and funding to implement sustainability initiatives.<\/li>\n\n\n\n
                                                    • Resistance to change and reluctance to adopt new practices and technologies.<\/li>\n\n\n\n
                                                    • Limited availability of sustainable alternatives in the market, such as suppliers who provide eco-friendly products.<\/li>\n\n\n\n
                                                    • Regulatory and legal barriers, such as outdated regulations that do not support sustainability practices.<\/li>\n\n\n\n
                                                    • b) Three strategies to overcome these barriers are:<\/li>\n\n\n\n
                                                    • Education and training programs for employees to raise awareness and understanding of sustainability issues and the benefits of sustainable practices.<\/li>\n\n\n\n
                                                    • Integration of sustainability objectives into the organisation’s overall strategy and planning, to ensure long-term sustainability goals are not neglected for short-term financial goals.<\/li>\n\n\n\n
                                                    • Collaboration with suppliers, government and industry organisations to support the development and availability of sustainable alternatives.<\/li>\n<\/ul>\n\n\n\n

                                                      Question A6<\/strong><\/p>\n\n\n\n

                                                      Task A:<\/p>\n\n\n\n

                                                      Development: Before developing a sustainability policy, it is important to establish the objectives and scope of the policy. This involves understanding the organization’s values, culture, and goals, and identifying the areas where sustainability initiatives can be implemented. This can be achieved by conducting a sustainability audit, reviewing industry standards and regulations, and consulting with stakeholders.<\/p>\n\n\n\n

                                                      Implementation: Once the sustainability policy is developed, a plan must be created to implement it. This involves identifying the key stakeholders and communicating the policy to them, establishing clear roles and responsibilities, and outlining the steps necessary to achieve the policy’s objectives. A timeline and budget must also be established to ensure that the policy is implemented within the desired timeframe and budget.<\/p>\n\n\n\n

                                                      Task B:<\/p>\n\n\n\n

                                                      To implement a sustainability policy within an organization, it is essential to integrate it with the organization’s existing policies and procedures. This involves ensuring that the sustainability policy is consistent with the organization’s core values and objectives, and that it is aligned with other policies, such as compliance policies. The policy should also be communicated clearly to all stakeholders to ensure that they are aware of their roles and responsibilities. Regular monitoring and review of the policy’s implementation should be conducted to ensure that it is meeting the desired objectives.<\/p>\n\n\n\n

                                                      Task C:<\/p>\n\n\n\n

                                                      Sustainability Policy for Direct Mortgage Broking<\/p>\n\n\n\n

                                                      Scope and Objectives: Direct Mortgage Broking is committed to reducing its negative impact on the environment, society, and the economy. The policy aims to achieve this by reducing carbon emissions, conserving natural resources, promoting social responsibility, and ensuring financial stability.<\/p>\n\n\n\n

                                                      Information Sources: Information will be sourced from industry standards and regulations, stakeholder feedback, and sustainability best practices.<\/p>\n\n\n\n

                                                      Standards and Regulations: Direct Mortgage Broking will comply with relevant legislation, such as the Australian Government’s National Carbon Offset Standard, and follow the guidelines set out by the Global Reporting Initiative for sustainability reporting.<\/p>\n\n\n\n

                                                      Timeframes and Costs: The policy will be developed within the next six months, with implementation to follow within the next twelve months. The estimated cost of implementing the policy is $50,000.<\/p>\n\n\n\n

                                                      Activities: Direct Mortgage Broking will undertake the following activities to support its sustainability policy scope:<\/p>\n\n\n\n

                                                        \n
                                                      • Implement a recycling program.<\/li>\n\n\n\n
                                                      • Reduce paper usage.<\/li>\n\n\n\n
                                                      • Encourage the use of public transport and teleconferencing.<\/li>\n\n\n\n
                                                      • Use energy-efficient appliances and lighting.<\/li>\n\n\n\n
                                                      • Encourage staff to volunteer in community initiatives.<\/li>\n<\/ul>\n\n\n\n

                                                        Responsibilities: The sustainability policy will be managed by the sustainability officer, who will report to the executive management team.<\/p>\n\n\n\n

                                                        Key Performance Indicators: The success of the policy will be measured by the reduction of carbon emissions, the number of natural resources conserved, and the improvement of social responsibility. KPIs will be reviewed quarterly.<\/p>\n\n\n\n

                                                        Record Keeping and Review: The sustainability policy will be documented and reviewed annually to ensure its effectiveness.<\/p>\n\n\n\n

                                                        Stakeholder Engagement: The following stakeholders will be engaged in the policy development and implementation process:<\/p>\n\n\n\n

                                                        Staff members<\/p>\n\n\n\n

                                                        Clients and customers<\/p>\n\n\n\n

                                                        Suppliers and contractors<\/p>\n\n\n\n

                                                        Regulatory authorities<\/p>\n\n\n\n

                                                        Sustainability Issues: Common sustainability issues include waste management, energy consumption, and social responsibility. ABC Mortgage Broking will address these issues by implementing the activities outlined in the policy.<\/p>\n\n\n\n

                                                        Future Improvements: To improve the sustainability policy in the future, ABC Mortgage Broking could consider implementing more advanced sustainability initiatives, such as renewable energy projects or green procurement policies. It could also consider developing a more comprehensive sustainability reporting framework.<\/p>\n\n\n\n

                                                        Question B1<\/strong><\/p>\n\n\n\n

                                                        There are several legislative frameworks in Australia that set minimum standards of conduct for finance brokers running their own businesses. Three examples are:<\/p>\n\n\n\n

                                                          \n
                                                        • National Consumer Credit Protection Act 2009 (NCCP): The NCCP regulates the consumer credit industry and sets out responsible lending obligations for finance brokers. It requires brokers to assess whether a loan product is suitable for the borrower’s needs and financial circumstances, disclose the fees and charges associated with the loan, and provide borrowers with a Credit Guide and a Credit Proposal Disclosure document.<\/li>\n\n\n\n
                                                        • Corporations Act 2001: The Corporations Act regulates financial services and products in Australia. It sets out a range of obligations for financial services providers, including finance brokers, such as maintaining adequate records, providing advice that is in the best interests of the client, and disclosing any conflicts of interest.<\/li>\n\n\n\n
                                                        • Anti-Money Laundering and Counter-Terrorism Financing Act 2006 (AML\/CTF): The AML\/CTF Act requires financial services providers, including finance brokers, to implement anti-money laundering and counter-terrorism financing programs to prevent their services from being used for criminal activities. It sets out obligations for customer due diligence, record-keeping, and reporting suspicious activities.<\/li>\n<\/ul>\n\n\n\n

                                                          Question B2<\/strong><\/p>\n\n\n\n

                                                          Ethics refers to moral principles and values that guide individual behavior and decision-making, whereas the law is a system of rules and regulations established by a government or authority to govern behavior and maintain order in society. While the law provides a framework for acceptable behavior, ethical principles go beyond legal requirements and address what is right and wrong in a broader sense. Ethics are subjective and based on personal beliefs, while the law is objective and applies to all individuals in a society.<\/p>\n\n\n\n

                                                          Question B3<\/strong><\/p>\n\n\n\n

                                                          An ethical dilemma is a situation in which there are two or more conflicting moral values or ethical principles, and a decision must be made between them. An example of an ethical dilemma that a broker may encounter is when a client requests the broker to recommend a financial product that is not suitable for their financial situation, but the broker would benefit from selling it. In this situation, the broker must choose between serving the best interests of the client or their own financial gain.<\/p>\n\n\n\n

                                                          Question B4<\/strong><\/p>\n\n\n\n

                                                          Here are three ways a person could prevent their own biases and psychological tendencies from impacting negatively when making an ethical decision:<\/p>\n\n\n\n

                                                          Consider multiple perspectives: Try to view the situation from different angles and consider how others might perceive the issue. This can help to broaden your perspective and reduce the influence of personal biases.<\/p>\n\n\n\n

                                                          Seek feedback from others: Ask for input from colleagues or trusted individuals to get their perspective on the issue. This can help to identify blind spots and potential biases.<\/p>\n\n\n\n

                                                          Take time to reflect: Avoid making a hasty decision and take time to reflect on the situation. This can help to reduce the impact of emotions and allow for a more rational decision-making process.<\/p>\n\n\n\n

                                                          Question B5<\/strong><\/p>\n\n\n\n

                                                          Three potential organizational barriers are:<\/p>\n\n\n\n

                                                          Lack of resources: An organization may not have sufficient financial or human resources to support ethical practices, such as providing adequate training and support for employees to make ethical decisions.<\/p>\n\n\n\n

                                                          Resistance to change: An organization may be resistant to changing its current practices or policies, even if they are unethical, due to fear of the unknown or the cost of making changes.<\/p>\n\n\n\n

                                                          Lack of leadership commitment: If leadership does not prioritize ethics or model ethical behavior, employees may not take ethical considerations seriously.<\/p>\n\n\n\n

                                                          Three actions an organization could take to overcome these barriers are:<\/p>\n\n\n\n

                                                            \n
                                                          1. Allocate resources: The organization could allocate resources to ensure that employees have the training and support they need to make ethical decisions. This could include training programs, access to ethical decision-making frameworks, and support from supervisors or other senior staff.<\/li>\n\n\n\n
                                                          2. Foster a culture of ethical awareness: The organization could encourage employees to speak up if they see unethical behavior, provide opportunities for open dialogue about ethical issues, and celebrate employees who model ethical behavior.<\/li>\n\n\n\n
                                                          3. Make ethical considerations part of performance evaluations: The organization could make ethical considerations part of employee performance evaluations, making it clear that ethical behavior is a core value of the organization and is expected of all employees.<\/li>\n<\/ol>\n\n\n\n

                                                            Question B6<\/strong><\/p>\n\n\n\n

                                                            Ethical Decision-Making Case Study<\/strong><\/p>\n\n\n\n

                                                            Facts:<\/strong><\/p>\n\n\n\n

                                                            Mark, a finance broker, is helping his long-term client Stephen and his wife Vivien to purchase a Sydney CBD apartment. Vivien works as a manager in her sister\u2019s restaurant, and Mark has only met her once. Both Stephen and Vivien’s incomes are needed to service the new loan. While reviewing the hardcopy documents provided by the Lees, Mark notices something unusual with Vivien\u2019s payslips and suspects they may be fraudulent. The loan has not yet been approved, but Mark believes there is enough income to service the loan.<\/p>\n\n\n\n

                                                              \n
                                                            • Biases or psychological tendencies:<\/li>\n<\/ul>\n\n\n\n

                                                              Mark might have a bias towards Stephen due to their long-term business relationship and could potentially overlook Vivien’s fraudulent payslips. He might also have a confirmation bias that the loan is likely to be approved, leading him to dismiss the fraud concern.<\/p>\n\n\n\n

                                                                \n
                                                              • Legal, regulatory or codes of practice:<\/li>\n<\/ul>\n\n\n\n

                                                                The broker must comply with the ethical and professional standards outlined in the Mortgage and Finance Association of Australia’s (MFAA) Code of Practice, which requires finance brokers to act honestly, fairly, ethically, and in accordance with the law. The code also requires brokers to ensure that the information they provide is accurate, complete, and not misleading.<\/p>\n\n\n\n

                                                                  \n
                                                                • Affected stakeholders and impacts:<\/li>\n<\/ul>\n\n\n\n

                                                                  The affected stakeholders in this scenario include Stephen and Vivien, Mark, the lender, and the broader finance industry. If no action is taken, Vivien may be able to secure the loan fraudulently, which could lead to financial problems for Stephen and Vivien in the future, and potentially damage Mark’s reputation and credibility as a finance broker. If action is taken, Stephen and Vivien may lose the opportunity to purchase the property, and the lender may be unable to secure the loan.<\/p>\n\n\n\n

                                                                    \n
                                                                  • Ethical principles at stake:<\/li>\n<\/ul>\n\n\n\n

                                                                    The ethical principles at stake in this scenario include integrity, honesty, and accountability. Mark has an obligation to act honestly and with integrity in his dealings with Stephen and Vivien, the lender, and the broader finance industry. He also has an obligation to be accountable for his actions and ensure that the information he provides is accurate and not misleading.<\/p>\n\n\n\n

                                                                      \n
                                                                    • Interpersonal skills:<\/li>\n<\/ul>\n\n\n\n

                                                                      To support a positive outcome, Mark may need to employ effective communication skills, empathy, active listening, and problem-solving skills to understand the situation and determine an appropriate course of action.<\/p>\n\n\n\n

                                                                        \n
                                                                      • Justifications for taking no action:<\/li>\n<\/ul>\n\n\n\n

                                                                        If Mark chooses not to take action, he may rationalize that the loan is likely to be approved, and the fraud concern is not significant enough to warrant further investigation. He may also rationalize that he has a good relationship with Stephen and does not want to jeopardize it by questioning Vivien’s payslips.<\/p>\n\n\n\n

                                                                          \n
                                                                        • Future actions:<\/li>\n<\/ul>\n\n\n\n

                                                                          To prevent similar situations from occurring in the future, Mark could implement individual actions such as improving due diligence processes and seeking further verification of income documents. Organizational policies and practices could include regular training and education for staff on ethical decision-making frameworks and compliance with ethical and professional standards. Additionally, implementing a system for anonymous reporting of potential fraud or unethical behavior could encourage staff to report any concerns.<\/p>\n","protected":false},"excerpt":{"rendered":"

                                                                          Assignment Task Question-1 Part-A Ratio Analysis Ratio 2020 2021 Risk Rating 1.    Current Ratio 32582\/32128=1.01 35197\/32129=1.10 Moderate Risk 2.    Quick Ratio 26987\/32128=0.84 29322\/32129=0.91 Low Risk 3.    Return on Equity (ROE) 32778\/45796=0.72 35825\/51448=0.70 High Risk 4.    Return on Assets (ROA) 37150\/100180=0.37 39560\/94871=0.42 High Risk 5.    Debt to Equity Ratio 54384\/45796=1.19 43424\/51448=0.84 Moderate Risk 6.    Debt to […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1288","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"yoast_head":"\nBusinesses Tax Planning and Asset Protection Assignment - My Blog<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/britainwriters.com\/answers\/businesses-tax-planning-and-asset-protection-assignment-2\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Businesses Tax Planning and Asset Protection Assignment - 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