Chapter 2 — Identification of Operating Segments
Chapter 2 — Identification of Operating Segments
2.1 Overview
As stated in ASC 280-10-05-3, the method used to determine what information to
report under ASC 280 is called the management approach and is “based on the way that
management organizes the segments within the public entity for making operating
decisions and assessing performance.” Accordingly, the first step for an entity in
applying ASC 280 is the identification of operating segments.
ASC 280-10
50-1 An operating segment is a component of a public entity that has all of the following characteristics:
- It engages in business activities from which it may recognize revenues and incur expenses (including revenues and expenses relating to transactions with other components of the same public entity).
- Its operating results are regularly reviewed by the public entity’s chief operating decision maker to make decisions about resources to be allocated to the segment and assess its performance.
- Its discrete financial information is available.
Evaluating whether a component has all the characteristics of an operating segment can require
judgment, including the consideration of whether:
- The component engages in business activities from which it may recognize revenues and incur expenses (see Section 2.2).
- The component’s operating results are regularly reviewed by the CODM (see Section 2.3).
- Discrete financial information is available for the component (see Section 2.4).
Key Takeaways
- Identification of operating segments requires the use of the management approach. In accordance with ASC 280-10-05-3, this approach is “based on the way that management organizes the segments within the public entity for making operating decisions and assessing performance.”
- An operating segment possesses the following characteristics: (1) engagement in business activities from which it may recognize revenues and incur expenses, (2) operating results that are regularly reviewed by the CODM to allocate resources and assess performance, and (3) availability of discrete financial information.
- Evaluating whether a component has all the characteristics of an operating segment can require judgment.
- Various information sources may help an entity identify operating segments, including the entity’s organizational structure (i.e., who are the CODM’s direct reports), the CODM’s periodic reporting package, the level at which budgets are reviewed and approved by the CODM, and an understanding of the incentive compensation structure.
2.2 Engagement in Business Activities
One characteristic of an operating segment is that the component engages in
business activities from which it may recognize revenues and incur expenses. Because
ASC 280-10-50-1 uses the words “may recognize revenues,” the absence of revenues
does not preclude a component from being an operating segment.
In addition, ASC 280-10-55-5 clarifies that “[a] division that recognizes
revenues and incurs expenses but does not have any assets associated with it for
internal reporting purposes could be considered an operating segment, if, under the
specific facts and circumstances being considered, it otherwise meets the definition
in paragraph 280-10-50-1.”
2.2.1 Research and Development Activities
ASC 280-10
50-3 An operating segment may engage in business activities for which it has yet to recognize revenues, for
example, start-up operations may be operating segments before recognizing revenues.
An operating segment can be a component that does not recognize external or
internal revenues but for which the CODM is making resource allocation decisions
and assessing performance on the basis of expenses. This may occur, for example,
when a component is focused on research and development activities and the CODM
is regularly reviewing operating results for that component to assess
performance and allocate resources (see further discussion in Section 2.3).
Example 2-1
Company P, a diversified pharmaceutical company, has allocated a portion of its combined assets to a
component for the research and development of new drugs. Expenses have been incurred; however, the
component has yet to recognize revenues from any of the activities. Discrete financial information is available
for the component, and the CODM reviews that information to allocate resources and assess performance.
Company P’s intent is to allocate resources to the specific business purpose of research and development.
Although revenues potentially will never be recognized from this pursuit, management has made a risk-and-reward determination that the cost of the research will be recovered through future revenues of the
component. Company P therefore determines that the component meets the definition of an operating
segment.
2.2.2 Corporate Headquarters and Functional Departments
ASC 280-10
50-4 Not every part of a public entity is necessarily an operating segment or part of an operating segment. For
example, a corporate headquarters or certain functional departments may not recognize revenues or may
recognize revenues that are only incidental to the activities of the public entity and would not be operating
segments. For purposes of this Subtopic, a public entity’s pension and other postretirement benefit plans are
not considered operating segments.
55-3 A corporate division
that recognizes revenues (for example, a treasury
operation that recognizes interest income) and incurs
expenses could be considered an operating segment, if,
under the specific facts and circumstances being
considered, it meets the definition in paragraph
280-10-50-1. Some believe that corporate divisions could
not be considered operating segments because paragraph
280-10-50-4 indicates that not every part of a public
entity is necessarily an operating segment or part of an
operating segment, for example, a corporate headquarters
or certain functional departments that do not recognize
revenues or that recognize revenues that are only
incidental to the activities of the public entity.
55-4 However, a corporate division that recognizes revenues and that has available discrete financial
information and whose operating results are reviewed regularly by the chief operating decision maker should
be considered an operating segment. Even if the revenues are considered incidental, this Subtopic does not
preclude such a division from being a reportable segment if management believes the additional information
may contribute to a better understanding of the public entity.
Some entities may be organized by functional departments that are accountable
for either revenue or costs but not both. Identifying the operating segments of
those entities will require careful consideration. Entities that are organized
by function rather than by products and services or by geography will need to
determine what information the CODM regularly reviews to allocate resources and
assess performance. They should also be particularly mindful of the disclosures
required by ASC 280, including disclosures related to how the entity is
organized (see Section
4.2) and the entity-wide disclosures about products, services,
and geography (see Chapter
5).
2.3 Operating Results Are Regularly Reviewed
Another characteristic of an operating segment is that the CODM regularly reviews the component’s
operating results to make decisions about the allocation of resources to the component and to assess
its performance. Therefore, in assessing whether an operating segment possesses this characteristic,
an entity will need to first identify the CODM. The entity should carefully consider its identification of the
CODM to ensure that it appropriately determines its operating segments.
2.3.1 Identification of the CODM
ASC 280-10
50-5 The term chief operating decision maker identifies a function, not necessarily a manager with a specific title.
That function is to allocate resources to and assess the performance of the segments of a public entity. Often
the chief operating decision maker of a public entity is its chief executive officer or chief operating officer, but it
may be a group consisting of, for example, the public entity’s president, executive vice presidents, and others.
2.3.1.1 Overview of CODM
While the CODM is often an individual, such as the CEO, COO, or a similar role, sometimes the function is
performed by a group. The CODM determines the allocation of resources and assesses the performance
of the operating segments. Typically, the CODM is the highest-ranking management individual at the entity who performs such functions, although the CODM is not necessarily identified on the basis of rank
within the entity. This point was reiterated at the 2015 AICPA Conference on Current SEC and PCAOB
Developments when staff from the SEC’s Division of Corporation Finance (the “Division”) observed that
an entity’s ultimate decision maker (e.g., the CEO) is not necessarily the CODM; therefore, the entity
should identify the CODM by determining which individual (or group of individuals) is responsible for
allocating resources to and assessing the performance of the entity.
2.3.1.2 Identify Key Operating Decisions
Determining the key operating decisions that must be made for an entity to recognize revenues and
incur expenses will often help the entity identify the CODM. While such decisions will vary depending on
the entity and industry, they may include the following:
- Entering into significant revenue contracts.
- Expanding into new markets or launching new products.
- Making significant capital expenditures.
- Designing and implementing key marketing strategies.
- Hiring and firing key personnel.
- Approving operating budgets.
When considering key operating decisions, the entity should distinguish between those decisions made
for the entity as a whole, which would typically be made by the CODM, and those decisions related to
operating, budgeting, and reporting that are specific to a business unit or component of the entity,
which would typically reside with the segment manager. See further discussion of the segment manager
in Section 2.3.2.3.1.
2.3.1.3 Chief Executive Officer Versus Chief Operating Officer
Some management structures may include both a CEO and a COO, or a similar role. At the 2014
AICPA Conference on Current SEC and PCAOB Developments, then OCA Deputy Chief Accountant Dan
Murdock observed the following:
We have seen entities default to the CEO as the CODM, but I encourage you to take a fresh look at this
determination. When identifying the CODM, remember to think about what the key operating decisions are
and who is making those decisions for the entity as a whole. Those key operating decisions might not be made
at the strategic or ultimate decision level — such as the CEO — but rather by someone who is closer to the
day-to-day operations. The guidance does not require the CODM to have ultimate decision making authority,
but it is important that the identified individual — or individuals — are evaluating the entity’s operating results
to assess performance and to allocate resources. Failing to appropriately identify the CODM would make it
highly unlikely you will get to the right [identification of operating segments].
Accordingly, the entity should evaluate what role the COO plays in the
organization. For example, a COO may be more administratively focused and
responsible for carrying out the CEO’s decisions but not make the key
operating decisions or assess performance, which may indicate that the COO
is not the CODM or part of a CODM group. However, entities should carefully
consider all facts and circumstances, including the stated responsibilities
of the COO and his or her interactions with the CEO or CODM group.
Example 2-2
Company A is a manufacturer of sporting equipment used for tennis, badminton, and squash. Company A’s
organizational structure includes a CEO and a COO as well as a business president for each of the tennis,
badminton, and squash product units. The business presidents are responsible for the operating, budgeting,
and reporting aspects of their respective units and have management personnel within their units who report
to them. The business presidents each report to the COO and are responsible for making resource allocation
recommendations to the COO for their respective units. The COO evaluates the performance of each unit on
the basis of a variety of financial reports and is responsible for entity-wide resource allocation decisions.
The COO reports to the CEO. The CEO receives monthly reports on consolidated operations but does not
receive information about each of the product units. In addition, the CEO defers all operating decisions to the
COO and instead focuses on the strategic direction of the company.
In this instance, the COO would most likely be considered the CODM or a part of a CODM group with the CEO.
While the CEO may be seen as the highest level of management, the COO is responsible for the key operating
decisions, including entity-wide resource allocation decisions, and for assessing the performance of the three
product units.
Example 2-3
Assume the same facts as in the example above except that the three presidents
report directly to the CEO. While the COO
participates in meetings with the CEO and the
presidents, the purpose of such participation is to
ensure that the COO understands the business because
it is expected that the COO will assume the role of
CEO when the CEO retires in the near term. The CEO
makes all key operating decisions, including
entity-wide resource allocation decisions.
The CEO is most likely the CODM because the CEO, and not the COO, is responsible for the key operating
decisions, including entity-wide resource allocation and assessing the performance of the three product units.
2.3.1.4 Management Committees
In some organizations, the CODM may be a management committee composed of, for
example, the entity’s CEO or president, its chief financial officer, its
executive vice presidents, and others, all of whom participate in decisions
made by the committee. However, the existence of a management committee does
not necessarily mean that the management committee is the CODM. For
instance, the ability of the CEO or COO to override the committee’s
decisions would indicate that the individual with override authority is the
CODM. In identifying the CODM, an entity must consider its management
structure as well as any relevant facts and circumstances, particularly when
evaluating whether an individual’s override authority is substantive.
2.3.2 Clarifying the Terms “Operating Results” and “Regularly Reviewed”
We believe that the term “operating results” implies at least some measure of profitability. However,
the operating results regularly reviewed by the CODM do not need to reflect all costs that would be
necessary for the operation of the component as a stand-alone business. Some measure of profitability,
such as gross profit or EBITDA, is likely to be sufficient for the CODM to allocate resources and assess
performance. See discussion of discrete financial information in Section 2.4.
Further, ASC 280 does not define “regularly reviewed.” In general, we believe
that a regular review, for most public entities, would be held at least
quarterly. Entities should use judgment in determining which operating results
are regularly reviewed by the CODM.
2.3.2.1 Information Sources for Regular Review
Insight into the level at which a CODM reviews operating results to allocate resources and assess
performance may be obtained from a variety of sources, including the following:
- Information provided to and reviewed by the CODM (the CODM package; see Section 2.3.2.2).
- The entity’s organizational structure, including meetings between the CODM and his or her direct reports (see Section 2.3.2.3).
- The level at which budgets are prepared and reviewed (see Section 2.3.2.4).
- The basis on which compensation is determined (see Section 2.3.2.5).
- The information provided to the board of directors (see Section 2.5).
No single factor is determinative in the entity’s analysis. Rather, the entity must consider the totality of
the information and carefully consider whether any of it may be inconsistent with the information it used
to identify its operating segments.
2.3.2.2 Information Provided to and Reviewed by the CODM (CODM Package)
Typically, the CODM will receive periodic reporting packages that include operating results at a
disaggregated level. Such reports may indicate the levels at which the CODM is monitoring the business
to allocate resources and assess performance.
Historically, when evaluating an entity’s operating segments, the SEC staff has
placed a great deal of emphasis on the information regularly provided to and
reviewed by the CODM. The SEC staff would frequently request copies of the
CODM package, as well as the information provided to the entity’s board of
directors, and would attempt to reconcile that information to the entity’s
reported operating segments.
In its 2012 postimplementation review report on FASB Statement 131, the FAF
observed that:
Advances in information technology also
make the guidance for determining operating segments more difficult to
apply and audit. Technology allows more detailed financial information
to be available to the CODM. The ability of the CODM to access more
detail makes less clear what the CODM "receives" and
"regularly reviews." As a result, it might be more difficult
to determine operating segments and less clear how to aggregate
them.
Partly in response to the FAF’s observation, the SEC staff has noted that its historical views regarding an
entity’s CODM package are evolving and that in the past it may have overemphasized the importance
of the CODM package. The SEC staff indicated that rather than viewing the CODM package as the
determinative factor in identifying operating segments, it would consider the CODM package as only one
of many factors in the determination.
Similarly, the SEC staff noted that it would not view the CODM package as a safe harbor for entities.
That is, the SEC staff might conclude that other, potentially conflicting information would overcome the
absence of operating results in the CODM package for a potential operating segment. Entities should
expect the SEC staff to:
- Question whether there are disaggregated operating results not included in the CODM package that are nonetheless regularly reviewed by the CODM.
- Continue to review other publicly available information for consistency with the entity’s segment disclosures, such as the information in the forepart of the Form 10-K (i.e., the business and MD&A sections), the entity’s Web site, analysts’ reports, and press releases.
While the CODM package is not the determinative factor in the identification of operating segments, it is
still a significant information source. Therefore, the staff will continue to ask what information is regularly
provided to the CODM and, in some instances, may request copies of the CODM package.
2.3.2.2.1 Other Financial Reporting
In certain instances, an entity may prepare stand-alone
financial statements for one or more subsidiaries (e.g., when such financial
statements are necessary to meet a statutory reporting requirement). The
existence of such stand-alone financial statements is not in itself
determinative that the portion of the entity being reported on is
representative of an operating segment. Rather, those financial statements
should be evaluated to determine whether they are regularly reviewed by the
CODM to make decisions about resources to be allocated and to assess the
subsidiary’s performance.
2.3.2.3 Organizational Structure
An entity’s management structure will often offer insight into how the CODM is reviewing operating
results to allocate resources and assess performance. As discussed in Section 1.2, the framework for
segment reporting is the management approach, which is based on an entity’s internal organization.
Determining the following may help an entity understand how management is structured:
- Who the CODM’s direct reports are.
- What decisions the CODM’s direct reports make.
- How frequently the CODM meets with his or her direct reports, and what is typically discussed in those meetings.
- Whether there are other individuals, groups, or committees within the entity with whom the CODM regularly meets to discuss operating results.
2.3.2.3.1 Segment Manager
ASC 280-10
50-7 Generally, an operating segment has a segment manager who is directly accountable to and maintains
regular contact with the chief operating decision maker to discuss operating activities, financial results,
forecasts, or plans for the segment. The term segment manager identifies a function, not necessarily a manager
with a specific title.
50-8 The chief operating
decision maker also may be the segment manager for
certain operating segments. A single manager may
be the segment manager for more than one operating
segment. If the characteristics in paragraphs
280-10-50-1 and 280-10-50-3 apply to more than one
set of components of a public entity but there is
only one set for which segment managers are held
responsible, that set of components constitutes
the operating segments.
An entity’s understanding of the organizational structure and of who the CODM’s
direct reports are, including how those direct reports interact with the
CODM, can help the entity gain insight into how the CODM is reviewing
operating results to allocate resources and assess performance.
Example 2-4
Company A is a multinational retailer of women’s clothing. It operates four
brands: WorkOut Wear, Business Wear, Casual Wear,
and Evening Wear. The company’s CEO is the
CODM.
In identifying its operating segments, A notes the following:
- Each brand has a division president that reports directly to the CEO.
- The quarterly CODM package includes a consolidated P&L statement as well as revenue and EBITDA for each brand.
- The CODM and division presidents meet quarterly to review the divisional P&L information, including actual results and comparisons to budget.
- Annual budgets are prepared by each division president through EBITDA. The final budgets for each division are approved by the CEO.
- Total annual compensation for the division presidents is based, in part, on brand EBITDA
Given these facts, A appears to have four operating segments: WorkOut Wear, Business Wear, Casual Wear,
and Evening Wear, since (1) each segment engages in business activities that recognize revenues and incur
expenses, (2) the CODM is regularly reviewing the operating results of each brand to allocate resources and
assess performance, and (3) discrete financial information is available for each brand. Each of the four division
presidents also appears to be a segment manager. Each of the division presidents is directly accountable to
and maintains regular contact with the CODM to discuss the operating activities, financial results, and forecasts
for the division.
Example 2-5
Assume that Company A in the example above undergoes a reorganization in which
the four division presidents are consolidated into
a single president of operations who reports to
the CODM. The CODM continues to receive revenue
and EBITDA by brand each quarter and discusses
operating results for each brand with the
president of operations. The CODM prepares and
approves budgets for each brand, and the president
of operations is compensated on the basis of
consolidated financial results.
Given these facts, it appears that A still has four operating segments upon the reorganization: WorkOut Wear,
Business Wear, Casual Wear, and Evening Wear since the CODM continues to review operating results of each
brand to allocate resources and assess performance. The president of operations is likely to be considered the
segment manager for each brand.
2.3.2.4 Budgeting Process
An entity’s budgeting process can be instructive on how resource allocation decisions are made
(including the level at which resources are allocated) and how performance is assessed. For example,
the process may indicate:
- The level at which budgets are reviewed and approved by the CODM (i.e., the consolidated budget level or some disaggregated level).
- The level at which the CODM regularly reviews performance against those budgets.
Accordingly, the CODM’s review of budgets (and performance against those budgets) on a disaggregated
basis may indicate the level at which the CODM is regularly reviewing operating results to allocate
resources and assess performance.
2.3.2.5 Compensation Structure
An entity’s compensation structure, including how the CODM’s direct reports are
compensated, may also provide insight into how the CODM is allocating
resources and assessing performance. For instance, the fact that a portion
of compensation for the CODM’s direct reports is tied to the performance of
the components or business units they oversee may indicate that the CODM is
allocating resources and assessing performance at that level. We believe
that this conclusion is consistent with the guidance in ASC 280-10-50-7,
which notes that operating segments will generally have “a segment manager
who is directly accountable to and maintains regular contact with the
[CODM].” Therefore, the existence of managers whose compensation is
associated with their accountability to the CODM for the performance of
components or business units may help an entity identify its operating
segments. However, as discussed above, compensation structure is not
determinative in the analysis (i.e., a compensation structure based on
consolidated results would not necessarily indicate that the entity has a
single operating segment).
2.4 Discrete Financial Information
Another characteristic of an operating segment is the availability of discrete financial information. While
ASC 280 does not define “discrete financial information,” we believe that it generally involves some
measure of a component’s profitability that can be readily distinguished from that of other components
of the organization. For example, if the information provided to the CODM contains revenue and gross
profit by service line, discrete financial information would be available, and there would generally be
enough information to assess performance and make resource allocation decisions by service line.
However, this measure does not need to reflect GAAP-based earnings or all costs that would be
necessary for running the component as a stand-alone business. In many instances, the availability of
gross margin for the component will be sufficient to qualify as discrete financial information. This is
consistent with comments made at the AICPA Conference on Current SEC and PCAOB Developments
in 2015 and 2016 by Division staff members, who noted that the absence of fully allocated costs to a
component does not preclude the component from having discrete financial information.
Further, as discussed in ASC 280-10-55-5, allocation of assets is not necessary
for a component to be considered an operating segment. Thus, discrete financial
information may consist of only limited results of operations information, such as
revenues and gross profit margin, without balance sheet information.
2.4.1 Revenue Information Provided to the CODM
For some entities, the information provided to and regularly reviewed by the CODM will consist of
consolidated operating results and revenue by product or service line or by geography. As discussed
above, revenue alone will generally not be sufficient for a CODM to assess performance and allocate
resources. However, entities should carefully consider all facts and circumstances, including why the
CODM receives disaggregated revenue, how the CODM uses such information, and whether revenue
alone is sufficient for the CODM to allocate resources and assess performance.
2.5 Multiple Sets of Data or Components
ASC 280-10
50-6 For many public entities,
the three characteristics of operating segments described in
paragraph 280-10-50-1 clearly identify a single set of
operating segments. However, a public entity may produce
reports in which its business activities are presented in a
variety of different ways. If the chief operating decision
maker uses more than one set of segment information, other
factors may identify a single set of components as
constituting a public entity’s operating segments, including
the nature of the business activities of each component, the
existence of managers responsible for them, and information
presented to the board of directors.
50-9 The characteristics in
paragraphs 280-10-50-1 and 280-10-50-3 may apply to two or
more overlapping sets of components for which managers are
held responsible. That structure is sometimes referred to as
a matrix form of organization. For example, in some public
entities, certain managers are responsible for different
product and service lines worldwide, while other managers
are responsible for specific geographic areas. The chief
operating decision maker regularly reviews the operating
results of both sets of components, and financial
information is available for both. In that situation, the
components based on products and services would constitute
the operating segments.
Given the framework of the management approach under ASC 280, there may be more than one
way to provide discrete financial information to the CODM (e.g., by products and services and also by
geography, which would suggest overlapping sets of components). In those instances, an entity may
need to use additional judgment to identify operating segments and should consider the following:
- The nature of the business activities of each component — For example, if information about products and services and geography is provided, what is the relevance and importance of each type of information to the overall entity? Is primarily one product sold in multiple geographic areas or are multiple products primarily sold in one geographic area?
- The existence of segment managers — Which components have segment managers who are accountable to the CODM?
- What information is presented to the board of directors — Does the board of directors receive one or more than one set of information? In this regard, paragraph 70 of the Background Information and Basis for Conclusions of FASB Statement 131 observes that in many enterprises, “only one set of data is provided to the board of directors. That set of data generally is indicative of how management views the enterprise’s activities.”
2.6 Vertically Integrated Operations
ASC 280-10
50-2 An operating segment shall include components of a public entity that sell primarily or exclusively to
other operating segments of the public entity if the public entity is managed that way. Information about
the components engaged in each stage of production is particularly important for understanding vertically
integrated public entities in certain businesses, for example, oil and gas entities. This information is also
important because different activities within the entity may have significantly different prospects for future cash
flows.
Some operating segments may derive their revenues only from other segments
within the entity. Understanding how the CODM manages the business is the key factor
in identifying operating segments. As noted in ASC 280-10-50-2, a component is not
required to have external customers or revenues to be classified as an operating
segment for financial reporting purposes. In addition, entities with vertically
integrated operating segments will need to carefully consider the qualitative
criteria in ASC 280-10-50-11 when evaluating whether aggregation of the operating
segments is appropriate. See Section
3.2 for further discussion of aggregation.
Example 2-6
Company B is a vertically integrated manufacturer that sells processed food products to external customers.
Company B’s operations include a flour mill that sells refined flour to the food processing segment of B.
Although the flour mill has no external customers, the financial results of the milling operation are prepared
separately, and the CODM regularly reviews them to assess performance and make decisions regarding the
allocation of resources. The flour mill would therefore meet the definition of an operating segment.
2.7 Subsidiary Financial Statements
Operating segments should be identified at the reporting-entity level. In some instances, a public entity
may have a consolidated subsidiary that meets the definition of a public entity and is therefore within
the scope of ASC 280. In such cases, the parent entity would apply the guidance in ASC 280 to identify
the operating segments at the consolidated level, and a separate evaluation would be performed for the
subsidiary reporting entity.
ASC 280-10
Example 1: Subsidiary of a Public Entity Has Public Debt and Separate Financial Statements Have Reportable Segments
55-27 Assume that an entity is organized as follows.
55-28
This Example discusses the determination of reportable
segments (see paragraph 280-10-50-10) by a public entity
when one of its subsidiaries is itself a public entity and
includes segment information in its separate financial
statements.
55-29 Subsidiary C is itself a public entity because it has public debt outstanding. The segment information for
the separate financial statements of Subsidiary C discloses three reportable segments (Dept. Y, Dept. Z, and
Division 7).
55-30 In this situation it should not be automatically assumed that the reportable segments of Subsidiary C
are also reportable segments within the consolidated financial statements of Public Company. Determining the
number of operating segments of a public entity depends on the specific facts and circumstances and should
be separately evaluated for each public entity that is required to apply this Subtopic.
2.8 Equity Method Investees
ASC 280-10
55-2 An equity method investee
could be considered an operating segment, if, under the
specific facts and circumstances being considered, it meets
the definition in paragraphs 280-10-50-1 and 280-10-50-3. An
investee accounted for by the equity method could be
considered an operating segment even though the investor has
no control over the performance of the investee. Paragraph
280-10-50-1(b) provides that an operating segment is one
whose operating results are regularly reviewed by the public
entity’s chief operating decision maker to make decisions
about resources to be allocated to the segment and assess
its performance. Management may regularly review the
operating results and performance of an equity method
investee for purposes of evaluating whether to retain the
investor-investee relationship. This Subtopic does not
require that the chief operating decision maker be
responsible for making decisions about resources to be
allocated within the segment. That is, this Subtopic does
not require that the chief operating decision maker be
responsible for making decisions at the investee operating
level that affect its operations and performance. Therefore,
control over the investee is not a criterion for the
investee to be considered an operating segment. For
information relating to equity method investees, see Topic
323.
An entity’s operating segments are not limited to its consolidated operations.
Equity method investments and joint ventures, for example, may also represent
operating segments if they otherwise meet the criteria in ASC 280-10-50-1. ASC 280
does not require that the CODM be responsible for making decisions about resources
to be allocated within the segment. Rather, as observed in ASC 280-10-55-2, the CODM
may be regularly reviewing the operating results and performance of an equity method
investee “for purposes of evaluating whether to retain the investor-investee
relationship.” Accordingly, “control over the investee is not a criterion for the
investee to be considered an operating segment.”
Example 2-7
Company A manufactures and sells prepackaged food. Company A also holds a 30 percent investment in a
venture that operates a flour mill and purchases flour from the venture to use in its operations. It uses the
equity method to account for its investment in the venture.
The venture’s financial results are provided quarterly to the venture’s owners.
Company A’s CODM reviews the results to make decisions about
resources to be allocated to the investment (e.g., whether
to participate in any capital calls) and to assess the
mill’s performance to determine whether to retain the
investment.
In this instance, the joint venture would represent an operating segment given the following factors:
- The joint venture engages in business activities (flour milling) from which it recognizes revenues and incurs expenses.
- The CODM regularly reviews the joint venture’s operating results to allocate resources and assess performance.
- Discrete financial information is available for the venture.
2.9 Comparison to Competitors
The management approach required for determining operating segments under ASC 280 is specific to
each preparer. While an entity can review segment disclosures from the financial statements of other
public entities, including its direct competitors, the disclosures are unlikely to be comparable unless all
aspects of the entities related to the segment determination are comparable.
While the FASB requires entities to use the management approach to identify
operating segments, it acknowledges that some level of comparability may be
important for financial statement users. ASC 280-10-05-5 notes:
To provide some comparability between public entities, this Subtopic requires
that an entity report certain information about the revenues that it derives
from each of its products and services (or groups of similar products and
services) and about the countries in which it earns revenues and holds assets,
regardless of how the entity is organized. As a consequence, some entities are
likely to be required to provide limited information that may not be used for
making operating decisions and assessing performance.
See further discussion of entity-wide disclosures of products and services and geographic areas in
Chapter 5.
Example 2-8
Company A and Company B both manufacture and distribute windows, siding, and insulation used in the
construction of residential and commercial units. Under A’s structure, decisions are made and performance is
evaluated on a regional basis (e.g., North, South), whereas B makes decisions and evaluates performance on a
product-line basis (e.g., siding, insulation).
Accordingly, A and B would not report similar operating segments. Rather, A would report operating segments
based on regions, and B would report operating segments based on product lines.
2.10 Reconsideration of Identified Operating Segments
The identification of operating and reportable segments may be affected by changes in facts and
circumstances. For example, a change in the management approach and resulting segment disclosures
may result from changes in senior management, significant acquisitions, and significant dispositions as
well as changes in the products and services offered by the entity or changes in the entity’s geographic
footprint. As discussed in Section 1.7, effective ICFR is necessary to support an entity’s judgment in
applying segment guidance and to monitor for changes in the management approach or changes to
other facts and circumstances that might result in different segment reporting.
ASC 280 requires a change in reportable segments to be presented in the first period during which the
entity is managed on the basis of the new organizational structure. At times, there may be a transition
period during which changes to the organizational structure are being implemented and the entity
therefore will need to use significant judgment to determine the first period in which it is being managed
under the new structure. It may be helpful for the entity to consider the following in making this
determination:
- When changes to the CODM’s direct reports and their job responsibilities become effective.
- When the CODM begins receiving and reviewing discrete financial information under the new reporting structure.
- Whether the CODM has been managing the business under the new structure.
If there are changes in identified operating segments, the entity will also be required to perform an
updated analysis of the aggregation of operating segments, to identify reportable segments, and to
recast the information presented for each reportable segment. In addition, such changes may result in a
change to the entity’s reporting units for goodwill impairment testing purposes (see Appendix B).