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The Auditor's Guide to Analytical Procedures Under ISA 520
Complete guide: ISA 520 requirements quick reference, decision flowchart for when to use analytical procedures vs. tests of details, industry-specific ratio checklists for 12 sectors, threshold-setting guide by risk level, sample completed working paper, common quality-review findings, and documentation checklist.
ISA 520 Analytical Review for Hospitality & Tourism
Hospitality entities — hotels, resorts, and restaurant groups — present unique analytical review challenges due to extreme seasonality, the relationship between occupancy and rate management, and the multi-revenue-stream nature of hotel operations. Under ISA 520, the auditor must develop expectations using the three key performance indicators of the hotel industry: RevPAR (Revenue Per Available Room), occupancy rate, and ADR (Average Daily Rate). RevPAR equals occupancy rate multiplied by ADR, and it is the primary measure of hotel revenue performance. For a 200-room hotel operating at 75% occupancy with an ADR of €150, expected room revenue is approximately €8.2M annually (200 × 365 × 75% × €150). The auditor should compare actual room revenue to this calculated expectation and investigate significant deviations.
F&B Operations and Cost Control
Food and beverage revenue should be analysed as a percentage of room revenue — this ratio is typically stable between periods for a given property type. City business hotels may show 30-40% F&B-to-room revenue ratios, while resorts with extensive dining options may reach 50-60%. Changes in this ratio signal either F&B operational changes or room rate movements. F&B cost of sales (food cost as a percentage of F&B revenue) should typically be 28-35% for a well-managed hotel operation. Cost percentages above this range indicate purchasing inefficiencies, waste, or portion control issues. Labour costs are the largest single expense category for hospitality entities, typically representing 30-35% of total revenue. Seasonal staffing patterns create significant period-to-period variation — the auditor should analyse staff costs against occupancy data and compare the per-occupied-room labour cost to prior periods.
Seasonality and Comparable Period Analysis
The extreme seasonality of hospitality operations means that month-on-month analytical comparisons are essentially meaningless. A beach resort showing a 70% revenue decline from August to November is normal, not concerning. The auditor MUST use year-on-year same-period comparisons for all analytical procedures. Monthly or quarterly RevPAR data should be compared to the same period in the prior year. Seasonal adjustments should account for the timing of holidays (Easter, Christmas, school breaks) which shift between periods. Weather events can significantly impact tourist-dependent properties — an unusual cold spell during peak season or a hurricane warning can cause material revenue shortfalls. The auditor should also consider the impact of major events (sports championships, conferences) that may boost demand in specific periods. For hotel groups with properties in different seasonality zones, consolidated analytical review should disaggregate by property or region.
Key Ratios to Monitor for Hospitality & Tourism
- RevPAR
- Occupancy rate
- ADR (Average Daily Rate)
- F&B revenue as % of room revenue
- Staff cost ratio
- GOP margin
What Drives Account Fluctuations
Occupancy and rate changes driving room revenue
Seasonal demand patterns creating extreme month-to-month variation
F&B revenue correlation with occupancy and event business
Labour cost pressures from minimum wage and seasonal staffing
Property maintenance and refurbishment cycle impacts
Seasonal Considerations
Hospitality has EXTREME seasonality — beach resorts may earn 60-70% of annual revenue in 4 months. City hotels are more stable but still show seasonal patterns. Month-on-month comparison is MEANINGLESS — always use YoY same-period comparisons. Analyse monthly RevPAR data if available.
Recommended Investigation Thresholds for Hospitality & Tourism
| Account Category | Threshold % |
|---|---|
| Revenue | 10% |
| Cost of Goods Sold | 10% |
| Operating Expenses | 10% |
| Current Assets | 15% |
| Equity | 10% |
Regulatory note: Hospitality entities are subject to food safety, liquor licensing, and occupational health regulations. Tourism taxes and city levies may apply. Fire safety compliance costs can be significant. IFRS 16 lease accounting has major impact for hotel operators leasing property.
Worked Example: Hospitality & Tourism Analytical Review
A city-centre business hotel with 180 rooms. Overall materiality €300,000, performance materiality €195,000.
Overall materiality: €300,000 | Performance materiality: €195,000 | Threshold: 10%
| Account | PY | CY | Change | % |
|---|---|---|---|---|
| Room Revenue FLAG | €6,500,000 | €7,200,000 | €700,000 | +10.8% |
| F&B Revenue FLAG | €2,400,000 | €2,800,000 | €400,000 | +16.7% |
| Events Revenue FLAG | €1,200,000 | €950,000 | €-250,000 | -20.8% |
| F&B Cost of Sales | €780,000 | €920,000 | €140,000 | +17.9% |
| Wages & Salaries FLAG | €3,200,000 | €3,600,000 | €400,000 | +12.5% |
| Property Costs | €1,050,000 | €1,100,000 | €50,000 | +4.8% |
| Depreciation — FF&E | €580,000 | €650,000 | €70,000 | +12.1% |