Explore how managers strategically shift expenses or revenues to influence reported earnings and the analytical techniques to detect such distortions in financial statements.
Have you ever found yourself reading through an income statement and thinking, “Hmm, something feels off here”? Maybe the operating margin magically improved, but you can’t see a corresponding uptick in revenue or noticeable cost savings. You might be onto a phenomenon called classification shifting. In essence, classification shifting means moving expenses or revenues between different line items to present a rosier picture of certain metrics—often operating income or earnings before interest and taxes (EBIT). The shift is not always huge. Sometimes, it’s just enough to make profitability look slightly better than it really is.
I once interviewed a CFO who joked about “tidying up” the income statement at year-end. In truth, there can be a fine line between genuine reclassification for clarity and manipulative classification for misleading results. Although classification shifting is typically done within the boundaries (or the gray areas) of IFRS or US GAAP, it can obscure true operating performance. That’s why investors, analysts, and auditors must stay on their toes.
In a standard income statement, operating income is often the star metric that shows how well core business activities are performing. Companies might look for ways to reduce or hide certain operating costs by pushing them into non-operating or “other” categories. Conversely, they might move non-recurring gains into operating income to make it look like they came from normal business operations. As an analyst, you’ll want to question whether these items really belong in non-operating income/expense or if they constitute core business expenses that should remain above the operating income line.
Consider a typical multi-step income statement flow:
Classification shifting usually happens between the “Operating Expenses” (D) box and the “Interest & Non-Operating Items” (F) box. An increase in earnings can sometimes be orchestrated not by generating more revenue but by pushing operating expenses downward into non-operating categories or even into “one-time” or “special” items.
Well, companies often have strong incentives to meet or beat analyst forecasts. If an equity research team expects a certain EBIT or operating margin, management might feel pressure to deliver exactly that result. Since classification shifting doesn’t necessarily require adjusting total net income (just the distribution of expenses/revenues across categories), it can appear less obvious to casual observers. Moreover, it may be easier to justify reclassifications under the guise of compliance with new accounting standards, changes in managerial judgment, or reorganizing the business structure.
Classification shifting is just one tool in the broader arsenal of earnings management. Earnings management, in a nutshell, is all about influencing reported earnings to satisfy certain objectives—like meeting a profit target, smoothing income, or boosting share prices. Sometimes, managers will accelerate revenues (ship products earlier, for instance) or defer expenses (like maintenance or marketing) to future periods. In classification shifting, the total net income figure might stay the same, but the reallocation makes operating profits look more robust.
If you recall from Chapter 1 (Sections 1.6 and 1.7), we discussed the qualitative characteristics and limitations of financial statements. One major limitation is how easy it can be to manipulate perception without fully breaking the rules. So, classification shifting sits right at the boundary between acceptable reporting and a potential red flag for aggressive accounting.
• Moving recurring operating costs into “non-recurring” expense categories. For instance, a retailer might claim certain payroll costs as part of a one-time restructuring expense.
• Reclassifying overhead (e.g., marketing, R&D) into a special or “other” category, hidden below the operating income line.
• Presenting gains or losses on asset sales as “operating” when they might be more appropriately classified as non-operating.
• Combining some intangible write-downs or intangible asset amortization with other non-operating items so that investors don’t see how heavily intangible amortization hits the operating income.
A personal anecdote: I once analyzed a company that labeled a large chunk of materials cost as a “restructuring expense.” At first glance, their gross margin and operating margin soared. But a deeper dive revealed that the same cost wouldn’t typically meet the definition of restructuring. It was actually the normal cost of goods sold.
“Core earnings” refer to earnings generated strictly from the organization’s ongoing, central business activities. Classification shifting can inflate core earnings by removing or burying legitimate operating costs. Too often, core earnings are conflated with “operating earnings.” If the statement lumps significant recurring losses into “other,” you might see misleadingly high operating earnings. This is especially suspicious if “other” has grown significantly over time.
Under both IFRS and US GAAP, classification shifting can occur. Each set of standards provides frameworks for describing which expenses belong in operating versus non-operating sections, but these frameworks still leave some managerial discretion.
• IFRS: Entities have some flexibility in presenting operating vs. non-operating items. IFRS does not comprehensively define “operating profit.” Companies often present additional sub-totals like EBIT or EBITDA, but these might not be strictly mandated or standardized.
• US GAAP: Similarly, it doesn’t have a strict definition of “operating income.” Companies have to comply with standard headings and disclosures, but reclassifications can still happen.
From an exam standpoint, keep an eye out for differences in how items like research and development (R&D), restructuring charges, and impairment losses are classified. IFRS might allow certain intangible asset development costs to be capitalized if certain criteria are met, which can shift some expenses from the income statement to the balance sheet. US GAAP is typically stricter about expensing. But the real trick is how these costs are grouped—operating or otherwise.
Classification shifting can have a meaningful impact on key profitability ratios. For instance:
• Operating Profit Margin (OPM) = Operating Income / Revenue. If operating expenses are magically placed below the operating income line, OPM will be overstated.
• EBITDA Margin = (Earnings Before Interest, Taxes, Depreciation, and Amortization) / Revenue. Adjustments to classification can inflate EBITDA if certain expenses (e.g., portion of overhead costs) are dropped below the operating line.
• Interest Coverage = EBIT / Interest Expense. If EBIT is boosted artificially, coverage ratios can look better than they actually are.
Try using year-over-year comparisons or cross-sectional analysis with competitors to weed out abnormalities. If a company historically classified a particular cost as operating, then abruptly shifts it to a one-time or non-operating bucket—without a legitimate reason—alarm bells should start ringing.
So how do you detect it in practice? Here are some ideas:
• Examine the Footnotes: Detailed footnotes and management discussion & analysis (MD&A) often reveal changes in classification policies or unusual reclassifications.
• Compare vs. Industry Norms: Some peer comparison can reveal if reclassification is unusual or out of line with typical industry practice.
• Watch the “Other” Bucket: A dramatic spike in “Other expenses” or “Other income” from one year to the next might signal that something from core operations moved out of the operating section (or vice versa).
• Track Margins Over Time: If the company’s gross margin or operating margin suddenly leaps upward without a corresponding improvement in overall net income, you might suspect classification shifting.
• Pay Attention to Non-GAAP Measures: If a company frequently discloses “adjusted EBIT” or “adjusted EBITDA,” ask how they’re making those adjustments. The more adjustments, the more opportunities for classification “creativity.”
Anyway, one CFO told me that his biggest tool for classification shifting was “labeling.” He’d label specific marketing costs as “special marketing initiatives” to present them outside of normal marketing expense. So you really want to read those footnotes.
Imagine a manufacturing firm, XYZ Corp., that historically spent 2% of revenue each quarter on repairs and maintenance. This quarter, the company is trying to meet analysts’ earnings targets. Management decides to spin much of that cost as a “major overhaul” they claim is “non-recurring” in nature. Instead of $2 million in operating expenses, the income statement now shows $1 million in operating expenses and $1 million in “restructuring and other charges” below operating income. Operating income is thus boosted by $1 million, but net income remains the same.
From an analyst’s perspective, you see a jump in operating margin from (say) 15% to 16%, with no improvement in total net income. That’s a sign to investigate whether the classification truly belongs outside operating expenses. If it’s truly non-recurring, sure, maybe that’s legit. But if the company keeps doing it each quarter, that’s a suspicious pattern.
Those of you who have read Chapter 1 (Sections 1.6–1.7) will recall that one limitation of financial statements is the managerial flexibility in financial reporting. Meanwhile, in Chapter 12 (Financial Reporting Quality), we discuss the broader topic of earnings quality and how to watch for red flags. Classification shifting is effectively a subset of earnings management and can be considered a manipulative practice. Analysts must look beyond published metrics to get a true sense of business health.
While classification shifting is more about where you put expenses or revenue in the income statement, real earnings management involves adjusting actual real-world decisions—think cutting R&D spending or timing shipments. Indeed, a manager might push some shipments forward into the current quarter or hold back shipments if they risk overshooting. This form of management can still cause distortions, but it’s not strictly about how you label line items in financial reports.
• Read MD&A Thoroughly: Companies often mention changes in classification or highlight new line items.
• Consistent Multiples: If you suspect classification shifting, measure performance using multiple metrics (like net margin, free cash flow) in addition to operating margin.
• Adjust Where Appropriate: If you suspect an expense is recurring, reclassify in your own models to see how it affects valuations and ratio analysis.
• Keep a Trend Database: Log classification changes over multiple reporting periods. Patterns can identify recurrent shifting.
The bottom line is you must be skeptical. As a friend in audit once said, “Question everything. If management can shift it, they might shift it!”
Although classification shifting is sometimes propped up as “less serious” than out-and-out fraud, it can still mislead stakeholders. The CFA Institute Code of Ethics and Standards of Professional Conduct emphasize honesty, integrity, and fair representation of client and employer interests. Analysts who condone or fail to challenge questionable classification choices could be complicit in presenting potentially misleading information. For managers, crossing the line from clever classification to deception can carry severe legal and reputational risks.
On the CFA exam, you might see a question where two different companies handle a similar expense. One expenses it in cost of goods sold; the other lumps that cost into “non-operating.” You may be asked to compare or restate the statements to see which company truly has stronger operating performance. The exam might also present scenario-based questions about how changes in classification policies can inflate certain ratios, testing your ability to detect manipulations and recast the financial statements.
To do well:
• Pay close attention to any narrative about the nature of expenses or revenues.
• Understand how classification changes affect profitability, coverage, and valuation ratios.
• Practice recasting an income statement if you suspect classification shifting. You want to arrive at core operating earnings that accurately reflect the business.
• Howard Schilit, “Financial Shenanigans: How to Detect Accounting Gimmicks & Fraud.”
• McVay, “Earnings Management Using Classification Shifting,” The Accounting Review.
• CFA Institute, “Global Body of Investment Knowledge (GBIK),” especially sections on financial reporting and ethics.
And if you’re really interested, you might check out older academic work and case studies on how companies shuffle line items around. The more you study real-life examples, the better you’ll recognize these patterns.
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