---
type: "Learn"
title: "Related-Party Transactions: Definition, Examples, Risks"
locale: "en"
url: "https://longbridge.com/en/learn/related-party-transactions-105092.md"
parent: "https://longbridge.com/en/learn.md"
datetime: "2026-04-01T10:11:25.522Z"
locales:
  - [en](https://longbridge.com/en/learn/related-party-transactions-105092.md)
  - [zh-CN](https://longbridge.com/zh-CN/learn/related-party-transactions-105092.md)
  - [zh-HK](https://longbridge.com/zh-HK/learn/related-party-transactions-105092.md)
---

# Related-Party Transactions: Definition, Examples, Risks

Related-party transactions refer to transactions between companies or between different companies, where the two parties have specific relationships, such as affiliated companies, shareholders, executives, etc. Such transactions may involve issues such as interest transfer and information asymmetry, and require strengthened supervision and transparency.

## Core Description

-   Related-Party Transactions (RPTs) are deals between a company and parties that can influence it (or be influenced by it), so they deserve extra scrutiny even when they look "routine".
-   RPTs are not automatically bad or good. The key questions are whether the terms are arm's-length, the governance is independent, and disclosure is complete.
-   For investors, RPTs are useful as a lens to assess earnings quality, cash-flow sustainability, and minority shareholder protections, and then to reflect persistent risks through more conservative valuation assumptions.

* * *

## Definition and Background

Related-Party Transactions (RPTs) refer to transactions between an entity and a "related party", meaning a person or organization with a relationship close enough to potentially affect decisions, pricing, timing, or disclosure. Common related parties include:

-   Parent companies and subsidiaries
-   Associates and joint ventures
-   Controlling or major shareholders
-   Directors and key executives
-   Close family members of insiders
-   Entities controlled by, or under common control with, the above parties (including indirect links such as nominee holdings or special-purpose vehicles)

### Why regulators care

RPTs became a key focus as corporate groups expanded and ownership separated from day-to-day management. When control is concentrated, insiders may have incentives to transfer value across entities. Several high-profile failures in the early 2000s reinforced a basic point: if related-party dealings are complex and opaque, they can distort reported performance and obscure liabilities.

### The regulatory idea: "disclose and govern", not "ban"

Most frameworks do not prohibit Related-Party Transactions. Instead, they emphasize:

-   **Disclosure**: identify the relationship, the nature of the transaction, key terms, and material amounts
-   **Governance**: independent review (often via an audit committee or independent directors), recusal rules, and sometimes shareholder approval for material items
-   **Enforcement**: penalties for non-disclosure, misleading reporting, or breaches of fiduciary duty

Two widely used accounting frameworks are **IAS 24 (Related Party Disclosures)** under IFRS and **ASC 850** under US GAAP. Their shared goal is to allow financial statement users to evaluate whether relationships could have influenced outcomes.

### What counts as an RPT in real life

Related-Party Transactions commonly include:

-   Sales or purchases of goods or services (including "cost-sharing" or "management fees")
-   Loans, deposits, and other financing
-   Guarantees and commitments (often overlooked, but potentially high-risk)
-   Leases and property arrangements
-   Asset transfers (acquisitions, disposals, IP licensing, or brand royalties)

The transaction type is not the deciding factor. The **relationship** is.

* * *

## Calculation Methods and Applications

There is no single universal "RPT formula". In practice, investors and analysts quantify exposure and test whether RPTs could be affecting profitability, cash flows, or balance-sheet risk. A practical approach is to use **repeatable metrics** derived from financial statement notes and segment disclosures.

### Practical measurements investors use

#### RPT concentration ratios

These ratios help quantify how dependent a business is on Related-Party Transactions:

-   **Related-party revenue share**
    -   Related-party sales ÷ total revenue
-   **Related-party receivables share**
    -   Receivables from related parties ÷ total trade receivables
-   **Related-party payables share**
    -   Payables to related parties ÷ total trade payables

High concentration is not proof of wrongdoing, but it increases the importance of pricing integrity and governance. If a large portion of revenue comes from related parties, the company may be able to manage earnings through internal pricing or transaction timing.

#### Margin and cash conversion checks

A simple application is to compare:

-   gross margin and operating margin versus peers
-   cash from operations versus reported profit trends
-   days sales outstanding (DSO) movements, especially if related-party receivables are rising

If profits rise while cash collection weakens, and related-party balances expand, analysts often become more skeptical about earnings quality.

#### Off-balance-sheet exposure inventory

Some of the most serious RPT risks are not in the income statement. Investors should explicitly list and track:

-   guarantees given to related parties
-   commitments (purchase obligations, lease commitments, performance guarantees)
-   contingent liabilities linked to affiliates

A company can appear profitable while accumulating guarantee risk.

### How RPT analysis is applied in investing and governance

#### For investors and analysts

Related-Party Transactions are used to adjust:

-   confidence in reported earnings (are margins economically supported, or internally engineered)
-   sustainability of cash flows (are related-party receivables collectible)
-   minority shareholder protection (is there potential tunneling via fees or asset transfers)

When unresolved concerns persist, investors often respond by requiring a **larger margin of safety**, using more conservative assumptions, or avoiding situations with persistent transparency weaknesses. This is not a prediction of outcomes, but a response to uncertainty.

#### For boards and audit committees

RPT tracking supports:

-   pre-approval workflows
-   conflict-of-interest recusal records
-   documentation that terms approximate market conditions
-   consistent, comparable disclosures across periods

#### For auditors and regulators

RPT notes are a key area for:

-   completeness testing (identifying relationships management did not capture)
-   verifying authorization and documentation
-   checking whether transactions were recorded gross versus net when required
-   validating that disclosure aligns with underlying contracts and bank evidence

* * *

## Comparison, Advantages, and Common Misconceptions

### Related-Party Transactions vs arm's-length vs conflict of interest

Concept

What it means

What to look for

Related-Party Transactions (RPTs)

A transaction where a relationship could influence terms

Disclosure quality and independent approval

Arm's-length transaction

Deal between independent parties at market terms

Comparable pricing and evidence of a competitive process

Conflict of interest

Decision-makers have incentives that may bias judgment

Recusal, oversight, and documentation

A Related-Party Transaction can still be arm's-length, but it typically requires stronger support, such as comparables, benchmarking, independent review, and clear disclosure.

### Advantages of Related-Party Transactions

When properly governed, Related-Party Transactions can be efficient:

-   lower transaction costs inside a group (shared services, centralized procurement)
-   faster execution and coordination
-   stable financing or supply arrangements
-   operational continuity when an affiliate is distressed (temporary liquidity support), provided pricing and risk are appropriately compensated and disclosed

These benefits are more credible when outcomes are measurable (for example, cost savings or service levels) and pricing is supported by market benchmarks.

### Disadvantages and risks

RPTs can also enable value transfer away from minority investors:

-   non-market pricing (overpaying for services, underpricing asset sales)
-   disguised payouts (excessive consulting or management fees)
-   preferential credit (soft loans, weak collateral, extended maturities)
-   earnings manipulation (timing transactions near period-end)
-   hidden liabilities (guarantees and commitments that may not appear as debt until triggered)

A commonly cited example is **Enron**, where extensive dealings with related entities contributed to obscuring leverage and risk, undermining transparency and investor confidence.

### Common misconceptions and reporting mistakes

#### "All RPTs are bad"

This is a common misunderstanding. Related-Party Transactions are **risk-sensitive**, not automatically improper. The appropriate approach is to test terms, governance, and disclosure quality.

#### Frequent disclosure and reporting errors

-   missing **indirect relationships** (entities controlled through nominees or special structures)
-   netting transactions that should be shown gross (masking scale)
-   vague language that omits pricing basis ("at normal commercial terms" without support)
-   misclassifying RPTs as ordinary operating expenses, understating exposure
-   incomplete notes on outstanding balances, guarantees, or commitments
-   confusing routine intercompany balances with reportable transactions (or the reverse)

A well-known example of how accounting and disclosure choices can mislead stakeholders is the **Tesco** accounting scandal, where supplier arrangements and timing issues highlighted the importance of correct recognition and transparent reporting.

* * *

## Practical Guide

A practical way to interpret Related-Party Transactions is to ask three questions.

### Who benefits?

Identify where value flows.

-   If a company pays large fees to an affiliate owned by insiders, ask what service is delivered and whether pricing is comparable.
-   If the company sells assets to a related party, ask whether the sale price and valuation approach are transparent.

### How measurable are the benefits?

Prefer benefits that can be tracked:

-   cost savings versus the prior period, or versus third-party quotes
-   service-level agreements with penalties
-   benchmarked pricing schedules

Be cautious when the justification is largely narrative (for example, "strategic synergy") with limited measurement.

### How reversible is the arrangement?

The harder it is to unwind, the greater the need for caution:

-   long-term exclusive supply contracts with related parties
-   complex IP licensing with embedded renewals
-   guarantees that can turn into cash obligations quickly

### Investor checklist: what to look for in filings

#### Disclosure checklist (high impact items)

-   identity of related parties and the nature of the relationship
-   transaction type and business purpose
-   key terms: pricing basis, credit terms, collateral, duration, termination rights
-   amounts recognized in the period and outstanding balances at period-end
-   guarantees, commitments, and contingencies
-   whether approval was by independent directors or an audit committee, with recusal documented
-   consistency across footnotes, management discussion, and governance reports

#### Red flags that raise risk quickly

-   recurring "non-core" RPTs that generate profits or one-off gains
-   complex structures that obscure who ultimately benefits
-   unusual payment terms (extended credit, interest-free loans, weak collateral)
-   rapid asset transfers near reporting dates
-   heavy reliance on related-party revenue or receivables
-   weak board independence or weak audit committee oversight
-   opaque valuation (no comparable transactions, no independent appraisal)

### Case study (illustrative, not investment advice)

#### Enron (real-world case)

Enron's use of related entities and structured transactions is a landmark example of how Related-Party Transactions can undermine transparency. The key takeaway is not that RPTs cause fraud, but that **complexity, weak independence, and poor disclosure** can make RPTs a material valuation and governance risk.

#### Virtual example: management fee arrangement (fictional)

A listed company ("AlphaCo") pays an affiliate owned by the CEO's family an annual "management service fee" of $12 million.

How an analyst might assess it:

-   **Benchmarking**: compare $12 million to quotes from independent service providers for similar scope
-   **Deliverables**: check for a detailed service agreement (KPIs, staffing levels, termination rights)
-   **Profitability impact**: assess whether operating margin would materially change if the fee were priced at market
-   **Governance**: confirm the CEO recused from negotiation and approval, and that independent directors reviewed the contract
-   **Disclosure**: confirm the note explains the relationship, pricing basis, and outstanding balances

If AlphaCo provides clear comparables, independent approval, and transparent disclosure, the RPT may be reasonable. If documentation is limited and pricing is vague, the same transaction may represent a governance risk indicator.

* * *

## Resources for Learning and Improvement

### Authoritative standards and guidance

-   IFRS: **IAS 24 Related Party Disclosures**
-   US GAAP: **ASC 850 Related Party Disclosures**

These sources clarify who qualifies as a related party and what must be disclosed (relationship, nature, amounts, balances, and commitments).

### Regulatory and filing resources

-   securities regulator filing manuals and staff guidance on disclosure expectations
-   stock exchange listing rules on material transactions and controlling shareholders

These often add governance requirements beyond accounting standards.

### Corporate governance frameworks

-   **OECD Principles of Corporate Governance**
-   **UK Corporate Governance Code**

These emphasize independence, conflict management, audit committee oversight, and transparent reporting.

### Audit and assurance references

-   PCAOB and IAASB publications on auditing related parties

These references are helpful for understanding common audit procedures, such as testing completeness, authorization, and linkage to contracts and cash flows.

### Research and practice-oriented reading

-   academic and policy research (for example, papers hosted on SSRN, and World Bank governance research)

Look for evidence on how RPT concentration relates to disclosure quality, cost of capital, and minority shareholder outcomes.

* * *

## FAQs

### What are Related-Party Transactions (RPTs) in plain English?

Related-Party Transactions are deals between a company and people or entities closely connected to it, such as subsidiaries, controlling shareholders, directors, executives, or their family members, where the relationship could influence the terms.

### Are Related-Party Transactions illegal or automatically a red flag?

No. Many Related-Party Transactions are routine and can be operationally efficient. They become higher-risk when pricing is not arm's-length, conflicts of interest are not managed, or disclosure is incomplete.

### What are common examples of Related-Party Transactions investors should recognize?

Sales to affiliates, purchases from parent companies, intercompany loans, guarantees for related parties, related-party leases, IP licensing, and management or service fees are common.

### What disclosures matter most when evaluating Related-Party Transactions?

The identity and relationship of the counterparty, the pricing basis, key terms, period amounts, outstanding balances, and any guarantees or commitments, plus evidence of independent approval and recusal.

### How can Related-Party Transactions affect earnings quality?

If a company can set internal prices or timing with related parties, it may inflate revenue, shift costs, or create one-off gains. Analysts often cross-check margins, cash flow, and changes in related-party receivables or payables.

### Why are guarantees to related parties treated seriously?

Because guarantees can create real future cash obligations even if no cash moves today. They can also shift risk outside traditional debt line items until a trigger event occurs.

### What are the biggest reporting mistakes companies make with Related-Party Transactions?

Missing indirect relationships, using vague pricing language, failing to disclose outstanding balances or commitments, netting items that should be gross, and insufficient documentation of independent approvals.

### How should an investor react if Related-Party Transactions look excessive or opaque?

Rather than assuming misconduct, focus on evidence such as benchmarking, independent governance, and complete disclosure. If uncertainty remains high, investors may use more conservative assumptions, require a larger margin of safety, or avoid situations with persistent transparency gaps.

* * *

## Conclusion

Related-Party Transactions are common in modern corporate groups, covering sales and services, loans, leases, asset transfers, and guarantees. They are not inherently improper, but they carry higher risk of conflicts of interest, non-arm's-length pricing, and reduced transparency, which makes governance and disclosure central.

For investors, a disciplined and repeatable approach is typically more useful than speculation: quantify RPT exposure, assess whether terms resemble market conditions, and evaluate the independence of approval processes. Signals associated with lower RPT risk include a clear business rationale, competitive benchmarking, independent oversight, and disclosures that allow outsiders to understand who benefits, how measurable the benefits are, and how reversible the arrangement is.


> Supported Languages: [简体中文](https://longbridge.com/zh-CN/learn/related-party-transactions-105092.md) | [繁體中文](https://longbridge.com/zh-HK/learn/related-party-transactions-105092.md)
