In order to maintain the integrity and safety of assets, ensure the authenticity and reliability of economic information, and realize the preservation and appreciation of state-owned assets, the group company must establish a sound internal financial control system. This system must give full play to the financial control function of the group parent company, stimulate the enthusiasm and creativity of the subsidiaries, and effectively control the risks of the parent company and subsidiaries.
(a) the establishment of major economic decision-making control system within the group, standardize the behavior of subsidiaries.
1. Capital operation system. Such as investment and financing. Foreign economic guarantee, signing economic contracts, etc. Capital operation management affects the development direction of the group company. The parent company should be centralized in management, but the subsidiary company should be appropriately decentralized, that is, the parent company can give the subsidiary company a certain management right, which is decided by the parent company through collective research. At the same time, the parent company should establish and improve the system of project establishment, approval, control and inspection of foreign investment and financing of subsidiaries, attach importance to tracking management, and standardize the behavior of subsidiaries.
2. Fund management system. In order to reduce the total cost of funds, control the debt scale of enterprises and improve the debt structure of enterprises, the parent company should establish an internal fund management system with cash flow as the core, clarify the approval authority and procedures of fund dispatching, and implement the responsibility of fund management. Unified and centralized management of enterprise funds through legally established internal financial institutions or with the help of banking networks and legal financial instruments will help the parent company to control its subsidiaries, thus improving the efficiency of fund use and reducing risks.
3. Asset management system. This refers to the narrow sense of asset management, including fixed assets, intangible assets and other assets. Establish and improve the asset management system and organize its implementation; Changes in asset property rights and contingent property rights shall be subject to quota approval system or filing system. Implement dynamic management on the current situation, stock, increase and decrease of assets of subsidiaries, issue quarterly reports on the status of fixed assets, and formulate reasonable depreciation methods according to the financial system.
(two) to formulate the accounting control system for the general economic business of enterprises.
Establish internal control system and relevant operating procedures for the procurement, sales, collection, payment and financial management of business activities, as well as the standard system for the receipt and delivery of related property and materials, the income and expenditure of monetary funds and expenses. These controls mainly include incompatible job separation system, authorization and approval system, physical property control system, revenue and expenditure management system (cost management system, creditor's rights and debts management system, income distribution management system), financial inspection and financial internal control system, financial management and accounting basic work.
Second, establish a financial budget system.
Financial revenue and expenditure budget is an effective means of group target management, and it is an internal management activity or process to quantify and realize the decision-making objectives and resource allocation planning of enterprise groups. According to the enterprise development plan, the group company puts forward the general goal in a certain period of time, so as to prepare the company's long-term plan and annual plan, and break down the indicators and issue them to all subsidiaries. Through the budget, the authority and responsibility area of all departments and employees of enterprise operators are defined, thus strengthening the financial control function.
(A) the budget should be compiled from top to bottom. Compilation method combining bottom-up and top-down
Budget preparation should be communicated from top to bottom, generally through the proposal of budget indicators, comprehensive balance, deliberation and release, and control and implementation. Information feedback. Budget adjustment and other links form the final budget, which becomes a formal budget after being approved by the highest decision-making level of the enterprise, and is distributed to all departments for implementation step by step.
(two) the implementation of dynamic tracking and real-time monitoring after the budget is determined.
In order to ensure the effective implementation of budget management, subsidiaries should have a brief explanation every month; Quarterly analysis, mid-term report to the Group on the implementation of the financial budget, constantly adjust the deviation, ensure the realization of the budget objectives, realize the dynamic management of the parent company's subsidiary business activities, and give full play to the role of budget management in the company's daily operations.
Third, improve the incentive and restraint system.
The biggest advantage of enterprise groups lies in their integrity. In order to give full play to its role, it is necessary to formulate a profit distribution system and a performance appraisal system with clear rewards and punishments, and organically combine rewards and punishments, incentives and constraints.
(A) the profit distribution system
Authorized group company as the investor of state-owned capital, its profit distribution is the core content of group profit distribution. Form a parent-subsidiary company through holding; It corresponds to the profit distribution method of dividend by share. When the parent company formulates the distribution plan, it should give consideration to the interests of the parent company and its subsidiaries. After-tax profits of subsidiaries should be retained by the parent company according to a certain proportion, so that the long-term development of the group has a certain stamina, and the business growth needs of subsidiaries and the rights and interests of employees should be guaranteed, which is helpful to mobilize the enthusiasm, creativity and sense of responsibility of member enterprises and their employees. Reasonable profit distribution system will improve the allocation efficiency of group financial resources.
For the distribution of wages and bonuses of subsidiaries, the total amount should be controlled according to the operating scale of subsidiaries; Establish and improve the inspection and control system for the distribution of wages and bonuses of subsidiaries. Subsidiaries should strictly follow the principle of salary and bonus accrual stipulated by the parent company and distribute independently within the scope of salary accrual.
(2) Performance evaluation methods
1. Determine the appropriate value of state-owned capital and increase openness. According to the standard value of maintaining and increasing the value of state-owned capital in the same industry and the three-year operation of the enterprise, the group company can combine the specific reality of the market and the enterprise; Make sure it fits. Feasibility rate of maintaining and increasing the value of state-owned capital.
2. Improve the evaluation index system of subsidiaries. The evaluation index system is based on the rate of maintaining and increasing the value of state-owned capital, supplemented by the rate of return on net assets, return on total assets, profit growth rate and sales growth rate, and comprehensively evaluates the performance of enterprises.
3. Formulate an accurate and fair incentive mechanism. Group companies need to systematically analyze and search all kinds of enterprise information related to incentives; Comprehensive analysis, formulate a scientific and reasonable incentive mechanism that combines various forms; This mechanism should combine the various assessment systems introduced by the group company at the beginning of the year, clearly link the target assessment with the annual salary of the general manager, and establish a risk fund system; Stimulate the competitive consciousness of employees in subsidiaries and give full play to people's potential.
Fourth, improve the financial information monitoring system.
(a) financial reporting and major financial information notification system
Financial report is the core carrier and source of information report. In order to give full play to the decision-making value and control function of financial information, headquarters must establish a set of clear and operable information reporting norms from the aspects of information quality standards, reporting standards, content structure and organizational procedures, including financial information quality standards, financial information reporting standards, financial information reporting structure and content, financial information reporting organizational procedures, etc.
(B) Internal financial analysis system
To improve the enterprise financial analysis system, it is necessary to form monthly brief analysis, quarterly analysis and annual financial statements. Through qualitative and quantitative analysis, timely evaluate the financial situation, budget implementation, management level and development trend of the enterprise, find out the existing problems and their causes, correct the deviation, solve the problems, and ensure the smooth progress of business activities.
(3) chief financial officer or the appointment system of chief financial officer
In order to effectively strengthen the guidance, inspection and supervision of the financial management of subsidiaries, the group company may appoint the chief financial officer or chief financial officer to each subsidiary. Its responsibility is to organize and lead the financial management, accounting and accounting supervision of the stationed units, participate in major economic decisions of subsidiaries, establish and improve the internal financial system of the company, and supervise and control the implementation of various budgets of subsidiaries. The personnel, salary, bonus and welfare of the appointed personnel shall be the responsibility of the group company.
(4) Internal audit system
In order to ensure the authenticity and reliability of financial data and supervise and evaluate the operating conditions of subsidiaries, the group company must establish an internal audit system.
1. Conduct financial revenue and expenditure audit. To strengthen the asset control of the group company as the main line; It is necessary to conduct regular or irregular financial revenue and expenditure audits of subsidiaries, and conduct special audits of a certain amount of engineering projects, foreign investment, economic contracts, etc.
2. Implement the routine annual review system. At the end of the year, conduct a comprehensive audit of the annual operation of subsidiaries, confirm the operating results of the operators of each subsidiary according to the audit report, assess the completion of various indicators, and honor rewards and punishments.
3. Implement the economic responsibility audit system. Audit the senior leaders of subsidiaries, review and evaluate the operating performance and economic responsibility performance of the responsible subjects of subsidiaries, and further strengthen the supervision and management of leading cadres.
(V) Establish a comprehensive computer network and a financial database of the Group.
Group companies should use modern network technology to establish a network system covering the whole group, greatly improve the transmission, processing and feedback speed of financial and business information, facilitate the query of various financial data, and make various statistical analysis materials and financial analysis reports at any time through application software to provide timely and reliable data for leaders' business decisions.