1. General Provisions.

2. Goals and objectives of the Financial Service.

3. Organizational structure of the Financial Service.

4. Functions of the Financial Service.

5. Rights of the Financial Service.

6. Interaction with other departments.

7. Responsibility of the financial service.

1. General provisions.

1.2. The direct management of the FS is carried out by the deputy director of the management company.

1.3. In its activities, the FS is guided by the current legislation and regulations of the Russian Federation, the Company Charter, the rules, procedures and standards established in the Company, and these Regulations.

1.4. The Regulations on the FS are developed in accordance with the “Regulations on Document Flow”.

1.5. The FS has the right to act on behalf of the Company and represent its interests, within its competence.

1. Goals and objectives of the Financial Service.

2.1. The FS is created for the purpose of:

2.1.1. Timely and complete financing of the company’s core activities .

2.1.2. Conducting financial analytics of the business.

2.1.3. Ensuring reporting to fiscal authorities.

2.2. FS tasks.

2.2.1. Financial planning.

2.2.2. Maintaining accounting and reporting.

2.2.3. Tax optimization.

2.2.4. Project and summary financial analytics (management accounting).

2.2.5. Attracting borrowed funds and placing available funds.

2.2.6. Settlement and cash services.

1. Organizational structure of the financial service.

3.1. The organizational structure of the FS consists of the following departments.

3.1.1. Financial and analytical department.

3.1.2. Accounting (Departments for equipping food and trade facilities).

3.1.3. Financial service of the Service Department.

3.2. The Financial Directorate of the Group of Companies heads the FS.

3.3. Organizational structure diagram.

1. Functions of the financial service.

4.1. In the field of financial planning :

4.1.1. Long-term planning (1-1.5 years)

4.1.2. Medium-term planning (1-2 months),

4.1.3. Current planning (maintaining consolidated cash flow, tracking receipts, maintaining a financial calendar)

4.2. In the field of accounting and reporting

4.2.1. Maintenance and submission to tax authorities financial statements

4.2.2. Opening/closing bank accounts

4.2.3. Registration and deregistration with tax authorities and funds legal entities owned by the Company

4.3. In the field of settlement and cash services

4.3.1. Making payments

4.3.2. Accounting and cash issuance

4.3.3. Service maintenance(cash services for transactions, issuing certificates, paying bills, etc.)

4.4. In the field of tax optimization

4.4.1. Registration and payment of the necessary systems of contracts with the participation of legal entities of the Company to optimize taxation (based on standard ones)

4.4.2. Creation of tax optimization schemes

4.5. In the field of project analytics and accounting

4.5.1. Analysis of project effectiveness

4.5.2. Current management accounting

4.5.3. Construction of consolidated financial reports

4.6. In the field of raising borrowed funds

4.6.1. Covering cash gaps.

1. Rights of the financial service.

5.1. Require the heads of the Company's divisions to take measures to increase the efficiency of using the enterprise's funds and the safety of the enterprise's property.

5.2. Endorsement of contracts, performance of work or provision of services, acts of reconciliation with various counterparties.

5.3. Promptly manage the company's funds.

5.4. Engage in ongoing tax optimization.

5.5. Receive from all structural divisions of the Company materials and data necessary to perform assigned functions.

5.6. On behalf of management, represent the enterprise in any organizations on issues within the competence of the Division.

1. Interaction with other departments.

1. Responsibility of the financial service.

7.1. In relation to its work, the FS as a whole is responsible for its timely completion, for not exceeding and saving planned costs, and for maintaining the level of quality established for the work results.

7.2. The financial director bears full responsibility for the quality and timeliness of fulfillment of the tasks and functions assigned to the department by these regulations.

7.3. The degree of responsibility of other employees is established by job descriptions.

1.2 The department reports directly to the chief accountant.

1.3 The department is headed by the head of the sector, appointed to the position by the director on the recommendation of the chief accountant.

1.4 Sector employees are appointed to positions and dismissed from positions by order of the director on the recommendation of the chief accountant.

1.5 In its activities, the sector, within its powers, is guided by:

• Charter of the institution
• This provision
• Legislation Russian Federation and Nizhny Novgorod region, others regulations, instructions and guidelines

1. Tasks

2.1 The financial and economic department provides the following tasks:

2.1.1 Organization financial activities institutions for the purpose of effective use all types of resources.

2.1.2 Implementation of a unified policy of the institution in the field of finance.

2.1.3 Control of use working capital institutions.

2.1.4 Analysis of the financial and economic condition of the institution.

2.1.5 Development of accounting policies.

2.1.6 Management of working capital, accounts payable and receivable.

2.1.7 Ensuring timely tax payments to the budget and settlements with suppliers.

2.1.8 Creating conditions for the effective use of fixed assets, labor and financial resources of the institution.

1. Functions

3.1 The financial and economic department is assigned the following functions:

3.1.1 Organization of budget accounting in accordance with the Budget Code of the Russian Federation and the law on accounting.

3.1.2 Formation of accounting policies

3.1.3 Management of the institution’s assets, determining their optimal structure, preparing proposals for the replacement and liquidation of assets.

3.1.4 Participation in determining financial terms when concluding business contracts

3.1.5 Drawing up prospective and current projects financial plans with all necessary calculations attached.

3.1.6 Organization of work for the correct and economical expenditure of funds in accordance with the allocated appropriations and their intended purpose according to the approved cost estimates for the maintenance of the Social Security Service, for the provision of social support measures and Institutions.

3.1.7 Analysis of the production, economic and financial activities of the institution, forecasting financial results economic activity institutions.

3.1.8 Ensuring timely payment wages employees of the institution.

3.1.9 Registration of financial, settlement and banking transactions within the established time limits, including submission of applications for cash expenses and other settlement documents to the treasury.

3.1.10 Maintaining operational records of financial and settlement transactions.

3.1.11 Organization of work on the transfer of payments and contributions for taxes and fees.

3.1.12 Drawing up and submitting reports to the tax authorities on the financial and economic activities of the institution.

3.1.13 Participation in the development of proposals aimed at ensuring solvency.

3.1.14 Implementation of measures to strengthen financial discipline in the institution.

3.1.15 Control over the timely and correct execution of documents and the legality of transactions.

3.1.16 Ensuring the reliability of financial information.

3.1.17 Compilation and submission to the director of the institution:

• information about receipt of funds;
• progress reports on the implementation of financial plans;
• information about financial condition institutions.

3.1.18 Control over:

• efficient use of funds;
• compliance with cash discipline.

3.1.19 Providing departments of the institution with instructional materials related to the financial activities of the institution.

3.1.20 Consideration of appeals and letters from citizens and legal entities on issues within the competence of the financial and economic sector

3.1.21 Providing protection information resources(own and received from other organizations) containing restricted information.

3.1.22 Participate, within one’s competence, in consideration of issues related to the reorganization and liquidation of the institution.

3.1.23 Carries out work on submitting reports to management and higher authorities.

1. Rights

4.1 The financial and economic department has the right:

4.1.1 Make independent decisions about the order of carrying out various works, highlighting priorities in matters relating to the organization and maintenance of accounting.

4.1.2 Sign documents independently within the scope of your competence.

4.1.3 Request and receive in in the prescribed manner from institutions and organizations documents necessary to resolve issues within its competence.

4.1.4 Make proposals to the director of the USZN to improve the work of financial activities.

4.1.5 Participate in discussions on the preparation of draft documents related to financial activities.

5.Responsibility

5.1. The chief accountant is responsible for the proper and timely performance by the Department of the functions provided for by these regulations.

5.2. The department is responsible for:

5.2.1. Failure to perform or poor quality performance of assigned functions and tasks.

5.2.2. Disclosure of confidential information.

5.2.3. Failure to maintain the safety of official documents, office equipment and PC programs.

5.2.4. Failure to comply with labor discipline standards, labor protection requirements, internal rules labor regulations.

5.2.5. Failure to use, where necessary, granted rights.

5.2.6. For improper execution of federal and regional legislation, decrees and orders of the President of the Russian Federation, decrees and orders of the Government of the Russian Federation, the government of the Nizhny Novgorod region, orders and guidelines of the Ministry of Social Policy of the Nizhny Novgorod region.

5.2.7. Causing material damage - within the limits determined by the current labor, criminal and civil legislation of the Russian Federation.

5.2.8. Security of financial documents.

5.3. For distortion of reporting, untimely, poor-quality execution of documents, the head of the sector and employees of the sector are liable established by law administrative, material and criminal liability.

1. Relationships

To perform the functions and exercise the rights provided for by these regulations, the financial and economic department interacts with employees of the Department, with employees of the Ministry of Social Policy of the Nizhny Novgorod Region, with local government bodies of the district and their structural divisions, public organizations and formations, other non-profit organizations, as well as other organizations and institutions within their competence.

I APPROVED
CEO
PJSC "Company"
____________ P.P. Petrov

"___"___________G.

Regulations on the financial department

1. General Provisions

1.1 The full name of the division is the financial department, abbreviated as FO.

1.2 Financial department is an independent structural division of OJSC "Company" (hereinafter referred to as the enterprise).

1.3 The financial department reports directly to the director of economics.

1.4 The financial department is headed by, appointed to the position by order of the general director of the enterprise on the recommendation of the director of economics.

1.5 In progress production activities The financial department cooperates widely with:

1.5.1 accounting;
1.5.2 OMTSiK;
1.5.3 sales department;
1.5.3 area for shipment of finished products;
1.5.4 technical department;
1.5.5 HR department;
1.5.6 economic planning department;
1.5.7 information technology department;
1.5.8 ;
1.5.9 legal department;
1.5.10 Quality Control Department;
1.5.11 heads of all structural divisions;
1.5.12 counterparties of the enterprise.
1.6 In its activities the department is guided by:

1.6.1 Charter of the enterprise.
1.6.2 These “Regulations”.
1.6.3 Tax Code.
1.6 4 Resolutions and orders of the Government of the Russian Federation.
1.6.5 Orders and instructions of the Ministry of Finance of the Russian Federation,
Ministry of Taxes and Duties of the Russian Federation, other regulatory and legal
acts on issues of finance and management of the enterprise.
1.6.6 The company’s quality policy and related
documentation of the quality management system.
1.6.7 Internal labor regulations of the enterprise.

2 Goals

Security effective management working capital of the enterprise.

3 Internal structure

3.1 The structure and staffing of the financial department is approved by the director of economics.

3.2 The financial department consists of: economists for financial work.

3.3 The distribution of responsibilities between employees of the financial department is made by the head of the department.

3.4 An employee is appointed and dismissed by order of the General Director on the recommendation of the head of the financial department.

3.5 In their activities, employees are guided by:

3.5.1 Resolutions and orders of the Government of the Russian Federation.
3.5.2 Orders and instructions of the Ministry of Finance of the Russian Federation,
Ministry of Taxes and Duties of the Russian Federation, other regulatory legal acts on issues of finance and management of the enterprise.
3.5.3 The company’s quality policy and relevant documentation of the quality management system.

4 Functions and tasks

4.1 Planning

4.1.1 Development of a budget for the movement of means of payment.
4.1.2 Participation in the development of the procurement plan.
4.1.4 Development of other financial plans of the enterprise.

4.2 Execution

4.2.1 Carrying out transactions on enterprise accounts in banking institutions.
4.2.2 Ensuring timely receipt of: documents for the shipment of products, performance of work or provision of services (invoices, invoices), as well as documents for received inventory items,
work performed or services provided (invoices, certificates of completion of work).
4.2.3 Taking measures to ensure the timely receipt of funds due from buyers.
4.2.4 Maintaining daily operational records of product sales, proceeds from sales and others financial indicators.
4.3 Participation in the analysis of contracts (agreements) of the enterprise, coordination of financial terms.

4.4 Control over:

4.4.1 fulfillment of budget indicators;
4.4.2 status of shipment and sales of products;
4.4.3 use of own and borrowed working capital for the intended purpose in the enterprise as a whole and in individual structural divisions, for which the heads of the relevant divisions are responsible for compliance with working capital standards
enterprises;
4.4.4 compliance by departments and services established deadlines for acceptance of payment demands of suppliers, contractors and other organizations (having the right to present these requirements to
current account). In case of disagreement with the amount of the claims presented, take measures to resolve these issues (reconciliation acts, negotiations, etc.).
4.4.5 for the timely acceptance of invoices by the relevant services for goods and materials received, work performed or services rendered.
4.4.6 correct calculation of amounts rent and utility payments of enterprise tenants;
4.4.7 the correctness of the calculation of the Procurement Plan for main and auxiliary
materials, as well as the validity of purchase prices for data
materials;
4.4.8 for the status of receivables and payables.
4.5 Compilation and presentation to the managers of the enterprise of information and certificates on the progress of implementation of the main indicators of the financial plan and on the financial condition.
4.6 Carrying out transactions on the company’s bank accounts.
4.7. Implementation of measures to accelerate the turnover of funds in settlements.
4.8 On all issues related to the implementation of the listed functions, the TSF makes its proposals to the management of the enterprise.

5 Rights

5.1 Require the divisions of the enterprise to submit materials (analysis data of economic activities, accounting, statistical and operational accounting, etc.) necessary to carry out work within the competence of the financial department.

5.2 Monitor the financial activities of the enterprise’s divisions and give their managers recommendations on the organization and conduct of financial work.

5.3 Based on the results of economic activities, make proposals to the managers of the enterprise on the application of sanctions and incentives in relation to individual employees and divisions of the enterprise.

5.4 With the authority of the enterprise’s managers to manage financial resources and sign (with the first signature) monetary, payment, settlement, credit and other financial documents, in compliance current legislation, contract rules, instructions, as well as approved plans and estimates.

5.5 Endorse documents related to the financial activities of the enterprise (plans, estimates, reports, contracts, orders, instructions, etc.).

6 Relationships with other departments

Together with departments and services of the enterprise:

6.1. Consideration of claims and sanctions brought by buyers and customers, and development of proposals to eliminate the shortcomings that cause these claims;

6.2. Filing claims (together with the legal department) and applying sanctions against buyers, suppliers and customers; taking measures (together with the legal department and the general accounting department) to
timely and complete collection of receivables from buyers and other debtors.

6.3. Implementation (together with accounting) of the most appropriate forms of settlements with customers and suppliers, promoting timely payments, and ensuring compliance with the rules of conduct
these calculations.

6.4. On the development of a materials procurement plan.

6.5. With OK on personnel selection issues.

6.6. With OK on issues of training and retraining of personnel.

6.7. With the UCC on issues of obtaining and providing the necessary
documentation within the QMS.

7 Responsibility of the head of the unit

7.1 The head of the department bears full responsibility for the quality and timeliness of fulfillment of the tasks and functions assigned to the department by these Regulations.

7.2 The degree of responsibility of other employees is established by job descriptions.

8 Conclusion

8.1 These Regulations are drawn up in accordance with:

8.1.1 Enterprise standard “Regulations on the structural unit. General requirements".

8.1.2 Staffing.

8.1.3 Operating at the enterprise organizational structure.

8.1.4 Standard provision about the financial department

8.2 The right to make proposals for changes to of this Regulation has a director for economics, a head of the financial department, and a head of QC.
Head of Financial Department A.A. Monetary

Director of Economics M.M. Economical

Head of HR Department I.I. Friendly

Head of Quality Management Department V.V. Strict

Boss legal department S.S. Accurate

Find out what the financial service structure might be separate company and holding, whether it should include accounting, whether accountants, internal auditors and IT specialists are required to report to the financial director. Download the regulations on the financial department to correctly formulate the goals, objectives and functions of the department.

The finance department requires employees with a special way of thinking:

1. They must be able to analyze the results obtained, find bottlenecks and, conversely, processes that are too well funded.
2. They must be able to look into the future and plan the activities of the enterprise for several periods in advance.
3. They must know which key indicators need to be used for operational control.
4. The qualifications of financial department specialists should allow them to conduct dialogue with all departments of the enterprise. In other words, a financier must be able to translate the business processes of any department into the language of money, optimize them, and do the reverse translation. This cannot be achieved if financiers work in a “vacuum”; they must have access to and interest in non-financial information.

The main trend today is to simplify business processes, free employees from routine tasks and devote more time to analysis and financial control. Instead of outdated responsibilities, new functionality appears in the financial service.

Functions and tasks of the financial department

A diagram of the functions and objects of the financial department will help you decide how many specialists should work in the financial department of an enterprise, and what kind of specialists they should be.

The list of functions and objects is so extensive that at first glance, it seems that a third staffing table must be given to the financial service. But that's not true. Cm.,

How to calculate the optimal number of financial service employees

If there are too few employees in the financial service, they cannot cope with the volume of work. A lot of them sit idle and eat up the company’s money. To avoid such problems, determine the optimal number of subordinates.

Let's look sequentially at each object of the financial department and the functions associated with it and decide which employee should perform them.

The first block of company finances

Income and expenses

Financial Controller. The person who starts the finance department. The one who is the first to be hired in the finance function, and as it grows, he often becomes the chief financial officer.

In small companies, the financial controller often creates management accounting from scratch, develops documents, analytics and processes for which accounting should be kept. In medium-sized companies, financial controllers are actively involved in further improvement management accounting, and daily routine tasks are performed by financial analysts subordinate to them.

IN large companies financial controllers and financial analysts work in dedicated units - departments financial control by areas of activity: products, regions, types of expenses, where they engage in planning, accounting and analysis within their area. Sometimes there is a need to move planning into a separate function and create a planning department, or a budgeting department.

Why does the financial service need a “personal BI” system and its own IT architect?

Not all companies can afford expensive ERP systems, and almost everyone now needs to use advanced analytics. An alternative solution is to leave the data in several information systems, implement a “personal BI” system and hire an IT architect on staff.

Price

Pricing functions are not very different from calculating income and expenses. Therefore, they are carried out either by the same financial controllers, if the enterprise is small, or by the Pricing Departments. All pricing and management activities pricing policy is carried out jointly with the Commercial Department, because financiers can only give one of the components of the price - cost and profit, the second term - the market, is not in their competence.

Reporting (local, IFRS)

Maintaining local reporting, of course, is the responsibility of the accounting department. Whereas reporting according to IFRS often dealt with by a financial controller, an IFRS specialist, or entire IFRS departments.

If an enterprise, for one reason or another, needs a planned reporting package, then it can also be done by specialists from the financial control department based on the BDR, BDDS and investment budget.

An internal audit of local accounting statements can puzzle the financial controller. Or create an internal audit department. It all depends on the scale, of course. The analysis of key financial indicators and the writing of analytical notes are usually carried out by the same financial controllers.

When the scale of the business grows, the owners set the financial director the task of strengthening process control. Sometimes the founders and management do not voice such instructions; they simply set KPI indicators for the head of the financial service, which cannot be fulfilled without a clear internal control system.

Management reporting

Maintaining management reporting is entirely the responsibility of the finance department. Accordingly, the full cycle from planning to analysis of the results obtained lies with financial controllers. Or, if there is a dedicated division, on employees of the Management Reporting Department.

The second block of company finances

Cash

If the financial controller was the main person in calculating income and expenses, then the key figure in cash management was the treasurer. Tools short-term planning of DS –, and medium-term - are in his area of ​​responsibility. Every day he coordinates requests for payment and creates payment registers, monitors the profitable placement of DS on time deposits.

In small companies, the treasurer may still be the same financial controller. But such a combination is effective only if the company carries out no more than 30 transactions daily and has well-automated business processes in finance.

The union of a treasurer and an accountant in the payment area works well for medium-sized enterprises, but for large enterprises it is necessary to create a treasury department.

Working capital

Additional and related functions

Taxes

The functions of the financial control department may include reducing the tax burden by developing methods for optimizing and planning tax schemes. In fact, this is a related function of the chief accountant, but it all depends on the distribution of responsibilities in the enterprise.

In large holdings, it is advisable to create a tax consultant position or a tax department.

Treaties

In business sectors based on contractual activities with buyers and suppliers, it is extremely important to establish control of financial specialists over newly concluded contracts. On the one hand, this will reduce the number of financial errors when concluding a contract, such as:

1. Incorrect calculation of amounts and tariffs.
2. Invalid payment term.
3. Lack of price indexation for long-term contracts.
4. Existence or vice versa does not include fines.
5. Etc.

On the other hand, this will allow financiers to include new contracts in planning, extract key data from them, and maintain a portfolio of contracts.

Capital investments

At a certain stage of development for an enterprise, it becomes obvious that fixed assets need to be managed especially carefully, because their cost is enormous. And with the help of competent management, you can save a significant amount on payments, taxes and free up cash on working capital. The management of capital investments is also carried out by the financial control department or a specially designated unit.

Financial investments

When an enterprise has available cash or retained earnings that can generate additional income, the financier’s task becomes to invest it profitably.

On a small scale, the financial director manages financial investments. And when volumes grow, it is advisable to allocate an Investment Analyst under the management or create an investment department

Project management without investing in an IT system

The MyProject program will help you quickly develop a project plan, calculate the budget, notify contractors with the click of a button, and track deviations from the plan in real time.

Business processes

In process-oriented companies, the question is always acute: “Who will participate in the development of processes from the company?” Because of their mentality, financiers are usually good at this and are willing to be included in various project teams. In addition, finance professionals are required to be aware of key business processes so they know where to turn for information.

KPI

A very common practice is to assign the finance department to be responsible for calculating KPIs, especially if they (KPIs) are not numerous or complex. Otherwise, this is the area of ​​responsibility of a dedicated division of the KPI department.

And here KPI development You shouldn’t completely delegate to financiers, because in the end you will get good KPIs for a stagnating business, but not for rapid development.

Why to reward employees: KPI sets for company departments

The editors have collected 17 sets of KPIs for the financial service and other departments, regulations, bonus reports, certificates of implementation key indicators. Download and use in your company.

Financial department structure

The structure of the financial department depends on the specific development tasks of the company. The division has basic functions (budgeting, management accounting, internal control, preparation of financial statements) and there are additional ones. The latter may vary depending on the priorities of the current stage of development of the company.

Table. An example of the structure and staff of an enterprise’s financial service

We've covered most of the functions of the finance department and hope that this article will help you create an effective and not overstaffed department.

This Regulation on the Financial Department reveals the main functions and tasks of the financial department, as well as the rights and responsibilities of the financial department.

REGULATIONS ON THE FINANCIAL DEPARTMENT

(ABOUT THE FINANCIAL AND ECONOMIC DEPARTMENT)

1. General Provisions

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1.1. This Regulation on the Financial Department (hereinafter referred to as the Department) of the Financial Department (hereinafter referred to as the Department) is an internal document of the Company defining legal status, tasks and functions, structure and formation procedure, rights and responsibilities of the Finance Department.

1.2. The Financial Department is a structural unit of the Department and reports to the Head of the Financial Department, as well as the Financial Director of the Company in accordance with the organizational structure of the Company and the order General Director Companies on the distribution of powers and responsibilities.

1.3. The Financial Department in its activities is guided by the legislation of the Russian Federation, the Charter of the Company, decisions of the Board of Directors of the Company, internal documents of the Company, instructions of the Head of the Financial Department, Financial Director and this Regulation.

1.4. The financial department interacts with the structural divisions of the Company in the manner determined by the internal documents of the Company.

2. Main tasks of the Finance Department

2.1.Implementation financial strategy and financial policy of the Company;

2.2.Organization of the Company’s financial activities for the purpose of efficient use of financial resources;

2.3. Development of forecasts economic development Companies and participation in the formation of key performance indicators.

2.4. Participation in the development of business plans, drawing up long-term and current financial plans and budgets of the Company and operational control of their implementation;

2.5. Providing the necessary financial operational, regular and analytical information to internal and external users;

2.6. Comprehensive economic and the financial analysis activities of the Company, development of measures to improve the efficiency of financial management, reduce financial risks and increase the profitability of the Company;

2.7. Control over compliance with financial discipline, timely and complete fulfillment of contractual obligations, expenses and receipt of income;

2.8. Interaction with counterparties and financial institutions within the scope of competence.

3. Main functions of the Finance Department