Treasury system: organization, automation and functions
- Organization and functions of the treasury system in the company
- Treasury is a tool effective management company cash
- What is a treasurer? Treasurer's relationship with the cash manager and chief financial officer. Approximate form job description
- Key features treasury
- Is Treasury a Profit Center or a Cost Center?
- Problems of implementing cash management systems and the benefits of cash flow control
- Organization of the treasury in holding companies:
- Internal treasury: methods for redistributing resources between holding units
- External treasury: methods of organizing work in financial institutions
- Who makes sense to implement the treasury
- How to start the implementation of the treasury
- Stages of work on the formulation of intra-company budgeting
- The place of cash budget in the system of intra-company budgeting
- Traffic Reporting Methodology Money
- The monetary base of the cash flow statement. Does the treasurer need a cash flow statement?
- Key highlights of the balance sheet and income statement for ODDS
- The technique of preparing a statement of cash flows by direct and indirect method in accordance with international standards(IFRS-IFRS)
Effective budgeting system
- Evaluation of the effectiveness of the budgeting system. What to do when budgeting is ineffective
- Formation approaches financial structure on the examples of companies in various industries
- The essence and stages of building a company's budgeting system
- Effective Budgeting Practices
- Special budgeting tools. Budgeting authorities. Workshop: "Overview of budgeting systems for enterprises in various industries"
- Choice software
- Regulation and automation of the budgeting system
- Financial incentives as part of the company's motivational policy. Scheme financial incentives. Rules for determining rewards and penalties. Principles effective system bonuses
- The main alternatives to budgeting: the system balanced scorecard, system of early indicators, risk management
Formation financial model companies
- Basic principles of building a financial model
- Financial model, budget, investment plan- practical understanding and application
- Model - typical structure, "assembly" sequence
- Risk and return
- How important are exceptions to the rules (adaptation standard forms financial reporting, the introduction of elements management accounting)
- Management cuts of the model, depth of detail
- How to solve the problem of investor motivation (dividends, “pay for risk”, etc.) and reflect this in the model
- What risks should be taken into account
- Differences in the financial structure of the models
- Use of internal and external analysis tools
- Practical construction of a financial model
- Workshop: Calculation of the financial flow for several proposed options.
- Testing the generated financial model and generating proposals for making management decisions
- Dynamic model (assessment of the impact of changing various parameters on the execution of a business plan) - demonstration different scenarios development
- Profitability of products (picture by product except for operating expenses).
- Profit and liquidity ("tuning" of the model, smoothing cash gaps) - demonstration by example.
- Business plan and business process (what is needed to make the financial model work)
Organization of working capital management
- Assessment and analysis working capital companies in terms of the organization's balance sheet. The main objectives of managing the amount of working and net working capital
- Calculation of the need for working capital to finance operating activities
- Strategy and tactics of the company in the field of working capital. Hedging policy: selection of "safe" sources of financing for operating assets (stocks and receivables), non-current assets. Separate aspects of the company's policy in inventory management. Factors that determine the acceptable level of receivables
- Theory and practice of managing the company's cash cycle. Relationship between the money cycle and the level of net working capital. Cash flow analysis methods, the company's ability to generate operating cash flow based on the analysis of the cash flow statement
- Analysis of operating activities in terms of income statement indicators: "gross profit - EBITDA-EBIT-net profit"; the relationship of indicators with the amount of working capital and cash flows of the organization
- Control financial result companies based on CVP analysis. Practical financial solutions
- The practical significance of the analysis of the relationship "costs - revenue - profit": from the allocation of fixed and variable costs to direct costing and breakeven
- Calculation of the main indicators of "CVP-analysis": marginal income, break-even point, financial safety margin, operating leverage
Management accounting: application practice
- The concept of "management accounting". Place of management accounting in information system business. The essence of management accounting is what a management accounting system can and should do.
- Tasks of management accounting: resource accounting, control and analysis of financial and economic activities, planning, forecasting and forecast evaluation.
- Basic components of the management accounting and analysis system: cost accounting and management, development of estimated and comparative performance indicators. planning operational production, financial and investment activities, as well as forecasting internal and external factors that affect the activities of the enterprise, drawing up management reports.
- Interfacing management accounting systems with the accounting system. Management accounting technology. The main methods of setting management accounting.
- Creating a reporting system - the main requirements for management reporting: timeliness, format, content.
- Creation of internal normative documents governing management accounting. Accounting policy of management accounting (accounting for assets, liabilities, equity, income, expenses, receipts, payments) is an effective means of controlling the company's operating activities. Generator accounting policy. Examples of normative documents.
- Planning as a basic component of the management accounting system: Balanced Scorecard - implementation experience in Russian business.
- A set of estimated and comparative performance indicators as a basic component of the management accounting system: market value indicators, assessment of financial, operational and risk management activities, indicators characterizing business risks (market, credit, liquidity risk).
This continuing education course is for you if you: enterprise treasurers, cash managers, credit managers, controllers, financial managers involved in cash management at the enterprise, specialists of the settlements and payments department
The program of the advanced training course "Treasury system: organization, automation and functions"
Treasury system: organization, automation and functions Effective budgeting system
As a result of training you will receive:
- Professional Development Certificate statutory sample
Feedback on the advanced training course "Treasury System: Organization, Automation and Functions"
Lapaev Yury Gennadievich Abakan
Head of the Treasury of JSC "Khakasenergosbyt"
The Republic of Khakassia
Relaxed atmosphere, the possibility of group discussion of various issues, the possibility of considering various situations in the process of work.
Epifanova Lyudmila Viktorovna
Leading Specialist of the Treasury of JSC "United Energy Company"
The training program was presented in an accessible form. The instructor communicated information clearly to the students. I hope that the knowledge gained during the training will be useful in my future professional activities.
During an unstable financial situation, competent financial management of the enterprise, the timely direction of its cash flows, becomes especially important. This program offers maximum practical advice, and most importantly, the use software products. Through a number of software products it is possible to see organizational management Treasury: the workload of each employee, the prospect of his work in terms of increasing tasks.
Today, companies do this on the basis of the 1C program. Measuring the power of cash flow, identifying its seasonal factors allows you to make predictions: when to take loans in order to repay them in the most "convenient" period of time for the enterprise, without unnecessary stress and losses. Also, on the basis of these data, it is possible to assess the prospects for participation in investment projects - what kind of burden should be on the enterprise, for how long. If this issue is approached systematically, then the financial director, through the treasurer, supervising the company's cash flow budget, understands how money "works". Given all this information, you can make an optimal forecast.
Target audience: enterprise treasurers, money managers; managers of credit resources; controllers, financial managers involved in the management of funds in the enterprise; Accounts and Payments Specialists.
Program
- Methodology for compiling a cash flow statement.
- Monetary base of the cash flow statement. Does the treasurer need a cash flow statement?
- Key points of the balance sheet and income statement for ODDS.
- Technique for compiling a statement of cash flows by direct and indirect methods in accordance with international standards (IFRS-IFRS).
- Implementation of the system of intra-company budgeting at the enterprise. Cash flow budget.
- Stages of work on the formulation of intra-company budgeting.
- Management and control over the implementation of the budgeting system: the creation of working teams (committees), the definition of their functions and powers, the creation of a reserve fund, the development of evaluation criteria, the writing of regulations.
- The use of automated information systems in enterprise management. System selection criteria. Planning and implementation of the information system implementation project.
- The main problems of its implementation in the enterprise.
- Organization and functions of the treasury system in the company.
- Problems of implementing cash management systems and the benefits of controlling their movement.
- Treasury is a tool for effective cash management of the company.
- Cash Manager and Treasurer: who is who?
- What is a treasurer? Treasurer's relationship with the cash manager and chief financial officer. An example of a job description.
- Key functions of the treasury: functions of a single settlement center, risk management: currency, interest, credit, price and liquidity risk; bank instruments in the treasury, risk hedging: tools and results analysis, receivables management (reward and punishment systems).
- System key indicators(KPI) evaluation of the work of the treasury.
- Treasury Department - Profit Center or Cost Center?
- Organization of the treasury in holding companies.
- Internal treasury: methods of redistributing resources between holding units.
- External treasury: methods of organizing work in financial institutions.
National Technological University (NTU) educational activities on the basis of the License issued by Mosobrnadzor, accepts documents from accountants for full-time, part-time and distance learning for additional professional advanced training program "Bank Treasury Specialist". Education carried out in accordance with the order of the Ministry of Labor Russian Federation No. 525n dated July 29, 2015 on professional standard No. 435.
Advanced training according to the professional standard of a specialist
According to requirements professional standard“Bank Treasury Specialist” persons with higher education bachelor's, specialist's, master's degree. After successfully passing the final certification, students receive a certificate of professional development of the established form.Advanced training courses "Specialist of the bank treasury" represent a consistent training of employees and are aimed at raising professional competencies specialists employed in the field of finance and economics to a new, higher quality level.
Training of bank treasury specialists according to the professional standard allows you to fully master:
- formation of a limit field for operations in the stock markets;
- work on international currency markets;
- managing currency and liquidity risks;
- management of bank treasuries and much more.
How to become a student of our programs and why you should choose NTU
We invite to cooperation organizations wishing to expand the area of professional competence of their employees. Registration for courses is carried out by phone, through the feedback form or during a personal visit to the National Technological University.Why you should choose NTU:
- training is conducted at a convenient time for students;
- we provide comfortable learning conditions;
- modern distance technologies allow you to study anywhere in the world;
- admission to training is carried out throughout school year;
- we provide students with a personal manager and big choice programs in various areas.
Treasury system: organization, automation and functions
- Organization and functions of the treasury system in the company
- Treasury - a tool for effective management of the company's cash
- What is a treasurer? Treasurer's relationship with the cash manager and chief financial officer. Sample job description form
- Key Functions of the Treasury
- Treasury Department - Profit Center or Cost Center?
- Problems of implementing cash management systems and the benefits of cash flow control
- Organization of the treasury in holding companies:
- Internal treasury: methods for redistributing resources between holding units
- External treasury: methods of organizing work in financial institutions
- Who makes sense to implement the treasury
- How to start the implementation of the treasury
- Stages of work on the formulation of intra-company budgeting
- The place of cash budget in the system of intra-company budgeting
- Cash Flow Statement Methodology
- The monetary base of the cash flow statement. Does the treasurer need a cash flow statement?
- Key highlights of the balance sheet and income statement for ODDS
- Technique for preparing a statement of cash flows by direct and indirect methods in accordance with international standards (IFRS-IFRS)
Effective budgeting system
- Evaluation of the effectiveness of the budgeting system. What to do when budgeting is ineffective
- Approaches to the formation of a financial structure on the examples of companies in various industries
- The essence and stages of building a company's budgeting system
- Effective Budgeting Practices
- Special budgeting tools. Budgeting authorities. Workshop: "Overview of budgeting systems for enterprises in various industries"
- Software selection
- Regulation and automation of the budgeting system
- Financial incentives as part of the company's motivational policy. Financial incentive schemes. Rules for determining rewards and penalties. Principles of an effective bonus system
- Main alternatives to budgeting: balanced scorecard, early indicator system, risk management
Liquidity management
- The essence and content of the concepts of "solvency". "liquidity" and "financial stability". Factors that determine them
- Information support for solvency analysis and financial stability. Methodology for the analysis of solvency and financial stability. Analysis of the composition, dynamics and structure of property and sources of formation of enterprise property. Analysis of liquidity and solvency. Assessment of the financial stability of the enterprise. Control of the risk of loss of solvency. Ways to increase liquidity in times of crisis
- Cash flow management. The essence of cash flow. The essence of synchronization of cash flows. Optimization of cash flows of the enterprise. Determining the optimal level of funds. Cash flow planning. Cash flow forecasting. Anticipation of cash gaps, ranking of payment transactions. Account balance management. Calculation of the optimal cash balance
- Development of measures to increase the level of solvency and financial stability. Treasury - principles of organization and activity. Treasury control Ways of daily and annual monitoring of solvency. Development and implementation of the payment calendar in the organization. Principles, rules, sequence of formation. The main stages of the development of the payment calendar system. Formation of planned data. Payment calendar as a budgeting tool
- The company's reserve fund is a tool for managing financial and other risks. Creation of a reserve fund and its management. Determining the amount of funds for business development
Organization of working capital management
- Evaluation and analysis of the company's working capital. Methods for calculating working capital. Quality and quantitative indicators estimates. Strategy and tactics of the company in the field of working capital. Hedging policy: selection of "safe" sources of financing for operating assets (inventories and receivables). Separate aspects of the company's policy in inventory management. Factors that determine the acceptable level of receivables
- Calculation of working capital requirement
- Operations management cash flow. Process organization and model building. Theory and practice of managing the company's cash cycle. Relationship between the money cycle and the level of net working capital. Cash flow analysis methods
- Determination of the need for financing of operations
- Analysis and assessment of the company's ability to generate operating cash flow
- Management of the financial result of the company based on the "CVP-analysis". Practical financial solutions.
- The practical significance of the analysis of the relationship "costs - revenue - profit": from the allocation of fixed and variable costs to direct costing and break-even.
- Calculation of the main indicators of "CVP-analysis": marginal income, break-even point, financial safety margin, operating leverage.
- Analysis of operating activities in terms of income statement indicators: "gross profit - EBITDA-EBIT-net profit"
Management accounting: application practice
- The concept of "management accounting". The place of management accounting in the business information system. The essence of management accounting is what a management accounting system can and should do.
- Tasks of management accounting: resource accounting, control and analysis of financial and economic activities, planning, forecasting and forecast evaluation.
- Basic components of the management accounting and analysis system: cost accounting and management, development of estimated and comparative performance indicators. planning operational production, financial and investment activities, as well as forecasting internal and external factors that affect the activities of the enterprise, drawing up management reports.
- Interfacing management accounting systems with the accounting system. Management accounting technology. The main methods of setting management accounting.
- Creating a reporting system - the main requirements for management reporting: timeliness, format, content.
- Creation of internal regulatory documents governing management accounting. The accounting policy of management accounting (accounting for assets, liabilities, equity, income, expenses, receipts, payments) is an effective means of controlling the company's operations. Accounting policy generator. Examples of normative documents.
- Planning as a basic component of the management accounting system: Balanced Scorecard - implementation experience in Russian business.
- A set of estimated and comparative performance indicators as a basic component of the management accounting system: market value indicators, assessment of financial, operational and risk management activities, indicators characterizing business risks (market, credit, liquidity risk).
