Tasks and functions of the financial department of the enterprise. Objectives of the financial management of the organization The financial department consists of

Financial work in enterprises is organized and carried out by financial services. At large domestic enterprises, special financial departments or departments are created for this. At medium-sized enterprises, financial departments or financial groups can be created as part of other departments (accounting departments, departments, services for analysis and forecasting, labor and wages, pricing).

In small enterprises, financial work is assigned to the chief accountant.

Financial services are given the right to receive the necessary information from all other services of enterprises (these are balance sheets, reports, plans, summary cost calculations, etc.)

Boss financial management(department), as a rule, reports to the head of the enterprise or his deputy for economics and, together with them, is responsible for the financial condition of the enterprise, the safety of its own working capital, for the implementation of the implementation plan, providing financial resources for financing the costs provided for by the plans.

The main tasks of the financial service are:

1. providing cash for current costs and investments;

2. fulfillment of obligations to the budget, banks, other business entities and employed workers.

The financial service of the enterprise determines the ways and methods of financing costs. They can be self-financing, attracting bank and commercial (commodity) loans, raising equity capital, obtaining budgetary funds, leasing.

For the timely fulfillment of monetary obligations, financial services create operational cash funds, form reserves, use financial instruments to attract cash into the turnover of the enterprise.

The tasks of the financial service are also:

1. promoting the most efficient use of fixed production assets, investments, inventory items;

2. implementation of measures to accelerate the turnover of working capital, ensuring their safety, bringing the size of own working capital to the economy of reasonable standards;

3. control over the correctness of the organization financial relations.

The functions of the financial service are determined by the content itself financial work at enterprises. This:

1. planning;

2. financing;

3. investment;

4. organization of settlements with suppliers and contractors, customers and buyers;

5. organization of material incentives, development of bonus systems;

6. fulfillment of obligations to the budget, optimization of taxation;

7. insurance.

The functions of the financial department (service) and accounting are closely intertwined and may overlap. However, there are significant differences between them. Accounting records and reflects the facts that have already happened, and the financial service analyzes information, is engaged in planning and forecasting financial activities, provides the management of the enterprise with conclusions, justifications, calculations for making management decisions, develops and implements financial policy.

The following functions are assigned to the financial department:

Development financial strategy organizations.

Development of promising and current projects financial plans, forecast balances and budgets Money.

Preparation of draft plans for the sale of products (works, services), capital investments, research and development, planning the cost of production and profitability of production - is involved in the preparation.

Calculation of profit and income tax.

Determining sources of financing for the production and economic activities of the organization, attracting borrowed funds and using own funds, conducting research and analyzing financial markets, assessing the possible financial risk in relation to each source of funds and the development of proposals for its reduction.

Implementation of the investment policy and management of the organization's assets, determination of their optimal structure, preparation of proposals for the replacement, liquidation of assets, analysis and evaluation of the effectiveness of financial investments.

Development of working capital standards and measures to accelerate their turnover.

Ensuring the timely receipt of income, registration of financial settlement and banking operations in a timely manner, payment of invoices of suppliers and contractors, repayment of loans, payment of interest, wages workers and employees, transferring taxes and fees to the republican and local budgets, to state off-budget social funds, payments to banking institutions.

Analysis of the financial and economic activities of the organization.

Control over the implementation of the financial plan, product sales plan, profit plan and others financial performance, after the termination production, not having a market, the correct expenditure of funds and the targeted use of own and borrowed working capital.

Record keeping of movement financial resources and reporting on the results of financial activities in accordance with the standards of financial accounting and reporting, the reliability of financial information, control over the correctness of the preparation and execution of reporting documentation, the timeliness of its provision to external and internal users.

The fundamental differences between the financial service and accounting are not only in the approaches to the definition of funds, but also in the area of ​​decision-making. Accounting is working on collecting and presenting data. Financial department(management), getting acquainted with the accounting data and analyzing all these materials, specific decisions are made regarding the activities of the enterprise.

1. The financial department is an independent structural subdivision of the enterprise.

2. The department is created and liquidated by the order of the director of the enterprise.

3. The department reports directly to the commercial director of the enterprise.

4. Department management:

1.4.1. The department is headed by the head of the financial department, appointed to the position by order of the director of the enterprise on the proposal of the commercial director.

1.4.2. The head of the finance department has ______ deputy(s).

1.4.3. The duties of the deputy (s) are determined (distributed) by the head of the financial department.

1.4.4. The deputy(s) and heads of structural divisions within the financial department, other employees of the department are appointed to positions and dismissed by the order of the director of the enterprise on the proposal of the commercial director and in agreement with the head of the financial department.

1. Structure of the financial department

2.1. The composition and staffing of the financial department is approved by the director of the enterprise based on the conditions and characteristics of the enterprise's activities on the proposal of the commercial director and the head of the financial department and in agreement with

2.2. The department includes

2.3. The head of the financial department distributes duties among the employees of the department and approves their job descriptions.

1. Tasks and functions of the financial department

1. Regulatory documents

4.1. External Documents:

Legislative and normative acts.

4.2. Internal documents:

Charter of the enterprise, Regulations on the division, Job description, Internal labor regulations.

1. Relationship between the finance department and other departments

To perform functions and exercise rights, the financial department interacts:

1. Rights

The financial department has the right:

6.1. Give instructions within the framework of control over the financial and economic activities of the enterprise on the preparation of financial documentation.

6.2. Require and receive from other structural divisions of the enterprise the data of the analysis of the economic activity of the enterprise, necessary for the activities of the department.

6.3. Conduct correspondence on the methodology of financial accounting and reporting, as well as other issues that are within the competence of the department and do not require agreement with the head of the enterprise.

6.4. Do not accept for execution and execution documents on transactions that are contrary to the law, violate contractual and financial discipline without a corresponding order from the director of the enterprise and the head of the legal department.

6.5. Represent in the prescribed manner on behalf of the enterprise on issues within the competence of the department in relations with tax, financial authorities, bodies of state non-budgetary funds, banks, credit institutions, other state and municipal organizations, as well as other enterprises, organizations, institutions.

6.6. Make proposals to the management of the enterprise on bringing to material and disciplinary liability officials enterprises based on audit results.

6.8. Conduct and participate in meetings on financial and economic activities of the enterprise.

6.9. In agreement with the director of the enterprise or the deputy director of the enterprise for commercial issues, involve experts and specialists in the field of financial consulting for consultations, preparation of conclusions, recommendations and proposals.

1. Responsibility

7.1. The head of the financial department is responsible for the proper and timely performance of the functions of the department.

7.2. The head of the financial department is personally responsible for:

7.2.1. Non-compliance with the legislation of the instructions and guidelines issued by the department on the financial activities of the enterprise, financial accounting and reporting.

7.2.2. Compilation, approval and provision of unreliable summary financial reporting and violation of the deadlines for its submission to the relevant divisions of the enterprise, the head of the enterprise, tax, financial and other authorities.

7.2.3. Failure to provide or improperly provide the management of the enterprise with information on financial matters.

7.2.4. Untimely, as well as poor-quality execution of documents and instructions of the enterprise management.

7.2.5. Assumptions for the use of information by employees of the department for non-official purposes.

7.2.6. Non-compliance with the labor schedule by the employees of the department.

7.3. The responsibility of employees of the financial department is established by their job descriptions.

1. Final provisions

8.1. If any point of the situation is found to be inconsistent with the actual state of affairs in the financial department, the head of the department, employee or other person must contact

with an application for amendments and additions to the regulation. (The application form is presented in Appendix 1).

8.2. The submitted proposal is considered by the division specified in clause 8.1. of this provision within one month from the date of filing the application.

Based on the results of the review, a decision is made:

Accept the change or addition,

Send for revision (indicating the deadline for revision and the contractor),

Refuse to accept the proposed proposal (in this case, the applicant is sent a reasoned refusal in writing).

8.3. Amendments and additions to the regulation are approved

on submission

The financial management of the organization is an integral part of the entire system of the functioning of the enterprise. It is carried out using various methods and techniques. Financial management of an enterprise makes it possible to make important strategic decisions that will determine successful development organization and its solvency. Thanks to this system, the profits are used as efficiently as possible, which increases the value of the enterprise.

Planning is an important element of the financial management system. Its main goal is to determine and reconcile the expenses and incomes of the enterprise. Planning allows you to determine a development strategy and exclude the onset of bankruptcy due to mistakes in financial management.

Planning functions:

— Provision of financial resources.

— Determination of ways of effective investment of funds.

- Determination of ways to increase profits at the expense of the enterprise's reserves.

— Financial contacts with banks, budget, etc.

— Accounting for the interests of shareholders.

— Implementation of control over the state of the budget, solvency, creditworthiness of the organization.

Financial planning methods:

Financial planning is carried out using the following methods:

Strategic Goals

The main goal of financial management is to maintain the welfare of the enterprise by constantly increasing its market value. Making a profit in this moment time is not one of the goals of financial management, since this alone is not enough. The company can make risky financial transactions in order to get big profits. In such cases, the income received is not a guarantee of the stability of the organization and its prospects. further development. Making a profit at a given time, the organization may be on the verge of bankruptcy. The organization's welfare system includes the following strategic goals:

— Exclusion of the probability of bankruptcy. In order for an enterprise not to become bankrupt, it is important to constantly monitor the relationship between expenses and incomes, take into account changes in the economic situation in the whole country, carefully monitor the state of the budget and solvency, etc.

— Increasing production volumes. Constant progress and the planned development strategy are the key to stability and a constant increase in the profitability of the organization.

- Avoiding financial losses. It is necessary to take into account all possible financial risks when concluding transactions and minimize them.
— Ability to withstand competition and take a leading position in the market.

- Increasing the value of the organization. Market price enterprise is important for its owners, especially for shareholders (if it is a joint-stock company). The higher the price of a company, the higher the value of its shares. Income growth for members of a joint-stock company means an increase in the amount of money that they can receive when selling their share, liquidating the enterprise, or merging.

- Ensuring maximum profit for a specific period. The higher the profit, the greater the size of the capital of the owners of the enterprise. When calculating the profit, the favorable correspondence of the costs incurred for the production of products to the expected income from its sale is determined. The higher the expected profit, the greater the degree of material interest of the organization's management. It is important to understand that there is a direct relationship between the amount of expected profit and the degree of financial risk. Big profits are always achieved by making trades with a high degree of risk. Therefore, the financial managers of the enterprise must clearly assess the acceptable amount of financial risk and its feasibility.

— Ensuring solvency. Maintaining a balance between the receipt of funds and their expenditure is a way to ensure the constant solvency of the organization. This is achieved by strict adherence to the terms of receivables, analysis of the solvency of debtors, timely repayment of the company's debts, etc.

— Formation of necessary financial resources. This goal involves assessing the need for resources, maximizing the use internal resources enterprises, the use of resources from external sources, attraction of financial resources of borrowers, formation of the resource potential of the organization.

— Ensuring the financial stability of the organization. The stability of the enterprise is manifested in its financial stability, solvency, the possibility of independent financing of their material needs.

Tasks of financial management

Achieving the goals involves solving the following key tasks:

— Formation of a balanced movement of material, cash.

— Formation of the amount of financial resources required in a given period of time.

— Efficient use of resources in all areas of the organization.

— Ensuring financial stability.

— Achievement of financial independence.

- Maintaining solvency.

Elimination of inefficient activities.

- Profit maximization.

— Risk minimization.

— Ensuring continuous development.

— Evaluation of the correctness of the decisions made.

— Crisis management(to avoid bankruptcy).

— Organization of a system of performance indicators, which is the key to financial stability.

Features of the organization of financial management

The effectiveness of financial management depends on the following conditions:

1. Relationship with the overall control system. The financial management of an organization cannot be effective without interaction with other enterprise management systems. Financial management is directly related to the activity production department, innovation department, personnel department, etc.
2. The complex nature of decision-making. Since all the structures of the enterprise are in direct interaction, the direction of financial flows to one department may lead to a lack of funding for another department. The effectiveness of financial management is manifested in an integrated approach to building and distributing cash flows.
3. Dynamism. Financial management should be built on the basis of the current economic situation in the country and the conditions that exist in the enterprise. Techniques, indicators and standards that were effective and relevant in past periods may not be effective in this period of time. A sensitive response to the slightest changes in the financial situation and the timely development of the management system required at the moment make it possible to minimize the likelihood of an enterprise's bankruptcy and maintain its solvency.
4. Availability of alternative solutions to the tasks. Each management decision should be made after a thorough analysis of all options.

Classification of financial management functions

The financial management of the organization performs a number of functions aimed at ensuring stability, shaping the prospects for its further development. These features include:

Thus, financial management is an important element of the management structure of the organization. The main goal of financial management is not to receive a one-time profit, but to ensure the welfare of the enterprise as a whole. This is manifested in the implementation of a whole range of measures and techniques aimed at eliminating the likelihood of bankruptcy, efficient use of resources, maintaining solvency, increasing the company's market value, etc. To achieve positive results, it is important to apply A complex approach, dynamically respond to any changes in the economic situation, interact with other management systems of the organization.

The formation of the financial department at the enterprise is a responsible task. The functions of the financial department are constantly expanding and being formed based on the tasks, the solution of which is the responsibility of the head of the financial department.

Functions of the financial service:

• Financial controlling is one of the main tasks of the financial service, which consists in the formation of plans and control over their execution. The performance of this function is associated not only with accounting and analysis, but also with control over the execution of business processes of the enterprise.

Figure 1. Cash flow budget execution control on the example of the WA: Financier software product.

• Treasury Department. Cash management of the company, the formation of a payment calendar, control of the status of mutual settlements - all these are functions of the treasury and it is impossible to underestimate their importance.
• Organization and maintenance of accounting and tax accounting. This function does not require much explanation. The only thing I would like to focus on is the delimitation of the functions of the Chief Accountant and the Financial Director (Head of the Financial Department). The responsibility of the chief accountant is to maintain a regulated and tax accounting in accordance with the requirements of the legislation, timely formation of accounting and tax reporting, reflecting the facts of the company's economic activity on accounting registers. The duties of the head of the financial department are to plan the activities of the company, its financial result, including in the context of constantly changing legislation. The function of tax planning is the direct responsibility of the financial director of the company. The subordination structure of the Chief Accountant is also a topic for a separate discussion. On the one side Chief Accountant belongs to the area of ​​responsibility of the financial director and must report to him, on the other hand, in accordance with the law "on accounting", the chief accountant reports directly to the General Director of the organization. The easiest way out in this situation is the dual subordination of the chief accountant.

It should be understood that in a particular company, the scheme of work of the financial department may not limit the tasks facing the financial director in the process of organizing the department.

After the responsibilities of the financial department are defined, it is possible to start forming its structure.

The work of the financial service can be organized as follows:

Figure 2. The structure of the financial service.

At the same time, the subdivisions "Contractual Department" and "IT Department" are not part of the FEO, but are strategically subordinate to the Financial Director.

The simplest thing is to allocate a separate service to implement each function.

But no one bothers to split the function into several services or, conversely, combine several functions into one service.

Having determined the structure and tasks of the financial department, it is necessary to start developing internal regulations.

Regulations for the work of the financial department

What do financial services regulations include?

Regulation of the financial department is a set of provisions, rules, instructions governing business processes owned by the financial director, and as basic ones (budgeting, accounting, fundraising, making payments; regulated accordingly by budgetary, accounting, credit policies, the procedure for making payments, preparation of financial statements), and directly related to the management of personnel of the financial service of the enterprise. The latter are often referred to as HR processes.

In the process of developing, coordinating and approving documents regulating these processes, many issues related to the number of employees of the financial service, the requirements for their qualifications, and the wage fund are removed. If the requirements for the functional duties of employees are changed by the company's management, the regulatory documents approved earlier will help minimize potential conflicts, change the headcount and revise wages.

Figure 3. The approval process on the example of the software product "WA: Financier".

The set of tasks of the financial department, its regulations and structure form the basis for the formation of the final document - the Regulations on the financial service of the enterprise.

This provision is an internal regulatory document, which has the following structure:

1. Organizational and functional structure of the financial service. Typically, the organizational structure is an organizational chart with the allocation of departments and a description of their functions. For the purposes of HR planning, it is useful to display information on the number of staff positions (existing and planned) on the diagram.

2. Structural and staffing of the financial service. Usually this information is formed in the form of a table with the obligatory indication of the names of departments, positions, the number of active and vacant staff positions.

3. The main goals and objectives of the financial service. This section of the regulation describes the goals formulated taking into account the company's development strategy, and the tasks that need to be solved to achieve them. Tasks are defined for each department.

4. Matrix of functions. This is a table in which the functions of the financial service are located vertically, and organizational links are located horizontally, that is, managers and key employees of service departments. At the intersection of the lines and the graph, a mark is made (who is responsible for what). The function matrix gives an idea of ​​the possible workload of departments and allows you to optimally group functions by department.

5. The order of interaction of employees of the financial service. Usually isolated internal order interaction - between individual employees and (or) structural divisions of the company and external - with individuals(for example, especially large clients) or state (commercial) organizations. The order of interaction is developed taking into account the organizational structure of the company as a whole, the functions and tasks of its other divisions, established principles and traditions.

Figure 4. The order of interaction of employees on the example of the software product "WA: Financier".

6. Procedure for resolving conflict situations. This section details the procedure for filing an appeal or expressing disagreement along the chain “general director - financial director - head of the financial and economic department - ordinary employee”. This applies to any questions and proposals (the task received, the decision being made, disproportionate compensation, encouragement or punishment), including innovative ones that may arise both for the employee and his immediate supervisor.

7. A system of indicators to evaluate the work of the financial director and the financial service. This section includes lists and descriptions of indicators, upon fulfillment of which the work of the financial director and his subordinates is recognized as successful. Indicators should be specific and measurable.

8. Final provisions. This part establishes the procedure for agreeing and approving the Regulations, its validity period, the procedure for making changes, familiarizing employees with the Regulations and the procedure for storing it.

If the head of the financial service is the financial director, then his activities are regulated by the job description of the financial director. If the planning and financial department is separated into a separate unit, then when developing the job description of the head of the financial department, it is necessary to apply general rules formation of job descriptions.

Detailed job description usually includes the following items:

1. General provisions- description of the document, position, who appoints the employee to this position, etc.

2. Qualification requirements. The requirements for the level of education of a specialist in this position are formulated, and a set of skills and abilities necessary to perform job duties is described.

3. Job responsibilities. The more detailed this section is filled out, the less questions the specialist will then have about the need to perform certain tasks. Therefore, this section should be the most complete summary of all possible tasks performed by a specialist.

4. Criteria for successful execution job duties. The section is quite difficult to fill in, since it is not always possible to formulate these criteria. It makes sense to describe only those criteria, the fulfillment of which can be controlled.

5. Rights of a specialist. The duties of the company to the specialist are described. These are timely payment of wages, organization of the workplace and technological infrastructure, compliance with sanitary standards, etc.

6. Rights and obligations of the head. This paragraph complements the previous one. It contains an explanation of the duties and powers of the immediate supervisor of the specialist.

7. Responsibility of a specialist. A paragraph that describes what the employee is directly responsible for and contains information about possible penalties for failure to perform official duties.

It should be noted that the effective operation of the financial department is impossible without a high-quality information system.

More and more organizations are choosing a solution based on the 1C platform - "WA: FINANCIST", which is a line of software products for automating financial management in medium and large businesses.

Modules "WA: FINANCIST":

• Treasury, BDDS
• Budgeting of income and expenses, BBL, etc.
• Accounting and reporting under IFRS
• Management accounting according to corporate standards
• Contract management: from approval to execution

Figure 5. Formation of ODDS by direct and indirect method on the example of the software product "WA: Financier".

With the use of "WA: FINANCIST" financial departments of enterprises effectively solve the following tasks:

• Forecasting the financial condition of the enterprise and modeling the economic performance of the business, determining the planned results.
• Convenient and error-free planning / control of income, expenses and cash flows of the company.
• Optimizing the use of money, increasing financial efficiency and business sustainability.
• Increasing the liquidity and profitability of the business, including by minimizing the use of borrowed funds.
• Improving the quality and validity of management decisions and the transparency of the business as a whole.
• Timeliness and reliability of financial statements in accordance with international or corporate standards.
• Full order in working with contracts: storage, approval, and comprehensive control.
• Improving financial discipline for the company as a whole and the degree personal responsibility employees.
• Reducing labor costs, increasing convenience and minimizing the mistakes of financiers in their daily work.

See the following sections for details.

The formation of the financial department at the enterprise is a responsible task. The functions of the financial department are constantly expanding and are formed based on the tasks that the financial director will have to solve.

Functions of the financial service

• Financial controlling is one of the main functions of the financial department, which consists in the formation of plans and control over their execution. The performance of this function is associated not only with accounting and analysis, but also with monitoring the execution of business processes of the enterprise.
• Treasury Department. Cash management of the company, the formation of a payment calendar, control over the status of mutual settlements - all these are the functions of the treasury and it is impossible to underestimate their importance.
• Organization and maintenance of accounting and tax accounting. This function does not require much explanation.

The only thing I want to focus on is the separation of the functions of the chief accountant and financial director. The responsibility of the chief accountant is the maintenance of regulated and tax accounting in accordance with the requirements of the legislation, the timely formation of accounting and tax reporting, the reflection of the facts of the company's economic activity on accounting registers. The functions of the financial director are to plan the activities of the company, its financial results, including in the context of constantly changing legislation. The function of tax planning is the direct responsibility of the financial director of the company. The subordination structure of the chief accountant is a topic for a separate discussion. On the one hand, the chief accountant is within the area of ​​responsibility of the financial director and must report to him, on the other hand, in accordance with the law "on accounting", the chief accountant reports directly to the general director of the organization. The easiest way out in this situation is the dual subordination of the chief accountant.

It should be understood that in a particular company, the functions of the financial service may not limit the tasks facing the financial director in the process of organizing the financial department.

The structure of the financial service

After the functions of the financial department are defined, you can begin to form its structure.

The structure of the financial department can be represented in the following diagram:

At the same time, the Contracting Department and IT Department are not part of the FEO, but are strategically subordinate to the Financial Director.

The simplest thing is to allocate a separate service to implement each function.

But no one bothers to split the function into several services or, conversely, combine several functions into one service.

Having determined the tasks and structure of the financial service, it is necessary to start developing internal regulations.

Financial Service Regulations

Regulations of the financial service are a set of provisions, rules, instructions governing business processes, owned by the financial director, and as basic ones (budgeting, accounting, fundraising, making payments; they are regulated, respectively, by budgetary, accounting, credit policies, the procedure for making payments, preparation of financial statements), and directly related to the management of personnel of the financial service of the enterprise. The latter are often referred to as HR processes.

In the process of developing, coordinating and approving documents regulating these processes, many issues related to the number of employees of the financial service, the requirements for their qualifications, and the wage fund are removed. If the requirements for the functional duties of employees are changed by the company's management, the regulatory documents approved earlier will help minimize potential conflicts, change the headcount and revise wages.

Regulations on the financial service of the enterprise

The set of tasks of the financial department, its regulations and structure form the basis for the formation of the final document - the Regulations on the financial service of the enterprise.

This provision is an internal regulatory document, which has the following structure:

1. Organizational and functional structure of the financial service. Typically, the organizational structure is an organizational chart with the allocation of departments and a description of their functions. For the purposes of HR planning, it is useful to display information on the number of staff positions (existing and planned) on the diagram.
2. Structural and staffing of the financial service. As a rule, this information is formed in the form of a table with the obligatory indication of the names of departments, positions, the number of active and vacant positions.
3. The main goals and objectives of the financial service. This section of the regulation describes the goals formulated taking into account the company's development strategy, and the tasks that need to be solved to achieve them. Tasks are defined for each department.
4. Function matrix. This is a table in which the functions of the financial service are located vertically, and organizational links are located horizontally, that is, managers and key employees of service departments. At the intersection of the lines and the graph, a mark is made (who is responsible for what). The function matrix gives an idea of ​​the possible workload of departments and allows you to optimally group functions by department.
5. The order of interaction of employees of the financial service. Usually, an internal order of interaction is distinguished - between individual employees and (or) structural divisions of the company and external - with individuals (for example, especially large clients) or state (commercial) organizations. The order of interaction is developed taking into account the organizational structure of the company as a whole, the functions and tasks of its other divisions, established principles and traditions.
6. This section details the procedure for filing an appeal or expressing disagreement along the chain "CEO - CFO - Head of Department - ordinary employee." This applies to any questions and proposals (the task received, the decision being made, disproportionate compensation, encouragement or punishment), including innovative ones that may arise both for the employee and his immediate supervisor.
7. A system of indicators to evaluate the work of the financial director and the financial service.
8. Final provisions.

If the head of the financial service is the financial director, then his activities are regulated by the job description of the financial director, and if the financial department is separated into a separate unit, then when developing the job description of the head of the financial department, general rules for the formation of job descriptions must be applied.

A detailed job description usually includes the following items:

1. General provisions
2. Qualification requirements. The requirements for the level of education of a specialist in this position are formulated, and a set of skills and abilities necessary to perform job duties is described.
3. Job responsibilities. The more detailed this section is filled out, the less questions the specialist will then have about the need to perform certain tasks. Therefore, this section should be the most complete summary of all possible tasks performed by a specialist.
4. Specialist rights.
5. specialist responsibility.

It should be noted that the effective operation of the financial department is impossible without a high-quality information system.

Regulations on the Treasury

The importance of the work of the Treasury Department cannot be overestimated. The timeliness and correctness of payments, the execution of the cash flow budget depend on the efficiency of the functioning of this unit.

Formalization of the department's work regulations is the basis for effective functioning. As a result, it is necessary to develop internal regulations for the work of the department.

The approximate composition of the regulations of the Treasury Department:

• Regulations for the formation of budgets;
• Regulations for coordinating payments;
• Job description of the head of the treasury department;
• Job description of a specialist in the treasury department.

All these regulations are described or included in the form of annexes to the document "Regulations on the Treasury".

This provision is an internal regulatory document that has the following structure:

1. Organizational and functional structure of the Treasury Department. Usually, the organizational structure is an organizational chart with the allocation of positions and a description of their functions. For the purposes of HR planning, it is useful to display information on the number of staff positions (existing and planned) on the diagram.
2. Structural and staffing of the Treasury Department. As a rule, this information is formed in the form of a table with the obligatory indication of names, positions, the number of active and vacant positions.
3. The main goals and objectives of the Treasury Department. This section of the regulation describes the goals formulated taking into account the company's development strategy, and the tasks that need to be solved to achieve them.
4. The order of interaction of employees of the Treasury Department. Usually, an internal order of interaction is distinguished - between individual employees and (or) structural divisions of the company and an external one - with individuals (for example, especially large clients) or state (commercial) organizations. The order of interaction is developed taking into account the organizational structure of the company as a whole, the functions and tasks of its other divisions, established principles and traditions.
5. The procedure for resolving conflict situations. The procedure for filing an appeal or expressing disagreement along the chain “general director - financial director - head of department - ordinary employee” is prescribed in detail. This applies to any questions and proposals (the task received, the decision being made, disproportionate compensation, encouragement or punishment), including innovative ones that may arise both for the employee and his immediate supervisor.
6. A system of indicators that allows you to evaluate the work of the head of the department and the treasury department. This section includes lists and descriptions of indicators, upon fulfillment of which the work of the financial director and his subordinates is recognized as successful. Indicators should be specific and measurable.
7. Final provisions. This part establishes the procedure for agreeing and approving the Regulations, its validity period, the procedure for making changes, familiarizing employees with the Regulations and the procedure for storing it.

Responsibilities of a financial manager

Today financial management is a system of principles and methods for the development and implementation of management decisions related to the formation, distribution and use of financial resources, cash flow. As a result, the role financial manager in the company's management system may vary depending on the specific tasks facing the financial service.

The financial manager, whose duties are reduced to participating in the activities of the treasury and the budget process, monitoring and analyzing the activities of the enterprise, studying the applicability of certain financial instruments, plays important role in ensuring the current activities and development of the company.

For effective solution various tasks in current activities, various tools and regulations are used, ranging from spreadsheets Excel, and ending with modern specialized software products with the broadest functionality, which allow you to expand the functionality simply and "painlessly" for the user.

Depending on the specialization and activities, the list of job responsibilities of a financial manager may vary from cash flow management functions to a system for monitoring the company's financial condition, and performing the function of managing relationships with counterparties. Accordingly, the job description should include a complete list of duties and powers, ensuring the completeness of the function performed by a particular financial manager in a given organization.

Drive specific example the job description does not make sense, since it is impossible to provide for the entire list of duties, just as it is impossible to describe the entire range of tasks of enterprise management accounting. In each particular company, management accounting is individual, and, accordingly, the set of functions of the employee who provides this accounting is individual within each company.

However, the general structure of the job description can be given. In general, it should consist of the following sections:

1. General provisions- description of the document, position, who appoints the employee to this position, and so on.
2. Qualification requirements.
3. Job responsibilities. This section should be the most complete summary of all possible tasks performed by a specialist.
4. Criteria for the success of the performance of labor duties. The section is quite difficult to fill in, since it is not always possible to formulate these criteria. In this section, it makes sense to describe only those criteria, the fulfillment of which can be monitored and objectively assessed.
5. Specialist rights. The section describes the company's obligations to the specialist. These are timely payment of wages, organization of the workplace and technological infrastructure, compliance with sanitary standards, etc.
6. Rights and obligations of the leader. This paragraph complements the previous one, it contains an explanation of the duties and powers of the immediate supervisor of the specialist.
7. specialist responsibility. A paragraph that describes what the employee is directly responsible for and contains information about possible penalties for failure to perform official duties.

The key to a high-quality job description for a financial manager is the most clear and complete prescribing of all points, which will reduce the possibility of maneuvers for unscrupulous employees. Only such an instruction will ensure the effective work of the employee, his interaction with the manager, with other employees and departments of the company, and the activities of the company as a whole.

Responsibilities of the financial director

The financial director not only manages the relevant service, but also manages the company's cash flows, forms an investment policy, provides the company's top management with prompt and reliable information about the organization's cash flow. The duties of this manager largely depend on the specifics of both the business itself and the features of the company's management system.

Duties include the following functions:

• Organization of the management of the movement of the enterprise's cash resources and regulation of the relevant relations that arise between economic entities in the market, in order to most effectively use all types of resources in the process of production and sale of products (works, services) and maximize profits.
• Ensuring the capital stability of the enterprise through the development of a monetary strategy for the enterprise.
• Control budget process company, participation in the development of projects and financial plans of the company.
• Monitoring the performance by the units of the approved above indicators.
• Selection of the optimal sources of financing for the company's activities, by analyzing the financial market and the effectiveness of the applicability of a particular source for certain types activities.
• Formation of the company's investment policy, analysis of the effectiveness of capital investments.
• Conducting an analysis of the financial and economic activities of the enterprise, developing methods aimed at ensuring the efficiency of the company's activities (optimization of trade turnover, increasing profitability, cost management, etc.).
• Accounting for cash flows and reporting on the results of the state of activities in accordance with the standards of financial accounting and reporting, the reliability of financial information, controls the correctness of the preparation and execution of reporting documentation, the timeliness of its provision to external and internal users.
• Managing financial department employees.

The understanding by the performer of his rights and obligations will depend on the completeness of the instructions. The presence of instructions will help to avoid problematic situations associated with different interpretations of their duties by the employee and his management. The job description may include the following sections:

1. General provisions- description of the document, position, who appoints the employee to this position, etc.
2. Qualification requirements. This section formulates the requirements for the level of education of a specialist in this position, and also describes the set of skills and abilities necessary to perform job duties.
3. Job responsibilities. This section should be the most complete statement of all possible tasks performed by a specialist.
4. Criteria for the success of the performance of labor duties. The section is quite difficult to fill in, since it is not always possible to formulate these criteria. It makes sense to describe only those criteria, the fulfillment of which can be controlled.
5. Specialist rights. The duties of the company to the specialist are described. These are timely payment of wages, organization of the workplace and technological infrastructure, compliance with sanitary standards, etc.
6. Rights and obligations of the leader. This paragraph complements the previous one. It contains an explanation of the duties and powers of the immediate supervisor of the specialist.
7. specialist responsibility. A paragraph that describes what the employee is directly responsible for and contains information about possible penalties for failure to perform official duties.

Let us give as an example one of the options for the job description of a financial director, but we want to note that the instructions for each manager must be adapted to the specifics of the enterprise.

Job description of financial director

APPROVE

CEO

Surname I.O. ________________

"________"_____________ ____ G.

1. Responsibilities of the financial director. General provisions.

1. This job description describes the duties, rights and responsibilities of the CFO.

1.1. This position is in the leadership category.

1.2. Appointed by order only CEO.

1.3. Reports directly to the General Manager.

1.4. In his absence, the functional duties are performed by the head authorized to perform the duties of the financial director by the general director.

1.5. A person with a higher economic education, as well as experience in managerial positions of at least 5 years, can be appointed to the position of head of this area.

1.6. The CFO must know:

• legislation of the Russian Federation, the Charter of the enterprise, regulations enterprises, as well as other legal acts regulating its activities;
• safety, fire safety regulations, and industrial hygiene and sanitation, labor protection, orders and instructions of the management, as well as guidelines organizing their own work;
• methodology for organizing the financial and economic activities of the enterprise, as well as drawing up plans, projected balance sheets, budget planning, drawing up and developing sales and production plans, profit and loss planning;
• tools, the procedure for evaluating and analyzing financial assets, the forecast of profitability and risks, the procedure for lending to an enterprise, the search for funds and investments for a loan;
• forecasting the efficiency of investments and distribution of capital-forming resources of the enterprise;
• financial reporting methods, tax system Russian Federation, as well as the procedure for preparing accounting and financial reports.

1.7. In his absence, the duties of this director are shifted to a person authorized by the general director.

2. Responsibilities of the financial director

The job description assumes job responsibilities:

2.1. Management of the financial resources of the enterprise, as well as the redistribution of the budget in order to obtain maximum efficiency production, marketing processes for goods and services, as well as cost reduction, identification of the main sources of financing for production and maintenance of the enterprise;

2.2. Negotiating, correspondence and the necessary document flow with commercial structures, banks, credit and investment institutions, as well as various third organizations in order to identify potential sources of lending, financing, co-financing and investment.

2.3. Conducting an analysis of the enterprise in terms of the above and economic condition, audit, vertical-horizontal analysis, trend analysis, calculation financial ratios and indicators.

2.4. Study of all types of expenses of the enterprise, including energy costs, public utilities, the purchase of raw materials or goods, as well as commissions, transport and production costs.

2.5. Development of a business plan for the enterprise jointly with other managers and employees or independently, as well as ensuring budget planning, distribution of budget funds, control over the implementation of budget prescriptions.

2.6. Control over the implementation of plans and budget, spending borrowed and budgetary funds.

2.7. Analysis of the main indicators of the enterprise: cash receipts to the settlement account and cash payments for all types of enterprise products, income from the enterprise's own financial activities, interest on loans, payment or receipt of dividends, expenses associated with investments and investments of the enterprise's financial resources.

2.8. Development of proposals for improving the performance of the enterprise, reducing the costs of the enterprise, as well as preventing the appearance of unnecessary costs and expenses, increasing the effectiveness of the policy direction.

2.9. Formation of the investment policy of the enterprise based on the study of the state of the market, analysis of supply and demand, efficiency investment investments, as well as profitability and potential income from various enterprises, taking into account risk insurance, various payment and political conditions for the investor.

2.10. Control over the timely receipt of funds from budget revenue items, as well as the execution of banking and reporting transactions within the specified time limits, payment of bills and interest rates on loans, over the payment of funds to employees on account of wages, transfer of taxes in accordance with the procedure established by the legislation of the Russian Federation.

2.11. Development and determination of directions of the tax policy of the enterprise.

2.12. Complete guidance on the development of various financial and accounting documents in the enterprise, including non-regulatory documents.

2.13. Control over the preparation and execution of reporting documentation, as well as the preparation of financial statements for management and relevant authorities, preliminary verification of documents with the actual state of affairs.

3. Rights of the financial director

The job description guarantees him the right to:

3.1. Require the CEO to provide all conditions for the effective performance of their own duties.

3.2. Propose and submit proposals for improvement to the Board of Directors production process, as well as document flow within its competence.

3.3. Identify the shortcomings of the production process, as well as, included in the scope of his duties, the activities of the enterprise and offer management methods and ways to eliminate or prevent them.

3.4. Sign and issue orders, instructions and other internal documents of the enterprise within its own competence.

3.5. Obtain the necessary documents for the successful performance of official duties.

3.6. Represent employees for promotion or punishment in cases where their own powers are not enough to encourage and collect them.

3.8. Take an active part in the development of all relevant documents, plans and other documents related to the direct activities of the enterprise.

3.9. Coordinate and approve the job responsibilities of subordinates within their own powers.

3.10. Engage in improving your own skills.

4. Responsibility of the financial director

The job description defines his responsibility for:

4.1. Disclosure of trade secrets, transfer of financial information to third parties, resulting in material and image losses of the enterprise.

4.2. Failure to perform or negligent performance of their official duties, as well as inaction in the event of failure to perform or negligent performance of official duties by subordinates.

4.3. infliction material damage or damage to the image of the enterprise as a result of the performance of official duties.

4.4. Violations of the laws of the Russian Federation that were committed during the performance of official duties.

4.5. Non-observance of labor protection rules, labor regulations and discipline, industrial hygiene and sanitation rules, fire safety rules and industrial safety regulations.

AGREED:

General
Director: __(signature)____ _______(full name)___________

Boss
Legal Department: __(signature)____ _______(full name)___________

Familiarized with the instruction: __ (signature) ____ _______ (full name) ___________