Strategies For Strengthening Financial Centralized Management Of Enterprise Groups

(1) strengthen the control of the companies in the system and improve the internal governance structure.

The control and internal governance structure of the company is the foundation of centralized financial management.

The essence of the centralized financial management of the head office is the embodiment of the financial control power of the parent company to the subsidiary company, which comes from the controlling power of the head office to the subsidiary company.

The company takes advantage of its capital advantages and ensures the effective control of its subsidiaries through capital levers, according to the principle of distribution of corporate governance power.

The unified company's system financial system is an important measure to achieve centralized financial management.

In order to ensure that the subsidiary companies operate in accordance with the procedures set by the head office, the system must be standardized.

For financial centralized management, a clear system must be worked out so as to ensure that it is implemented smoothly.

It includes a unified accounting system, a unified investment and financing management and profit distribution system, a unified fund management system and a unified budget system.

(three) strengthen internal audit and inspection.

Strengthening internal audit and inspection is an important means for the head office to promote centralized financial management.

Internal audit plays an irreplaceable role in the management of modern enterprise groups.

Through internal auditing, ensure the authenticity of subsidiary accounting information, ensure the effective implementation of all internal controls, ensure that all subsidiary companies earnestly implement and implement the policy and management methods of the head office, and ensure the implementation effect of centralized financial management.

In the past, all the wholly owned subsidiaries carry out accounting calculation, and then report them again and again. The speed of information pmission is slow and can not adapt to the rhythm of information and society.

By centralizing accounting, it has reduced the urgent handling link, improved the speed of pmitting letters and urgency, and improved the urgency and urgency of the letter.

The other party can concentrate on accounting, management, taxation, IT and all kinds of experts in the letter emergency center, and the usefulness of the letter is greatly improved.

(five) encourage and restrain operators.

When wholly owned subsidiaries deal with urgent accounting information, accounting letters are easily manipulated.

In order to show business performance, subordinate companies often whitewash data, or even provide false data, which leads to inconsistent accounting of assets of enterprise groups.

After centralized accounting management, the letter and emergency center is in a neutral position and provides convincing indicators as a basis for motivating and rewards and punishments for wholly owned subsidiary personnel.

Finance is for the management of enterprises. The change of financial system changes with the change of corporate governance structure, and plays a role in business management.

The emergence of modern enterprise system requires centralized management of finance, and the centralized management of financial affairs also requires enterprise groups to establish a modern enterprise system.

Therefore, in order to implement the financial centralization of the subsidiary company, the enterprise group must establish a corporate governance structure.