Financial Management And Control: Four Reunification And Two Changes

Li Peihui believes that the "four reunification and the two transformation" are essentially financial transformation, of which two changes determine the development direction of financial management, and four unification provides tool support. In 2004, Gujing Group introduced a comprehensive budget management tool, trying to transform from accounting function to management accounting function, constantly strengthening management by objectives and self-control, vigorously promoting budget evaluation standards, Budget Refinement and assessment work, extending budget assessment to more grass-roots jobs, using professional services as business services, and assisting business value-added.

Only by doing a good job of accounting can we make better transformation. We should standardize the accounting system, standardize accounting treatment, enhance the comparability of financial information, establish standards for auditing work, and lay a foundation for the construction of unified information platform. Li Peihui said.

Lu Duicang, director of the financial management center of Gujing Group, told reporters that the operation of Gujing Group involves liquor, hotel business, real estate, finance, agricultural products processing industry, thermoelectric industry and so on.

After the promulgation of the new accounting standards for enterprises in 2007, the listed companies of Gujing tribute liquor took the lead in execution, and the other companies did not implement them at the same time, and the specific policies and standards of execution were different.

To solve this problem, Gujing Group began implementing the new enterprise accounting standards in 2008. In 2011, the specific standard problems in the implementation process were also combed and improved, and 19 financial systems were issued in January 1, 2012. The unified accounting system has gone one step further.

Li Peihui believes that financial transformation is inseparable from the support of the information system. It is necessary to liberate financial personnel from a lot of cumbersome basic accounting work and make more valuable things through informatization.

It is understood that Gujing Group began to implement computerized accounting in 1995. At that time, it was at an advanced level throughout the country. However, at present, the level of computerized accounting basically stagnated, the version of financial software was low, and the financial software of each unit was not uniform, resulting in the existence of information islands, which affected the timeliness of financial information, and could not meet the requirements of unified management and control of group companies.

In 2001, Gujing Group started upgrading financial software, but for various reasons, it failed. Until 2005, Gujing Group upgraded its financial software again, bringing all subsidiaries except Gujing Gong liquor listed company into a unified financial information platform.

In 2011, it upgraded again and incorporated the listed companies of Gujing Gong liquor into a unified financial information platform, and finally realized a comprehensive financial information platform.

"At present, we have established a group financial management information platform with uniform, high security, high reliability, good maintainability and operability. On this platform, we have realized the integration of financial accounting and summary business, as well as the informationization of budget and final accounts management, and achieved data sharing across single and cross departments, and realized the issuance of consolidated statements on monthly 1." Li Peihui said that the business intelligence platform (BI) will continue to provide a concise, intuitive and one-stop information basis for the company's decision making, so as to deepen the management functions of Gujing Group, and gradually realize and improve the management informatization of various business areas of Gujing Group, and deepen financial supervision and strategic financial management capabilities.

Before 2010, there were more than 30 companies affiliated to Gujing Group, and 13 banks were co operated with them. The funds were scattered in each subsidiary's account, and there was no investment demand in the short run. Group companies had more capital requirements, single source of funds, high loan amount and heavy interest burden. To solve this contradiction, it is a good choice to collect and integrate the funds and credit resources of each subsidiary and implement unified management of funds.

Lu Guchang said, first, Gujing Group cleaned up the bank accounts of the group and its subsidiaries, and selected two banks to collect funds and manage cooperation, and established two capital summary operation platforms of the group companies and the Gujing liquor listed companies, and implemented the real time transfer and online control of the subsidiary funds. Through the unified management of funds, precipitation of each subsidiary company's capital is over 100 million yuan, and through the entrusted loan method, it serves the demand of the main business liquor customers for funds, and realized in 2011. capital The value added was nearly ten million yuan, reaching 15 million yuan in 2012. At the same time, we should focus on all kinds of credit resources and improve the credit rating of the group. The group is responsible for unified financing, reducing the total loan and interest costs, and improving the capital returns.

Second, implementation Unified borrowing system We should carry out the paid use of funds within the group, incorporate the funds into the performance appraisal, and enhance the enthusiasm and marketization consciousness of every company.

At present, Gujing Group is actively promoting funds. budget And gradually enhance the planning and operational capacity of the group's funds.

"The purpose of our unified management of financial personnel is to create a financial team that is willing to make decisions and make timely decisions within its own professional scope and responsibilities, with high standards and strict requirements, and with good professionalism." Li Peihui told our reporter.

In order to strengthen the management of financial personnel, Gujing Group has formulated a series of system norms. For example, the system of appointing financial officers, setting up posts for financial institutions, reporting and accountability of financial leaders, examining financial personnel and recruiting personnel, and gradually promoting hierarchical financial personnel management. Set up the financial "high voltage line", formulate the regulations for honest financial personnel, and require financial personnel to seek truth from facts. At the same time, we should hold regular financial meetings, organize centralized training of financial personnel, and strengthen communication and communication among financial personnel of various companies, so as to improve management ability and professional level.