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FINANCIAL PLANNING AND MANAGEMENT


    

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THE FINANCIAL PLANNING
Setting periodic procedures of FINANCIAL PLANNING within the company allows you to predict and monitor any current liquidity risks. The liquidity risk manifests itself in difficulty (even temporarily) to meet your own financial commitments.

It is necessary to MANAGE the liquidity risk through:

• The achievement of a balanced financial structure
• An effective management of working capital
• A policy of loans correlated with the actual financial needs
• A monitoring period of the company's creditworthiness

THE BENEFITS OF FINANCIAL PLANNING
• Reduction in interest expense
• Better use of any available funds
• Reduction of uncertainty in terms of liquidity management
• Improving of data quality in the company
• Subordination of the investments to logics of financial sustainability
• Improving relations with the banking system in view of current and prompt information
• Improvement of information and dialogue with other external parties (customers, suppliers, partners)
• Management of the relationship customers-suppliers and inventory turnover on the basis of pre-defined parameters
• Alignment between liquidity management and other business functions

THE LEVELS OF FINANCIAL PLANNING TREASURY

Cash Management ? Permanent verification of bank balances projected to 15 days
Treasury Plan ? Liquidity Planning to 2/3 months
Pianificazione della liquidita? a 2/3 mesi
FINANCIAL MANAGEMENT
Financial Budget ? Financial Dynamics envisaged at the annual budget
Financial Planning ? Financial plan to 3-5 years in order to ensure the financial sustainability of the company in the medium-long term both in a stable context for investments/renovations or in planned extraordinary
transactions.

THE NECESSARY ELEMENTS OF THE FINANCIAL PLANNING

Like any other business activity, even the financial planning requires:
• Appropriate Instruments (structured spreadsheets, special software, ERP with integrated features)
• Certified Methods (efficient internal processes in terms of information quality and speed of flows)
• Skills (people able to manage the process)
Instruments Methodologies Skills
Budget &# Management Control

THE BUDGET IS A PROGRAM OF MANAGEMENT OPERATIONS TO BE CARRIED OUT IN A CERTAIN PERIOD (YEAR), AIMED AT ACHIEVING CERTAIN GOALS THROUGH THE QUANTIFICATION OF REQUIRED RESOURCES

The Budget (1)
The budget is a coordinated program of business operations, in the short term, setting out the objectives to be achieved, it expresses costs to achieve and indicates the financial results to
be achieved.
The budget is a management program, reported to the future fiscal year, culminating in the formulation of a budget.

The Economic Budget (1)
• Estimate Income Statement
• Costs and Operating income
• Consolidation of:
– Budget of commercial area;
– Budget of production area;
– Financial Budget;
– Budget of other functional areas

The budget of the Assets and Liabilities
• Statement of assets and liabilities
• Highlight the capital structure to the chosen dates
• Last act of the budget, since it summarizes the cash flows arising from the economic and the financial
budget

Financial Budget
Division into two statements:
• Budget of the Sources and Uses: it highlights the global financial coverage requirements of the various programs
• Cash or Treasury Budget: it highlights the short-term cash requirements to meet the planned programs and inherent to the same period


MANAGEMENT AND SOCIAL RESPONSIBILITY
The Management of a social enterprise also implies a corporate social responsibility that can be understood as a management philosophy that starts from the awareness of the impact not only economic, but also social and environmental of the company in respect of its various stakeholders (i.e. the
various parts involved).
In this sense, the social enterprise tends to consider the "value creation" as a goal that involves not only the
shareholders, but all employees, their families, the social partners, local communities, associations and institutions.

What is the “Social Report”?
It is a document drafted by a company or an organization to account publicly the value orientations (criteria and areas of responsibility) and the social effects of its activities.
It takes account of the accounting data, but also develops a qualitative assessment of reality and business evolution, starting from the point of view of the various stakeholders and with their
involvement.

Purpose of the “Social Report”
The objectives of the social report can be expressed then as:
- To be accountable (for the stakeholders)
- Give an account (in accordance with certain values and ethical
behavior)
- Realize (involving and communicating with stakeholders)
When taken as a tool for monitoring and improving the management,
the social budget may include a concrete return on the economic,
structural and organizational plan.


What is the use of “Social Report”?
Communicate their values, responsibilities, mission and behavioral criteria
- Give an account of what the company has done (in a distinctive way) and how it relates to the various corporate stakeholders
- Show in which way the income is distributed among the various protagonists of company life (shareholders, employees, customers, suppliers, …)
- To represent and measure the social value and the impact produced by the company to the local community

What is the use of “Social Report”?
What is in Social Report?
Data, calculations, comments and proposals related to economic and social results, to the company activities and the various stakeholders, in particular:
Employees and collaborators (framing, recruitment, remuneration and incentives, injuries, training, equal opportunities, ...)
Customers (quality products or services provided, satisfaction, ...)
Suppliers (conditions of collaboration, quality requirements, ...)
Shareholders, partners and investors (earnings, dividends, ...)
Local community (donations, services, investment, ...)
State, Institutions and Public Authorities (taxes, regulations, ...)
Context and Environment (pollution management, waste, recycling, ...)

ENVIRONMENTAL BUDGET
It is the document in which they find summary information and assessments on environmental management by a company
It is a voluntary instrument and upgradeable used to determine (through appropriate indicators and data) the environmental costs and to evaluate the expected ecological impact, particularly in terms of energy consumption, of pollution, of the use of public spaces, of waste management, of emissions, of hydro-uses and of purification of the waters

BUDGET OF SUSTAINABILITY
It is the document in which there is the integration of economic, social and environmental information at enterprise or territorial level.
It is a voluntary instrument that serves to show the Entity's or the company’s ability to pursue in a consistent and functional way the purposes provided for the social and environmental sustainability.


 FINANCIAL PLANNING

THE FINANCIAL PLANNING

  THE BENEFITS OF FINANCIAL PLANNING Clic to read

  THE LEVELS OF FINANCIAL PLANNING TREASURY Clic to read

  FINANCIAL MANAGEMENT Clic to read

  THE NECESSARY ELEMENTS OF THE FINANCIAL PLANNING Clic to read

  THE FINANCIAL PLANNING Clic to read



MANAGEMENT

  MANAGEMENT AND SOCIAL RESPONSIBILITY Clic to read

  What is the “Social Report”? Clic to read

  Purpose of the “Social Report” Clic to read

  What is the use of “Social Report”? Clic to read

  What is the use of “Social Report”? Clic to read

  ENVIRONMENTAL BUDGET Clic to read

THE FINANCIAL PLANNING
Setting periodic procedures of FINANCIAL PLANNING within the company allows you to predict and monitor any current liquidity risks. The liquidity risk manifests itself in difficulty (even temporarily) to meet your own financial commitments.

It is necessary to MANAGE the liquidity risk through:

• The achievement of a balanced financial structure
• An effective management of working capital
• A policy of loans correlated with the actual financial needs
• A monitoring period of the company's creditworthiness

THE BENEFITS OF FINANCIAL PLANNING
• Reduction in interest expense
• Better use of any available funds
• Reduction of uncertainty in terms of liquidity management
• Improving of data quality in the company
• Subordination of the investments to logics of financial sustainability
• Improving relations with the banking system in view of current and prompt information
• Improvement of information and dialogue with other external parties (customers, suppliers, partners)
• Management of the relationship customers-suppliers and inventory turnover on the basis of pre-defined parameters
• Alignment between liquidity management and other business functions

THE LEVELS OF FINANCIAL PLANNING TREASURY

Cash Management ? Permanent verification of bank balances projected to 15 days
Treasury Plan ? Liquidity Planning to 2/3 months
Pianificazione della liquidita? a 2/3 mesi
FINANCIAL MANAGEMENT
Financial Budget ? Financial Dynamics envisaged at the annual budget
Financial Planning ? Financial plan to 3-5 years in order to ensure the financial sustainability of the company in the medium-long term both in a stable context for investments/renovations or in planned extraordinary
transactions.

THE NECESSARY ELEMENTS OF THE FINANCIAL PLANNING

Like any other business activity, even the financial planning requires:
• Appropriate Instruments (structured spreadsheets, special software, ERP with integrated features)
• Certified Methods (efficient internal processes in terms of information quality and speed of flows)
• Skills (people able to manage the process)
Instruments Methodologies Skills
Budget &# Management Control

THE BUDGET IS A PROGRAM OF MANAGEMENT OPERATIONS TO BE CARRIED OUT IN A CERTAIN PERIOD (YEAR), AIMED AT ACHIEVING CERTAIN GOALS THROUGH THE QUANTIFICATION OF REQUIRED RESOURCES

The Budget (1)
The budget is a coordinated program of business operations, in the short term, setting out the objectives to be achieved, it expresses costs to achieve and indicates the financial results to
be achieved.
The budget is a management program, reported to the future fiscal year, culminating in the formulation of a budget.

The Economic Budget (1)
• Estimate Income Statement
• Costs and Operating income
• Consolidation of:
– Budget of commercial area;
– Budget of production area;
– Financial Budget;
– Budget of other functional areas

The budget of the Assets and Liabilities
• Statement of assets and liabilities
• Highlight the capital structure to the chosen dates
• Last act of the budget, since it summarizes the cash flows arising from the economic and the financial
budget

Financial Budget
Division into two statements:
• Budget of the Sources and Uses: it highlights the global financial coverage requirements of the various programs
• Cash or Treasury Budget: it highlights the short-term cash requirements to meet the planned programs and inherent to the same period



MANAGEMENT AND SOCIAL RESPONSIBILITY
The Management of a social enterprise also implies a corporate social responsibility that can be understood as a management philosophy that starts from the awareness of the impact not only economic, but also social and environmental of the company in respect of its various stakeholders (i.e. the
various parts involved).
In this sense, the social enterprise tends to consider the "value creation" as a goal that involves not only the
shareholders, but all employees, their families, the social partners, local communities, associations and institutions.

What is the “Social Report”?
It is a document drafted by a company or an organization to account publicly the value orientations (criteria and areas of responsibility) and the social effects of its activities.
It takes account of the accounting data, but also develops a qualitative assessment of reality and business evolution, starting from the point of view of the various stakeholders and with their
involvement.


Purpose of the “Social Report”
The objectives of the social report can be expressed then as:
- To be accountable (for the stakeholders)
- Give an account (in accordance with certain values and ethical
behavior)
- Realize (involving and communicating with stakeholders)
When taken as a tool for monitoring and improving the management,
the social budget may include a concrete return on the economic,
structural and organizational plan.


What is the use of “Social Report”?
Communicate their values, responsibilities, mission and behavioral criteria
- Give an account of what the company has done (in a distinctive way) and how it relates to the various corporate stakeholders
- Show in which way the income is distributed among the various protagonists of company life (shareholders, employees, customers, suppliers, …)
- To represent and measure the social value and the impact produced by the company to the local community


What is the use of “Social Report”?
What is in Social Report?
Data, calculations, comments and proposals related to economic and social results, to the company activities and the various stakeholders, in particular:
Employees and collaborators (framing, recruitment, remuneration and incentives, injuries, training, equal opportunities, ...)
Customers (quality products or services provided, satisfaction, ...)
Suppliers (conditions of collaboration, quality requirements, ...)
Shareholders, partners and investors (earnings, dividends, ...)
Local community (donations, services, investment, ...)
State, Institutions and Public Authorities (taxes, regulations, ...)
Context and Environment (pollution management, waste, recycling, ...)

ENVIRONMENTAL BUDGET
It is the document in which they find summary information and assessments on environmental management by a company
It is a voluntary instrument and upgradeable used to determine (through appropriate indicators and data) the environmental costs and to evaluate the expected ecological impact, particularly in terms of energy consumption, of pollution, of the use of public spaces, of waste management, of emissions, of hydro-uses and of purification of the waters

BUDGET OF SUSTAINABILITY
It is the document in which there is the integration of economic, social and environmental information at enterprise or territorial level.
It is a voluntary instrument that serves to show the Entity's or the company’s ability to pursue in a consistent and functional way the purposes provided for the social and environmental sustainability.






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FM_COU2 - English

Finance Management


Training Fiche: 4

Online Course: 5

SDOA

FINANCIAL PLANNING



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