How does an enterprise group supervise the finance of its member enterprises?

How does an enterprise group supervise the finance of its member enterprises? At present, most subsidiaries can abide by the national financial management system in financial management, and their management also conforms to the business objectives of the whole enterprise group, which has made great contributions to the healthy development of the group company. However, some subsidiaries have exposed some problems worthy of attention in financial management. For example, the accountants of many subsidiaries are of low quality, unable to master the new accounting system, new standards and new methods skillfully, or lack of relevant knowledge such as economic law and tax law, which leads some subsidiaries to make financial fraud for the local interests of their own units, seriously affecting the overall interests of the group company and the realization of its business objectives. Therefore, it is very important to study how to strengthen the financial management of subsidiaries.

1 Select the appropriate financial management mode

Group companies generally adopt four modes of financial management of subsidiaries: centralization, decentralization, appointment of accounting supervisor and high degree of autonomy. Centralized financial management mode is that financial decision-making power and accounting personnel management power are concentrated in group companies. Its advantage is "everything is under control", but its disadvantage is that it can't give full play to the initiative and enthusiasm of accountants to participate in the company's operation, which weakens the functional role of financial accounting, especially management accounting; Decentralized financial management mode is that subsidiaries have more financial decision-making power and accounting personnel management power. Its advantage is that it helps to give full play to the enthusiasm of accounting personnel of subsidiaries to make suggestions and suggestions for enterprise management by using financial accounting functions, but its disadvantage is that financial accounting information is greatly influenced by the leaders of their subordinate units and is easy to produce false information; The financial management mode of accountant supervisor appointment system is that the group company sends the financial supervisor to the subsidiary company, and the personnel relationship is in the group company. Its advantage is that it can control the whole process of financial accounting work of subsidiaries, and better solve the disadvantages of decentralized management and centralized management; The "highly autonomous" financial management mode is that the leaders of subsidiaries have great financial decision-making power and accounting management personnel power. Its advantage is that the development of subsidiaries is highly consistent with the interests of financial accounting, which can give full play to the functions of financial management. The disadvantage is that if the quality of financial decision-makers is not high, it will easily lead to low decision-making efficiency and even mistakes. These financial management models have their own advantages and disadvantages, and they can seek advantages and avoid disadvantages. According to the specific situation of different subsidiaries, different financial management models are adopted to achieve the effect of integrating resources and obtaining greater profits.

2. Establish the corresponding system

2. 1 Implement authorization approval management system.

Authorized examination and approval management system means that before a financial activity occurs, personnel at all levels must obtain approval and authorization. The investment and loan projects of subsidiaries below the authorized amount can be decided by themselves, and the investment and loan projects above the authorized amount must be reported to the relevant departments of the Head Office for approval. At the same time, the group company should establish and improve the establishment, examination and approval, control and inspection system of subsidiaries' foreign investment and loans, attach importance to the tracking management of investment and loan projects, and standardize the investment and loan behavior of subsidiaries. Through authorization control, we can supervise the standard operation of daily financial activities of subsidiaries, thus ensuring the orderly operation of enterprise groups.

2.2 the establishment of financial budget reporting system

The financial budget reporting system is a tool for coordination, control standards and assessment between group companies and subsidiaries, a tool for standardizing and scientifically managing the financial affairs of subsidiaries, and an effective way to promote the self-discipline and self-development of subsidiaries. In budget management, predict and control the future situation of investment activities, business activities and financial activities related to subsidiaries. Group companies can implement the comprehensive budget law, set the operating objectives of subsidiaries and establish a performance appraisal system.

3. Strengthen monitoring and strict assessment.

3. 1 Appointment of CFO and CFO

Judging from the operation effect of the group company, it is an effective way to strengthen the financial management of the subsidiary by appointing the chief financial officer to the subsidiary. Appointed candidates can be openly recruited to the public, and their personnel relations are centrally managed by the head office, and wages and benefits are uniformly distributed by the group company. While being responsible for the daily financial work and establishing a sound financial control and supervision system, the chief financial officer should also proceed from the overall management policies and guidelines of the group company, assist the subsidiary operators to make all major financial decisions and control their behaviors. Appointing a financial supervisor can not only enable the overall management policy of the group company to be implemented and implemented in the subsidiaries, but also ensure the truthfulness, objectivity and accuracy of the financial accounting information of the subsidiaries and earnestly safeguard the interests of the group company.

3.2 Establish and improve the evaluation index system.

Establish an evaluation system for the implementation of various financial indicators, so that the assessment and supervision system will be continuously improved and scientific. When a subsidiary company operates after receiving the capital invested by the head office and investors, it should not only ensure the safety and integrity of the capital invested by investors, but also preserve and increase its value. In order to encourage subsidiaries to operate independently, the head office should establish an effective assessment method to encourage subsidiaries to strive to achieve business objectives. In order to ensure that the subsidiaries will bring stable income to the group company in the future, and at the same time, it is convenient for the management department of the group company to objectively evaluate the financial status, operating results and future prospects of the subsidiaries. The group company can determine the reasonable return on investment of the subsidiary and check the profit index of the subsidiary in combination with the actual situation of the subsidiary and the performance it can achieve during a certain operating period, so as to promote the maintenance and appreciation of the subsidiary. In addition, a comprehensive financial index evaluation system should be established. It mainly includes financial indicators such as enterprise liquidity ratio, asset management ratio, debt ratio and profitability ratio, and some quantitative indicators and qualitative analysis auxiliary indicators can also be added according to the actual situation of enterprises.

3.3 Strengthen regular and irregular audits.

Audit plays an irreplaceable role in the corporate governance structure of group companies. Considering the standardization of the operation of subsidiaries and the authenticity and reliability of financial data, group companies must also conduct regular and irregular financial revenue and expenditure audits of subsidiaries. The audit of subsidiaries includes external audit and internal audit. At present, the audit of the annual statements of subsidiaries by accounting firms belongs to external audit. The internal audit of the group company is mainly implemented by the internal audit department of the group company. The role of the internal audit department is not only to supervise the financial work of subsidiaries, but also to check and evaluate whether the internal control system is perfect and the efficiency of various organizations in the enterprise to perform designated functions, and it is also the main force to supervise and control other internal links. Internal audit can focus on whether subsidiaries correctly calculate costs according to the cost range of industrial enterprises, whether to raise or lower costs, and artificially adjust profit levels; There are no major investment and financing activities, and there are no long-term irrecoverable creditor's rights; Whether there are violations and guarantees for others. Through the audit of the internal audit department, the problems existing in the financial and production operations of subsidiaries are found in time and management suggestions are put forward, and the problems found in the audit, such as fraud, violation of the company's financial system and financial discipline, are resolutely punished. According to the results of internal audit and CPA audit, the group company confirms the operating performance of each unit and operator, evaluates the degree of maintaining and increasing the value of state-owned assets, and performs relevant reward and punishment measures.

How to make a financial diagnosis of an enterprise depends on which aspects of the enterprise need to be analyzed. Financial analysis of enterprise investment can analyze short-term solvency (current ratio, quick ratio, working capital, etc.). ), long-term solvency (asset-liability ratio, interest guarantee multiple, etc. ), asset management ratio (asset turnover rate, etc. ) and profitability (sales profitability, etc. ) companies.

How does the board of supervisors supervise and inspect the financial situation of enterprises? As the pillar of our national economy, state-owned enterprises play an important role in the development of the whole economy. Since the reform, although some achievements have been made, there are also many problems. There are many reasons for these problems, but the imperfection of financial supervision mechanism is a great influencing factor. Therefore, we should improve the financial supervision and management mechanism of state-owned enterprises and give full play to the supervisory role of the board of supervisors, which plays an important role in the corporate governance structure. The board of supervisors should focus on the financial supervision of enterprises and check the financial affairs of enterprises in a timely and effective manner. How the board of supervisors should play its supervisory role in practical work is a problem worthy of in-depth study. This paper puts forward some views and suggestions on this issue.

1. Problems in financial supervision of state-owned enterprises

(A) the external supervision and internal supervision of enterprise financial supervision are mutually misplaced.

The Measures for the Implementation of Financial Supervision of State-owned Enterprises stipulates that financial supervision of enterprises should adhere to the principle of combining external supervision with internal supervision. There is no doubt about the importance of internal and external supervision system, but for a long time, these two kinds of supervision have been misplaced: enterprises pay more attention to the role of external supervision and ignore internal supervision; However, the state attaches importance to the internal supervision of enterprises, but not to the external supervision. There are also some problems in the financial supervision mechanism of enterprises: whether the internal supervision system of enterprises is implemented in accordance with the provisions of the Accounting Law or is formed separately according to the enterprise's own situation; Whether the post of chief financial officer is set up by the enterprise alone or concurrently by the chief accountant according to accounting regulations. These problems are worthy of further study by enterprises and their supervision and management systems.

(2) the owner's "absence".

In response to the call, many state-owned enterprises emphasize the separation of government and enterprise, which greatly weakens the supervision of enterprise owners on enterprise operators, and enterprises have no clear provisions on responsibilities and rights. In this way, the following two problems will inevitably occur in the long run: on the one hand, the enthusiasm of business operators is not high, and the phenomenon of on-the-job consumption and abuse of power for personal gain may occur, because for business operators, this is a way with high income and low risk; On the other hand, without certain economic motives, operators will relax their supervision and management of subordinates.

(3) The enterprise property right is unclear and the property right restraint mechanism is not perfect.

Some state-owned enterprises have not clearly recognized the difference between the owner's finance and the operator's finance in the sound enterprise system, which makes the economic responsibility between the owner and the operator unclear and lacks an effective property right restraint mechanism. The concrete manifestations are as follows: first, there are still some vague factors in property rights relations; Secondly, there is an imbalance between power and responsibility in the clarity of power and responsibility; Finally, there is a problem of improper management in scientific management.

It can be seen that in the current financial supervision and management process of state-owned enterprises, there are still phenomena of poor supervision and improper management of enterprise owners to enterprise managers and enterprise managers to subordinates. To make the state-owned enterprises develop rapidly, we must eliminate these problems and strengthen supervision and management in all aspects. The following focuses on how the board of supervisors of enterprises can play a supervisory role in corporate finance.

Second, the emergence and development of the board of supervisors of state-owned enterprises

The board of supervisors originated from the system of specially invited inspectors implemented in 1998. At that time, the institutional reform cancelled the competent departments of some industries, and there was no direct supervision and restraint mechanism for state-owned enterprises and their operators, which caused many problems in business and finance. In order to change this situation and at the same time accommodate some civil servants who have undergone institutional reform, the state has established the system of specially invited inspectors under this special background. At that time, the system did play a certain role, effectively curbing the chaos of some state-owned enterprises. However, due to the problems of too strong administrative color and unfixed organization, it is necessary to further standardize and daily this form of supervision, which has developed into the current expatriate supervisory board system.

The board of supervisors of state-owned enterprises is different from the general board of supervisors of companies. It is an external supervision institution specially set up by the state for state-owned enterprises, which is of great significance for establishing and perfecting the modern enterprise system and promoting the development of state-owned enterprises. At present, among 138 central enterprises in the State Council, 132 have sent supervisory committees, and 3/kloc-0 provinces, municipalities and autonomous regions in China have all sent supervisory committees to state-owned enterprises except Hainan and Qingdao Overseas, basically achieving full coverage. From the practical situation, the board of supervisors sent by state-owned enterprises has played a great role in safeguarding the rights and interests of state-owned investors, standardizing the power operation of decision-making and executive levels of state-owned enterprises, promoting the sustained and healthy development of state-owned enterprises, solving the problem of "insider control" from the institutional level, and promoting leaders' honest employment.

Three. The position and function of the board of supervisors of foreign state-owned enterprises

(A) the status of foreign supervisory board

According to the relevant provisions of the Company Law and the Provisional Regulations on the Board of Supervisors of State-owned Enterprises, it is clearly pointed out that the board of supervisors is the statutory body of the company, which has the same status as the board of directors and is in the relationship of supervision and supervision. The board of supervisors does not participate in or interfere with the normal business decisions and activities of the enterprise.

The expatriate board of supervisors has three characteristics: first, it is authoritative, highlighting the supervision over the preservation and appreciation of state-owned assets on behalf of investors; Second, full-time, the appointed members of the board of supervisors are full-time personnel of full-time institutions that supervise state-owned assets; Third, independence, members of the board of supervisors have no direct identity and economic relationship with the enterprise.

(B) the functions of the expatriate board of supervisors

The Provisional Regulations on the Board of Supervisors of State-owned Enterprises stipulates that the board of supervisors shall take financial supervision as the core, supervise the financial activities of enterprises and the management behavior of the person in charge of enterprises, and ensure that state-owned assets and their rights and interests are not infringed. The "Regulations" clarify the four functions of the board of supervisors: first, check the implementation of relevant laws, regulations and rules and regulations by enterprises; The second is to check the enterprise's finance, including the enterprise's financial accounting data and other information related to the enterprise's operation and management, and verify the authenticity and legality of the enterprise's financial accounting report; Third, check the operating efficiency, asset operation, profit distribution, asset preservation and appreciation, etc. ; Fourth, check the business behavior of enterprise operators, evaluate them according to their business management performance, and then put forward suggestions on rewards and punishments and appointment and dismissal.

(C) the advantages and disadvantages of expatriate board of supervisors

The implementation of the board of supervisors to supervise the financial affairs of state-owned enterprises has many outstanding advantages, such as administrative, authoritative and independent, and the work is not interfered. The disadvantage is that it does not participate in the management process, and many problems can only be discovered afterwards, which leads to problems that cannot be reflected and solved in time and effectively.

4. The focus of financial supervision of the board of supervisors of state-owned enterprises

(a) to strengthen financial supervision as the core.

The expatriate board of supervisors supervises the major financial status, asset operation, asset quality and operator behavior of the enterprise through attending relevant meetings, conducting research, consulting statements, conducting inquiries and interviews. , focusing on the three basic links before, during and after the event, and giving full play to the supervisory function.

1. Carry out prior supervision focusing on major decisions. Before the enterprise makes a decision, the board of supervisors can intervene in relevant decision-making projects in advance, conduct investigation and demonstration, make judgments from the perspective of risk prevention and control, and put forward opinions and suggestions to the decision-making level. When making decisions, the board of supervisors can review and supervise the decision-making process of enterprises to ensure the legality and compliance of major decisions.

2. Carry out in-process supervision around major business activities. Expatriate supervisors should closely follow the work of the enterprise center, carry out supervision and inspection around the production, operation and management activities of the enterprise, select the entry point and breakthrough point, determine the inspection object and inspection work plan, selectively understand the major investment, key project construction, bidding and other business activities of the enterprise, and put forward rectification opinions and suggestions in time for the found violations.

3 to carry out the supervision and rectification of existing problems in enterprises in post supervision. Expatriate supervisors should review key issues such as financial operation, investment guarantee, operating efficiency, asset operation, profit and salary distribution of enterprises, urge enterprises to rectify existing problems or hidden dangers, help enterprises improve rules and regulations, plug management loopholes, and promote standardized operation of enterprises.

(B) Strengthen the supervision of the effectiveness of internal control of enterprises.

To strengthen the financial supervision function of the board of supervisors, it is necessary to strengthen the monitoring of the operating environment and management mechanism, especially to strengthen the supervision of the effectiveness of internal control of enterprises, evaluate the effectiveness of internal environment, risk assessment, control activities, information and communication, internal supervision and other factors, and evaluate the effectiveness of internal control system of enterprises in reasonably ensuring asset safety, the authenticity of financial reports and related information, legal and compliant operation, promoting the realization of enterprise development strategy, urging enterprises to improve their management level, enhance their risk prevention ability and realize sustainable development.

Five ways to strengthen the financial supervision function of the board of supervisors in state-owned enterprises.

(1) Strengthen the important information transmission process.

In order to effectively supervise the financial affairs of enterprises, it is very important to obtain original and basic financial information. Important information submitted by enterprises to the board of supervisors should be incorporated into the normal information transmission workflow of enterprises, so as to be timely, complete and effective. The expatriate board of supervisors should establish working standards, understand the scope of important information of the enterprise, list the important information that the enterprise needs to provide in detail, and decompose it into various functional departments, which will send it to the enterprise leaders and members of the board of supervisors for reading. At the same time, the financial system and OA system should be opened, and the authority of the members of the board of supervisors should be consistent with the authority of the chairman (general manager) of the enterprise, so as to know the large capital flow, major financial accounting information, important import and export documents and leadership instructions of the enterprise in time.

(two) standardize the financial supervision and inspection procedures.

In the process of financial supervision and inspection, the expatriate board of supervisors should do the following: First, conduct supervision and inspection in strict accordance with relevant national laws and standards followed by enterprises. This requires the board of supervisors to carry out inspection according to the supervision function entrusted by the Company Law and relevant laws and regulations of the State Council on the one hand, and to carry out inspection and supervision according to the enterprise accounting system, accounting methods and fiscal and taxation policies implemented by the enterprise on the other hand. These two aspects are the fundamental conditions for the board of supervisors to exercise their duties. Secondly, standardize and unify supervision and inspection activities. The supervision and inspection objectives, supervision contents and priorities, supervision methods and procedures, evaluation and reporting methods of the board of supervisors shall be carried out in accordance with certain procedures and relevant regulations, and supervision and inspection plans and supervision and inspection working papers shall be prepared. Third, the acquisition of supervision and inspection materials by the board of supervisors. The board of supervisors may draw up relevant documents and forms in advance, require and supervise enterprises to fill them out. The information provided by the enterprise shall be stamped with the official seal and signed by the person in charge of the unit to ensure the authenticity and integrity of the information. Finally, reasonably analyze and evaluate the inspection results, summarize the problems, put forward countermeasures and suggestions, and issue supervision and inspection reports.

(C) to strengthen the four "communication" with enterprises.

In the process of financial supervision, expatriate supervisors should strengthen communication with the internal supervision forces of enterprises, and the board of supervisors can carry out special financial inspections with the help of relevant departments of enterprises, which can effectively integrate supervision resources and form a joint force of supervision. Four communication mechanisms need to be established. First, strengthen the communication with finance, get the report materials by communicating with the financial leaders of designated subsidiaries, and keep abreast of the financial situation and existing problems of the enterprise; Second, strengthen communication with internal audit, and take the internal audit results as supervision reference; Third, strengthen communication with discipline inspection and supervision, obtain timely information on efficiency supervision, the implementation of "three majors and one big" and violations of laws and regulations, and enjoy the results of work; Fourth, strengthen communication with the supervisory committees of subsidiary enterprises, establish information channels for the work of supervisory committees at home and abroad, exchange work experience of supervisory committees, and study and discuss key and difficult issues encountered in the work of supervisory committees.

(D) to achieve four "synergies" with the outside of the enterprise.

Expatriate supervisors should cooperate with the supervision forces of external parties in order to concentrate their efforts, improve efficiency and play a greater and more effective role. First, strengthen the audit coordination of enterprise financial accounts, send the problems found in supervision and inspection to SASAC in time before deciding to reply, and give full play to the role of the board of supervisors in the audit reply of financial accounts; Second, strengthen the coordination of enterprise audit, cooperate with SASAC to carry out economic responsibility audit and financial spot check audit, which is of great help to fully understand the situation of enterprises and improve the efficiency of supervision; Third, strengthen the coordination of inspection work, combine the supervision of the board of supervisors with inspection supervision, expand the scope of inspection, explore the composition of inspection personnel, improve the joint supervision mechanism, and give full play to the main role of the board of supervisors in inspection work; Fourth, strengthen the coordination of social auditing, communicate the auditing situation and existing problems with social auditing institutions, and use the results of social auditing to effectively supervise the operation and financial activities of state-owned enterprises.

(5) Improve the effectiveness of the application of regulatory results.

The report of the board of supervisors is the embodiment of the supervision and inspection results of the board of supervisors. It is necessary to further improve the form, content and reporting procedures of the report, report the situation of the enterprise to investors in a timely and effective manner, reflect the existing problems and weak links of the enterprise, and fully reveal the risks and hidden dangers of the enterprise. At the same time, the report itemized the problems and related suggestions that need to be handled by relevant departments in the State Council, relevant departments and enterprises within SASAC, so that the problems can be effectively solved and the supervision can be implemented. According to the needs of work, expand the scope of application of supervision results. We can extract reports by classification, expand the scope of reading, and let the state and more departments know the situation of enterprise supervision in time; You can use forums, seminars and other means to inform the relevant regulatory authorities and exchange relevant information; We can expand the scope of submitting annual reports and explore the system of sending copies to the Central Organization Department and CPC Central Commission for Discipline Inspection.

(6) Improve the professional quality of members of the board of supervisors.

Members of the Board of Supervisors should attach great importance to the selection and appointment, and strictly assess the selection and appointment personnel from the aspects of professional and technical level and ability, as well as personal moral cultivation and professional ethics. In normal work, we should strengthen the management of members of the board of supervisors, form a learning mechanism of the board of supervisors, learn and master new laws, regulations and policies in time, so as to continuously improve personal professional skills, and at the same time pay attention to ideological education and establish a correct professional concept. Refine one or two cases encountered in supervision practice or research on the success or failure of other enterprises every year, sum up experiences and lessons, innovate supervision ideas and methods, and improve supervision quality and efficiency.

On how to implement financial monitoring for investment enterprises! (1) After careful study, it is decided to set up the carburetor factory of Shanghai Gantong Automobile Products Co., Ltd. (hereinafter referred to as carburetor factory) on the basis of the original carburetor workshop and become an investment enterprise of Gantong Company. Carburetor factory is a relatively independent unincorporated organization registered by the administrative department for industry and commerce, which carries out risk contracting and has greater operational autonomy. The factory director is openly recruited. In order to enliven the mechanism and turn losses into profits, Gantong Company strengthened the financial monitoring of carburetor factory. The specific practice is as follows. First, the implementation of the financial supervisor appointment system On the basis of drawing lessons from the past, Gantong Company proposed to implement the appointment system for the financial supervisor of carburetor factory. The chief financial officer is nominated by the finance department, discussed by the company leaders and appointed by the general manager. The candidate for financial supervisor must be an independent comrade who can abide by the relevant financial regulations and accounting laws of the state, adhere to principles, have a high level of business and policy, have a high level of professional ethics. 1. Advantages of implementing the financial supervisor appointment system ① The representative of the financial supervisor feels that the company is authoritative in financial monitoring of the carburetor factory. The salary and welfare benefits of the financial supervisor are formulated and distributed by Gantong Company, which overcomes the previous situation that the financial supervisor is subordinate to the operator, with limited responsibilities and authority, and often obeys the operator, and solves the worries of the financial supervisor and can work boldly. (2) Implementing the appointment system of financial supervisor to ensure that the financial supervisor can enter the carburetor factory to make decisions and supervise economic activities, so that it can play the role of financial supervision in specific operations, reflecting the characteristics of timeliness, effectiveness and regularity, which can change the weak situation of financial supervision. (3) The Chief Financial Officer can be given certain authority, combining responsibility, power and benefit, so as to better and more effectively implement financial supervision and control, prevent the loss of assets, and even violate the rules and regulations, which is conducive to improving the quality and credibility of accounting information. 2. The main responsibilities of the financial supervisor ① Abide by the accounting law and relevant financial laws and regulations, and formulate the accounting system of the carburetor factory as the economic activity criterion of the carburetor factory; (two) the preparation of financial revenue and expenditure plans, to participate in the formulation of other economic plans of enterprises; (3) Formulating the internal control system of the enterprise; ④ Do a good job in accounting; (5) Work with the company's asset management committee to formulate directors' term goals and management responsibility system, and propose management goals and assessment methods to the company's asset management committee; ⑥ Supervise the financial income, and one of the financial seals shall be kept by the financial supervisor. For illegal and suspicious expenditures, payment can be stopped or suspended. Compulsory measures can be taken to stop directors from abusing their powers, making mistakes and violating financial laws and regulations. Immediately report all possible serious consequences to the company's asset management Committee and deal with them in time. 3. Responsibilities and risks assumed by the chief financial officer The chief financial officer must bear responsibilities and risks for the following matters: ① Failing to act according to the accounting law and financial system; (2) Failing to implement the resolution of the company's asset management committee, colluding with the operators, losing the supervision function and violating the law and discipline; (three) major financial revenue and expenditure and major mistakes in the internal control system, resulting in weakening internal control and chaotic financial management; (4) possible losses should be discovered, and heavy losses are caused by failing to take compulsory measures in time; (five) abuse of power, interfere with the normal business activities of enterprises, causing great economic losses to enterprises. The appointment system of chief financial officer of investment enterprises lays the foundation for effective financial supervision of investment enterprises. However, as this is a new attempt, many problems will be encountered in the actual operation process, which needs to be continuously improved and developed.

Why should enterprise groups implement the appointment system of chief financial officer? The chief financial officer will supervise the financial affairs of the enterprise. In order to understand the financial situation of subsidiaries more accurately and prevent them from making financial fraud, the group head office must appoint a chief financial officer, so that the chief financial officer has no interest relationship with the subsidiaries, so as to put an end to financial fraud, truly supervise the finances, and make the company's financial data, financial information and business conditions true and reliable.

How to supervise team members in charge of finance 1 and establish internal audit institutions?

2. Hire external auditors regularly.

3. Standardize the internal control system.

How to effectively supervise finance? The warehouse management in our company is quite chaotic. Finance is a headache for raw materials, finished products and semi-finished products, and the ERP used is also tens of thousands of dollars. Is there any good way to let the financial department know clearly the raw materials, finished products and semi-finished products issued by the warehouse every month? The main reason is that the warehouse manager (who is related to the leader) has a poor sense of responsibility. Sorry about the accounts, they used the loopholes in ERP logic design to balance the accounts, and then made statements to cheat the finances. At present, the method of flow sheet +EXCEL is adopted, but there are many human factors in this method. I hope there can be a way of supervision that can be changed from the system.

How do enterprises motivate and supervise operators under modern enterprise system? I want to know who your operator is. Is it the manager?

First of all, the efficiency of an enterprise is the main assessment standard, and others, such as fairness, justice, enterprise cohesion and so on.

At the same time, it is necessary to exercise good supervision, otherwise the enterprise is in danger of being overhead. Mainly how much business approval authority should be recovered from the board of directors and shareholders' meeting. The appointment, removal and transfer of the person in charge or above shall be decided by the board of directors. Wait a minute.