Tuesday, September 20, 2016

FOUR CARDINAL POINTS IN ACHIEVING THE VISION OF AN ORGANISATION

THE FOUR CARDINAL POINTS IN ACHIEVING THE VISION OF AN ORGANISATION:

Every organization has a vision stated in clear terms.

Achieving the vision is beyond reciting, pasting on wall or reading and re reading it. It has nothing to do with shouting it out loud for everybody to hear and supposedly believe that you know and can remember the wordings.
Achieving the vision is all about internalizing it, making it a way of life and working silently but conscientiously towards achieving the vision and by extension the overall corporate objective.

So what are the cardinal points? Here goes............................

·         RESIST THE TENDENCY TO CRITICISE NEW IDEAS
·         RE INVENT YOUR BRAND IN ORDER TO GAIN NEW BANDWIDTH
·         CONTRIBUTE BEYOND THE ORDINARY IN ORDER TO BECOME EXTRAORDINARY
·         EMBRACE SHARED OWNERSHIP AND PRACTICE CONNECTIVE LEADERSHIP.

Three set of innovative words are apt and need to be pondered on:

1. new bandwith
2. shared ownership
3. connective leadership.

To get a clear understanding of these words peruse them in the context they are used and grasp them. Then you are at the threshold of being a party to realization of the vision.

LAST LINE.................................

IF YOU CONTRIBUTE TO REALISING THE VISION OF A VISIONER, GOD WILL SANCTION YOUR OWN VISION AND MOTIVATE YOU ADEQUAELY TO IT'S LOGICAL REALISATION.


JEROME C. NJOKU ACA, AMNIM.

Tuesday, June 24, 2014

21ST CENTURY CHIEF FINANCE OFFICER

The 21st CENTURY FINANCE FUNCTION - A PERSPECTIVE.
The role of the finance function has changed dramatically over the last 100 years and this is reflected in the stated objectives of every corporate organisation, which include:
·         The development of strategic thinking, decision-making and strategic analysis and management skills to develop the organization’s mission and objectives and carry out strategic analysis and decision-making.
·         To understand the relationship between financial planning, forecasting, and budgeting and the integration of the strategic management process with the budgeting cycle.
The role of 21st century finance function deals with some of the key financial skills and challenges:
·         Cost analysis
·         Continuous improvement of cost assignment
·         Budgeting, management control, and performance evaluation
But to operate an effective planning and control system finance professionals can no longer work “in a vacuum” relying purely on financial and accounting skills; the course also addresses other skills and some key issues:
·         The relationship between vision and business strategy
·         Defining strategic and operational objectives
·         Selecting targets for advanced performance measurement
·         The evolving role of the chief finance officer - CFO and the finance team.
The Chief Financial Officer of the 21st Century
Today’s CFO is under greater internal and external scrutiny than ever before.  CFOs face never ending pressure to cut costs, grow revenue and maintain control; given the current economic uncertainty, increased regulatory requirements and closer investor scrutiny there is no sign of this pressure abating.  Today’s CFOs are expected to play four diverse and challenging roles.  The two traditional roles are:
·         Steward: preserving the asset of the organization by minimizing risk and getting the books right, and
·         Operator: running a tight finance operation that is efficient and effective

In the highly competitive world of the 21st century it’s increasingly important for CFOs to also carry out two other key roles within the organization:
·         Strategist: helping to shape overall strategy and direction, and
·         Catalyst: instilling a financial approach and mind set throughout the organization to help other parts of the business perform better.

These four varied roles make a CFO’s job more complex and demanding than ever.


Steward
Accounting control, risk management and asset preservation are the province of the steward.  The steward must ensure company compliance with financial reporting and control requirements, a role which, since the advent of International Financial reporting Standards - IFRS framework has become increasingly demanding.  Information quality and control rationalization are top priorities for the steward.

Operator
Efficiency and service levels are the main areas of focus for the operator.  The operator must balance cost and service levels in delivering on the finance organization’s responsibities, adapting the finance operating model as necessary.  Talent management, off shoring and shared service decisions are some of the key issues to be addressed. 
Strategist
The strategist is focused on defining the future of the company to enhance business performance and shareholder value; key responsibilities of the strategist CFO are
·         To provide a financial perspective on innovation and profitable growth
·         To develop the financial perspective to improve risk-awareness, strategic decision-making and performance management integration
·         To translate the expectations of the capital markets into internal business priorities, key performance measures and results indicators.
Catalyst
The catalyst is an agent for change, focused on establishing a value attitude throughout the organization. The catalyst gains business alignment to identify, evaluate and execute strategies, and serves as a business partner to other decision makers including SBU managers, the chief information officer, and sales and marketing leaders.  The catalyst establishes a structure of enterprise accountability for results, drives enterprise execution and gains acceptance from business management as the organization’s catalyst.
Jerome C. Njoku ACA, AMNIM.

FINANCE DEPT.

Thursday, March 27, 2014

PURPOSE AND ACTIVITIES OF AUDIT COMMITTEE

Audit Committee
COMPOSITION AND MEETINGS  The Audit Committee assists the Board in fulfilling its oversight responsibilities.  The Audit Committee shall consist of no less than three members of the Board of Directors, all of whom shall in the judgment of the Board of Directors be independent in accordance with applicable Securities and Exchange Commission (“SEC”) rules, New York Stock Exchange (NYSE) listing standards and the Company’s Corporate Governance Guidelines.  Each member of the Audit Committee shall in the judgment of the Board of Directors be financially literate, as such qualification is interpreted by the Company’s Board in its business judgment, have a basic understanding of finance and accounting and be able to read and understand the Company’s fundamental financial statements.  At least one member of the Committee shall in the judgment of the Board of Directors be an audit committee financial expert in accordance with the rules and regulations of the SEC, and at least one member (who may also serve as the Audit Committee financial expert) shall in the judgment of the Board of Directors have accounting or related financial management expertise in accordance with the NYSE listing standards.  Any director who satisfies the SEC’s “audit committee financial expert” definition will be deemed to satisfy the NYSE’s “accounting or related financial management expertise” requirement, although the opposite may not be true. 
The members of the Audit Committee and the Chairman of the Committee shall be appointed by the Board on the recommendation of the Nominating and Governance Committee.  The Board may, upon recommendation by the Nominating and Governance Committee, remove any Audit Committee member at any time, with or without cause. 

The Audit Committee shall meet at least five times annually, or more frequently as circumstances dictate.  Meetings may be called by the Chairman of the Committee, the Chairman of the Board or Chief Executive Officer, or a majority of the Committee.  The Committee shall operate pursuant to the Bylaws of the Company, including Bylaw provisions governing notice of meetings and waivers of notice, the number of Committee members required to take actions at meetings and by written consent, and other related matters.  The Committee shall meet privately in executive session at least annually with the General Counsel, the Chief Operating Officer, the Chief Financial Officer or Corporate Controller, the Chief Compliance and Ethics Officer, and periodically with any other member of management the Committee believes necessary, and at least quarterly meets privately with the Senior Vice President of the Company’s internal auditing function and also privately with the Company’s independent auditor.  The Committee shall maintain minutes of its meetings and report its findings to the Board after each Committee meeting but not later than the next quarterly Board meeting.  PURPOSE  The Audit Committee’s primary purpose is to: 
A. Assist the Board in its oversight responsibilities to shareholders, specifically with respect to: 
1. the integrity of the Company’s financial statements, 
2. the Company’s compliance with legal and regulatory requirements 
3.  the qualifications and independence of the independent auditor and internal auditing function,
4.  the performance of the Company’s internal audit function and independent auditor, and 
5. the risks associated with the foregoing; and 
B. Prepare the audit committee report required by the SEC’s proxy rules to be included in the Company’s annual proxy statement.  PRIMARY DUTIES AND RESPONSIBILITIES  The Audit Committee’s primary duties and responsibilities are to: 
A. Monitor the integrity of the Company’s internal controls over financial reporting. 
B. Monitor the qualifications, independence and performance of the Company’s independent auditor and internal auditing function. 
C. Provide a channel of communication among the Board, the independent auditor, internal auditing function, management and other concerned individuals. 
D. As a committee of the Board of Directors, assist the Board in meeting its fiduciary duties to shareholders and the Company. 
The Audit Committee may conduct or authorize investigations into any matters within the Committee’s scope of responsibilities, as defined by this Charter, and shall have direct access to the independent auditor as well as anyone in the Company.  SPECIFIC RESPONSIBILITIES AND DUTIES  The specific responsibilities and duties of the Audit Committee are as follows: 

A. Oversight of Financial Reporting Process 
1. In consultation with management, the independent auditor and the internal auditing function, review the integrity of the Company’s internal controls over financial reporting, including the process for assessing risk of fraudulent financial reporting and detection of material control weaknesses.  Review significant financial risk exposures, including off- balance sheet financing, if any, and the steps management has taken to monitor and report such exposures.  Review with the independent auditor any audit problems or difficulties, or significant findings prepared by the independent auditor, together with management’s responses. 
2. Meet to review and discuss the Company’s annual audited financial statements, including reviewing the Company’s specific disclosures under “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” prior to filing or distribution, and discuss the same with management and the independent auditor.  Recommend to the Board whether the audited financial statements should be included in the Annual Report on Form 10-K.  Review should include discussion with management and independent auditors of significant issues regarding accounting principles, practices and judgments. The Audit Committee should consider the independent auditor’s judgments about the quality and appropriateness of the Company’s accounting principles as applied in its financial reporting. 
3. Review with financial management and the independent auditor the Company’s quarterly and year-end financial results prior to the public release of earnings.  The Audit Committee will discuss earnings press releases, as well as financial information and earnings guidance
provided to analysts and rating agencies.  The discussion may be done generally by discussion of the types of information to be disclosed. 
4. Meet to review and discuss the quarterly financial statements with management and the independent auditor, including reviewing the Company’s specific disclosures under “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” prior to filing or distribution. 
5. Review major issues regarding accounting principles and financial statement presentations, including any significant changes in the Company’s selection or application of accounting principles, and major issues as to the adequacy of the Company’s internal controls over financial reporting and any special audit steps adopted in light of material control deficiencies. 
6. Review analyses prepared by management or the independent auditor identifying significant financial reporting issues and judgments made in connection with the preparation of the financial statements, including analyses of the effects of alternative GAAP methods on the financial statements. 
7. Review the effect of regulatory and accounting initiatives, as well as off-balance sheet structures, on the Company’s financial statements. 
8. Review and ratify the charter of the Company’s Disclosure Committee, and review the adequacy of the Company’s Disclosure Controls and Procedures. 
9. Review and discuss with management SEC comment letters or other communications regarding the Company’s public filings and the Company’s responses thereto. 

B. Appointment and Oversight of Independent Auditor 
1. Directly appoint, retain, compensate, oversee, evaluate and terminate the Company’s independent auditor.  The Audit Committee shall confirm with the independent auditor that it must report directly to the Audit Committee.  The Audit Committee may obtain input from management, but is directly responsible for oversight of the independent auditor, including resolution of disagreements between management and the independent auditor.  Although not required, the Audit Committee may, at its option, recommend that the Board submit the appointment of the independent auditor to the shareholders of the Company for ratification at the annual meeting in order to obtain the views of the shareholders.  If the appointment is not ratified by the shareholders, the Audit Committee will reconsider its selection. 
2. Pre-approve all non-audit services to be performed by the independent auditor in accordance with the Company’s CM-9 policy. 
3. At least annually, consider the independence of the independent auditor, including a review of any significant engagements of the independent auditor and all other significant relationships with the auditor that could impair its independence. 
4. Set clear hiring policies for employees or former employees of the independent auditor. 
5. Approve all audit engagement fees and terms, as well as all significant non-audit engagements with the independent auditor.  Review the amounts of fees paid to the independent auditor for audit and non-audit services. 
6. Review with the independent auditor its audit plan, including the scope of its audit and general audit approach.  The Committee may request or recommend supplemental review or other audit procedures as the Committee deems necessary. 
7. Meet periodically, at least quarterly, without management present, with the Company’s independent auditor to discuss the Company’s cooperation with the independent auditor and other matters as deemed appropriate. 
8. Prior to releasing year-end earnings, discuss with the independent auditor the results of the audit and certain other matters required to be communicated to audit committees in accordance with AICPA SAS 114. 
9. At least annually, obtain and review a report by the independent auditor describing: the firm’s internal quality-control procedures; any material issues raised by the most recent internal quality control review, or peer review, of the firm, or by any inquiry or investigation by governmental or professional authorities, within the preceding five years, respecting one or more independent audits carried out by the firm, and any steps taken to deal with any such issues; and (to assess the auditor’s independence) all relationships between the independent auditor and the Company. 
10. After reviewing the foregoing report and the independent auditor’s work throughout the year, evaluate the independent auditor’s qualifications, performance and independence, including the performance of the lead partner of the independent auditor.  The Audit Committee shall assure regular rotation of the lead audit partner as required by law, and further consider whether, in order to assure continuing auditor independence, there should be regular rotation of the audit firm itself.  The Audit Committee shall present its conclusions with respect to the independent auditor to the full Board. 

C. Oversight of Internal Audit Function 
1. Make certain the Company maintains an internal audit function that provides management and the Audit Committee with ongoing assessments of the Company’s risk management process and system of internal control.  Review the budget, plan, organizational structure, staffing and qualifications of the internal audit function.  
2. Review any significant reports prepared by the internal audit function, including those involving the internal audit function’s investigation of fraud, complaints or internal control matters, together with management’s response and follow-up to these reports. 

D. Other Audit Committee Responsibilities 
1. Review the policies and practices developed and implemented by management with respect to risk assessment and risk management.  The Committee shall not be required to duplicate the review of risk management or risk assessment processes that are performed by the full Board of Directors, other Committees of the Board, and/or through mechanisms other than the Audit Committee, which mechanisms are established by Company practice or policy.  These processes, reviews and mechanisms, however, should be reviewed by the Committee in a general manner. 
2. Establish procedures for the receipt, retention and treatment of complaints received by the Company on accounting, internal controls over financial reporting or auditing matters, as well as for confidential, anonymous submissions by Company employees of concerns regarding questionable accounting or auditing matters. 
3. Review the scope, coverage and results of employee benefit plan or other audits with management. 
4. Review the quality and depth of staffing in the Company’s accounting, finance and information technology departments, as needed. 
5. Review the expenses of Company directors and the perquisites of executive officers. 
6. Review any significant internal controls over financial reporting improvements recommended by the independent auditor or internal audit function. 
7. Annually prepare a report to shareholders as required by the SEC, covering the findings and recommendations of the Committee, and include the report in the Company’s annual proxy statement. 
8. Oversee the Company’s policies and procedures regarding compliance with applicable laws and regulations and the Company’s Code of Business Conduct and Ethics, and receive reports from the General Counsel and Chief Compliance and Ethics Officer as needed, but not less than annually. 
9. Carry out any other specific assignment or activity consistent with this Charter, the Company’s By-laws and governing law as the Board of Directors or the Committee deems necessary or appropriate. 
10. Conduct an annual performance evaluation of the Audit Committee. 

11. Review and reassess the adequacy of this Charter at least annually.  Recommend any changes to the Charter to the Board of Directors for approval and have the Charter published in accordance with SEC regulations. FOR FURTHER ENQUIRY CALL JEROME 08076058841. 

Thursday, June 14, 2012

PRINCIPLES OF BUDGET AND BUDGETARY CONTROL.

BUDGET: Budget is a financial estimate of items of income and items of expenditure of an organisation for a specified period of time. This means that for a piece of document to be qualified as a budget it must have the following characteristics:
1. It must be for a period. eg one month, one year etc.
2. It must be stated in monetary terms. =N= , $ etc.
3. It must  be for an organisation.No budget is done in a vacuum. Such organisation like govt, church, companies etc.

There are three segments of budget namely income budget, expenditure budget, profit/loss budget. The budget for income and expenditure are the extimates allotted to each item, while profit/loss budget is derived from income and expenditure budget.

When the budgeted income is higher than budgeted expenditure, the document is referred to as surplus budget. If the budgeted income is lower than budgeted expenditure it is a deficit budget. I will not border you with what happens with the surplus budget or how deficit budget is financed. Call the phone number at the end of the paper for a detailed explanation on that.

TYPES OF BUDGETS.
There are different types of budgets. Sales budget, Purchases budget, Cash budget, Capital expenditure budget, Expense budget etc.  Each of these budgets must conform with the characteristics mentioned above.

A budget is a working tool. It provides the direction for the organisation. It can also be used as an appraisal model for the various managers and supervisors in an organisation. Budgets can be used as performance index which can be used to reward excellence and punish mediocrity. In Govt budget is an avenue for spending. But in the private sector budget is for savings.

BUDGET METHODS.
Budgets can be drawn using several methods. There is prevous year method where figures of the prevous year are used as bench mark to develope current year figures. There is zero based budgeting where the current year figures are based on current events. There are other budgeting methods which is not for discussion here. Call the number.

The process of preparing a budget is by no means enormous. There are a lot of inputs associated with budget. These inputs are provided by designated individuals who are saddled with the responsibility of producing the budget. We have a chief budget officer whose duty it is to produce the overall budget. We have budget executives who surply the extimates, and then the chief executive officer who approves the budget. The roles of each of these officers can be explained at another forum.

BUDGETARY CONTROL.
Budgetary control is a measure, process or procedure put in place to evaluate the performance of a budget periodically. This task is sometimes performed by a management accountant who is well trained to do that.

Budgetary control entails comparing each budgeted item with the actual occurence in a period. The differnce between budget and actual is known as variance. If  budget exceeds actual, it can be positive or negative depending on the budget segment being evaluated.

Where budgeted income exceeds actual income, this means negative variance. If budgeted income falls below actual, it is positive variance. On the expense side, if budgeted expense is more than actual it is positve avriance. The reverse is negative.

Please note that positive variance can be referred to as favourable variance. Negative variance is unfavourable or adverse variance. The process of deriving variances can be called variance analysis.

To further evaluate budget, ratios can be used. This is called ratio analysis. To get full explanation of this please call the number.

CONCLUTION.
What I have succeeded in doing here is a paraphrase of budget and budgetary control. This will help people to manage thier finances better irrespective of the size of the organisation. This can be a family, school, church, mosque etc. Budget is not meant for big organisations alone.

The above will also help students whether they are studying accounting or not. That is why I employed plain language as much as possible. Read and re read for better understanding. Thank you all.

FOR FURTHER ENQUIRY PLEASE CALL JEROME. 08035316842 OR 08076058841.

Friday, September 2, 2011

IMPORTANCE OF BUDGETING

WHAT IS BUDGETING
Budget is an estimate of income and expenses of an organisation expressed in monetary terms for a specified period of time. Budgeting is therefore a process of puting together the estimates as gatthered from different spheres of the orgnisation.
There are different methods of budgeting. Each method is prevalent in the particular athmosphere inherent in the particular business or private environment. What suits the environment determines what budget method to use. Some of the methods include cost-plus budgeting, zero based budgeting to mention but two.
I am not going to belabour you on the meaning of the methods or how they are applied. That is left for another discourse entirely.

Wednesday, September 23, 2009

Goal setting tips - watch out

Well researched goal setting formula under way. Notice that I do not always post materials very often. Its because I want you esteemed people to get the most of my posts. This time around I am going to lead you through some tested and tried goal setting technics that most succesful people have used over time.

It has worked for them. It has worked for me. It will work for you. So watch out. COMING SOON. !!!!!!!!!!!!!!!!!!!!!

Saturday, August 22, 2009

NEW POWDERED MILK

There is new powdered milk in town. KERRYLAC MILK. It is in sizes. 25mg, 1kg. Soon there will be smaller sizes to meet the needs of consumers in the surburbs. There are too brands. Kerrylac 900 for adults and kerrylac 200 for infants. Already we have 500g of the two brands and the response in the market has been very encouraging. Kerrylac is available for industrial use in 25 kg pack too. Kerrylac is very rich in vitamins and it is wholesome nutrition for family use. This product which has been approved by NAFDAC is being marketed by KLEEF & VTS OIL NIG LTD. For enquiries please call NIGERIA -Jerome on 08076058841.