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How Your Finance Team Can Put Business Partnering into Action

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How Your Finance Team Can Put Business Partnering into Action

Paula Downey Jones, CFO, SmartDebit 

Business partnering has been a buzz word in the Finance profession for many years now, but what does it mean in practice for SMEs and how can you transform a Finance function from a back-office role to a genuine business partner?

The role of Finance is evolving. Although the foundations of transactional bookkeeping will always be required, today’s Finance leaders and their teams have a much larger part to play in shaping strategy and improving commercial decision making. Achieving this by working alongside other departments and teams is often referred to as ‘business partnering’.

From my own experience as CFO of a growing Fintech company, financial business partnering has been critical in driving profitable growth, and over the last five years we have moved the Finance function from a bookkeeping service to a strategic business partner.  I often see the test of how we are viewed by the rest of the business as how the business refers to us. If we are referred to as an Accounts team and advised about decisions after the event then we are not contributing enough to the strategic focus of the company. Success is being invited to comment and contribute to all major decisions before they happen. I also prefer us to be referred to as a Finance team as this label comes with recognition of the level we operate at.

Paula Downey Jones

Paula Downey Jones

When transforming a Finance function it is important not to lose sight of the basic operations. Invoicing and credit control, paying suppliers on time, paying employees on time and good cash flow management must work well and accurately, as without this we simply do not have credibility and cracks will appear in the financial management. Robust financial controls that are communicated and understood across the whole organisation are also essential for ensuring one of the key roles of Finance – that of safeguarding the assets – is achieved.  The key to implementing and maintaining successful financial controls is gaining the buy-in from all areas of the business. To achieve this, a deep understanding of why the controls are needed is required to avoid simply being seen as a layer of bureaucracy. The media is littered with examples of what can go wrong when financial controls don’t work, and sharing these examples can help communicate the necessity for them, along with the very important and visible buy-in from top management.

Once the fundamental operations are in place, it is the role of Finance to provide a fit-for-purpose accounting system that, alongside the financial controls discussed above, ensures that data is accurate, timely and relevant.  This data is the foundation needed to provide support to make good decisions, and once there is confidence in the accuracy and accessibility of financial data, the real business partnering can begin.

The first step towards business partnering is to produce concise, relevant and timely management accounts. In order to ensure these accounts are seen as valuable, and read on a regular basis, they should balance the need for transparency with keeping the information to a minimum so not to overburden the reader. Consider who the audience are and what their focus is, or should be. The three financial statements (Profit and Loss Account, Balance Sheet and Cashflow) are good for transparency and financial control, so these statements should be shared with the Board of Directors. However, it is also worth considering a one page dashboard showing key metrics and summaries which is dynamic and can be used as a quick snapshot. This gives the Finance team the opportunity to highlight key issues that are pertinent at that time.

Once the routine operations, controls and management reporting are in place, analysis and targeted reviews can start to add value. The management accounts are a great starting place to identify areas for improvement and can be used to instigate more in-depth reviews. For example, the management accounts could identify a declining profit margin in a particular area that could then prompt further reviews which, in turn, could drive operational decisions or changes to how a product is being managed.

The central role that Finance has within an organisation puts it in a unique position to identify potential, or real, issues that may not be visible to others in the business and this is where Finance can really start to add value.  It is the demonstration of value-add here that can encourage the rest of the business to involve Finance in key decisions, which in turn has an improvement on the outcome.  It’s a bit of a ‘chicken and egg’ situation, in that often we find we have to prove our worth before being invited in to show our worth more regularly, and this is particularly true when we are working in organisations which have only seen Finance as a back office function until now.

Financial education is hugely important for everyone in the organisation to ensure buy-in at all levels.  In practical terms, this means supporting managers who are new to financial information to be able to fully understand what they are seeing, and how they can then interpret and challenge that information to ensure the best decisions are being made. It also means communicating to new starters about Finance policies such as the Expense policy or the Purchase to Pay policy. It maybe helpful for Finance to have a slot on induction programmes to guide new starters through this, and also to share the role that Finance has in creating value-add within the company at the very first opportunity so that the team is remembered when it counts.

The final piece of the business partnering jigsaw is Finance driving the development of the organisation’s strategy. There is a natural flow from the annual budgeting towards strategic evolution and, as the co-ordinators of the annual budget, Finance are in a key position to also help drive the development of the company’s strategy. As we all know, the budget should be the outcome of the organisation’s strategic planning cycle, but very often it works the other way round with budgets written that can then dictate the plans due to budget constraints. This piece of the Finance functional jigsaw sits at the top of the chain, as for some organisations with a limited experience of Finance value-add, having Finance drive the development of strategy can be hard to accept. However, as Finance evolves within an organisation and it is seen as a value-adding function it becomes easier to facilitate this strategy development. A one day meeting with the whole leadership team at the beginning of the budgeting season can focus minds and either result in tweaking of the current strategy or a complete overhaul. This pre-budgeting session is important to allow the leadership team to agree and align themselves on the strategy which will then flow down throughout the organisation, and from this the budget will follow.

By working with other functions, supporting each other and driving strategy, there will be many resulting benefits. Quite often, there will be far greater empathy and lower levels of frustration. The increased level of involvement by Finance across the organisation adds interest and value, and Finance teams have far greater awareness of what is happening across the organisation which means further value can be added, and so the cycle continues perpetually.  Being able to predict more and be increasingly proactive in problem solving, rather than being reactive and fighting fires, is obviously hugely satisfying. Training and mentoring colleagues within a Finance team or in other departments are massively rewarding, and ultimately help the whole organisation to deliver higher value activities, while also helping the development of both the trainer and trainee.

Paula Downey Jones FCMA is the CFO of SmartDebit, the UK’s leading Direct Debit service provider. She has over 25 years’ experience across a wide range of business scenarios including grass roots start up to finance restructuring/rescue to blue chip global expansion. 

Business

Battling Covid collateral damage, Renault says 2021 will be volatile

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Battling Covid collateral damage, Renault says 2021 will be volatile 1

By Gilles Guillaume

PARIS (Reuters) – Renault said on Friday it is still fighting the lingering effects of the COVID-19 pandemic, including a shortage of semiconductor chips, that could make for another rough year for the French carmaker.

Renault reported an 8 billion euro ($9.7 billion) loss for 2020 which, combined with gloomy take on the market, sent its shares down more than 5% in late morning trading.

“We are in the midst of a battle to try to manage a difficult year in terms of supply chains, of components,” Chief Executive Luca de Meo told reporters. “This is all the collateral damage of the Covid pandemic… we will have a fairly volatile year.”

De Meo, who took over last July, is looking at ways to boost profitability and sales at Renault while pushing ahead with cost cuts. There were early signs of improving momentum as margins inched up in the second half of 2020.

The group gave no financial guidance for this year, although it said it might reach a target of achieving 2 billion euros in costs cuts by 2023 ahead of time, possibly by December.

Executives said they were confident the carmaker could be profitable in the second half of 2021, but that they lacked sufficient market visibility to provide a forecast.

Renault struck a cautious note, saying it was focused on its recovery but warned orders had faltered in early 2021 as pandemic restrictions continued in some countries.

The group is facing new challenges as the European Union tightens emissions regulations and after rivals PSA and Fiat Chrysler joined forces to create Stellantis, the world’s fourth-biggest automaker.

The auto industry endured a tough 2020 but a swift rebound in premium car sales in China helped companies such as Volkswagen and Daimler to weather the storm.

Auto companies globally have since been hit by a shortage of semiconductors that has forced production cuts worldwide.

“The beginning of the year has shown some signs of weakness,” De Meo told analysts, but added the chip shortage should be resolved by the second half of 2021. “We have taken the necessary measures to anticipate and overcome challenges.”

Renault estimated the chip shortage could reduce its production by about 100,000 vehicles this year.

SHARP HIT

The group was already loss-making in 2019, but took a sharp hit in 2020 during lockdowns to fight the pandemic, which also hurt its Japanese partner Nissan.

Analysts polled by Refinitiv had expected a 7.4 billion euro loss for 2020. The group posted negative free cash flow for 2020.

The 2018 arrest of Carlos Ghosn, who formerly lead the alliance between Renault and Nissan, plunged the automakers into turmoil.

In a further sign that the companies have been working to repair the alliance, De Meo told journalists that Renault and Nissan will announce new joint products together in the coming weeks or months.

Renault has begun to raise prices on some car models, and group operating profit, which was negative for 2020 as a whole, improved in the last six months of the year, reaching 866 million euros or 3.5% of revenue.

Analysts at Jefferies said the operating performance was better than expected. Sales were still falling in the second half, but less sharply.

Renault is slashing jobs and trimming its range of cars, allowing it to slice spending in areas like research and development as it focuses on redressing its finances. It is also pivoting more towards electric cars as part of its revamp.

It was already struggling more than some rivals with sliding sales before the pandemic, after years of a vast expansion drive it is now trying to rein in, focusing on profitable markets.

De Meo told journalists on Friday that the French carmaker will make three new higher-margin models at its Palencia plant in Spain, where manufacturing costs are lower, between 2022 and 2024.

($1 = 0.8269 euros)

(Reporting by Gilles Guillaume and Sarah White in Paris, Nick Carey in London; Editing by Christopher Cushing, David Evans and Jan Harvey)

 

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Business

UK delays review of business rates tax until autumn

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UK delays review of business rates tax until autumn 2

LONDON (Reuters) – Britain’s finance ministry said it would delay publication of its review of business rates – a tax paid by companies based on the value of the property they occupy – until the autumn when the economic outlook should be clearer.

Many companies are demanding reductions in their business rates to help them compete with online retailers.

“Due to the ongoing and wide-ranging impacts of the pandemic and economic uncertainty, the government said the review’s final report would be released later in the year when there is more clarity on the long-term state of the economy and the public finances,” the ministry said.

Finance minister Rishi Sunak has granted a temporary business rates exemption to companies in the retail, hospitality, and leisure sectors, costing over 10 billion pounds ($14 billion). Sunak is due to announce his next round of support measures for the economy on March 3.

($1 = 0.7152 pounds)

(Writing by William Schomberg, editing by David Milliken)

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Discounter Pepco has all of Europe in its sights

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Discounter Pepco has all of Europe in its sights 3

By James Davey

LONDON (Reuters) – Pepco Group, which owns British discount retailer Poundland, has targeted 400 store openings across Europe in its 2020-21 financial year as it expands its PEPCO brand beyond central and eastern Europe, its boss said on Friday.

The group opened a net 327 new stores in its 2019-20 year, taking the total to 3,021 in 15 countries. The PEPCO brand entered western Europe for the first time with openings in Italy and it plans its first foray into Spain in April or May.

Chief Executive Andy Bond said its five stores in Italy have traded “super well” so far.

“That’s given us a lot of confidence that we can now start building PEPCO into western Europe and that expands our market opportunity from roughly 100 million people (in central and eastern Europe) to roughly 500 million people,” he told Reuters.

To further illustrate the brand’s potential he noted that the group has more than 1,000 PEPCO shops in Poland, which has a significantly smaller population and gross domestic product than Italy or Spain.

The company, which also owns the Dealz brand in Europe but does not trade online, has already opened more than 100 of the targeted 400 new stores this financial year.

Pepco Group is part of South African conglomerate Steinhoff, which is still battling the fallout of a 2017 accounting scandal.

Since 2019 Steinhoff and its creditors have been evaluating a range of strategic options for Pepco Group, including a potential public listing, private equity sale or trade sale.

That process was delayed by the pandemic, but Steinhoff said last month that it had resumed.

“The business will be up for sale at the right time. It’s a case of when, rather than if,” said Bond, a former boss of British supermarket chain Asda.

Pepco Group on Friday reported a 31% drop in full-year core earnings, citing temporary coronavirus-related store closures.

Underlying earnings before interest, tax, depreciation and amortisation (EBITDA) were 229 million euros ($277 million) for the year to Sept. 30, against 331 million euros the previous year.

Sales rose 3% to 3.5 billion euros, reflecting new store openings.

($1 = 0.8279 euros)

(Reporting by James Davey; Editing by David Goodman)

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