Development and leadership of all budget and FC processes: setting of challenging but accomplishable goals for all areas of the organization.
- Top-down targets from top management
- Bottom-up planning of the sales area
- Investment Planning
- Capacity planning in operations
- Planning of support functions
- Cost-Center Planning / Cost allocation table
- Results for strategic business units
- P & L, balance sheet, CF
Design of a controlling-relevant reporting: Provide the information necessary for corporate management in a timely manner and with the necessary level of detail
- gradual gross margin calculation for strategic business units
- Pre- / Post calculation on project level
- Monthly results for strategic and geographic units
- Benchmarking
- key-figures
- Dashboard
Introduction of cost accounting: which areas run at what cost and who is responsible for the management of the costs
- design of a cost centre structure
- Cost allocation sheet
- Cost accounting
Liquidity planning and management: ensuring there is always sufficient liquidity
- In the short term on a weekly basis and document level
- In the medium term by creating projected balance sheets and cash flow
- Strategic liquidity planning (scenario presentation at project level, alternative uses of funds and alternative funding)
Introduction of a performance-based salary system: align business and employee goal = lead employees with the right goals
- break down business objectives to employee goals
- one system for different areas and levels
- corporate, group and individual goals
- yearly and / or quarterly payments
- stable basic system with flexible annual adjustment
- strong performance tangent with appropriate threshold value
- flexibility of possibilities and easy to administer