Budgeting and consolidation of management reporting. Ensures automation of financial planning, distribution of responsibility, import of actual data, plan-fact and factor analysis of the company's performance. Planning "from what has been achieved" by indexing or extrapolating the actual data of past period scenarios. Simplified allocation of totals by detailed dimensions (inverse allocation). Allocation by profile to plan budgets subject to seasonal fluctuations. Planning of currency items with automatic conversion to the primary currency at planned rates. Use of standards or drivers in the indicators calculation. What-If analysis. Fixed period planning (by year, quarter, and month with the required frequency) or rolling planning. Combination of bottom-up and top-down planning paradigms. Authentication and commenting on budgets or individual indicators. Involving additional users who are not specified in the approval process route. Assignment of substitutes for participants in the approval process. E-mail distribution of approval tasks. Approval or rejection of the budget simply by responding to the notification letter without launching the program
Business Analysis and Balanced Scorecard. Includes a set of information support tools for the strategic management of the company in accordance with Balanced Scorecard concept: Distribution of responsibility for complex goals, individual KPIs and their leading indicators. Prioritization of key success factors by determining their weights. Planning activities and analysis of their efficiency. Personal scorecards and a strategic goal map for goal visualization and KPI decomposition. Service for notifications on the negative dynamics of leading indicators for preventive informing responsible managers. Using KPI as a component of the budget model. Tools for predicting KPI dynamics and their drill-down to documents of external information systems
Accounting and preparation of separate and consolidated IFRS statements. In addition to useful tools for translating NAS financial information to the IFRS chart of accounts, the following accounting objects are automated: Sales and purchase of inventories and services; Cash; Fixed assets; Intangible assets; Assets for sale; Biological assets; Credits and borrowings; Loans and deposits; Promissory bills and other financial instruments at fair value; Accounts receivable; Issued and received lease; Investments; Non-liquid assets provisions; Reserves for doubtful debts; Accruals; Period end-closing including calculation of cost and deferred taxes, and balance sheet closing
General risk management. With this subsystem you can organize a unified risk management system in the company, including the following: Procedures for identification and preliminary risk assessment. Functions of planning control procedures to reduce possible damage and the likelihood of risk events. Planning responses to risk events. Accounting for risk events. Visual tools for interpreting risk metrics and risk events.
Master data management. The main task of master data management is to ensure the consistency of catalogs of external information systems by means of the following functions: Development of reference corporate classifiers. Mapping of catalog elements of external systems and reference elements of corporate classifiers. Managing changes to corporate classifiers using requests for changes in master data. Export of reference elements of corporate classifiers to consumer systems.
Meeting quick closing deadlines. Speed up preparation of reports - сonsolidate and standardize analytics and financial data for the entire group of companies
Making complex budgeting easy and smooth. Leverage fully-functional budgeting of operations and projects of the group with any complexity of the budgeting route
Trustable error-free data. Make business decisions based on unified data from various financial and performance reporting systems
Auditability and consistency with IFRS. Consolidation statement according to IFRS: translate data from the local GAAP to IFRS charts of accounts
Level up your budgeting. The more your company grows, the more complex the budgeting process is. It can become a real challenge, demanding significant coordination and oversight. CPM solutions like 1C:Perform help enterprises and holding companies to effectively manage even the most complex budgeting processes
Consolidation of reporting. Reconciliation and elimination of intercompany transactions. Consolidation of reporting for holdings, with support for complex company structure. Elimination of debts and unrealized margins in the group's assets. Compliance of reporting with IFRS
Comprehensive budgeting system. Coordination of budgets of any complexity. Budget and variance analysis based on company's OPEX and CAPEX. Variety of calculation options, consolidation, distribution, rolling planning and extrapolation planning methods. Flexible and customizable list of required classifiers, dimensions, and indicators. Allocation of responsibilities between participants of the budgeting process
Business analysis and BSC. Balanced Scorecard concept for visual modeling of strategic goals. Company KPIs and dynamics monitoring, in-depth KPI analysis. What-if analysis, plan-fact analysis, ABC analysis, factor analysis, and intellectual data analysis for determining hidden patterns
Investment project management. Pre-investment appraisal: investment accounting, calculation of financial models, budgeting, permission management, and calculation of KPIs. Multi-criteria scoring of alternative projects, generation of an optimal portfolio. Planning and control of the project execution, revision of the investment program
Flexibility and integration of CPM software. Support for legal entities with any combination of systems and sources. Different consolidation principles: “flat” or multi-level subsequent consolidation. Master data management from various external sources: cleaning, harmonization, and elimination of duplication. Loading data from external accounting systems and ERP software
