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Board reporting template
The document is a comprehensive reporting template covering various aspects of strategic and financial performance, including crisis strategies, sales activities, and people management. It includes sections with detailed metrics, goals, financial results, and KPIs, intended for regular business updates. Additionally, it highlights the need for effective management decisions in response to performance indicators, particularly concerning financial health and sales activities.
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Board reporting template
- 1. 1 Logo to gohere BOARD REPORTING TEMPLATE URL TO GO HERE
- 2. 2 Table of Contents. Tableof Contents. Strategic Performance ..................................................................................................................................................................................................3 Financial Performance ..................................................................................................................................................................................................7 Crisis Stratergy ............................................................................................................................................................................................................16 Sales Activities ............................................................................................................................................................................................................18 People Management ...................................................................................................................................................................................................22
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- 4. 4 Strategic Goals Year StrategicPerformance. Vision: Item # Goals Current Update <(Month)><(Month)> 1 2 3 4 5 6 7 8
- 5. 5 Business Standards. Strategic Performance. InitiativesMonthly Success Story What happened? What did you or your team learn? How can you apply what you learned?
- 6. 6 Financial Goals Year StrategicPerformance. Vision: Item # Goals Current Update <(Month)><(Month)> 1 2 3 4 5 6
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- 8. 8 Financial Year Financial Performance. CurrentMonth ACTUAL (Current Month) BUDGET (Current Month) ACTUAL (Year to Date) BUDGET (Year to Date) SALES COST OF GOODS SOLD or DIRECT COSTS GROSS PROFIT % OVERHEADS % EBIT (EARNINGS BEFORE INTEREST AND TAX) % PROFIT % (Current Month) (Year to Date) (Year to Date)(Current Month)
- 9. 9 Working Capital Management. FinancialPerformance. Month Accounts Receivable Inventory or WIP Accounts Payable Working Capital KPIs AUG JUL JUN MAY APR MAR FEB JAN DEC NOV OCT SEP Working Capital indicates how much cash is tied up in the busines = Accounts Receivable + Inventory or WIP - Accounts Payable. � Accounts Receivable is money we are owed + WIP is work completed that we have not yet billed to our customers or Inventory is stock we are holding prior to sale � – Accounts Payable is other peoples’ money we are using to fund our Debtors and WIP Note: base your KPIs on an average over the past 12 months.
- 10. 10 Financial Levers andCash Flow. Financial Performance. 4 Financial Chapters Period Actual Result Target Good Acceptable Not Acceptable Chapter 1: Profit $ % Days Sales Cost of Goods Sold Gross Profit Overhead Expenses EBIT Chapter 2: Working Capital $ % Days Accounts Receivable Inventory/WIP Accounts Payable Working Capital Employed Working Capital % Chapter 3: Fixed Assets $ % Days Fixed Asset Funding Assets Employed Chapter 4: Cash Flow $ % Days Net Cash Flow Marginal Cash Flow Operating Cash Flow DuPont = EBIT* Asset Turnover (as at.....) 42 >40% 17.3 150.3 41% 9.5 442% 26.8 157% -3.3 -10% 0.3 17.2"% 38-40 <38 29 <30% 30--32 >32 13 31% >25% 25-16% <16 8.4 20% <15% 15-20% >20% 4.6 11% >10% 8-10% <8% 8.6 74.7 <60 60-75 >75 14.3 180.0 <90 90-110 >110 5.6 70.5 45-60 60-75 >75
- 11. 11 Financial Definitions. Financial Performance. CurrentResult Chapter 1: Profit Calculation $ Calculation % Sales Sales/Sales Cost of Goods Sold (COGS) COGS/Sales Gross Profit = Sales - COGS Gross Profit/Sales Gross Margin % Overhead Expense Overhead/Sales EBIT = Gross Profit – Overheads EBIT/Sales Chapter 2: Working Capital Calculation $ Calculation % Accounts Receivable (AR) AR/Sales* day in period (365) Inventory/WIP INV or WIP/Sales* day in period (365) Accounts Payable (AP) AP/Sales* day in period (365) Working Capital = AR + INV - AP WC/Sales* day in period (365) Working Capital % WC/Sales Chapter 3: Fixed Assets Calculation $ Calculation % Fixed Asset Funding Sales/Fixed Assets Assets Employed = Assets + INV + AR - AP Sales/Capital Employed or Asset Turnover Chapter 4: Cash Flow $ % Net Balance = Cash at Bank - (Short Term Debt + Long Term Debt) 1. Net Cash Flow = Opening Net Balance – Closing Net Balance 2. Marginal Cash Flow = Gross Margin (%) – Working Capital (%) 3. Operating Cash Flow = EBIT – (WC current period – WC previous period) DuPont = EBIT* Asset Turnover 42 29 13 31% 8.4 20% 4.6 11% 8.6 74.7 14.3 180.0 5.6 70.5 17.3 150.3 41% 9.5 442% 26.8 157% -17.3 -3.3 0.3 -10% 17%
- 12. 12 Forecast. Financial Performance. Month TOTAL ActualSales Actual Net Profit Budget Sales Budget Net Profit 12-Month Rolling Month TOTAL Sales Net Profit FY12/13 JUL JUNMAYAPRMARFEBJANDECNOVOCTSEPAUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG
- 13. 13 Debtor KPIs. Financial Performance. Debtors Actual% Days KPIs This Month Last Month Actual $ Current 1-30 Days 30-60 Days 60-90 Days 90+ Days TOTAL FY12/13 (Aug) (Jul)
- 14. 14 Accounts Receivable: 90+Days Over Financial Performance. Accounts Receivable Review: 90+ Days Client Client Level Debt Amount Client Relationship Notes
- 15. 15 Breakeven Analysis. Breakeven Analysis. Remainblank unless you record a LOSS Breakeven – Sales needed to cover Overheads Expenses for the month GP Margin % Expenses for the month divided by GP Margin % = Breakeven Sales figure Breakeven Sales figure Actual Sales figure Tick box if Actual Sales do not reach Breakeven Sales Trigger point to action crisis strategy = 3 consecutive months of trading below breakeven Month (1) Month (3)Month (3)
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- 17. 17 Crisis Strategy. Crisis Strategy. Doyou have the management strength to make the tough decisions when required? Potential Reasons for decrease in Sales Proactive Strategies Reactive Strategies
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- 19. 19 Sales Activities –Current Customers. Sales Activities. Existing Clients Please Note: Only include sales meetings, not business as usual meetings 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Activities Last Month Activities This Month Client/Contact Name Key Client/Contact Name Key F Functions (i.e. golf day, seminar, open day, shows, expos, client functions etc) E Entertainment/Networking (i.e. coffee, lunch, dinner, concerts, football etc) M Sales Meetings (i.e. panel maintenance, product launches, informative meetings etc) <(Month)> <(Month)>
- 20. 20 Sales Activities –New Prospects. Sales Activities. New Clients/Markets Deliver your Business Plan Sales Strategy (match your business services to the clients’ needs to maximise growth potential, a repeat sales objective is paramount) 1. 2. 3. 4. 5. 6. Activities Last Month Activities This Month Client/Contact Name Key Client/Contact Name Key 1 = Make Appointment. 2 = Attend Appointment with Questionnaire. 3 = Deliver Presentation with Solution – based from questionnaire. 4 = Record Outcome in Excel & Action. 5 = Deliver Next Step or Solution. 6 = Follow Through. P = Pending Further Appointment. X = Unsuccessful/Not Interested. <(Month)> <(Month)>
- 21. 21 Sales Team Performance. SalesActivities. Sales Team Current Month YTD Name KPI Actual Variance KPI Actual Variance Performance % Rating TOTAL <(Month)> <(Month-Month)>
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- 23. 23 Staff and Culture. PeopleManagement. Staff Training/Workshops Item # Proposed Training Current Update (Month)
- 24. 24 Staff and Culture. PeopleManagement. Activities to Foster Positive Culture and Reinforce Values Item # Proposed Activities Current Update (Month)
- 25. 25 Staff KPIs. People Management. StaffKPIs Name Status E, VG, G, O E = Excellent VG = Very Good G = Good O = Out Q3 Review Q2 Review Q3 Review Q4 Review
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