KRAs and KPIs for:

1. Finance Department/ Management Accounting/ General Finance Department

KPi:

 % Gross profit
 % Gross profit exceeding x percent
 % Variance to expense budget
 % Waste to total production
 Cost per general ledger entry
 Gross profit value
 Waste value
 % Gross profit growth
 % Internal survey score (price questions)
 % Internal survey score (delivery questions)
 % Internal survey score (quality questions)
 # Processing errors
 # Reworks
 # Units processed through bottleneck
 % Purchase Price Variance
 % Reworks costs to total costs
 Contribution value through bottleneck
 Days to complete month end
 % Production variances
 % Operating profit to shared service costs
 % Project milestone on time
 % Projects on time, scope and budget
 # Days to complete budget
 # Days to complete forecast
 % Overhead Forecast accuracy – 1 month
 % Planning deadlines achieved
 % Adherence to process
 % Compliance with system controls
 % Policies and processes up to date
 % Processes automated/ systemized
 % Processes published to staff
 % ISO score
 % Personal capability achieved
 % Automated reporting from accounting system
 % Master data accuracy (chart of accounts)
 % Master data accuracy (components)
 % Master data accuracy (cost center)
 % Master data accuracy (costing)
 % Master data accuracy (routes)
 % Master data accuracy (routing )
 % Master data accuracy (suppliers)
 % Processes steps requiring paper forms
 % Personal development plans completed
 % Personal tasks overdue
 % Accuracy of financial reports
 % of bad debts against invoiced revenue
 % of electronic invoices
 % in dispute (per customer)
 % of invoices being queried
 % of invoices requiring special payment
 % of low-value invoices
 % of open receivables (per customer)
 % of payable invoices without purchase order
 % of service requests posted via web (self-help)
 Payment errors as a percentage of total payroll disbursement
 # of invoices outstanding
 #of unapplied receipts
 # of past-due loans
 Cumulative annual growth rate (CAGR)
 Cycle time for expense reimbursements
 Cycle time to process payroll
 Cycle time to resolve an invoice error
 Cycle time to resolve payroll errors
 Amount due (per customer)
 Average customer receivable
 Average monetary value of invoices outstanding
 Average monetary value of overdue invoices
 Average number of trackbacks per post
 Budget variance for each key metric
 Current ratio
 Quick ratio
 Cash ratio
 Change in cash
 Working capital
 Debt to equity
 Accounts payable turnover
 Days to purchases in AP
 Accounts receivable turnover
 Days to sales in AR
 Inventory turnover
 Days sales in inventory
 Operating cycle for cash
  Sales
 Close rate
 Revenue per opportunity
 Sales to plan
 Sales growth
 % same store sales
 Sales per square foot
 Sales per selling employee
 % of repeat customers
 Sales per opportunity per salesperson per month
 % Gross margin
 % Administrative cost
 % Occupancy cost
 % Advertising cost
 % Selling cost
 % Vendor service credit
 % Net delivery/ shipping
 % Warehousing cost
 % Total operating cost
 % Finance cost
 % Net income
 % Variable expense
 % Fixed expense
 Contribution margin
 Break-even sakes
 Sales to reach desired profitability
 Return on investment
 Inventory to sales
 % Available merchandise not on display
 % of merchandise that can be delivered or shipped, not scheduled
 % Best seller in stock days
 % of inventory aged under 60 days
 Financial leverage
 Debt to total assets
 Debt to equity
 Long term debt to equity
 Times interest earned

KRAs:

 Ensure the processing of accurate and timely financial functions

 Preparation of management accounts and their impact on the business
 Administration Support
  Ensures compliance with iSentia values, policies and standards, and ensures
compliance will all local statutory requirements
 Management Accounts
 Metrics Reporting and Modeling
 Forecasting
 Compliance
 Tax Obligations
 Providing a professional service to the business
 Product management
 Operational cost control
 Quality check
 Record keeping
 Office management
 Assets management

2. General or Financial Accounting

 Current Ratio
 Working Capital
 Return on Equity
 Quick Ratio / Acid Test
 Vendor Expenses
 Profit and Loss Report
 Recent Payments
 Current Accounts Receivable and Accounts Payable
 Income and Expenses (Last 12 Months)
 Debt to Equity Ratio
 Accounts Payable Turnover
 Accounts Receivable Turnover
 Inventory Turnover
 Net Profit Margin
 Gross Profit Margin
 # Days to close the books and sign off the month
 # Days to close the books and sign off the year

 Accounting Information System

 # Time to process invoices
 # Time to process transaction /payment
 # Time spent correcting documents or input data per week
 # Payroll processing time
 % Financial reports submitted on time
 % Travel expense accounts processed in three days
 # Days in accounts receivable
 % Input errors detected
 % Invoices accuracy
 % Accuracy of transactions /payments
 # Factual errors identified in reports
 # Errors reported by outside auditors
 % Audit recommendations implemented
 % Transaction items requiring reconciliation
 % Collection rate of outstanding amounts
 # Internal complaints received
 # Internal customer satisfaction index with accounting services
 % Tasks finalized on time
 % Internal procedures updated
 % Processes optimized
 # Accounting employees to FTEs ratio
 # Improvement ideas coming from accounting employees
 # Accounting employees engagement index
 # Days to complete budget
 # Days to complete forecast
 % Adherence to Process
 % Audit findings resolved by deadline
 % Automated reporting from accounting system
 % Compliance to BOPs
 % Compliance with system controls
 % Internal survey score (delivery questions)
 % Internal survey score (price questions)
 % Internal survey score (quality questions)
 % ISO score (financial accountant’s processes)
 % Master data accuracy (cost centers)
 % Master data accuracy (costing)
 % Master data accuracy (suppliers)
 % Operating profit to shared service costs
 % Overhead forecast accuracy
 % Personal capability achieved
 % Personal development plans completed
 % Personal tasks overdue
 % Planning deadlines achieved
 % Policies and processes up to date
 % Process steps requiring paper forms
 % Processes automated/ systemized
 % Processes published to staff
 % Project milestones on time
 % Projects on time
 % Projects on time, scope and budget
 % Projects within budget
 % Projects within scope
 % Variance to expense budget
  Audit score rating
 Cost per general ledger entry
 Days to complete month end

KRAs:

 Accounts payable/receivable
 Cash receipts
 General ledger
 Payroll and utilities
 Treasury, budgeting
 Cash forecasting
 Revenue and expenditure variance analysis
 Capital assets reconciliations
 Trust account statement reconciliations
 Check runs
 Fixed asset activity
 Debt activity
 Financial reports
 Financial controls

3. Internal Audit Department

KPIs:
• Audit and Compliance Headcount Ratio
• Audit and Compliance Expense per Employee
• Audit and Compliance Vendor/Consulting Expense as a Percentage of Audit and
Compliance Expense
• Audit and Compliance Occupancy Expense as a Percentage of Audit and
Compliance Expense
• Total Volume: Audit Reports
• Cost Savings due to Audit Findings
• Unit Cost: Audit
• Total Volume: Audits
• Frequency of Internal Audits
• Cycle Time: Internal Audit
• Audit Report Error/Omission Rate
• Percentage of Certified Audit Employees
• Total Headcount: Internal Audit
• Total Expense: Internal Audit
• Percentage of draft internal audit reports issued within ten working days of the
exit meeting
• Percentage of internal audits completed to the satisfaction of the Client
 • Percentage of recommendations in the draft internal audit report that are
accepted by the client
• Percentage of recommendations made which are implemented at the time of the
follow-up audit
• completion of the audit plan to draft report by 31 March each year
KRAs:
• System audit
• Investigation
• Verification
• Reports
• Compliance

4. Business advisory and/or Corporate Planning Department

KPIs:

• % Client satisfaction
• % staff morale
• # complaints
• % staff turnover
• % timeliness of service

5. Treasury Department
KPIs:

 Percentage of Account Balances Reported Daily

 Percentage of wires which were released on time
 Time taken to initiate and complete a signatory change on a bank account
 Percentage Forecast Error
 Absolute Cash Balance Error
 Absolute value of cash swept automatically from/to ZBA accounts
 Daily pooling & sweeping benefit
 Funding Buffer
 Maximum percentage of available credit per provider
 Maximum percentage of investment per provider
 Weighted average CDS spread of the investment portfolio
 Percentage that the traded rate deviates from the market or benchmark rate
 Prospective hedge effectiveness
 Fixed/Floating Rate Mix
 Time taken to confirm new trade details with the counterparty
 Number of days taken for cash transactions to reach the GL
 Asset and liability duration mismatch
 Portfolio CVA Significance
 Waiting time
 Servicing time
 Percentage of tax collected
 Time take to process fixed/ reserved parking lots
 Time taken to process temporary parking lots
 Time taken to process payment
 Percentage of operational expenditures utilized
 Percentage of development expenditures utilized
 Accuracy of cash flow forecast
 Accuracy of interest expense
 Percentage of payments containing errors
 Variance to market rate at time of trade
 Hedge percentage
 Fixed/floating rate mix
 Available credit
 All-in” interest rate on debt instruments vs. benchmark
 Time required to determine daily cash position vs. benchmark
 Ratio of system-generated payments vs. manual payments
 Ratio of electronic vs. paper payments
 Number of bank accounts with non-relationship banks
 Actual bank fees vs. budgeted bank fees
 Time required to complete monthly financial close activities vs. benchmark
 Cycle Time: Cash Position Determination
 Cycle Time: Bank Reconciliation
 Cycle Time: Discrepancy Discovered/Resolved
 Assets Supported per Finance Employee
 Fixed Asset Accounting Process Expense as a Percentage of Revenue
 Percentage of Transaction Corrections
 Total Volume: Trade
 Total Expense: Reconciliation Systems
 Cycle Time: Cash Flow Between Accounts
 Percentage of Annual Bad Debt Write Off
 Number of Exception Line Items
 Bank Reconciliations per Employee
 Number of Trade Settlement Issues
 Expense per Treasury Employee
 Total Expense: Treasury Outsourcing
 Percentages of Unresolved Cash-Related Research Inquiries
 Total Headcount: Treasury
 Cycle Time: Actuarial Response
 Percentage of Account Reconciliations
 Percentage of Cash-Related Research Inquiries
 Bank Reconciliation Frequency
  Percentage of Non-Trade Transactions
 Total Expense: Treasury
 Percentage of Uncompleted Foreign Currency Transactions
KRAs:
• Liquidity and Cash Management
• Funding and Investment Management
• FX, Commodity and Interest Rate Exposure Management
• Treasury Operations and Accounting
• Risk Management and Policy Compliance
• Collection of bills at counters
• Collection of taxes
• Approval of parking lots
• Processing of payment
• Managing financial provision
• Error rate.
• Debt management
• Operational performance