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BOARD REPORTING TEMPLATE
URL TO GO HERE

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Table of Contents.
Table of Contents.
Strategic Performance ..................................................................................................................................................................................................3
Financial Performance ..................................................................................................................................................................................................7
Crisis Stratergy ............................................................................................................................................................................................................16
Sales Activities ............................................................................................................................................................................................................18
People Management ...................................................................................................................................................................................................22

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Strategic Performance.
3

4
Strategic Goals Year
Strategic Performance.
Vision:
Item # Goals Current Update <(Month)><(Month)>
1
2
3
4
5
6
7
8

5
Business Standards.
Strategic Performance.
Initiatives Monthly Success Story
What happened?
What did you or your team learn?
How can you apply what you learned?

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Financial Goals Year
Strategic Performance.
Vision:
Item # Goals Current Update <(Month)><(Month)>
1
2
3
4
5
6

7
Financial Performance.
7

8
Financial Year
Financial Performance.
Current Month
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
Working Capital Management.
Financial Performance.
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.

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Financial Levers and Cash 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

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Financial Definitions.
Financial Performance.
Current Result
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%

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Forecast.
Financial Performance.
Month TOTAL
Actual Sales
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

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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)

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Accounts Receivable: 90+ Days Over
Financial Performance.
Accounts Receivable Review: 90+ Days
Client Client Level Debt Amount Client Relationship Notes

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Breakeven Analysis.
Breakeven Analysis.
Remain blank 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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Crisis Strategy.
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Crisis Strategy.
Crisis Strategy.
Do you 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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Sales Activities.
18

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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)>

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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)>

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Sales Team Performance.
Sales Activities.
Sales Team
Current Month YTD
Name KPI Actual Variance KPI Actual Variance
Performance
%
Rating
TOTAL
<(Month)> <(Month-Month)>

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People Management.
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Staff and Culture.
People Management.
Staff Training/Workshops
Item # Proposed Training Current Update (Month)

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Staff and Culture.
People Management.
Activities to Foster Positive Culture and Reinforce Values
Item # Proposed Activities Current Update (Month)

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Staff KPIs.
People Management.
Staff KPIs
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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General Business.

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General Business.