Accounting Advice

Understanding the cash flow statement

07 Aug 2013

Cash flow advice and services

Most business owners understand that cash flow is essential for their business. Perfectly viable and even successful businesses can fail due to poor cashflow so understanding how it works on a practical level and the signs of cashflow problems in the future are as important as having the right product, service and staff.

At Accounts & Legal we specialise in working with small and medium sized businesses. Our reputation has been gained by offering practical solutions that clients understand and which are valuable. For cashflow we ensure that clients gain a better understanding of what's working well and not for them, processes that will improve cashflow and useful reports which enable clients to see trends and stay ahead of the game.

Talk to us about how we can help you.
Cashflow statements

Once you have calculated EBITDA,  the cash flow statement is where you make adjustments for items that don’t appear in the Profit and Loss Statement, but that consume or release cash.

These are typically: Interest paid, Tax paid, Changes in Working Capital, Capital Expenditure, Loan repayments and Dividends.

So if you have successfully calculated EBITDA, the first thing to do is to deduct interest and tax.

There are three parts to working capital: trade debtors (how much the company is owed – which will hopefully turn into cash), trade creditors (how much the company owes to others - which is just like short term debt) and stock (which is also a bit like cash in terms of its value to the business).

These figures are all in the accounting notes and need to be treated individually.
  

Working Capital

Changing levels of working capital can really threaten (or improve) the health of a business. It's perfectly possible that a profitable business can be consuming cash if the trade debtor figure is increasing (sometimes known as “Growing Broke”), and equally possible for a loss making business to be generating cash by shrinking inventories, chasing trade debtors and not paying its bills punctually.

Once the net effect of working capital is dealt with, the next thing to do is to try to isolate the value of the Capital Expenditure (which is the amount of cash spent purchasing fixed assets for the business). This is the real world equivalent of depreciation that we mentioned above. You’ll find this noted as an “Addition” in the Tangible Fixed Asset section of the notes.
  

Average fixed asset spend

If this figure is significantly different to depreciation, then it merits further investigation to ascertain what the real level of average fixed asset spend is likely to be.

The next item to take account of is any increase or decrease in bank debt. Equally, if there have been any dividends drawn, you need to capture these too.

And now the moment of truth.

If you add up your EBITDA, interest costs, tax costs, change in working capital, CapEx, loan repayments and dividends, with any luck you will see that this matches exactly the difference in cash from one year to the next.

Having done all this, you will have effectively:

1. tracked the accounting profit, through the cash flow statement, and onto the balance sheet

2. figured out how cash is being generated by the business, and whether or not this is due to normal trading activity or whether this is as a result of aggressive working capital management

3. have a good sense of whether depreciation matches CapEx and whether this is likely to mean the company is under or over investing (or indeed, whether the depreciation figure includes a load of nonsense that doesn't matter to the everyday operations of the business).

Why not try drop in to see us at our London head office or try our Instant Accounting Quote
  

  

Keir Wright-Whyte

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Senior Accountant

0207 043 4000

About the author

Originally graduating with a degree in geography from Edinburgh University, Keir claims that he was then tricked into becoming an accountant by one of the UK's top 5 accountancy practices.The deception extended to the usual training in audit and associated activities.

Keir subsequently worked in a number of advisory roles with clients including in the energy trading, pharamaceuticals and financial services sectors.

He loves working at Accounts & Legal because of the variety of work and clients, the excellent team ethos and morale, the importance placed on genuinely helping and being useful for clients and because he believes what he does matters to clients and helps the firm.

  

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