Financial strategy for managing the non-current assets of the organization

This article discusses the issue of assessing the financial strategy for managing the organization’s non-current assets and developing directions for improving the organization’s activities in the future. The financial strategy of the organization is aimed at the rational and expedient use of non-current assets and must correspond to the current state of the organization and the situation that has developed in the external environment. A well-developed financial strategy for managing non-current assets will allow the organization not only to occupy a niche, but also to develop steadily in the local market. Non-current assets are part of the property of the organization, which is used for several operating cycles. That is, these assets are not intended for sale in the reporting period. As a rule, the most significant part of the organization’s non-current assets is fixed assets - buildings, machinery, equipment, etc. The presented methodology characterizes the financial strategy for managing non-current assets and allows developing directions for improving the activities of the enterprise for the future. In the course of the study, the authors examined the dynamics and structure of non-current assets, assessment of the state and movement of fixed assets, performance indicators for the use of fixed assets, capital productivity, capital intensity, depreciation intensity, capital profitability, capital-labor ratio, production property ratio, efficiency ratios for the use of non-current assets for 2016-2020 the necessary conclusions and proposals were made. When conducting a comprehensive assessment, horizontal, vertical (structural) methods were applied, based on financial reporting data in the form of financial ratios. Based on the results of the study, conclusions were drawn to assess how effectively non-current assets are used, on the basis of which proposals were developed to improve the management of non-current assets of the enterprise.