Certificate in Finance and Accounting Courses

23 - 27 Jun 2024

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Effective Budgeting, Planning & Control Training Course - (FA 1053)

Introduction:</h2>
Budgets are an essential financial tool, aiding in budget planning and control, decision-making, resource allocation, coordination, and control.
Without the necessary skills, budgets in planning and control can be poorly prepared and implemented, leading to suboptimal decisions, misuse of vital resources, poor coordination, and a lack of control—or even too much control, resulting in missed opportunities.
In this effective budgeting and operational cost control course, participants will learn about the pivotal role of budgeting in planning and controlling, including its use as a tool for financial management.
<h2>Targeted Groups:</h2>
<ul>
<li>Financial Managers</li>
<li>Financial Planning and Control Staff</li>
<li>Executives with Financial Responsibilities</li>
<li>Executives who are responsible for cost and strategic Analysis</li>
<li>Project Managers</li>
<li>Employees who want to gain new knowledge to improve their career</li>
</ul>
<h2>Course Objectives:</h2>
At the end of this budget management training course, the participants will be able to:
<ul>
<li>Develop the skills to Plan Budgets within a sound Strategic Plan.</li>
<li>Develop the skills to Prepare Budgets using:</li>
<ul>
<li class="ql-indent-1">Appropriate Forecasting Techniques, including Time Series Models</li>
<li class="ql-indent-1">Exponential Smoothing</li>
<li class="ql-indent-1">Regression and Correlation Analysis and</li>
<li class="ql-indent-1">Costing Methods such as Activity Based Costing</li>
</ul>
<li>Develop the skills to implement Budgets effectively.</li>
<li>Become aware of the problems/limitations of budgets and the conditions required for their success.</li>
<li>Integrate the budgeting process with developing the company's long-term strategic vision.</li>
<li>Identify key performance indicators for effective and focused decision-making.</li>
<li>Perform a What-If and Sensitivity Analysis to evaluate the implications of changes in significant factors of production and consumption.</li>
<li>Recommend various courses of action to manage the impact of What If and Sensitivity Analysis.</li>
<li>Implement advanced budget planning and control process techniques.</li>
<li>Develop the skills to Manage and control the budgeting process effectively.</li>
</ul>
<h2>Targeted Competencies:</h2>
<ul>
<li>Integrating the planning process with the budgeting cycle</li>
<li>Forecasting using various models, including Time Series Models, Exponential</li>
<li>Smoothing, Regression, and Correlation Analysis using Excel and leading software/models</li>
<li>Sales Budgets</li>
<li>Production Budgets</li>
<li>Cash Budgets</li>
<li>Capital Budgets</li>
<li>Budget Management, including What If, Sensitivity Analysis</li>
<li>Budget Control, including Variance Analysis to assess the impact of significant factors on production and consumption</li>
</ul>
<h2>Course Content:</h2>
<h3>Unit 1: The Essentials of Budgeting:</h3>
<ul>
<li>Strategic Planning, Forecasting, Budgeting, and Costing – Defined</li>
<li>The inter-relationship of Strategic Planning, Forecasting, Budgets in planning and control</li>
<li>The Benefits & Limitations of Budgets and the Essential Features & Conditions Required</li>
<li>An Evaluation of Various Types of Budgets</li>
<ul>
<li class="ql-indent-1">Fixed</li>
<li class="ql-indent-1">Variable</li>
<li class="ql-indent-1">Zero Based</li>
<li class="ql-indent-1">Activity-Based</li>
<li class="ql-indent-1">Capital Budget</li>
</ul>
<li>The Essential Features of Activity-Based Budgeting</li>
<li>Developing the ABB application model</li>
<li>Budgeting for Processes rather than Departments</li>
<li>Defining Key Cost Drivers</li>
<li>Defining Key Activities</li>
<li>Development of ABB Cost Standards</li>
<li>Developing the Activity-Based Budget</li>
<li>Preparing The Master Budget using Excel</li>
<li>Sales Budgets</li>
<li>Production Budgets</li>
<li>Cash Budgets</li>
<li>Capital Budgets</li>
<li>The Master Budget</li>
</ul>
<h3>Unit 2: Forecasting Future Sales, Costs, Exchange Rates, Interest Rates:</h3>
<ul>
<li>Determine the Purpose or Objective of Forecasting</li>
<li>Methods of Forecasting Using Qualitative and Quantitative/Statistical Analysis</li>
<li>Including the Exploratory Data Analysis Tools Available in Excel:</li>
<ul>
<li class="ql-indent-1">Their Use & Limitations</li>
<li class="ql-indent-1">Recognizing the Basic Patterns Inherent in Historical Data</li>
<li class="ql-indent-1">Time Series Analysis</li>
<li class="ql-indent-1">Exponential Smoothing</li>
<li class="ql-indent-1">Correlation and Regression Analysis</li>
</ul>
<li>Presenting initial forecasts to decision-makers</li>
<li>Forecasting future Market/Sector developments using Qualitative Analysis – SWOT Analysis and LEPESTE & Co Analysis</li>
<li>Implementing Forecasts into the Budget Control Plan</li>
<li>Considering Hedging Strategies where variables such as Exchange Rates and Interest Rates cannot be forecast accurately</li>
<li>Forwards, FRAs, Futures, Options, and Swaps</li>
</ul>
<h3>Unit 3: Preparing and Implementing Budgets Based on Forecasts:</h3>
<ul>
<li>Preparing the Sales Budget</li>
<li>Determining the price, credit policy, discount policy, and currency</li>
<li>Preparing the Production Budget</li>
<li>Preparing the Cash Budget</li>
<li>Make finance and investment decisions.</li>
<li>Preparing Capital Budgets</li>
<li>Use Excel to evaluate various Capital Projects using the Present.</li>
<li>Value, Future Value, Net Present Value, Internal Rate of Return, Modified Internal Rate of Return, and Discounted Payback models</li>
<li>An Introduction to What If and Sensitivity Analysis to evaluate the implications of changes in significant factors of production and make strategic decisions</li>
<li>Implementing Budgets Successfully</li>
<li>The Conditions Required</li>
<li>The Management Skills Required</li>
</ul>
<h3>Unit 4: Break-Even Analysis, Sensitivity Analysis, and What-If Analysis:</h3>
<ul>
<li>Break-even analysis, Cost Behaviour, and Sensitivity Analysis</li>
<li>Identifying Fixed, Variable, and Semi-variable costs</li>
<li>Identification of the level of sales/profit to break even</li>
<li>Identification of critical costs</li>
<li>Determining resource requirements</li>
<li>What if Analysis using Excel and leading software</li>
<li>Performing What-If and Sensitivity Analysis to evaluate the implications of changes in significant factors of production and consumption on the Cash Budget and Profit and loss Account</li>
<li>Identification of key performance indicators for effective and focused decision-making</li>
<li>Recommend various courses of action to manage the What If and Sensitivity Analysis implications.</li>
<li>Developing Budget Re-Projection and Best Case / Worst Case Scenario Models</li>
<li>Planning for contingencies</li>
<li>Developing various scenarios</li>
<li>Using the Scenario tool in Excel® to explore the variable sets of assumptions while tracking the impact on the base model.</li>
<li>Building the financial simulation model using probabilistic (Monte Carlo) simulation</li>
<li>Making the economic simulation model using deterministic simulation</li>
</ul>
<h3>Unit 5: Variance Analysis, Reporting, Control, and Decision Making:</h3>
<ul>
<li>Accounting Systems, Accountability, and Responsibility Systems</li>
<li>Essential Elements of a Costing System</li>
<li>Establishing and Implementing a Costing System</li>
<li>Undertaking Variance Analysis and Presenting a Variance Report to decision-makers</li>
<li>Evaluation of the results</li>
<li>Making Strategic Decisions based on the Variance Report/Business Planning</li>
</ul>">

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Strategic Planning, Management Control & Effective Budgeting - (FA 1062)

Introduction</h2>
Strategic planning and management control form the backbone of any successful organization. Professionals are tasked with driving strategic direction in a rapidly changing business landscape while ensuring effective budgeting and control. This strategic planning training course is designed to address these challenges, offering attendees a robust framework for improving organizational performance and value contribution.
Participants in the strategic planning, management Control, and effective budgeting course will dive deep into effective budgeting control, taking a hands-on approach to mastering the art of financial planning. They will explore budgeting and cost control courses, developing the skill set required to manage organizational finances precisely.
By the end of this budgeting planning course, professionals will enhance their capabilities in strategic leadership, financial management, and operational efficiency. Whether you are a project manager, head of a department, or part of the budgeting staff, this budget management training course is poised to propel your career to new heights.
<h2>Target Audience</h2>
<ul>
<li>Project Managers</li>
<li>Heads of Departments</li>
<li>Budgeting Staff</li>
<li>Employees seeking to bolster their strategic leadership and financial management skills</li>
<li>Professionals aiming for career advancement in finance and budgeting</li>
</ul>
<h2>Course Objectives</h2>
Upon completion of this strategic planning, management Control, and effective budgeting course, participants will:
<ul>
<li>Develop an appreciation and understanding of strategic planning and management control processes.</li>
<li>Understand how the elements within them interact to create a systemic approach to the effective and efficient management of organizations, from strategy formulation through to efficient execution.</li>
<li>Learn how to recognize, manage, and mitigate risk.</li>
<li>Gain awareness of the kind of leadership that makes a difference in unleashing the potential of everyone on the team.</li>
<li>Understand the key factors that lead to sustainable business success.</li>
<li>Think in terms of process value added to customers/shareholders.</li>
<li>Integrate the organization's strategic planning with budgets and processes of cost control.</li>
<li>Understand the importance of project management, appraisal, and planning.</li>
<li>Explore traditional versus innovative budgetary techniques.</li>
<li>Explore capital and activity-based budgeting techniques.</li>
<li>Identify the business's critical strategic and financial indicators and how and when to monitor them.</li>
<li>Discuss the problems and limitations of budgetary control and look for alternative tools.</li>
<li>Understand the importance of balancing economic and non-financial measures in managing projects.</li>
<li>Link budgetary processes with quality issues and business process improvement.</li>
<li>Identify priorities for continued professional development.</li>
<li>Learn a consistent framework for any organizational activity, process, or change.</li>
<li>Understand the factors involved in using a plan to achieve measurable results.</li>
<li>Learn techniques to plan, prioritize, and implement effectively.</li>
<li>Anticipate and prepare for contingencies and changing circumstances.</li>
<li>Increase levels of confidence in dealing with superiors, peers, and subordinates.</li>
<li>Gain project management abilities.</li>
<li>Integrate planning, budgeting, and cost control using a financial-based language.</li>
<li>Manage different types of cost and their relevance to decision-making.</li>
<li>Understand the problems of overheads and how Activity-Based Analysis may aid decision-making and pricing strategies.</li>
<li>Select the performance measurement system that works.</li>
<li>What is from cost to strategy to performance measurement?</li>
<li>Looking beyond budgeting: balanced scorecard, six-sigma, and Business Excellence.</li>
<li>Develop a comprehensive understanding of what contributes to and creates business success.</li>
<li>Understand and manage the complexities of organizational realities.</li>
</ul>
<h2>Core Competencies</h2>
<ul>
<li>Strategic business management</li>
<li>Risk management</li>
<li>Effective negotiation</li>
<li>Leadership and motivational skills</li>
<li>Proficiency in cost and budgetary analysis</li>
<li>Organizational process redesign</li>
<li>Evaluation of the financial impact of strategic choices</li>
<li>Application of Balanced Scorecard methodologies</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Strategy</h3>
<ul>
<li>Introduction to strategy - background, historical developments, significant theories.</li>
<li>Thinking strategically.</li>
<li>A consistent approach to strategy development.</li>
<li>The relationships between vision, mission, and strategy.</li>
<li>The steps involved in developing a strategy.</li>
<li>Implementing a strategy.</li>
</ul>
<h3>Unit 2: Risks</h3>
<ul>
<li>The meaning and nature of risk.</li>
<li>Identifying the risks in a given strategy.</li>
<li>Prioritizing risks.</li>
<li>Contingency planning.</li>
<li>Risk mitigation strategies.</li>
</ul>
<h3>Unit 3: Negotiation</h3>
<ul>
<li>The essential role of negotiation.</li>
<li>Focusing on mutual interests.</li>
<li>How do we separate the people from the problem?</li>
<li>Remaining objective and dispassionate.</li>
<li>Negotiating with more influential people.</li>
<li>Negotiating tactics.</li>
</ul>
<h3>Unit 4: Leadership</h3>
<ul>
<li>The strategic nature of leadership.</li>
<li>The differences between leadership and management.</li>
<li>Turning leadership theory into practical leadership.</li>
<li>Maximizing the performance of each team member.</li>
<li>Motivating the 'average' employee.</li>
<li>Developing a personal action plan for further self-development.</li>
</ul>
<h3>Unit 5: Strategic Leadership</h3>
<ul>
<li>Intrapersonal skills.</li>
<li>Interpersonal skills.</li>
<li>Strategic leadership for team development.</li>
<li>Innovative Leadership skills.</li>
</ul>
<h3>Unit 6: Building a Common Financial Language</h3>
<ul>
<li>The critical role of budgeting and cost control in contemporary organizations.</li>
<li>The 21st-century business imperative: delivering value-added (but to whom?).</li>
<li>What is Towards a cross-functional process view of the organization?</li>
<li>Financial vs. Managerial accounting (for decision-making).</li>
<li>Understand your processes: integrating financial and non-financial aspects.</li>
<li>Identify the key processes/projects for your organization.</li>
</ul>
<h3>Unit 7: Budgeting and Cost Analysis</h3>
<ul>
<li>Cost concepts and terminology.</li>
<li>Different costs for different purposes.</li>
<li>Fixed vs. Variable costs: The cost-volume-profit analysis model.</li>
<li>Contribution Margin Analysis.</li>
<li>Manufacturing vs. non-manufacturing costs.</li>
<li>Period VS Product costs: inventory evaluation and control.</li>
</ul>
<h3>Unit 8: Traditional vs Advanced Techniques in Cost-Control</h3>
<ul>
<li>Under-costing and over-costing: the consequences for profitability</li>
<li>How to refine a costing system?</li>
<li>Indirect (OH) VS Direct costs: Traditional Cost Allocation systems VS Activity-Based Costing (ABC).</li>
<li>Cost hierarchy & Cost drivers.</li>
<li>Linking resources, activities, and management.</li>
<li>Introducing Activity-based budgeting (ABM) and management (ABM).</li>
</ul>
<h3>Unit 9: Master Budget, Flexible Budgets, and Variance Analysis</h3>
<ul>
<li>Define the master budget and explain its significant benefits to an organization.</li>
<li>Describe the difference between a static budget and a flexible budget.</li>
<li>Compute flexible-budget variances and sales-volume variances.</li>
<li>Discuss the behavioral implications of budgeting.</li>
<li>The budgeting process in your organization: how to improve it?</li>
<li>Which tools shall we use to complement budgeting and costing?</li>
</ul>
<h3>Unit 10: Beyond the Budgets: Balanced Scorecards and Six-Sigma</h3>
<ul>
<li>Broadening performance measurement systems.</li>
<li>The crucial role of customer satisfaction and business process reengineering.</li>
<li>Beyond budgeting: integrating financial and non-financial issues.</li>
<li>Introducing the Balanced Scorecard.</li>
<li>Introducing the Strategy maps.</li>
<li>Introducing Six-sigma.</li>
</ul>">

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Effective Budgeting & Operational Cost Control Training Course - (FA 1066)

Enhancing Financial Efficiency through Strategic Budgeting and Cost Management</h2>
In the evolving landscape of business finance, mastering the nuances of effective budget control and cost efficiency is vital for organizations that aim to remain competitive and financially robust. An effective budgeting and cost control course like this one is designed to equip financial professionals and those with budgetary responsibilities with the skills to align budgetary practices with strategic goals while ensuring operational costs are meticulously managed.
The effective budgeting and operational cost control course delves into the intricacies of budget planning, offering a comprehensive budget planning training course that combines theoretical knowledge with practical applications. It is a premier budget and financial management course, providing in-depth insights into effective budget management.
<h2>Introduction to Effective Budgeting and Cost Control</h2>
The responsibility of creating an effective balance between thorough planning and stringent cost control defines the backbone of our organizational strategy.
This budgeting course is tailored to help professionals navigate the challenging task of enhancing process performance while curtailing costs for their departments.
The effective budgeting and operational cost control course bequeaths participants with vital cost awareness and budgetary competencies through technical analysis, problem-solving, and case studies.
<h2>Targeted Groups</h2>
<ul>
<li>Financial Planning and Control Staff</li>
<li>Executives with Financial Responsibilities</li>
<li>Executives who are responsible for cost and strategic analysis</li>
<li>Project Managers</li>
<li>Employees seeking to augment their career through new knowledge</li>
</ul>
<h2>Course Objectives</h2>
Participants in the effective budgeting and operational cost control course and completing this budget training courses will gain a robust understanding of the following:
<ul>
<li>Integrate the organization's strategic planning with budgets and processes of cost control.</li>
<li>Understand the importance of project management, appraisal, and planning.</li>
<li>Explore traditional versus innovative budgetary techniques.</li>
<li>Get to know activity-based budgeting (and costing).</li>
<li>Explore capital budgeting techniques and cash flows.</li>
<li>Identify key financial indicators for the business and how and when to monitor them.</li>
<li>Discuss the problems and limitations of budgetary control and look for alternative tools.</li>
<li>Understand the importance of balancing financial and non-financial measures in managing projects.</li>
<li>Interpret budgets and performance measurement as communication tools.</li>
<li>Link budgetary processes with quality issues and business process improvement.</li>
<li>Gain project management abilities.</li>
<li>Integrating planning, budgeting, and cost control using a financial-based language.</li>
<li>Manage different types of cost and their relevance to decision-making.</li>
<li>Understand the problems of overheads and how Activity-Based Analysis may aid decision-making and pricing strategies.</li>
<li>Select the performance measurement system that works.</li>
<li>Look beyond budgeting: balanced scorecard and Six Sigma.</li>
<li>Contribute to implementing change in the organization.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Mastery of costing and budgetary analytical techniques.</li>
<li>Ability to identify and redesign value-adding processes.</li>
<li>Contribution towards business process improvement.</li>
<li>Financial impact assessment of strategic decisions.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Building a Common Financial Language</h3>
<ul>
<li>The key role of budgeting and cost control in contemporary organizations.</li>
<li>The 21st-century business imperative: delivering value-added but to whom?</li>
<li>Towards a cross-functional process view of the organization.</li>
<li>Financial vs. managerial accounting (for decision-making).</li>
<li>Understand your processes: integrating financial and non-financial aspects.</li>
<li>Identify the key processes/projects for your organization.</li>
</ul>
<h3>Unit 2: Budgeting and Cost Analysis</h3>
<ul>
<li>Cost concepts and terminology.</li>
<li>Different costs for different purposes.</li>
<li>Fixed vs. variable costs: the cost-volume-profit analysis model.</li>
<li>Contribution margin analysis.</li>
<li>Manufacturing vs. non-manufacturing costs.</li>
<li>Period vs. product costs: inventory evaluation and control.</li>
</ul>
<h3>Unit 3: Traditional vs. Advanced Techniques in Cost Control</h3>
<ul>
<li>Under-costing and over-costing: the consequences for profitability.</li>
<li>How to refine a costing system?</li>
<li>Indirect (OH) vs. direct costs: traditional cost allocation systems vs. activity-based costing (ABC).</li>
<li>Cost hierarchy and cost drivers.</li>
<li>Linking resources, activities, and management.</li>
<li>Introducing activity-based budgeting (ABB) and management (ABM).</li>
</ul>
<h3>Unit 4: Master Budget, Flexible Budgets, and Variance Analysis</h3>
<ul>
<li>Define the master budget and explain its major benefits to an organization.</li>
<li>Describe the difference between a static budget and a flexible budget.</li>
<li>Compute flexible-budget variances and sales-volume variances.</li>
<li>Discuss the behavioral implications of budgeting.</li>
<li>The budgeting process in your organization: how to improve it?</li>
<li>Which tools shall we use to complement budgeting and costing?</li>
</ul>
<h3>Unit 5: Beyond The Budgets: Balanced Scorecards and Six-Sigma</h3>
<ul>
<li>Broadening performance measurement systems.</li>
<li>The key role of customer satisfaction and business process reengineering.</li>
<li>Beyond budgeting: integrating financial and non-financial issues.</li>
<li>Introducing the balanced scorecard.</li>
<li>Introducing the strategy maps.</li>
<li>Introducing Six Sigma.</li>
</ul>
This effective budgeting and operational cost control course is a quintessential budget management course, tailoring its curriculum to the specific needs of those interested in operating budget managerial accounting and answering the question, What is an operating budget in management accounting? It clarifies active budget accounting principles and assists finance professionals in understanding operating budget account numbers.
Additionally, our operating cost budget training attendees will receive the foundational knowledge needed to pursue further cost control certification courses, laying the groundwork for excellence in cost control training.
By completing this cost control course, participants will become proficient in applying budget management practices, ensuring financial acumen that aligns seamlessly with their organizational goals.">

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Strategic Accounting Essentials for Non-Finance Managers: Guiding Business Decisions - (FA 1087)

Introduction</h2>
Managerial accounting is an essential activity that provides financial and non-financial information to business managers and other internal decision-makers.
This comprehensive decision-making training course focuses on how such accounting information is compiled, how professionals can effectively utilize it to make solid plans and informed decisions, and imbues learners with the concepts, procedures, and analytical skills necessary to navigate the complex business world today.
<h2>Specialized Course for Enhanced Financial Capability</h2>
For those interested in a targeted development of their overseeing capabilities, our specialized financial controller training course and certified financial controller courses provide the knowledge and tools needed to achieve proficiency in financial control, compliance, and the strategization of business finance operations.
<h2>Data-Driven Decision Making</h2>
This data-driven decision-making course ensures that participants are well-equipped to interpret and leverage financial data in their business, enhancing their ability to make astute decisions informed by robust financial analysis.
<h2>Finance for Non-Financial Managers</h2>
Our finance courses for non-financial managers, encompassing finance and budgeting for non-financial managers and finance for the non-financial manager courses, are tailor-made to transform managers without financial backgrounds into adept custodians of their departments or organizations’ financial health.
<h2>Targeted Groups</h2>
<ul>
<li>Managers</li>
<li>Supervisors</li>
<li>Staff from any function, including the accounting department, must improve their understanding, application, and techniques related to the language of numbers and managerial accounting.</li>
</ul>
<h2>Course Objectives</h2>
By the end of this financial management for non-financial managers course, participants will be able to:
<ul>
<li>Explain the functions of financial management.</li>
<li>Define the four critical financial statements: balance sheet, income, cash flow, and changes in owner equity.</li>
<li>Interpret the financial health of a company or profit center.</li>
<li>Master capital budgeting and cost-volume-profit analysis.</li>
<li>Use financial information to manage the business or its departments.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Accounting for business transactions</li>
<li>Preparing income statements</li>
<li>Interpreting balance sheets</li>
<li>Analyzing cash flow statements</li>
<li>Preparing adjustment entries</li>
<li>Using debits and credits</li>
<li>Applying international financial reporting standards</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Introduction to Managerial Accountant</h3>
<ul>
<li>The goals and functions of financial management.</li>
<li>Three of the most important questions answered by finance.</li>
</ul>
<h3>Unit 2: The Key Financial Statements</h3>
<ul>
<li>Income statement.</li>
<li>Changes in owner equity.</li>
<li>Balance sheet.</li>
<li>Cash flow.</li>
</ul>
<h3>Unit 3: Analysis of Financial Statements</h3>
<ul>
<li>Judging the health of the business.</li>
<li>Income statement ratios.</li>
<li>Balance sheet ratios.</li>
<li>How do you read company annual reports?</li>
</ul>
<h3>Unit 4: Cost Concepts and Decision-Making</h3>
<ul>
<li>Cost-volume-profit analysis.</li>
<li>Breakeven analysis.</li>
<li>Economic costs versus accounting costs.</li>
<li>Marginal analysis.</li>
<li>Cost-based pricing.</li>
</ul>
<h3>Unit 5: Capital Projects</h3>
<ul>
<li>The time value of money.</li>
<li>Cost of capital.</li>
<li>The capital budgeting decision.</li>
<li>Methods in evaluating capital projects.</li>
<li>Sensitivity and risk analysis.</li>
</ul>
<h3>Unit 6: Working Capital and the Financing Decision</h3>
<ul>
<li>Current asset management.</li>
<li>Sources of short-term financing.</li>
</ul>
<h3>Unit 7: Using Financial Information to Manage the Business</h3>
<ul>
<li>Making business decisions in finance, marketing, production, and investment.</li>
</ul>
<h3>Unit 8: The Budgeting Process</h3>
<ul>
<li>Guidelines and techniques.</li>
<li>Cost control.</li>
</ul>">

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Financial Accounting & Reporting Training Course - (FA 2001)

Introduction and Course Description</h2>
This financial accounting and reporting course will develop an understanding of the importance of financial reporting in business. It will consider how the Annual Report provides an opportunity for management to account for its actions to stakeholders.
The financial accounting and reporting course will explore the frameworks imposed by accounting and financial reporting standards, corporate legislation, and stock market requirements worldwide. Internal reporting contribution to cost control, problem identification and correction, and profitable decision implementation will also be a focus area.
This financial accounting and reporting training course aims to give participants a robust understanding of the core principles and practices involved in financial accounting and reporting.
The financial accounting and reporting course will delve into the intricacies of financial accounting and explore the various aspects of financial reporting essential for maintaining financial accountability within an organization.
<h3>What is Financial Accounting and Reporting?</h3>
Financial accounting and reporting encompass the processes of recording, summarizing, and communicating the financial transactions of a business, resulting in the preparation of financial statements that accurately reflect the company's financial position.
This financial accounting and reporting course will guide participants through the frameworks and standards governing financial accounting and reporting and illuminate their significance in the global business landscape.
<h3>Financial Accounting vs. Financial Reporting</h3>
The distinction between financial accounting and financial reporting will be highlighted, illustrating their interrelationships and specific roles in shaping business strategy and operations.
<h3>Financial Reporting and Accounting - Integration in Business</h3>
Participants in the financial accounting and reporting course will learn how accounting and financial reporting are integrated within business operations, influencing decision-making processes and supporting strategic financial planning.
Participants in this financial accounting, reporting, and analysis course will learn valuable financial accounting reporting analysis and decision-making techniques, understand how to dissect financial statements to evaluate business performance, make informed decisions, and drive corporate success.
<h2>Targeted Groups</h2>
<ul>
<li>Financial accounting team members.</li>
<li>Financial planning and budgeting professionals.</li>
<li>Strategic planning and head office team members.</li>
<li>Corporate communication and investor relations professionals.</li>
<li>Investment analysts and advisers.</li>
<li>Auditors and tax managers.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this financial accounting and reporting course, the participants will be able to:
<ul>
<li>Evaluate new investment proposals and determine their value to the organization.</li>
<li>Understand and use analytical tools and techniques.</li>
<li>Appreciate the importance of investments in maintaining growth and competitiveness.</li>
<li>Identify the role of accounting standards in financial communication.</li>
<li>Apply essential accounting standards in their enterprises.</li>
<li>Understand auditing roles.</li>
<li>Increase awareness of financial analysis and capital appraisal techniques.</li>
<li>Understand business risk concerns.</li>
<li>Increase the ability to identify problem areas.</li>
<li>Gain confidence in tackling new challenges.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Mapping trial balance accounts to financial statement accounts.</li>
<li>Practicing financial statement note preparation.</li>
<li>Adhering to minimum disclosure requirements.</li>
<li>Applying international financial reporting standards (IFRS).</li>
<li>Using Excel and pivot tables for reporting.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Financial Reporting and Corporate Governance</h3>
<ul>
<li>Exploring business objectives and shareholder wealth.</li>
<li>Discussing the users of financial information.</li>
<li>The role of accounting in financial reporting.</li>
<li>Examining critical financial statements and their purposes.</li>
<li>Delving into the conceptual framework of accounting and financial reporting.</li>
<li>Introduction to accounting standards.</li>
<li>The development of accounting standards.</li>
<li>Analyzing international financial scandals.</li>
<li>The agency problem.</li>
<li>The role of audit in financial accountability.</li>
<li>Understanding the need for corporate governance, including comparisons across regions.</li>
<li>Corporate governance in the UK, US, and GCC countries.</li>
<li>Detailed analysis of the Balance Sheet components and their limitations.</li>
<li>Shareholders equity.</li>
<li>Current and noncurrent assets.</li>
<li>Current and noncurrent liabilities.</li>
<li>Working capital.</li>
<li>Preparing the balance sheet.</li>
<li>What does the balance sheet tell us?</li>
<li>What are its limitations?</li>
<li>Learning accounting terminology</li>
</ul>
<h3>Unit 2: Accounting Systems, Reporting, and Decisions</h3>
<ul>
<li>Preparation of the Income Statement.</li>
<li>Calculation of profit.</li>
<li>Categories of income and expenditure.</li>
<li>Valuation of current and noncurrent assets.</li>
<li>The format of the Income Statement and Balance Sheet.</li>
<li>The link between cash and profit.</li>
<li>The link between asset valuation and profit.</li>
<li>Inventory, receivables, payables, and money.</li>
<li>The application of judgment.</li>
<li>The nature and purpose of working capital.</li>
<li>Management accounting and cost-volume-profit (CVP) analysis.</li>
<li>Break-even analysis.</li>
<li>The impact of volume and sales changes on cost structures.</li>
<li>The limitations of break-even analysis.</li>
</ul>
<h3>Unit 3: Cash Flow and Investment Appraisal</h3>
<ul>
<li>The purpose of the cash flow statement and its contents.</li>
<li>The preparation and presentation of the cash flow statement.</li>
<li>Sources and uses of cash.</li>
<li>The link between the cash flow statement, the balance sheet, and the income statement.</li>
<li>The Cash Flow Statement as a predictor of future performance.</li>
<li>Interest rates and the time value of money.</li>
<li>Discounting and compounding - present values and future values.</li>
<li>Annuities and perpetuities.</li>
<li>Investment appraisal: what is an investment?</li>
<li>Appraisal techniques NPV and IRR.</li>
<li>Relevant cash flows and free cash flows.</li>
<li>The effect of inflation.</li>
<li>Dealing with risk and uncertainty.</li>
<li>Asset replacement and annual equivalent value.</li>
<li>Capital rationing.</li>
<li>Managing the investment project.</li>
</ul>
<h3>Unit 4: Financing and Cost of Capital</h3>
<ul>
<li>Financing the business.</li>
<li>Financing principles.</li>
<li>Sources and types of finance and the effect of gearing.</li>
<li>Defensive, neutral, aggressive financing policies.</li>
<li>Stock market listing.</li>
<li>The cost of capital.</li>
<li>Cost of equity (Ke).</li>
<li>Cost of debt (Kd).</li>
<li>Weighted average cost of capital (WACC).</li>
<li>Capital asset pricing model (CAPM).</li>
<li>The need for company valuations.</li>
<li>Valuation methods: Net assets; PE Ratio; dividend growth model; present value of future free cash flows; capitalized earnings.</li>
<li>Shareholder value-added.</li>
<li>Financial growth modeling: analysis of growth patterns.</li>
<li>Use of Excel for growth forecasting.</li>
<li>DCF valuation.</li>
</ul>
<h3>Unit 5: Analysis and Interpretation of Financial Reports</h3>
<ul>
<li>The contents of the published annual report.</li>
<li>Recent developments in financial reporting.</li>
<li>Interpretation of financial statements.</li>
<li>Common size analysis.</li>
<li>Ratio analysis, including the Dupont system.</li>
<li>Profitability ratios.</li>
<li>Liquidity ratios.</li>
<li>Efficiency ratios.</li>
<li>Capital structure ratios.</li>
<li>Investment performance ratios.</li>
<li>Measuring performance – cash ratios or profit ratios?</li>
<li>Value-added analysis.</li>
<li>Segmental analysis.</li>
<li>The shortcomings of financial statements, for interpretation purposes.</li>
<li>Predicting corporate failure.</li>
<li>Non-financial factors.</li>
<li>General financial management issues.</li>
<li>The effect of poor liquidity.</li>
<li>Post balance sheet events and contingencies.</li>
<li>The auditors report.</li>
<li>Failure-predicting ratios.</li>
<li>Multivariate failure predicting models – Altman Z score.</li>
</ul>
<h2>Senior Accountant Financial Reporting</h2>
Participants interested in advancing their career to a senior accountant role in financial reporting will engage in analyzing corporate financial accounting and reporting.
Financial reporting training courses and certification options will be discussed for those looking to specialize, providing a pathway to becoming a proficient financial reporting accountant.">

12 - 23 May 2024

6500 Euro

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Setting & Controlling Budgets Training Course - (FA 2002)

Introduction</h2>
Setting and controlling budgets accurately and adequately is fundamental to every successful business.
This budget setting and control seminar shows how budgeting is linked to strategy, costing, and performance measurement.
The budget setting and control seminar aims to clarify the jargon and budgeting methodology within managerial accounting and performance measurement.
<h2>Enhancing Budgeting Proficiency</h2>
In a dynamic corporate environment, the budgeting and cost control course is designed not merely as a financial budgeting course but as a comprehensive experience to enhance economic and operational synergy.
Participants aiming to refine their budget management skills and acquire budgeting skills will find the material aligning with the latest methodologies in budgeting and cost control training courses.
<h2>Targeted Groups</h2>
<ul>
<li>General management.</li>
<li>Estimating and costing control.</li>
<li>Project management.</li>
<li>Asset management.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this budget setting and control course, the participants will be able to:
<ul>
<li>Link finance and operation for budgeting purposes and strategy execution.</li>
<li>Learn how to build a comprehensive performance measurement system.</li>
<li>Develop an understanding of the corporate budgeting process.</li>
<li>Interpret the financial impact of strategic directions.</li>
<li>Understand the problems of overhead allocation and how Activity-Based Analysis may aid decision-making and pricing strategies.</li>
<li>Understand the budgeting methods most beneficial to them.</li>
<li>Understand how to construct a relevant and efficient budget.</li>
<li>Evaluate the usefulness of costing techniques in accurately calculating and ensuring profitability.</li>
<li>Reinforce and expand their knowledge by linking budgeting to strategy and performance measurement.</li>
<li>Expand their understanding by linking financial and operational issues.</li>
<li>Learn to be aware of the non-financial implications of budgeting.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Strategic planning.</li>
<li>The linkages between planning, budgeting, costing, and performance measurement.</li>
<li>The features of budgetary control.</li>
<li>Cost analysis.</li>
<li>The role of full costing and contribution margin.</li>
<li>Advantages and disadvantages of budgeting.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Strategic and Financial Planning</h3>
<ul>
<li>Financial vs. managerial accounting.</li>
<li>Exploring the linkages between strategy, budgeting, costing, and performance measurement.</li>
<li>Understanding what strategic planning is and why it is essential.</li>
<li>Mission vision strategy goals and objectives.</li>
<li>The outside environment and the internal context: SWOT and PESTEL analysis.</li>
<li>What is happening in your company?</li>
<li>Looking for the drivers of value creation.</li>
</ul>
<h3>Unit 2: The Framework for Budgeting</h3>
<ul>
<li>What is a budget?</li>
<li>Why create a budget?</li>
<li>The budgeting framework</li>
<li>Various types of budgets.</li>
<li>The budgeting process and the human side of budgeting.</li>
<li>Sales forecasting and budgeting schedules.</li>
<li>What is your company's budgeting process?</li>
<li>Top-down vs. bottom-up budget.</li>
<li>Incremental vs. zero-based.</li>
<li>Examples of budgetary schedules.</li>
</ul>
<h3>Unit 3: Cost Analysis for Budgeting</h3>
<ul>
<li>What is the cost? Defining costs.</li>
<li>Cost behavior is fixed and variable.</li>
<li>"Breakeven" models - the equation method.</li>
<li>The contribution margin concept.</li>
<li>Direct and indirect costs.</li>
<li>Traditional vs. activity-based costing.</li>
<li>Product vs. period costs.</li>
</ul>
<h3>Unit 4: Controlling The Budget Variances</h3>
<ul>
<li>What is the situation in your organization?</li>
<li>Do departments and projects organize budgeting?</li>
<li>Budget variance analysis.</li>
<li>Describe the difference between a static budget and a flexible budget.</li>
<li>Compute flexible-budget variances and sales-volume variances.</li>
<li>Explain why standard costs are often used in variance analysis.</li>
<li>Integrate continuous improvement into variance analysis.</li>
</ul>
<h3>Unit 5: Beyond Budgeting: Broadening Performance Measurement Systems</h3>
<ul>
<li>Advantages and disadvantages of budgeting.</li>
<li>How do you improve budgeting in your organization?</li>
<li>What next? Beyond the budget.</li>
<li>The balanced scorecard: linking strategy to budgeting to performance measurement.</li>
<li>Financial perspective, customer perspective.</li>
<li>Internal business process perspective, learning, and growth perspective.</li>
<li>Developing and adapting the balanced scorecard.</li>
</ul>
This budget setting and control course focuses on project management, budget control, budget analyst certification, and even the best budget training for those seeking comprehensive budget management and control education.
With the meticulous inclusion of management control and budgeting principles, the budget setting and control course ensures participants can effectively manage training budgets and master money-handling skills training. It creates robust budget training for managers, preparing them to contribute effectively to their organizations.">

Sharm El-Sheikh (Egypt)

28 Apr - 02 May 2024

3500 Euro

28 Apr - 02 May 2024

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International Financial Reporting Standards (IFRS) Course - (FA 2003)

Introduction</h2>
In a global and increasingly competitive environment, the need for effective and enforced Corporate Governance and International Financial Reporting Standards (IFRS) is all too evident.
This IFRS certificate program establishes the case for Corporate Governance and International Financial Reporting Standards by examining inappropriate practices such as creative accounting and off-balance sheet financing.
This course on Financial Accounting with International Financial Reporting Standards highlights egregious examples such as "Enron" and "WorldCom."
Participants in this International Financial Reporting Standards course then delve into evaluating and interpreting financial reports prepared under IFRS.
<h2>Importance of IFRS</h2>
Understanding and implementing International Financial Reporting Standards (IFRS) ensures international financial accounting transparency, efficiency, and integrity.
This IFRS course addresses these standards' critical role in the global economic landscape and why IFRS is essential for maintaining consistency across financial reporting.
<h2>IFRS Certificate Program</h2>
The culmination of the IFRS training course is the opportunity for participants to earn a certificate in international financial reporting, signifying a comprehensive understanding and proficiency in financial accounting and international financial reporting standards.
This IFRS certificate program is designed for those aiming to acquire an IFRS accounting certification.
By integrating an in-depth IFRS workshop and international financial accounting course content, this program prepares professionals for a robust career in international accounting standards and reporting.
<h2>Targeted Groups</h2>
<ul>
<li>Finance professionals.</li>
<li>Accountants.</li>
<li>Auditors.</li>
<li>Individuals seeking comprehensive knowledge to enhance their careers in financial accounting with International Financial Reporting Standards.</li>
</ul>
<h2>Course Objectives</h2>
Participants who complete this IFRS certification course will be able to:
<ul>
<li>Become aware of the case for Corporate Governance and International Financial Reporting Standards.</li>
<li>Identify the creative accounting methods adopted by companies when preparing their financial statements.</li>
<li>Appreciate the lessons from accounting scandals such as the "Enron" and "WorldCom" cases.</li>
<li>Gain an understanding of the structure of IFRS.</li>
<li>Why is IFRS important?</li>
<li>Become aware of adopting IFRS, Current Issues/IFRS convergence Projects, and the convergence problems.</li>
<li>Present financial statements under IFRS.</li>
<li>Balance sheet: statement of financial position.</li>
<li>Income statement: statement of comprehensive income.</li>
<li>Cash flow statement: statement of cash flows.</li>
<li>Statement of changes in equity.</li>
<li>Statement of recognized income or expense ("SORIE").</li>
<li>Notes, including a Summary of the significant accounting policies.</li>
<li>Gain an understanding of the effective IFRS.</li>
<li>Evaluate and analyze financial statements and the impact of IFRS.</li>
</ul>
<h2>Targeted Competencies</h2>
By the end of this IFRS training course, participants will have competency in:
<ul>
<li>Understanding financial statement accounts.</li>
<li>Reporting financial account balances and transactions.</li>
<li>Applying IFRS in practical scenarios.</li>
<li>Keeping up-to-date with IFRS amendments.</li>
<li>Managing accounting for assets.</li>
<li>Accounting for liabilities.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Corporate Governance and International Financial Reporting Standards (IFRS)</h3>
<ul>
<li>Establishing the case for corporate governance and IFRS.</li>
<li>Exploring creative accounting and off-balance sheet finance.</li>
<li>Learning from "Enron" and other accounting scandals.</li>
<li>The intersection of corporate governance and corporate social responsibility.</li>
<li>Addressing the problems of convergence.</li>
</ul>
<h3>Unit 2: The Structure of IFRS</h3>
<ul>
<li>Overview of International Financial Reporting Standards.</li>
<li>International accounting standards.</li>
<li>Understanding interpretations and their significance.</li>
<li>Standing interpretations committee.</li>
<li>The process and challenges of adopting IFRS.</li>
<li>Current issues and projects aimed at IFRS convergence.</li>
</ul>
<h3>Unit 3: The Framework for the Preparation and Presentation of Financial Statements</h3>
<ul>
<li>Exploring the purpose and status of IFRS</li>
<li>The scope of International Financial Reporting Standards.</li>
<li>The objective of International Financial Reporting Standards.</li>
<li>Understanding the underlying assumptions.</li>
<li>Qualitative characteristics driving financial statements.</li>
<li>Identifying the elements of financial statements and their recognition.</li>
<li>Methodologies for measuring the aspects within financial statements.</li>
</ul>
<h3>Unit 4: Introduction to Financial Reports</h3>
<ul>
<li>Detailed analysis of IFRS-based financial reporting, including IAS 1, IFRS 1, IAS 8, IAS 10, IAS 18, and IFRS 8.</li>
<li>Dissecting the Balance sheet.</li>
<li>Income statement presentations.</li>
<li>Mastering the cash flow statement.</li>
<li>The statement of changes in equity.</li>
<li>Reviewing the statement of recognized income or expense (SORIE).</li>
<li>Unpacking the notes, including a summary of the significant accounting policies.</li>
</ul>
<h3>Unit 5: Financial Reports in Detail 1</h3>
<ul>
<li>IAS 1 presentation of financial statements.</li>
<li>IAS 8 accounting policies, changes in accounting estimates, and errors.</li>
<li>IAS 10 events after the balance sheet date.</li>
<li>IAS 18 revenue.</li>
<li>IAS 23 borrowing costs.</li>
<li>IAS 16 property, plant, and equipment.</li>
<li>IAS 17 leases.</li>
<li>IAS 7 cash flow statements.</li>
</ul>
<h3>Unit 6: Financial Reports in Detail 2</h3>
<ul>
<li>IFRS 3 business combinations.</li>
<li>IAS 27 consolidated and separate financial statements.</li>
<li>IAS 36 impairment of assets.</li>
<li>IAS 37 provisions, contingent liabilities, and contingent assets.</li>
<li>IAS 38 intangible assets.</li>
<li>IAS 39 financial instruments: recognition and measurement.</li>
<li>IFRS 7 financial instruments: disclosures.</li>
<li>The structure and content of the annual report and an organization's accounts notes of explanation.</li>
<li>A review of annual reports and accounts from around the world.</li>
</ul>
<h3>Unit 7: The Analysis of Accounting Information</h3>
<ul>
<li>Unveiling the fundamentals of ratio analysis:</li>
<ul>
<li class="ql-indent-1">Who?</li>
<li class="ql-indent-1">Why?</li>
<li class="ql-indent-1">What?</li>
<li class="ql-indent-1">When?</li>
</ul>
<li>Standard size statements and their applications.</li>
<li>Using rates of change statements and ratios for dynamic analysis.</li>
</ul>
<h3>Unit 8: Tips for Analyzing Financial Reports Using Excel Spreadsheet</h3>
<ul>
<li>Employing formulas.</li>
<li>Financial functions for analysis.</li>
<li>Leveraging the data analysis ToolPak features.</li>
<li>Graphing and charting data for visual insights.</li>
</ul>
<h3>Unit 9: Comprehensive Review of Financial Reporting Information</h3>
<ul>
<li>Focusing on working capital and cash flow management.</li>
<li>Delving into debtors (accounts receivable).</li>
<li>Creditors (accounts payable).</li>
<li>Scrutinizing capital structure and its reporting nuances.</li>
</ul>
<h3>Unit 10: Using Techniques</h3>
<ul>
<li>Implementing Z Score for financial stability analysis.</li>
<li>Employing statistical and regression analysis for predictive insights.</li>
<li>Engaging with case studies for contextual understanding.</li>
</ul>">

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The Oxford Advanced Finance Leaders Program - (FA 2004)

Introduction</h2>
This prestigious Oxford high-performance leadership Programme is designed to equip leaders with the crucial skills to navigate the complex world of high-stakes finance and leadership.
Part of a series of distinguished programs, such as the Oxford Leadership Programme and the Oxford High-performance Leadership Programme, this course aims to be a bastion for advanced finance leaders by intertwining financial acumen with executive leadership skills.
This advanced finance leaders seminar combines some of the most critical management, leadership, and financial management areas: mastering people management and team leadership skills and financial analysis, planning, and control.
The Oxford leadership course is integral to the finance leadership development program for current and future finance leaders.
<h2>Targeted Groups</h2>
<ul>
<li>Managers, supervisors, and team leaders.</li>
<li>Project management professionals.</li>
<li>Human resources and other non-financial areas.</li>
<li>Accountants.</li>
<li>Financial analysts.</li>
<li>Auditors.</li>
<li>Financial personnel and senior finance professionals.</li>
<li>Professionals who want to understand the financial aspects of their roles better.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this Oxford leadership course, the participants will be able to:
<ul>
<li>Understand their role as managers and leaders.</li>
<li>Establish clear objectives and standards of performance for the team.</li>
<li>Manage their workload using effective prioritization, delegation, and information management techniques.</li>
<li>Maximize their influencing skills.</li>
<li>Develop and leverage the capabilities of team members.</li>
<li>Expose to various leadership and management practice approaches, allowing them to select those most suitable for their situation and personal style.</li>
<li>Experimenting with critical techniques before applying them in the workplace will help build the confidence to move beyond traditional assumptions about the 'right' way to manage.</li>
<li>Broaden their financial knowledge to enable them to develop and manage the financial aspects of their role more effectively and improve performance.</li>
<li>Acquire the ability, when involved in decisions about investment, operations, or financing, to choose the most appropriate tools from the wide variety of financial techniques available to provide a quantitative analysis.</li>
<li>Understand the financial tools and techniques that support an organization's planning and control concerning their departments, business units, and businesses.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Leadership skills.</li>
<li>Building and managing teams.</li>
<li>Communication skills.</li>
<li>Time management</li>
<li>Problem-solving.</li>
<li>Decision making.</li>
<li>Financial analysis, planning, and control.</li>
<li>Financial decision-making.</li>
<li>Investment analysis.</li>
<li>Business performance management.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Understanding Your Role</h3>
<ul>
<li>Leader or manager?</li>
<li>Self-perception.</li>
<li>Beyond the job description, find out what your organization requires of you.</li>
<li>Balancing conflicting stakeholder demands.</li>
<li>Understanding the nature of change.</li>
<li>A model for implementing change.</li>
</ul>
<h3>Unit 2: Personal Effectiveness, Time Management, and Delegation</h3>
<ul>
<li>Understanding yourself and your organizational environment.</li>
<li>Outcome orientation.</li>
<li>Setting personal and team objectives.</li>
<li>Managing performance.</li>
<li>Finding and using time effectively.</li>
<li>A model for effective delegation.</li>
</ul>
<h3>Unit 3: Communication, Influence & Conflict Management</h3>
<ul>
<li>Channels of communication.</li>
<li>Effective listening skills.</li>
<li>Emotions and rapport.</li>
<li>Persuasion and negotiation: the keys to personal influence.</li>
<li>Managing conflict assertively.</li>
</ul>
<h3>Unit 4: Team Building, People Management, and Motivation</h3>
<ul>
<li>How high-performing teams work.</li>
<li>Identifying team roles.</li>
<li>Teams in practice: team building exercise.</li>
<li>Motivation and reward.</li>
<li>Building and sharing a vision.</li>
<li>Different approaches to leadership.</li>
</ul>
<h3>Unit 5: Enhancing Team Performance through Coaching and Development</h3>
<ul>
<li>How do people learn?</li>
<li>Coaching for personal and team growth.</li>
<li>Feedback skills.</li>
<li>Development planning.</li>
<li>Next steps.</li>
</ul>
<h3>Unit 6: The Challenge of Financial Economic Decision-Making</h3>
<ul>
<li>The practice of financial-economic analysis.</li>
<li>Corporate value and shareholder value.</li>
<li>A dynamic perspective of business.</li>
<li>Benchmarking your own strategic position/competitor analysis.</li>
<li>The agency problem and corporate governance.</li>
<li>What information and data to use?</li>
<li>The nature of financial statements.</li>
<li>The context of financial analysis and decision-making.</li>
</ul>
<h3>Unit 7: Assessment of Business Performance</h3>
<ul>
<li>Ratio analysis and business performance.</li>
<li>Management's point of view.</li>
<li>Owners' point of view.</li>
<li>Lenders' point of view.</li>
<li>Ratios as a system – pyramids of ratios.</li>
<li>Integration of financial performance analysis – the "Dupont" system.</li>
<li>Economic value added (EVA).</li>
<li>Predicting financial distress.</li>
</ul>
<h3>Unit 8: Projection of Financial Requirements</h3>
<ul>
<li>Interrelationship of financial projections.</li>
<li>Operating budgets.</li>
<li>Standard costing and variance analysis.</li>
<li>Cash forecasts and cash budgets.</li>
<li>Sensitivity analysis.</li>
<li>Dynamics and growth of the business system.</li>
<li>Operating leverage.</li>
<li>Financial growth plans.</li>
<li>Financial modeling.</li>
</ul>
<h3>Unit 9: Analysis of Investment Decisions</h3>
<ul>
<li>Applying time-adjusted measures.</li>
<li>Net present value (NPV) and internal rate of return (IRR).</li>
<li>Strategic perspective.</li>
<li>EVA and NPV.</li>
<li>Refinements of investment analysis.</li>
<li>Equivalent annual cost (EAC).</li>
<li>Modified internal rate of return (MIRR).</li>
<li>Sensitivity analysis, scenario analysis, simulation, and NPV break-even.</li>
<li>Dealing with risk and changing circumstances.</li>
</ul>
<h3>Unit 10: Valuation and Business Performance</h3>
<ul>
<li>Managing shareholder value.</li>
<li>Shareholder value creation in perspective.</li>
<li>Evolution of value-based methodologies.</li>
<li>Creating value in restructuring and combinations.</li>
<li>Financial strategy in acquisitions.</li>
<li>Business valuation.</li>
<li>Business restructuring and reorganizations.</li>
<li>Management buyouts (MBOs) and management buy-ins (MBIs).</li>
</ul>">

Dubai (UAE)

05 - 16 May 2024

7000 Euro

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Mastering Leadership, Team Management, and Financial Excellence - (FA 2005)

Introduction</h2>
This mastering leadership and financial skills seminar brings together two of the most critical areas of financial management: understanding finance to influence strategic decisions and financial analysis, planning, and control.
<h2>Targeted Groups</h2>
<ul>
<li>Financial analysts.</li>
<li>Financial controllers.</li>
<li>Accountants.</li>
<li>Treasurers.</li>
<li>Corporate planning professionals.</li>
<li>Business development professionals.</li>
<li>Middle and junior management is a valuable element in their career advancement.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this mastering leadership and financial skills course, the participants will be able to:
<ul>
<li>Think and manage strategically and plan more effectively for the future.</li>
<li>Identify the role of financial management in strategic decision-making.</li>
<li>Use the financial techniques of planning and control.</li>
<li>Improve performance from the use of the tools of economic financial analysis.</li>
<li>Develop business strategies.</li>
<li>Understand how financial management supports strategic development.</li>
<li>Broaden their financial knowledge.</li>
<li>Develop and manage the financial aspects of their role more effectively and enhance their performance.</li>
<li>Increase their self-confidence in dealing with economic and financial issues and financial professionals.</li>
<li>Appreciate how such decisions may affect their departments, business units, and companies.</li>
<li>Acquire the ability, when involved in decisions about investment, operations, or financing, to choose the most appropriate tools from the wide variety of financial techniques available to provide a quantitative analysis.</li>
<li>Understand the exact nature and scope of the business problems to be analyzed.</li>
<li>Obtain quick 'ballpark' estimates of likely outcomes of decisions.</li>
<li>Understand the implications and relative importance of cash flow distinct from accounting profit in economic and financial analysis.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Strategic planning and thinking.</li>
<li>Financial statements.</li>
<li>Budgeting.</li>
<li>Financial risk management.</li>
<li>Business performance management.</li>
<li>Financial, economic decision-making.</li>
<li>Investment decision-making.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Fundamentals of Strategic Planning</h3>
<ul>
<li>What is strategy?</li>
<li>Strategic management.</li>
<li>Strategic analysis.</li>
<li>Mission.</li>
<li>Objectives.</li>
<li>Strategic decision-making.</li>
<li>The strategic planning process.</li>
<li>Environmental analysis.</li>
<li>Resources analysis.</li>
<li>Strategic choice and strategic decision-making.</li>
<li>Strategic implementation.</li>
<li>Corporate objectives and accountability.</li>
<li>Forecasting financial data.</li>
</ul>
<h3>Unit 2: Fundamentals of Financial Statements</h3>
<ul>
<li>Financial statements.</li>
<li>Balance sheet.</li>
<li>Income statement.</li>
<li>Alternative asset valuation methods.</li>
<li>Cash flow statement.</li>
<li>Standard size (or horizontal) trend analysis of financial statements.</li>
<li>Vertical trend analysis of financial statements.</li>
<li>Segmental analysis of financial statements.</li>
<li>Value-added analysis of financial statements.</li>
<li>Understanding the cash flow cycle and the operating cycle.</li>
<li>Break-even and multiple product break-even analysis.</li>
</ul>
<h3>Unit 3: Capital Structure and Leverage</h3>
<ul>
<li>Sources of funds.</li>
<li>Capital cost models.</li>
<li>Cost of equity.</li>
<li>Cost of debt.</li>
<li>Weighted average cost of capital (WACC).</li>
<li>Can we determine a company's optimal capital structure?</li>
<li>Capital structure models.</li>
<li>Preparing projections to assess financing needs.</li>
</ul>
<h3>Unit 4: Capital Budgeting</h3>
<ul>
<li>Future values, present values, and DCF.</li>
<li>Capital budgeting principles.</li>
<li>Methods of evaluating capital investment projects.</li>
<li>Accounting rate of return (ARR) and payback.</li>
<li>Net current value (NPV) versus internal rate of return (IRR).</li>
<li>How do you choose which method to use?</li>
<li>Equivalent annual cost (EAC) method.</li>
<li>Capital budgeting methods.</li>
<li>Capital asset pricing model (CAPM) versus arbitrage pricing theory (APT).</li>
<li>Does it make a difference whether we lease or buy?</li>
</ul>
<h3>Unit 5: Managing Financial Risks</h3>
<ul>
<li>The value of perfect information (VOPI)</li>
<li>Types of risk.</li>
<li>Risk management principles.</li>
<li>Talking to your bankers about managing risk.</li>
<li>How do you develop the tools for your company?</li>
<li>How to minimize risk?</li>
<li>Insurance and hedging.</li>
<li>Interest rate and foreign currency exchange rate risk.</li>
</ul>
<h3>Unit 6: The Challenge of Financial Economic Decision-Making</h3>
<ul>
<li>The practice of financial-economic analysis.</li>
<li>Corporate value and shareholder value.</li>
<li>A dynamic perspective of business Benchmarking your own strategic position/competitor analysis.</li>
<li>The agency problem and corporate governance.</li>
<li>What information and data to use?</li>
<li>The nature of financial statements.</li>
<li>The context of financial analysis and decision-making.</li>
</ul>
<h3>Unit 7: Assessment of Business Performance</h3>
<ul>
<li>Ratio analysis and business performance.</li>
<li>Management's point of view.</li>
<li>Owners' point of view.</li>
<li>Lenders' point of view.</li>
<li>Ratios as a system – pyramids of ratios.</li>
<li>Integration of financial performance analysis – the "Dupont" system.</li>
<li>Economic value added (EVA).</li>
<li>Predicting financial distress.</li>
</ul>
<h3>Unit 8: Projection of Financial Requirements</h3>
<ul>
<li>Interrelationship of financial projections.</li>
<li>Operating budgets.</li>
<li>Standard costing and variance analysis.</li>
<li>Cash forecasts and cash budgets.</li>
<li>Sensitivity analysis.</li>
<li>Dynamics and growth of the business system.</li>
<li>Operating leverage.</li>
<li>Financial growth plans.</li>
<li>Financial modeling.</li>
</ul>
<h3>Unit 9: Analysis of Investment Decisions</h3>
<ul>
<li>Applying time-adjusted measures.</li>
<li>Net present value (NPV) and internal rate of return (IRR).</li>
<li>Strategic perspective.</li>
<li>EVA and NPV.</li>
<li>Refinements of investment analysis.</li>
<li>Equivalent annual cost (EAC).</li>
<li>Modified internal rate of return (MIRR).</li>
<li>Sensitivity analysis, scenario analysis, simulation, and NPV break-even.</li>
<li>Dealing with risk and changing circumstances.</li>
</ul>
<h3>Unit 10: Valuation and Business Performance</h3>
<ul>
<li>Managing shareholder value.</li>
<li>Shareholder value creation in perspective.</li>
<li>Evolution of value-based methodologies.</li>
<li>Creating value in restructuring and combinations.</li>
<li>Financial strategy in acquisitions.</li>
<li>Business valuation.</li>
<li>Business restructuring and reorganizations.</li>
<li>Management buyouts (MBOs) and management buy-ins (MBIs).</li>
</ul>
<h2>Enhancing Team Management and Leadership in the Accounting Profession</h2>
By integrating core principles from the team management training course and mastering leadership, this mastering leadership and financial skills program equips professionals with the skills to lead accounting teams effectively. Leadership in the accounting profession is about managing numbers and steering a team to strategic success amidst financial complexities.
Participants will learn to align accounting leadership with strategic objectives, ensuring that they develop vital team management capabilities as they progress through the financial course. By the end of this finance and accounting course, attendees will have a grounded understanding of basic financial accounting and financial accounting and analysis, pivotal in shaping influential leaders within the industry.
For those looking to formalize their expertise, a certificate in financial accounting can be the step that sets them apart. Therefore, understanding why to take a finance course becomes clear—it's about mastering the art of decision-making and direction in a financial context, ultimately leading to financial excellence.">

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Advanced Cash Flow & Working Capital Management Course - (FA 2006)

Introduction</h2>
In recent years, there has been a growing recognition that, in the long run, effective management of cash flow is more important than profit. Long-term working capital and cash flow management are the actual value of a business.
The working capital and cash flow management course has also recognized the significant potential for improved financial performance from the more effective management of working capital – directly from immediate cash gains and reduced net interest costs and indirectly through its impact on increased profitability and return on capital employed.
A key challenge in achieving these performance improvements results from the fact that actual working capital levels and cash flow delivery are effectively determined by the day-to-day actions of many managers and staff, which in large corporations often run into tens of thousands.
This Advanced Cash Flow and Working Capital Management Course covers the principles, techniques, and skills involved in effectively managing cash flow and working capital in any business and aligns with professional cash flow management seminars and a week's Cash Flow training course to enhance financial proficiency.
<h2>A Week Cash Flow Model Training</h2>
As part of our advanced cash flow course, participants will delve into the intricacies of a week's cash flow model training.
This advanced cash flow course critical financial tool aids businesses in forecasting and planning their short-term cash requirements.
This cash flow model training underscores the importance of precision and strategic forecasting in maintaining corporate liquidity and securing financial stability.
<h2>Targeted Groups</h2>
<ul>
<li>Treasury team members.</li>
<li>Commercial managers.</li>
<li>Receivables and payables team members.</li>
<li>Planning and budgeting managers.</li>
<li>Financial and management accountants.</li>
<li>Capital investment and project management team members.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this working capital and cash flow management course, the participants will be able to:
<ul>
<li>Understand compelling cash flow management fundamentals, including optimizing the functional working capital level.</li>
<li>Develop practical experience in managing cash flow and optimizing working capital to facilitate such delivery in real-life business situations.</li>
<li>Increase personal financial skill levels.</li>
<li>Develop confidence through understanding the primary drivers of successful financial performance.</li>
<li>Learn many technical skills, all of which lead to the ability to calculate the required figures and implement them into value-adding business decisions.</li>
<li>Understand balance sheets and profit-and-loss statements.</li>
<li>Understand the importance of cash as the lifeblood of a business.</li>
<li>Focus on crucial inventory, accounts receivable, and accounts payable management areas.</li>
<li>Understand how to control and manage the cash flow of a business.</li>
<li>Forecast cash flows and draft a cash budget.</li>
<li>Evaluate projects based on their expected cash flows.</li>
<li>Incorporate risk into financial decisions.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Optimizing working capital.</li>
<li>Managing accounts receivable.</li>
<li>Managing inventory.</li>
<li>Strategic management of cash flow and working capital.</li>
<li>Planning, forecasting, and monitoring cash and working capital.</li>
<li>Financial modeling tools and techniques for cash flow and working capital management.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Accounting for Cash Flow Management and Performance</h3>
<ul>
<li>A Performance management model of cash flow.</li>
<li>The financial language.</li>
<li>Accounting basics.</li>
<li>Working capital and cash flow management.</li>
<li>The 3 Key financial statements.</li>
<li>Cash flow vs. profit.</li>
<li>Using financial statements to manage cash flow and working capital.</li>
</ul>
<h3>Unit 2: Measuring and Improving Performance</h3>
<ul>
<li>The impact of inflation on financial performance.</li>
<li>Measuring performance: ratios and KPIs.</li>
<li>Benchmarking of performance.</li>
<li>Ratios for cash flow and working capital management.</li>
<li>Basics of working capital management.</li>
<li>Credit risk management.</li>
<li>Financial modeling for cash flow and working capital management.</li>
<li>Spreadsheet modeling and tools and approaches.</li>
</ul>
<h3>Unit 3: Strategic Cash Management</h3>
<ul>
<li>Cash flow and Cost modeling.</li>
<li>The economic value cash flow model.</li>
<li>Time value of money and discounted cash flow (DCF).</li>
<li>The critical investment indicators.</li>
<li>Defining the proper base case, sensitivity, and risk analysis.</li>
<li>Treatment of working capital.</li>
<li>Valuing companies and acquisitions.</li>
<li>Where does net present value (NPV) come from?</li>
<li>The drivers of value.</li>
<li>Learning from experience and delivering project value.</li>
</ul>
<h3>Unit 4: Optimisation of Working Capital</h3>
<ul>
<li>Optimization, not minimization.</li>
<li>Key issues.</li>
<li>Stock.</li>
<li>Debtors.</li>
<li>Creditors.</li>
<li>Stores.</li>
<li>Settlement options.</li>
<li>The cost of working capital.</li>
<li>Long-term.</li>
<li>Short-term.</li>
<li>Practical examples.</li>
<li>Engaging the organization.</li>
</ul>
<h3>Unit 5: Cash Flow Planning and Forecasting</h3>
<ul>
<li>Approaches to managing cash resources.</li>
<li>Cash flow forecasting methods.</li>
<li>An integrated approach to risk management.</li>
<li>Techniques for managing risk.</li>
<li>Building a fundamental driver cash flow forecast.</li>
<li>Sensitivity testing cash flow forecasts.</li>
</ul>">

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Financial Analysis, Planning & Control Course - (FA 2007)

Introduction</h2>
Financial analysis, planning, and control provide an understanding of the various aspects of an organization, including what financial planning and analysis do to enhance financial decision-making and control.
The financial planning and analysis course strongly emphasizes the practical application of economic and financial models and analysis, which are utilized to evaluate the strategic and operational positions of the organization.
This financial planning and analysis training exemplifies critical financial planning best practices. It incorporates planning and analysis tools tailored to business needs.
By attending the financial planning and analysis course, participants will become adept at planning, assessing performance, and understanding the organization's financial health.
Financial planning and analysis are pivotal in guiding strategic decisions, and this financial analysis and planning course equips participants with the technical expertise required to delve into the financial and risk assessment aspects of their roles.
<h2>Targeted Groups</h2>
<ul>
<li>Finance managers.</li>
<li>Financial officers, controllers, and accountants.</li>
<li>Treasurers, corporate planning, and business development professionals.</li>
<li>Managers and professionals from other non-financial areas want to grasp the financial aspects of analysis, planning, and control.</li>
</ul>
<h2>Course Objectives</h2>
By the end of this financial analysis and planning course, participants will be able to:
<ul>
<li>Plan more effectively for the future.</li>
<li>Implement financial planning and analytics instruments for planning and control.</li>
<li>Enhance performance through the adept use of tools for economic and financial analysis.</li>
<li>Connect planning and budgeting with costing and performance measurement.</li>
<li>Expand their financial knowledge for better management of the financial aspects of their role.</li>
<li>Boost their confidence in dealing with financial issues and professionals.</li>
<li>Utilize financial considerations to support organizational strategic decisions.</li>
<li>Select suitable quantitative analysis tools for investment, operations, or financing decisions.</li>
<li>Gain insights into strategic planning and budgeting.</li>
<li>Learn business terminology for costing and budgeting.</li>
<li>Comprehend the significance of a robust costing and budgeting process.</li>
<li>Accurately grasp cost behavior.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Interpretation of financial statements.</li>
<li>Processing of financial data.</li>
<li>Proficiency in economic and financial analysis.</li>
<li>Risk management strategies.</li>
<li>Financial forecasting capabilities.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: The Challenge of Financial Economic Decision-Making</h3>
<ul>
<li>Financial-economic analysis best practices.</li>
<li>Maximizing corporate and shareholder value.</li>
<li>Strategic benchmarking and competitor analysis.</li>
<li>Tackling the agency problem and improving corporate governance.</li>
<li>Selecting relevant information and data for analysis.</li>
<li>Understanding the nature of financial statements</li>
<li>The context of financial analysis and planning decision-making.</li>
</ul>
<h3>Unit 2: Assessment of Business Performance</h3>
<ul>
<li>Conducting ratio analysis for comprehensive business performance evaluation.</li>
<li>Insights on management perspectives.</li>
<li>Owners' point of view.</li>
<li>Lenders' point of view.</li>
<li>A system-based view of ratios – pyramids of ratios.</li>
<li>Integrating financial performance through the "Dupont" system.</li>
<li>Appraisal of economic value added (EVA).</li>
<li>Techniques for predicting financial planning best practices distress.</li>
</ul>
<h3>Unit 3: Projection of Financial Requirements</h3>
<ul>
<li>The interrelationship between financial forecasts and projections.</li>
<li>Creating operative budgets.</li>
<li>Implementing standard costing, planning, and variance analysis.</li>
<li>Developing cash forecasts and budgets.</li>
<li>Sensitivity role of financial planning and analysis.</li>
<li>Understanding the dynamics of business growth systems.</li>
<li>Utilizing operating leverage in planning and analysis.</li>
<li>Best practices for crafting financial growth plans.</li>
<li>The essentials of financial modeling.</li>
</ul>
<h3>Unit 4: Planning and Analysis of Investment Decisions</h3>
<ul>
<li>Application of time-adjusted financial measures.</li>
<li>Assessing Net Present Value (NPV) and Internal Rate of Return (IRR).</li>
<li>Investment decisions from a strategic perspective.</li>
<li>Parallels between EVA and NPV.</li>
<li>Advanced consideration for investment analysis.</li>
<li>Equivalent annual cost (EAC).</li>
<li>Modified internal rate of return (MIRR).</li>
<li>Approaches to sensitivity analysis, scenario analysis, simulation, and NPV breakeven point determination.</li>
<li>Management of investment risk and adapting to changing circumstances.</li>
</ul>
<h3>Unit 5: Valuation and Business Performance</h3>
<ul>
<li>Strategies for maximizing shareholder value.</li>
<li>Shareholder value creation in perspective.</li>
<li>The evolution of value-based methodologies and their impact on firm performance.</li>
<li>Value creation in business restructurings and combinations.</li>
<li>Financial strategic orientation in acquisitions.</li>
<li>Techniques and approaches for comprehensive business valuation.</li>
<li>Business restructuring and reorganizations.</li>
<li>Management buyouts (MBOs) and management buy-ins (MBIs)</li>
</ul>
<h3>Unit 6: Strategic and Financial Planning</h3>
<ul>
<li>The differing roles of financial vs. managerial accounting.</li>
<li>Exploring synergies between strategy, budgeting, costing, and performance measurement.</li>
<li>Strategic planning fundamentals and their importance.</li>
<li>Mission, vision, refining strategy, setting goals, and financial objectives.</li>
<li>Engagement with external and internal environmental analyses: SWOT and PESTEL.</li>
<li>What is happening in your company?</li>
<li>Identifying drivers of value creation within a company</li>
</ul>
<h3>Unit 7: The Framework for Budgeting</h3>
<ul>
<li>The concept and purpose of budgeting.</li>
<li>Understanding the budgeting framework.</li>
<li>Exploration of various budget types.</li>
<li>Delving into the budgeting process and accounting for human factors.</li>
<li>Executing sales forecasting and budgeting schedules.</li>
<li>What is your company's budgeting process?</li>
<li>Comparing Top-down and Bottom-up budgeting methods.</li>
<li>Advantages of incremental vs. zero-based budgeting.</li>
</ul>
<h3>Unit 8: Cost Financial Analysis for Budgeting</h3>
<ul>
<li>Defining and classifying costs within an organization.</li>
<li>Behavioral analysis of costs (fixed and variable expenses).</li>
<li>Utilizing breakeven models through the equation method.</li>
<li>Embracing the contribution margin concept.</li>
<li>Distinguishing between direct and indirect costs.</li>
<li>Contrast between traditional and activity-based costing systems.</li>
<li>Differentiating product vs. period costs.</li>
</ul>
<h3>Unit 9: Controlling The Budget Variances</h3>
<ul>
<li>Assessing the budget organization within a company.</li>
<li>Analyzing budget variances at departmental and project levels.</li>
<li>Budget variance analysis and planning.</li>
<li>Differentiating between a static and a flexible budget.</li>
<li>Calculating flexible-budget variances and sales-volume variances.</li>
<li>Using standard costs for practical variance analysis.</li>
<li>Integrating continuous improvement frameworks into variance analysis procedures.</li>
</ul>
<h3>Unit 10: Beyond Budgeting, Broadening Performance Measurement Systems</h3>
<ul>
<li>Highlighting the pros and cons associated with budgeting.</li>
<li>Strategies for enhancing budgeting practices in an organization.</li>
<li>Exploring innovative practices that extend beyond traditional budgeting.</li>
<li>Implementing the Balanced Scorecard to create linkages between strategy, budgeting, and performance measurement.</li>
<li>Building financial and customer perspectives.</li>
<li>Internal business process, learning, and growth perspectives.</li>
<li>Adapting and developing the scorecard to fit organizational needs.</li>
</ul>">

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Financial Analysis, Modeling & Forecasting Course - (FA 2008)

Introduction</h2>
This comprehensive financial analysis, modeling, and forecasting course is intended to equip professionals with financial analysis and forecasting expertise.
The financial analysis, modeling, and forecasting course is designed for individuals looking to deepen their understanding of economic and financial analysis and those aspiring to enhance their modeling and forecasting skills with advanced techniques and Excel tools.
A thorough grasp of financial analysis principles is crucial for effective business management. This advanced financial modeling course goes beyond conventional financial analysis training courses.
The financial analysis, modeling, and forecasting course incorporates fundamental analysis principles and Excel's powerful capabilities to uncover strategic drivers that significantly uplift your organization's shareholder value.
<h2>Targeted Groups</h2>
<ul>
<li>Financial accounting team members.</li>
<li>Cost and management accounting staff.</li>
<li>Finance managers.</li>
<li>Planning managers.</li>
<li>Commercial managers.</li>
<li>Capital investment and project team members.</li>
</ul>
<h2>Course Objectives</h2>
Participants in the financial analysis, modeling, and forecasting course will be able to:
<ul>
<li>Grasp the essentials of strategic financial planning.</li>
<li>Employ cutting-edge financial analysis modeling and forecasting techniques.</li>
<li>Utilize financial tools, such as understanding the time value of money.</li>
<li>Determine critical performance indicators to manage business success drivers.</li>
<li>Forge tools for use in their businesses.</li>
<li>Learn the essential steps in developing a robust financial forecasting model.</li>
<li>Analyze a company's financial statements and forecast future performance.</li>
<li>Comprehend interest theory and time value of money applications.</li>
<li>Develop an economic and financial value-added model from a shareholder perspective.</li>
<li>Realize the extent of capital investment benefits.</li>
<li>Master Excel® tools like Solver, Goal Seek, and Scenario.</li>
<li>Impact shareholder value positively.</li>
<li>Gain confidence while discussing financial strategy.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Performing capital budgeting analysis.</li>
<li>Forecasting cash flow.</li>
<li>Calculating the cost of capital.</li>
<li>Practicing financial modeling and analysis course techniques.</li>
<li>Understanding scenario analysis.</li>
<li>Calculating free cash flow.</li>
<li>Utilizing advanced Excel features.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Overview of Financial Modelling and the International Business Environment</h3>
<ul>
<li>Define the team model and financial model.</li>
<li>Discover the 10 steps to create accurate economic and financial models.</li>
<li>Apply flowcharting techniques to enhance your model.</li>
<li>Overview of strategic and operational aspects in a global business context.</li>
<li>Understand the organizational planning model.</li>
<li>Delve into the product/decision/Information cycle.</li>
<li>Objectives of financial analysis.</li>
<li>Creating wealth by adding value.</li>
<li>Basic metrics of wealth creation and financial performance.</li>
</ul>
<h3>Unit 2: Analysing the Annual Report and Creating Shareholder Value</h3>
<ul>
<li>Dive into ratio analysis.</li>
<li>The heart of financial analysis</li>
<li>Utilize Excel templates for liquidity, leverage, and profitability metrics.</li>
<li>Interpret accrual accounting ratio analysis results.</li>
<li>Learn the "DuPont" formula and EVA® correlation.</li>
<li>Working with the Altman Z-Score</li>
<li>Benchmarking financial analysis with investment surveys.</li>
<li>Delve into shareholder value concepts.</li>
<li>Find the cost of equity.</li>
<li>Determine the cost of debt, preferred equity, and common equity.</li>
<li>Calculate the weighted average cost of capital WACC.</li>
<li>Construct the EVA© model.</li>
<li>Explore WACC's impact on acquisitions.</li>
</ul>
<h3>Unit 3: The Time Value of Money and Steps in Building Financial Models</h3>
<ul>
<li>Understand the effect of time on money value.</li>
<li>Master various interest calculations.</li>
<li>Using WACC and ROIC as benchmarks.</li>
<li>Utilize Excel® for present value, future value, NPV, IRR, and MIRR.</li>
<li>Apply IRR for capital project evaluation.</li>
<li>Know when to build models.</li>
<li>Understand models and shareholder value (EVA®).</li>
<li>Develop forecast validation criteria.</li>
<li>Determine model and forecast horizons.</li>
<li>Recognize risk in forecasts.</li>
<li>The significance of financial forecast model Excel assumptions.</li>
</ul>
<h3>Unit 4: Evaluating Capital Project Proposals and Excel Data Management</h3>
<ul>
<li>Identify the various types of capital projects.</li>
<li>Discuss the capital project evaluation process.</li>
<li>Determining the initial and subsequent capital project cash flows.</li>
<li>Create and develop a hurdle rate for projects.</li>
<li>Discuss terminal value in project analysis.</li>
<li>Apply Excel® for NPV, IRR, and discounted payback models.</li>
<li>Work with Financial Forecasting model methods.</li>
<li>Identify Historical Data patterns.</li>
<li>Leverage Excel® data analysis tools.</li>
<li>Critical Factors in Determining the Proper Time Horizon to Choose for Your Model</li>
<li>Determining Degrees of reliability in model projections</li>
<li>Selecting the degree of robustness and sensitivity of the model</li>
<li>Understanding and applying established modeling techniques.</li>
</ul>
<h3>Unit 5: Time Series Analysis and Investment Portfolio Evaluation</h3>
<ul>
<li>Creating time series models with various analytical tools.</li>
<li>Exponential smoothing as data analysis.</li>
<li>Validate time series analysis effectiveness.</li>
<li>Grasp sensitivity analysis utility.</li>
<li>Develop What-if scenarios.</li>
<li>Utilize Excel scenario and goal seek tools.</li>
<li>Fundamental principles of risk in securities.</li>
<li>Portfolio expected return and risk graphing with variance analysis.</li>
<li>Apply modern portfolio theory with the capital asset pricing model.</li>
<li>Portfolio management essentials.</li>
<li>Employ Excel to compute share beta on securities markets.</li>
</ul>">

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Financial Strategy: Essential Finance Management Skills Course - (FA 2011)

Introduction</h2>
This strategic financial management skills seminar provides an understanding of the essential fundamentals of corporate finance, financial strategy, and financial management.
Modern practical examples are presented with the theoretical principles to make the theory come to life.
The overriding objective of this strategic financial management skills seminar is to offer many integrated and powerful principles to help develop analytical skills and the decision-making capacity of the participants.
<h2>Targeted Groups</h2>
<ul>
<li>Strategy, Budgeting, and Planning Managers.</li>
<li>Finance and Treasury Professionals.</li>
<li>Capital Investment Managers and Analysts.</li>
<li>Investment Analysts and Advisers.</li>
<li>In this strategic financial management skills course, employees who want to gain excellent knowledge can improve their careers.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this strategic financial management skills course, the participants will be able to:
<ul>
<li>Use and evaluate the various techniques of capital investment appraisal.</li>
<li>Develop appropriate financial strategies.</li>
<li>Relate financial strategy to business strategy.</li>
<li>Effectively manage cash and working capital to reduce costs and improve cash flow.</li>
<li>Appreciate the importance of using the proper financial strategy to create shareholder value above market expectations.</li>
<li>Consider how corporate behavior impacts the achievement of corporate objectives and the importance of corporate governance.</li>
<li>Understand financial strategy relating to stages of corporate development and capital structure.</li>
<li>Use and evaluate the various techniques of capital investment appraisal.</li>
<li>Manage cash and working capital to reduce costs and improve cash flow.</li>
<li>Understand how to measure their contribution to the creation of value for the shareholders of the business.</li>
<li>Look at the capital structure and financial strategy in terms of the life cycle of the company and the weighted average cost of capital (WACC).</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Financial strategic thinking.</li>
<li>Understanding financial statements.</li>
<li>Financial analysis.</li>
<li>Working capital management.</li>
<li>Preparing operating budgets.</li>
<li>Making capital budget decisions.</li>
<li>Financial decision-making.</li>
<li>Cost management.</li>
<li>Value management.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Financial Strategy and Corporate Behaviour</h3>
<ul>
<li>Corporate objectives and financial strategy.</li>
<li>Financial statements – analysis and interpretation (Part 1).</li>
<li>Risk and company financing.</li>
<li>Cost of equity and debt capital.</li>
<li>Agency theory.</li>
<li>Corporate governance.</li>
<li>Financial Statements regulatory.</li>
</ul>
<h3>Unit 2: Financial Strategy and Stages of Corporate Development</h3>
<ul>
<li>Financial analysis – Analysis and interpretation (Part 2).</li>
<li>Strategic development – analytical techniques.</li>
<li>"DuPont" analysis.</li>
<li>The business life cycle.</li>
<li>Capital structure and weighted average cost of capital (WACC).</li>
<li>Dividend policy.</li>
<li>Cash and working capital.</li>
<li>Working capital ratios.</li>
<li>Z scores and credit ratings.</li>
</ul>
<h3>Unit 3: Costs & Value Management</h3>
<ul>
<li>Cost and value.</li>
<li>Cost analysis and control.</li>
<li>Strategic approaches to cost reduction and cost management.</li>
<li>Cost structure and breakeven.</li>
<li>New theories and practices in cost analysis control and management.</li>
<li>Value management.</li>
<li>Value-based pricing.</li>
<li>The value chain.</li>
<li>Financial strategy and integrated cost/value analysis.</li>
</ul>
<h3>Unit 4: Budgeting, Planning, and Business Strategy</h3>
<ul>
<li>Strategy models.</li>
<li>Business Strategy related to financial strategy.</li>
<li>Planning and budgeting models.</li>
<li>Linking budgets to business and financial strategy plans.</li>
<li>Build managing.</li>
<li>Delegating budgets effectively.</li>
<li>Beyond budgeting.</li>
</ul>
<h3>Unit 5: Capital Investment Decisions</h3>
<ul>
<li>Discounted cash flow (DCF).</li>
<li>Evaluating capital investment projects.</li>
<li>Comparison of alternative methods of investment appraisal.</li>
<li>Capital budgeting.</li>
</ul>
<h3>Unit 6: Restructuring, Reorganisations, Mergers, and Acquisitions</h3>
<ul>
<li>Reasons and justifications for mergers and acquisitions.</li>
<li>Share valuation models and financing acquisitions.</li>
<li>Financial strategy in acquisitions and takeover bid defenses.</li>
<li>Business restructuring and reorganizations.</li>
</ul>
<h2>Exploring Strategic Financial Management</h2>
In this financial strategy course, you will explore advanced strategic financial management practices and gain essential finance skills.
What is financial strategic management? It is part of a financial management certificate program.
The advanced strategic financial management course provides a financial risk management certification for those seeking to expand their training.
Participants in the accounting and financial management course will also sharpen their financial accounting skills, enabling them to make more informed and strategic financial decisions.
The financial management certificate program is perfect for professionals eager to understand the intricacies of accounting and financial management within strategic management finance.">

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Corporate Financial Restructuring & Management Course - (FA 2013)

Introduction to Corporate and Financial Restructuring</h2>
Corporate financial restructuring encompasses a range of strategies to reorganize a company's economic and financial structure to increase stakeholder value.
Mismanagement and external factors can often erode this value, and the financial restructuring course is imperative to understand how to implement change effectively.
In this corporate financial restructuring course, we delve into the intricacies of corporate and financial restructuring, emphasizing the practical approaches to addressing such challenges in today's rapidly evolving business landscape.
We aim to give participants robust knowledge of financial restructuring and how to differentiate it from operational restructuring, providing them with the tools and frameworks necessary for making informed decisions in real-world scenarios.
<h2>Targeted Groups</h2>
<ul>
<li>Top management of corporations.</li>
<li>Finance managers.</li>
<li>Finance professionals.</li>
<li>Operations professionals.</li>
<li>Individuals seeking to enhance financial and managerial acumen.</li>
</ul>
<h2>Course Objectives</h2>
Upon completion of this financial restructuring course, participants will:
<ul>
<li>Gain a comprehensive understanding of the various forms of restructuring.</li>
<li>Discuss the distinctions between corporate and financial restructuring.</li>
<li>Evaluate the strategic choices between acquiring and divesting operating units.</li>
<li>Develop effective techniques to value entities or entire firms.</li>
<li>Explore strategies for leveraging and deleveraging.</li>
<li>Assess the risks and benefits associated with corporate and financial restructuring models.</li>
<li>Understand the risks and rewards of leverage.</li>
<li>Calculate the value of the firm in the real world.</li>
<li>Understand the cost and benefits of divestiture.</li>
<li>Enhance their knowledge with the use of restructuring modeling.</li>
<li>Enhance their analytical abilities, particularly with Excel® models.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Knowledge about financial restructuring and corporate acquisitions.</li>
<li>Advanced Excel analysis skills for financial modeling.</li>
<li>Expertise in restructuring financial modeling.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Introduction to Restructuring Modeling</h3>
<ul>
<li>Overview of restructuring modeling dynamics.</li>
<li>The restructuring modeling framework.</li>
<li>Proactive planning for restructuring before it is needed.</li>
<li>Defensive restructuring planning because it is necessary.</li>
<li>Distress and difficulty in planning restructuring when there is no choice.</li>
<li>Restructuring modeling parties.</li>
<li>Creditors and what they expect.</li>
<li>Shareholders and what do they hope for.</li>
<li>Employees and what they wish for.</li>
</ul>
<h3>Unit 2: The Why and How of Restructuring Modeling</h3>
<ul>
<li>Motivations behind corporate restructuring modeling.</li>
<li>Why do corporate restructuring?</li>
<li>Successful restructuring execution in the contemporary business environment.</li>
<li>When is the right time for corporate reorganization?</li>
<li>The coordination and implementation of corporate restructuring all.</li>
<li>The checklist for success restructuring modeling.</li>
<li>Valuation assessment of firms (as-is value).</li>
<li>Decision-making for product/service mix in restructuring scenarios.</li>
<li>Distinguishing between strategic partnerships and mergers.</li>
<li>Leverage yes or no; pros and cons.</li>
</ul>
<h3>Unit 3: Valuation in Corporate Restructuring</h3>
<ul>
<li>Introduction of valuation in corporate restructuring.</li>
<li>Approaches for accurate valuation in financial restructuring.</li>
<li>Assessing liquidation values in financial restructuring modeling.</li>
<li>Fire sale.</li>
<li>Orderly.</li>
<li>Asset-based methods.</li>
<li>Utilizing comparables of market-driven.</li>
<li>Analyzing free cash flows.</li>
<li>Free cash flow to the firm.</li>
<li>Free cash flow to equity.</li>
<li>Examining option-based valuation techniques.</li>
</ul>
<h3>Unit 4: Leverage in Financial Restructuring</h3>
<ul>
<li>The implications of leveraging and deleveraging decisions</li>
<li>Leverage yes or no; pros and cons.</li>
<li>Establishing rates of return.</li>
<li>Adjusting the costs of debt and equity for leverage.</li>
<li>Capital structure optimization and bond buyback strategies.</li>
<li>Bond buybacks (Example).</li>
<li>Leveraged Buy-Outs (LBOs).</li>
<li>Considerations for going private in the costs vs. the benefits.</li>
<li>The rationale for high leverage.</li>
<li>Calculating your debt capacity.</li>
<li>Excel model for decision.</li>
</ul>
<h3>Unit 5: Divestitures in Corporate Financial Management</h3>
<ul>
<li>Why divest a business unit?</li>
<li>The rationale for divestiture vs. alternatives.</li>
<li>Analyzing alternatives: divestiture, spin-offs.</li>
<li>Equity carve-outs.</li>
<li>Strategic voluntary liquidations.</li>
<li>Decision-making Excel models.</li>
</ul>
Through this corporate financial management course, participants will gain a deeper understanding of corporate and financial accounting principles, explore restructuring modeling techniques, and gain expertise immediately applicable to real-world situations.
Whether for a financial management corporation or an individual business, this corporate and financial restructuring course provides a pathway to mastering the complexities of corporate financial management and restructuring.">

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Business Financial & Accounting Skills Course - (FA 2014)

Introduction</h2>
Effective planning and control entails developing skills far beyond mastery of any discipline. This business financial course addresses critical issues such as cost analysis, continuous improvement of cost assignment, budgeting, management control, and performance evaluation.
In doing so, the business finance accounting program pushes participants to understand the cause-and-effect relationship among business strategy and vision, operational objectives, measures, and targets, as well as advanced performance measurement and reporting.
A solid grasp of financial accounting skills is essential in achieving the outcome of this business finance accounting course.
<h2>Targeted Groups</h2>
<ul>
<li>Financial professionals.</li>
<li>Finance controllers.</li>
<li>Treasury and inventory professionals.</li>
<li>Senior professionals with a direct responsibility for financial management and control.</li>
<li>Accountants.</li>
<li>Planners and cost professionals.</li>
<li>Professionals who are responsible for any portion of the planning process.</li>
<li>Professionals at a medium and senior level who are part of the financial decision-making team.</li>
<li>Persons who are interested in gaining such excellent skills to improve their career.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this business finance training, participants will be able to:
<ul>
<li>Master the finance and accounting language to understand business processes.</li>
<li>Analyze budgeting purposes and decision-making.</li>
<li>Link strategy to costing and performance evaluation.</li>
<li>Understand costing and budgeting terminology used in business management and finance.</li>
<li>Determine the total costs of outputs for the goods and services provided.</li>
<li>Master traditional techniques and recent best practices.</li>
<li>Link finance and operation for budgeting purposes and strategy execution.</li>
<li>Learn how to build a comprehensive performance measurement system.</li>
<li>Enhance cost and budgeting awareness.</li>
<li>Understand how to construct a relevant and efficient budget.</li>
<li>Evaluate the usefulness of costing techniques in accurately calculating and ensuring profitability.</li>
<li>Expand their knowledge by linking budgeting to strategy and performance measurement.</li>
<li>Expand their understanding by linking financial and operational issues.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Financial accounting.</li>
<li>Analysis thinking.</li>
<li>Cost analysis.</li>
<li>Cost control.</li>
<li>Budgeting.</li>
<li>Interpreting financial statements.</li>
<li>Balanced scorecards.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Management and Financial Accounting: Key Concepts and Terminology</h3>
<ul>
<li>Identify the significant differences and similarities between financial and managerial accounting.</li>
<li>Understand the role of management accountants in an organization.</li>
<li>Linking strategy to planning and costing.</li>
<li>The critical role of budgeting and cost control in contemporary organizations.</li>
<li>Towards a cross-functional process view of the organization.</li>
<li>Understand your processes: integrating financial and nonfinancial aspects.</li>
<li>Understanding the financial statements.</li>
</ul>
<h3>Unit 2: Cost Analysis</h3>
<ul>
<li>What is the cost?</li>
<li>Cost concepts and terminology.</li>
<li>Different costs for different purposes.</li>
<li>Fixed vs. variable costs: the cost-volume-profit analysis model.</li>
<li>Contribution margin analysis.</li>
<li>Manufacturing vs. non-manufacturing costs.</li>
<li>Period vs. product costs: inventory evaluation and control.</li>
</ul>
<h3>Unit 3: Traditional VS Advanced Techniques in Cost-Control</h3>
<ul>
<li>Under-costing and over-costing: the consequences for profitability</li>
<li>How to refine a costing system?</li>
<li>Indirect vs. direct costs.</li>
<li>Traditional cost allocation systems vs. activity-based costing.</li>
<li>Cost hierarchy and cost drivers.</li>
<li>Linking resources, activities, and management.</li>
<li>Introducing activity-based budgeting and management.</li>
</ul>
<h3>Unit 4: Flexible Budgets and Variance Analysis</h3>
<ul>
<li>The role of budgeting.</li>
<li>Define the master budget and explain its significant benefits to an organization.</li>
<li>Describe the difference between a static budget and a flexible budget.</li>
<li>Compute flexible-budget variances and sales-volume variances.</li>
<li>Discuss the behavioral implications of budgeting.</li>
<li>The budgeting process in your organization: how to improve it?</li>
<li>Which tools shall we use to complement budgeting and costing?</li>
</ul>
<h3>Unit 5: Measuring Corporate Performance</h3>
<ul>
<li>The Balanced Scorecards and Six Sigma.</li>
<li>Broadening performance measurement systems.</li>
<li>The crucial role of customer satisfaction and business process reengineering.</li>
<li>Beyond budgeting: integrating financial and nonfinancial issues.</li>
<li>Introducing the Balanced Scorecard.</li>
<li>The key perspectives.</li>
<li>Introducing the strategy maps.</li>
<li>Introducing Six Sigma.</li>
</ul>
<h2>Enhancing Financial and Nonfinancial Skills for Nonfinancial Managers</h2>
This introductory finance course is also designed for nonfinancial managers.
The business financial accounting course bridges the gap in finance and accounting for nonfinancial managers by equipping them with the necessary skills to understand financial reports, manage budgets, and analyze financial data.
Participants will gain a robust understanding of business finance accounting, which is crucial when making strategic decisions, operating departments, or communicating financially with stakeholders.">

28 Apr - 02 May 2024

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Budgeting, Forecasting & Planning Process Course - (FA 2015)

Introduction</h2>
A comprehensive budgeting, forecasting, and planning process course is critical for the successful financial management of any organization.
This budgeting and forecasting process course is designed to provide attendees with a robust understanding of these processes, integrating key concepts and techniques.
Through this budgeting and forecasting process course, participants will learn the essential components of financial planning, the intricacies of forecasting, and the meticulous nature of budgeting.
<h2>Targeted Groups</h2>
<ul>
<li>Financial accounting team members.</li>
<li>Cost and management accounting staff.</li>
<li>Finance professionals.</li>
<li>Planning managers.</li>
<li>Commercial managers.</li>
<li>Capital investment and project team members.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this budgeting and forecasting certification course, participants will be able to:
<ul>
<li>Develop strategic thinking, use the strategic management process to develop missions and objectives, and conduct strategic analysis and decision-making.</li>
<li>Understand the relationship between financial planning, budgeting and forecasting, and integration of the strategic management process with the budgeting cycle.</li>
<li>Understand cost behavior, the use of alternative costing systems, and cost/volume/profit (CVP) analysis</li>
<li>Develop and prepare an operating budget and how it may be funded using alternative sources of finance.</li>
<li>Use various Excel models to forecast sales pricing, optimal product mix, and long- and short-term sales levels.</li>
<li>Build financial growth planning models and traditional and activity-based budget models, and improve budget accuracy.</li>
<li>Use budgetary control techniques: development of product standards, flexed budgets, and variance analysis and use of the results of variance analysis to improve operational performance.</li>
<li>Determine a company’s cost of capital and use the technique of discounted cash flow (DCF) for capital budgeting and evaluation of capital project investment and risk analysis using the techniques of sensitivity, simulation, and scenario analysis.</li>
<li>Use Excel tools to develop strategic financial models, forecasts, and budgets.</li>
<li>Understand the relationship between the strategy, the forecast, and the budget.</li>
<li>Make improved budgeting decisions to increase their effectiveness within the organization.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Planning and budgeting process.</li>
<li>Forecasting cash flow.</li>
<li>Calculating the cost of capital.</li>
<li>Practicing financial modeling.</li>
<li>Budgeting.</li>
<li>Understanding scenario analysis.</li>
<li>Data analyzing.</li>
<li>Using advanced Excel.</li>
<li>Balanced scorecard.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Planning for Success</h3>
<ul>
<li>What are planning strategies?</li>
<li>Work with the planning cycle.</li>
<li>Mission.</li>
<li>Strategic analysis.</li>
<li>Strategic choice.</li>
<li>Strategic implementation.</li>
<li>Corporate objectives.</li>
<li>Corporate value and shareholder value.</li>
<li>The agency problem and corporate governance.</li>
<li>Planning requirements and working capital.</li>
<li>Plan outline.</li>
<li>Financial planning for growth.</li>
<li>Financial modeling.</li>
<li>Development of the key performance indicators (KPIs).</li>
<li>The balanced scorecard.</li>
</ul>
<h3>Unit 2: The Forecasting Process</h3>
<ul>
<li>Determine the purpose and objective of the forecast.</li>
<li>Analyzing data.</li>
<li>Statistical analytical tools.</li>
<li>Quantitative analysis and forecasting.</li>
<li>Forecasting techniques.</li>
<li>Univariate analysis models: time series, moving averages, exponential smoothing, trend progression.</li>
<li>Causal analysis models – regression analysis.</li>
</ul>
<h3>Unit 3: Projecting Revenues – The Sales Budget</h3>
<ul>
<li>Projecting sales.</li>
<li>Long-term trend sales forecast.</li>
<li>Short-term trend sales forecast.</li>
<li>The basis of revenue assumptions.</li>
<li>Sales pricing.</li>
<li>Full cost pricing.</li>
<li>Marginal cost pricing.</li>
<li>Using Excel to project the optimum product mix.</li>
</ul>
<h3>Unit 4: The Nature and Behaviour of Costs</h3>
<ul>
<li>Cost behavior.</li>
<li>What is the cost?</li>
<li>What is the activity?</li>
<li>Cost classification.</li>
<li>Fixed costs and stepped fixed costs.</li>
<li>Variable costs and semi-variable costs.</li>
<li>Notional costs.</li>
<li>Cost allocation.</li>
<li>Product costs and period costs.</li>
<li>Product costing for inventory valuations and profit ascertainment.</li>
<li>Absorption costing.</li>
<li>Cost/volume/profit (CVP) and ‘what-if’ analysis.</li>
</ul>
<h3>Unit 5: The Budgeting Process</h3>
<ul>
<li>Why do we budget? - the purposes of budgeting</li>
<li>Planning and control.</li>
<li>Budgeting for sales and costs.</li>
<li>Stages in the budget process.</li>
<li>Budget preparation process.</li>
<li>Accounting for headcount and labor costs in the budget model.</li>
<li>Accounting for depreciation in the budget model.</li>
<li>Putting the budget together.</li>
</ul>
<h3>Unit 6: Budgetary Control</h3>
<ul>
<li>Standard Costing.</li>
<li>The purpose of standard costing.</li>
<li>Flexed budgets.</li>
<li>Variance analysis.</li>
<li>The reasons for variances.</li>
<li>Planning and operating variances.</li>
</ul>
<h3>Unit 7: Projecting Expenses – Activity-Based Costing (ABC) And Activity-Based Budgeting (ABB)</h3>
<ul>
<li>The activities that cause costs.</li>
<li>Processes and activities.</li>
<li>Under-costing and over-costing the product cost cross-subsidization.</li>
<li>Activity-based costing (ABC).</li>
<li>Refinement of the costing system.</li>
<li>ABC and cost management.</li>
<li>Design of ABC systems.</li>
<li>The cost hierarchy and cost drivers.</li>
<li>Advantages and disadvantages of ABC systems.</li>
<li>The ABB process is from traditional budgeting to activity-based budgeting (ABB).</li>
<li>Motivation and the behavioral aspect of budgeting.</li>
</ul>
<h3>Unit 8: The Time Value of Money</h3>
<ul>
<li>The impact time has on the value of money.</li>
<li>Future values and compound interest.</li>
<li>Present values.</li>
<li>Discounted cash flow (DCF).</li>
</ul>
<h3>Unit 9: Evaluating Capital Project Proposals</h3>
<ul>
<li>Various types of capital projects.</li>
<li>Capital project evaluation.</li>
<li>Capital investment project appraisal.</li>
<li>Accounting rate of return (ARR).</li>
<li>Payback method.</li>
<li>Net present value (NPV).</li>
<li>Internal rate of return (IRR).</li>
<li>Discounted payback method.</li>
<li>Choosing the proper investment appraisal method.</li>
<li>Equivalent annual cost (EAC) method.</li>
<li>Modified internal rate of return (MIRR).</li>
<li>Capital budgeting methods.</li>
<li>Capital rationing.</li>
<li>Profitability index (PI).</li>
</ul>
<h3>Unit 10: Putting the Pieces Together - The Budget</h3>
<ul>
<li>Long- and short-term funding.</li>
<li>Sources of finance.</li>
<li>Capital cost models.</li>
<li>Cost of equity.</li>
<li>Cost of debt.</li>
<li>Weighted average cost of capital (WACC).</li>
<li>Risk and the cost of capital.</li>
<li>Capital asset pricing model (CAPM) and the beta factor.</li>
<li>Optimal capital structure.</li>
<li>Capital structure models.</li>
</ul>
<h3>Unit 11: Budget Re-Projection – Evaluating Risk And Uncertainty</h3>
<ul>
<li>Risk and uncertainty decision rules.</li>
<li>Worst and best-case scenarios.</li>
<li>The value of perfect information (VOPI).</li>
<li>Analyzing risk: expected values; standard deviation.</li>
<li>Sensitivity analysis.</li>
<li>Simulation model.</li>
<li>Scenario analysis.</li>
<li>NPV break-even.</li>
</ul>">

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Corporate Financial Planning, Budgeting & Control Course - (FA 2016)

Introduction</h2>
This corporate financial planning and budgeting course enables delegates to make corporate financial decisions in an increasingly volatile international marketplace to increase profitability, maintain liquidity, and reduce financial risk.
The module follows the growth of a company from the development of a strategic corporate financial plan, the raising of finance, the preparation and management of budgets to support the plan, the management of financial risk, and, ultimately, the measurement and evaluation of performance.
<h2>Targeted Groups</h2>
<ul>
<li>Financial personnel.</li>
<li>Financial decision-makers.</li>
<li>Financial planners and analysts.</li>
<li>Managers are involved in planning and decision-making.</li>
<li>Persons with aims to work in finance-related fields.</li>
<li>Persons involved in risk management.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this corporate financial planning and budgeting course, the participants will be able to:
<ul>
<li>Develop effective corporate financial plans aimed at maximizing return and minimizing risk.</li>
<li>Evaluate the various methods of finance and make successful capital investment decisions.</li>
<li>Prepare, manage, and control budgets to support the corporate financial plans.</li>
<li>Identify and manage financial risk effectively.</li>
<li>Measure and manage performance effectively.</li>
<li>Create opportunities for your personal development and increased financial awareness.</li>
<li>Understand today's significant issues in international corporate finance and budgeting.</li>
<li>Develop their professional skills, powers of analysis, evaluation, and decision-making.</li>
<li>Make improved finance and capital budgeting decisions, increasing their importance to your organization.</li>
<li>Liaise effectively with other departments on matters of finance and budgeting</li>
<li>Identify areas where they can improve your company's financial performance, which will help your career development.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Strategic planning.</li>
<li>Financial planning.</li>
<li>Analytical skills.</li>
<li>Communication skills.</li>
<li>Building financial models.</li>
<li>Budgeting.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Corporate Financial Planning</h3>
<ul>
<li>Strategic planning.</li>
<li>The objective of the Firm is to meet shareholder and stakeholder objectives.</li>
<li>Agency theory for the relationship between shareholders management.</li>
<li>Creative accounting and the case of "Enron."</li>
<li>Preparing a strategic plan.</li>
<li>Financial management and financial planning for financial management's scope, role, and responsibilities.</li>
<li>Preparing a financial plan for the master budget.</li>
<li>Forecasting future Cash flows.</li>
<li>Time series analysis.</li>
<li>Correlation and regression.</li>
<li>Financial modeling.</li>
</ul>
<h3>Unit 2: Financing The Plan</h3>
<ul>
<li>Sources of finance are long-term and short-term.</li>
<li>Evaluation of the types of finance.</li>
<li>Equity finance.</li>
<li>Debt finance.</li>
<li>Hybrid finance and financial engineering.</li>
<li>The dividend decision.</li>
<li>The cost of capital.</li>
<li>Weighted average cost of capital (WACC).</li>
<li>Capital asset pricing model (CAPM).</li>
<li>The capital investment process.</li>
<li>Payback.</li>
<li>Accounting rate of return (ARR).</li>
<li>Net present value (NPV).</li>
<li>Internal rate of return (IRR).</li>
<li>Capital investment appraisal.</li>
<li>Capital rationing.</li>
</ul>
<h3>Unit 3: Preparing and Managing Budgets to Support the Financial Plans</h3>
<ul>
<li>Definition of budgets.</li>
<li>The budgetary process.</li>
<li>Types of budgets.</li>
<li>Fixed.</li>
<li>Flexible.</li>
<li>Incremental.</li>
<li>Zero based.</li>
<li>Activity-based budgets.</li>
<li>The purpose/benefits and problems/limitations of budgets.</li>
<li>Setting/implementing adequate budgets and setting/eliminating the problems.</li>
<li>Budgetary control.</li>
<li>Responsibility accounting and absorption costing.</li>
<li>Activity-based budgeting/costing (ABB, ABC).</li>
<li>Variance analysis.</li>
<li>Cost behavior and break-even analysis.</li>
<li>Sensitivity/what-if analysis.</li>
<li>What if analysis is combined with "DuPont" analysis?</li>
</ul>
<h3>Unit 4: Managing and Controlling Cash Flow to Support the Financial Plan</h3>
<ul>
<li>Cash vs. profit.</li>
<li>The cash conversion cycle.</li>
<li>Calculating and managing the cash flow cycle.</li>
<li>Cash flow ratios.</li>
<li>Working capital.</li>
<li>The cost of maintaining working capital.</li>
<li>Maintaining the optimum level of working capital.</li>
<li>Working investment ratios.</li>
<li>Preparing a monthly cash flow forecast.</li>
</ul>
<h3>Unit 5: Managing Financial Risk</h3>
<ul>
<li>Risk management.</li>
<li>Types of risk.</li>
<li>Identifying risk – SWOT analysis.</li>
<li>The significant quantitative and qualitative risks Facing Companies.</li>
<li>Establishing a risk management strategy.</li>
<li>Financial risk management and hedging techniques.</li>
<li>Financial risks.</li>
<li>Managing exchange rate and interest rate risk.</li>
<li>Derivatives.</li>
<li>Forwards.</li>
<li>Futures.</li>
<li>Options.</li>
<li>Swaps.</li>
<li>Risk management glossary of terms.</li>
</ul>
<h2>Corporate Financial Planning Tools and Techniques</h2>
Incorporating the latest corporate financial planning tools and techniques is essential for effective financial forecasting, corporate planning, and budgeting.
This corporate financial planning and budgeting course will delve into the usage of various tools, and participants will get hands-on experience in implementing these tools for creating robust financial plans and controlling financial operations.
This segment is crucial for those aiming to become certified corporate financial planning and analysis professionals.
<h2>Business Budgeting and Financial Control</h2>
Effective business budgeting and financial control are cornerstones of a controlled financial corporation.
This section of the corporate financial planning and budgeting course will explore how to prepare and manage budgets within the corporate financial planning and budgeting framework.
By the end of this corporate financial planning and budgeting course, participants will be capable of demonstrating proficiency in the budgetary process, a critical skill for aspiring financial controllers and those seeking certification in financial control courses.">

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The Oxford Financial Excellence Program - (FA 2017)

Introduction</h2>
This Oxford financial corporation seminar provides business professionals with a deeper understanding of financial management as practiced by today's most influential companies by demystifying the complex world of finance and providing the tools and insights you will need to meet your professional goals and the more significant goals of the organization you serve.
<h2>Targeted Groups</h2>
<ul>
<li>In this Oxford financial corporation course, Staff who wish to gain an up-to-date and broader perspective on how industry leaders continually improve their financial performance.</li>
<li>Financial and non-financial business professionals from all functions of a business.</li>
<li>Financial professionals want an update or a refresher of their knowledge.</li>
<li>Recent company recruits who need to learn about modern corporate financial performance management processes and develop their competencies in this area.</li>
<li>People from outside business who require a thorough conceptual and practical introduction to the leading players' performance management processes and techniques.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this Oxford financial corporation course, the participants will be able to:
<ul>
<li>Understand the fundamentals of the successful management of corporate financial performance, from the development of strategy through planning and budgeting to performance monitoring and control.</li>
<li>Develop practical experience in the workings of a best practice financial performance management model and how to improve corporate financial performance in real life.</li>
<li>Raise their financial skills.</li>
<li>Understand today's significant issues in international corporate finance and budgeting.</li>
<li>Make improved finance and capital budgeting decisions, increasing their importance to their organization.</li>
<li>Identify areas where they can improve their company's financial performance, which will help their career development.</li>
<li>Utilize sophisticated investment appraisal techniques.</li>
<li>Recognition of the appropriate tool to manage risk.</li>
</ul>
<h2>Targeted Competencies</h2>
At the end of this Oxford financial corporation course, the target competencies will be able to:
<ul>
<li>Understanding financial statements.</li>
<li>Evaluating financial performance.</li>
<li>Financial forecasting.</li>
<li>The financing decision.</li>
<li>Determining the cost of capital.</li>
<li>Evaluating investment opportunities.</li>
<li>Managing risk.</li>
<li>Strategic planning.</li>
<li>Cost management.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Corporate Financial Planning</h3>
<ul>
<li>Strategic planning.</li>
<li>The objective of the firm is to meet shareholder and stakeholder objectives.</li>
<li>Agency theory for The relationship between shareholders management.</li>
<li>Creative accounting and the case of "Enron."</li>
<li>Preparing a strategic plan.</li>
<li>Financial management and financial planning for financial management's scope, role, and responsibilities.</li>
<li>Preparing financial planning for mastering budgeting.</li>
<li>Forecasting future cash flows.</li>
<li>Time series analysis.</li>
<li>Correlation and regression.</li>
<li>Financial modeling.</li>
</ul>
<h3>Unit 2: Financing The Plan</h3>
<ul>
<li>Sources of finance for the long-term and short-term.</li>
<li>Evaluation of the types of finance.</li>
<li>Equity finance.</li>
<li>Debt finance.</li>
<li>Hybrid finance and financial engineering.</li>
<li>The dividend decision.</li>
<li>The cost of capital.</li>
<li>Weighted Average Cost of Capital (WACC).</li>
<li>Capital Asset Pricing Model (CAPM).</li>
<li>The capital investment process.</li>
<li>Payback.</li>
<li>Accounting Rate of Return (ARR).</li>
<li>Net Present Value (NPV).</li>
<li>Internal Rate of Return (IRR).</li>
<li>Capital investment appraisal.</li>
<li>Capital rationing.</li>
</ul>
<h3>Unit 3: Preparing and Managing Budgets to Support The Financial Plans</h3>
<ul>
<li>Definition of Budgets.</li>
<li>The Budgetary Process.</li>
<li>Types of Budgets.</li>
<li>Fixed.</li>
<li>Flexible.</li>
<li>Incremental.</li>
<li>Zero Based.</li>
<li>Activity-Based Budgets.</li>
<li>The purpose/benefits and problems/limitations of budgets.</li>
<li>Setting/implementing adequate budgets and eliminating the problems.</li>
<li>Budgetary control.</li>
<li>Responsibility accounting and absorption costing.</li>
<li>Activity-Based Budgeting/Costing (ABB, ABC).</li>
<li>Variance analysis.</li>
<li>Cost behavior and break-even analysis.</li>
<li>Sensitivity what-if analysis?</li>
<li>What-if analysis combined with "Du-Pont" analysis?</li>
</ul>
<h3>Unit 4: Managing and Controlling Cash-flow to Support the Financial Plan</h3>
<ul>
<li>Cash vs. profit.</li>
<li>The cash conversion cycle.</li>
<li>Calculating and managing the cash flow cycle.</li>
<li>Cash flow ratios.</li>
<li>Working capital.</li>
<li>The cost of maintaining working capital.</li>
<li>Maintaining the optimum level of working capital.</li>
<li>Working investment ratios.</li>
<li>Preparing a monthly cash flow forecast.</li>
</ul>
<h3>Unit 5: Managing Financial Risk</h3>
<ul>
<li>Risk management.</li>
<li>Types of risk.</li>
<li>Identifying risk in the SWOT analysis.</li>
<li>The significant quantitative and qualitative risks facing companies.</li>
<li>Establishing a risk management strategy.</li>
<li>Financial risk management and hedging techniques.</li>
<li>Financial risks.</li>
<li>Managing exchange rate and interest rate risk.</li>
<li>Derivatives.</li>
<li>Forwards.</li>
<li>Futures.</li>
<li>Options.</li>
<li>Swaps.</li>
<li>Risk management glossary of terms.</li>
</ul>
<h3>Unit 6: The Financial Markets</h3>
<ul>
<li>An introduction to the equity markets:</li>
<ul>
<li class="ql-indent-1">IPO.</li>
<li class="ql-indent-1">Market indices.</li>
<li class="ql-indent-1">International equity market links.</li>
<li class="ql-indent-1">An introduction to bond markets.</li>
<li class="ql-indent-1">Long-term versus short-term.</li>
<li class="ql-indent-1">Treasury versus corporate.</li>
<li class="ql-indent-1">Types of bond.</li>
<li class="ql-indent-1">The spot and forward market.</li>
<li class="ql-indent-1">Exchange rate trends and linkages.</li>
<li class="ql-indent-1">Carry trades.</li>
<li class="ql-indent-1">Futures.</li>
<li class="ql-indent-1">Options.</li>
<li class="ql-indent-1">An introduction to the FX market.</li>
<li class="ql-indent-1">An introduction to the derivatives market.</li>
<li class="ql-indent-1">The link between risk and return.</li>
</ul>
</ul>
<h3>Unit 7: Evaluating Investment Opportunities</h3>
<ul>
<li>The "Markowitz" model of portfolio risk.</li>
<li>The capital asset pricing model.</li>
<li>A practical application of the CAPM to a range of companies.</li>
<li>The time value of money and discounted cash flow techniques.</li>
<li>The "Gordon" growth model.</li>
<li>A practical application of forecasting dividends.</li>
<li>Determining the cost of debt.</li>
<li>The "Ameritrade" case.</li>
<li>The importance of the cost of capital.</li>
<li>Scenario analysis.</li>
<li>The Weighted Average Cost of Capital (WACC).</li>
<li>A practical application of the IRR approach.</li>
<li>Pitfalls in using the IRR approach.</li>
<li>Investment appraisal using the net present value approach.</li>
<li>Payback and adjusted payback.</li>
<li>The Internal Rate of Return (IRR) approach.</li>
</ul>
<h3>Unit 8: A Walkthrough of an Annual Report</h3>
<ul>
<li>The balance sheet.</li>
<li>The income Statement.</li>
<li>The cash flow Statement.</li>
<li>Ratio analysis.</li>
<li>A Practical application of ratio analysis.</li>
<li>Forecasting sales.</li>
<li>The cost of sales approach.</li>
</ul>
<h3>Unit 9: The Corporate Financing Decision</h3>
<ul>
<li>Financial leverage.</li>
<li>"Modigliani" and "Miller's" theory of capital structure.</li>
<li>Risk of bankruptcy.</li>
<li>The optimal capital structure.</li>
<li>Dividend decision.</li>
<li>The clientele effect.</li>
<li>Taxation effect.</li>
<li>The principal-agent problem.</li>
<li>The market for corporate control.</li>
</ul>
<h3>Unit 10: Risk Management</h3>
<ul>
<li>Hedging exchange rate risk using:</li>
<ul>
<li class="ql-indent-1">The forward market.</li>
<li class="ql-indent-1">The options market.</li>
<li class="ql-indent-1">Zero-cost collars.</li>
</ul>
<li>Hedging commodity price risk using:</li>
<ul>
<li class="ql-indent-1">Options.</li>
<li class="ql-indent-1">Futures.</li>
</ul>
</ul>">

12 - 23 May 2024

6500 Euro

13 - 24 May 2024

8500 Euro

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Advanced Financial Statements Analysis & Evaluation - (FA 2018)

Introduction</h2>
This advanced financial statement analysis course is designed as the best financial statement analysis course for professionals who aim to master advanced financial statement analysis techniques.
The financial statement analysis course will empower participants with the skills necessary to delve deep into the financial statements in accounting, providing a comprehensive understanding of what financial statements are and how they can be effectively utilized to gauge a business's financial health.
This financial statements course outline has been carefully crafted to help participants engage with the material and obtain substantive knowledge and practical skills.
The financial statement analysis course also addresses the critical aspects of financial risk and how to manage it, ensuring participants are well-equipped to identify and minimize risks to their organizations.
Participants in the financial statement analysis course can take on new challenges and make informed business decisions by understanding how to perform a financial statement analysis and evaluate financial statements.
<h2>Targeted Groups</h2>
<ul>
<li>CFOs.</li>
<li>Finance professionals.</li>
<li>Controllers and treasurers are responsible for the financial management of the organization.</li>
<li>In this financial statement analysis course, professionals who wish to improve, refresh, and update their understanding of the analysis of financial information and application</li>
</ul>
<h2>Course Objectives</h2>
Upon completion of this financial accounting training course, attendees will be equipped to:
<ul>
<li>Please read and understand their organization's annual financial report.</li>
<li>Conduct an advanced evaluation of their firm's financial performance.</li>
<li>Utilize analytical tools and techniques in practical case-study situations.</li>
<li>Identify business risks and manage them effectively.</li>
<li>Appreciate the strategic role of new investments in growth and competitiveness.</li>
<li>Enhance their management skills and increase their value to the organization.</li>
<li>Grasp the intricacies of capital investment decisions.</li>
<li>Apply advanced techniques in financial analysis and capital appraisal.</li>
<li>Identify and address problem areas within their organizations.</li>
<li>Approach new situations with increased confidence and insight.</li>
</ul>
<h2>Targeted Competencies</h2>
Upon completion of this financial accounting training course, the target competencies attendees will be equipped to:
<ul>
<li>Understanding and interpreting financial statements</li>
<li>Reading and analyzing annual reports</li>
<li>Processing and utilizing financial data for strategic benefits</li>
<li>Proficiency in advanced financial analysis</li>
<li>Strong risk management capabilities</li>
<li>Analyzing financial reporting standards used globally</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Introduction to Advanced Financial Analysis</h3>
<ul>
<li>Identifying the users of financial data.</li>
<li>Reviewing the three critical financial statements: performance, position, and cash flow.</li>
<li>Examining the necessity of financial data analysis.</li>
<li>Exploring the sources and types of financial information.</li>
<li>Cash flow cycle vs. the operating cycle.</li>
<li>Comprehensive ratio trend analysis of financial statements.</li>
<li>Categories of ratios and their contribution to company insights.</li>
</ul>
<h3>Unit 2: Financial Statements</h3>
<ul>
<li>Utilizing standard sizing to compare performance and position.</li>
<li>The format and structure of the balance sheet/statement of financial position.</li>
<li>Different sources and types of finance.</li>
<li>Preparing financial projections for potential financing sources.</li>
<li>Break-even analysis fundamentals.</li>
<li>Evaluating the lease vs. buy decision for equipment.</li>
<li>Consider outsourcing production through buying instead of making.</li>
</ul>
<h3>Unit 3: Analytical & Performance Tools & Techniques</h3>
<ul>
<li>Sources for financial data and information.</li>
<li>Accessible tools and techniques for financial statement analysis.</li>
<li>Employing graphical representation for data interpretation.</li>
<li>Fundamental statistical tools for financial data.</li>
<li>Applying statistical techniques to financial data.</li>
<li>Reporting and effective communication of financial information.</li>
<li>Identifying factors of financial distress.</li>
<li>Understanding and using Altman Z-score analysis.</li>
</ul>
<h3>Unit 4: Capital Project Analysis</h3>
<ul>
<li>Aligning new investment projects with corporate objectives.</li>
<li>Model-building and forecasting for investment projects.</li>
<li>Basic appraisal techniques of investment projects.</li>
<li>Time value in investment appraisal: net present value vs. internal rate of return.</li>
<li>Selecting the most appropriate appraisal method.</li>
<li>Evaluating the company's capital structure with cost of capital estimations.</li>
<li>Comparing the dividend valuation model and capital asset pricing model.</li>
</ul>
<h3>Unit 5: Coming to Terms with Risk</h3>
<ul>
<li>Principles of financial risk management.</li>
<li>Methods for analyzing and assessing financial risk.</li>
<li>Collaborating with bankers to manage financial risk.</li>
<li>Analytical tools for measuring various types of risk.</li>
<li>Custom tool development for specific firm needs.</li>
<li>Techniques such as scenario, sensitivity, and subjective analysis.</li>
<li>Strategies to minimize discovered risk factors.</li>
</ul>
<h2>The Importance of Advanced Financial Statement Analysis & Valuation</h2>
In this era of economic fluctuations and market uncertainties, conducting financial statement analysis and valuation is paramount.
Through this advanced financial statement analysis course on analyzing financial statements, you will uncover the methodologies and strategic processes involved in evaluating financial statements.
Expect to navigate complex financial scenarios and emerge with robust skills, ready to apply in real-world situations. This advanced financial statement analysis training will equip you to add value to your organization and advance your financial accounting and analysis career.">

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The Oxford 10-Day Mini MBA Master in Finance Course - (FA 2019)

Introduction</h2>
Today, business professionals must understand the flow of financial resources. Such an understanding is needed daily, whether used to anticipate trends, evaluate company performance, or obtain funding.
People from non-financial backgrounds are often called upon to make decisions based on modern financial controls, and they must have the know-how to navigate the financial systems that significantly impact their professional responsibilities.
This Oxford 10-day mini MBA master in finance course is designed to give business professionals a deeper understanding of corporate finance as practiced by today's most influential companies.
The Oxford 10-day mini MBA master in finance course is explicitly designed for non-financial personnel and non-financial business professionals promoted to financial positions.
This intensive Oxford 10-day mini MBA master in finance seminar approaches the subject of finance as it relates to the corporation.
<h2>MBA in Finance: An Introduction to the Oxford Experience</h2>
Incorporating elements of the Oxford finance master, this Mini MBA Master in Finance Course has been tailored to reflect the core concepts of an Oxford Master of Finance and MBA in finance and accounting programs.
As such, the Oxford mini MBA master in finance course serves as a cornerstone for those seeking to advance their careers through an Oxford MBA in finance, mainly focusing on a comprehensive MBA in finance course details and the question of what an MBA in accounting and finance is.
<h2>Targeted Groups</h2>
<ul>
<li>High-level managers are integral to the decision-making process.</li>
<li>Non-financial business professionals who have been promoted to financial positions.</li>
<li>Financial professionals want an update or a "refresher" of their knowledge.</li>
<li>Junior managers working in the finance area.</li>
<li>In this Oxford 10-day mini MBA master in finance course, people who want to gain excellent knowledge can improve their careers.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this Oxford 10-day mini MBA master in finance course, the participants will be able to:
<ul>
<li>Understand the appropriate discount rate to be used in investment appraisal.</li>
<li>Understand the pros and cons of different types of financing.</li>
<li>Recognize the factors that must be considered in deciding on a dividend policy.</li>
<li>Learn the exact nature and scope of the issue to be analyzed.</li>
<li>Define products available to manage risk.</li>
<li>Understand why correlation is so significant in managing risk.</li>
<li>Understand specific variables, relationships, and trends likely to help analyze an annual report.</li>
<li>Get the ability to participate actively in financial decision-making.</li>
<li>Appreciate the relative merits of varying asset classes.</li>
<li>Recognize the importance of risk in determining the cost of capital.</li>
<li>Utilize sophisticated investment appraisal techniques.</li>
<li>Appreciate the critical items from an annual report and recognition of essential ratios and linkages.</li>
<li>Recognize the appropriate tool to manage risk.</li>
<li>Integrate with spreadsheet modeling.</li>
</ul>
<h2>Targeted Competencies</h2>
At the end of this Oxford 10-day mini MBA master in finance course, the target competencies will be able to:
<ul>
<li>Financial analysis.</li>
<li>Financial decision making.</li>
<li>Risk management.</li>
<li>Financial statements.</li>
<li>Annual report.</li>
<li>Investment evaluation.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Introduction to the Financial Markets</h3>
<ul>
<li>An introduction to the equity markets:</li>
<ul>
<li class="ql-indent-1">IPO.</li>
<li class="ql-indent-1">Market indices.</li>
<li class="ql-indent-1">International equity market links.</li>
</ul>
<li>An introduction to bond markets.</li>
<li>Long-term vs. short-term.</li>
<li>Treasury vs. corporate.</li>
<li>Types of bonds.</li>
<li>The spot and forward market.</li>
<li>Exchange rate trends and linkages.</li>
<li>Carry trades.</li>
<li>Futures.</li>
<li>Options.</li>
<li>An introduction to the FX market.</li>
<li>An introduction to the derivatives market.</li>
<li>The link between risk and return.</li>
</ul>
<h3>Unit 2: Evaluating Investment Opportunities</h3>
<ul>
<li>The "Markowitz" model of portfolio risk.</li>
<li>The capital Asset pricing model.</li>
<li>Time value of money and discounted cash flow techniques.</li>
<li>The "Gordon" growth model.</li>
<li>A practical application of forecasting dividends.</li>
<li>Determining the cost of debt.</li>
<li>The "Ameritrade" case.</li>
<li>The importance of the cost of capital.</li>
<li>Scenario analysis.</li>
<li>The Weighted Average Cost of Capital (WACC).</li>
<li>A practical application of the IRR approach.</li>
<li>Pitfalls in using the IRR approach.</li>
<li>Investment appraisal using the net present value approach.</li>
<li>Payback and adjusted payback.</li>
<li>The Internal Rate of Return (IRR) approach.</li>
<li>Real options.</li>
</ul>
<h3>Unit 3: Annual Report</h3>
<ul>
<li>The balance sheet.</li>
<li>Income statement.</li>
<li>The cash flow statement.</li>
<li>Ratio analysis.</li>
<li>Forecasting sales.</li>
<li>The cost of sales approach.</li>
</ul>
<h3>Unit 4: The Corporate Financing Decision</h3>
<ul>
<li>Financial leverage:</li>
<ul>
<li class="ql-indent-1">"Modigliani" and "Miller's" theory of capital structure.</li>
<li class="ql-indent-1">The risk of bankruptcy.</li>
<li class="ql-indent-1">The optimal capital structure.</li>
</ul>
<li>The dividend decision.</li>
<li>Clientele effect.</li>
<li>Taxation effect.</li>
<li>The principal-agent problem.</li>
<li>The market for corporate control.</li>
</ul>
<h3>Unit 5: Risk Management</h3>
<ul>
<li>Hedging exchange rate risk using:</li>
<ul>
<li class="ql-indent-1">The forward market.</li>
<li class="ql-indent-1">The options market.</li>
<li class="ql-indent-1">Zero-cost collars.</li>
</ul>
<li>Hedging commodity price risk using:</li>
<ul>
<li class="ql-indent-1">Options.</li>
<li class="ql-indent-1">Futures.</li>
</ul>
</ul>">

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Budget Preparation and Planning Skills Course - (FA 2020)

Introduction to Budget Preparation and Planning Skills Course</h2>
Budget preparation skills is a comprehensive program that focuses on the essential skills required to understand the processes of costing and budgeting within organizations.
The budget preparation process program is designed to address all the relevant issues concerning cost analysis, budget preparation, and performance measurement.
This budget preparation process course is a must for all professionals who need to master their budgetary skills by learning how costs behave so that realistic business plans can be produced.
<h2>Targeted Groups</h2>
<ul>
<li>Finance professionals.</li>
<li>Accountants.</li>
<li>General accounting professionals.</li>
<li>Business unit professionals.</li>
<li>In this budget preparation, analysis, and control techniques, anyone who wants to understand the basics of budgeting and costing.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this budget preparation, analysis, and control techniques course, the participants will be able to:
<ul>
<li>Identify the critical factors required to understand business processes.</li>
<li>Develop a proper system of cost analysis for budgeting purposes.</li>
<li>Master the budgeting and financial skills required for better decision-making.</li>
<li>Identify sources of financial and operational data to support the budgeting process.</li>
<li>Learn new best practices to manage organizational performance.</li>
<li>Learn costing and budgeting terminology used in business.</li>
<li>Understand the importance of a well-defined costing and budgeting process.</li>
<li>Determine the total costs of outputs for the goods and services provided</li>
<li>Master traditional techniques and recent best practices.</li>
<li>Link finance and operation for budgeting purposes and strategy execution</li>
<li>Learn how to build a comprehensive performance measurement system.</li>
</ul>
<h2>Targeted Competencies</h2>
At the end of this budget preparation and planning course, the target competencies will be able to:
<ul>
<li>Interpreting financial statements.</li>
<li>Planning and budgeting.</li>
<li>Cost control.</li>
<li>Capital budgeting.</li>
<li>Applying cost-volume-profit analysis.</li>
<li>Utilizing breakeven analysis.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Budgeting and Its Role Within the Management Process</h3>
<ul>
<li>The role of budgeting within management accounting.</li>
<li>Linking costing and budgeting to strategy and performance measurement.</li>
<li>The process of value creation: implications for budgeting.</li>
<li>What is a budget, and why is costing fundamental?</li>
<li>Budgets of the financial expression of the operating plan.</li>
<li>Linking financial and operational issues.</li>
<li>Behavioral implications of budgeting.</li>
</ul>
<h3>Unit 2: The Framework for Budgeting</h3>
<ul>
<li>Elements of the budgetary framework.</li>
<li>Key concepts and terminology.</li>
<li>Advantages and disadvantages: critical issues to be discussed.</li>
<li>Overview of the financial statements.</li>
<li>Balance sheet, Income statement, and cash-flow statement.</li>
<li>Introducing cost analysis for decision-making.</li>
<li>The importance of understanding total costs.</li>
</ul>
<h3>Unit 3: Costs Analysis for Budgetary Purposes</h3>
<ul>
<li>Costing for budgeting: Why?</li>
<li>Cost terms and purposes.</li>
<li>Fixed and variable costs.</li>
<li>Cost, profit, and volume relationships.</li>
<li>The critical concept of contribution margin.</li>
<li>The direct and indirect costs of the avocation problem.</li>
<li>Traditional methods vs. activity-based costing.</li>
</ul>
<h3>Unit 4: Flexible Budgets and Variance Analysis</h3>
<ul>
<li>Budgeting for management control purposes.</li>
<li>Describe the difference between a static budget and a flexible budget.</li>
<li>Compute flexible-budget variances and sales-volume variances.</li>
<li>Explain why standard costs are often used in variance analysis.</li>
<li>How to interpret variance analysis?</li>
<li>Integrate continuous improvement into variance analysis.</li>
<li>Is budgeting enough?</li>
</ul>
<h3>Unit 5: Beyond Budgeting: Broadening Performance Measurement Systems</h3>
<ul>
<li>Shortcomings of traditional approaches to budgeting and measurement.</li>
<li>Linking financial to operational issues.</li>
<li>The balanced scorecard and Six Sigma.</li>
<li>Linking strategy execution to performance measurement.</li>
<li>Financial perspective, customer perspective.</li>
<li>Internal business budget preparation process perspective, learning, and growth perspective.</li>
<li>Developing and adapting the scorecard.</li>
</ul>">

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Finance and Accounting for Office Administrators & Secretaries - (FA 2021)

Introduction:</h2>
In today's fast-paced business world, office administrators, secretaries, and other administrative professionals play a crucial role in ensuring the smooth operation of financial tasks.
For professionals embarking on or aiming to improve their competencies in advanced financial accounting and reporting, as well as accounting and financial management, the Finance and Accounting for Office Administrators & Secretaries course can be an invaluable resource.
From gaining familiarity with the fundamentals of financial accounting to understanding financial accounting management, this finance accounting course seeks to reinforce your foundation and enhance your ability to engage with finance teams efficiently.
This course may pave the way for aspiring individuals to earn accounting and finance certifications, further solidifying their credentials in the field. Whether you're looking for an office management course, office administration training courses, or an office administration certificate program near you, this comprehensive office management and administration course could be the stepping stone you need.
Ideal for the accounting secretary or anyone in a supportive role within office administration, the office management course promises to deliver practical tools and insights to make a noticeable impact in your professional journey.
This accounting and financial management program introduces finance and accounting for those who need to gain prior knowledge of this business area. It is designed to train the participants to support operational and financial processes.
Those attending this office management course will understand the essential terminology of finance and accounting and learn the principles and techniques of accounting systems through practical examples and exercises.
The office management program aims to ensure that those who attend can perform more effectively and efficiently within the workplace.
<h2>Targeted Groups:</h2>
<ul>
<li>Secretaries.</li>
<li>Office administrators.</li>
<li>Personal assistants and executive assistants.</li>
<li>Administrative professionals and support staff.</li>
<li>Production and marketing professionals.</li>
<li>Anyone wishing to increase or update their awareness and understanding of finance and accounting methods and terminology.</li>
</ul>
<h2>Course Objectives:</h2>
At the end of this office administration and financial accounting course, the participants will be able to:
<ul>
<li>Appreciate the importance of the accounting and finance function and how it links with every part of the organization and its suppliers, customers, shareholders, lenders, and society.</li>
<li>Understand commonly used finance and accounting terminology, thereby allowing them to make a valuable contribution to the workplace in meetings or a supportive role.</li>
<li>Understand the principles of accounting for routine business transactions.</li>
<li>Summarize the results of business transactions over a while and prepare simple financial statements, including the income statement, balance sheet, and cash flow statement.</li>
<li>Analyze and compare company performance using fundamental ratios.</li>
<li>Understand how costing and budgeting techniques can help the company to maintain efficiency and profitability.</li>
<li>Acquire skills and knowledge that will help their personal development within the organization.</li>
<li>Become more aware of the significant issues facing their business.</li>
<li>Please enable them to liaise effectively with line managers and other departments.</li>
</ul>
<h2>Targeted Competencies:</h2>
At the end of this office administration and financial accounting course, the target competencies will be able to:
<ul>
<li>Financial awareness.</li>
<li>Understanding financial statements.</li>
<li>Analytical thinking.</li>
<li>Knowledge of cost systems.</li>
<li>Budgeting proficiency.</li>
</ul>
<h2>Course Content:</h2>
<h3>Unit 1: Introduction to Finance and Accounting:</h3>
<ul>
<li>What is accounting? What is finance?</li>
<li>The primary sources of long-term and short-term finance.</li>
<li>What is financial accounting?</li>
<li>What is management accounting?</li>
<li>A comprehensive overview of financial accounting vs. management accounting.</li>
<li>Simple rules of double-entry bookkeeping that can be applied to all financial transactions.</li>
<li>How do you record the things you buy and the things you sell?</li>
<li>How do you record business payments and receipts?</li>
<li>What is depreciation? Explanation of the various methods and their impact on profit.</li>
</ul>
<h3>Unit 2: The Financial Statements:</h3>
<ul>
<li>Preparing basic financial statements for the income statement and the balance sheet.</li>
<li>Key elements of financial statements are defined and explained.</li>
<li>How is profit calculated?</li>
<li>Distinguishing between revenue and capital expenditure.</li>
<li>Classifying assets and liabilities.</li>
<li>Understanding working capital.</li>
<li>Company net worth.</li>
<li>The distinction between profit and cash.</li>
<li>Analysis of published annual reports for stakeholders.</li>
</ul>
<h3>Unit 3: Basic Evaluation of Financial Statements:</h3>
<ul>
<li>The importance of evaluating financial statements.</li>
<li>Identifying stakeholders and understanding their information needs.</li>
<li>Techniques for common-size financial statements.</li>
<li>Ratio uses and assessing performance, including:</li>
<ul>
<li class="ql-indent-1">How do you calculate accounting ratios?</li>
<li class="ql-indent-1">How do we use ratio analysis to evaluate performance?</li>
<li class="ql-indent-1">Profitability ratios.</li>
<li class="ql-indent-1">Liquidity ratios.</li>
<li class="ql-indent-1">Operating efficiency ratios.</li>
<li class="ql-indent-1">Gearing ratios.</li>
</ul>
<li>Exploring the cash flow cycle and working capital management.</li>
<li>Methods to determine company valuation for the book value vs. market value.</li>
</ul>
<h3>Unit 4: Introduction to Costing Systems:</h3>
<ul>
<li>The process of collecting and analyzing costs.</li>
<li>Different cost analysis methods.</li>
<li>Understanding overheads and how to interpret them.</li>
<li>Defining the cost of production with marginal and total costs.</li>
<li>The impact of inventory on production costs.</li>
<li>Inventory valuation methods (FIFO, LIFO, and AVCO).</li>
<li>Marginal costing and its relation to costs, profit, and volume.</li>
<li>Determining the break-even point and margin of safety.</li>
<li>Conducting what-if analysis.</li>
</ul>
<h3>Unit 5: Budgets:</h3>
<ul>
<li>The link between corporate strategies and operational levels through budgeting.</li>
<li>The benefits and limitations of budgets.</li>
<li>Identifying the key features of budgets.</li>
<li>Techniques for essential budget forecasting.</li>
<li>The process of preparing a departmental budget.</li>
<li>Variance analysis: comparing actual performance to the budget.</li>
<li>The effects of budgets on motivation within an organization.</li>
</ul>
With this curriculum, participants will embark on an educational journey, delving into the multifaceted world of finance and accounting, empowered with knowledge that aligns with industry demands and personal career advancement.">

10 - 14 Jun 2024

4900 Euro

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Financial Analysis, Planning & Controlling Budgets Course - (FA 2022)

Introduction</h2>
This financial planning and analysis course combines essential financial management, planning, and control areas. It provides an understanding of the various aspects of an organization, from a calculative aspect to other related practices in the organization.
The critical element of the financial planning and analysis course is the focus on the practical application of economic and financial models and analysis, which are used to assess the strategic and operational positions of the organization.
As part of our commitment to providing the best financial statement analysis course, we ensure that the course encapsulates financial planning best practices to equip participants with robust budget analysis course methodologies and principles.
<h2>Financial Planning & Analysis and Performance Management</h2>
This certification for financial planning and budget analysis course focuses on integrating financial planning analysis and performance management strategies.
Participants in this budget analysis course will gain insights into synchronizing financial planning with operational performance metrics and aligning their budgets with strategic goals.
<h2>Targeted Groups</h2>
<ul>
<li>Project managers.</li>
<li>Financial analysts.</li>
<li>Financial controllers.</li>
<li>Accountants.</li>
<li>Treasurers.</li>
<li>Corporate planning.</li>
<li>Also, this financial planning and analysis course is suitable for all organizational management levels.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this financial planning and analysis course, participants will be able to:
<ul>
<li>Financial planning is more effective for the future.</li>
<li>Use the financial techniques of financial analysis planning and control.</li>
<li>Improve performance from the use of economic and financial analysis tools.</li>
<li>Link planning and budgeting with costing and performance measurement.</li>
<li>Master the skills of budgetary and cost control.</li>
<li>Understand how reliable available financial data is and how uncertainty and risk are likely to impact the outcomes of decisions.</li>
<li>Expand their financial knowledge, develop and manage the financial aspects of their role more effectively, and enhance their performance.</li>
<li>Increase their self-confidence in dealing with economic and financial issues and financial professionals.</li>
<li>Understand how financial considerations help to support an organization's strategic decisions.</li>
<li>Appreciate how such decisions may affect their own departments or business units, as well as their companies.</li>
<li>Acquire the ability, when involved in decisions about investment, operations, or financing, to choose the most appropriate tools from the wide variety of financial techniques available to provide a quantitative analysis.</li>
<li>Understand strategic planning and budgeting.</li>
<li>Link finance and operations for budgeting purposes and strategy execution.</li>
<li>Learn how to build a comprehensive performance measurement system.</li>
<li>Learn costing and budgeting terminology used in business.</li>
<li>Understand the importance of a well-defined costing and budgeting process.</li>
<li>Understand cost behavior more accurately.</li>
<li>Be able to perform and interpret variance analysis.</li>
</ul>
<h2>Targeted Competencies</h2>
At the end of this financial planning and analysis course, the target competencies will be able to:
<ul>
<li>Interpreting financial statements.</li>
<li>Planning and budgeting.</li>
<li>Cost control.</li>
<li>Capital budgeting.</li>
<li>Applying cost-volume-profit analysis.</li>
<li>Utilizing breakeven analysis.</li>
<li>Financial decision-making.</li>
<li>Business performance management.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: The Challenge of Financial Economic Decision-Making</h3>
<ul>
<li>The practice of financial-economic analysis.</li>
<li>Corporate value and shareholder value.</li>
<li>A dynamic perspective of business Benchmarking your own strategic position/competitor analysis.</li>
<li>The agency problem and corporate governance.</li>
<li>What information and data to use?</li>
<li>The nature of financial statements.</li>
<li>The context of financial analysis and decision-making.</li>
</ul>
<h3>Unit 2: Assessment of Business Performance</h3>
<ul>
<li>Ratio analysis and business performance.</li>
<li>Management's point of view.</li>
<li>Owners' point of view.</li>
<li>Lenders' point of view.</li>
<li>Ratios as a system in the pyramids of ratios.</li>
<li>Integration of financial performance analysis in the "Dupont" system.</li>
<li>Economic Value Added (EVA).</li>
<li>Predicting financial distress.</li>
</ul>
<h3>Unit 3: Projection of Financial Requirements</h3>
<ul>
<li>Interrelationship of financial projections.</li>
<li>Operating budgets.</li>
<li>Standard costing and variance analysis.</li>
<li>Cash forecasts and cash budgets.</li>
<li>Sensitivity analysis.</li>
<li>Dynamics and growth of the business system.</li>
<li>Operating leverage.</li>
<li>Financial growth plans.</li>
<li>Financial modeling.</li>
</ul>
<h3>Unit 4: Analysis of Investment Decisions</h3>
<ul>
<li>Applying time-adjusted measures.</li>
<li>Net present value (NPV) and internal rate of return (IRR)</li>
<li>Strategic perspective.</li>
<li>EVA and NPV.</li>
<li>Refinements of investment analysis.</li>
<li>Equivalent annual cost (EAC).</li>
<li>Modified internal rate of return (MIRR).</li>
<li>Sensitivity analysis, scenario analysis, simulation, and NPV breakeven.</li>
<li>Dealing with risk and changing circumstances.</li>
</ul>
<h3>Unit 5: Valuation and Business Performance</h3>
<ul>
<li>Managing shareholder value.</li>
<li>Shareholder value creation in perspective.</li>
<li>Evolution of value-based methodologies.</li>
<li>Creating value in restructuring and combinations.</li>
<li>Financial strategy in acquisitions.</li>
<li>Business valuation.</li>
<li>Business restructuring and reorganizations.</li>
<li>Management buyouts (MBOs) and management buy-ins (MBIs).</li>
</ul>
<h3>Unit 6: Strategic and Financial Planning</h3>
<ul>
<li>Financial vs. managerial accounting.</li>
<li>Exploring the linkages between strategy, budgeting, costing, and performance measurement.</li>
<li>Understanding what strategic planning is and why it is essential.</li>
<li>Mission vision strategy goals and objectives.</li>
<li>The outside environment and the internal context: SWOT and PESTEL analysis.</li>
<li>What is happening in your company?</li>
<li>Looking for the drivers of value creation.</li>
</ul>
<h3>Unit 7: The Framework for Budgeting</h3>
<ul>
<li>What is a budget - why create a budget?</li>
<li>The budgeting framework.</li>
<li>Various types of budgets.</li>
<li>The budgeting process and the human side of budgeting.</li>
<li>Sales forecasting and budgeting schedules.</li>
<li>What is your company's budgeting process?</li>
<li>Top-down vs. bottom-up budget.</li>
<li>Incremental vs. zero-based.</li>
</ul>
<h3>Unit 8: Cost Analysis for Budgeting</h3>
<ul>
<li>What is the cost? Defining costs.</li>
<li>Cost behavior of the Fixed and variable.</li>
<li>Breakeven models and the equation method.</li>
<li>The contribution margin concept.</li>
<li>Direct and indirect costs.</li>
<li>Traditional vs. activity-based costing.</li>
<li>Product vs. period costs.</li>
</ul>
<h3>Unit 9: Budgeting - Controlling The Budget Variances</h3>
<ul>
<li>What is the situation in your organization?</li>
<li>Do departments and or projects organize budgeting?</li>
<li>Budget variance analysis.</li>
<li>Describe the difference between a static budget and a flexible budget.</li>
<li>Compute flexible-budget variances and sales-volume variances.</li>
<li>Explain why standard costs are often used in variance analysis.</li>
<li>Integrate continuous improvement into variance analysis.</li>
</ul>
<h3>Unit 10: Beyond Budgeting: Broadening Performance Measurement Systems</h3>
<ul>
<li>Advantages and disadvantages of budgeting.</li>
<li>How do you improve budgeting in your organization?</li>
<li>What next? Beyond the budget.</li>
<li>The balanced scorecard: linking strategy to budgeting to performance measurement.</li>
<li>Financial perspective, customer perspective.</li>
<li>Internal business process perspective, learning, and growth perspective.</li>
<li>Developing and adapting the scorecard.</li>
</ul>">

28 Apr - 09 May 2024

6500 Euro

06 - 17 May 2024

8500 Euro

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Fundamentals of Finance & Accounting Training Course - (FA 2023)

Introduction</h2>
Financial skills and knowledge are essential for managers in all organizations, particularly given the more challenging business and economic climate and increased financial delegation.
This interactive and engaging program provides a solid foundation in finance and accounting to equip senior professionals who may need more formal training in these areas with the necessary skills to engage comfortably in financial discussions with peers and professionals.
<h2>Targeted Groups</h2>
<ul>
<li>All staff with financial responsibility.</li>
<li>Finance professionals who might benefit from a refresher.</li>
<li>Those involved in business decision-making.</li>
<li>Managers anticipating career development.</li>
<li>Strategy and planning professionals.</li>
<li>Corporate communication and investor relations professionals.</li>
<li>In this fundamentals of finance and accounting course, employees who want to gain significant knowledge to improve their careers.</li>
</ul>
<h2>Enhancing Financial Literacy for Nonfinancial Managers</h2>
Under the subtheme of fundamentals of finance and accounting for nonfinancial managers, this accounting fundamentals course is designed to demystify financial concepts and tools for individuals without a financial background.
Participants in this accounting fundamentals course will gain a comprehensive understanding of the essentials of finance and accounting and learn to apply this knowledge in their managerial roles effectively.
<h2>Course Objectives</h2>
By the end of this fundamentals of finance and accounting course, participants will be able to:
<ul>
<li>Read and interpret financial statements.</li>
<li>Analyze business performance.</li>
<li>Contribute to cash and working capital management.</li>
<li>Build budgets and manage costs.</li>
<li>Present business cases and utilize financing techniques to improve decision-making.</li>
<li>Understand the basic concepts of finance as it relates to their businesses.</li>
<li>Interpret their organization's financial signals.</li>
<li>Embrace the language of finance.</li>
<li>Understand balance sheets and profit-and-loss statements.</li>
<li>Control and manage a company's cash flow.</li>
<li>Earn the potential to receive an accounting fundamentals certificate.</li>
</ul>
<h2>Targeted Competencies</h2>
By the end of this fundamentals of finance and accounting course, the target competencies will be able to:
<ul>
<li>Understanding financial statements.</li>
<li>Financial analysis.</li>
<li>Working capital management.</li>
<li>Preparing operating budgets.</li>
<li>Making capital budget decisions.</li>
<li>Financial decision-making.</li>
</ul>
<h2>Foundations of Financial Accounting</h2>
Designed for individuals seeking to develop a robust base in accounting and finance, this training module called Foundations of Financial Accounting provides insights into fundamental accounting principles and methodologies that underpin the financial operations of an organization.
<h2>Course Content</h2>
<h3>Unit 1: The Basics</h3>
<ul>
<li>Accounting terminology and policies.</li>
<li>Accounting as an information system.</li>
<li>Exploring the accounting equation and its significance.</li>
<li>Generally Accepted Accounting Principles (GAAP).</li>
<li>Differentiating between cash and accrual basis accounting.</li>
<li>Basic cash flow statements.</li>
<li>Navigating an annual report.</li>
<li>The components of the yearly report package.</li>
<li>The role of the external auditor.</li>
<li>Reviewing the accountant's report and auditors' opinion.</li>
</ul>
<h3>Unit 2: How To Interpret Accounts and Financial Statement Analysis</h3>
<ul>
<li>Creating income statements and balance sheets.</li>
<li>Understanding financial and liquidity ratios.</li>
<li>Exploring the cash conversion cycle.</li>
<li>Fundamentals of working capital management.</li>
<li>Analyzing profitability and gearing ratios.</li>
<li>Applying the "DuPont" formula.</li>
<li>Engaging in financial and nonfinancial analysis.</li>
<li>Credit analysis principles.</li>
<li>Z-scores and credit rating overview.</li>
<li>Insights into bank lending decisions.</li>
</ul>
<h3>Unit 3: Planning for Profit</h3>
<ul>
<li>Grasping cost structures and their impact on profits.</li>
<li>Strategies for cost reduction and profit improvement.</li>
<li>Comparing fixed and variable costs.</li>
<li>Conducting break-even analysis.</li>
<li>Understanding contribution margin.</li>
<li>Reviewing costing approaches to the total absorption, marginal, and ABC.</li>
<li>Implementing standard costing.</li>
<li>Adopting new cost management ideas to learning principles.</li>
</ul>
<h3>Unit 4: Budgeting in Today's Competitive Business</h3>
<ul>
<li>Fundamentals of the finance budgeting process.</li>
<li>The integral role of budgeting.</li>
<li>The mechanics of the annual budgeting process.</li>
<li>Resolving budgeting variances.</li>
<li>Comparing different budgeting systems in use today.</li>
<li>Budgeting tips and techniques for efficiency.</li>
<li>Mastering variance analysis.</li>
</ul>
<h3>Unit 5: Cash Flow & Investment Decisions</h3>
<ul>
<li>Delving into capital budgeting techniques.</li>
<li>Calculating the Weighted Average Cost of Capital (WACC).</li>
<li>Understanding present value concepts.</li>
<li>Exploring the Internal Rate of Return (IRR) method.</li>
<li>Evaluating investments with the profitability index.</li>
<li>Applying discounted cash flow analysis.</li>
</ul>
<h2>Conclusion</h2>
This finance fundamentals course aims to provide participants with a comprehensive understanding of finance and accounting fundamentals and the practical application of these concepts in real-world business scenarios.
Whether you are a seasoned finance professional or new to the field, this fundamentals of finance and accounting course paves the way for enhanced fiscal responsibility and strategic decision-making.">

13 - 17 May 2024

4900 Euro

02 - 06 Jun 2024

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Financial Management for Non-Finance Professionals Training Course - (FA 2024)

Introduction</h2>
Business professionals require a comprehensive understanding of financial factors crucial for success. This finance for nonfinancial managers course navigates the intricate workings of finance in today's dynamic business environment, emphasizing the pivotal elements of profitability, liquidity, and financial structure.
Participants in the finance for nonfinancial managers course will delve into accounting processes, recording and reporting transactions, and summarizing them as periodic financial reports. These reports, mandated by statutory requirements, undergo analysis by diverse user groups.
With an inward focus, the finance for nonfinancial managers course underscores the indispensable role of management accounting in business survival and success. It elucidates how budgeting acts as a tool to control costs and enhance profitability.
Additionally, the finance for nonfinancial managers course explores tools and techniques for evaluating new investment projects, enabling participants to grasp the business from financial and strategic perspectives and understand the impact of decisions on corporate profitability.
<h2>Targeted Groups</h2>
<ul>
<li>Project professionals.</li>
<li>Internal auditors.</li>
<li>Nonfinancial professionals are contributing to business financial reports.</li>
<li>Senior professionals in manufacturing, marketing, and engineering.</li>
<li>Human resources professionals.</li>
<li>Legal professionals.</li>
<li>Executive professionals are involved in long-term customer, supplier, outsourcing partner, and global strategic alliance development.</li>
<li>Consultants collaborate with professionals and executives to enhance operational and financial processes.</li>
</ul>
<h2>Course Objectives</h2>
Upon completion of the finance and accounting for nonfinancial managers course, participants will:
<ul>
<li>Explain the nature and role of financial statements and interpret them.</li>
<li>Effectively communicate in the language of accounting and finance.</li>
<li>Review an organization's financial performance and position using appropriate ratios and break-even analysis techniques.</li>
<li>Utilize budgetary control to compare actual performance against plans and identify corrective actions.</li>
<li>Evaluate investment projects using Discounted Cash Flow (DCF) and other appraisal methods.</li>
<li>Appreciate the crucial role of strategic accounting in enhancing business performance.</li>
<li>Gain knowledge about accounting and finance systems and understand the meaning of financial reports.</li>
<li>Enable improved management decision-making.</li>
<li>Contribute to financial discussions and communicate proficiently in economic language.</li>
<li>Please contribute to the effective financial management of their organization.</li>
<li>Evaluate alternative courses of action and identify the most effective choices for future organizational improvement.</li>
<li>Coordinate more effectively with other departments on financial matters.</li>
</ul>
<h2>Targeted Competencies</h2>
Upon completion of the finance and accounting for nonfinancial managers course, the target competencies will:
<ul>
<li>Understanding financial statements.</li>
<li>Financial analysis.</li>
<li>Working capital management.</li>
<li>Preparing operating budgets.</li>
<li>Capital budget decision-making.</li>
<li>Financial decision-making.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Creating and Funding Your Business</h3>
<ul>
<li>Limited companies and other business structures.</li>
<li>Developing a funding strategy involving raising debt and equity.</li>
<li>Managing risk and analyzing the effect of funding choices on financial health.</li>
<li>Exploring various funding sources and their implications.</li>
<li>Assessing the impact of different business structures on economic viability.</li>
<li>Evaluating the risk-return profile of other funding options.</li>
</ul>
<h3>Unit 2: Understanding Companies' Published Financial Statements</h3>
<ul>
<li>Reading and interpreting financial position (balance sheets).</li>
<li>Reading and interpreting profit and loss (income statements).</li>
<li>Judging companies' performance and health based on their published information.</li>
<li>Analyzing the relationship between financial statements and overall business strategy.</li>
<li>Identifying key trends and insights from financial statements.</li>
<li>Evaluating the disclosure quality of financial reports.</li>
<li>Assessing the implications of accounting conventions on financial reporting.</li>
</ul>
<h3>Unit 3: Key Ratios and Key Performance Indicators (KPIs)</h3>
<ul>
<li>Measuring investment return, extending to earnings per share and beyond.</li>
<li>Detailed examination of leverage and interest cover for measuring financial health.</li>
<li>Assessing and improving profit margins as a metric for measuring performance.</li>
<li>Exploring additional financial ratios such as liquidity and efficiency ratios.</li>
<li>Analyzing industry-specific key performance indicators.</li>
<li>Evaluating the impact of economic indicators on financial metrics.</li>
<li>Utilizing advanced financial metrics for comprehensive performance assessment.</li>
</ul>
<h3>Unit 4: Excellence in Planning and Budgeting</h3>
<ul>
<li>Formulating strategic plans, operating plans, and annual budgets.</li>
<li>Negotiating and creating a yearly profitable budget.</li>
<li>Understanding and controlling cost behavior within the budgetary framework.</li>
<li>Implementing zero-based budgeting techniques.</li>
<li>Incorporating scenario planning and sensitivity analysis in budgeting.</li>
<li>Aligning budgeting processes with overall business objectives.</li>
<li>Assessing the behavioral aspects of budgeting and their impact on performance.</li>
</ul>
<h3>Unit 5: How Finance People Make Decisions</h3>
<ul>
<li>Cash flow projections and their significance.</li>
<li>Discounted Cash Flow (DCF) analysis for investment decisions.</li>
<li>Return on Investment (ROI) and Cost of Capital (WACC) are relevant in decision-making.</li>
<li>Relating cash flow returns to the original funding strategy completes the decision-making cycle.</li>
<li>Examining real options in decision-making.</li>
<li>Integrating risk management strategies into financial decision-making.</li>
<li>Utilizing decision trees for complex economic scenarios.</li>
</ul>">

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The Essentials of Budgeting & Business Finance Course - (FA 2025)

Introduction</h2>
This Essentials of Successful Budgeting and Business Finance course imparts the essentials of successful budgeting and business financial management.
Throughout the essentials of a successful budgeting and business finance course, participants will explore various facets of finance and budgeting within the business management landscape.
The essentials of a successful budgeting and business finance course focus on the internal view of an organization: strategic decision-making, budgeting, and cost control.
Participants in the essentials of a successful budgeting and business finance course will better understand the overall budgeting process and how it is integral to an organization's strategic objectives.
All professionals, spanning various departments, must grasp the essentials of a budget, its linkage to strategic objectives, and its critical role in managing organizations effectively.
The budgeting process fosters a culture of performance measurement that permeates the organization, thus aiding in achieving business objectives.
<h2>Targeted Groups</h2>
<ul>
<li>The staff persons who will be responsible for the budget system.</li>
<li>Those who aim to gain control of the firm's financial standing and understand the numbers aspect of their roles.</li>
<li>Individuals are eager to understand the basics of budgeting and business finance.</li>
<li>This essentials of a successful budgeting and business finance course is also well-suited for professionals across all departments and managerial levels.</li>
</ul>
<h2>Course Objectives</h2>
By the end of this budgeting course, participants will:
<ul>
<li>Comprehend the importance of linking finance with the business.</li>
<li>Grasp the purpose of budgets and their organizational impact.</li>
<li>Recognize the part that budgets play in strategic planning.</li>
<li>Understand the motivational effects of budgets.</li>
<li>How are budgets used both for planning and for control?</li>
<li>Learn about responsibility accounting within the budgeting context.</li>
<li>Acknowledge the control aspects of budgeting.</li>
<li>Be equipped to discuss and communicate using budgeting terms.</li>
<li>Link financial and non-financial measures effectively.</li>
</ul>
<h2>Targeted Competencies</h2>
By the end of this budgeting course, the target competencies will:
<ul>
<li>Making informed capital project decisions.</li>
<li>Analyzing financial statements competently.</li>
<li>Showcasing planning and budgeting expertise.</li>
<li>Implementing effective cost control.</li>
<li>Applying capital budgeting.</li>
<li>Utilizing and applying concepts like cost-volume-profit analysis.</li>
<li>Utilizing breakeven analysis.</li>
<li>Using a balanced scorecard for strategic management.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Strategy & Budgeting: Creating a "Business Finance" Culture</h3>
<ul>
<li>Differences between managerial accounting and financial accounting.</li>
<li>Critical financial statements:</li>
<li>The income statement</li>
<li>Balance sheet.</li>
<li>Cash flow forecast.</li>
<li>Managing contemporary organizations' complexities.</li>
<li>The synergy between Strategic Plan, Budgeting, Costing, and Management Control.</li>
<li>Management Accounting as a tool for organizational control systems.</li>
<li>Responsibility accounting and adopting a process-centric view.</li>
<li>The Budget's role in achieving corporate targets.</li>
<li>What is the analysis of the situation in your organization?</li>
</ul>
<h3>Unit 2: Issues of Budgeting</h3>
<ul>
<li>The Master budget and its schedules: driving toward organizational goals.</li>
<li>Understanding the limitations inherent to budgeting in financial management.</li>
<li>The master budget and its schedules.</li>
<li>Motivational aspects of budgeting and financial management.</li>
<li>Linkages between budgeting and costing.</li>
<li>Essential cost classifications for effective budgeting.</li>
</ul>
<h3>Unit 3: Costing for Budgeting Purposes</h3>
<ul>
<li>Discussing cost terms and methodologies.</li>
<li>Differentiating between inventorial vs. period costs.</li>
<li>Distinctions between manufacturing and non-manufacturing costs.</li>
<li>Analyzing variable vs. fixed costs (Cost-Volume-Profit (CVP) analysis).</li>
<li>Understanding direct vs. indirect costs.</li>
<li>Resolving under-costing and over-costing issues.</li>
</ul>
<h3>Unit 4: Flexible Budgets & Variance Analysis</h3>
<ul>
<li>Utilizing budgets and performance measurements as communication tools.</li>
<li>Evaluating the organization's current situation and exploring improvements.</li>
<li>Emphasizing value creation through value-based budgeting.</li>
<li>Differentiating static budgets from flexible budgets.</li>
<li>Calculating flexible-budget variances and sales-volume variances.</li>
<li>Integrating continuous improvement into variance analysis.</li>
</ul>
<h3>Unit 5: Balanced Scorecards: Tools To Bring Finance Into The Business</h3>
<ul>
<li>How do you bridge finance and business with effective strategy visualization?</li>
<li>Delving into the four perspectives of the balanced scorecard.</li>
<li>Executing the implementation of balanced scorecards in organizations.</li>
<li>Setting specific objectives and Key Performance Indicators (KPIs).</li>
<li>Developing Strategy Maps.</li>
<li>Creating a tailored Balanced Scorecard for your organization.</li>
</ul>">

Amman (Jordan)

05 - 09 May 2024

2900 Euro

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Understanding Finance to Influence Strategic Decisions Course - (FA 2026)

Introduction</h2>
In the financial analysis for strategic decision-making course, a good understanding of strategic analysis and decision-making and the links between these and finance enable all managers at every level to make better strategic decisions and achieve improved performance.
This financial analysis for strategic decision-making course has been designed to build on the theoretical framework by developing practical tools and techniques for analyzing and evaluating strategic alternatives and making strategic financial decisions.
<h2>Targeted Groups</h2>
<ul>
<li>General management.</li>
<li>Estimating, costing, and project management.</li>
<li>Asset management.</li>
<li>This financial analysis for strategic decision-making course is for any other monetary, financial, or non-financial professionals who need or wish to understand the financial aspects of the strategic decision-making process.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this financial analysis for strategic decision-making course, the participants will be able to:
<ul>
<li>Develop strategic thinking.</li>
<li>Use the strategic management process to develop missions and objectives and carry out strategic analysis and decision-making.</li>
<li>Forecast financial data using various Excel models.</li>
<li>Understand the structure of the income statement, balance sheet, and cash flow statement, and analysis of the cash operating cycle for improved financial performance and better management of working capital and cash flow.</li>
<li>Identify the alternative sources of finance and economic (or capital) structure, and evaluate the models of optimum capital structure and minimization of the weighted average cost of capital (WACC).</li>
<li>Use the technique of discounted cash flow (DCF) for capital budgeting and evaluation of capital project investment, using net present value (NPV), internal rate of return (IRR), equivalent annual cost (EAC), and the profitability index (PI).</li>
<li>Use the techniques of uncertainty analysis and risk analysis and develop appropriate risk management tools of insurance and hedging of interest rates and foreign currency exchange rates.</li>
<li>Understand the influence of financial considerations on an organization's strategic decision-making.</li>
<li>Improve their self-confidence in dealing with finance and financial professionals.</li>
<li>Coordinate effectively with other professionals on economic issues.</li>
</ul>
<h2>Targeted Competencies</h2>
At the end of this financial analysis for the strategic decision-making course, the target competencies will be able to:
<ul>
<li>Strategic planning.</li>
<li>Interpreting financial statements.</li>
<li>Risk management.</li>
<li>Planning and budgeting process.</li>
<li>Forecasting cash flow.</li>
<li>Calculating the cost of capital.</li>
<li>Budgeting.</li>
<li>Data analyzing.</li>
<li>Using advanced Excel.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Fundamentals of Strategic Planning</h3>
<ul>
<li>What is strategy?</li>
<li>Strategic management.</li>
<li>Strategic analysis:</li>
<ul>
<li class="ql-indent-1">Mission.</li>
<li class="ql-indent-1">Objectives.</li>
<li class="ql-indent-1">Strategic decision-making.</li>
</ul>
<li>The strategic planning process.</li>
<li>Environmental analysis.</li>
<li>Resources analysis.</li>
<li>Strategic choice and strategic decision-making.</li>
<li>Strategic implementation.</li>
<li>Corporate objectives and accountability.</li>
<li>Forecasting financial data.</li>
</ul>
<h3>Unit 2: Fundamentals of Financial Statements</h3>
<ul>
<li>Financial statements.</li>
<li>Balance sheet.</li>
<li>Income statement.</li>
<li>Alternative asset valuation methods.</li>
<li>Cash flow statement.</li>
<li>Standard size (or horizontal) trend analysis of financial statements.</li>
<li>Vertical trend analysis of financial statements.</li>
<li>Segmental analysis of financial statements.</li>
<li>Value-added analysis of financial statements.</li>
<li>Understanding the cash flow cycle and the operating cycle.</li>
<li>Break-even and multiple product break-even analysis.</li>
</ul>
<h3>Unit 3: Capital Structure and Leverage</h3>
<ul>
<li>Sources of funds.</li>
<li>Capital cost models.</li>
<li>Cost of equity.</li>
<li>Cost of debt.</li>
<li>Weighted average cost of capital (WACC).</li>
<li>Can we determine a company's optimal capital structure?</li>
<li>Capital structure models.</li>
<li>Preparing projections to assess financing needs.</li>
</ul>
<h3>Unit 4: Capital Budgeting</h3>
<ul>
<li>Future values, present values, and DCF.</li>
<li>Capital budgeting principles.</li>
<li>Methods of evaluating capital investment projects.</li>
<li>Accounting rate of return (ARR) and payback.</li>
<li>Net current value (NPV) versus internal rate of return (IRR).</li>
<li>How do you choose which method to use?</li>
<li>Equivalent annual cost (EAC) method.</li>
<li>Capital budgeting methods.</li>
<li>Capital asset pricing model (CAPM) versus arbitrage pricing theory (APT).</li>
<li>Does it make a difference whether we lease or buy?</li>
</ul>
<h3>Unit 5: Managing Financial Risks</h3>
<ul>
<li>The value of perfect information (VOPI).</li>
<li>Types of risk.</li>
<li>Risk management principles.</li>
<li>Talking to your bankers about managing risk.</li>
<li>How do you develop the tools for your company?</li>
<li>How to minimize risk?</li>
<li>Insurance and hedging.</li>
<li>Interest rate and foreign currency exchange rate risk.</li>
</ul>
<h2>Aligning Financial Analysis and Strategic Decision-Making</h2>
Financial management and decision-making are at the heart of any successful strategic plan.
This section of the financial analysis for strategic decision-making course delves into the critical role of economic and financial analysis in decision-making, emphasizing how financial forecasting and decision-making principles can enhance an organization's strategic orientation.
Participants in the financial analysis for strategic decision-making course will learn what financial decision-making entails and explore tools and methodologies of financial accounting for decision-making.
By understanding these concepts, participants in the financial analysis for strategic decision-making course will be skilled in making intelligent financial decisions that align with their company's strategic goals.">

Singapore (Singapore)

03 - 07 Jun 2024

5000 Euro

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Accounting, Decision Making & Financial Communication - (FA 2027)

Introduction</h2>
Many managers and executives have heard that accounting is the language of business yet have yet to take the opportunity to become literate. This financial accounting for decision-making course offers the accounting language in a structured process.
Participants in the financial accounting for decision-making course will gain access to the language in various exercises that eventually link to the annual reports and the budgets prepared and managed by the executives. Preparation is optional except to bring an open mind and a budget or other financial documents of interest.
By combining techniques, analysis, problems, and examples with real case studies, the financial accounting for decision-making course provides delegates with crucial cost awareness and budgetary skills, which are essential in managing and controlling processes/projects in times of increasing global competition where the budgets are inextricably linked with both strategy formulation and cost analysis.
This financial accounting for decision-making course presents the essential financial tools generally used and explains the broader context of how and where they are applied to obtain meaningful answers. It provides a conceptual backdrop for the financial/economic dimensions of systematic business management and for understanding the nature of financial statements, analyzing data, planning, and controlling.
<h2>Targeted Groups</h2>
<ul>
<li>Members of the operational management team.</li>
<li>Managers who have responsibility for divisional performance.</li>
<li>Managers who have responsibility for support functions.</li>
<li>Consultants who provide advice on systems and operations.</li>
<li>Senior staff members of any department.</li>
</ul>
<h2>Enhancing Financial Decision-Making and Communication</h2>
Understanding the pivotal role of financial accounting tools in business decision-making is crucial for professionals across all levels. Financial decision-making skills are honed in this financial accounting for decision-making course through exposure to accounting decision-making processes, reinforcing the importance of decision-making in management accounting.
Participants will learn about accounting for decision-making and control and how management accounting and decision-making interrelate, paving the way for informed choices in accounting and finance for decision-making.
Furthermore, effective financial communication, or communications finance, plays a critical role where participants discover what decision-making in financial accounting entails and how it can drive strategic business outcomes. This comprehensive curriculum empowers learners to make impactful and strategic financial decisions within their organizations.
<h2>Course Objectives</h2>
At the end of this financial accounting for decision-making course, the participants will be able to:
<ul>
<li>Understand the content and relationships between financial statements (income statement, balance sheet, and statement of cash flows).</li>
<li>How to use financial statements to evaluate the financial performance of an organization?</li>
<li>Understand discounted cash flow (DCF) techniques and their application to financial decision-making.</li>
<li>How do managers use profit margin, asset utilization, and financial leverage to maximize investors' returns?</li>
<li>What is the budgeting process, including performance evaluation?</li>
<li>Understand cost behavior and its impact on management decisions.</li>
<li>Understand the need for and the methods used to allocate overhead.</li>
<li>Communicate and question financial information effectively.</li>
</ul>
<h2>Targeted Competencies</h2>
In this financial accounting for decision-making course, the target competencies will be able to:
<ul>
<li>Using financial information for guiding decisions.</li>
<li>Clarifying KPIs across different functions.</li>
<li>Building strategic thinking and implementation orientation into their professional lives.</li>
<li>Challenging the status quo of accounting/control, budgeting, and decision-making.</li>
<li>Recognizing the value of external standards, internal decision-making requirements, and measurements of qualitative elements.</li>
<li>Identifying Value Creation principles as the driving force for decision-making.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Accounting</h3>
<ul>
<li>An introduction.</li>
<li>What is accounting?</li>
<li>What forms can accounting take?</li>
<li>Definition and importance of profit.</li>
<li>Decision scenarios explored.</li>
<li>Funding business operations.</li>
<li>Who is interested in profit?</li>
<li>Cash vs. accrual accounting.</li>
<li>Cash flow forecasting and improvement.</li>
<li>Companies choose accounting policies.</li>
<li>Accounting standards.</li>
</ul>
<h3>Unit 2: Financial Statements, Accounting Policies, and Reporting Standards</h3>
Income Statement – Basic Components:
<ul>
<li>Revenues and the questions.</li>
<li>Direct/variable/product costs.</li>
<li>Indirect/fixed/period costs.</li>
<li>Mixed costs.</li>
<li>Non-cash deductions: the what, the why, and the how:</li>
<ul>
<li class="ql-indent-1">Depreciation: various methods explored.</li>
<li class="ql-indent-1">Amortization: impairment test.</li>
<li class="ql-indent-1">Depletion: when and how.</li>
</ul>
<li>The difference between profit and cash.</li>
<li>A closer look at costs and expenses.</li>
<li>Profit calculations.</li>
<li>Summarizing profit statements and extracting the key figures.</li>
</ul>
Balance Sheet:
<ul>
<li>Assets for current and long-term.</li>
<li>Liabilities for current and long-term.</li>
<li>Equity and components.</li>
<li>Capital employed and options.</li>
<li>Managing the working capital cycle.</li>
</ul>
Cash Flow Statement:
<ul>
<li>Operating sources/uses.</li>
<li>Investing sources/uses.</li>
<li>Financing sources/uses.</li>
</ul>
<h3>Unit 3: Making and Communicating Decisions Using Budgets</h3>
<ul>
<li>The master budget.</li>
<li>Budgeting is a planning tool, a control mechanism, a communications device, and a value creation.</li>
<li>Budgeting sales to "drive" the correct budget.</li>
<li>Operating budget components.</li>
<li>Financial budget.</li>
<li>Pro Forma financial statements.</li>
<li>Cash budgets.</li>
<li>Capital budget.</li>
<li>Interrelationship of financial projections.</li>
<li>Dynamics and growth of the business system for a model review.</li>
<li>Flexible vs. traditional budgets and the pros and cons.</li>
<li>Variance analysis as a tool for improvement and communications.</li>
<li>Price and volume effects within variance analysis: state of the art.</li>
</ul>
<h3>Unit 4: Financial VS Management Accounting: Differences and Similarities</h3>
<ul>
<li>Objectives of managerial accounting.</li>
<li>Managerial versus financial accounting.</li>
<li>Role of the managerial accountant.</li>
<li>Financial accounting: what we show to the public.</li>
<li>Objectives of financial accounting.</li>
<li>Role of a financial accountant.</li>
<li>Cost terminology: variable, fixed, controllable, non-controllable, incremental, sunk, opportunity, and relevant.</li>
<li>Cost behaviors in Cost-Volume-Profit scenarios: contribution margin and fixed costs.</li>
<li>Breakeven and targeted net income scenarios.</li>
<li>Cost/Benefit analysis.</li>
</ul>
<h3>Unit 5: Ultimatum Goal of Planning – Valuation, Business Performance and Decision Making</h3>
<ul>
<li>Definitions of Value.</li>
<li>Responsibility centers: cost, profit, and investment.</li>
<li>Measuring responsibility center performance.</li>
<li>Segment reporting internally and externally.</li>
<li>Business valuation from multiple perspectives.</li>
<li>Managing for shareholder value.</li>
<li>Shareholder value creation in perspective.</li>
<li>Evolution of value-based methodologies in planning and budgeting.</li>
<li>Creating value in restructuring and combinations beyond planning, reporting, and the case for real change!</li>
</ul>">

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Accounting & Finance Masterclasses: Certificate Course - (FA 2028)

Accounting & Finance Masterclasses: Certificate Course Overview Introduction:</h2>
This accounting and finance masterclass offers an in-depth overview of the accounting and finance world. Part 1 emphasized the internal workings of the finance/control function as it communicates with external and internal constituencies to provide information for decision-making under uncertainty. Part 2 highlights the capital markets' impact on corporate finance, risk, and governance.
Preparation is optional except to bring an open mind and a budget or other financial documents of interest.
The accounting and finance masterclass provides delegates with crucial finance terminology and practice by combining techniques with analysis, problems, and examples with real case studies and supporting theories.
This accounting and finance masterclass presents the essential financial tools generally used and explains the broader context of how and where they are applied to obtain meaningful answers.
In this business accounting and finance course, you will learn a conceptual backdrop for strategic business management's financial/economic dimensions, understand the nature of financial statements, and analyze data, planning, and control.
<h2>Targeted Groups:</h2>
<ul>
<li>Financial analysts.</li>
<li>Financial controllers.</li>
<li>Accountants.</li>
<li>Treasurers.</li>
<li>Corporate planning.</li>
<li>Members of the operational management team.</li>
<li>Consultants who provide advice on operations or strategy.</li>
<li>Managers who are responsible for the control of risk.</li>
<li>Managers who have responsibility for divisional performance.</li>
<li>Senior staff members of any department.</li>
</ul>
<h2>Course Objectives:</h2>
At the end of this finance and accounting certificate course, the participants will be able to:
<ul>
<li>Specify the exact nature and scope of corporate financial reporting.</li>
<li>Identify and criticize specific concepts, rules, and procedures that are in place for corporate financial reporting.</li>
<li>Understand multiple interpretations of financial statements via IFRS, FAS, and SEC.</li>
<li>Integrate risk management and corporate governance.</li>
<li>Understand the content and relationships between financial statements (income statement, balance sheet, and statement of cash flows).</li>
<li>Understand how to use financial statements to evaluate the financial performance of an organization.</li>
<li>Understand discounted cash flow (DCF) techniques and their application to financial decision-making.</li>
<li>Understand the budgeting process, including performance evaluation.</li>
<li>Understand cost behavior and its impact on management decisions.</li>
<li>Learn how to communicate and question financial information effectively.</li>
<li>Improve appreciation for the finance/accounting/governance approach.</li>
<li>Integrate business plans and strategic intent.</li>
<li>Reduce inter-functional territorial battles.</li>
<li>Improve the communications between staff and line management.</li>
<li>Get higher productivity during the decision-making process.</li>
<li>Increase skill set in all phases of finance, accounting, and governance.</li>
<li>Increase the professionalism in dealing with the current and future topics.</li>
<li>Increase the recognition of their learning and professional commitment by the organization.</li>
</ul>
<h2>Targeted Competencies:</h2>
At the end of this finance and accounting certificate course, the target competencies will be able to:
<ul>
<li>Using financial information for guiding decisions.</li>
<li>Clarifying KPIs across different functions.</li>
<li>Building strategic thinking and implementation orientation into their professional lives.</li>
<li>Challenging the status quo of finance/accounting, budgeting, and decision-making.</li>
<li>Recognizing the value of external standards, governance requirements, and measurements of qualitative elements.</li>
<li>Identifying value creation principles as the driving force for decision-making.</li>
<li>Financial risk management.</li>
</ul>
<h2>Finance & Accounting Training Course Content:</h2>
<h3>Unit 1: Accounting: An introduction:</h3>
<ul>
<li>What is accounting?</li>
<li>What forms can accounting take?</li>
<li>Definition and importance of profit.</li>
<li>Decision scenarios explored.</li>
<li>Funding business operations.</li>
<li>Stakeholders interested in profit.</li>
<li>Cash vs. accrual accounting.</li>
<li>Cash flow forecasting and improvement.</li>
<li>Company accounting policies.</li>
<li>Understanding accounting standards.</li>
</ul>
<h3>Unit 2: Financial Statements, Accounting Policies, and Reporting Standards</h3>
Income Statement – Basic Components:
<ul>
<li>Revenues and the questions.</li>
<li>Direct/variable/product costs.</li>
<li>Indirect/fixed/period costs.</li>
<li>Mixed costs.</li>
<li>Non-cash deductions: the what, the why, and the how.</li>
<li>Depreciation: various methods explored.</li>
<li>Amortization: impairment test.</li>
<li>Depletion: when and how.</li>
<li>The difference between profit and cash.</li>
<li>A closer look at costs and expenses.</li>
<li>Profit calculations.</li>
<li>Summarizing profit statements and extracting the key figures.</li>
</ul>
Balance Sheet:
<ul>
<li>Assets – current and long-term.</li>
<li>Liabilities – current and long-term.</li>
<li>Equity – components.</li>
<li>Capital employed - options.</li>
<li>Managing the working capital cycle.</li>
</ul>
Cash Flow Statement:
<ul>
<li>Operating sources/uses.</li>
<li>Investing sources/uses.</li>
<li>Financing sources/uses.</li>
</ul>
<h3>Unit 3: Making and Communicating Decisions using Budgets:</h3>
<ul>
<li>Exploring the master budget.</li>
<li>Budgeting is a planning tool, a control mechanism, a communications device, and value creation.</li>
<li>Budgeting Sales to "drive" the correct budget.</li>
<li>Operating budget components.</li>
<li>Financial budget.</li>
<li>Pro forma financial statements.</li>
<li>Cash budgets.</li>
<li>Capital budget.</li>
<li>Interrelationship of financial projections.</li>
<li>Dynamics and growth of the business system – a model review.</li>
<li>Flexible vs. traditional budgets – the pros and cons.</li>
<li>Variance analysis as a tool for improvement and communications.</li>
<li>Price and volume effects within variance analysis: state of the art.</li>
</ul>
<h3>Unit 4: Financial VS Management Accounting: Differences and Similarities:</h3>
<ul>
<li>Objectives of managerial accounting.</li>
<li>Managerial versus financial accounting.</li>
<li>Role of the managerial accountant.</li>
<li>Financial accounting: what we show to the public.</li>
<li>Objectives of financial accounting.</li>
<li>Role of a financial accountant.</li>
<li>Cost terminology: variable, fixed, controllable, non-controllable, incremental, sunk, opportunity, and relevant.</li>
<li>Cost behaviors in cost-volume-profit scenarios: contribution margin and fixed costs.</li>
<li>Breakeven and targeted net income scenarios.</li>
<li>Cost/Benefit analysis.</li>
</ul>
<h3>Unit 5: Ultimate Goal of Planning – Valuation, Business Performance and Decision-Making</h3>
<ul>
<li>Defining value in different contexts.</li>
<li>Responsibility centers: cost, profit, and investment.</li>
<li>Measuring responsibility center performance.</li>
<li>Segment reporting internally and externally.</li>
<li>Business valuation from multiple perspectives.</li>
<li>Managing for shareholder value.</li>
<li>Shareholder value creation in perspective.</li>
<li>Evolution of value-based methodologies in planning and budgeting.</li>
<li>Creating value in restructuring and combinations beyond planning and reporting - the case for fundamental change!</li>
</ul>
<h3>Unit 6: What is Finance & Working Capital – Liquidity or Bankruptcy:</h3>
<ul>
<li>Exploring the essence of finance and its major components.</li>
<li>Finance is a numbers game.</li>
<li>Yet finance is more than the numbers.</li>
<li>The three significant elements of finance.</li>
<li>Working capital (WC) defined.</li>
<li>Relationship to current ratio.</li>
<li>Components of WC.</li>
<li>Inventory.</li>
<li>Accounts receivable.</li>
<li>Cash.</li>
<li>Accounts payable.</li>
<li>Notes payable.</li>
<li>The critical rations to compute.</li>
<li>What should they be and why?</li>
<li>The questions to ask.</li>
<li>The answers you want.</li>
</ul>
<h3>Unit 7: Capital Structure – What It Is & Why It is Important:</h3>
<ul>
<li>Equity capital - what is it?</li>
<li>Equity capital - calculating its costs/required rate of return.</li>
<li>Debt capital - what is it?</li>
<li>Debt capital - calculating its costs/required rate of return.</li>
<li>Weighted Cost of Capital (WACC) - why it is so important.</li>
<li>Calculating your WACC.</li>
<li>When and how to use WACC.</li>
<li>Leverage: two-edged sword - defined.</li>
<li>Operating leverage - calculated.</li>
<li>Financial leverage - calculated.</li>
<li>Combined leverage - Wow! Look at the impact.</li>
</ul>
<h3>Unit 8: CAPEX - Analysis of Investment Decisions with What-if Risks:</h3>
<ul>
<li>Time value of money and cash flows.</li>
<li>Discuss the capital project evaluation process.</li>
<li>Ideas for the future with a multiple-period horizon.</li>
<li>Estimating cash flows within the business system.</li>
<li>Net present value (NPV) and internal Rate of Return (IRR) are preferred methods.</li>
<li>Profitability Index (PI) and Modified Internal Rate of Return (MIRR) are reasonable alternatives.</li>
<li>Defining the approval criteria and review process.</li>
<li>Post-implementation audits of capital projects.</li>
<li>Refinements of investment analysis.</li>
<li>Dealing with risk and changing circumstances - how do we explain?</li>
<li>Cost of capital and return standards.</li>
<li>Benchmarking discount and hurdle rates.</li>
</ul>
<h3>Unit 9: Risk Management as an integral part of Corporate Governance:</h3>
<ul>
<li>Understanding uncertainty and risk/opportunity.</li>
<li>Identifying strategic financial risks.</li>
<li>Identifying operational risks.</li>
<li>Identifying functional financial risks.</li>
<li>Assessing financial risks in each perspective.</li>
<li>Finding our risk profile (risk appetite).</li>
<li>Clarifying desired outcomes, expected outcomes, and actual outcomes.</li>
<li>Performance measures - the need for FRM/ERM.</li>
<li>Quantitative and qualitative risks.</li>
<li>Developing FRM/ERM strategy - do we need a CRO?</li>
<li>Other risk issues to be concerned with are joint ventures, alliances, product liability, environmental risks, outsourcing risks, growth risks, R&D risks, natural disasters, catastrophic risks, supply chain risks, reputation risks, and psychology of risk.</li>
</ul>
<h3>Unit 10: Corporate Governance:</h3>
<ul>
<li>Defining and exploring the scope of corporate governance.</li>
<li>Corporate governance environment.</li>
<li>Relevance of corporate governance.</li>
<li>Perspectives on corporate governance.</li>
<li>Shareholders vs. stakeholders.</li>
<li>Voluntary vs. enforcement.</li>
<li>1-Tier VS 2-Tier boards.</li>
<li>Chairman/CEO duality.</li>
<li>The independent director.</li>
<li>Corporate governance models.</li>
<li>Structure and practices.</li>
<li>Emerging trends in corporate governance.</li>
<li>Principal-agent theory and applications.</li>
<li>Independence, in fact, versus appearance.</li>
</ul>
This masterclass in finance and accounting offers comprehensive training for professionals looking to expand their knowledge and apply it in a practical business context. It also guides those seeking finance and accounting courses near me, ensuring they can find relevant and impactful educational opportunities for their career advancement.
By attending this finance masterclass, beginners and seasoned professionals alike will embark on an educational journey, navigating the complexities of finance and accounting. From the beginning of accounting principles to advanced financial decision-making, this accounting masterclass will propel participants towards more excellent expertise and contribute to their journey of becoming efficient financial stewards within their organizations.">

Sharm El-Sheikh (Egypt)

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Finance, Risk Management & Corporate Governance Course - (FA 2029)

Introduction:</h2>
This corporate governance and risk management course offers insights into the complex world of finance, risk management, and corporate governance.
The corporate governance and risk management course delves into the pivotal role that capital markets play in globalization and their significance for a well-functioning society.
Due to these markets' central and essential nature to our societies, paying close attention to their proper functioning and oversight is imperative. Thus, this corporate governance and risk management course provides a comprehensive overview of the intricate interaction between management and various corporate stakeholders.
The corporate governance and risk management course tackles the challenge of meeting these stakeholders' diverse and complex demands through efficient resource allocation over an extended timeframe, incorporating concepts such as financial risk management tools and systems, business risk in financial management, and corporate financial risk management strategies.
<h2>Targeted Groups:</h2>
<ul>
<li>Risk and compliance managers.</li>
<li>Middle managers who require a thorough understanding of governance and risk management in the public sector.</li>
<li>Senior officials in national, provincial, and local government.</li>
<li>Staff who support the Board or have governance responsibilities.</li>
<li>In this corporate governance and risk management course, Heads of departments, directors, senior managers, managers, company secretaries, accountants, and finance professionals are responsible for governance and risk management.</li>
<li>Executives, senior officials of state-owned enterprises, and listed and non-listed organizations.</li>
</ul>
<h2>Course Objectives:</h2>
By the end of this corporate governance and risk management course, participants will be able to:
<ul>
<li>Specify the exact nature and scope of corporate financial reporting.</li>
<li>Critically assess specific concepts, rules, and procedures related to corporate financial reporting.</li>
<li>Comprehend the importance of working capital in today's market dynamics.</li>
<li>Understand the implications of capital structure on a firm's success.</li>
<li>Learn how improper capital budgeting can severely impact business outcomes.</li>
<li>Identify and navigate limitations inherent in corporate financial reporting and governance.</li>
<li>Manage financial risk in project management and make informed decisions.</li>
<li>Enhance skills in all areas of finance and governance.</li>
<li>Contribute more effectively to the finance and governance process within their organizations.</li>
<li>Recognize the significance of professional development in addressing current and future challenges in finance and governance.</li>
<li>Increase recognition of their learning and professional commitment by the organization.</li>
<li>Engage with and navigate within a challenging learning environment.</li>
<li>Integrate business plans with strategic intents.</li>
<li>Thereby minimizing inter-functional conflicts.</li>
</ul>
<h2>Targeted Competencies:</h2>
By the end of this corporate governance and risk management course, the target competencies will be able to:
<ul>
<li>Utilizing financial information to guide strategic decisions.</li>
<li>Clarifying Key Performance Indicators (KPIs) across various functions.</li>
<li>Incorporating strategic thinking and an implementation focus into professional practices.</li>
<li>Critically evaluating the current state of finance, governance, and risk management practices.</li>
<li>Recognizing the importance of external standards, governance requirements, and qualitative assessments.</li>
<li>Identifying value creation principles as the driving force behind decision-making processes.</li>
</ul>
<h2>Course Content:</h2>
<h3>Unit 1: Finance & Working Capital – Liquidity or Bankruptcy:</h3>
<ul>
<li>Finance is a numbers game.</li>
<li>Yet finance is more than the numbers.</li>
<li>The three significant components of finance.</li>
<li>Working capital (WC) defined.</li>
<li>Relationship to current ratio.</li>
<li>Components of WC.</li>
<li>Inventory.</li>
<li>Accounts receivable.</li>
<li>Cash.</li>
<li>Accounts payable.</li>
<li>Notes payable.</li>
<li>The critical rations to compute.</li>
<li>What should they be and why?</li>
<li>The questions to ask.</li>
<li>The answers you want.</li>
</ul>
<h3>Unit 2: Capital Structure</h3>
<ul>
<li>Delving into the concept of capital structure and its significance.</li>
<li>What is capital structure, and why is capital structure important?</li>
<li>What is equity capital?</li>
<li>Equity capital - calculating its costs/required rate of return.</li>
<li>What is debt capital?</li>
<li>Debt capital - calculating its costs/required rate of return.</li>
<li>Why is the Weighted Cost of Capital (WACC) so important?</li>
<li>Calculating your WACC.</li>
<li>When and how to use WACC?</li>
<li>Leverage: two-edged sword - defined.</li>
<li>Operating leverage - calculated.</li>
<li>Financial leverage - calculated.</li>
<li>Combined leverage - Wow! Look at the impact.</li>
</ul>
<h3>Unit 3: CAPEX - Analysis of Investment Decisions with What-if Risks:</h3>
<ul>
<li>Discussing the importance of cash flows and the time value of money.</li>
<li>Discuss the capital project evaluation process.</li>
<li>Ideas for the future with a multiple-period horizon.</li>
<li>Estimating cash flows within the business system.</li>
<li>Net present value (NPV) and internal Rate of Return (IRR) are preferred methods.</li>
<li>Profitability Index (PI) and Modified Internal Rate of Return (MIRR) are reasonable alternatives.</li>
<li>Defining the approval criteria and review process.</li>
<li>Post-implementation audits of capital projects.</li>
<li>Refinements of investment analysis.</li>
<li>Dealing with Risk and Changing Circumstances – how do we explain?</li>
<li>Cost of capital and return standards.</li>
<li>Benchmarking discounts and hurdle rates.</li>
</ul>
<h3>Unit 4: Risk Management as an integral part of Corporate Governance:</h3>
<ul>
<li>Gaining an understanding of uncertainty, risk, and opportunity.</li>
<li>Identifying strategic financial risks.</li>
<li>Identifying operational risks.</li>
<li>Identifying functional financial risks.</li>
<li>Assessing financial risks in each perspective.</li>
<li>Finding our risk profile (risk appetite).</li>
<li>Clarifying desired outcomes, expected outcomes, and actual outcomes.</li>
<li>Performance measures - the need for FRM/ERM.</li>
<li>Quantitative and qualitative risks.</li>
<li>Developing FRM/ERM strategy - do we need a CRO?</li>
<li>Other risk issues to be concerned with are joint ventures, alliances, product liability, environmental risks, outsourcing risks, growth risks, R&D risks, natural disasters, catastrophic risks, supply chain risks, reputation risks, and psychology of risk.</li>
</ul>
<h3>Unit 5: Corporate Governance:</h3>
<ul>
<li>Defining Corporate Governance and Explaining its relevance in today's business environment.</li>
<li>Corporate governance environment.</li>
<li>Relevance of corporate governance.</li>
<li>Perspectives on corporate governance:</li>
<ul>
<li class="ql-indent-1">Shareholders vs. stakeholders.</li>
<li class="ql-indent-1">Voluntary vs. enforcement.</li>
<li class="ql-indent-1">1-Tier vs. 2-Tier boards.</li>
<li class="ql-indent-1">Chairman/CEO duality.</li>
<li class="ql-indent-1">The independent director.</li>
</ul>
<li>Corporate governance models.</li>
<li>Structure and practices.</li>
<li>Emerging trends in corporate governance.</li>
<li>Principal-agent theory and applications.</li>
<li>Independence vs. appearance.</li>
</ul>">

Singapore (Singapore)

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The Basics of Business Finance Training Course - (FA 2030)

Introduction</h2>
This business finance fundamentals course aims to give learners a comprehensive understanding of the preparation of numerical, graphical, and financial formats sufficient to provide insightful information for management needs in rigorous monitoring, strategic decision-making, and practical problem-solving processes.
<h2>Finance Fundamentals Course Subsection</h2>
In our Finance Fundamentals Course subsection, participants will be introduced to the core principles and foundational knowledge necessary to navigate the financial aspects of the business world.
Participants in this business finance fundamentals course will understand financial statements, the basics of economic and financial analysis, and the fundamental concepts of financial planning.
<h2>Business Finance Certificate Programs</h2>
Our Business Finance Certificate Programs are designed to equip learners with a tangible credential demonstrating their proficiency in business finance upon completing the course.
<h2>Targeted Groups</h2>
<ul>
<li>Managers (non-financial roles).</li>
<li>Team leaders.</li>
<li>Accounts assistants.</li>
<li>Accounting technicians.</li>
<li>Office administrators.</li>
<li>Clerical assistants.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this business finance fundamentals course, the participants will be able to:
<ul>
<li>Know how to prepare and manage comprehensive business budgets.</li>
<li>Understand and analyze budget deviations and variances thoroughly.</li>
<li>Know how a business may maintain liquidity in various financial scenarios.</li>
<li>Prepare detailed costing information for business needs.</li>
<li>Record and monitor stock movements in a business environment.</li>
<li>Understand in-depth principles of credit control.</li>
<li>Utilize business performance indicators to drive business success.</li>
<li>Gain an internationally recognized qualification in Profit and Loss Courses and Profit and Loss Certification.</li>
<li>Develop essential skills to enhance their position within the workplace.</li>
<li>Work more effectively and efficiently with colleagues.</li>
<li>Develop the ability to prepare and manage budgets effectively.</li>
<li>Appreciate the need for robust liquidity and strict stock management.</li>
<li>Improve the knowledge and qualifications of their personnel.</li>
</ul>
<h2>Targeted Competencies</h2>
<ul>
<li>Budget preparation.</li>
<li>Sales budgets.</li>
<li>Production budgets.</li>
<li>Cash budgets.</li>
<li>Capital budgets.</li>
<li>Budget management, including “What If, sensitivity analysis, and budget control, including variance analysis.</li>
<li>Liquidity management and the assessment of risks.</li>
<li>Methods of stock control.</li>
<li>Performance measurement to improve performance, liquidity, and profitability.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Preparing Business Budgets</h3>
<ul>
<li>Calculate the impact of increases and decreases in quantities and the financial value of materials.</li>
<li>Assess changes in hours, wage rates, and overall labor costs.</li>
<li>Estimate the financial implications of scale changes in expenses.</li>
<li>Calculate fluctuations in amounts and the financial value of income.</li>
<li>Make provisions for the timing of receipts and payments arising from credit transactions.</li>
<li>Prepare comprehensive sales, production, materials, labor, expenses, and cash budgets.</li>
</ul>
<h3>Unit 2: Managing Budgets - Budget Deviations/Variances and Costing</h3>
<ul>
<li>Identify significant variances (deviations) between actual outcomes and budget forecasts.</li>
<li>Compute detailed variances (deviation) between actual figures and budget projections.</li>
<li>Recognize fixed, variable, direct, and indirect cost structures.</li>
<li>Extract critical data on income and expenditure for evaluation purposes.</li>
<li>Prepare accurate estimates and job costing.</li>
<li>Verify estimates and job costs for accuracy.</li>
</ul>
<h3>Unit 3: Liquidity Management</h3>
<ul>
<li>Explore strategies on how a business can maintain an optimal level of liquidity.</li>
<li>Invest surplus funds.</li>
<li>Understanding of investment risk.</li>
<li>Obtain crucial funding such as loans and establish overdraft arrangements.</li>
<li>Analyze interest rate risk in the context.</li>
<li>Recent events in the banking and financial markets.</li>
</ul>
<h3>Unit 4: Stock and Credit Control</h3>
<ul>
<li>Implement stock valuation methods and record the movement of stock using FIFO, LIFO, and AVCO perpetual methods.</li>
<li>Calculate precise cost information.</li>
<li>Discuss the advantages and risks associated with extending credit.</li>
<li>Determine credit prices and compare them with cash prices.</li>
<li>Employ an age analysis of debtors to determine appropriate actions.</li>
<li>Assess average periods of credit offered and the proportions of bad and doubtful debts.</li>
</ul>
<h3>Unit 5: Measuring Performance</h3>
<ul>
<li>Understand and apply key performance indicators within a business context.</li>
<li>Organize and interpret information in a suitable format derived from data presented in tables or graphical representations.</li>
<li>Calculate performance indicators measuring customer growth, satisfaction, quality of service, efficiency, effectiveness, and productivity.</li>
<li>Convey financial and non-financial performance data in various graphical formats such as line graphs, bar charts, and pie charts.</li>
<li>Compare performance indicators/trends over time and benchmark information against similar organizations or collected industry-relevant data.</li>
<li>Conduct comprehensive financial ratio analysis.</li>
</ul>">

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Budgeting: Planning, Forecasting, What-if Analysis & Reporting - (FA 2032)

Introduction</h2>
A comprehensive approach to financial planning, budgeting, and forecasting is essential for any business that aims to succeed in the modern landscape. A good plan should begin with an accurate forecast, which then informs the creation of a pragmatic yet flexible budget.
Strategy refers to the long-term blueprint of what the company intends to achieve in pursuit of its goal. At the same time, budgeting represents the short-term practical steps necessary to achieve those strategies. It is crucial to quantify these activities to ensure strategies are executed effectively.
<h2>Understanding Financial Planning, Budgeting, and Forecasting</h2>
This financial planning, budgeting, and forecasting course offers a deep understanding of the interrelated nature of financial planning, budgeting, and forecasting processes.
Attendees in the financial planning, budgeting, and forecasting course will discover how strategic planning feeds into developing budgets and forecasts, guiding a company's economic and financial trajectory, and enabling practical what-if analysis and scenario planning.
<h2>Targeted Groups</h2>
<ul>
<li>Financial professionals, finance controllers, treasurers, and inventory professionals.</li>
<li>Senior professionals with direct responsibility for financial management and control.</li>
<li>Accountants, sales and purchasing professionals, and those responsible for bank relationships.</li>
<li>Any professional at the junior or senior level who is a part of the financial decision-building team.</li>
<li>New interns and trainees with finance-related responsibilities.</li>
<li>Head of departments, process owners, and administrative personnel associated with budget management.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this financial planning, budgeting, and forecasting course, the participants will be able to:
<ul>
<li>Develop strategic thinking and use the strategic management process to develop missions and objectives.</li>
<li>Understand the relationship between financial planning, budgeting, and forecasting and the integration of the strategic management process with the budgeting cycle.</li>
<li>Appreciate cost behavior, cost/volume/profit (CVP) analysis, and develop an operating budget.</li>
<li>Use various Excel models for forecasting, financial growth planning models, and budget accuracy improvements.</li>
<li>Implement techniques of budgetary control, flexed budgets, variance analysis, and operational performance enhancement.</li>
<li>Determine a company's cost of capital and use discounted cash flow (DCF) for capital budgeting and risk analysis.</li>
<li>Increase awareness of effective forecasting and budgeting for better strategic management decisions.</li>
<li>Strategic management techniques will help managers make more informed and, therefore, better management decisions.</li>
<li>Foster techniques for effective planning, operations budgeting, capital investment projects, and cash flow.</li>
<li>Develop techniques to forecast sales revenues and cash flows to aid day-to-day and long-term management.</li>
</ul>
<h2>Targeted Competencies</h2>
At the end of this financial planning, budgeting, and forecasting course, the target competencies will be able to:
<ul>
<li>Performing capital budgeting analysis.</li>
<li>Forecasting cash flow.</li>
<li>Calculating the cost of capital.</li>
<li>Practicing financial modeling.</li>
<li>Understanding scenario analysis.</li>
<li>Calculating free cash flow.</li>
<li>Using advanced Excel.</li>
<li>Cost management.</li>
<li>Planning.</li>
<li>Data analyzing.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Planning for Success</h3>
<ul>
<li>What are planning strategies?</li>
<li>Work with the planning cycle.</li>
<li>Mission.</li>
<li>Strategic analysis.</li>
<li>Strategic choice.</li>
<li>Strategic implementation.</li>
<li>Corporate objectives.</li>
<li>Corporate value and shareholder value.</li>
<li>The agency problem and corporate governance.</li>
<li>Planning requirements and working capital.</li>
<li>Plan outline.</li>
<li>Financial planning for growth.</li>
<li>Financial modeling.</li>
<li>Development of the key performance indicators (KPIs).</li>
<li>The balanced scorecard.</li>
</ul>
<h3>Unit 2: The Forecasting Process</h3>
<ul>
<li>Determine the purpose and objective of the forecast.</li>
<li>Analyzing data.</li>
<li>Statistical analytical tools.</li>
<li>Quantitative analysis and forecasting.</li>
<li>Forecasting techniques.</li>
<li>Univariate analysis models: time series, moving averages, exponential smoothing, trend progression.</li>
<li>Causal analysis models – regression analysis.</li>
</ul>
<h3>Unit 3: Projecting Revenues – The Sales Budget</h3>
<ul>
<li>Projecting sales.</li>
<li>Long-term trend sales forecast.</li>
<li>Short-term trend sales forecast.</li>
<li>The basis of revenue assumptions.</li>
<li>Sales pricing.</li>
<li>Full cost pricing.</li>
<li>Marginal cost pricing.</li>
<li>Using Excel to project an optimum product mix.</li>
</ul>
<h3>Unit 4: The Nature and Behavior of Costs</h3>
<ul>
<li>Cost behavior, allocation, and classification.</li>
<li>What is the cost?</li>
<li>What is the activity?</li>
<li>Cost classification.</li>
<li>Fixed costs and stepped fixed costs.</li>
<li>Variable costs and semi-variable costs.</li>
<li>Notional costs.</li>
<li>Cost allocation.</li>
<li>Product costs and period costs.</li>
<li>Product costing for inventory valuations and profit ascertainment.</li>
<li>Absorption costing.</li>
<li>Cost/volume/profit (CVP) and 'what-if' analysis.</li>
</ul>
<h3>Unit 5: The Budgeting Process</h3>
<ul>
<li>Why do we budget? - the purposes of budgeting</li>
<li>Planning and control.</li>
<li>Budgeting for sales and costs.</li>
<li>Stages in the budget process.</li>
<li>Budget preparation process.</li>
<li>Accounting for headcount and labor costs in the budget model.</li>
<li>Accounting for depreciation in the budget model.</li>
<li>Putting the budget together.</li>
</ul>
<h3>Unit 6: Budgetary Control</h3>
<ul>
<li>The importance of standard costing.</li>
<li>The purpose of standard costing.</li>
<li>Flexed budgets.</li>
<li>Variance analysis.</li>
<li>The reasons for variances.</li>
<li>Planning and operating variances.</li>
</ul>
<h3>Unit 7: Projecting Expenses</h3>
<ul>
<li>Activity-Based Costing (ABC) and Activity-Based Budgeting (ABB).</li>
<li>The activities that cause costs.</li>
<li>Processes and activities.</li>
<li>Under and over-costing - product cost cross-subsidization.</li>
<li>Activity-Based Costing (ABC).</li>
<li>Refinement of the costing system.</li>
<li>ABC and cost management.</li>
<li>Design of ABC systems.</li>
<li>The cost hierarchy and cost drivers.</li>
<li>Advantages and disadvantages of ABC systems.</li>
<li>Traditional budgeting to Activity-Based Budgeting (ABB).</li>
<li>The ABB process.</li>
<li>Motivation and the behavioral aspect of budgeting.</li>
</ul>
<h3>Unit 8: The Time Value of Money</h3>
<ul>
<li>The impact time has on the value of money.</li>
<li>Future values and compound interest.</li>
<li>Present values.</li>
<li>Discounted cash flow (DCF).</li>
</ul>
<h3>Unit 9: Evaluating Capital Project Proposals</h3>
<ul>
<li>Various types of capital projects.</li>
<li>Capital project evaluation.</li>
<li>Capital investment project appraisal.</li>
<li>Accounting Rate of Return (ARR).</li>
<li>Payback method.</li>
<li>Net Present Value (NPV).</li>
<li>Internal Rate of Return (IRR).</li>
<li>Discounted payback method.</li>
<li>Choosing the proper investment appraisal method.</li>
<li>Equivalent Annual Cost (EAC) method.</li>
<li>Modified Internal Rate of Return (MIRR).</li>
<li>Capital budgeting methods.</li>
<li>Capital rationing.</li>
<li>Profitability Index (PI).</li>
</ul>
<h3>Unit 10: Putting the Pieces Together - The Budget</h3>
<ul>
<li>Long-term and short-term funding.</li>
<li>Sources of finance.</li>
<li>Capital cost models.</li>
<li>Cost of equity.</li>
<li>Cost of debt.</li>
<li>Weighted Average Cost of Capital (WACC).</li>
<li>Risk and the cost of capital.</li>
<li>Capital Asset Pricing Model (CAPM) and the beta factor.</li>
<li>Optimal capital structure.</li>
<li>Capital structure models.</li>
</ul>
<h3>Unit 11: Budget Re-Projection – Evaluating Risk And Uncertainty</h3>
<ul>
<li>Risk and uncertainty decision rules.</li>
<li>Worst and best-case scenarios.</li>
<li>The value of perfect information (VOPI).</li>
<li>Analyzing risk: expected values; standard deviation.</li>
<li>Sensitivity analysis.</li>
<li>Simulation model.</li>
<li>Scenario analysis.</li>
<li>NPV break-even.</li>
</ul>
This financial planning, budgeting, and forecasting course is designed for those seeking to deepen their expertise in financial reporting, budgeting, accounting analysis, and reporting budgeting in management.
It is a comprehensive planning, budgeting, and forecasting course aimed at those responsible for financial oversight within their organization. Includes financial analyst budgeting and forecasting roles, where precision and strategic insight into the planning, budgeting, and forecasting process are crucial.
Attendees will leave with a thorough understanding of planning and forecasting and how they can effectively incorporate these into their strategic planning, budgeting, and forecasting.
By the end of the financial planning, budgeting, and forecasting course, participants will be adept at generating reports that provide clarity and actionable insights into their company's financial health and trajectory.">

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Effective Budgeting & Cost Control Training Course - (FA 2034)

Introduction</h2>
All business decision-making involves analyzing situations containing varying degrees of risk. This effective budgeting and cost control training program must cover the essential skills to understand the budgeting and cost control processes for effective financial management.
Participants will delve into understanding the importance of a well-defined budget process, learn how cost behaviors can impact budgeting, and the creation of realistic cost-cutting plans. By incorporating principles from practical to effective budgeting and cost control training, attendees will enhance their ability to make sound decisions.
<h2>Targeted Groups</h2>
<ul>
<li>Financial professionals.</li>
<li>Research and development (R&D) professionals.</li>
<li>General accounting professionals.</li>
<li>Business unit professionals.</li>
<li>The practical, effective budgeting and cost control training course is for anyone wishing to refine and advance their budgeting and costing knowledge.</li>
<li>Staff responsible for entering data into the budget system or training others in data entry.</li>
<li>Individuals are seeking to gain control of the firm's financial standing and obtain a firm grasp on the numbers side of their job.</li>
</ul>
<h2>Course Objectives</h2>
Upon completion of this cost control certification course, participants will be able to:
<ul>
<li>Identify the principal factors required to produce a successful business case.</li>
<li>Develop budgeting and financial skills needed for better decision-making, key in cost management training.</li>
<li>Identify sources of financial and business data to support the budgeting process.</li>
<li>Learn new techniques and methodologies to simulate typical business scenarios.</li>
<li>Understand the importance of a well-defined cost-control program.</li>
<li>Learn costing and budgeting terminology used in business.</li>
<li>Master techniques for cost-benefit analysis.</li>
<li>Construct profit, cash, and balance sheet plans and budgets.</li>
<li>Evaluate variances from the plan and identify corrective actions.</li>
<li>Understand discounted cash flow (DCF) techniques and their application to financial decision-making.</li>
<li>Build and use budgets relevant to your organization.</li>
</ul>
<h2>Targeted Competencies</h2>
Upon completion of this cost control certification course, the target competencies will be able to:
<ul>
<li>Interpreting cost control accounts.</li>
<li>Planning and budgeting.</li>
<li>Cost control training.</li>
<li>Capital budgeting.</li>
<li>Applying cost-volume-profit analysis.</li>
<li>Utilizing breakeven analysis.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: The Need for Financial Control in Business</h3>
<ul>
<li>Understanding accounting.</li>
<li>Management accounting versus financial accounting.</li>
<li>The relationship between business management and financial management.</li>
<li>The role of budgeting in the bigger picture.</li>
<li>How does cost management accounting and control improve an organization's financial position?</li>
<li>Key aspects of managing working capital.</li>
</ul>
<h3>Unit 2: Capital Budgeting and Investment Appraisal</h3>
<ul>
<li>The time value of money.</li>
<li>Understanding appraisal techniques - Net Present Value (NPV), Internal Rate of Return (IRR), and payback period.</li>
<li>Selecting an appraisal technique.</li>
<li>The use of sensitivity analysis in evaluating projects.</li>
<li>Strategic considerations in assessing capital projects.</li>
<li>Creating a practical and effective Capital Budgeting framework.</li>
</ul>
<h3>Unit 3: Cost Analysis and Management</h3>
<ul>
<li>Understanding cost structure and behavior.</li>
<li>Costs as a relationship to outputs - cost/volume/price relationship.</li>
<li>The concept of contribution margin.</li>
<li>Breakeven analysis for planning and control.</li>
<li>Cost allocation and apportionment.</li>
<li>Benefit-cost analysis.</li>
</ul>
<h3>Unit 4: Full Costing, Marginal Costing, and Activity-Based Costing</h3>
<ul>
<li>Comparing full and marginal costing.</li>
<li>Direct and indirect costs in budgeting for decision-making.</li>
<li>Role of the expenses in pricing strategies.</li>
<li>Activity-Based Costing (ABC).</li>
<li>Managing cost control in accounting.</li>
</ul>
<h3>Unit 5: Budget Construction and Control</h3>
<ul>
<li>The nature and purpose of budgets for planning and control.</li>
<li>Types of budgets and budgeting.</li>
<li>Creating key performance indicators for financial and non-financial performance.</li>
<li>Building a budget.</li>
<li>Budgetary control and variance analysis.</li>
<li>Budgeting for non-financial measures - introducing the balanced scorecard.</li>
</ul>
<h2>Additional Modules</h2>
<h3>Project Cost Control Training</h3>
In this additional module, participants will specialize in techniques and tools necessary for effective project cost control. This practical, effective budgeting and cost control training course will include understanding project budgeting, forecasting, cost tracking, and managing contingency plans, which are crucial for ensuring project financial performance aligns with the planned budget.
<h3>Cost Accounting and Control</h3>
This segment will provide a deeper dive into cost accounting and control strategies, facilitating the learner's ability to effectively assess, manage, and reduce costs. Attendees of this cost control training course will engage with real-life case studies and practical exercises to empower them with hands-on cost control experiences.">

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Preparing Budgets Skills Training Course - (FA 2036)

Introduction</h2>
Budgets are an essential financial tool that aids in planning, decision-making, resource allocation, coordination, and control, which are crucial for practical budget management skills.
With the necessary skills, budgets can be well prepared and implemented, leading to better decisions, misuse of vital resources, poor coordination, and a lack of control or even too much control, resulting in missed opportunities.
This financial planning and budgeting course provides participants with the skills to prepare and implement budgets effectively, integrating budgeting training and economic and financial budgeting course elements.
<h2>Enhanced Business Budgeting and Management</h2>
As part of this comprehensive budget training for managers, we delve deeply into the nuances of business budgeting and budget management courses, focusing on aligning financial planning with organizational strategy.
Managers will learn to execute money-handling skills training, ensure effective budget management, and make sound financial decisions based on rigorous budget analysis.
<h2>Targeted Groups</h2>
<ul>
<li>Finance managers.</li>
<li>Finance controllers treasurers.</li>
<li>Inventory managers.</li>
<li>Financial professionals.</li>
<li>R&D professionals.</li>
<li>General accounting professionals.</li>
<li>The staff person will be responsible for entering data into the budget system or training others to enter information.</li>
<li>Those who want to gain control of the firm's financial standing and obtain a firm grasp on the numbers side of their job.</li>
<li>This budgeting training course is for anyone who wants to understand the basics of budgeting.</li>
</ul>
<h2>Course Objectives</h2>
By the end of this budgeting training course, the participants will be able to:
<ul>
<li>Develop the skills to plan budgets within a sound strategic plan.</li>
<li>Develop the skills to prepare budgets using the following:</li>
<ul>
<li class="ql-indent-1">Appropriate forecasting techniques, including time series models.</li>
<li class="ql-indent-1">Understand exponential smoothing, regression, correlation analysis, and costing methods like activity-based costing.</li>
</ul>
<li>Develop the skills to implement budgets effectively.</li>
<li>Become aware of the problems/limitations of budgets and the conditions required for their success.</li>
<li>Integrate the budgeting process with developing the company's long-term strategic vision.</li>
</ul>
<h2>Targeted Competencies</h2>
By the end of this budgeting training course, the target Competencies will be able to:
<ul>
<li>Integrating the planning process with the budgeting cycle.</li>
<li>Forecasting using various models, including time series models and exponential models.</li>
<li>Smoothing, regression, and correlation analysis using Excel and leading software/models.</li>
<li>Sales budgets.</li>
<li>Production budgets.</li>
<li>Cash budgets.</li>
<li>Capital budgets.</li>
</ul>
<h2>Budgeting Skills Course Content</h2>
<h3>Unit 1: Budgeting and Its Role Within the Management Process</h3>
<ul>
<li>The role of budgeting within management accounting.</li>
<li>Linking costing and budgeting to strategy and performance measurement.</li>
<li>The process of value creation: Implications for budgeting.</li>
<li>What is a budget, and why is costing fundamental?</li>
<li>Budgets - the financial expression of the operating plan.</li>
<li>Linking economic and operational issues.</li>
<li>Behavioral implications of budgeting.</li>
</ul>
<h3>Unit 2: Costs Analysis for Budgetary Purposes</h3>
<ul>
<li>Costing for budgeting: Why?</li>
<li>Cost terms and purposes.</li>
<li>Fixed and variable costs.</li>
<li>Cost, Volume, and Profit (CVP) relationships.</li>
<li>The critical concept of contribution margin.</li>
<li>Direct and indirect cost - the allocation problem.</li>
<li>Traditional methods vs. Activity-Based Costing (ABC).</li>
</ul>
<h3>Unit 3: The Framework for Budgeting</h3>
<ul>
<li>Elements of the budgeting framework.</li>
<li>Key concepts and terminology.</li>
<li>Advantages and disadvantages - critical issues to be discussed.</li>
<li>Overview of the financial statements.</li>
<li>Balance sheet, income statement, and the statement of cash flows.</li>
<li>Introducing cost analysis for decision-making.</li>
<li>The importance of understanding total costs.</li>
</ul>
<h3>Unit 4: Flexed Budgets and Variance Analysis</h3>
<ul>
<li>Budgeting for management control purposes.</li>
<li>Explain why standard costs are used in variance analysis.</li>
<li>Describe the difference between a fixed budget and a flexible budget.</li>
<li>Compute flexed budget variances and sales volume variances.</li>
<li>How to interpret variance analysis?</li>
<li>Integrate continuous improvement into variance analysis.</li>
<li>Is budgeting enough?</li>
</ul>
<h3>Unit 5: Beyond Budgeting: Broadening Performance Measurement Systems</h3>
<ul>
<li>Shortcomings of traditional approaches to budgeting and measurement.</li>
<li>Linking financial to operational issues.</li>
<li>Relating strategy to performance measurement.</li>
<li>The balanced scorecard and Six Sigma.</li>
<li>Financial perspective.</li>
<li>Customer perspective.</li>
<li>Internal business process perspective.</li>
<li>Learning and growth perspective.</li>
<li>Developing and adapting the scorecard.</li>
</ul>">

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Integrating Budgeting, Forecasting, and Business Planning - (FA 2038)

Introduction</h2>
A comprehensive business budgeting course designed to enhance your financial expertise and ability to integrate budgeting, forecasting, and business planning.
This business budgeting and forecasting seminar provides the skills to build world-class standards into your planning, budgeting, performance measurement, and reporting system.
It encompasses a budgeting and forecasting principles course and introduces new techniques that complement traditional financial planning tools.
You will gain insights into financial forecasting training, capital budgeting, budgeting manufacturing expenses, identifying profit objectives, budgeting cash requirements, and forecasting.
This business budgeting and forecasting seminar integrates these elements into a coherent planning, budgeting, and forecasting course.
<h2>Targeted Groups</h2>
<ul>
<li>Financial planners.</li>
<li>Cost analysts.</li>
<li>Professional advisers.</li>
<li>Account personnel.</li>
<li>Business consultants.</li>
<li>This business budgeting and forecasting course is for professionals who require a more in-depth understanding of integrated planning and budgeting techniques.</li>
<li>Accountants are responsible for budget preparation and management reporting.</li>
</ul>
<h2>Course Objectives</h2>
Participants in this business budgeting and forecasting course will be able to:
<ul>
<li>Build an integrated planning, budgeting, and reporting process.</li>
<li>Improve budgeting/financial skills required for better decision-making.</li>
<li>Understand cost behavior more accurately.</li>
<li>Deliver timely and valuable information to decision-makers.</li>
<li>Explain typical costing and budgeting terminology used in business.</li>
<li>Improve management abilities.</li>
<li>Increase understanding of budgeting and forecasting techniques.</li>
<li>Understand overhead problems and how activity-based analysis may aid decision-making and pricing strategies.</li>
<li>Implement change in the organization.</li>
<li>Eliminate non-value activities and reduce costs.</li>
<li>Understand cost behavior and patterns.</li>
<li>Ensure robust business planning, budgeting, and management reporting processes.</li>
</ul>
<h2>Targeted Competencies</h2>
At the end of this business budgeting and forecasting course, the target competencies will be able to:
<ul>
<li>Separating problem identification and problem-solving.</li>
<li>Objective and robust analysis of plans and results.</li>
<li>Understanding the control aspects of budgeting.</li>
<li>Recognizing human factors in budget setting.</li>
</ul>
<h2>Business Budgeting and Forecasting Course Content</h2>
<h3>Unit 1: Budgets and Strategy in Today’s International Environment</h3>
<ul>
<li>Organizational planning framework.</li>
<li>The product/information/decision support cycle.</li>
<li>Strategic, tactical, and operational forecasts.</li>
<li>Strategic approach to business planning course content.</li>
<li>Various strategic and tactical approaches to business planning.</li>
<li>The international business environment.</li>
</ul>
<h3>Unit 2: The Business Plan and Budget Development</h3>
<ul>
<li>Developing the business plan.</li>
<li>Identification of key value drivers.</li>
<li>Achieving objectives.</li>
<li>Zero base budgeting.</li>
<li>Activity-based budgeting.</li>
<li>Rolling budgets.</li>
<li>Creating the cash budget.</li>
</ul>
<h3>Unit 3: Analyzing the Applicability of Historical Data Using Excel</h3>
<ul>
<li>Challenges of forecasting and budgeting courses.</li>
<li>Using historical data for future predictions.</li>
<li>Forecasting.</li>
<li>Sales volume.</li>
<li>Time series models: histograms, moving averages, exponential smoothing, and regression analysis.</li>
<li>Regression analysis for prediction and estimation.</li>
<li>Exponential smoothing as a data analysis tool.</li>
</ul>
<h3>Unit 4: Using Activity-Based Budgeting and Cost Analysis Techniques</h3>
<ul>
<li>Cost behavior and breakeven analysis.</li>
<li>Activity-based costing.</li>
<li>Budgeting for processes rather than departments.</li>
<li>Defining key cost drivers.</li>
<li>Defining key activities.</li>
<li>Developing the activity-based budget.</li>
</ul>
<h3>Unit 5: Capital Budgeting and Project Appraisal</h3>
<ul>
<li>Identifying types of capital projects.</li>
<li>The capital project evaluation process.</li>
<li>Time value of money considerations.</li>
<li>WACC and ROIC benchmarks.</li>
<li>Calculating initial and subsequent capital project cash flows.</li>
<li>Hurdle Rate development for capital projects.</li>
<li>Evaluating capital projects using NPV, IRR, ARR, and payback models.</li>
</ul>
<h2>Particular Module: Financial Forecasting and Budgeting Certification Overview</h2>
Gain a deep understanding of the budgeting and forecasting certification process, which qualifies professionals in budgeting and forecasting.
This module will cover the essentials needed to achieve certification, ensuring expertise in the complex discipline of financial forecasting and analysis.">

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Fast Closing Month-End & Year-End Accounts - (FA 2039)

Introduction:</h2>
This month-end and year-end closing accounting program provides an in-depth overview of the "Fast Close" process, which is the ability of a modern, global organization to rapidly close the accounting books, collect, consolidate, and then publish its financial statements.
This process is widely viewed as an indicator of management's abilities to execute its strategic plan in light of the availability of fast, reliable financial information and as a proxy for good, well-implemented corporate governance.
This month-end and year-end closing accounting course will also review the mounting concerns and evidence that the "Fast Close" process, after a long period of sustained improvement, is now in a period of decline due in large part to the impact of compliance, new accounting and reporting standards and the sheer increase in the volume and complexity of financial information that needs to be consolidated and reviewed.
<h2>Targeted Groups:</h2>
<ul>
<li>Accounting professionals</li>
<li>Financial controllers</li>
<li>Finance managers</li>
<li>Financial systems analysts</li>
<li>Senior accountants</li>
<li>Financial accountants</li>
<li>Management accountants</li>
<li>General ledger accountants</li>
<li>Assistant accountants</li>
<li>Accounts receivable accountants</li>
<li>Accounts payable accountants</li>
<li>Payroll accountants</li>
<li>This month-end and year-end closing accounting course is for decision-makers who rely on timely and accurate financial information.</li>
</ul>
<h2>Course Objectives:</h2>
At the end of this month-end and year-end closing accounting course, the participants will be able to:
<ul>
<li>Understand the importance of the fast close process on financial and operational decision-making within an organization.</li>
<li>Examine fast-close processes, strategies, best practices, and consideration of organizational documentation policies and procedures.</li>
<li>Understand the importance of departmental requirements for financial reporting and the need for ongoing improvements to the closing process.</li>
<li>Provide faster and more accurate data for monthly and year-end account closings to enhance communication with internal and external financial statement users.</li>
<li>Utilize assessment tools to pinpoint the disconnect between finance and internal users.</li>
<li>Consider organizational policies, procedures, and documentation related to a fast close.</li>
<li>Consider the departmental requirements for financial reporting.</li>
<li>List the steps needed to implement process improvements in finance and identify the need for closing process redesign.</li>
</ul>
<h2>Targeted Competencies:</h2>
At the end of this month-end and year-end closing accounting course, the target competencies will be able to:
<ul>
<li>Process analysis.</li>
<li>Closing procedures.</li>
<li>Analytical skills.</li>
<li>Process mapping.</li>
<li>Applying month-end and year-end closing best practices.</li>
</ul>
<h2>Course Content:</h2>
<h3>Unit 1: Introduction to Fast Close Concepts:</h3>
<ul>
<li>Different types and benefits.</li>
<li>Steps needed to achieve a fast close.</li>
<li>Analyzing and reviewing the current closing process.</li>
<li>Redesigning the closing cycle.</li>
<li>Finance function stakeholders, redesign, and solutions.</li>
<li>Examining the needs of stakeholders.</li>
<li>Scope of problems for organizations.</li>
<li>Process improvement practices.</li>
<li>Process redesign tools and techniques.</li>
</ul>
<h3>Unit 2: Developing a Fast Close Strategy:</h3>
<ul>
<li>Examining closing activities and requirements.</li>
<li>Best practices in attaining fast close, soft close, and virtual close.</li>
<li>Optimizing charts of accounts and journal entry requirements.</li>
<li>Organizing corporate resources to achieve fast close.</li>
<li>Identifying potential roadblocks.</li>
</ul>
<h3>Unit 3: Managing Change and Utilizing Technology in Redesigning and Monitoring the Finance Function:</h3>
<ul>
<li>Standardization, customization, and centralization.</li>
<li>Reviewing paradigms and the difficulties of effecting changes.</li>
<li>Using technology to improve organizational redesign.</li>
</ul>
<h3>Unit 4: Operational Implementation of a Fast Close:</h3>
<ul>
<li>Examining the pre-close and fast-close processes.</li>
<li>Adopting benchmarks and other measurement standards, including key performance indicators.</li>
<li>Documenting quickly close processes incorporating the utilization of checklists.</li>
</ul>
<h3>Unit 5: Financial Reporting and Ongoing Improvements to The Closing Process:</h3>
<ul>
<li>Design and implementation of controls needed for financial reporting.</li>
<li>Improving the closing process and adopting improvement measurements.</li>
<li>Identifying management reporting criteria.</li>
</ul>
<h2>Enhancing Efficiency in Month-End and Year-End Closing</h2>
Accurately concluding a month's or year's financial activities entails comprehensive knowledge of what is involved in month-end and year-end closing accounting.
By embracing the month-end closing process in accounting and the best practices inherent in the closing month of the accounting year, participants will discover scalable strategies for closing fast and doing so with an emphasis on precision and compliance.
The keys to efficient monthly closing accounting lie in the procedural details and inter-departmental collaboration to ensure an effective end-of-month closing, ultimately fortifying an organization's financial reporting foundation and decision-making capabilities.">

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Modern International Standards of Internal Audit Function Course - (FA 2041)

Introduction</h2>
Developing, monitoring, and continually improving a highly integrated internal audit function is essential for the continued financial success, stability, and growth of world-class business entities.
This international financial reporting standards of internal audit course is a well-designed and effective internal audit system that will provide verification and support that accounting and economic policies, procedures, and controls are working adequately and will spotlight any significant matters that need attention.
Emphasis is placed on financial accounting with international financial reporting standards and adherence to international financial accounting standards to ensure comprehensive coverage.
<h2>Targeted Groups</h2>
<ul>
<li>Junior auditors.</li>
<li>Delegates with some experience in auditing.</li>
<li>Finance professionals</li>
<li>Supervisors and managers interested in updating, upgrading, and refreshing their knowledge in internal audit.</li>
</ul>
<h2>International Financial Reporting Standards and Certifications</h2>
The internal audit course also highlights the International Financial Reporting Standards (IFRS) and the certification process for auditors and accountants seeking validation of international skills.
By integrating international financial reporting standards certification, international accounting certifications, and internal auditor certification pathways into the course content, participants can recognize the global language of financial accounting and position themselves as versatile and knowledgeable professionals in internal auditing.
Recognizing the increasing importance of international financial reporting standards (IFRS), this internal audit course also includes a specialized segment dedicated to a certificate course on international financial reporting standards.
It provides participants with a thorough understanding of IFRS requirements, updates, and global applicability, ensuring that their skill set aligns with international accounting standards certification objectives. Furthermore, as a part of internal auditor training, this course covers essential topics to prepare auditors for the certified interior auditor course. It promotes continuous education to stay current with evolving standards and practices.
<h2>Course Objectives</h2>
At the end of this international financial reporting standards of internal audit course, the participants will be able to:
<ul>
<li>Understand and recognize an internal audit function's purpose and design and practical methodologies in establishing departmental policies and procedures.</li>
<li>Develop a comprehensive internal audit structure, including departmental staffing positions and lines of responsibilities.</li>
<li>Plan an internal audit examination and communicate the findings and conclusions to an Internal Audit Committee and senior management.</li>
<li>Implement the functions of an internal audit department, review various internal control processes, and understand the objectives of preparing and presenting findings reports within an organization.</li>
<li>Ensure that the internal audit function meets or exceeds best practices regarding peer group or industry standards, including alignment with international financial reporting and accounting standards.</li>
<li>Understand the role and functioning of an Internal Audit Department compared to the role and responsibilities of external auditors.</li>
<li>Create personal descriptions and job requirements for an internal audit staff.</li>
<li>Acquire knowledge of various audits' different types and purposes regarding applicability and function, including risk factors and international financial accounting and reporting considerations.</li>
<li>Planned, notified, and implemented internal audit examinations for selected types of audits to be performed.</li>
<li>Evaluate the effectiveness of in-place internal controls and security policies for organizational networks and information technology frameworks.</li>
<li>Understanding relevant documentation concerning professional standards and responsibilities, best practices, and international accounting certifications.</li>
<li>Understanding the need to establish credibility for an internal audit team.</li>
<li>Conduct post-audit reviews and compile interior control updates for Boards of Directors.</li>
<li>Develop audit risk and other risk-related assessments.</li>
</ul>
<h2>Targeted Competencies</h2>
Upon the completion of this international financial reporting standard of internal audit course, the target competencies will be able to:
<ul>
<li>Risk-based audit planning.</li>
<li>Evaluating an internal audit function.</li>
<li>Risks identification.</li>
<li>Identifying and designing controls.</li>
<li>Sampling.</li>
<li>Fraud assessment.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Defining and Developing the Internal Audit Process and Establishing Roles, Functions, and Responsibilities for the Internal Audit Department</h3>
<ul>
<li>Defining, developing, and implementing an internal audit function.</li>
<li>Defining the distinctions and responsibilities between internal and external auditors.</li>
<li>Identifying the internal audit staff positions.</li>
<li>Developing the audit committee charter for a board of directors.</li>
<li>Review of statements on international auditing standards update and general auditing practice issues, emphasizing international accounting standards training.</li>
<li>Identifying internal audit staffing requirements.</li>
</ul>
<h3>Unit 2: Examining and Understanding the Differences Between Various Types of Audits, Including Risk Factors</h3>
<ul>
<li>Operational audits.</li>
<li>Financial audits, focusing on financial accounting and international financial reporting standards.</li>
<li>Compliance audits.</li>
<li>Fraud and forensic audits.</li>
<li>Information systems audits.</li>
<li>Review of current year U.S. audit risk alerts.</li>
</ul>
<h3>Unit 3: Selecting, Procedural Planning, and Commencing Internal Audit Examinations</h3>
<ul>
<li>Developing streamlined processes for conducting internal audit examinations.</li>
<li>Identifying effective audit programs for the various types of audits.</li>
<li>Evaluating and selecting internal audit methodologies.</li>
<li>Notify the internal audit examination's internal auditee and supervisors and promote cooperation and assistance in achieving common goals.</li>
<li>Assess internal control systems and access network and computer files and folders.</li>
<li>Effecting changes to an in-process internal audit examination.</li>
</ul>
<h3>Unit 4: Managing and Monitoring Internal Audit Examinations and Methodologies of Ensuring Credibility for the Internal Audit Team</h3>
<ul>
<li>Planning the audit commencement conference meeting.</li>
<li>Accumulating relevant documentation during the internal audit process.</li>
<li>Professional standards and responsibilities associated with internal auditing documentation.</li>
<li>Tools and methods for ensuring a smooth audit process.</li>
<li>Techniques for ensuring credibility for the internal audit team.</li>
</ul>
<h3>Unit 5: Issuing Reports of Audit Findings</h3>
<ul>
<li>Conducting exit conferences.</li>
<li>Implementing sound corporate governance policies to achieve adequate internal controls.</li>
<li>Communicating audit findings and suggestions for areas of improvement.</li>
<li>Planning the audit exit conference meeting.</li>
<li>Distributing the final internal audit report within the organization.</li>
<li>Conducting post-audit reviews.</li>
<li>Internal controls updates for boards of directors.</li>
<li>Audit risk developments and projects on the near-term horizon.</li>
</ul>">

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Corporate Finance and Accounting Course - (FA 2043)

Introduction</h2>
This corporate finance and accounting course offers a deep dive into corporate finance and the intricacies of financial management. It emphasizes each responsibility domain within the firm and illustrates how finance influences its operations.
Participants in this corporate finance and accounting course will be introduced to corporate finance concepts, unraveling the interaction among finance, management, and other stakeholders.
Considering that stakeholders' interests are maximized through efficient resource allocation, the corporate finance and accounting course scrutinizes this objective.
Corporate finance not only elucidates vital financial terms and tools utilized in real-world scenarios but also articulates the broader context of their application across various firm segments.
Those who enroll in this corporate finance and accounting course, possibly striving for a corporate finance certificate, will cultivate an understanding of the financial decision-making interplay relative to the firm's strategic objectives.
Moreover, comprehending decisions via the firm's financial statements will significantly empower individuals to steer the organization more effectively.
<h2>Targeted Groups</h2>
<ul>
<li>Finance managers.</li>
<li>Corporate controllers.</li>
<li>Financial controllers.</li>
<li>Treasury professionals.</li>
<li>Chief accountants.</li>
<li>Accounting managers.</li>
<li>Senior accountants.</li>
<li>Banking professionals.</li>
<li>Investment professionals.</li>
<li>Corporate business professionals.</li>
<li>Finance professionals.</li>
</ul>
<h2>Course Objectives</h2>
After this corporate finance and accounting course, participants will have the capability to:
<ul>
<li>Utilize financial statements to exert a more influential impact on the organization.</li>
<li>Make more informed decisions with finance.</li>
<li>Maintain more effective control over resource utilization.</li>
<li>Construct superior budgets that are more likely to be approved.</li>
<li>Analyze variances from objectives accurately and expeditiously.</li>
<li>Manage working capital efficiently.</li>
<li>Integrate concepts from corporate finance and accounting.</li>
<li>Critically analyze financial statements.</li>
<li>Make more strategic capital budgeting decisions.</li>
<li>Employ operating capital more judiciously.</li>
</ul>
<h2>Targeted Competencies</h2>
At the end of this corporate finance and accounting course, the target competencies will be able to:
<ul>
<li>Comprehension of operating, investing, and financing decisions.</li>
<li>Proficiency in working capital management.</li>
<li>Decision-making expertise for capital investments.</li>
<li>Ability to calculate the cost of capital.</li>
<li>Skills in setting a dividend policy.</li>
<li>Competence in financial forecasting.</li>
<li>Proficiency in equity valuation.</li>
<li>Detailed understanding of financial statements.</li>
<li>Capacity to optimize decisions through thorough analysis.</li>
<li>Knowledge in leveraging financial resources for optimal growth.</li>
<li>Mastery of multiple tools for improved analysis of capital projects.</li>
<li>Confidence in discussing a broad range of finance topics.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Introduction to Corporate Finance Basics</h3>
<ul>
<li>What is the definition of accounting?</li>
<li>What is the meaning of finance?</li>
<li>Differentiating between finance and accounting.</li>
<li>Contrasting financial accounting with management accounting.</li>
<li>Understanding your impact on financial statements.</li>
<li>Mastering the essentials of planning, forecasting, and budgeting.</li>
</ul>
<h3>Unit 2: Corporate Finance Analytics and Financial Statements</h3>
<ul>
<li>Exploring the balance sheet.</li>
<li>Dissecting the income statement.</li>
<li>Analyzing the cash flow statement.</li>
<li>Impact of non-cash deductions.</li>
<li>What are the definitions of depreciation, amortization, and depletion?</li>
<li>Book value versus market value: The significance.</li>
<li>Understanding shareholder's expectations.</li>
</ul>
<h3>Unit 3: Corporate Budgeting Course - Working Capital Management</h3>
<ul>
<li>Defining and understanding Working Capital (WC).</li>
<li>Identifying components of WC.</li>
<li>Cash.</li>
<li>Accounts receivable.</li>
<li>Inventory.</li>
<li>Accounts payable.</li>
<li>Determining the optimal amount of WC and its importance.</li>
<li>Computing and analyzing critical ratios.</li>
<li>Other WC tools are accounts receivable and payable agings.</li>
<li>The significance of credit policies and collection procedures.</li>
</ul>
<h3>Unit 4: Principles of Corporate Finance - Capital Structure Analysis</h3>
<ul>
<li>Defining capital structure and its importance.</li>
<li>Equity capital - its essence and influence on decisions.</li>
<li>Debt capital - its true nature and impact on return rates.</li>
<li>Weighted Cost of Capital (WACC) and its critical role.</li>
<li>Calculating WACC: when and how to apply it.</li>
<li>Exploring leverage and its dual implications.</li>
<li>Comparing operating, financial, and combined leverage.</li>
</ul>
<h3>Unit 5: Advanced Corporate Finance - Capital Expenditure Decisions</h3>
<ul>
<li>Discussing cash flows and the time value of money.</li>
<li>Overview of the capital project evaluation process.</li>
<li>Estimating cash flows across a project lifespan.</li>
<li>Emphasizing Net Present Value (NPV) and internal Rate of Return (IRR) as preferred methodologies.</li>
<li>The Profitability Index (PI) and Modified Internal Rate of Return (MIRR) are alternate methods.</li>
<li>Defining approval criteria and the review process.</li>
</ul>
By integrating fundamental and advanced principles of corporate finance into this corporate finance and accounting course, we aim to provide a robust foundation for individuals looking to enhance their proficiency in corporate funding and strategic financial management.">

Cairo (Egypt)

05 - 09 May 2024

3000 Euro

Sharm El-Sheikh (Egypt)

12 - 16 May 2024

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Mastering Spreadsheet Skills for Planning, Forecasting & Budgeting - (FA 2044)

Introduction</h2>
Planning, forecasting, and budgeting are three of the most critical functions in business. Appropriately performed, they can lead to exceptional success.
Yet many people do not use the tools available to them to their best advantage. In this financial forecasting and planning spreadsheet course, we will use Excel to demonstrate how to improve your forecasting, planning, and budgeting.
By developing better spreadsheets and models, planning is more accurate, forecasting is more precise, and budgeting is more attainable. And the time to create these is dramatically reduced.
Forecasts, plans, and budgets may be improved through extensive what-if analysis to find critical factors for management to monitor. Furthermore, these tools can be easily transferred into business plans, which guide the firm's overall performance.
<h2>Targeted Groups</h2>
<ul>
<li>Financial accounting team members.</li>
<li>Cost and management accounting staff.</li>
<li>Finance managers.</li>
<li>Budget managers.</li>
<li>Commercial managers.</li>
<li>Capital investment and project team members.</li>
<li>This financial forecasting and planning spreadsheet is for employees who want to gain excellent knowledge to improve their careers.</li>
</ul>
<h2>Mastering Financial Planning with Spreadsheets</h2>
As budgets are a crucial component of any financial strategy, understanding how to create a detailed financial plan spreadsheet is invaluable.
This financial forecasting and planning spreadsheet course covers advanced techniques for developing sophisticated financial forecasting tools within Excel to enhance predictions and manage your financial budget spreadsheet effectively.
Building on fundamental spreadsheet skills, participants will learn to design comprehensive models that integrate financial planning and budget forecasts with business accounting spreadsheet methods.
The goal is to simplify complex financial data management and improve analytical capabilities for more informed decision-making processes.
<h2>Course Objectives</h2>
By the end of this financial forecasting and planning spreadsheet course, participants will be able to:
<ul>
<li>Understand the various Excel tools available for planning, forecasting, and budgeting.</li>
<li>Perform sophisticated "what-if" scenarios to improve decision-making.</li>
<li>Know what Excel techniques to use in a given situation.</li>
<li>Use the most advanced spreadsheet techniques.</li>
<li>Know when to take a chance and when not to.</li>
<li>Learn to use and expand a range of Excel models.</li>
<li>Develop an improved understanding of how well-prepared Excel models help the corporation in today's challenging world.</li>
<li>Understand the risks and rewards of various planning decisions.</li>
<li>Calculate the impact of alternative inputs on critical outputs.</li>
<li>Understand the cost/benefit of every decision.</li>
<li>Enhance their knowledge with the use of the models in the case studies.</li>
</ul>
<h2>Targeted Competencies</h2>
By the end of this financial forecasting and planning spreadsheet course, the target competencies will be able to:
<ul>
<li>Budgeting.</li>
<li>Building models in Microsoft Excel.</li>
<li>Forecasting.</li>
<li>Evaluating proposals.</li>
<li>Applying Microsoft Excel functions and tools.</li>
<li>Assessing the budgeting process.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Introduction to Spreadsheets using Excel</h3>
<ul>
<li>Worksheet fundamentals.</li>
<li>Use the F4 key for relative and absolute cell references.</li>
<li>Expose ALL formulas in a worksheet using the built-in function for faster review.</li>
<li>Naming cells and ranges for quicker, more accurate work.</li>
<li>Freeze panes, columns, and rows for easier viewing while scrolling.</li>
<li>Protecting cells and ranges to stabilize models.</li>
<li>Function wizard benefits.</li>
<li>Linking cells from various worksheets to reduce errors.</li>
<li>Secret keyboard shortcuts.</li>
</ul>
<h3>Unit 2: Proper Planning</h3>
<ul>
<li>Introduction to planning.</li>
<li>What-if analysis:</li>
<ul>
<li class="ql-indent-1">Scenario analysis techniques.</li>
<li class="ql-indent-1">Sensitivity analysis using spinners and scroll bars.</li>
</ul>
<li>Economic Order Quantity (EOQ).</li>
<li>Build out Data tables to see an entire range of options.</li>
<li>1-way Data tables.</li>
<li>2-way Data tables.</li>
<li>Maximizing vs. optimizing techniques.</li>
<li>Utilizing the goal seek command to calculate a reverse equation.</li>
<li>Using Solver to calculate optimal product mix, distribution problems, and capital budgeting.</li>
</ul>
<h3>Unit 3: Fantastic Forecasting</h3>
<ul>
<li>What is forecasting?</li>
<li>Qualitative techniques and their uses.</li>
<li>Quantitative methods and their uses.</li>
<li>Smoothing techniques.</li>
<li>Regression analysis.</li>
<li>Time series analysis.</li>
<li>Forecasting growth rates for verification.</li>
<li>Internal (IGR).</li>
<li>Sustainable (SGR).</li>
<li>MIN and MAX functions.</li>
<li>MEDIAN, MODE, and AVERAGE functions.</li>
<li>GEOMEAN to calculate Average Growth Rate (AGR).</li>
<li>When should you use RANK, QUARTILE, and PERCENTILE?</li>
</ul>
<h3>Unit 4: Beyond Budgeting</h3>
<ul>
<li>What is a budget?</li>
<li>How to build a simple budget?</li>
<li>Build a flexible budget model.</li>
<li>Build out a complete budget.</li>
<li>Operating budget elements.</li>
<li>Financial budget elements.</li>
<li>Linking them.</li>
<li>What is the variance analysis report, and why is it essential to improve your budget?</li>
<li>Calculating variance analysis to see what must be changed.</li>
</ul>
<h3>Unit 5: Putting It Together – Building The Comprehensive Model</h3>
<ul>
<li>Build your planning model.</li>
<li>Build your forecasting model.</li>
<li>Build your budgeting model.</li>
<li>Link these together.</li>
<li>Leverage optimization through capital structure.</li>
<li>Bond buybacks.</li>
</ul>">

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Accounting: Information for Planning, Decision Making, and Control - (FA 2046)

Introduction</h2>
Managerial accounting is an activity that provides financial and non-financial information to business managers and other internal decision-makers of an organization.
This strategic information, planning, and control accounting for decision-making course examines how administrative accounting information is gathered and how business professionals use it to make adequate plans and decisions.
Lessons such as fundamentals of managerial accounting, cost accounting concepts, and organizational accounting approaches will provide you with the ideas, procedures, and analytical skills you'll need to make informed decisions in today's challenging business world.
Managerial accounting is not as widely used as other forms of accounting, nor is it as known. While companies concern themselves with financial accounting methods like audits, budgets, and financial statements, they often ignore entirely the forward-thinking methods of managerial accounting.
<h2>Targeted Groups</h2>
<ul>
<li>Financial officers.</li>
<li>Controllers.</li>
<li>Accountants.</li>
<li>Treasurers.</li>
<li>Corporate planning.</li>
<li>Business development professionals.</li>
<li>This strategic information, planning, and control accounting for decision-making course is for managers from other non-financial areas willing to understand the financial aspects of analysis, planning, and control.</li>
<li>This strategic information, planning, and control accounting for decision-making course is for employees who want new knowledge to improve their careers.</li>
</ul>
<h2>Integration of Strategic Information Systems in Accounting</h2>
Information technology plays a pivotal role in the modern accounting landscape. This strategic information, planning, and control accounting for decision-making course touches on strategic information system planning and integrating information technology strategic plans, which are critical for informed financial planning and business strategy execution.
Learners will explore how control in accounting information systems is necessary for accuracy and compliance and vital in providing timely data for strategic decisions, ensuring that organizations can adapt to dynamic markets with agility and precision.
<h2>Accounting for Decision Making and Control</h2>
Participants will delve into the crucial accounting for decision-making and control solutions, which form the backbone of managerial insight and effective oversight.
This strategic information, planning, and control accounting for decision-making course includes leveraging financial accounting tools for business decision-making, analyzing the role of accounting information in planning and control, and understanding why management needs accounting information for strategy formulation and performance evaluation.
The strategic information, planning, and control accounting for decision-making course pays special attention to the nuances of financial and managerial accounting for decision-makers. It emphasizes the administrative-accounting information uses that are critical for advancing organizational goals.
<h2>Course Objectives</h2>
At the end of this strategic information, planning, and control accounting for decision-making course, the participants will be able to:
<ul>
<li>Use financial information for guiding decisions.</li>
<li>Understand how to optimize decisions through make vs. buy analysis.</li>
<li>Develop critique plans that create results.</li>
<li>Control variances to industry standards.</li>
<li>Become comfortable conversing on accounting subjects.</li>
<li>Recognize the tools and techniques of valuable financial analysis in decision-making.</li>
<li>Understand the use of budgetary and control strategies.</li>
<li>Learn about managerial vs. financial accounting.</li>
<li>Understand the cost-volume-profit analysis for decision-making.</li>
<li>Appreciate fixed vs. variable vs. Mixed costs for control.</li>
<li>Understand the capital budgeting that makes a difference.</li>
<li>Plan more accurately using managerial accounting.</li>
<li>Describe policies and company components that affect managerial accounting.</li>
</ul>
<h2>Targeted Competencies</h2>
At the end of this strategic information, planning, and control accounting for decision-making course, the target competencies will be able to:
<ul>
<li>Cost terms and concepts.</li>
<li>Cost behavior: Analysis and use.</li>
<li>Direct vs. absorption costing.</li>
<li>Overhead costing for planning and control.</li>
<li>Standard Costs and variance analysis.</li>
<li>Relevant costs for decision-making.</li>
<li>Financial statement analysis.</li>
<li>Define managerial accounting and its impact on the organization.</li>
<li>Make better decisions through the results calculated.</li>
<li>Maintain better control of all costs.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Managerial Accounting: a Perspective</h3>
<ul>
<li>The role of managerial accounting.</li>
<li>Financial vs. managerial accounting.</li>
<li>Cost accounting vs. managerial accounting.</li>
<li>The work of management.</li>
<li>The organizational aspects of managerial accounting.</li>
<li>Using managerial accounting for planning, decision-making, and control.</li>
</ul>
<h3>Unit 2: Cost Concepts, Terms and Classifications</h3>
<ul>
<li>Diff costs 4 different purposes.</li>
<li>Cost classifications.</li>
<li>Cost by function.</li>
<li>Product vs. period costs.</li>
<li>FC, VC, and mixed costs.</li>
<li>Costs for planning, control, and decision-making.</li>
</ul>
<h3>Unit 3: Cost Behavior Patterns</h3>
<ul>
<li>Analysis of cost behavior.</li>
<li>Fixed costs-committed vs. discretionary.</li>
<li>Variable costs.</li>
<li>Semi-variable costs.</li>
<li>The contribution margin approach.</li>
<li>Comparing gross profit to the contribution margin.</li>
</ul>
<h3>Unit 4: Cost-Volume-Profit & Break-Even</h3>
<ul>
<li>Cost-volume-profit and break-even defined.</li>
<li>Cost-volume-profit analysis.</li>
<li>Target income calculations.</li>
<li>The margin of safety calculations.</li>
<li>Sales mix analysis.</li>
<li>Break-even analysis.</li>
</ul>
<h3>Unit 5: Standard Costs</h3>
<ul>
<li>Responsibility accounting is defined.</li>
<li>Responsibility centers.</li>
<li>Standard costs and variance analysis.</li>
<li>Fixed overhead variances.</li>
<li>VA for factory overhead.</li>
<li>Absorption vs. direct costing.</li>
</ul>
<h3>Unit 6: Relevant Costs</h3>
<ul>
<li>Relevant costs defined.</li>
<li>Decision-making approaches.</li>
<li>Make vs. buy decisions.</li>
<li>Sell vs. process decision.</li>
<li>Lease vs. buy decision.</li>
<li>Adding or dropping a line decision.</li>
</ul>
<h3>Unit 7: Capital Budgeting</h3>
<ul>
<li>Capital Budgeting decisions are defined.</li>
<li>Capital Budgeting techniques demonstrated.</li>
<li>Mutually exclusive projects.</li>
<li>Capital rationing and decision-making.</li>
<li>Investment decisions.</li>
<li>Decision-making tools.</li>
</ul>
<h3>Unit 8: Performance Evaluation</h3>
<ul>
<li>Division evaluation.</li>
<li>Return On Investment (ROI).</li>
<li>Profit planning.</li>
<li>Residual Income (RI).</li>
<li>Controlling results using ROI.</li>
<li>Manipulating results using RI.</li>
</ul>
<h3>Unit 9: Financial Statement Analysis</h3>
<ul>
<li>Ratio overview.</li>
<li>Liquidity ratios.</li>
<li>Activity ratios.</li>
<li>Leverage ratios.</li>
<li>Profitability ratios.</li>
<li>Market ratios.</li>
</ul>
<h3>Unit 10: Statement of Cash Flows</h3>
<ul>
<li>P&L to Cash flow analysis.</li>
<li>Accrual basis of accounting.</li>
<li>Operations of the section explored.</li>
<li>The investing section was explored.</li>
<li>The financing section was explored.</li>
<li>Cash flow statement to balance sheet connection.</li>
</ul>">

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Planning & Analytical Systems for Financial Audit Management - (FA 2050)

Introduction</h2>
Developing, monitoring, and continually improving a highly integrated internal audit function is essential for world-class business entities' continued financial success, stability, and growth.
The financial audit management and planning analysis course is a well-designed and effective internal audit system that will provide verification and support that accounting economic and monetary policies, procedures, and controls are working adequately and will spotlight any significant matters that need attention.
This system analysis course integrates financial audit training, ensuring a holistic approach to internal audit management.
This financial audit management and planning analysis course introduces participants to robust planning and analytical systems that underpin effective financial audit management.
The financial audit management and planning analysis course is designed for professionals who aim to enhance their skills in internal audit functions and apply cutting-edge industry practices.
Specializing in financial planning and analysis provides professionals with the credentials to demonstrate their competency in managing and analyzing financial statements and audit processes. A certification in this field can lead to a deeper understanding of business strategy and financial decision-making.
<h2>Targeted Groups</h2>
<ul>
<li>Finance managers.</li>
<li>Finance professionals.</li>
<li>Financial audit professionals.</li>
<li>Internal audit professionals.</li>
</ul>
<h2>Course Objectives</h2>
At the end of this financial management course, participants will be able to:
<ul>
<li>Understand and recognize an internal audit function's purpose and design and practical methodologies in establishing departmental policies and procedures.</li>
<li>Develop a comprehensive internal audit structure, including departmental staffing positions and lines of responsibilities.</li>
<li>Plan an internal audit examination and communicate the findings and conclusions to an internal committee and senior management.</li>
<li>Implement the functions of an internal audit department, review various internal control processes, and understand the objectives of preparing and presenting findings reports within an organization.</li>
<li>Ensure that an internal audit function meets or exceeds best practices regarding peer group or industry standards.</li>
<li>Understand the role and functioning of an internal audit department compared to the role and responsibilities of external auditors.</li>
<li>Develop an audit committee charter for a board of directors.</li>
<li>Create personal descriptions and job requirements for an internal audit staff.</li>
<li>Acquire knowledge of the different types and purposes of various audits regarding applicability and function, including risk factors.</li>
</ul>
<h2>Targeted Competencies</h2>
Upon completing this financial audit management and planning analysis course, the target competencies will able to improve:
<ul>
<li>Presentation and understanding complex financial topic terminology, concepts, applications, and associated best practices.</li>
<li>Building professional knowledge and expertise in an ever-evolving business environment.</li>
<li>Increased assurance in professional, technical, and managerial skills and abilities.</li>
<li>New opportunities to build relationships with other financial professionals through networking.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: Defining and Developing the Internal Audit Process</h3>
<ul>
<li>Establishing roles, functions, and responsibilities for the internal audit department.</li>
<li>Defining, developing, and implementing an internal audit function.</li>
<li>Defining the distinctions and responsibilities between internal and external auditors.</li>
<li>Identifying the internal audit staff positions.</li>
<li>Creating the audit committee charter for a board of directors.</li>
<li>Review of statements on international auditing standards update and general auditing practice issues.</li>
<li>Identifying internal audit staffing requirements.</li>
</ul>
<h3>Unit 2: Examining and Understanding the Differences between Various Types of Audits, Including Risk Factors</h3>
<ul>
<li>Operational audits.</li>
<li>Financial audits.</li>
<li>Compliance audits.</li>
<li>Fraud and forensic audits.</li>
<li>Information systems audits.</li>
<li>Review of current year U.S. audit risk alerts.</li>
</ul>
<h3>Unit 3: Selecting, Procedural Planning, and Commencing Internal Audit Examinations</h3>
<ul>
<li>Developing streamlined processes for conducting internal audit examinations.</li>
<li>Identifying effective audit programs for the various types of audits.</li>
<li>Evaluating and selecting internal audit methodologies.</li>
<li>Notify the internal audit examination's internal auditee and supervisors and promote cooperation and assistance in achieving common goals.</li>
<li>Assess internal control systems and access network and computer files and folders.</li>
<li>Effecting changes to an in-process internal audit examination.</li>
</ul>
<h3>Unit 4: Managing and Monitoring Internal Audit Examinations and Methodologies</h3>
<ul>
<li>Ensuring credibility for the internal audit team.</li>
<li>Planning the audit commencement conference meeting.</li>
<li>Accumulating relevant documentation during the internal audit process.</li>
<li>Professional standards and responsibilities associated with internal auditing documentation.</li>
<li>Tools and methods for ensuring a smooth audit process.</li>
<li>Techniques for ensuring credibility for the internal audit team.</li>
</ul>
<h3>Unit 5: Issuing Reports of Audit Findings</h3>
<ul>
<li>Conducting exit conferences and implementing sound corporate governance policies to achieve adequate internal controls.</li>
<li>Communicating audit findings and suggestions for areas of improvement.</li>
<li>Planning the audit exit conference meeting.</li>
<li>Distributing the final internal audit report within the organization.</li>
<li>Conducting post-audit reviews.</li>
<li>Internal controls updates for boards of directors.</li>
<li>Audit risk developments and projects on the near-term horizon.</li>
</ul>
This financial audit management and planning analysis course directly awards the financial planning and analysis certification to participants, enriching the context of the course outline.">

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The Importance of Financial Awareness Counseling Training Course - (FA 2051)

Introduction:</h2>
Business professionals need to understand the financial factors critical to business success. This financial awareness course will show how finance works in today's fast-moving business environment.
The importance of financial awareness is evident as the key elements of profitability, liquidity, and economic structure are critical to continuing success and competitiveness. So, these three elements are comprehensively explored and developed at all levels of business activity.
You will learn about the accounting processes of recording and reporting business transactions and how these are summarized as periodic financial reports following statutory requirements. You will also know how various user groups analyze these financial reports.
This financial awareness seminar also has an inward focus. It will explain why management accounting is essential to business survival and success. It will show how budgeting can control costs and improve profitability. It will explain and develop tools and techniques for evaluating proposed new investment projects.
This financial awareness training course will enable you to understand the business from an economic and strategic perspective and how business decisions will impact corporate profitability.
<h2>Targeted Groups:</h2>
<ul>
<li>Project professionals.</li>
<li>Internal auditors.</li>
<li>Any non-financial professionals must read, interpret, and contribute to business financial reports.</li>
<li>Senior professionals in manufacturing, marketing, and engineering.</li>
<li>Human resources professionals.</li>
<li>Legal professionals.</li>
<li>Executive professionals involved with developing long-term customers, suppliers, outsourcing partners, and other global strategic alliances.</li>
<li>Consultants who work with professionals and executives to support operational and financial process improvements.</li>
</ul>
<h2>Financial Awareness: A Strategic Imperative</h2>
Financial awareness is critical in shaping the strategic direction of any business or organization.
Understanding the financial implications of decisions is essential for finance professionals and anyone involved in an organization's strategic planning and operational management.
Through the importance of the financial awareness counseling course, participants will gain insights into how financial awareness can drive business success and sustain competitiveness in the market.
<h2>Course Objectives:</h2>
At the end of this financial awareness course, the participants will be able to:
<ul>
<li>Explain the nature and role of financial statements and their interpretation.</li>
<li>Use the language of accounting and finance to communicate effectively with financial professionals.</li>
<li>Review an organization's financial performance and position using the appropriate financial Ratio and BreakevenBreakeven analysis techniques.</li>
<li>Use budgetary control to compare actual against planned performance and to identify corrective actions.</li>
<li>Evaluate investment projects using DCF and other appraisal methods.</li>
<li>Learn more about accounting and finance systems and the meaning of financial reports.</li>
<li>Contribute to financial discussions and communicate in economic language.</li>
<li>Please contribute to the effective financial management of their organization.</li>
<li>Evaluate alternative courses of action and identify the most effective choices for the future improvement of their organization.</li>
<li>Liaise more effectively with other departments on financial matters.</li>
</ul>
<h2>Targeted Competencies:</h2>
At the end of this financial awareness course, the target competencies will be able to:
<ul>
<li>Understanding financial statements.</li>
<li>Financial analysis.</li>
<li>Working capital management.</li>
<li>Preparing operating budgets.</li>
<li>Making capital budget decisions.</li>
<li>Financial decision making.</li>
</ul>
<h2>Course Content:</h2>
<h3>Unit 1: Understand the Financial Consequences of Running a Business:</h3>
<ul>
<li>Discover where a business gets its money from.</li>
<li>Find out what a company does with its money.</li>
<li>Appreciate the need to record, analyze, and summarize business transactions.</li>
<li>Figure out what the finance department does.</li>
<li>Identify essential business financial systems.</li>
<li>Check that financial controls are in place.</li>
<li>Know the difference between economic and management accounting.</li>
<li>Produce quality management information.</li>
</ul>
<h3>Unit 2: Get to Grips with Accounting Fundamentals:</h3>
<ul>
<li>Make sense of accounting jargon.</li>
<li>Discover why not to use cash accounting and why timing is essential.</li>
<li>Watch out for hidden accounting costs.</li>
<li>The basics of debits and credits.</li>
<li>Discover what all the accounting books are used for.</li>
<li>Understand balance sheets.</li>
<li>Know what profit and loss accounts are.</li>
<li>Understand cash flow statements.</li>
<li>Know who uses the financial statements and why.</li>
<li>Be aware of accounting regulations and laws.</li>
</ul>
<h3>Unit 3: Know What Makes a Profit:</h3>
<ul>
<li>Know the importance of price and its relationship to volume and revenue.</li>
<li>Realize that not all costs are the same.</li>
<li>Understand how gross margins work.</li>
<li>Appreciate the difference between gross and net margins.</li>
<li>Work out the breakeven point and margin of safety.</li>
<li>Be aware of tax consequences.</li>
</ul>
<h3>Unit 4: Manage The Cash:</h3>
<ul>
<li>Understand why cash is king.</li>
<li>Find out where all the cash has gone.</li>
<li>Know how to generate cash from stock management.</li>
<li>Know how to generate cash from customers.</li>
<li>Understanding how to generate cash from suppliers.</li>
<li>Be able to prepare and use a cash flow forecast.</li>
</ul>
<h3>Unit 5: Prepare and Use a Financial Budget as Part of Your Planning:</h3>
<ul>
<li>Know the basics of budgeting.</li>
<li>Find the principal budget factor.</li>
<li>Choose the best way to budget.</li>
<li>Use forecasting techniques to form the budget.</li>
<li>Watch out for issues when setting budgets.</li>
<li>Watch out for problems when monitoring budgets.</li>
<li>Calculate variances from the budget.</li>
<li>Explore alternatives to budgeting.</li>
</ul>
<h3>Unit 6: Evaluate Opportunities Financially:</h3>
<ul>
<li>Only consider the relevant costs for decision-making.</li>
<li>Work out if a business opportunity pays back.</li>
<li>Calculate the return on the investment.</li>
<li>Understand the time value of money.</li>
<li>Use established investment appraisal techniques.</li>
<li>Build a financially sound business plan.</li>
</ul>
<h3>Unit 7: Measure The Performance of The Business:</h3>
<ul>
<li>Understand what constitutes success.</li>
<li>Analyze return on investment.</li>
<li>Analyze short-term solvency.</li>
<li>The performance and analysis of gearing ratios.</li>
<li>Analyze measures of investor ratios.</li>
<li>Be aware of the drawbacks of performance measures.</li>
</ul>">

Singapore (Singapore)

13 - 17 May 2024

5000 Euro

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Managing the Cash Cycle - Accounts Receivable & Payable - (FA 2054)

Introduction</h2>
The significance of managing the cash cycle in financial management cannot be overstated—it operates as the lifeblood of any business.
A proficient money management cycle is pivotal in facilitating the smooth operation of financial activities such as investing, financing, and operating, each contributing to generating profits.
Indeed, by delving into the intricacies of what the cash cycle is within financial management, businesses can effectively optimize their cash flow management.
The thorough comprehension of accounts receivable and payable drives the cash management process flow. By embracing the best practices within these domains, companies can substantially enhance their cash management process, thereby realizing tangible benefits in cash flow management.
<h2>Targeted Groups</h2>
<ul>
<li>Finance executives.</li>
<li>Accountants.</li>
<li>This money management cycle is for individuals engaged in transactional finance, accounts payable, or accounts receivable processes, or those aspiring to develop a comprehensive practical toolkit to supplement their professional or technical competencies.</li>
</ul>
<h2>Course Objectives</h2>
By the conclusion of this cash flow management process course, participants will be equipped with the ability to:
<ul>
<li>Engage competently with the foundations of accounts payable, accounts receivable, financial accounting, and supply chain dynamics.</li>
<li>Comprehend and implement the essentials of effectual transactional management systems.</li>
<li>Analyze and provide insights on various payment methods and cash management.</li>
<li>Acknowledge the necessity of integrating risk and uncertainty within transactional processes and cash flow management.</li>
<li>Discern best practices that span multiple industries.</li>
</ul>
<h2>Targeted Competencies</h2>
By the conclusion of this money management cycle, the target competencies will be equipped with the ability to:
<ul>
<li>In-depth examination of accounts payables function.</li>
<li>Conducting month-end accruals with accuracy.</li>
<li>Crafting and analyzing accounts payable aging reports.</li>
<li>Erecting defenses against accounts payable fraud.</li>
<li>Adoption of accounts payable best practices.</li>
<li>Enacting early payment discount opportunities.</li>
<li>Adroit management of accounts receivable.</li>
<li>Executing thorough accounts receivable analysis.</li>
<li>Formulation of accounts receivable aging reports.</li>
<li>Conversion of accounts receivable into liquid assets.</li>
<li>Exploitation of Excel functions to optimize financial tasks.</li>
</ul>
<h2>Course Content</h2>
<h3>Unit 1: An Introduction to Accounts Receivable</h3>
<ul>
<li>Working capital and cash management.</li>
<li>Exploring "the cost of credit."</li>
<li>Elucidating the 'order to cash' process.</li>
<li>Comprehending "risk" within "credit" transactions.</li>
<li>Accounts receivable and its impact on customer service excellence.</li>
<li>Pinpointing underperforming aspects to bolster customer satisfaction rates.</li>
</ul>
<h3>Unit 2: Customers and Trading Terms</h3>
<ul>
<li>Regulation of trading terms.</li>
<li>Financial analysis tools and techniques: ratio, trend, and standard size analyses.</li>
<li>Debating the more practical measure of performance of the cash or profit.</li>
<li>Understanding financial distress and utilizing "Altman" Z-score-type analyses.</li>
<li>Adopting trend analyses.</li>
<li>Implementing value-added assessment of financial statements.</li>
</ul>
<h3>Unit 3: Developing Effective Strategies to Maximize Cash Collection</h3>
<ul>
<li>Crafting impactful "pre-delinquency" collection campaigns.</li>
<li>Structuring "post-delinquency" procedures.</li>
<li>Creating customer-sensitive collection strategies.</li>
<li>Delineation of collection methods and letter sequences.</li>
<li>Establishing approvable internal and external escalation steps.</li>
<li>Harnessing workflow management to elevate collector efficacy.</li>
</ul>
<h3>Unit 4: Practical Collection Tools and Techniques</h3>
<ul>
<li>Eradicating impediments to payment.</li>
<li>Recognition of common excuses and stalling tactics.</li>
<li>Proffering solutions to deter non-payment issues.</li>
<li>Mastering telephone collection methodologies.</li>
<li>Improving negotiation skills for influential collections.</li>
<li>Cultivating lasting relationships with clientele.</li>
</ul>
<h3>Unit 5: Managing the Receivables Ledger</h3>
<ul>
<li>Fostering effective internal collaborations to maximize ledger performance.</li>
<li>Goal setting and performance tracking.</li>
<li>Managing information to impress and inform.</li>
<li>Defining relevant and insightful KPIs.</li>
<li>Innovations within accounts receivable.</li>
</ul>
<h3>Unit 6: Accounts Payable, Financial Accounting, and the Supply Chain</h3>
<ul>
<li>The interplay between accounting, financial data, and accounts payable.</li>
<li>Various sources of finance.</li>
<li>Insights into the supply chain's role and mechanisms.</li>
<li>Gauging financial position and performance.</li>
<li>Understanding cash flow and its importance to working capital.</li>
<li>Answering the question: Why is cash flow critical?</li>
</ul>
<h3>Unit 7: Achieving World Class in Accounts Payable Processes</h3>
<ul>
<li>Characterizing best practices within accounts payable.</li>
<li>Transitioning beyond Procure to Pay (P2P).</li>
<li>Navigating risk management.</li>
<li>Establishing principles of best practices.</li>
<li>Examining the End-to-end AP process.</li>
<li>Identifying prevalent issues within accounts payable.</li>
</ul>
<h3>Unit 8: Improving Invoice Processing and Operational Management</h3>
<ul>
<li>Refinement of invoice handling and approval processes.</li>
<li>Verify the invoice details accurately.</li>
<li>Approach towards handling "low-value" items.</li>
<li>Avoiding the pitfalls of duplicate payments.</li>
<li>Efficient utilization of staff time: reducing AP-related phone calls.</li>
<li>There is a debate over who should manage petty cash.</li>
</ul>
<h3>Unit 9: Harnessing Technology in Accounts Payable Processes</h3>
<ul>
<li>Mastery of vendor file management right from the onset.</li>
<li>Strategies for managing travel and entertainment expenses.</li>
<li>Establishing effective policy management.</li>
<li>Addressing cash advances and employee reimbursement procedures.</li>
<li>Advancements in imaging and workflow for process improvement.</li>
<li>Leveraging the Internet to bolster AP effectiveness.</li>
</ul>
<h3>Unit 10: Making the Payments and Maintaining the Relationships</h3>
<ul>
<li>Skills in communication and customer relations.</li>
<li>Access to payment status information for vendors and inner clients.</li>
<li>Enhancing the Procure to Pay (P2P) money management cycle.</li>
<li>Insights into payments and payment solutions: Accounts payable or treasury roles.</li>
</ul>">

Munich (Germany)

29 Apr - 03 May 2024

4900 Euro