This course brings together the key elements of financial statement analysis. It will enable participants to ask the right questions, see the real risks facing businesses and investors, feel more confident in their ability to comment on business activities and performance, and analyze financial health for management. These skills and the required technical knowledge will be put into practice throughout the course using interactive examples and case studies, putting theory and technique into context.
List and differentiate between the important components of basic financial statements
Explain financial statements' ratios and design Excel sheets and graphs for financial statements analysis
Give examples of creative accounting schemes and discuss the validity of the used accounting rules
Assess the quality of financial reports and evaluate the quality of the reported earnings and cash flows
Analyze the financial position and performance of a company over a period of time and draw conclusions regarding its sustainability
Forecast financial statements based on the analysis of the historical performance of a company
Chief accountants
Accounting managers
Senior accountants
Finance directors
Finance managers
Financial analysts
Financial controllers
Financial accounts managers
Heads of finance departments
Credit controllers
Corporate financiers
Credit risk analysts
Bankers, and relationship managers.
Users of financial data
Content of the annual financial report
Regional versus global standards
Non-financial elements of the annual financial report and their importance
Emotional and cognitive biases affecting analysts’ judgment
Understanding the income statement, balance sheet, and cash flow statement
Other comprehensive income components
Top-down approach for analysis
Macroeconomic factors to assess country exposure
Indicators of GDP, unemployment rates, inflation, and interest rates
Deficit-to-GDP, debt-to-GDP and GDP growth rates
Industry analysis: understanding Michael Porter's five forces shaping an industry's long term profitability
Starbucks, Apple Inc., Nike, and McDonald’s cases
Common size analysis to improve comparability
Calculating trends and growth patterns
Profitability
Liquidity
Efficiency and working capital management
Financing structure and risk
Altman Z-score to assess potential bankruptcy
Using graphical representation
Financial cosmetics and creative accounting
Signals to read from inventory balances
LIFO liquidation technique
Valuing inventory at net realizable value: looking for signals of obsolete inventory
Analyst's consideration when examining inventory
Evaluating how capitalizing versus expensing costs affect financial statements and ratios
Interest capitalization
Research and development costs capitalization
Effect of different depreciation methods on financial statements
Impairment of business units and operating segments
Revaluation of long-lived assets
The choice of operating lease or finance lease
Using special purpose vehicles for balance sheet manipulation
Stock options and stock grants instead of bonuses
Case study: creative accounting scandals of Enron, Worldcom, Parmalat
Framework for assessing a company's quality of financial reports
Potential problems that affect the quality of financial reports
Beneish model: M-score to describe the degree to which earnings are manipulated
Corporate social responsibility (CSR) is a management concept whereby companies integrate social and environmental concerns into their business operations and interactions with their stakeholders. CSR has been considered an efficient marketing tool for gaining the competitive advantages a company needs in order to be on top in the context of the current hyper-competitive environment.
You will learn vital skills for managing and creating content in this course. To help you establish a social media presence, you'll learn how to craft compelling social media posts and how to develop a powerful brand. Additionally, you'll discover how to create an ongoing procedure for handling your content. A content calendar should be created, postings should be managed and moderated, data should be analyzed for insights and iteration, and post effectiveness should be increased.
Are you under pressure from an ever-growing task list, conflicting demands and constantly changing priorities? Productive working practices are valuable skills in today’s work environment. Competition is intense and companies need people who can organize their time effectively, collaborate with others to achieve goals, and who constantly strive to better meet customer and stakeholder needs.
This popular course will support you to develop practices and techniques to manage this pressure proactively, allowing you to meet deadlines and deliver against your objectives. You will also develop skills in working well with others to ensure success.
The 5-Day Mini MBA is a unique distillation of the skills that need to be acquired in order to be considered successful in modern business. Not everyone is able to devote a year or two of their time to studying for a Masters in Business Administration, but in an age of rapid change in a highly competitive environment, it is crucial to have a thorough understanding of the issues involved in the smooth and successful running of a business. The 5 Day Mini MBA Leadership & Management Masterclass is a highly intensive training course covering all the usual subjects associated with an MBA. In 5 days, a delegate will learn what normally takes a year of full-time study. The Mini MBA course is designed to provide delegates with comprehensive knowledge of fundamental, proven strategies taught as both an academic and practical exercise. As a result, the course will provide a comprehensive understanding of the skills and knowledge that will be required for any person to further develop their business knowledge and skills and even to prepare them for actual formal study for an MBA. The course is designed to be delivered either as an “In House” class for an organization’s directors and senior management or as a public class where delegates from a number of companies can learn both from the course and from one another and exchange ideas and best practice.
Large capital-intensive projects in the oil and gas industries require substantial - and mostly risky - investments in the acquisition, exploration, and subsequent operation and maintenance of new organizational assets.
The decision of whether or not to invest in new capital projects in the oil and gas industry starts with critical decisions during the exploration phase of new development or the expansion of an existing field. The decision-making tools used to analyze project risk under conditions of uncertainty will help companies to determine the probability of success or loss and will drive the decision to develop or abandon the well.
Crisis management is concerned with responding to, managing, and recovering from an unforeseen event. Risk management is concerned with identifying, assessing, and mitigating any activity or event that could cause harm to the business. Risks can be strategic or operational in nature. A business continuity plan (BCP) is a process that outlines the potential impact of disaster situations on business operations. It creates policies that respond to various situations to ensure a business is able to recover quickly after a crisis.