This interactive seminar enhances skills in financial analysis, investment appraisal, and performance measurement to drive growth and profitability. It addresses key risks in today’s uncertain business environment and teaches effective risk management strategies. Delegates will explore real-world case studies and practical tools for evaluating financial reports, business performance, and investment proposals. Emphasis is placed on identifying and mitigating financial risks to safeguard business value. The program equips participants to manage effectively across all organizational levels.
Read and understand their organization’s Annual Financial Report
Evaluate their firm's financial performance
Understand and use analytical tools and techniques in practical case-study situations.
Identify business risks, and consider how these should be managed.
Appreciate the importance of new investments in maintaining growth and competitiveness, and how these investments should be evaluated.
Improve their management skills and increase their value to the organization.
Understand capital investment decisions
The seminar will be conducted along with workshop principles with formal lectures, case studies, and interactive work examples. Relevant case studies will be provided to illustrate the application of each tool in an operations environment. Each learning point will be reinforced with practical exercises. Discussion in groups will promote the exchange of concepts and ideas.
Awareness of the relevance and importance of financial statements
Understanding of the tools and techniques that can monitor and improve performance
Ability to identify problem areas, and suggest realistic solutions
Ability to identify and analyze financial risks, and how these can be effectively managed
The financial knowledge to make better, more informed, decisions
Exchange of ideas and knowledge with other professionals
Increased awareness of techniques in financial analysis and capital appraisal
A better understanding of the language of finance and accounting
Knowledge and understanding of business risk
Increased ability to identify problem areas
Increased confidence to tackle new situations
DAY 1
Introduction to Advanced Financial Analysis
Who are the users of financial data?
The three key financial statements, measuring performance, position, and cashflow
Why does financial data have to be analyzed?
Sources and types of financial information
Understanding the cash flow cycle vs. the operating cycle
Ratio & trend analysis of financial statements
Categories of ratios, and what they reveal about the company
Case Study
DAY 2
Financial Statements
How to use common sizing to compare performance and position
The format and structure of the Balance Sheet / Statement of Financial Position
Sources and types of finance
Preparing projections for financing sources
Break-even analysis
Case study
How to minimize the risk factors we find
DAY 3
Analytical & Performance Tools & Techniques
Finding and using data and information
Easily available tools and techniques for financial analysis
Using a graphical representation
The fundamental statistical tools
Fitting statistical techniques to financial data
How do you choose which method to use
Measuring the company’s capital structure, and estimating the cost of capital
Is The dividend valuation model or capital asset pricing model, best?
Case study
DAY 4
Capital Project Analysis
How new investment projects can meet corporate objectives
Investment projects - model-building and forecasting
Basic techniques for appraisal of investments
Incorporating the value of timing - Net present Value vs. Internal Rate of Return
Reports and reporting
Financial distress
Altman's Z-score analysis & its uses
Case study
DAY 5
Coming to Terms with Risk
Financial risk-management principles – what can be done
Methods for analyzing financial risk
How your bankers can help you to manage financial risk
Analytical tools for measuring risk
How to develop the tools for your firm
Using scenario, sensitivity & subjective analysis techniques
Should we lease or buy our equipment?
Should we consider ‘buying in’ instead of ‘making’
Case study