Course Objectives

• Familiarizing participants with the nature and types of financial risks and risk management systems, and how to build financial planning indicators.
• Enabling participants to acquire the skills for building risk measures and indicators and how to measure and evaluate performance efficiency and financial risks.
• Providing participants with the expertise and skills needed to translate the evaluation findings into tools to improve performance.

Who Should Attend?

• Financial managers and their assistants, investment managers, financial planning managers, managers of account, oversight and audit, heads of oversight and audit committees and financial advisors, accounting and investment practitioners in general, those who are  rehabilitated to take on such positions, and those who wish to develop their skills in the field.

Course Schedule

Financial risk management and assessment

• Natural and risk classifications.
• Risk-based audit strategies.
• Inherent risk, control risk.
• Detection risk.
• System of internal control and risk management.
• Practical and applied situations and problems.

Planned performance, how to build its indicators

• Standard and budget decisions, and self-performance ceilings projections.
• Benchmarks and mechanisms for Benchmarking acquisition of and ambitions under the umbrella of industry standards.
• The size of planned results, and special skills in building the satisfied rate (r-3).
• Predicting the financial success or failure of projects or installations based on the “Altman Z Score model.
• Predicting the feasibility expressed as commercial profitability according to real internal rate of return measures (ERR), IRR, (FRR).
• Building the target business number under conditions of full certainty and risks, and the skills of using the expected value models and the decision tree.
• Building the target business number in cases of regular operation and using the seasonal directory.
• Surveying performance levels in the case of the single product or service and in the case of the marketing mix.

Performance achieved, measurement and testing skills

• Variance performance and gap performance: special technical and professional differences.
• Quantifying the deviation, measuring the size of the gap, analyzing the causes and conditions of occurrence.
• Performance reporting skills and accountability reports.
• Using indicator analysis models in the performance of the financial and accounting testing.
• Using statistical and quantity advanced models in performing analytical procedures in the review.

Oversight and performance appraisal mechanisms

• Depending on the analysis of the final financial statements

1. For the purposes of the report on liquidity, financial ease and robustness of the funding structure.
2. For the purposes of report on profitability, self-financing capability.
3. For the purposes of the report on turnover and activity levels, the competitive position of the organization.

• Depending on the analysis of rates of return: (ROTA), (EPR), (RONA), measuring the potential for successful trading of property rights and get benefits of leverages.
• Depending on the analysis of the components of the profit basket using the (lot) model.
• Depending on the analysis of the results of the control of cost elements and the report on their economies under both static and flexible budgeting.

Translating evaluation results into plans for improvement

• The structure of the costs of activities, taking advantage of mixing and using, and variances of output and loss.
• Inventory and storage costs, and getting benefits from determining the economic quantity of procurement in the light of the balance between retention and redundancy costs.
• Balancing projects, utilizing bidding skills and deciding and awarding bids.
• Indifference cost point, and cases of General Service activities.
• Practical expertise of presentation and specialized professional advice.
• Problems of practice and proposals for solutions.