PwC s Business School 2018 Finance Academy Curriculum

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1 PwC s Business School 018 Finance Academy Curriculum

2 Schedule of Topics 018 January 018 Date Courses Duration Monday Finance and Accounting for Non Finance Professionals - Tuesday-Wednesday Treasury Management and Working Capital Management Days Organising and Managing Accounts - Tuesday-Wednesday Payable Days - Tuesday-Wednesday Organising and Managing Accounts Receivable Days 5 Thursday Fixed Asset Management 6 Friday Financial Statement Analysis and Interpretation

3 Schedule of Topics 018 February 018 Date Courses Duration 19 Monday Finance and Accounting for Non Finance Professionals 0-1 Tuesday-Wednesday Treasury Management and Working Capital Management Days Organising and Managing Accounts 0-1 Tuesday-Wednesday Payable Days Organising and Managing Accounts 0-1 Tuesday-Wednesday Receivable Days Thursday Cash Management Best Practices and Techniques Friday Payroll Management and Effective Payroll Controls

4 Schedule of Topics 018 March 018 Date Courses Duration 19 Monday Finance and Accounting for Non Finance Professionals 0-1 Tuesday-Wednesday Treasury Management and Working Capital Management Days 0-1 Tuesday-Wednesday Organising and Managing Accounts Payable Days Organising and Managing Accounts 0-1 Tuesday-Wednesday Receivable Days 0 Tuesday Risk Management & Governance 1 Wednesday Credit Risk Management Thursday Fixed Asset Management Friday Budgeting & Budgetary Control Methods

5 018 Finance Academy Our Curriculum Details

6 Finance and Accounting for Non Finance Professionals To raise the level of financial awareness of participants and enable them to use the financial information provided to make better short-term or long-term decisions in managing their businesses. By the end of the workshop participants will: 1. Gain an understanding of business finance and the language used by accountants and those in finance.. Understand basic accounting concepts and the flow of money in an organisation. 1. This course assumes that you either work in a business, or have entrepreneurial ambitions to control your own business. People wanting a career in a Finance department.. Entrepreneurs. Non-accounting executive who needs to understand more about the Company s finances Course Pre-requisite: Prior knowledge of Accounting /Finance is not required. However, basic business knowledge could be a plus 1 Basic financial terminologies and key accounting concepts 6 Financial statement analysis 1. Introduction to basic accounting. Introduction to Cost accounting. Working Capital management The key financial statements (Profit or loss, Balance sheet, Cash flows etc.) 1. Introduction to key Financial statements 7 1. Understanding Ratio analysis. Risk exposure. Financial performance analysis; Trend analysis, Comparative analysis, Cashflow analysis, Ratio analysis, Inter-firm analysis Budgeting Financial accounting 1. The overview of budgeting 1. Overview of financial accounting. Financial accounting vs Communication of information Management accounting 1. Introduction to management accounting. Components of Management accounting 8 9 Treasury management 1. Introduction to Treasury management. Treasury Framework (components). Operations and Control Introduction to Investment appraisal methods 1. Investment appraisal 5 Financial reporting 1. Understanding what Financial reporting is.. Accounting and reporting on a cashflow and accrual basis. Implications for accountants

7 Financial Statement Analysis and Interpretation This course will provide participants with an understanding of the inter-relationship with financial statements line items and be able to understand how the figures that are being prepared may be interpreted or analyzed. In addition, participants will: Finance & Accounting executives 1. Understand the relation between the expected return and risk of investment alternatives and the role financial statement analysis plays in providing information about returns and risk.. Understand the need to recognize the scale of operations in analyzing performance. Scale is incorporated by the use of ratios.. Understand the usefulness of return on equity (ROE) and return on assets (ROA) as measures of profitability, and the relation between these two measures. Understand the distinction between short-term liquidity risk and long-term liquidity risk and the financial ratios used to assess each. 5. Develop skills to compare performance both over-time and across-firms. (Trend analysis, Comparative analysis etc) 6. Develop skills to prepare pro forma financial statements. Course Pre-requisite: Basic knowledge of Finance and Accounting 1 Introduction to financial reporting and analysis Financial analysis 1. Generally accepted accounting principles (GAAP) or IFRS. Interpretation of auditors report. Assessing reporting quality - sample company case study. Wrap-up : Overall framework for analysing financial reports 5 1. Financial statement analysis (balance sheet, income statement, statement of cash flows, statement of stockholders equity) Forecasting Organisation of information in financial statements 1. Elements of financial statements. In-depth assesment of elements. Assets, Liabilities and Equity Business strategy analysis 6 1. Trend Analysis. Comparative Analysis. Common size statement. Inter firm analysis 5. Cash flow analysis Valuation methods and ratios 1. Computing financial ratios and ratio analysis 1. Interpreting financial statements (Income Statement, Profit and loss)

8 Treasury Management and Working Capital Management In the radically changing economic environment, treasury is both central and critical to many of the key tasks facing a CFO managing FX risks, ensuring availability of credit, driving working capital efficiency and restructuring banking relations to work in a shared services environment. Objectives: 1. To enhance the requisite knowledge and professional skills of treasury managers;. To analyse the changing role of treasury function in banks and financial institutions in the competitive environment;. To examine various strategies for improving treasury operations; and. To visualize further developments in treasury function. This course will benefit personnel in Domestic treasury of Banks Interest rate risk desk of corporate treasuries Asset management companies with fixed Income funds Internal auditors of fixed Income securities operations. CFOs Treasurers of mid to large sized organisations Course Pre-requisite: Basic Knowledge in Finance, experience in treasury management 1 Introduction to Treasury Treasury organisation and treasury techniques 1. The components of Treasury Framework. Best practises in international treasury and current trends. Treasury reporting requirements. Treasury operations and controls 5. Preparing cash flow statements 6. How Treasury has evolved since the financial crisis 7. Foreign Exchange and Interest Rates Risk Management Introduction to Working Capital 1. Overview of working capital management. Working capital management performance measures. The components of Working Capital. Working Capital Cycle 5. Working Capital Versus Cash Management Working Capital Management Performance Measures 5 1. Best practices in internatioanl treasury and current trends. Effective internal controls and governance in the treasury function. Aligning treasury strategy with organisational goals. Treasury as strategic financial advisers to the organization 5. Investment strategies; passive, active, matching, outsourcing and risk-reduction 6. Areas where treasury takes a leading role, including bank relationship management; short and long-term borrowing and financial risk management Treasury Risk Management 1. Market risk. Liquidity risk. Currency risk. Management of Treasury risks in a finance function 1. Using ratio analysis - Liquidity Ratios, Working capital turnover ratio etc. Importance of working class management. Raising finance - debt versus equity. The weighted average cost of capital (WACC) 5. Banking and liquidity management 6. Financial strategy and the cost of capital

9 Organising and Managing Accounts Payable This course covers the critical activities and building blocks for implementing an effective 'Payables Management' system. Attendees would explore key policies, people, technology requirements, 'Purchase-to-Pay' sub processes, etc. and learn about the critical success factors that need to be in place for their 'Purchase-to-Pay' management process to be effective. 1. Accounts Payable Managers. Procurement Managers. Other Finance & Accounting Executives By the end of this training, participants will be able to design and implement effective 'Purchase-to-Pay' policies and Procedures that will help their company mitigate risks and contribute to cash flow management. Course Pre-requisite: Basic knowledge of Finance and Accounting 1 Overview of Purchase-to-pay Process 6 Features of a leading Practice Purchaseto-Pay (PP) process 1. Procurement Process 1. Common Challenges of PP Process Supplier Sourcing and Performance Management 7 Accounts Payable Accounting and Reporting 5 1. Vendor Management. Supplier Sourcing Master Data Management 1. Functional Description Purchase Requisition and Order Processing 1. Purchase Requisition/ Order Processing. Receiving, Invoice Processing and Payment. Travel and Expenses. Payment Key controls within a standard Purchase-to-Pay process 1. Key risks and controls (Risk, Impact of Risk, Controls) Overview. Journal Entries Related to Accounts Payable. Accounts Payable Financial Metrics. The Accounts Payable Turnover APT metric measures payoff frequency 5. The Days Payable Outstanding DPO metric measures payoff duration 6. Which other financial metrics reflect the Accounts payable balance? 7. Accounts Payable Reports Identifying cost saving opportunities within a Purchase-to-Pay process 1. Identifying Cost Savings Opportunities. Benefits of process excellence and optimised controls Case Study Winterfell & Co Limited

10 Organising and Managing Accounts Receivable Delegates will learn the critical success factors for an effective Order-to-Cash process management. This would include key policies, key people, technology requirements, Order-to-Cash sub processes, etc. 1. Accounts Receivable Managers. Other Finance & Accounting executives By the end of this training, participants will be able to design and implement effective Order-to-Cash policies and Procedures that will help their company improve recovery of receivables, mitigate risks and contribute to cash flow management. Course Pre-requisite: Basic knowledge of Finance and Accounting 1 Overview of the Order to Cash process Identified risks and related controls within the Order-to-Cash process 1. Order-to-Cash taxonomy. Order-to-Cash process consists of the ordering, accounting and receivable processes. Order Processing. Order Fulfilment 5. Invoice to cash 5 1. Categories of Order to Cash control activities. Risks and controls in the Ordering process. Risks and controls in the Invoicing process Account Receivable accounting and reporting Common issues that occur within the Order-to-Cash cycle 1. Typical issues of the Order-to-cash process 1. Leading practices in the Account Receivables process. Accounting Treatment. Relevant IFRS Features of a leading practice Order-to- Cash process 1. Order Processing. Invoicing. Collection and Account Receivable Management. Credit Management 5. Cash Application 6. Customer Service and dispute management 6 Case Study, Experience Sharing & What PwC Can do. 1. Angus & Co Limited

11 Fixed Asset Management Delegates will learn the importance of good fixed asset information for managing company performance, this training will teach the skills, information and insights on how to make the fixed asset function a key to enhancing the company's return on fixed assets. 1. Accounts Receivable Managers. Other Finance & Accounting executives Participants will learn how to make the fixed asset database accurate, how to get the cooperation of line managers and how to provide essential data for a wide range of reporting needs. Course Pre-requisite: Basic knowledge of Finance and Accounting 1 Introduction to Asset management Tools and techniques 1. What is Asset Management Why Fixed assets must be managed 1. How to manage fixed assets? (e.g. location, quantity, condition, depreciation). Importance of fixed asset management. Fixed asset tracking. Asset life cycle management 1. Fixed asset management software. Fixed asset register. Physical Verification of fixed assets Standard Fixed asset Control Procedures 1. Regulation and compliance. Establishing Standard Operating Practices (SOPs) and Internal Control. Asset analysis

12 Cash Management Best Practices and Techniques This course emphasizes to your employees the management of current assets and current liabilities. It covers planning a firm's overall level of liquidity, stressing cash management and credit policies. Employees will also understand cash flow life cycle, ways to optimize cash flow, maximize profit & minimize risks and other cash forecasting techniques Participants will also understand investment appraisal from setting up the spreadsheet through to making the investment decision. We will cover payback period, ROI, NPV, IRR and making the business case. This course is specifically designed for the following: 1. Bankers,. Corporate Treasurers,. Operation managers and. Finance professionals 5. Business contractors/suppliers who require an understanding of the essentials of cash management or need to refresh or expand their knowledge. Investment Appraisal Objectives: 1. Be able to assess a project from a financial point of view. Understand what s expected of you and how the process of project appraisal works. Be able to use appraisal methodologies such as payback period, ROI, NPV and IRR. Make a compelling business case Course Pre-requisite: This course is the ideal precursor for our intermediate level training courses. A zero knowledge to mid-level managers knowledge skill level on accounting and financial management. 1 Overview of cash management Financial strategy and cost of capital 1. What is cash management?. Functions of cash management. Components of cash management Cash flow management 1. Introduction to cost of capital. Weighted average cost of capital (WACC). Cost of debt. Capital structuring 5. Case study on cost of capital 1. Introduction to cash flow management. Preparing and understanding cash flow statements & financial forecast. Linking cash flow forecasting with working capital management. Improving cash flow management through efficient structure 5. Using cash flow management to enhance shareholders value Investment appraisal and valuation 1. Introduction: why appraise investments?. Appraisal process. Appraisal methodologies. Assessing a project 5. Making the business case

13 Payroll Management and Effective Payroll Controls The efficient management of the payroll function is crucial for any business with multiple employees. It is an aspect that requires attention to detail and careful observation of the regulatory environment. The integration of the payroll function with the finance and human resource departments further contributes to the operational management of a successful organisation. This intensive 1-day training course gives a comprehensive understanding of the principles of payroll management and effective controls with a strong emphasis on practical application in the working environment. Whether you are seeking to manage these functions within your organisation or to diversify your skillset for career progression, this training course will provide you with the skills and knowledge needed to perform the vital function of payroll management and the effective implementation of controls. 1. Payroll administrators who wish to enhance their payroll knowledge and application. Human Resource professionals who wish to gain a better understanding of the payroll system and how it is integrated into the corporate human resource environment. Accountants who wish to diversify their skillset for career progression You will find value in taking this training course by formalising and updating your skills and learning the most up-to-date processes and best practices involved in the payroll function. Participants will develop the following competencies: 1. Understanding the payroll regulatory and compliance environment. Confidence in managing the payroll department. Skills to identify risk and implement controls. Ability to integrate the payroll division with the HR and finance department 1. How to effectively run a compliant payroll office. Practical payroll implementation. How to generate information and reports for internal and external use. How to plan, organize, implement and monitor work within the payroll environment 5. Integration of payroll into the HR and finance departments 6. Mitigating risk and implementation of controls 7. Performance of internal and external payroll audits Course Pre-requisite: Basic knowledge of Finance and Accounting 1 Payroll Environment 1. Types of payroll systems. How to effectively run your payroll department/office. The acts that govern payroll. Integration with company policies 5. Responsibility of the payroll administrator 6. Internal payroll audit Payroll Management 1. Definition of an employee and how an employee designation impacts payroll. Employee time management and tracking. Employee compensation. Additional employee benefits 5. Types of deductions and why they are used 6. Ethical considerations in the payroll function 7. Linking payroll with the HR (Human Resource) function 8. Setting up your payroll division

14 Payroll Management and Effective Payroll Controls Course Pre-requisite: Basic knowledge of Finance and Accounting Practical Payroll Implementation 5 Effective Payroll Controls 1. The key steps involved in payroll activities.. Creating cost centres, pay points and job codes. Maintaining employee data. Processing leave 5. Setting up payslips and ensuring regulatory compliance 6. Capturing overtime and additional payment information 7. Making amendments and accounting for specific transactions 8. Updating to new pay period and month-end procedures 1. Protection of personal information. What are internal controls?. Identifying risks in the payroll cycle. Implementation of payroll controls 5. Evaluating payroll controls 6. Outsourcing arrangements and responsibilities 7. Common mistakes and how to avoid them Corporate Integration 1. Linking payroll with company finance department. Recording of payroll transactions in the accounting records. Application of payroll accruals. Common payroll measurements and how they are used 5. Contents of the various payroll reports and how to use them 6. How to utilise payroll reports for problem solving 7. Payroll and external audit procedures

15 Credit Risk Management This course introduces advanced analytical and structuring techniques for assessing, limiting and offsetting credit risks. This advanced credit risk training course will enable delegates to manage and employ the tools used in credit risks & credit analysis to assess individual, sector and portfolio credit risks. Middle Managers in Oil and Gas Finance Functions At the end of the course, delegates will be able to manage and contribute to the process by which credit decisions are made and help to decide which critical risk factors are relevant to their marketplace. They will be comfortable assessing the sources of finance available to companies and understand the relationship between gearing and leverage and how they can be managed to achieve different financial performance and debt servicing outcomes. Course Pre-requisite: Basic knowledge of finance and risk management 1 Introduction to Credit Risk Management (CRM) Classical vs modern approach to CRM 1. Overview of credit risk management. Credit risk management framework. Risk management organisation (RMO). Hierachy to set credit procedures 5. Credit policy development framework 1. Classical approach to CRM. Modern approach to CRM Credit portfolio management (CPM) Credit risk ratings 1. Monitoring and control framework. Types of credit risk rating processes. Decision support model. Benefits of risk rating 1. Portfolio stress testing. Objectives of credit portfolio management (CPM). Components of credit portfolio management. Roles & responsibilities for portfolio manager 5. Portfolio performance evaluation 6. Metrics for managing a portfolio

16 Risk Management & Governance This course will explain the legal and compliance background to risk management and explain the core principles and processes of managing risks. Employees will learn the following: 1. Understand benefits of risk management in a company. Provide participants with understanding of the influence of risk management on the quality of corporate governance. Determine responsibilities and job description of risk management specialists. Explore in details risk management process according with the best practices and perspectives of developing markets 5. Examine in details basic methods of risk management process The following are specific benefits to your company as employees are equipped on learning preventive risk management skills: 1. How to identify risks that are not apparent. Trained staff are able to provide insights and support to Board of Directors. Obtain credit from regulatory agencies for cooporation. With a preventive risk mitigation system in place, the company can build a better defense to litigation cases. 5. Reducing litigation risk upfront makes the company a more attractive investment. 6. Preventative risk management programs provide greater insight into insurance, indemnity and liability issues and allow the company to better focus and structure its inquiry. 1. Managers and specialists of: - HR, - Sales, - Marketing, - Finance, - Client service, - Production, - Procurement, and - IT departments who are interested in enhancement of company stability through effective risk management.. Heads and specialists of : - Risk management, - Internal audit, - Internal control and - Supervision departments oriented to implementation and evaluation of effective risk management system. Risk officers. Certified public accountants 5. Certified fraud examiners 6. Compliance officers 7. Etc. Course Pre-requisite: 1. Basic knowledge of finance and control. Basic internal and external audit knowledge.. Basic business and financial risk awareness. 1 Overview of Purchase-to-pay Process Risk management principles and techniques 1. Importance and aim of risk management. Historical development of risk frameworks and standards Risk and organisational culture 1. Management reporting and balanced scorecards. Risk variability and uncertainty. Risk mitigation and retention. Portfolio diversification 5. Classification of risks 1. Enterprise risk management. Risk management policies. Risk financing and transfer Emerging risk areas 1. Globalisation. Technology, cyber risk and data security. Reputational risk. Terrorism and geopolitical risk

17 Risk Management & Governance Course Pre-requisite: 1. Basic knowledge of finance and control. Basic internal and external audit knowledge.. Basic business and financial risk awareness. 5 Predicting commodity prices and assessing impact 8 Strategy and business risk 1. Predicting commodity prices and assessing impact 1. Common types of financial risks. Case study - Kodak 6 COSO framework - practical applications 9 Compliance and control 7 1. COSO Integrated framework. Risk assessment. Control environment. Control activities 5. Information and communication 6. Monitoring activities 7. Case study - practical applications Risk appetite and risk control structures Compliance and control overview Corporate Governance 1. Implementing an effective risk management framework 1. Control assurance reporting. Ownership of risk

18 Budgeting & Budgetary Control Methods This course aims to strengthen Senior Management's understanding of the budgeting process; its different methods and how to measure performance. Participants will learn how to prepare budgets and how to link budgets to the organisation's overall strategy. Finance & Accounting Executives Course Pre-requisite: Basic knowlede of finance and accounts 1 Overview of Budgeting 1. The basic concepts of budget and budgeting. Budgeting procedures and budget administration. Components of operating budget (sales budget, production budget, production cost budget, ending inventory budget, cost of goods sold budget, selling expenses budget, adminstrative expenses budget and budgeted income statement) Budgetary Control 1. Budget control and monitoring. The basic concepts of budgetary control. The process of budgetary control. Budgetary variance 5. Management reserve 6. Budget versus actual performance measurement 7. Budget revisions 8. Budgeting and variance analysis Approaches to Budgeting 5 Class Acitivities 1. Methods and selection rationale (e.g bottom up, top down, roll over, historical, zero-based budgeting). Budgeting approaches 1. Review case study. Building a example budget. Flexible budget calculator; Sensitivity analysis calculator; Cash flow calculator Types of Budgets 1. Multi-year considerations. Methods for developing budget assumptions. Budget justifications. Budget consolidation 5. The preparation of operating budgets 6. The preparation of financial budgets

19 Register and learn from the best! For booking and enquiries please contact: Sophia Sule T: E: sophia.sule@pwc.com Belinda Enenmo T: E: belinda.enenmo@pwc.com finance.academy@ng.pwc.com

20 PwC Nigeria offices Lagos Landmark Towers, Plot 5B, Water Corporation Road, Oniru, Victoria Island, Lagos T: + (1) F: + (1) Abuja nd floor, Muktar El -Yakub's Place Plot 119 Zakariya Maimalari Street Opposite National Defence College Central Business District Abuja T: + (9) Annexe 17 Chief Yesufu Abiodun Way Oniru Estate, Victoria Island, Lagos Direct line: T: + (1) F: + (1) PortHacourt 5 Woji Road GRA Phase PortHacourt, Rivers T: + (8) F: + (8) 7959 At PwC, our purpose is to build trust in society and solve important problems. We re a network of firms in 158 countries with more than 6,000 people who are committed to delivering quality in assurance, advisory and tax services. Find out more by visiting us at PricewaterhouseCoopers Limited. All rights reserved. In this document, PwC refers to PricewaterhouseCoopers Limited (a Nigerian limited liability company), which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.

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