Finance for Non-Financial Managers: Financial Picture of Business for top-managers

Target Audience:Top managers and department managers. Administrative personnel, employees of sales, marketing and IT departments, with no special education in finance and accounting.Duration:2 days, 16 academic hoursProvider:Venue:AEB office, Moscow, Krasnoproletarskaya ul. 16 bld. 3, entrance 8 (4th floor), nearest metro station - NovoslobodskayaLanguage:RussianCoach:Elena Zhukova
Elena ZhukovaElena Zhukova

Terms and Conditions

– The deadline for registration & payment is usually 5 days before the starting date of the course;
– Those who do not register and pay by the deadline will not be allowed to participate in the training;
– All payments are to be made by bank transfer;
– Once registration is closed, the fee is non-refundable.

 Training objectives
• To familiarize participants with the main aspects of accounting
• and financial management, such as principles of financial statements and budget formation, cash flows and income management
• To demonstrate to participants how financial information is analyzed, how it is vital for making management decisions
• To train participants to effectively work with company’s financial statements
• To exercise practical skills for forming budgets
Training program:
1 Day

Indicators reflecting the growth in market value of business. Their purpose and interrelation
• Acquaintance with market value growth “philosophy” and financial rations that reflect susses of company’s strategic decisions: Market-to-Book, ROE, PE
• Business growth and business risks reduction concept
Financial statements of the company: similarities and differences in tax, financial and management reporting
• Users of the company’s reports, their objectives and interests
• Components of financial statements, purpose of IFRS, US GAAP and RAS. Basic concepts of financial statements and their use
Balance sheet as a source of information on company’s investments and sources of financing. Assets and liabilities structure analysis, and analysis of balance sheet accounts’ behaviour
• Purpose and structure of balance sheet
• Industry specificity of balance sheet
Case study – analysis of “THE COMPANY’S” balance sheet and identification of positive and negative trends
Income statement as a source of information of company’s revenue and expenses. «Value chain» concept. Analysis of revenue expenses and income
• Purpose and structure of income statement (IS)
• Understanding of income: operating, EBITDA/OIBDA, EBIT, net income. Their definition and use
• Industry specificity of income statement
Exercise and discussion: analysis of OJSC «THE COMPANY» income statement accounts, their structure and trends. Identification of positive and negative trends
Day 2
Statement of cash flow as a source of information on cash inflows and outflows. Analysis of structure and trends of company’s cash flows
• Understanding the difference between income and cash flows
• Cash flows from operating, investing and financial activities, the concept of «Net cash flow»
• How SCF differ for companies return on assets that are in different life cycle stages

Exercise and discussion: analysis of OJSC «THE COMPANY’S» SCF accounts, their structure and trends
The company’s (ROА) and its growth factors. ROА calculation and analysis
• Return on assets as a basis for growth of Return on equity (ROE) of the company
• ROA factor: return on sales and assets turnover
• Industry specificity in returns
Exercise and discussion: calculation of ROA of OJSC «THE COMPANY» identification of positive and negative trends
ROE – one of the most important indexes which measure the company’s effectiveness
• The main factors influencing ROE: return on sales, assets turnover, financial leverage

Exercise and discussion: calculation and analysis of OJSC «THE COMPANY» ROE factors, identification of positive and negative trends
Market value of shareholders, capital
• The company’s effectiveness and its «market value» - interrelations
• Financial ratios: Market-to-Book, ROE, PE
• Business growth and business risks reduction concept

Summarizing case study: assessment of the impact of managerial decisions on the business value growth

• Work in mini-groups. Assessment of the impact of managerial decisions on: (1) balance sheet (2) income statement, (3) return on sales, (4) return on assets, (5) financial leverage, (6) return on equity (ROE) , (7) business risks (8) and as a result – on the market value of equity of the company
Conclusions. Recommendations on the search for methods of improving performance efficiency
Training is conducted in an interactive form and includes a number of case-studies.Training participants are provided with specifically designed training materials in Russian language
All participants will receive a certificate of attendance.