Description

This very operational day centered on 'cash flow statement analysis' offers action-oriented teaching. Mastery of analytical skills combined with communication skills will allow you to succeed 'in situation'.

Who is this training for ?

Training objectives

Read and analyze the flow table in different contexts.
Present economic performance and financing choices based on the flow table.

Training program

Read and interpret the flow table

• Action: using examples, identify the cash flow presentation choices.

Conduct flow analysis in different contexts: growth, turnaround

• Action: Use the ratios specific to the flow table

Act on available cash flow (free cash flow)

• Action: Identify action levers on operational and investment cash flow

Communicate from flows to a credit or management committee

• Action: Present the evolution of economic performance and financing choices to a credit or management committee.

Description

This internship allows you to identify and master the stages and methods of a budgetary procedure. You learn to build, validate, monitor your budget and advise the various operational staff on any discrepancies observed.

Who is this training for ?

Training objectives

• Develop operating, investment and summary budgets
• Determine a cash balance and prepare a forecast income statement
• Carry out budgetary adjustments, arbitrations and corrections
• Control your budget, analyze and correct any discrepancies

Training program

Locate the budget tool in the company's information system

• The management control process.
• The different planning horizons.
• The organization of budgetary control.
• The annual budget: a performance management tool.
• Exercise: Individual reflection workshop: describe the organization of your company's budgetary process.

Understanding budget construction

• The prerequisites for budgeting.
• The stages and actors of the budgetary procedure.
• The budget development diagram.
• Operating budgets: sales, production, purchases, payroll, support functions.
• The forecast income statement.
• Investment budgets: identifying and prioritizing investments, commitments.
• Summary budgets: cash budget, forecast balance sheet and cash flows, financing plan.
• Exercise: Develop a forecast income statement and determine a balance of Treasury.

Validate your budget

• Knowing how to negotiate and sell your budget: the five key success factors.
• How to argue and get your action plans approved?
• Budget consolidation.
• Budgetary adjustments and arbitrations.
• The monthly budgetary payment exercise.
• Exercise: Using a pre-prepared budget, present and argue your plans of action.

Monitor and control your budget

• The fundamentals of budgetary control.
• The prerequisites for analyzing variances.
• The concept of flexible budget.
• Know the main variances: variances on quantity, on price.
• Standard costs. The different types of costs to remember.
• Analysis of variances: variances on turnover, on direct or indirect costs, on performance.
• Implement corrective actions.
• Exercise: Calculate and interpret budget variances.

Establish a customer/supplier relationship with operational staff

• Validate the deviations observed.
• Carry out a budget reforecast or reestimate.
• Exercise: Based on the deviations observed, propose corrective action plans.

Description

Associations are governed by texts resulting from a law dating from 1901. General Assembly, office, Board of Directors, statutes... You cannot operate an association without mastering its legal framework.

Who is this training for ?

Training objectives

• Master the legal bases necessary for the smooth running of an association
  
• Integrate the role of the different internal bodies of an association
  
• Identify points of vigilance in the life of an association
  

Training program

Creation of the association Write the statutes.

• Concept of 'non-profit' and the tax consequences.
• Contributions to an association.
• State the corporate purpose in order to avoid tax risks and legal.
• Know the other legal points to take into account.
• Clauses relating to members.
• Distinguish the statutes from the internal regulations.
• Know how to register the association with the administrative authorities.

Role and powers of General Meetings

• Master the role, powers, operation and conduct of: the Ordinary General Meeting; the Extraordinary General Meeting.
• Role of the Auditor.
• Know the procedures for modifying the statutes, the Head Office.

The association's management bodies

• Know the role, powers, rights and duties: of members: membership, co-optation, contribution, resignation, procedure; members of the Board of Directors; members of the Office.

Understanding the financing methods of an association

• Concept of general interest.
• The different sources of financing: activities, events, subsidies, patronage, contributions,...

Know the procedures for dissolving or transforming an association

• Provide for these provisions in the statutes.
• Master the dissolution procedure.
• Know the possibilities for the continuity of an association: merger, split, transformation into GIE , in SCOP...

Description

This financial business plan training provides you with all the tools to succeed. Evaluation of the economic profitability of the project, search for financing, sale or acquisition, valuation, negotiation of objectives with shareholders require the establishment of the financial business plan, the natural leader of which is the financial director. The latter must validate and coordinate the assumptions, convert them into financial statements and ensure a convincing presentation.

Who is this training for ?

Training objectives

Coordinate operational forecasts.
Evaluate economic and financial profitability.
Finance your project.
Simulate different scenarios.
Valuate the company through forecast flows.
Present the business plan in writing and orally.

Training program

Defend your PESTEL, PORTER, EMOFF matrix strategy. Economic and income model.

• Link operational action plans to strategic objectives.

Make assumptions reliable

• Challenge investment and activity forecasts.

Evaluate the economic profitability of the project Investment and operating cash flow.

• Choice of the discount rate according to the project risk.
• Maximum cash flow trough.
• Interpret and arbitrate between the criteria: payback period, Van, Sorting , Profitability index.

Simulate multiple scenarios

• Operational courses of action to improve the cash flow curve and the profitability of your project.

Finance your project

• Build the MT financial forecast.
• Financing plan: assess the need for financing, the maximum repayment capacity.
• Arbitrate between financing options.
• Ratios: financial structure, cash flow, debt.
• Negotiate realistic covenants.

Valuing the company by forecast flows (DCF) CMPC, shareholder TRI.

• Enterprise value and equity.

Present your project

• The keys to convincing and presenting orally.
• Proposal of standard plans.
• 0 main mistakes to avoid.

Description

The evolution of business organization and new IT tools lead to the outsourcing of certain accounting work to operational staff who are not specialists in the field. They have to collect, verify and impute accounting information. To successfully transfer responsibility, these people must acquire the fundamentals of accounting. This practical training focuses on discovering the essentials of accounting in two days.

Who is this training for ?

Training objectives

Know how to account for current operations
Discover the income statement, balance sheet and accounting organization
Use the general chart of accounts
Determine the accounting allocation

Training program

Before the face-to-face

• A self-diagnosis.

Describe the assets: the balance sheet The four balance sheet masses: property, receivables, debts, equity.

• The main balance sheet items.

Trace the activity: the income statement

• Relate purchases and sales to the correct period.
• The three levels of results: operating, financial, exceptional.
• Main income and expense items.
• Links with the balance sheet: double entry, double determination of the result.

Understanding the accounting recording technique

• Finding your way around the organization of the chart of accounts, the coding of accounts.
• Notion of debit and credit.
• The principle of double entry.
• Meaning of depreciation and provisions.
• Principle of linking expenses and income in relation to stocks.

Account for purchases Check invoice compliance.

• Reconciliation with purchase orders; delivery.
• Record invoices, credit notes, expense reports.
• How VAT works.
• Conditions and exercise of VAT deductibility.
• Distinction between 'general expenses' and 'fixed assets'.

Account for sales and cash transactions

• Sales invoices: invoicing, credit notes, rebates, rebates.
• Creasury operations.

Description

Most often, the financial director has experience as a management controller or accounting manager. In this new role, he feels the need to master financial techniques: financial analysis, economic profitability, financial forecasts, business valuation, equity engineering arrangements. He also discovers that it is essential for him to know how to properly position the finance function in the company with general management, members of the Codir and all operational staff.

Who is this training for ?

Training objectives

Acquire perfect mastery of financial tools.
Define a financial policy.
Build the business plan of a project or company.
Negotiate financing at MLT.
Take charge of your function.
Manage the financial function.
Evaluate and negotiate a company.
Optimize the financial engineering of high balance sheet operations.

Training program

Master financial analysis

• Balance sheet restatements.
• Analyze activity and profitability.
• Financial balances, margins, ratios.
• Cash flow crises and remedies.
• Cash flow diagnosis

Participate in financial policy

• Leverages to improve economic and financial profitability.
• Effect of financial leverage.
• The different financial policies.
• Scenario Studies case study: Financial analysis over 4 years of an industrial SME.
• Locating the financial policy

Remote activity

• To benefit from the contributions of an expert on a theoretical or practical point: an expert 'Present your business plan in writing or orally.'}

Present your strategy

• The 8 keys to convincing.
• Strategic analysis: PESTEL, Porter, value chain, EMOFF.
• Linking action plans to strategic objectives

Evaluate profitability

• Model the activity, defend the sales forecast.
• Arbitrate between profitability criteria: net present value (Van), internal rate of return (Sort), Payback period.
• Choose a discount rate.
• Ways to improve profitability

Finance your project

• Build the financial forecast at MLT.
• Financing needs and choices, repayment capacity.
• Keys to the written and oral presentation.
• Scenario Case: creation of a company: EMOFF, challenge hypotheses.
• On spreadsheet: profitability calculation, simulate scenarios, finance the project.

Remote activities

• To benefit from the contributions of an expert on a theoretical or practical point: an expert 'The financial logic of the company'; an expert 'Implementing the financial policy'; an expert 'Manage the banking relationship and negotiating with banks'}.

Control your function

• The pyramid of CFO profiles.
• Mapping the processes of your function.
• Improving internal control.
• Benchmarking your function .
• Succeed in the digitization of the function

Improve performance

• Implement a 'cash project': cross-functional management situation.
• Improve the budgetary process.

Take charge of your role

• Present your priorities in 3 and 6 months, one year.
• What to delegate, subcontract, do yourself.
• Communicate with shareholders and bankers .
• Integrate ethics into daily life.
• Case scenario on internal control and the cash project

Remote activities

• To discover a subject related to your training: a video 'Optimizing the value of stocks using the crossed ABC method'.
• Remote activities to train you in persuasion, objection management and change management.

Succeed in external growth

• Mandate, acquisition audit, data room.
• Legal aspects: letter of intent, memorandum of understanding, guarantees of assets and liabilities, price supplement clause; succeed post-acquisition integration.
• Case scenario: price revision and liability guarantee

Evaluate the company

• Valuation adjustments. Asset methods: Adjusted net assets.
• Discounted cash flow (DCF) method.
• Stock market comparables, transaction multiples.
• Dumoulin case scenario on spreadsheet: Apply the methods, arbitrate between the results.
• Analysis of evaluation reports

Succeed in equity operations

• The capital increase, immediate or deferred. V
• complex securities: OCA, OBSA, Approaching a capital investor.
• Shareholders' agreement: organize the exit, joint exit, protect minorities, buy or sell, ...

Take over a business

• LBO Legal, financial, tax levers. Balance of price, resources, repayment capacity.
• Analyze the financing plan: capital, senior and subordinated debt, Mezzanine.
• Exit from the LBO

Negotiate MLT financing

• Negotiate realistic covenants.
• Maximum leverage, repayment capacity.
• Scenario Case: Calculate a dilution effect, evaluate a convertible loan, an LBO .
• Analyze a shareholders' agreement.
• Summary case: business plan, evaluation, capital increase
• Evaluation of assets

Description

The financial director firstly improves the performance of the finance function: improvement of processes, dematerialization of flows, etc. He contributes to the improvement of economic performance by being a force for proposals to the management committee for actions improving the margin, reducing the capital invested, limiting the risks. He raises awareness among general management, other members of the executive committee and all operational staff regarding financial objectives and constraints. To do this, he must get out of his office, meet operational staff, and become passionate about the company's activity. Once the financial issues of a cash project have been defined, he implements managerial know-how to bring on board all operational staff who do not depend on his function. This training allows the DAF to become a privileged contact for general management to improve economic performance.

Who is this training for ?

Training objectives

Position yourself in the company as a business partner.
Improve the performance of the Finance function.
Put financial risks under control.
Manage a cash project.
Implement the financial policy. Improve the management of the company.
Communicate with the CEO, the management committee, investors, bankers.

Training program

Before the face-to-face

• Self-diagnosis.

To position yourself

• Missions, scope of the DF.
• degrees of the DF pyramid.
• Take charge of your role.
• Integrate ethics .
• Case scenario: define your action plan for and months.

436Manage the function

• Finance Benchmarking of the function.
• Manage the digitalization project of the finance function.
• Improve processes.
• Illustration: the closing.
• Organizational choice, contribution of shared service centers.

Identify and manage risks Manage financial risks.

• Process mapping.
• Manage operational risks.
• Internal control system.
• Scenario Case: identify financial risks under control.

Manage a cash project Evaluate the financial issues.

• Motivate the DG, the co-director.
• Prioritize action plans.
• Mobilize operational staff.
• Scenario Case: manage the cash project.

Propose and implement financial policy

• Shareholder expectations, CMPC.
• Participate in investment and financing choices.
• Improve the economic model.
• Scenario Case: define a financial policy per company.

Improve performance

• Budgetary process.
• Performance indicators linked to the strategy.
• Illustration: strategic dashboard.

After face-to-face, implementation in a work situation

• Remote activities to train you in persuasion, objection management and change management.

Description

The administrative and financial manager (RAF) of PME implements financial management. It has several tools for this. This cycle provides tools for the financial management of an SME: financial analysis framework, investment selection procedure, amicable recovery of customer debts are integrated into the cash culture and contribute to the improvement of economic performance of the company. Cash flow forecasts allow monitoring of the company's liquidity. The financing plan allows the company to be financed at MLT.

Who is this training for ?

Training objectives

Build cash flow forecasts to monitor liquidity
Organize the amicable recovery of customer debts
Evaluate the profitability of an investment project
Finance the business at MLT

Training program

Before the face-to-face

• A self-diagnosis and a module
• expert on financial logic.

Use cash flow forecasts

• Construction and usefulness of the annual cash budget (BAT).
• Rolling forecasts.
• Liquidity monitoring indicators.
• Cases on spreadsheet: construct and analyze the annual cash flow budget, update the rolling cash flow forecast.

Manage customer credit Identify the causes of late payment, external and internal.

• Formalize your amicable recovery procedure.
• Manage disputes actively.
• Performance indicators: DMP and overdue rate.

Evaluate investment profitability Investing and operating cash flow.

• Choose the discount rate.
• Interpret and arbitrate between the criteria: payback period, net present value (Van), internal rate of return (Tri), Profitability index ( Ip).
• Case on spreadsheet: calculating the profitability of a project.

Finance the business

• Linking the financial forecast to MLT.
• Financing plan: assess financing needs, repayment capacity.
• Case: complete the financial forecast on spreadsheet, analyze it and present it.

Description

The opportunities to evaluate a company or an activity are multiplying: external growth, merger, LBO, opening of capital, sale... So, how to objectively value a company? There are many evaluation formulas that one must learn to use wisely based on their advantages and limitations. The objective of this training is to provide you with the methods to evaluate a company.

Who is this training for ?

Training objectives

Determine the value of an industrial, trading or service company

Carry out the adjustments necessary for the evaluation

Identify the evaluation methods most suited to each situation

Training program

The circumstances requiring the assessment

• The elements giving value to a company.
• Steps of evaluation: strategic and financial diagnosis, business plan, accounting restatements.

Asset value Reassess operating and non-operating assets, liabilities.

• Remove non-values, integrate off-balance sheet items.
• Include unrealized taxes.
• Corrected net assets (ANC).
• The goodwill method.
• Case scenario on spreadsheet: calculation of the ANC.

Discounted cash flows (DCF) Evaluate the consistency of operating and investment flows with the business plan.

• Explicit, implicit horizon.
• Discount rate: WACC.
• Normative flow and final value (Gordon Shapiro method).
• From enterprise value to equity value.
• Case scenario on spreadsheet: evaluation by DCF.

Analog methods

• Stock market multiples or recent transactions.
• Constitute the sample of comparable companies.
• Accounting restatements.
• Relevant aggregates: EBE , operating result.
• Define the reference multiples.
• Dumoulin case scenario: Multiples method.

Moving from value to price

• Difference between value and price.
• Define the most appropriate methods for the situation.
• Taking into account the context: majority or minority.
• Steps in the acquisition process.

Description

It is not enough to master the valuation formulas to successfully acquire a business. It is appropriate to evaluate the synergies achievable thanks to this acquisition, and to carry out the necessary audits yourself. Finally, the buyer must know how to negotiate the necessary asset or liability guarantees as well as the financial conditions. This training in the financial evaluation of the company addresses all of these issues.

Who is this training for ?

Training objectives

Learn more about the different evaluation methods and decide between them
Evaluate intangible assets
Evaluate the synergies resulting from an acquisition
Evaluate a group of companies

Training program

Preliminary for evaluation

• Reprocess the accounting documents.
• Perform the acquisition audit.
• Challenge the business plan.

Learn more about the DCF method

• Should we integrate the synergies obtained by the acquisition? Choice of discount rate: risk premium; leveraged and deleveraged beta; specific risk premium for unlisted companies.
• Debt/equity distribution.
• Weight the terminal value in the enterprise value.

Deepen heritage methods

• Evaluate a group: individual or consolidated accounts? Reminders on ANC and goodwill.
• Define intangible assets.
• Valuation of the main intangible assets: brands , patents, goodwill...
• Illustrative examples.
• Valuation of real estate assets: market value or through rents.

Deepen analog methods

• Transaction and stock market multiples (listed and unlisted companies).
• Application difficulties: defining the sample; accounting standards; choice of multiples.

Apply the methods

• Choice of the method adapted to the company.
• From value to price.
• Discounts, control premiums.
• Value financial and strategic.
• How to deal with non-operating assets and debts.
• Choose between the sale of shares or business assets.

Description

A successful manager must be able to manage his unit more and more precisely. This management is largely based on the proper use of the management tools made available to it or that it will create in order to meet its specific needs. Plans, budgets, dashboards, the business plan, analytical accounting are all management tools that the manager must master to set his team's objectives, interpret discrepancies, initiate corrective actions and fulfill his mission. with all the responsiveness and flexibility required by economic competition. This is the objective of this training cycle in finance and management designed to meet the needs of managers and combining methodology and numerous business cases.

Who is this training for ?

Training objectives

Situate your action in relation to the financial situation of the company.
Run your service efficiently by knowing: carry out the financial diagnosis of your activity; identify performance and management elements; develop forecasts, set objectives and build a budget; build and operate your dashboard; build a business plan; analyze the profitability of investments.
Gain performance in the management of your business unit.

Training program

Financial logic

• 'Selling to make a profit involves investing, advancing cash and therefore financing'.
• fixed assets, stocks, and outstandings, trade receivables.

Read accounting documents

• The main items in the income statement and balance sheet in French and Anglo-Saxon format.
• Depreciation and provisions.

Act on financial balance

• Working capital - Working capital requirement = Cash flow. identify cash flow crises and the main remedies.
• Case scenario: diagnosis of a cash flow crisis.

Act on profitability

• Gross margin, gross operating surplus (Ebitda), operating profit, self-financing capacity.
• Causes of variation in profit: jaws effect and absorption of fixed charges.

Carry out a financial analysis

• Stages: activity, profitability, cash flow, financial balances, profitability.
• Key ratios: structure, cash flow, final cost coverage, repayment capacity.
• Economic profitability ratio (ROCE) of capital employed.
• Scenario Financial analysis case.

Evaluate performance by cash flow

• Interaction between operational and investment flows.
• Identify financing choices.
• Leverages for improving free cash flow .
• Case scenario: flow analysis, free cash flow

Remote activities

• To acquire theoretical knowledge two experts: 'Get started with profitability and cash flow analysis' and 'Case study: financial analysis of a company'.

Master the costs

• Which cost accounting method for which decisions: full costs, variable costs, direct costs, standard costs.
• Break-even point.

Establish and argue your budget

• Use of the budget for management, the manager.
• Defend your budget: SAR (Outputs, Activities, Resources).
• Integrate strategic orientations, propose your plans actions.
• Articulation of the different budgets, commercial, production, overheads, investment.
• Identify its missions, activities, necessary resources.
• Build your model, define the relevant indicators.
• Case scenario: Evaluate different budgetary scenarios

Follow your budget

• Measure and interpret variances.
• Carry out a reforecast.
• Case scenario: analyze variances on sales and costs.

The dashboard management and communication tool

• Formalize the missions of your activity.
• Align your objectives with the company's strategy.
• Align individual objectives.

Design your dashboard

• SAR: Outputs, Activities, Resources.
• Performance indicators for setting objectives and monitoring performance.
• Indicators for managing your activity: means, activity, deployment of performance indicators.
• Translate the objectives into indicators.
• The different categories of indicators using the DEFI method: establishing the dashboard of a function. operational; establish the dashboard of a profit center.
• CAREM method for setting clear and motivating objectives

Manage your activity in line with the company's strategy

• Strategic analysis: key success factors.
• The 4 perspectives of the balanced score card: financial, customer (internal or external), key processes, personnel and innovation.
• Case scenario: Select the indicators from the strategic dashboard.

Remote activity

• To acquire theoretical knowledge: an expert 'Managing performance: approach and tools'.

Use the business plan

• Circumstances requiring a business plan.
• Business project and financial plan.
• The 8 keys to convincing.

Defend your strategy

• Strategic analysis: PESTEL, Porter matrix.
• Segmentation, product life curve, attractions/assets matrix, Emoff (Swot) matrix, key success factors, business model '.
• Present your economic model, operational action plans.
• Case scenario: build your EMOFF matrix

Develop credible business forecasts

• The 3 methods for developing activity forecasts.
• Scenario Exercise: Evaluation of turnover and cost forecasts.

Evaluate the profitability of the project

• Investing cash flow (FTI), operating cash flow (FTE), free cash flow.
• Choice of discount rate based on risk project.
• Selection criteria: payback period, net present value (NPV), internal rate of return (IRR), profitability index (PI)
• Arbitrate between the different ones. criteria.
• Arbitrate between risk and profitability.
• Scenario: evaluate the profitability of a project on a spreadsheet

Present multiple scenarios

• Exploit the project's cash flow curve.
• Impact of different scenarios on profitability and cash flow.
• Act on the economic model to improve profitability.
• Abandoned scenario scenario. Case: Critical analysis of 2 scenarios.

Assess the risks

• Identify operational risks.
• Evaluate the breakeven point in results and cash flow.
• Detect sensitive variables, present different scenarios.

Funding Overview

• Sequence of financial forecasting to MLT: income statement, balance sheet financing plan and ratios.
• Analysis of a forecast financing plan.
• Present your financing plan to the board of directors

Present your project in writing or orally

• Analysis of standard plans.
• Adapt the presentation to your project

Remote activities

• To acquire theoretical knowledge: an expert 'Present your business plan in writing, orally'. Evaluation of acquired knowledge

Description

To progress, any executive must understand financial mechanisms, identify the levers of financial performance, and know how to carry out a rapid diagnosis or financial analysis. This knowledge is essential for him to: measure the impact of his decisions on the financial health of his company; understand management's requirements in terms of profitability and investments; communicate effectively with accounting and financial managers. This 2-day training in financial analysis for non-financials covers all the elements useful for the sustainable achievement of these professional objectives.

Who is this training for ?

Training objectives

Understand the financial logic of constructing the income statement and balance sheet.
Understand the financial mechanisms of the company.
Become familiar with the economic performance indicators: Ebidta, ROCE, free cash flow and identify their improvement levers.
Introduce yourself to the flow table.
Evaluate the impact of operational actions on results and cash flow.
Identify your own action levers on the company's financial situation.

Training program

Evaluate financial balances

• Working capital - Working capital requirement = Cash flow.
• The 5 cash flow crises and main remedies.
• Operational levers to improve WCR management.
• Financing growth, solvency.
• Impact of the economic model on capital employed.

Evaluate activity and profitability

• Interpret the evolution of sales.
• SIG: commercial margin, gross, added value, EBE (Ebitda), operating result, current.
• Capacity self-financing (CAF): cash surplus.

Use ratios

Evaluate profitability

• Economic profitability (ROCE): operational performance summary.

Evaluate performance by cash flow

Analyze using a structured approach

• The 4 stages of analysis: activity, profitability, financial balances and profitability.
• Strong and weak points, decisions or courses of action.
• Implementation in situation Case studies: financial analysis over 3 years of an industrial SME.

Quantify the impact of operational actions

Description

Cash management is based on precise activities: reliable forecasts, choice of financing or investment, management based on value dates, control of bank invoicing. These activities are a source of savings for the company and help to ensure its liquidity. This treasury training constitutes the reference training aimed at improving daily treasury management.

Who is this training for ?

Training objectives

Understand cash flow variations.
Build and use cash flow forecasts.
Make financing/investment decisions.
Control bank invoicing.
Manage daily cash flow in value dates.
Manage foreign currency flows .

Training program

Before the face-to-face

• A self-diagnosis.

Situate cash flow in financial management

• Causes of cash flow variation.

The 4 missions of the treasurer

• Control exchange risks, fraud, rates.
• Reduce banking costs.
• Improve financial results.

Cash flow forecasts

• Cash flow budget: forecast the financing need at CT.
• Rolling forecast: monitoring liquidity, financing decision.

Master banking remuneration methods

• Control and negotiate banking conditions: days of value, operation commissions, movement and PFD.
• Overall commission, fixed price.

Daily management

• Steps in the treasurer's morning.
• Distribute movements
• Gains from computerization.
• Prevent payment method fraud .
• Role of the branch treasurer.

Credits and investments

• Spot, daily, factoring.
• Investments: term deposit, CDN, monetary SICAV.

Getting started with currency treasury

• Set the currency position.
• Calculate the forward rate.

Description

Market volatility makes it essential to cover imports and exports in order to guarantee the margin rate. A precise knowledge of the foreign exchange market and hedging instruments is essential for treasurers of companies trading with third countries.

Who is this training for ?

Training objectives

Understand how foreign exchange markets work
Master hedging instruments
Define a foreign exchange risk management policy
Learn about accounting for foreign exchange transactions under IFRS standards

Training program

Foreign exchange markets

• Actors and types of transaction.
• Spot prices, futures, swap transactions.
• Quotation at certainty, at uncertainty.
• Factors influencing prices.
• Interaction with the interest rate markets.

Manage cash currency Currency account interest.

• Pay in currency.
• Place an exchange order at best or at limit rate.
• Check bank invoicing.

Evaluate the exchange rate risk Sensitivity of the result to exchange rate fluctuations.

• Construct the exchange position monitoring table.

Master hedging instruments

• Natural hedges: compensation of inverse positions.
• Foreign currency advances.
• Forward purchase or sale, term at notice.
• Determination of the postponement.
• Extend or anticipate the deadline.
• Non Deliverable Forward: non-transferable currencies.
• Classic and barrier options, tunnels with zero or reduced premium.
• Foreign exchange guarantees.

Define a foreign exchange risk management policy Parameters: coverage of forecasts or certain flows, duration and % of coverage.

• Hedging thresholds by currency.
• Use of a 'budget' rate.
• Choice between firm instruments and options.
• Illustration different policies and procedures.

Foreign currency financing

• Short and medium term currency swaps.

Overview of foreign exchange transactions under IFRS standards

• Fair value and future cash flow hedging.
• Accounting for futures contracts, options.

Description

At one point or another in their career, every financial manager, manager or banker is confronted with a financial engineering operation. The financial, tax and legal arrangements are numerous, complex and evolving. Increasingly, they must understand the issues, techniques and vocabulary of financial engineering operations on equity. This is the objective of this training.

Who is this training for ?

Training objectives

Understand the issues and techniques of financial engineering operations on equity.
Dialogue with financial engineering specialists.

Training program

Definition and purposes Finance growth, maintain control, exit from minority interests. Controlling dilution in capital increases

• Choose a legal structure.
• Terms of capital increase in cash.
• Defer dilution: composite mob values: OCA, OBSA, BSA.
• Dilution calculation, value of the DPS.
• Case scenario: calculation of dilution of a capital contribution.

Raise funds from investors

• Choose a capital investor.
• Negotiate with a fund.
• Expected and observed IRR.
• Fundraising process.
• OCA case scenario: entry of investors, issue of convertible loans.

The shareholders' agreement

• Organize relations between shareholders, organize the exit, protect minorities...
• Essential clauses: approval, inalienability, pre-emption, exclusion, voting agreement, pari passu, joint exit, buy or sell, confidentiality.
• Scenario Exercise: analyze a shareholders' agreement.

Acquire a business

• Acquisition process.
• Confidentiality agreement, presentation memorandum, letter of intent, due diligence.
• Case scenario: Analyze a letter of 'intention, guarantee of liability.'}

Financing an acquisition using leverage L(M)BO, MBI. Balance: price, resources, repayment capacity.

• Capital, Mezzanine, senior and subordinated debt.
• Case scenario: analyze the takeover of a company by its employees through LBO.

Remote activities

• To benefit from the contributions of an expert on a theoretical or practical point: a
• expert 'Implementing financial policy'.

Description

The debt collector knows that the probability of recovering a disputed debt depends on the speed of intervention. To go faster and optimize costs, discover the 'tips' of lawyers.

Who is this training for ?

Training objectives

Optimize the constitution of the litigation file.
Master the procedures for orders to pay, interim provision and summons for payment.
Become an effective interlocutor for lawyers and bailiffs.
Effectively follow the enforcement procedures.
Master the creditor's reflexes facing the bankruptcy filing of its clients.

Training program

Compiling the file: prior to any legal action

• Required contractual documents and documents: judicial evidence, new limitation periods.
• Territorial attribution jurisdiction.

Choose a suitable procedure

• Summons on the merits: procedure and precautions.
• Order for payment: strengths and weaknesses.
• European order for payment and European small claims procedure.
• Summons for summary provision.
• Conciliation, declaration to the registry.
• Overindebtedness of individuals.
• Transaction during trial and outside trial .
• Service of documents in the EU.

Succeed in summary provisions Optimize this procedure through the use of contractual clauses. Progress of the procedure: confront the practice of the courts. Carry out forced execution

• Importance of the enforceable title, European enforceable title.
• A key figure: the enforcement judge (JEX).
• Forced execution measures: seizure attribution, sales entry...
• Favor attribution entry.
• Manage partial payments.
• Follow forced execution.

Initiate a precautionary seizure

• In what circumstances should it be used? Precautionary measures.

Description

The credit manager must control customer risk and accelerate collections. With clients, he combines firmness and diplomacy. He maintains a close relationship with salespeople at all stages of the life of an order. The objective of this training is to provide you with the methods and tools to optimize customer credit management.

Who is this training for ?

Training objectives

Evaluate customer risk using financial and qualitative criteria.
Manage outstanding amounts.
Organize yourself to follow up on late payments.
Collaborate effectively with the commercial function.
Produce your receivables.

Training program

Financial and legal aspects of customer credit

• Impact of late payments on cash flow.
• Regulation of payment deadlines.
• Terminology on payment deadlines: net, end of month...
• Legal cases: credit refusal, old invoices, absence of purchase orders.

Evaluate customer risk Reflexes of the credit insured. Sources of information: suppliers, banks, commercial surveys, payment habits, field criteria.

• Causes of business failure.
• Case: interpret a commercial survey, detect field risk indicators.

Manage outstandings at risk Calculate the need for outstandings.

• Criteria for the credit limit.
• Reflexes for managing outstanding amounts.
• Guarantees: guarantees, endorsements.

Organize amicable recovery

• Performance indicators: average payment time, overdue rate.
• The different reminder methods.
• Building reminder schedules.
• Write effective follow-up letters.
• Dispute resolution circuit.
• Follow up correctly by telephone.
• Sources of information and collection internationally.
• Case: interpretation of the DMP.

Create synergy with operational staff

• Collaborate effectively with salespeople and other operational staff.

Manage a client's bankruptcy filing Stages of collective procedures. File your receivables, retention of title clause. Remote activity

• To discover a subject related to your training: an e-learning module 'Assertiveness: methods and tools'.

Description

Volunteers, members and administrators may incur civil, criminal or financial liability in the management of an association. Being able to analyze financial documents and identify warning or malfunction indicators is necessary for them to ensure the sustainability of the financial balance. This is the purpose of this training in the analysis and financial management of an association.

Who is this training for ?

Training objectives

Identify the obligations related to the financial information of associations
Know the accounting particularities of associations
Know the principles of managing an association
Identify the sources of financial dysfunction
Analyze the accounts of an association

Training program

Interpret the association's accounting documents

• Specific items in the income statement and balance sheet.
• Valuation of voluntary contributions.
• Commitments to be made from allocated resources.
• Funds own funds, dedicated funds.
• Importance of the annexes.
• Legal obligations in terms of financial information.

Analyze activity

• Sources of income: donations, subsidies, contributions, sales, proceeds from events...
• , obligations arising therefrom.
• Importance of analytical accounting by activity.
• Cost structure and their coverage.
• Performance measures: percentage of resources allocated to the associative object, respective share of financing sources, ...
• Ability of the association to finance its development.

Analyze financial balances

• Working capital - working capital requirement = cash.
• Financing structure.
• Solvency analysis: debt and self-financing capacity (CAF).
• Specific ratios: financial independence, fixed asset coverage, financial security (FR in days of operating revenue)...
• Cash flow crises and remedies.
• Financing growth.

Analyze flows

• The annual employment - resources account: compliance of financing with the corporate purpose.
• Multi-annual investment plan.

Write or analyze the management report Highlights, analysis of accounts, future prospects.

• Important information to include in the management report.
• Scenario Treasure hunt: analyze the financial information in a management report.

Description

You are a unit manager, manager, seller, buyer, project manager and must know how to read and interpret the balance sheet and income statement of your company, a customer, a supplier, a partner or a competitor. This very concrete and fun financial training will allow you to acquire, through the game, the keys to reading accounting documents and financial diagnosis.

Who is this training for ?

Training objectives

Understand the logic of the income statement and balance sheet.
Carry out a financial diagnosis.
Interpret the main ratios.
Evaluate the financial health of the company by reading its accounting documents.

Training program

Before the face-to-face

• A self-diagnosis.

Apply financial logic

• Selling to win involves investing, advancing cash and financing.

Interpret balance sheet items

• Fixed assets, inventories, customer receivables, cash.
• Capital, reserves, borrowings, suppliers, CT credits.

Interpret income statement items: Operating, financial, current and exceptional results.

• Depreciation and provisions.
• Expenses by nature or functions.

Evaluate financial balances Working capital -

• Working capital requirement = Cash flow.
• MLT and net debt.
• Identify cash flow crises and the main remedies.
• Restatement of factoring.

Analyze profitability

• Interpret the evolution of sales.
• Meaning of SIG: commercial margin, gross margin, EBITDA.
• Self-financing capacity.
• Variations in results: scissors effect, absorption of fixed costs.

Use WCR ratios, structure, repayment capacity, cash flow, financial expense coverage. Practice financial diagnosis Steps: activity, profitability, financial balances. Diagnosis of a distributor and a sales company

• Questions to assess risk.

After face-to-face, implementation in a work situation

• An e“learning module to review accounting and an
• expert to train in financial analysis.
• To find out more about the activities to distance To benefit from the contributions of an expert on a theoretical or practical point: a
• expert 'Case study: financial analysis of a company' .

Description

The financial director is directly concerned by the information system for the financial modules. He is also often a pilot or coordinator for the development of ERP, management systems and dematerialization projects. Well-written specifications make the IT department want to get involved. It also allows you to negotiate the price with the service provider. If the DAF has a clear vision of what he is asking, the time spent by the service provider will be less. A good knowledge of the functioning of the IT department makes relations fluid both in project and in operation.

Who is this training for ?

Training objectives

Evaluate the relevance of your management IS.
Launch the project to deploy your IS or dematerialization in the financial department.
Conduct a call for tenders from a publisher or integrator.
Distinguish between the different management tools.
Evaluate the ROI of your project.

Training program

Before the face-to-face

• Self-diagnosis.

Evaluate the relevance of IS management models. Convert the economic model into a management model.

• Structuring the IS based on the economic model.

Evaluate your IS Analyze your management model.

• Audit your IS.
• Break down the data model into key functionalities and indicators.
• Prioritize the data.

Launch the IS or dematerialization project

• Analyze the functional area based on human elements.
• Quantify observations.
• Establish the project's SWOT.
• Communicate on expected improvements.
• Summary: data repository.

Conduct a call for tenders

• Dialogue with publishers and integrators.
• Write the call for tenders.
• Define the roles of project owner, project manager, integrator.
• Develop a dashboard.
• Choose a relevant scope.
• Evaluate the ROI.

Management IS tools

• Cloud, ERP, corporate planning management.
• Document dematerialization solutions.
• Integration strategy.

Evaluate the performance of the IS Functions of an IT department. Structured analysis method. After face-to-face, implementation in a work situation

• Remote activities to help you implement your project with stakeholders.

Description

Rapid processing of unpaid debts prevents them from turning into permanent losses. The company that organizes itself to prevent and amicably handle its late payments minimizes the financial impact and gives its customers the image of a well-managed company. This training in amicable recovery makes it possible to optimize the processing of unpaid debts.

Who is this training for ?

Training objectives

Organize the reminder of late payments.
Provide protective contractual clauses.
Create an active dispute management circuit.
Involve salespeople in the reminder.
Identify customers in bad faith.
Conduct a follow-up interview, negotiate.
Create the function dashboard.

Training program

Diagnose the outstanding amount

• Causes of late payment.
• Keys to customer accounting.
• Measuring the incidence of disputes.

Create or improve your reminder procedure

• Calendar and method of follow-up: written, telephone, customer visit.
• Cooperate with sellers.
• Strengthen customer relations by handling disputes.
• When to block deliveries, give formal notice.

Management tools

• Aged balance, payer profile.
• Credit software functions.
• Effective reminder letters.

The legal framework

• Impact of late payments on cash flow.
• Choice of discount rate.
• Use late payment penalties.
• Clauses protective of the contract.
• Arguments for negotiating payment terms.
• Payment methods and international guarantees.
• Recovering public debts, on individuals.

Conduct the follow-up interview Steps of follow-up: the 4 Cs. Questioning, reformulation.

• Use the right expressions.
• React to the aggressive customer.

Learn to negotiate

• The stages of negotiation.
• Look for a 'win-win' solution.
• Answer no and preserve the commercial relationship.

5Build the dashboard

• Recovery performance indicators: DMP, overdue rate, weight of disputes.

Remote activity

• To discover a subject related to your training: an e-learning module 'Assertiveness: methods and tools'.

Description

It is when the company shows signs of deterioration that the financial analysis becomes more in-depth. The analyst must both avoid the pitfalls of accounting information and use a structured approach. To make an even more relevant judgment, it must also integrate the analysis of the sector of activity and the main risks. This is the objective of this training.

Who is this training for ?

Training objectives

Conduct the analysis through flows. Integrate strategic and risk analysis.
Deep the financial analysis approach.
Spot signs of deterioration.
Analyze a company in difficulty.
Adopt the banking approach to financial analysis.

Training program

Conduct analysis through flows

• A dynamic self-diagnosis between operational and investment flows: free cash flow.
• Choice of financing and repayment capacity.

Deepen the analysis of profitability

• Resituate the company in its sector of activity.
• Profitability indicators.
• Causes of loss of profitability.
• Deepen the financial surplus measurements: CAF, MBA, ETE, operational cash flow.
• Diagnose the profitability of the company in difficulty.

Deepen the analysis of financial balances

• Functional analyzes (FR, BFR, TN) and liquidity.
• Importance of net debt.
• Ratios: structure, debt, cash flow, profitability.
• Interpreting ratios in a context of deterioration.
• Warning signs of failure and cash flow crises.

Risk analysis

• Key risks: human, technological, sectoral...

Signs of degradation

• Identify signs of deterioration by reading directly from the balance sheet and income statement.
• Window dressing techniques Questions to interpret risk indicators.

Practice financial diagnosis The 4 stages of analysis. Analysis of an industrial company in difficulty over 4 years Micro-diagnoses After face-to-face, implementation in a work situation

Description

For cost reasons, companies are increasingly carrying out the simplest legal procedures themselves. Acquiring the practical know-how of these different procedures is essential for these actions to be profitable and effective. This is the objective of this training focused on the practice of litigation with numerous exercises and summary tables which allow the participant to be operational upon their return to the company.

Who is this training for ?

Training objectives

Prevent customer disputes.
Constitute a complete recovery file.
Choose the appropriate procedure.
Carry out payment orders yourself.
React to your clients' filing for bankruptcy.

Training program

Prevent litigation

• Essential clauses in the General Terms and Conditions to guarantee your rights: penal clause; attribution of jurisdiction; reservation of ownership.
• Constitute proof of the claim.
• Establish a moratorium.
• Limitation periods.

Choosing a procedure Rules of jurisdiction of courts. disappearance of local judges.

• Overview of the preliminary provision and the summons to the merits: selection criteria and steps.
• Procedure for unpaid checks.

Carry out payment orders yourself Uncontestable debt.

• Create the file: purchase order and delivery, invoice, formal notice.
• What amounts to claim? Good reflexes at each stage.
• Choice and role of the bailiff.
• Case of partial payment Evaluate the cost of an injunction.
• European order for payment.
• Practical cases: write it yourself an order to pay; reconstruct all the stages of an order to pay.
• Reconstruct all the stages of an order to pay.

Description

This training in financial analysis provides you with a structured and rigorous approach to carrying out a financial diagnosis, checking the solvency of a customer or supplier, comparing yourself to a competitor, evaluating performance and avenues for improvement. improvement of one's own business or an acquisition target. In all these circumstances, the analyst uses different indicators which he links in a structured approach to highlight the key points. This training in financial analysis allows you to acquire the fundamentals.

Who is this training for ?

Training objectives

Identify the main balance sheet and income statement items useful for financial analysis

Master financial analysis tools

Conduct your analysis using a structured approach

Carry out a quick diagnosis

Detect signs of business degradation

Training program

Évaluer l'activité et la profitabilité

• Repérer les postes du compte de résultat utiles à l'analyse.
• Interpréter l'évolution des ventes.
• Soldes intermédiaires de gestion Charges classées par fonction (approche internationale).
• Capacité d'autofinancement (CAF) : signification et mode de calcul.
• Variations de résultat : effet ciseau, absorption des charges fixes.
• Mise en situation Exercice 

Évaluer les équilibres financiers et la solvabilité

• Lecture financière des postes du bilan.
• Retraitements : location financement, affacturage.
• Fonds de roulement (FR), besoin en fonds de roulement (BFR) et Trésorerie nette (TN).
• Les 5 crises de trésorerie et les remèdes associés.
• Mise en situation Exercice

Analyser par les ratios

• Profitabilité, BFR, structure, trésorerie, endettement, couverture des frais financiers.
• Rentabilité économique (ROCE) et financière.
• Se comparer aux moyennes sectorielles.
• Mise en situation Exercice 

Structurer son analyse financière

• Activité, profitabilité, équilibres financiers, rentabilité, points forts et faibles, décision ou pistes d'action.
• Qualités de l'analyste : rigueur, intuition, esprit de synthèse.
• Étude de cas : analyse sur 4 ans d'une entreprise .
• Exercice : Faire une présentation d'analyse financière.
• Diagnostics rapides : entreprises de négoce et de service.

S'initier à l'analyse du tableau des flux de trésorerie

• Approfondir l'analyse des équilibres du bilan par les flux.
• Interaction entre le flux d'exploitatoin et d'investissement.
• Évaluer les choix de financement, la capacité de remboursement.
• Mise en situation Étude de cas 

Repérer les signes de dégradation

• Signes de dégradation et techniques de window-dressing en lecture directe au bilan et au compte de résultat.
• Mise en situation : Exercice 

Description

The telephone follow-up aims to improve cash flow and financial results as well as reduce losses. It also aims to preserve or even strengthen the commercial relationship. This very practical training in invoice recovery has been designed to meet the needs of operational staff: it is focused on role plays.

Who is this training for ?

Training objectives

Accelerate collections through a rigorous approach.
Carry out telephone follow-up actions well.
Preserve and develop the commercial relationship.
Make the handling of disputes an opportunity to strengthen the customer relationship.
Deal with difficult situations, engage the customer Act.

Training program

Legal framework for recovery

• Laws on payment deadlines, can we refuse to sell, block deliveries? Legal situation.

Prepare for the telephone interview Define your priorities: old scales, electronic diary. Develop your recovery form.

• The different levels of recovery.

Practice telephone reminders Adjust your voice: volume, flow, intonation. Structuring your interview to increase efficiency: the 4 Cs: contact, understand, convince, conclude. Positive expressions and to avoid.

• 'Cushion' formulas to cushion the necessary directivity.
• Different questions: open, closed, neutral, leading.
• Rephrase to avoid misunderstandings: role plays , SRAM: practice questioning, gabriel: practice C.

4React well in difficult cases

• Control a talkative customer.
• Respond to an aggressive customer.
• Avoid triggering aggression.
• Know how to say no and preserve relationship: DESC; role-playing games: DESC; Brutus, the aggressive client.

Negotiate an agreement Define your objective and your room for maneuver. Counterparty to a concession?

• Indicate the consequences in the event of disagreement: Tristan case: negotiate an agreement.

Use writing

• Use writing wisely.
• Writing tips, terms.
• Exercise: correct a follow-up letter.

Remote activity

• To practice on topics covered in training: an e-learning module 'Assertiveness: methods and tools'.

Description

The Administrative and Financial Manager must face many questions for which he has not been previously prepared upon taking up his position. This encompasses various fields such as finance, management, organization and social. This training cycle provides the necessary tools to assume extensive responsibility in these areas.

Who is this training for ?

Training objectives

Reorganize the financial management of your business by carrying out an in-depth analysis

Optimize the recovery of customer debts in order to strengthen the company's cash flow

Maintain careful monitoring of the company's liquidity to avoid cash flow problems

Implement an effective cash culture strategy to manage the company's cash flow

Precisely assess the profitability of an investment by choosing the relevant analysis criteria

Plan the medium and long term financing of the company based on solid financial forecasts

Supervise the development of budgets and adjust them according to the objectives set

Use management dashboards to monitor and evaluate business performance

Manage questions relating to employment contracts and ensure fluid communication with staff representatives

Training program

Estimate profitability

• Understand how sales have evolved
• Study different management indicators such as gross margin and added value
• Measure a company's ability to finance itself itself (CAF)
• Analyze how the results varied by examining the jaws effect and the absorption of fixed loads
• Practice a diagnostic exercise to identify the reasons for the variations results.

Assess financial stability and repayment capacity.

• Revision of the analysis of the financial balance sheet.
• Adjustments to be made: taking into account financial leasing, factoring.
• Financial stability: funds working capital (FR), working capital requirement (WCR), net cash flow (TN) The five types of cash flow crises and the corresponding solutions.
• Simulation exercise: assessment of cash crisis situations. Treasury.

Express the analysis through the use of financial ratios.

• Financial reorganization of the company including structure, cash management, ability to cover financial costs and profitability.

Structuring your financial analysis

• This is a financial study over a period of 4 years of an industrial SME, taking into account indicators such as activity, profitability, financial balances, profitability, points strong and weak, as well as courses of action.

Analyze cash flow

• Examine the relationship between activity and investment flows.
• Evaluate financing options and repayment capacity.
• Evaluate performance through free cash flow.
• Case Study: Understanding and Analyzing the Cash Flow Statement.

The RAF as a driver of cash culture

• Determine the challenges to overcome to improve margin and cash flow.
• Mobilize management and operational staff for the common objective.
• Establish operational priorities actions to be implemented.
• Establish a sustainable cash culture using indicators and procedures.

Remote activities

• To apply best practices: an expert for the financial analysis of a company.
• To illustrate a contribution of knowledge: a video on optimizing the value of stocks by the crossed ABC method.

Finance management

• Annual cash flow budget: establishing short-term financing needs.
• Rolling forecasts: monitoring liquidity.
• Spreadsheet exercise: creating and analyzing the cash budget and rolling forecasts.

Management of customer receivables

• Identify the reasons for late payments.
• Formalize a follow-up procedure and actively handle disputes.
• Credit management dashboard.

Assessment of investment profitability

• Choice of the discount rate
• Arbitration between the criteria: payback period, net present value (Van), internal rate of return (Sort)
• Stake in situation: case on spreadsheet to assess the profitability of a productivity investment

Medium-term business financing

• Sequence of the financial forecast
• Financing plan: financing needs, repayment capacity
• Scenario: case to complete the medium-term financial forecast on a spreadsheet term, analyze it and present it

Getting started with the business plan

• The 8 keys to convincing. Building the EMOFF matrix: opportunities, threats, strengths and weaknesses.

Remote activities

• To benefit from the contributions of an expert on a theoretical or practical point, two experts: 'Implement the financial policy' and 'Manage the banking relationship and negotiate with the banks'.

Build the budget model

• Valuate in full or partial costs.
• Identify the relevant variables.
• Define an analytical framework.

Manage the budget process

• Budget: managerial act.
• Steps in the budget process.
• Sequence of budgets.

Develop budgets

• Analyze past performance.
• SAR model: outputs - activities - resources.
• Prioritize missions and activities.
• Integrate objectives , quantify the action plans.
• Propose progress plans.
• Present different scenarios.
• Scenario: present two budget versions. }

Track budgets

• Calculate and interpret the main deviations.
• Usefulness of the reforecast at the end of the year.
• Securiform case scenario: analysis of deviations

Build dashboards

• Performance indicators: missions. Management indicators: key activities and resources.
• Case scenario: choose the relevant indicators.

The essential elements of individual rights

• Understand the role and missions of the labor inspector.
• Master the fundamental rules of the permanent contract (CDI).
• Secure the use of fixed-term contracts (CDD), temporary work and subcontracting.
• Manage working time effectively and avoid associated risks.
• Prevent and manage new social risks: RPS, harassment, discrimination, etc.
• Know the disciplinary powers of the employer and the rules for terminating the employment contract.

Key points of collective law

• Merger of elected bodies in the CSE (Social and Economic Committee): implementation methods and role of the CSE.
• Role of trade union organizations.
• Rights and obligations of the employer and staff representatives.
• Prepare a CSE meeting

Remote activities

• Remote activities to train you in persuasion, objection management and change management.
• Evaluation of acquired knowledge

Description

Many managers must master financial analysis: financial directors, chief accountants, management controllers, credit managers, bankers, shareholders, buyers. They must also move on to the analysis of forecast data: investment profitability and financing plan. This training intended for financial analysts and anyone in charge of financial analysis emphasizes practice and training.

Who is this training for ?

Training objectives

Carry out a financial reading of the accounting documents
Master financial analysis tools
Conduct the analysis through cash flow
Implement a structured financial analysis approach
Identify window-dressing techniques
Practice financial diagnosis
Evaluate forecast accounts

Training program

Evaluate profitability

• Interpret the evolution of sales.
• SIG: commercial margin, gross margin, added value, EBE…
• Self-financing capacity.
• Scissors effects, absorption of fixed charges.
• Scenario

Financial balances

• Reading balance sheet items.
• Restatements: factoring, finance lease.
• Functional balance sheet: FR, BFR, TN.
• Crises cash flow and remedies.
• Situation

Use ratios

• Cash flow, debt, profitability,...

The flow table

• Link between operational and investment flows.
• Evaluate financing choices, repayment capacity.
• Importance of free cash flow.
• Scenario

Structuring your analysis

• Activity, profitability, financial balances.
• Scenario

Practice analysis

• Specificities according to sectors.
• Scenario

Signs of degradation

• Window dressing techniques.
• Risk indicators
• Scenario

Description

This very operational day centered on 'the realization of your business plan' offers an action-oriented pedagogy. Mastering the business plan development methodology will allow you to produce convincing presentations.

Who is this training for ?

Training objectives

Carry out the external and internal analysis of your project
Present your action plans in relation to the economic model
Know how to communicate effectively on your project

Training program

Define the purpose of a business

• plan: design, convince, communicate and build the framework
• Action: Identify the 8 keys to convincing and the 10 mistakes to avoid in your business plan.

Identify the opportunities and threats in your environment, the strong and weak points of your business

• Action: Identify the key information from a market study. Develop the EMOFF matrix for your project.

Present your action plans in line with your economic model

• Action: Apply the SAR (Outputs, Activities, Resources) method to describe your economic model

Communicate convincingly in writing and orally to demonstrate the coherence of your project

• Action: Link your project to the company's strategy. Present the key success factors and key figures

Description

Many business leaders have succeeded by being above all the trader, technician or leader of their company and by delegating financial management to a large extent. But today, that is no longer enough. Managers must now acquire the essential skills to be able to master the financial analysis of their company to integrate the financial component into their decisions, and to communicate with the financial community. This is the purpose of this training.

Who is this training for ?

Training objectives

Master the main financial concepts.
Guide financial action, and make the right decisions.
Communicate effectively with your financial director.
Dialogue effectively with financial partners.
Conduct a financial analysis.
Know how to read financial forecasts in MT.

Training program

Apply financial logic

• Selling to earn involves investing and financing.
• Depreciation and provisions.

Activity and profitability

• Interpret the evolution of sales.
• SIG: commercial margin, gross, added value, EBITDA, REX...
• Jaw effects and absorption of fixed charges .

Financial balances Working capital -

• Working capital requirement = Cash flow Cash flow crises and the main remedies.
• Structural ratios, cash flow, coverage of financial costs...

5Performance through cash flow

• Flow of activity and investment, free cash flow.
• Choice of financing, repayment capacity.

Conduct a financial analysis Steps: activity, profitability, financial balances, profitability.

• Strong and weak points, courses of action.

Participate in financial management

• Implement the cash culture.
• Analyze a business plan.
• Investment profitability: net present value, internal rate of return, DR.
• Analyze the financial forecast.
• Economic profitability (ROCE) and for the shareholder.
• Acceptable leverage.
• Dividend policy .

Remote activities

• To benefit from the contributions of an expert, a
• expert 'Financial management of the company'.

Description

In partnership with Drive Innovation Insights Structured financing is used in a wide variety of sectors, such as infrastructure, energy, aeronautics and naval. They require the implementation of specific financial engineering where banks act as arrangers, lenders and providers of hedging products. These structuring techniques are implemented around an SPV in the context of operations with a high degree of debt. They aim for optimal management of borrowers' balance sheets and inherent risks. This training allows you to understand the structured financing environment and familiarize yourself with its main mechanisms and arrangements.

Who is this training for ?

Training objectives

Understand the environment and the structured financing market.
Know and know how to structure the different forms of project financing (BOT, PPP, etc.) and assets around an SPV.
Evaluate the main risks and their impact on the cost and financing of the project.

Training program

Overview of the market for structured financing products

• The notion of non-recourse or limited recourse financing.
• Structured financing and debt leverage.

Project finance

• Presentation of the fundamentals.
• The stages of structuring financing and the main partners.
• The need for an ad hoc structure (SPV): the company project.
• Evaluate the different types and levels of risks: sharing and allocation of risks between participants; The role of credit insurers and multilaterals in risk management.
• The notion of Cash Flow Available for Debt Service ('CADS').

Setting up bank financing

• Sources of financing for a project (equity, junior/senior debt, mezzanine).
• The notion of subordination.
• Project due diligence by the banks.
• The Term Sheet and the elements linked to the financing contract: the 'cash flow waterfall' mechanisms; the different types of reserves (DSCR, LLR and PLCR).
• Methods of debt distribution by banks.
• The cost of project financing.
• The Inter-Creditor Agreement.

Focus on the

• Public Private Partnerships (PPP) The concept of PPP.
• Presentation of the French regulatory framework for PPP.
• The different types of PPP: BOT, DBFO.. .
• Concession and partnership: differences and consequences in terms of liability.

Description

The administrative and financial manager is not only responsible for the good management of the company; he also has an advisory role to Management on budgets, investments and company strategy. This training will give you the keys to assume these different responsibilities.

Who is this training for ?

Training objectives

Optimize the process of producing financial statements Carry out a financial analysis of your company Consolidate and deepen your tax and social knowledge Manage the development of budgets Promote a target company

Training program

Improve the performance of the financial and administrative function

• Comply with legal, administrative and regulatory obligations.
• Optimize the production time of financial statements.
• Improve the account closing process and guarantee its reliability .
• Practical work Review financial statements according to OEC standards.

Deepen your tax and social knowledge

• Secure deadlines and tax calculations.
• Manage the company's main social charges.
• Fiscal zoom: arbitrate between pure holding company and animating holding company.
• Social Zoom: mastering the challenges of the Hardship Prevention Personal Account.

Validate and control budgets

• Understand the different types of budget: sales, production, supply, investment.
• Prioritize missions and activities, quantify action plans.
• Analyze the differences between forecast and actual elements.
• Propose adjustments and trade-offs.
• Practical work Analyze a budgetary construction.

Analyze the financial situation

• Analyze profitability and profitability: intermediate management balances (SIG).
• Analyze solvency: FRNG, WCR and net cash flow.
• Optimize cash flow through margins and management of financial balance.
• Define the performance indicators most suited to your situation.
• Practical work Carry out the financial analysis of 'a company.

Build control dashboards

• Monitor performance indicators adapted to the company's activities.
• Adapt the dashboard to the needs of the organization and identify action levers.
• Use the dashboard as a management and communication tool.
• Practical work Build a management dashboard.

Invest: enhance the value of a target company

• Identify risks and secure the investment decision.
• Conduct a financial audit of the target company.
• Understand the main valuation methods: valuation technique goodwill, abbreviated annuity.
• Practical work Identify information useful for valuing a company.

Description

This training will allow you to acquire the knowledge necessary to create, direct, manage and administer an association. You will see the essential legal and accounting bases and understand the role of its different actors (members, office, AG, etc.).

Who is this training for ?

Training objectives

Master the formalities for creating an association
Understand the functioning and role of the different bodies
Manage an association and respect the corresponding tax obligations
Develop the budget for an association

Training program

The creation of an association

• The associative project and the notion of "non-profit".
• The drafting of the statutes of the association.
• The clauses relating to members and at the head office.
• Registration with administrative authorities.
• Exercise: Drafting standard statutes (mandatory information).

The activities of the association

• Normal activities offered to members.
• Usual or exceptional activities offered to third parties.
• Specific regulated activities: sporting, cultural, supervision of minors.

The role of the different management bodies of an association

• The management of the association.
• The members of the Board of Directors.
• The members of the Office.
• Practical work rnMapping the decision-making structure of an association.

Control of the association

• Control by the Ordinary General Meeting and the Extraordinary General Meeting.
• Collective agreements and specific contracts.
• Procedures for statutory modifications.
• Control by the Tax Office and the URSSAF.
• Exercise: Study and analysis of the operation and progress of an AGO and an EGM.

Financing arrangements for an association

• Member contributions.
• Manual donations, patronage and sponsorship.
• The various subsidies.
• Aid linked to employee contracts.
• Other resources: lottery, raffle, sale of products or services.

Accounting and tax obligations of the association

• Small associations: revenue, expenses and supporting documents.
• Large associations: legal form, activities, financing.
• Corporate tax and VAT : the associations and activities concerned.
• The different taxes: professional, apprenticeship, for continuing education.
• Taxes on salaries: CSG and CRDS.
• Personnel management: compensation for volunteers, remuneration of facilitators and employees.
• Exercise: Preparation of a forecast budget.
• Discovery of different structures supporting the management of an association (CRIB, CEA, GUSO).

Description

This internship will introduce you to the actors, the organization and the challenges of market finance activities. He will explain to you how derivatives, foreign exchange, rates, bonds, stocks, etc. work. It will allow you to understand the standards for measuring risks linked to capital markets.

Who is this training for ?

Training objectives

Know the main players in the financial sector
Understand how derivative products work
Understand how interest rate and bond products work
Identify the standards for measuring risks linked to capital markets

Training program

Overview of capital markets

• The main players in the financial sector.
• Capital markets in the financial sector.
• Front-office, middle-office and back-office activity office.
• Exercise: Complete an organizational chart of the Front to Back organization of a trading department.

Financial vocabulary and asset classes

• Rates, bonds and foreign exchange.
• Stocks and indices, commodities and credit derivatives.
• Organized market and over-the-counter trading grat.
• Derivatives, underlying products and securities.
• Vanilla, exotic and hybrid products.
• Exercise: Translation of situations into everyday language described in trading rooms.

Typologies of banking derivative products

• Swap.
• Forward & future.
• Repo.
• Vanilla options (call and put) and volatility.
• Barrier and exotic options.
• Practical work Identification of financial products based on their description.
• Evaluation of the residual position of a portfolio of derivative products.

Rates and bonds products

• The rate market and bond market.
• Rate swap, FRA (forward rate agreement), rate future.
• Cap-floor and swaption.
• The yield curve.
• Bonds, coupons, yield, duration.
• Futures on bonds.
• Practical work Calculation of FRA pay-off, cap-floor and swaption.
• Calculation of yield and duration of a bond.

Foreign exchange products and stock and index products

• The foreign exchange market and the stock and index market.
• Spot, forward, NDF (non-deliverable forward), foreign exchange swap.
• Foreign exchange option, quanto option.
• Purchase and sale of shares, dividends, future and forward.
• Option on stocks and indices (quanto and composite), warrant.
• Practical work Calculation of forward pay-off, NDF and options.
• Measuring the impact of a dividend payment on the price of a share.

P&L, market value and market risk

• Market value (calculation principle).
• P&L (Product & Loss): concept and components.
• Market, credit and operational risk.
• Sensitivities (delta, gamma, vega, theta, rho).
• Value at Risk.
• Stress tests.
• Work practices Identify the parameters determining the P&L of a portfolio.
• Calculation of P&L.
• Calculation of market value of simple products.
• Calculation of delta, gamma and vega.

Description

This training will introduce you to how asset management works, particularly its regulatory and financial aspects. You will understand the organization of UCITS and portfolio management companies. You will also understand the concepts of performance and associated risks.

Who is this training for ?

Training objectives

Understand how asset management works
Reconstitute the environment of a Portfolio Management Company
Study the regulatory and tax aspects of UCITS
Know the main UCITS
Understand the main management styles and typologies

Training program

Environment and organization of a portfolio management company

• The place and role of Asset Management in France.
• The environmental structure of an SGP: SGP, customers, supervisory authority, promoters.
• Distributors, depositaries, promoters.
• The logistical structure of a UCITS: SGP, supervisory authority, depositaries, internal control, distributors.
• Valuators, auditors .
• Practical work Reconstructing the environment of a SGP.

General characteristics and presentation of the main UCITS

• Monetary, bond, equity and diversified mutual funds.
• Guaranteed formula mutual funds.
• Commodity mutual funds.
• The UCITS Hegde Funds.
• The UCITS private equity: FCPR / FCPI / FIP.
• The UCITS ARIA / ARIA EL.
• The UCITS real estate type: OPCI.
• Humanist UCITS: ISR / solidarity / sharing / ethical.
• Thematic UCITS: SOFICA / SOFIPECHE.
• Practical work Determine the appropriate UCITS based on a management objective.

Regulatory and tax aspects

• Role of the AMF: product approval, prospectus, information note, PSI.
• Transferable securities and financial instruments.
• Rules for composition of the AMF assets.
• Concept of distribution / capitalization of income.
• Taxation specific to certain UCITS.
• Net asset value.
• Transactions on titles (OST).
• Practical work Study a simplified prospectus.

The main management styles

• Direct (mandate) and collective (UCITS) management.
• Active and index management.
• Classic and alternative management.
• Fundamental and quantitative management.
• Value / growth management.

The main types of management

• "Stocks" management: top down / bottom up, ratios, financial analysis.
• "Bonds" management: notion of rate curve, credit risk, rating, liquidity risk, sensitivity, duration.
• Diversified management: return / duration association, concept of fund of funds.
• Practical work Calculation performance of an equity fund and a bond fund.

Presentation of the organization of the accounting function of a bank

• The role, challenges and objectives of the financial and accounting function of a banking group.
• The four key functions of the accounting organization.
• Exercise: QCM to validate what you have learned.

Regulatory obligations and the account plan

• Internal control, audit trail, documentation, data conservation and processing.
• Characteristics and presentation of the PCEC.
• Practical work rnQuiz on regulations and accounting obligations.
• Exercise: on the content of the Account Plan.

Description

This training will provide an understanding of the organization of the accounting function, in particular the methods and processes of bank accounting, accounting IS, regulatory obligations and accounting standards (IFRS), consolidation and bank accounting control.

Who is this training for ?

Training objectives

Understand the organization of the accounting function
Understand the methods and processes of bank accounting
Know the regulatory obligations and accounting standards (IFRS)
Practice consolidation and bank accounting control

Training program

Presentation of the organization of the accounting function of a bank

• The role, challenges and objectives of the financial and accounting function of a banking group.
• The four key functions of the accounting organization.
• Exercise: QCM to validate what you have learned.

The accounting information system

• Characteristics of the accounting and financial IS.
• Typical banking and accounting architecture.
• Interdependencies with the rest of the banking IS.
• Exercise: Macro-modeling of a banking IS.

Accounting valuation rules and methods

• Moroccan accounting standards and IFRS.
• Accounting treatments and controls.
• The rules for processing entries.
• Special treatments, the decrees.
• Practical work Passage of writing, calculation, evaluation and comparison between standards.

General accounting returns

• Inventories and presentation of refunds.
• The classic accounting statements and the Banking Commission (BAFI) statements.
• The ECB statements, balance of payments statements , statistical statements, tax statements, consolidation statements.
• The accountant's tools: the general ledger, the journal, the accounting balance, the balance justification statements.
• Work practices Analysis of states and their contents.

Specific points on consolidation

• Presentation of the regulatory framework, the concept of control and standards.
• Methods and consolidation processes.
• Exercise: Exercises on the different methods consolidation.

Specific points on bank accounting control

• Typology of accounting risks.
• Typology of operational anomalies.
• The categories and actors of bank accounting control.
• The optimization of an accounting control process.
• Exercise: Know how to identify abnormal operations, risks and controls.

Description

This internship will provide you with all the essential knowledge to work in the field of credit risk: issuer and counterparty risk, individual or collective, credit spread, rating. You will also learn to measure risks and see the regulatory standards linked to credit instruments.

Who is this training for ?

Training objectives

Control issuer and counterparty risk
Understand regulatory standards relating to credit instruments
Manage and measure credit risk
Understand valuation principles

Training program

Credit risk typology

• The cause of credit risk: the credit quality of the issuer and that of the counterparty.
• The effect of credit risk: default, rating transition and concept of 'credit event.
• The scope of credit risk: individual risk (single-name), collective risk (multi-name).
• Distinction between credit risk and market.
• Practical work Market risks vs. credit risk: statistician's point of view.

Valuation principles

• Rating and scoring: fundamental information.
• The concept of spread or credit margin: market information.
• Probability of default/rating transition: historical versus implicit (risk-neutral).
• The correlation of default/transition.
• Practical work Link between rating, spread and probability of default.

Market roles and credit risk

• Organized markets.
• Initial Margin and Variation Margin.
• OTC markets.
• Clearing contracts and collateral management.
• Practical work Future contracts and margin calls.
• The Credit Support Annex of an ISDA contract.

Prudential treatment of credit risk

• The Basel II - Basel III concepts.
• The probability of default (PD).
• Losses given default (LGD).
• Exposure at default (EAD).
• Residual maturity.
• Expected losses (EL) and unexpected losses (UL).
• Risk-weighted assets (RWA).
• Correlation of assets.
• Standardized approach.
• PD, LGD imposed.
• The imposed formula.
• The IRBF approach.
• The internal PD, imposed LGD.
• The imposed formula.
• The IRBA approach.
• The internal PD, LGD.
• The external model with internal parameters.
• Bank strategy and choice in the approach of the measurement of credit risk.
• Practical work The impact of credit risk costs on equity.

Derivatives and management strategies

• The Single-name.
• Example of derivative products based on credit events (Credit Default Swap, Credit Linked Note, etc.
• ).
• The Multi-name.
• Example of Credit Default Swap Index (CDX), Itraxx and debt portfolios, index tranches.
• Another example of bonds backed by of assets (CDO).
• Hedging and arbitrage of credit risk.
• Speculation on credit risk.
• Practical work Valuation of a CDS.

Description

This course presents measures of exposure to counterparty risk on market transactions. You will see the quantitative and regulatory aspects of internal models in order to have a global approach to the problem. This course will allow you to understand stochastic exposure modeling.

Who is this training for ?

Training objectives

Define market risks and credit risk
Know the exposure profiles for different types of products
Analyze the cost of counterparty risk in equity
Understand stochastic exposure modeling.

Training program

Concept of exposure to counterparty risk

• Market risks and credit risk on market transactions.
• Context and history.
• Why modeling counterparty risk exposure is complicated? Definition of counterparty risk.
• Losses linked to counterparty risk.
• Main parameters: exposure, probability of default, losses in the event of default.
• Definition of exposure measurement.
• Simple exposure model.
• Exposure profile analysis.
• Credit Value Adjustments (CVA).
• Debt Value Adjustment (DVA) and bilateral CVA.
• Counterparty risk and bank PnL.
• Practical work Exposure profiles for different types of products: swaps, forwards, options, etc.

Basel II - Basel III regulations and exposure indicators

• Capital requirements and counterparty risk.
• Current exposure method and internal model method.
• Exposure indicators.
• Potential exposure (PFE).
• Expected exposure (EE).
• Actual expected positive exposure (EEPE).
• Calculation of the EAD with the EEPE method and the alpha parameter.
• Calculation of the effective maturity (Effective Maturity).
• Approval criteria for use of the method of internal models

Focus on Basel III innovations

• Stressed EEPE indicator.
• The capital charge linked to the variability of the CVA (the CVA VaR).
• Constraints for taking into account of collateral.
• Back-testing and stress-testing requirements.
• Practical work Analysis of the cost of counterparty risk in equity.

Main aspects of modeling

• System vision of a counterparty risk model.
• Modeling of risk factors.
• Valuation of a derivatives portfolio.
• Calculation units and netting.
• Modeling of the collateral and the risk margin period.
• Setting up back-testing.
• Setting up in place of stress-testing.
• Unfavorable correlation risk (Wrong Way Risk).
• Practical work Calibration of a diffusion of risk factors.
• Counterparty risk exposure scenarios with margin calls.
• Reading a Master Agreement and a Credit Support Annex (CSA).

Description

Understanding the fundamental elements of Basel II regulation and its impacts on banking activity is the main objective of this internship. At the end of this training, you will understand the regulatory constraints and you will identify the different parameters for calculating capital requirements for credit and operational risk.

Who is this training for ?

Training objectives

Understand the fundamental elements of Basel II regulation and its impacts on banking activity
Understand the issues of Basel 3 and its consequences on the professions.
Acquire the methods for measuring credit, market and operational risks
Explain the reasons of the transition to Basel III and the main elements of this reform.

Training program

Some definitions and regulatory benchmarks

• Know the typologies of risks: risk in finance.
• Define credit, market, operational and systemic risks.
• Understand the role of the Management Committee Basel on banking supervision (Basel Committee on Banking Supervision).
• Establish the regulatory overview: authorization, regulation and supervision.
• Identify the different bodies and the main regulatory developments.
• Analyze the overall calendar.
• Exercise: Classification of different types of risk situations in the four Basel categories.

Origins and objectives of Basel II

• Why a regulatory change from Basel I to Basel II? Finer and more complete coverage of banking risks.
• Understand the main issues and limits of the Basel II reform : From Cooke to Mc Donough.
• The Basel I agreements and the COOKE ratio.
• Sought objectives, the Cooke ratio.
• Reflections on the reform of the "Basel I" solvency ratio.
• Understanding the Basel II agreements and the McDonough Ratio.
• Main innovations of the Basel II agreements.
• Respect the implementation schedule.
• Exercise: Exchanges and reflection around the Basel II system.

Main requirements of Basel II: presentation of the pillars

• Pillar 1: minimum capital requirement.
• Identify the three risk categories.
• The Basel parameters, the concept of default, economic loss, loss parameters.
• Pillar 2: a reinforced prudential supervision process.
• The procedure for monitoring capital management.
• Pillar 3: implementation in place of market discipline.
• Rules of financial transparency, standardization of good banking practices.
• The arrangement of the three pillars.
• Exercise : Critical review of a bank's communication on pillar 3.

Master the operation and the Basel II method: focus on pillar 1

• The Standard approach.
• The Internal Rating (IRB) approach.
• The default parameters.
• The loss rate and exposure in the event of failure.
• The main calculation formulas: economic losses and equity, average loss, unexpected loss.
• Principles of calculating the 'capital requirement.
• Credit risk.
• Market risk.
• Operational risk.
• Algorithm determining the RWA and of the EFP.
• Determine the weighting coefficient.
• Impacts on the banks' IS and procedures.
• Points of vigilance in the implementation of pillar 1.
• Exercise: Simple calculation of RWA.

Basel III - Challenges and perspectives

• General context: consequences of the 2008 financial crisis.
• Review of prudential standards by the Basel committee in 2009.
• Why a regulatory evolution of Basel II to Basel III? The main issues of Basel III.
• The main axes of the reform.
• Basel III implementation planning.
• Transitional provisions.
• Overview of the reform timetable.
• Exercise: Sharing around the reform timetable.

The main requirements of Basel III

• Strengthening capital requirements.
• Improving the quality and level of core capital.
• Significant increase in capital requirements.
• SOLVA from Basel II to Basel III.
• Current levels of SOLVA ratios.
• Establish a leverage ratio: definition and objectives of this ratio.
• Adequacy ratio between own funds and total commitments.
• Panorama of the Basel III reform: the heart lies in liquidity.
• Establish a control framework short-term and long-term liquidity: French framework, Basel III, LCR, NSFR.
• Liquidity coverage Ratio: main stresses implemented in the calculation of the ratio.
• LCR: points of attention and outstanding points.
• Concept of "stable deposit".
• Customer segmentation.
• Strengthening funding requirements specific to certain activities: securitization, trading, derivatives.
• Position of the FBF on liquidity.
• The reform of the capital requirement directive - Focus on CRD III.
• Increase in trading book equity.
• Exercise: Calculation of an LCR from a simplified balance sheet.

Description

Understand the foundations of the French banking organization and know the different banking professions. Understand the activity of retail banking, its operation, its organization and its products.

Who is this training for ?

Training objectives

Understand the foundations of the banking organization
Know the different banking professions
Understand the activity of retail banking, its functioning, its organization and its products

Training program

Overview of banking activity

• The qualification of a credit institutionrnSummary on the French banking sector.
• Legal framework and organization of the banking system.
• Legal definition.
• Classification of establishments.
• Conditions for access to the profession: ACPR approvalrnFoundations of the banking system.
• The different forms establishments, professional organizations.
• The functions of the bank, the actors, ethics.
• Risks linked to banking activity: banking risks, market risk, risks
• Exercise: rnComplete a summary diagram of the actors of the banking system and their interactions.

The professions, the challenges and the operating principles

• The different players in banking: retail banking, specialized credit institutions, CIB Retail, corporate and investment banking, private banking and asset management .
• The bank's activities: investment banking activities (M&A, corporate finance), market activities.
• General presentation of the main players in France.
• Key figures and strategies.
• The challenges of customer relations.
• Banking indicators: NBI and operating ratio, the customer-banker relationship.
• Exercise: Relate its attributes to the different banking professions (functions, customers, share of net banking income.
• ).

Focus on retail banking

• General information on retail banking: retail banking activities, organization, professions, figures.
• The players in retail banking, their roles and their missions.
• Segmentation of the banking market: definition, origins and objectives of segmentation.
• The segmentation method.
• The customer life cycle: segment age of the customer, needs and projects, products response.
• The different markets.
• Exercise: Segment fictitious customers according to their characteristics.

How the bank account works

• Managing individual accounts: Individual, joint and undivided accounts, accounts for minors The formalities for opening a bank account.
• Closing an account.
• Power of attorney, incidents: debtor account, control? fight against money laundering.
• Management of professional accounts.
• Procedures for opening a bank account professional.
• Management of business accounts.
• General information and terms.
• Banking conditions: pricing, account agreement and its content.
• Services ancillary to the bank account.
• “Extra-banking” services
• Interbank transfer circuits/European transfers: Target 2, Correspondent Banking.
• Interbank exchange circuits: CORE, Means of payment: Check, bank cards, TIP, RIB, the SEPA project, Exercise: Commented study of an account agreement and a pricing scale from a bank

Account incidents and their treatment

• Payment incidents, the different forms.
• Attribution seizure, notice to third party holder (ATD).
• Regularization, denunciation and payment of an incident.
• Preservative seizure.
• The files managed by the Banque de France: general, the File of Bank and Similar Accounts (FICOBA).
• The Central File of Checks (FCC), The National File of Irregular Checks (FNCI).
• The Central File of Irregular Checks (FCCI).
• The FIBEN and the Central Risk Service.
• Exercise: Read and analyze a bank statement.
• Present the points to watch out for as well as the commercial opportunities of an example account.

Funding

• The financing market for businesses.
• Leasing.
• Financing for professionals and businesses.
• Financing by credit, through intermediation.
• Individual financing.
• Cash loans, bank overdrafts, consumer loans.
• The real estate credit: the loan offer, the guarantees of the borrower and the lender, the rate.
• Exercise: Analyze and calculate the financing conditions offered to different customers.

Other savings products and guarantees

• The different bank savings products: The Livret A, the Housing Savings Plan (PEL), the LDD.
• Non-bank savings products: PERP, PEE , PEA.
• Funding guarantees.
• Exercise: Organize your commercial action in order to increase your network's savings collection.

Evolution of the bank and prospects

• New products and services.
• Banking models.

Description

This training day will present the role of financial markets in the economy and asset management. At the end of the internship, you will be able to identify the different players in the financial markets and will know how the main products work.

Who is this training for ?

Training objectives

Know the role of financial markets in the economy and asset management
Understand the price and associated risks of the main financial instruments
Understand the role and organization of the different stakeholders

Training program

Understand what markets are for?

• Motivations and interrelations within markets: States, companies, individuals, banks.
• The functions of financial markets: supply and demand of capital.
• The placement and financing: the primary market, the emissions market.
• Risk transfer.
• Practical work Interactive exchanges.

Identify financial market players

• Trading rooms: usefulness and functioning.
• The intervention of management companies: role Hedge funds.
• The role and actions of banks.
• The financial markets authority, the prudential supervisory authority, European Central Bank.
• Practical work Knowledge quiz.

Understand the typology of cash and derivatives markets

• The equity markets: functioning, compartments, indices, risks.
• The interest rates markets: bond and money market.
• The foreign exchange and credit market .
• The commodities market.
• Practical work Analysis of returns.

Know how cash market products work

• Stocks: characteristics, risk, volatility.
• Monetary and bond products: characteristics, credit and interest rate risk.
• Foreign exchange products.
• Practical work Interactive exchanges.

Know how firm derivatives work

• FRA and futures.
• CFDs.
• Foreign exchange, rate and credit swaps (CDS).
• Practical work How does a manager use derivatives to speculate or hedge.

Know how the options work

• What is an option? Their usefulness.
• The gain profile of options.

Understanding structured products

• The essential building blocks.
• Assembly.
• ETFs.
• Practical work How to simply build a capital product guaranteed?

Measure price and risks

• The price of a financial product: calculation methods.
• Risks: market, counterparty, credit and operational.
• How to measure them? Practical work Case study: understanding the rate risk of a bond.

Description

This course will introduce you to the main types of insurance products marketed by banks. It will provide you with the essential knowledge about these products to be able to offer them to your customers and inform them effectively about them.

Who is this training for ?

Training objectives

Identify the main types of insurance products marketed
Know the characteristics of insurance products
Differentiate between property and personal insurance
Analyze the functioning of life insurance products

Training program

Introduction to the personal insurance market

• The environment and the main players in insurance.
• The different insurance companies.
• The distribution networks of insurance products and the role of network banks.
• The French Federation of Insurance Companies (FFSA): role and missions.
• Practical work Exchanges between participants.

The fundamentals of insurance products

• The concept of insurance and the hazards.
• The legal framework of insurance.
• Compensatory and lump sum insurance.
• Positioning property and personal insurance products.
• Practical work Know how to distinguish indemnity and lump sum insurance products.

Property and liability insurance

• The key figures for property and liability insurance.
• Motor insurance.
• Insurance for fire, accidents and various risks (IARD), multi-risk home insurance (MRH).
• Other categories of insurance: business insurance, agricultural, construction, extreme events.
• Legal protection.
• Determination of property and the insured value.
• The civil responsibilities of individuals and professionals.
• Case study Analysis of an MRH insurance product.

Personal insurance

• The different categories of personal insurance.
• Basics of the insurance contract: parties to the contract, subscription, beneficiary clause, formation and outcome.
• Study case Analysis of a beneficiary clause.

Personal insurance compensation products

• Key data on health insurance.
• Life Accident Guarantee (GAV) insurance.
• Individual accident guarantees.
• Personal insurance: disability, illness, retirement, death, borrower insurance, travel assistance.
• Case study Analysis of a Personal Accident Guarantee insurance product Life and compensation provided.

Life insurance products

• Individual and group life insurance.
• Death offers: pension solutions.
• Life offers: life insurance products: 'savings.
• Additional guarantees.
• Practical work Study of a savings insurance contract.

Description

This training day will allow you to master the legal and tax framework of life insurance, to know the evolution of products and the market and to understand the advice and information obligations.

Who is this training for ?

Training objectives

Understand the life insurance market
Master the legal and fiscal framework of life insurance
Know the development of products and the market
Be aware of the obligation to provide advice and information

Training program

Understanding the life insurance market

• The figures and key players.
• The dynamics of the market in the face of the crisis.
• The evolution of guaranteed rates: why the return rates of the euro fund vary? Distribution of outstanding euros/UC.
• Practical work Study of the press kit.

Know the parties to the life insurance contract

• The subscriber: quality, capacity and right.
• The need for consent in insurance in the event of death.
• The case of minors under 12 years old and incapable adults.
• The case of minors over 12 years old and other incapable adults.
• General information on the beneficiary: status, designation, legal framework, acceptance , waiver, revocation.
• The rights of the beneficiary: facing the heirs and creditors of the subscriber, the marital community.
• Practical work Interactive exchanges on the different situations seen .

Understand complex underwriting cases

• Subscriptions by incapable persons: minors, adults under legal protection, under curatorship, under guardianship.
• Co-membership.
• The dismembered beneficiary clause: notion of bare ownership and usufruct.
• Practical work Interactive discussions on the different cases of subscription.

Know the tax framework for life insurance

• Taxation in the event of life: taxable share, deductions (flat rate, social contributions), tax duration.
• Taxation of premiums: paid before or after age 70.
• The taxation of products: the distribution of interest/capital in redemptions, payments before and after 26/09/97.
• The taxation of life annuities for consideration.
• The taxation of life insurance within the framework of the wealth tax.
• Taxation in the event of death: rate of levy on death capital, limit of application of the rate of 20%.
• Case study What advice for my clients or my contract?

Study a framework close to life insurance, the capitalization contract

• The legal framework.
• The tax framework.
• An alternative to life insurance.
• Duty of advice within the framework of life insurance.
• The regulatory framework for customer protection.
• ACPR recommendations.
• Practical work r nExchanges around the capitalization contract.

Description

This training will allow you to know the different categories of risks linked to personal loans. You will develop the right reflexes for a relevant interpretation of the financial and asset situation of your borrower clients.

Who is this training for ?

Training objectives

Know the different categories of risks linked to loans to individuals
Use the right criteria for the analysis of these risks
Develop the right reflexes for a relevant interpretation of the borrower's financial situation
Know how to argue a credit decision

Training program

Identify the main risk categories

• Risks linked to the borrower and the financed asset.
• Legal and regulatory risks.
• Margin and interest rate risk.
• Commercial risk and administrative risk.
• Practical work Assessing the risks of a loan.

Know the characteristics of a credit contract

• The basic contract.
• Consumer protection.
• Risk indicators.
• The key articles of the Code of Consumption.
• TEG and usurious rates.
• Practical work Study a credit contract.

Analyze the borrower's personal situation

• The preparation of the "Identity card".
• Legal capacity.
• The matrimonial regime and its consequences on borrowers' commitments.
• Practical work Examples of real situations.

Study the financial and asset situation

• The data used to understand the financial situation.
• The determination of the debt capacity.
• The calculation of the maximum monthly repayments.
• The banking situation of the borrower.
• Practical work Study the financial situation.

Take professional situation into account

• The importance and limits of the analysis of the professional situation.
• The analysis of debt or the forecast evolution of risks.
• Practical work Building the borrower's profile.

Know how regulated credits work

• The PEL and CEL.
• The PTZ +.
• The approved loan and the social accession loan.
• Practical work Construct a comparative table of credit terms.

Ask for guarantees

• The role of guarantees vis-à-vis the borrower and the risk of non-repayment.
• The role of guarantees vis-à-vis the lender.
• Real securities: pledge, pledge, mortgage.
• The individual and mutual guarantee.
• The place of insurance in guarantees.
• Works practices What guarantees should I ask for?

Synthesize and decide

• The relationship between the type of financing and the points to be analyzed.
• The identification of the primary and secondary points.
• Practical work The taking of decision.

Description

This course will introduce you to the different stages of creating a consumer credit file, in its administrative, regulatory and technical aspects. He will show you how to build a credit file while respecting the law and ethics.

Who is this training for ?

Training objectives

Know the steps in creating a consumer credit file
Understand the legal context of consumer credit
Create a credit file in compliance with the law and ethics
Know the advisor's obligations

Training program

Understand the legal context of consumer credit

• The Lagarde law of July 1, 2010: customer protection measures and those concerning transparency.
• The loans concerned: the customer's needs, the types of goods financed.
• Exclusions.
• OPC: the prior OPC credit offer.
• Practical work Exchange: orient yourself in the legislation in force.

Know the advisor’s obligations before signing the contract

• Commercial responsibility depending on the distribution channel: agency, financial canvassing, distance selling.
• The obligation to inform the customer before signing the contract.
• The information sheet.
• Evaluate the solvency of a customer.
• Practical work rnRole play: simulation of a discovery interview (client / banker).
• Study of an information sheet for a credit application.

Discerning the contractual obligations of the financial partner

• Drafting the credit contract: conclusion, reflection, withdrawal.
• The content of the contract: general points to be explained.
• Specificity of personal loans.
• Specificity of revolving credits.
• Specificity of LOA: Rental with Purchase Option.
• Case of overdraft in account.
• The marital status and the solidarity or not of the contracting parties: marriage, PACS, cohabitation.
• Practical work Setting up a credit transaction.
• Drafting the credit contract.

Understand the post-contractual obligations of the financial partner

• The rights and obligations of the borrower: obligation to repay and early repayment.
• The rights and obligations of the lender: obligation to inform guarantors and observe the BdF file.
• Potential contractual modifications.
• How to prevent borrower default? The concept of over-indebtedness and the main principles of an over-indebtedness procedure.
• Practical work Identification of events that could impact the life of the credit.

Description

This internship will allow you to master the regulatory framework for combating money laundering. You will identify all the money laundering risk factors to implement effective anti-money laundering measures.

Who is this training for ?

Training objectives

Master the regulatory framework for the fight against money laundering
Identify all the money laundering risk factors
Build an anti-money laundering system
Complete the suspicion reporting form with the risk analysis

Training program

Define the concepts of money laundering.

• Examples of money laundering techniques.
• Scale and economic consequences of money laundering.
• Terrorism financing and financial embargoes.
• Politically exposed.
• Tax fraud and sensitive financial centers.
• Practical work Analysis of a "suspicious" financial arrangement.

Master the legal and institutional framework

• Evolution of the international framework since 1991.
• The actors and regulators concerned.
• International standards (FATF recommendations, directive 2006/70/EC).
• Applicable law in France: transposition of the 3rd Anti-Money Laundering Directive and prospects for the 4th.
• The status and operation of TRACFIN.
• Practical work Identify the roles and actors in the fight against money laundering.

Identify and classify risks

• The risk-based approach.
• Customers and the types of transactions to monitor.
• The Know Your Customer (KYC) principle and the 3rd directive .
• Suspicious customers: profiles and typology.
• Adapt the level of vigilance to operations.
• Practical work Detect fraud risks in operations complex.

Build and sustain an anti-money laundering system

• Choices when setting up a system, manual and/or automated controls.
• Define internal procedures.
• Conservation systems and traceability.
• Detection and monitoring: alert indicators.
• Malfunctions and corrective actions.
• Investigation techniques.
• Cooperation between the bank and the authorities.
• Practical work Control procedures to be put in place when opening an account.

Report a suspicion

• Legal scope.
• Automated suspicious transaction reporting and its consequences.
• Communicating information relating to a suspicious transaction reporting.
• Work practices Complete the suspicion reporting form with the risk analysis.

Prevent the risk of sanctions

• Types of sanctions.
• The scope of the banker's responsibility.
• Examples of failure to comply with prevention obligations.
• Practical work rnExamples of sanctions applied to large banks.

Description

This internship will allow you to master income taxation and the taxation of savings. By integrating the fundamental principles of tax optimization, you will professionalize your advice to your clients.

Who is this training for ?

Training objectives

Master the IR and the taxation of savings
Know the rules of the I.S.F. in practice
Integrate the fundamental principles of tax optimization into your advice
Integrate the fundamental principles of tax optimization into your advice

Training program

Know the general income tax rules

• The description of categorical income.
• The determination of taxable income.
• The calculation of tax: the main steps.
• The income tax scale, the notions of marginal rate and average rate.
• The tax household and the cap on the family quotient.
• The rules for tax reductions tax and tax credits.
• Practical work Use scales to calculate income tax.

Identify labor income

• Salaries: declarable income and professional expenses.
• Pensions and annuities.
• Industrial and commercial profits (BIC).
• Non-commercial profits (BNC).
• Agricultural profits (BA).
• Practical work Construction of a comparative table of the taxation of different incomes.

Declare movable capital

• Income from movable capital.
• Capital gains made on transferable securities.
• Specific products: the PEA and the life insurance contract .
• Practical work Declaration of capital.

Integrate property income into your income tax

• Common law regimes.
• Specific regimes.
• Real estate capital gains.
• Exchanges Identification of differences between regimes.

Declare the furnished rental

• The difference between bare rental and furnished rental.
• The presentation of the different applicable tax regimes: micro BIC, LMNP, LM.
• The description of each regime.
• Practical work Know how to choose the regime suited to each investor.

Calculate individual social security contributions

• CSG, CRDS and PS on income and capital gains on assets: basis, rate, deductible CSG.
• Wealth Tax: the new deal.
• What impact do these changes have on investments? Practical work Methods for calculating social security contributions.

Optimize the tax situation of individuals

• Analysis of the tax situation of individuals.
• The keys to tax optimization.
• Practical work Study of tax situations.

Description

This training will teach you how different types of matrimonial regimes work and their impacts on assets. All the skills acquired will allow you to advise your clients and make the most appropriate choice based on the context and pre-set personal objectives.

Who is this training for ?

Training objectives

Understand the different regimes and their property impacts
Optimize the choice of matrimonial regime according to the situations
Support your clients during unions and, where applicable, separations

Training program

Understanding the wealth organization of a married couple

• The principle of common enrichment of the couple: the community reduced to acquisitions.
• The distinction between common goods and separate goods.
• The choice of autonomy of assets: the separation of assets passed before a notary.
• Own assets and jointly owned assets.
• Management of the mixture of genres: usefulness of the reuse clause and genuine issue of rewards.
• The scope of Bacquet's ministerial response.
• Practical work Study of heritage situations.

Find a more suitable organization

• The terms and reasons for a change in matrimonial regime.
• The choice of the universal community: for a couple with or without common children or from a previous union.
• The choice of separation of property with participation in acquisitions.
• Practical work Collective reflection to identify which regime is most suitable depending on the situation.

Understanding the wealth organization of unmarried couples

• The similarities and differences between marriage and PACS.
• Joint transcription on birth certificate and booklet, common tax household, regime of separation of property.
• The differences at the start and end of the regime.
• The irreducible differences with cohabitation.
• The absence of recognition of notorious cohabitation and possible exceptions.
• How does the couple constitute the assets they wish to share? Joint account, joint purchases, etc.
• Practical work Construction of a comparative table of regime differences.

Understand the relationship between the couple and the bank

• The formation of the couple in relation to the bank: management choices and patrimonial issues.
• The disunity of the couple in relation to the bank.
• Divorces at the amicable and contentious.
• The bank balance for appreciation of the joint assets.
• The use of credit during a divorce.
• The couple facing credit: guarantees and financing methods.
• Practical work Influence of the couple's situation on interactions with the bank.

Description

The ISO 22222 Lead Personal Manager training will allow you to acquire expertise in order to support clients in achieving their financial objectives. During this training, you will also gain an in-depth understanding of the best practices and ethical principles of personal financial planning (PFP), and be able to use these effectively to manage clients' personal finances by adopting the PFP process based on the ISO 22222 standard.

Who is this training for ?

Training objectives

Master the ethical principles of the ISO 22222 standard and the benefits they entail, and learn how to use them in the management of clients' finances
Master the process relating to the ISO 22222 standard and learn how to integrate it into services financial
Learn how to interpret the requirements of ISO 22222 in the specific context of personal financial planning
Develop expertise to provide personal financial planning services to clients
Learn how to implement, manage and monitor financial planning processes effective personal financial planning

Training program

Day 1: Introduction to ISO 22222 and Personal Financial Planning (PFP)

Day 2: Collect and analyze the phases of the personal financial planning (PFP) process

Day 3: Develop, implement and monitor phases of the personal financial planning (PFP) process

Day 4: Ethics, competence, experience and compliance with ISO 22222

Day 5: Certification exam

Description

For a reliable and effective audit, it is essential to have a detailed methodology and to define a strategy based on the risk approach. This internship will allow you to master audit techniques and select the tools necessary to carry it out.

Who is this training for ?

Training objectives

• Develop an audit schedule and strategy
• Master account audit techniques and tools
• Audit the internal control system
• Write relevant and constructive conclusions and recommendations

Training program

Plan an accounting and financial audit

• Know the different types of audits.
• Define its role, its objective and its purposes.
• Identify the actors of the audit.
• Practical work

Master the overall approach

• Refer to accounting processes.
• Understand the risk-based approach.
• Know the professional reference standards.
• Have 'a working method.
• Detail the stages of the audit.
• Provide deliverables: mission letter, documents and final report.
• Practical work

Define an audit strategy

• Become aware of the company's environment.
• Orient the mission: identification of areas and the threshold of significance.
• Organize and plan the mission.
• Select your tools: questionnaire, test...
• Case study

Evaluate the internal control system

• Describe the internal control system on the main cycles of the company.
• Analyze the strengths and weaknesses of internal control.
• Assess the impact of the examination of internal control over the control of accounts.
• Practical work

Audit the accounts

• Know the techniques and tools for controlling accounts.
• Develop the work file.
• Target the right questions to ask account by account.
• Control fixed assets, equity securities and inventory.
• Control taxes, cash flow, borrowing, equity, purchases and sales.
• Case study

Formulate relevant and constructive conclusions

• Issue an opinion on the audited accounts.
• Formulate recommendations based on an audit report.
• Understand the post-audit process.
• Practical work.

Description

Would you like to understand how to identify and manage your company's solvency, liquidity and credit risks? How do you decide on financing or hedging your risks? How can you contribute to the promotion of your company's activities? What are the risks associated with preparing your financial statements?

Our field experts will allow you to understand the essential risks your organization faces and the responses to provide.

This training covers all sectors of activity, private or public.

Who is this training for ?

Training objectives

Identify risks linked to annual accounts, financial operations and cash flow
List and manage these risks
Understanding and preventing credit risk

Training program

Understand and control the risks linked to financial statements (business plan, balance sheet and off-balance sheet items) and financial communication

Analyze credit risk and merger and acquisition risks

Manage risk coverage and financing, insurance and reinsurance techniques

Control liquidity, treasury and financing risks

Manage customer credit risk nationally and internationally

Description

This training allows you to discover how to optimize your costs simply and effectively with suitable tools.

Who is this training for ?

Training objectives

Acquire the necessary tools for monitoring, controlling and rationalizing costs linked to the company's activity

Training program

The need for cost control

• Diagnose control system malfunctions

Learn the tools and know their strengths and weaknesses

• Production costs
• Internal transfer price
• Taking inventory into account
• Management indicators...

Incorporate cost calculation into management processes and make it a tool for dialogue between different managers

• Make the link with strategy, human resources management, operational functions, support functions and the choice of investments

Choose, design, optimize and master calculation tools

• Cost analysis, budgetary process, financial reporting and dashboard
• Cost control: decision support
• Specific reasoning and marginal reasoning
• Opportunity cost
• Optimization of the rare factor
• Calculation of variances: Actual costs, standard costs, pre-established costs

Practical cases and applications to participants’ companies

Description

Mastering Credit Risk training aims to equip you with the skills and knowledge necessary to manage credit risk effectively, minimizing potential losses while maximizing lending opportunities.

Who is this training for ?

Training objectives

• Define the various aspects of credit risk to limit their impact
  
• Identify credit risk measurement and management techniques (at individual and portfolio level)
  
• Analyze the risks of a retail banking loan portfolio
  
• Integrate regulatory and prudential expectations and adopt a simplified approach to default risk

Training program

DEFINITION OF CREDIT RISK

• Definition of a counterparty
• Proven credit risk
• Doubtful outstandings and the risk of non-recovery

THE LEGAL AND REGULATORY FRAMEWORK

• Selection of counterparties and risk measurements
• Consolidated vision of credit risk
• Quarterly review
• Analysis of portfolio profitability
• Non-concentration risk
• Scheme of adequate and periodically reviewed limits
• Risk control procedures
• Prudential obligations (BASEL III, reporting COREP….)

DEFECT MODELING: SIMPLIFIED APPROACH

• Ratings
• the definition of default
• the different approaches to modeling default risk
• the rating agencies
• MERTON model: structural approach, intensity approach

CREDIT RISK MONITORING AND CONTROL SYSTEMS

• Prevention
• The a posteriori monitoring system for credit risk
• Recovery
• Controls of the

REDUCING CREDIT RISK

• Taking guarantee
• Focus on securitization and CDS/CDO credit abuses

Description

Our in-depth training in Finance Law 2024 offers a unique opportunity for financial professionals and managers to develop in-depth expertise in the implications of current tax legislation. Designed to meet the specific challenges of 2024, this training combines an in-depth understanding of the new provisions with practical applications intended to strengthen professional skills.

Who is this training for ?

Training objectives

Know the salient themes of tax news with regard to the Finance Law
Measure the practical impact of new legislative, regulatory and jurisprudential developments
Control the issues through the impacts it imposes on the taxation of my company
Dispose directly operational solutions to secure my practices

Training program

Finance Law 2024: deciphering and mastering it

• Business taxation
• VAT
• Local taxes
• Tax control
• Personal taxation

Company tax news

• News on direct taxes (IR, IS), VAT, tax audits, local taxation... :
• • Positions of the tax administration
• • Case law of the past year
• • Legislative developments

Description

In the majority of business activities, opportunities to define, analyze and evaluate investment projects are frequent and unavoidable. In all types of contexts: internal development or external growth operation, it is essential to master the tools for analyzing and evaluating investment projects and to know how to choose the appropriate types of financing.

Who is this training for ?

Training objectives

Know the basics of financial analysis
Calculate the lifespan of fixed assets
Calculate depreciation using several methods
Analyze the profitability of an investment
Choose the optimal financing method for a given investment

Training program

General accounting reminders

• Vocabulary, double entry, entries, general organization.
• The chart of accounts.
• Depreciation and provisions.
• The income statement.
• Inventory processing.
• The balance sheet.
• Tax aspects.

The business as an “investment”

• The income statement.
• The bottom of the balance sheet. Working capital requirements. Cash flow. Concept of cash flow.
• The top of the balance sheet. Funds working capital, net assets, net worth. Equity, permanent.
• Basics of financial analysis: operating and financial structure ratios.

Investment as a one-off project

• Differences between
• Characteristics of a project.
• Criteria for conducting a project.
• Budgets: creation, updating, calculations of variances: time variance and cost variance.

Investments

• The main.
• The accessory.
• The component approach.

Depreciation: the different methods

• Linear.
• Degressive.
• Other methods.

Investment calculations

• Flows and cash flows.
• Update. Concept. Financial calculations: the basics.
• The profitability of investment: concept and calculation.
• Criteria for choosing investments: NPV, TRI, DRCI...

Financing investments: advantages and disadvantages

• From own funds.
• Purchase on credit.
• Leasing and rentals.

Description

Payment risk training provides a practical and in-depth approach to understanding, managing and preventing financial risks associated with different payment methods. Participants will have the opportunity to apply learned concepts to real-world scenarios and develop essential skills for ensuring security and compliance in financial transactions.

Who is this training for ?

Training objectives

Understand the financial risks associated with each payment method.
Know the regulations and legal obligations related to financial transactions.
Acquire skills in fraud prevention and electronic transaction security.
Be able to manage effectively disputes and complaints related to payment methods.
Implement internal risk prevention practices within the organization.

Training program

Introduction to Payment Methods

• Presentation of the different payment methods (cash, checks, transfers, bank cards, electronic payments, etc.).
• Identification of the advantages and disadvantages of each payment method.

Financial Risk Analysis

• Study of the financial risks associated with each payment method.
• Identification of potential fraud and fraudulent practices.

Legislation and Compliance

• Overview of current regulations regarding financial transactions.
• Legal responsibilities of parties involved in the payment process.

Security of Electronic Transactions

• Security of online payments and electronic transactions.
• Measures to protect customer financial data.

Management of Disputes and Claims

• Dispute management process related to payment methods.
• Conflict resolution and reimbursement procedures.

Risk Prevention Practices

• Best practices to minimize payment risks.
• Implementation of internal control and security procedures.

Description

Managing cash flow means learning to model annual cash flow forecasts as a powerful simulation tool. It also involves building reliable forecasts, securing cash flow by optimizing working capital management, and anticipating potential customer payment defaults.

Who is this training for ?

Training objectives

• Identify the financial and accounting information sources needed for cash flow forecasting
  
• Assess the company’s cash flow situation by analyzing key financial ratios
  
• Build a projected cash flow budget
  
• Secure cash flow by verifying customer creditworthiness
  
• Optimize working capital requirements
  

Training program

Basic Accounting Concepts for Cash Flow Management

• Understand and interpret the balance sheet.
• Analyze asset items.
• Review liability items.
• Explore the income statement.
• Identify income statement components: operating, financial, and exceptional revenues and expenses.
• Study the financial notes: explanations of changes from one fiscal year to another.
• Practical exercise: build a balance sheet (assets and liabilities) and an income statement from a trial balance.

Identifying Information Sources for Cash Flow Forecasting

• Master the operating cycle.
• Understand cash inflow and outflow dynamics.
• Develop medium- and long-term investment and financing budgets.
• Grasp the concept of normative working capital requirement (WCR).
• Practical exercise: calculate the normative operating working capital requirement (WCR).

• Perform a static analysis based on the balance sheet.
• Analyze operational balances.
• Use cash flow statements to understand cash movements.
• Analyze margins through the income statement and apply margin optimization principles.
• Determine the company’s self-financing capacity (CFC).
• Understand the common causes of unreliable annual cash flow forecast.
• Analyze top and bottom balance sheet structure.
• Present a functional balance sheet.
• Calculate WCR.
• Assess cash position, and interpret key financial ratios.

Building a Forecast Budget and Cash Flow Plan

• Learn the basics of budgeting.
• Understand the importance of scenario planning in cash flow forecasting.
• Build a reliable cash flow plan.
• Adjust raw accounting data for forecasting purposes.
• Develop and coordinate various budgets.
• Implement budget control: analyze variances in costs and revenues.
• Define and apply corrective action.
• Practical exercise: build a cash flow forecast, analyze it, and calculate variances on revenue and expenses.

Implementing Customer Solvency Monitoring

• Understand the value of a client monitoring system.
• Assess solvency and profitability using key financial ratios.
• Secure receivables and improve cash collection.
• Detect warning signs before customer default.
• Learn the basics of business failure prevention law (July 26, 2005).
• Focus: overview of the LME law (August 4, 2008) on payment term reduction.
• Practical exercise: calculate and analyze customer solvency and liquidity ratios.

Improving Working Capital Requirement

• Define financial balance: WCR, net working capital, and net cash.
• Identify actions to improve cash flow.
• Take steps to enhance margins.
• Promote a cash culture to manage WCR.
• Shorten average payment term.
• Practical exercise: optimize company WCR and reduce customer payment delays.

Description

This training provides essential skills to master overhead cost management, build effective dashboards, develop a solid business plan, manage cash flow, and analyze financial performance to strategically and operationally steer a company.

Who is this training for ?

Training objectives

• Master the analysis and optimization of overhead costs
  
• Know how to build and use management control tools and dashboards
  
• Be able to develop a business plan and analyze financial performance for decision making
  

Training program

Introduction to Corporate Finance

• Role of finance in a company.
• Key concepts: fixed costs, variable costs, overhead expenses.
• Practical exercise: Identify overhead costs.

Managing Overhead Expenses

• Identifying and classifying overhead costs.
• Techniques for cost analysis and optimization.
• Methods to reduce expenses without affecting quality.
• Practical exercise: Analyze a simplified overhead cost table and suggest at least three ways to optimize costs.

Dashboards and Management Control

• Principles of management control.
• Building and using financial dashboards.
• Choosing key performance indicators (KPIs).
• Analyzing budget variances.
• Setting up monitoring procedures.
• Practical exercise: Using simple financial data (revenue, costs, margin), build a dashboard and calculate variances against budget.

Creating a Business Plan

• Objectives and importance of a business plan.
• Steps: market research, strategy, operational plan.
• Financial projections: income statement, balance sheet, cash flow plan.
• Techniques to convince investors and partners.
• Practical exercise: Write a business plan summary.

Preparing and Conducting Performance Reviews

• Organizing performance review meetings.
• Analyzing financial and operational results.
• Identifying improvements and corrective actions.
• Effective communication with teams and management.
• Practical exercise: one participant presents financial results, the other asks questions and suggests improvements.

Cash Flow Management and Short-Term Financing

• Understanding cash flow and its challenges.
• Cash flow forecasting and monitoring.
• Managing cash inflows and outflows.
• Short-term financing tools (overdraft, factoring, supplier credit).
• Practical exercise: Develop a simple cash flow plan.

Financial Analysis for Decision Making

• Reading and analyzing financial statements (balance sheet, income statement).
• Calculating key financial ratios (liquidity, profitability, solvency).
• Using analysis to guide strategic decisions.
• Practical exercise: Calculate and interpret financial ratios.