20 Course Pack ICAS (select 20 courses from the full catalogue)

This course will work through, step-by-step, each of the most significant transactions that most businesses make and explain how these are reflected through accounting in the financial statements. These transactions include fixed/non-current assets, investments, sales and trade receivables/debtors, purchases and trade payables/creditors, accruals and prepayments.

There is nothing difficult or mystical about Activity Based Costing - on the contrary, it is based on simple, common sense concepts and practical methods. It seeks to drive much greater cost understanding across all of an organisation’s operations, enabling management to take smarter decisions driving real business benefits through to the bottom line. Yet many who tried lost focus, introducing impractical complexity along with time and cost, into implementations - making them largely unworkable and unsustainable. This course gets back to the basics of ABC principles and demonstrates how it can be practically adopted with a minimum of pain and fuss

This course reviews the basic structure of an investment bank. It focuses on the basic activities of the different functional areas including sales and trading, corporate finance, compliance etc.

This course provides a firm foundation for anyone involved in managing a project using waterfall methodology as the example. It is suitable for those attempting project management for the first time or as a useful reminder of the basic principles for seasoned PMs.

In this course we describe the key functions of the different financial markets in the City of London and how various products are used in these markets to hedge risk. The goal is to demystify a lot of the jargon of the City and explain how the different parts of the City work together.

Good corporate governance is essential to the effective operation of a free market, which enables wealth creation and freedom from poverty. In this course we review the UK approach to corporate governance.

Professionals at any level of an organisation need to understand the principles of good corporate and why they are so important – particularly in the wake of some recent organisational failures such as Carillion.

There have been some recent updates to the Corporate Governance Code for listed companies and also the introduction of the Wates principles for large private organisations which are both covered in the course.

Private equity (PE) has become one of the world’s largest asset classes for investors. It is estimated that 10 percent of UK private sector workers work in companies connected in some way to PE. This course covers institutional investing into private, rather than public listed, companies, where the shareholder can then not expect an exit for at least 3 to 10 years.

The course defines the types of PE (Venture Capital (VC), growth capital, Leveraged Buy Out (LBO)) and talks about the role of PE in a diversified investment portfolio. It explains how PE funds are constructed and how they conduct deals including the decision making process before investing and areas of due diligence conducted. The goal of a PE investor is a high Internal Rate of Return (IRR) on deals and the course outlines what IRR and Multiple of Invested Capital (MoIC) is and how it is achieved.

From the Internet of Things (IoT), Machine Learning & Artificial Intelligence, influencing our decisions and storing growing amounts of data on demand, Big Data is helping fuel it all.

This course will look at the impact of Big Data in the modern world and how understanding the opportunities available can assist in business.

A new world of cryptocurrency is seeing exponential growth causing a turn in the economy as well as presenting new challenges in the way we do business. While there are around 1600 types of cryptocurrencies available over the internet, it is Bitcoin that has experienced the most fierce value fluctuation of all.

Meanwhile, an accidental discovery has led to much hype around the formations of a decentralised digital ledger, a new and exciting technology that we now call Blockchain.

This has sparked a global debate as to whether this new way of recording transactions could be the solution we have been searching for, in bridging the gap with data protection, digital security and authentication. Many organisations and research facilities already have a taste for the types of answers to digital problems that this new technology could bring.

This course looks at the valuation of intangible assets - particularly brands - and how financial reporting is evolving to deal with such assets and the challenges arising.

Budget is typically agreed before the start of the financial period which it covers. As the period passes, the actual performance is then compared to the budget as a benchmark. To gain more detail, variance analysis is used which is covered in the course including topics such as standard cost, materials and labour cost and usage.

When you're running a business, it's easy to focus on day-to-day problems and forget the bigger picture. However, successful businesses invest time to create and manage budgets, prepare and review business plans and regularly monitor finance and performance. Structured planning can make all the difference to the growth of a business. It enables business owners to concentrate resources on improving profits, reducing costs and increasing returns on investment.

This course will help you understand the basics of budgeting and will give you an appreciation of the process used and practical aspects of preparation.

Most organisations undertake budgeting and this module will cover what a budget is and why they are used with a description of a typical budgeting process. The module also covers some forecasting techniques such as linear regression, time series and scenario planning.

In today's economic climate, more than ever, we must ensure that for any investments of significance in our businesses that we undertake produce returns that protect our cash, satisfy investors or shareholders expectations and justify the risks taken. This course looks at what constitutes a good business case, how we may effectively model it and considers the quantification of risk..

In an increasingly competitive world it is important that you communicate to your clients how you can help them to meet their needs and address the key issues that they face. The value proposition, done correctly, provides a powerful answer to the question 'Why should we choose you?'

But it should do more, demonstrating your understanding of their issues and differentiating what you do from the competition. The key is in the differentiation, demonstrating how what you offer gives the client more of the things they want – the value – than competitor solutions. Value propositions are frequently talked about and generally poorly done.

Successful businesses cascade their value propositions down through the organisation, and the organisation has value delivery at the heart of what it does. The process starts with an understanding of value, and a recognition of the fact that what we might consider to be value may not be quite the same from the clients point of view. This online CPD course will help you understand value, recognise the importance of differentiation and help you to build a powerful value proposition for your business.

As with so many aspects of regulation, the FSA’s Client Assets Sourcebook is being upgraded to take account of recent experience. Nevertheless, the changes are outweighed by the extent to which the basics, which have been in place for over 20 years, are the focus of regulators’ attention due to widespread failure to comply with the obligations. Firms that have permission to hold client money and custody assets need to ensure that they have a full understanding of the requirements and that they adhere rigidly to them.

This course will help you understand the importance of good communication. Good communication allows you to present your ideas and thought in a way which is engaging and persuasive. It will help you improve your ability to question, listen, form a rapport, coach and mentor and cover what you can do to feel more confident when dealing with conflict. This course is a must have for anyone in the workplace and will provide even the best communicators with useful hints and tip to help you improve your communication skills even further.

Hasn't everything been said about SWOT? Well, actually, no. In this module we will introduce you to the Constructive SWOT which is a much more powerful and effective way to use this model. Using the Constructive SWOT analysis will help you examine, in real depth and with unprecedented rigour, how to build a solid and robust business strategy at corporate, division, SBU or even at team level. Te model is in fact generic, so you can use it anywhere you need to think through the pros and cons of a proposed business decision.

Ever since Capital Allowances were introduced, they have been an extremely valuable way for businesses to reduce their tax liabilities.

The rules are subject to regular changes by Government as they seek to provide incentives for different parts of the economy to grow. Keeping up with these changes is key to a successful tax strategy.

There are two key tasks, the first is to identify expenditure which qualifies for Capital Allowances, the second is to make the right computations and claims. This module should help guide you through this valuable but complex process.

Arriving at the accounting profit is only the start of the journey required to arrive at profits for tax purposes.

The course looks at the adjustments that are required to turn accounting profits into taxable profits.

It is quite possible that despite the attempts at alignment, these two measurements will look very different for certain companies. There have been a number of recent changes as a result of tax reform which are included in this course.

This course begins by covering the various claims a single company can make to obtain relief for trading losses. Where losses are carried forward, the restrictions resulting from a change in ownership are covered. The loss relief available where a company is a member of a group is dealt with next. The module then looks at corporation tax on chargeable gains, covering indexation allowance and roll over relief on the replacement of business assets, together with the substantial shareholding exemption. Finally, the ways in which membership of a group can impact on corporation tax on capital gains is dealt with.

This course covers the basics of corporation tax. It begins by showing which types of body are liable to corporation tax and the question of when companies are resident in the UK. After looking at an outline computation, the rules governing the beginning and end of a corporation tax accounting period are considered. Next, the rates of corporation tax are reviewed, showing how the small profits rate operates. The effect of associated companies on entitlement to the small profits rate, where the rules have recently changed, is considered next. Finally, the module shows how filing of tax returns and payment of tax is governed by the rules of self assessment.

With cybercrime making headline news, it is more important than ever to be aware of our own digital footprint and the impact that it can have on our surroundings.

Protecting our data and taking vital precautions to maintain our digital privacy and continuity has become of paramount concern. Many users aren’t aware of the cyber threats lurking on the internet, cyber criminals and malicious hackers target regular people like you and me far more frequently than we would like to think.

The cybersecurity market has grown 35 times in the past decade, and is set for exponential growth with spending on products and services to eclipse $1 trillion worldwide.

This course provides information and advice, along with some easy steps to help minimise risk in today’s often confusing cyber landscape.

Change is inevitable. Disruptive technologies, globalisation, ever-increasing competition and uncertainties in the political and economic contexts all result in change upon change to the organisations in which we work.

It is quite natural to fear change and want to cling on to the security of the status quo - change can be difficult and stressful and it can cause us a lot of anxiety. But it doesn't need to be that way. Change can also bring opportunities of which we can take advantage: progress and growth on individual, organisational and societal levels all come from change.

This course looks at positive responses to change so that the individual and the organisation can prosper through change and use it to their advantage.

Skilful delegation is one of the most important management skills and yet it is notoriously difficult for managers to crack. When done well, the benefits are huge for the manager, the employee delegated to and for the organisation as a whole.

It enables staff to learn and grow, frees up the manager's time to enable them to take on new responsibilities and finds the most efficient and cost-effective use of the organisation's resources.

A recent survey suggests that around 90% of all newsletters and promotional material go straight into the bin (or the delete box). This is obviously a waste of time and resources, so it makes sense to use language and presentation to grab the reader's attention and make them want to read your written work.

The same principles apply to writing punchy business reports and proposals. As well as helping you to sell your business, this course will help you to write clear advice letters and memos.

The employment status of an individual is important to identify correctly, as it is this which dictates their employment entitlements. For example, it is only employees who qualify for the right not to be unfairly dismissed, or a redundancy payment. The area is complicated as the tests are not clear cut, and the different categories of employment status can overlap. Employment tribunal decisions in this area are highly fact sensitive. This course sets out the fundamental principles from which the factual analysis can be conducted.

Risk management has been talked about for many years but it has a history of inconsistent and misunderstood definitions. This has led to the development of new frameworks to allow all types of organisation to understand and better manage their risk environments.

Law firms are subject to a greater level of regulation than most businesses. Firms owe legal and regulatory equality and diversity duties to their staff, their suppliers and their clients. These come from the equality legislation but also from the Solicitors’ Regulation Authority. This course examines all of the relevant duties and considers the overlaps in the different obligations and influences on a firm’s E&D policy and practice. It gives guidance on how the obligations may be approached by firms to minimise duplication of effort and maximise the benefits of a comprehensive strategy.

This course provides a insight into the two main styles of derivative seen in the UK equity market: "delta one" and options. The course covers index futures, contracts for difference and exchange traded funds along with call and put options. We consider how these products are used by speculators and hedgers, as well as examine their mechanics and pricing.

This course covers business planning in terms of what it comprises and how we might use tools and techniques to support strategic analysis. These tools include Porters value chain, Porter’s generic strategy classification and five force model along with the Ansoff matric and the Lynch expansion matrix. It also introduces risk management tools including the COSO framework, the TARA matrix and breakeven analysis.

The term “dashboard” is a buzzword in the world of Excel and in businesses today. A dashboard report is a management tool that measures and presents critical data on the key business performance areas in a summarised manner much like a car dashboard, so management can quickly respond with appropriate decisions.

Dashboards enable the reader to make sense of the raw numbers by presenting them in visually rich charts and tables and give valuable insights into the key performance indicators of the business.

The course covers an introduction into some of the lesser known charting techniques along with advanced tools and functions of Excel.

Giving feedback, if done well, is a very powerful tool for developing your individual staff members and improving your team's performance. However, it is not always easy to do and we have probably all had experiences where it has not gone well.

The good news is that it is a skill and, as such, can be learnt. Best practice does exist and it is possible to learn ways of giving even the most difficult of feedback. If you want to learn how to give feedback in such a way that the other person is grateful for it and it really improves their performance, then this is the course for you.

FRS 101 is a key element of the UK GAAP regime which has been in place since 2015. It permits certain entities, notably parents and subsidiaries in groups preparing IFRS consolidated financial statements, to prepare their statutory accounts using IFRS recognition and measurement principles (subject to a few exceptions) but with reduced disclosure requirements.

This course provides an overview of the requirements of FRS 101, a summary of the disclosure exemptions, identifies the recent updates to FRS 101 and considers the practical implementation issues associated with its adoption.

This course is part of a series of courses dealing with accounting under FRS 102 The Financial Reporting Standard Applicable in the UK and Republic of Ireland.

The course looks at the requirements of Section 9 Consolidated and Separate Financial Statements and Section 19 Business Combinations. It first considers the requirement for consolidation and the alternative consolidation methods available. It then considers key aspects of the acquisition method (notably the fair value exercise and calculation of and accounting for goodwill), and concludes by considering the treatment of overseas subsidiaries.

This course is part of a series of courses dealing with accounting under FRS 102 The Financial Reporting Standard Applicable in the UK and Republic of Ireland.

This course looks at sections 11 and 12 of FRS 102 and explores the meaning of the term “financial instruments”, the accounting policy choices that FRS 102 permits, and the accounting treatments set out by FRS 102.

This course is part of a series dealing with accounting under FRS 102 The Financial Reporting Standard Applicable in the UK and Republic of Ireland. It considers the requirements of section 18 intangible assets other than goodwill and part of section 19 covering goodwill.

The course considers the initial recognition and subsequent accounting for intangible assets such as software and development costs, and looks at the differences in treatment dependent on whether intangibles are internally generated, separately purchased, or acquired in a business combination.

It then looks at the accounting for goodwill, both positive and negative.

This course is part of a series dealing with accounting under FRS 102 The Financial Reporting Standard Applicable in the UK and Republic of Ireland.

This course is part of a series dealing with accounting under FRS 102 The Financial Reporting Standard Applicable in the UK and Republic of Ireland. It primarily considers the requirements of section 17 property, plant and equipment and section 16 investment property, but also includes elements of section 25 borrowing costs and section 27 impairment of assets.

It considers all aspects of the accounting for property, plant and equipment from initial recognition to subsequent accounting as well as the nature of and accounting for investment properties.

This course refreshes your knowledge of the key accounting requirements of FRS 102. It examines key accounting rules, practical challenges and emerging issues in relation to presentation and structure of the financial statements, a principles based approach and specific accounting rules including pensions, foreign exchange, revenue recognition, leases and financial instruments.

This course summarises the key provisions of the General Data Protection with regards to security. It explains what the key changes are and what needs to be done in response to them.

This course summarises the key provisions of the General Data Protection Regulation in respect of the topic of security and explains what the key changes are and what needs to be done in response to them.

This course summarises the key provisions of the General Data Protection Regulation and the Privacy and Electronic Communications Regulations 2003 in respect of the topic of direct marketing and explains how organisations can comply with their key provisions. There will also be a brief s ummary of the key content of the draft Regulation on Privacy and Electronic Communications Regulation.

This course summarises the key provisions of the General Data Protection Regulation and the Privacy and Electronic Communications Regulations 2003 in respect of the topic of direct marketing and explains how organisations can comply with their key provisions. There will also be a brief s ummary of the key content of the draft Regulation on Privacy and Electronic Communications Regulation.

This course reviews the key characteristics of hedge funds including the flexibility of managers in making investments compared with traditional long-only managers. It looks at the main strategies used by hedge fund managers including directional, event driven and relative value strategies. There is then a review of the vehicles available to individual investors who wish to invest, including UCITS-compliant funds and funds of hedge funds. The module concludes by considering the issues surrounding investing in hedge funds and the advantages and disadvantages of including them in a client portfolio.

The following presentation looks at IAS 1, Presentation. This is a basic standard containing important questions about the main financial statements required for reporting under International Financial Reporting Standards.

This course is designed to refresh knowledge and bring you up-to-date with the latest developments of IAS 12 and is therefore suitable for those with some existing knowledge of either IFRS or UK GAAP. IAS 12 covers the accounting treatment of current tax, under and over provisions and deferred tax. Although IAS 12 has been in issue for a number of years, this is quite often an area of significant difference for those that are new to IFRS reporting.

This course looks at all aspects of employee benefits covered within IAS 19 including post employment benefits such as pensions, looking at both the current IAS 19 and the recent amendments to IAS 19, short term benefits such as holiday accruals, termination benefits where we will look at things like redundancy payments and all of the long term benefits generally paid post employment.

This course on IAS 7 - statements of cash flows, deals with the fourth primary financial statement an entity is required to present under IFRS. This is the only statement that is not covered in IAS 1. Unlike many national accounting rules IAS 7 requires all entities to present a cash flow statement as an integral part of the financial statements. This course will take you through the contents of IAS 7 to help enable you to present cash flow statements.

The following presentation looks at IAS 8: Accounting Policies, Changes in Accounting. This standard can be seen as an extension of IAS 1 and the presentation will cover topic areas such as the selection of accounting policies, changes in accounting policies, changes in accounting estimates and correction of error.

This course will cover accounting for share-based payments under International Financial Reporting Standards.

The following presentation looks at IFRS 1, First-Time Adoption of International Financial Reporting Standards. This unique standard is generally required once in an entity's life, when it makes the transition from some national accounting system to IFRS.

Revenue recognition is something that affects us all and in 2018 it is changing. There will be far more explicit consideration of components in a bundled package together with the associated timing and amount of revenue allocated to each component. The new standard may create change for an organisation not just in turns of revenue but also in terms of legal contracts, IT systems and interaction between the sales function and accounting function. This course provides an overview of the new revenue framework of IFRS 15 and considers the practical aspects of its implementation.

IFRS 8 is the International Financial Reporting Standard that requires companies to give disclosures about their operating segments. The standard replaces IAS14, segmental reporting and applies to reporting periods commencing on or after the first of January 2009.

This course will benefit those who have some experience of international standards, either from their professional exams or in the workplace, and who are in need of a refresher on group accounting. Following the recent issues of the new group accounting standards IFRS 10 Consolidated financial statements, IFRS 11 Joint arrangements and the update to IFRS 3 Business combinations, there have been some significant changes to how we account for entities within the group. This course will bring you up-to-date with the most recent treatments.

Empirical evidence suggests that for many organisations strategies often fail to achieve the desired outcomes that an organisation seeks. Much of this can be attributed to the implementation of strategic initiatives.

This course will provide an introduction to the key duties and responsibilities of a company secretary of a private limited company, including initial considerations on incorporation together with the daily and annual requirements a company secretary is required to address.

The course will be useful to company secretaries of private companies, trainee/junior solicitors and accountants involved in corporate or company secretarial work. It will also benefit anyone who requires a practical awareness of current company legislation and how it impacts on the day to day running of a private limited company.

When thinking about risk and return and how the two interact with each other. NPV (net present value) by itself simply focuses on return and a lot of organisations make the mistake of simply using return as a basis on which to make their decisions. Now if you ask any investor how they make their decisions, they will tell you that risk is just as important to consider alongside return. And therefore we need to balance risk and return in making investment decisions and this is where sensitivity analysis assists with those decisions.

Please note before purchasing this course it is assumed that you understand how to perform NPV calculations. If you do not have this knowledge then we would highly recommend you view the course ‘Investment Appraisal – Basics’

In this course, we aim to give you an understanding of a variety of investment appraisal techniques. In particular, we are going to focus on discounted cash flow techniques, namely NPV or net present value. At the end of the course, you should have an idea how companies or even individuals decide whether or not to proceed with a capital purchase or investment project.

During this course we’ll have a brief look at theory of Leadership. There are many books that are being written and we’ve distilled some of those key theory papers while bringing it up to date and talk about some of the current trends to look at a team. We’ll look at How to lead a team successfully? How to put a team together successfully? How to make sure your team works and consider the individuals within that team or entity that you are managing on an individual basis? Also to have a look at you as an individual and what you bring to the role of leadership?

Finance directors and CFOs, financial controllers and accountants who are involved in sponsoring, planning and delivering finance transformation projects and continuous improvement in finance.

There is currently a heightened sense of uncertainty and change for business and for finance functions. CIMA, other professional institutes, businesses, professional firms, consultancies and academics are responding with new thinking and this short module will provide a bite sized take away from their latest guidance and research.

Businesses may feel that they want or need to streamline their staff numbers for a variety of reasons. The most common reason is a downturn in the fortunes of a business or its complete closure, but redundancies can also result from changes in working practices such as the introduction of new technology or a new shift pattern. A business is not required to demonstrate that it has financial problems in order legally to make redundancies, the law in this area permits employers to organise their staff in ways best suited to their business, subject to the legal safeguards provided by the redundancy legislation.

Aimed at line managers, this course focuses on the practicalities of dealing with difficult members of staff. The courses discusses different types of difficulty a manager may encounter, the motivation of the member of staff concerned and how a team may react to the member of staff. It also covers practical steps needed to deal with both the short and longer term implications.

With record fines for benchmark manipulation and criminal prosecutions for insider dealing and market manipulation, this course aims to provide an overview of the UK Market Abuse regime. It covers the FCA’s rules on market abuse and gives practical examples of the different behaviours covered by the regulations. It also looks at UK criminal Insider Dealing legislation and penalties. The course provides examples of best practice and recent examples of enforcements and upcoming changes to the regulations.

Negotiation is at the heart of many professional and business interactions whether with clients, internal or external, suppliers, colleagues or indeed, any stakeholder. The key to profitable and sustainable business relationships is the ability to achieve win-win solutions that satisfy all parties at the table.

In the new economic situation, the need to get the best deal possible is more pressing than ever. More than ever, the culture of negotiation needs to spread and deepen throughout the organisation, leading to a constant reduction in costs and improvement in efficiency.

Negotiation situations often go beyond the simple one-to-one scenarios. What happens if you are negotiating on behalf of someone else? Or your counterparty is? What happens if there are several parties involved, all with competing agendas?

Most organisations accept without question the principle that costs should be kept as low as possible provided they don't put key corporate objectives at risk. In practice, organisations often face strong pressure to increase resources to meet objectives such as better customer service and product quality. Reducing costs is often problematic because it not clear exactly what is being done, and the value of this work to the organisation, in the areas you seek savings. This course examines six ways of overcoming these problems: improving the ability of spending areas to contribute to key corporate objectives and customer needs, while reducing their costs significantly.

In a world that has been described as VUCA (Volatile, Uncertain, Complex and Ambiguous)…a world where it’s impossible to tell news from fake…where countries are becoming insular and globalisation seems to be a thing of the past. The only thing that is certain is that nothing is certain. It means that understanding the risks that a business is exposed to is crucial and having a formal way of identifying and managing risk essential.

This course looks at the tools and techniques for identifying and managing risks; the impact of risk appetite on the organisation and its staff and the importance of considering opportunities in conjunction with risks.

Businesses face constant pressure to achieve improved performance and are facing increasing scrutiny on how that performance is being delivered. Finance are traditionally seen as the masters of rigorous measurement to enable financial performance and we have the capability to apply that across the whole organisation.

We can lose sight of measuring what really matters: restricted in our thinking by financial reporting measures and not really identifying the drivers of past or future performance.

This course will highlight which financial measures really matter and then show how to identify business driver measures including those in a balanced scorecard style approach and those from a sustainability and integrated thinking approach. You will pick up many tips on choosing and designing the right business metrics.

Do you feel daunted at the thought of giving a presentation? Are you confused about how to begin to put a presentation together, let alone deliver it? Do you wish that you could create and present an elegant, compelling and influential message easily and seemingly effortlessly? If the answer to one or more of these questions is yes, then this highly practical and results-focused course is for you and will increase your confidence and ability.

Pricing is one of the most difficult decisions that a manager can make. Many see it as complicated, risky and even terrifying. The reality is rather different. As long as you understand a few of the ground rules, you will not go too far wrong in your pricing efforts. One of the rather daunting issues is that there are as many opinions about how to set price as there are managers offering them. Some of the advice is sound, solid and pragmatic. Other suggestions are wrongly founded, based on half understood premises or just plain stupid. We review no fewer than 18 such myths, offer rational responses to them and explain the theory behind the answers. This will enable you to recognise an 'urban legend' when you hear one, and how to deal with it confidently and unambiguously.

This course is an informative look at how non-financial managers can present financial information with credibility and flair. For those people who find figures difficult presenting financial information can be daunting. This will also help you make sure that your point is made clearly to enable informed decisions to be made based on the figures presented.

Did you know that essentially the key reason for business failure is running out of cash; if a business no longer has cash, it doesn't matter what else is going on, the business can't and won't survive. Having adequate cash flow is essential to keep a business running. When cash runs out, the company runs the risk of not being able to meet current obligations such as payroll, suppliers and loan repayments. Yet despite this the majority of failed businesses mislead themselves that profitability is the key indicator of success and take their eye off cash flow. This course will introduce you to the significance, meaning and differences between profit and cash flow and provide you with an insight into how to understand both when looking at a set of accounts.

During this course you’ll look at techniques to make sure that you identify the right project for your organisation. Secondly looking at understanding some of the project dynamics making sure the governor's structure is right and the project structure's right ensuring that you've got the right skills in place to be able to complete the project successfully.In addition we’ll cover the key elements of stakeholder engagement, who to talk to, when to talk to, and the sorts of people you may need to engage with, and how to engage with them, as well. We'll have a look at a couple of the methodologies that are currently out there, those that are very structured and quite bureaucratic, to those that are much more free flowing. Finally the importance of going back and reviewing the project and making sure you learn the lessons from whatever project you've undertaken.

This course is aimed at those wishing to get an understanding of the responsibilities that the regulators require senior management in financial firms to undertake. The course will be of particular interest to Approved Persons.

The principal financial services regulators, the Prudential Regulation Authority and the Financial Conduct Authority, require senior management of authorised firms to be aware of what the regulators expect of them and to be able to provide evidence of meeting regulatory requirements, were one or both of the regulators to visit the firm. This course covers key aspects of senior management responsibilities based on the regulators’ handbooks and public statements made. The material has been aligned with what is generally perceived to be current best practice.

Over the past 40 years there has been a progressive and huge divergence between company balance sheet value and value expressed by shareholders represented by share price and market capitalisation. Furthermore, the statistical correlation between accounting based measures of performance over a one to three year time horizon and corporate share value is poor. This course looks at the real driving forces behind share values in today's world.

Accountants and other managers wanting to know how to use both halves of their brain to get more from it, think both logically and strategically, and keep one step ahead of colleagues.

• neuro-linguistic programming for numerate people.
• keep it alive: enhance your non-numerate brain too.
• rapport and negotiation.
• memory: find the method that works for you.
• innovation: get ahead of your colleagues

This course primarily covers IAS 16 Property, Plant & Equipment and IAS 40 Investment Properties. It also considers elements of the standards on fair values, impairments, borrowing costs and assets held for sale where relevant.

We are witnessing an acceleration in the pace of technological changes. The revolution driven by new tools such as robotic process automation, intelligent search, visualisation, big data and business analytics has the potential to impact the scope and skillsets of the finance managers role.

This online course will provide a bite sized explanation of the concepts and will reflect on the shape of a future finance function role

The social networking revolution. Indications are that the fastest growing membership to social networking sites is amongst the workforce population. With the ease of accessibility to the internet in the workplace, this growth has had a considerable impact on behaviour of employees. The opportunities to now be online and socialising, rather than online and working, are at their highest, and the phenomenon does not look set to slow. This course considers not only the negative, but also the positive impacts of social networking technology for employers, the rights of employees, and how these 21st century workplace issues can be managed.

The accountant as strategic influencer and adviser - the role of business partner', we considered the changing role of the finance professional and looked at some of the ways they can bring greater efficiency and productivity through building closer links to the business, developing the role of business partner. This second course looks to highlight some of the inter personal skills required to be an excellent Business Partner.

There is no doubt that some people were born with a high level of Emotional Intelligence while others need to work hard to develop it. The good news is that while IQ tends to level out the older you get, Emotional Intelligence (EQ) can be developed. This course looks to provide some tools and skills to employ and develop to help the finance professional build rapport with their counter parts with in the business - and in doing so fulfil the ever challenging role of the finance business partner.

As the world changes and finance becomes an ever increasing priority for most organsations, there is a recognised need for the role of the finance professional to change. No longer can the finance professional sit behind a spreadsheet or spend hours simply playing with a chart of accounts. There is now a need, and in a lot of cases a pull from the business, for a finance professional to play a greater part in the strategic decision making and planning within a business. This has created the developing role of the finance business partner.

This course explains what that role looks like and briefly considers how the finance professional might get more involved in ensuring the strategy of an organisation gets implemented.

As accountants increasingly break away from the stereotypical view of them as 'grey people in grey suits' it is ever more important to ensure that today's accountant integrates into the business making them an invaluable part of the strategy development process.

The Bribery Act 2010 is far reaching in its scope and is intended to provide a more intensive mechanism to prosecute and control corruption and bribery in all its various forms. No firm or individual can afford to be without a working knowledge of the act and an understanding of their obligations and the implications for themselves and their businesses. This course is intended to be a guide to the essential elements of the act which will be of assistance to firms and individuals and their legal and compliance advisors. it will help you understand the essentials of the Bribery Act 2010 and will give you a working knowledge of the structure of the act and the offences it creates.

This online presentation will cover Employment Law relating to the use of Agency

This online presentation will cover effective performance management and reward.

This course will enable you to gain an understanding of the key statutory entitlements enjoyed by employees.

Starting to manage or lead a team from scratch can be very daunting. This course provides the vital practical tools and techniques for delegates to manage and develop themselves and their teams to ensure that their departmental and organisational goals are achieved.

Do you hear the word ‘budget’ and groan in dismay????? Do you dread the budget cycle? If the answer is yes to either of these questions then this is a module for you. Wherever you work and whatever your role, you have an impact on and are impacted by budgets. In this module you will learn about the different types of budget and the different ways to budget for example the fixed and flexible approach to budgeting.

We seem to be getting busier and busier with us being asked to do more and more, in less and less time. This practical course will demonstrate how to work more effectively and efficiently so that we can get more work done in less time. Not only will it improve your productivity but will also help you to achieve a less stressful and more enjoyable way of operating, both within the organisation and outside it.

Transfer pricing is the setting of the price of goods and services sold between related parties under common control. It is one of the key areas in international tax and has been the subject of significant media, government and tax authority attention as part of the OECD 'reboot' of international tax principles – the 'Base Erosion and Profit Shifting' ('BEPS') programme. As businesses become global, and value chains more international and sophisticated, transfer pricing will be a priority item on the agenda for any international business.

Protection of wages from unauthorised deductions by the employer was one of the first elements of employment protection put in place in England and Wales. Protection of this type has been around in one form or another for over 200 years.

Now contained in the Employment Rights Act 1996, the rules are highly prescriptive, and the requirements can catch employers unawares, particularly in the retail sector. This is an area that no employer can afford to ignore.

Building on the knowledge acquired in the first in this series, this second course provides an introduction to some of the key terms that will be found in most commercial contracts and sets out some of the key issues to be borne in mind when reviewing such clauses.

This course covers the basics of value added tax. It begins by showing how VAT applies to a single transaction and then looks at VAT for a period of trading. The importance of the time of supply (tax point) is covered. The course covers the structure of the VAT return in detail and shows which invoices and records must be maintained in connection with the return. The procedure for registration for VAT is covered. Next the effect of VAT on individual supplies of goods and services is dealt with, and in particular the difference between a single supply and a multiple supply. The course concludes with a review of which supplies are standard rated, reduced rated, zero rate and exempt, and explains the impact of this on a business and its customers.

In today's economic climate it is ever more important that organisations are effective in allocating resources. Therefore there is an increasing tendency for organisations to require well thought through business cases for projects. These business cases need to be approached in a disciplined manner and address all the questions that those being asked for approval need answering. This course takes a generic approach to business case formulation that can be applied in any organisation.

Finance functions face many pressures and challenges to enable continued improvement in business performance. We are continually hunting for more sources of profitability, cash and intangible financial value.

In the march for growth and profitability we can sometimes overlook working capital management despite the risk of failure when a business no longer has the cash or financing to pay its bills.

Cash is king and working capital management can unlock cash from day to day operations. Good working capital management can yield a range of great benefits and help minimize risks and lost opportunities.

This course will clarify the role of working capital and signpost you to techniques to help you and your business colleagues optimize it for the benefit of your organisation’s performance.