Overview of the Financial analysis, planning and control training program:

Financial management has become an integral part of operational processes in various types of organizations today. Financial analysis, planning and control is an essential tool for understanding the multiple aspects of the organization, from accounting aspects to the administrative and control practices associated with them.

This training program focuses on the practical application of financial models and analytical methods used to evaluate the strategic and operational position of the organization. The importance of this lies in enabling organizations to reduce costs, maximize added value, and improve resource utilization efficiency.

Through this program, participants will learn about the financial business environment, strategic planning, management reports, and mechanisms for supporting decision-making and financial control.

The Financial Analysis, Planning and Control program aims to provide participants with a clear vision regarding the decision-making process, various evaluation methods, planning approaches, and analysis and interpretation of financial information.

This training program highlights:

1. The conceptual framework for the financial and economic dimensions of analysis and decision-making processes.
2. The nature of financial statements and the most important financial tools and techniques, and how to apply them in evaluating business performance.
3. Estimating financial needs and analyzing financial data for planning and control purposes.
4. Analyzing investment decisions using measures that take into account the time factor, while adopting a strategic perspective and dealing with risks and uncertainty.
5. Company valuation and ways to maximize value through mergers, acquisitions, restructuring and reorganization.
6. Developing and monitoring specific performance indicators, preparing trend reports, and analyzing causes of unexpected deviations.

Training Program Objectives:

By the end of this program, participants will be able to:

1. Identify the nature and scope of financial problems to be analyzed, and the variables, relationships and trends most appropriate for each case.
2. Determine the level of accuracy required in the analysis according to the importance of the problem under study.
3. Assess the reliability of available data and understand the impact of uncertainty on the range of possible outcomes.
4. Make decisions about whether it is more appropriate to express decision outputs in terms of cash flows or accounting profits when evaluating financial impact.
5. Recognize the inherent limitations of financial tools used and their impact on analysis results.
6. Assess the importance of qualitative judgments and estimates in the decision-making process and prioritize them in terms of impact.

Training Methodology:

This program is delivered in a simplified and smooth manner to suit participants from different levels in terms of financial knowledge and experience. The program is implemented according to interactive workshop methodology through:

1. Structured presentations.
2. Applied case studies.
3. Practical interactive examples.
4. Collaborative group exercises.
5. The focus is also on reducing complexity in mathematical concepts as much as possible and presenting them in a clear and easy-to-understand visual style, supported by multiple illustrative examples.

Target Audience:

1. Financial officers, financial controllers, and accountants.
2. Treasurers and specialists in institutional planning and business development.
3. Sales and marketing personnel.
4. Managers from non-financial disciplines who wish to understand the financial aspects of planning, analysis and control.
5. Managers involved in financial decision-making.
6. Middle and lower management involved in financial planning and forecasting.
7. Individuals without financial background who wish to develop their career path in the financial field and acquire specialized skills that enhance their employment opportunities.

Training Program Topics and Content:

First: Challenges of Financial and Economic Decision Making

1. Financial and economic analysis practices.
2. The value-generating company.
3. Corporate value and shareholder value.
4. The dynamic perspective of business.
5. Agency problem and corporate governance.
6. Types of information and data used in analysis.
7. Nature of financial statements.
8. General context of financial analysis and decision making.

Second: Business Performance Evaluation

1. Financial ratio analysis and business performance.
2. Management perspective.
3. Owners’ perspective.
4. Lenders’ perspective.
5. Financial ratios as an integrated system (ratio pyramid).
6. Integration in financial performance analysis.
7. Economic Value Added (EVA).
8. Financial distress prediction and Z-Score model.

Third: Investment Decision Analysis

1. Application of time-adjusted measures.
2. Net Present Value (NPV) and Internal Rate of Return (IRR).
3. Modified Internal Rate of Return (MIRR).
4. Strategic perspective of investment decisions.
5. Relationship between EVA and NPV.
6. Development of investment analysis methods.
7. Equivalent Annual Cost (EAC).
8. Sensitivity analysis, scenario analysis, simulation, and break-even point for net present value.
9. Risk management and dealing with changes in circumstances.

Fourth: Estimating Financial Needs

1. Interconnection between different financial forecasts.
2. Operating budgets.
3. Standard costs and variance analysis.
4. Cash flow forecasting and cash budget preparation.
5. Sensitivity analysis.
6. Growth dynamics of the operating system.
7. Operating leverage.
8. Financial growth plans.
9. Financial modeling.

Fifth: Financial Valuation and Business Performance

1. Management for maximizing shareholder value.
2. Creating shareholder value from a comprehensive perspective.
3. Evolution of value-based valuation methodologies.
4. Creating value through restructuring and mergers.
5. Financial strategy in acquisition operations.
6. Business valuation.
7. Restructuring and reorganization.
8. Management Buyouts (MBOs) and Management Buy-ins (MBIs).