7219 CLO courses delivered Online

he role of a CFO extends beyond day-to-day financial management and plays a pivotal role in preparing a business for an exit. The role of a CFO extends beyond day-to-day financial management and plays a pivotal role in preparing a business for an exit, whether it be through a merger, acquisition, or other strategic transaction. Here are some key points to consider: Financial Due Diligence: CFOs play a crucial role in conducting financial due diligence to assess the company’s financial health and identify any potential risks or issues. This involves reviewing financial statements, accounting practices, contracts, and other financial data to ensure accuracy and transparency. Valuation and Financial Modeling: CFOs work closely with the executive team, external advisors, and investment bankers to determine the company’s valuation. They develop financial models, assess growth projections, and analyze market comparables to arrive at a fair and realistic valuation range. Financial Documentation and Reporting: CFOs ensure that financial documentation and reporting are in order, accurate, and compliant with regulatory requirements. This includes preparing financial statements, management reports, and other financial disclosures necessary for the exit process. Negotiation and Deal Structuring: CFOs collaborate with legal and executive teams to negotiate the terms of the exit transaction. They provide financial insights and expertise to structure the deal in a way that maximizes value for the company and its stakeholders. Tax Planning and Optimisation: CFOs work closely with tax advisors to develop tax-efficient strategies for the exit transaction. They assess potential tax implications, explore tax-saving opportunities, and ensure compliance with applicable tax laws and regulations. Financial Communication and Investor Relations: CFOs play a critical role in communicating the financial aspects of the exit to internal and external stakeholders. They work with investor relations teams to ensure that key messages are effectively conveyed, providing transparency and clarity throughout the exit process. https://www.fdcapital.co.uk/podcast/the-vital-role-of-cfos-in-business-exit-preparation/ Tags Online Events Things To Do Online Online Seminars Online Business Seminars #business #cfo #preparation #exit #vital

Taking minutes is a much under-rated skill. It can be challenging at the best of times. So how do you do it for virtual meetings? This trainer-led session will help. It's a very practical programme which explores the issues specific to minuting on-line meetings and gives solutions to some of the trickier problems. Full of useful tips, the session will enable participants to: Identify how to adapt their current minute-taking skills to on-line meetings Plan and prepare for a meeting Follow a line of discussion Work in partnership with a remote Chair Deal confidently with minute-taking challenges. 1 Welcome Programme objectives Personal introductions 2 Adapting minute-taking to virtual meetings How is it different? What changes in approach are needed? 3 Preparation Preparing for the meeting Technology and equipment Dress and personal presentation Liaising with the Chair Practical preparation tips 4 Minuting tips Managing the 'techie' elements, eg. poor sound/visual quality Knowing who is speaking Following a line of discussion What if I don't hear or understand? Tips for producing a set of minutes 5 Session review Summary, key learning points, feedback and close

This workshop is very practical in its nature and aims to give delegates an opportunity to not only learn about the key aspects of successful bid writing, but to also put them into practice. The workshop helps delegates understand what is most important to buyers and how to successfully convey they proposition to them. 1 Welcome and introductions 2 The mindset of successful bid writing The mindset needed for successful bid writing Thinking from the buyer's perspective and not your own 3 Decision making The way buyers make decisions - rational and emotional Understanding buying motives Looking at how to present ideas against those motives The idea of cognitive fluency How to pitch an idea in a way that leads to a positive decision 4 To bid or not to bid? Writing a bid is a big commitment; a clear understanding of the chances of winning is required Understanding of the implications of winning and the impact it will have on the organisation 5 Understanding your value proposition Framework to help identify unique proposition and how that fits in with the requirements of the bid 6 The tender process Understanding the process to enable a successful chance of winning the bid Different types of tender processes Evaluation of criteria and the impact on bid writing 7 Writing skills Different ways of writing and structuring bids to ensure their messages gets across well in a way that will be looked on favourably by the buyer 8 Summarise 9 Close

A thorough account of the UK and European legal framework and its requirements as regards managing environmental performance. This course will help staff to understand: The framework of UK and European legislation and its enforcement The principal features of the legislation as they apply to your organisation's activity/product/service The benefit of having an Environmental Management System such as ISO 14001 How their own actions and decisions can either expose or protect the organisation in relation to its legal obligations 1 Introduction and objectives 2 Introduction to environmental law and enforcement Sources of law (European and UK) Structure and enforcement Key legislation 3 Integrated Pollution Prevention and Control (IPPC) and Local Air Pollution and Control (LAPC) Pollution and Prevention Control Act 1999 EC Directives on PPC The meaning of BAT Transitional provisions Fit and proper persons Control of emissions to air National Air Quality Strategy 4 Packaging and producer responsibilities Who, what and how The Producer Responsibility Obligations (Packaging Waste) Regulations Obligations and exemptions Registration Recycling and recovery obligations Records Duties of the Environment Agency Offences Developments 5 Waste management National Waste Strategy Waste minimisation (re-use/recycling) Waste definition Disposal and recovery Controlled waste management Hazardous waste management 6 Proposed Legislation and EC Directives EU Commission's waste and resources strategies Implementation of ELV (End of Life Vehicles) Directive WEEE (Waste Electrical and Electronic Equipment) Directive transposition into UK legislation Other producer responsibility initiatives Other proposals from the EU 7 Conclusion Open forum Summary Close

Running a successful project requires skills in planning, budgeting, tracking deliverables and stakeholder management. An area that can be neglected by project managers is the 'people side' - not the project team themselves but the end-users, those who will be affected by the project. Too often there is a single line at the end of the project plan that says 'Comms and Training'. If people are going to have to work differently and learn some new processes, then there is work to be done by the project team to help them through the emotional side of the change. This session explores why it's important to bring people along when a change is being made. It will provide project teams with the skills and knowledge either to manage the people change plan themselves or to secure the right resources for their project. Understand the importance of the 'people side' of change 8 'Golden Rules' of change management - overview How to create a simple but effective change plan Adoption Benefits of good change management 1 Introduction Objectives and agenda People and projects - why is it important? The Change Curve - the emotional side of change 2 8 'Golden Rules' of change management - including... Role of the sponsor Communication Resistance to change 3 Change plan Elements of a change plan Change impact assessment Alignment with the project plan 4 Adoption Who owns the change? The vital role of the manager Feedback and action loops 5 Benefits Estimating the costs / benefits 6 Next steps Summary of key learning points Reflection on next steps 7 Close

Reliability Centred Maintenance (RCM) is commonly used to help establish safe minimum levels of maintenance, determine changes to operating procedures and help establish maintenance regimes and plans. Successful implementation can result in cost savings, machine uptime and improved risk management. But the devil's in the detail - how can you achieve these benefits and successfully implement RCM in your organisation? This programme will help you do just that. Note: this is a purely indicative outline. The content, duration, objectives and material used can all be adapted to match your specific requirements. To provide a better understanding of RCM, particularly: What, why, how and who? Opportunities and benefits Risks Cost effectiveness Note: this is a purely indicative outline. The content, duration, objectives and material used can all be adapted to match your specific requirements. 1 What is maintenance? Why maintain? Traditional maintenance methods Common current practices and trends 2 What is Reliability Centred Maintenance? Its history Its development Current usage Where can it be cost-effective? 3 How does it work? Basic features Key criteria Maintenance options Key outcomes 4 Making the business case and preparing the strategy Identifying and quantifying current risks Identifying and quantifying current costs Motivating decision-makers Identifying and empowering those who have to deliver the results Educating / gaining buy-in from interested parties 5 Implementation Identify business functions Prioritise functions Verify correct usage Identify failure modes Identify the consequences of failure Understand the failure process Specify the appropriate maintenance action(s) 6 Ongoing requirements Monitoring Recording Analysis Continuous re-evaluation 7 Open discussion Sharing experience and addressing specific issues of interest to participants Course review Close

To provide a fundamental understanding of building services in the context of: The working environment The success of the core business The health and safety of the occupants Operating cost and environmental impact The optimisation of cost and value Strategies for continuous improvement DAY ONE 1 Building services fundamentals The function of services in commercial buildings and their importance to the core businessElectrical servicesLightingHeatingVentilation and air conditioningLiftsWater Understanding IT and communication systems Practical exercises 2 The provision of comfort and safety Statutory requirementsHealth and safety legislationControl of contractorsRisk assessmentFire precautionsLegionella, sick building and other risks Business requirementsUnderstanding user requirementsMatching systems to business needs Practical exercises 3 Getting the design right What the FM needs to know about design and its procurementSuccessful space planningRelationship between services, space planning and designGetting the brief rightSupplier selection and management Practical exercises DAY TWO 4 Operation and maintenance Why maintain?Maintenance contractsInput and output specificationsResource optionsContracts - principal elementsTendering - key stepsSelection criteriaOperational criteriaMaintenance trends Performance-based service provisionInput and output specificationsKPIs and thresholdsRisk containmentValue-add opportunitiesPerformance contract strategy Practical exercises 5 Contingency planning Being ready for the unexpected Identifying and reducing riskInternal risksExternal risksIdentifying threats at your site Managing riskProtective systemsOccupier obligationsFire managementTesting Practical exercises 6 Commissioning services systems Physical commissioning Common problems Typical costs Commissioning stages Continuous commissioning Energy efficiency and the scope for environmental improvement Practical exercises 7 Satisfying the occupants Obtaining and responding to feedbackWhen to get feedbackWhyHowWhat to do with it Practical exercises 8 'Air time' Sharing experience and addressing specific issues of interest to participants Course review Close

The importance of building services to the success of an organisation has never been greater and continues to grow. Developers and occupiers are becoming more aware of the contribution that building services make to the well being of occupants and hence their perception of the quality of the working environment. Those involved with the design, construction, maintenance and operation will increasingly be required to deliver building services that demonstrable contribution to the occupier's business. Energy efficiency, carbon management and occupant satisfaction depend substantially on the way building services are designed, managed and operated. To optimise these aspects, an informed strategic approach is essential. Tried and tested techniques and processes are available that, when applied holistically, will deliver substantial benefits. This course reviews best practice in the area and inspires participants to ensure that building services perform at their optimal level. To provide a better understanding of how building services can be designed, managed and operated to: Maximise occupant comfort, satisfaction and wellbeing Add value and contribute to the success of the business of the occupier Improve health safety Reduce operating cost, energy use, carbon emissions and environmental impact Optimise cost and value Provide strategies for continuous improvement and sustainable operation 1 Building services fundamentals The function of services in commercial buildings and their importance to the core business 2 Techniques and processes for optimising cost and value Programmed operation evaluation Continuous commissioning Lifetime product management Performance-based service Energy efficiency and the scope for environmental improvement 3 Making the business case and preparing the strategy Motivating decision-makers Empowering those who have to deliver the results Managing business risk 4 Strategy implementation and monitoring results Ensuring that rich and robust feedback is available to support continuous improvement and strategy enhancementWhen to get feedbackWhyHowWhat to do with it 5 Case histories and 'air time' Sharing experience and addressing specific issues of interest to participants Course review Close

Many managers question the value of appraisal programmes and many line managers believe appraisals are unduly time-consuming and bureaucratic. Yet the appraisal is a vital starting point when it comes to managing performance effectively and it is vital that managers appreciate this. Handled well, the benefits of formal appraisals are enormous. This thoroughly practical workshop has been designed to give line managers the knowledge, skills and confidence to deliver a well-structured appraisal - even in the most challenging circumstances. This course will help participants: Appreciate the benefits of the appraisal process Assess standards of performance objectively Plan and prepare for appraisals effectively Conduct a well-structured appraisal meeting Acquire the essential skills required for effective appraisals Improve their ability to discuss difficult issues more confidently Identify training and development requirements Agree clear and measurable development objectives Complete essential paperwork Understand the need to facilitate continual informal dialogue between appraisals 1 Introduction and course objectives 2 The appraisal process The aim of the appraisal process Understanding the bigger picture - the appraisal process as part of the employee development process The benefits of the appraisal process Common pitfalls Five steps to an effective performance appraisal 3 Step 1 - Assessment Using job standards as the basis for objective assessment Assessment of previous objectives 4 Step 2 - Preparation Documentation required Data on each appraisee Planning the meeting 5 Step 3 - The meeting The skills of appraisal interviewing The structure of the appraisal interview Dealing with poor performance and difficult situations Taking notes and completing documentation 6 Step 4 - Planning ahead and objective setting Identifying action to improve performance and enhance skills Establishing relevant training needs Agreeing SMART performance objectives Formulating a personal development plan 7 Step 5 - Action after the interview Essential paperwork Follow-up and action required between appraisal interviews Continuing informal dialogue 8 Video case study Bullets 9 Conclusion Course review / discussion Preparation of action plans for building on the skills learnt Close

Live surgical training discussing technique for total laparoscopic hysterectomy.