2460 Courses in Sittingbourne

No-one in business will succeed if they are not financially literate - and no business will succeed without financially-literate people. This is the ideal programme for managers and others who don't have a financial qualification or background but who nonetheless need a greater understanding of the financial management disciplines essential to your organisation. This course will give the participants a sound understanding of financial reports, measures and techniques to make them even more effective in their roles. It will enable participants to: Overcome the barrier of the accountants' strange language Deal confidently with financial colleagues Improve their understanding of your organisation's finance function Radically improve their planning and budgeting skills Be much more aware of the impact of their decisions on the profitability of your organisation Enhance their role in the organisation Boost their confidence and career development 1 Review of the principal financial statements What each statement containsOutlineDetail Not just what the statements contain but what they mean Balance sheets and P&L accounts (income statements) Cash flow statements Detailed terminology and interpretation Types of fixed asset - tangible, etc. Working capital, equity, gearing 2 The 'rules' - Accounting Standards, concepts and conventions Fundamental or 'bedrock' accounting concepts Detailed accounting concepts and conventions What depreciation means The importance of stock, inventory and work in progress values Accounting policies that most affect reporting and results The importance of accounting standards and IFRS 3 Where the figures come from Accounting records Assets / liabilities, Income / expenditure General / nominal ledgers Need for internal controls 'Sarbox' and related issues 4 Managing the budget process Have clear objectives, remit, responsibilities and time schedule The business plan Links with corporate strategy The budget cycle Links with company culture Budgeting methods'New' budgetingZero-based budgets Reviewing budgets Responding to the figures The need for appropriate accounting and reporting systems 5 What are costs? How to account for them Cost definitions Full / absorption costing Overheads - overhead allocation or absorption Activity based costing Marginal costing / break-even - use in planning 6 Who does what? A review of what different types of accountant do Financial accounting Management accounting Treasury function Activities and terms 7 How the statements can be interpreted What published accounts contain Analytical review (ratio analysis) Return on capital employed, margins and profitability Making assets work - asset turnover Fixed assets, debtor, stock turnover Responding to figures EBIT, EBITEDIA, eps and other analysts' measure 8 Other key issues Creative accounting Accounting for groups Intangible assets - brand names Company valuations Fixed assets / leased assets / off-balance sheet finance

Movement for Calmis an exercise-based workshop exploring yogic and muscle relaxation techniques from a range of practices. The aim is to release tension within the body. When we are stressed or anxious, we produce adrenaline, the 'fight' or 'flight' chemical response. Movement for Calm will help explore ways to restore balance to the chemical reactions produced in the body, loosening muscles and in turn calming both body and mind. This workshop has been developed for forward-thinking organisations wanting to make a real commitment to improving workplace wellbeing. This workshop will help participants identify areas of tension in the body, and learn exercises and movement-based sequences to release anxiety and stress caused by unnecessary muscle tension. The aim is that people leave the workshop relaxed and refreshed, ready to take on the toughest of corporate challenges.

How do you manage yourself under pressure? Are there times you get hijacked by your emotions and find it hard to deal with setbacks? How good are you at dealing with change? Resilience is all about having the ability to adapt, deal with change constructively and bounce back from adversity. While some people are naturally more resilient that others it is something that can be learnt. This session focuses on helping you respond positively to the pressures and demands of work and take specific steps in building your personal resilience. Take away: Action planner for i-resilience profile. You will have the opportunity to: Gain insight into the relationship between work pressure, performance, wellbeing and resilience Explore your natural strengths and how to manage what pushes you into a less resourceful state Understand the skills and techniques that underpin the behaviours and attitudes of highly resilient people

The CIEH Foundation Certificate in Occupational Health and Safety supports businesses in their legal obligations to ensure employees are protected from harm. This course is ideal for those who want to develop their knowledge of health and safety issues in the workplace and of the regulations for maintaining a healthy and safe working environment. This course will focus on common hazards and how to control them. It will help you work more safely and be more aware of how your own actions can affect the health and safety of others.

This practical course gives participants a brief overview of a range of legal aspects and also incorporates a topical perspective of health and safety matters in the workplace today. The programme will help elected staff safety representatives to grasp in more detail how to comply with the law in practice. 1 The legal framework Management of Health and Safety at Work Regulations (MHSWR) Safety Representatives and Safety Committees Regulations Representatives' functions H&S Consultation with Employees Regulation HSG 263 2 'The six pack' Management of Health and Safety at Work Regulations (MHSWR) Display Screen Equipment Regulation (DSE) Manual Handling Health, Safety and Welfare Provision and Use of Work Equipment Regulation Personal Protective Equipment Regulation 3 Accident reporting and procedures Reporting Injuries, Diseases and Dangerous Occurrences Regulation (RIDDOR) Accident investigation guidance

At some point in your life you will have attended a training course or workshop, but what happens when you are asked to deliver one? Some people relish the opportunity while others are challenged by it. Whatever you feel about training others, it is a skill that is admired and can be studied and learned. With the trainer you will be learning the techniques, skills and understanding you need and you will have the chance to deliver a short training session to others, receive feedback and having the confidence to deliver it for real in your job. The training will comprise one day followed by a half day when all those able to attend will deliver and have feedback on a 20 minute training activity. To be able to create and maintain an environment conducive to learning and engagement To understand basic learning theory and practice and the difference between training, facilitating and learning To understand how adults learn and how to apply it as a trainer To be able to plan and deliver a training activity using the appropriate set of skills and behaviours To be able to review and evaluate learning and identify how outcomes are met To manage the learning process and the participant engagement in the training environment To be able to present effectively and appropriately to a variety of audiences To deliver and receive feedback on a short delivered training activity with peers To review and evaluate learning and have an action plan to take back and put into practice DAY ONE (full-day) 1 Welcome, housekeeping, how the day will be run Introductions (and making the most of them) Warm up - breaking the ice followed by review and feedback Creating an environment conducive to learning and engagement; managing expectations well as a trainer Group task with feedback and review in plenary 2 What is training and how do adults learn? Trainer input: David Kolb's Learning Cycle Group tasks 3 How to plan a session and what to include - trainer input Starting at the end and working backwards Linking outcomes to purposeful activities Practice task and planning time for day two using a template 4 The skills and behaviours of a brilliant trainer Modelling skills and behaviours Creative task and discussion 5 Mini reviewing task De-brief - using reviewing in training 6 How to manage the process Trainer input followed by practice Paying conscious attention to language (verbal and non verbal), feelings and responses in the room and managing yourself as a trainer 7 The trainer's toolkit #1 Key tools, materials and templates Choosing different tools and approaches with different audiences Know your audience 8 The trainer's toolkit #2 Key tools, materials and templates continued Addressing trainer good practice 9 Review, evaluation and action planning activities Why and what should we be evaluating and why it's important Action planning task Group review task DAY TWO (half-day) The day will comprise a series of 30 minute timed sessions where each delegate will present and deliver a training activity with the group. The training activity will be prepared and planned in advance and will take 20 minutes (+ or - 2 minutes) to deliver in real time. This will be followed by review and feedback from the trainer and peers to complete the total of 30 minutes as a time slot. Reiteration of the task and discussion can take place with the trainer if needed, and there is time included in Day One to support the training planning.

This one-day course focuses on issues such as writing formulas and accessing help while writing them, and taking formulas to the next level by nesting one inside another for a powerful formula result. It also looks at ways of analysing data with reports, summarised by varying criteria. A range of time-saving tips and tricks are shared. This course will help participants: Calculate with absolute reference Group worksheets Link to tables Use the function library effectively Get to grips with the logical IF function Use conditional formatting Create pivot table reports Use data validation Master the VLOOKUP function 1 Calculating with absolute reference The difference between a relative and absolute formula Changing a relative formula to an absolute Using $ signs to lock cells when copying formulas 2 Grouping worksheets Grouping sheets together Inputting data into multiple sheets Writing a 3D formula to sum tables across sheets 3 Linking to tables Linking to a source table Using paste link to link a table to another file Using edit links to manage linked tables 4 The function library Benefits of writing formulas in the function library Finding the right formula using insert function Outputting statistics with COUNTA and COUNTBLANK Counting criteria in a list with COUNTIFS 5 Logical IF Function Outputting results from tests Running multiple tests for multiple results The concept of outputting results from numbers 6 Conditional formatting Enabling text and numbers to standout Applying colour to data using rules Managing rules Copying rules with the format painter 7 View side by side Comparing two Excel tables together Comparing two sheets together in the same file 8 Pivot table reports Analysing data with pivot tables Managing a pivot table's layout Outputting statistical reports Controlling number formats Visualising reports with pivot charts Inserting slicers for filtering data 9 Data validation Restricting data input with data validation Speeding up data entry with data validation 10 VLOOKUP function Best practices for writing a VLOOKUP A false type lookup A true type lookup Enhance formula results with IFNA 11 Print options Getting the most from print Printing page titles across pages Scaling content for print

This five-day programme empowers participants with the skills and knowledge to understand and effectively apply best practice commercial and contracting principles and techniques, ensuring better contractor performance and greater value add. This is an assessed programme, leading to the International Association for Contracts & Commercial Management (IACCM)'s coveted Contract and Commercial Management Practitioner (CCMP) qualification. By the end of this comprehensive programme the participants will be able to: Develop robust contracting plans, including scopes of work and award strategies Undertake early market engagements to maximise competition Conduct effective contracting and commercial management activities, including ITT, RFP, negotiated outcomes Understand the legalities of contract and commercial management Negotiate effectively with key stakeholders and clients, making use of the key skills of persuading and influencing to optimise outcomes Undertake effective Supplier Relationship Management Appreciate the implications of national and organisational culture on contracting and commercial activities Appreciate professional contract management standards Set up and maintain contract and commercial management governance systems Take a proactive, collaborative, and agile approach to managing commercial contracts Develop and monitor appropriate and robust KPIs and SLAs to manage the contractor and facilitate improved contractor performance Appreciate the cross-functional nature of contract management Collaborate with clients to deliver sustainable performance and to manage and exceed client expectations Understand the roles and responsibilities of contract and commercial managers Use effective contractor selection and award methods and models (including the 10Cs model) and use these models to prepare robust propositions to clients Make effective use of lessons learned to promote improvements from less than optimal outcomes, using appropriate templates Effectively manage the process of change, claims, variations, and dispute resolution Develop and present robust propositions Make appropriate use of best practice contract and commercial management tools, techniques, and templates DAY ONE 1 Introduction Aims Objectives KPIs Learning strategies Plan for the programme 2 The contracting context Key objectives of contract management Importance and impact on the business 3 Critical success factors Essential features of professional commercial and contract management and administration The 6-step model 4 Putting the 'management' into commercial and contract management Traditional v 'new age' models The need for a commercial approach The added value generated 5 Definitions 'Commercial management' 'Contract management' 'Contracting' ... and why have formal contracts? 6 Stakeholders Stakeholder mapping and analysis The 'shared vision' concept Engaging with key functions, eg, HSE, finance, operations 7 Roles and responsibilities Contract administrators Stakeholders 8 Strategy and planning Developing effective contracting plans and strategies DAY TWO 1 Contract control Tools and techniques, including CPA and Gantt charts A project management approach Developing effective contract programmes 2 The contracting context Key objectives of contract management Importance and impact on the business 3 Tendering Overview of the contracting cycle Requirement to tender Methods Rationale Exceptions Steps Gateways Controls One and two package bids 4 Tender assessment and contract award I - framework Tender board procedures Role of the tender board (including minor and major tender boards) Membership Administration Developing robust contract award strategies and presentations DAY THREE 1 Tender assessment and contract award II - processes Pre-qualification processes CRS Vendor registration rules and processes Creating bidder lists Disqualification criteria Short-listing Using the 10Cs model Contract award and contract execution processes 2 Minor works orders Process Need for competition Role and purpose Controls Risks 3 Contract strategy Types of contract Call-offs Framework agreements Price agreements Supply agreements 4 Contract terms I: Pricing structures Lump sum Unit price Cost plus Time and materials Alternative methods Target cost Gain share contracts Advance payments Price escalation clauses 5 Contract terms II: Other financial clauses Insurance Currencies Parent body guarantees Tender bonds Performance bonds Retentions Sub-contracting Termination Invoicing 6 Contract terms III: Risk and reward Incentive contracts Management and mitigation of contractual risk DAY FOUR 1 Contract terms IV: Jurisdiction and related matters Applicable laws and regulations Registration Commercial registry Commercial agencies 2 Managing the client-contractor relationship Types of relationship Driving forces Link between type of contract and style of relationships Motivation - use of incentives and remedies 3 Disputes Types of dispute Conflict resolution strategies Negotiation Mediation Arbitration DAY FIVE 1 Performance measurement KPIs Benchmarking Cost controls Validity of savings Balanced scorecards Using the KPI template 2 Personal qualities of the contract manager Negotiation Communication Persuasion and influencing Working in a matrix environment 3 Contract terms V: Drafting skills Drafting special terms 4 Variations Contract and works variation orders Causes of variations Risk management Controls Prevention Negotiation with contractors 5 Claims Claims management processes Controls Risk mitigation Schedules of rates 6 Close-out Contract close-out and acceptance / completion HSE Final payments Performance evaluation Capturing the learning 7 Close Review Final assessment Next steps

What do engineers and project managers need to know of finance? 'Nothing - leave it to the accountants!' No, no, no! Engineers must be conversant with the terminology and statements that accountants use. Technical expertise in projects, service delivery, production or other areas can only really be harnessed if the managers understand the accounting and reporting that drives businesses. This course gives the necessary understanding to project, production and technical managers. It develops their skills in understanding financial and management accounting. Accountants may not always like it but a major part of their work is to be the 'servants of business' and to gather, compile and present your figures. So you must understand the figures - they belong to you, your processes or projects. There are many reasons for maintaining accurate accounts. This course focuses on the strategic issues (those over-used words) - what figures reveal about the drivers of business and what they reveal about the day-to-day issues that accountants bother you with. The course will enhance your understanding of finance and of the accounting issues which affect your projects, production and technical areas of business. This course will help you: Understand the business world in figures - make sense of what the accountants are telling you Appreciate what drives business - and how this affects your role in your part of the business Relate your activities to the success of the business - through figures Gain the skills to advance in management - financial awareness is a 'must have' if you are to progress in your career 1 What do accountants do? The finance function, types of accountant, financial v management accounting and the treasury function Understanding the role of the finance function and how the information you provide may be used 2 The basic financial statements Balance sheets and income statements (P&L accounts) What they are, what they contain and above all what they can reveal - how to read them The accounting process - from transactions to financial statements What underpins the statements - accounting systems and internal controls 3 Why be in business - from a financial perspective The driving forces behind financial information Performance measures - profitability, asset utilisation, sales and throughput, managing capital expenditure 4 Accounting rules - accounting standards Accounting concepts and the accounting rules: accruals, 'going concern' - substance over form and other 'desirable qualities' Accruals - why the timing of a transaction is so important to the finance function Depreciation and amortisation - the concepts and practice Accounting standards - the role of International Financial Reporting Standards 5 Cash The importance of cash flow - working capital management Cash flow statements - monitoring overall cash flows Raising cash - levels of borrowing, gearing Spending cash - an outline of capital expenditure appraisal 6 Budgeting Why budget? - good and bad practice Determining why budgets play a key role and should not be simply an annual ritual Justifying your budgets - the link between the strategic plan and day-to-day budgeting - alignment of company culture Budgets as motivators - the importance of the right culture Techniques to improve budgeting - whether day-to-day or capital budgeting 7 Costing The type and detail of costing very much depends on your business - eg, manufacturing piston rings is quite different from the construction of a power plant Issues with overhead allocation Accounting for R&D 8 Reading financial statements Annual financial statements - why they are produced, what's in them and what you should look for Learning what a set of accounts reveals about a company's current situation, profitability and future prospects 9 Performance measurement - analytical reviews and ratio analysis ROI/ROCE Profitability, margins and cost control Sales - asset turnover Efficiency (asset / stock turnover, debtor / creditor days) 'City' measures Investment (interest / dividend cover, earnings per share, dividend yield)

This programme concentrates on the core planning skills needed to develop sound practical project plans in a team environment. This enables the plan to be modified should requirements change or difficulties arise. The programme also gives participants the confidence to practise those skills and apply them in the work environment and deliver their projects more successfully in the future. Participants learn fundamental project management concepts and terminology, demystifying the project management process, and, in particular, how to: Break a project down into manageable sections and ensure nothing is left out Understand and apply estimating techniques to develop realistic estimates Sequence work effectively and carry out critical path analysis to determine project duration and which tasks to pay closest attention to Manage project risk effectively to protect project value Monitor, control and re-plan the project to best keep it on track Close out the project and ensure the project comes to an orderly end 1 Introduction Self-introductions and personal objectives Course objectives Sharing of project issues 2 Project management concepts Characteristics of a project and what should be kept as operational responsibilities Understanding the triple and quadruple constraints - and their limitations Prioritising requirements through the MOSCOW technique Product v project life cycle Key project roles and responsibilities - the importance of sponsorship and clarity of roles 3 Starting a project, and the importance of the terms of reference / project brief Avoiding the pressure to 'just do it'! The importance and benefits of planning The best time to learn! Initial project documentation - the BOSCARDI approach 4 Breaking the work down Understanding alternative breakdown structures such as the product breakdown structure and work breakdown structure Guidelines for creating a work breakdown structure to ensure the full work scope is identified 5 Estimating Alternative estimating techniques and associated confidence levels Further considerations - loss and resource factors 6 Organising the work Use of network diagrams to develop a clear sequence of work Critical path analysis and calculating the project duration and task float - and usage 7 The management of project risk Understanding the nature of project risk The risk analysis and risk management processes How to best manage threats and opportunities Running a risk workshop Using the risk register 8 Scheduling the work The importance of the Gantt chart and understanding its limitations The Gantt chart layout and using alternative views such as the tracking Gantt Using alternative dependencies 9 Resource issues Assigning resources and resolving resource overloads Crashing and fast-tracking your project and potential issues to look out for 10 Controlling the project The control cycle and alternative feedback mechanisms Alternative progress reporting Assessing the impact The importance of re-planning The benefits of control Change control - the importance of impact analysis The steps of change control and the use of the issue register 11 Closing the project The project closure checklist Reviewing the project - things to avoid Developing meaningful lessons and ensuring they are applied effectively The post-project review - its importance to the organisation