166 Intelligence courses in Cardiff

Overview This is a 2 day applied course on XVA for anyone interested in going beyond merely a conceptual understanding of XVA and wants practical examples of Monte Carlo simulation of market risk factors to create exposure distributions and profiles for derivatives used for XVA pricing Learn how to do Monte Carlo simulation of key market risk factors across major asset classes to create exposure distributions and profiles (with and without collateral) for derivatives used for XVA pricing. Learn how to calculate each XVA. Learn sensitivities of each XVA and how XVA desks manage these. Learn regulatory capital treatment of counterparty credit risk (both for CCR and CVA volatility) and how to stress test this within ICAAP or system-wide external, supervisor-led capital stress test. Who the course is for Anyone involved in OTC derivatives XVA traders XVA quants Derivatives traders and salespeople Risk management Treasury staff Internal audit and finance Course Content To learn more about the day by day course content please click here To learn more about schedule, pricing & delivery options, book a meeting with a course specialist now

Course Duration: Half-day, 1-day, or modular delivery over 2–3 sessions Target Audience: Managers, team leaders, HR professionals, and employees who want to foster trust, openness, and inclusivity within their teams or organisations. Course Objectives By the end of this course, participants will be able to: Understand the concept and importance of psychological safety. Recognise how psychological safety impacts team performance and wellbeing. Identify behaviours and practices that support or undermine psychological safety. Develop strategies to create inclusive, respectful, and open team cultures. Apply tools to encourage constructive feedback, innovation, and open dialogue. Course Outline Module 1: What is Psychological Safety? Definition and origin (Dr Amy Edmondson’s research) Why psychological safety matters: the business and human case Link between psychological safety, innovation, collaboration, and retention Misconceptions: It’s not about comfort or avoiding challenge Module 2: Assessing the Current Environment Signs of a psychologically safe vs unsafe environment Common team behaviours and leadership pitfalls Self-assessment: how psychologically safe is my team? Module 3: Building the Foundations The four stages of psychological safety: Inclusion safety Learner safety Contributor safety Challenger safety Role of trust, empathy, and emotional intelligence The leader’s role in creating safe environments Module 4: Practical Strategies to Foster Safety Encouraging open communication and constructive disagreement Creating space for risk-taking and vulnerability Responding to feedback and mistakes without blame Speaking up behaviours – how to model and support them Module 5: Embedding Psychological Safety into Team Culture Meeting practices that promote psychological safety How to give and receive feedback safely Inclusive decision-making and respectful challenge Recognising and rewarding candour and contribution Module 6: Leading with Psychological Safety Coaching conversations and active listening Managing difficult conversations and underperformance safely Supporting neurodiverse or marginalised voices Sustaining safety under pressure and during change Delivery Style Facilitated discussions and group work Role plays, reflection activities, and real-life scenarios Peer learning and action planning Optional pre-work or post-session surveys Course Materials Provided Participant workbook Psychological safety assessment toolkit Conversation starter guide Leadership checklist for building safety Personal and team action plan Optional Add-ons Team psychological safety assessments (anonymous survey) Post-course coaching or leadership debrief Co-delivery with DEI (Diversity, Equity & Inclusion) workshops Integration with feedback or team development programs

Course Duration: Half-day, 1-day, or modular delivery over 2–3 sessions Target Audience: Managers, team leaders, HR professionals, and employees who want to foster trust, openness, and inclusivity within their teams or organisations. Course Objectives By the end of this course, participants will be able to: Understand the concept and importance of psychological safety. Recognise how psychological safety impacts team performance and wellbeing. Identify behaviours and practices that support or undermine psychological safety. Develop strategies to create inclusive, respectful, and open team cultures. Apply tools to encourage constructive feedback, innovation, and open dialogue. Course Outline Module 1: What is Psychological Safety? Definition and origin (Dr Amy Edmondson’s research) Why psychological safety matters: the business and human case Link between psychological safety, innovation, collaboration, and retention Misconceptions: It’s not about comfort or avoiding challenge Module 2: Assessing the Current Environment Signs of a psychologically safe vs unsafe environment Common team behaviours and leadership pitfalls Self-assessment: how psychologically safe is my team? Module 3: Building the Foundations The four stages of psychological safety: Inclusion safety Learner safety Contributor safety Challenger safety Role of trust, empathy, and emotional intelligence The leader’s role in creating safe environments Module 4: Practical Strategies to Foster Safety Encouraging open communication and constructive disagreement Creating space for risk-taking and vulnerability Responding to feedback and mistakes without blame Speaking up behaviours – how to model and support them Module 5: Embedding Psychological Safety into Team Culture Meeting practices that promote psychological safety How to give and receive feedback safely Inclusive decision-making and respectful challenge Recognising and rewarding candour and contribution Module 6: Leading with Psychological Safety Coaching conversations and active listening Managing difficult conversations and underperformance safely Supporting neurodiverse or marginalised voices Sustaining safety under pressure and during change Delivery Style Facilitated discussions and group work Role plays, reflection activities, and real-life scenarios Peer learning and action planning Optional pre-work or post-session surveys Course Materials Provided Participant workbook Psychological safety assessment toolkit Conversation starter guide Leadership checklist for building safety Personal and team action plan Optional Add-ons Team psychological safety assessments (anonymous survey) Post-course coaching or leadership debrief Co-delivery with DEI (Diversity, Equity & Inclusion) workshops Integration with feedback or team development programs

An insightful, enjoyable and experiential programme to help you analyse data and information and make a balanced decision based upon sound commercial reasoning. It will enable you to identify options, make decisions and take actions based on a thorough analysis combined with instinct and intuition to make a positive effect on profitability. This programme will help you: Identify ways to analyse data and sort relevant from irrelevant information Develop analytical and numerate thinking, and consider the financial implications of a decision Make decisions based on sound commercial reasoning - a mix of intuition and analysis Select from a range of tools to analyse a situation and apply these effectively Understand how costs and profits are calculated Use tried-and-tested techniques to manage and control your budgets Appreciate the fundamentals of financial analysis Focus on the bottom line Identify the basics of capital investment appraisal for your business Evaluate results and seek opportunities for improvement to your business 1 The commercial environment What do shareholders and investors want? What do managers want? Profit v non-profit organisations Investor expectations 2 Financial and non-financial information Risk and reward considerations Drivers of commercial decisions 3 Running a business A practical exercise to bring financial statements to life Different stakeholder interests in a business The impact and consequences of decisions on financial statements 4 Where do I make a difference to the organisation? How can I contribute to an improved business performance? Key performance indicators - measuring the right things A 'balanced scorecard' approach - it's not all about money! 5 A 'balanced scorecard' approach Analysing and reviewing my contribution to the business direction What is the current focus of my commercial decisions? Developing the business in the right way - getting the balance right! Where should/could it be in the future? Do my decisions support the overall vision and strategy? 6 Making commercial decisions Left-brain and right-brain thinking Convergent and divergent thinking Analysis and instinct Interactive case study exercise - emotional and rational decisions Reflection - what is my style of making decisions 7 Let's consider the customer! Identifying target markets Differentiating propositions and products Customer service considerations Marketing considerations and initiatives Pricing strategies and considerations 8 Strategic analysis The external environment The internal environment LEPEST analysis SWOT analysis Forecasting Group activity - analysing markets and the competition How do these improve your decisions? 9 Comparing performance Analysing key financial ratios Ways to compare performance and results Break-even analysis 10 Profit and loss accounts and budgeting Managing income and expenditure The budgeting process How does this link to the profit and loss account? Managing and controlling a cost centre/budget The role of the finance department Different ways of budgeting Incremental budgeting Zero-based budgeting 11 Understanding the balance sheet Purpose of balance sheets Understanding and navigating the content What does a balance sheet tell you? How do you affect your balance sheet? Links to the profit and loss account A practical team exercise that brings financial statements to life 12 Business decisions exercise How does this improve your decisions? A practical exercise to apply new knowledge and bring commercial thinking to to life The impact and consequences of decisions on financial statements 13 Working capital Why is this important? The importance of keeping cash flowing Business decisions that affect cash Calculating profit 14 Capital investment appraisal Capex v Opex Payback Return on investment The future value of money The concept of hurdle rate 15 Lessons learned and action planning So what? Recap and consolidation of learning The decisions that I need to consider Actions to achieve my plan

Businesses that don't control their costs don't stay in business. How well are you doing? Is everyone in your organisation sufficiently aware of costs, managing them effectively and maximising opportunities to reduce them? If there is scope for improvement, this course will help get you back on track. It will demonstrate that cost reduction is so much more than cost control and cost cutting. True cost management is about being aware of costs, seeking to reduce them through good design and efficient operating practices whilst taking continuing action on overspending. This course will develop the participants' skills in: Being aware of costs at all times Seeking cost reduction from the start (including life-cycle costing) Appraising projects / production to identify and take out risk Understanding real budgeting Using techniques such as ZBB and ABC where appropriate Ensuring cost reports lead to action Managing a cost reduction process that delivers Benefits to the organisation will include: Identification of cost reduction and business improvement opportunities Better reporting and ownership of costs Greater awareness and control of everyday costs 1 Introduction - the cost management process The risks of poor cost control Capital and revenue costs The importance of cost awareness The importance of cost reduction Cost management - the key aspects How to build a cost management and control process checklist for your areas of responsibility 2 Cost removal - taking out costs Cost awareness Costs of poor design / poor processes Value engineering Removing redundant costs 3 The need for commercial, technical and financial appraisals Understand the problems before cash is committed and costs incurred Making the effort to identify commercial and technical risk The time value of money - DCF techniques for long term projects Cost models for production processes and projects Costing models - project appraisals The use of spreadsheets to identify sensitivity and risk How to focus on risk management 4 Budgeting - proper budgeting challenges costs The philosophy of the business - are costs an issue? The importance of having the right culture The need for detailed business objectives Budgetary control measures Designing budget reports - for action 5 Zero-based budgeting (ZBB) - the principles Much more than starting with a clean sheet of paper What ZBB can achieve The concept of decision packages - to challenge business methods and costs Only necessary costs should be incurred A review of an operating budget - demonstrating what ZBB challenges and the costs it may lead to being taken out 6 Awareness of overheads and other costs Definitions of cost - direct and indirect Dealing with overheads - what is meant by allocation, absorption or apportionment? The apparent and real problems with overheads Different ways of dealing with overheads Review of overhead allocation methods and accounting and reporting issues 7 Overheads and product costing Activity-based costing (ABC) - the principles Where and how the ABC approach may be helpful Know the 'true' cost of a product or a project Should you be in business? Will you stay in business? Identifying weaknesses in a traditional overhead allocation How ABC will help improve product or service costing Identifying which products and activities should be developed and which abandoned 8 Cost reduction culture The need for cost reports What measures can be used to identify over-spends as early as possible Cost control performance measures and ratios 9 Design of cost control reports Reports should lead to action and deliver Selecting cost control measures which can be acted upon Practice in designing action reports 10 Course summary - developing your own cost action plan Group and individual action plans will be prepared with a view to participants identifying their cost risks areas and the techniques which can be immediately applied to improve costing and reduce costs

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