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VAT on Virtual and Online Programmes

VAT is applicable on virtual programmes to delegates attending from the UK*. If participating from the EU, a valid VAT number is required to ensure VAT will not be charged under the reverse charge mechanism. VAT is not applicable to attendees from all other countries.
*For virtual courses ran through our Asia office, VAT may be applicable to HK and Singapore residents only. Find out more by contacting learning@euromoney.com

 

Claiming Back Your VAT

All attendees of a London based course incur VAT as a part of the cost of attendance.

Euromoney Learning have partnered with VAT IT to allow you the unique opportunity to recoup the VAT incurred.

Using VAT IT's extensive experience and simple sign-up and refund process, every invoice can be turned into cash for your business.


Claim the VAT that's rightfully yours in four simple steps:

1. Register your interest

2. Sign a few simple documents

3. VAT IT processes your claim

4. Receive your refund




Why choose VAT IT 

VAT IT have spent two decades identifying, researching and perfecting the foreign VAT Reclaim process and built the best back end technology in the industry. By partnering with Euromoney Learning, we can provide you with a fast and effective way to reclaim your VAT which helps reduce the cost of your training.

VAT IT will charge a percentage of the VAT refund if/when it is successful. 


Can I claim back the VAT myself?

You can claim back VAT directly from the UK Tax Authority (HMRC) by completing the following form. 
For European clients, please refer to form VAT 65
All other clients, please refer to form VAT 65A.

 

You may also be able to claim back your VAT against courses taking place outside of the UK, and we would recommend contacting VAT IT, our specialist partner, to discuss how to do this.

Strategic Planning, Effective Budgeting & Cost Control

Get ahead in the planning, control, and budgeting cycle
  • Today, the human mind is often absorbed in so much data, that it has difficulty processing the multitude of facts and relationships simultaneously and sometimes forgets important elements. Thus, as plans become more and more intricate, they should be documented in writing and include qualitative narratives of goals, objectives, and means of accomplishing the objectives.

    This budgeting and cost control course will allow the participant to explore and share with other participants new thoughts in the planning, control, and budgeting cycle, resulting in a renewed energy in returning to the workplace and implementing a more focused budgeting process, which communicates useful and timely information to management.


    The course will provide a framework for each topic covered, and then will make extensive use of exercises and case studies.

    • Live group instruction
    • Detailed practical examples
    • Use of case studies and real world examples
    • Interactive participation
    All participants receive a comprehensive binder containing copies of the presentation slides, handouts and other course materials

    Featuring:

    • Introduction to planning and control
    • Budgeting overview
    • Behavioural aspects of budgeting
    • Understanding cost behaviour
    • Flexible budgets and standard cost systems
    • Developing an annual/master budget
    • Conceptual aspects of budgeting
    • Resource allocation
    • Activity-based management and activity-based costing
    • Controlling Costs: Economy, Efficiency & Effectiveness
    • Delivering operational excellence

    What this course will enable you to do:

    • Acquire best practices in budgeting
    • Understand the strategic role of cost concepts
    • Explain the costs concepts to the use of cost information for management control
    • Describe the role of budgets in the management process
    • Discuss the importance of strategy and its role in the master budget
    • Prepare a master budget and explain the interrelationships among its supporting schedule
    • Understand zero-base, activitybased, and kaizen approaches to budgeting
    • Explain the essence of control systems
    • Develop flexible budgets for evaluating short-term financial performance
    • Identify different cost control measures
    • Measure and evaluate performance
    • Leverage emerging technologies for delivering operational excellence

     

    Virtual Delivery Approach

    A Virtual Classroom will be used as the online delivery tool with a total of 3 sessions in a single day, each session lasting 90 minutes with a short break at mid-way point during each session.

    Each session will lead to the next session with an interval of 30 minutes at the end of session 1 and 60 minutes at the end of session 2.
    All sessions are designed to optimise your learning experience with ample opportunity for you to engage with the Tutor and other course participants throughout the Virtual Classroom.
    In this environment, the Tutor will cover the course content and learning outcomes using different perspectives to reinforce understanding and practical application of knowledge.

    Each session will follow a similar structure i.e. brief overview of course material plus sharing of any valuable business insights. Participants will also be invited to engage in discussions throughout.

    The Tutor will provide practical guidance on how to respond to issues raised by Tasks set in advance in the pre-reading course materials. Any recurring themes or queries highlighted in advance by participants will also be covered during each session at the appropriate time.

    Each Tutor will facilitate discussion on the final day of their delivery whereby participants can not only learn from each other but may also highlight any aspects they found particularly helpful and worthy of consideration in their workplace.

     

     

     

    Note - A good level of spoken and written English is required to attend this course. Delegates should be of an intermediate standard in English at a minimum. Please refer to the Common European Framework of Reference for Languages - as a guide the level required is B2.

     

     

     

  • All session times will run on BST (British Summer Time)
     

     


    Interactive and facilitated sessions each day:
    3 sessions each day, each session lasting 90 mins with breaks between sessions
    • Session 1: 09:30 – 11:00
    • Session 2: 11:30 – 13:00
    • Session 3: 14:00 – 15:30

    Allow extra time for:
    • 30 mins before start at 9:00 - 9:30 for Tutor prep and registrations.
    • 30 mins at end of each day for participant to ask questions.

    Session 1: 09:30 – 11:00

    Introduction and Course Objectives
    • Context of the global crisis and the ever-increasing demands made on strategic planning
    • Course Director and delegates (call out who’s in the virtual room)
    • Reasons for attending (call out as far as known in advance) at time of booking

    Strategic Planning
    Finance’s role beyond assembling the numbers.

    - Finance’ role in supporting strategic planning
    - Assessing financial impact of strategic choices
    - Making Strategy Work - Improving communication, tracking implementation, adapting

    Management of a Finance Function
    Current demands and how leading finance functions have responded.

    - Management vs. leadership
    - Motivating finance people
    - Managing change in finance

    Discussion or Task: Finance at the heart of strategic development / Formulating financial strategy

    Session 2: 11:30 – 13:00

    Budgets & Rolling Forecasts
    (Outcome Driven Budgeting & Event Driven Forecasting)
    Learn to modify these to make them forward looking and pivotal to run business.

    - How to engage the business
    - Role of Budgets and forecasts, linking them to strategy
    - Comparing and contrasting types of budgets and forecasts

    Post-Budget Analysis


    - Identifying corrective action
    - Rolling forecast as a catalyst for change
    Annual Budget and Forecasting Cycle

    - Key drivers behind sales, costs and margins
    - Scenario planning for uncertain futures
    - Budget and forecasting timetable

    Reflections on Case Study: Planning, budgeting and forecasting: Putting it all together

    Session 3: 14:00 – 15:30

    Performance Reporting and Analytics
    Make reporting intelligible and succinct.

    - Advanced analytic tools and executive dashboard
    - Addressing sustainability issues
    - Digitising the finance function: Information architecture, legacy systems and manual interfaces

    Benchmarking and Reporting
    • - Financial and non-financial key performance indicators (KPIs)
    • - Milestone monitoring
    • - Communication in fewer words to non-financial audience
    Reflections on Case Study: Enhancing presentation of reports / Tackling digital

    Day 2 

    Session 1: 09:30 – 11:00

    Building Relationships and Influence

    Managing expectations and maintaining credibility

    - Handling conflict and issues calling for judgment
    - Fundamentals of managing upwards
    - Managing in a business discontinuity
    Case Study and Discussion: Developing gravitas and personal presence

    Finance Business Partnering
    Identifying and interpreting what internal customers really need and want.

    • Barriers and limitations
    • Measuring success


    Case Study and Discussion: Obtaining buy-in, embedding partnering across the organisation

    Session 2: 11:30 – 13:00

    Risk Management
    Risk management is key to effective corporate governance. What is finance’s role?

    • Understanding risk jargon: appetite, tolerance, aggregation and mitigation
    • Strategies to respond for risk
    • Cost/effective risk management in finance's own processes
    Discussion or Task: Overcoming challenges in embedding risk policy
    Session 3: 14:00 – 15:30

    Financial Plan

    Appraisal techniques in action – commonly used techniques noting limitations

    - Net present value, internal rate of return, profitability index, discounted payback

    Crisis Management
    Ensuring a pragmatic approach

    - Assessing situation, identify biggest problems
    - Knowing your stakeholders, rebuilding credibility
    - Scenario planning and risk assessments / Plan B

    Discussions: Why first few days are most critical in any crisis?

    Recap of Days 1 & 2 by Raj

     

     

    Day 3: 


    [We use Harvard Business School (HBS) two cases on operational excellence to guide our discussion]

    Session 1: 09:30 – 11:00

    Introduction and Course Objectives
    • Strategic importance of cost control in a networked economy
    • Operating models for firms in times of crisis (shared experiences – virtual)
    • Understanding and evaluating cost control priorities and measures

    Strategic Costing Techniques
    Executive focus on operational effectiveness.

    - CFO, COO, CIO mandates on cost controls
    - Evaluating cost concepts for implementation
    - Role of the CFO – Assessing synergies and innovations

    Managing Costs
    How leading companies manage costs for strategic advantage.

    - Innovating with target costing
    - Drivers of costs, and controlling direct costs
    - Managing in times of change

    Discussion: Decision making in challenging times – shutdown or stay afloat?

    Session 2: 11:30 – 13:00

    Strategies for cost reduction and operational effectiveness

    Reduce cost, improve speed of service, and improve quality

    - Responsibility accounting
    - Lean principles
    - Six Sigma methodology
    Techniques for delivering cost control

    - Activity Based Costing
    - Value Chain Analysis
    - Total Quality Management
    Case Study and Discussion: Cost control and profitability



    Session 3: 14:00 – 15:30

    Decision making under uncertainty
    .
    (How to deploy techniques to make effective short-term operational decisions to influence strategy)

    - Contribution Analysis
    - Short term decision making
    - Relevant cost analysis

    Leveraging emerging technologies to deliver operational excellence,
    (Manage costs and to deliver operational excellence, with real-world examples)

    - Customer relationship management (CRM),
    - Enterprise resource management (ERM)
    - Service Oriented Architecture (SOA)

    Day’s summary: Controlling costs becomes a strategic thrust that increases profits, improves operations, and maximizes shareholder wealth to improve effectiveness

    Case Study and Discussion: Delivering Operational Excellence

  • Our Tailored Learning Offering

    Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company’s exact requirements? If you’d like to do either of these, we can bring this course to your company’s office. You could even save up to 50% on the cost of sending delegates to a public course and dramatically increase your ROI.

    If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.

    We produce learning solutions that are completely unique to your business. We’ll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.

  • We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

    We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:

    • Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
    • Track record – 10/10 of the world’s largest banks have chosen us as there training provider and we have delivered training across the largest banks and have trained over 25,000 professionals.
    • Knowledge – our 100+ strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
    • Reliability – if we promise it, we deliver it. We have delivered over 25,000 events both in person and online, using simultaneous translation to delegates from over 99 countries.
    • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 4.2/5 on service and 4.7/5 on Coursecheck
This course can be run virtually online or as an in-house, tailored learning solution

Instructors

  • Raj Gandhi

    I have 25 years’ experience in the financial services, energy and retail sector and have built up expertise in finance, treasury, internal audit, risk and governance.

    Biography

    Raj Gandhi - days 1-3:GGV London works with clients in the UK and internationally focusing entirely on solutions and knowledge transfer. It has also forged relationships with prominent institutions such as Euromoney, ACT, ACCA, ICAEW and the IoD to deliver executive training that empowers participants to tackle challenges.Raj is a fellow of the ACCA (accountancy), the ACT (Treasury) and member of the IoD (Institute of Directors). In a career that spans 25 years, he has held board and senior positions specialising in finance, treasury, governance and risk. Formerly CFO of London Capital Group plc, Raj’s other roles include member of group reporting team and treasury audit manager for Royal Dutch Shell plc, business unit director for Man Group plc, and group treasurer of Empire Stores Group Plc. In 2011, Raj founded GGV London to deliver in-demand leadership training to senior executives and to provide distinct consulting and mentoring services.
  • Niran Subramaniam

    Biography

    Dr Niran Subramaniam is a Fellow Chartered Management Accountant (FCMA) with an exemplary record of senior management leadership roles in the strategic planning and implementation of performance measurement and management systems. His rich experience in finance and strategic information systems, spans over fifteen years in the financial services, telecommunications and higher education sectors. He lectures financial management systems to MBAs and executives at the University of Oxford, and conducts interdisciplinary research in Managerial Accounting and Information Systems. His current research focuses on the interplay of the social and organisational aspects of performance management systems in the contemporary organisational settings.