Finance and Operations Academy

Objectives

By the end of this course, participants will have a clear understanding of the business process mapping standards, and how to use them to communicate current processes and propose enhancements.

Outcome

By the end of the course, participants will be able to:

• Select Prioritised Areas for transformation
• Develop standardised process mapping to capture current practices
• Analyse processes, and identify how business processes can be improved and what the future looks like

Agenda

• Need for business process mapping
• Standards for business process mapping
• Practising business process mapping

  1 day

  Classroom / Virtual

Target audience

• Managers and above

Objectives

By the end of the course, participants will have a holistic view of the requirements to drive business process transformations successfully within the organisation.

Outcome

By the end of the course, participants will be able to understand the core activities required to drive holistic business process transformations.

Agenda

• Business processes structure (five levels)
• Data and insights collection for analysis
• Business Process Mapping
• Transforming Business Processes
• Zero based process redesign
• Business Process Change Management

  5 days

  Classroom / Virtual

Target audience

• Managers and above

Objectives

The course will help the firm identify:

• Strategic thinking and the unique competitive strength and necessary capability to win in the market
• The gap between the current situation and the level needed

Outcome

By the end of this course, attendees will be able to:

• Formulate a corporate key message to the market (way to play in line with mission, vision & core values)
• Conduct a Capability Analysis - key capabilities to win in the Market and the gap between the required capability and the current situation
• Draw up options & key KPI for execution plan

Agenda

• Understanding framework for Strategy base on Capability: Way to Play - Capability System - Product portfolio;
• Defining the gap between the required capability and the current situation, then develop options to fill the gap

  4 hours

  Classroom / Virtual

Target audience

• Top Management Level & Strategy team

Objectives

In this workshop, we will take you through all that you need to know in order to prepare a cash flow forecast.

Outcome

By the end of this course, attendees will be able to produce a statement of cashflows, which is a valuable reporting tool used or relied upon by various stakeholders to make informed decisions, especially those surrounding liquidity and going concern of a business.

Agenda

• How to apply the definition of 'cash & cash equivalents' in practice
• The difference between 'direct' & 'indirect' methods of reporting cash flows from operating activities
• How to meet the amended MFRS 107 Disclosure Requirement of changes in Liabilities arising from financing activities
• Circumstances under which cashflows related to taxation, acquisition and disposal of equity investments and leases under regulations could be classified as either operating, investing or financing cash flows
• Whether cash flows should be presented on a gross or net basis
• The cash flow statement complexities that could arise with regards to intergroup transactions or transactions with your joint ventures or associates

  1/2 day

  Classroom / Virtual

Target audience

• Finance Directors 
• Tax Controllers
• Senior management
• Finance and tax managers/ executives
• Financial analysts
• Regulators, academics and accountancy students

Objectives

The course aims to provide:

• Understanding of the concept of a PPP; its structure and scheme, benefits of risk management, and introduction to PPP Risk Management
• Understanding of the Legal aspects of PPP
• Understanding of how to prepare and respond to PPP tender process (RFQ and RFP stages)
• Understanding of the content of a PPP agreement and how to manage the PPP contract

Outcome

By the end of this course, attendees will:

• Understand PPP concepts,
• Have the skills and judgement needed to structure effective PPPs

Agenda

• The foundation of PPP concepts and knowledge, which includes the PPP concept, risk management in PPP, government support, roles and responsibilities of PPP organisations and legal aspects;
• General PPP Procurement Process
• PPP Pre-Qualification Process and Request for Qualification Document
• Tender Process and Request for Proposal Document (RfP);
• PPP Agreement
• PPP Contract Management Principles

  2 days

  Hydrid

Target audience

• Government officials in the PPP procurement cell/ PPP Division of Cities

• Industry and Business Associations/ Chambers of Commerce

• Infrastructure Investors and Developers

Objectives

The workshop aims to provide the participants key guidance on IFRS 1. It will cover objectives, scopes, measurement and recognition and exemption/ exceptions mentioned in IFRS 1 and their implications for first time IFRS adopters in the Vietnam context.

Outcome

By the end of this course, attendees will :

• Have deep knowledge of IFRS 1
• Understand exemption/ exceptions in IFRS 1 and key implications for first time IFRS adoption in the Vietnam context.

Agenda

• Objectives and scope of IFRS 1
• Recognition and Measurement of IFRS 1
• Applicable exemption/ exceptions mentioned in IFRS 1
• IFRS 1 implications for first time IFRS adopters in the Vietnam context.

  1 day

  Classroom / Virtual

Target audience

• Finance Directors/ Financial controllers
• Chief accountants
• Accounting team
• Tax controllers
• Senior management
• Finance and Tax managers/ executives
• Regulators, academics and accountancy students

Objectives

In this workshop, we will have clearer understanding (from a lessee’s perspective) of the intricacy and complexity of IFRS 16, which goes further than just introducing a lease liability and right-of-use asset (“RoU”) to the balance sheet. For lessors, understanding whether IFRS 16 would apply to a contract is critical to a lessor’s business. Gain better insights as we dive into IFRS 16 to examine the details of how it impacts the financial reporting of lessees and lessors.

Outcome

By the end of this course, participants will:

• Have deep dive of IFRS 16
• Understand how IFRS 16 affects reporting and business, from both lessors’ and lessees’ perspectives

Agenda

• Why it is important for both lessees and lessors to apply the definition of a lease correctly
• How to test RoU for impairment
• Whether accounting for sub-leases makes sense when both lessor and lessee recognise assets on their respective balance sheets
• How a lease contract should be bifurcated when it contains nonlease components
• When a lease liability should be re-measured
• How the principle in both IFRS 15 and IFRS 16 should be applied in a sales and leaseback transaction
• How each transition option impacts future P&L

  1 day

  Classroom / Virtual

Target audience

• Finance Directors/ Financial controllers
• Chief accountants
• Accounting team
• Tax Controllers
• Senior management
• Finance and tax managers/ executives
• Regulators, academics and accountancy students

Objectives

In this workshop, we aim to provide a detailed understanding of the IFRS 9 standard for financial assets, liabilities and derivatives including:

• The classification and measurement of financial instruments;
• The new impairment methodology based on expected losses;
• The fair value of financial liabilities and deterioration of institutions’ own credit;
• The different types of hedge accounting and the recent IFRS changes

Outcome

By the end of the lesson, participants will have gained an understanding of IFRS 9, including how the IFRS 9 will impact your reporting and business.

Agenda

• Classification and measurement:
  - New model for classification of financial assets.
  - No separation of embedded derivatives in financial assets.
  - Only minimal changes in classification and measurement of financial liabilities.

• Impairment:
  - Introduction of a new model for 3-level expected credit losses.
  - Simplified model for trade receivables.
  - Consideration of expected loss rather than incurred loss

• Hedge accounting:
  - Closer alignment to risk management.
  - Expansion of scope.
  - Simplified testing for hedge effectiveness.
  - Changes in accounting requirements including presentation.

  1 day

  Classroom / Virtual

Target audience

• Finance Directors/Financial controllers
• Chief accountants
• Accounting team members
• Tax controllers
• Senior management
• Finance and tax managers/executives
• Regulators, academicians and accountancy students

Objectives

The workshop will update attendees on the main changes/ developments in IFRS and the roadmap for VFRS/IFRS application in Vietnam, as well as discussing issues that have a material impact on financial statements. It will contribute to supporting businesses in the challenging IFRS transition ahead.

Outcome

By the end of this course, attendees will:

• Understand the new developments/ changes in IFRS
• Understand the new developments/ changes in IFRS application roadmap in Vietnam
• Be able to assess the material impact of IFRS/ roadmap changes/ developments in their business and make proper preparation

Agenda

• Key changes in IFRS and IFRIC (including draft ones)
• Roadmap for VFRS/IFRS application in Vietnam and its changes/ updates
• Business material impact from IFRS/ Roadmap changes/ developments

  1/2 day

  Classroom / Virtual

Target audience

• Finance Directors/ Financial controllers
• Chief accountants
• Accounting team
• Tax Controllers
• Senior management
• Finance and tax managers/ executives
• Regulators, academics and accountancy students

Objectives

This course aims to teach how to construct a reasonable and structured business case. The course will teach how to apply the step-by-step approach of the Five Case Model, which helps create delivery confidence by ensuring and demonstrating that projects have been robustly scoped and realistically planned from the outset and that they remain so throughout the entire lifecycle.

Outcome

By the end of this course, attendees will have:

• Foundational knowledge and learning on globally adopted practices for infrastructure development.
• Orientation on designing better infrastructure business cases for all round benefits

Agenda

• An overview of the Five Case Model (Why is it needed? How is it used? How is it developed?)
• The 5 Cases:
  - Strategic Case – including the development of the ‘case for change’ (business needs – the gap between the expected outcomes and the current situation); identifying the benefits, risks, constraints, and dependencies;
  - Economic Case – including long-listing and short-listing using the ‘options framework’; the principles of a cost benefit analysis and the treatment of benefits, risks, and sensitivities in these analyses;
  - Commercial Case – including the commercial strategy for procuring the required services and the processes relating to procurement;
  - Financial Case – demonstrating affordability and funding availability
  - Management Case – demonstrating deliverability; the approach to delivering the investment proposal; the scrutiny/ approval processes; and the project plan for the delivery of the required infrastructure and accompanying organisational change

  2 days

  Hybrid

Target audience

• GDs/DGDs with responsibility for the successful delivery of programmes and projects;
• Project Managers, Project Team Members, and Specialist Advisers tasked with delivering business cases for infrastructure projects;
• Senior government officials involved in the scrutiny and review of infrastructure investment proposals

Objectives

The course aims to teach:

• Understanding and application of the elements of a transparent, flexible and professionally presented financial model
• Understanding and application of commonly used Excel formulae
• Understanding of basic accounting relationships
• How to build a financial model from scratch

Outcome

By the end of this course, participants will:

• Understand the modelling process
• Recognise modelling best practice
• Understand basic accounting relationships
• Be able to build their own financial model from scratch

Agenda

• The modelling process
• Modelling best practices
• Case Study: demonstration by instructors and hands-on practice for the participants
• Role Play: to experience how a financial model is used as a tool in decision-making processes

  1 - 1.5 days

  Classroom

Target audience

Mid-management level and below

• Finance and tax managers/executives
• Investment analyst
• Financial analysts
• Financial consultants

Objectives

This structured course will provide the key elements of developing and managing a procurement category.

Outcome

By the end of the course, participants will be able to develop, analyse and manage a category to drive cost savings in this new way of procurement.

Agenda

• Understanding category management
• Developing a category
• Spend Analysis
• Market Analysis
• Developing a category plan
• Being a trusted advisor on category management

  5 days

  Classroom / Virtual

Target audience

• Procurement professionals

Objectives

The course aims to provide SMEs better understanding of how to read and interpret financial terms presented and disclosed in a set of financial statements as well as how to analyse some of the common key financial performance ratios to be able to make informed business decisions. The course also covers cashflow management, investment appraisal and monitoring budgets.

Outcome

By the end of this course, attendees will:

• Understand the significance of financial statements and their components
• Be able to perform financial analysis
• Understand cash operating cycle and how to manage it
• Understand how to perform inventory costing
• Understand how to appraise investments and what are some of the investment appraisal tools
• Be able to manage foreign currency exposures
• Understand how to do good budgeting and monitor it
• Recognise some of the potential warning signals that may arise from financial statements
• Understand other impacts of Covid-19 on financial reporting
• Understand tax considerations

Agenda

•  What are cash and cost levers that impact a Business performance
• How can we baseline cash and cost levers for An organization (qualitative and quantitative)
• What are benchmarks and performance indicators that indicate sub-optimal Financial management
  
• What are Assessment dimensions to articulate Financial performance improvement for An organization
• How can we enable improved Financial performance management through focused initiatives
• How do we prioritize Key initiate to ensure short to medium term improvement
• Elements/Constituents of action plan for improvement

  1/2 day

  Classroom / Virtual

Target audience

• SME owners / directors
• SME Finance senior management
• SME Finance and tax managers/executives
• Regulators, academics and accountancy students