Description
To progress, any executive must understand financial mechanisms, identify the levers of financial performance, and know how to carry out a rapid diagnosis or financial analysis. This knowledge is essential for him to: measure the impact of his decisions on the financial health of his company; understand management's requirements in terms of profitability and investments; communicate effectively with accounting and financial managers. This 2-day training in financial analysis for non-financials covers all the elements useful for the sustainable achievement of these professional objectives.
Who is this training for ?
For whom ?Manager, engineer and non-financial executive.
Prerequisites
Training objectives
Training program
- Evaluate financial balances
- Working capital - Working capital requirement = Cash flow.
- The 5 cash flow crises and main remedies.
- Operational levers to improve WCR management.
- Financing growth, solvency.
- Impact of the economic model on capital employed.
- Evaluate activity and profitability
- Interpret the evolution of sales.
- SIG: commercial margin, gross, added value, EBE (Ebitda), operating result, current.
- Capacity self-financing (CAF): cash surplus.
- Use ratios
don’t have a program yet
- Evaluate profitability
- Economic profitability (ROCE): operational performance summary.
- Evaluate performance by cash flow
don’t have a program yet
- Analyze using a structured approach
- The 4 stages of analysis: activity, profitability, financial balances and profitability.
- Strong and weak points, decisions or courses of action.
- Implementation in situation Case studies: financial analysis over 3 years of an industrial SME.
- Quantify the impact of operational actions
don’t have a program yet
