FUNDAMENTALS OF FINANCE

FOR THE
NON-FINANCIAL EXECUTIVE

Gain insight into the crucial terms, concepts and tools of

business finance and increase the productivity - and
profitability - of your company or department.

6 & 7 december 2012

Hotel Husa President Park
Brussels
Your expert trainer:
Ronald Poppe
Finance Consultant
IFBD
 wHY this training programme?
LEARN THE LANGUAGE OF FINANCE
Financial reports speak their own language, and managers
without a strong finance background often find themselves
bewildered by what is being said. Finance for Non Financial
Executives helps managers become familiar with essential
financial information, showing them how to “speak the lan-
FINANCE IS NOT FOR ACCOUNTANTS ONLY
Not just accountancy specialists deal with spreadsheets,
and figures, and the financial side of business. It’s highly
likely that, as a line manager, business manager or de-
LEARN THE ESSENTIAL AND CRITICAL BUSINESS SKILLS
In today’s business world, even non-finance executives are
often called upon to make quick and accurate decisions
about financial issues. The higher you rise in an organiza-
tion, the more important such financial skills become. This
workshop “Finance for Non-Finance Executives” is desig-
ned to provide you with a solid understanding of financial
management principles and equip you with the practical
skills to develop informed and effective financial plans.
DON’T MISS THIS TRAINING
If you feel baffled by balance sheets, or confused by cash
flow statements, then this training course is made for you.
This workshop will take you through the basics of finance
for non-financial managers, to help you become familiar
with the terminology, what it all means and how you can
influence the financial success of your company, business
unit or department.
This training seminar is designed to enable the manager to:
◆◆ Answer questions about costs that affect his job;
our assets, your guarantee
Your expert trainer
Ronald Poppe started his career as Head of the Budget De-
partment at Gulf Oil Belgium. In 1973 he made the switch
to the Bell ITT group as Head of the Investments Depart-
ment. Until 1985 he was responsible at Bell for (amongst
other things) the setting up of new factories (including
Mietec), the creation of new overseas outlets (including
China and Korea) and the completion of important take-
overs (including Acec). Later he was appointed as Financial
Engineering Manager at Alcatel Bell. His tasks included
the optimising of the company’s financial situation, as well
as the development of new ‘state-of-the-art’ financial tools.
Today Ronald lectures at various universities (including the
guage of numbers” and implement financial data in their
daily business decisions. In addition, it clarifies how and
why financial decisions impact business and operational
objectives.
partment head, you’re going to have to analyze or make
financial data at some point, or have some form of financial
recording to do as part of your job description.
You will learn business critical skills in analyzing financial
statements, applied corporate finance, understand key fi-
nancial indicators better, strategic management and the fi-
nancial planning process. This workshop will enable you to
contribute to discussions about the financial performance
of your organization or business unit and will give you the
confidence to make decisions based on financial data.
◆◆ Keep track of income and expenses associated with his
job;
◆◆ Recognize key facts in his company’s financial statements;
◆◆ Understand what the full story is in the company financial
report;
◆◆ Competently deal with the company’s financial execu-
tives;
◆◆ Easily justify his division’s budget;
◆◆ Evaluate the financial outcome of his ideas before
actually presenting them.
Erasmus University in Rotterdam, IPO, Vlekho, etc.) and is
a much-requested speaker at international seminars on fi-
nancial matters. Since 1997 Ronald has provided the Insti-
tute for Business Development with hundreds internal and
external training programmes for both national and global
customers. As Head Instructor for the course ‘financial ma-
nagement for non-financial executives he is also respon-
sible for translating standard training into a more made-
to-measure package. He has already trained thousands of
managers for the IFBD, in both open and internal sessions.
He’s highly appreciated by both operational and finance
executives in medium and large businesses.
 EXTENDED SEMINAR OUTLINE
Day 1 - KPI’S in finance day 2 - OPERATIONAL FINANCIAL BUILDING BLOCKS
PART 1: INTRODUCTION TO TERMINOLOGY & ORGANISA- PART 6: COSTING PRINCIPLES & MANAGEMENT ACCOUNTING
TION STRUCTURE OF A FINANCIAL DEPARTMENT ◆◆ Costing Principles.
◆◆ How is a financial service organised? ◆◆ Definition of direct versus indirect costs.
❖❖ Financial director. ◆◆ Allocation of costs.
❖❖ Treasurer. ◆◆ Absorption costing.
❖❖ Controller. ◆◆ Marginal costing.
❖❖ Auditor (internal & external). ◆◆ ABC costing.
◆◆ What are their basis tools to run the company? ◆◆ Intercompany Transfert pricing.
◆◆ What is the difference between cash and profit? ◆◆ Make or buy comparison: what financial information
do you need & use?
PART 2: THE BALANCE SHEET AND OTHER FINANCIAL TOOLS ◆◆ Cases.
◆◆ What is a balance sheet? PART 7: INVENTORY MANAGEMENT
◆◆ What is a Profit & Loss account? ◆◆ The cost of keeping inventory on the floor.
◆◆ Statements of flow of funds, the financial accounts, ◆◆ The ordering cost.
management accounts, performance reporting, … : ◆◆ Graphical inventory evaluation.
tools of the finance manager. ◆◆ Economic order quantity.
◆◆ How to use these instruments on dynamic way? ◆◆ Cost of saying ‘no’ to the customer.
◆◆ Cases. ◆◆ Just in Time.
PART 3: THE FINANCIAL RATIOS OF THE MANAGER ◆◆ Cases.
◆◆ What ratio’s do you use? PART 8: ECEIVABLES MANAGEMENT
◆◆ What messages & information do they give? ◆◆ Terms used and their meaning:
◆◆ What is a good ratio? What is a bad ratio? ❖❖ Cash payment.
◆◆ Some to use: ❖❖ 60 days net / 10 days 2 percent.
❖❖ 1.The profitability ratio’s: ❖❖ Days end of month.
• EBIT on sales. ❖❖ 30 days.
• Return on sales. ◆◆ The real meaning of receivables.
• Return on equity. ◆◆ To whom shall I give credit?
• Return on net assets. ◆◆ Strict procedures about over dues:
❖❖ Customer cannot pay.
• EVA, EBIT. ❖❖ Customer will not pay.
• Dupont Analysis. ❖❖ Internal reporting.
• Cash flow on sales. ◆◆ Cases.
• Pay out Ratio: dividend / net income PART 9: PAYABLES MANAGEMENT
❖❖ 2. The operational ratio’s:
• Contribution margin. ◆◆ Terms used and their meaning.
• Inventory turnover. ◆◆ Case on working capital.
• NOA turnover: sales / operating assets. PART 10: INVESTMENT DECISIONS
• Days sales outstanding. ◆◆ Basic rules of investments.
• Days payables outstanding. ◆◆ Tools to measure:
• New working capital ratio. ❖❖ Payback.
❖❖ 3. The debt ratios: ❖❖ Return on investment.
• Current ratio. ❖❖ Net present value.
• Acid test. ❖❖ Internal rate of return (IRR).
❖❖ Profitability index.
• Debt ratio. ◆◆ The minimum required rate of return
PART 4: PROFIT PLANNING & BUDGETING ◆◆ When replacing on old machine?
◆◆ How to make to product plan.
◆◆ How to make a budget?
◆◆ When renting, when buying, when leasing,... ?
◆◆ Forecasting techniques?
◆◆ When buying more machines?
◆◆ How to make a profit and loss account?
◆◆ How to make a balance sheet? PART 11: VALUE BASED MANAGEMENT –THE VALUE OF A COMPANY
◆◆ How to make a cash budget? ◆◆ Value of a company according
◆◆ Cases. ❖❖ the accounting department
❖❖ profitability
PART 5: THE BUSINESS PLAN ❖❖ cash flow
◆◆ What is a business plan? ◆◆ What creates value for the company is good for the
◆◆ What information is needed, wanted, desired …? company:
◆◆ How to make a business plan? ❖❖ Capital increase.
◆◆ Business plan for Business Unit, Department, ❖❖ Mergers & acquisitions.
daughter cie, mother cie, … ❖❖ The cost of capital (WACC).
◆◆ Integration of several Business Plans. ❖❖ The Gordon Shapiro approach.
◆◆ Cases. ❖❖ The EVA approach.

TIMETABLE TRAINING:
08hrs30 Reception, welcoming & registration.
09hrs00 Startup of the workshop & introduction trainer.
12hrs30 Lunch.
17hrs00 Closing of the day.
 REGISTRATION FORM
Course (H299): Fundamentals of finance for the non-financial executive - 6 & 7 december 2012

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Practical details
DATES & VENUE HOTEL ACCOMMODATION AT THE IFBD ROOM RATE
Dates: 6 & 7 december 2012 Delegates are responsible for the arrangement and payment of their
Venue: own travel and accommodation. The IFBD has arranged a special
Hotel Husa President Park, Avenue Roi Albert-II 44, 1000 Brussels. room rate at a number of hotels. If you wish to book a room, please
The hotel is located near the Brussels North railway station, in the call Geert on 0032 50 38 30 30 or mail geert@ifbd.be.
newest business and administrative area of Brussels.
WHAT HAPPENS IF I HAVE TO CANCEL?
FEES Confirm your cancellation in writing 2 weeks before the date of the
1.199 € excl 21% VAT course (22 november 2012) and you will only pay 75 € cancellation
◆◆ Price includes pre course material, tuition, meals and documents fee. Regrettably, no refunds can be made for cancellations received
but not hotel room accommodation. less than two weeks prior to the training, invoices remain payable.
◆◆ Please contact IFBD for discounts for multiple enrolments. You can always be replaced by a colleague at no extra cost. Due to
◆◆ Please contact IFBD if you want to use KMO Portefeuille, Cheques unforeseen circumstances, the programme may change and the IFBD
Formation, Opleidingscheques … as the IFBD has its accreditation reserves the right to alter the venue and/or speakers.
for all these above mentioned support.
DATA PROTECTION & THE IFBD DATABASE
5 EASY WAYS TO REGISTER The personal information shown on this form, and/or provided by
you, will be held on a database and will not be shared with other
◆◆ Fax: +32 50 31 04 21
companies. You can consult this information at any time according to
◆◆ Tel: +32 50 38 30 30
the law ‘verwerking persoonsgegevens’ (08/12/1992). If you are recei-
◆◆ E-mail: info@ifbd.be
ving multiple mailings or you would like us to change any details or
◆◆ Internet: www.ifbd.be remove your name from our database, please contact our Database
◆◆ Mail: IFBD, Grote Thems 37/D, B-8490 Jabbeke Manager at the address: herman@ifbd.be.