Obviously a supervisor, executive or manager, appointed by the Ministry, is expected to read, analyse and interpret the financial goals set by them. These days our Malaysian economy is adversely affected by the poor performance of Global economy, everyone, especially government departments or agencies, will have to be watchful of its’ own performance.
The GLC Transformation manual of the Malaysian government had again set up another benchmark for the Malaysian companies to adopt; either to fend off business closures or to grow aggressively for the benefits of the shareholders. You can use them too.
- lay down your expectation of what’s constitute a good operated department/agency
- avail to all available accounting information to assess and set up own goal posts to achieve
- maintain a continuous vigilance on the management of department/agency by all staffs
- appraise goals and strategies planned as well as to make immediate correction on these strategies,
- learn how to plan and set up Realistic Key Performance Indicators that would guide you out of any economic crisis
- probe on how to survive or even perform better in your business
- look at the historical performance data to estimate the future performance of your business, especially today
- plan a business model to achieve the KPIs
Who Must Attend
After completing the course, you will be able to develop your personal skill in reading and interpreting the accounting issues and the impacts from these financial statements, and at the same times, you would be confident enough to set down the various key performance indicators better.
This "Understanding Financial Statements To Set Up Key Perfomance Indicators For High Performance Organisation| intensive training program is suitable for Supervisors, Executives, Assistant Managers,Manager, Accountants,Department Heads,General Managers and Senior Management
Module 1: FULL SET OF ACCOUNTS AND HOW TO READ ITS NUMBERS FOR BUSINESS
- - Nature and limitations of financial statements
- - Measurement and interpretation
- - Current trends in accounting procedure
- Some pertinent Financial Reporting Standards
- - Corporate financial statements
- - Statements of causes and changes
- - Changes in financial position
- CASE SITUATIONS: GUTHRIE INDO and MPLANT
- - Statement accounting
- - Analysis of gross profit margin
- - Analysis of variation in sales
- Analysis of variation in cost of goods sold
- - Balance sheet
- - Profit and loss statement
- - Different ratios and percentages
- - Cash flow from operating activities
- - Cash flow from investing activities
- - Cash flow from financing activities
- Managing debtor policy
- Stock valuation methods
- CASE SITUATION: TH HIN
- Investment ratios and how to use them
- CASE SITUATIONS: KPJ and KULIM
- Break-even analysis
- Decision tree analysis
- Cost-benefit analysis
- What is Fundamental Analysis?
- How to use Annual, Management and Auditor Reports?
- How to probe the Income Statement, Balance Sheet and Cash Flow Statement?
- Why pay attention on the Notes to Financial Statement?
- CASE STUDIES on CPIB, and Cash Flows Statement
- How Fundamental Analysis assesses Liquidity, Asset Quality, Earnings, Leverage, Debt Service Coverage, Profitability and Growth?
- How to use P/E ratio as a guidepost?
- How P/E ratio can lead to Dilutive or Accretive deals that can or will not benefit the shareholders?
- How a business model remains the bedrock of every successful business?
- CASE STUDIES on MAYBANK, MAS, and CPIB
Interactive presentation, case studies, discussion and role play