Overview:

The Online personal tax update course for 2017 is a newly designed online tax training product ideal for accountants and finance professionals needing a high level overview of any important changes and updates that apply to the world of personal.

Our expert presenters will provide live online quarterly updates where information is filtered and presented in an easy to understand manner.  Covering key information on important cases, legislative changes and official pronouncements and the potential impact of such changes.

Within this product you will have access to the following:

  1. Four quarterly Tax updates lasting 90 minutes – delivered live so you can ask questions in real time if needed.  An example of what the live sessions look like can be viewed here: Live Session example
  2. Access to recordings and other content for up to 24 months after purchase.
  3. Additionally choose 5 online CPD courses from our full online catalogue (RRP £175+) covering areas such as Tax, accounting, business skills, Law, Personal development and more.  Your 5 courses can be selected further down this page.
  4. Courses are mobile/tablet compatible
  5. 11 hours of CPD

Personal tax quarterly live session dates/times shown below:

Quarter

Date

Time

Quarter 1

*29 March

*Recording of the March live session will be made available

Quarter 2

*30 June

*Recording of the June live session will be made available

Quarter 3

29 September

16:00 to 17:30

Quarter 4

22 December

16:00 to 17:30

Price (excludes VAT): £199.00

Customise your course pack:

Select 10 courses.

Select Item Category CPD points

Professionals today are called upon to demonstrate their ability to be skilful and flexible, irrespective of their position, in how they influence others. As organisations become less formal in their power structures, and flatter and more flexible in their systems of governance, there is an even greater need for finance professionals to have the ability to influence other people.

 

During this one hour course, you will gain valuable insights into their strengths as well as development areas to become consummate influencers. By creating a greater awareness of the assets and skills required to effectively influence, participants can develop the strength, the focus, and the interpersonal flexibility required of great influencers.

Influence 1

This course covers the basics of accounting, from outlining the conceptual framework right the way through to the creation of financial statements. We then take a look at how to analyse these financial, detailing specific methodology and then putting into practice what is described using worksheets and resources available to download.

Understanding finance 1

There is nothing difficult or mystical about Activity Based Costing - on the contrary, it is based on simple, common sense concepts and practical methods. It seeks to drive much greater cost understanding across all of an organisation’s operations, enabling management to take smarter decisions driving real business benefits through to the bottom line. Yet many who tried lost focus, introducing impractical complexity along with time and cost, into implementations - making them largely unworkable and unsustainable. This course gets back to the basics of ABC principles and demonstrates how it can be practically adopted with a minimum of pain and fuss

Cost accounting and management 1.5

When managing a business, leaders follow varying agendas and objectives in making decisions. The finance function is often seen as the key steward and guardian of financial value for the investors and will continue to drive the delivery of that value from throughout the business.

This course will introduce you to a clear understanding of the measurement of financial value; how financial value is generated from strategic initiatives, pricing spend management; and how the finance team can contribute to building value.

Strategy 1

With UK GAAP gone, many entities have adopted FRS 102 as their new reporting framework. The framework is more international in its focus with some treatments being identical to IFRS. However, some treatments are simplified compared against IFRS and others remain the same as under UK GAAP. This session provides an overview of accounting frameworks in the UK, an introduction to the key accounting requirements of FRS 102 and an insight into the process of making the transition to FRS 102.

Financial accounting and reporting 1

This course provides an introduction to accounting under IFRS. It starts by considering the driving factors behind the development of IFRS accounting treatments and then introduces the overall structure and presentation of the accounts. It then provides an insight into the key accounting areas and how they impact the statement of financial position and the statement of financial performance.

Financial accounting and reporting 1

In this course we review the basic functions of an investment bank and Mergers and Acquisitions or M&A practitioners within an Investment Banking Division (IBD).

 The merger of Thomson and Reuters is used as a case study to illustrate the main points

Market and regulatory environment 1

More and more accountants are being asked to contribute within a project environment. This course provides a basic outline of the project management role, how to structure a project, the project governance structure and highlights some of the tools available to help manage the process.

Project management 2

In this course we describe the key functions of the different financial markets in the City of London and how various products are used in these markets to hedge risk. The goal is to demystify a lot of the jargon of the City and explain how the different parts of the City work together.

Corporate finance and treasury 1.5

Good corporate governance is essential to the effective operation of a free market, which enables wealth creation and freedom from poverty. In the UK the belief in relation to corporate governance is that the more ingrained the system of corporate governance in a business community, the less the need for detailed regulation to ensure effective compliance with good standards of business behaviour.

Business relations 1.5

Having developed a strategy with accounting input, implemented the strategy in an effective and motivational way it is important to assess whether the key elements of your strategy have actually been successful. This module will consider some benchmarks and definitions that should help you fashion an appropriate and cost effective set of measures to measure your success.

Strategy 1

Imagine being able confidently to express your opinion, stand up for yourself, say 'no' when you need to and say what you mean and mean what you say. How much more effective and successful would you be? How much easier would your life be? Becoming more assertive can be immensely beneficial to everyone and can make you feel more confident, enhance your self-esteem, increase your ability to deal with difficult people and stressful situations, as well as making you happier, healthier and more professional.

Communication 1

Arguably, the problem in most companies with performance measurement isn't that we don't have enough - quite the opposite. It's that we have too much and that what we have is unfocused lacks a real connection to strategy, lacks coherence down and across the organisation and fails to drive the behaviours and results we seek. The balance scorecard is a performance management framework that seeks to address these shortcomings

Management reporting and analysis 1.5

The world of business is being transformed by a data revolution. We now have access to unprecedented volumes of data. Never before in history have companies collected and had access to more data. And never before have we had the ability to analyse it to gain new insights and completive advantages. What's more, we are only at the beginning of this revolution. Data volumes are growing at exponential rates – just think of all the internet transactions, searches, social media conversations, YouTube videos, etc. This offers new opportunities and challenges for every business. Would you like to understand this data revolution and the benefits it could bring you and your company? Would like to learn how leading companies – big and small, private and public – are leveraging big data to deliver business benefits?

Management reporting and analysis 1.5

Emotional Intelligence (EI) is nowadays recognised as being as important as IQ. Understanding what EI is and utilising Emotional Intelligence in the workplace can play a large part in career success. This course explores various aspects of emotional intelligence and explains how you can apply EI to your own particular circumstances.

Influence 1

This course looks at the valuation of intangible assets - particularly brands - and how financial reporting is evolving to deal with such assets and the challenges arising.

Financial accounting and reporting 1

When you're running a business, it's easy to focus on day-to-day problems and forget the bigger picture. However, successful businesses invest time to create and manage budgets, prepare and review business plans and regularly monitor finance and performance. Structured planning can make all the difference to the growth of a business. It enables business owners to concentrate resources on improving profits, reducing costs and increasing returns on investment.

Understanding finance 1.5

In today's economic climate, more than ever, we must ensure that for any investments of significance in our businesses that we undertake produce returns that protect our cash, satisfy investors or shareholders expectations and justify the risks taken. This course looks at what constitutes a good business case, how we may effectively model it and considers the quantification of risk.

Project management 1.5

In an increasingly competitive world it is important that you communicate to your clients how you can help them to meet their needs and address the key issues that they face. The value proposition, done correctly, provides a powerful answer to the question 'Why should we choose you?'

 But it should do more, demonstrating your understanding of their issues and differentiating what you do from the competition. The key is in the differentiation, demonstrating how what you offer gives the client more of the things they want – the value – than competitor solutions. Value propositions are frequently talked about and generally poorly done.

Market and regulatory environment 1.5

Business has been slowly pulling away from the 2008 global financial crisis. As opportunities for growth increase, leaders must decide how best to invest. Initiatives to build and sustain growth include entering new geographic markets, investment in innovation and product development, enhanced branding. The finance function has an important role to play in leading growth initiatives through to benefit delivery.

This course will introduce you to the tools and approaches to evaluate and manage a selection of growth initiatives.

Strategy 1

This course focuses on the need for the finance function, and accountants in particular, to have a broader understanding of the needs of operational management. It concentrates on being able to communicate more effectively, recognising our personality traits and how we are perceived by others and to gain more influence through a mutual understanding the linkage between financial outcomes and value creation.

Management reporting and analysis 1.5

This course will help you understand the importance of good communication. Good communication allows you to present your ideas and thought in a way which is engaging and persuasive. It will help you improve your ability to question, listen, form a rapport, coach and mentor and cover what you can do to feel more confident when dealing with conflict. This course is a must have for anyone in the workplace and will provide even the best communicators with useful hints and tip to help you improve your communication skills even further.

Communication 1

Hasn't everything been said about SWOT? Well, actually, no. In this module we will introduce you to the Constructive SWOT which is a much more powerful and effective way to use this model. Using the Constructive SWOT analysis will help you examine, in real depth and with unprecedented rigour, how to build a solid and robust business strategy at corporate, division, SBU or even at team level. Te model is in fact generic, so you can use it anywhere you need to think through the pros and cons of a proposed business decision.

Strategy 1.5

This course covers the calculation of capital allowances for corporation tax. It begins by reviewing the important distinction between buildings, plant fixed to buildings, and other plant. The module then covers the many recent changes in the rates of annual investment allowance, first year allowance and writing down allowance. The extended period for short life assets treatment is dealt with, as is the effect of the change to a CO2 emissions basis for capital allowances on cars.

Tax strategy, planning and compliance 1

This course covers the computation of profits for corporation tax purposes. It starts by showing how profits may need to be adjusted to comply with the "wholly and exclusively" rule and the prohibition on the deduction of capital expenditure. It then shows how the tax treatment of investment and property businesses differs from that of a trading business. The way in which companies deal with interest paid or received under the loan relationships rules is looked at, and the module concludes with a summary of the rules on intangible fixed assets.

Tax strategy, planning and compliance 1

This course begins by covering the various claims a single company can make to obtain relief for trading losses. Where losses are carried forward, the restrictions resulting from a change in ownership are covered.The loss relief available where a company is a member of a group is dealt with next. The module then looks at corporation tax on chargeable gains, covering indexation allowance and roll over relief on the replacement of business assets, together with the substantial shareholding exemption. Finally, the ways in which membership of a group can impact on corporation tax on capital gains is dealt with.

Tax strategy, planning and compliance 1

This course covers the basics of corporation tax. It begins by showing which types of body are liable to corporation tax and the question of when companies are resident in the UK. After looking at an outline computation, the rules governing the beginning and end of a corporation tax accounting period are considered. Next, the rates of corporation tax are reviewed, showing how the small profits rate operates. The effect of associated companies on entitlement to the small profits rate, where the rules have recently changed, is considered next. Finally, the module shows how filing of tax returns and payment of tax is governed by the rules of self assessment.

Tax strategy, planning and compliance 1

As professional management accountants, CIMA members and registered students throughout the world have a duty to observe the highest standards of conduct and integrity, and to uphold the good standing and reputation of the profession.

Research and activity in the field of business ethics and sustainability, the growing influence of investors, consumers, employees and wider society, all point to the necessity of embedding wider ethical considerations into strategy and performance measurement. The last few years have highlighted the costs of acting unethically, with a spate of business failures, high public distrust and now, increasingly, public protest against corporate and government misdemeanours. Management accountants have a specific role in not only upholding their related institute's code of ethics, but also in acting as a role model and influencer in regard to ethical practice and promoting responsible business for the long term.

Ethics 1.5

This course provides an overview of developments in important areas including safe harbor, data subject access requests and compensation as well as examples of recent enforcement action taken by the Information Commissioner’s Office. It also summarises the key contents of the General Data Protection Regulation and explains how they will affect data controllers and what steps need to be taken in the light of this.

Risk management and internal control 1.5

Cloud computing now offers businesses a new way of storing data or running applications which can often be cheaper and more readily accessible than other methods. In addition cloud computing offerings include no hardware investments or software licenses, faster implementation and the benefit of being able to access data and applications from anywhere with an internet connection.
However, organisations need to be aware of the risks and how to mitigate them as there are also potential disadvantages which could include the lack of support, privacy, speed, security, as well as data protection considerations and the need to have an internet connection.

Strategy 1

Change is inevitable. Disruptive technologies, globalisation, ever-increasing competition and uncertainties in the political and economic contexts all result in change upon change to the organisations in which we work.

It is quite natural to fear change and want to cling on to the security of the status quo - change can be difficult and stressful and it can cause us a lot of anxiety. But it doesn't need to be that way. Change can also bring opportunities of which we can take advantage: progress and growth on individual, organisational and societal levels all come from change.

This course looks at positive responses to change so that the individual and the organisation can prosper through change and use it to their advantage.

Change management 1

Professionals today are called upon to demonstrate their ability to be skilful and flexible, irrespective of their position, in how they influence others. As organisations become less formal in their power structures, and flatter and more flexible in their systems of governance, there is an even greater need for finance professionals to have the ability to influence other people.

 

During this one hour course, you will gain valuable insights into their strengths as well as development areas to become consummate influencers. By creating a greater awareness of the assets and skills required to effectively influence, participants can develop the strength, the focus, and the interpersonal flexibility required of great influencers.

Market and regulatory environment 1.5

Skilful delegation is one of the most important management skills and yet it is notoriously difficult for managers to crack. When done well, the benefits are huge for the manager, the employee delegated to and for the organisation as a whole. It enables staff to learn and grow, frees up the manager's time to enable them to take on new responsibilities and finds the most efficient and cost-effective use of the organisation's resources.

Coaching and mentoring 1

Organisations of every type and size generate some form of revenue stream. However few map out the specific processes of how and when it is generated or how efficient it could be. In today’s credit stricken, cash strapped economy it is vital for management to appreciate how revenue streams could become severed, restricted or terminated resulting in cash flow issues and liquidity gaps.
Dealing with customers in a co-operative manner and delivering exceptional service is key to many organisations future success. This can only be enabled by taking a holistic approach and dealing with all parties, particularly customers, clients, providers and stakeholders in a manner that will generate robust, timely and accurate streams of income.

Cost accounting and management 1

This course takes a detailed look at the statutory directors' duties under the Companies Act 2006 and gives practical guidance on compliance with them. This course would benefit anyone engaged with managing or advising companies.

Market and regulatory environment 1

A recent survey suggests that around 90% of all newsletters and promotional material go straight into the bin (or the delete box). This is obviously a waste of time and resources, so it makes sense to use language and presentation to grab the reader's attention and make them want to read your written work.

The same principles apply to writing punchy business reports and proposals. As well as helping you to sell your business, this course will help you to write clear advice letters and memos.

Communication 1

Economic instability, corporate collapses, fraud, investor uncertainty, transparency and sustainability are driving a number of accounting issues that call into question the value and appropriateness of traditional accounting thinking and structures. This course is designed to help us gain an understanding of these major issues that are changing the way accountants think and deliver.

Strategy 1.5

The employment status of an individual is important to identify correctly, as it is this which dictates their employment entitlements. For example, it is only employees who qualify for the right not to be unfairly dismissed, or a redundancy payment.The area is complicated as the tests are not clear cut, and the different categories of employment status can overlap. Employment tribunal decisions in this area are highly fact sensitive. This course sets out the fundamental principles from which the factual analysis can be conducted.

Market and regulatory environment 1

Risk management has been talked about for many years but it has a history of inconsistent and misunderstood definitions. This has led to the development of new frameworks to allow all types of organisation to understand and better manage their risk environments. This course will introduce one of these frameworks known as Enterprise Risk Management ERM and will outline

Risk management and internal control 1

Giving feedback, if done well, is a very powerful tool for developing your individual staff members and improving your team's performance. However, it is not always easy to do and we have probably all had experiences where it has not gone well.

The good news is that it is a skill and, as such, can be learnt. Best practice does exist and it is possible to learn ways of giving even the most difficult of feedback. If you want to learn how to give feedback in such a way that the other person is grateful for it and it really improves their performance, then this is the course for you.

Coaching and mentoring 1

Financial modelling is becoming an increasingly important skill in an economic environment characterised by ever more uncertainty. The ability to use Excel to predict what the financial performance and position of a business or venture might look like in the future, depending on particular assumptions and estimates.

It is easy to build a poor financial model. It is difficult to build a high quality financial model which will satisfy the needs of the user. In order to build the latter rather than the former there are a number of Golden Rules (Dos and Don’ts) that must be adhered to. This course explains what those rules are.

Management reporting and analysis 1

With UK GAAP gone, many entities have adopted FRS 101 as their new reporting framework. It offers the benefit of consistent internal reporting for those with parents under FRS 101 and provides disclosure exemptions in single entity accounts on the basis that the relevant disclosures are included in the consolidated accounts. This course provides an overview of the requirements of FRS 101, a summary of the disclosure exemptions, identifies the recent updates to FRS 101 and considers the practical implementation issues associated with its adoption.

Financial accounting and reporting 1

With the replacement of UK GAAP with FRS 102, an organisation may be facing significant changes in its financial reporting. The additional challenge faced by many organisations is that there will also be a consequential change in how an organisation reports to a US parent. This course examines the similarities and differences between the requirements of FRS 102 and US GAAP. Understanding these will help you to develop an insight into the reporting issues for an entity involved with both FRS 102 and US GAAP.

Financial accounting and reporting 1.5

From 1 January 2015 UK GAAP was replaced with a self-contained standard FRS 102. This course forms part of a series of online courses that cover the accounting treatment required under this new standard. This course looks at section 19 business combinations. It looks at the different consolidation methods that FRS 102 allows, the calculation of good will and the associated amortisation as well as the treatment of overseas subsidiaries within the group.

Financial accounting and reporting 1

Overview: From 1 January 2015 UK GAAP was replaced with a self-contained standard FRS 102. This course forms part of a series of courses that cover the accounting treatment required under this new standard. FRS 102 makes significant changes to the treatment of financial instruments as it abolishes cost accounting for all financial instruments where either a fair value is available or there are contractual cash flows attached to the instrument. This course looks at sections 11 and 12 of FRS 102 and explores the accounting policy choices that this area permits for financial instruments, and the treatment that each option allows.

Financial accounting and reporting 1

From 1 January 2015 UK GAAP was replaced with a self-contained standard FRS 102. This course forms part of a series of online course that cover the accounting treatment required under this new standard. This course looks at section 18 intangible assets other than goodwill and part of section 19 covering goodwill. Within the course we will look at the treatment of intangible assets and goodwill under FRS 102 including recognition and measurement as well as amortisation of these assets. Also included in the course is the treatment of development costs and the accounting policies available.

Financial accounting and reporting 1

From 1 January 2015 UK GAAP as replaced with a self-contained standard FRS 102. This course forms part of a series of online course that cover the accounting treatment required under this new standard. This course will run through both section 17 property, plant and equipment and section 16 investment property, and will cover overall accounting treatments, key areas of change and the transitional arrangements when adopting these sections of FRS 102 for the first time.

Financial accounting and reporting 1

Although there is a simplified framework for small entities, a micro entity requires further simplification of financial reporting. FRS 105 is designed to replace the FRSSE and provide that simplification. It reduces the content of a set of accounts, simplifies the format of those accounts, and removes complexity and unnecessary choice from the accounting framework. This course provides an overview of the key requirements of FRS 105 by considering qualifying criteria, account formats and key accounting requirements of FRS 105.

Financial accounting and reporting 1

Recent research has found that 77% of employers believe alcohol is the biggest threat to employee well being. A survey by Knowledge Union Health Care showed that 33% of employees admitted to going to work with a hangover. This course looks to identify the impact of alcohol in the workplace and what are some of the issues faced by both the employee and employer.

Market and regulatory environment 1

The following presentation looks at IAS 1, Presentation. This is a basic standard containing important questions about the main financial statements required for reporting under International Financial Reporting Standards.

Financial accounting and reporting 1

This course is designed to refresh knowledge and bring you up-to-date with the latest developments of IAS 12 and is therefore suitable for those with some existing knowledge of either IFRS or UK GAAP. IAS 12 covers the accounting treatment of current tax, under and over provisions and deferred tax. Although IAS 12 has been in issue for a number of years, this is quite often an area of significant difference for those that are new to IFRS reporting.

Financial accounting and reporting 1

This course looks at all aspects of employee benefits covered within IAS 19 including post employment benefits such as pensions, looking at both the current IAS 19 and the recent amendments to IAS 19, short term benefits such as holiday accruals, termination benefits where we will look at things like redundancy payments and all of the long term benefits generally paid post employment.

Financial accounting and reporting 1

The following course looks at IAS 38, Intangible Assets. It defines what intangible assets are and how to set up the accounting treatment for these intangible assets.

Financial accounting and reporting 1

This course on IAS 7 - statement of cash flows, deals with the fourth financial statement an entity is required to present. This is the only statement that is not covered in IAS 1. Unlike many national accounting rules IAS 7 requires all entities to present a cash flow statement as an integral part of the financial statements (1). Given that the purpose of IFRS information is to enable users of financial statements to predict cash flows this course will take you through the contents of IAS 7 to help enable you to present cash flow statements

Financial accounting and reporting 1

The following presentation looks at IAS 8: Accounting Policies, Changes in Accounting. This standard can be seen as an extension of IAS 1 and the presentation will cover topic areas such as the selection of accounting policies, changes in accounting policies, changes in accounting estimates and correction of error.

Financial accounting and reporting 1

This course will benefit those who have some experience of international standards, either from their professional exams or in the workplace, and who are in need of a refresher on group accounting. Following the recent issues of the new group accounting standards IFRS 10 Consolidated financial statements, IFRS 11 Joint arrangements and the update to IFRS 3 Business combinations, there have been some significant changes to how we account for entities within the group. This course will bring you up-to-date with the most recent treatments.

Financial accounting and reporting 1

This course will cover accounting for share-based payments under International Financial Reporting Standards.

Financial accounting and reporting 1

The following presentation looks at IFRS 1, First-Time Adoption of International Financial Reporting Standards. This unique standard is generally required once in an entity's life, when it makes the transition from some national accounting system to IFRS.

Financial accounting and reporting 1

Revenue recognition is something that affects us all and in 2018 it is changing. There will be far more explicit consideration of components in a bundled package together with the associated timing and amount of revenue allocated to each component. The new standard may create change for an organisation not just in turns of revenue but also in terms of legal contracts, IT systems and interaction between the sales function and accounting function. This course provides an overview of the new revenue framework of IFRS 15 and considers the practical aspects of its implementation.

Financial accounting and reporting 1

IFRS 8 is the International Financial Reporting Standard that requires companies to give disclosures about their operating segments. The standard replaces IAS14, segmental reporting and applies to reporting periods commencing on or after the first of January 2009.

Financial accounting and reporting 1

This course will cover IAS 39 measures rather than the new IFRS 9 as at present IAS 39 is still being used in full within the EU. It will look at definitions of what is a financial instrument, a financial asset and a financial liability. It will also look at IAS 32, financial instruments presentation, looking at what qualifies as a liability and what should be classified as equity. The course covers the different categories of financial instruments under IAS 39 and what qualifies under assets and liabilities. It will also cover the project to replace IAS 39 and the progress that has been made so far under IFRS 9.

Financial accounting and reporting 1

The development of accounting for insurance contracts has been underway for many years. The first stage in the process was IFRS 4, designed to achieve a greater consistency in reporting for insurance. The exposure draft takes the reporting further down that process. Using a building blocks approach to reporting, the exposure draft requires clear identification of the drivers of performance for those entities providing insurance contracts. The course also examines the challenges that will be created from IFRS 9 being effective a number of years before the effective date of the new insurance accounting standard. These challenges will be driven by the approach to measuring the financial assets and the financial liabilities associated with insurance contracts.

Financial accounting and reporting 1

The IASB and the US FASB have recently affirmed their commitment to developing a common set of high-quality standards and have set a goal of completing their major joint projects and issuing new standards by 2014. Many changes to IFRS are therefore taking place, with new standards being issued and older standards being revised or replaced. This course is designed to bring you up to date with the latest developments and proposals and is therefore suitable for delegates with some existing knowledge of IFRS.

Financial accounting and reporting 1

The two key players in a significant amount of financial reporting development are undoubtedly the IASB and the FASB. The course provides a comparison of the two reporting frameworks in terms of general reporting requirements and specific accounting treatments. This course will therefore provide a useful context with which to understand current development and create an awareness of the financial reporting challenges for groups with component reporting under each of the frameworks.

Financial accounting and reporting 1.5

Empirical evidence suggests that for many organisations strategies often fail to achieve the desired outcomes that an organisation seeks. Much of this can be attributed to the implementation of strategic initiatives.

Strategy 1.5

Corporate reporting has evolved over many decades. Extra content has been added to the annual reports of companies in a piecemeal fashion and often as a response to a crisis. Annual reports now often number hundreds of pages which are probably read by few people. They also focus on financial performance whereas studies show that the balance sheet values are only around one fifth of the market value of large US companies. This has prompted an international move to integrated reporting under a framework developed by the International Integrated Reporting Council (IIRC) – an international coalition of companies, investors, regulators, standard setters and others. Integrated reporting offers a more succinct way of reporting that covers a much wider range of capitals than just the financial as in the past.

Management reporting and analysis 1

This course covers the general principles associated with internal audit. We take a look at the modern view of what internal audit is and the scope of its work linking into how internal audit ties into corporate governance and risk management within an entity. We then take a look at risk based auditing and put this into practice using case studies and worksheets.

Risk management and internal control 1

This course deals with international aspects of VAT. It begins by showing how UK VAT law and the VAT laws of other EU countries are governed by European law. The course then shows how VAT applies to movement of goods both within and outside the EU. When and how the reverse charge operates to account for VAT on cross border transactions is dealt with next. Having covered movements of goods, the course goes on to cover cross border supplies of services and show how the VAT rules apply to these. In particular, the major changes to the rules on cross border supplies of services which were introduced from 1 January 2010 and 1 January 2011 are covered. Finally, the question of when out of state VAT may be incurred and how it can be recovered is dealt with.

Tax strategy, planning and compliance 1

This course will provide an introduction to the key duties and responsibilities of a company secretary of a private limited company, including initial considerations on incorporation together with the daily and annual requirements a company secretary is required to address. This course will be useful to company secretaries of private companies, trainee/junior solicitors and accountants involved in corporate or company secretarial work. It will also benefit anyone who requires a practical awareness of current company legislation and how it impacts on the day to day running of a private limited company.

Market and regulatory environment 1

This course reviews the basic structure of an investment bank. It focuses on the basic activities of the different functional areas including sales and trading, corporate finance, compliance etc.

Corporate finance and treasury management 1

This online course is for delegates who want to improve their social media skills. It is designed for anyone in business who wants to sharpen their online presence and build relationships with a view to winning new business. It is primarily aimed at those with a basic knowledge of social media or those who wish to build upon their existing knowledge and develop more focus.

 The course provides an overview of business development and how to build a practical and realistic social media action plan. It will cover best practice on all of the main social media platforms and provide guidance of how they can be utilised on an individual and business level. It is suitable for anyone in business keen to build their client and third party referrer bases, improve internal and external corporate communications, enhance their brand and enter into strategic alliances.

Business relations 1

With treasury management becoming a key strategic function within an organisation following the financial crisis, this course provides a basic grounding in the concepts and products used in treasury management within banks, companies and financial institutions. Besides explaining market terminology and treasury jargon, the course explores the liquidity and risk characteristics of the different instruments involved in managing funding risk, interest rate risk and foreign exchange risk. It also provides insight into current market dynamics, the role of the market participants involved and the overall relationship to the economy and interest rates.

Corporate finance and treasury management 1

Days Inventory Outstanding (DIO) is normally the metric associated with this area but because inventory can be a mixture of physical stock and subjective work in progress the metric has become outdated. This course questions whether any organisation needs stock at all and delivers some of the solutions to holding stock, whilst recognising some pitfalls of such a policy. The financial supply chain in the inventory section is broken into two sections, one for stock and one for work in progress. This course will assist people in understanding how to make the processes more efficient with regard to stock and reduce system orientated issues regarding work in progress.

Cost accounting and management 1

When thinking about risk and return and how the two interact with each other. NPV (net present value) by itself simply focuses on return and a lot of organisations make the mistake of simply using return as a basis on which to make their decisions. Now if you ask any investor how they make their decisions, they will tell you that risk is just as important to consider alongside return. And therefore we need to balance risk and return in making investment decisions and this is where sensitivity analysis assists with those decisions.

Management reporting and analysis 1

In this course, we aim to give you an understanding of a variety of investment appraisal techniques. In particular, we are going to focus on discounted cash flow techniques, namely NPV or net present value. At the end of the course, you should have an idea how companies or even individuals decide whether or not to proceed with a capital purchase or investment project.

Management reporting and analysis 1

Good performance management is fundamental to organisational success. Many organisations still focus too much on the financial aspect of performance. This is typically the verdict after the event so opportunities for earlier action and/or decisions will have been missed. In addition, research has shown that non-financial intangible aspects contribute the majority of market value for many organisations. It's therefore important to develop or assess existing KPIs using such frameworks as Kaplan & Norton's balanced scorecard.

Management reporting and analysis 1

During this course we’ll have a brief look at theory of Leadership. There are many books that are being written and we’ve distilled some of those key theory papers while bringing it up to date and talk about some of the current trends to look at a team. We’ll look at How to lead a team successfully? How to put a team together successfully? How to make sure your team works and consider the individuals within that team or entity that you are managing on an individual basis? Also to have a look at you as an individual and what you bring to the role of leadership?.

Team building 1

There is a growing trend in firms to adopt the use of lean tools to streamline and enhance productivity and effectiveness of organisations. Whilst their initial application was focused on manufacturing and production operations there is increasing use and application of the tools in other functional areas such as finance.

Process management 1

This course will explain how Lean developed as a result of the Toyota Production System. It will also introduce the core concepts of Lean and explain how they are used alongside Six-Sigma and The Theory of Constraints to improve manufacturing processes.

Process management 1

Lean Six Sigma is a world-class best practice method of continuously improving through processes. It integrates the twin approaches of Lean deriving from the automotive industry and culminating in the Toyota Production System (TPS) and Six Sigma with origins in Motorola, General Electric and Allied Signal. Deployed well it can dramatically improve the bottom-line performance of organisations. In this programme we cover the Seven Key Principles behind Lean Six Sigma, and look at reducing Waste and reducing Defects and Variation. We also look at how to secure Stakeholders' acceptance of the changes required, as well as the detailed steps of the DMAIC (Define, Measure, Analyse, Improve and Control) methodology.

Process management 1.5

Businesses may feel that they want or need to streamline their staff numbers for a variety of reasons. The most common reason is a downturn in the fortunes of a business or its complete closure, but redundancies can also result from changes in working practices such as the introduction of new technology or a new shift pattern. A business is not required to demonstrate that it has financial problems in order legally to make redundancies, the law in this area permits employers to organise their staff in ways best suited to their business, subject to the legal safeguards provided by the redundancy legislation.

Market and regulatory environment 1

Aimed at line managers, this course focuses on the practicalities of dealing with difficult members of staff. The courses discusses different types of difficulty a manager may encounter, the motivation of the member of staff concerned and how a team may react to the member of staff. It also covers practical steps needed to deal with both the short and longer term implications.

Influence 1

A new kind of global debt crisis is brewing - this time, due to decades of over-borrowing from our planet's 'natural capital' asset base. Natural capital, the resources and critical support services nature provides, underpins our entire global economy. However, over 60 percent of this capital is in decline from overexploitation. The World Economic Forum and McKinsey identify water crises, climate change, extreme weather events, biodiversity loss and ecosystem collapse as urgent global natural capital risk factors for business and investors. As a result, there is a growing business case to account for natural capital in management accounting and financial accounting/reporting to inform assessment of risk and opportunities. This course provides a practical introduction to this emerging topic.

Risk management and internal control 1

With record fines for benchmark manipulation and criminal prosecutions for insider dealing and market manipulation, this course aims to provide an overview of the UK Market Abuse regime. It covers the FCA’s rules on market abuse and gives practical examples of the different behaviours covered by the regulations. It also looks at UK criminal Insider Dealing legislation and penalties. The course provides examples of best practice and recent examples of enforcements and upcoming changes to the regulations.

Market and regulatory environment 1

This course delivers an understanding of responsibilities under the Money Laundering Regulations 2007 and the Proceeds of Crime Act 2002, with guidance on promoting an effective risk-based approach, ensuring compliance with staff obligations. This course is aimed at finance professionals providing services as an auditor, external accountant, insolvency practitioner, tax adviser, and trust or company service provider.

Market and regulatory environment 1

This course uses the latest thinking from Harvard Business School to achieve sustainable negotiated agreements that satisfy all parties at the table, using powerful tools to deal with the most complex of multi-party negotiations.

Negotiation and decision making 1

Few would argue that traditional budgetary processes are time consuming, creaking at the seams, lacking transparency and insights and add little value. Yet the majority of organisations still pursue budgetary processes that were developed 90 years ago in an age of much greater stability and certainty. This course explores today's shortcomings, the real needs for the 21st century and alternate approaches.

Business planning 1.5

The IASB have been very proactive in developing reporting requirements in the recent years. Organisations now have more guidance when deciding whether or not to consolidate, more guidance on the reporting of relationships and more ability to reflect the underlying nature of agreements in joint operations. There is also additional guidance in the reporting of fair values. In the very new future there will be new treatments required for financial assets and liabilities, revenues and leases. The impact of these new treatments could be materially significant for many organisations. This course brings you up to speed with these new and revised treatments.

Financial accounting and reporting 1

This course looks at recent developments in this area with particular emphasis on recent case law examining the meaning of the ‘serious harm’ test set out in s1 of the Defamation Act 2013. Thereafter there will be a review of the single publication rule and the website operators’ defence as well as consideration of a recent case concerning defamatory online reviews.

Market and regulatory environment 1.5

This course will provide users with an overview of the many different points to consider when undertaking an operational excellence programme. Focusing on areas such as procurement, supply chain excellence, functional alignment and how to measure and forecast the benefits of an operational excellence programme.

Cost accounting and management 1

Most organisations accept without question the principle that costs should be kept as low as possible provided they don't put key corporate objectives at risk. In practice, organisations often face strong pressure to increase resources to meet objectives such as better customer service and product quality. Reducing costs is often problematic because it not clear exactly what is being done, and the value of this work to the organisation, in the areas you seek savings. This course examines six ways of overcoming these problems: improving the ability of spending areas to contribute to key corporate objectives and customer needs, while reducing their costs significantly.

Cost accounting and management 1.5

Do you feel daunted at the thought of giving a presentation? Are you confused about how to begin to put a presentation together, let alone deliver it? Do you wish that you could create and present an elegant, compelling and influential message easily and seemingly effortlessly? If the answer to one or more of these questions is yes, then this highly practical and results-focused course is for you and will increase your confidence and ability.

Communication 1.5

Pricing is one of the most difficult decisions that a manager can make. Many see it as complicated, risky and even terrifying. The reality is rather different. As long as you understand a few of the ground rules, you will not go too far wrong in your pricing efforts. One of the rather daunting issues is that there are as many opinions about how to set price as there are managers offering them. Some of the advice is sound, solid and pragmatic. Other suggestions are wrongly founded, based on half understood premises or just plain stupid. We review no fewer than 18 such myths, offer rational responses to them and explain the theory behind the answers. This will enable you to recognise an 'urban legend' when you hear one, and how to deal with it confidently and unambiguously.

Cost accounting and management 1.5

A key driver of the success of any business is the appropriate setting of the price of its products and services. Finance has an important role to play in driving revenue through pricing management but has a tendency to focus time on costing.

Pricing for finance managers often concentrates on product pricing and costs. This course will move through and beyond the expected approach to emphasise service provision pricing and alternative ways to price services.

 

This course will provide you with an introduction to traditional and alternative determinants of price; and help you to consider their applicability to your own business and the role finance function can play in supporting pricing decision making.

Cost accounting and management 1

This course will give you an overview of private company acquisitions (carried out by way of share and business sale), including an understanding of the key elements of a transaction. It will be useful for anyone new to advising on corporate transactions who is keen to understand the key areas involved, including the reasons as to why a particular structure is chosen as well as understanding various issues and processes during the transaction from initial stages up to and including completion.

Corporate finance and treasury management 1.5

Leading business 'guru' Deming stated that "85% of the reasons for failure to meet customer expectations are related to deficiencies in systems and processes…rather than the employee. The role of management is to change the process rather than badgering individuals to do better". In this course we look at how to better manage, improve and design processes to address Deming's concern. We cover what processes are and how they operate in a business, how to recognise the state of maturity of process management in your business, and to measure and report the performance and state of each key process. We then go on to consider the methods for improving and designing processes for optimum performance, before finally looking at the drivers of successfully deploying Process Excellence.

Process management 1.5

Did you know that essentially the key reason for business failure is running out of cash; if a business no longer has cash, it doesn't matter what else is going on, the business can't and won't survive. Having adequate cash flow is essential to keep a business running. When cash runs out, the company runs the risk of not being able to meet current obligations such as payroll, suppliers and loan repayments. Yet despite this the majority of failed businesses mislead themselves that profitability is the key indicator of success and take their eye off cash flow. This course will introduce you to the significance, meaning and differences between profit and cash flow and provide you with an insight into how to understand both when looking at a set of accounts.

Understanding finance 1

During this course you’ll look at techniques to make sure that you identify the right project for your organisation. Secondly looking at understanding some of the project dynamics making sure the governor's structure is right and the project structure's right ensuring that you've got the right skills in place to be able to complete the project successfully.In addition we’ll cover the key elements of stakeholder engagement, who to talk to, when to talk to, and the sorts of people you may need to engage with, and how to engage with them, as well. We'll have a look at a couple of the methodologies that are currently out there, those that are very structured and quite bureaucratic, to those that are much more free flowing. Finally the importance of going back and reviewing the project and making sure you learn the lessons from whatever project you've undertaken.

Project management 1.5

For many businesses, the issue about where to get funds from for starting up, development and expansion can be crucial for the success of the business. In tough economic times it has become even more critical as finance is not as readily available. It is essential for businesses to understand the various sources of finance available so that they can assess how appropriate these sources are in relation to the needs of the business and whether they will help the business achieve its goals. This course will help you understand what sources of finance are available to businesses small and large and will give you an appreciation of which types of finance may suit a business in different circumstances at different times.

Understanding finance 1

This course will look at the issues associated with climate change, mitigation, adaptation and how to report on your performance on reducing your impact on climate change.

Market and regulatory environment 1

The economic argument for delivering products and services that can benefit the community, the country and the company as a whole is founded on the principle that a 'green agenda' can generate customer loyalty, enhance streams of income, reduce costs and provide positive brand and public relation activities. This course will assist you to appreciate the various types of reverse supply chain initiatives.

Cost accounting and management 1

In driving towards greater levels of cost efficiency and improved service provision, many organisations have turned to establishing shared service centres. But are shared service centres always a guaranteed solution to achieving a satisfactory price/service balance and what conditions are likely to ensure successful shared service implementations?

Process management 1

Over the past 40 years there has been a progressive and huge divergence between company balance sheet value and value expressed by shareholders represented by share price and market capitalisation. Furthermore, the statistical correlation between accounting based measures of performance over a one to three year time horizon and corporate share value is poor. This course looks at the real driving forces behind share values in today's world.

Corporate finance and treasury management 1.5

For professionals wanting to know how to use both halves of their brain to get more from it, think both logically and strategically, and keep one step ahead of colleagues.

Negotiation and decision making 1

This course will help your organisation to understand the benefits and risks of social networking and will identify the best ways to use and manage social networks creating new opportunities for the business in a safer environment.

Business relations 1

This course provides you with 10 simple steps/techniques which can be used in isolation or in combination with one another to help you improve the speed at which you read. Before these though, you are given a bit of information about the physiology and process of how we read.

Communication 1

Demand chain is the new definition of receivables under traditional trade working capital. The traditional approach to financing trade receivables included factoring recourse/non recourse, invoice discounting, forfaiting, receivables scrutinisation and vendor finance.

Cost accounting and management 1.5

Supply chain is the new definition of payables under traditional trade working capital. The traditional approach to financing trade payables was to use discounting techniques such as bulk discounts, non payments resulting in class actions, etc.

Cost accounting and management 1.5

In the current economic climate the reliance on the markets to determine the true worth of an organisation, through the metric of Market Value Added (MVA) has been challenged. More organisations have argued that the true worth of an organisation is its ability to generate cash for investors. As such it is argued an organisation that wishes to maximise investor wealth should adopt the principles of Shareholder Value Analysis (SVA) and make managers accountable for the decisions that they make and the impact that this has on the value of the company. These are taken one step further when consideration is given to whether traditional management accounting concepts of cost encourage managers to make short term decisions. Economic Value Added (EVA) theory argues that certain costs should be viewed as investments and performance measured appropriately.

Corporate finance and treasury management 1

It is often cited by business commentators and academic gurus that management, is steadily losing the ability to think and act truly strategically. Operational effectiveness (the pursuit of greater and greater economies and cost reductions) is being confused with strategic thought and action. This module takes an overview of what strategy and strategic planning should fundamentally consist of and how key strategic elements drive competitive success and a focused workforce.

Strategy 1.5

This course will help you identify the most common signs and symptoms of stress, and then go through steps and techniques to help manage your stress levels. As an introduction to stress management the course will act as a foundation on which to build on, and it will take time and effort to put these measures in place, but it will help you manage your stress from the outset.

Communication 1

This course will help you to understand what can be undertaken to reduce non-compliance issues, contractual penalties, supplier failure and deliver appropriate KPI and service level agreements.

Cost accounting and management 1

This course provides an overview of sustainability and how it is measured. It includes key sustainability standards and the UK legislation regarding sustainability reporting. There are practical examples of sustainability measures and how they are being used in organisations.

Market and regulatory environment 1

This course will refresh your knowledge and bring you up-to-date with current treatment of tangible assets and leases under IFRS. It will cover a number of standards that relate to the accounting for tangible assets including property plant and equipment, leasing, investment property and borrowing costs. It includes details of those standards that apply for accounting periods beginning on or after 1 January 2014. It does not include details of new and revised standards applicable thereafter. The course is suitable for people with some existing knowledge of either IFRS or UK GAAP.

Financial accounting and reporting 1

The social networking revolution. Indications are that the fastest growing membership to social networking sites is amongst the workforce population. With the ease of accessibility to the internet in the workplace, this growth has had a considerable impact on behaviour of employees. The opportunities to now be online and socialising, rather than online and working, are at their highest, and the phenomenon does not look set to slow. This course considers not only the negative, but also the positive impacts of social networking technology for employers, the rights of employees, and how these 21st century workplace issues can be managed.

Business relations 1

In Part 1 we considered the changing role of the finance professional and looked at some of the ways they can bring greater efficiency and productivity through building closer links to the business, developing the role of business partner. This second module looks to highlight some of the inter personal skills required to be an excellent Business Partner.

There is no doubt that some people were born with a high level of Emotional Intelligence while others need to work hard to develop it. The good news is that while IQ tends to level out the older you get, Emotional Intelligence (EQ) can be developed. This module looks to provide some tools and skills to employ and develop to help the finance professional build rapport with their counter parts with in the business - and in doing so fulfil the ever challenging role of Finance Business Partner.

Collaboration and partnering 1.5

As the world changes and finance becomes an ever increasing priority for most organsations, there is a recognised need for the role of the finance professional to change. No longer can the finance professional sit behind a spreadsheet or spend hours simply playing with a chart of accounts. There is now a need, and in a lot of cases a pull from the business, for a finance professional to play a greater part in the strategic decision making and planning within a business. This has created the developing role of the Finance Business Partner.

This module explains what that role looks like and briefly considers how the finance professional might get more involved in ensuring the strategy of an organisation gets implemented.

Collaboration and partnering 1.5

As accountants increasingly break away from the stereotypical view of them as ‘grey people in grey suits’ it is ever more important to ensure that today’s accountant integrates into the business making them an invaluable part of the strategy development process.

Strategy 1

The Bribery Act 2010 is far reaching in its scope and is intended to provide a more intensive mechanism to prosecute and control corruption and bribery in all its various forms. No firm or individual can afford to be without a working knowledge of the Act and an understanding of their obligations and the implications for themselves and their businesses. This module is intended to be a guide to the essential elements of the Act which will be of assistance to firms and individuals and their legal and compliance advisors. This course will help you understand the essentials of the Bribery Act 2010 and will give you a working knowledge of the structure of the Act and the offences it creates.

Market and regulatory environment 1

The body of law directly relevant to equal opportunities in the workplace is often referred to as anti-discrimination law. This protects people from discrimination relating to their certain personal characteristics. These are age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation.

Market and regulatory environment 1

As far as the law is concerned, there are certain restrictions and requirements that apply before an employment relationship is formed. And even if an employment relationship is never formed, employers owe certain duties to candidates during the recruitment process, even though they may not ultimately employ them. The purpose of this course is to enable you to gain an understanding of the impact of employment law on both the recruitment process and the formation of the contract of employment.

Market and regulatory environment 1

This course will enable you to gain an understanding of the key statutory entitlements enjoyed by employees.

Market and regulatory environment 1

Starting to manage or lead a team from scratch can be very daunting. This course provides the vital practical tools and techniques for delegates to manage and develop themselves and their teams to ensure that their departmental and organisational goals are achieved.

Team building 1.5

We seem to be getting busier and busier with us being asked to do more and more, in less and less time. This practical course will demonstrate how to work more effectively and efficiently so that we can get more work done in less time. Not only will it improve your productivity but will also help you to achieve a less stressful and more enjoyable way of operating, both within the organisation and outside it.

Negotiation and decision making 1

This course provides an introduction to some of the key issues concerning contract formation, including discussion of the use of Heads of Terms etc, together with an overview of how contracts are structured and a summary of the types of contract terms.

Business relations 1.5

Building on the knowledge acquired in the first webinar in this series, this course provides an introduction to some of the key terms that will be found in most commercial contracts and sets out some of the key issues to be borne in mind when reviewing such clauses.

Business relations 1.5
Financial accounting and reporting 1

US GAAP is a dynamic reporting frameworks and each year there are many developments in the reporting requirements. These developments are in response to current issues and significant feedback on issues associated with existing reporting requirements. Some of these developments in involve significant financial reporting treatments such as revenue, leases and financial instruments. Some of them involve smaller areas that are however significant in their own right. This course brings you up to date with all the developments in 2015 to help you ensure that your knowledge of US GAAP remains relevant and effective.

Financial accounting and reporting 1

This module covers the deduction of input tax by businesses. It begins by dealing with the basic requirements for a business to obtain a deduction of input tax. It then looks at the key question of whether the business seeking to deduct input tax shown on an invoice did receive the supply, and considers a number of important recent cases on this point. The special rules which apply to deduction of input tax on cars and fuel used for business purposes are covered next, leading on to a review of the impact of VAT on employee expense claims. Finally, the issues which arise when input tax deductions are claimed by businesses which make exempt as well as taxable supplies are dealt with.

Tax strategy, planning and compliance 1
Tax strategy, planning and compliance 1

This module covers the basics of value added tax. It begins by showing how VAT applies to a single transaction and then looks at VAT for a period of trading. The importance of the time of supply (tax point) is covered. The module covers the structure of the VAT return in detail and shows which invoices and records must be maintained in connection with the return. The procedure for registration for VAT is covered. Next the effect of VAT on individual supplies of goods and services is dealt with, and in particular the difference between a single supply and a multiple supply. The module concludes with a review of which supplies are standard rated, reduced rated, zero rate and exempt, and explains the impact of this on a business and its customers.

Tax strategy, planning and compliance 1

The public interest disclosure (‘whistleblowing’) legislation was implemented in the wake of several high profile disasters (including the Zeebrugge ferry disaster and the Piper Alpha oil platform explosion) which it was perceived at the time may have been averted had someone in the relevant organisations spoken out about the state of affairs which led to the disaster.

This course examines the fundamental legal concepts relevant to this area of law and focuses on several key cases in the area. It also considers the variety of claims available to an individual who ‘blows the whistle’ in the workplace and the potential awards which may be made.

Ethics 1

In today’s economic climate it is ever more important that organisations are effective in allocating resources. Therefore there is an increasing tendency for organisations to require well thought through business cases for projects. These business cases need to be approached in a disciplined manner and address all the questions that those being asked for approval need answering. This course takes a generic approach to business case formulation that can be applied in any organisation.

Project management 1.5

Every business needs adequate liquid resources in order to maintain day-to-day cash flow. It needs enough cash to pay wages and salaries as they fall due and to pay creditors if it is to keep its workforce and ensure its supplies.

Maintaining adequate working capital is not just important in the short-term. Sufficient liquidity must be maintained in order to ensure the survival of the business in the long-term as well. Even a profitable business may fail if it doesn’t have adequate cash flow to meet its liabilities as they fall due.

This e-learning course will help you understand what working capital is, and the various techniques that can be used to effectively manage to ensure a business’ success.

Management reporting and analysis 1.5

Select 10 courses.