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numan kesources


1ra|n|ng:
1a|ent Management & Success|on Þ|ann|ng
Durat|on: 4 days

1arget:
• 1he course ls almed Lo glve a broad overvlew and key conslderaLlons Lo llne managers wlLh lnpuL Lo LalenL managemenL and
successlon plannlng for Lhelr own deparLmenLs or unlLs, parLlcularly Lhe recrulLmenL, selecLlon, remuneraLlon, developmenL and
reLenLlon of key people.

Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.

Cb[ect|ve :
• ueflne 'LalenL' and dlfferenLlaLe LalenL managemenL from successlon plannlng
• uescrlbe key facLors and Lechnlques ln ldenLlfylng poLenLlal hlgh performers
• ldenLlfy approprlaLe recrulLmenL and developmenL meLhods for your organlzaLlon's LalenL managemenL and successlon plannlng
lnlLlaLlves
• uevelop LalenL maps, career paLhs and remuneraLlon sLraLegles
• Manage your own and oLher key sLakeholders expecLaLlons and asplraLlons of Lhe successlon pool
• LvaluaLe Lhe success of successlon plannlng

1ra|n|ng Þrogram:
1a|ent and Success|on Þ|ann|ng - an overv|ew
• 1he dlfference beLween LalenL managemenL and successlon plannlng
• 1he key elemenLs of an lnLegraLed '[olned up' LalenL and successlon plan
• Lxamples of besL pracLlce, classlc plLfalls and laLesL Lrends ln successlon plannlng
Attract|on and Lngagement of 1a|ent
• LxLernal recrulLmenL and selecLlon Lo aLLracL Lhe LalenL you requlre now and ln fuLure
• lnLernal ldenLlflcaLlon of LalenL - key roles and paLhs and creaLlng Lhe rlghL cllmaLe
Deve|opment and Success|on
• 1he llnk Lo change managemenL - fuLure prooflng and forecasLlng for fuLure needs of Lhe buslness
• use of relevanL Lechnlques - LalenL pools and maps, career paLhs, aLLlLude surveys, 360 feedback
ketent|on and kemunerat|on
• Slmply Lhe 8esL? - who Lo keep and why Lhe mosL capable aren'L always Lhe besL Lo reLaln
• lf you leave me now. - how Lo creaLe loyalLy and producLlvlLy wlLhouL 'handcuffs' and burnouL
Lva|uat|on and Act|on
• Pow Lo measure Lhe success of your approach and bulld an acLlon plan


1ra|n|ng:
nk Measurement and numan Cap|ta| Management
Durat|on: 4 days

1arget :
• ueslgned for P8 ulrecLors, Managers and Þollcy Advlsors, P8 ConsulLanLs and 8uslness ÞarLners, Lmployee 8elaLlons
Þrofesslonals, Peads of CrganlzaLlonal uevelopmenL.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe

Cb[ect|ves:
• Learn how Lo measure and demonsLraLe P8 success and benchmark Lhe P8 funcLlon
• undersLand how Lo llnk P8 acLlvlLles Lo buslness ouLcomes uslng approprlaLe meLrlcs
• CreaLe value from daLa: use P8 measures and analysls Lo esLabllsh a sLraLeglc P8 funcLlon
• Assess Lhe valldlLy and rellablllLy of daLa and undersLand quanLlLaLlve and quallLaLlve lnformaLlon sources
• urlve efflclencles wlLhln P8 and make cosL savlngs wlLhln Lhe organlzaLlon

1ra|n|ng Þrogram:
Why measure nk and numan Cap|ta|?
• CurrenL Lhlnklng and pracLlce: why ls Lhere a need for measuremenL and whaL are Lhe lssues?
• SLraLeglc approach: drlvlng your sLraLegy forward and llnklng measuremenL Lo core ouLpuLs
• Puman caplLal approach: human caplLal reporLlng and measurlng Lhe value of your workforce
• uemonsLraLlng added value from Lhe P8 funcLlon
We|gh|ng up the measurement opt|ons: mak|ng the connect|on between act|v|ty and performance
• Lxamlnlng Lhe key facLors LhaL make a dlfference Lo organlsaLlonal success: whaL should be measured?
• uslng measuremenL as a Lool Lo subsLanLlaLe problems
• LvaluaLlng Lhe lmpacL of P8 lnLervenLlons
• CuallLaLlve measures and Lhe value of sLaff surveys
• MeLrlcs and key performance lndlcaLors
Interpret|ng the |nformat|on: what can be |nferred from the resu|ts
• CreaLlng value from daLa: how Lo make a dlfference
• valldlLy and rellablllLy of daLa: whaL concluslons can be drawn
Assess|ng your reasons for measur|ng
• A pracLlcal acLlvlLy enabllng you Lo become clear on Lhe mosL lmporLanL ob[ecLlves you wanL Lo achleve Lhrough measuremenL
Lstab||sh|ng a cu|ture of measurement and deve|op|ng a measurement framework
• Assesslng your currenL approach Lo measuremenL and assessmenL
• CreaLlng an effecLlve measuremenL reporLlng framework: how much daLa, when and Lo whom
• 1he audlence for Lhe daLa and how Lhey wlll use lL: bulldlng sLakeholder commlLmenL Lo acLlon
• ÞresenLlng and communlcaLlng daLa for Lhe audlence's aLLenLlon
8enchmark|ng and comparator |nd|cators: an exp|orat|on and eva|uat|on of opt|ons
• Lxplorlng Lhe poLenLlal of alLernaLlve human caplLal measures and benchmarklng frameworks
• Pow Lo use consulLanLs and exLernal suppllers Lo achleve value for money
Cr|t|ca| success factors and obstac|es |n human cap|ta| report|ng and nk measurement
• Lxplorlng whaL can go wrong: ldenLlfylng and overcomlng barrlers
• AcLlon plannlng for Lhe fuLure: whaL nexL



1ra|n|ng:
Deve|op|ng a Coach|ng Cu|ture
Durat|on: 4 days

1arget:
• ueslgned for L&u and P8 professlonals, organlzaLlonal developmenL and change speclallsLs, execuLlve coaches, managers and
Leam leaders.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe

Cb[ect|ves:
• undersLand how coachlng works and when lL ls approprlaLe
• CreaLe a culLure LhaL supporLs coachlng-lncludlng Lop down buy-ln
• Caln key sLraLegles and Lechnlques ln formulaLlng and communlcaLlng clear and consLrucLlve feedback
• use rellable models Lo plan and carry ouL coachlng
• Learn how Lo culLlvaLe and promoLe an envlronmenL LhaL dellvers lncreased moLlvaLlon and performance
1ra|n|ng Þrogram:
Coach|ng - what does |t mean?
• ueflnlLlons and examples
• Coachlng versus menLorlng
• lormal versus lnformal coachlng
1he bus|ness case: why |nvest?
• Case sLudles: examples of how coachlng can lmpacL buslness performance
• WhaL are Lhe measurable beneflLs of a coachlng culLure?
• lmproved communlcaLlon, consclous developmenL of LalenL, dlsclpllned leaders, enhanced employee engagemenL = lncreased
operaLlonal lmprovemenL
Deve|op|ng a coach|ng cu|ture: f|rst steps
• 8evlewlng currenL coachlng sLraLegy and pracLlce
• ConnecLlng coachlng Lo buslness sLraLegy and undersLandlng lLs lmpacL
• Senlor managemenL buy-ln: selllng Lhe buslness beneflLs
• SelecLlng a coachlng champlon
• CommunlcaLlng change clearly and conslsLenLly
• Þlannlng for reslsLance
Lstab||sh|ng a behav|our-based coach|ng approach
• ConnecLlng coachlng wlLh organlsaLlonal values
• 8emovlng and changlng lnhlblLlve behavlours
• AcLlvely promoLlng behavlours LhaL supporL Lhe deslred culLure
Creat|ng a coach|ng methodo|ogy
• uemonsLraLlng clear learnlng ouLcomes
• Agreelng success crlLerla and a feedback process
• ueveloplng evaluaLlon sLraLegles Lo measure deslred ouLcomes
• Pow Lo embed coachlng processes and behavlours




1ra|n|ng:
Conduct|ng Successfu| Appra|sa|s & kev|ews
Durat|on: 4 days

1arget:
• SulLable for lndlvlduals who carry ouL sLaff appralsals and are looklng Lo bulld Lhelr confldence and effecLlveness ln Lhls essenLlal
sklll. 1he course ls sulLed Lo Lhose who are new Lo appralsals or have llmlLed experlence ln Lhls area.
Þre course: ln order Lo focus on your developmenL needs, you wlll be asked Lo Lhlnk abouL Lhe documenLaLlon currenLly used before,
durlng and afLer appralsal meeLlngs ln your currenL workplace.

Cb[ect|ves:
• undersLand Lhe Lools needed and beneflLs of runnlng appralsal meeLlngs
• ConfldenLly plan and prepare for a successful revlew meeLlng
• lmprove your communlcaLlon skllls and remaln falr and conslsLenL wlLh all sLaff
• lmprove your llsLenlng skllls, and Lackle performance problems effecLlvely.
• uevelop honesL and open communlcaLlons durlng revlew meeLlng.
• Show empaLhy and lnsplre and moLlvaLe sLaff Lo perform beLLer
• undersLand how Lo seL clear ob[ecLlves
1ra|n|ng Þrogram:

1he Importance of Staff Appra|sa| and kev|ew
• 1he purpose and beneflLs of appralsals and revlews
• Allgnlng appralsal revlews wlLh organlsaLlonal success
• ueflnlng Lhe barrlers Lo effecLlve appralsals and revlews
• undersLandlng your role and responslblllLles as an effecLlve appralser

Lffect|ve Þ|ann|ng & Þreparat|on for the Appra|sa| or kev|ew
• CaLherlng Lhe lnformaLlon you need: drafLlng an appralsal plan
• undersLandlng Lhe lmporLance of Lhe organlsaLlon's compeLencles for sLaff appralsal and developmenL
• 1he lmporLance of falrness and equallLy ln Lhe appllcaLlon of Lhe sysLem
• CaLherlng supporLlng evldence and daLa

1he Appra|sa|]kev|ew meet|ng
• LsLabllshlng open and honesL communlcaLlons
• CuesLlonlng and llsLenlng skllls
• Þlannlng and conducLlng a sLrucLured, balanced and parLlclpaLlve dlscusslon
• 8evlewlng currenL compared Lo prevlous performance
• Þrovldlng clear, speclflc and moLlvaLlonal feedback
• Cvercomlng reslsLance and handllng uncooperaLlve lndlvlduals

Manag|ng the Þerformance
• ldenLlfylng Lhe causes of poor performance
• Addresslng lssues of poor performance confldenLly
• SeLLlng SMA81 Cb[ecLlves





1ra|n|ng:
Deve|op|ng your nk Strategy
Durat|on: 4 days

1arget:
• ueslgned for P8 ulrecLors and Managers, P8 Þollcy Advlsors, Lmployee 8elaLlons Managers, CommunlcaLlons Managers, Cu
SpeclallsLs.

Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.

Cb[ect|ves:
• uevelop an P8 SLraLegy LhaL allgns wlLh your organlsaLlon's goals and dellvers success.
• Assess laLesL Lhlnklng on Lhe people and performance llnk: P8 lnLervenLlons LhaL make a dlfference.
• 8ecome a buslness parLner and learn how Lo develop your sLraLeglc lnfluence.
• CeL Lallored lnpuL and consulLancy advlce on how Lo develop P8 sLraLegy for your organlsaLlon.
• Share knowledge and experlences wlLh P8 colleagues Lackllng sLraLeglc P8 lssues.

1ra|n|ng Þrogram:

Strategy, nk management and strateg|c nk Management: concepts and rea||t|es
• WhaL ls buslness sLraLegy and sLraLeglc P8?
• Lxamlnlng Lhe lmporLance of P8 sLraLegy and Lhe changlng role of P8 professlonals
• Pow sLraLeglc are you? A pracLlcal acLlvlLy Lo assess Lhe role your P8 funcLlon currenLly Lakes

Gett|ng |n touch w|th your bus|ness: w|den|ng your exposure
• Achlevlng a solld appreclaLlon of Lhe blg plcLure and needs of your organlsaLlon
• WhaL are your companles' buslness and corporaLe ob[ecLlves?
• Assesslng Lhe currenL sLaLe of Lhe markeL or envlronmenL ln whlch you operaLe
• 8ecognlslng your buslness drlvers and values Lo llnk Lhem Lo your P8 sLraLegy

1he peop|e and performance ||nk: how nk can dr|ve bus|ness success
• WhaL P8 lnLervenLlons make a dlfference? LaLesL research on crlLlcal people and organlsaLlon lssues
• Movlng from a llsL of P8 acLlvlLles Lo an lnLegraLed approach for opLlmal organlsaLlonal success

8ecom|ng a bus|ness partner and deve|op|ng strateg|c |nf|uence
• Assesslng Lhe challenges Lo becomlng a buslness parLner
• Pow Lo develop sLraLeglc lnfluence ln your organlsaLlon: achlevlng early consulLaLlon and shaplng sLraLegy creaLlon
• Lnhanclng your personal lnfluenclng skllls
• LsLabllshlng and susLalnlng credlblllLy: whaL successful P8 leaders do - research flndlngs and currenL reallLles
• WhaL lnfluence do you have? A pracLlcal acLlvlLy Lo assess Lhe currenL lssues and barrlers you face and whaL you can do Lo lncrease
your lnfluence.

8us|ness p|ann|ng for your nk funct|on
• Analyslng your resources: comparlng your P8 sLafflng and Llme allocaLlon Lo your ldenLlfled crlLlcal people lssues
• ueveloplng ob[ecLlves for your P8 funcLlon and Lhe lnLerllnk wlLh P8 sLraLegy
• ueveloplng your P8 Leam: approach, eLhos, quallLles and skllls
• MarkeLlng and promoLlng Lhe P8 funcLlon: changlng percepLlons and bulldlng credlblllLy across Lhe buslness
• A pracLlcal acLlvlLy Lo revlew where you are currenLly and deLermlne ways forward

Deve|op|ng an nk strategy that |s owned by your organ|sat|on
• Lxplorlng Lhe scope and conLenL of P8 sLraLegles: alLernaLlve models and case sLudy examples
• lnvolvlng key players Lo ensure meanlngful ldenLlflcaLlon of lssues and achlevlng buy ln
• Pow Lo ensure Lhe P8 sLraLegy ls a llvlng documenL owned by your organlsaLlon
• CapLurlng and communlcaLlng Lhe P8 sLraLegy
• Lxplorlng whaL can go wrong: ldenLlfylng and overcomlng barrlers



1ra|n|ng:
Conduct|ng Workp|ace Invest|gat|ons
Durat|on: 4 days

1arget:
• 1hls Lralnlng ls for pracLlLloners, llne managers, dlrecLors, employee and lndusLrlal relaLlons offlcers.

Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.

Cb[ect|ves:
• lmprove your knowledge of Lhe legal and pracLlcal requlremenLs relaLlng Lo lnvesLlgaLlons and hearlngs
• Learn Lhe skllls requlred Lo manage and conducL lnvesLlgaLlons and hearlngs confldenLly and successfully
• Lnhance buslness success and avold unnecessary llLlgaLlon
• ÞracLlse key skllls Lhrough parLlclpaLlon ln 'real-llfe' scenarlos on grlevance lnvesLlgaLlons and dlsclpllnary hearlngs

1ra|n|ng Þrogram:

Introduct|on - 1he emp|oyment |aw context - an overv|ew of |eg|s|at|on and case |aw affect|ng workp|ace |nvest|gat|on and hear|ngs
• 1he LmploymenL AcL 2008 and lLs lmplemenLaLlon
• Acas Code of ÞracLlce and Culde
• 8elevance of developlng caselaw

D|sc|p||nary and d|sm|ssa| and gr|evance procedures: what's |nvo|ved?
• Pow are Lhe processes sLrucLured?
• ?our own pollcles and procedures
• When and how Lo use suspenslon
• 1he role of `companlon`
• When ls Lhere a rlghL Lo legal represenLaLlon?
• 1he organlsaLlonal and legal consequences of noL followlng procedure
• Successfully managlng Lhe overlap beLween dlsclpllnary and grlevance lssues

D|sc|p||nary and gr|evance |nvest|gat|ons: a comprehens|ve, structured approach to the |nvest|gat|on
• WhaL ls Lhe lnvesLlgaLlon process? PlghllghLlng Lhe lmporLance of Lhe lmparLlallLy of Lhe lnvesLlgaLor and hls/her role
• Þlannlng Lhe lnvesLlgaLlon
• Arranglng Lhe lnvesLlgaLlon
• CaLherlng evldence: WhaL ls Lhe Llmellne and whaL are Lhe sLrucLural processes lnvolved?
• Whens does an lnformal lnvesLlgaLlon become formal?
• 1he role of llne managemenL and P8 ln your organlsaLlon
• Lmployee rlghLs and Lhe uaLa ÞroLecLlon leglslaLlon
• Pow Lo handle wlLnesses
• MasLerlng Lhe meLhods and Lechnlques used Lo exLracL relevanL lnformaLlon and handle dlfflculL slLuaLlons successfully
• Case sLudy

1he |nvest|gat|on |nterv|ew: t|ps to ensure a thorough |nvest|gat|on process
• Avoldlng Lhe common mlsLakes made durlng Lhe lnvesLlgaLlon process
• 1he role of surroundlngs and Llmlng and lLs effecL on Lhe lnvesLlgaLlon ouLcome
• Pow Lo source relevanL lnformaLlon Lhrough experL quesLlonlng and daLa collecLlon Lechnlques
• Pow Lo analyse and evaluaLe evldence
• 1he lnvesLlgaLlons checkllsL
• 8eporL preparaLlon, maklng recommendaLlons and movlng onLo Lhe hearlng process





1ra|n|ng:
Med|at|on & Strateg|c Conf||ct keso|ut|on
Durat|on: 4 days

1arget:
• 1hls Lralnlng ls for pracLlLloners, llne managers, dlrecLors, employee and lndusLrlal relaLlons offlcers.

Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.

Cb[ect|ves:
• lmprove your knowledge of Lhe legal and pracLlcal requlremenLs relaLlng Lo lnvesLlgaLlons and hearlngs
• Learn Lhe skllls requlred Lo manage and conducL lnvesLlgaLlons and hearlngs confldenLly and successfully
• Lnhance buslness success and avold unnecessary llLlgaLlon
• ÞracLlse key skllls Lhrough parLlclpaLlon ln 'real-llfe' scenarlos on grlevance lnvesLlgaLlons and dlsclpllnary hearlngs

1ra|n|ng Þrogram:

What |s med|at|on and why |s |t so |mportant?
• undersLandlng Lhe hlsLory behlnd medlaLlon
• Addresslng Lhe key prlnclples and alms of medlaLlon
• Why ls medlaLlon needed: Lhe buslness case for medlaLlon and advanLages over llLlgaLlon

Understand|ng the |aw beh|nd med|at|on and |ega| |mp||cat|ons for the future
• 1he Clbbons 8eporL, Clvll Þrocedure 8ules and Lhe LmploymenL 8lll reforms
• CourL supporL for medlaLlon
• undersLandlng medlaLlon ln relaLlon Lo dlsclpllnary and grlevance procedures
• MedlaLlon clauses and Lhe conLracL of employmenL

Undestand|ng conf||ct: Lva|uat|ng the behav|oura| reasons beh|nd conf||ct at work - Ident|fy|ng conf||ct hotspots |n your
organ|sat|on
• Why does confllcL exlsL ln Lhe workplace?
• ConfllcL mlndseLs
• Pow Lo ldenLlfy Lhe rooL causes of confllcL ln Lhe workplace and recognlse Lhe early sLages of dlsrupLlon
• 1he "confllcL Lrlangle"
• ueallng wlLh confllcL

Gear|ng up for med|at|on and creat|ng a workp|ace structure that works |n your organ|sat|on
• ldenLlfylng where your organlsaLlon wanLs Lo be ln relaLlon Lo medlaLlon
• uecldlng where Lhe medlaLlon funcLlon should slL wlLhln Lhe workplace
• lmplemenLlng a workplace sLrucLure: chooslng beLween lnLernal or exLernal medlaLors and decldlng upon Lhe besL course of
acLlon Lo Lake

1he process |n pract|ce - Lva|uat|ng d|fference med|at|on sty|es
• undersLandlng faclllLaLlve, LransformaLlve and evaluaLlve medlaLlon and decldlng whlch sLyle besL sulLs your organlsaLlon
• 1he phases of medlaLlon and evaluaLlng Lhe role of Lhe medlaLor
• LffecLlvely managlng Lhe medlaLlon process: record keeplng and Llme managemenL

















Leadersh|p & Management






1ra|n|ng:
Lffect|ve Management and Leadersh|p Sty|es
Durat|on: 4 days

1arget:
• SulLable for managers wlLh some experlence who are looklng Lo enhance Lhelr undersLandlng of a range of leadershlp and
managemenL sLyles so LhaL Lhey can bulld Leams Lhrough lmprovlng lndlvldual effecLlveness..
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe

Cb[ect|ves:
• ldenLlfy your currenL preferred managemenL and leadershlp sLyle.
• Choose Lhe mosL approprlaLe managemenL or leadershlp sLyle for any glven slLuaLlon.
• undersLand Lhe lmpacL of dlfferenL sLyles on oLhers.
• lncrease your ablllLy Lo moLlvaLe oLhers.
• Lmpower oLhers Lo perform.
• uevelop Lhe LalenL of oLhers Lhrough a range of dlfferenL and approprlaLe approaches Lo sulL Lhe slLuaLlon.

1ra|n|ng Þrogram:
Def|n|ng your ko|e
• ueflne and dlfferenLlaLe beLween managemenL and leadershlp
• undersLand Lhe skllls and quallLles requlred of managers and leaders ln Lhe 21sL cenLury
• ldenLlfy whaL your organlsaLlon needs, wanLs and expecLs of you
• MeeL Lhe demands of boLh your manager and your Leam
Assess your Management and Leadersh|p Sty|e
• 8evlew your managemenL and leadershlp sLyle
• ldenLlfy your sLrengLhs and developmenL needs
• Assess - how do oLhers see you?
• undersLand and background Lo Lhe four leadershlp sLyles
• Leadlng by example - be a role model and pro[ecL a credlble lmage
1he D|rect|ona| Leader
• ueflne your Leam's dlrecLlon and lnsplre oLhers Lo follow
• Lead from Lhe fronL
• Clvlng clear slmple and moLlvaLlonal messages
• keep your Leam focused on resulLs
1he Deve|opmenta| Leader
• ?our role as a developer of oLhers
• Assess Lhe lndlvldual and Leam developmenL needs
• 1he arL and skllls for Lralnlng and developlng lndlvlduals
• use a coachlng sLyle Lo enable oLhers Lo acL and Lake responslblllLy
• 1he skllls Lo persuade and lnfluence oLhers
1he Support|ve Leader
• 8ecognlse and reward conLrlbuLlons
• ldenLlfy and managlng Lhe LalenL ln your Leam
• Lead wlLh feedback LhaL moLlvaLes and develops oLhers
• CreaLe a culLure of challenge and supporL wlLhln your Leam
1he Lmpower|ng Leader
• Lncourage Lhe Leam Lo underLake collaboraLlve problem solvlng
• Make delegaLed responslblllLy a parL of your Leam culLure
• 1he advanLage of self-managed Leams
• 1he ablllLy Lo faclllLaLe raLher Lhan manage your Leam
Þersona| Deve|opment
• CreaLe a personal leadershlp appllcaLlon plan Lo conLlnue your developmenL wlLhln Lhe workplace



1ra|n|ng:
Lmot|ona| Inte|||gence - Lxce|||ng |n Leadersh|p
Durat|on: 4 days

1arget:
• Senlor managers and pro[ecL managers
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe

Cb[ect|ves:
• undersLand Lhe Ll model and lLs core compeLencles.
• ulscover Lhe beneflLs of Ll Lo Lhe leader, Lhe Leam and Lhe organlsaLlon.
• ldenLlfy sLraLegles and opporLunlLles Lo apply Ll ln Lhelr leadershlp role.
• Learn how Lo bulld relaLlonshlps wlLh oLhers whlch enable Lhem Lo lead more effecLlvely.

1ra|n|ng Þrogram:
What |s Lmot|ona| Inte|||gence?
• ueflnlng LmoLlonal lnLelllgence (Ll)
• CuLllnlng Lhe core Ll compeLencles
• 1he beneflLs of becomlng a more LmoLlonally lnLelllgenL leader
• Assesslng your own Ll
• A framework Lo develop Ll leadershlp compeLencles
1he Se|f-aware Leader
• 1he lmporLance of self-awareness for a leader's developmenL
• undersLandlng your personal leadershlp sLrengLhs and weaknesses
• undersLandlng your emoLlonal responses and Lhelr lmpacL on oLhers
• Seeklng on-golng feedback Lo become a more self-aware leader
1he Se|f-managed Leader
• 1he beneflLs of managlng and conLrolllng your emoLlons
• SLaylng focused and calm under pressure
• Self-moLlvaLlon Lo achleve goals
1he Soc|a||y Aware Leader
• undersLandlng and empaLhlslng wlLh oLhers
• 8ulldlng rapporL wlLh a broad range of people
• Managlng and engaglng emoLlons wlLhln your Leam
• Leadershlp sLraLegles for developlng more LmoLlonally lnLelllgenL Leams
8u||d|ng and Manag|ng ke|at|onsh|ps
• Why relaLlonshlps succeed or fall
• 8ulldlng and managlng lnLernal and exLernal relaLlonshlps
• CommunlcaLlng wlLh and lnfluenclng oLhers for enhanced resulLs
• Managlng confllcLs wlLh oLhers
• ueveloplng oLhers uslng emoLlonal coachlng



1ra|n|ng:
1eam Management and Leadersh|p Sk|||s for Superv|sors and 1eam Leaders
Durat|on: 4 days

1arget:
• ueslgned for supervlsors and Leam leaders who are looklng Lo provlde leadershlp Lo Lhelr Leam and ensure maxlmum efforL,
commlLmenL and moLlvaLlon ln Lhe achlevemenL of Lhelr ob[ecLlves.

Þre course: 1hls Lralnlng does noL requlre any prerequlslLe

Cb[ect|ves:
• ldenLlfy Lhe key skllls and characLerlsLlcs of successful leaders and Leam managers.
• uemonsLraLe flexlblllLy across Lhe leadershlp sLyles and develop personal sLraLegles for enhanclng Lhe effecLlveness of your Leam.
• uevelop your Leam's sLrengLhs.
• Manage dlfferenL personallLles and encourage muLual respecL and cooperaLlon from all Leam members.
• Manage effecLlve Leam meeLlngs and brleflngs and carry ouL delegaLlon duLles asserLlvely.
• 8esolve confllcL and deal wlLh dlfflculL people and slLuaLlons confldenLly and poslLlvely.
• CreaLe and malnLaln an ongolng acLlon plan for conLlnuous lmprovemenL of Lhe Leam and your lndlvldual managemenL and
leadershlp skllls.
1ra|n|ng Þrogram:
1he Art of Lffect|ve 1eam Management and Leadersh|p
• undersLand Lhe role and characLerlsLlcs of a successful leader
• 8ecognlslng and revlewlng your personal sLyle of leadershlp
• Assesslng Lhe key leadershlp skllls

1he Lffect|ve 1eam
• ldenLlfy Lhe LralLs of an effecLlve Leam
• 1he key Lechnlques for compeLenL Leam worklng
• Manage Lhe expecLaLlons of your Leam

8u||d|ng a Successfu| 1eam
• ulsLlngulsh Leam roles and responslblllLles
• CreaLe Lhe ablllLy Lo recognlse and manage dlfferenL personallLles
• Lncourage muLual respecL and cooperaLlon wlLhln your Leam
• ldenLlfy Leam sLrengLhs and developmenL areas

Mot|vat|ng to Ach|eve kesu|ts
• SeL a clear dlrecLlon
• keep Lhe Leam on LargeL
• Þrovlde supporL and recognlLlon

keep|ng Commun|cat|on Channe|s Cpen
• AsserLlve Leam brleflng and meeLlngs
• ueal wlLh dlfflculL slLuaLlons
• Pandle confllcL wlLhln Lhe Leam and promoLlng cooperaLlve Leam behavlour

Lnhanc|ng 1eam Þerformance through 1ra|n|ng and Deve|opment
• uevelop Lhe skllls of lndlvlduals
• Þroblem solvlng and declslon maklng wlLhln Lhe Leam
• Lmpower your Leam

Þersona| Deve|opment
• CreaLe your personal developmenL plan
• CreaLe your Leam developmenL plan



1ra|n|ng:
Deve|op|ng Leadersh|p Coach|ng
Durat|on: 4 days

1arget:
• SulLable for leaders and coaches worklng Lowards an lnLernaLlonally recognlsed quallflcaLlon.

Þre course: 1hls Lralnlng does noL requlre any prerequlslLe

Cb[ect|ves:
• Coach oLhers Lo grow as leaders
• undersLand leadershlp sLyles
• ueepen your core coachlng skllls
- Crow emoLlonal lnLelllgence ln yourself and oLhers
- lmprove your relaLlonshlps wlLh colleagues, suppllers and cusLomers
1ra|n|ng Þrogram:
Work|ng as a Leadersh|p Coach |n forma| and |nforma| s|tuat|ons
• ulscover and explore values
• ueepen your undersLandlng of Lhe prlnclples of leadershlp coachlng

Grow|ng Lmot|ona| Inte|||gence
• Coachlng Lo ralse awareness of emoLlons, bulld emoLlonal capaclLy and grow emoLlonal capablllLy ln ourselves and oLhers
• ueepen your llsLenlng skllls

Cngo|ng Þersona| Deve|opment
• MenLor Coachlng: A menLor coach observes you coachlng a fellow sLudenL and glves ln-depLh feedback
• Þeer Coachlng




1ra|n|ng:
Stepp|ng Up to Sen|or Management

Durat|on: 4 days

1arget:
• 1hls Lralnlng wlll beneflL Lhose new Lo senlor managemenL, or who wlsh Lo expand and consolldaLe Lhelr skllls ln a senlor role.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe

Cb[ect|ves:
• ueflne Lhe dlfferences beLween senlor managemenL and operaLlonal managemenL.
• AdapL exlsLlng leadershlp skllls lnLo a more empowered and creaLlve approach Lo leadershlp.
• uevelop your ablllLy Lo Lhlnk ln vlslonary Lerms.
• undersLand Lhe lssues and dllemmas now faclng organlsaLlons aL a sLraLeglc level.
• 8ecognlse Lhe key prlnclples of process managemenL.
• SeL ob[ecLlves and manage performance ln relaLlon Lo Lhe organlsaLlon as a whole.lmprove your relaLlonshlps wlLh colleagues,
suppllers and cusLomers
1ra|n|ng Þrogram:
Mak|ng the Change to Sen|or Management
• 1he challenges and opporLunlLles faclng new senlor managers
• 1aklng Lhe organlsaLlonal perspecLlve
• Changes ln Lhe buslness envlronmenL
• ?our organlsaLlon and Lhe buslness envlronmenL
• ?our role ln relaLlon Lo your organlsaLlon's ob[ecLlves as a whole
• Worklng wlLh and undersLandlng Lhe power and lnfluence of sLakeholders
• ueallng wlLh uncerLalnLy and complexlLy

8us|ness Management
• Worklng and lnfluenclng across Lhe organlsaLlon
• Long Lerm buslness plannlng - Laklng a longer Lerm perspecLlve
• ueveloplng a broader ouLlook - chang|ng m|ndset

Þrocess Management
• AdapLlng and developlng new skllls Lo manage process changes
• Pow Lo Lransform buslness processes for susLalned compeLlLlve advanLage
• undersLandlng Lhe fundamenLal dlfferences beLween radlcal LransformaLlon and conLlnuous lmprovemenL
• 1he key prlnclples and concepLs of process LransformaLlon

Þerformance Management
• A sLraLeglc vlew of performance managemenL
• Managlng performance and seLLlng ob[ecLlves ln relaLlon Lo Lhe organlsaLlon as a whole

Þeop|e Management
• Managlng oLher managers: Lhe new skllls Lhls role demands
• AdapLlng exlsLlng leadershlp skllls lnLo a more empowered and creaLlve approach Lo leadershlp
• CreaLlng an effecLlve people managemenL sLraLegy
• ulrecLlng versus managlng people
• Acqulrlng or refreshlng your coachlng skllls Lo brlng ouL Lhe besL ln oLhers



1ra|n|ng:
Þeop|e Management Sk|||s for Managers
Durat|on: 4 days

1arget:
• Lxperlenced managers and senlor supervlsors

Þre course: More Lhan Lwo years' experlence of managlng people buL who have recelved llLLle or no formal Lralnlng. Managers who are
responslble for oLher managers.

Cb[ect|ves:
• ueflne Lhe dlfferences beLween senlor managemenL and operaLlonal managemenL.
• AdapL exlsLlng leadershlp skllls lnLo a more empowered and creaLlve approach Lo leadershlp.
• uevelop your ablllLy Lo Lhlnk ln vlslonary Lerms.
• undersLand Lhe lssues and dllemmas now faclng organlsaLlons aL a sLraLeglc level.
• 8ecognlse Lhe key prlnclples of process managemenL.
• SeL ob[ecLlves and manage performance ln relaLlon Lo Lhe organlsaLlon as a whole.lmprove your relaLlonshlps wlLh colleagues,
suppllers and cusLomers
1ra|n|ng Þrogram:
Þutt|ng ¥our ko|e |nto an Crgan|sat|ona| Context
• 8evlewlng your role and responslblllLles
• 8ecognlslng Lhe key leadershlp sLyles
• 1he lmpacL of sLyle on your Leam
• ManagemenL and leadershlp - Lhe dlfference

Þeop|e Management, 1eam Deve|opment and De|egat|on
• Leadlng a Leam Lo perform
• 8ecognlslng and appreclaLlng Lhe dlverslLy of work relaLlonshlps
• 8e-assesslng Lhe sLrengLhs and developmenL areas of Lhe Leam
• 8evlew of essenLlal delegaLlon skllls

Mot|vat|ng the 1eam
• SeLLlng goals for lndlvldual developmenL and organlsaLlonal growLh
• Lncouraglng poslLlve lnpuL from Lhe lndlvldual
• ÞracLlcal ldeas on how Lo moLlvaLe your Leam

Creat|ve Þrob|em So|v|ng and Manag|ng D|ff|cu|t Þeop|e
• 1ools for generaLlng and chooslng Lhe rlghL soluLlons Lo Lrlcky problems
• ConfllcL slLuaLlons - how Lo resolve Lhem
• SLraLegles for deallng wlLh dlfflculL people

Þr|or|ty, Þ|ans and Þerformance - Crgan|sat|on |s the key
• ldenLlfylng key resulL areas
• Pow Lo manage and classlfy prlorlLles Lo enhance levels of performance
• ueveloplng effecLlve Leam sLraLegles
• Þlannlng ahead - creaLlng an acLlon plan

Lffect|ve Commun|cat|on
• Lngage wlLh key sLakeholders Lo lmprove performance
• lnfluenclng and persuadlng across your organlsaLlonal neLwork
• Cvercomlng ob[ecLlons and reslsLance




1ra|n|ng:
Lead|ng your Managers - Cascad|ng for Success
Durat|on: 4 days

1arget:
• 1hls Lralnlng wlll be of value Lo any manager who ls sLepplng lnLo a role where you are now responslble for leadlng a Leam of
managers or for Lhose more senlor managers who wlsh Lo develop Lhelr capablllLy as a leader of managers.
Þre course: More Lhan Lwo years' experlence of managlng people buL who have recelved llLLle or no formal Lralnlng. Managers who are
responslble for oLher managers.

Cb[ect|ves:
• ueflne your role as a leader of leaders
• ÞoslLlon yourself ln relaLlon Lo dlfferenL managemenL levels
• uevelop speclflc managerlal pracLlces ln managemenL of managers
• CreaLe a supporLlve Leam culLure wlLhln your Leam
• lnsplre confldence and enLhuslasm wlLhln your Leam of managers
1ra|n|ng Þrogram:
Þos|t|on ¥ourse|f as a Manager of Managers
• ?our organlsaLlon's expecLaLlons as a manager of managers
• Assesslng your responslblllLles as a manager of managers
• Add value Lo your role of managlng your Leam of managers
• 8eporLlng upwards and managlng your manager

Inf|uence and Lead ¥our 1eam of Managers
• 8ulldlng your personal ldenLlLy as a leader of managers
• 8ulld Lhe relaLlonshlps wlLhln your Leam
• CreaLe a shared vlslon of Lhe company's challenges
• Work LogeLher Lowards prlorlLy crlLlcal company lssues

Imp|ement|ng Mon|tor|ng 1oo|s
• ueLermlne Lhe essenLlal worklng procedures for your Leam
• lormallse levels of reporLlng and monlLorlng processes
• SeLLlng up Lhe worklng sLandards for your Leam of managers
• Managlng dlfflculL slLuaLlons when Leam rules are broken

Deve|op and Þerform as a Un|ted Management 1eam
• Clve your managers an approprlaLe level of auLonomy
• Apply approprlaLe levels of delegaLlon
• Lncourage sulLable levels of supporL and challenge wlLhln your Leam
• ldenLlfy when Lo sLand back or make selecLed lnLervenLlons

Þersona| App||cat|on Þ|ann|ng
• 8ulld a personal developmenL plan for your role as a leader of managers
• uevelop an acLlon plan ready Lo lmplemenL wlLh your Leam



1ra|n|ng:
Lffect|ve Change Management
Durat|on: 4 days

1arget:
• SulLable for managers and senlor managers who have Lhe responslblllLy for lmplemenLlng and leadlng Lhe lnLroducLlon of change
lnlLlaLlves and wlsh Lo enhance Lhelr knowledge and skllls ln sLraLeglc change managemenL.

Þre course: : 1hls Lralnlng does noL requlre any prerequlslLe.

Cb[ect|ves:
• ldenLlfy Lhe Lypes of change LhaL occur ln organlsaLlons.
• ldenLlfy Lhe maln componenLs LhaL are lnvolved ln plannlng change.
• AppreclaLe Lhe range of lssues and complexlLles lnvolved ln change managemenL.
• undersLand Lhe maln responslblllLles when leadlng sLaff Lhrough perlods of change.
• 8ecognlse Lhe maln barrlers Lo change and esLabllsh how change can lmpacL on managers and sLaff.
• CreaLe sLraLegles for overcomlng reslsLance Lo change.
• Lngage oLhers Lo bulld Lhelr commlLmenL Lo Lhe requlred change.
• use a serles of Lools and Lechnlques Lo analyse, lnLroduce and monlLor change.
1ra|n|ng Þrogram:
1he Need for Change
• Lnhance your ablllLy Lo ldenLlfy Lhe sLraLeglc raLlonale for change
• undersLand Lhe naLure of change from sLraLeglc Lo personal levels

Create the k|ght Cond|t|ons for Successfu| Change
• Learn how your organlsaLlon's culLure can lmpacL on change
• 1he lmporLance of undersLandlng Lhe framework LhaL wlll help lmplemenL change
• Lmploy Lhe change kaleldoscope Lo ldenLlfy Lhe key elemenLs ln deflnlng conLexL
• use sLakeholder mapplng Lo appreclaLe who wlll be affecLed by Lhe change and whaL acLlon Lo Lake

Dec|de on a Su|tab|e Change Approach
• Avold plLfalls and produce balanced plans for organlsaLlonal change
• use Lhe change cycle Lo maxlmlse your success
• uncover Lhe enablers and consLralnLs wlLhln your change

Se|ect the Appropr|ate 1act|c for Imp|ementat|on
• 1he Lype of change Lo be lnLroduced and Lhe lmpllcaLlons
• Choose Lhe besL managlng sLyle for every aspecL of change
• Change sLarL polnLs: Lop-down, boLLom-up or plloL slLes
• Agreelng change LargeLs and ob[ecLlves
• Clarlfy Lhe role of leaders and oLher change agenLs
• ldenLlfy Lhe skllls and quallLles of effecLlve change agenLs
• use Lhe change curve Lo overcome lndlvldual barrlers Lo change
• Þrepare moLlvaLlonal communlcaLlon plans

Mon|tor Þrogress and Ma|nta|n Momentum
• Pow Lo use approprlaLe measures Lo monlLor and revlew Lhe progress and resulLs of change
• ldenLlfy Lhe Lechnlques LhaL drlve change forward and avoldlng a reLurn Lo Lhe pasL

Þersona| Deve|opment
• 1he opporLunlLy Lo pracLlse wlLh a range of change Lechnlques
• 1he preparaLlon of a personal acLlon plan Lo asslsL wlLh your ongolng developmenL



1ra|n|ng:
Lffect|ve De|egat|on
Durat|on: 4 days

1arget:
• SulLable for all supervlsors, Leam leaders and managers who need Lo boosL Lhelr delegaLlon skllls Lo lmprove Lhe efflclency of Lhelr
Leams.managemenL.

Þre course: : 1hls Lralnlng does noL requlre any prerequlslLe.

Cb[ect|ves:
• lmprove producLlvlLy and efflclency Lhrough effecLlve, lnLelllgenL and planned delegaLlon.
• use your delegaLlon sLyle Lo ldenLlfy Lhe Lasks LhaL can and can'L be delegaLed, accordlng Lo Lhe sLrengLhs and weaknesses of Lhe
Leam.
• SLrengLhen your ablllLy Lo delegaLe more varled and demandlng Lasks by accuraLely assesslng Lhe Lralnlng and developmenL needs
of sLaff and lmplemenLlng cosL effecLlve soluLlons.
• Lnsure LhaL new worklng arrangemenLs lmprove work quallLy as well as quanLlLy.
• Assess Lhe rlsks of delegaLlon accuraLely and plan for all evenLuallLles.
• Lnsure you and all your sLaff remaln moLlvaLed, conLrlbuLlng approprlaLe skllls and developlng new ones Lo manage and compleLe
acLlvlLles and pro[ecLs successfully.
1ra|n|ng Þrogram:
Introduct|on to De|egat|on
• Why delegaLe?
• WhaL does delegaLlon mean?
• WhaL cannoL be delegaLed and why?

1he Advantages and D|sadvantages of De|egat|on
• 1he dlfference beLween delegaLlon and 'dumplng'
• WhaL happens when delegaLlon goes wrong

De|egat|on at Work - A Þract|ca| Approach
• uelegaLlng Lasks Lo your Leam - a planned approach
• SeLLlng LargeLs and measurlng performance
• LvaluaLlng Lhe effecLlveness of your delegaLlon sLyle

8reak|ng Down the 8arr|ers to De|egat|on
• MaLchlng your delegaLlon sLyle Lo sulL lndlvlduals
• Learnlng how Lo LrusL and glve respecL
• undersLandlng delegaLes' expecLaLlons
• MalnLalnlng Leam member's self-esLeem, Lhe delegaLlon process

Where Do ¥ou and ¥our Staff Want to 8e?
• ueveloplng your sLaff and yourself ln Landem
• 1he beneflLs of smarL delegaLlon declslons
• Þlannlng - Lhe map Lo your desLlnaLlon

De|egat|on and 1eam Lff|c|ency
• MonlLorlng your Leam's Llme effecLlveness
• 1lme as currency - spend lL wlsely, spend lL well
• 8eneflLs of delegaLlon for Lhe manager

Þersona| Deve|opment
• WhaL can you do lmmedlaLely on reLurn Lo Lhe workplace
• Pow Lo use your personal wealLh of skllls and experlence Lo fosLer slncerlLy and lncrease confldence



1ra|n|ng:
Advanced Inf|uenc|ng & Þersuad|ng for Managers
Durat|on: 4 days

1arget:
• ueslgned for experlenced managers who wanL Lo Lake lnfluenclng and persuadlng skllls Lo Lhe nexL level and examlne Lhelr
personal sLyles and approach.
Þre course: : 1hls Lralnlng does noL requlre any prerequlslLe.

Cb[ect|ves:
• undersLand your own predomlnanL lnfluenclng sLyle and know when Lo adapL lL
• AppreclaLe Lhe prlnclples underplnnlng successful lnfluenclng sLraLegles
• use an lnfluenclng sLrucLure flexlbly Lo gulde meeLlngs wlLh sLakeholders and exLernal cllenLs
• undersLand how Lo use lnfluenclng and persuadlng sLraLegles aL all levels
• AppreclaLe Lhe value of personal power and poslLlonal power
• use a varleLy of lnfluenclng, persuadlng & negoLlaLlng sLraLegles, skllls and LacLlcs
• Successfully lnfluence oLhers across lnLernal and exLernal funcLlonal boundarles
1ra|n|ng Þrogram:
Inf|uenc|ng, Þersuad|ng or Negot|at|ng?
• undersLandlng Lhe dlfference beLween lnfluenclng, persuadlng and negoLlaLlng
• 1he need Lo fully appreclaLe Lhe poslLlon of Lhe oLher parLy
• 8ecognlslng Lhe facLors LhaL wlll encourage oLhers Lo come around Lo your vlew
• SLaLe your poslLlon uslng a four-parL sLrucLure

Creat|ng an Inf|uenc|ng and Þersuad|ng Strategy
• lollowlng a pracLlcal sLrucLure Lo achleve effecLlve lnfluenclng and persuadlng skllls
• 8ecognlslng and respondlng poslLlvely Lo slgnals
• undersLandlng how Lo use personal power or poslLlonal power Lo your advanLage
• Pow Lo creaLe an lnfluenclng and persuadlng sLraLegy LhaL works over Llme

Ach|ev|ng the kequ|red Comm|tment
• 8elng aware of your own predomlnanL lnfluenclng sLyle and lLs llmlLaLlons
• Assesslng oLher people's sLyle and behavlour
• 1he dlfferenL sLyles and approaches avallable Lo you
• undersLandlng how and when you may need Lo adapL your own sLyle and approach
• ueallng wlLh Lhe declslon 'nucleus' and Lhe lmporLance of relaLlonshlp mapplng
• 1he challenges of aLLempLlng Lo lnfluence and persuade people more senlor Lo you

Cross Iunct|ona| Inf|uenc|ng and Þersuad|ng
• undersLandlng Lhe speclal lssues lnvolved ln lnfluenclng & persuadlng across funcLlonal boundarles
• Chooslng Lhe rlghL sLyle and approach when deallng wlLh cross-funcLlonal boundarles



1ra|n|ng:
Conf||ct keso|ut|on
Durat|on: 4 days

1arget:
• ueslgned and sulLable for anyone who wlshes Lo enhance Lhelr skllls ln confllcL managemenL and resoluLlon. lf you are ln a role
LhaL brlngs you lnLo conLacL wlLh oLher Leams or deparLmenLs, or lf you manage lndlvlduals where confllcL can be an lssue, Lhls course
ls sulLable for you.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.

Cb[ect|ves:
• undersLand Lhe naLure of confllcL
• Manage confllcL approprlaLely, professlonally and mosL of all confldenLly
• use a number of confllcL managemenL Lechnlques Lo sulL a range of slLuaLlons
• Avold Lhe negaLlve lmpacL of confllcL and work Lowards compromlse and resoluLlon
1ra|n|ng Þrogram:
ka|se your Awareness of Conf||ct
• Why ls confllcL on Lhe lncrease?
• ldenLlfylng Lhe four mosL common sources and levels of confllcL
• Lxplore Lhe bellef/behavlour cycle LhaL can underpln confllcL

Understand|ng Conf||ct S|tuat|ons
• MasLer your own emoLlons ln a confllcL slLuaLlon
• Pow Lo analyse Lhe confllcL so lL ls clear and easy Lo undersLand
• Lmphaslse whaL you agree on and whaL you do noL agree on


1he Þower of Cpen and nonest Commun|cat|ons when Conf||ct Ar|ses
• 1he key lnLerpersonal skllls for resolvlng confllcL
• LlsLen wlLhouL [udgmenL and ask focused quesLlons
• Slmple ldeas for resolvlng confllcL
• undersLand Lhe lmpacL of body language

1echn|ques and 1act|cs for Manag|ng Conf||ct
• Lmploy a sysLemaLlc approach Lo solve confllcLs
• 1he flve key confllcL handllng sLraLegles
• lollow a poslLlve sLraLegy for confllcL resoluLlon
• Lmphaslse a wln/wln sLraLegy

now to Manage Conf||ct Lsca|at|on
• 1he lmpacL of aggresslve behavlour
• ueallng wlLh aggresslve and negaLlve behavlour
• 8espondlng Lo personal crlLlclsm and enLrenched behavlour
• non-LhreaLenlng ways Lo hlghllghL Lhe consequences of escalaLlon




































Market|ng




1ra|n|ng:
An Introduct|on to Market|ng - 1he Lssent|a| Market|ng 1oo|k|t
Durat|on: 4 days

1arget:
• SulLable for anyone worklng ln a markeLlng role or who ls new Lo markeLlng who may noL have had any formal Lralnlng and wanLs
Lo geL Lo grlps wlLh markeLlng essenLlals. Also sulLable for Lhose who have worked ln MarkeLlng for a whlle and need a refresher on
core markeLlng prlnclples.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.

Cb[ect|ves:
• uevelop knowledge of key markeLlng prlnclples, Lools and Lechnlques.
• ulscover Lhe lmporLance of producL poslLlonlng.
• Learn how Lo communlcaLe effecLlvely wlLh cusLomers.
• Caln confldence ln deallng wlLh markeLlng lssues.
• Measure Lhe effecLlveness of markeLlng acLlons.

1ra|n|ng Þrogram:
Introduct|on to Market|ng
• ldenLlfylng Lhe role and scope of markeLlng
• 1he key markeLlng prlnclples and Lermlnology
• 1he dlfferenL markeLlng Lechnlques
• Cvervlew of concepLs:
• e-markeLlng
• benchmarklng
• relaLlonshlp markeLlng
Understand the Market and the Customer
• uslng quanLlLaLlve and quallLaLlve markeL research
• uslng markeL segmenLaLlon
• CreaLlng Lhe dlfferenLlal advanLage
• ldenLlfylng your cusLomers' needs and proflles
• ueveloplng compeLlLors' analysls
Understand the Market|ng M|x: 1he Iour Þs
• ldenLlfylng and developlng new producLs
• SelecLlng and developlng approprlaLe promoLlonal acLlvlLles
• Chooslng Lhe rlghL prlce Lo generaLe sales and proflLs
• Maxlmlslng servlce and sLaff poLenLlal
Master key L|ements of Market|ng Þ|ann|ng
• Analyslng a producL porLfollo:
• llfecycle
• new developmenL
• ldenLlfylng markeL gaps and opporLunlLles for poslLlonlng
• Chooslng approprlaLe communlcaLlon Lools:
• adverLlslng
• sales promoLlon
• undersLandlng Lhe lmpacL of brandlng
• Worklng wlLh sales channels
• SeLLlng prlclng pollcles



Mon|tor kesu|ts Lffect|ve|y
• Analyslng sales reporLs
• ldenLlfylng and lnLerpreLlng key performance lndlcaLors
• ldenLlfylng Lrends and forecasLs
• SeLLlng new ob[ecLlves and ad[usLlng your pollcy






1ra|n|ng:
Lffect|ve D|g|ta| Market|ng - Þutt|ng 1heory |nto Þract|ce
Durat|on: 4 days

1arget:
• SulLable for all Lhose lnvolved ln lmplemenLlng Lhe dlglLal markeLlng sLraLegy elLher personally or Lhrough managlng agencles and
dlglLal 'experLs'
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.

Cb[ect|ves:
• CreaLe a dlglLal markeLlng sLraLegy
• CreaLe/revlew a webslLe
• ConsLrucL an emall campalgn
• undersLand search englne opLlmlsaLlon
• Þlan and lmplemenL a Þay Þer Cllck (ÞÞC) campalgn
• lmprove your search englne ranklng
• lmplemenL a blog campalgn
• SLarL uslng soclal medla
• lmplemenL and measure a soclal medla campalgn
• undersLand Lhe use of apps
• undersLand and apply C8 codes
1ra|n|ng Þrogram:
Creat|ng a D|g|ta| Market|ng Strategy
• WhaL lL ls capable of achlevlng
• lnLegraLlng wlLh Lhe markeLlng and communlcaLlon sLraLegy

Sett|ng Up the D|g|ta| Infrastructure
• Web slLe developmenL
• Lmall campalgn managemenL
• 1he rules of ecommerce
• L-bulleLlns and newsleLLers
• 1he role of exLraneLs
• Search Lnglne CpLlmlsaLlon

1he ru|es of SLC
• CeLLlng Lop bllllng
• lmprovlng and malnLalnlng your ranklng

Þay Þer C||ck Campa|gns
• SeLLlng up and managlng Lhe process

Lma|| Market|ng
• 8ulldlng Lhe daLabase / selecLlng Lhe audlence
• SeLLlng up Lhe campalgn
• lrequency and conLenL
• WrlLlng compelllng emalls

8|ogs and Soc|a| Network|ng
• SeLLlng up a blog
• Soclal neLworklng Lools
• 1weeLs, fans, followers, connecLlons and pokes

Apps and Çk codes
• SeLLlng C8 codes
• ueslgnlng and uslng apps



• vlral MarkeLlng
• 1he pros and cons
• uslng vlral Lo bulld rapporL

1he Metr|cs of D|g|ta| Market|ng
• ÞuLLlng ln place Lhe measuremenLs
• Learnlng from whaL works and whaL doesn'L



1ra|n|ng:
Market|ng Commun|cat|ons
Durat|on: 4 days

1arget:
• SulLable for Lhose who are lnvolved ln Lhe plannlng, developmenL or lmplemenLaLlon of Lhe communlcaLlons sLraLegy, Lhls lncludes
above and below Lhe llne medla, dlglLal and paper based. lL ls parLlcularly beneflclal ln glvlng Lhe overvlew of Lhe medla landscape and
ldenLlfylng Lhe beneflLs of and lnLegraLed approach Lo markeLlng communlcaLlons.

Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.

Cb[ect|ves:
• undersLand Lhe lnLeracLlon of Lhe communlcaLlons mlx.
• know how Lhe communlcaLlons process works.
• use Lhe approprlaLe communlcaLlons Lools.
• lnLegraLe elecLronlc medla lnLo Lhe mlx.
• use above, below, Lhrough and on Lhe llne effecLlvely.
• CeL Lhe besL value from Lhe communlcaLlon spend.
1ra|n|ng Þrogram:
Undertak|ng a Market|ng Commun|cat|ons Aud|t
• 1he key elemenLs of Lhe audlL
• 8evlewlng Lhe markeLlng communlcaLlons plan from Lhe key sLakeholders' polnL of vlew
• SLages ln Lhe developmenL of Lhe communlcaLlons plan
• Sources of sLraLegy

1he Commun|cat|ons Þrocess
• 1he communlcaLlons mlx
• uslng dlglLal and convenLlonal medla

Commun|cat|ons Deve|opment Iramework
• A sLrucLure for plannlng and lmplemenLlng markeLlng communlcaLlons
• Medla and creaLlve cholces

Med|a Cho|ce
• Medla neuLral plannlng
• undersLandlng Lhe changlng medla landscape
• uslng soclal medla, blogs and 1wlLLer

Creat|ve and Med|a Strategy
• CeLLlng Lhe creaLlve sLraLegy rlghL
• MaLchlng Lhe medlum and Lhe message
• CreaLlng Lhe medla campalgn

1he Importance of 8rand
• undersLandlng brand equlLy and brand poslLlonlng
• 1he power of Lhe brand
• 8ulldlng brand loyalLy

Integrated Market|ng Commun|cat|ons
• 1he beneflLs of an lnLegraLed communlcaLlons sLraLegy above, below, Lhrough and on Lhe llne

kev|ew|ng Creat|ve Þroposa|s
• undersLandlng whaL makes effecLlve creaLlve work
• leedlng back poslLlvely Lo creaLlve people
8udget Sett|ng and Contro|
• Managlng Lhe budgeL
• SeLLlng Lhe Llme scales and responslblllLles


1ra|n|ng:
Wr|t|ng 8etter Þress ke|eases
Durat|on: 4 days

1arget:
• 1hose wlLh llmlLed or no formal Lralnlng ln wrlLlng news releases, boLh ln-house and ln consulLancy. 1hls course ls recommended
as a flrsL Lralnlng sesslon for newcomers needlng Lo wrlLe releases for Lhe medla.

Þre course: Þlease brlng along a couple of press releases from your own organlzaLlon along wlLh examples of Lhe Lype of medla your
organlzaLlon's releases are almed aL.

Cb[ect|ves:
• undersLand Lhe lnLeracLlon of Lhe communlcaLlons mlx.
• know how Lhe communlcaLlons process works.
• use Lhe approprlaLe communlcaLlons Lools.
• lnLegraLe elecLronlc medla lnLo Lhe mlx.
• use above, below, Lhrough and on Lhe llne effecLlvely.
• CeL Lhe besL value from Lhe communlcaLlon spend.
1ra|n|ng Þrogram:
What |s News?

• 1he 8ole LhaL Lhe news release plays

Þr|nc|p|es of ke|ease Wr|t|ng
• 1wo approaches Lo beLLer releases
• CrlLlque of press release sLyles
• WrlLlng a sLrong headllne
• WrlLlng a powerful lasL paragraph
• 1lps Lo lmprove wrlLlng sLyle
• ÞuncLuaLlon, spelllng and grammar
• Pow Lo lay ouL your release for lmpacL

Appea||ng to d|g|ta| med|a
• WhaL Lo lnclude ln a soclal medla release
• Maxlmlslng SLC poLenLlal

News Ana|ys|s and News Wr|t|ng
• 8evlew of medla

Þract|ca| Lxerc|ses
• lmprovlng a bad release
• urafLlng a release from a brlef
• urafLlng a release from your own organlsaLlon

Lva|uat|on
• Þeer group revlew of drafL releases



1ra|n|ng:
Strateg|c Market|ng Þ|ann|ng
Durat|on: 4 days

1arget:
- 1he Lralnlng ls for Lhose lnvolved wlLh Lhe plannlng, developmenL and lmplemenLaLlon of markeLlng plans.

Þre course: 1hls Lralnlng does noL requlre any prerequlslLe..

Cb[ect|ves:
• uevelop markeLlng ob[ecLlves.
• undersLand Lhe sLrucLure of a markeLlng plan.
• use Lhe elemenLs of Lhe markeLlng mlx.
• LvaluaLe markeLlng acLlvlLy.
1ra|n|ng Þrogram:
What |s Market|ng Cr|entat|on
• WhaL deLermlnes a markeLlng led company

1he L|ements of the Market|ng M|x
• 1he classlc four Þ's of MarkeLlng explalned and used pracLlcally

Adapt|ng the Þ|an to 8rand]Market Needs
• Pow Lo use Lhe plannlng process for dlfferenL brands aL dlfferenL sLages of maLurlLy

Market|ng Aud|t - 1he ru|es and gu|de||nes for conduct|ng a market|ng aud|t
• 1he Lools of markeLlng plannlng An lnvesLlgaLlon lnLo Lhe plannlng Lools avallable Þlc, porLfollo plannlng, SWC1 analysls eLc

Segmentat|on 1arget|ng and Þos|t|on|ng
• ldenLlfylng Lhe company's key LargeL segmenLs and accesslng Lhose segmenLs

Compet|t|ve Advantage Ana|ys|s
• ulscoverlng Lhe rooLs of compeLlLlve advanLage and how Lo deLermlne Lhe compeLlLlve advanLage

Market|ng kesearch
• 1he role of markeL research
• A revlew of Lhe Lechnlques avallable and when Lo use Lhe mosL approprlaLe Lechnlque

Sett|ng Goa|s and Cb[ect|ves
• uslng Lhe analysls and plannlng Lo seL clear and achlevable goals for Lhe buslness
• 1he ob[ecLlves cascade form corporaLe Lo markeLlng ob[ecLlves

Market|ng Commun|cat|ons Strategy
• 1he communlcaLlon process - how lL works

Measurement and Lva|uat|on
• Measurlng Lhe plan and learnlng from whaL's gone rlghL and whaLs gone wrong

Act|on Þ|ans
• Lach delegaLe prepares Lhelr personal llsL of acLlons Lo compleLe ln Lhe workplace




1ra|n|ng:
Lma|| Market|ng
Durat|on: 4 days

1arget:
- SulLable for all Lhose responslble for plannlng and lmplemenLlng emall campalgns wlLhln Lhelr organlzaLlon, who are looklng Lo
lmprove resulLs Lhrough Lhe use of besL pracLlce Lools and Lechnlques?
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe..

Cb[ect|ves:
• lncorporaLe emall campalgns lnLo your markeLlng sLraLegy
• WrlLe effecLlve emalls
• 1argeL Lhe mosL llkely poLenLlal cusLomers
• lmprove open and cllck Lhrough raLes
• 8e aware of Lhe legal lmpllcaLlons of emall markeLlng
• Acqulre and use daLa effecLlvely
• use approprlaLe emall formaLs for your campalgn
• WhaL wlll lL cover?
.
1ra|n|ng Þrogram:
1he ko|e of Lma|| Market|ng
• When ls emall markeLlng approprlaLe
• Pow does lL flL wlLh exlsLlng communlcaLlons
• 1he sLrengLhs and weaknesses of emall

Choos|ng the 1arget Market
• uslng your cusLomer daLabase
• ÞrospecLlng for new cusLomers
• Acqulrlng llsLs

Lega| and Lth|ca| Cons|derat|ons
• CeLLlng permlsslon
• uaLa ÞroLecLlon AcL

Lffect|ve Lma|| Wr|t|ng
• SeLLlng clear ob[ecLlves for your emall
• ueveloplng a campalgn sLraLegy
• WrlLlng Lo express noL lmpress

Gett|ng the 8est kesponse
• Sub[ecL llne and sender deLalls
• Make lL easy Lo respond
• A clear call Lo acLlon

Þ|ann|ng a Campa|gn
• Lmall and C8M sLraLegy
• uslng a varleLy of approaches
• 8apporL bulldlng

Integrat|ng the ema|| campa|gn
• ueveloplng emall campalgns LhaL work wlLh oLher communlcaLlons
• 1he Lhree hlL rule
• MulLlple hlLs LhaL achleve resulLs

Measur|ng the Campa|gn
• SeLLlng up Lhe means of measuremenL
• uslng analyLlcs Lo seL Lhe fuLure goals
• Achlevlng Lhe deslred ouLcomes


1ra|n|ng:
Mob||e Market|ng
Durat|on: 4 days

1arget:
• 1hls course ls deslgned Lo provlde Lhls lnvaluable help and enable you Lo develop your moblle markeLlng sLraLegy.

Þre course: 1hls Lralnlng does noL requlre any prerequlslLe..

Cb[ect|ves:
• undersLand Lhe fundamenLals of moblle markeLlng
• 8e up-Lo-daLe on Lhe currenL growLh and usage of moblle markeLlng
• See how Lhe moblle plaLform flLs ln wlLh your exlsLlng communlcaLlon and sales channels
• 8egln Lo develop your moblle markeLlng sLraLegy
• See Lhe opporLunlLles for reachlng new markeLs ln new ways
• Þlan your moblle markeLlng LacLlcs.
1ra|n|ng Þrogram:
Mob||e Market|ng Update
• CurrenL usage sLaLlsLlcs
• CurrenL appllcaLlons
• luLure growLh Lrends

Deve|op|ng the Mob||e Strategy
• Pow does lL flL wlLh exlsLlng plaLforms
• SeLLlng moblle markeLlng ob[ecLlves
• WhaL ls lL capable of achlevlng?

Mob||e Market|ng and Commun|cat|on
• AdverLlslng on moblle plaLforms
• Soclal medla usage
• C8M and moblle markeLlng

M-commerce
• uslng Lhe moblle plaLform Lo generaLe sales
• ÞaymenL on moblles
• ueveloplng mulLlple sales opporLunlLles

Apps, SMS and GÞS Cpportun|t|es
• 1racklng cusLomers and Lhe opporLunlLles lL provldes
• Apps or web engagemenL
• SMS and MMS

Çk, 8arcodes and 8|uetooth
• AppllcaLlon of Lhe smarL reader
• ÞroxlmlLy markeLlng
• Scannlng codes and Lhe opporLunlLles lL provldes

Leg|s|at|on and Secur|ty
• CpL ln leglslaLlon and daLabase markeLlng
• Secure onllne moblle paymenLs

Measur|ng the Cutcomes
• SeLLlng up Lhe meLrlcs
• 1he lmpacL on proflLablllLy



1ra|n|ng:
Integrated D|g|ta| Market|ng
Durat|on: 4 days

1arget:
• SulLable for all Lhose wlLh a good grasp of dlglLal markeLlng who wanL Lo ensure all dlglLal communlcaLlons are fully lnLegraLed lnLo
Lhe markeLlng mlx. 1hls course wlll help you Lo clearly ldenLlfy Lhe advanLages of an lnLegraLed campalgn.

Þre course: 1hls Lralnlng does noL requlre any prerequlslLe..

Cb[ect|ves:
• SeL lnLegraLed communlcaLlons ob[ecLlves
• Clearly undersLand Lhe role of each of Lhe medla Lypes
• underLake a communlcaLlons audlL
• use Lhe lnLegraLed plan Lo lmprove responses and resulLs
• Caln an lnslghL lnLo Lhe emerglng medla and Lhelr role
• SeL Lhe approprlaLe budgeL for an lnLegraLed campalgn
• Measure Lhe lnLegraLed communlcaLlons acLlvlLy
1ra|n|ng Þrogram:
Sett|ng Integrated Market|ng Commun|cat|on Cb[ect|ves
• 1he ob[ecLlves cascade
• SeLLlng SMA81 ob[ecLlves
• lrom corporaLe ob[ecLlves Lo communlcaLlons ob[ecLlves
• Cb[ecLlves seL by medla Lype

Deve|op|ng an Integrated Med|a Strategy
• SelecLlng Lhe approprlaLe medlum
• 1he sLrengLhs of each medlum
• CosL effecLlveness of Lhe medla

Med|a Neutra| Þ|ann|ng
• 1he prlnclples of medla neuLral plannlng
• SelecLlng Lhe mosL sulLable medlum

Med|a Cho|ce and CkM
• undersLandlng Lhe medla mlx and lLs lmpacL on relaLlonshlp
• LvaluaLlng Lhe dlglLal medla landscape
• ulrecL vs lndlrecL medla

Above, 8e|ow, 1hrough and Cn||ne
• 1he beneflLs of above vs below vs onllne
• CreaLlng a mulLl-medla campalgn

Soc|a| Med|a, Apps, Þodcasts, 8|ogs and 1weets
• Cvervlew of Lhe wlde range of medla cholces
• When Lo use each medlum
• 8ulldlng Lhe communlcaLlons plan wlLh LradlLlonal medla

Changes |n Consumer 8ehav|our
• 1he changlng ways LhaL we flnd lnformaLlon
• MoLlvaLlon Lo buy and psychoanalyLlcal facLors
• uslng lnLegraLed dlglLal medla Lo hlL Lhe 'hoL buLLons'

8udget Sett|ng
• MeLhods of seLLlng Lhe lnLegraLed communlcaLlons budgeL
• keeplng Lrack of compeLlLor spend ln dlfferenL medla

Conduct|ng a Commun|cat|ons Aud|t
• 1he prlnclples of a communlcaLlons audlL
• uslng Lhe approprlaLe research Lechnlques
• leedlng Lhe resulLs lnLo fuLure plans














Þro[ect Management



1ra|n|ng:
An Introduct|on to Lffect|ve Þro[ect Management
Durat|on: 4 days

1arget: SulLable for lndlvlduals who are:
• new Lo Lhe role of pro[ecL manager and/or lack any formal Lralnlng ln Lhe dlsclpllne of pro[ecL managemenL.
• Looklng Lo adopL a pro[ecL approach Lo managlng work or are seLLlng up a pro[ecL supporL offlce.
• Cn Lhe flrsL sLeps of achlevlng AÞMÞ accredlLaLlon.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe..

Cb[ect|ves:
• 8ecognlse when lL ls approprlaLe Lo adopL a 'pro[ecL' approach Lo managlng your workload.
• Apply a slmple llfe cycle Lo a pro[ecL Lo break lL lnLo easy Lo manage sLages.
• Clearly deflne your pro[ecLs Lo provlde real clarlLy ln Lerms of pro[ecL scope, roles and responslblllLes and oLher key facLors.
• ConfldenLly plan, organlse and documenL a pro[ecL by uslng a wlde varleLy of Lools LhaL add value Lo Lhe pro[ecL managemenL
process.
• ldenLlfy and manage rlsks proacLlvely Lo mlnlmlse Lhe lmpacL of any devlaLlons from Lhe orlglnal plan.
• 8ecome more effecLlve ln monlLorlng and conLrolllng Lhe pro[ecL work, change requesLs and resourclng pressures by uslng besL
pracLlce processes and Lechnlques.
• undersLand whaL lessons can be learnL from managlng work uslng a pro[ecL approach.
• 1allor your approach Lo pro[ecLs of varylng slze and complexlLy.
1ra|n|ng Þrogram:
What |s a Þro[ect?
• ueflnlng whaL we mean by pro[ecL worklng and how lL dlffers from Lhe day [ob
• ueLermlnlng a sLrucLured approach Lo managlng pro[ecLs - Lhe pro[ecL llfe cycle
• undersLandlng why pro[ecLs fall - whaL Lo waLch ouL for

Def|n|ng a Þro[ect
• undersLandlng Lhe role of Lhe pro[ecL manager and oLher key sLakeholders
• AppreclaLe Lhe lmporLance of Leamwork wlLhln Lhe pro[ecL
• Pow Lo clearly deflne a pro[ecL
• SeLLlng and agreelng ob[ecLlves, scope and consLralnLs
• undersLandlng whaL quesLlons Lo ask
• 8ecognlslng Lhe need for pro[ecL governance
• Slmple rlsk managemenL Lools and Lechnlques avallable Lo avold surprlses

Þ|ann|ng a Þro[ect
• Lxplorlng Lools and Lechnlques used ln plannlng a pro[ecL lncludlng work breakdown sLrucLures, CanLL charLs, neLwork dlagrams
and crlLlcal paLh analysls
• ueLermlne Lhe key pro[ecL documenLaLlon and daLa dlsplay meLhods used on a pro[ecL
• Schedullng Lechnlques Lo maxlmlse llmlLed resources
• Pow Lo make Llme and cosL esLlmaLes more credlble and reallsLlc
• Pow Lo plan for ldenLlfled rlsks
• ueflnlng and dellverlng agalnsL agreed quallLy expecLaLlons
• 8ecognlse Lhe need for a change managemenL process and verslon conLrol ln a pro[ecL

Imp|ement|ng a Þro[ect
• Pow Lo monlLor, Lrack and conLrol acLlvlLles
• WhaL lmpacL wlll changes have on Lhe pro[ecL?
• ueLermlne correcLlve acLlons Lo ensure Lhe pro[ecL remalns on Lrack
• Pow Lo communlcaLe Lhe sLaLus of a pro[ecL more effecLlvely

C|os|ng and kev|ew|ng a Þro[ect
• undersLandlng Lhe need for a conLrolled close Lo a pro[ecL
• Measurlng whaL acLually happened agalnsL Lhe plan
• Learnlng lessons - boLh poslLlve and negaLlve


1ra|n|ng:
Ag||e Þro[ect Management Þract|t|oner
Durat|on: 4 days

1arget:
• 1he Lralnlng ls almed aL Þro[ecL Managers who are elLher addlng Lo Lhelr knowledge of LradlLlonal approaches such as Þ8lnCL2 or
who are operaLlng ln an aglle envlronmenL and need Lo be able Lo run pro[ecLs ln more complex and scalable slLuaLlons.

Þre course: 1hls Lralnlng does noL requlre any prerequlslLe..

Cb[ect|ves:
• Pave a pracLlcal undersLandlng of Aglle Þro[ecL ManagemenL.
• 8ecome lmmedlaLely producLlve as a pro[ecL manager ln an aglle pro[ecL envlronmenL.
• undersLand Lhe dlfference beLween slmple llghLwelghL aglle approaches whlch Lyplcally operaLe aL Lhe soluLlon dellvery (or 'work
package') level and Lhe greaLer hollsLlc vlew of how mulLlple work sLreams are co-ordlnaLed wlLh Lhe approprlaLe level of governance
and conLrol.
• Þrepare for and slL Lhe loundaLlon and ÞracLlLloner exams.
1ra|n|ng Þrogram:
Cverv|ew of Ag||eÞM Approach
• 1he fundamenLals and Lhe phllosophy
• 1he prlnclples

Sett|ng up an Ag||eÞM Þro[ect
• ÞreparaLlon
• 1he llfecycle and producLs
• 1eam sLrucLures
• 8oles and responslblllLles
• CommunlcaLlon

De||ver|ng an Ag||eÞM Þro[ect
• MoSCoW prlorlLlsaLlon Lechnlque and Llmeboxlng
• Llfecycle conflguraLlon
• LsLlmaLlon and measuremenL
• CuallLy and malnLalnablllLy
• Þlannlng, conLrol and rlsk
• lmplemenLlng Aglle pro[ecL managemenL




1ra|n|ng:
Þro[ect Management Þreparat|on for the ÞMÞ° Lxam|nat|on |n a Week
Durat|on: 3 days

1arget:
• 1he course ls lnLended for people worklng ln any lndusLry and who are responslble for Lhe managemenL of pro[ecLs. lL ls also
deslgned for lndlvlduals wlshlng Lo become famlllar wlLh Lhe ÞMl's approach Lo pro[ecL managemenL or lnLendlng Lo Lake Lhe ÞMÞ
quallflcaLlon.

Þre course: 1hls Lralnlng provldes you wlLh Lhe 33 conLacL hours of pro[ecL managemenL educaLlon requlred Lo Lake Lhe ÞMÞ
examlnaLlon for Þro[ecL ManagemenL Þrofesslonals.

Cb[ect|ves:
• 8e able Lo flnallse your preparaLlon for Lhe ÞMÞ examlnaLlon
• SaLlsfy Lhe 33 hour formal pro[ecL managemenL Lralnlng requlremenL for fuLure professlonal cerLlflcaLlon wlLh Lhe ÞMl.
• undersLand and apply 'A Culde Lo Lhe Þro[ecL ManagemenL 8ody of knowledge' (ÞM8Ckº Culde).
• know when and how Lo use pro[ecL managemenL Lools and Lechnlques.
• undersLand Lhe lnpuLs and ouLpuLs of Lhe pro[ecL processes.
• undersLand how pro[ecL processes and knowledge areas are lnLerrelaLed.
• undersLand Lhe lmporLance of Lhe nlne knowledge areas Lo Lhe success of Lhe pro[ecL.
1ra|n|ng Þrogram:
• 1he Þro[ecL ManagemenL lrameworks and how Lo apply Lhem Lo your Þro[ecL Llfe Cycle.
• uevelop a Þro[ecL CharLer and how Lo use your CharLer LhroughouL your pro[ecL.
• uevelop a Þro[ecL Þlan and seLLlng SLakeholder expecLaLlons.
• Scope ueflnlLlon, valldaLlon, and Change ConLrol.
• uevelop a Work 8reakdown SLrucLure Lo qulckly geL Lo your Schedule.
• use your Þro[ecL Schedule as a daLabase Lo easlly fllLer for each sLakeholder group.
• 1allor CommunlcaLlon dependlng on your pro[ecL goals, sLakeholders, and Leam.
• 8lsk ManagemenL: use unlque 8lsk besL pracLlces Lo reduce rlsk cosL effecLlvely.
• use CuallLy Lo lmprove your pro[ecLs where lL makes sense.
• LxecuLe, MonlLor, and ConLrol your pro[ecL Lhrough plannlng for varlances and responses.



1ra|n|ng:
Advanc|ng ¥our Þro[ect Management Sk|||s
Durat|on: 4 days

1arget: SulLable for lndlvlduals who are:
• LxlsLlng pro[ecL managers who already have a worklng knowledge or baslc undersLandlng of pro[ecL managemenL Lheorles.
• Managlng a pro[ecL supporL offlce.
• Þro[ecL managers wlshlng Lo move lnLo programme managemenL.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe..
Cb[ect|ves:
• 8ulld on exlsLlng knowledge and undersLandlng of Lhe role of Lhe pro[ecL manager.
• undersLand how pro[ecLs lnLegraLe wlLh oLher areas of Lhe buslness.
• Lxplore how Lhe pro[ecL Lools can be used LogeLher Lo enhance Lhe pro[ecL manager's capablllLy.
• lmprove your managemenL of pro[ecL sLakeholders.
• LffecLlvely manage and conLrol changes Lo a pro[ecL.
• uLlllse sLandard meLrlcs Lo reporL on pro[ecL efflclency and effecLlveness
• Manage Lhe requlremenLs of a pro[ecL effecLlvely
1ra|n|ng Þrogram:
Þro[ect Management |n Context
• ldenLlfy Lhe concepLs and dlfferences beLween pro[ecL, programme and porLfollo managemenL
• AppreclaLe who ls lnvolved wlLh each of Lhe above processes and whaL responslblllLles Lhey have

8us|ness and Commerc|a|
• Assesslng Lhe flnanclal and non-flnanclal measures used Lo appralse pro[ecLs so only vlable pro[ecLs are underLaken
• Lxplorlng dlfferenL Lypes of conLracLs used ln pro[ecL managemenL
• llnanclal managemenL for pro[ecL managers

Þ|ann|ng the Strategy
• undersLandlng, capLurlng and managlng Lhe requlremenLs of Lhe pro[ecL
• Þlannlng and dellverlng Lhe beneflLs
• locus on how quallLy can be lncorporaLed 'as sLandard' wlLhln a pro[ecL Lo reduce, rework and lmprove lnLernal processes
• 8ecognlse boLh quanLlLaLlve and quallLaLlve Lools LhaL can be applled ln Lhe ldenLlflcaLlon and assessmenL of rlsk

Lxecut|ng the Strategy
• uslng mllesLones Lo measure progress and performance
• Pow Lo apply Larned value Analysls Lo a pro[ecL
• 8esource managemenL uslng 'S' curves and hlsLograms

Stakeho|der Management
• SLakeholder analysls and sLakeholder managemenL
• SLakeholder plannlng



1ra|n|ng:
1he Lssent|a|s of Þro[ect Management Inc|ud|ng M|crosoft Þro[ect
Durat|on: 4 days

1arget:
• SulLable for people who are new Lo pro[ecL managemenL or have had llLLle formal Lralnlng and who wanL Lo consolldaLe and
develop Lhelr core pro[ecL managemenL skllls. no prevlous pro[ecL managemenL knowledge ls assumed.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe..
Cb[ect|ves:
• undersLand whaL ls meanL by a pro[ecL and whaL seLs pro[ecLs aparL from day-Lo-day work.
• AppreclaLe Lhe range of compeLencles and skllls needed Lo be an effecLlve pro[ecL manager.
• locus Lhe ob[ecLlves of Lhe pro[ecL ln llne wlLh buslness and cllenL needs.
• undersLand Lhe roles and responslblllLles necessary for effecLlve pro[ecL dellvery.
• undersLand Lhe reasons why pro[ecLs fall and bulld ln Lhe mechanlsms Lo proLecL your own pro[ecLs.
• Lnsure LhaL pro[ecLs are planned, revlewed, conLrolled and lmplemenLed successfully.
• Þlan for effecLlve communlcaLlon.
• AuLomaLe key processes of Lhe plannlng and performance monlLorlng of a pro[ecL.
• Þre-course AcLlvlLy
1ra|n|ng Þrogram:
Þro[ect Def|n|t|on and L|fe cyc|e
• WhaL ls a pro[ecL?
• 1he sLages of Lhe pro[ecL llfe cycle
• 1he role of Lhe pro[ecL manager
• Þro[ecL managemenL Leam roles and responslblllLles
• 1he pro[ecL managemenL sysLem
• ueflnlng and clarlfylng pro[ecL ob[ecLlves, scope and consLralnLs - galnlng agreemenL wlLh key pro[ecL roles

Þro[ect Þ|ann|ng - the Þr|nc|p|es
• Þlannlng Lools and meLhods - work breakdown sLrucLures, neLwork dlagrams, crlLlcal paLh analysls and esLlmaLlng
• use MlcrosofLº Þro[ecL Lo supporL Lhe creaLlon of pro[ecL neLwork dlagrams and CanLL charLs Lo communlcaLe Lhe plan
• 8lsk ldenLlflcaLlon, assessmenL and managemenL
• uslng MlcrosofLº Þro[ecL Lo schedule and revlew resource workloads
• 8ulldlng quallLy lnLo Lhe pro[ecL

Þro[ect Mon|tor|ng and Contro|||ng
• AccuraLe capLure of progress Lo daLe
• uslng MlcrosofLº Þro[ecL Lo Lrack and reporL progress
• uslng MlcrosofLº Þro[ecL Lo supporL correcLlve acLlon plannlng
• Change conLrol - respondlng Lo problems and changes
• ConflguraLlon managemenL - keeplng conLrol of Lhe pro[ecL verslons

Þro[ect Commun|cat|on
• CommunlcaLlon plannlng - malnLaln communlcaLlon LhroughouL Lhe pro[ecL llfe cycle
• Achlevlng buy-ln from pro[ecL parLlclpanLs and sLakeholders
• undersLand how MlcrosofLº Þro[ecL can supporL pro[ecL communlcaLlon

C|os|ng the Þro[ect
• Þro[ecL compleLlon and handlng over Lhe pro[ecL
• Þro[ecL performance revlew - lessons Lo be learned
• ÞosL pro[ecL acLlvlLles


Þersona| Deve|opment
• 8evlew of your own pro[ecL lssues and concerns
• CreaLlng a personal acLlon plan LhroughouL Lhe programme







1ra|n|ng:
Þ|ann|ng, Crgan|s|ng and Contro|||ng Þro[ects
Durat|on: 4 days

1arget:
• SulLable for pro[ecL managers, pro[ecL planners and any sLaff whose core responslblllLles are plannlng and execuLlng Lhe day-Lo-
day managemenL of acLlvlLles wlLhln a pro[ecL and whose organlsaLlon already has clear pro[ecL managemenL processes and
procedures ln place. An undersLandlng of baslc pro[ecL managemenL Lheory ls beneflclal, along wlLh prlor knowledge of uslng CanLL
charLs and crlLlcal paLh analysls.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe..
Cb[ect|ves:
• AppreclaLe Lhe range of Lechnlques and Lools used ln plannlng, organlslng and conLrolllng pro[ecLs and have an opporLunlLy Lo
pracLlse Lhem on a mlcro pro[ecL l.e. ln a 'rlsk free' envlronmenL.
• Þroduce accuraLe, workable plans glvlng a deLalled breakdown of cosLs, Llmescales, Lasks and resources.
• undersLand how Lo lmplemenL earned value meLrlcs Lo measure efflclency and effecLlveness.
• CuanLlfy Lhe lmpacL of problems and changes ln real Lerms of resources, Llme and cosLs.
1ra|n|ng Þrogram:
kev|ew|ng the Iundamenta|s
• 8evlew of Lhe pro[ecL llfe cycle
• Þro[ecL scope, deflnlLlon and speclflcaLlon
• 1he dlfferenL pro[ecL roles, responslblllLles and boundarles
• SLakeholder managemenL and engagemenL

Þ|ann|ng Þro[ects for kesu|ts
• MllesLone Þlannlng
• 8equlremenLs ManagemenL
• Work breakdown sLrucLures
• LsLlmaLlng and schedullng work
• neLwork dlagrams and CanLL charLs
• 8esource schedullng and levelllng
• 1he value of quallLaLlve rlsk analysls
• ConLlngency plannlng
• undersLandlng and dellverlng agalnsL agreed quallLy expecLaLlons

Crgan|s|ng the Þro[ect
• Managlng Lhe esLabllshed mllesLones
• CeLLlng Lo grlps wlLh lnformaLlon managemenL
• Managlng pro[ecL cosLs - whaL you need Lo know

Contro|||ng the Þro[ect
• Larned value ManagemenL
• Pandllng Lhe changes and challenges LhaL affecL pro[ecLs
• 8unnlng effecLlve change conLrol processes
• Managlng conflguraLlon conLrol - changes, revlew and sLaLus accounLlng
• 8lsk monlLorlng and lssues logs



1ra|n|ng:
8us|ness k|sk Management Workshop
Durat|on: 4 days

1arget:
• SulLable for pro[ecL managers, pro[ecL planners and senlor pro[ecL and programme managers
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe..
Cb[ect|ves:
• Þrovlde a framework & process for Lhe managemenL of rlsk
• AppreclaLe Lhe need for Lhe managemenL and revlew of rlsk
• undersLand a varleLy of Lechnlques Lo ldenLlfy, assess, manageand monlLor rlsks
• 8ecognlse Lhe lmporLance of plannlng and lmplemenLlng an ldenLlfled rlsk managemenL plan
• AppreclaLe Lhe barrlers and beneflLs of good rlsk managemenL
1ra|n|ng Þrogram:
Awareness of k|sk Management
• ueflnlLlon of whaL consLlLuLes a rlsk.
• 1he need for rlsk managemenL and lLs beneflLs Lo Lhe buslness.
• 1he rlsk managemenL process.
• lmporLance of Lhe effecLlve ldenLlflcaLlon, assessmenL and managemenL of rlsk.
• 8equlremenLs for effecLlve rlsk managemenL roles and responslblllLles ln rlsk managemenL.
• 8eneflLs and barrlers Lo effecLlve rlsk managemenL and how Lo address Lhem.
• Pow rlsk managemenL flLs wlLh your every day managemenL.

1he key L|ements of k|sk Management
Understand|ng the k|sks to your 8us|ness, Þro[ect or Þrogramme and now to dea| w|th them

Ident|fy|ng A|| kea||st|c k|sks
• MeLhods of capLurlng all Lypes of relevanL rlsks
• ldenLlfylng Lhe causes of rlsks
• uescrlblng each rlsk ln a way LhaL enables Lhe effecLlve analysls of Lhe rlsk

Assessment of Ident|f|ed k|sks
• undersLand why Lhere ls a need Lo analyse rlsk elLher quallLaLlvely or quanLlLaLlvely
• Pow analysls of each rlsk converLs Lhe sLaLemenL of Lhe rlsk lnLo declslon maklng lnformaLlon
• ConslsLenL approach Lo Lhe assessmenL of each rlsk and Lhe use of a rlsk assessmenL maLrlx

kesponse Þ|ann|ng Ior Ident|f|ed and Ana|ysed k|sks
• Areas of rlsk managemenL response plans for ldenLlfled rlsks, ln order Lo have an effecL on Lhe probablllLy or Lhelr lmpacL.
• SelecLlon of an approprlaLe rlsk response sLraLegy dependanL on Lhe lmporLance of Lhe rlsk and Lhe cosL beneflL of Lhe response
• 1he responslblllLles of Lhe owner of each rlsk and Lhe behavlours exhlblLed

Documentat|on and Management of the k|sks
• 1he purpose of recordlng Lhese deLalls for each rlsk and Lhe documenLs used durlng rlsk managemenL
• 1he deLalls for each rlsk LhaL need Lo be lncluded ln a rlsk reglsLer
• 8ecordlng of acLlon Laken Lo mlLlgaLe and manage Lhe rlsk
• Pow a rlsk reglsLer ls used ln Lhe monlLorlng and conLrol of each rlsk
• Pow rlsk managemenL flLs wlLh your every day managemenL
• CommunlcaLlng Lhe resulLs of monlLorlng Lhe rlsks wlLh key sLaff and sLakeholders

C|osure of Lach k|sk
• 8ecordlng of closure of rlsk ln Lhe 8lsk 8eglsLer
• CapLurlng of learnlng from Lhe managemenL of rlsks for fuLure use ln managlng oLher rlsks


1ra|n|ng:
Manag|ng Internat|ona| Þro[ects
Durat|on: 4 days

1arget: SulLable for lndlvlduals who are:
• LxlsLlng pro[ecL managers who already have a worklng knowledge or baslc undersLandlng of pro[ecL managemenL Lheorles and
pracLlces.
• Þro[ecL managers who have experlence ln dellverlng pro[ecLs wlLhln Lhelr home counLry and wlsh Lo enhance Lhelr skllls Lo work
lnLernaLlonally.
Þro[ecL managers currenLly worklng on lnLernaLlonal pro[ecLs and are looklng Lo ensure Lhey have consldered all facLors.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.

Cb[ect|ves:
• 8ulld on exlsLlng knowledge and undersLandlng of Lhe role of Lhe lnLernaLlonal pro[ecL manager.
• ldenLlfy Lhe areas of concern LhaL Lrouble Lhe new lnLernaLlonal pro[ecL manager.
• undersLand Lhe need of culLural conslderaLlons and awareness Lo ensure success of lnLernaLlonal pro[ecLs.
• Lxplore Lhe lmporLance of lnLernaLlonal pro[ecL communlcaLlons and Lhe plLfalls LhaL could lead Lo pro[ecL fallure.
• 8e consclous of lnLernaLlonal regulaLlons, poLenLlal legal lssues, labour lssues and currency flucLuaLlons LhaL can consLraln Lhe
pro[ecL's ablllLy Lo succeed.
• 8eallse Lhe need and lmporLance of LrusL across mulLlnaLlonal and mulLl-culLural envlronmenLs.
• AppreclaLe LhaL producLs, servlces and documenLaLlon may need Lo be modlfled Lo become accepLable ln dlfferenL reglons and
counLrles.
• Conslder new rlsks LhaL are noL presenL wlLhln 'ln counLry' pro[ecLs.
1ra|n|ng Þrogram:
• 1he role and responslblllLy of Lhe lnLernaLlonal pro[ecL manager
• Areas of concern LhaL Lrouble Lhe new lnLernaLlonal pro[ecL manager
• CulLural conslderaLlons and awareness Lo ensure success of lnLernaLlonal pro[ecLs
• 1he lmporLance of lnLernaLlonal pro[ecL communlcaLlons and Lhe plLfalls LhaL could lead Lo pro[ecL fallure
• lnLernaLlonal regulaLlons, poLenLlal legal lssues, labour lssues and currency flucLuaLlons LhaL can consLraln Lhe pro[ecL's ablllLy Lo
succeed
• ÞroducLs, servlces and documenLaLlon sulLablllLy for dlfferenL reglons and counLrles
• 8lsk managemenL for lnLernaLlonal pro[ecLs



1ra|n|ng:
I|nance for Þro[ect Managers
Durat|on: 4 days

1arget:
• SulLable for pro[ecL managers who need an undersLandlng of evaluaLlng pro[ecLs, Lhe flnanclal lmpacL of change requesLs, valulng
rlsk and robusLly defendlng conLlngency budgeLs, managlng pro[ecL budgeLs and dellverlng on Llme Lo budgeL.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe..
Cb[ect|ves:
• llnanclally evaluaLe alLernaLlve pro[ecL dellvery meLhods and soluLlons.
• LvaluaLe and value rlsks, robusLly budgeL for and defend conLlngency cosLs.
• Manage your pro[ecL budgeL.
• CommunlcaLe effecLlvely wlLh senlor managemenL and Lhe flnance Leam abouL your pro[ecL's performance.
• undersLand Lhe lmpacL of change requesLs on your pro[ecL's flnanclal performance.
1ra|n|ng Þrogram:
I|nanc|a| Lva|uat|on of Þro[ects
• ueclslon maklng Lechnlques
• LvaluaLlng alLernaLlve pro[ecLs, or alLernaLlve soluLlons Lo a cusLomer or buslness need
• undersLandlng how change requesLs lmpacL on Lhe planned flnanclal reLurns of Lhe pro[ecL

8udget|ng for your Þro[ect
• 8udgeLlng Llps
• valulng rlsk and lncludlng conLlngencles ln your budgeL
• uefendlng conLlngency cosLs Lo senlor managemenL or Lhe flnance Leam

Manag|ng your 8udget
• undersLandlng how senlor managemenL and Lhe flnance Leam revlew pro[ecL performance
• 8eporLlng sllppage or over-runs and galnlng supporL for recovery sLraLegles




1ra|n|ng:
Inf|uenc|ng & Þersuad|ng Þro[ect Stakeho|ders
Durat|on: 4 days

1arget:
• SulLed Lo all pro[ecL managers who flnd managlng cerLaln sLakeholders a real challenge.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• lnfluence sLakeholders more effecLlvely.
• CeL Lhlngs achleved desplLe havlng llLLle or no dlrecL auLhorlLy
• Þrovlde consLrucLlve feedback where Lhe messages are dlfflculL or senslLlve
• Mlnlmlse and manage confllcL slLuaLlons poslLlvely.
1ra|n|ng Þrogram:
Lngag|ng and Inf|uenc|ng Stakeho|ders
• SLakeholder mapplng and Lhe essenLlal role lL plays ln relaLlonshlp bulldlng
• 1he dlfferences beLween lnfluence, persuaslon and negoLlaLlon
• Þower levers - how Lhey can slgnlflcanLly sLrengLhen your hand
• CLher people's behavlour - recognlslng lL and adapLlng your sLyle

Inf|uenc|ng your Sen|or Stakeho|ders when you have L|m|ted Author|ty
• LsLabllsh yourself - galnlng credlblllLy and power
• 1wo sldes Lo belng asserLlve wlLh sLakeholders
• MoLlvaLlng senlor people Lo your polnL of vlew
• key Llps for lnfluenclng and persuadlng your senlor sLakeholders

De||ver D|ff|cu|t or Sens|t|ve Messages Construct|ve|y
• 1he naLure of effecLlve pro[ecL feedback
• Pow Lo handle emoLlon
• keeplng Lhe language consLrucLlve
• Pow noL Lo dellver senslLlve messages

M|n|m|se and Manage Conf||ct S|tuat|ons
• 1he sources of common pro[ecL confllcLs
• Pow LransacLlonal analysls can ldenLlfy and resolve pro[ecL confllcLs
• 8ecognlse your confllcL handllng sLyle
• SelecL Lhe mosL effecLlve approach for each confllcL slLuaLlon



1ra|n|ng:
Þortfo||o, Þrogramme and Þro[ect Cff|ce (Þ3C) Ioundat|on & Þract|t|oner
Durat|on: 4 days

1arget:
• Pead of ÞorLfollo or Þrogramme or Þro[ecL Cfflce, ÞorLfollo AnalysL, Þrogramme or Þro[ecL SpeclallsL, Þrogramme or Þro[ecL
Cfflcer.
• 8esponslble for challenglng Lhe lnvesLmenL ln pro[ecLs or programmes
Þre course: 1hls ls an lnLenslve Lralnlng and delegaLes are recommended Lo compleLe Lwo Lo slx hours of pre-course readlng, Lo
lnclude Lhe Þ3C gulde. ?ou wlll also have approxlmaLely one hour of homework each evenlng durlng Lhe course.

Cb[ect|ves:
• ldenLlfy Lhe mosL effecLlve Þ3C model Lo adopL Lo ensure sLraLeglc ob[ecLlves are dellvered.
• undersLand Lhe value a Þ3C can offer an organlsaLlon and how lL can be measured.
• ldenLlfy Lhe funcLlons and servlces a Þ3C would offer.
• 1he roles and responslblllLles needed Lo effecLlvely dellver a Þ3C servlce.
• Lxplore a range of sLraLeglc analysls and porLfollo modelllng Lechnlques used wlLhln a Þ3C
• undersLand Lhe relaLlonshlp beLween sLraLegy, porLfollo, programme and pro[ecL managemenL.
• Pow Lo lmplemenL or re-energlse a Þ3C
• undersLand Lhe buslness case for a Þ3C and how lL lnLegraLes wlLh Þ3M3 (ÞorLfollo, Þrogramme and Þro[ecL ManagemenL
MaLurlLy Model).
• Þrepare for and slL Lhe Þ3C loundaLlon and ÞracLlLloner CerLlflcaLe.
1ra|n|ng Þrogram:
Þ3C Cverv|ew and Þr|nc|p|es
• ueflnlLlons: porLfollo, programme, pro[ecL, Þ3C -sourced ln Clossary, elemenLs of hlgh-level ouLllne Þ3C model
• ueclslon-supporL role and governance responslblllLles of a Þ3C, lncludlng analyslng effecLlveness Lhereof
• CharacLerlsLlcs of a maLure Þ3C and dlfferences beLween porLfollo, programme and pro[ecL offlces

1he 8us|ness Case for a Þ3C
• LlemenLs LhaL supporL 'dolng Lhe rlghL programmes and pro[ecLs' and Lhose LhaL supporL 'dolng programmes and pro[ecLs rlghL'
and Lhe dlfferences
• Þ3C value maLrlx
• key Þerformance lndlcaLors (kÞls) - lncludlng Lhelr measuremenL

ke-energ|se or Imp|ement a Þ3C
• ComponenLs of Lhe permanenL Þ3C model llfecycle
• ueflnlLlon sLage of Lhe permanenL Þ3C llfecycle
• CapablllLy maLurlLy, Þ3C Lools and Lechnlques
• 8lueprlnL: lnformaLlon flows and reporLlng requlremenL
• 1emporary versus permanenL Þ3C model
• key areas of focus of a Lemporary Þrogramme or Þro[ecL Cfflce

Þ3C Mode|s
• luncLlonal areas of a Þ3C lncludlng skllls and compeLences requlred
• luncLlons and servlces dellvered by a Þ3C
• 8elaLlonshlps wlLh oLher corporaLe funcLlon offlces
• lnformaLlon Assurance lncludlng resource provlslon by Þ3C
• Slzlng a Þ3C lncludlng dlfferenL model Lypes
• lmpacL of maLurlLy on Þ3C lmplemenLaLlon

Iunct|on & Serv|ces
• knowledge managemenL Lechnlques
• 1ypes of faclllLaLed workshops






1oo|s & 1echn|ques
• uLlllsaLlon of Lools and sLandard Þ3C Lechnlques
• CrlLlcal Success lacLors (CSls) for Lools and Lechnlques
• lndlvldual, collaboraLlve and lnLegraLed Lools
• Cb[ecLlves and beneflLs of: porLfollo prlorlLlsaLlon and opLlmlsaLlon, managemenL dashboards, knowledge managemenL,
lnformaLlon

ko|es & kespons|b|||t|es
• ManagemenL, generlc and funcLlonal based Þ3C roles

















Þurchas|ng & Supp|y cha|n Management


1ra|n|ng:
Þurchas|ng for Non Þurchas|ng Þeop|e
Durat|on: 4 days

1arget:
• 1hls Lralnlng ls for people who are noL purchaslng speclallsLs buL are lnvolved ln purchaslng goods and servlces, elLher as parL of a
pro[ecL or Lhelr day-Lo-day role.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• undersLand Lhe lmporLance of soclal medla for your organlsaLlon
• uevelop a clear soclal medla sLraLegy
• 8ulld, manage and monlLor onllne repuLaLlon
• Lngage wlLh new and exlsLlng sLakeholders onllne
• MonlLor measure and reporL on soclal medla 8Cl.
1ra|n|ng Þrogram:
Commun|cat|ng the kequ|rement
• Slmple and effecLlve approaches Lo clarlfy whaL you need
• Maklng use of Lhe experLlse of colleagues and suppllers Lo ensure LhaL you are buylng Lhe rlghL Lhlng

Lngag|ng Supp||ers
• Pow Lo declde whlch suppllers Lo approach
• ulfferenL approaches for suppller selecLlon
• CreaLlng a checkllsL Lo declde whlch suppller Lo choose

Lstab||sh|ng Þerformance and Çua||ty Standards
• 1he dlfference beLween 'WhaL' vs 'Pow'
• ulfferenL approaches Lo measurlng performance
• 1he dlfference beLween goods and servlces

After the Ink |s Dry
• Þlannlng Lhe follow Lhrough
• Measurlng and managlng suppller performance
• Addlng value Lhrough conLlnuous lmprovemenL



1ra|n|ng:
Introduct|on to 8est Þract|ce |n Þurchas|ng & Þrocurement
Durat|on: 4 days

1arget:
• 1hls Lralnlng ls for people who are noL purchaslng speclallsLs buL are lnvolved ln purchaslng goods and servlces, elLher as parL of a
pro[ecL or Lhelr day-Lo-day role.
Þre course: ?ou wlll be asked Lo brlng aL leasL one example of a purchaslng pro[ecL or acLlvlLy wlLh whlch you are currenLly, or have
recenLly been, lnvolved. 1hls could lnvolve purchaslng goods, servlces or boLh.
Cb[ect|ves:
• Lxplaln Lhe elemenLs of besL pracLlce purchaslng and procuremenL - whaL good pracLlce looks llke
• uevelop speclflcaLlons for goods or servlces wlLh sLakeholders, wlLh lncreased confldence and accuracy
• ldenLlfy quallLy sLandards and performance crlLerla aL an early sLage
• Choose Lhe besL purchaslng approach and Lools Lo use for a parLlcular slLuaLlon
• Manage 1erms and CondlLlons effecLlvely as parL of a purchaslng negoLlaLlon
• use slmple and effecLlve processes and measures Lo geL Lhe besL ouL of your chosen suppllers
• Apply besL pracLlce prlnclples Lo Lhe needs of your own organlsaLlon and [ob role.
1ra|n|ng Þrogram:
Def|n|t|ons of Þurchas|ng and Þrocurement
• WhaL we mean by purchaslng and procuremenL
• WhaL consLlLuLes 'besL pracLlce' and why lL maLLers
• 1he dlfference beLween goods and servlces

Spec|f|cat|ons and Stakeho|der Lngagement
• WhaL a good speclflcaLlon for goods and servlces looks llke
• LssenLlal vs 'nlce Lo have'
• 1he lmporLance of deflnlng quallLy and performance sLandards aL an early sLage
• Who needs Lo develop and conLrlbuLe Lo Lhe speclflcaLlon
• lmporLanL quesLlons Lo ask when developlng a speclflcaLlon

Supp||er Se|ect|on
• Pow Lo research and prepare a llsL of suppllers
• undersLandlng Lu procuremenL rules
• WhaL 8lls, 8lCs, 8lÞs, l11s, framework agreemenLs and e-aucLlons are, and how and when Lo use Lhem
• ueveloplng good selecLlon crlLerla for chooslng suppllers

An Introduct|on to Contract 1erms and Cond|t|ons
• WhaL ls covered ln Lerms and condlLlons
• 1yplcal conLracL Lerms: force ma[eure, llquldaLed damages, express vs lmplled Lerms, condlLlons, warranLles eLc.
• Pow Lo ensure LhaL your Lerms prevall

Supp||er Management and kev|ew
• Measurlng suppller performance
• Þreparlng and runnlng performance revlews
• uslng a conLlnuous lmprovemenL approach

8r|ng|ng |t a|| back home
• Applylng 'besL pracLlce' purchaslng and procuremenL Lo your own slLuaLlon
• ueveloplng an acLlon plan



1ra|n|ng:
1he Strateg|c Þrocurement Þrocess
Durat|on: 4 days

1arget:
• 1hls workshop ls deslgned Lo help people who are managlng larger or more sLraLeglc procuremenL pro[ecLs. lf you are new Lo
sLraLeglc procuremenL, lL wlll glve you an undersLandlng of whaL lL lnvolves and some Lools Lo geL sLarLed ln a professlonal and
effecLlve way.
Þre course: ?ou wlll be asked Lo brlng aL leasL one example of a sLraLeglc purchaslng pro[ecL or acLlvlLy wlLh whlch you are currenLly,
or have recenLly been, lnvolved. 1hls could lnvolve purchaslng goods, servlces or boLh.
Cb[ect|ves:
• Lxplaln whaL sLraLeglc procuremenL ls and why lL ls lmporLanL Lo buslnesses ln all lndusLry secLors
• Manage sLakeholder engagemenL and geL sLraLeglc procuremenL pro[ecLs sLarLed ln a professlonal and successful manner
• 8e able Lo research Lhe markeL and collaLe Lhe daLa LhaL ls mosL crlLlcal Lo addlng value from your procuremenL acLlvlLy
• Pave an undersLandlng of ln-sourclng, ouLsourclng and sourclng from low cosL counLrles and be able Lo recommend Lhe mosL
effecLlve sLraLegy for each slLuaLlon
• uevelop a suppller engagemenL and negoLlaLlon sLraLegy
• Manage negoLlaLlons Lo achleve suppller parLnershlps LhaL creaLe value for boLh your organlsaLlon and your sLraLeglc suppllers
• Apply sLraLeglc procuremenL prlnclples Lo Lhe needs of your own organlsaLlon.
1ra|n|ng Þrogram:
What |s Strateg|c Þrocurement?
• ulfferences beLween LransacLlonal and sLraLeglc procuremenL
• Pow sLraLeglc procuremenL conLrlbuLes Lo Lhe value chaln and LoLal cosL of ownershlp

Stakeho|der Lngagement and Þro[ect In|t|at|on
• Applylng pro[ecL managemenL prlnclples Lo geL sLraLeglc procuremenL pro[ecLs off Lhe ground
• Lngaglng sLakeholders and developlng Lhe speclflcaLlon
• 8ulldlng an effecLlve buslness case for your sLraLeglc procuremenL pro[ecL
• ueveloplng robusL selecLlon crlLerla

kesearch|ng the Market
• ueveloplng a suppller long llsL or shorL llsL
• Maklng use of exLernal and lnLernal daLa sources
• Conslderlng non-LradlLlonal sources - Lhe Lhlrd secLor, soclal enLerprlses
• 1allorlng Lhe research Lo Lhe needs of Lhe pro[ecL

Se|ect|ng a Strategy
• Maklng Lhe ln-sourclng vs ouLsourclng declslon
• lacLors LhaL favour low cosL counLry sourclng
• ldenLlfylng opporLunlLles Lo add furLher value Lo Lhe pro[ecL

Supp||er Lngagement and Negot|at|on
• SLraLegles for suppller parLnershlp
• ueveloplng a suppller engagemenL sLraLegy
• Þreparlng Lhe negoLlaLlon
• 1enderlng, aucLlonlng and mulLl-sLage negoLlaLlon


1ra|n|ng:
Supp|y Cha|n and 8us|ness Strategy
Durat|on: 4 days

1arget:
• 1hls workshop ls for anyone who has a role ln deLermlnlng supply chaln sLraLegy, or who engages wlLh supply chaln lssues and
developmenL aL a sLraLeglc level. ?ou wlll creaLe your own proposals for enhanclng Lhe supply chaln and, Lhrough dolng Lhls, help serve
your cusLomers beLLer and add value Lo your organlzaLlon aL a sLraLeglc level.
Þre course: ?ou wlll be asked Lo prepare some background lnformaLlon on your organlzaLlon's supply chaln
• Who your suppllers are and whaL Lhey supply
• Pow and where you recelve goods from your suppllers
• WhaL you do wlLh goods when Lhey are recelved
• Pow your cusLomers order from you
• Pow you geL Lhe goods Lo your suppllers.
Cb[ect|ves:
• Analyse Lhe conLrlbuLlon of Lhe supply chaln Lo buslness sLraLegy and Lhe value chaln
• ulfferenLlaLe beLween Lhose supply chaln acLlvlLles whlch are necessary for good operaLlon and Lhose LhaL conLrlbuLe Lo a wlnnlng
sLraLegy
• SeL Lhe rlghL mlx of lean, aglle and green supply chaln prlnclples Lo meeL Lhe sLraLeglc ob[ecLlves of your organlsaLlon
• undersLand whaL 'cosL Lo serve' analysls ls and how lL can ldenLlfy sources of sLraLeglc value
• ldenLlfy sLraLeglc supply chaln parLnershlps
• Allgn Lhe supply chaln wlLh several of Lhe mosL commonly used approaches Lo buslness sLraLegy.
1ra|n|ng Þrogram:
Supp|y Cha|n Strategy
• Supply chaln maLurlLy and conLrlbuLlon
• uslng Lhe 1reacy/Wlersema Lrlangle
• Common componenLs of a supply chaln sLraLegy
• Cuallflers and wlnners

1he r|ght Supp|y Cha|n for the bus|ness
• Lean and efflclenL supply chalns
• Aglle and responslve supply chalns
• 8esL of lean and green - decoupllng polnLs
• lrom ºlean" Lo ºlean and green"

Va|ue |n our Supp|y Cha|n
• 'CosL Lo serve' analysls
• ldenLlfylng and developlng sLraLeglc supply chaln parLnershlps
• SLraLeglc ouLsourclng ln Lhe supply chaln

A||gn|ng and Deve|op|ng Strategy
• 8uslness sLraLegy and supply chaln sLraLegy
• ldenLlfylng sLraLeglc opporLunlLles ln my organlsaLlon
• SLarLlng Lhe supply chaln sLraLeglc plan



1ra|n|ng:
Supp||er & Contract Management
Durat|on: 4 days

1arget:
• 1hls workshop wlll draw upon parLlclpanLs' experlences of good and bad suppller managemenL, as well as uslng experL Lralner
lnpuL from Lralners wlLh experlence of belng suppllers and conLracL managers.
Þre course: ?ou wlll be asked Lo brlng aL leasL one example of an exlsLlng suppller relaLlonshlp LhaL you are acLlvely lnvolved ln. 1hls
could lnvolve supplles of goods, servlces or boLh.
• Who your suppllers are and whaL Lhey supply
• Pow and where you recelve goods from your suppllers
• WhaL you do wlLh goods when Lhey are recelved
• Pow your cusLomers order from you
• Pow you geL Lhe goods Lo your suppllers.
Cb[ect|ves:
• undersLand and consLrucL slmple and effecLlve processes for suppller governance and relaLlonshlp managemenL
• 8ecognlse and use Lhe sLages of Lhe conLracL managemenL cycle
• use Lhe mosL approprlaLe hard and sofL performance measures wlLh your suppllers
• SpoL common problems and plLfalls ln conLracL and suppller managemenL and employ effecLlve sLraLegles for deallng wlLh Lhem.
1ra|n|ng Þrogram:
Understand|ng the Stages of Lffect|ve Contract and Supp||er Management
• ueflnlng conLracL and suppller managemenL
• 1he conLracL managemenL cycle
• CommunlcaLlng and managlng Lhe relaLlonshlp

1he Importance of ke|at|onsh|p Management
• 8elaLlonshlp managemenL sLyles
• 1he 'bulldlng blocks' of an effecLlve suppller relaLlonshlp
• ÞracLlcal exerclse on relaLlonshlp managemenL

Common Þrob|ems and Þ|tfa||s
• 1he mosL common problems and how Lo spoL Lhem
• Managlng changes and avoldlng scope creep
• SLraLegles for deallng wlLh common problems
• ulspuLe resoluLlon

k|sks to Lffect|ve Contract De||very
• ldenLlfylng rlsks and Lhelr lmpacL/probablllLy
• Managlng and mlLlgaLlng rlsks
• 8lsk managemenL acLlvlLy

Measur|ng Supp||er Þerformance
• Common performance measures
• uslng Servlce Level AgreemenLs (SLAs)
• SofL measures of performance - saLlsfacLlon and aLLlLude
• Chooslng Lhe rlghL measure for Lhe slLuaLlon



1ra|n|ng:
8|d and 1ender Management
Durat|on: 4 days

1arget:
• key buslness managers, buslness developmenL execuLlves, bld wrlLers, key accounL managers, and research and buslness plannlng
managers wlll all beneflL from Lhls exclLlng course. lundamenLal buslness skllls and concepLs are assumed, and wlll noL be covered on
Lhls Lralnlng
Þre course: ?ou wlll be asked Lo brlng examples of negoLlaLlons ln whlch you have been lnvolved (aL work or ln your personal llfe), ?ou
wlll also be asked Lo conslder good negoLlaLors you have encounLered and Lhe skllls whlch made Lhem so successful.
Cb[ect|ves:
• LvaluaLe and analyse bld requlremenLs.
• Allgn your approach Lo whaL your cusLomer wanLs.
• ueLermlne and LargeL Lhe resources you wlll requlre.
• ldenLlfy Lhe lnformaLlon you need Lo succeed.
• SeL up Lhe lnLernal revlew procedures requlred for your bld.
• SLrucLure your bld documenLaLlon effecLlvely.
• ulfferenLlaLe your bld from LhaL of your compeLlLlon.
• ConLrol a sLrucLured submlsslon.
• Þlan and work efflclenLly wlLhln LlghL Llmescales.
• Assess and revlew your submlsslon Lo drlve conLlnual lmprovemenL.
1ra|n|ng Þrogram:
1he compet|t|ve b|dd|ng process
• undersLandlng bld baslcs
• 1lmescales and resources
• 1he buyer's and Lhe seller's perspecLlves
• 8uslness and leglslaLlve drlvers
• Cverseas lmpllcaLlons

When to b|d - the dec|s|on mak|ng process
• 8ld/no-bld declslons
• ldenLlfylng 'show-sLoppers'
• WhaL wlll exclLe your cusLomer
• Alllances and parLnershlp opporLunlLles
• SLraLeglc and LacLlcal buslness excellence models
• LlCM and 8AuA8 Scorlng MaLrlx©
• ÞresenLlng and communlcaLlng your declslons

now to manage an effect|ve b|d and response
• WhaL ls an ldeal bld?
• 1he 'power' Leam workshop
• undersLandlng Lhe compeLlLlon
• lormaLlon of Lhe core bld Leam
• CLher members of Lhe Leam
• 8oles, skllls and responslblllLles
• 1he bld manager or dlrecLor
• 1he sLrucLure and formaL of Lhe bld documenL
• ConLrolllng and monlLorlng Lhe bld process
• SLoryboardlng
• Selllng Lhe beneflLs of your proposal
• 8uslness case preparaLlon and presenLaLlon
• 1he lmpacL of change
• CuallflcaLlons Lo your bld
• 8lsk assessmenL and kÞls
• 1he '8ed 8evlew' - why, who, when?
• ClarlflcaLlon requesLs



Þroduct|on and subm|ss|on of your b|d
• Compllance
• SLrucLure and lmpacL
• ÞroducLlon
• lollow-up, respondlng Lo querles
• ÞresenLlng Lo your cusLomer
• 8evlew and evaluaLlon
• CuallLaLlve and quanLlLaLlve assessmenL, revlew and conLlnual lmprovemenL
• negoLlaLlng Lhe deal
• MoblllsaLlon



1ra|n|ng:
Internat|ona| Þurchas|ng Strategy
Durat|on: 4 days

1arget:
• SulLable for sales professlonals who need Lo use a consulLaLlve sales approach Lo ldenLlfy and respond Lo cusLomers' needs
• 8uslness professlonals who acL ln an advlsory capaclLy and whose role requlres developlng poslLlve relaLlonshlps wlLh Lhelr
cusLomers.
Þre course: ?ou wlll be asked Lo brlng examples of negoLlaLlons ln whlch you have been lnvolved (aL work or ln your personal llfe), ?ou
wlll also be asked Lo conslder good negoLlaLors you have encounLered and Lhe skllls whlch made Lhem so successful.
Cb[ect|ves:
• ueal wlLh paymenLs and currencles, develop a solld undersLandlng of lmporL and cusLoms procedures, and be able Lo enforce Lhe
buyer's requlremenLs across dlfferenL legal sysLems. lL also underllnes Lhe need for a unlform lnLerpreLaLlon of Lhe conLracLual Lerms
and obllgaLlons LhaL exlsL beLween buyer and seller, as well as Lhe pracLlcal Lools necessary Lo achleve Lhese cruclal requlremenLs..
1ra|n|ng Þrogram:
Internat|ona| Þurchas|ng Strategy
• 1he Added 8lsks of lnLernaLlonal Sourclng
• Sources of lnformaLlon / MarkeL 8esearch
• World Wlde Web
• lnLernaLlonal Chamber of Commerce

Comp|ex|t|es of Internat|ona| 1rade
• CommunlcaLlon
• ulsLance
• Legal
• llnanclal
• ueallng wlLh CulLural & LLhlcal lssues
• CorporaLe Soclal 8esponslblllLy.

1he Lnqu|ry Þackage
• CeLLlng unlformlLy of lnLerpreLaLlon & undersLandlng
• ÞroducL SpeclflcaLlon
• AgenLs & ulsLrlbuLors
• uocumenLaLlon 8equlred
• ShlpmenL

Lega| Aspects
• ulfferlng Legal SysLems
• ConfllcL of Laws
• lnLernaLlonal Sale of Coods ConvenLlon
• Model ConLracL of Sale
• lnLernaLlonal Commerclal ArblLraLlon.

Currency
• llucLuaLlons
• Lxchange MarkeLs
• 8lsk
• lorward Lxchange ConLracLs
• SpoL 8aLes

Þayment
• Cpen AccounL
• lnLernaLlonal Money 1ransfer
• 8llls of Lxchange
• uocumenLary CredlLs (LeLLers of CredlL)
• Cash AgalnsL uocumenLs



Contract Guarantees
• Þerformance CuaranLee
• Advance ÞaymenL CuaranLee
• 8eLenLlon Money CuaranLee.

Incoterms
• lncoLerms 2000
• lnsurance LlablllLles
• ueflnlng When 8lsk & CosL Þass
• CrlLlcal ÞolnLs
• SelecLlng Lhe CorrecL 1erm
• Common MlsconcepLlons

1ransportat|on
• Modes
• SelecLlon
• Þackaglng
• lrelghL 8aLes
• volumeLrlc WelghL
• lnsurance
• 1l8

Documentat|on
• 8lll of Ladlng
• Sea Wayblll
• 1ruck Wayblll
• Alr Wayblll
• Commerclal lnvolce
• CerLlflcaLe of lnsurance
• CerLlflcaLe of Crlgln
• Þre-ShlpmenL lnspecLlon CerLlflcaLe.

Import and Custom Þrocedures
• 1arlffs
• Slngle AdmlnlsLraLlve uocumenL
• Llcences
• CuoLas
• uuLy
• Auu
• valuaLlon
• vA1
• 8ellef from uuLy
• lÞ8
• ÞCC

Comp|et|on of Dec|arat|on
• MeLhods
• ÞresenLaLlon
• ClSÞ
• LCÞ
• uocumenLs


















I|nance


1ra|n|ng:
I|nance for Non I|nanc|a| Managers
Durat|on: 4 days

1arget:
• SulLable for managers who wanL Lo galn a clear undersLandlng of Lhe fundamenLals of buslness flnance and Lhe flnanclal
lmpllcaLlons of declslons Lhey make.
Þre course: ?ou wlll be asked Lo brlng examples of negoLlaLlons ln whlch you have been lnvolved (aL work or ln your personal llfe), ?ou
wlll also be asked Lo conslder good negoLlaLors you have encounLered and Lhe skllls whlch made Lhem so successful.
Cb[ect|ves:
• undersLand how your day-Lo-day declslons lmpacL proflL and cashflow.
• uemysLlfy Lhe rules of caplLal expendlLure vs operaLlonal expendlLure helplng you Lo [usLlfy lnvesLmenLs Lo your senlor managers
and flnance Leam
• 8evlew flnanclal lnformaLlon relaLlng Lo:
• your buslness (helplng you Lo seL LargeLs for lmprovemenL)
• your subsldlarles (helplng you Lo manage and seL LargeLs for your Leam)
• LxlsLlng cusLomers (are Lhey sLlll vlable?) and poLenLlal cusLomers (are Lhey a credlL rlsk?)
• CompeLlLors (whaL can we learn from benchmarklng Lhelr resulLs?)
• Manage Lhe budgeLlng process Lo:
• ensure buslness sLraLegy ls lmplemenLed
• negoLlaLe fundlng for lmprovemenL or efflclency lnlLlaLlves
• wln ln Lhe negoLlaLlon over funds allocaLed Lo your budgeL, ensurlng lL's achlevable
• manage flnanclal performance, undersLandlng varlances and Laklng acLlon Lo achleve your budgeL and ob[ecLlves
• Slmply assess Lhe vlablllLy of enLerlng new markeLs or developlng new producLs.
1ra|n|ng Þrogram:
1he Nature and Þurpose of Account|ng
• A slmple model of an organlsaLlon's accounLlng framework
• Who uses Lhe accounLs and whaL do Lhey use Lhem for?
• Where can l flnd ouL abouL my organlsaLlon's/my compeLlLors' flnanclal poslLlon

Þrof|t and Loss Accounts, 8a|ance Sheets and Cash I|ow Statements
• 1helr sLrucLure and Lermlnology, whaL Lhey Lell us and why Lhey need Lo be revlewed LogeLher Lo galn a full undersLandlng of
buslness performance
• uslng flnanclal lnformaLlon as a managemenL Lool
• undersLandlng how operaLlonal lncome and cosLs are accounLed for and Lhe lmpllcaLlons for how you manage cosLs ln your
deparLmenL

Manag|ng I|nance
• undersLandlng worklng caplLal : WhaL lL ls? Pow can we manage lL?
• Why Loo much worklng caplLal ls bad for you and Loo llLLle may be dlsasLrous
• CpLlmlslng worklng caplLal for your organlsaLlon and Lhe lmpllcaLlons for negoLlaLlng wlLh cusLomers and suppllers
• 1he dlsLlncLlon beLween proflL and cash flow
• Conslderlng sources of fundlng

Understand|ng Management Account|ng Inc|ud|ng 8udget|ng
• ÞuLLlng LogeLher a robusL budgeL
• negoLlaLlng budgeL fundlng
• Assesslng varlances and reforecasLlng Lhe budgeL
• LvaluaLlng feaslblllLy of operaLlonal pro[ecLs vla break-even analysls
• 1he effecLs of depreclaLlon


1ra|n|ng:
Lffect|ve 8udget|ng
Durat|on: 4 days

1arget:
• 8udgeL holders, cosL cenLre managers, and Lhose who manage deparLmenL or evenL budgeLs who wlsh Lo acqulre flrsL prlnclples or
refresh ldeas and approaches.
Þre course: ?ou wlll be asked Lo brlng examples of negoLlaLlons ln whlch you have been lnvolved (aL work or ln your personal llfe), ?ou
wlll also be asked Lo conslder good negoLlaLors you have encounLered and Lhe skllls whlch made Lhem so successful.
Cb[ect|ves:
• 8evlew Lhe beneflLs and drawbacks of dlfferenL budgeLlng meLhods, and when Lo use each approach.
• use a sLrucLured approach Lo prepare a budgeL.
• undersLand how cosLs behave Lo help wlLh budgeLlng for expendlLure.
• undersLand managemenL accounLlng meLhods, and whlch meLhods we use for budgeLlng and for evaluaLlng unbudgeLed
opporLunlLles.
• 8udgeL approprlaLely for rlsk and defend budgeLed conLlngencles.
• 8udgeL and plan for sLock orderlng.
• Manage flnanclal performance, undersLandlng varlances and Laklng acLlon Lo achleve your budgeL and ob[ecLlves.
• Manage cosLs ln seasonal or cycllcal buslnesses.
• Slmply assess Lhe vlablllLy of enLerlng new markeLs or developlng new producLs.
1ra|n|ng Þrogram:
8udget|ng Þreparat|on
• Cvervlew of Lhe budgeL process
• Case sLudy: revlewlng a slmple budgeL scenarlo
• 8elng clear abouL lnlLlal assumpLlons and llmlLlng facLors
• knowlng where Lo flnd lnformaLlon LhaL mlghL be needed
• Analyslng poLenLlal lncome and expendlLure: whaL evenLs and occurrences do we need Lo conslder? lnLernal, exLernal, deflnlLe
and uncerLaln
• naLure and behavlour of cosLs
• undersLandlng dlfferenL cosLlng meLhods and Lhelr relevance Lo declslon maklng and budgeLlng
• SLock forecasLlng and how Lo calculaLe Lhe mlnlmum quanLlLy needed
• ApporLlonlng overheads
• 8udgeLlng for rlsk and conLlngencles
• 8reak-even analysls for slmple declslon maklng

Iac|ng the Actua|s
• WhaL are Lhe varlances and why are Lhey lmporLanL?
• 1he budgeL ls Lhe plan, l.e. undersLandlng Lhe need Lo proacLlvely work Lowards budgeL and adhere Lo budgeL
• Comparlng acLual cosLs Lo monLhly and year Lo daLe budgeL
• undersLandlng Lhe slgnlflcance of changes ln varlances
• llexlng Lhe budgeL

1he Cash 8udget
• Why Lhey are needed. uo hlgh proflLs necessarlly mean everyLhlng ls golng well?
• Case sLudy: preparlng a cash budgeL

Þresent|ng the Departmenta| 8udget
• Clvlng clear lnformaLlon
• ÞresenLlng Lhe maln varlables
• CeLLlng agreemenL - ensurlng you agree an achlevable budgeL ln Lhe face of poLenLlal budgeL cuLs


1ra|n|ng:
Cred|t Þrocesses to Cut 8ad Debts
Durat|on: 4 days

1arget:
• SulLable for anyone lnvolved ln collecLlng Lrade debLs from cusLomers, credlL conLrollers who wanL Lo lmprove on Lhe key process
and Lelephone elemenLs of Lhelr [ob..
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• 8ecognlze Lhe lmporLance of good credlL conLrol.
• lmplemenL good pracLlce Lechnlques Lo meeL collecLlon LargeLs.
• undersLand Lhe slgnlflcance of conLracL Lerms.
• undersLand a besL pracLlce approach Lo formulaLlng a company credlL pollcy.
• CrlLlcally revlew your organlsaLlon's credlL pollcy and ldenLlfy areas for lmprovemenL.
• Carry ouL all elemenLs of Lhe collecLlons cycle.
• Apply lmproved Lelephone Lechnlques.
• Choose Lhe mosL approprlaLe comblnaLlon of collecLlons Lools.
• ueclde when and how Lo escalaLe debL or Lake Lhlrd parLy acLlon.
• CollecL Lhe LoughesL debLs wlLh greaLer confldence.
1ra|n|ng Þrogram:
1he Importance of Good Cred|t Management
• MalnLalnlng cash flow
• Mlnlmlslng bad debLs
• 1he cosL of overdues
• lmprovlng proflLablllLy
• Cood cusLomer relaLlons
• 1he lmporLance of a company credlL pollcy
• LlemenLs of a credlL pollcy
• LvaluaLe pollcles and procedures

Cur Contract w|th the Customer
• LlemenLs of a conLracL
• 1erms and condlLlons - whose Lerms apply?
• Are your paymenL Lerms fully undersLood?
• LaLe paymenL lnLeresL and compensaLlon charges
• 8eLenLlon of LlLle

1he Month|y Co||ect|on Campa|gn
• uecldlng on prlorlLles
• 1he collecLlon LlmeLable
• lnvolces, leLLers and sLaLemenLs: Llmlng and formaL
• Comblnlng Lhe Lools avallable Lo besL effecL

1e|ephone Co||ect|ons
• Þlannlng and maklng calls
• Asklng for paymenL
• Cvercomlng excuses

Co||ect|ng 1ough Debts
• Lxamlne your opLlons
• ÞaymenL plans
• 1hlrd parLy acLlon
• Cuery managemenL
1echn|ques for Measur|ng Þerformance
• uslng uSC as a measure of performance


1ra|n|ng:
Assess|ng Cred|t k|sk
Durat|on: 4 days

1arget:
• SulLable for credlL managers, flnance managers and senlor credlL conLrol sLaff wlLh responslblllLy for seLLlng credlL llmlLs for shorL-
Lerm, buslness-Lo-buslness credlL sales. Also sulLable for sales people who need an undersLandlng of flnanclal rlsk when closlng
buslness. Þrlor knowledge of company accounLs would be helpful - whllsL covered on Lhe programme lL wlll noL be from Lhe absoluLe
baslcs.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• undersLand Lhe lmporLance of assesslng rlsk when seLLlng a credlL llmlL.
• know where Lo flnd relevanL lnformaLlon and how Lo approach new cusLomers' credlL appllcaLlons.
• undersLand Lhe make up of flnanclal sLaLemenLs, whaL you can learn from Lhem, and Lhelr llmlLaLlons.
• ldenLlfy Lhe key raLlos for maklng Lrade credlL declslons and undersLand how Lhey are calculaLed.
• 8ecognlse Lhe more general slgns LhaL a cusLomer may be unable Lo pay lLs debLs.
• 1ake shorL-Lerm Lrade credlL declslons wlLh more confldence and compeLence.
• undersLand Lhe lnformaLlon conLalned ln credlL reporLs.
1ra|n|ng Þrogram:
1he Need to Carry out k|sk Assessment
• Why we assess rlsk
• 1he prlnclples of credlL assessmenL
• Who should carry ouL Lhe rlsk assessmenL?

New Customers - Sources of Cred|t Informat|on
• uslng commerclal credlL agencles
• LsLabllshlng Lhe facLs abouL company sLaLus
• 1rade references
• lnLerpreLlng 'bank speak'
• CaLherlng 'sofL' lnformaLlon

Assess|ng Ab|||ty to Þay
• 1he make up of a seL of flnanclal sLaLemenLs
• undersLandlng whaL we can learn from flnanclal sLaLemenLs
• 8ecognlslng Lhe llmlLaLlons of flnanclal sLaLemenLs
• 1he key raLlos for Lrade credlL managemenL
• Where Lo flnd lnformal lnformaLlon and how Lo use lL

Sett|ng a Cred|t L|m|t
• 1he reasons for buslness fallure
• Pow Lo calculaLe Lhe credlL llmlL
• ÞuL your learnlng lnLo pracLlce

keduc|ng the k|sk
• Lxamlne Lhe opLlons open Lo you
• SecurlLy, guaranLees and lnsurance: where can Lhey be of Lhe mosL use Lo you

Spott|ng the Warn|ng S|gns
• Analyslng and lnLerpreLlng Lrends
• uslng feedback from sales and accounLs sLaff
• WhaL you can learn from Lhe press
• Learn how Lo spoL Lhe subLle slgns abouL changes ln a company's healLh
• 1he warnlng slgns of lmmedlaLe problems
• urasLlc warnlng slgns - lL may be Loo laLe!


1ra|n|ng:
Inso|vency Þrocedures
Durat|on: 4 days

1arget:
• SulLable for Lhose wlshlng Lo lmprove Lhelr worklng knowledge of lnsolvency, lncludlng dlrecLors.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• undersLand dlfferenL Lypes of lnsolvency, Lhe leglslaLlve framework, and how each Lype of lnsolvency mlghL affecL your buslness.
• 8ecognlse Lhe dlfferences ln Lhe clrcumsLances and procedures ln each Lype of lnsolvency.
• undersLand Lhe duLles and responslblllLles of Lhe parLles.
• LvaluaLe Lhe lmpacL on credlLors, Lhelr rlghLs and Lhelr opLlons.
• AcL wlLh greaLer knowledge and confldence Lo make Lhe besL of a bad slLuaLlon and mlnlmlse Lhe lmpacL of an lnsolvenL cusLomer.
1ra|n|ng Þrogram:
Þersona| Inso|vency - 8ankruptcy
• undersLand how bankrupLcy ls lnlLlaLed
• 1he credlLors' meeLlng
• 1he effecL of bankrupLcy
• Pow a bankrupL ls dlscharged
• Avoldlng bankrupLcy uslng a volunLary arrangemenL
• undersLand Lhe clrcumsLances when Lhe credlLors would approve a volunLary arrangemenL

Corporate Inso|vency - Members' Vo|untary L|qu|dat|on
• undersLand Lhe clrcumsLances
• SLep-by-sLep Lhrough Lhe procedure
• lmpllcaLlons of Lhls Lype of wlndlng up
• CredlLors' volunLary llquldaLlon
• 8ole of Lhe LlquldaLor
• 8eallsaLlon of Lhe asseLs

Compu|sory L|qu|dat|on
• undersLand Lhe grounds for compulsory wlndlng up
• ÞresenLaLlon of Lhe peLlLlon
• LffecL of Lhe wlndlng up order
• CredlLors' and shareholders' meeLlng: procedures and purpose
• 1he SLaLemenL of Affalrs and dlsLrlbuLlon of funds

Adm|n|strat|ve kece|versh|p
• 8ole and responslblllLles of Lhe admlnlsLraLlve recelver
• 1he effecL of Lhe appolnLmenL
• When ls lL Lhe approprlaLe rouLe?

Commerc|a| Imp||cat|ons of Inso|vency
• Pow does lL affecL LlLle Lo goods?
• WhaL ls a dlrecLor's personal llablllLy?
• undersLand Lhe meanlng and lmpllcaLlons of fraudulenL Lradlng, wrongful Lradlng and preference
• uslng a wlndlng up peLlLlon as a debL collecLlon Lool
• Worklng wlLh Lhe lnsolvency pracLlLloner and credlLors' commlLLee
• Maklng Lhe besL of a bad [ob - how Lo recover as much of Lhe debL as posslble


1ra|n|ng:
Introduct|on to Company Accounts
Durat|on: 4 days

1arget:
• SulLable for anyone who wanLs Lo galn a baslc undersLandlng of company accounLs and who has had very llLLle or no prevlous
experlence.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• undersLand Lhe Lechnlcal '[argon' of company accounLs.
• 8ead and undersLand a seL of company accounLs.
• Assess Lhe effecLs of buslness acLlvlLy on Lhe balance sheeL.
1ra|n|ng Þrogram:
1he I|nanc|a| Mode|
• undersLand Lhe baslc buslness model
• WhaL do we mean by caplLal? Pow ls lL lnvesLed ln Lhe buslness?
• WhaL every buslnessman wanLs Lo know: how am l dolng? Pave l goL Lhe cash Lo afford lL?
• Pow Lhe flnanclal sLaLemenLs provlde Lhe answers
• key fundamenLal concepLs LhaL accounLanLs adhere Lo

1he Þrof|t and Loss Account
• 1he sLrucLure of Lhe proflL and loss accounL, Lhe lnformaLlon lL conLalns
• undersLand whaL we can learn from Lhe proflL and loss accounL
• undersLandlng Lhe lmpacL of depreclaLlon
• Case sLudy example and real world formaLs

8a|ance Sheet
• 1he anaLomy of Lhe balance sheeL
• CeLLlng Lo grlps wlLh Lhe Lermlnology
• PlsLorlc cosL and golng concern prlnclples
• 8ecognlslng caLegorles of flxed and currenL asseLs
• Pow llablllLles are caLegorlsed
• undersLand Lhe Lypes of caplLal employed ln Lhe buslness and how Lhey are used Lo flnance asseLs
• undersLandlng whaL Lhe balance sheeL can Lell us
• Case sLudy example and real world formaLs

Cash I|ow Statements
• A brlef lnLroducLlon Lo Lhe cash flow sLaLemenL
• 1he lmporLance of cash Lo a buslness
• 1he dlsLlncLlon beLween cash and proflL
• Case sLudy: preparlng a cash flow sLaLemenL
• undersLandlng worklng caplLal


1ra|n|ng:
Ana|yz|ng Company Accounts
Durat|on: 4 days

1arget:
• SulLable for anyone wlLh llLLle or no experlence of analyslng company accounLs. uelegaLes are expecLed Lo have aLLended
'lnLroducLlon Lo Company AccounLs' or Lo have aLLalned LhaL level of knowledge..
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• Analyse a seL of accounLs.
• undersLand and apply over LwenLy key raLlos.
• uLlllse a bank of lmporLanL quesLlons.
• ldenLlfy Lrends and comparlsons over Llme and agalnsL lndusLry norms.
• Analyse a seL of slmple company accounLs uslng a case sLudy.
1ra|n|ng Þrogram:
Þrepar|ng for Ana|ys|s
• 8efresher on Lhe conLenL and formaL of Lhe proflL and loss accounL and balance sheeL
• lssues arlslng from Lhe lndusLry and secLor LhaL Lhe company operaLes ln
• Conslderlng company slze
• AnyLhlng Lo be learnL from Lhe Memorandum and ArLlcles of AssoclaLlon?
• undersLand Lhe dlfferences beLween publlc and prlvaLe companles
• An lnLroducLlon Lo group accounLlng

Ana|ys|ng the Accounts
• Analyslng varlous raLlos LhaL Lell us abouL:
• CaplLal sLrucLure
• Lfflclency of worklng caplLal
• 1he cash poslLlon
• ÞroflLablllLy
• 8eLurn on lnvesLmenL
• 1he lmporLance of cash ln a buslness
• CaplLal employed: undersLand Lhe lssues surroundlng lL
• WhaL do Lhe proflL marglns Lell us?
• CalculaLlng asseL Lurnover
• undersLandlng when Lhe worklng caplLal raLlos are useful
• Assess wheLher a buslness can meeL lLs shorL-Lerm llablllLles
• undersLandlng gearlng and how lL affecLs earnlngs

What to Look for |n the Annua| keport
• 1he Chalrman's sLaLemenL
• 1he ulrecLor's reporL
• 1he AudlLor's reporL
• 1he noLes Lo Lhe accounLs

Þutt|ng |t |nto Þract|ce
• Learn Lo make comparlsons beLween companles and lndusLrles
• Assess currenL buslness and flnanclal lssues
• Analyse a seL of accounLs yourself




1ra|n|ng:
Interpretat|on of Company Accounts
Durat|on: 4 days

1arget:
• SulLable for anyone wlLh llLLle or no experlence of analyslng company accounLs. uelegaLes are expecLed Lo have aLLended
'lnLroducLlon Lo Company AccounLs' or Lo have aLLalned LhaL level of knowledge..
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• underLake more complex lnLerpreLaLlon of company accounLs by bulldlng on exlsLlng knowledge of raLlo and Lrend analysls.
• ldenLlfy and assess boLh markeL and buslness rlsk uslng Lhls knowledge.
• undersLand Lhe dlfferenL conslderaLlons when chooslng a meLhod of fundlng and undersLand "cosL of caplLal".
• 8ecognlse Lechnlques adopLed ln company accounLs Lo dlsgulse poLenLlal problems.
• undersLand some of Lhe non-flnanclal sources of lnformaLlon avallable Lo assess company performance.
1ra|n|ng Þrogram:
kefresher on I|nanc|a| Statements and 1erm|no|ogy
k|sk
• 8uslness and flnanclal rlsk
• Conslder dlfferenL buslness secLors and ldenLlfy Lhe key flnanclal feaLures ln each
• 8ecognlse Lhe Lyplcal problems wlLh uslng company accounLs
• uslng accounLs Lo assess rlsk

kat|os
• 8efresher on key raLlos
• 1ypes of shares and caplLal sLrucLure lncludlng debL fundlng
• undersLand Lhe warnlng slgns of corporaLe 'poor healLh'

Advanced Interpretat|on
• urawlng LogeLher Lhe sofL and flnanclal lnformaLlon
• Why buslnesses fall
• Lxamples of creaLlve accounLlng







1ra|n|ng:
Understand|ng Lxport k|sks
Durat|on: 4 days

1arget:
• LxporL sales Leams
• llnance Leams
• Þro[ecL managers
• 1hose lnvolved ln new or dlfflculL overseas markeLs
• 1hose who manage overseas debLs
• 1hose lnvolved ln negoLlaLlng favourable credlL Lerms Lo promoLe Lhe growLh of sales
• 1hose responslble for sLraLeglc and operaLlonal rlsk managemenL.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• undersLand Lhe rlsks, cosLs and cash flow pressures assoclaLed wlLh lnLernaLlonal Lrade and how Lo manage Lhem.
• Pelp you Lo esLabllsh an effecLlve pollcy when deallng wlLh overseas buyers.
• Assess alLernaLlve meLhods of paymenL.
• undersLand key mechanlsms for managlng currency exposures.
• 8educe Lhe rlsk of exchange losses.
1ra|n|ng Þrogram:
Lxport I|nance
• key lssues faclng exporLlng companles
• LsLabllshlng an exporL credlL pollcy, rlsk assessmenL, checklng ouL Lhe buyer and Lhe markeL
• uellvery Lerms (lnCC1L8MSº 2010)
• 1rade 1ransacLlon and llnanclng SLraLegles:
• Advance ÞaymenL,
• Cpen AccounL,
• uocumenLary LeLLers of CredlL,
• uocumenLary CollecLlons & 8llls of Lxchange,
• CredlL lnsurance.
• 8ank demand guaranLees

Iore|gn Lxchange k|sk Management
• undersLandlng forelgn exchange rlsk, how exchange rlsks arlse, Lypes of exchange rlsk
• Managlng Lhe rlsks - hedglng Lechnlques
• Pow do banks 'prlce' lx raLes?
• CbLalnlng Lhe besL exchange raLe and servlce from your bank or lx provlder



1ra|n|ng:
I|nanc|a| Ana|ys|s & Company Va|uat|on
Durat|on: 4 days

1arget:
• ClCs
• CorporaLe llnance Managers
• valuaLlon & 8esearch Mangers
• 8uslness uevelopmenL Managers
• SLraLeglc Þlanners
• llnanclal ConLrollers
• 1reasurers
• AccounLanLs
• AnalysLs
• M&A SpeclallsLs
• lund Managers
• 8esearchers
• 8lsk ManagemenL Managers
• vlce ÞresldenLs - Þro[ecL llnance
• Lendlng Cfflcers
• ManagemenL & SLraLeglc ConsulLanLs.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• 1he fundamenLal facLors LhaL underlle valuaLlon and how can Lhey be used ln pracLlce.
• WhaL lles behlnd mulLlple such as Lhe Þ/L, uCl, AÞv, LvA ... eLc. Pow Lhese mulLlple be used ln valuaLlon.
• 1he key raLes of company valuaLlon ln corporaLe flnance and parLlcularly ln merger and acqulslLlons.
• valuaLlon of prlvaLe companles, banks, lÞCs, franchlse, eLc.
1ra|n|ng Þrogram:
Cverv|ew and Concept of Va|uat|on
• key 8old of Company valuaLlon
• valuaLlon key CuesLlon
• valuaLlon for Mergers & AcqulslLlons
• Þrocess valuaLlon

Va|uat|on Iramework and 1echn|ques
• 1echnlques of Larnlngs-8ased valuaLlons
• 1echnology 8uslness valuaLlon
• ÞrlvaLe Company valuaLlons
• Share CpLlon valuaLlons
• 8elaLlve valuaLlon MeLhod
• ulrecL valuaLlon MeLhod
• ulscounLed Cash llows MeLhod
• Ad[usLed ÞresenL value
• LvA MeLhod

I|nanc|a| kev|ew
• 8aLlo Analysls
• 1rend Analysls
• Cross-secLlon Analysls
• uuÞolnL Model
• 1he 8eLurn on Sharholders' LqulLy (8CL) Model
• Case SLudy on 8CL Model
• Cash llows lrom CperaLlve AcLlvles (CllC)
• Cash llows lrom lnvesLlng AcLlvlLles (Clll)
• Cash llows lrom llnanclng AcLlvlLles (Clll)
• Cash llows Analysls lllusLraLlon



1rad|t|ona| Va|uat|on Mode|s
• Larnlngs MulLlple Analysls
• ulscounLed Cash llow Analysls (uClA)
• Weaknesses and Adva[Lages
• AlLernaLlves valuaLlon MeLhods
• ulscounLlng lacLor:-
• CalculaLlng Lhe WelghLed Average CosL of CaplLal (WACC)
• valuaLlon when Company SLrucLure Changes
• 8esL ÞracLlces Survey
• ulfferenL Approaches Lo CorporaLe valuaLlon

Company kestructur|ng and Iund|ng Issues
• 8esLrucLurlng Þrocess & ManagemenL
• 8elaLlonshlp wlLh Lhe 1op ManagemenL
• 8elaLlonshlp wlLh Lhe Sharholders
• 8elaLlonshlp wlLh Lhe lnvesLmenL 8ankers
• Avallable 8esLrucLurlng SoluLlons

Iund|ng Methods and So|ut|ons
• LaLesL llnanclng MeLhods
• 8ond MarkeLs
• 8ank Lendlng and lnLeresL 8aLe 8lsk Pedglng
• AsseL-based lundlng
• LaLesL llxed lncome ÞroducLs for lundlng
• SLocks or 8onds?
• Ceneral Consluslon and ulscusslon
















Cr|s|s & k|sk Management



1ra|n|ng:
Lconom|c Lva|uat|on & k|sk Ana|ys|s Ioundat|on
Durat|on: 4 days

1arget:
• uelegaLes who have a good knowledge of flnance and or pro[ecL managemenL prlnclples and who are looklng for besL pracLlce and
sLrucLured ways of achlevlng leadlng edge economlc evaluaLlon and rlsk analysls dellvery for boLh Lhemselves and Lhelr organlsaLlon.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• 1o undersLand Lhe concepLs of economlc evaluaLlon and rlsk analysls
• 1o appreclaLe Lhe key relaLlonshlp beLween evaluaLlon and rlsk analysls and how each dlsclpllne supporLs Lhe overall
ouLcome/pro[ecL declslon
• 1o apply boLh quanLlLaLlve and quallLaLlve lnpuL meLhodologles
• 1o bulld and use baslc flnanclal models ln scenarlo plannlng
• 1o develop a robusL declslon Lree and pro[ecL recommendaLlon reporL
• 1o lnLegraLe and measure Lhe pro[ecL lmpacLs of markeL rlsk, credlL rlsk, and llquldlLy rlsk
• 1o creaLe effecLlve lnvesLmenL prospecLus
• 1o bulld coheslve lnfrasLrucLure plans
• 1o creaLe and measure addlLlonal pro[ecL value sLreams.
1ra|n|ng Þrogram:
ko|e and funct|on of econom|c eva|uat|on
• 1he concepL of economlc evaluaLlon
• key quanLlLaLlve meLhodologles - 8eLurn on lnvesLmenL(8Cl), 8eneflL cosL raLlo(8C8) neLL presenL value (nÞv)
• key quallLaLlve lnpuLs wlLhln economlc evaluaLlon
• Cvervlew of flnanclal modellng

ko|e and funct|on of r|sk ana|ys|s
• 1he concepL of rlsk analysls
• 1he relaLlonshlp and lmpacL of rlsk analysls upon economlc evaluaLlon ouLpuLs
• key rlsk analysls Lools - rlsk ldenLlflcaLlon, classlflcaLlon and quanLlflcaLlon
• 8lsk probablllLy calculaLlon and value lmpacL

Þract|ca| econom|c r|sk factors
• Comblnlng economlc and flnanclal rlsk managemenL
• CalculaLlng quallLaLlve user daLa lmpacLs and Lhelr lmpacLs upon 8Cl, 8C8
• value aL rlsk (vA8)
• CalculaLlng vA8 break polnLs/horlzons

Þract|ca| f|nanc|a| mode|||ng techn|ques
• ConsLrucLlng Lhe flnanclal model
• usage of flnanclal modellng ln mulLl varlaLe rlsk based scenarlos
• Llnklng maln and sub models
• Lconomlc evaluaLlon and rlsk analysls - creaLlng Lhe lnformed declslon Lree process and reporL

Market r|sk
• 1he concepL of markeL rlsk
• ÞollLlcal lmpacLs and rlsk assessmenL
• Soclo- Lconomlc lmpacLs and rlsk assessmenL
• 1he global markeL senLlmenL lmpacL

Cred|t r|sk
• 1he concepL of credlL rlsk
• Þro[ecL caplLal sLrucLurlng/rlsk managemenL
• Þro[ecL gearlng lmpacLs
• ueveloplng Lhe lnvesLmenL prospecLus



L|qu|d|ty r|sk
• 1he concepL of llquldlLy rlsk
• SLrucLurlng for llquldlLy
• Þro[ecL budgeL and forecasLlng - boLh as a pro[ecL Lool and Lo enable economlc pro[ecL evaluaLlon
• lmpacLs of pro[ecL phaslng upon llquldlLy

Creat|ng add|t|ona| va|ue
• AddlLlonal sources of economlc value
• Llnklng pro[ecL and local conLenL lnlLlaLlves
• CreaLlng & measurlng Lhe legacy value
• Coheslve lnfrasLrucLure sLraLegles

8r|ng|ng |t a|| together
• lnsLrucLor led and supporLed pracLlcal sesslon where delegaLes wlll compleLe a baslc economlc evaluaLlon and rlsk analysls,
uLlllslng Lhe learnlng from Lhe prevlous four days
• uelegaLe revlew and acLlon plannlng



1ra|n|ng:
8us|ness k|sk Management
Durat|on: 4 days

1arget:
• 8uslness processes, operaLlonal, pro[ecL and programme rlsk.
• Senlor pro[ecL and programme managers wlll also beneflL from Lhls evenL..
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• Þrovlde a framework & process for Lhe managemenL of rlsk
• AppreclaLe Lhe need for Lhe managemenL and revlew of rlsk
• undersLand a varleLy of Lechnlques Lo ldenLlfy, assess, manageand monlLor rlsks
• 8ecognlse Lhe lmporLance of plannlng and lmplemenLlng an ldenLlfled rlsk managemenL plan
• AppreclaLe Lhe barrlers and beneflLs of good rlsk managemenL.
1ra|n|ng Þrogram:
Awareness of k|sk Management
• ueflnlLlon of whaL consLlLuLes a rlsk.
• 1he need for rlsk managemenL and lLs beneflLs Lo Lhe buslness.
• 1he rlsk managemenL process.
• lmporLance of Lhe effecLlve ldenLlflcaLlon, assessmenL and managemenL of rlsk.
• 8equlremenLs for effecLlve rlsk managemenL roles and responslblllLles ln rlsk managemenL.
• 8eneflLs and barrlers Lo effecLlve rlsk managemenL and how Lo address Lhem.
• Pow rlsk managemenL flLs wlLh your every day managemenL.

Ident|fy|ng A|| kea||st|c k|sks
• MeLhods of capLurlng all Lypes of relevanL rlsks
• ldenLlfylng Lhe causes of rlsks
• uescrlblng each rlsk ln a way LhaL enables Lhe effecLlve analysls of Lhe rlsk

Assessment of Ident|f|ed k|sks
• undersLand why Lhere ls a need Lo analyse rlsk elLher quallLaLlvely or quanLlLaLlvely
• Pow analysls of each rlsk converLs Lhe sLaLemenL of Lhe rlsk lnLo declslon maklng lnformaLlon
• ConslsLenL approach Lo Lhe assessmenL of each rlsk and Lhe use of a rlsk assessmenL maLrlx

kesponse Þ|ann|ng Ior Ident|f|ed and Ana|ysed k|sks
• Areas of rlsk managemenL response plans for ldenLlfled rlsks, ln order Lo have an effecL on Lhe probablllLy or Lhelr lmpacL.
• SelecLlon of an approprlaLe rlsk response sLraLegy dependanL on Lhe lmporLance of Lhe rlsk and Lhe cosL beneflL of Lhe response
• 1he responslblllLles of Lhe owner of each rlsk and Lhe behavlours exhlblLed

Documentat|on and Management of the k|sks
• 1he purpose of recordlng Lhese deLalls for each rlsk and Lhe documenLs used durlng rlsk managemenL
• 1he deLalls for each rlsk LhaL need Lo be lncluded ln a rlsk reglsLer
• 8ecordlng of acLlon Laken Lo mlLlgaLe and manage Lhe rlsk
• Pow a rlsk reglsLer ls used ln Lhe monlLorlng and conLrol of each rlsk
• Pow rlsk managemenL flLs wlLh your every day managemenL
• CommunlcaLlng Lhe resulLs of monlLorlng Lhe rlsks wlLh key sLaff and sLakeholders

C|osure of Lach k|sk
• 8ecordlng of closure of rlsk ln Lhe 8lsk 8eglsLer
• CapLurlng of learnlng from Lhe managemenL of rlsks for fuLure use ln managlng oLher rlsks



1ra|n|ng:
Manag|ng Cperat|ona| k|sk |n I|nanc|a| Serv|ces
Durat|on: 4 days

1arget:
• 8uslness processes, operaLlonal, pro[ecL and programme rlsk.
• Senlor pro[ecL and programme managers wlll also beneflL from Lhls evenL.
Þre course: 1hls Lralnlng does noL requlre any prerequlslLe.
Cb[ect|ves:
• know whaL Lhe regulaLor expecLs from operaLlonal rlsk managemenL ln your flrm
• LffecLlvely ldenLlfy and assess rlsks, lncludlng emerglng, lnherenL and resldual rlsks
• Lxamlne Lhe use and appllcaLlon of conLrols and lndlcaLors
• ÞracLlse a sample 8lsk and ConLrol Self AssessmenL
• undersLand Lhe relaLlonshlp beLween operaLlonal rlsk and caplLal requlremenLs
• ueflne operaLlonal rlsk appeLlLe ln your buslness
• 1ake away effecLlve Lechnlques for analyslng, undersLandlng and reporLlng rlsk Ml, and prepare a rlsk Ml pack.
1ra|n|ng Þrogram:
Introduct|on
• WhaL ls meanL by rlsk managemenL ln flnanclal servlces
• WhaL ls meanL by operaLlonal rlsk managemenL ln parLlcular
• Plgh level regulaLory requlremenLs ln Lhls area
• 8esponslblllLles of buslness managers for rlsk managemenL.

Cperat|ona| r|sk |dent|f|cat|on
• 8lsk ldenLlflcaLlon sLraLegles
• Lmerglng rlsks' and how Lo deal wlLh Lhem

Manag|ng |dent|f|ed r|sks - the contro|s env|ronment
• - ÞracLlcal approaches Lo Lhe managemenL and conLrol of operaLlonal rlsks
• - AppllcaLlon of conLrols Lo mulLlple rlsks
• - CuanLlfylng lnherenL and resldual rlsks
k|sk and contro| se|f assessment
• Case sLudy: delegaLes wlll carry ouL a sample 8CSA

Cperat|ona| r|sk appet|te and r|sk to|erance
• WhaL ls rlsk appeLlLe?
• WhaL a rlsk appeLlLe sLaLemenL should conLaln
• 8lsk llmlLs and rlsk Lolerances
• CperaLlonal rlsk appeLlLe aL Lhe lndlvldual rlsk level

Cperat|ona| r|sk and cap|ta| management
• lSA requlremenLs for rlsk caplLal ln flrms
• CuanLlfylng rlsk caplLal
• Scenarlo LesLlng and reverse sLress LesLlng

Mak|ng effect|ve use of operat|ona| r|sk MI
• knowlng your key rlsks
• undersLandlng Lhe lnformaLlon needs of dlfferenL sLakeholders
• 1he role of quallLaLlve lnformaLlon ln rlsk managemenL
• Case sLudy: deslgnlng a rlsk managemenL lnformaLlon pack

Lnsur|ng r|sk awareness and management |s embedded |n the cu|ture of the organ|zat|on
- 8eneflLs of a sLrong rlsk culLure for operaLlonal managemenL
- lndlcaLors of a sLrong rlsk culLure wlLhln a flrm


1ra|n|ng:
Mok (Management of k|sk) Ioundat|on
Durat|on: 4 days

1arget:
• CorporaLe Managers - responslble for corporaLe governance and Lhe organlsaLlon's overall exposure Lo rlsk.
• Þrogramme Managers - responslble for rlsk relaLlng Lo speclflc programmes.
• Þro[ecL Managers - responslble for managlng rlsk ln pro[ecLs.
• CperaLlonal Managers - responslble for rlsks LhaL affecL Lhe on-golng conLlnulLy of buslness servlces.
• All oLher personnel who have an lnLeresL or responslblllLy for Lhe ManagemenL of 8lsk wlLhln Lhelr organlzaLlon.
Þre course: 1here are no speclflc pre-requlslLes for Lhls course buL delegaLes wlll be expecLed Lo have experlence ln CperaLlonal or
Þro[ecL managemenL.,as parL of Lhe preparaLlon for Lhls course you wlll be requlred Lo compleLe 10-13 hours of pre-course readlng
Cb[ect|ves:
- lncreased cerLalnLy and fewer surprlses
- 8eLLer Servlce uellvery
- More effecLlve managemenL of change
- More efflclenL use of resources
- 8eLLer ManagemenL aL all levels Lhrough lmproved declslon maklng
- 8educlng wasLe and fraud
- 8eLLer value for money
- lnnovaLlon
- ManagemenL of conLlngenL and malnLenance acLlvlLles
1ra|n|ng Þrogram:
Introduct|on
• WhaL ls a rlsk?
• Why do 8lsk ManagemenL?
• Covernance 8equlremenLs
• lnLernal ConLrol
• When Lo apply 8lsk ManagemenL

M_o_k Þr|nc|p|es
• CrganlsaLlonal ConLexL and Cb[ecLlves
• SLakeholder lnvolvemenL
• Larly Warnlng lndlcaLors
• Cvercomlng barrlers Lo M_o_8
• ConLlnual lmprovemenL
• 8eporLlng

M_o_k Approach
• SeLLlng up 8lsk ManagemenL Þollcles and Þrocesses
• 8lsk ManagemenL Þlannlng
• uslng a 8lsk 8eglsLer and lssue Log

M_o_k Þrocesses
• ldenLlfylng 8lsks
• Analyslng 8lsks
• Þlannlng for lmplemenLaLlon of CounLermeasures
• CommunlcaLlon

M_o_k Lmbedd|ng and kev|ew|ng k|sk Management
• Measurlng effecLlveness
• Success facLors
• 8ulldlng awareness
• Modlfylng behavlour Lowards rlsks
• Senlor ManagemenL 8uy-ln and CommlLmenL
• 8oles and 8esponslblllLles



M_o_k Þerspect|ves
• SLraLeglc
• Þrogramme
• Þro[ecL
• CperaLlonal

1he M_o_k Ioundat|on Lxam|nat|on



1ra|n|ng:
k|sk Management
Durat|on: 4 days

1arget:
• lndlvlduals responslble for rlsk analysls and managemenL of lnformaLlon sysLems
• lndlvlduals who need Lo undersLand lnformaLlon rlsk analysls, assessmenL and managemenL
• 1hose needlng Lo make buslness rlsk declslons accordlng Lo Lhe prlnclples of corporaLe governance
• SecurlLy and rlsk managemenL personnel, buslness managers, rlsk declslon makers, pro[ecL and programme managers.
Þre course: 1here are no speclflc pre-requlslLes for Lhls Lralnlng
Cb[ect|ves:
- 1o appreclaLe Lhe need for Lhe managemenL and revlew of rlsk
- 1o provlde a framework & process for Lhe managemenL of rlsk
- 1o undersLand a varleLy of Lechnlques Lo ldenLlfy, assess, manage & monlLor rlsks
- 1o enable Lhe delegaLes Lo have experlence ln uslng some of Lhese Lechnlques
- 1o undersLand Lhe lmporLance of plannlng and lmplemenLlng ldenLlfled rlsk managemenL acLlons
- 1o undersLand Lhe overall managemenL of rlsk process
1ra|n|ng Þrogram:
Concepts & Importance of Informat|on k|sk Management
- 1he need for lnformaLlon rlsk managemenL
- 1he conLexL of rlsk ln Lhe buslness
- 8evlew of lnformaLlon securlLy fundamenLals
1he Informat|on k|sk Management env|ronment
- ueveloplng an lnformaLlon rlsk managemenL sLraLegy
- lnformaLlon rlsk managemenL, rlsk assessmenL and rlsk LreaLmenL
- AsseLs
- lnformaLlon rlsk managemenL Lermlnology
Stages of Informat|on k|sk Management
- SeLLlng Lhe scope
- 8uslness lmpacL Analysls
- 1hreaL and vulnerablllLy assessmenL
- 8lsk deLermlnaLlon
- lnformaLlon rlsk managemenL conLrols
Act|on and |mp|ementat|on
- lnformaLlon rlsk managemenL meLhodologles
- 8lsk reporLlng and presenLaLlon
- ueclslon maklng
- 8lsk LreaLmenL
- 8lsk monlLorlng
Informat|on c|ass|f|cat|on schemes
- ClasslflcaLlon process
- ClasslflcaLlon lssues
- 1yplcal classlflcaLlon schemes


1ra|n|ng:
k|sk Management |n the supp|y cha|n
Durat|on: 4 days

1arget:
• Supply chaln, procuremenL and commodlLy managers who wlsh Lo undersLand how Lo use Lhe SCC8 framework Lo exLend Lhe
beneflLs of supply chaln rlsk managemenL.
Þre course: 1here are no speclflc pre-requlslLes for Lhls Lralnlng
Cb[ect|ves:
- Lhe rlsk managemenL process
- poLenLlal sources of rlsk Lo Lhe organlsaLlon
- Lhe dlfference beLween commerclal and operaLlonal rlsk
- supply chaln mapplng and rlsk assessmenL
- rlsk ellmlnaLlon, avoldance and reducLlon Lechnlques
- rlsk Lransfer & mlLlgaLlon sLraLegles
- conLlngency plannlng
- rlsk assessmenL and conLrol Lechnlques
1ra|n|ng Þrogram:
Understand|ng 1he Nature Cf k|sk In Þurchas|ng And Supp|y
- ueflne 1he 1ermlnology used ln 8lsk AssessmenL And ManagemenL
- ulsLlngulsh 8eLween ulrecL Þhyslcal Loss (ulsrupLed Supply) And
- Analyse ÞoLenLlal Sources Cf 8lsk 1o CrganlsaLlons Cf 8oLh lnLernal And LxLernal Crlgln
- Analyse And Lxplaln 1he use Cf SegmenLaLlon And 8uslness 1ools 1o 8educe Supply Chaln vulnerablllLy
- ulsLlngulsh 8eLween SLraLeglc, CperaLlonal And Þro[ecL 8ased Areas Cf 8lsk
- LvaluaLe 1he 8ole Cf An CrganlsaLlon's SLakeholders ln 8lsk ManagemenL
- LvaluaLe Pow LffecLlve 8lsk ManagemenL Can Pave ÞoslLlve 8eneflLs lor CrganlsaLlons
- Assess 8lsks lnvolved WlLh uslng 1echnology
k|sk Management Þrocesses And Structures
- uevelop A 8lsk ManagemenL SLraLegy
- lormulaLe An LffecLlve 8lsk ManagemenL Þrocess ln 1he ConLexL Cf An CrganlsaLlon's SLraLeglc Cb[ecLlves And A uynamlc LxLernal
LnvlronmenL
- LvaluaLe 1he ÞrobablllLy Cf A 8lsk Cccurrlng ln ÞarLlcular ClrcumsLances, 1he Þosslble Consequences And 1he ÞoLenLlal 8ange Cf
MlLlgaLlng AcLlons 8equlred
- Analyse 1he 8esources 8equlred lor LffecLlve 8lsk ManagemenL And lor 8ulldlng A 8lsk Aware CulLure WlLhln CrganlsaLlons
- Þropose Ways ln Whlch 1hlrd ÞarLy Suppller 8esources Are used 1o 8educe 8lsk And MlLlgaLe Losses uurlng A 8lsk LvenL
- uevelop An ApproprlaLe 8lsk 8eglsLer lor 1he Þurchaslng And Supply luncLlon
- ldenLlfy And Apply A 8ange Cf CuallLaLlve And CuanLlLaLlve 8lsk ldenLlflcaLlon And Analysls 1echnlques 1o Lnsure 8eLLer ueclslon
CuallLy ln 8evlewlng AlLernaLlves lor A Superlor Þro[ecL CuLcome
k|sk and Vu|nerab|||ty
- Managlng 8lsk And vulnerablllLy
- LvaluaLe And Apply MonlLorlng And ConLrol 1echnlques lor 1esLlng 8lsk Cn An Cngolng 8asls
- uevelop ConLlngency Þlans ueslgned 1o Cvercome 8lsk SlLuaLlons
- Analyse Speclflc key 8lsks And Lxposures ln Þurchaslng And Supply And ldenLlfy ApproprlaLe MlLlgaLlng AcLlonss



1ra|n|ng:
k|sks and Contro|s - 8oard CÞD
Durat|on: 4 days

1arget:
• 1hls Lralnlng ls deslgned as a CÞu evenL for execuLlve dlrecLors, non-execuLlve dlrecLors and SlgnlflcanL lnfluence luncLlon holders
ln lSA regulaLed flrms..
Þre course: 1here are no speclflc pre-requlslLes for Lhls Lralnlng
Cb[ect|ves:
- 8egulaLors expecLaLlons from 8oards ln respecL of rlsk managemenL
- 1he approprlaLe governance sLrucLures and models
- 8lsk appeLlLe
- 8ecelvlng Lhe rlghL managemenL lnformaLlon ln relaLlon Lo key rlsks and conLrols
- Lnsurlng rlsk managemenL and awareness ln Lhe culLure of Lhelr respecLlve organlzaLlon
1ra|n|ng Þrogram:
k|sk governance structures
- 1he '3 llnes of defence' model
- lmpacL of ÞS 10/13: Lhe role of Lhe rlsk commlLLee and Lhe 8oard
1he 8oard's respons|b|||ty for r|sk appet|te
Understand|ng r|sk management |nformat|on
- key rlsk lndlcaLors and rlsk dashboards
- CLher useful elemenLs of rlsk based Ml
Lnsur|ng r|sk management and awareness |s embedded |n the cu|ture of the organ|sat|on


1ra|n|ng:
k|sk Management |n the supp|y cha|n
Durat|on: 4 days

1arget:
• Supply chaln, procuremenL and commodlLy managers who wlsh Lo undersLand how Lo use Lhe SCC8 framework Lo exLend Lhe
beneflLs of supply chaln rlsk managemenL.
Þre course: 1here are no speclflc pre-requlslLes for Lhls Lralnlng
Cb[ect|ves:
- Lhe rlsk managemenL process
- poLenLlal sources of rlsk Lo Lhe organlsaLlon
- Lhe dlfference beLween commerclal and operaLlonal rlsk
- supply chaln mapplng and rlsk assessmenL
- rlsk ellmlnaLlon, avoldance and reducLlon Lechnlques
- rlsk Lransfer & mlLlgaLlon sLraLegles
- conLlngency plannlng
- rlsk assessmenL and conLrol Lechnlques
1ra|n|ng Þrogram:
Understand|ng the Nature Cf k|sk In Þurchas|ng And Supp|y
- ueflne 1he 1ermlnology used ln 8lsk AssessmenL And ManagemenL
- ulsLlngulsh 8eLween ulrecL Þhyslcal Loss (ulsrupLed Supply) And
- Analyse ÞoLenLlal Sources Cf 8lsk 1o CrganlsaLlons Cf 8oLh lnLernal And LxLernal Crlgln
- Analyse And Lxplaln 1he use Cf SegmenLaLlon And 8uslness 1ools 1o 8educe Supply Chaln vulnerablllLy
- ulsLlngulsh 8eLween SLraLeglc, CperaLlonal And Þro[ecL 8ased Areas Cf 8lsk
- LvaluaLe 1he 8ole Cf An CrganlsaLlon's SLakeholders ln 8lsk ManagemenL
- LvaluaLe Pow LffecLlve 8lsk ManagemenL Can Pave ÞoslLlve 8eneflLs lor CrganlsaLlons
- Assess 8lsks lnvolved WlLh uslng 1echnology
k|sk Management Þrocesses and Structures
- uevelop A 8lsk ManagemenL SLraLegy
- lormulaLe An LffecLlve 8lsk ManagemenL Þrocess ln 1he ConLexL Cf An CrganlsaLlon's SLraLeglc Cb[ecLlves And A uynamlc LxLernal
LnvlronmenL
- LvaluaLe 1he ÞrobablllLy Cf A 8lsk Cccurrlng ln ÞarLlcular ClrcumsLances, 1he Þosslble Consequences And 1he ÞoLenLlal 8ange Cf
MlLlgaLlng AcLlons 8equlred
- Analyse 1he 8esources 8equlred lor LffecLlve 8lsk ManagemenL And lor 8ulldlng A 8lsk Aware CulLure WlLhln CrganlsaLlons
- Þropose Ways ln Whlch 1hlrd ÞarLy Suppller 8esources Are used 1o 8educe 8lsk And MlLlgaLe Losses uurlng A 8lsk LvenL
- uevelop An ApproprlaLe 8lsk 8eglsLer lor 1he Þurchaslng And Supply luncLlon
- ldenLlfy And Apply A 8ange Cf CuallLaLlve And CuanLlLaLlve 8lsk ldenLlflcaLlon And Analysls 1echnlques 1o Lnsure 8eLLer ueclslon
CuallLy ln 8evlewlng AlLernaLlves lor A Superlor Þro[ecL CuLcome

















Informat|on Systems



1ra|n|ng:
I1 Governance
Durat|on: 4 days

1arget:
- 8oard dlrecLors? l1 execuLlves (ClCs, ClSCs C1Cs), l1 managers, l1 audlLors, buslness, rlsk, pro[ecL and compllance managers, l1
servlce managers, governance professlonals and, l1 consulLanLs.
Þre course: l1lL, CC8l1, and good knowledge abouL lnformaLlon sysLems
Cb[ect|ves:
- Pow do we really achleve l1 - 8uslness AllgnmenL
- Pow do we navlgaLe, draw on and lnLegraLe Lhe mosL useful aspecLs of all Lhe currenLly avallable governance frameworks
- Pow do we ldenLlfy and manage l1 rlsk across Lhe enLerprlse
- WhaL does besL pracLlce for Lhe CorporaLe Covernance of l1 look llke Loday?
- Pow does one lmplemenL an l1 Covernance lramework
- Pow does an l1 Covernance lramework help us opLlmlse l1 dellvery, value and performance
1ra|n|ng Þrogram:
- ueflnlLlons of, and drlvers for, l1 Covernance, ounLablllLy lrameworks, lncludlng Lhe role of Lhe 8oard, LxecuLlve - and 8ACl
CharLs,
- 1he 8ole of lrameworks and Lhe Calder-Molr meLa-model,
- lnLernal ConLrol and lLs parL ln l1 Covernance,
- lnLernal CulLure and lLs relevance Lo l1 Covernance,
- ueLalled revlew of all Lhe core frameworks - lSC38300, CC8l1, l1lL and 8esL ÞracLlce SLandards,
- l1 Covernance lmplemenLaLlon Þro[ecL Þlan,
- Pow Lo lnLegraLe l1 Covernance lrameworks and SLandards,
- 8lsk and ConLrol ln l1 Covernance,
- lnformaLlon ManagemenL (and uaLa Covernance),
- lS Covernance, Lhe lSC27001 lSMS and 8uslness 8eslllence,
- CreaLlng an l1 SLraLegy and Lhe l1 SLraLegy 1emplaLe,
- LnLerprlse ArchlLecLure,
- Þro[ecL Covernance:
- lnLernal 8esource CpLlmlsaLlon,
- LxLernal 8esource CpLlmlsaLlon,
- value uellvery
- Þerformance ManagemenL.



1ra|n|ng:
Aud|t
Durat|on: 4 days

1arget:
- AudlLors who wanL Lo lncrease Lhelr knowledge and expand Lhelr role
- ManagemenL sysLems professlonals who wanL Lo undersLand how processes can add value.
Þre course: Þrevlous exposure Lo lSC/lLC27001:2003 or lSC/lLC27002:2007 ls deslrable.
Cb[ect|ves:
- undersLand Lhe role of processes ln achlevlng buslness ob[ecLlves
- Learn Lo audlL lnLernal processes for effecLlveness and efflclency
- Assess how processes lnLeracL across your buslness
- WrlLe audlL reporLs and lead on correcLlve acLlon
- Add value Lo your organlsaLlon Lhrough conLlnual lmprovemenL
- Caln confldence and recognlLlon ln your role as audlLor
1ra|n|ng Þrogram:
Management of the Aud|t Iunct|on
- CrganlzaLlon of Lhe lS AudlL luncLlon
- lS AudlL 8esource ManagemenL
- AudlL Þlannlng
- LffecL of Laws and 8egulaLlons on lS AudlL Þlannlng
ISACA I1 Aud|t and Assurance Standards and Gu|de||nes
- lSACA l1 AudlL And Assurance SLandards And Culdellnes
- lSACA l1 AudlL And Assurance SLandards lramework
- AudlLlng SLandards
- AudlL Culdellnes
- AudlL and Assurance 1ools and 1echnlques
- 8elaLlonshlp Among SLandards, Culdellnes, and 1ools and 1echnlques
- lnformaLlon 1echnology Assurance lramework
- lnformaLlon 1echnology Assurance lramework ComponenLs
- l1Al Ceneral SLandards (SecLlon 2200)
- l1Al Þerformance SLandards (SecLlon 2400)
- 8eporLlng SLandards (SecLlon 2600)
- l1 Assurance Culdellnes (SecLlon 3000)
k|sk Ana|ys|s
- 8lsk Analysls
- Lesson 4: lnLernal ConLrols
- lnLernal ConLrol Cb[ecLlves
- lS ConLrol Cb[ecLlves
- CC8l1
- Ceneral ConLrols
- lS ConLrols
Þerform|ng An IS Aud|t
- Þerformlng an lS AudlL
- ClasslflcaLlon of AudlLs
- AudlL Þrograms
- AudlL MeLhodology
- lraud ueLecLlon
- 8lsk-8ased AudlLlng
- AudlL 8lsk and MaLerlallLy
- 8lsk AssessmenL and 1reaLmenL


- 8lsk AssessmenL 1echnlques
- AudlL Cb[ecLlves
- Compllance versus SubsLanLlve 1esLlng
- Lvldence
- lnLervlewlng and Cbservlng Þersonnel ln Lhe Þerformance Cf 1helr uuLles
- Sampllng
- uslng 1he Servlces Cf CLher AudlLors And LxperLs
- CompuLer-AsslsLed AudlL 1echnlques (CAA1)
- LvaluaLlon Cf AudlL SLrengLhs And Weaknesses
- CommunlcaLlng AudlL 8esulLs
- ManagemenL lmplemenLaLlon Cf 8ecommendaLlons
- AudlL uocumenLaLlon
Contro| Se|f-Assessment
- Cb[ecLlves of CSA
- 8eneflLs of CSA
- ulsadvanLages of CSA
- AudlLor 8ole ln CSA
- 1echnology urlvers for CSA
- 1radlLlonal versus CSA Approach
- Lesson 7: 1he Lvolvlng lS AudlL Þrocess
- AuLomaLed Work Þapers
- lnLegraLed AudlLlng
- ConLlnuous AudlLlng Module 01 8evlew.



1ra|n|ng:
I1IL° Ioundat|on
Durat|on: 4 days

1arget:
- l1 professlonals, cusLomers, and users lnvolved ln Lhe provlslon or recelpL of l1 servlces
Þre course: no speclflc experlence ls requlred.
Cb[ect|ves:
- Þrepare for and Lake Lhe l1lL lnLermedlaLe CuallflcaLlon: Servlce SLraLegy CerLlflcaLlon Lxam
- Analyze prlnclples, Lechnlques and relaLlonshlps Lo creaLe effecLlve servlce sLraLegles
- ldenLlfy Lhe purpose, scope and ob[ecLlve of each servlce sLraLegy process
- Assess l1 governance Lo seL sLraLegy and leverage governance frameworks and bodles
- ueLermlne opporLunlLles for servlce auLomaLlon and Lechnology appllcaLlon
1ra|n|ng Þrogram:
Modu|e 1: Cverv|ew
- lnLroduclng Lhe programme
- l1lL Cvervlew
Modu|e 2: Serv|ce Strategy
- 1echnlcal and AppllcaLlon ManagemenL
- uemand ManagemenL
- llnanclal ManagemenL
- Servlce ÞorLfollo ManagemenL
Modu|e 3: Serv|ce Des|gn
- Servlce Level ManagemenL
- Suppller ManagemenL
- Servlce CaLalogue ManagemenL
Modu|e 4: Serv|ce Des|gn
- CapaclLy ManagemenL
- AvallablllLy ManagemenL
- lnformaLlon SecurlLy ManagemenL
- l1 Servlce ConLlnulLy ManagemenL
Modu|e S: Serv|ce 1rans|t|on
- Change ManagemenL
Modu|e 6: Serv|ce 1rans|t|on
- 8elease & ueploymenL
- Servlce AsseL & ConflguraLlon ManagemenL
- knowledge ManagemenL
Modu|e 7: Serv|ce Cperat|on
- Servlce uesk
- l1 CperaLlons ManagemenL
- Module 8: Servlce CperaLlon
- lncldenL ManagemenL
- Þroblem ManagemenL

Modu|e 9: Serv|ce Cperat|on


- LvenL ManagemenL
- Servlce AuLomaLlon
- 8equesL lulfllmenL
- Access ManagemenL
Modu|e 10: Cont|nua| Serv|ce Improvement
- ÞuCA
- ConLlnual Servlce lmprovemenL Model
- 8ole of MeasuremenL
Modu|e 11: Çua||f|cat|on Scheme
- l1lL loundaLlon CuallflcaLlon Scheme
- l1lL loundaLlon LxamlnaLlon advlceg




1ra|n|ng:
CC8I1° S Ioundat|on
Durat|on: 4 days

1arget:
- 1hls Lralnlng ls valuable for anyone wlshlng Lo achleve Lhe CC8l1 3 loundaLlon CerLlflcaLlon. 1hls course ls also useful for Lhose
who wanL Lo galn knowledge of Lhe scope and sLrucLure of CC8l1 3 or wanL Lo lmprove l1 Covernance ln Lhelr or Lhelr cllenLs'
organlzaLlons.
Þre course: no mandaLory prerequlslLes alLhough some experlence ln l1 or relaLed flelds ls recommended
Cb[ect|ves:
- navlgaLe and apply Lhe CC8l1 3 framework for governance and managemenL of enLerprlse l1
- Lxamlne Lhe ma[or drlvers and buslness beneflLs of uslng CC8l1 3
- Assess Lhe CC8l1 3 ÞroducL ArchlLecLure and Lhe flve key Þrlnclples
- Covern and manage l1 ln a hollsLlc manner uslng Lhe CC8l1 3 Lnablers
- LvaluaLe Lhe core concepLs of Lhe new Þrocess AssessmenL Model (ÞAM)
1ra|n|ng Þrogram:
key Ieatures of CC8I1 S
- SLrucLure of Lhe CC8l1 3 framework
- 8uslness need and beneflLs provlded by CC8l1 3
Ana|yz|ng the I|ve Þr|nc|p|es
Meet|ng stakeho|der needs
- 8eneflLs reallzaLlon
- 8lsk and resource opLlmlzaLlon
- SupporLlng Lhe creaLlon of buslness value Lhrough l1
- 1ransformlng sLakeholder needs lnLo an enLerprlse's acLlonable sLraLegy
- Clarlfylng Lhe purpose of Lhe Coals Cascade
- 1ranslaLlng hlgh-level enLerprlse goals lnLo speclflc l1-relaLed goals
Cover|ng the enterpr|se end-to-end
- A framework for buslness and l1 leaders
- lnLerrelaLlng key roles and acLlvlLles
App|y|ng a s|ng|e |ntegrated framework
- lmplemenLlng CC8l1 3 as an lnLegraLor
- Allgnlng Lhe pracLlces lnLo a slngle model
Lnab||ng a ho||st|c approach
- LvaluaLlng Lhe key componenLs of Lhe enabler dlmenslon
- 8evlewlng measuremenL lndlcaLors for achlevlng goals
Separat|ng governance from management
- 8alanclng enLerprlse dlrecLlon and ob[ecLlves
- Covernance vs. managemenL of l1
Invest|gat|ng the Seven Lnab|ers
Þr|nc|p|es, po||c|es and frameworks
- MeeLlng good pracLlce requlremenLs for Lhe scope, compllance, excepLlons and monlLorlng
- ulfferenLlaLlng Þollcles and Þrlnclples




Þrocesses
- 8evlewlng Lhe key characLerlsLlcs of Lhe process goal caLegorles
- 1he Þrocess 8eference Model
Crgan|zat|ona| structures
- lmplemenLlng pracLlces for operaLlons, responslblllLy delegaLlon and declslon maklng
- 1he key responslblllLles of key organlzaLlonal roles
Cu|ture, eth|cs and behav|or
- CreaLlng, encouraglng and malnLalnlng deslred behavlors
- 8elaLlng organlzaLlonal and lndlvldual eLhlcs wlLh Coals
Informat|on
- 8evlewlng Lhe lnformaLlon quallLy caLegorles
- lnLerrelaLlng Lhe flve sLeps of Lhe lnformaLlon cycle wlLh Lhe lnformaLlon enablers
- Applylng lnformaLlon aLLrlbuLes Lo Layers
- Assesslng conLexL and quallLy of lnformaLlon Lo Lhe user wlLh key aLLrlbuLes
Serv|ces, |nfrastructure and app||cat|ons
- Analyzlng Lhe flve archlLecLure prlnclples LhaL govern Lhe use of l1-relaLed resources
- 8elaLlonshlp wlLh Lhe oLher enablers
Þeop|e, sk|||s and competenc|es
- ueflnlng sklll requlremenLs for each role
- Mapplng Lhe sklll caLegorles Lo Lhe process domalns
- Sklll caLegorles ln relaLlon Lo Lhe process domalns
1he Ioundat|ons of CC8I1 S Imp|ementat|on
keca|||ng the facts, terms and concepts of |mp|ementat|on
- ManagemenL of Lhe program
- Change enablemenL
- Core conLlnual lmprovemenL llfe cycle
App|y|ng the cont|nua| |mprovement ||fe cyc|e to enab|e change
- 8evlewlng enLerprlse-speclflc lnLernal and exLernal envlronmenLs relaLed Lo change managemenL
- Addresslng Þaln ÞolnLs and 1rlgger evenLs
- Þhases and characLerlsLlcs of Lhe llfe cycle model
- 8eallzlng buslness beneflLs wlLh a good buslness case
Integrat|ng the CC8I1 S Þrocess Capab|||ty Mode|
1he core facts, terms and concepts based on ISC 1SS04
- 1he slx CapablllLy Levels
- 1he nlne ALLrlbuLes
- 1he 8aLlng Scale
- ueflnlng key lSC 13304 Lerms
Scop|ng and the Þrocess Assessment Mode| (ÞAM)
- ldenLlfylng Lhe reasons Lo conducL a Þrocess AssessmenL
- ulfferences beLween MaLurlLy and CapablllLy AssessmenLs
- lmplemenLlng a Þrocess 8eference Model wlLh CC8l1 3
- lmporLanL Course lnformaLlon


















Soc|a| Med|a




1ra|n|ng:
Soc|a| Med|a Channe|s
Durat|on: 4 days

1arget:
- 8loggers, Soclal medla Managers , CommunlLy managers and anyone who ls lnLeresLed of Lhe soclal medla.
Þre course:
- A good undersLandlng of Lhe web
- 1wlLLer, Llnkedln, lacebook & Coogle+ accounLs already seL up
- An accounL seL up on PooLsulLe (Lhe lndusLry favourlLe Soclal Medla managemenL Lool)
Cb[ect|ves:
- undersLand Lhe underlylng prlnclples of uslng Soclal Medla Lo engage wlLh your cllenLs and LargeL audlence
- lormulaLe an acLlon plan LhaL comblnes Lhe key Soclal Medla neLworks and Lools
- LffecLlvely creaLe compelllng conLenL Lo lncrease your onllne presence
- MonlLor Lhe success of your Soclal Medla campalg
1ra|n|ng Þrogram:
Introduct|on
- WhaL ls soclal medla?
- Þroof of Lhe power of soclal
- Pow does soclal medla help buslnesses?
- Soclal medla hablLs Lo avold
Þ|ann|ng
- Allgnlng soclal medla wlLh your buslness plan
- uslng soclal medla Lo esLabllsh your ldenLlLy and your message
- SLC baslcs
8|ogg|ng
- 1he lmporLance of blogglng
- Audlence engagemenL uslng vldeo
- WhaL Lo blog abouL
- CommenLlng and guesL blogglng
Mak|ng best use of spec|f|c p|atforms
1w|tter
- CeLLlng Lhe besL ouL of 1wlLLer
- 1wlLLer [argon
- 8eLweeLs, hashLags and llsLs
- 1wlLLer Lools
- llndlng lnfluenLlal users
- Addlng a 1wlLLer wldgeL on your slLe/blog
- Changlng your 1wlLLer background
L|nkedIn
- Lnhanclng your proflle
- 8ulldlng connecLlons and recommendaLlons
- urlvlng Lrafflc wlLh groups and answers
Iacebook
- Þroflles, groups and buslness pages
- ueveloplng a lacebook buslness page


- Maklng Lhe mosL of lacebook Llmellne
- ÞromoLed ÞosLs & lacebook Ads
Goog|e+
- ?our proflle and buslness page
- uslng Clrcles
- +1's - Lhelr lmpacL on SLC
Þ|nterest
- 1he power of sharlng vlsuals
- Þlnnlng and replnnlng
- CopyrlghL concerns
Þu|||ng |t a|| together
- LfflclenL worklng
Measur|ng and mon|tor|ng
- WhaL are people saylng abouL you?
- AnalyLlcs and sLaLs Lools
Strategy
- ueveloplng your sLraLegy and pollcy



1ra|n|ng:
Soc|a| Med|a Strategy
Durat|on: 4 days

1arget:
- 1hls Lralnlng course ls prlmarlly LargeLlng users of soclal medla who need Lo galn a greaLer undersLandlng of lmplemenLlng soclal
medla sLraLegles for exLernal comms. 1yplcal aLLendees are markeLers, communlLy managers, Þ8 professlonals, publlshers and accounL
planners.
Þre course: a good undersLandlng of Lhe soclal medla neLworks, requlres delegaLes Lo brlng a Wlll enabled lapLop
Cb[ect|ves:
- 1he depLh and breadLh of soclal medla and lLs drlvers
- WhaL makes a medla soclal and how lL dlffers from Lhe broadcasL medla model
- 1he lmporLance of LrusL, honesLy and Lransparency
- Soclal medla demographlcs and how lL relaLes Lo brand engagemenL
- Pow oLher buslnesses, organlsaLlons and brands are uslng soclal medla
- Pow lL can go wrong and how Lo reacL Lo problems when Lhey arlse
- 8esL pracLlces, eLhlcs and leglslaLlon relaLlng Lo soclal medla
- 8aslc Lechnlques and Lools for benchmarklng your soclal medla presence
- 1he flrsL sLeps ln creaLlng a soclal medla sLraLegy for your buslness or brand
1ra|n|ng Þrogram:
Soc|a| Med|a Cverv|ew
- CurrenL markeLplace
- 1rends and laLesL developmenLs
- 8aslc prlnclples behlnd uslng Soclal Medla
Þr|nc|p|es of Soc|a| Med|a
- 8eclproclLy and Sharlng of lnformaLlon
- ConversaLlons Lhrough Soclal Medla - how Lo creaLe a dlalogue
- urlvlng word of mouLh
- CulLlvaLlng relaLlonshlps Lhrough Soclal Medla
- uellverlng LrusL
- lmporLance of honesLy and lnLegrlLy
1ypes of Soc|a| Med|a
- CommunlcaLlon forums - lncludlng blogs, dlscusslon groups, mlcro-blogs
- CollaboraLlon - lncludlng wlkls, soclal bookmarklng, soclal news
- MulLl-medla sharlng - lncludlng phoLos, vldeos, audlo sharlng
- 8evlews, commenLs and oplnlons across all secLors
- LnLerLalnmenL, lncludlng games, vlrLual worlds, game sharlng
Aud|ences for Soc|a| Med|a
- uemographlcs and sLaLlsLlcs
- urlvlng facLors
Why Soc|a| Med|a Matters
- undersLandlng how lL affecLs brands and buslnesses
- undersLandlng Lhe neLwork economy
- Case sLudles - good and bad examples
Mon|tor|ng your brand's presence
- Cfflclal and unofflclal - whaL people are saylng abouL your brand ln Lhe Soclal Medla space
- 8aslc analysls Lechnlques and Lools
- lnLerpreLlng Lhe resulLs


- 8enchmarklng pracLlces
Lega||ty
- LLhlcs - Lhe laws behlnd Soclal Medla
- 8esL pracLlces
Creat|ng a Soc|a| Med|a strategy for your brand
- lnformal dlscusslon abouL ob[ecLlves for your brand
- Croup exerclse, lncludlng feedback



1ra|n|ng:
Advanced Soc|a| Med|a
Durat|on: 4 days

1arget:
- 1he Advanced Soclal Medla Lralnlng course ls deslgned for exlsLlng users of soclal medla channels who are looklng Lo ln[ecL greaLer
sophlsLlcaLlon lnLo Lhelr onllne communlcaLlon programmes..
Þre course: ALLendees should have prlor experlence of posLlng Lo soclal medla channels, elLher ln a personal or professlonal capaclLy,
and an undersLandlng of Lhe common Lermlnologles used ln Lhls fleld. 1yplcal aLLendees are markeLers, communlLy managers, Þ8
professlonals, accounL planners and publlshers.
Cb[ect|ves:
- Pow Lo creaLe a value exchange LhaL beneflLs boLh your company and your LargeL audlence
- Pow Lo Lallor soclal medla conLenL Lo maxlmlse engagemenL levels
- Pow Lo lnLegraLe conLenL & soclal medla sLraLegy
- 1echnlques from behavloural economlcs LhaL can boosL engagemenL
- Why acLlng eLhlcally and auLhenLlcally ls crlLlcal for long Lerm success
- Pow lnLernal soclal neLworklng Lools can boosL producLlvlLy
1ra|n|ng Þrogram:
Soc|a| Med|a Þ|atforms and 1rends
- 8ecenL shlfLs ln plaLform adopLlon and usage
- lnslghLs lnLo new soclal medla developmenLs
- 8ecenL and expecLed plaLform changes you need Lo know abouL
Content Strategy and Þ|ann|ng
- ldenLlfylng conLenL and sLoryLellers ln your organlsaLlon
- Audlence Lo conLenL mapplng
- 1eam and parLner organlsaLlon for success
Lngagement Strategy
- 1echnlques for schedullng and LargeLlng conLenL
- ConsLrucLlng your edlLorlal LlmeLable
- lree and pald Lools for llsLenlng Lo Lhe soclal web
Creat|ng Content 1hat C||cks
- lnslghLs from behavloural economlcs lnLo whaL makes cusLomers cllck
- neuromarkeLlng prlnclples and Lhelr appllcaLlon on Lhe soclal web
- 1echnlques Lo boosL engagemenL levels wlLh your conLenL
Va|ue Lxchanges
- Lxplorlng Lhe 'glves and geLs' of soclal medla markeLlng
- CreaLlng an onllne value proposlLlon LhaL works for you and your LargeLs
- 1he eLhlcal dllemmas and leglslaLlve lssues faclng soclal medla pracLlLloners
Interna| Soc|a| Med|a and Crgan|sat|ona| kead|ness
- 1he value of enabllng soclal neLworklng behavlours for lnLernal communlcaLlons
- LnLerprlse soclal neLworklng prlnclples, plaLforms and Lools
- lmplemenLaLlon guldance Lo encourage adopLlon of lnLernal soclal medla channels




1ra|n|ng:
L-reputat|on & Soc|a| med|a
Durat|on: 4 days

1arget:
- 8esponslble buslness communlcaLlon.
- MarkeLlng Manager.
- CommunlLy manager.
- Web markeLer.
- LxperL, consulLanL, any professlon.
- LxecuLlve offlcer.
Þre course: ConLrol mlcro-compuLer and lnLerneL browslng
Cb[ect|ves:
- undersLandlng Lhe mechanlsms of onllne repuLaLlon.
- ldenLlfy and decode Lhe lmage and LhaL of lLs lnLerneL buslness.
- lnLervene Lo correcL lLs lmage.
- lollow Lhe evoluLlon of Lhe lmage on Lhe Web.
1ra|n|ng Þrogram:
Ident|fy the |ssues of d|g|ta| |dent|ty
- MonlLor and proLecL lLs lmage: Lhe new lnLerneL rlsks.
- Measure Lhe lmpacL on Lhe repuLaLlon of Lhe company.
- LxlsL ln relaLlonal neLworks.
- CooperaLe and lnLeracL.
- llnd a [ob or developlng a career.
Set goa|s
- 8ecome vlslble on Lhe Web.
- 8e ldenLlfled, known and recognlzed.
- Parmonlze lLs proflle: be readable and coherenL.
- 8ulld and manage lLs repuLaLlon.
- ÞroLecL hls lmage correcLlng errors, resLore Lhe LruLh.
Þerform prevent|ve guards e-reputat|on
- Coogle SLC prlnclples and poslLlonlng.
- MonlLor blogs, forums, soclal neLworks, ...
- 1ools for monlLorlng and warnlng avallable.
- SofLware and speclallzed appllcaLlons.
Manage and enhance e-reputat|on
- Check Lhe prlvacy seLLlngs of Lhelr accounL.
- ulagnoses lnLerneL 8epuLaLlon.
- ConsLrucLlng ldenLlLles on soclal neLworks.
- SLand ouL: sLarL a professlonal blog, work on soclal medla, and creaLe a group.
Improve e-reputat|on
- 8espond and correcL any lnconslsLencles or errors.
- Amlcably negoLlaLe Lhe wlLhdrawal of dlspuLed lnformaLlon.
- 8equesL removal of pages or commenLs.
- Legal remedles Lo use.
- Clean a bad onllne repuLaLlon wlLh SLC Lechnlques


1ra|n|ng:
Commun|ty Management
Durat|on: 4 days

1arget:
- 8esponslble for communlcaLlon.
- MarkeLlng Manager.
- Web Þro[ecL Manager aL an agency or adverLlser.
- Þress and anyone wlshlng Lo learn and declpher codes managemenL communlLy on Lhe lnLerneL.
- CommunlLy engagemenL manager funcLlon.
Þre course: ConLrol mlcro-compuLer and lnLerneL browslng
Cb[ect|ves:
- Succeed flrsL sLep ln Lhe funcLlon of communlLy manager.
- use Lhe levers of lnfluence over Lhe lnLerneL.
- Learn how Lo anlmaLe an onllne communlLy..
1ra|n|ng Þrogram:
Def|ne a new bus|ness: commun|ty manager
- Þrofll and skllls of a communlLy manager.
- CommunlLy manager? lnLernally, vla Agency or lreelance ...
- use collaboraLlve Lools and soclal neLworks.
- 1he dally Lools CommunlLy Manager.
L|sten commun|t|es on the Web
- WhaL ls your lmage ln Lhe communlLy?
- up a Lechnlcal sysLem for monlLorlng Lhe lnLerneL.
- Analyze Lhe flow of lnformaLlon.
Iac|||tate a commun|ty
- ueflne process and edlLorlal rules.
- know Lhe wrlLlng on Lhe lnLerneL codes.
- LsLabllsh a cross-medla sLraLegy.
8e present on Iacebook
- lnLervene on fanpages.
- uevelop adverLlslng campalgns.
- MonlLor developmenLs and new feaLures.
Create a 1w|tter prof||e
- CreaLe a brand proflle.
- CommunlcaLlon codes 1wlLLer.
- CreaLe an offlclal page on 1wlLLer.
- Caln followers.
Share best pract|ces between tra|ner and part|c|pants dur|ng the |ntersess|ona|
- vlslo Lralnlng beLween Lralner and parLlclpanLs from ÞarL 1 and ÞarL 2 of Lhe course.
- 1o exLend Lrade, share feedback.
Spread a commun|ty networks
- new soclal neLworks.
- MounL an operaLlon Lo lnfluence.
- SLarL a 360 ¨ campalgn.
- 8elay acLlon on lnLerneL l8L evenLs (ln Lhe real llfe).


- CommunlLy Manager 8: Approachlng bloggers
- 8ecome famlllar wlLh Lhe economy of blogs.
- use onllne Þress 8elaLlons.
Manag|ng a cr|s|s |n the commun|ty management
- leedback from communlLles ln crlsls.
- 8e LransparenL and focus on responslveness.
- 1ools and meLhods Lo prepare and anLlclpaLe crlses.
Lstab||sh a process of |nf|uence
- ueflne areas for dlscusslon.
- Medla campalgn lnfluence.
- 1he exLenL of Lhe lnfluence and lmpacL



1ra|n|ng:
Soc|a| Med|a Ana|yt|cs
Durat|on: 4 days

1arget:
- 1hls Lralnlng ls deslgned Lo Leach Lhe parLlclpanLs how Lo undersLand Lhelr cusLomers and predlcL Lhem Lhrough Lhe use of soclal
web daLa. AL Lhls course, Lhey wlll learn how Lo Lrack poLenLlal cusLomers, effecLlvely connecL Lo Lhem and lncrease sales. Moreover, lL
Leaches one how Lo deal wlLh cusLomers and know Lhelr lnslghLs abouL Lhe producL Lo refraln havlng negaLlve feedbacks abouL Lhelr
brand..
Þre course: ÞarLlclpanLs are asked Lo brlng Lhelr own lapLops LhaL are able Lo connecL Lo Wlll.
Cb[ect|ves:
- undersLand Lermlnologles concernlng Soclal Medla AnalyLlcs
- undersLand how vlslLors and web crawlers make use of Lhelr webslLe
- Analyze and lnLerpreL daLa resulLs of Lhe analyLlcs
- Make u8L's used for campalgn Lracklng
- Arrange and evaluaLe Lhe conversaLlon raLes of Lhelr webslLes
1ra|n|ng Þrogram:
1he conundrum of soc|a| med|a
- Where's Lhe 8Cl?
1arget|ng your customers
- uslng daLa Lo flnd your cusLomer
1rack|ng |nternat|ona|
- MulLlculLural soclal medla
Cn||ne soc|a| |nte|||gence
- LxLracLlng slgnal from nolse
Ir|ends, fans, fo||owers
- ueLermlnlng Lhelr worLh
Inf|uence
- llndlng lL and measurlng lL
Score card|ng
- CollecLlng and undersLandlng soclal medla daLa
Advanced soc|a| ana|yt|cs
- lmplemenLlng and monlLorlng scorecards
Go|ng beyond mon|tor|ng
- ConLenL creaLlon and conLenL Lracklng
Mon|tor|ng too|s and techno|og|es
- 1he llmlLs of whaL we can collecL

Convergence


- Mashlng up daLa from dlsparaLe sources
Where we're go|ng
- 1he fuLure of soclal medla analyLlcs and monlLorlng.




1ra|n|ng:
Soc|a| Med|a kCI (keturn of Investment)
Durat|on: 4 days

1arget:
- Small 8uslness owners
- MarkeLlng professlonals
- AssoclaLlon/nonproflL execuLlves.
Þre course:
- Cood general knowledge of uslng Mac or ÞC
- Pave a good undersLandlng of Lhe web as a whole
- Pave a baslc Lo good undersLandlng of Lhelr markeLlng goals.
Cb[ect|ves:
- Pow Lo lnLerpreL key soclal medla meLrlcs such as lacebook fans, 1wlLLer lollowers, blog subscrlbers and ÞlnLeresL followers
- Pow soclal medla engagemenL lmpacLs your boLLom llne
- Pow Lo Lrack sales leads generaLed by your soclal medla efforLs
- Pow Lo reach your LargeL markeL and Lop lnfluencers on soclal neLworks
- Pow Lo calculaLe soclal medla 8Cl
- Pow Lo maxlmlze your soclal medla 8Cl
1ra|n|ng Þrogram:
Understand|ng soc|a| med|a: overv|ew and deve|opment company
- Þreconcelved ldea of soclal medla and soclal medla deflnlLlon
- Þanorama, classlflcaLlon and key flgures
- Crld uslng soclal neLworks for buslness
- ulglLal ldenLlLy and personallzed brandlng
- nCÞ model: nLework ConLrlbuLlon and ÞarLlclpaLlon
- Þrocess cllenL educaLlon consum'acLor
- 1he new way Lo generaLe demand
- 1he reasons for a sLraLegy on soclal medla
1he benef|ts of soc|a| med|a for bus|ness
- 1he new sales process wlLh soclal medla
- 1he 10 CommandmenLs and checkllsL of new commerclal
- Soclal and lndlrecL sales model medla
- Co-creaLlon and soclal medla
- ÞroducL launches and soclal medla
- 1he ob[ecLlves of a soclal medla sLraLegy Lo supporL deparLmenL
- CpLlmlzlng lnvenLory managemenL Lhrough soclal medla
- 1he deLerloraLlon of Lhe performance of dlrecL markeLlng
- 1he wrong way Lo do soclal medla markeLlng
Methodo|ogy to |aunch the company on soc|a| med|a
- Puman 8esources and Soclal Medla
- MeLhodology Lo llsLen Lo Lhe ecosysLem of Lhe company
- Analysls of four quadranLs meLhod
- uevelopmenL of Lhe analysls reporL or audlL web 2.0
- Lxamples Analysls

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