Executive Education

Understanding Financial Statements

This session is a part of our 13-day Management Essentials Program. While this session is independent in nature, maximum value can be obtained by taking the full program.
  
 Start Date   Duration   Location   Investment 
 Dec 11, 2017    1 day  Edmonton    SOLD OUT 
 Mar 21, 2018  1 day  Calgary   $750 +GST
Fees include all program materials, breakfast, lunch and refreshments.

Managers who have not had formal business accounting training need, as they grow into management positions, to know the nature and purpose of financial statements, what they tell us about the health of a business, and how they can guide management action. 

Program Highlights

The course will cover the Income Statement, Statement of Retained Earnings, Balance Sheet, Sources and Uses of Funds, and Statement of Cash Flow. We discuss the content and meaning of each statement, and how each statement interrelates to the other financial statements. Practical in-class examples and problems are used to illustrate the use of each financial statement and to illustrate the kind of management enquiry and decisions that result. One key financial decision in any business is the balance between debt and equity. The debt to equity ratio is developed to explore the benefits and risks of increased leverage in a business.

  • Understand the purpose of each of the financial statements and their use in assessing the operational and financial health of a business 
  • Have a sense of the interrelationship between the various financial statements 
  • Have a sense, from real and practical examples, of the kinds of management action that follow from financial analysis

What You Will Learn:

  • Margin and SG&A analysis to identify problem areas in businesses
  • Cash versus book income, and the critical role of cash flow from operations
  • The concept of working capital and why it is so critical to lenders
  • The difference between financial and operational management of a business
  • Leverage and its role in increasing return and risk
  • Using financial statements in managing a business
  • Tracking the flow of cash through a business, and using it to identify management’s values

Instructor

Peter Flynn held a series technical, management and executive roles in Canada’s energy industry over 25 years. In 1999 he returned to the University of Alberta to hold the Poole Chair in Management for Engineers, a position he held through 2011. In this role he reactivated the Engineering Management program in the Faculty of Engineering, revamped the Faculty’s undergraduate financial education, and conducted an extensive research program focused on the economics of renewable energy and deregulated power price patterns. He continues to teach Understanding Financial Statements, a short course for managers.


What You Will Learn:

  • Margin and SG&A analysis to identify problem areas in businesses
  • Cash versus book income, and the critical role of cash flow from operations
  • The concept of working capital and why it is so critical to lenders
  • The difference between financial and operational management of a business
  • Leverage and its role in increasing return and risk
  • Using financial statements in managing a business
  • Tracking the flow of cash through a business, and using it to identify management’s values

What You Will Learn:

  • Margin and SG&A analysis to identify problem areas in businesses
  • Cash versus book income, and the critical role of cash flow from operations
  • The concept of working capital and why it is so critical to lenders
  • The difference between financial and operational management of a business
  • Leverage and its role in increasing return and risk
  • Using financial statements in managing a business
  • Tracking the flow of cash through a business, and using it to identify management’s values

What You Will Learn:

  • Margin and SG&A analysis to identify problem areas in businesses
  • Cash versus book income, and the critical role of cash flow from operations
  • The concept of working capital and why it is so critical to lenders
  • The difference between financial and operational management of a business
  • Leverage and its role in increasing return and risk
  • Using financial statements in managing a business
  • Tracking the flow of cash through a business, and using it to identify management’s values