Leading Ventures Associates Event Plan 2009 Photos Testimonials

Alternative Financing During Financial Crisis
London 5th-11th July 2009

Concept
Investments do not appear from nothing

During a period of financial crisis, majority of companies require alternative financing options, financing of export-import operations and the attraction of investment.

What alternative sources of funding are the most attractive and realistic in the current climate?
How to overcome the crisis?

The programme provides an opportunity to develop a comprehensive strategy for attracting investment, an alternative plan of action, practical examples of structuring businesses for investment, creating an attractive investment business structure.

Main Topics

Business lending by European banks
Necessary and minimal terms for lending
Financing export-import operations by European banks
Business restructuring: as a necessary measure for investment
Funding long-term capital projects
Diagnosing company readiness for financing
Risk analysis of credit projects
Investment Funds
Offshore – a tool for business investment
Consolidation of assets, the creation of a legally defined system of governance, protection from hostile takeovers
Tax planning
Venture Funds
Attracting and managing investment
IPO opportunities and threats


Practical aproach
The programme includes a series of presentations, workshops, professional advice, business games and roundtables, involving more than 30 hours of active work. The seminar is designed for top-level and mid-level management. Participants are provided with seminar materials.


Budgeting and Financial Planning
London, 19th – 25th April 2009

Budgeting as a management tool in the financial crisis

Budget management will allow the company to manage financial resources more effectively: to manage revenues and expenditures in the context of units, departments, activities, etc.; perform operational monitoring of plan variations in a single information space; and to improve the company’s financial discipline. Budgeting can, and should, be used as a tool for fulfilling company strategies. Such an approach allows you to unite the strategic objectives with the means of achieving these plans and ensures that their implementation is effective and efficient, linking it with the operational processes.

The program is conducted with the participation of leading international organisations in financial planning, management accounting, strategic management, budgeting, international audit, including: Slavin and Associates, SPS, KPMG, Basware, Just Value Consulting, Ernst & Young, among others.

Main aim – to develop a system of integrated solutions, structures and decisions on budgeting and financial planning processes for effective management of the company , departments and units, (budgetary units), through thorough planning, monitoring of revenues and expenditures, and analysis of financial and economic indicators based on the experiences of British companies in adapting to Russian conditions

Main Topics – Reforming financial management structures under crisis conditions: where to start?

Budgeting as a management tool
Organisational planning structures
Strategy planning and forecasting – process of change
Company financial structure
Budget Management Systems (BMS) and financial planning
Assessing the effectiveness of the company and it’s structural units
Principles of developing budgeting structure
Control over budgets
Synchronising financial and operational planning
Managing expenses
Methods of introducing an effective system of management accounting and budgeting
Budgeting in the context of increasing management effectiveness and improving company value
Information technologies in budgeting


Practical Approach

The programme is designed to offer participants a practical approach to the topic, based on presentations, workshops, professional consultations tailored to participant needs, practical business games, and roundtables - overall involving more than 30 hours of active work. The seminar program is designed for top- and middle-level management. Participants are provided with all teaching materials.
The seminar is aimed at senior company directors, managers of financial and accounting departments, finance directors, heads of budgeting, economic and accounting departments and services.


Investment Construction Project Management
London, 14th-20th June 2009

Concept

Investment in construction projects during the financial crisis.
How to manage risk with maximum benefits? What impacts will legislative changes have on market players?

Purpose of the programme – to provide an analysis of modern construction financing tools and the prospects for their development within the context of the global financial crisis; various management and decision making schemes and their impact on outcomes; effective methods of minimising risk; effective techniques for attracting investment for construction projects; exchange of exchange of experiences and practices in the management of investment construction activity.

In addition to expert presentations, participants are given an exclusive opportunity for individual financial consultations, construction site visits and networking with colleagues, potential partners and leading experts.

Introducing fully functioning management accounting and control structures in planning and implementing of construction projects will provide the necessary framework to avoid unnecessary risks and experimentation with financial and economic foundations of projects.


Main Topics

Project management in times of crisis, risk management and financial planning
Assessment of investment project
Estimating the cost of unfinished construction
Identifying the estimated cost of construction
Calculation of actual cost of construction and other additional works
Calculating final cost of completed construction
Process of cost management
Cash flow and profit forecasts, reduction of tax liabilities
Negotiating with banks, bank guarantees and security, financial institutions and stock market offerings
Construction cycle and its relationship with the business and credit cycles
Development and formulation of projects, a look at structure
Legal expertise of contracts
Changes in relationships with banks and investment funds
Refinancing options and reducing the debt burden
Changes in assessing development prospects for investors
Methods of construction financing under conditions of declining investment activity
Construction, design and implementation planning
Comparative analysis of urban planning, construction and architecture in Britain and the CIS
Architectural education and formation of designer team
Land acquisition and urban planning approval procedures
Construction regulations and approval procedures
Real estate taxation in Britain, real estate investor support regimes
Planning and development, project assessment and planning conditions
Technical restrictions and limitation, scientific and technological assessment prior to preparation of site and infrastructure
Approaches to project development, construction project sequence and stages of development
Approaches to finding right partners and risk management prior to planning; balancing risks, quality and expenses
Supply and logistics strategy, partnerships: goals and aims, conditions of success
Concept of sustainable development – example of new business centre at London’s Canary Wharf, Docklands
An integrated approach to landscape design
Coordination of construction contract, penalties and benefits
Construction and supply contracts
Types of construction contracts and pricing models
Program and risk management
Strategy of drawing up contracts, contract protection
International standards for purchasing contracts
Purchasing methods and comparative analysis

Business Portfolio Management of Diversified Companies
London, 19th – 25th April 2009

Concept: Diversification and modernisation will help weather the crisis
There is a real need for a comprehensive review of the management of business portfolios of companies in the light of developments in strategic management, as well as taking into account the modern realities of development of competition in industry, cross-spectral, domestic and international markets.

In addition, the relevance of portfolio management theory is subject to the rapid development, sophistication and increased complication of structures of diversification in the Russian and global markets, and the necessity or desire to management these processes as effectively as possible. This requires more precise and comprehensive definitions of what is meant by ‘business portfolio’ and ‘portfolio management’.

Diversification - one of the ways to reduce the risk of an investment portfolio. Business portfolio of diversified company - the normal and natural form of business for the effective management of investments. All favoured diversified companies: tax law, capital costs, sources of finance, scope of opportunities for doing business.

Diversified company, managing a business portfolio - very good model for the implementation of capital investment in the most profitable segments. It can be much more effective and efficient than the capital market.

Main topics
Business portfolio: it’s contents and purpose
Concept of business portfolio and types
Key concepts of business portfolio management
Process of business portfolio management
Mergers and Acquisitions: CIS Specifics
Models of portfolio analysis and planning
Features of portfolio planning: company examples
Managing company value
Business portfolio as a tool to improve corporate governance
Methods of business portfolio planning realisation for increasing effectiveness of strategic company management
Methods of optimising the structure of business portfolio
Development of corporate strategy in portfolio management

Key features
One of the key features of programmes organised by Leading Ventures associates, is the opportunity for participants, during their visit, to receive individual consultations and practical recommendations in such areas as:

Financing of investment projects - with participation of international financial organizations, such, as the European Bank of Reconstruction and Development (EBRD), the International Financial Corporation (IFC), Agencies of Export Crediting, etc.
Preparation of feasibility reports and business-plans for the companies so that they corresponded with the requirements of potential creditors;
Identifying potential western investors and strategic partners

COST MANAGEMENT – Expenses management solutions
London, 19th – 25 April 2009

concept

At every stage in a company’s life cycle and regardless of its developmental position, experience or age, it will continually have to face the requirements of accounting, analysis and cost management. In cost accounting one question will persistently arise:
“How should these costs be best calculated?”

Increased efficiency at the lowest cost is possible with excellent management of revenues and expenditures. Having a good understanding of revenue and cost management practices means you can increase the efficiency of your business. It is through these tools, measured in monetary terms, we can assess the impact of the ever changing internal and external factors on profit (returns, productivity, prices and assets).These methods allow you to identify the reasons for falling incomes and rising costs, prepare and plan ahead, and assess how best to use different management techniques to influence the profitability of the business.

Aim

“The ability to foresee and identify an emerging crisis and action, adjusting income and expenditure, accordingly, plays a vital role in the continuous and sustainable development of any company”
At the seminar, participants get a unique opportunity to look at tailored methodology and practical recommendations for the management of revenues and costs from leading specialists and international organisation.

Main topics

Modern cost accounting and financial accounting systems
How to reduce costs and expenses
Methods of analysis and reduction tools
Relationship between management accounting and financial accounting
Approaches to revenue and cost management for projects
Building management models and calculating effectiveness

Participants

The programme is designed for financiers, economists, top management and business leaders

Partners

Financial consultants and specialists from the world's leading companies and organisations


Ways out of the Crisis through hr Management
London, 22nd – 28th March 2009


The seminar is conducted by leading experts on HR management, personnel planning, staff motivation, recruitment, international labour law and interaction with trade unions and professional organizations: PKF, White & Case, the Coaching Academy, Institute for Employment Studies (IES), AXES Management, Watson Wyatt Worldwide, BELBIN, Chartered Institute of Personnel and Development (CIPD), RLT Associates, among others.

“The financial crisis tests the ability of companies to maintain productivity, maintain staff morale and retain the best staff, and as well as reducing their cost! But how is this to be done most effectively? How does and should the role of HR management change to make the best out the current situation? How to prioritize these changes and on which areas should emphasis be placed? What tools are needed to assist companies to overcome such difficult market conditions, as well as to create the potential for further development?”

concept:
Hr management within the context of the financial crisis, Changes to and ADAPTATION OF HR Management approaches, optimisation of HR expenditure and costs, Legal issues etc. The organisation of effective, efficient and productive work is impossible without the right staff best fitting for each job. This requires effective personnel selection, good management and a solid retainment policy. The programme will look at the processes of selection, management and behavioural patterns in the modern world. Particular emphasis will be placed on management qualities, including: formation of management teams, team behaviour, behavioural incentives, leadership concepts, and management of structural changes, as well as looking at the problems that all of these processes face. Principles, methods and approaches to building personnel management structures within organisations and amending current ones will also be closely considered. Various founding aspects of personnel management are closely analysed: planning ahead for personnel requirement and hiring gaps; estimating work load demand, staff shortages and staffing needs, looking at staff motivation, development of personnel and staff training needs, as well as personnel monetary value, questions of monetary incentives and pay. investment into staff, not just financial investment, can define the success or the failure of any business.

AIM:
this program provides the opportunity to develop integrated hr management STRATEGies and approaches BASED ON the ANALYSIS AND EXPERIENCE OF BRITISH COMPANIES

Practical approach:
Seminar structure will consist of a series of presentations, discussion sessions, professional consultations, business games and round tables, which should all encompass approx. 30 hours of active seminar work. The seminar is aimed at specialists in HR managers, senior management (group, divisional and regional), management companies, crisis management divisions, as well as other professionals interested in developing their skills in any of the areas covered by the programme. The programme is designed for groups and individuals of senior and middle management level.

Application in practice: New IFRS changes
London, 19th-25th April 2009

“The effects of the credit crisis on accounting and financial reporting”

Practical Approach
The seminar's practical approach to the subject means that the programme consists of interactive practical sessions, presentations, individual or group consultations. All participants are provided with seminar materials. The acquired practices and versatile information will help participants to enhance their knowledge, deepen their current scope of information and practices in the subject matter, for further use in their work. The seminar is aimed at financial directors and chief accountants, accountants, financial managers, financial analysts, as well as general managers and other managers wishing to grow or broaden their acquired base and issues surrounding IFRS practices. The seminar's structure also involves a series of business games and round tables, altogether assuming approximately 30hours of intensive seminar work.

Main topics:
Requirements for consolidated reporting under IFRS
Financial instruments and evaluation in the credit crisis
New additions to standards - IFRS3 and IFRS8
Transition from National Accounting Standards (NASs) to IFRS
Key stages and methods of transition of financial reporting
Prerequisites for the automation of Cash Flow Statements
Financial reporting
Mergers
Financial instruments
Management and financial accounting: their relationship and mutual influence
Role of IFRS in business valuation – comparative method
Corporate governance and its impact on the development of accounting standards
Investors view point on financial reporting standards
IFRS within the context of managing company value

Partners 2008-2009
The programme is organised alongside specialists from international organisations involved in financial planning, accounting and auditing, including: Deloitte Touche, Basware, Slavin and Associates Limited.