2017 - Online tax update course

2017 - Online tax update course

(2017-online-tax-update-course)

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

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


Within this product you will have access to the following:

  1. Four quarterly Tax updates lasting 90 minutes – delivered live so you can ask questions in real time if needed.  An example of what the live sessions look like can be viewed here: live session example
  2. Access to recordings and other content for up to 24 months after purchase.
  3. Additionally choose 10 online CPD courses from our full online catalogue (RRP £350+) covering areas such as Tax, accounting, business skills, Law, Personal development and more.  Your 10 courses can be selected further down this page.
  4. Courses are mobile/tablet compatible
  5. 22 hours of CPD

 

Business and personal tax quarterly live session dates/times shown below:

Quarter

Date

Time

Quarter 1 - Business tax

Quarter 1 - Personal tax

 *29 March

 *29 March

*Recordings of the March live sessions will be made available 

Quarter 2 - Business tax

Quarter 2 - Personal tax

 *30 June

 *30 June

*Recordings of the June live sessions will be made available

Quarter 3 - Business tax

Quarter 3 - Personal tax

 29 September

 29 September

*Recordings of the September live sessions will be made available

Quarter 4 - Business tax

Quarter 4 - Personal tax

 22 December

 22 December

13:00 to 14:30

16:00 to 17:30

Price: £299.00 (excludes VAT)

Customise your course pack:

Select 10 courses.

Select Course Name Category CPD Points

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

Business management 1

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

Financial management 1.5

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

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

Business strategy 1

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

Corporate reporting 1

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

For those experiencing IFRS for the first time this course provides the perfect starting point by providing a solid basis upon which additional knowledge can be added at a later time. Key aspects of accounting treatments are presented and discussed in a straight forward and understandable manner.

Corporate reporting 1

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

Financial management 1

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

Leadership and management 2

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

Financial management 1.5

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

This module will explain more about the UK’s approach to corporate governance and in particular give you an insight to the 2010 published guidance now rebranded “UK Corporate Governance Code”, previously known as the UK Combined Code.

Government risk and control 1.5

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

Business strategy 1

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

Leadership and management 1

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

Business management 1.5

The following presentation looks at the valuation of intangible assets – particularly brands – and how financial reporting is evolving to deal with such assets and the challenges arising.

Corporate reporting 1

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

This course will help you understand the basics of budgeting and will give you an appreciation of the process used and practical aspects of preparation

Financial management 1.5

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

Business management 1.5

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

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

Successful businesses cascade their value propositions down through the organisation, and the organisation has value delivery at the heart of what it does. The process starts with an understanding of value, and a recognition of the fact that what we might consider to be value may not be quite the same from the clients point of view.

Business management 1.5

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

Business management 1

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

Leadership and management 1

Hasn’t everything been said about SWOT?

Well, actually, no. In this module we will introduce you to the Constructive SWOT which is a much more powerful and effective way to use this model. Using the Constructive SWOT analysis will help you examine, in real depth and with unprecedented rigour, how to build a solid and robust business strategy at corporate, division, SBU or even at team level. The model is in fact generic, so you can use it anywhere you need to think through the pros and cons of a proposed business decision.

Business management 1.5

This course provides an overview of the Consumer Contracts (Information, Cancellation and Additional Charges) Regulations 2013 which deal predominantly with the rules on distance selling and doorstep selling. There will also be a brief summary of enhanced rights given to consumers by the Consumer Protection (Amendment) Regulations 2014.

Business law 1.5

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

Taxation 1

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

Taxation 1

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

Taxation 1

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

Taxation 1

This course sets out an overview of some of the more complex provisions of the Data Protection Act 1998 and the Privacy and Electronic Communications Regulations 2003 with particular emphasis on direct marketing and data subject access requests. It also explains how these areas will be affected by the General Data Protection Regulation and what steps need to be taken in the light of this.

Business law 1.5

Cloud computing now offers businesses a new way of storing data or running applications which can often be cheaper and more readily accessible than other methods. In addition cloud computing offerings include no hardware investments or software licenses, faster implementation and the benefit of being able to access data and applications from anywhere with an internet connection.

However, organisations need to be aware of the risks and how to mitigate them as there are also potential disadvantages which could include the lack of support, privacy, speed, security, as well as data protection considerations and the need to have an internet connection.

Business management 1

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

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

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

Leadership and management 1

Managers in all types of organisations will find themselves dealing with ‘misconduct’ issues in the workplace at various stages of their career, often on a regular basis. The types of ‘misconduct’ can range from unauthorised absence from work, excessive personal use of the telephone or internet, using obscene or offensive language in the workplace, complaints by clients, customers or colleagues about the employee’s conduct, to breach of certain terms of the contract, violence at work, harassment and theft or fraud.

The law surrounding ‘unfair dismissal’ impacts substantially on the way in which managers, who have responsibility for ‘employees’, are able to manage conduct issues and run any business or organisation effectively.

August 72 Hour Offer 1.5

Most organisations have to deal with employment tribunal claims at some stage. Despite the number of employment tribunal claims having dropped over recent years, the prospect of being on the receiving end of an employment tribunal claim can be daunting for managers, whatever their role and the type of organisation. Hardly a month goes by without a key employment tribunal case being reported in the press.

This online course will give you the knowledge and confidence to deal with any employment tribunal claim which lands on your desk efficiently and effectively.

August 72 Hour Offer 1.5

Stress is becoming more common as a cause of sickness absence. Managing stress in the workplace can be sensitive, difficult and time-consuming for managers. It can be linked to high levels of staff turnover and can impact on the everyday running of an organisation.

Having the knowledge and confidence to manage the stress levels of your employees and ensuring that you tackle any issues at the earliest opportunity, should lead to a better working environment for everyone and reduce the risk of stress-related legal claims.

August 72 Hour Offer 1.5

Skillful delegation is one of the most important management skills and yet it is notoriously difficult for managers to crack. When done well, the benefits are huge for the manager, the employee delegated to and for the organisation as a whole.

It enables staff to learn and grow, frees up the manager’s time to enable them to take on new responsibilities and finds the most efficient and cost-effective use of the organisation’s resources.

Leadership and management 1

Organisations of every type and size generate some form of revenue stream. However few map out the specific processes of how and when it is generated or how efficient it could be. In today’s credit stricken, cash strapped economy it is vital for management to appreciate how revenue streams could become severed, restricted or terminated resulting in cash flow issues and liquidity gaps.

Dealing with customers in a co-operative manner and delivering exceptional service is key to many organisations future success. This can only be enabled by taking a holistic approach and dealing with all parties, particularly customers, clients, providers and stakeholders in a manner that will generate robust, timely and accurate streams of income.

This course will assist you in understanding how to improve the collection of cash as well as financing future income streams.

Financial management 1

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

Business law 1

This presentation will provide an overview of the interaction between domain names and intellectual property rights. We will also consider the rules relating to trade mark infringement and passing off and review different dispute resolution mechanisms.

Business law 1

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

The same principles apply to writing punchy business reports and proposals. As well as helping you to sell your business, this programme will help you to write clear advice letters and memos. It also acts as a useful introduction to BPP’s comprehensive range of business writing courses.

Leadership and management 1

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

Business management 1.5

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

Business law 1

This presentation will help you to understand the operation of offer and acceptance and incorporation of terms in an on-line context. We will also look at the key provisions of the Distance Selling Regulations, consider a practical approach to compliance, analyse the requirements of the E-Commerce Regulations and highlight appropriate responses.

Business law 1

Risk management has been talked about for many years but it has a history of inconsistent and misunderstood definitions. This has led to the development of new frameworks to allow all types of organisation to understand and better manage their risk environments.

Government risk and control 1

Law firms are subject to a greater level of regulation than most businesses. Firms owe legal and regulatory equality and diversity duties to their staff, their suppliers and their clients. These come from the equality legislation but also from the Solicitors’ Regulation Authority.

This course examines all of the relevant duties and considers the overlaps in the different obligations and influences on a firm’s E&D policy and practice. It gives guidance on how the obligations may be approached by firms to minimise duplication of effort and maximise the benefits of a comprehensive strategy.

Business law 1

This module provides a insight into the two main styles of derivative seen in the UK equity market: "delta one" and options. The course covers index futures, contracts for difference and exchange traded funds along with call and put options. We consider how these products are used by speculators and hedgers, as well as examine their mechanics and pricing.

Business management 1

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

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

Leadership and management 1

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

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

Business management 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1.5

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

Corporate reporting 1

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

Business law 1

This module reviews the key characteristics of hedge funds including the flexibility of managers in making investments compared with traditional long-only managers. It looks at the main strategies used by hedge fund managers including directional, event driven and relative value strategies. There is then a review of the vehicles available to individual investors who wish to invest, including UCITS-compliant funds and funds of hedge funds.

The module concludes by considering the issues surrounding investing in hedge funds and the advantages and disadvantages of including them in a client portfolio.

Business management 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1

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

Corporate reporting 1.5

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

Business strategy 1.5

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

Auditing and assurance 1

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

Taxation 1

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

Business law 1

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

Business management 1

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

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

Leadership and personal development 23

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

Business management 1
Financial management 1

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

Financial management 1

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

Financial management 1

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

Business management 1

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

Leadership and management 1

There is a growing trend in firms to adopt the use of lean tools to streamline and enhance productivity and effectiveness of organisations.

Whilst their initial application was focused on manufacturing and production operations there is increasing use and application of the tools in other functional areas such as finance.

Financial management 1

This course provides an overview of the current law on liquidated damages. It begins with a summary of the approach to liquidated damages which had developed over the previous one hundred years and then proceeds to review the changes made by the recent decision of the Supreme Court in the joined cases of El-Makdessi v Cavendish and Beavis v Parkingeye. The course concludes with some practical suggestions for risk management in the light of these cases.

Business law 1

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

Business law 1

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

Leadership and management 1

Business creates value by building strategic competitive advantage. In the modern knowledge based economy, investment in intangibles such as brands and innovation, builds and protects competitive advantage.

Reporting practice tends to better recognise tangible capital expenditure and is best suited to a manufacturing economy. Financial statements are ill suited to judge the health and value of a company in a more knowledge based economy.

This course will show how the finance function can change the fixation with financial statements and introduce robust financial management tools to help businesses to nurture intangible investments: building value and combatting risk.

Business management 1

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

Business law 1

Finance professionals providing their services perform a key role, acting as gatekeepers to the financial sector. These services can be exploited by criminals to launder the proceeds of their unlawful activity. As professionals working in a regulated sector, staff need to be able to recognise high risk business activities and be aware of the anti-money laundering regime, as failure to comply with legal and regulatory obligations can result in serious consequences for an organisation or an individual.

Business law 1

Negotiation is at the heart of many professional and business interactions whether with clients, internal or external, suppliers, colleagues or indeed, any stakeholder. The key to profitable and sustainable business relationships is the ability to achieve win-win solutions that satisfy all parties at the table.

In the new economic situation, the need to get the best deal possible is more pressing than ever. More than ever, the culture of negotiation needs to spread and deepen throughout the organisation, leading to a constant reduction in costs and improvement in efficiency.

Leadership and management 1
Corporate reporting 1

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

Business law 1

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

Financial management 1.5

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

Leadership and management 1.5

This course shows you how to present financial information with credibility and flair. For those who find it difficult presenting financial information, this is the course for you. The course will also help you make sure that your point is made clearly to enable informed decisions to be made based on the figures presented.

Business management 1

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

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

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

Business management 1

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

Business management 1.5

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

Business law 1.5

The objectives of this particular course are to, with the print out of the slides, be able to construct an engaging financial presentation. In a wide range of scenarios, there are lots of different scenarios, in which non financial managers will have to present financial information. For instance, if they are looking to try to get a sale with a client, to show them what sort of discounts they can offer, the prices they can offer, and budgets. They may have to go in and seek a budget from internal managers; they may have to present a business case for a significant investment in the organisation. There's an awful lot of situations in which a non financial manager may have to present financial information. It is advised to download or print out the slide handouts as you can take notes and learn how best to structure the way you go about presenting financial information.

Business management 1

Did you know that essentially the key reason for business failure is running out of cash; if a business no longer has cash, it doesn’t matter what else is going on, the business can’t and won’t survive. Having adequate cash flow is essential to keep a business running. When cash runs out, the company runs the risk of not being able to meet current obligations such as payroll, suppliers and loan repayments.

Yet despite this the majority of failed businesses mislead themselves that profitability is the key indicator of success and take their eye off cash flow

Financial management 1

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

Leadership and management 1.5

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

Financial management 1

The following presentation will look at the issues associated with climate change, mitigation, adaptation and how to report on your performance on reducing your impact on climate change outcomes.

Business management 1

The reverse supply chain has become a vital part of the financial supply chain as it has become a source of profitable income. It has also paved the way for organisations to demonstrate their green credentials as well as to provide evidence of their corporate social responsibilities.

The economic argument for delivering products and services that can benefit the community, the country and the company as a whole is founded on the principle that a ‘green agenda’ can generate customer loyalty, enhance streams of income, reduce costs and provide positive brand and public relation activities.

Financial management 1

The principal financial services regulators, the Prudential Regulation Authority and the Financial Conduct Authority, require senior management of authorised firms to be aware of what the regulators expect of them and to be able to provide evidence of meeting regulatory requirements, were one or both of the regulators to visit the firm. This course covers key aspects of senior management responsibilities based on the regulators’ handbooks and public statements made. The material has been aligned with what is generally perceived to be current best practice.

Business law 1

Where an employee has issued employment law related claims against an organisation, or may have any such potential claims, the employer will often wish to offer to settle any such claims (or potential claims), rather than defend what will often be costly and time-consuming employment tribunal proceedings. It will do so by making a compensation payment to the individual, in return for a legally binding waiver of any such claims. This is often done by means of a ‘settlement agreement’.

August 72 Hour Offer 1

Over the past 40 years there has been a progressive and huge divergence between company balance sheet value and value expressed by shareholders represented by share price and market capitalisation. Furthermore, the statistical correlation between accounting based measures of performance over a 1 to 3 year time horizon and corporate share value is poor. This course looks at the real driving forces behind share values in today’s world.

Financial management 1.5

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

Business management 1

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

Leadership and personal development 1

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

Financial management 1.5

This course will provide you with an understanding of the demand debtor side of working capital. We will also look at why the new format is fit for purpose, and the new and challenging cash environment that many organisations are now facing.

Financial management 1.5

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

Leadership and management 1

This course will be of benefit to anyone new to the area of joint ventures. The course covers the key aspects to consider when advising on a joint venture including the commercial and legal considerations when drafting the articles of association and shareholders agreements.

Business law 1
Financial management 1

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

Corporate reporting 1

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

Business law 1
Business strategy 1.5

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

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

Business strategy 1.5

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

Business strategy 1

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

Bribery and corruption 1

This online presentation will cover effective performance management and reward.

Business law 1

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

Business law 1
Business law 1

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

Business law 1

This online presentation will cover Employment Law relating to the use of Agency

Business law 1

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

Leadership and management 1.5

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

Leadership and management 1

TUPE 2006 is one of the more complex areas of employment law that managers and lawyers often have to grapple with on a regular basis, whatever their sector, when they are dealing with the transfer of a business from one employer to another.

TUPE protects the rights of those employees affected by a legal change of employer.

August 72 Hour Offer 1

Protection of wages from unauthorised deductions by the employer was one of the first elements of employment protection put in place in England and Wales. Protection of this type has been around in one form or another for over 200 years.

Now contained in the Employment Rights Act 1996, the rules are highly prescriptive, and the requirements can catch employers unawares, particularly in the retail sector. This is an area that no employer can afford to ignore.

Business law 1

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

Business law 1.5

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

Business law 1.5

The law surrounding “unfair dismissal” impacts substantially on the way in which managers, who have responsibility for “employees”, are able to run any business or organisation effectively.

August 72 Hour Offer 1

Even if not reporting directly in US GAAP many of us are involved with US GAAP as often there will be a US parent company in the group. It is useful therefore to gain an insight into the requirements of US GAAP and an understanding of the requests for both data and information that come from the US parent. Also, the development of financial reporting around the world is influenced significantly by US GAAP. An insight into US GAAP can help to understand the decisions taken by other reporting frameworks such as IFRS. This course provides an introduction to US GAAP by examining its requirements and accounting treatments.

Corporate reporting 1

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

Corporate reporting 1

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

Taxation 1

This course deals with the aspects of VAT which are particularly relevant to small and medium sized businesses. It begins by looking at registration in the context of small business. This leads on to the question of when registration can be avoided by business splitting, and some recent cases on this are considered. Next, the advantages of the flat rate scheme for small business are dealt with, moving on to an overview of the cash accounting and annual accounting schemes. The retail schemes are then dealt with, concentrating on those which are applicable to small business. Finally, the procedure for correcting errors is covered, together with the impact of the penalty regime.

Taxation 1

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

Taxation 1

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

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

Business law 1

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

Leadership and management 1.5

Most employers find the need to restructure their organisation (or part of their organisation) at some stage, in order to streamline the organisation to ensure it remains viable and cost effective.

It is vital to undertake such a restructure reasonably and fairly, as the implication for the organisation in not doing so could be both costly and time cinsuminh and have a negative impact on staff

This online course will provide you with an introduction to both the legal and practical aspects of workforce restructures, which will enable you to deal with these with knowledge and confidence

August 72 Hour Offer 1

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

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

Financial management 1.5

Hardly a year goes by without a key case under the Working Time Regulations 1998 making the papers. The Working Time Regulations are complex health and safety derived rules which underpin how employers can run their organisations. They give workers rights to work a maximum weekly working time, to minimum daily, weekly and in-work rest breaks and to receive minimum paid annual holiday entitlement. This course will give you the knowledge and confidence to manage your organisation's obligations under the Regulations effectively and should lead to a better working environment for everyone and reduce the risk of legal claims.

Business law 1.5

Select 10 courses.