Petroleum Financial Workshop

Audience Chief Financial Officers, controllers, treasurers, financial analysts, those moving from technical functional roles to general roles, and personnel responsible for or affected by the financial health of the company as determined by financial decisions of the company.

• Using financial information: Understanding financial statements, identifying and evaluating potential hidden items in financial reports and information; evaluation of the oil and gas disclosures; the quality earnings approach; latest methods of analysis with the DuPont method, Altman Z-Score, and Tobin's Q; how to spot trends
• Benchmarking: how to cut through the clutter - determining which to use, when each is appropriate; using ratios; Internal versus external; how to determine which ones to use when each is appropriate; financial and operating ratios of the oil and gas industry; sources of industry ratios; when and how to adjust benchmarks
  Short-term financial decision making: The cash conversion cycle; building a cash forecast; working capital management; effective cash management programs; use of off-balance sheet financing;
• Planning and Forecasting: The different processes and methods; why they are important; managing the budgeting process; tying the processes together; analysis of budgets; using the budgeting checklist; using the budgets and forecasts as a component of the company’s strategy
• Long-term financial decision making: capital structure - finding the right mix of debt and equity; developing a company’s cost of capital; capital budgeting tools and techniques; capital budgeting for projects; international capital budgeting; valuing uncertain cash flows; off-balance sheet financing; strategic alliances; alternative financing opportunities; alternative investment choices; evaluating acquisition and divestiture opportunities; tying the company's financial and overall strategy together
• Risk and Valuation concepts: Determining an appropriate discount rate; valuing for uncertain events; using derivatives to manage revenues and costs; when to hedge and when to buy financial “insurance”; valuing projects including Production Sharing Contracts; intangible items that factor into financial decisions; Determining what to value – assets, cash flows, profits, companies.
• Performance Management: Market Value Added and Economic Value Added EVA®: How to determine each; how to find the economic profit of a company; what each means and why they are important; the Balanced Scorecard as a tool