Plan the remediation route when a weakness in merger and acquisition valuation and financing is identified.
Mergers and Acquisitions: Valuation and Financing
Build a working method for merger and acquisition valuation and financing that stands up to scrutiny and survives daily pressure.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Regulators no longer accept intent as evidence of control over merger and acquisition valuation and financing. In finance the difference between a healthy position on valuation and financing and a dangerous one is often a single assumption. The programme builds the judgement to know which parts of this aspect of financial and banking practice to standardise and which to leave flexible. Mature organisations treat merger and acquisition valuation and financing as a standing capability rather than a project that finishes. The programme is built to be used, and every section of this area of financial and banking practice it covers ends in something applicable. What blocks progress on valuation and financing is usually unclear ownership rather than unclear intent. The programme suits teams tackling merger and acquisition valuation and financing together as readily as individuals attending alone. Cases are chosen to expose the trade-offs in valuation and financing rather than to illustrate ideal conditions. The programme ends where implementation begins, with the financial and banking practice capability broken into steps someone can start on Monday.
Expected Learning Outcomes
Define the risk appetite applying to valuation and financing and translate it into operating limits.
Document the approval chain for exceptions to policy on merger and acquisition valuation and financing.
Recognise early indicators that valuation and financing is drifting away from its intended design.
Diagnose whether a problem in merger and acquisition valuation and financing is one of design, resourcing or discipline.
Review contracts and agreements for the obligations they create around valuation and financing.
Review the contractual and legal exposure created by merger and acquisition valuation and financing.
Who Should Attend
Internal auditors reviewing how merger and acquisition valuation and financing is designed and operated.
Internal auditors reviewing the controls around valuation and financing.
Team leaders and supervisors who put merger and acquisition valuation and financing into practice day to day.
Regulatory reporting analysts covering valuation and financing.
Financial technology and change staff modernising merger and acquisition valuation and financing.
Investment and portfolio managers exposed to valuation and financing.
Course Modules
Merger and acquisition valuation and financing: audit evidence and examiner readiness
2 sessions · 8 pointsSession 1The decisions in merger and acquisition valuation and financing that cannot be delegated
- Set early warning indicators for merger and acquisition valuation and financing with defined action thresholds.
- Define acceptance criteria for valuation and financing in advance.
- Design the exception process for merger and acquisition valuation and financing and require a documented rationale.
- Verify reconciliation and settlement controls covering valuation and financing.
Session 2Who answers for valuation and financing, and to whom
- Review the pricing of merger and acquisition valuation and financing against the risk being assumed.
- Write down the assumptions underpinning the approach to valuation and financing.
- Document the remediation plan for each known weakness in merger and acquisition valuation and financing.
- Check the legal and contractual exposure created by valuation and financing.
Valuation and financing: measurement, models and their assumptions
2 sessions · 8 pointsSession 1What a supervisor will ask about valuation and financing, and in what order
- Close out actions on merger and acquisition valuation and financing rather than leaving them open indefinitely.
- Rank the weaknesses in valuation and financing by consequence rather than by ease of fixing.
- Verify six months later that changes to merger and acquisition valuation and financing have held.
- Establish who is informed, consulted and accountable in valuation and financing.
Session 2Pricing valuation and financing for the risk actually taken
- List the assumptions in any model supporting merger and acquisition valuation and financing and when each was last challenged.
- Identify the data already collected that bears on valuation and financing.
- Establish what evidence demonstrates merger and acquisition valuation and financing is under control.
- Identify the key controls over valuation and financing and who tests them.
Valuation and financing: capital, liquidity and balance sheet effect
2 sessions · 8 pointsSession 1Stress scenarios for valuation and financing that are plausible rather than convenient
- Benchmark the organisation's merger and acquisition valuation and financing against comparable operations.
- Estimate the resource valuation and financing requires to run as designed.
- Assess the capital consumed by merger and acquisition valuation and financing under current and stressed conditions.
- Set the review interval for valuation and financing and who attends.
Session 2Handling a breach of policy on merger and acquisition valuation and financing properly
- Confirm segregation of duties across initiation, approval and settlement of merger and acquisition valuation and financing.
- Assign responsibility for keeping documentation of valuation and financing current.
- Collect evidence on the present handling of merger and acquisition valuation and financing before proposing changes.
- Confirm reporting on valuation and financing reaches the committee that can act on it.
Valuation and financing: exceptions, breaches and remediation
2 sessions · 8 pointsSession 1The control on valuation and financing that looks strong and is not
- Prepare the evidence pack demonstrating merger and acquisition valuation and financing operated as designed.
- Check the accounting treatment applied to valuation and financing against current standards.
- Build the internal briefing that explains merger and acquisition valuation and financing to those affected.
- Agree who signs off valuation and financing and record that they did.
Session 2Keeping valuation and financing alive after the initial push
- State the risk appetite for merger and acquisition valuation and financing as a number, not an adjective.
- Test valuation and financing against a scenario the organisation would rather not model.
- Confirm that reporting on merger and acquisition valuation and financing reaches the people who can act.
- Build the competence framework that supports valuation and financing.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.