Introduction
The programme “Financial Risk Management in Strategic Planning” develops professional practice in Finance. It connects the subject with workplace challenges by examining existing evidence and practices and choosing methods appropriate to the organization and its available resources.
The learning progresses from financial statement and report analysis to financial planning and budget development, with practical work on risk assessment, controls, and response, strategy formulation and prioritization, cash, liquidity, and working capital management. Participants prepare outputs to support workplace application and review the quality and results of implementation.
Learning objectives
- Interpret performance, financial position, and cash flows using documented analysis with clear limitations in an application related to “Financial Risk Management in Strategic Planning”.
- Prepare a risk register connecting causes, consequences, controls, and treatment responsibilities.
- Translate strategic direction into actionable objectives and initiatives.
- Prepare a cash forecast and options for addressing liquidity and working capital gaps.
- Build an integrated budget, test its scenarios, and monitor variances.
Learning areas
1. Financial Statement and Report Analysis
- Read the relationships between the statements of financial position, performance, and cash flows and the notes, identifying the effects of accounting policies and estimates.
- Perform horizontal and vertical analysis and compare profitability, liquidity, efficiency, and leverage indicators, considering the nature and size of the business.
- Examine earnings quality, cash flows, and nonrecurring items, and identify differences between accounting results and actual liquidity.
- Test the sensitivity of results to changes in sales, costs, collections, and financing, stating the assumptions and constraints in each scenario.
- Write a financial report linking indicators to management's question and available alternatives, presenting risks and additional data needed for the decision. The application examines a case related to “Financial Risk Management in Strategic Planning”.
2. Risk Assessment, Controls, and Response
- Define the work context, objectives, and assessment boundaries, and distinguish the risk source, potential event, and effects on results.
- Gather risks from processes, data, past incidents, and interviews with responsible staff, and document causes and existing controls.
- Estimate likelihood and impact using stated criteria, and review control effectiveness to determine residual risk levels.
- Select a response proportionate to the risks, resources, and authority, and specify the owner, deadline, and early warning indicator.
- Test a scenario involving changing circumstances, update the risk register, and present material risks and required decisions to the appropriate authority.
3. Strategy Formulation and Prioritization
- Analyze the internal and external environment using available data, and distinguish opportunities from assumptions that require verification.
- Define a specific strategic problem and connect it to the organization's mission and the value sought by beneficiaries and stakeholders.
- Set measurable objectives with a baseline, target, and time horizon, and assign a clear owner to each objective.
- Prioritize initiatives according to impact, feasibility, resources, risks, and interdependencies, explaining the reasons for the trade-offs.
- Build an implementation roadmap covering phases, owners, resources, review gates, and a mechanism for adjusting priorities when circumstances change.
4. Cash, Liquidity, and Working Capital Management
- Analyze the cash cycle from purchasing to collection, identifying the effects of inventory, receivables, and payment terms on financing needs.
- Forecast receipts and payments by maturity, and document data sources and the likelihood of delays in expected cash flows.
- Classify receivables and debt aging, track collections and settlements, and connect follow-up actions to approved authorities and policies.
- Compare options for addressing deficits or deploying surpluses according to cost, liquidity, risk, and contractual constraints requiring review.
- Test a cash stress scenario, set alert thresholds and escalation actions, and update forecasts based on actual results.
5. Financial Planning and Budget Development
- Translate objectives into quantitative assumptions for sales or services and resources, identifying the owner and data source of each estimate.
- Build revenue, expenditure, and capital budgets and link them to cash flows, checking consistency across supporting plans.
- Compare fixed budgets, flexible budgets, and rolling forecasts, and select an approach suited to business volatility and decision frequency.
- Test base, conservative, and optimistic scenarios, and analyze the effects of the variables with the greatest influence on results and liquidity.
- Prepare a variance report distinguishing changes in volume, price, and efficiency, and propose actions, responsibilities, and follow-up dates.
Practical outputs
- A comparative financial analysis report and a memo of findings and assumptions.
- A risk register, control matrix, and prioritized treatment plan.
- A strategy map and a priority matrix for proposed initiatives.
- A cash flow forecast and a plan to improve collections and the cash conversion cycle.
- An operating and cash budget, assumptions register, and variance report.
Who should attend
- Practitioners, specialists and supervisors whose work relates to the programme subject.
- Managers and teams working in finance, according to their practical responsibilities.
- Professionals responsible for applying the outputs of “Financial Risk Management in Strategic Planning” within their organizations.
Prerequisites
- Working familiarity with the programme field and the ability to discuss a professional case or challenge.
- Confirm the suitability of your experience and any specialist prerequisites with the Union before participation.
Conclusion
The programme “Financial Risk Management in Strategic Planning” brings together concepts, case review and a practical application. Participants prepare steps that can be adapted to their responsibilities and organizational resources, with an indicator to follow application and review results after returning to work.
Participation arrangements and any special requests are specified in the confirmation issued by the Union.