This Training Course focuses on one of the most critical activities in the development of the oil and gas industry: critical analysis and evaluation of potential investors and partners. Structure, technology, competition, and strategic choice are all becoming more complex in the oil and gas industries.
As a result, a company's relationships with potential investors and partners now require a much higher level of appraisal and focus than in the past.
This high-level 10-day Course will focus on the use of cutting-edge due diligence tools and techniques in the development of effective relationships with these two strategically significant stakeholder categories.
Due diligence is multifaceted. It is based on an understanding of potential investors' and partners' needs and objectives, their decision criteria, and their compatibility with our own company's strategic and operational objectives. Finally, it necessitates a structured process for effectively attracting and integrating new investors and partners in order to sustain continuous improvement in the company's profitable growth.
Due diligence in the financial appraisal of potential investors and partners
Due diligence in the non-financial appraisal of potential investors and partners
The specific challenges of partnering in alliances and joint ventures
Best practice in managing investor and partner relationships
MODULE I - Assessing Collaborative Development Opportunities.
MODULE II - Managing Collaborative Development.
Each module is structured and can be taken as a stand-alone training course; however, delegates will maximize their benefits by taking Modules 1 and 2 back-to-back as a 2-week training course.
Identify the precise characteristics of new investors and partners
Evaluate the past performance and future potential of new investors and partners
Select and engage with new investors and partners
Anticipate and deal with the challenges of integrating new investors and partners
Measure the strategic impact of adding the new relationships
The training process is based on a carefully planned combination of highly focused inputs by the course leader, using a balanced set of state-of-the-art presentation mechanisms. The emphasis will be on learning by examining major decisions in which the use of best practice principles of due diligence has been critical. Above all, the principles and approaches to this subject will be illustrated by reference to real-life organizations with which the course leader has been personally involved.
Besides delegates will be encouraged to introduce issues for open discussion and creative thought.
Presentations by the course leader on tools and techniques of due diligence
Group work on case studies based on analysis, interaction, and discussion
Focused problem-solving exercises, including “outside the box” thinking
Interactive discussions of issues that currently affect the company
Creating personal and team plans for effective application of the seminar
A more professional approach to the appraisal of development opportunities
Introduction of due diligence into all aspects of decisions
Top management having more confidence in the decisions of staff
A creative and flexible approach to investor relations
A sharper focus on the potential of partnerships, alliances, and joint ventures
Managers with a broader global perspective on investor/partner relationships
Extending the boundaries of individual and team potential
Improved creativity in developing the business
Detailed understanding of the tools and techniques of due diligence
Greater confidence in managing partnership relationships
Applying collaborative approaches in sustaining profitable growth
Introducing best practice in due diligence to all teams
Corporate Finance Officers
Data Managers and Analysts
Strategic Planners and Investment Analysts
Internal Auditors and Management Accountants
Upstream and Downstream Operations and Supply Chain Managers
Merger and Acquisition Specialists
Alliance and Joint Venture Specialists
Private Equity Specialists
Asset and Facilities Managers
Human Resource Managers
Other individuals whose professional future would be enhanced by an understanding of current best practice in investor/partner analysis and appraisal
The Changing Dynamics of the Global Oil and Gas Business
The Strategic Relevance of Due Diligence in Market Analysis
The Strategic Relevance of Due Diligence in Financial Management
The Strategic Relevance of Due Diligence in Merger and Acquisition
The Strategic Relevance of Due Diligence in Business Planning
Market Analysis (1) – Data Search and Business Intelligence
Market Analysis (2) – Analytical Tools and Techniques
How attractive is the market sector that we are evaluating?
How strong is our performance in this market sector?
What is the potential for sustainable profitable growth?
Profit and Loss Statement – What this signifies?
Balance Sheet – What this signifies?
Cash flow Statement – What this signifies?
Evaluating the Financial Anatomy – structure and gearing
Evaluating the Financial Anatomy – robustness and sustainability
Quantitative and Qualitative Tools and Techniques of Risk Analysis
Best Practice in Risk Management – A Structured Process
The Emerging Concept of “Risk Engineering”
International Standards and Requirements of Corporate Governance
What is the strategy and why is it important?
Alternative Approaches to Strategic Planning
Management and Control – Dealing with Variance and Divergence
Balancing Short-term and Long-term Programs and Projects
Example of a Strategic Planning Framework
Discussion and Plan – How to apply themes 1-5 in this company?
How an Investor Analyses and Evaluates an Investment Opportunity?
Understanding the Criteria and Approaches of Different Types of Investor
The Investor’s Perspective – Profitability, Growth, Future Viability
A Due Diligence Model that Facilitates and Supports our Choice of Investor
Managing Investor Relations as our Organization Develops and Changes
The Strategic Rationale for Partnership
The Various Forms of Partnership
The Process of Partner Identification
Financial Evaluation of Potential Partners
Non-financial Evaluation of Potential Partners
Identifying Resources Required – complementary or additional
Determining the Characteristics of Potential Partner(s)
Tools and Techniques for Initial Screening
The Guiding Principle of “Tissue Match”
Reducing the Long List to a Short List
Refining the Short-list Process
Summary of the Complete Process and Agreeing with the Short List
The Managerial Differences between a Strategic Alliance and a Joint Venture
The Process of Agreeing with the Business Case
Negotiating the Terms of an Alliance or a Joint Venture
Choosing the Most Effective Partnership Structure
The Life-cycle of the Partnership and the Challenge of Renewal
Case Examples / Group Case Study
Use of Relevant Data and Information to Support Decisions
Due Diligence in Aligning Strategy and Operations
Due Diligence in Scenario Forecasting and Strategic Choice
How to apply themes 6- 10 in this company?
Discussion – Interaction – Agreeing Priorities for the Company
Delegates’ Plans for Follow-up Action
