At the end of this GLOMACS training seminar, you will learn how to:

• 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 seminar 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 organisations with which the seminar leader has been personally involved. In addition delegates will be encouraged to introduce issues for open discussion and creative thought. 

Specifically, we will use the following training methods:

• 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

In sending delegates to this GLOMACS training seminar, the company will gain the following benefits:

•  A more professional approach to 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
•  Sharper focus on the potential of partnerships, alliances and joint ventures
•  Managers with a broader global perspective on investor / partner relationships

In attending this GLOMACS training seminar, delegates will acquire the following skills and competencies:

•  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

This GLOMACS training seminar is designed to be relevant for a very wide range of experienced professionals - for example the following categories of managers:

• 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 two phases of the seminar have different but coordinated objectives. Phase 1 is concerned with the basics of due diligence with a focus on tools and techniques of due diligence analysis.  Phase 2 is a more advanced sequel with a focus on best practice in applying due diligence to management of relationships with investors and partners. This will ensure sharp focus on the needs of the organisation as it develops its strategy for the future. 

To address these issues, the seminar is designed around 10 themes, with the detailed topics of each theme as follows.

PHASE 1 - Due Diligence on the Oil and Gas Development

Day 1

The Basics of Due Diligence in the Oil and Gas Business 

• 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

Day 2

Due Diligence in Market Analysis  

• 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?
  

Day 3

Due Diligence in Financial Management  

• Profit and Loss Statement – What this signifies?
• Balance Sheet – What this signifies?
• Cashflow Statement – What this signifies?
• Evaluating the Financial Anatomy – structure and gearing
• Evaluating the Financial Anatomy – robustness and sustainability
  

Day 4

Due Diligence in Risk Analysis and Risk Management  

• Identification of Types of Risk in this Company
• 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
  

Day 5

Due Diligence in Strategic Planning  

• What is 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 Programmes and Projects
• Example of a Strategic Planning Framework
• Discussion and Plan – How to apply themes 1-5 in this company?

INTERVAL BETWEEN PHASE ONE AND PHASE TWO

PHASE 2 - Due Diligence on the Oil and Gas Development

Day 6

Understanding the Basics of Due Diligence in Partner Evaluation  

• The Strategic Rationale for Alliances and Joint Ventures
• The Various Forms of Partnership
• The Process of Partner Identification
• Financial Evaluation of Potential Partners
• Non-financial Evaluation of Potential Partners
  

Day 7

Applying Due Diligence in Partner Evaluation (1) 

• Identifying Resources Required – complementary or additional
• Determining Characteristics of Potential Partner(s)
• Discussing and Agreeing a List of Potential Partners
• Tools and Techniques for Initial Screening
• Use of the Right Tools and Techniques in Specific Conditions
  

Day 8

Applying Due Diligence in Partner Evaluation (2)  

• The Guiding Principle of “Tissue Match”
• Reducing the Long List to a Short List
• Iterative Reconsideration of above Phase
• Refining the Short-list Process
• Summary of the Complete Process and agreeing the Short List
  

Day 9

Applying Due Diligence in Managing Partnerships  

• The Managerial Differences between a Strategic Alliance and a Joint Venture
• The Process of agreeing 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
  

Day 10

Applying the Complete Seminar to the Needs of the Company 

• How to Apply Themes 6-9 in this Company
• Use of Relevant Data and Information to Support Decisions
• Due Diligence in Aligning Strategy and Operations
• Due Diligence in Scenario Forecasting and Strategic Choice
• Discussion – Interaction – Agreeing Priorities for the Company
• Delegates’ Personal Plans for Follow-up Action

GLOMACS is registered with NASBA as a sponsor of Continuing Professional Education (CPE) on the National Registry of CPE Sponsors. NASBA have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.learningmarket.org.

All Training Seminars delivered by GLOMACS by default are eligible for CPE Credit.