Key Performance Indicators For Petroleum Companies
Key Performance Indicators For Petroleum Companies
Starting dates and places
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Description
This interactive course has been designed to offer personnel from
corporations and financial institutions a full complement of tools
to use most effectively in developing and analysing the corporate
performance measures for oil and gas companies. The course will
enable you to: Analyse financial statements and reports from an
investor, creditor and a shareholders point of view Take the
lessons learned and apply them to your own internal operations
Through class discussions, brief lectures, team presentations, and
exercises you will be able to incorporate the different components
of the financial activities and functions of a company to: What to
look for in the financial reports and how to com…Frequently asked questions
There are no frequently asked questions yet. If you have any more questions or need help, contact our customer service.
This interactive course has been designed to offer personnel from
corporations and financial institutions a full complement of tools
to use most effectively in developing and analysing the corporate
performance measures for oil and gas companies. The course will
enable you to: Analyse financial statements and reports from an
investor, creditor and a shareholders point of view Take the
lessons learned and apply them to your own internal operations
Through class discussions, brief lectures, team presentations, and
exercises you will be able to incorporate the different components
of the financial activities and functions of a company to: What to
look for in the financial reports and how to compare them to others
in your industry Identify the relevant drivers of financial
performance and how they are measured and monitored Analyse the
financial reports and statements from a practical view Learn
concepts and terminology used in the everyday world of finance
where they can be understood as a primary language and not a
foreign language The tools for driving shareholder value and when
to use them How to measure and manage risk in your company Develop
a set of performance indicators that are meaningful and can be used
to evaluate a company's true performance Course overview By clearly
tying day to day functions through to the financial achievements,
you will be able to improve your ability to make the decisions that
are an integral part of every company's ultimate success or
failure. This course is designed to provide you with the necessary
tools to use as soon as you arrive back in your office. By
utilising practical, real world cases and examples, this course
will provide an immediate pay-off for your investment of time and
money. The course will help you identify the appropriate methods
and reinforce them with class participation and role playing. You
are encouraged to bring your own examples and your company's
financial or operating reports for analysis. The course will
require the use of computers; you may bring your own or will be
provided one at an additional cost.
Day 1 Developing the performance environment Understanding oil and gas company operations How they affect the financial performance The best indicators of performance Identifying and evaluating potential financial and nonfinancial measures of performance Defining reserves from a technical perspective and from a financial perspective Strategies that drive performance The critical success factors for an oil and gas company Operating ratios of the oil and gas industry Exercise: developing operating ratios for an oil and gas company Essential requirements to link performance measures throughout the organisation Distinguishing critical success factors from key performance indicators (KPI’s) Defining critical success factors within corporate strategy Role of key performance indicators in the different business segments Performance measures – leading, lagging, financial and non-financial KPIs - leading and lagging Exercise: developing KPIs’ for an oil and gas company Day 2 Analysing financial performance Analysing a company’s financial reports Adjusting the financial reports to gain a true view of the economic potential Uncovering hidden items in financial reports including off-balance sheet items How to identify the key items that are not reported in the financial statements Evaluating oil and gas reserves How to determine quality earnings; using the latest methods of analysis such as the Dupont method, Altman Z-score and Tobin’s Q Financial ratios – determining which ones to use and when each is appropriate Exercise: developing ratios from an oil and gas company’s financial reports Sources of industry ratios Analysing from a lenders perspective Exercise: determining a proper credit rating for an oil and gas company Analysing from an investors perspective Exercise: determining a proper credit rating for an oil and gas company Market value: what does it mean and how do you measure it Benchmarking When and how to adjust benchmarks for financial and non-financial measures What financial measures are critical and which are not Day 3 Developing and using performance indicators Determining what gets measured at what levels of the company Role of key performance indicators in the different business segments Distinguishing Performance measures – leading, lagging, financial and non-financial KPIs Leading and lagging Performance indicators that work Operating indicators Industry standards Integrating the indicators with the strategies Understanding cause and effect of business activities Building performance measures Developing and using qualitative measures effectively Gaps analysis Exercise: aligning the goals of the individual, the unit, the group and the company to the key performance measures How to design and implement the proper reward programmes for ultimate success Review/challenge and support – How is each measure defined? How is data to be collected? What will be the cost of collection for all resources? How can irrelevant data be identified? Does it drive behaviors that are strategically important? Day 4 Using performance as a tool Economic value added The balanced scorecard that works - Understanding core processes, activities, and competences through value chain analysis - Integrating the strategies of the strategic business units (SBU) - Understanding cause and effect using systems thinking - Building customer perspective measures - Building financial perspective measures - Building learning and innovation perspective measures - Building internal business process perspective measures Developing and using qualitative measures effectively Gaps analysis Exercise: aligning the performance of the individual, the unit, the group and the company Understanding the dynamics of change and the impact on people Approach to achieve sustained change Stakeholder management – overcoming barriers to implementation Communicating the case for implementation or “getting buy-in” What do you need to do in your organisation How to design and implement the proper reward programs for ultimate success Exercise: aligning the performance of the individual, the unit, the group and the company Tying the course together Exercise: aligning the performance of the individual, the unit, the group and the company Course summary and close
Day 1 Developing the performance environment Understanding oil and gas company operations How they affect the financial performance The best indicators of performance Identifying and evaluating potential financial and nonfinancial measures of performance Defining reserves from a technical perspective and from a financial perspective Strategies that drive performance The critical success factors for an oil and gas company Operating ratios of the oil and gas industry Exercise: developing operating ratios for an oil and gas company Essential requirements to link performance measures throughout the organisation Distinguishing critical success factors from key performance indicators (KPI’s) Defining critical success factors within corporate strategy Role of key performance indicators in the different business segments Performance measures – leading, lagging, financial and non-financial KPIs - leading and lagging Exercise: developing KPIs’ for an oil and gas company Day 2 Analysing financial performance Analysing a company’s financial reports Adjusting the financial reports to gain a true view of the economic potential Uncovering hidden items in financial reports including off-balance sheet items How to identify the key items that are not reported in the financial statements Evaluating oil and gas reserves How to determine quality earnings; using the latest methods of analysis such as the Dupont method, Altman Z-score and Tobin’s Q Financial ratios – determining which ones to use and when each is appropriate Exercise: developing ratios from an oil and gas company’s financial reports Sources of industry ratios Analysing from a lenders perspective Exercise: determining a proper credit rating for an oil and gas company Analysing from an investors perspective Exercise: determining a proper credit rating for an oil and gas company Market value: what does it mean and how do you measure it Benchmarking When and how to adjust benchmarks for financial and non-financial measures What financial measures are critical and which are not Day 3 Developing and using performance indicators Determining what gets measured at what levels of the company Role of key performance indicators in the different business segments Distinguishing Performance measures – leading, lagging, financial and non-financial KPIs Leading and lagging Performance indicators that work Operating indicators Industry standards Integrating the indicators with the strategies Understanding cause and effect of business activities Building performance measures Developing and using qualitative measures effectively Gaps analysis Exercise: aligning the goals of the individual, the unit, the group and the company to the key performance measures How to design and implement the proper reward programmes for ultimate success Review/challenge and support – How is each measure defined? How is data to be collected? What will be the cost of collection for all resources? How can irrelevant data be identified? Does it drive behaviors that are strategically important? Day 4 Using performance as a tool Economic value added The balanced scorecard that works - Understanding core processes, activities, and competences through value chain analysis - Integrating the strategies of the strategic business units (SBU) - Understanding cause and effect using systems thinking - Building customer perspective measures - Building financial perspective measures - Building learning and innovation perspective measures - Building internal business process perspective measures Developing and using qualitative measures effectively Gaps analysis Exercise: aligning the performance of the individual, the unit, the group and the company Understanding the dynamics of change and the impact on people Approach to achieve sustained change Stakeholder management – overcoming barriers to implementation Communicating the case for implementation or “getting buy-in” What do you need to do in your organisation How to design and implement the proper reward programs for ultimate success Exercise: aligning the performance of the individual, the unit, the group and the company Tying the course together Exercise: aligning the performance of the individual, the unit, the group and the company Course summary and close
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