2045 Courses in Newcastle upon Tyne

This course provides participants with a comprehensive understanding of the requirements of the CDM Regulations 2015 and how these should be implemented in practice. The Regulations are put in context with other key health and safety legislation. The programme sets out clearly the roles and responsibilities of the principal duty holders and explores with the participants how these roles may vary on different types of project and procurement routes. The programme examines the content and appropriate level of information that should be included in the Pre-Construction Information and the Construction Phase Plan. The trainer will discuss best practice in implementing CDM through the new 2015 Regulations and Guidance. This course is essential for anyone who is involved in the procurement, planning, design or implementation of construction work. The course will provide you with: * An overview of construction health and safety law, liability and enforcement * A detailed understanding of the 2015 CDM Regulations and the part they play with other key legislation * An explanation of the roles and responsibilities of all duty holders and the requirements for the CDM documentation * Clear advice on current best practice for complying with the principles of the CDM Regulations and the changes introduced by the 2015 Regulations * An understanding of how risk assessment should be applied practically throughout the design and how this responsibility is then transferred to contractors 1 INTRODUCTION * Why manage health and safety? * The costs of accidents * Construction industry statistics * Why CDM? * Health and safety culture in the construction industry 2 OVERVIEW OF HEALTH AND SAFETY LAW AND LIABILITIES * Criminal and civil law * Liability * Enforcement and prosecution * Compliance - how far do we go? * Statutory duties 3 HEALTH AND SAFETY LAW IN CONSTRUCTION * Framework of relevant legislation * Health and Safety at Work etc Act 1974 * Management of Health and Safety at Work Regulations 1999 * Construction (Design and Management) Regulations 2015 * Who is responsible for the risks created by construction work? * Shared workplaces/shared responsibilities * Control of contractors - importance of contract law 4 CONSTRUCTION (DESIGN AND MANAGEMENT) REGULATIONS 2015 * Scope - What is construction? * Application - When do they apply? * The CDM Management System * Duty holders (Client, Domestic Client, Designer, Principal Designer, Principal Contractor, Contractor) * Documents (HSE Notification, Pre-Construction Information, Construction Phase Health & Safety Plan, H&S File) * Management process * The 2015 Guidance 5 BEST PRACTICE - KEY ISSUES IN THE CDM PROCESS * The client and client management arrangements * Competence and resource under CDM 2015 * The role of the Principal Designer in practice * Design risk assessment and the role of the Designer * The CDM Documents (PCI, PCI Pack, Plan and File) * Construction health, safety and welfare * Making CDM work in practice 6 QUESTIONS, DISCUSSION AND REVIEW

No-one in business will succeed if they are not financially literate - and no business will succeed without financially-literate people. This is the ideal programme for managers and others who don't have a financial qualification or background but who nonetheless need a greater understanding of the financial management disciplines essential to your organisation. This course will give the participants a sound understanding of financial reports, measures and techniques to make them even more effective in their roles. It will enable participants to: * Overcome the barrier of the accountants' strange language * Deal confidently with financial colleagues * Improve their understanding of your organisation's finance function * Radically improve their planning and budgeting skills * Be much more aware of the impact of their decisions on the profitability of your organisation * Enhance their role in the organisation * Boost their confidence and career development 1 REVIEW OF THE PRINCIPAL FINANCIAL STATEMENTS * What each statement contains * Outline * Detail * Not just what the statements contain but what they mean * Balance sheets and P&L accounts (income statements) * Cash flow statements * Detailed terminology and interpretation * Types of fixed asset - tangible, etc. * Working capital, equity, gearing 2 THE 'RULES' - ACCOUNTING STANDARDS, CONCEPTS AND CONVENTIONS * Fundamental or 'bedrock' accounting concepts * Detailed accounting concepts and conventions * What depreciation means * The importance of stock, inventory and work in progress values * Accounting policies that most affect reporting and results * The importance of accounting standards and IFRS 3 WHERE THE FIGURES COME FROM * Accounting records * Assets / liabilities, Income / expenditure * General / nominal ledgers * Need for internal controls * 'Sarbox' and related issues 4 MANAGING THE BUDGET PROCESS * Have clear objectives, remit, responsibilities and time schedule * The business plan * Links with corporate strategy * The budget cycle * Links with company culture * Budgeting methods * 'New' budgeting * Zero-based budgets * Reviewing budgets * Responding to the figures * The need for appropriate accounting and reporting systems 5 WHAT ARE COSTS? HOW TO ACCOUNT FOR THEM * Cost definitions * Full / absorption costing * Overheads - overhead allocation or absorption * Activity based costing * Marginal costing / break-even - use in planning 6 WHO DOES WHAT? A REVIEW OF WHAT DIFFERENT TYPES OF ACCOUNTANT DO * Financial accounting * Management accounting * Treasury function * Activities and terms 7 HOW THE STATEMENTS CAN BE INTERPRETED * What published accounts contain * Analytical review (ratio analysis) * Return on capital employed, margins and profitability * Making assets work - asset turnover * Fixed assets, debtor, stock turnover * Responding to figures * EBIT, EBITEDIA, eps and other analysts' measure 8 OTHER KEY ISSUES * Creative accounting * Accounting for groups * Intangible assets - brand names * Company valuations * Fixed assets / leased assets / off-balance sheet finance

Movement for Calmis an exercise-based workshop exploring yogic and muscle relaxation techniques from a range of practices. The aim is to release tension within the body. When we are stressed or anxious, we produce adrenaline, the 'fight' or 'flight' chemical response. Movement for Calm will help explore ways to restore balance to the chemical reactions produced in the body, loosening muscles and in turn calming both body and mind. This workshop has been developed for forward-thinking organisations wanting to make a real commitment to improving workplace wellbeing. This workshop will help participants identify areas of tension in the body, and learn exercises and movement-based sequences to release anxiety and stress caused by unnecessary muscle tension. The aim is that people leave the workshop relaxed and refreshed, ready to take on the toughest of corporate challenges.

How do you manage yourself under pressure? Are there times you get hijacked by your emotions and find it hard to deal with setbacks? How good are you at dealing with change? Resilience is all about having the ability to adapt, deal with change constructively and bounce back from adversity. While some people are naturally more resilient that others it is something that can be learnt. This session focuses on helping you respond positively to the pressures and demands of work and take specific steps in building your personal resilience. Take away: Action planner for i-resilience profile. You will have the opportunity to: * Gain insight into the relationship between work pressure, performance, wellbeing and resilience * Explore your natural strengths and how to manage what pushes you into a less resourceful state * Understand the skills and techniques that underpin the behaviours and attitudes of highly resilient people

The CIEH Foundation Certificate in Occupational Health and Safety supports businesses in their legal obligations to ensure employees are protected from harm. This course is ideal for those who want to develop their knowledge of health and safety issues in the workplace and of the regulations for maintaining a healthy and safe working environment. This course will focus on common hazards and how to control them. It will help you work more safely and be more aware of how your own actions can affect the health and safety of others.

A high-impact programme designed to be fun and to get people fully involved. The first-class, jargon-free content is based on what people need to know in practice, not off-putting legal language. THIS INTRODUCTORY COURSE COVERS: * Introducing Working Safely: Accidents can happen to anyone. The realities of the human suffering behind the statistics. The importance of personal responsibility. * Defining hazard and risk: Focusing on the six broad hazard groups, participants are asked to think about the hazards and risks they come across in their own work. 'Risk assessment' demystified. * Identifying common hazards: All the main issues - aggression and violence, asbestos, bullying, chemicals and harmful substances, computer workstations, confined spaces, drugs and alcohol, electricity, fire, getting in and out, height, housekeeping, lighting, manual handling, noise, personal hygiene, plant and machinery, slips and trips, stress, temperature, vehicles and transport, and welfare facilities. * Improving safety performance: Bridging the gap between management and workforce, encouraging participants to play their part. Also covered: contract work, inspections, safe systems and permits, protective equipment, signage, emergency procedures, reporting and health checks.

This one-day workshop is ideal for those looking to work with existing databases as well as creating a new Access database. You will learn effective ways to enter and extract data and convert data into a well-presented format for reports. This course will help participants: * Plan and create a database * Sort and filter records * Use field data types * Work with tables * Create and manage a query * Create and work with forms, and use the form wizard * View, create and print reports 1 ACCESS INTRODUCED * Planning a database * Creating a blank database * Opening an existing database * Security warnings * The navigation pane * Previewing database components * Closing an Access database 2 TABLES INTRODUCED * Viewing and navigating table data * Navigating using keyboard shortcuts * Editing table data * Adding records to tables * Selecting and deleting records * Finding and replacing data * Filtering tables * Summing table data 3 QUERIES INTRODUCED * Opening a query in datasheet view * Opening a query in design view * Adding fields to a query * Sorting query results * Modifying datasheet view * Saving and closing queries 4 FORMS INTRODUCED * Working with form data * Sorting records * Filtering records * Working in design and layout views * Changing object attributes 5 REPORTS INTRODUCED * Opening and viewing reports * Viewing a report in design view * Previewing and printing report data * Creating reports with auto report * Creating reports with the report wizard * Changing field attributes 6 CREATING A NEW DATABASE * Creating database tables * Creating table fields * Selecting field data types 7 TABLE RELATIONSHIPS * Introducing relationships * Establishing table relationships * The one-to-many relationship type * Establishing referential integrity 8 CREATING QUERIES * Streamline query criteria using wildcards * Creating summary queries * Creating queries based on criteria * Running date queries * Formatting field properties * Building queries from multiple tables * Summing in queries 9 CREATING FORMS * Creating a new form * Inserting form fields * Working with the property sheet * The command button wizard * The command button wizard * Programming without typing * Creating forms with embedded sub forms * Creating forms with the sub form wizard * Creating forms with the form wizard 10 CREATING REPORTS * What are report bands? * Managing report controls * Basing reports on multiple tables * Basing reports on queries * Sorting and grouping records

This one-day workshop is designed to enhance your PowerPoint skills to achieve dynamic presentations that work with you, making it easier to deliver a polished, professional presentation. You will learn advanced PowerPoint skills that will save you time and elevate your presentations. This course will help participants: * Create custom shows to personalise presentations for individual clients * Make the Slide Master work collectively with slide layouts and themes * Seamlessly interact with external content using links * Work with advanced animations and transitions, and video/audio tools 1 THEMES AND MASTERS * Add a Design theme to a presentation * Make changes to the Slide Master * Delete layouts from the slide master * Saving a slide master with themes as a template 2 ADVANCED GRAPHICS AND DIAGRAMS * Drawing, duplicating and resizing shapes * Grouping, aligning and stacking shapes and graphics * Using SmartArt for diagrams and organisation charts 3 GRAPHS AND CHARTS * Inserting and formatting a chart * Linking an Excel chart to a slide * Linking Excel tables to a slide * Animating charts 4 VIDEO, CUSTOM ANIMATION AND HYPERLINKS * Adding and editing video * Animating pictures and drawings * Hyperlink to another Slide or Website * Compressing and optimising media 5 PRESENTING * Reuse slides * Hide slides * Rehearsing timings * Enabling a presentation to run continuously

This five-day programme empowers participants with the skills and knowledge to understand and effectively apply best practice commercial and contracting principles and techniques, ensuring better contractor performance and greater value add. This is an assessed programme, leading to the International Association for Contracts & Commercial Management (IACCM)'s coveted Contract and Commercial Management Practitioner (CCMP) qualification. By the end of this comprehensive programme the participants will be able to: * Develop robust contracting plans, including scopes of work and award strategies * Undertake early market engagements to maximise competition * Conduct effective contracting and commercial management activities, including ITT, RFP, negotiated outcomes * Understand the legalities of contract and commercial management * Negotiate effectively with key stakeholders and clients, making use of the key skills of persuading and influencing to optimise outcomes * Undertake effective Supplier Relationship Management * Appreciate the implications of national and organisational culture on contracting and commercial activities * Appreciate professional contract management standards * Set up and maintain contract and commercial management governance systems * Take a proactive, collaborative, and agile approach to managing commercial contracts * Develop and monitor appropriate and robust KPIs and SLAs to manage the contractor and facilitate improved contractor performance * Appreciate the cross-functional nature of contract management * Collaborate with clients to deliver sustainable performance and to manage and exceed client expectations * Understand the roles and responsibilities of contract and commercial managers * Use effective contractor selection and award methods and models (including the 10Cs model) and use these models to prepare robust propositions to clients * Make effective use of lessons learned to promote improvements from less than optimal outcomes, using appropriate templates * Effectively manage the process of change, claims, variations, and dispute resolution * Develop and present robust propositions * Make appropriate use of best practice contract and commercial management tools, techniques, and templates DAY ONE 1 INTRODUCTION * Aims * Objectives * KPIs * Learning strategies * Plan for the programme 2 THE CONTRACTING CONTEXT * Key objectives of contract management * Importance and impact on the business 3 CRITICAL SUCCESS FACTORS * Essential features of professional commercial and contract management and administration * The 6-step model 4 PUTTING THE 'MANAGEMENT' INTO COMMERCIAL AND CONTRACT MANAGEMENT * Traditional v 'new age' models * The need for a commercial approach * The added value generated 5 DEFINITIONS * 'Commercial management' * 'Contract management' * 'Contracting' * ... and why have formal contracts? 6 STAKEHOLDERS * Stakeholder mapping and analysis * The 'shared vision' concept * Engaging with key functions, eg, HSE, finance, operations 7 ROLES AND RESPONSIBILITIES * Contract administrators * Stakeholders 8 STRATEGY AND PLANNING * Developing effective contracting plans and strategies DAY TWO 1 CONTRACT CONTROL * Tools and techniques, including CPA and Gantt charts * A project management approach * Developing effective contract programmes 2 THE CONTRACTING CONTEXT * Key objectives of contract management * Importance and impact on the business 3 TENDERING * Overview of the contracting cycle * Requirement to tender * Methods * Rationale * Exceptions * Steps * Gateways * Controls * One and two package bids 4 TENDER ASSESSMENT AND CONTRACT AWARD I - FRAMEWORK * Tender board procedures * Role of the tender board (including minor and major tender boards) * Membership * Administration * Developing robust contract award strategies and presentations DAY THREE 1 TENDER ASSESSMENT AND CONTRACT AWARD II - PROCESSES * Pre-qualification processes * CRS * Vendor registration rules and processes * Creating bidder lists * Disqualification criteria * Short-listing * Using the 10Cs model * Contract award and contract execution processes 2 MINOR WORKS ORDERS * Process * Need for competition * Role and purpose * Controls * Risks 3 CONTRACT STRATEGY * Types of contract * Call-offs * Framework agreements * Price agreements * Supply agreements 4 CONTRACT TERMS I: PRICING STRUCTURES * Lump sum * Unit price * Cost plus * Time and materials * Alternative methods * Target cost * Gain share contracts * Advance payments * Price escalation clauses 5 CONTRACT TERMS II: OTHER FINANCIAL CLAUSES * Insurance * Currencies * Parent body guarantees * Tender bonds * Performance bonds * Retentions * Sub-contracting * Termination * Invoicing 6 CONTRACT TERMS III: RISK AND REWARD * Incentive contracts * Management and mitigation of contractual risk DAY FOUR 1 CONTRACT TERMS IV: JURISDICTION AND RELATED MATTERS * Applicable laws and regulations * Registration * Commercial registry * Commercial agencies 2 MANAGING THE CLIENT-CONTRACTOR RELATIONSHIP * Types of relationship * Driving forces * Link between type of contract and style of relationships * Motivation - use of incentives and remedies 3 DISPUTES * Types of dispute * Conflict resolution strategies * Negotiation * Mediation * Arbitration DAY FIVE 1 PERFORMANCE MEASUREMENT * KPIs * Benchmarking * Cost controls * Validity of savings * Balanced scorecards * Using the KPI template 2 PERSONAL QUALITIES OF THE CONTRACT MANAGER * Negotiation * Communication * Persuasion and influencing * Working in a matrix environment 3 CONTRACT TERMS V: DRAFTING SKILLS * Drafting special terms 4 VARIATIONS * Contract and works variation orders * Causes of variations * Risk management * Controls * Prevention * Negotiation with contractors 5 CLAIMS * Claims management processes * Controls * Risk mitigation * Schedules of rates 6 CLOSE-OUT * Contract close-out and acceptance / completion * HSE * Final payments * Performance evaluation * Capturing the learning 7 CLOSE * Review * Final assessment * Next steps

What do engineers and project managers need to know of finance? 'Nothing - leave it to the accountants!' No, no, no! Engineers must be conversant with the terminology and statements that accountants use. Technical expertise in projects, service delivery, production or other areas can only really be harnessed if the managers understand the accounting and reporting that drives businesses. This course gives the necessary understanding to project, production and technical managers. It develops their skills in understanding financial and management accounting. Accountants may not always like it but a major part of their work is to be the 'servants of business' and to gather, compile and present your figures. So you must understand the figures - they belong to you, your processes or projects. There are many reasons for maintaining accurate accounts. This course focuses on the strategic issues (those over-used words) - what figures reveal about the drivers of business and what they reveal about the day-to-day issues that accountants bother you with. The course will enhance your understanding of finance and of the accounting issues which affect your projects, production and technical areas of business. This course will help you: * Understand the business world in figures - make sense of what the accountants are telling you * Appreciate what drives business - and how this affects your role in your part of the business * Relate your activities to the success of the business - through figures * Gain the skills to advance in management - financial awareness is a 'must have' if you are to progress in your career 1 WHAT DO ACCOUNTANTS DO? * The finance function, types of accountant, financial v management accounting and the treasury function * Understanding the role of the finance function and how the information you provide may be used 2 THE BASIC FINANCIAL STATEMENTS * Balance sheets and income statements (P&L accounts) * What they are, what they contain and above all what they can reveal - how to read them * The accounting process - from transactions to financial statements * What underpins the statements - accounting systems and internal controls 3 WHY BE IN BUSINESS - FROM A FINANCIAL PERSPECTIVE * The driving forces behind financial information * Performance measures - profitability, asset utilisation, sales and throughput, managing capital expenditure 4 ACCOUNTING RULES - ACCOUNTING STANDARDS * Accounting concepts and the accounting rules: accruals, 'going concern' - substance over form and other 'desirable qualities' * Accruals - why the timing of a transaction is so important to the finance function * Depreciation and amortisation - the concepts and practice * Accounting standards - the role of International Financial Reporting Standards 5 CASH * The importance of cash flow - working capital management * Cash flow statements - monitoring overall cash flows * Raising cash - levels of borrowing, gearing * Spending cash - an outline of capital expenditure appraisal 6 BUDGETING * Why budget? - good and bad practice * Determining why budgets play a key role and should not be simply an annual ritual * Justifying your budgets - the link between the strategic plan and day-to-day budgeting - alignment of company culture * Budgets as motivators - the importance of the right culture * Techniques to improve budgeting - whether day-to-day or capital budgeting 7 COSTING * The type and detail of costing very much depends on your business - eg, manufacturing piston rings is quite different from the construction of a power plant * Issues with overhead allocation * Accounting for R&D 8 READING FINANCIAL STATEMENTS * Annual financial statements - why they are produced, what's in them and what you should look for * Learning what a set of accounts reveals about a company's current situation, profitability and future prospects 9 PERFORMANCE MEASUREMENT - ANALYTICAL REVIEWS AND RATIO ANALYSIS * ROI/ROCE * Profitability, margins and cost control * Sales - asset turnover * Efficiency (asset / stock turnover, debtor / creditor days) * 'City' measures * Investment (interest / dividend cover, earnings per share, dividend yield)