Masterclass Catalog

A complete list of Masterclasses offered through the OSU Center for the Future of Work.

MASTERCLASS CATALOG Published September 2023 Last updated 6.4.2025

Center for the Future of Work SPEARS SCHOOL OF BUSINESS | OKLAHOMA STATE UNIVERSITY

294 Business Building | Stillwater, OK 74078 Phone: 405-744-5208 | Fax: 405-744-6143 LinkedIn & Facebook @OSUCFW cfw@okstate.edu | business.okstate.edu/cfw

CFW TEAM MEMBERS

CFW Team |

Amy Blackburn Director

Kelle DeBord Assistant Director

Lindsey Ray Program Manager

Rebecca Ramsey Assistant Program Manager

Maci Inselman Assistant Program Manager

Alexis Hightower Program Coordinator

CFW TEAM MEMBERS

iii CFW Team |

Crystal Sanders Program Coordinator

Kaylie Wehr Communications Coorindator

Sherry Hesler Administrative Associate

Bri Day Program Specialist

Chris Franklin Program Specialist

TABLE OF CONTENTS

ACCOUNTING AND FINANCE ........................................................................................................................09 Capital Expenditures (Capx) and Operational Expenditures (Opex) .......................................................................................10

Ethics Under Pressure .............................................................................................................................................................................11

Finance for Managers I ...........................................................................................................................................................................12

Finance for Managers II ..........................................................................................................................................................................13

Finance for the Nonfinancial Manager ...............................................................................................................................................15

Financial Analysis and Modeling Using Excel ..................................................................................................................................16

Making Sense of Financial Statements: Tools for Insight and Communication .....................................................................17

Investing for Success ..............................................................................................................................................................................18

Overview of Government Accounting ...............................................................................................................................................19 ACCOUNTING AND FINANCE FOR ENERGY ....................................................................................................20 Advanced and Expert Strategies in Oil and Gas Finance ............................................................................................................21

Building Business Acumen and Strategic Financial Skills in the Oil and Gas Industry .........................................................23

Energy Finance and Economic Analysis ............................................................................................................................................24

Energy Value Chain ..................................................................................................................................................................................25

ESG: What the Data Says .......................................................................................................................................................................26

Finance and Capital Investment Analysis for Project Managers and Technical Professionals ...........................................27

How to Read Your Company’s Annual Report: 10 Things to Know for the Oil and Gas Industry ......................................28

Introduction to Oil and GasThings to Know for the Oil and Gas Industry ................................................................................29 ASSESSMENTS AND SIMULATIONS ....................................................................................................................30 Being a Self-Aware Leader: Emotional & Social Inventory Competency (ESCI) ....................................................................31

Birkman Method: Assessing Your Leadership Style and Strengths ...........................................................................................32

Building Your Business Acumen: Strategic Business Management via Business Simulation .............................................33

Coaching with Insight: Leveraging Hogan Assessments to Enhance Leadership Effectiveness .......................................34

Developing Your Emotional Intelligence (EI) ...................................................................................................................................35

Discover Your Working Genius .............................................................................................................................................................36

vLeader Simulation...................................................................................................................................................................................37

DiSCover Your Leadership Strengths .................................................................................................................................................39

The Leadership Blueprint: Harnessing Hogan for Team and Individual Impact.....................................................................40

Table of Contents / …Continued

BUSINESS ANALYTICS/ PROJECT MANAGEMENT/INFORMATION SECURITY ..............................................41 Business Analytics and Data: The Evidence of Evidence-Based Management ......................................................................42

Business Process Improvement and Project Management ..........................................................................................................43

Data Science and Machine Learning Made Easy: Turning Business Managers into Citizen Data Scientists ...................44

Demystifying Business Analytics and Data Science .......................................................................................................................45

Evidence-Based Management: Better Decision-Making ...............................................................................................................46

Information Assurance for Front-Line Employees ..........................................................................................................................48

Information Assurance for Managers .................................................................................................................................................49

Project Management ................................................................................................................................................................................50

Understanding Business Analytics to Improve Company Performance ...................................................................................51 COACHING AND CONFLICT RESOLUTION ........................................................................................................52 Accountability at Work: How to Eliminate Mediocrity and Increase Productivity ................................................................53

Better Workplace Habits Equals Better Business ...........................................................................................................................54

Crucial Communications ........................................................................................................................................................................55

Coaching for Impact: Enhancing Leadership with GROW and SBI Models .............................................................................56

Enhancing Employee Motivation Through Coaching .....................................................................................................................57

Executive Coaching for Emerging Leaders........................................................................................................................................58

Manager as Conflict Resolver ...............................................................................................................................................................59

Managing Confrontations ......................................................................................................................................................................60

Performance Management ....................................................................................................................................................................61

COMMUNICATION ...........................................................................................................................................63 Becoming a Better Communicator .....................................................................................................................................................64 Using Your Talents to Lift Performance .............................................................................................................................................62

Compelling Public Speaking for Leaders: Presentation Skills Development ..........................................................................65

Editing and Proofreading ......................................................................................................................................................................66

Executive Presence: Overcoming Fear and Building Confidence...............................................................................................67

Fine-Tuning Your Business Writing .....................................................................................................................................................68

Improving Presentation Skills: Making a Powerful Impact ...........................................................................................................69

Leveraging Social Styles and Versatility to Improve Negotiations and Decision Making ...................................................70

Table of Contents / …Continued

Mental Wellness: Creating Mental Wellness Literacy .....................................................................................................................71

Networking and Building Profitable Relationships ........................................................................................................................72

Professional Business Email Writing and Etiquette .......................................................................................................................73

Strengthening Your Network: Enhancing Professional Relationships .....................................................................................74

Delivering Exceptional Customer Service: A Culture of Customer-First .....................................................................................77 Words at Work: Business Writing for Success ....................................................................................................................................75 CUSTOMER SERVICE ........................................................................................................................................76

Design Thinking 101: Driving Successful Customer Relationships .................................................................................................79

Sales Magnetism! Lead Customers to a Decision Through Proving Your Undeniable Value ................................................80 DIVERSITY AND INCLUSION .............................................................................................................................81 Achieving Inclusion Amidst Unconscious Bias, Microaggressions, and Polarized Positions .................................................82 Inclusive Leadership: Undoing Unconscious Bias and Emphasizing Empathy ..........................................................................83 INNOVATION .....................................................................................................................................................84 Becoming an Agile Learner ...................................................................................................................................................................85

Creativity Tools for Left-Brain Thinkers .............................................................................................................................................86

Critical Thinking: Think Different and Think Better .........................................................................................................................87 LEADERSHIP .....................................................................................................................................................88 Authentic Leadership: Know Thyself to Lead Thy Team ...............................................................................................................89

Building Accountability as a Leader ....................................................................................................................................................90

Developing an Agile Workforce ...........................................................................................................................................................91

Ethics 2.0: Character and Culture .........................................................................................................................................................92

Ethics Awareness: Managing for an Ethical Workplace .................................................................................................................93

Good to Great: What’s a Leader to Do? ..............................................................................................................................................94

Leadership by Question ...........................................................................................................................................................................95

Leading Change/Change Management ...............................................................................................................................................96

Leading Through Turmoil ........................................................................................................................................................................97

Leading Virtually ........................................................................................................................................................................................98

Leading with Fairness ...............................................................................................................................................................................99

vii

Table of Contents / …Continued

Organizational Behavior: A Practical Problem-Solving Approach.............................................................................................100

Outperforming the Competition Through Employee Engagement ...........................................................................................101

Practicing Mindful Leadership: Cultivating Connection and Engagement ...............................................................................102

Servant Leadership: Serving Yourself and Others ..........................................................................................................................103

Shifting Gears: From Managing to Leading ......................................................................................................................................104 MANAGEMENT ...............................................................................................................................................105 Accessing and Engaging Employees ...........................................................................................................................................106

Crafting Authentic Identities: Understanding and Appreciating Our Differences ............................................................107

Demystifying AI: Enhancing Efficiency and Decision-Making ................................................................................................108

From Traditionals to Generation Z: Leading Generations at Work .......................................................................................109

How Effective Meetings Can Save Time and Drive Results ............................................................................................................110

Lessons From Mount Everest: A Manager’s Guide to Agile Decision-Making in a High-Stakes Environment .................111

Managing Business Relationships and Careers ..................................................................................................................................112

Managing Up ................................................................................................................................................................................................113

Men, Women, and Gender Rules at Work ............................................................................................................................................114

Navigating the Pipeline: Women in Business and Leadership .......................................................................................................115

Power of Influence ......................................................................................................................................................................................116

Practitioner’s Guide to Mentoring ..........................................................................................................................................................117

Selecting Strong Talent in Your Organization ....................................................................................................................................118

Six Keys to Empowering Employees to Take Ownership ...............................................................................................................119

Succession Planning: Developing the Next Generation of Leaders .............................................................................................120

Supervisory Program: Leadership, Mentoring, and Coaching for Outstanding Performance ..............................................121

Tune-Up Your Negotiation and Persuasion Skills ..............................................................................................................................122

Digital Marketing 101 .................................................................................................................................................................................126 “Why” Discovery Workshop for Organizations or Teams ..............................................................................................................124 MARKETING ....................................................................................................................................................125

Marketing Magnetism! Clarify Your Unique Brand Value and Drive New Business Growth .................................................127

viii

Table of Contents / …Continued

STRATEGY .....................................................................................................................................................129 Developing the Strategic Middle Manager: The First Step Toward Organizational Renewal .............................................130

Growth Mindset: The Key to Strategic Development .....................................................................................................................131

Problem Solving ........................................................................................................................................................................................132

Strategic Management: Facilitation .....................................................................................................................................................133

Strategic Performance: Building Culture ............................................................................................................................................134

Strategic Planning......................................................................................................................................................................................135

Unleashing the Power of Organizational Culture .............................................................................................................................136 TEAMS ............................................................................................................................................................137 Creating an Inspiring Employee-centric Team .................................................................................................................................138

Creating and Developing High-Performance Teams ......................................................................................................................139

Psychological Safety ................................................................................................................................................................................140

Skills on the Rise ........................................................................................................................................................................................141

ACCOUNTING AND FINANCE

Accounting and Finance |

Capital Expenditures (CAPX) and Operational Expenditures (OPEX) Dr. David Carter — Oklahoma Bankers Association Chair of Commercial Bank Management and Professor of Finance in the Spears School of Business at Oklahoma State University This seminar is designed to help you learn about the financial aspects of roles at your organization or company. You’ll also gain a deeper understanding of finance in general. This seminar is offered by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University.

SEMINAR OUTLINE I. CAPX vs. OPEX

A. Definitions of CAPEX and OPEX B. Accounting for CAPX and OPEX C. Depreciation (straight line vs. MACRS) II. Evaluating investment in CAPX A. Metrics i. Net present value (NPV) ii. Internal rate of return (IRR) iii. Payback period B. Cashflow estimation III. Incorporating risk analysis in CAPX decisions A. Sensitivity, scenario, and Monte Carlo Simulation Analysis B. Real options

Drives results | Financial acumen » KORN FERRY COMPETENCIES

Accounting and Finance |

Ethics Under Pressure Rachel Cox, CPA — Instructor of Professional Practice Department of Accounting in the Spears School of Business at Oklahoma State University Ethics is a cornerstone of effective management. Successful leaders often pride themselves on their ability to make decisions with high levels of integrity. However, forensic experts indicate that no one is immune from corrupt behavior under various levels of pressure. This highly interactive seminar will discuss what corporations and individuals can do to encourage compliance despite these influences. After completing this seminar, participants should: • Understand various ethics program orientation types • Complete a stakeholder impact analysis • Identify at least three ways corporations can effectively encourage ethical compliance in their organization

This seminar is 50 minutes. Participants can earn 1.0 hour of behavioral ethics CPE credit upon completion.

SEMINAR OUTLINE

I. Ethics in the classroom II. Ethics in the corporate world III. Ethics program orientation types IV. Universal hypernorms V. Stakeholder impact analysis VI. VII. VIII. IX. Corporate values Corporate culture Corporate controls Practical applications

» KORN FERRY COMPETENCIES

Accounting and Finance |

Finance for Managers I Dr. David Carter — Oklahoma Bankers Association Chair of Commercial Bank Management and Professor of Finance in the Spears School of Business at Oklahoma State University Finance for Managers I provides an overview of the skills and methods used in effective financial analysis and in the planning, budgeting, and control process. The material covered in this seminar will provide a good summary of the basic tools of financial analysis. Emphasis is placed on capital budgeting and how it is directly related to the goal of maxi- mizing shareholder wealth. This seminar gives specific examples of how a company’s operations begin from individual decisions and are transformed into a larger integrated organization. You will gain a stronger appreciation of your role in contributing to the overall value of a company. Basic knowledge and understanding of financial analysis are beneficial. This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.6 continuing education units (CEUs) upon completion of this seminar.

SEMINAR OUTLINE

C. Cost of capital III. Computer evaluation of case study IV. Risk analysis

A. Scenario analysis B. Sensitivity analysis C. Simulation analysis V. Capital budgeting decisions and shareholder wealth I. Capital budgeting A. Capital budgeting decision rules, limitations, and other risks B. Time value of money C. Cash flow statements and analysis D. Illustrated case study

II. Issues with capital budgeting A. Mutually exclusive projects

B. Capital rationing i. Ranking projects ii. Project ranking exercise i. Market factors which determine cost of capital

» KORN FERRY COMPETENCIES

Balances stakeholders | Business insight | Financial acume | Plans and aligns

Accounting and Finance |

Finance for Managers II Dr. David Carter — Oklahoma Bankers Association Chair of Commercial Bank Management and Professor of Finance in the Spears School of Business at Oklahoma State University Finance for Managers II provides an overview of the skills and methods used in effective financial analysis and in the planning, budgeting, and control process. The material covered will provide a summary of the basic tools of financial analysis. The seminar addresses three central functions of financial management: capital budgeting, working capital management and financial planning. You will work through case studies and examples illustrating the central principles of financial management, thereby gaining a better understanding of your role in contributing to the overall value of the company. The two-day seminar is designed for a broad range of employee levels, including sales personnel and line managers. Company input is crucial in selecting topics, coverage, and meaningful examples. This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 1.2 continuing education units (CEUs) in this two-day seminar upon completion of the seminar.

SEMINAR OUTLINE Tools A. Financial statements B. Ratio analysis C. Time value relationships D. Risk and return trade-offs presented by business decisions E. Participant activities F. Financing projected growth

III. Working capital management A. Cash conversion cycle B. Effective cost of credit

C. Accounts receivables and inventory management D. Risk and return trade-offs presented by working capital management decisions E. Participant activity i. Decision to change trade credit terms IV. Financial planning A. Constructing pro forma financial statements B. Cash flow break-even point C. What if analysis D. Participant activities E. Cash budgeting i. External financing sources

G. Evaluation of a lease vs. buy decision Capital budgeting A. Creating shareholder value through capital II. budgeting decisions B. Determinants of the cost of capital C. Size, timing, and certainty of projected cash flows D. Project evaluation E. Participant activities i. Constructing projected cash flows ii. Examining risk factors

Balances stakeholders | Business insight | Financial acumen | Plans and aligns » KORN FERRY COMPETENCIES

Accounting and Finance for Energy |

Finance for Managers II / …Continued

SEMINAR OUTLINE I. Tools

A. Financial statements B. Ratio analysis C. Time value relationships D. Risk and return trade-offs presented by business decisions E. Participant activities F. Financing projected growth G. Evaluation of a lease vs. buy decision Capital budgeting A. Creating shareholder value through capital budgeting decisions B. Determinants of the cost of capital C. Size, timing, and certainty of projected cash flows D. Project evaluation E. Participant activities II. i. Constructing projected cash flows ii. Examining risk factors III. Working capital management A. Cash conversion cycle B. Effective cost of credit C. Accounts receivables and inventory management D. Risk and return trade-offs presented by working capital management decisions E. Participant activity i. Decision to change trade credit terms IV. Financial planning A. Constructing pro forma financial statements B. Cash flow break-even point C. What if analysis D. Participant activities E. Cash budgeting i. External financing sources

Accounting and Finance |

Finance for the Nonfinancial Manager Dr. David Carter — Oklahoma Bankers Association Chair of Commercial Bank Management and Professor of Finance in the Spears School of Business at Oklahoma State University

Finance for the Nonfinancial Manager, which assumes no previous knowledge of accounting or finance, emphasizes open discussion of realistic case problems. It is designed and arranged so you can be directly involved in the analysis of the cases. This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.4 to 0.6 continuing education units (CEUs) upon completion of this seminar. Productivity in the business world is ultimately measured in numbers—dollars and cents. Individuals with administrative responsibility and those moving into such positions need a solid understanding of their companies’ finance functions to develop an effective working relationship with finance professionals. This seminar will give you a better understanding of the basic language of business—finance.

» KORN FERRY COMPETENCIES

Business insight | Financial acumen | Nimble learning | Self-development

SEMINAR OUTLINE I. Introduction

A. Overview of business activities from the financial perspective B. Role of finance within the firm C. Responsibilities of a financial manager The financial condition of a business A. Explanation of basic financial statements II. i. Balance sheet ii. Income statement B. Financial statement analysis i. Basic types of financial ratios ii. Computation and interpretation of financial ratios iii. Types of ratio analysis iv. The DuPont system of financial analysis v. Limitations of ratio analysis III. Cash flows, profits, and expenses of a business

A. Cash flow cycle B. Cash budget C. Pro forma income statement D. Po forma balance sheet Special topics: A. Overview of specific company’s financial trends B. Capital budgeting case study: Project X i. Projecting cash flows ii. Capital structure iii. Cost of capita iv. Project valuation

IV.

Accounting and Finance |

Financial Analysis and Modeling Using Excel Dr. David Carter — Oklahoma Bankers Association Chair of Commercial Bank Management and Professor of Finance in the Spears School of Business at Oklahoma State University

Excel is a powerful and flexible tool that can be used to build complex models to analyze the effects of a firm’s finan- cial decisions. A properly built Excel model can ask a variety of “what if” questions: What if expenses are greater than expected? How does this affect our bottom line?” Excel has a large number of analytical tools that can be used to inves- tigate a variety of financial and business opportunities. Business and technical professionals are often called upon to analyze the effects of financially based decisions, often without a formal financial background in Excel model building or the use of Excel as a financial decision-making tool. This in-depth and practical three-day seminar will focus on financial model building and analysis using Excel. At the end, participants will be able to build models to generate pro forma (projected) financial statements and evaluate proposed capital investment projects. Delegates will also be able to use Excel to perform optimization and write simple user-de- fined functions.

This training will benefit your organization by giving participants greater knowledge of Excel as a financial decision-making tool. The trainer will conduct dynamic and resourceful training that you do not want to miss.

This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. It qualifies for continuing education credit for licensed professional engineers and also professional development hours for other disciplines.

» KORN FERRY COMPETENCIES

Business insight | Financial acumen | Nimble learning | Self-development

SEMINAR OUTLINE I. Review of financial statements II. Analyzing financial performance III. External financing needed (EFN) IV. Financial statement modeling V. Discounted cash flow analysis VI. What-if analysis using Excel VII. Capital budgeting metrics

A. Part 1 Sensitivity and Scenario Analysis B. Part 2: Monte Carlo Simulation Analysis VIII. Cash flow estimation for capital budgeting model building IX. Capital budgeting under risk

X. Excel add-ins XI. User defined functions

Accounting and Finance |

Making Sense of Financial Statements: Tools for Insight and Communication Dr. Angela Spencer — Department Head and Associate Professor, School of Accounting in the Spears School of Business at Oklahoma State University This session provides a practical introduction to the three core financial statements — Income Statement, Balance Sheet, and Cash Flow Statement — and how to use them to assess organizational performance and make informed decisions. Participants will learn how to: Understand the structure and purpose of each financial statement Analyze key financial data and metrics Communicate financial insights clearly to non-financial stakeholders Use practical tools (e.g., visuals, glossaries, and examples) to support cross-functional understanding

The session also equips financial professionals with strategies to train and collaborate more effectively with non-financial colleagues, promoting stronger decision-making across the organization.

Offered by the School of Accounting and the Center for the Future of Work at Oklahoma State University’s Spears School of Business. Participants will earn 0.3 CEUs upon completion.

Drives results | Financial Acumen » KORN FERRY COMPETENCIES

Accounting and Finance |

Investing for Success Amit Bansal, MBA — Director of Center for Financial Health and Wellness in the Spears School of Business at Oklahoma State University

Transform your workforce’s financial well-being with the expert-led seminar, ideal for employees of all age groups, and particularly crucial for young professionals beginning their financial journey. The seminar will cover essential topics like strategic financial planning, early investment, maximizing employer retirement plan contribution, and the benefits of diversifying investments. PwC’s study highlights that financially literate employees are less stressed, more focused, and show 28% less absenteeism. According to the SHRM study, 83% of HR professionals observed that personal financial challenges significantly impact employee performance. Incorporating financial literacy boosts productivity and retention, with employees gaining greater focus and understanding of their total rewards like 401(k) plans and health benefits. Insights from the Consumer Financial Protection Bureau show that employees who receive financial education are more likely to contribute to retirement plans and have emergency savings, enhancing their financial security. By participating, employees will not only gain invaluable tools for personal financial success but also contribute to a healthier, more focused, and engaged workplace. Investing in this seminar is a step towards fostering a financially literate, secure, and thriving workforce, pivotal for both individual and organizational growth.

» KORN FERRY COMPETENCIES

Business insight | Financial acumen | Decision Quality | Manages Complexity

SEMINAR OUTLINE I. Fundamentals of Financial Wellness

A. Introduction to financial wellness and personal finance. B. Basics of saving and investing, including compound interest and time value of money. C. Overview of asset classes and basic portfolio management principles. II. Retirement Planning and Investment Strategies A. In-depth exploration of retirement planning, including 401(k) plans, IRAs, and employer match benefits. B. Smart investment strategies, understanding mutual funds, ETFs, and the S&P 500. C. Warren Buffett’s investment philosophy and risk management. III. Budgeting, Credit, and Debt Management A. Personal budgeting techniques and managing living expenses.

B. Understanding and improving credit scores. C. Strategies for avoiding and managing debt.

Accounting and Finance |

Overview of Government Accounting Rachel Domnick — Instructor of Professional Practice for the School of Accounting in the Spears School of Business at Oklahoma State University

This seminar is sponsored by the School of Accounting and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 to 0.6 continuing education units (CEUs) upon completion of this seminar. » KORN FERRY COMPETENCIES Following completion of the seminar, participants will have a basic knowledge of the objectives of the accounting and financial reporting for governmental entities, fund accounting and the various categories and types funds, the basis of accounting and measurement focus applied in governmental accounting, financial statements for governmental entities, and budgetary accounting. In this seminar, you will learn about accounting and financial reporting for state and local governments. The primary focus will be on developing an understanding of what comprises the financial reporting entity as well as the financial objectives of governmental entities. You will gain an understanding of fund accounting and the various categories and types funds as well as the makeup of basic financial statements and the related financial reporting requirements.

Drives results | Financial acumen

SEMINAR OUTLINE I. Objectives of accounting and financial reporting for governmental entities II. Overview of funds and basis of accounting

III. Basic financial statements IV. Budgetary accounting

ACCOUNTING AND FINANCE FOR ENERGY

Accounting and Finance for Energy |

Advanced and Expert Strategies in Oil and Gas Finance Dr. Betty J. Simkins — The Williams Companies Professor of Business and Department Head of Finance in the Spears School of Business at Oklahoma State University

This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 3.0 continuing education units (CEUs) upon completion of this seminar. » KORN FERRY COMPETENCIES The seminar is taught in a highly interactive manner with an emphasis on participant questions and inquiry. Dr. Simkins offers considerable flexibility in exploring some topics further than planned while de-emphasizing other topics if the group prefers. Practical applications and mini-cases are used along with participant exercises. You will receive Energy Finance and Economics: Analysis and Valuation, Risk Management, and the Future of Energy edited and co-authored Dr. Simkins. Finance and accounting are two of the core management functions in all organizations. The maximization of financial resources is a key factor for success. However, in the challenging oil and gas industry, the rapid changes in geopolitics and economic conditions have brought forth many more risk factors in the competitive landscape. These factors have caused the industry to be one of the world’s most challenging and complex business environments. Risk identification and financial management need to be grounded in timely, accurate forecasts and performance data. Leaders in the oil and gas industry must be equipped with wide-ranging knowledge in finance and accounting to achieve strategic planning and decision-making. This three-day seminar will give you the expertise to assist in achieving long- term success to enhance your company’s competitive performance.

SEMINAR OUTLINE Day 1 I. Budgeting and forecasting strategies in the oil and gas industry

A. Laying the foundation: Global energy outlook, supply and demand balance brought about by a rapidly changing world B. How oil and gas companies differ from other industries and key issues in oil and gas accounting and finance C. Unconventional oil and gas D. Part 1: Analysis of international oil companies financial statements

Continued on next page…

Accounting and Finance for Energy |

Advanced and Expert Strategies in Oil And Gas Finance / …Continued

Day 2 II. Optimizing budget models and capital investment analysis A. Part 2: Analysis of international oil companies financial statements B. Competitive benchmarking

C. Capital budgeting and risk analysis in the oil and gas industry D. Case study applications and open discussion of crucial issues Day 3 III. Advanced capital budgeting and risk analysis and expert issues about derivatives and risk management in the oil and gas industry A. Advanced capital budgeting and risk analysis in the oil and gas industry B. Case study applications and open discussion of crucial issues related to advanced capital budgeting and risk analysis C. Current issues about derivatives and risk management in the oil and gas industry D. Advanced topics in hedging and risk management

Accounting and Finance for Energy |

Building Business Acumen and Strategic Financial Skills in the Oil and Gas Industry Dr. Betty J. Simkins — The Williams Companies Professor of Business and Department Head of Finance in the Spears School of Business at Oklahoma State University

This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.4 continuing education units (CEUs) upon completion of this seminar. » KORN FERRY COMPETENCIES Energy professionals are expected to make financially based decisions and focus on value creation in the oil and gas industry. However, this can be challenging without understanding the essential tools to make strategic decisions. This four-hour seminar is uniquely tailored for oil and gas professionals to focus on understanding key financial measures. The objectives are to master financial essentials in this complex industry presented in the company’s financial statements. Learning objectives: • Gain a comprehensive introduction to the industry’s competitive landscape • Understand the importance of the financial statements to all employees of the company • Develop business acumen by analyzing the financial statements and understand how they demonstrate operational excellence and can highlight areas for improvement • Understand the importance of your own role in the company’s financial success

SEMINAR OUTLINE

I. Introduction and overview II. Analyzing oil and gas company annual reports and competitive benchmarking A. Comprehensive measures: ROA, ROE, Debt/Equity, EBITDA, Cash flow, etc. B. Upstream measures: Key energy ratios to measure upstream performance C. Midstream measures: Performance statistics for midstream, frac spread, etc. D. Downstream: Refining performance measures including the crack spread, refining margins, etc. [Optional] III. Case study applications

Accounting and Finance for Energy |

Energy Finance and Economic Analysis Dr. Betty J. Simkins — The Williams Companies Professor of Business and Department Head of Finance in the Spears School of Business at Oklahoma State University

This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 1.2 continuing education units (CEUs) upon completion of the seminar. We will analyze several case studies about actual companies operating in the energy industry. Case studies are unusual in that for some situations, there may be no fixed right or wrong answers. An answer that can be justified based on sound assumptions and factual information can be viewed as correct. A supposedly right answer that is not justified or backed up might as well be wrong. In this two-day seminar, you will learn about the energy industry and be better prepared to understand and handle decision-making using leading tools and techniques. The primary focus of the seminar is on the oil and gas industry. You will gain a working vocabulary of industry-related concepts and terminology. The seminar content will be based on lectures and case studies. The seminar will prepare you for interaction with financial professionals in the energy industry.

» KORN FERRY COMPETENCIES

SEMINAR OUTLINE

I. Introduction to the oil and gas industry

II. Outlook for energy: A view to 2030 III. Key economic issues IV. Accounting standards for oil and gas V. Analyzing petroleum company financial statements A. Basic financial statements B. Computing energy reserve replacement ratios C. Computing energy cost ratios D. Understanding SEC and FASB disclosures and how they impact analysis VI. Competitive comparisons and benchmarking VII. Capital budgeting and risk analysis in the oil and gas industry VIII. Relative valuation of an IPO and an acquisition

Accounting and Finance for Energy |

Energy Value Chain Dr. Betty J. Simkins — The Williams Companies Professor of Business and Department Head of Finance in the Spears School of Business at Oklahoma State University

This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.8 to 2.0 continuing education units (CEUs) upon completion of this seminar. » KORN FERRY COMPETENCIES The purpose of this one-day seminar is to provide business professionals with a comprehensive introduction to the oil and gas industry with a focus on how value is added to the energy value chain. The energy value chain involves the process of linking specific functions from input to output (i.e., from upstream, midstream, through downstream) to enhance the economic value of the business throughout the value chain. As a result, attendees will gain an understanding of how each segment of the energy firm’s activities adds value along the energy value chain. This will also help them better understand their role in the value chain and how it relates to others in their company and the industry.

SEMINAR OUTLINE I. Introduction to the oil and gas industry A. Overview of the energy value chain B. Terminology C. What are hydrocarbons? D. Recent trends and strategies II. Upstream: Exploration and production A. Upstream performance measures B. Exploration process C. Drilling and completion process D. Activity indicators E. Where value is made III. Midstream A. Natural gas gathering, processing, and transportation B. Natural gas liquids (NGLs) C. NGL producers and marketers D. Where value is made IV. Downstream: R&M

A. How refineries work: refinery

configurations and the refining process B. Crude oil fractions and finished petroleum products C. Basic refinery economics: Refining margins and the refining crack spread D. Marketing distribution channels E. Marketing margins F. Where value is made in R&M V. Further downstream: The chemical industry A. Building blocks: Primary petrochemicals B. Intermediates and derivatives C. End-products D. Where value is made VI. Seminar wrap-up and looking to the future

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