UE 1 - Business Management

SUMMARY 

Chapter 1: Introduction to Budgeting

• Sub-chapter 1.1: Foundations and definitions

• Sub-chapter 1.2: Managerial and strategic challenges

• Sub-chapter 1.3: Overall Budgetary Process

Chapter 2: Budget Construction Methods

• Sub-chapter 2.1: Traditional Budgetary Approaches

• Sub-chapter 2.2: Projected Budgets

• Sub-chapter 2.3: Investment Budgets

Chapter 3: Tools and techniques for budget preparation

• Sub-chapter 3.1: Dashboards and Key Indicators

• Sub-chapter 3.2: Simulation and scenarios

• Sub-chapter 3.3: Budgetary deviations and revisions

Chapter 4: Budgetary Control and Decision-Making

• Sub-chapter 4.1: Gap Analysis

• Sub-chapter 4.2: Performance Management

• Sub-chapter 4.3: Practical cases of budgetary decision-making

Chapter 5: Practical Applications and Case Studies

• Sub-chapter 5.1: Sectoral Case Studies

• Sub-chapter 5.2: Budget Construction Workshops

• Sub-chapter 5.3: Final assessment and practical application

Summary 

Chapter 1: Fundamentals of Budget Monitoring

• Sub-chapter 1.1: Introduction to Budget Management

• Sub-chapter 1.2: Budgetary Process

• Sub-chapter 1.3: Regulatory framework and standards

Chapter 2: Budget Construction Methods and Tools

• Sub-chapter 2.1: Budgeting Methods

• Sub-chapter 2.2: Budget modeling tools

• Sub-chapter 2.3: Forecasting Analysis

Chapter 3: Budgetary Monitoring and Analysis Indicators

• Sub-chapter 3.1: Construction of key indicators

• Sub-chapter 3.2: Management dashboards

• Sub-chapter 3.3: Analysis of budget variances

Chapter 4: Budgetary monitoring and performance management

• Sub-chapter 4.1: Organization of budget monitoring

• Sub-chapter 4.2: Strategic Management Tools

• Sub-chapter 4.3: Budgetary Risk Management

Chapter 5: Case studies and professional simulations

• Sub-chapter 5.1: Case study 1 – Budget monitoring in an SME

• Sub-chapter 5.2: Case study 2 – Designing a control system

• Sub-chapter 5.3: Simulation – Decision-making in a budgetary context

Summary

Chapter 1: Foundations and challenges of the provisional budget

• Sub-chapter 1.1: Introduction to budgeting in business management

• Sub-chapter 1.2: Theoretical and conceptual framework of the budget

• Sub-chapter 1.3: Organizational and managerial challenges

Chapter 2: Budget Preparation Process

• Sub-chapter 2.1: Key stages of the budgeting process

• Sub-chapter 2.2: Budget preparation methods

• Sub-chapter 2.3: Key success factors for a budget

Chapter 3: Construction of the main operational budgets

• Sub-chapter 3.1: Sales and Production Budget

• Sub-chapter 3.2: Support Function Budgets

• Sub-chapter 3.3: Cross-functional and consolidated budgets

Chapter 4: Tools, software and budget dashboards

• Sub-chapter 4.1: Budget design and monitoring tools

• Sub-chapter 4.2: Construction of budget dashboards

• Sub-chapter 4.3: Role of the management controller

Chapter 5: Case studies and professional scenarios

• Sub-chapter 5.1: Analysis of real-life business cases

• Sub-chapter 5.2: Constructing a complete provisional budget

• Sub-chapter 5.3: Evaluation, feedback and areas for improvement

Summary

Chapter 1: Introduction to Project Management Tools

• Sub-chapter 1.1: Foundations of Project Management

• Sub-chapter 1.2: Methodological frameworks and standards

• Sub-chapter 1.3: Link between management control and project management

Chapter 2: The PERT tool (Program Evaluation and Review Technique)

• Sub-chapter 2.1: Fundamental Principles of PERT

• Sub-chapter 2.2: Application of PERT to project management

• Sub-chapter 2.3: Case studies and practical exercises

Chapter 3: The GANTT tool (Gantt chart)

• Sub-chapter 3.1: Origins and operation of the Gantt chart

• Sub-chapter 3.2: Implementation in a managerial context

• Sub-chapter 3.3: Case studies and collective problem-solving

Chapter 4: The Ishikawa Tool (Ishikawa diagram - Fishbone diagram)

• Sub-chapter 4.1: Origins and key concepts

• Sub-chapter 4.2: Construction and use of a diagram

• Sub-chapter 4.3: Integration into administrative and HR management

Chapter 5: Strategic Synthesis and Utilization of Tools

• Sub-chapter 5.1: Choosing the right tool based on the nature of the project

• Sub-chapter 5.2: Strategic decision-making and management

• Sub-chapter 5.3: Skills assessment and training review

Summary

Chapter 1: Strategic Challenges of Automation and Digitalization

• Sub-chapter 1.1: Understanding digital transformations

• Sub-chapter 1.2: Regulatory and ethical framework

• Sub-chapter 1.3: Human and organizational challenges

Chapter 2: Automation of processes in cost accounting

• Sub-chapter 2.1: Analysis of accounting processes to be automated

• Sub-chapter 2.2: Automation Technologies

• Sub-chapter 2.3: Practical cases of accounting automation

Chapter 3: Digitalization of Management Control

• Sub-chapter 3.1: Digital tools for the management controller

• Sub-chapter 3.2: Data analytics applied to performance management

• Sub-chapter 3.3: Real-time management control

Chapter 4: Digitalization of HR processes and administrative management of personnel

• Sub-chapter 4.1: HR Digital Ecosystem

• Sub-chapter 4.2: Optimizing HR processes

• Sub-chapter 4.3: Social dashboards and HR management

Chapter 5: Designing and Deploying an Automation Project

• Sub-chapter 5.1: Strategic framework of the project

• Sub-chapter 5.2: Implementation Methodology

• Sub-chapter 5.3: Evaluation and continuous improvement

Chapter 6: Case studies, practical workshops and simulations

• Sub-chapter 6.1: Sectoral Case Studies

• Sub-chapter 6.2: Diagnostic and recommendation workshops

• Sub-chapter 6.3: Project Simulations and Defense

Summary

Chapter 1: Foundations of Administrative Organization

• Sub-chapter 1.1: Understanding the administrative organization

• Sub-chapter 1.2: Actors and administrative processes

• Sub-chapter 1.3: Performance and quality issues

Chapter 2: Diagnosis and Process Mapping

• Sub-chapter 2.1: Diagnostic methods

• Sub-chapter 2.2: Process Mapping

• Sub-chapter 2.3: Assessing Organizational Maturity

Chapter 3: Optimizing Administrative Processes

• Sub-chapter 3.1: Principles and levers for optimization

• Sub-chapter 3.2: Continuous Improvement Methodologies

• Sub-chapter 3.3: Digitalization and technological tools

Chapter 4: Management control applied to administrative processes

• Sub-chapter 4.1: Analytical accounting for support functions

• Sub-chapter 4.2: Performance dashboards

• Sub-chapter 4.3: Audit and Internal Control

Chapter 5: Administrative Management of Personnel and HR Optimization

• Sub-chapter 5.1: Key HR processes to optimize

• Sub-chapter 5.2: Digital Tools and HR Transformation

• Sub-chapter 5.3: Strategic and managerial impacts

Chapter 6: Case studies and professional simulations

• Sub-chapter 6.1: Diagnosis and improvement of a real process

• Sub-chapter 6.2: Deployment of an optimization tool

• Sub-chapter 6.3: Presentation of the integrative project

Summary

Chapter 1: Fundamentals and Challenges of Management Control

1. Principles and objectives of analytical accounting and management control.

2. Key concepts: costs, performance, and value creation.

3. Integration of personnel administration into management control: issues and perspectives.

Chapter 2: Cost Analysis and Calculation Methods

1. Full costing and partial costing methods: principles, implementation, and limitations.

2. ABC (Activity-Based Costing) method: identification of activities, cost drivers, and benefits.

3. Break-even analysis and short-term decision-making.

Chapter 3: Budgeting and Financial Management

1. Budgetary process: preparation, consolidation, and control.

2. Analysis of budget variances and corrective actions.

3. Payroll budgeting and workforce management.

Chapter 4: Dashboards and Overall Performance Management

1. Design of strategic and operational dashboards: Balanced Scorecard, KPIs.

2. Integration of HR indicators into dashboards: productivity, efficiency, and impact of HR policies.

3. Tools and reporting systems for effective management.

Chapter 5: Social Management Control and HR Strategies

1. Payroll analysis: structure, variations, and optimization.

2. Workforce planning and skills management (GPEC): objectives, tools, and integration.

3. HR performance evaluation: ROI of HR policies, social benchmarking, and social audit.

Chapter 6: Digitalization, Ethics and Social Responsibility

1. Information systems (ERP, HRIS) and Business Intelligence: data integration, automation, and decision support.

2. Ethical issues in management control: dilemmas, data manipulation, and professional ethics.

3. Management control and CSR: integration of ESG criteria, extra-financial reporting, and responsible human resource management.

SUMMARY

Chapter 1: Foundations of Cost Calculation

• Sub-chapter 1.1: The importance of cost calculation in management

• Sub-chapter 1.2: Cost Classification

• Sub-chapter 1.3: Principles of cost accounting

Chapter 2: Indirect costs – nature and challenges

• Sub-chapter 2.1: Definition and typology of indirect costs

• Sub-chapter 2.2: Problem of allocating indirect costs

• Sub-chapter 2.3: Critical and strategic approach

Chapter 3: Cost Calculation Methods with Indirect Costs

• Sub-chapter 3.1: Analysis Center Method

• Sub-chapter 3.2: Method of work units

• Sub-chapter 3.3: ABC Method (Activity-Based Costing)

Chapter 4: Using the results for management

• Sub-chapter 4.1: Cost Variance Analysis

• Sub-chapter 4.2: Threshold calculations and profitability

• Sub-chapter 4.3: Using costs for decision-making

Chapter 5: Case studies and professional simulations

• Sub-chapter 5.1: Application case in an industrial company

• Sub-chapter 5.2: Application case in a service company

• Sub-chapter 5.3: Interdisciplinary Synthesis Case

SUMMARY

Chapter 1: Foundations of Profitability Analysis

• Sub-chapter 1.1: Understanding the concept of profitability

• Sub-chapter 1.2: Cost structure and profitability

• Sub-chapter 1.3: Key Performance Indicators

Chapter 2: Methods for analyzing profitability by product/service

• Sub-chapter 2.1: Full cost analysis

• Sub-chapter 2.2: Variable and Specific Cost Analysis

• Sub-chapter 2.3: ABC Method (Activity-Based Costing)

Chapter 3: Product/Service Performance Diagnosis

• Sub-chapter 3.1: Analysis of the business portfolio

• Sub-chapter 3.2: Study of marginal profitability

• Sub-chapter 3.3: Business Case Studies

Chapter 4: Decision-making and profitability management

• Sub-chapter 4.1: Profitability and strategic decisions

• Sub-chapter 4.2: Profitability Monitoring Dashboards

• Sub-chapter 4.3: Prospects for sustainable profitability

Chapter 5: Professional Application Workshop

• Sub-chapter 5.1: Diagnosis of a service offering

• Sub-chapter 5.2: Comparative inter-product study

• Sub-chapter 5.3: Final Project Presentation

Chapter 1: Fundamentals of Financial Accounting

Subchapter 1.1: Essential Financial Documents

Subchapter 1.2: Advanced Accounting Principles

Sub-chapter 1.3: Financial Diagnosis

Chapter 2: Strategic Financial Management

Sub-chapter 2.1: Analysis of financial flows

Sub-chapter 2.2: Working Capital Requirement (WCR) Management

Sub-chapter 2.3: Cash Management

Chapter 3: Financial Decisions and Investments

Subchapter 3.1: Financial Mathematics

Sub-chapter 3.2: Optimal Financial Structure

Sub-chapter 3.3: Financial Risk Management

Chapter 4: Reporting and Financial Management

Sub-chapter 4.1: Design of decision support tools

Subchapter 4.2: Advanced Analysis of Financial Data

Sub-chapter 4.3: Overall Financial Strategy

Summary 

Chapter 1: Foundations and framework of financial analysis

• Subchapter 1.1: General Principles of Financial Statement Analysis

• Sub-chapter 1.2: Regulatory background and structure of financial statements

• Sub-chapter 1.3: Methodology of financial analysis

Chapter 2: Analysis of the balance sheet

• Sub-chapter 2.1: Functional analysis of the balance sheet

• Sub-chapter 2.2: Heritage and structural analysis

• Sub-chapter 2.3: Dynamic analysis of the balance sheet

Chapter 3: Analysis of the Income Statement

• Sub-chapter 3.1: Reading and restating the income statement

• Sub-chapter 3.2: Analysis using intermediate management balances (IMBs)

• Sub-chapter 3.3: Profitability, performance and levers for action

Chapter 4: Cross-analysis and overall diagnosis

• Sub-chapter 4.1: Methodology of financial diagnosis

• Sub-chapter 4.2: Financing Tables and Cash Flows

• Sub-chapter 4.3: Business Cases and Decision-Making

Chapter 5: Contemporary Issues and Limitations of Classical Financial Analysis

• Sub-chapter 5.1: Taking into account non-financial dimensions

• Sub-chapter 5.2: Risks of Interpretation and Manipulation of Financial Statements

• Sub-chapter 5.3: Digital developments and AI in financial analysis

Summary

Chapter 1: Introduction to Case Studies in Accounting and Financial Management

• Sub-chapter 1.1: General framework and educational objectives

• Sub-chapter 1.2: Case Analysis Methodology

• Sub-chapter 1.3: Decision support tools

Chapter 2: Diagnosis of the company's financial situation

• Sub-chapter 2.1: Analysis of financial statements

• Sub-chapter 2.2: Ratio Analysis

• Sub-chapter 2.3: Applied Case Study

Chapter 3: Management Control and Performance Management

• Sub-chapter 3.1: Principles of Management Control

• Sub-chapter 3.2: Management Tools

• Sub-chapter 3.3: Applied Case Study

Chapter 4: Financial Decision-Making

• Sub-chapter 4.1: Investments and arbitrage

• Sub-chapter 4.2: Business Financing

• Sub-chapter 4.3: Applied Case Study

Chapter 5: Cash Management and Forecasting

• Sub-chapter 5.1: Cash flow monitoring

• Sub-chapter 5.2: Financial Forecasts

• Sub-chapter 5.3: Applied Case Study

Chapter 6: Cross-cutting case studies and practical exercises

• Sub-chapter 6.1: Cases of financial recovery

• Sub-chapter 6.2: Cases of growth and investment

• Sub-chapter 6.3: Group Case Study Presentations

Summary

Chapter 1: Theoretical Foundations and Purposes of Financial Ratios

• Sub-chapter 1.1: Definition, role and typology of ratios

• Sub-chapter 1.2: Data Sources and Information Quality

• Sub-chapter 1.3: Strategic and decision-making approach

Chapter 2: Analysis of Profitability and Economic Performance

• Sub-chapter 2.1: Economic and financial profitability ratios

• Sub-chapter 2.2: Margin and Productivity Ratios

• Sub-chapter 2.3: Ratios and complementary analysis tools

Chapter 3: Analysis of Financial Structure and Solvency

• Sub-chapter 3.1: Balance sheet structure ratios

• Sub-chapter 3.2: Repayment capacity and financial viability

• Sub-chapter 3.3: Sector standards and benchmarks

Chapter 4: Liquidity and Working Capital Analysis

• Sub-chapter 4.1: Immediate and General Liquidity Ratios

• Sub-chapter 4.2: Working Capital Requirement (WCR)

• Sub-chapter 4.3: Cash flow pressures and forecasting

Chapter 5: Critical reading, overall diagnosis and application case

• Sub-chapter 5.1: Methodology of financial analysis using ratios

• Sub-chapter 5.2: Practical case studies and simulations

• Sub-chapter 5.3: Limits and contemporary developments of ratios

SUMMARY

Chapter 1: Foundations and challenges of management control

• Sub-chapter 1.1: Definition and scope of management control

• Sub-chapter 1.2: Objectives and functions of management control

• Sub-chapter 1.3: Actors and organization of management control

Chapter 2: The Budget Construction Process

• Sub-chapter 2.1: The stages of the budgeting process

• Sub-chapter 2.2: Methods and tools for budget preparation

• Sub-chapter 2.3: Practical cases of budget construction

Chapter 3: Gap Analysis and Performance Management

• Sub-chapter 3.1: Identification and classification of discrepancies

• Sub-chapter 3.2: Performance analysis methods

• Sub-chapter 3.3: Practical cases of variance analysis

Chapter 4: Forecasting Management Tools

• Sub-chapter 4.1: Financial forecasting and modeling

• Sub-chapter 4.2: Medium and long-term budget management

• Sub-chapter 4.3: Predictive Case Studies

Chapter 5: Strategic Approach to Management Control

• Sub-chapter 5.1: From operational control to strategic management

• Sub-chapter 5.2: Management control and overall performance

• Sub-chapter 5.3: Strategic Case Studies

Chapter 6: Management Control in the Digital Age

• Sub-chapter 6.1: Digitalization and new tools

• Sub-chapter 6.2: Big Data and Control

SUMMARY 

Chapter 1: Theoretical Foundations of the Dashboard

• Sub-chapter 1.1: Definition and purposes of the dashboard

• Sub-chapter 1.2: Typology of dashboards

• Sub-chapter 1.3: Principles of Effective Design

Chapter 2: Steps to Building a Dashboard

• Sub-chapter 2.1: Identifying needs and users

• Sub-chapter 2.2: Selection of performance indicators (KPIs – Key Performance Indicators)

• Sub-chapter 2.3: Data sources and collection methods

Chapter 3: Building and Formatting the Dashboard

• Sub-chapter 3.1: Tools and resources for implementation

• Sub-chapter 3.2: Data visualization and ergonomics

• Sub-chapter 3.3: Practical examples of dashboards

Chapter 4: Analysis, Management, and Decision-Making

• Sub-chapter 4.1: Reading and interpreting indicators

• Sub-chapter 4.2: Support for managerial decision-making

• Sub-chapter 4.3: Monitoring performance over time

Chapter 5: Implementation in a professional context

• Sub-chapter 5.1: Project management for the implementation of a dashboard

• Sub-chapter 5.2: Practical workshops and simulations

• Sub-chapter 5.3: Evaluation and feedback

SUMMARY 

Chapter 1: Foundations of Management Indicators

• Sub-chapter 1.1: Definition and role of indicators

• Sub-chapter 1.2: Data Sources and Quality

• Sub-chapter 1.3: Information systems and decision-making tools

Chapter 2: Construction of indicator systems

• Sub-chapter 2.1: Identifying needs and objectives

• Sub-chapter 2.2: Methodology for designing indicators

• Sub-chapter 2.3: Structuring dashboards

Chapter 3: Reading and interpreting indicators

• Sub-chapter 3.1: Comparative analysis and benchmarking

• Sub-chapter 3.2: Performance Diagnosis

• Sub-chapter 3.3: Case studies and simulations

Chapter 4: Indicators and Strategic Decision-Making

• Sub-chapter 4.1: Managing overall performance

• Sub-chapter 4.2: Risk management and early warning indicators

• Sub-chapter 4.3: Decision-making in an uncertain environment

Chapter 5: Implementation and management of the systems

• Sub-chapter 5.1: Supporting Change

• Sub-chapter 5.2: Monitoring, review and continuous improvement

• Sub-chapter 5.3: Professional application in business

Chapter 1: Foundations of Company Law

Subchapter 1.1: General Theory of Societies

Subchapter 1.2: Formation of companies

Subchapter 1.3: How companies operate

Chapter 2: Legal Forms of Companies

Subchapter 2.1: Partnerships

Subchapter 2.2: Capital Companies

Subchapter 2.3: Limited Liability Companies

Chapter 3: Capital Transactions and Restructuring

Subchapter 3.1: Changes in share capital

Sub-chapter 3.2: Mergers and Divisions

Subchapter 3.3: Groups of companies

Chapter 4: Contract Law Applied to Business

Subchapter 4.1: General Contract Theory

Subchapter 4.2: Special Contracts

Subchapter 4.3: Business Contracts

Chapter 5: Business Litigation and Alternative Dispute Resolution

Subchapter 5.1: Judicial Litigation

Subchapter 5.2: Commercial Arbitration

Subchapter 5.3: Mediation and Conciliation

Summary

Chapter 1: Introduction to the Commercial Contract

• Sub-chapter 1.1: Legal Foundations of the Contract

• Sub-chapter 1.2: Typology of commercial contracts

• Sub-chapter 1.3: General rules for contract formation

Chapter 2: Contract drafting: method and technique

• Sub-chapter 2.1: Architecture of a commercial contract

• Sub-chapter 2.2: Strategic and sensitive clauses

• Sub-chapter 2.3: Legal language and drafting precision

Chapter 3: Analysis of Commercial Contracts

• Sub-chapter 3.1: Critical reading of a contract

• Sub-chapter 3.2: Analysis of specific clauses

• Sub-chapter 3.3: Comparative analysis and contractual benchmarking

Chapter 4: Strategic Management of the Commercial Contract

• Sub-chapter 4.1: Contractual Negotiation

• Sub-chapter 4.2: Contract monitoring and execution

• Sub-chapter 4.3: Disputes and termination of contract

Chapter 5: Professional Context

• Sub-chapter 5.1: Contract Drafting Workshop

• Sub-chapter 5.2: Critical Analysis Workshop

• Sub-chapter 5.3: Strategic Case Study

Summary :

Chapter 1: Foundations of Regulatory Compliance

• Sub-chapter 1.1: Origins and evolution of the concept of conformity

• Sub-chapter 1.2: Actors, issues and responsibilities

• Sub-chapter 1.3: Normative Reference Frameworks

Chapter 2: Compliance in Company Law and Contract Law

• Sub-chapter 2.1: Societal and contractual obligations

• Sub-chapter 2.2: Legal risks and contractual responsibilities

• Sub-chapter 2.3: Good contractual practices and governance

Chapter 3: Combating Corruption and Money Laundering

• Sub-chapter 3.1: National and international legal frameworks

• Sub-chapter 3.2: Internal prevention measures

• Sub-chapter 3.3: Detection, response and remediation

Chapter 4: Protection of personal data and cybersecurity

• Sub-chapter 4.1: Applicable regulations (GDPR and French law)

• Sub-chapter 4.2: Data Compliance and Governance

• Sub-chapter 4.3: Cybersecurity and Business Continuity

Chapter 5: Legal Developments and New Compliance Requirements

• Sub-chapter 5.1: Digital Transformations and Law

• Sub-chapter 5.2: Non-financial compliance and CSR

• Sub-chapter 5.3: Regulatory monitoring and strategic adaptation

Chapter 1: Legal and Regulatory Framework

Subchapter 1.1: General Principles of Risk Prevention

Sub-chapter 1.2: Accounting Standards and Frameworks

Sub-chapter 1.3: Specific sector-specific regulations

Chapter 2: Assessment and Management of Occupational Risks

Sub-chapter 2.1: Risk assessment methodology

Sub-chapter 2.2: Single Document for the Assessment of Occupational Risks (DUERP)

Sub-chapter 2.3: Risk Prevention and Management Strategies

Chapter 3: Financial and Accounting Aspects of Occupational Risks

Subchapter 3.1: Accounting for occupational risks

Sub-chapter 3.2: Financial analysis of occupational risks

Sub-chapter 3.3: Management control and performance management in security

Chapter 4: Legal Responsibilities and Risk Management

Subchapter 4.1: Civil and criminal liability of the employer

Sub-chapter 4.2: Governance and management of occupational risks

Sub-chapter 4.3: Ethics and Corporate Social Responsibility

Chapter 5: New Technologies and Emerging Risks

Sub-chapter 5.1: Digitalization and occupational risks

Sub-chapter 5.2: Psychosocial risks and well-being at work

Sub-chapter 5.3: Anticipation and management of emerging risks

SUMMARY

Chapter 1: Foundations and challenges of risk prevention

• Sub-chapter 1.1: Definitions, concepts and typologies of risks

• Sub-chapter 1.2: Regulatory framework and responsibilities

• Sub-chapter 1.3: Strategic issues of prevention

Chapter 2: Strategic Analysis of Occupational Risks

• Sub-chapter 2.1: Risk assessment methodologies

• Sub-chapter 2.2: Risk Assessment

• Sub-chapter 2.3: Stakeholder analysis and conflict management

Chapter 3: Designing a prevention device

• Sub-chapter 3.1: Developing a prevention policy

• Sub-chapter 3.2: Operational implementation

• Sub-chapter 3.3: Specific prevention measures

Chapter 4: Tools and methods for managing prevention

• Sub-chapter 4.1: Occupational health and safety management systems

• Sub-chapter 4.2: Monitoring, innovation and digitalization of prevention

• Sub-chapter 4.3: Monitoring, control and continuous improvement

Chapter 5: Case studies, simulations and applied projects

• Sub-chapter 5.1: Sectoral Case Studies

• Sub-chapter 5.2: Crisis Management Simulations

• Sub-chapter 5.3: Conducting an integrated prevention project

Summary

Chapter 1: Theoretical Foundations and Regulatory Frameworks

• Sub-chapter 1.1: Definition and typology of occupational risks

• Sub-chapter 1.2: Regulatory and normative frameworks

• Sub-chapter 1.3: Strategic and ethical issues

Chapter 2: Identifying risks in the workplace

• Sub-chapter 2.1: Risk identification methodologies

• Sub-chapter 2.2: Tools for analyzing work situations

• Sub-chapter 2.3: Identification of psychosocial risks (PSR)

Chapter 3: Risk Assessment and Prioritization

• Sub-chapter 3.1: Principles of risk assessment

• Sub-chapter 3.2: Assessment tools and grids

• Sub-chapter 3.3: Strategic Risk Analysis

Chapter 4: Implementation of a prevention system

• Sub-chapter 4.1: Developing an action plan

• Sub-chapter 4.2: Stakeholder mobilization and communication

• Sub-chapter 4.3: Integration into management processes

Chapter 5: Case studies and professional simulations

• Sub-chapter 5.1: Multi-sectoral case studies

• Sub-chapter 5.2: Crisis Management Simulations

• Sub-chapter 5.3: Tutored projects and feedback