CGBrochure L5162 FinModeling BudgetingImprovedProfitability SG

7/24/2019 CGBrochure L5162 FinModeling BudgetingImprovedProfitability SG

1/13

Strategic Financial Planning &

Modeling Series

Knowledge for the world business leaders

C L A R I D E N 8 - 9 October 201515 - 16 October 2015Shangri-La Hotel, Singapore

Dr. Robert A. HowellImproved Profitability8 - 9 October 2015 (Thursday & Friday) | Shangri-La Hotel, Singapore

Session B: Financial Modeling for Financial Analysis, Forecasting and Budgeting in Excel15 - 16 October 2015 (Thursday & Friday) | Shangri-La Hotel, Singapore

2 Separately Bookable Sessions in 1 Location:

T e two sessions are esigne to provi e participants wit est practices an top strategies on strengt ening t eir organizationsfinancial planning, by applying best practice Excel techniques in their financial analysis, budgeting and forecasting processes.Participants are strongly encouraged to atend both sessions to maximize their learning and bring these skills and actionableplans back to their workplace.

Alan Fell

Dr. Liam Bastick, FCA, FCMA, CGMA, MVP

Director

Alan Fell Consultancy Ltd., UK

Director

SumProduct

Member of Beyond Budgeting Round Table (BBRT) (UK)

Senior Associate of the Balanced Scorecard Institute (BSI)

Led over 300 conferences, seminars and workshops over the past 17 years in a wide range of international locations

Recognized by George Washington University for his excellent training programs

Fellow of the Institute of Chartered Accountants in England and Wales (ICAEW) and Institute of Chartered

Management Accountants (CIMA) Regular contributor to professional accounting bodies like CPAA and CIMA, Finance 3.0 and various LinkedIn

specialist discussion groups

Headed Ernst & Youngs modeling team in Melbourne and was an Assistant Director in their strategic valuations

eam in London


2/13Contact Admissions Office at +65 6899 5030 | [email protected] | www.claridenglobal.com

Valuable knowledge gained - Philip Morris Sdn Bhd

Knowledge and vast experience o the trainer that trans ormed theory into real li e practice approach. Rembell Groupis antastic organizer that delivers what promises.

- Integrated Petroleum Services Sdn Bhd

Alan is very well versed in the subject areas and I would de nitely recommend him National Economic and FiscalCommission. Very articulate and has in-depth knowledge on subjects presented.

- Telikom PNG

Alan Fell is a leading, internationally recognized and respected specialist, with over 40 years of financial and business

xperience in strategic performance management both in policy formulation and in practical application roles. Alanhas wide practical experience of budgeting and forecasting techniques and has particular interest in the linkage of

budgeting to other planning and performance measurement disciplines.

For t e ast 17 years, A an as een operating as an in epen ent management consu tant an trainer, covering a wi e

readth o closely related topics rom strategic planning and execution through to detailed budgeting and balanced

corecard. He has led more than 300 conferences, public training seminars and customized in-house training in a

wide range of international locations, especially in the Middle East/Gulf region, followed by Asia, South Africa,

Europe as well as the UK.

Prior to t at, e was a senior executive wit a major UK commercia an an in is most recent ine management

ole, he was Head o Planning and Finance or a major division with 3,000 sta .

List of companies Alan has consulted with and trained:

FACULTY DIRECTOR

2015 Clariden Strategic Financial Planning & Modeling Series

Strategic Financial Planning: Financial Analysis,

Forecasting and Budgeting for Improved ProfitabilitySession A: 8 - 9 October 2015, Shangri-La Hotel, Singapore

2

Alan FellDirector

Alan Fell Consultancy Ltd., UK

Member of Beyond Budgeting Round Table (BBRT) (UK)

Senior Associate of the Balanced Scorecard Institute BSI)

Led over 300 con erences, seminars and workshops over the past 17 years in a wide range o international

locations

Recognized by George Washington University for his excellent training programs

Bank of Papua New Guinea

Guinness Anchor Berhad

Maybank

Pacific Assurance Group

PNG Air Services

PTTEP

TAIB Bank

Trukai Industries

CIMB

Celcom Axiata

Holcim

Mars

Bank Indonesia

Thai Oil Energy Services


3/13

Early Bird 1 (Register & pay by 27 August 2015):

Early Bird 2 (Register & pay by 24 September 2015):

Regular Tuition Fee:

Group discount of 10% for 2nd participant from the same

organization. For limited time only by 24 September 2015

register 3 participants and the 4th participant will receive a

complimentary seat (one discount scheme applies).

Program:

Dates:

Location:

Strategic Financial Planning:

Financial Analysis, Forecasting and

Budgeting for Improved Profitability

8 - 9 October 2015

Shangri-La Hotel, Singapore

EXECUTIVE SUMMARY

Program

Essence:

Contact Admissions Office at +65 6899 5030 | [email protected] | www.claridenglobal.com

The business climate is characterized by change and compounded by global in uences spawning

unforeseen stresses and squeezed margins. Economic uncertainty makes it difficult to set clear goals

and objectives and sustain a financial plan which supports them.

Organizations must become more agile with their financial analysis, budgeting and forecasting

apabilities as they are now more critical than ever for success and survival during volatile economic

times.

T e two- ay Strategic Financia P anning: Financia Ana ysis, Forecasting an Bu getingexecutive

program aims to provide you with the analytical skills to build world-class practices into your

ompanys budgeting and forecasting systems, and describes how to integrate business strategy,

udgeting and orecasting into a single process. Moving away rom the limitations o en associated

with traditional static budgeting, this program will have a special focus on the growing trend to

Rolling budgets and forecasts. You will get to learn firsthand about the Beyond Budgeting concept

rom a member o the Beyond Budgeting Round Table (BBRT) UK.

T e Facu ty Director, A an Fe , rings a ig y pragmatic, no-nonsense an ro ust y iscip ine

approach to the subject. The overall approach is that of a higher-level strategic financial management

perspective and is specifically designed for those at management and supervisory level. Throughout

the program, there will be re erence to many case study examples, including those rom Alans 40+

years of financial and business experiences, that have helped improve the botom-line for many of his

lients.

This executive program is launched with Financial Modelling for Financial Analysis, Forecasting and

Bu geting in Exce . As both programs are designed to help you establish the right nance capabilities

or your organization to pursue growth, you are encouraged to send in multiple participants to these

two highly popular finance programs.

S$2,595

S$2,795

S$2,895

3






Overview of the key elements of strategy management and how strategy and finance align. How strategic finance

is a key element of overall business strategy and the linkage between strategy and budgets a common weakness

in too many organizations.

Understand the importance o strategy execution which is o en given insu cient management ocus. Most

organizations ail in success ul strategy implementation.

Gain an understanding o how modern budgetary techniques can provide real support to business managers

Learn about the Beyond Budgeting concept from a member of the Beyond Budgeting Round Table

A special focus on the growing trend to Rolling budgets/forecasts

Avoid the traditional limitations ofen associated with historic/static budgeting

Understand the key aspects of financial analysis and variance analysis

Learn how to use the di erent but aligned disciplines o Forecasting and Budgeting to complement

eac ot er

LEARNING OBJECTIVES

WHO WILL BENEFIT THE MOST

CEOs, CFOs, VPs, MDs, GMs, Chief Accountants, Cost Controllers, Directors, Managers and Analysts, involved in:

Financial Planning / Finance Business Partners / Capital Planning Management Accounting

Product Control

Planning & Budgeting

Costing

Forecasting & Financial Analysis

Auditing & Internal Control

Risk & Compliance

Statutory & Regulatory Reporting / Policy Planning

Business Planning / Strategic Planning / Business Development

Operations

Portfolio Management

and anyone with vested interests in forecasting trends at the strategic, tactical, operational and planning levels

PROGRAM INTRODUCTION

Deloites research (2014) into planning, budgeting and forecasting found that 37% of respondents admited to a failurein aligning their planning, budgeting and forecasting effectively with corporate strategy. In these circumstances, there

is a risk that the activities o the organization will be misdirected as well as lack ocus, alignment and cohesion because

expectations have not been properly set. For organizations operating in a world o continuous change, annual budgets

need to be upgraded to include responsive, flexible continuous forecasting. Rolling forecasts offer greater visibility into

future operating performance. Unlike budgets, they reflect the fact that operations dont switch offat year-end.

This two-day Strategic Financial Planning: Financial Analysis, Forecasting and Budgetingexecutive program aims to

provide you with the analytical skills to build on world-class practices into your companys budgeting and forecasting

systems, and describes how to integrate business strategy, budgeting and orecasting into a single process. Moving away

rom the limitations o en associated with traditional static budgeting, this program will have a special ocus on the

growing trend to Rolling budgets and forecasts. You will get to learn firsthand about the Beyond Budgeting concept

from a member of the Beyond Budgeting Round Table (BBRT) UK.

The Faculty Director, Alan Fell, brings a highly pragmatic, no-nonsense and robustly disciplined approach to the subject.

The overall approach is that o higher-level strategic nancial management perspective and speci cally designed or

those at management and supervisory level. Throughout the program, there will be re erence to many case study

examples, including those rom Alans 40+ years o nancial and business experiences that have helped improve the

botom-line for many of his clients.

4






PROGRAM OUTLINE

DAY ONE

Business And Financial Strategy And The Linkage To Budgeting

An overview of strategy management:

o Strategic analysis and strategic planning

o Alignment of strategy to annual operating plans and budgets

o The cascade o corporate strategy to business units or departments

o The imperative o success ul execution, supported by robust and relevant monitoring o nancial and non-

financial performance

Financial strategy and the use of the Balanced Scorecard to combine financial and non-financial strategic performance

measures

Integrating planning and budgeting: A recent case study on how to implement the general principles of this subject

into a pragmatically managed business

A igning Bu geting an Forecasting

History and principles of budgeting

Traditional or historic budgeting: Ofen much maligned, but why is it so widely used and what benefits can it deliver

The common problems associated with traditional budgeting and how they can be avoided or minimized

Top-down and botom-up approaches

Creating a va ue-a u get process, w ere usiness managers see u geting as provi ing genuine e p an

ene t or value to the challenges o business management

Forecasting: How it di ers rom and aligns to budgeting

Newer Trends in Budgeting and Forecasting

What are the newer budgetary techniques and how do they compare with traditional or historic budgeting?Advantages and disadvantages:

o Per ormance budgeting

o KPI u geting

o Value based budgeting

o Zero based budgeting

o Activity Based Budgeting

Creating a Performance Management culture based on good practices, where budgeting is undertaken within mod-

ern management practices of accountability, change management, communication, leadership and a performance

r incentive cu ture

DAY TWO

Going Beyon Bu geting - A Growing Concept

The sought-afer benefits: How much is about changing the planning and budgeting process and how much is about

management philosophy and culture?

The key principles of Process and Leadership within Beyond Budgeting

Abandoning the negotiated annual performance trap: Incentivizing people to achieve market and benchmark suc-

cess, not to beat an internal negotiated budget

I budgeting is abandoned, what do we use instead?

What management tools are consistent with the principles o Beyond Budgeting?

How the Beyond Budgeting concept has grown internationally through to the present day the Beyond Budgeting

Round Table

5






Rolling Budgets and Forecasts

The Rolling concept and its inherent benefits and downsides: If traditional budgeting is replaced by a Rolling ap-

proach, what can we NOT do in future Rolling budgets or Rolling forecasts? Which works beter? Understanding the management accountability implica-

tions

Different aspects and types of Rolling: Explore the range and scope of possibilities. Should Rolling apply to strategic

and capital budgets? If so, conceptually how can this be done?

The behavioral disciplines: Rolling only works when management act professionally and do NOT play the typical

budgetary games. How can this be effectively implemented?

The 9 key decision parameters of practical implementation for Rolling

Financial Analysis and Variance Analysis

Looking at finance from a different management perspective: Management accounting, not financial accounting

How do we undertake relevant financial analysis for our organization, unit and department? What is generic and

what should be specific?

How do we align the business needs of financial analysis with budgetary techniques?

Variance reporting is too ofen a poorly handled aspect of business management, with bundled and generalized

analysis and commentary that strictly limits its usefulness to management. Explore how you can overcome these

common limitations.

Underlying causes, not just symptoms: How variances can be analyzed and presented?

Project and Capital Budgeting

Exploring the challenges of project budgeting and the associated capital expenditure, capex evaluation disciplines

The basic accounting differences between opex and capex and the consequences in the key financial statements,

including depreciation treatment

The main challenges of project budgeting, combining capex and opex, plus contingency issues Evaluating capital expenditure: Introduction to the discounted cash flow techniques and their practical application

Incorporating sensitivity analysis to support the decision-making process

Applying the necessary post-audit and post project evaluation discipline

6





7/13

7Contact Admissions Office at +65 6899 5030 | [email protected] | www.claridenglobal.com

Dr. Liam Bastickhas over 25 years experience in financial model development, auditing, valuations, M&A, strategy,training and consultancy. He has headed Ernst & Youngs financial modeling team in Melbourne and was an Assistant

Director in their strategic valuations team in London. He was also a senior member of the UK Post Offices M&A

an strategy teams an as assiste various ot er Austra ian mo e ing companies inc u ing BPM, Cora ity, Navigator

Project Finance, PKF an SumPro uct.

Liam has considerable experience in many different sectors including banking, energy, mining, oil and gas, private equity,

transport and utilities. Liam has worked in the UK, Belgium, Denmark, France, Germany, Switzerland, Hong Kong,

Indonesia, Malaysia, Vietnam, New Zealand and Australia, with many internationally recognized clients, constructing

and reviewing strategic, operational and valuation models for many high profile IPOs, LBOs and strategic assignments.

Liam is a regular contributor to the Institute o Chartered Accountants in Australia (ICAA), Certi ed Practising Accountants

Australia (CPAA), the Chartered Institute of Management Accountants (CIMA), Finance 3.0 and various LinkedIn

pecialist discussion groups. He is also an experienced facilitator for ICAA. He has previously contributed to the Best

Practice Spreadsheet Modeling Standards, providing key principles for modeling adopted by many finance professionals.

Liam is a Fellow of the Institute of Chartered Accountants (ICAEW), a Fellow of the Institute of Chartered Management

Accountants (CIMA) and is a pro essional mathematician. He was named one o Most Valuable Pro essionals (MVP) in

Excel by Microso .

Partial List of Articles Writen:

Analyzing Multiple Data with Multiple Criteria (Microsof)

Forecasting Tips (CIMA)

Ro ing Bu gets (CIMA) Strategic Bu geting an Forecasting (CPA)

Wor ing Capita A justments (SumPro uct)

FACULTY DIRECTOR

Dr Liam Bastick , FCA, FCMA, CGMA, MVPDirector

SumProduct


Financial Modeling for Financial Analysis, Forecastingand Budgeting in ExcelSession B: 15 - 16 October 2015, Shangri-La Hotel, Singapore

Fellow of the Institute of Chartered Accountants in England and Wales (ICAEW) and Institute of Chartered

Management Accountants (CIMA)

Regular contributor to pro essional accounting bodies like CPAA and CIMA, Finance 3.0 and various

LinkedIn specialist discussion groups

Headed Ernst & Youngs modeling team in Melbourne and was an Assistant Director in their strategic

valuations team in London

Very well run, clear, interactive and doubtless will be extremely useful - M. Ross, Boston Consulting Group

A lot to take in a very well structured course - B. Jackson, Orchard Funds Management

Easy to follow lecturer with well-paced examples -E. Reinstadler, Commonwealth Bank of Australia

Excellent trainer, very enthusiastic. If only Id known this years ago! - J. Ezard, KPMG


8/13

Program

Essence:

8Contact Admissions Office at +65 6899 5030 | [email protected] | www.claridenglobal.com

The ever changing landscape of financial management demands that professionals entrusted with

such duties equip themselves with the advanced working knowledge o nancial models as a meansto acilitate smoother nancial analysis, orecasting and budgeting. The move to Excel nancial

modeling has become a globally embraced journey that has empowered thousands of leading and

small businesses alike, becoming the cornerstone of both short and long term business decisions that

dictate a companys financial future.

Led by Dr. Liam Bastick, one of the Most Valuable Professionals (MVPs) in Excel bestowed by

Microso , this Financial Modeling for Financial Analysis, Forecasting and Budgeting in Excel

executive program is woven in a manner t at is ot engaging an vast y instrumenta , p acing

emphasis on delegates gaining solid, practical experience in designing and constructing financial

models in MS Excel. By turning historical data into future management information, you will be able

to identify revenue opportunities, reduce or reallocate costs, explain variances, identify key drivers

and ratify Key Performance Indicators (KPIs), and subsequently produce objective budgets andorecasts understood by senior management and bought into by operational and divisional heads.

T is interactive two- ay executive program is aunc e concurrent y wit t e Strategic Financia

Planning: Financial Analysis, Forecasting and Budgeting program. As both programs are designed

to help you establish the right finance capabilities for your organization to pursue growth, you are

encouraged to send in multiple participants to these two highly popular finance programs.

Program:

Dates:

Location:

Financial Modeling for Financial

Analysis, Forecasting and Budgeting

in Excel

15 - 16 October 2015

Shangri-La Hotel, Singapore

EXECUTIVE SUMMARY

Early Bird 1 (Register & pay by 27 August 2015):

Early Bird 2 (Register & pay by 24 September 2015):

Regular Tuition Fee:

Group discount of 10% for 2nd participant from the same

organization. For limited time only by 24 September 2015

register 3 participants and the 4th participant will receive a

complimentary seat (one discount scheme applies).

S$2,595

S$2,795

S$2,895





Provide a thorough understanding of data forecasting and budgeting

Quantify the risks and rewards of estimating future assumptions

Explore different forecasting and trending methods

Teach you several practical and effective ways to analyze and present key outputs

Provide a practical process for undertaking ratio and other financial analysis

LEARNING OBJECTIVES

WHO WILL BENEFIT THE MOST

CEOs, CFOs, VPs, MDs, GMs, Chief Accountants, Cost Controllers, Directors, Managers and Analysts, involved in:

Financial Planning / Finance Business Partners / Capital Planning

Management Accounting Product Contro

Planning & Budgeting

Costing

Forecasting & Financial Analysis

Auditing & Internal Control

Risk & Compliance

Statutory & Regulatory Reporting / Policy Planning

Business Planning / Strategic Planning / Business Development

Operations

Portfolio Management

and anyone with vested interests in forecasting trends at the strategic, tactical, operational and planning levels

PROGRAM INTRODUCTION

According to Deloites research (2014), collecting, aggregating and analyzing data via the ubiquitous spreadsheet stillconstrains most businesses, making the process of dynamic forecasting and planning slow, opaque and prone to error.

Where purpose built sofware is employed, its modeling and analytical capabilities are ofen not properly exploited.

Although the use of Excel spreadsheets for designing financial models is widespread, many users are not aware of, or

do not maximize the eatures built into the Excel package. This leads to costly errors, undetected errors in worksheets

that have a negative impact and decisions based on scanty information which have not been fully analyzed.

Aimed at all nance pro essionals involved in the analysis and preparation o budgeting and orecasting, this F nanc a

Modelling for Financial Analysis, Forecasting and Budgeting in Excelexecutive program will show you how to

reduce the risks in your decision-making and provide recommendations with proven practical quantitative tools and

techniques. With hands-on examples throughout, this course provides a pragmatic approach to turn historical data

into future management information that help identify revenue opportunities, costs, explain variances, identify keydrivers and rati y KPIs.

This program caters to all levels of financial modeling analysis knowledge as well as Excel proficiency. Aside from the

program booklet, you will receive numerous practical Excel example les that you can re er to and practice with back

at the workplace, designing and constructing financial models in MS Excel.

9





PROGRAM OUTLINE

DAY ONEPreamble

Key concepts of best practice quantitative budgeting

Understanding the actors that govern the model structure

Seting up the oundations o a budget model

Why templates dont work

Budgeting

Importance of budgeting and the budget cycle

Types of budgets and budgeting methodologies

o Zero Base Bu geting

Incrementa

o Top Down

o Botom Up

o Top Down and Botom Up

Budget risk

Factors to consi er in eve oping a u get

Practica issues

Developing a budgeting model

Budget managementManaging costs

o Understanding the drivers o costo Variable versus fixed cost issueso Cost Volume Profit (CVP) and breakeven analysiso Activity Base Management an Activity Base Costing princip eso Inventory managemento Debtor factoringo Va ue c ain ana ysis

Proactiveo Cash discount / price incentive schemeso Inventory management, e.g. Just In Timeo Optimizing assets economic liveso Lease vs. buyo Re ucing contro a e costs ( u get cuts)o Refinancing / amending capital structure

Reactiveo Accounts Paya e teamso Credit collection agencies vs. debt factoringo Supplier negotiations

o Vertical integration / partnerships

Variance analysisF exi e u get variancesOperational versus planning issuesKey variances

o Sa es priceo Sales volumeso Sales mix

Materia so Laboro Overheads

Modeling variance analysis 10




11/13

Risk management

Risk versus uncertainty

Types of risko Business risk

o Operational risk

o Financial risk

Tools of the trade

Working capital management

Quantification

How scoping and outputs determine the order of construction

Benefits of a quantitative model

Keeping the level of granularity consistent in the budget model

Model bias how to get stakeholder ownership

Methods of building model assumptions

Building a working analysis from history

Being able to update with actual data as it becomes available

Forecasting in context

Differences between forecasting and budgeting

Common methods of financial forecasting

Objectivity is everything

Obtaining management buy-in

Alternative to point estimate modeling

o Scenarios

o Sensitivitieso Simulations

DAY TWO

Geting the basics right

Cash versus accrual

Purpose of financial reporting / financial statements

Key stakeholder expectations

Three key financial statements:

o Income Statement

o Balance Sheet

o Cash Flow Statement

Using control accounts properly

What three-way integration means

Correct linking

Key outputs of a budget model

Income Statement versus Cash Flow

o Confirming key outputs

o Deriving key inputs

o Developing Key Performance Indicators

Contact Admissions Office at +65 6899 5030 | [email protected] | www.claridenglobal.com

11





12



Considering financing requirements

Returns on capital

Returns of capital Key concepts of financing:

o Risk

o Return

o Ranking

Analysis of results

Accounting ratios

Data analysis

Using trend analysis

Using PivotTables

Using 1-D and 2-D data tables

How Goal Seek, Scenario Manager and Solver may help

Revisiting scenario, sensitivity and simulations analysis

Strategic Options Analysis

Reporting and charting

Introducing the Dashboard Summary

Chart examples

How to plot trends and determine relationships

Say it with charts: using the right chart at the right time

Analyzing financials

Why methodology is important How important is history? How much history?

Being objective in forecasting when using historical data

Ratio analysis (e.g. profitability, liquidity, solvency, gearing and investor ratios)

Importance of notes to the accounts

Danger signals: overtrading, business lifecycle, inventory, operating and financial leverage issues

Variance analysis (efficiency vs. effectiveness, operational vs. planning)

What financials may not tell you (e.g. cyclicality, seasonality, segmentation, confidentiality)

Is financing information important?

Further application

Understanding equity and enterprise valuations

How statements are used for various valuation techniques:o Net Present Value

o Future Sustainable Earnings

o Earnings Multiples

o Economic Value Added

o Fair Value of Identifiable Net Assets

o Dividend Discount Model


13/13

REGI STRATION PAGE

Knowledge for the world business leadersC L A R I D E NTRATEGIC FINANCIAL PLANNING & MODELING SERIES- 9 October 2015 | 15 - 16 October 2015

hangri-La Hotel, Singapore

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ease register the following participant for this seminar.

lease tick to select your seminar(s). You may tick more than one.)

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us if you have not heard from us within 7 days. Payment can be made by creditcard, by bank transfer or by cheque. ALL PAYMENTS MUST BE RECEIVED INADVANCE OF THE EVENT.

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CANCELLATIONS AND SUBSTIT UTIONS

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Once we have received your booking, the place(s) are confirmed. No refundswill be made for any cancellations, however, program credits of equivalent valueonly applicable for Clariden Global events will be provided. Credits can only beredeemed for 1 program and is valid for only one (1) year from date of issue.

Substitution with a qualified candidate is allowed by providing at least 5 workingdays of advance notice to Clariden Global. One time substitution is allowed with nocharges. Subsequent substitutions will be charged 10% admin fee.

hangri-La Hotel, Singapore

- 9 October 2015 | Strategic Financial Planning: Financial Analysis,Forecasting and Budgeting for Improved Profitability

5 - 16 October 2015 | Financial Modeling for Financial Analysis, Forecastingand Budgeting in Excel

2 Orange Grove Road,ngapore 258350el : +65 6737 3644

+65 6737 3257

ALL CANCELLATIONS MUST BE RECEIVED IN

WRITTEN FORM

PLEASE NOTE: CLARIDEN GLOBAL PTE LTD reserves the right to change thecontent and timing of the programme, the speakers and the date and venue due toreasons beyond their control. If in the unlikely event that the course is cancelled,CLARIDEN GLOBAL PTE LTD will refund the full amount and disclaim anyfurther liability.

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FOR OFFICIAL USE

REFERENCEL5162 L5160/EC/ML

Session

Strategic Financial Planning:Financial Analysis,

Forecasting and Budgetingfor Improved Profitability

(8 - 9 Oct)

S$2,595

S$2,595

S$2,795

S$2,795

S$2,895

S$2,895

Financial Modelingfor Financial Analysis,

Forecasting and Budgetingin Excel

(15 - 16 Oct)

1st Early BirdFee Per

Participant(If payments

& registrationsare received by27 Aug 2015)

2nd Early BirdFee Per

Participant(If payments

& registrationsare received by24 Sept 2015)

Regular FeePer Participant

PROGRAM FEES

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b Title:___________________ Department:_____________________________

elephone:___________________________ Fax:___________________________

mail:_____________________________________ Date of Birth:______________

nd Participant Name (Mr/Mrs/Ms):_____________________________________


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elephone:___________________________ Fax:___________________________


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elephone:___________________________ Fax:___________________________


eminar(s): Session A Session B




roup discount of 10% for 2nd participant from the same organization. Formited time only by 24 September 2015 register 3 participants and the 4tharticipant will receive a complimentary seat (One discount scheme applies).

ote: GST is applicable to participants from Singapore registered companies.

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CGBrochure L5162 FinModeling BudgetingImprovedProfitability SG

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