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The Time is now!!!!

This is the Decade of HR, only if we make it so.

The business results are clear and unambiguous: it is the people processes that distinguish great from average organizations. It is easy to replicate the tangible assets of an organization; it is very,very difficult to mimic culture and people practices. These are the things that matter to enduring success, and we know this because the business evidence is too great to continue to ignore. HR needs to get over its inferiority complex, stop apologizing and seize the opportunity. We need to focus on the strategic role of the HRBP and realize that all the strategy and great thinking will go for naught unless it works at the business unit level. We need to develop HRBPs and equip them for success. And we need to develop an attitude and a bold point of view so that we are not just partners but leaders in moving our organizations forward. Turn on the spotlight; it is time to shine.

Enhancing HR’s Strategic Role as Business Partner

THERE ARE A MYRIAD OF PROGRAMS

OUT THERE – WHY LOOK AT OURS?

1 Our programs are RELEVANT and high value

– we work forwards from our clients organisational

strategies

2 We are PRAGMATIC– Our programs combine

assessment and action based learning

techniques to ensure application

3 We use proven RESEARCH frameworks and

theories as the foundation to deliver real

outcomes

I n f o r m a t i o n & i n s i g h t s

HR Business Partner

Professional Development Certification Program 2017

The Strategic

Da

tes

& V

en

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November 29 & 30, 2017, The Royal Orchid Central Hotel, BANGALORE

December 07th & 08th, 2017, The Grand Sarovar Premiere Hotel, MUMBAI

December 14th & 15th, 2017, The Pllazio Hotel, GURGAON

Enhancing HR’s Strategic Role as Business Partner:

HR as a Key Enabler of Value Creation through HR Biz Partnering

What makes a

True Strategic HR BP?

Quite possibly not what you think.

The best HR Business Partners share:

SELF-BELIEF

A deep belief in the value of the HR function and their

personal ability to make a valuable difference to the

business.

INDEPENDENCE

The confidence to have a point of view and be

courageous enough to express it even if it may prove

unpopular.

BUSINESS ACUMEN

Profound knowledge and understanding of the business

and its strategy and the ability to communicate in

business terms

RELATIONSHIPS

The ability to build deep, strong and trusting

relationships with their clients and HR colleagues

BUSINESS RESULTS DELIVERY

A clear focus on delivering business outcomes through

harnessing the whole HR function’s capabilities and

being a strong role-model for the team

These attributes all need to be present to produce exceptional performance, as together they form a virtuous

circle; a self-reinforcing system that generates ever-increasing credibility, influence and delivery of the right

results.

Researched & Developed by:

Innovative, Practical

& Relevant

SAYEED SHEIKH CEO, Inconnectiva & Programme Director

The business of Human Resources (HR) is the business

HR has a mission: High impact.

A new Operating Model for HR is emerging. So what is holding HR back from making the impact the business expects?

Our 2016 “Leading as HR Business Partner” research combined with experience with complex clients in the field, has revealed three primary

drivers:

1. The traditional definition of the Business HR role has not evolved or adapted to meet the business and workforce challenges of the 21st century. Business leaders and often times HR itself have an aged perspective on HR’s strategic and business potential.

2. Business HR roles have typically been left to evolve organically in the hope to become more strategic merely by centralizing some activities to a traditional HR Shared Services group and implementing HR technology. These changes or use of titles like “HR Business Partner” generally have not provided the Business HR teams with the tools, training, or infrastructure to realize the seemingly elusive goal of becoming strategic.

3. The geographical spread of global organizations often means that the local administrative roles get combined with a more strategic role, which potentially further undermines the job content of the Business HR role.

While not for lack of trying, in many organizations, today’s “HR Business Partners” are yesterday’s “HR Generalists” without much more than a new title, some new automation, and centralization of some shared services. HR leaders tell us they still find it difficult to drive new outcomes when the HR professionals closest to the business are still doing the same things they were before. Yet, despite the widespread adoption of a business-focused HR role, companies we work with indicate that they are not achieving the anticipated impact and return on investment from the change. In fact, a large portion of the HR work today remains administrative and transactional in nature. The HI-PERFORMING HR BP Operating Model places HR customers in the center with Business HR positioned closest to the customer to drive strategic business objectives and enhance business performance by working in partnership with leaders of people and the business, applying increased HR agility, flexibility, coordination, networking, and alignment. At Inconnectiva we have been helping organizations with HR business partnering for many years. They have benefited from our experience of best practice for HR business partnering, our expertise in implementing the approach and in developing HRBP professionals, and our understanding of how to develop, implement and maintain an effective HR business partner approach through our in depth research. For over 10 years, Inconnectiva has been at the forefront of helping organisations succeed through their people. From grounded research – like ‘Maximizing the value of HR business partnering’ – to consultancy across all sectors, from short courses to Master’s Classes we have an envied understanding of people and organisations. And that wealth of understanding, not only of HR, but OD and Leadership development makes us unique. The High-Impact HRBP Professional Development Certification Program 2017 will help provide you with some useful prompts and raise useful questions regardless of your role within HR business partnering in your organisation. Designed in conjunction with practising, highly experienced HR Business Partners, this unique and practical programme will enable you to identify how to achieve business objectives, through the design and implementation of agile and value-driven HR solutions and behaviours.

One of the major shifts in achieving the High-Performing

HR BP Operating Model is taking the role of Business HR to

the next level—creating expert consultants close to the

business.

08.30 – 09.00: Registration Followed by Breakfast • Welcome and Opening Plenary • Goals of the Day • Workshop Style: energizing, interactive, compelling

01 INTRODUCTION

HR AS A STRATEGIC BUSINESS PARTNER: THE CHALLENGES FIRST

Exploring the Challenges of Implementing the HR Business Partnership Model within Your Organisation

Strategic Transformation of HR: From Cost Centre to a Value adding identity

Cost Centre vs. Profit Centre - where is HR?

Exploring the strategic levers that need to be pushed to make this happen

The change journey - transforming HR into a more effective business resource and profit contributor

Sustaining the change - innovation and a peek into a futuristic HR model

Defining what CEO’s / Leaders Expect from an HR Business Partner

Increasing HR’s creditability and value in the eyes of the wider business

Evolving HR into architects of culture and change by spearheading transformation initiatives

Coaching and challenging top management and executive teams to ensure that holistic strategies are implemented effectively

Establishing processes that ensure strategic clarity of the Organisation’s direction and vision

Leveraging HR as a means to drive Business Improvement

Where did Your HR Business Partner Model Go Wrong?

Exploring the roadblocks of establishing and executing the strategic HR business partner role

Establishing the right balance between transactional HR operations and strategic responsibilities

Uncovering the limitations of your HRBP model and how to overcome them

Encouraging line managers to work as “partners” with HR

AGENDA – Day 1

02 BASELINE WITH THE BEST: WHERE ARE WE IN THE JOURNEY???

HR business partnering is every changing and over the years has evolved, how do we benchmark with best and what is the best in

business? Baseline with the best helps you to access where are you in the HRBP business and how do we ensure to create a action

plan which will help us to become the best in times to come

By the end of the module, you’ll be able to:

Understand the best and inspiring practices in HRBP domain

Map you current state of HRBP on 10 dimensions

Create a action plan for next 12 - 18 months

Able to do your own SWOT analysis

03

04

AGENDA – Day 1

FROM HR GENERALIST TO HR BUSINESS PARTNER: A Journey to the Next Frontier BUSINESS SKILLS IN HR: THE HIDDEN GEM

DEVELOPING STRONGER COMMERCIAL AND BUSINESS ACUMEN TO KICK-START THE JOURNEY AS A HR BUSINESS

PARTNER

What does Value Creation means to Business

What are the fundamentals of a HR Strategy Plan

The Nuts and Bolts of a Strategy Plan (Steps / Process)

What can be outsourced and what should not be?

PRESENTING YOUR FINANCIAL PLAN AND IMPRESS THROUGH RETURN ON EXPECTATIONS

By the end of the module, you’ll be able to:

Understand many of our proposals fail to impress

Understand and appreciate the mistake we make while proposing new ideas

understand the template in which we propose our ideas

Understand the science of presenting ideas with financial data

WAR & PEACE: THE ART OF COLLABORATION BETWEEN HRBP, COE & SHARED SERVICES

Understanding the ROLE of HRBP and COFE (Centre of Excellence)

What is the Role of HR BP in the COFE?

Understanding the Role of The Shared Services Centre

What is the Role of HR BP in the SSC model?

Understanding the Role of Outsourcing

What is the Role of HR BP in any Outsourcing arrangement?

HAND S -O N E XE RC ISE WIT H ACT IO N PLANNING

05

Being the Business Partner is a dream of each Human Resources department. It is not just about the changed approach of

Human Resources, defining new HR Role in the organization, but is also about new HR Business Partner’s responsibilities in the

organization as the business partners have a different kind of the relationship and they are on the next level of the co-operation.

KEY TAKEAWAYS

CREATING THE NE W AG E HRBP JOB D ESC RIPT ION / K RA

ROLES, RESPONSIBILITIES AND STRUCTURE OF HR BPS

Who is our Stakeholder

What are their Expectations

Key Deliverables that Business is expecting

What is HRBP responsible for?

What is HRBP not responsible for?

What Roles & Responsibilities add value & what depreciates value?

The core purpose of BPs

BP structures and segmentation

To whom do HR BPs report?

Business reporting line

HR reporting line

How strategic or operational?

06 DEVELOPING HR BP CAPABILITIES AND MINDSET

AGENDA – Day 1

THE SKILLS & COMPETENCIES OF HR BP

Organisations that want to transform their HR functions should concentrate as much, if not more, on upgrading the quality of

their people as on the restructuring process itself. Arguably, one of the biggest obstacles to successful HR transformation is the

dearth of high-calibre HR BPs.

Knowledge and experience

The ‘HR generalist’ – past or future?

Personal characteristics

Influencing skills

Resilience

Commercial acumen

Personal values that intrinsically win respect

Being strategic

KEY TAKE-AWAYS

Qualities & Competencies of a Business HR Partner

The Must Have and Nice to Have

How do I Build Them

HAND S O N EXE RC ISE : BUILDING YOU R IND IVIDUAL D E VE LO PME NT PLAN (ID P)

Pre-Course Questionnaire

We are committed to delivering the highest possible standard of training and ensures that you achieve

maximum benefit from this training course. Therefore, after receiving your registration, you will be asked to

complete a Pre-Course Questionnaire to be sent back to us. This will include your specific interests, needs and

objectives to help us serve you better.

Your Satisfaction is guaranteed!!!!

At Inconnectiva Training, we guarantee the quality of our training courses. It's that simple. More than 99% of our

participants say that they would come back and attend our events in the future. If the actual course content falls short of

the course objectives and outline as printed in the brochure, Inconnectiva will give you credit towards another course of

equal value within the next 12 months.

Each participant will also receive a Certificate of Participation after attending this course.

End of Day 1

01 COMPLETING THE JIGSAW: PARTNERING WITH LINE FOR A WINNING STRATEGY

A. SKILLS & COMPETENCIES OF LINE MANAGER AS HRBP PARTNERS

TOOLKIT FOR HRBP LINE MANAGER ASSESSMENT

B. SUPPORT AND CHALLENGE FOR THE LINE : BUILDING HR CAPABILITIES IN LINE

CHECKLIST FOR IDENTIFYING THE BOTTLENECK

C. LISTENING TO THE LINE

CHECKLIST FOR IDENTIFYING : WHAT DOES THE LINE WANT FROM HR BUSINESS PARTNERING

D. REWARDING AND RECOGNISING THE LINE MANAGER – GETTING THE ‘EQUATION’ RIGHT

CHECKLIST FOR IDENTIFYING THE BOTTLENECK

2) BUILDING WIN-WIN RELATIONS - THE CRITICAL SKILL’S

Business partnering implies that HR BPs should be close colleagues of managers at different levels in a peer, rather than

subservient relationship. They will have technical and managerial capability and a full understanding of the business area or

function being serviced.

The personal skills are crucial to making any relationship work, as is the need to collaborate around a common purpose –

effecting HR solutions to the line and related issues. The basis of any successful partner relationship is a clear delineation of

roles, expectations and accountabilities, with good communication between the parties concerned.

One of the major recurring themes in our interviews with line managers was the frustration they experienced in accessing

consistent, fit-for-purpose advice and support on transactional HR from shared services or from the intranet.

This may appear a low level concern if your focus is on the HR business partner’s strategic contribution to the business, but

quality issues in shared services will inevitably colour the line’s overall perception of HR and therefore its willingness to play

ball at a strategic level. Failure here might also leave the organisation exposed if HR standards slip as managers fail to

follow policy and best practice guidelines in their daily people-related activities.

Removing the comfort Blanket

Collaborating & Co-Creating with HRBP

Top 10 Reasons why the Line Manager Hesitates in Collaborating with HRBP

Key Takeaways

CHE CK LIST F O R IDE NTI FYING THE B OTT LE NEC K

08.30 – 09.00: Breakfast • Re-Cap of Day 1 • Discussions on Some Best Practices

1) ENGAGING LINE MANAGERS: BUILDING WIN WIN CRITICAL SKILLS

AGENDA – Day 2

02 HR BP AS A CULTURE STEWARD

DESIGNING SIGNATURE CULTURES

Culture is the way decisions are made in organizations. It is what happens when no one is looking. Culture is certainly

leader-driven, but it does not have to be leader dependent; in fact, a culture so dependent on one personality or presence

will likely not survive. Every organization has a culture; the question is whether this default culture is what is intended or

desired. Some believe that culture is too big, amorphous and too difficult to change; but increasingly there is ample

evidence of organizations that have taken a very systematic approach to shaping the type of culture that matters to various

constituencies, not just those in the boardroom. Values have become more than just words on a poster and have been the

beacons for making decisions, attracting talent and creating a new compact with employees.

HRBPs, in conjunction with their business unit leaders, need to shape the context for a meaningful workplace. These “opt-

in” cultures pay tremendous dividends,

Culture Change: Enabling both an engaging and high performing culture

Values: Why freedom within a framework, building confidence, resilience and personal awareness are the core

ingredients or success

Organisation Design: How insights from neuroscience can transform your culture change programmes.

You will take away:

• ideas and inspiration of the core components to successfully enable cultural change

• simple and powerful approaches to bringing your organisational values to life

• examples on how to apply neuroscience to enabling motivation, learning and to embedding culture change

CONSULTATIVE SKILLS FOR HRBPS

The Strategic HR Business Partner as Consultant and Change Agent

Human Resource (HR) professionals are being asked to be more “strategic,” or to act as “internal consultants.” Regardless

of the terms used, a common business imperative is that HR professionals must work with management to help move the

business forward. To perform this role successfully, HR professionals must possess strong consulting skills in addition to

their traditional HR skill and knowledge base.

KEY TAKE-AWAYS

Develop and refine your consulting strategy.

Clarify and utilize various consulting roles with customers.

Conduct effective situation assessments and clarify customer needs.

Identify and work through challenging situations.

Establish clear expectations and win-win agreements.

Form effective partnerships with line management.

CHE CK LIST F O R IDE NTI FYING THE B OTT LE NEC K

AGENDA – Day 2

03 LEADERSHIP & SUCCESSION PLANNING

MAKING ORGANISATIONS FUTURE READY THROUGH SUCCESSION PLANNING

If your CEO has a sudden heart attack, do you know who will take the chief executive's place? What if your top executives are

wooed away to another firm? Do you have the next generation of leaders ready to fill those roles? If not, you may end up with an

empty C‐suite—or worse, under qualified people moving into leadership roles because there is no one better to take over.

The only way to reduce the effect of lost leadership is through a strong succession planning program that identifies and fosters the

next generation of leaders through mentoring, training and stretch assignments, so they are ready to take the helm when the time

comes. Research supports sound succession planning. A study some years ago from consulting firm Booz Allen Hamilton

concluded that "over their entire tenures, CEOs appointed from the inside tend to outperform outsiders" when it comes to returns

to shareholders. Yet many organizations struggle to take their succession planning programs beyond a static list of names slotted

for a few top spots.

Understand the basics of Succession Planning - Build Vs. Buy + Critical Roles Vs Successors + Special treatment Vs Generic etc.

BUILDING CREDIBILITY TO INFLUENCE

Understanding & Influencing Stakeholders

Who are the stakeholders for Leadership Development

How stakeholders behave and why

What is the difference between Power & authority

Role of Credibility in Power

How do we influence – Ideas that work

GROUP DISCU SSION

AGENDA – Day 2

REGISTRATION INFO

Register By OCTOBER 20, 2017 & SAVE 10% on the Registration

Fees!!!!

(CALL ) +919867712415; +919821587845;+919821287845 | (022) 401018414 / 42667691

(Email): register@inconnectivaconferences.co.in \ sayeed@inconnectivaconferences.co.in

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Team Offer!

04

A) HR BP AS TALENT HUNTERS

Selection of HR BPs

Selection criteria

Recruitment Channels

Some of the challenges

Career management for Business Partners

What is happening on ground today?

The Role of Succession Management HANDS ON EXCERCISE

AGENDA – Day 2

B) HR BP AS TALENT FARMERS

Re-Designing The Talent Management Model

Re-Designing the Learning Landscape ( 60/30/10)

Role of Innovative Learning Interventions (Coaching / Mentoring / On-Job Training / Secondment)

HANDS ON EXCERCISE

(CALL ) +919867712415; +919821587845;+919821287845 | (022) 401018414 / 42667691

(Email): register@inconnectivaconferences.co.in \ sayeed@inconnectivaconferences.co.in

dinaz@inconnectivaconferences.co.in

QUERY?

BUSINESS STRATEGY- HRBP DRIVING TALENT STRATEGY

05 MEASURING THE IMPACT OF STRATEGIC HR BUSINESS PARTNERSHIP IN YOUR

ORGANISATION

HR Business Partners basic pedigree would be the ability to quantify the contributions to business either in terms of enabling of

the Top Line or Bottom line, so how does HR transit this journey, what metrics and measurements would enable the same, what

is the role of intelligent dashboards and how do they analyse the bare facts into interesting trends, what are the top metrics

which need to be in your compendium.

Formulating metrics to determine the true cost and benefits of HR Business Partnering and the impact to the organisation

Forecasting ROI to identify which strategy should be prioritised and implemented

Overcoming common challenges with establishing the right metrics for accurate ROI assessment

Driving Senior Managing Buy-In by translating your ROI findings into a “story” that frames the impact to your business in a meaningful way

06 TOP 10 LEARNING’S FROM OUR RESEARCH AND EXPERIENCE OF LAST 10 YEARS

HR as a function has gone through an evolution over the last few decades. The demands of a faster paced, digitally enhanced,

analytics focused world amongst other aspects have promoted extensive transformation, and HR professionals now operate

under many different guises in order to effectively support the complex businesses within which they operate. The HRBP’s role

is one of the most significant products of this change. It is often said that one key aspect that defines the HR Business Partner

role is the way people initiatives are linked to wider business strategy. Determining the essential criteria for formulating the

right HR Business Partner model for your organisation

What does it actually mean to be a true HR Business Partner?

Where is the distinction between HR and business accountability

What does it take to build credibility with the business?

End of Workshop

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Dedicated to providing the highest quality in event planning, meeting and conference management, our goal is to

project the standards, integrity and image of our clients in all that we do.

We research and produce value added and vital business conferences, summits and training workshops. These meets

are dedicated at enabling a high level of knowledge sharing that improves total productivity of business performance.

Our single-minded focus is aimed at producing quality Conferences & Training workshops designed to provide key

strategic business information, best practices and networking opportunities for key decision makers.

Some of the most compelling benefits of opting for our on-site training include our ability to determine the level of

experience of attendees and ensure that the course will fit their exact requirements.

Our organisation only uses the Leading Trainers who have been formally assessed and recommended by industry

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only meet, but surpasses their needs.

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going training needs.

Visit us at : www.inconnectiva.com

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The Strategist is a Global 360° People Practices Consulting Firm. It specializes in the complete spectrum of people practices

ranging from Human Capital Strategy to.. Engaging Employees to.. Headhunting Senior Leaders to.. Optimizing HR

operations through outsourcing. The Strategist’s operating philosophy is to energize clients’ growth, by transforming the

people practices. Modelled on lines of some of the best in class firms, it has Partners with considerable experiences leading

Industrial verticals and domain solutions (Talent Acquisition / Human Capital Strategies / Employee Engagement etc.).

The Strategist believes that the best of any solution is a right mix of Theory, Research, Benchmarking and Client Centricity.

We at The Strategist don’t subscribe to the idea of ‘universal solutions’ as we believe that each client (partner for us) is

unique and so are the challenges within which they operate. We firmly believe in ‘solving’ the challenges with a long term

perspective and thus we rely on tried and tested theory and research backed actual business scenario study

(benchmarking).

Our team of professionals consists of industry experts who have served with some of the best known names and have

opted out to build this firm with a dream of ‘enabling our partners to fuel their dreams’. Our solutions also include

products like ‘WoW’ (Wholehearted to Work) an employee engagement tool, ‘HURRAY’ (Human Resources Alignment

Yardstick) a product that helps align HR to Business, ‘Hi” (Handy Information) a unique on-line and off line application

which aligns employees to the overall big picture of the organization. ‘Next Orbit’ an metrics driven business performance

measurement tool and…..

To know more about us visit us www.thestrategist.in or reach one of our partners at dreams@thestrategist.in

K . S r i n i v a s R a o ( S r i n i )

Srini is a human capital strategist, with considerable background in Human Capital Value Chain. He has worked

both as internal staff and external consultant to organizations of varying size across multi industries including

Manufacturing, IT, ITes, Banking & Financial Services, Aviation & Transport etc

He has over 21 years of expertise in the areas of leading » Core HR Function {Leadership development,

Performance Management including C&B, Employee Communication, HR Technology} » Change Management

{Organization design and development, Aligning Org. Cultural to Strategy, Organizational Effectiveness

Assessment} » M&A Integration, {Integration, Restructuring, Downsizing}

Srini has vast experience in developing Talent Management frameworks and blueprints from organization size

ranging from 100 to 100K employees. He has specialized in Talent Management framework for Hi Potentials

and Successors with considerable experience and expertise across industries.

He is currently Partner at the Global People Advisory & Research Firm ‘The Strategist’. Previous to this he was

heading Strategy - HR at Satyam Computer Services. He has held management roles at all levels in CATS

(Computer Associates-TCG), Baan Info Systems, Ernst & Young, Videocon International

A avid writer and guest speaker on the subject of Change Management and Human Capital, his writings

include “Managing HR Issues in a Merger” – Published in the Handbook of Business Strategy 2002– A annual

publication of Journal of Business Strategy – Thomson Financials USA (currently part of the Emerald

Publications) and “Principles and Practices of Management” – A text book for undergraduate students

recommended by State Government of Madhya Pradesh for Open University. He was invited to present a

paper at “M&A Summit 2002” – in Calgary, Canada. His new book titled “Whispers of a Devil in an Angel” – A

workbook for change manager and merger integration champions is on stands. Some of his other co-writing

include “Collective Independence” (Generalist and Specialist), “Enhancing Efficiency of HR function through IT

– Satyam Journey” (The battle between Hi Touch and Hi Tech.).

He holds dual Masters' degrees; he attended Indore School of Social Work where he topped the class of ‘93 &

received a Masters of Social Work with an emphasis in Human Resources and later went on to do Masters in

Military Sciences. Currently he is a Research Scholar at XLRI Jameshedpur. He was Awarded “HR Leadership

Award” in 2008~09 by Employer Branding Institute and member of the CII – Hyderabad Forum (Industry &

Employee Relation Panel) , He is currently The Editor – NHRD Newsletter

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The Strategic HR Business Partner Professional Development Certification Program 2017

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S u b s t i t u t i on s a r e w e l c om e a t a n y t i m e . A l l b o ok i n g s c a r r y a 5 0 % l i a b i l i t y i m m e d i a t e l y a f t e r a f u l l y c om p l e t e d s a l e s c on t r a c t h a s

b e e n r e c e i v e d b y t h e I n c on n e c t i v a s a l e s o f f i c e . T o o b t a i n t h e b a l a n c e o f t h e c on f e r e n c e f e e a s a c r e d i t t o b e a p p l i e d a g a i n s t

a n ot h e r I n c o n n e c t i v a C on f e r e n c e , S u m m i t , T r a i n i n g C ou r s e , w r i t t e n n ot i c e of t h e c a n c e l l a t i on m u s t b e r e c e i v e d b y m a i l or f a x 1 0

d a y s b e f or e t h e w or k s h o p . C a n c e l l a t i on s w i t h l e s s t h a n 1 - w e e k n ot i c e of t h e c on f e r e n c e d a t e c a r r y a 1 0 0 % l i a b i l i t y . P a y m e n t m u s t

b e m a d e p r i or t o t h e c on f e r e n c e a n d t h e c l i e n t a g r e e s t h a t i n c a s e of d i s p u t e or c a n c e l l a t i on of t h i s c on t r a c t I n c on n e c t i v a

c on f e r e n c e s w i l l n o t b e a b l e t o m i t i g a t e i t s l os s e s f or l e s s t h a n 5 0 % o f t h e c on t r a c t v a l u e . I f f or a n y r e a s on I n c o n n e c t i v a

c on f e r e n c e s d e c i d e t o a m e n d t h i s c on f e r e n c e , w e a r e n o t r e s p o n s i b l e f or c ov e r i n g a i r f a r e , h ot e l or ot h e r c os t s i n c u r r e d b y

r e g i s t r a n t s . I n t h e e v e n t t h a t I n c on n e c t i v a c on f e r e n c e s c a n c e l t h e e v e n t , I n c o n n e c t i v a r e s e r v e t h e r i g h t t o t r a n s f e r t h i s b o ok i n g

t o a n ot h e r c on f e r e n c e t o b e h e l d i n t h e f o l l ow i n g t w e l v e m on t h s , or t o p r ov i d e a c r e d i t of a n e q u i v a l e n t a m ou n t t o a n o t h e r

c on f e r e n c e w i t h i n t h e s a m e s e c t or w i t h i n t h e f o l l ow i n g t w e l v e m on t h s .

4 Easy Ways to REGISTER

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