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Learn these steps to recession-proof your financial and operational strategy

Achieve global visibility of cash with improved forecasting models• Streamline your financial capabilities by bridging cross-functional communication gaps• Ensure creditworthiness and cement bank partnerships with a business strategy all stakeholders will support• Unlock cash by conducting full-scale assessments of the physical supply chain• Bolster your company’s long-term growth potential with sound investment practicesToday, organizations are struggling to effectively balance a short-term survival strategy with long-term growth opportunities because theydo not have a firm grasp on their global cash position. Without a predictive barometer in place, executives lack the capacity to make well-informed business decisions necessary to overcome this universal obstacle, and as a result, steer their company out of the current globalrecession. During this conference you will gain a deeper understanding and clarity around those mission critical tools your peers are using tocounteract current economic pressures.• What are the key drivers of cash flow uncertainty and volatility today?• What are the current best practices that support cash forecasting accuracy and effectiveness?• Where are companies likely to invest and seek cash forecasting improvements in the current market?

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08080808- -- -09 OCTOBER 200909 OCTOBER 200909 OCTOBER 200909 OCTOBER 2009EMPERORS PALACEEMPERORS PALACEEMPERORS PALACEEMPERORS PALACE JOHANNESBURG JOHANNESBURG JOHANNESBURG JOHANNESBURG- -- -SOUTH AFRICASOUTH AFRICASOUTH AFRICASOUTH AFRICA

Eliminating the Uncertainty and Volatility in Forecasting Cash Flow

Grant VernonKEYNOTE SPEAKERSAlan Thompson

Alan is a Chartered Accountant with more than 10 yearsof experience in financial management of both listed andunlisted companies, as well as, more recently, advisingbusinesses of all sizes in financial management. Hisclients range from the small individual entrepreneur tolarge enterprises with multi-million rand turnover.As an adviser to business owners, Alan also completedhis postgraduate diploma in financial planning, to allowhim to better understand their individual financial needs.Alan’s speciality is talking to business owners inlanguage they can understand, and in making thefinancial information relevant to the individualbusinesses. He ensures that the business owners knowwhat they need to know about their business, and makessure that they have the tools to manage their businesseseffectively.Alan also presents numerous courses, including to theDurban Chamber of Commerce, and uses his informal, jargon-free style to pass important concepts to hisaudience.Clients and audiences get to understand better themechanisms that determine the success or failure of theirbusinesses, and are taught the tools to bring thosemechanisms under control.Grant is an accountant turned professional speaker andtrainer who has spoken in 15 countries across Africa andthe United Kingdom and his corporate clients includecompanies such as Arcelor Mittal, ABSA, Nedbank andStandard Bank, General Motors SA, NPC Cimpor and theSouth African Revenue Services. He is also a guestpresenter at four South African Universities and BusinessSchools.As an author and teacher to whom audiences respond withenthusiasm Grant brings a wealth of practical informationto his clients, helping them to develop the techniques andstrategies that consistently overcome frustrations,challenges and disorganization.Grant’s specialty is facilitating complicated managementlessons and information into simple, immediatelyimplementable action steps and he has helped thousandsthrough his talks, books and workshops.He is the owner of the international training company,Business Made Simple, recipient of the Sunday TribuneEntrepreneur of the week Award, a board member andtreasurer of the Professional Speakers Association andfounder of the Scout University Educational Trust and thePSASA Charitable Foundation.

Telecoms Mini MBA Role

Grant has run many Budgeting, Forecasting and Financefor Non Financial Manager courses over the past ten yearson both a public and in-house basis with excellentfeedback received from delegates worldwide.

> Chairman> Chief Executive Officers> Chief Financial Officers> Managing Directors> Senior Industry Executives> Decision Makers> Consulting Engineers> Project Finance Managers> Fund Managers> Relevant Government Officials> Auditors> Budget Directors and Managers

WHO SHOULD ATTEND

> Project Leaders> Directors> Chief Accountants> Accounting Officers> Management Accountants> Strategic Planners> Middle and Senior FinanceManagers and Staff > Chartered Accountants> Asset Management Officers> Cost Accountants> Cost Controllers

7:30

Registration & Coffee

8:15

Chairperson’s Welcome and Opening Remarks

8:30

Opening Keynote: New Dynamics of FinancialForecasting in a Crisis Economy: Up scalingOperations by Reengineering Conventional Models

Gone are the days of using prior year data or stretch goals to arriveat a financial plan to lead the business. The hardrealities of the recession have created a new dynamic in how youarrive at a sales budget, how often you need to reevaluate yourassumptions and how deep you need to dive into thedetail to make sure you are not wrong. In this session, you willlearn how to:

•

Sustain operations by communicating a strategy thataddresses the paradigm shift from long-term planning to short-term survival AND long-term planning• Enhance the transparency of financial standing, goals and inter-nal measures by creating new levels of cross-functional partner-ship• Drive excellence in assessing your cash position with morefrequent internal due diligence practices9:15

Silo Breaker Session: Improving Your FinancialStrategy by Bridging the Communications GapBetween Treasury and Operations

As heightened pressures prompt companies to manage theirOperations more closely, the CFO and COO must insinuatethemselves into cross-functional discussions on a more frequentbasis in order to optimize cash and liquidity. Aside from theObvious challenges associated with bandwidth, this crucialAlignment between Finance and Operations is fraught with thepossibility of misaligned metrics and competing priorities.Although no one can accurately predict when the economy willturn around, the best positionedcompanies will be those who recognize the need to break down silos with a keen focus on enterprise planning and supplychain risk management. In this session, you will learn how to:• Synchronize disparate objectives by creating a flexible, yetsustainable governance model acceptable to all stakeholders• Develop a more comprehensive financial plan and cash flowprojection with a full-scale assessment of the physical supplychain• Accelerate cash management capabilities by deriving appropriateKPIs and operational metrics10:00

Morning Networking Break

10:30

Accelerating Cash and Working Capital Adjustments byAligning Financial and Operational Metrics and KPIs

As you know, operating cash flows are a primary source of Corporate liquidity and managing working capital is a critical, yetelusive element in that equation. Providing key decision makerswith the ability to measure and monitor the results of their actionson working capital components and cash flows across the globalenterprise and at the business unit level is essential to driving themost productive deployment of cash. Establishing a commonMetric that is deployed in a standardized system with impeccableintegrity enables all levels of management to align with thecorporate goals and objectives for cash flow. In this session, youwill learn how to:• Develop a greater understanding of and enable more effectivedeployment of cash by breaking your working capital down intoindividual business units• Improve performance-tracking by developing common globalfinancial metrics• Enhance enterprise-wide functionality and transparency byintegrating all data into a single working platform11:15

Achieving Improved Liquidity Management withCustomizable Investment Policies and Cash FlowForecasts

One of the biggest issues facing corporate treasury departments isthe ability to maintain an adequate level of liquidity whileavoiding the opportunity cost that will invariably come from theaccumulation of excess funds in low-yielding accounts. One of thebiggest challenges comes from the implementation of an effectiveworking capital management strategy when many financial activi-ties are outside of the Treasurer’s direct control. In this session,you will learn how to:• Design an investment policy and increase investment yield witha strategic synthesis of company environment, alternative alloca-tion scenarios and simulated future expected returns• Achieve an accurate cash flow forecast that meets fundingrequirements and stays within the boundaries of the investmentpolicy by leveraging treasury workstations• Ensure enterprise-wide support of new financial initiatives bybuilding an effective business case that the company’sstakeholders will buy into