Download - Clariden Global - Strategic Financial Planning & Modeling Seriesclaridenglobal.com/leadership_ins_brochure/CGBrochure_L... · 2015. 8. 25. · P ractice Spreadsheet Modeling Standards,

Strategic Financial Planning & Modeling Series

Knowledge for the world business leaders C L A R I D E N 8 - 9 October 2015

15 - 16 October 2015Shangri-La Hotel, Singapore

Dr. Robert A. Howell Improved Profi tability8 - 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:The two sessions are designed to provide participants with best practices and top strategies on strengthening their organizations’ fi nancial planning, by applying best practice Excel techniques in their fi nancial analysis, budgeting and forecasting processes. Participants are strongly encouraged to att end both sessions to maximize their learning and bring these skills and actionable plans back to their workplace.

Alan Fell

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

DirectorAlan Fell Consultancy Ltd., UK

DirectorSumProduct

• 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 CharteredManagement Accountants (CIMA)

• Regular contributor to professional accounting bodies like CPAA and CIMA, Finance 3.0 and various LinkedIn specialist discussion groups

• Headed Ernst & Young’s modeling team in Melbourne and was an Assistant Director in their strategic valuationsteam in London

2Contact Admissions Offi ce at +65 6899 5030 | [email protected] | www.claridenglobal.com

Dr. Liam Bastick has over 25 years’ experience in fi nancial model development, auditing, valuations, M&A, strategy,training and consultancy. He has headed Ernst & Young’s fi nancial 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 Offi ce’s M&A and strategy teams and has assisted various other Australian modeling companies including BPM, Corality, NavigatorProject Finance, PKF and SumProduct.

Liam has considerable experience in many diff erent 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, constructingand reviewing strategic, operational and valuation models for many high profi le IPOs, LBOs and strategic assignments.

Liam is a regular contributor to the Institute of Chartered Accountants in Australia (ICAA), Certifi ed Practising AccountantsAustralia (CPAA), the Chartered Institute of Management Accountants (CIMA), Finance 3.0 and various LinkedInspecialist discussion groups. He is also an experienced facilitator for ICAA. He has previously contributed to the BestPractice Spreadsheet Modeling Standards, providing key principles for modeling adopted by many fi nance professionals.

Liam is a Fellow of the Institute of Chartered Accountants (ICAEW), a Fellow of the Institute of Chartered ManagementAccountants (CIMA) and is a professional mathematician. He was named one of Most Valuable Professionals (MVP) inExcel by Microsoft .

Partial List of Articles Writt en:• Analyzing Multiple Data with Multiple Criteria (Microsoft )• Forecasting Tips (CIMA)• Rolling Budgets (CIMA)• Strategic Budgeting and Forecasting (CPA)• Working Capital Adjustments (SumProduct)

FACULTY DIRECTOR

Dr Liam Bastick , FCA, FCMA, CGMA, MVPDirectorSumProduct

2015 Clariden Strategic Financial Planning & Modeling Series

Financial Modeling for Financial Analysis, Forecasting and 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 professional accounting bodies like CPAA and CIMA, Finance 3.0 and various LinkedIn specialist discussion groups

• Headed Ernst & Young’s 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 I’d known this years ago!” - J. Ezard, KPMG

ProgramEssence:

3Contact Admissions Offi ce at +65 6899 5030 | [email protected] | www.claridenglobal.com

The ever changing landscape of fi nancial management demands that professionals entrusted withsuch duties equip themselves with the advanced working knowledge of fi nancial models as a meansto facilitate smoother fi nancial analysis, forecasting and budgeting. The move to Excel fi nancialmodeling has become a globally embraced journey that has empowered thousands of leading andsmall businesses alike, becoming the cornerstone of both short and long term business decisions thatdictate a company’s fi nancial future.

Led by Dr. Liam Bastick, one of the Most Valuable Professionals (MVPs) in Excel bestowed byMicrosoft , this Financial Modeling for Financial Analysis, Forecasting and Budgeting in Excel executive program is woven in a manner that is both engaging and vastly instrumental, placingemphasis on delegates gaining solid, practical experience in designing and constructing fi nancialmodels in MS Excel. By turning historical data into future management information, you will be ableto identify revenue opportunities, reduce or reallocate costs, explain variances, identify key driversand ratify Key Performance Indicators (KPIs), and subsequently produce objective budgets andforecasts understood by senior management and bought into by operational and divisional heads.

This interactive two-day executive program is launched concurrently with the Strategic Financial Planning: Financial Analysis, Forecasting and Budgeting program. As both programs are designed to help you establish the right fi nance capabilities for your organization to pursue growth, you areencouraged to send in multiple participants to these two highly popular fi nance programs.

Program:

Dates: Location:

Financial Modeling for Financial Analysis, Forecasting and Budgeting in Excel15 - 16 October 2015Shangri-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$2,595S$2,795S$2,895



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

• Provide a thorough understanding of data forecasting and budgeting• Quantify the risks and rewards of estimating future assumptions • Explore diff erent forecasting and trending methods• Teach you several practical and eff ective ways to analyze and present key outputs• Provide a practical process for undertaking ratio and other fi nancial 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 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 Managementand anyone with vested interests in forecasting trends at the strategic, tactical, operational and planning levels

PROGRAM INTRODUCTION

According to Deloitt e’s research (2014), collecting, aggregating and analyzing data via the ubiquitous spreadsheet still constrains most businesses, making the process of dynamic forecasting and planning slow, opaque and prone to error. Where purpose built soft ware is employed, its modeling and analytical capabilities are oft en not properly exploited. Although the use of Excel spreadsheets for designing fi nancial models is widespread, many users are not aware of, or do not maximize the features 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 fi nance professionals involved in the analysis and preparation of budgeting and forecasting, this FinancialModelling for Financial Analysis, Forecasting and Budgeting in Excel executive program will show you how toreduce 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 key drivers and ratify KPIs.

This program caters to all levels of fi nancial modeling analysis knowledge as well as Excel profi ciency. Aside from the program booklet, you will receive numerous practical Excel example fi les that you can refer to and practice with back at the workplace, designing and constructing fi nancial models in MS Excel.

4




PROGRAM OUTLINE

DAY ONE

Preamble• Key concepts of “best practice” quantitative budgeting• Understanding the factors that govern the model structure• Sett ing up the foundations of a budget model• Why templates don’t work

Budgeting• Importance of budgeting and the budget cycle• Types of budgets and budgeting methodologies

o Zero Based Budgetingo Incrementalo Top Downo Bott om Upo Top Down and Bott om Up

• Budget risk• Factors to consider in developing a budget• Practical issues• Developing a budgeting model

Budget management• Managing costs

o Understanding the drivers of costo Variable versus fi xed cost issueso Cost Volume Profi t (CVP) and breakeven analysiso Activity Based Management and Activity Based Costing principleso Inventory managemento Debtor factoringo Value chain analysis

• Proactiveo Cash discount / price incentive schemeso Inventory management, e.g. Just In Timeo Optimizing assets’ economic liveso Lease vs. buyo Reducing controllable costs (budget cuts)o Refi nancing / amending capital structure

• Reactiveo Accounts Payable teamso Credit collection agencies vs. debt factoringo Supplier negotiationso Vertical integration / partnerships

Variance analysis• Flexible budget variances• Operational versus planning issues• Key variances

o Sales priceo Sales volumeso Sales mixo Materialso Laboro Overheads

• Modeling variance analysis 5



Risk management• Risk versus uncertainty• Types of risk

o Business risk o Operational risk o Financial risk

• Tools of the trade• Working capital management

Quantifi cation• How scoping and outputs determine the order of construction• Benefi ts 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• Diff erences between forecasting and budgeting• Common methods of fi nancial forecasting• Objectivity is everything• Obtaining management buy-in• Alternative to point estimate modeling

o Scenarios o Sensitivities o Simulations

DAY TWO

Gett ing the basics right • Cash versus accrual• Purpose of fi nancial reporting / fi nancial statements• Key stakeholder expectations• Three key fi nancial 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 Confi rming key outputs o Deriving key inputs o Developing Key Performance Indicators


6



Considering fi nancing requirements• Returns on capital• Returns of capital• Key concepts of fi nancing:

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 fi nancials• Why methodology is important• How important is history? How much history?• Being objective in forecasting when using historical data• Ratio analysis (e.g. profi tability, liquidity, solvency, gearing and investor ratios)• Importance of notes to the accounts• Danger signals: overtrading, business lifecycle, inventory, operating and fi nancial leverage issues• Variance analysis (effi ciency vs. eff ectiveness, operational vs. planning)• What fi nancials may not tell you (e.g. cyclicality, seasonality, segmentation, confi dentiality)• Is fi nancing 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 Identifi able Net Assets o Dividend Discount Model


7




“Valuable knowledge gained” - Philip Morris Sdn Bhd

“Knowledge and vast experience of the trainer that transformed theory into real – life practice approach. Rembell Group is fantastic organizer that delivers what promises.”

- Integrated Petroleum Services Sdn Bhd

“Alan is very well versed in the subject areas and I would defi nitely recommend him National Economic and Fiscal Commission. 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 fi nancial and businessexperience 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 the last 17 years, Alan has been operating as an independent management consultant and trainer, covering a widebreadth of closely related topics – from strategic planning and execution through to detailed budgeting and balancedscorecard. He has led more than 300 conferences, public training seminars and customized in-house training in awide range of international locations, especially in the Middle East/Gulf region, followed by Asia, South Africa,Europe as well as the UK.

Prior to that, he was a senior executive with a major UK commercial bank and in his most recent line managementrole, he was Head of Planning and Finance for a major division with 3,000 staff .

List of companies Alan has consulted with and trained:

FACULTY DIRECTOR


Strategic Financial Planning: Financial Analysis, Forecasting and Budgeting for Improved Profi tabilitySession A: 8 - 9 October 2015, Shangri-La Hotel, Singapore

8

Alan FellDirectorAlan Fell Consultancy Ltd., UK

• 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

• Bank of Papua New Guinea• Guinness Anchor Berhad• Maybank• Pacifi c Assurance Group• PNG Air Services• PTTEP• TAIB Bank

• Trukai Industries• CIMB• Celcom Axiata• Holcim• Mars• Bank Indonesia• Thai Oil Energy Services

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 Profi tability 8 - 9 October 2015Shangri-La Hotel, Singapore

EXECUTIVE SUMMARY

ProgramEssence:


The business climate is characterized by change and compounded by global infl uences spawningunforeseen stresses and squeezed margins. Economic uncertainty makes it diffi cult to set clear goalsand objectives and sustain a fi nancial plan which supports them.

Organizations must become more agile with their fi nancial analysis, budgeting and forecastingcapabilities as they are now more critical than ever for success and survival during volatile economictimes.

The two-day Strategic Financial Planning: Financial Analysis, Forecasting and Budgeting executiveprogram aims to provide you with the analytical skills to build world-class practices into yourcompany’s budgeting and forecasting systems, and describes how to integrate business strategy,budgeting and forecasting into a single process. Moving away from the limitations oft en associatedwith traditional static budgeting, this program will have a special focus on the growing trend to“Rolling” budgets and forecasts. You will get to learn fi rsthand about the “Beyond Budgeting” conceptfrom a member of the Beyond Budgeting Round Table (BBRT) UK.

The Faculty Director, Alan Fell, brings a highly pragmatic, no-nonsense and robustly disciplinedapproach to the subject. The overall approach is that of a higher-level strategic fi nancial managementperspective and is specifi cally designed for those at management and supervisory level. Throughoutthe program, there will be reference to many case study examples, including those from Alan’s 40+years of fi nancial and business experiences, that have helped improve the bott om-line for many of hisclients.

This executive program is launched with Financial Modelling for Financial Analysis, Forecasting andBudgeting in Excel. As both programs are designed to help you establish the right fi nance capabilitiesfor your organization to pursue growth, you are encouraged to send in multiple participants to thesetwo highly popular fi nance programs.

S$2,595S$2,795S$2,895

9




• Overview of the key elements of strategy management and how strategy and fi nance align. How strategic fi nance 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 of strategy execution which is oft en given insuffi cient management focus. Most organizations fail in successful strategy implementation.

• Gain an understanding of 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 oft en associated with historic/static budgeting• Understand the key aspects of fi nancial analysis and variance analysis• Learn how to use the diff erent but aligned disciplines of Forecasting and Budgeting to complement

each other

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

PROGRAM INTRODUCTION

Deloitt e’s research (2014) into planning, budgeting and forecasting found that 37% of respondents admitt ed to a failure in aligning their planning, budgeting and forecasting eff ectively with corporate strategy. In these circumstances, thereis a risk that the activities of the organization will be misdirected as well as lack focus, alignment and cohesion because expectations have not been properly set. For organizations operating in a world of continuous change, annual budgetsneed to be upgraded to include responsive, fl exible continuous forecasting. Rolling forecasts off er greater visibility into future operating performance. Unlike budgets, they refl ect the fact that operations don’t switch off at year-end.

This two-day Strategic Financial Planning: Financial Analysis, Forecasting and Budgeting executive program aims toprovide you with the analytical skills to build on world-class practices into your company’s budgeting and forecasting systems, and describes how to integrate business strategy, budgeting and forecasting into a single process. Moving awayfrom the limitations oft 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 fi rsthand about the “Beyond Budgeting” conceptfrom 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 of higher-level strategic fi nancial management perspective and specifi cally designed for those at management and supervisory level. Throughout the program, there will be reference to many case studyexamples, including those from Alan’s 40+ years of fi nancial and business experiences that have helped improve thebott om-line for many of his clients.

10




PROGRAM OUTLINE

DAY ONE

Business And Financial Strategy – And The Linkage To Budgeting• An overview of strategy management:

o Strategic analysis and strategic planningo Alignment of strategy to annual operating plans and budgetso The cascade of corporate strategy to business units or departmentso The imperative of successful execution, supported by robust and relevant monitoring of fi nancial and non-

fi nancial performance• Financial strategy and the use of the Balanced Scorecard to combine fi nancial and non-fi nancial 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

Aligning Budgeting and Forecasting• History and principles of budgeting• Traditional or historic budgeting: Oft en much maligned, but why is it so widely used and what benefi ts can it deliver• The common problems associated with traditional budgeting and how they can be avoided or minimized• Top-down and bott om-up approaches• Creating a “value-add” budget process, where business managers see budgeting as providing genuine help and

benefi t or value to the challenges of business management• Forecasting: How it diff ers from 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 Performance budgetingo KPI budgetingo Value based budgetingo Zero based budgetingo 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 performanceor incentive culture

DAY TWO

Going Beyond Budgeting - A Growing Concept• The sought-aft er benefi ts: 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• If budgeting is abandoned, what do we use instead?• What management tools are consistent with the principles of Beyond Budgeting?• How the Beyond Budgeting concept has grown internationally through to the present day – the Beyond Budgeting

Round Table

11




Rolling Budgets and Forecasts• The Rolling concept and its inherent benefi ts 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 bett er? Understanding the management accountability implica-

tions• Diff erent 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 eff ectively implemented?• The 9 key “decision parameters” of practical implementation for Rolling

Financial Analysis and Variance Analysis• Looking at fi nance from a diff erent management perspective: Management accounting, not fi nancial accounting• How do we undertake relevant fi nancial analysis for our organization, unit and department? What is generic and

what should be specifi c?• How do we align the business needs of fi nancial analysis with budgetary techniques?• Variance reporting is too oft en 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 diff erences between “opex” and “capex” and the consequences in the key fi nancial 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 fl ow techniques and their practical application• Incorporating sensitivity analysis to support the decision-making process• Applying the necessary post-audit and post project evaluation discipline

12



REGISTRATION PAGE

Knowledge for the world business leaders C L A R I D E NSTRATEGIC FINANCIAL PLANNING & MODELING SERIES

8 - 9 October 2015 | 15 - 16 October 2015Shangri-La Hotel, Singapore

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Substitution with a qualifi ed candidate is allowed by providing at least 5 working days of advance notice to Clariden Global. One time substitution is allowed with no charges. Subsequent substitutions will be charged 10% admin fee.

Shangri-La Hotel, Singapore8 - 9 October 2015 | Strategic Financial Planning: Financial Analysis, Forecasting and Budgeting for Improved Profi tability15 - 16 October 2015 | Financial Modeling for Financial Analysis, Forecasting and Budgeting in Excel22 Orange Grove Road, Singapore 258350Tel : +65 6737 3644Fax : +65 6737 3257Website: htt p://www.shangri-la.com/en/property/singapore/shangrila

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FOR OFFICIAL USE

FEE RECEIVED REFERENCE L5160_L5162/EC/ML

Session

Strategic Financial Planning: Financial Analysis,

Forecasting and Budgeting for Improved Profi tability

(8 - 9 Oct)

S$2,595

S$2,595

S$2,795

S$2,795

S$2,895

S$2,895

Financial Modeling for Financial Analysis,

Forecasting and Budgeting in Excel

(15 - 16 Oct)

1st Early Bird Fee Per

Participant (If payments

& registrations are received by 27 Aug 2015)

2nd Early Bird Fee Per

Participant (If payments

& registrations are received by 24 Sept 2015)

Regular FeePer Participant

PROGRAM FEES

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2nd Participant Name (Mr/Mrs/Ms):_____________________________________Job Title:___________________ Department:_____________________________Telephone:___________________________ Fax:___________________________Email:_____________________________________ Date of Birth:______________

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Seminar(s): Session A Session B□ □




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).Note: GST is applicable to participants from Singapore registered companies.

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