08-

08-09 OCTOBER 2009

EMPERORS PALACE
JOHANNESBURG-
JOHANNESBURG-SOUTH AFRICA

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 practices

Eliminating the Uncertainty and Volatility in Forecasting Cash Flow

Today, organizations are struggling to effectively balance a short-term survival strategy with long-term growth opportunities because they
do 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 global
recession. During this conference you will gain a deeper understanding and clarity around those mission critical tools your peers are using to
counteract 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?

REGISTER NOW
TEL: +27(0)11-873-0613 E-FAX: +27(0) 86-525-0224 MOBILE: +27(0)711-008-333
EMAIL:INFO@GLOBALNETCONFERENCING.CO.ZA WWW.GLOBALNETCONFERENCING.CO.ZA
 KEYNOTE SPEAKERS
WHO SHOULD ATTEND
> Chairman
> Chief Executive Officers
> Chief Financial Officers
> Managing Directors
> Senior Industry Executives
> Decision Makers
> Consulting Engineers
> Project Finance Managers
> Fund Managers
> Relevant Government Officials > Asset Management Officers
> Auditors
Grant Vernon > Budget Directors and Managers > Cost Controllers
Grant is an accountant turned professional speaker and
trainer who has spoken in 15 countries across Africa and
the United Kingdom and his corporate clients include
companies such as Arcelor Mittal, ABSA, Nedbank and
Standard Bank, General Motors SA, NPC Cimpor and the
South African Revenue Services. He is also a guest
presenter at four South African Universities and Business
Schools.
As an author and teacher to whom audiences respond with
enthusiasm Grant brings a wealth of practical information
to his clients, helping them to develop the techniques and
strategies that consistently overcome frustrations,
challenges and disorganization.
Grant’s specialty is facilitating complicated management
lessons and information into simple, immediately
implementable action steps and he has helped thousands
through his talks, books and workshops.
He is the owner of the international training company,
Business Made Simple, recipient of the Sunday Tribune
Entrepreneur of the week Award, a board member and
treasurer of the Professional Speakers Association and
founder of the Scout University Educational Trust and the
PSASA Charitable Foundation.
Telecoms Mini MBA Role
Grant has run many Budgeting, Forecasting and Finance
for Non Financial Manager courses over the past ten years
on both a public and in-house basis with excellent
feedback received from delegates worldwide.
> Project Leaders
> Directors
> Chief Accountants
> Accounting Officers
> Management Accountants
> Strategic Planners
> Middle and Senior Finance
Managers and Staff
> Chartered Accountants
> Cost Accountants
Alan Thompson
Alan is a Chartered Accountant with more than 10 years
of experience in financial management of both listed and
unlisted companies, as well as, more recently, advising
businesses of all sizes in financial management. His
clients range from the small individual entrepreneur to
large enterprises with multi-million rand turnover.
As an adviser to business owners, Alan also completed
his postgraduate diploma in financial planning, to allow
him to better understand their individual financial needs.
Alan’s speciality is talking to business owners in
language they can understand, and in making the
financial information relevant to the individual
businesses. He ensures that the business owners know
what they need to know about their business, and makes
sure that they have the tools to manage their businesses
effectively.
Alan also presents numerous courses, including to the
Durban Chamber of Commerce, and uses his informal,
jargon-free style to pass important concepts to his
audience.
Clients and audiences get to understand better the
mechanisms that determine the success or failure of their
businesses, and are taught the tools to bring those
mechanisms under control.
7:30 Registration & Coffee
8:15 Chairperson’s Welcome and Opening Remarks
8:30 Opening Keynote: New Dynamics of Financial
Forecasting in a Crisis Economy: Up scaling
Operations by Reengineering Conventional Models
Gone are the days of using prior year data or stretch goals to arrive
at a financial plan to lead the business. The hard
realities of the recession have created a new dynamic in how you
arrive at a sales budget, how often you need to reevaluate your
assumptions and how deep you need to dive into the
detail to make sure you are not wrong. In this session, you will
learn how to:
• Sustain operations by communicating a strategy that
addresses 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 more
frequent internal due diligence practices
9:15 Silo Breaker Session: Improving Your Financial
Strategy by Bridging the Communications Gap
Between Treasury and Operations
As heightened pressures prompt companies to manage their
Operations more closely, the CFO and COO must insinuate
themselves into cross-functional discussions on a more frequent
basis in order to optimize cash and liquidity. Aside from the
Obvious challenges associated with bandwidth, this crucial
Alignment between Finance and Operations is fraught with the
possibility of misaligned metrics and competing priorities.
Although no one can accurately predict when the economy will
turn around, the best positioned
companies will be those who recognize the need to break
down silos with a keen focus on enterprise planning and supply
chain risk management. In this session, you will learn how to:
• Synchronize disparate objectives by creating a flexible, yet
sustainable governance model acceptable to all stakeholders
• Develop a more comprehensive financial plan and cash flow
projection with a full-scale assessment of the physical supply
chain
• Accelerate cash management capabilities by deriving appropriate
KPIs and operational metrics
10:00 Morning Networking Break
10:30 Accelerating Cash and Working Capital Adjustments by
Aligning 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, yet
elusive element in that equation. Providing key decision makers
with the ability to measure and monitor the results of their actions
on working capital components and cash flows across the global
enterprise and at the business unit level is essential to driving the
most productive deployment of cash. Establishing a common
Metric that is deployed in a standardized system with impeccable
integrity enables all levels of management to align with the
corporate goals and objectives for cash flow. In this session, you
will learn how to:
• Develop a greater understanding of and enable more effective
deployment of cash by breaking your working capital down into
individual business units
• Improve performance-tracking by developing common global
financial metrics
• Enhance enterprise-wide functionality and transparency by
integrating all data into a single working platform
11:15 Achieving Improved Liquidity Management with
Customizable Investment Policies and Cash Flow
Forecasts
One of the biggest issues facing corporate treasury departments is
the ability to maintain an adequate level of liquidity while
avoiding the opportunity cost that will invariably come from the
accumulation of excess funds in low-yielding accounts. One of the
biggest challenges comes from the implementation of an effective
working 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 with
a strategic synthesis of company environment, alternative alloca-
tion scenarios and simulated future expected returns
• Achieve an accurate cash flow forecast that meets funding
requirements and stays within the boundaries of the investment
policy by leveraging treasury workstations
• Ensure enterprise-wide support of new financial initiatives by
building an effective business case that the company’s
stakeholders will buy into
12:00 Networking Luncheon
1:00 Working Discussion Group: Eliminating the
Uncertainty and Volatility in Cash Flow Forecasting
Don’t miss this opportunity to follow-up from the webcast to ask the
REL/The Hackett Group any questions you may have, address your
biggest concerns, receive personalized advice and look to drive a
lively discussion with your peers! You will walk away with
Impactful ideas that you can implement tomorrow!
1:30 Leveraging Business Intelligence Technology for
Enhanced Financial Decision-Making
With ever-increasing financial transaction speed and complexity, the
typical spreadsheet has ceased to be the most transparent, reliable
financial decision support resource. Moreover, expanding regulation
and corporate policies have even rendered their use a fundamental
risk.
By using existing Treasury tools, critical financial data can be ex-
tracted and presented from legacy enterprise transactional systems in
meaningful and consistent ways. In this session, you will learn how
to:
• Contain the complexity of massive financial systems by
deconstructing traditional data collection and creating simple
business semantic layers
• Improve management faculties by utilizing BI technology to
enhance your ability to access data
• Achieve full-scale transparency by replacing manual processes with
systemic, consistent executive dashboards
2:15 Releasing Idle Cash from Internal Sources by
Reexamining the Physical Supply Chain
Expanded geographical pipelines, longer order-to-payment cycles,
growing financial risks and new levels of market volatility have
made
extracting cash tied up in inventory and throughout the rest of the
Supply Chain a challenge of monumental proportions. In this case
study and interactive working scenario exercise, you will learn how
to:
• Generate more cash by aligning corporate goals for value creation
and risk management with Supply Chain management
• Produce permanent cost improvements by identifying process
inefficiencies such as making modifications to freight policy, 3PL
governance and safety stock levels
• Improve the accuracy of operational budgets and ensure your
capital works harder for the business by increasing the overall
visibility of inventory
3:00 Afternoon Networking Break
3:30 Solidifying Key Funding Partnerships with a
Business Strategy Designed to Overcome
Recessionary Obstacles
As we all know, asset quality problems and losses have resulted in a
retraction of debt financing, making bank credit more difficult and
expensive to maintain let alone obtain de novo. That said, business
continues and you need to sustain operations through this economic
storm by developing a detailed understanding on the part of your
business partners (banks, rating agencies and investors) of your
business strategy, operating plan, performance against the plan in
previous years and execution strategy for achieving the plan for the
coming year. Proactive communication with your business partners on
a more intimate and frequent basis is essential, especially if self funding
is not a realistic option. In this session, you will learn how to:
• Secure lending agreements by building a robust business case for
your rating agency and bank partners, demonstrating the durability
of your company’s business strategy through the recession
• Strengthen rating agency and bank relationships by increasing the
quality of the communication levels, reconfirming agreements and
complying with covenants
• Build credibility with investors by focusing communications on
crisp, differentiated messages
4:15 Peer-to-Peer Interactive Roundtable: Uncovering the
Potential for Bottom-line Improvements and
Creating Competitive Advantage by Streamlining
and Optimizing Your Financial Supply Chain
According to research, “a typical billion-dollar company spends
approximately $27 million annually for unnecessary working capital
and inefficient processing functions because they lack visibility into the
Financial Supply Chain and receivables.” During this interactive
roundtable discussion you will have a chance to discuss the following:
• How to best optimize accounts receivables and accounts payables
as a critical component of your working capital, cash and liquidity
strategies
• How to best improve financial planning by understanding the true
impact of transaction costs
• How to more effectively void risk with mission-critical
improvements to the administration of your analyses and
interdepartmental and cross-functional controls
5:30 Close of Conference Day One
7:45 Registration & Coffee
8:15 Chairperson’s Recap of Conference Day One
8:30 Keynote: Maintaining Banking Relationships in Tight
Credit Markets: Beyond Blocking and Tackling
The result in both markets was a renewed focus on relationship
lending as banks strive to preserve their capital for their most-
valued clients. This session will provide both perspective on the
current state of the marketplace and suggestions for remaining in
front of the key issues and overcoming new obstacles you may not
have faced before, including, but not limited to the
following:
• What banks would you turn to if your current banks couldn’t serve
your needs?
• What markets would you turn to if your normal markets shut
down on you?
• How do you conduct a comprehensive inventory of ancillary
services (e.g., pension plans, credit card processing) and validate
your allocation process?
9:15 Balancing Customer-Supplier Cash Flow by
Establishing Clear Vendor Terms Around Days
Payable Outstanding
In this new culture of “money hoarding”, corporate executives are
challenged by the need to strategically hold onto cash for as long as
possible, on the one hand, and the need to push timely customer
payments on the other, all without compromising your relationships
or business. In this session, you will learn how to:
• Avoid exposure to unhealthy levels of risk by understanding the
strength and stability of key suppliers’ financials
Leverage advantaged payment terms by evaluating your
suppliers’ demand positions
• Strengthen your overall financial posture by restructuring your
communications protocol with customers as well as suppliers
10:00 Morning Networking Break
10:30 Ensuring Long-Term Operational Growth with
Short- Term Supply Chain Financing
With profits and share prices down at many companies, it
Becomes a much greater challenge for the Treasurer and
Controller times to obtain cash from capital markets. While most
companies have squeezed costs out of the physical supply chain,
money can still be captured in the financial supply chain.
• Reduce Days Payable Outstanding by reassessing, redefining and
communicating new vendor terms in line with your overall business
strategy
• Advance financial planning by bridging the disconnect Between
the financial and physical supply chains
Gain competitive advantage over your counterparts by
11:15 Surviving a Financial Hurricane: A Case Study in
Effective Liquidity and Bank Relationship Management
With the seemingly unending news of banks merging or potentially
failing and the overwhelming constriction of available credit in the
capital markets, Southern Company weathered the financial
hurricane of 2008 with a nimble, dynamic strategy to controlling
liquidity requirements while proactively managing banking
relationships. In this session, you will learn how to:
• Highlight potential liquidity “crunches” while and tackle ongoing
exposures by utilizing enhanced daily cash forecasting
• Address short-term liquidity issues in a turbulent capital markets
environment by examining proactive, long-term financing strategies
• Leverage financing needs by developing a win-win business
partner approach to bank relationship management
12:00 Networking Luncheon
1:00 Sustaining Operations Through a Global Recession
by Reengineering Current Cash Flow Forecasting
Models
In this current economic environment, Treasury is dealing with two
major challenges: predicting sales as an indicator of organizational
growth and creating new cash forecasting models that best reflect
current market conditions. Without an accurate barometer in
place, executives lack the capability of making the key business
decisions necessary to measure and communicate your company’s
financial health to stakeholders and ultimately, survive the
recession. In this session, you will learn how to:
• Build a reliable yardstick for sales and revenue by increasing
communications with the CFO and heads of various business units
• Improve transparency levels by understanding the proper inputs
that reflect current needs
• Ensure accuracy of models by tracking performance
1:45 Peer-to-Peer Interactive Roundtable: Improving
Global Cash Visibility with Transparent Financial
Reporting Mechanisms
The unprecedented speed of the downturn has made achieving
full cash flow visibility a major challenge as many executives get
bogged down in the complexity of a global structure. How do you
first make your processes more transparent and then, design a
total global approach to cash optimization to help you release
cash when you need it? In this session, you will learn how to:
• Maximize clarity by leveraging technology, including automated
tools and treasury dashboards
• Diversify risk in a multi-banking environment
• Support a centralized treasury by streamlining core AP processes
2:30 Afternoon Networking Break
3:00 Strengthening Your Global Cash Position by
Optimizing Working Capital
Liquidity is top of mind for executives and they are looking at all
sources of incremental free cash flow within their organizations.
One area that is on everyone's list of sources is working capital,
but most companies fail to reap the full opportunity that is
available to them. Based on internal research, what are leading
companies doing to effectively drive cash flow from working
capital?
3:45 30 Ideas in 40 Minutes: Accelerating Your Cash and
Liquidity Initiatives During Turbulent Times by
Taking Advantage of Quick-Win Implementations
A panel of experts will address their most effective solutions
around the three essentials of Cash and Liquidity Management:
• Mitigating risk and establishing future growth with a clearly defined
investment strategy;
• Improving business decisions with increased cross-functional
communications;
• Driving excellence in cash flow forecasting and Treasury
Operations
SPONSORSHIP AND EXHIBITION
OPPORTUNITIES
Sponsorships and exhibits are excellent
opportunities for your company to showcase
its products and services to high-level,
targeted decision-makers attending the Cash
and Liquidity Management Summit. Global
Net Conferencing helps companies like yours
achieve important sales, marketing and
branding objectives by setting aside a limited
number of event sponsorships and exhibit
spaces – all of which are custom-tailored t o
assist your organization in creating a
platform to maximize its exposure at the
event.

4:30 Chairperson’s Closing Remarks and Close of Conference

What’s changed in Cash and
Liquidity Management?
Though overseeing the balance sheet has always been a top priority, today’s volatile financial market
demands that you have a firmer grasp over cash and risk more so than ever before! Not only that, you must also
assume greater responsibilities and further engage yourself in cross-functional discussions to ensure your
operations continue and the company exits the downturn.

Your ability to manage cash and liquidity more efficiently, effectively and resourcefully is the key to your
success. Even as you hunker down to get your company to where it needs to be, the market makes it uncertain as
to the best way to get there. What is clear is that you must know your global cash position to make the key
business decisions necessary to guide you out of the downturn. To achieve this, you will need to capture full
cash visibility and transparency of financial processes, align Treasury functions with Operations, solidify bank
relationships and ensure long-term growth with strategic investments. At a time when we are all being asked to
do more with less, this is no small task! Cash and Liquidity Management Summit is designed to make the most
of your time out of the office. Attend this event and hear how your financial and operational peers are address-
ing the current challenges on investing in an unpredictable economy, coping with counterparty risk and unlock-
ingliquidity. From beginning to end, each and every session promises to provide you with the key takeaways,
tools and techniques that will be most impactful on your business.
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REGISTER NOW
CASH AND LIQUIDITY MANAGEMENT
Tele : +27(0)11-873-0613 08-
08-09 OCTOBER 2009
E-Fax: +27(0)86-525-0224 EMPERORS PALACE
Mobile: +27(0)711-008-333
Email: info@globalnetconferencing.co.za JOHANNESBURG-
JOHANNESBURG-SOUTH AFRICA
Website: www.globalnetconferencing.co.za