15th Annual MANAGEMENT ACCOUNTANT Conference 19 & 20 February, Rydges Hotel, Auckland Addressing the crucial issues and skills to help you develop in to a next-level Management Accountant Practitioner perspectives from: New Zealand Mint | MetService | Goodman Fielder | Auckland Council Summerset Holdings | Charles Parsons | Genesis Energy | Mystery Creek Events Centre Two separately bookable pre-conference workshops: Mastering Activity-Based Costing | Advanced Balanced Scorecard Masterclass Supporting Organisation 8.30 9.00 Day 1: 19 February 2015 12.10 Discussion time Registration and Coffee 12.40 Lunch The Future-Focused Management Accountant 1.40 Skills focus: Improving your financial forecast accuracy Opening discussion from the Chair: We set the scene with a group discussion covering: • The unique role of Management Accountants and where we add the most value • What roadblocks/challenges does the Management Accountant face – both within our organisations and as a profession? • How can we increase the visibility of the role? Jayne Brophy, Finance & Administration Manager, New Zealand Mint 9.30 The macro-view: An update on the economy • Has our ‘rock-star’ economy hit the wobbles? • What is the future outlook for interest rates and availability of credit? • What’s happening with our major markets and trading partners? Rod Oram, Business Journalist 10.10 10.50 3.10 Afternoon tea 3.30 Zero-based budgeting: cost control, without the hassle? Strategic awareness for the Management Accountant For some time, the management accountant role has been moving away from pure financial reporting toward a more strategic, forward looking skillset. To succeed in that aspect of the role, management accountants need to develop deeper understanding of strategic thinking. • Contrasting the strategic mindset with the operational one; near-term thinking versus long term planning • Understanding the strategic context of the organisation • How does this affect your role as a business advisor? Clive Smith FCMA, Chief Financial Officer, MetService Morning tea 4.15 Taming the Budgeting and Forecasting Process 11.10 Feature session: Understanding costing and budgeting methodologies Forecasts will never be 100% accurate. However, with the proper planning, data and assumptions, you can drastically improve the reliability of your forecasting tools. • Features of a solid forecast: timely, actionable, reliable, aligned and cost-effective • Commonly made errors in the forecasting process • What are your underlying assumptions in the forecasting process? • Garbage in, garbage out: examining the data used in your forecasting assumptions • Using financial modelling tools such as Monte Carlo analysis to improve accuracy and understand deviation • Developing a working capital forecast alongside your revenue/ expenses forecasts 5.00 Zero-based budgeting can be a very effective way of identifying wastage, controlling costs and encouraging efficient allocation of resources. However, the methodology does have its drawbacks: it can significantly increase the complexity and time required to complete your budgeting process. • Is it possible to remove the complexity from the ZBB process while maintaining financial rigour? • Providing alternative expenditure scenarios for scarce resources • How successfully can the technique deliver the promised costcontrol benefits? Kate Jackson, Finance Manager, Charles Parsons Using Balanced Scorecard as a strategy management implementation framework • Understanding the true purpose of balanced scorecard • The components of a ‘strategy focused organisation’ – where does BSC fit in? • Using strategy waves to construct a strategy map Nigel Penny, Director, Pathway Strategic Consulting End of day one and networking drinks Most finance teams make a conscious decision to choose one of a number of different methods of costing and budgeting. There are strengths and drawbacks of each methodology, depending on the size, complexity and industry of the business using it. This extended presentation brings together practitioners using different systems to discuss the strengths and weaknesses of each. Delegates are invited to share their own experiences as part of an interactive discussion at the end of the session. Perspective 1: Activity-Based Costing Sarah Riches, Chief Financial Officer, Mystery Creek Events Centre Perspective 2: Lean Accounting Participant to be confirmed Perspective 3: Standard Cost/Hybrid Accounting Anne Ryan, Costing & CI Manager ANZ, Goodman Fielder Workshop 1 Pre-conference workshops (18 February 2015 Rydges, Auckland) Mastering Activity-Based Costing (9.00am - 12.30pm) Getting the most value out of Activity-Based Costing, is unfortunately not as easy as ABC. Although the concept itself is simple enough to understand, the practicalities of using this model can be challenging. This half day workshop will take you through the detail of successfully implementing ABC, allowing you to model your costs more accurately and improve your financial decisionmaking. • How ABC can deliver true value-added analysis • Key design considerations to ensure a successful implementation • Building the right model to provide the right information to the right people • Automation and advanced modelling techniques • Budgeting using Activity Based Management Darren Priday, Director, Precis Consulting Day 2: 20 February 2015 9.00 1.05 What really matters: putting the K back in to KPI Understanding your key business drivers is fundamental to ensuring that you are reporting on the right metrics in the right way. Use this session to re-evaluate your KPI setting process. • How to identify your key drivers of business success and competitive advantage • Integrating an holistic perspective with informative detail • The litmus test for a KPI • Presenting your KPIs to provide performance improvement information Lisa Mandic, Director, Activate Management Group 9.50 Transforming finance, transforming business A high-performing finance team is defined by their efficiency, effectiveness and ability to deliver value to the business. This session will demonstrate how the finance function can be transformed and dramatically increase the value they deliver to the business. • What are some of the benchmarks/KPIs of a high performing finance team? • How can you utilise process methodologies to streamline internal operations? • What can you automate? • Are there opportunities to use innovate business models (e.g. shared services, outsourcing)? Representative from Auckland Council 10.30 Morning tea 10.50 Turbocharge your month-end The month-end process can be one of the most time consuming parts of the Management Accountant role. Although accuracy remains top priority, any time saved during this process can then be spent on the management accountant adding value back to the business. • Exploring the 5 most common areas where month-end processes fail • How can you smooth AP processes throughout the month? • Improving and simplifying your reporting rules 11.35 Workshop 2 2.20 Skills focus: Everything you wanted to know about Excel (but never thought to ask) Used correctly, Microsoft Excel can be one of the most powerful analytical tools at your disposal. This extended practical session will allow you to unlock the hidden potential of Microsoft Excel. Be prepared to bring your own queries, challenges and headaches. • Time saving shortcuts and workarounds • Using conditional formatting to provide a simple, visual way of analysing data • Developing compelling dashboard reports • Troubleshooting pivot-tables • 5 simple formula errors (and how they can be avoided) • Analysing trends within tables using Sparkline Michael Blignaut, Trainer, Auldhouse Afternoon tea Developing You 2.35 Engaging untapped capability Management is about engaging untapped capability – both yours and those around you. The core, but rarely discussed, ingredient in this is… Energy (raised mental and emotional energy). With higher energy, we think more clearly and productivity lifts. In fact, you don’t manage your people, you manage their energy. During this session, you will: • Move this ‘fluffy’ concept into immediate practicality • Understand how to lift your (or your team member’s) energy at will • Have tools you can apply to any area of your life Bruce Ross, Director, Ignite Business 3.40 The Management Accountant as an agent of strategic change Management Accountants can act as the link between finance and the broader business. Often this means working with line managers and operational heads to discuss variance, suggest action to correct underperformance and implement change. Influence and authority are required to do this successfully. • Establishing credibility when working with new teams • Dealing with resistance to change • The importance of finding and working with the influencers within the team Claire Lewis, Business Performance Manager, Summerset Group Holdings Lunch The Tools of the Trade Welcome back from the Chair Measuring (and Managing) Internal Change 9.05 12.10 4.20 Shaping your future: professional development and career planning for the Management Accountant Management Accountants play an extremely important (if underappreciated) role in the organisation. They combine the analytical horsepower that an accounting background provides, with the commercial and strategic acumen to convert numbers in to direction. Join the discussion as we examine: • Options around formal professional development (e.g. MBAs) and professional accreditation • Salary and remuneration trends • What skills will you need to advance your career to the next level? • How is the MA role changing – and how do you need to change to accommodate? Carl Roberts, Head of Fund Accounting & Unit Pricing, ANZ; Auckland Chairperson, CIMA Claire Lewis, Business Performance Manager, Summerset Group Holdings Max Parsons FCMA, Systems Accounting Manager, Genesis Energy Jane Walker, Director, H2R Consulting Closing remarks from the Chair and end of conference Workshop 2: Advanced Balanced Scorecard Masterclass (1.30pm – 5.00pm) The Balanced Scorecard framework has been in use for the past 25 years. Many organisations use this performance management tool to track the execution of their strategy on a series of financial and non-financial measures. Aimed at organisations who already use this tool, this workshop will explore tactics to get the most out of the Balanced Scorecard Framework. • Review of key concepts • Redesigning scorecard elements that aren’t functioning the way they should • Using hybrid BSC models • Measuring the right objectives in the right way • Advanced measurements, visualisations and dashboards • ‘Cascading’ the scorecard across the organisation • Overcoming practical obstacles and challenges Nigel Penny, Director, Pathway Strategic Consulting EXHIBIT AT OR SPONSOR THIS EVENT Sponsorship is now recognised as a highly effective marketing medium - make sure you gain competitive advantage in your markets by sponsoring this event. To discuss the range of opportunities available, contact: [email protected] or call the team on 09 912 3616 REGISTRATION DETAILS 09 912 3616 www.conferenz.co.nz/ma SUPERSAVER EARLYBIRD REGISTER & PAY BEFORE 5PM 11 December 2014 REGISTER & PAY BEFORE 5PM 22 January 2015 [email protected] 03 LAST MINUTE REGISTER & PAY AFTER 5PM 22 January 2015 Conference $2095 +GST SAVE $400 $2295 +GST SAVE $200 $2495 +GST Workshop $595 +GST SAVE $200 $695 +GST SAVE $100 $795 +GST Agenda Updates: Conferenz Ltd reserves the right to make any amendments deemed to be in the best interest of the conference. Agenda is correct at time of printing, please check online for any updates. Contact our office on 09 912 3616 for team discount information HOW TO PAY DIRECT CREDIT Direct credit to our bank account (please supply details of remittance) ACCOUNT NAME: Conferenz Ltd ACCOUNT NUMBER: 06-0273-0228588-25 CREDIT CARD We accept most major credit cards. 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