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                                                                   CGBP                                                                              

Thursday & Friday, 22 & 23 JANUARY 2015 * 9:00AM to 5:00PM
EDSA SHANGRI-LA HOTEL, MANDALUYONG CITY, PHILIPPINES
Some businesses don't have financial controllers; others do but don't have a clue or a complete idea about how the controllership function works, while many overlap this vital function with their CFOs.

When the controllership function is used properly, it can have the greatest company-wide impact that can boost the profitability of any business. Every business should know how this function really works.

There is no school for controllership. This is the only best practices program geared to help current and future financial controllers to mold them in their right role to maximize their potential and create real value for the benefit of their business organization.

Whether you are an aspiring accountant who wants to move up to the next level, a controller who aspires to be the best, a CFO who wants to make his controllers more effective, or the board director and senior decision-maker in management who wants to wear the controller's hat, this program is guaranteed to be extremely useful.

   Limited Seats Only, Pre-Registration Required

   REGISTER NOW
   Avail of Early Bird and
   Group DISCOUNTS


   Seminar Investment is P14,480
   inclusive of Meals, Resource Kit, &
   Certificate of Attendance

    Contact Person: Lara Magnait
   Manila lines (+632) 556-8968 or 69
   Manila Telefax (+632) 842-7148 or 59
   Cebu lines (+63 32) 512-3106 or 07
    Email: lara@cgbp.org
    Check: http://www.cgbp.org
Maida B. Bruce is the vice president and group controller of the largest infrastructure company in the Philippines the Metro Pacific Investment Corporation (MPIC). She was formerly the CFO of Strategic Landbank Management Group - Ayala Land, Inc. She has held various position as a senior finance professional with over 15 years of solid experience in many industries.

Mary Jane O. Rosales, CPA, CIA president, The Institute of Internal Auditors in the Philippines (2008). She has a mastery of controllership, having spent most of her career handling finance, controllership & risk management functions in Petron Corporation. Obtained a B.S.B.A. degree, major in accounting, from the University of the Philippines (1979).
Who Should Attend:
            • Business Leaders/Owners
            • Board Directors
            • Entrepreneurs/GMs
            • CFOs & Controllers
            • Aspiring Controllers
            • Senior Accountants
            • Business Consultants
            • Business Stakeholders
            • MNCs, SMEs


Business World Online International Chamber of Commerce Tri-ISys Forbes College



Best Practices for Financial Controllers


Edsa Shangri-La Hotel, Mandaluyong City, Philippines
9:00am to 5:00pm, Thursday & Friday, January 22 & 23, 2015


Overall Objective


The seminar is geared towards helping current and future financial controllers implement best practices in relation to their major function, thereby upholding quality in their work and becoming committed quality advocates of their profession.

Course Outline


I.   Introduction

     A. The Impetus for this Course (Why should I even be here?)
     B. Course Objectives (What can I take home after the seminar?)
     C. The Approach (How can I make them learn and apply the learnings in the seminar?)
     D. Administrative Matters

II.  Main Content of the Seminar

     A. Definitions:
          • Controller
          • Comptroller
          • Chief Finance Officer

     B. Organization
          1. Organizational Structure
               • Where the Controllers' Department is Situated in the Organization
               • Reporting Relationships (to Upper Management and the Board)
               • Centralized or Decentralized
               • Compare Locally and Overseas/Asia

          2. Basic/Prime Roles and Responsibilities of Controllers
               • Overseeing Accounting, Financial Analysis and Taxation Strategy
               • Reporting to the Audit Committee and the Board of Directors
               • Planning and Controlling Operations
               • Planning and Control of the Balance Sheet
               • Roles When There is No Chief Finance Officer (cash flow etc.)
               • Design and Operation of Information, Reporting and Control Systems
               • Benchmarking of Roles and Responsibilities Locally & Overseas/Asia

          3. Additional Roles and Responsibilities
               • Investor Relations
               • Recruit, Train and Supervise

          4. Required Qualifications and Experience
               • Locally
               • Abroad

          5. Required Knowledge, Competence and Attributes
               a. Hard Skills
                    • Understanding the Business (business model, business processes)
                    • Knowledge of Accounting and Accounting Standards
                    • Financial Analysis and Related Reports
                    • Knowledge of Systems, Processes and Controls
                    • Taxation Strategies
                    • Risk Management
                    • Technical Skills (Information Systems)
                    • Understanding of Cash Flow and Budgeting (when there is no CFO)

               b. Soft Skills
                    • Understanding what the CEO, Upper Management and the Board Want
                    • Knowing the CEO’s Financial Signature
                    • Enlisting the CEO’s Support
                    • Finding Allies and Mentors Among Upper Management
                    • Working with External and Internal Auditors
                    • Developing and Communicating a Financial Agenda: Revenue and Cost Management, Business Card Report
                      (measuring & reporting that matters), Rolling Forecasts, etc.
                    • Influence and Persuasion: Changing Executive Management Practices
                    • Change Management:
                         • Leadership and Managing Explosive Growth or Globalization
                         • Mobilizing the Organization in Times of Change
                         • Institutionalizing Continuous Improvement or Best Practices (Controllers Department should also be efficient)
                    • Practicing Ethics

     C. The Future of Controllership

     D. Bridging the Gap

          1. Identify the Gaps Between the Controllers’ and the Controllers’ Department’s Current State and “Should be/Future” State
          2. How Can the Gap be Bridged
          3. Establish Action Plans and Milestones

III. Conclusion

     A. Summary
     B. Insights and Ideas
     C. Last Thoughts

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- SEMINAR FEE PER PERSON: P14,480 (Fee covers Meals, Resource Kit, Certificate of Attendance)

GET AS MUCH AS 15% DISCOUNT! AVAIL OF ANY OR ALL OF THE FOLLOWING:

Less 5% for early registrants (on registrations made on or before December 22, 2014)
Less 5% for early payment (if made on or before January 12, 2015)
Less 5% for group registration (minimum of 3 participants)

REGISTER NOW to avail of Early Bird and Group DISCOUNTS
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Share |
Download: Flyer - Black&White (.PDF 392kb)
                         Course Outline (.PDF 226kb)