October 24, 25 & 26, 2011, Toronto

Transforming fi nance effi ciency through people, process, structure and technology

Finance Transformation for CFOs

Best practice case studies from CFOs and senior fi nancial executives from 13 major Canadian corporations

• Hear how Wind Mobile undertook a complete transformation of its fi nance department in record time when entering the Canadian market• Learn how a successful ERP implementation at Knightsbridge has streamlined fi nance operations and improved the information it provides to the business • Discover how a shared services model has centralized fi nance operations and allowed fi nance to control the indirect spend at Trimac Transportation• Learn how to prepare the fi nance team for a fi nance transformation initiative from Allied Properties REIT

SHARED SERVICES CENTRES, CENTRES OF EXCELLENCE, OUTSOURCING: CHOOSING THE RIGHT ORGANIZATIONAL STRUCTURE FOR FINANCE Sachin Jayapalan, Senior Manager, Consulting, Strategy and Operations, Deloitte

REDUCING COSTS THROUGH EFFICIENT TRANSACTION PROCESSES AND FASTER CYCLE TIMES Antony Karabus, Managing Director, PricewaterhouseCoopers LLP

ABOUT COMMUNICATIONSACCENTURE CANADA ALLIED PROPERTIES REAL ESTATE INVESTMENT TRUSTBIOGEN IDEC CANADA INC. DELOITTEFINEX GROUPGLOBALIVE COMMUNICATIONS / WIND MOBILEINSCAPE KNIGHTSBRIDGE HUMAN CAPITAL SOLUTIONS KPMG LLP

Conference highlights

Participating organizations

Optional workshops

NIKE CANADA ONTARIO POWER GENERATION INC.PRICEWATERHOUSECOOPERS LLPPOWERSTREAM INC.REDPATH SUGAR LTD.ROYAL BANK OF CANADASLEEMAN BREWERIES LTD.TEVA CANADA LIMITEDTRIMAC TRANSPORTATION SERVICES INC.

Silver Sponsorship by PTC Accounting & Finance Inc. and Trajectory Inc.

Maximize your company’s visibility in front of key decision-makers in your target market! Federated Press events are attended by those with the senior-ity and authority to change the way their organizations operate. For sponsors this means an unparalleled opportunity to raise your profi le before a manage-able group of senior decision makers. There are a wide range of sponsor-ship packages, which can be customized to fi t your budget and marketing objectives.Contact Nayla Costandi at: 1-800-363-0722 ext. 244 for more information.

SPONSORSHIP OPPORTUNITIES

Dear Colleague,

Today’s fi nance department can no longer afford to have a silo mentality, operating simply as a back offi ce scorekeeper. Indeed, the increasing demands being placed on fi nance by the business, regulatory agencies, shareholders and the investment commu-nity, means that fi nance must redefi ne itself and transform its processes, organization and people to better meet the needs of both internal and external stakeholders.

Of course, this is easier said than done. Indeed, given the myriad of competing priorities and the sheer diffi culty of the transfor-mation task, how do you even begin the journey towards fi nance transformation? How do you avoid getting bogged down in the process and simply abandoning the effort?

We think the best way is to learn from CFOs and senior Finance Vice-Presidents and Directors who have already made the trans-formation journey and fi nd out how they did it.

Join these leading Canadian organizations who are effectively transforming their fi nance processes, people, structure and technol-ogy to better meet the needs of the business. Find out how they did it, why they did it and what the benefi ts are:

- Trimac Transportation Services Inc. - PowerStream Inc.- Nike Canada- Globalive Communications Corp.- Teva Canada Limited- Redpath Sugar Ltd.- Royal Bank of Canada- Ontario Power Generation Inc.- Sleeman Breweries Ltd.

Discover how they are:- Achieving cost effi ciency and productivity through increased automation and integrated transaction systems- Re-organizing fi nance structure and service delivery models in line with business expectations- Reducing costs and increasing capabilities through shared service models- Reducing cycle times for key reporting requirements and decision support- Streamlining P2P and O2C processes- Standardizing and consolidating pipeline reporting- Controlling indirect spend through shared services

Get practical advice from Canadian CFOs and Finance Vice-Presidents and Directors on how to undertake a successful fi nance transformation.

With the level of practical experience at this conference, this is one event you cannot afford to miss.

P.S. Don’t miss our optional workshops on “SSC, COEs and Outsourcing: Choosing the Right Organizational Structure for Finance” and “Reducing Costs through Effi cient Transaction Processes and Faster Cycle Times.”

CFOs, Vice Presidents and Directors of fi nance and fi nance offi cers responsible for fi nance transformation initiatives

Who should attend

9:00-9:45FROM BEAN COUNTERS TO BUSINESS PARTNERS: TRANSFORMING FINANCE AND DRIVING CHANGE AT INSCAPEKent Smallwood, Chief Financial Officer, Inscape

Becoming a true business partner necessarily involves a transforma-tion in the way Finance has traditionally operated, streamlining and making more efficient the routine, transactional services of finance in order to free up more time to advise management on strategic busi-ness decisions. This discussion details the Finance transformation journey at Inscape.

· Designing a service delivery strategy that supports the needs of the business and is cost effective in the routine services it provides· Aligning Finance’s operating model to meet the requirements of the business· Designing a plan across all elements of Finance: process, organization, people and technology· How Finance has added value by expanding its traditional function and becoming a consultative business partner· How the traditional record keeping and control functions have

been streamlined through process innovations and technology

9:45-10:30PREPARING THE FINANCE TEAM FOR FINANCE TRANSFORMATION Peter E. Sweeney, Vice President and Chief Financial Officer, Allied Properties Real Estate Investment Trust

Finance transformation would be a relatively simple undertaking were it only a matter of changing processes and investing in new technol-ogy. But there is a third, more challenging component to the puzzle. More and more organizations are realizing that the key to Finance transformation lies in the people and culture of the organization. This discussion details how to prepare the Finance team for Finance trans-formation.

· Aligning Finance staff accountabilities with the transformation strategy· Creating the right environment for transformation· Motivating Finance staffers to become early adopters of change· Building a “business partner” culture within Finance · Implementing a performance measurement system

10:30-11:00 NETWORKING BREAK

11:00-11:45STREAMLINING P2P AND O2C PROCESSES AT ABOUT COMMUNICATIONS Nancy Lala, Chief Financial Officer & Chair, About Communications

This discussion details how About Communications has transformed its procure-to-pay and order-to-cash cycles, thereby gaining significant cost savings and allowing Finance to engage in more value added functions.

· Automation vs. outsourcing· Streamlining the reconciliation process· Rationalizing the cash management process· Producing more timely management reports· Overcoming the challenges and risk associated with streamlining the process

11:45-12:30REDUCING CYCLE TIMES FOR KEY REPORTING REQUIREMENTS AND DECISION SUPPORT Massood Oroomchi, Executive Partner, FinEx Group

Reducing cycle times for corporate accounting and reporting is one of the most critical functions to reengineer as part of a Finance transfor-mation strategy. Organizations that have achieved success have done so by transforming the underlying processes, leveraging technology and managing the people side of change. This discussion details how to analyze and transform the closing process.

· Identifying objectives for an efficient and accelerated close process· Accelerating the financial close process allowing more time for

review and analysis and meeting the tight reporting deadlines imposed by the regulators and the marketplace in general

· Identifying non-core close activities and removing them from the critical close cycle· Designing and establishing robust financial close controls,

including segregated roles & responsibilities, compliance calendars, and spreadsheet & contract management controls

12:30-1:30 LUNCH

Monday, October 24th

Massood Oroomchi, Executive Partner, FinEx Group

Transforming processes and performance management

SESSION 1

Monday, Tuesday & Wednesday, October 24, 25 & 26, 2011, 2011 • Registration: 8:00 – 9:00

1:30-2:15ADOPTING A FINANCIAL SHARED SERVICES CENTRE TO CONTROL INDIRECT SPENDING Scott Calver, Vice President, Finance & Chief Financial Officer, Trimac Transportation Services Inc.

Adopting a shared service centre as a transformation strategy has many benefits. One of them is the ability to control costs and manage corporate spending and deliver value to the organization. This discus-sion details how the shared service centre has allowed Finance to gain control over indirect spending.

· Ensuring the adoption of corporate spend strategies and eliminating rogue spending· Aligning Finance, Procurement and the shared service centre · Delivering long-term savings in a more sustainable way than relying on short-term, reactive cost cutting · Gaining bottom-line benefits: reducing purchasing spend

2:15-3:00LEVERAGING TECHNOLOGY AND BUSINESS INTELLIGENCE TOOLS ACROSS FINANCE, ACCOUNTING AND SALESDavid McLaren, Chief Financial Officer, Redpath Sugar Ltd.

This discussion details how technology can become a key enabler of Finance transformation, turning the CFO from a simple number cruncher to a strategic business partner.

· Developing a roadmap for how technology can foster an integrated Finance organization · Building the case for "real-time" financial metrics· Bringing the technology platform in on time and on budget· Developing integrated systems for budgeting, financial reporting and financial planning· What sort of change management is needed, and what sort of organization must accompany this re-engineering? · Becoming a business partner with sales and directly driving predictable revenue and gross margin

3:00-3:30 NETWORKING BREAK

3:30-4:00RE-ENGINEERING END-TO-END PROCESSES: OPTIMIZING THE ROLE OF SHARED SERVICES Michael Tsaprailis, Managing Director - Finance and Performance Management Practice, Accenture Canada

The current business climate is forcing CFOs to take a hard look at the efficiencies of their end-to-end processes (order to cash, procure to pay, data capture to reporting, etc.) in order to ensure they are invest-ing the Finance department’s time on the highest value activities. This discussion details how to streamline end-to-end processes to allow Finance to focus on more strategic issues.

· The benefits of end-to-end re-engineering vs. functional evolution· Organizing and facilitating end-to-end improvement through use of the shared services model· Getting buy-in from operations and functional areas· Developing process measures and assigning accountability· Designing and calibrating the operating model

4:00-4:30CHANGE MANAGEMENT IN FINANCE TRANSFORMATIONDomenic Della Penna, Vice President, Finance and Chief Financial Officer, Teva Canada Limited

Finance transformation brings changes that affect not only Finance staffers but Sales and Marketing, Purchasing and a myriad other departments and functions throughout the organization. Successfully managing change is key to realizing the benefits of transformation and ensuring buy-in from the organization.

· Aligning your stakeholders to a common vision · Cutting through complexity to identify the primary drivers of change within Finance· Assembling the right team for the job, setting accountabilities and communicating the goals of Finance transformation· Monitoring a small number of key indicators regularly· The importance of communication and managing expectations

4:30-5:00TRANSFORMING FINANCE TO SUPPORT OPG’S CURRENT AND FUTURE BUSINESS OBJECTIVESDonn W. Hanbidge, Chief Financial Officer, Ontario Power Generation Inc.

This discussion details the finance transformation journey undertaken by Ontario Power Generation, including:

· Continuous improvement through implementation of finance best practices, including a focus on service delivery· Standardization and automation of systems and processes· Increasing corporate-wide awareness of the financial implications

of daily decisions to enhance effective business decision making· Providing finance expertise to support the achievement of OPG’s operational, financial and strategic objectives

Streamlining P2P and O2C processes

Monday, October 24th

Michael Tsaprailis, Managing Director - Finance and Performance Management Practice, Accenture Canada

SESSION 2

Streamlining operations and reorganizations

9:00-9:45 TRANSFORMING FINANCE THROUGH SUCCESSFUL ERP IMPLEMENTATIONS Victoria Davies, Chief Financial Officer and Corporate Secretary, Knightsbridge Human Capital Solutions

New technology implementation is an important component of any Fi-nance transformation initiative and no new technology project is more complex–and more feared–that the dreaded ERP implementation. Knightsbridge has just completed a successful implementation of a cloud-based CRM/Accounting system. Find out how they did it, as well as the challenges they overcame.

· The importance of having a change management plan· Ensuring the ERP system incorporates the responsiveness needed to adapt to changing circumstances· Ensuring the business case has measurable outcomes· Sticking to the plan and avoiding scope creep· How Knightsbridge has leveraged the ERP system to make Finance more efficient and effective

9:45-10:30REDUCING COSTS AND INCREASING CAPABILITIES THROUGH A SHARED SERVICE MODEL Bob Hill Vice President Finance, Biogen Idec Canada Inc.

A properly structured Finance shared services organization will gain the benefits of scale, drive process efficiency and leverage innovation to be a centre of excellence. This discussion details how to develop an effective and efficient shared service model for Finance.

· Scope of shared services and limitations · The importance of a strong governance structure for designing the SSO and then managing it · Outsourcing as part of the solution · Change management as a critical success factor · Establishing service level agreements and detailed evaluation criteria to measure success · Avoiding common planning mistakes that lead to sub-optimal performance

10:30-11:00 NETWORKING BREAK

11:00-11:45 ACHIEVING COST EFFICIENCY AND PRODUCTIVITY THROUGH INCREASED AUTOMATION AND INTEGRATED TRANSACTION SYSTEMS Daniel Zbacnik, National Lead Partner, Financial Management Practice, KPMG LLP

Finance can only add value if non-value adding processes, such as transaction processing, are eliminated or automated. This discussion details how to streamline these processes and thus free up resources to concentrate on Finance’s analytical role.

· Ensuring cost efficiency and productivity through increased automation and integrated transaction systems

· Enabling self-service for customers, vendors, employees via the Internet· Outsourcing of non-critical, back office processes· Customer service and efficiency through shared service organizations· Replacing the transactional activities with an analytical focus of Finance

11:45-12:30TRANSFORMING FINANCE STRUCTURES TO MEET BUSINESS NEEDSTim Dunn Director of Finance, Nike Canada

The current business climate is forcing Finance leaders to take a hard look at their Finance organizations and ensure they are aligned with enterprise strategy, particularly on the highest value activities. One approach is to alter the organizational model to improve both effective-ness and efficiencies by standardizing key capabilities. This discussion details Nike Canada’s Finance transformation journey.

· How to deploy limited resources against business needs · The importance of achieving "early wins" · Reducing process complexities · Follow-up/monitor progress

12:30-1:30 LUNCH

Adopting a shared services model

Tuesday, October 25th

Daniel Zbacnik, National Lead Partner, Financial Management Practice, KPMG LLP

SESSION 3

Key transformation tools and strategies

1:30-2:15DEVELOPING A FINANCE TRANSFORMATION STRATEGY IN LINE WITH LIFECYCLE GROWTHMauro Spagnolo, Vice-President, Commercial Financial Services, KBI-ON, Royal Bank of Canada

Many organizations fail in their finance transformation efforts due to poorly designed implementation strategies. This discussion details how to ensure finance transformation is in line with lifecycle growth, including:

· Developing a sound strategy in the context of the organization’s strategy and requirements of finance· Ensuring finance strategy supports the corporate strategy· Determining the in-house staff skills and competencies required· Understanding the process and technology requirements needed

2:15-3:00THE FINANCE TRANSFORMATION JOURNEY AT WIND MOBILEBrice Scheschuk, Chief Financial Officer, Globalive Communications / Wind Mobile

When Wind Mobile acquired wireless spectrum in the 2008 auction, it had to set up its Finance department on an enterprise scale and go from 0 to 100 mph in a very short period of time. This included staffing up from scratch; implementing four enterprise systems including ERP, Telecom Billing, CRM and PoS; building a robust reporting infrastruc-ture and budgeting and planning for $100s of millions in capital and op-erations, to name a few. This discussion details how they overcame the time and organizational challenges to transform the Finance group.

· Background on the project and the daunting launch goal · Internalizing the Finance function and reducing outside spend· Realizing a long-term vision of Finance· Satisfying demanding constituents in a period of intense

competition and change in the telecom industry in Canada

3:00-3:30 NETWORKING BREAK

3:30-4:15EVOLVING FROM A COST CENTRE TO A STRATEGIC BUSINESS PARTNER: CREATING VALUE THROUGH INNOVATION AT POWERSTREAM INC.John Glicksman, Executive Vice-President & CFO, PowerStream Inc.

Innovative CFOs are re-tooling their Finance departments with a solid understanding of the drivers of business value and a more integrated approach to customers, operations and suppliers. This discussion de-tails critical steps towards this successful Finance transformation.

· Bringing Finance’s key analytics acumen and a genuine desire to partner with the business units · Evaluating the cost of transformation on organization productivity and funding the return on investment · Driving change towards a more collaborative and integrated

business model for the organization as a whole

4:15-5:00STANDARDIZING FINANCE OPERATIONS AT SLEEMAN BREWERIES LTDParag Gandhi, Director of Finance and Accounting, Sleeman Breweries Ltd.

Transforming Finance and standardizing its operations can be a com-plex undertaking at the best of times. But how much more complicated is it in an international organization with Finance departments across the country and around the world? This discussion details how Slee-man is undergoing transformation by standardizing its Finance opera-tions both nationally and internationally.

· Understanding the need for Finance transformation at Sleeman considering the acquisition history & change in ownership

· How standardization was achieved in Finance operations within entities acquired across all regions in Canada and

undergoing within the international group· Ensuring the Finance operations are aligned to the company vision· Results in terms of: efficient transaction processing; improved reporting and decision support; streamlined reporting environment and requirements; standardized policies, procedures & processes but with an appreciation of local customization; and centralized business models

Successful ERP implementations

Tuesday, October 25th

John Glicksman, Executive Vice-President & CFO, PowerStream Inc.

SESSION 4

Creating business value through finance transformation

OPTIONAL WORKSHOP A Wednesday, October 26th - 9:00-noon

SHARED SERVICES CENTRES, CENTRES OF EXCELLENCE, OUTSOURCING: CHOOSING THE RIGHT ORGANIZATIONAL STRUCTURE FOR FINANCE Sachin Jayapalan, Senior Manager, Consulting, Strategy and Operations, Deloitte

The current business climate is forcing Finance to shed its traditional role of corporate policeman in favor of a much more service-ori-ented approach, providing the business with value-added services. Making this transformation, however, involves re-organizing how Finance is structured with a view to improving both its effectiveness and effi ciency. But which service delivery model is best? How do you implement it across the organization?

Expand on what you have learned in the conference and fi nd out how to reorganize the Finance department to meet current and future business expectations. Join Deloitte for a detailed look at:

· Shared service centres, centres of excellence and outsourcing: which service delivery model should you adopt and for what types of activities?

· Determining which Finance functions can be centralized· Working with Finance and business unit leaders to develop a change management process· Aligning the organizational structure with corporate strategy · Reducing process complexity· Conducting an effective evaluation of outsourcing solutions· Reorganizing Finance staff and technology to provide the most effective service delivery to the business

Sachin Jayapalan is a Senior Manager in the fi nance and performance management consulting group, with experience working with companies in the UK, India and Canada. With over 15 years of experience he has worked with both Fortune 500 companies and mid-sized companies. His specialty is improving the profi tability of businesses through large scale business transformations that cover service delivery reorganizations (shared services and outsourcing), pricing and customer profi tability management, operations process excellence enhancements, balanced scorecard implementations and technology implementations. Within the fi nance area he has expe-rience in industry leading fi nance teams through turnarounds, through the development of fi nance strategies, restructuring of the service delivery model, implementing business performance management frameworks and improving the effectiveness of fi nance processes (AP, AR, CCR, cash management, costing).

REDUCING COSTS THROUGH EFFICIENT TRANSACTION PROCESSES AND FASTER CYCLE TIMES Antony Karabus, Managing Director, PricewaterhouseCoopers LLP

Enhancing effi ciency while reducing the cost of transaction processes is a key part of transforming Finance into a value-added partner. Attend this workshop and learn what best practice organizations are doing to streamline their processes and speed up cycles times, thereby reducing costs and freeing-up time for Finance to play a more strategic role within the business. Join PwC for a practical look at:

· Increasing the effi ciency of A/P and A/R processes · Reducing cycle times for period end · Enabling self-service for customers, vendors, employees · When should you consider outsourcing non-critical, back offi ce processes? · Achieving policy-driven standardization · Developing metrics and scorecards aligned with strategic goals · Benchmarking key Finance processes to set and prioritize transformation goals

Antony Karabus is leader of PwC Canada’s Retail Consulting Services practice, working in the Yorkdale (Toronto) offi ce. Antony has led numerous retail clients through crucial change initiatives to improve the fi nancial performance of their businesses. He has done this by raising key organizational and operational issues to senior executives and then developing quick-win strategies to make their companies stronger and more competitive. Antony has personally led more than 50 major fi nancial performance improvement initiatives at national retailers over the past two decades. These include merchandise margin and inventory optimization, information technology function performance improvement, store operations and supply chain improvements, and company-wide selling, general and admin-istration cost-containment reviews.

OPTIONAL WORKSHOP B Wednesday, October 26th - 1:30-4:30

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October 24, 25 & 26, 2011, Toronto

Transforming finance efficiency through people, process, structure and technology

Finance Transformation for CFOs

Best practice case studies from CFOs and senior financial executives from 13 major Canadian corporations