2011 New Zealand CFO Summit

This event has now passed, but you may be looking for:

2012 New Zealand CFO Summit - 15 March, Auckland

2011 Event
Awards
Agenda
Sponsors/Partners

2011 Event

CFO Summit – an event recognising best practice and outstanding achievement

Outstanding financial stewardship, vision and strategic leadership was celebrated at the 2011 NZ CFO Summit in March. Over 250 of New Zealand’s most senior CFOs gathered in Auckland to listen to national and international influencers.

Sir Ron Carter, Founder, Beca commenced the day with an insight into what it takes to build an organisation from a small engineering firm into a global organisation.

The CFO’s driving and integral role in organisational leadership and, in turn, in ethical shareholder value creation was explored by Dr. Mark L. Frigo, Ledger & Quill Foundation Distinguished Professor of Strategy and Leadership Director The Center for Strategy Execution and Valuation; Kellstadt Graduate School of Business DePaul University (USA)

Katherine Corich, Director, Sysdoc (UK) spoke of the rigour of end to end operational excellence and the lessons from the international aviation industry.

Robert Blain, Senior Vice President and CFO, Cirque du Soleil (Canada) provided a fascinating insight into one of the most creative businesses on the planet.

The audience also garnered insight from:
Rob McDonald, CFO, Air New Zealand (2010 New Zealand CFO of the Year)
Craig Richardson, CEO, Jade Software

The C-suite team from Gen-I of Chris Quin, CEO, James Bayly, CFO & Peter Finch, CIO
The audience spent the afternoon deep diving in a series of panels and debates, gathering at the end to make the most of the collegiality of the CFO community in the networking functions leading to the CFO Summit Awards dinner.

Awards

•

Steve Scott, MD, Conferenz. Julie Gill, MD, Fairfax Business Media Group, Chris Liddell, CFO General Motors, Rob McDonald, CFO Air New Zealand

Awards recognise New Zealand’s financial leaders
Focus, dedication and strong leadership have led to success for New Zealand’s top financial minds. More than 300 people honoured the 2011 CFO Awards winners at a gala dinner following the CFO Summit in Auckland last night.

The Summit, run by Fairfax Media Business Group and Conferenz, brought together business experts and top CFOs to discuss current financial issues. The CFO Awards recognised individuals or teams who have made a difference to their organisation or an exceptional contribution to business in New Zealand with quality, insight and steady direction. The leading publications for the summit and awards are Unlimited, CIO and Business Day.

The 2011 CFO winners are:

- CFO of the Year: Jonathan Mason, Fonterra
- Finance Team of the Year: Bank of New Zealand (BNZ) Finance
- Project Initiative of the Year: Ministry of Social Development
- Young Financial Manager of the Year: Sally Kane, Corporate Services Manager, Rugby New Zealand 2011
Special Commendation: Cullum Vibert, Beca Group

CFO of the Year Jonathan Mason has been recognised for his ground-breaking approach to the co-operative’s capital structure.

“He is a passionate, strategic thinker whose prudent financial management during a period of market volatility has Fonterra extremely well placed. Jonathan never underestimates the importance of getting farmers on board and held hundreds of local shed meetings around the country.” – CFO Award judges.

Managing finances for the biggest sporting event on the 2011 calendar is no small task, but Young Financial Manager of the Year Sally Kane from Rugby New Zealand 2011 is taking it in her stride. She manages the contingency insurance arrangements and the financial aspects of match and team allocation.

“Sally’s involvement in strategic decision-making through financial analysis and insight to the board has helped shape the structure of the Rugby World Cup. Sally is a driven, dynamic financial manager with the ability to embrace change and build strong relationships.” – CFO Award judges.

BNZ Finance was named as Finance Team of the Year for its commitment to becoming a world-class finance team meeting key objectives, including a two billion dollar bond issue.

The Ministry of Social Development’s Value for Money Programme won Project Initiative of the Year. It delivers increased value for money from public services, which is relevant and beneficial to all New Zealanders. Applying long-term thinking to everything it does has led to savings and efficiencies of more than $250 million in four years with plans in place to save a further $211 million.

Outgoing General Motors CFO Chris Liddell received the Lifetime Achievement Award earlier this month. For more information go to www.unlimited.co.nz/cfoawards

2011 CFO Award judges

Chye Heng, CFO/Executive Director, Beca Group (FCPA)
Nigel Morrison, CEO, SKYCITY Entertainment Group (FCPA)
Anthony Burg, CFO, Solid Energy (FCPA)

2011 CFO Award finalists

CFO of the Year: James Bayly (CFO, Gen-I), Peter Floris (CFO, The New Zealand Merino Co), Jonathan Mason, (CFO, Fonterra), Athol Ryan, (CFO, Seales), Marc Warner (Director, Finance, Value for Money and Shared Services, Ministry of Social Development)

Finance Team of the Year: Adecco New Zealand, Bank of New Zealand, Flight Centre New Zealand, Hellaby Holdings

Project Initiative of the Year (Finance): Bank of New Zealand, Flight Centre New Zealand, Ministry of Social Development

Young Financial Manager of the Year: James Agnew (Financial Controller, The Hyperfactory),

Sally Kane (Corporate Services Manager/Finance Manager, Rugby NZ 2011), Cullum Vibert (Financial Controller NZ, Beca Group).

Agenda

Agenda: Day 1

8.30

Registration & Coffee

8.50

Opening remarks from the Chair

Cameron Bagrie, Chief Economist, ANZ

9.00

OPENING KEYNOTE ADDRESS: Steadying the ship: Positioning the business for sustainable recovery and disciplined growth after the recession

Continued market volatility and a sluggish recovery have accelerated competitive trends and forced companies to make hard decisions. More than ever the focus is on business leaders and their ability to develop a clear strategy and reshape their organisations to successfully navigate the recovery and emerge in a position of strength.
• Key themes, risks and challenges of the global economic recovery and the role of Government
• Shaping your organisation to both survive and prosper in a changed and challenging environment
• The importance of innovation as a driver of growth and the role of the CFO in fostering a culture of innovation
• Future structural pressures that will change the way we do business

Sir Ron Carter, Founder, Beca

9.40

INTERNATIONAL KEYNOTE: Strategy and leadership

Strategic Leadership is a phrase that looks very good on paper but is very hard to implement in the business. Executed well, however, it can mean the difference between a good CFO and a great one. This session examines what it takes for a CFO to lead effectively and shape the organisation’s direction and strategy
• How CFOs can become effective leaders in organisations
• Strategic leadership skills for high performing CFO teams
• Aligning strategic leadership thinking with value creation

Dr. Mark L. Frigo, Ledger & Quill Foundation Distinguished Professor of Strategy and Leadership Director The Center for Strategy Execution and Valuation; Kellstadt Graduate School of Business DePaul University (USA)

Speaker has declined permission for his material to be online

10.25

Morning tea

10.55

INTERNATIONAL ADDRESS: Strategy execution: from plans to performance

Developing a strategy that enhances your organisation’s competitive advantage is only half the picture; equally important is the ability to execute your strategy well. The CFO needs to be an effective change catalyst in order to make strategy happen.
• Why do so many strategies fail to make it off the vision statement?
• Developing management systems and structures that facilitate the delivery of strategy
• Enhancing information flow to the right parts of the organisation
• Implementing a joined up end-to-end process to drive change

Katherine Corich, Director, Sysdoc (UK)
Katherine won the Master Entrepreneur category in the 2010 Ernst & Young Entrepreneur of the Year awards.

11.35

How the CFO drives strategic flexibility in the organisation

One of the most important lessons for business to come out of the GFC is that businesses need to be nimble and agile to survive in the current environment. The business needs to have the flexibility to swiftly deliver change in an ever-shifting landscape – and it is the CFO who needs to drive that flexibility.
• How to reshape the business to increase agility
• Simplifying business processes and delivering continuous improvement throughout the organisation
• Removing organisational complexity to increase the responsiveness of your business to market needs
• Managerial approaches and styles needed to achieve strategic flexibility

Rob McDonald, CFO, Air New Zealand
Rob won the CFO of the Year award at the 2010 New Zealand CFO Summit

12.15

Making the jump from CFO to CEO

With the CFO increasingly playing the role of business partner to the CEO, CFOs are increasingly being primed with skills that one day will help land them the top job. This session will tell the story of one CFO who successfully made the jump to CEO.
• How the skills I learned as CFO prepared me for the CEO role
• How large is the leap in practice?
• What more could I have learned as CFO that would have helped my progression and transition?

Craig Richardson, CEO, Jade Software

12.45

Lunch

1.45

Panel 1: Developing a long-term strategy on capital structure and funding

The days of easy credit are over, meaning that businesses need to take a more considered and longer-term approach to the sources and implications of their funding. Different industries and organisations have different requirements in their debt–to-equity ratio, however there are some good overall rules to follow in the current climate.
• The need for CFOs to develop a longer-term investment maturity profile in their organisation
• Matching debt and investment profiles
• Timing issues of debt financing and interest rates

Luke Bunt, CFO, The Warehouse Group
Michael Gleissner, CFO, Pacific Fibre
Gareth Galloway, Partner, Ernst & Young
Moderated by:
Roger Kerr, Director, Asia-Pacific Risk Management

1.45

Panel 2: The Public Sector CFO: driving measurable value

• Rising to the challenges of delivering high levels of service under an extended period of fiscal constraint
• Driving value for money through streamlined and smooth conversion from inputs to outputs
• The challenges of process reform to deliver value
• Addressing the change management aspects of extended cost reduction measures

Mike Garrett, CFO, Environment Waikato
Craig Hill, Executive Director- Advisory, Ernst & Young
Scott Scoullar, CFO, Inland Revenue Department
Lara Ariell, CFO, Ministry of Justice
Moderated by:
Bruce Simpson, CFO, Greater Wellington Regional Council

1.45

Panel 3: Being a better CFO: essential skills and attributes to success

• Are true financial leaders born, or made?
• Has the downturn changed the requirements of a CFO in practice?
• Developing personal and professional resilience in difficult times and stressful situations
• Motivating and influencing like a CEO

David Spong, CFO, Ericsson Australia/New Zealand
Mark Conelly, CFO, Noel Leeming Group
Carol Bellette, CFO, Landcare Research
Moderated by:
Mark Wilcox, CFO, PSIS

1.45

Panel 4: The upside of down: examining the current M&A market

There are signs that the M&A market may be coming out of its protracted slumber, with many organisations and industries ripe for consolidation.
• What are the factors likely to drive M&A activity in the short to medium term?
• When do you give up your spare liquidity to finance growth?
• Ensuring acquisitions add to shareholder value (keys to success or pitfalls to avoid)
• When should the CFO seek external advice?
• Funding of M&A: Cash, debt or script?

Neil Wanden, CFO, Opus International Consultants
Matt Ward, CFO, Oceania Group
Andrew Taylor, Partner, Ernst & Young
Wayne Andrews, Vice President - Finance, Oracle
Moderated by:
Richard Keys, CFO, Abano Healthcare

2.30

Panel 5: The CFO’s role in stakeholder relations and corporate affairs

• Overcoming the difficulties in presenting true and accurate financial information because of changing international financial reporting standards such as that seen with deferred tax treatment
• Tactics for increasing the effectiveness of the way the organisation talks to shareholders
• The role of the CFO in communicating company strategy to both internal and external stakeholders, as well as the media
• The impact of Continuous Disclosure regulations on the timing and content of delivering information to stakeholders

Richard Keys, CFO, Abano Healthcare
Luke Bunt, CFO, The Warehouse Group
Grant Ellis, CFO, Restaurant Brands
Moderated by:
Tony Frankham, Former Chairman, Auckland International Airport; Professional Company Director

2.30

Panel 6: Building and leading a high-performance finance team

Developing and leading a high-performance finance team is one of the key priorities for the CFO, however the transition from good to great is difficult and requires significant investment in people, process and culture.
• How can the CFO embed a high performing culture in finance?
• What techniques or attributes are needed for success?
• Succession planning: how are you developing your own team with leadership skills to continue the organisation’s strategic vision after you’ve left?

Sarah Haydon, CFO, OfficeMax
Braden Dickson, Head of Performance Improvement New Zealand - Advisory, Ernst & Young
Kim Seeling Smith, International speaker; trainer and coach, www.MyCriticalPath.com
Moderated by:
Patti Gwynne, Director/Principal Coach, NZ Coaching and Mentoring Centre

2.30

Panel 7: What does the board want from the CFO?

Recent court cases over the past 12 months have shown the importance of the CFO delivering accurate and timely information to the board.
• Where and how can the CFO add value to the board?
• The CFO’s role in providing accurate risk intelligence and forecasting
• The level of detail of information that the Board wants from the CFO
• How greatly do audit committee requirements and information differ to that of the board generally?

John Loughlin, Chairman, ZESPRI Group; Tru-Test Corporation, Director Metlifecare
Graeme Hawkins, Chairman, Southern Cross Healthcare Group; Watercare Services, Director
John Brabazon, Director, Auckland International Airport Ltd; New Zealand Wine Fund Ltd
Adam Awty, CFO, CPA Australia
Moderated by:
Bruce Simpson, CFO, Greater Wellington Regional Council

2.30

Panel 8: Financial Intelligence: Converting data to knowledge to strategy

In the age of the information overload, the time poor CFO needs cut through from the avalanche of data, reports and statistics to create decisions, action points and strategy.
• Drawing out causality in information to guide decision-making
• Applications and the business case for increased analytical capacity in inventory and process
• How to make the transition from business intelligence to financial intelligence

Hamish Stevens, Director, Hamish Stevens Governance and Advisory
Dan Coman, CFO, IAG
David Fincher, Partner, Ernst & Young Australia
Moderated by:
Stefan Azzopardi, CFO, Southern Cross Healthcare Group

3.15

Afternoon tea

3.35

Finance transformation at Ericsson

David Spong, CFO Australia/NZ, Ericsson Australia PTY

4.05

Developing collaborative executive relationships across the C-Suite

The CFO is not an island – they need to draw on the skills and experience from the rest of the executive team to excel. A successful partnership across the C-Suite is difficult to achieve, and requires time, effort and care. To truly be a business partner to the CEO, and to drive strategy to the rest of the C-Suite, the CFO needs to excel in communication and collaboration.
• What does it take to develop a successful executive team?
• Utilising complementary skills across the team
• What can CFOs do to influence the C-Suite and turn a good working relationship into a valuable strategic partnership?

Chris Quin, CEO
James Bayly, CFO &
Peter Finch, CIO, Gen-i

Please check back soon for presentation

4.50

CLOSING INTERNATIONAL KEYNOTE: Transformation and innovation – and how the CFO needs to respond

Over the course of the day, we have discussed the uncertainty of the current environment and how the CFO needs to make their businesses more adaptable and responsive. This closing session will examine the role of creativity and innovation in the CFO, and how to be aware of future trends that may affect your business or industry.
• The importance of creativity, innovation and intuition in developing your strategic leadership portfolio
• How innovation can revolutionise an entire industry – what can you do to prepare for or lead these changes?
• How can the CFO be a partner to, and not the enemy of innovation?

Robert Blain, Senior Vice President and CFO, Cirque du Soleil (Canada)

Presentation not available

5.30

Closing Remarks from the Chair

Cameron Bagrie, Chief Economist, ANZ

5.35

Networking Drinks Function sponsored by IBM

7.00

2011 New Zealand CFO Summit Gala Dinner sponsored by Ernst & Young

Incorporating the 2011 CFO Awards
Join us to honour the top financial leaders in New Zealand. The Awards will recognise those leaders who have made an outstanding contribution to their organisation, profession, or New Zealand Inc. as a whole.

Also join us for our keynote Dinner Speaker, Antarctic Adventurer and Transatlatic Rower Jamie Fitzgerald.