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The Financial Planning & Analysis Executives Council is designed for the most senior Financial Executives based in EMEA, responsible for Financial Planning & Analysis (FP&A) of organizations with min €1bn revenue and active in different industries and geographies. Members work closely with the management team and have responsibility for creating annual budgeting, quarterly forecasting, analyzing past financial results, creating forward looking analysis and drive strategic actions to deliver expected results. The agendas are entirely decided by the members based on their current priorities. The council is vendor and consultant free, members hold 3 main meetings per year and check-in sessions in between, deep dives into peer practice, discuss real-life examples from members, request feedback and access latest research and insights.
Enduring relationships are at the core of the council experience. Enhanced by our global, enterprise-wide reach, these relationships span the world and help extend value across your organization. Confidential peer dialogue provides you with a broader perspective and shared experiences as well as access to specific knowledge, saving you precious time. Council membership benefits:
- Collective problem-solving that puts your issue on the agenda
- Benchmarking through regular surveys of relevant Council member company practices
- Virtual communities that extend learning opportunities through a variety of online forums and other resource
- Multi-functional insights generated by the wealth of perspectives. More than 130 councils work together across functions and geographies, covering more than 50 functions.
Examples of Partner Councils include:
Financial Planning and Analysis Council – US Group
Corporate Treasurers Council – US Group
Shared Services Council in the US, EMEA and Asia
CFO Business Unit Council
Tax Executives Council
Strategy & Transformation Council
"Council meetings allow for members to exchange some of the major challenges we all face, in a very open, relaxed environment; and learn how colleagues are tackling them. It’s also helpful to realize that other companies are struggling with the same challenges or opportunities. It makes you feel more secure that you are heading in the right direction or making the right decisions. I had my Head of Global Business Services join the Shared Services Council because of this potential for constructive peer-to-peer exchange.”
"When you are able to drive the agenda, that ensures you get the value from it, because it’s not some talking head telling you it’s what you should be doing. It is the members talking about the issues that are important to them. And out of that, comes solutions to problems that we all confront. I’ve looked at other opportunities to be with my peers, but I’m yet to find anything that makes as much sense both from a cost standpoint, a frequency standpoint, and also just how intimately you can get into the issues with a small group and solve problems ad make progress. Tell me what other opportunity you can do to be in a room of people that are your peers talking about the issues that you face that are common to the ones you face. If you are not doing that, if you are not finding that outlet through something like The Conference Board. My question would be, where are you doing that?"
Ken Jackson, Executive Vice President and Chief Financial Officer, Shaw Industries - Member of the CFO Council
"I really enjoy being able to exchange with other CFOs, to ask questions, to share problems in a trusted environment, to gain first-hand experience, and just the general atmosphere of council meetings. That’s why I’m still a member.
What makes this Council different is the fact that it’s not organized by a consultancy or a vendor, where you can be sure there is always a hidden message. That’s not the case with The Conference Board, which is very neutral from this point of view. It’s doing its best to bring value to members, and that makes a difference."
Jean-Yves Bieri, Chief Financial Officer, Maus Freres - Member of the CFO Council
HOT TOPICS ARE GROUPED UNDER 3 PILLARS:
- Strategy Development
- Operations and Processes
- Leadership & Management Role
- Budgeting & Forecasting
- Comprehensive Financial Performance Indicators and Metrics
- FP&A Competencies Needed for the Future
- Digitizing FP&A
- Beyond Budgeting
- Effective Internal Control Environment
- Strategic Risk Management
- Predictive Analytics
- Acquisition Integration and Performance Tracking
- Master Data Management
- Implications of IFRS-16 (Leasing)
- Tools for External and Internal Consolidation
- Finance Talent Acquisition and Management in Geographically Dispersed Organizations
- Leadership and Change Management
EMEA-based Heads, VPs, Directors with a remit for Group Level, European Region, large Division or Business Unit with min 1bn euro revenue and responsible for: Financial Planning and Analysis Accounting, Financial Reporting, Financial Control or Group Consolidation.