Planning Budgeting and Forecasting BPDD

CONTACT ENERGY
E N T E RP R I S E T R A N S FO R M AT I O N P R O G R A M M E
Business Process Design Document

12.3.6 Planning Budgeting and Forecasting
Version 0.11.0
February 26th 2010

Author: Terry Baker / Vinod Shekhapuram
Owner: ET-PMO
DOCUMENT MANAGEMENT
DOCUM E NT LOCATI O N
This document is stored in << BPDD Planning Budgeting & Forecasting>>

Paper copies of this document are valid only on the day they are printed. Refer to the author if you are in any
doubt about the currency of this document.
REVISION HISTORY
Changes
Marked?
Version
Date
Author
Change Description
0.1
10/02/201
0
Vinod Shekhapuram
1st Draft
0.2
26/02/201
0
Vinod Shekhapuram
Updated for walkthrough and approval

workshop
1.0
26/02/201
0
Vinod Shekhapuram
Approved
AS S OCI ATE D DOCUM E NT ( S )
Following documents need to be read in conjunction with this document

Document Name
Version No.
Version Date
Document Location
L3 12.2.6 Planning
Budgeting and
Forecasting
Scope Document
ET Workshop Minutes
Planning Budgeting and
Forecasting
Minutes Document
QUALITY REVIEW
This document has been reviewed for quality by the following personnel.
Name
Function
Sachin Kamat
Peer review
Subin Rajasekaran
ET-PMO
Chris Anderson
Quality
PLANNING BUDGETING AND FORECASTING
Date of approval
PAGE 2 OF 70
A P P R O VA L S
This document has been approved by the following people. Signed approval forms are filed in Quality section of
the Project Control Book.
Name
Function
Geoff Walker
Business Representative
Chandra Yee
Business Process Owner
Date of approval
Signature
DISTRIBUTION
This document has been distributed to:
PAGE 3 OF 70
TA B L E O F C O N T E N T S
Name
Function
Chandra Yee
Finance Mgr Group Performance
Jennie Thompson
ET Delivery Lead Finance
Matt Bolton
Financial Accounting Manager
Jessie Xuan
Snr Grp Performance Accountant
Wendy Ainsworth
Retail Finance Manager
Glen Cattermole
Finance Mgr Generation
Nicole Smith
Snr Strategic Analyst
Andrew Hutchinson
Finance Mgr Operations
2.1..................Vision and Business

Objectives.............................................
Mike Robertson
Gen Ops Accounting Manager
2.2................... Benefits Realisation

..............................................................
Sadanand Shenoy
BI Developer
Geoff Walker
Management Accountant
Jo Broad
LPG Finance Manager
Simon Healy
Corporate Finance Manager
3......................... KEY DECISIONS AND

ASSUMPTIONS.............................................
Nigel Thompson
Financial Controller
4.................... FUTURE STATE PROCESS

.......................................................................
Clinton Jenkins
ET Business Representative
Jonathan Holmes
ET Business Lead Finance
Adrian Simnett
ET Solution Delivery Mgr Finance
Chris Anderson
ET Quality Assurance
David Clegg
ET Change Management
Pat McKeefry
ET Data Management
Marien de Wilde
ET Solution Architect
Andrew Christian
ET Technical
Andrew Greally
ET Solution Delivery Mgr Generation / PMO
Gary Robinson
ET Business Lead Generation
Tracey Boyes
Audit and Assurance
1................................ INTRODUCTION
.........................................................................
1.1.................... Document Purpose
..............................................................
1.2...................Document Structure
..............................................................
2...........................................
.........................................................................
2.3.............Summary of workstream
scope....................................................
2.4........................ Non Functional
requirements.........................................
4.1............................ Introduction
............................................................
4.2............... Process Flow Details
BUDGETING......................................
FORECASTING..................................
VERSION maintenance......................
5......................... STANDARD REPORTS
.......................................................................
6...........MASTER DATA CONSIDERATIONS
.......................................................................
6.1..................... M a s t e r D a t a
V E R S I O N S ......................................
7........................... SAP DEVELOPMENT
.......................................................................
7.1.............................. sAP Gaps
............................................................
7.2
Interface Developments.................................................................................................................................
7.3
Conversions...................................................................................................................................................
7.4
Report Definitions...........................................................................................................................................
7.5
Forms.............................................................................................................................................................
7.6
Workflows.......................................................................................................................................................
AUTHORIZATION & ROLES.....................................................................................................................................
TESTING CONSIDERATIONS..................................................................................................................................
10
CONVERSION INITIAL RULES................................................................................................................................
PAGE 4 OF 70
10.1
SAP Object Source (From Legacy)................................................................................................................
10.2
High Level Data Requirements......................................................................................................................
10.3
Data Cleansing Requirements.......................................................................................................................
10.4
Interim Process/cutover/deployment Considerations.....................................................................................
10.5
Archival Requirements Legacy Systems.....................................................................................................
11
BATCH REQUIREMENTS.........................................................................................................................................
12
FUTURE CONSIDERATIONS...................................................................................................................................
13
OPEN ISSUES..........................................................................................................................................................
14
APPENDIX................................................................................................................................................................
14.1
Conventions Used..........................................................................................................................................
14.2
Glossary.........................................................................................................................................................
PAGE 5 OF 70
INTRODUCTION
1 .1
DOCUMENT PURPOSE
This blueprint document is a result of the discussion between Contact business and ET project team. The
document encompasses the business process flow and the design requirements for the specific L3
processes as per the ET scope documents. This document will be used as the basis for the solution
delivered for the future state process
The blueprint document serves as a central repository for the end to end business process flows which
reflect project scope. The document will be used as a baseline for the following future project activities:
SAP solution configuration design
SAP technical developments including Reports, Interfaces, Data management activities, System
enhancements, Forms and Workflows
Creation of business process testing suite for system integration testing
Creation of end user training material including business process procedures and steps
Change management planning and execution
Future business process improvements
1 .2
DOCUMENT STRUCTURE
Sections in this document are structured as follows:

Section
Section Heading
Section Content
Process Scope
Summary of Scope & Exceptions
Key Decisions
Future State Process Identification
Standard Reports
Master Data Considerations
SAP development
Number
Key Decisions identified for the Future

State Process
Future State Process diagram and details
along with SAP Transaction codes
Standard SAP reports identified that will be
used within the process
Master data considerations required for
Future State Process
SAP Gaps, Interface, Conversions ,
Reporting, Forms, Workflows
PAGE 6 OF 70
Section
Section Heading
Section Content
Authorizations and User Roles
Details of User roles/ Authorization matrix.
Testing Considerations
10
Conversion Considerations
11
Batch requirements
12
Future Considerations
13
Open Issues
14
Appendices
Number
Details of Key Scenarios recommended for

testing
Details of SAP Opening balance data
conversion considerations
Details of Batch jobs requirements with
frequency
Details of all future considerations for the
Process
List of Scoping issues
Contains conventions and glossary to
terms.
PAGE 7 OF 70
SCOPE
2 .1
VISION AND BUSINESS OBJECTIVES
The vision for Finance is: To be a highly valued partner providing financial expertise, supporting the business
to make effective business decisions and achieve outstanding results.
The associated Strategic Drivers to realise this Vision are:
Standardised, simplified and automated operation / improved decision making

Increase adaptability and decrease the effort spent on transactional processing, moving the focus to
decision support activities.
Financial management of projects

Reduce the level of project financial management supported by spreadsheets and the number of manual
workarounds in place to meet core reporting requirements.
Provide a standardised practice across Contact and enable portfolio-level views of resources and
investment that will drive more effective prioritisation decisions and improved monitoring.
Strategic approach to procurement

Introduce a procurement capability underpinned by enforceable standard practices, company-wide
reporting and creates a platform to establish, manage, monitor and measure suppliers according to
strategic importance in the long term.
Embedding financial discipline in the organisation

Replace manual internal controls that often both inhibit efficiency and have internal audit report items
raised.
2 .2
B E N E F I T S R E A L I S AT I O N
The following table presents the benefits identified and quantified within the programme benefits case that
pertain to the process covered within this blueprint document and evaluates the contribution thereof to the
achievement of these benefits.
Benefit
Benefit Description
Reference
BPDD
Comments (if any)
Consistent
with Target
Improvement?
(Y/N)
FIN 1.1 & 1.2
Streamlined Financial
Budget and plan information
Operation & Business
held within SAP which will
Productivity
enable streamlined reporting

activity.
PAGE 8 OF 70
Benefit
Benefit Description
Reference
BPDD
Comments (if any)
Consistent
with Target
Improvement?
(Y/N)
FIN 3.1 & 3.2
Recruitment, Training Costs
and new staff efficiency
Budget and plan information

held within SAP which will
enable streamlined reporting
activity.
S U M M A RY O F W O R K S T R E A M S C O P E
2 .3
2 .3 . 1
P RO CES S S COP E
The following table outlines the processes included in 12.3.6 Planning Budgeting & Forecasting as per the
ET Program Scope documents
Level 1
Level 2
Level 3
12.0 Financials
12.3 Management Accounting
12.3.6 Planning Budgeting and

Forecasting
2 .3 . 2
P RO CES S S COP E EX CE P TIO NS
The following table outlines the exceptions identified from the confirmed and agreed ET Program Scope
documents for 12.3.6 Planning Budgeting and Forecasting, supported by Programme Change Control
procedure.
CR #
Exception description
Resolution details
Workflow - SMT Budget Communication
De-scoped - Will be done manually
(early warning)
(outside system). Phase 1 has no Budget

co-ordination tool.
Workflow - Planning Instructions

co-ordination tool.
PAGE 9 OF 70
CR #
Exception description
Resolution details
Workflow - plan data requires approval

co-ordination tool.
Workflow - Plan change

co-ordination tool.
Workflow - Plan approved

co-ordination tool.
2 .4
NON FUNCTIONAL REQUIREMENTS
The following table outlines the key non-functional requirements identified for the ET Program Scope.
Non functional parameters
Description
Scalability
Provision built to accommodate specified database growth without

the need for re-design and encompasses master and transactional
data with minimum retention period for key data objects.
Usability
Meets the requirements for system accessibility, user authentication,

intuitive transaction flows, customisable and textual error messaging,
usability of mobile services etc.
Supportability
All software components and versions in use will be certified as per

Product Availability Matrices and retained at current maintenance
levels
Auditing
Provides ability to fulfil specified transaction auditing
Archiving
Provides ability to archive business transactions based on set criteria
Security
Provides secure and controlled access to data by employing role

based authentication and secure access control
PAGE 10 OF 70
Non functional parameters
Description
Performance
Provides pre-defined
Transaction and Screen response times
Transaction and volume through put
Batch processing with-in operational windows
PAGE 11 OF 70
KEY DECISIONS AND ASSUMPTIONS
This section records the key decisions made during and post the design workshops. Including any
assumptions made that support these decisions. Should any deviations from the standard SAP processes
be proposed, the reasons supporting these decisions should be contained within this section.
Number Decision / Assumption Details
01
BI-IP Planning functionality will not be implemented in the Finance wave at Contact as
per the Level 3 Scoping workshops.
In future consideration may be given to
implementing a SAP planning tool, e.g. BPO

02
At Contact SAP will be the central repository for Plan data. The Strategic Plan (five
years), Budget and Forecast will be loaded to SAP. Note that access to the Strat Plan
will be restricted.
03
The Strategic Plan will be updated every financial year. This will be stored as a new
version per financial year. Current year plus 5 years forward need to be open for input.
04
Multiple plan versions will be used Budget/Forecast per cycle. Forecast versions will be
retained in SAP per month. These are outlined in Section 4.2.1 and Section 4.3.1
05
The Strategic Plan and Budget versions, as per Section 4.2.1, will be maintained for
Origin Submissions and are for Central Finance purposes only, i.e. tags B, C and D.
The business units will populate versions A, E and F only.
06
Rolling forecasts, i.e. a forecast spans more than 1 financial year, are to be supported
in SAP for input/output of plan data and reporting.
PAGE 12 OF 70

07
In Contact, Planning data will be input in the following areas of SAP

Costs
Controlling (CO) for Cost Centre (CC) and Internal orders (IO)
Project Systems (PS) for WBS (Work Breakdown Structure Element) including project OPEX.
Note that the recommended approach by SAP /
Wipro is that Project Opex is not settled to Cost Centres, but will be available
for reporting at a Cost Centre level in FI / New GL.
Revenue
FI (Using New GL to plan against Profit Centres)
Balance sheet items
The FI New GL (cost centre/profit centre) view will hold all the integrated planning data
(distinguishing between cost centre / non cost centre costs) for high level aggregated
actual v plan reporting and variance analysis. Non cost centre costs will be a
summation of Projects and internal orders which are populated with a profit centre
Custom BI reports will provide a detailed view of actual v planned costs broken down
into detail by cost element/ cost object (cost centre, WBS, IO) and WBS type
(Capex/Opex). The requirement for this reporting is captured in section 7.4, and is also
a requirement in the Reporting BPDD. This report will need to be available on a timely
basis from BI (ideally real time) to support tight deadlines in planning cycles.
Note: Cost centre to profit centre will be mapped 1:1 at Contact refer Profit centre
BPDD.
The process described above is recommended process by SAP/Wipro with the
introduction of SAP New GL functionality. Projects with Opex costs will be locked so no
further postings to them will be allowed after completion of the project. The overall
process will be subject to BPDD safeguard review which will consider SAP standard
practice and integrated processes.
08
Integrated solution design will need to support Capex and Opex Recoveries. E.g. At
Contact all Contractors costs are charged to Opex (this is Contact policy).
The
corresponding Recovery to Opex will be posted when the project is on-charged using a
Capex WBS
Integrated solution also needs to support revenue, e.g. Sundry income from Retail
Meter Rent will be posted against a Profit Centre revenue element, and the
corresponding costs of this service will be against a Cost Centre cost element in SAP.
Some of these may also need to be used in combination with WBS elements.
PAGE 13 OF 70

09
Integrated planning will be default active for Internal Order & WBS element at a master
data level
10
Integrated planning will be activated in configuration for all CO & FI Planning in order to
flow plan data from CO to FI
11
Plan data from other source systems such as the Retail Model, Gas Model, ICE, E@R
etc. will be used as an input into Budgets, Forecasts and the Strat Plan and will be
required to be uploaded /interfaced into SAP. Refer Section 7.2.
12
Plan data for Budget, Forecasts and Strat Plan loaded into SAP will need to be output
for uploading/interfacing into ICE/E@R models.
13
Data from external systems e.g. ICE, E@R, etc., will need to be at the business unit
level of detail (revenue/cost element and cost object e.g. Cost centre / Profit centre) to
be uploaded to SAP. Contact will need to establish the appropriate business unit level of
detail (profit centre group) for balance sheet and profit and loss items required for
budgets/forecasts.
14
Contact will use Excel upload functionality for uploading or changing the plan data via
SAP Planning Templates.
It is important that SAP Planning Templates are developed in a format that
budget/project managers can easily populate, and the format is suitable for loading
multiple cost objects (cost centres, WBS, Internal orders) or profit centres plans into
SAP. Refer Forms section. Templates will also be required for the uploading of SKF
data.
15
The following types of budget preparation will be undertaken:

a.
The Strategic Plan will be zero-based.
b.
The Budget will be zero-based, however if the Strategic Plan is to be used as

the starting point for the Budget then year 1 of the Strategic Plan will become
the Budget.
c.
The Forecast will reflect monthly actuals and the forecast for the subsequent
months, i.e. the first forecast (usually in August) will be based on the month 1
actuals plus budget for the remaining months. For subsequent months the
forecast will be based on actuals for the preceding months, and the previous
month forecast for the remaining months. There is no forecast undertaken in
both the first and last months of the financial year.
d.
By month/cycle, there will be a separate Forecast version retained in SAP
PAGE 14 OF 70

16
Version control will need to be centrally managed by Contact to coordinate locking and
copying of versions. The use of the global variable to assist the end-user in selecting
the correct version is recommended.
17
Contact will ensure that versions are empty before loading any plan data.
18
Contact will use NZD for the planning currency. In future consideration should be given
to incorporating foreign currencies, i.e. USD, AUD, etc.
19
Plan data will include planning for Statistical Key figures.
20
Planning Distribution keys required for Contact are equal distribution (divided by12),
calendar days working days. Note that phasing can be done manually. Customer
numbers may also be used for distributing planned amounts and if so this will be loaded
as a planned SKF. Further distribution keys may be identified during realisation phase.
21
Co-dependent processes have been identified as:

o
Profit Centres
Cost Centres/Internal orders
Transfer Pricing
Profitability Accounting
G/L and accrual accounting
Projects
Reporting (Board and Ownership, Financial Analytics, BI)
Investment Management (includes depreciation)
Plant Maintenance (Generation go-live)
Finalisation of these co-dependent BPDDs may impact on this document.

22
Capex plans will be loaded by individual Project and the appropriate WBS level for each
project. Capex reports will be available at a project level (at an input/project costs view).
In SAP The split of Stay in Business v Growth will be available at a project level.
Note: Cash Capex planning will be done outside of SAP. In future this will need to be
considered within a planning tool. Refer Reporting BPDD for Cash Capex actuals.
Note: In future non project direct asset purchases will be planned against a cost centre
or an internal order.
PAGE 15 OF 70

23
Integrations workshops/Deployment strategy will need to consider impact of planning

objects required for Generation (Projects, Internal orders). Note that Internal Orders
could be used to plan for Maintenance costs until Generation is implemented in SAP.
24
The organization units described in this document are provisional and are subject to
change. The final SAP enterprise structure will be designed and presented in a
separate document after completion of all blueprint workshops
25
Process for Assessments and Distribution detailed in Cost centre BPDD can also be
executed for plan data.
PAGE 16 OF 70
F U T U R E S TAT E P R O C E S S
INTRODUCTION
4 .1
The purpose of the Planning process is to:
Develop financial targets that are aligned with the strategic goals of the organisation
Establish clear ownership and accountability for achieving targets and objectives
Provide transparency of the resources that the organisation will require in the upcoming period.
Allow prioritisation of competing objectives.
On-going monitoring of progress towards achieving the financial targets
Embed best business practices in the planning process.
The Planning process includes both the full year budget/target setting process and the monthly/quarterly reforecasting process.
The planning, budgeting and forecasting process includes the following:
Establish Planning Strategy
Setup Planning Templates
Start Planning Round
Process Planning Round until there is an approved plan version
Each of these is discussed in more detail below.

1.
Establish Planning Strategy

Assumption that the Strategic Plan has been approved.
2.
Define the planning cycles that will be implemented for Contact;
Strategic Plan
Annual Budget
Monthly Forecasting
Rolling Forecast
Define planning approach for planning cycles;
Top Down / Bottom Up
Level of Detail
Define Timetable
Key Underlying Assumptions (linked to the Strategic Plan)
Communicate to participants;
Roles and Responsibilities
Planning Approach
Business Plan commentary required to support budget request.
Setup Planning Templates

Create standard templates for capturing planning data to support;
Strategic Plan
PAGE 17 OF 70
3.
Budgets
Forecasts (Monthly)
Rolling Forecasts
Templates to include if applicable;
Actual Data in forecast versions
Statistical Data i.e. FTEs for Payroll Costs
Define standard templates to support;
Balance Sheet Accounts
Profit and Loss Accounts
Revenue and Cost of Goods Sold
Overhead expense
Plant Maintenance
Start Planning Round
4.
Define appropriate receivers of planning templates;
Cost Centre Managers
Business Unit Analysts
Management Accountants, etc
Process Planning Round until there is an approved plan version
Receive templates back
Upload formatted template files into relevant individual SAP Modules General Ledger
(Including Profit Centre Accounting)
Cost Centre Accounting (Overhead)
4 .1 . 1
Cost Centre Accounting (Plant Maintenance)
Capital Budgets (Project Systems / Investment Management)
Balance Sheet & Revenue (FI Planning)
Review information (Segmented and Consolidated Information Level)
Publish report for review and approval by relevant Manager, e.g.
Cost Centre Manager
Project Manager
Management Accountant
Profit Centre Manager
General Manager
Update/adjust for iterations as required, e.g. following GM review of Business Area
Produce consolidated information for SMT discussion and approval.
Update/adjust for iterations as required (including application of stretch).
O VE RV I E W
Level 2 (Business Scenario) - 12.3 Management Accounting

There are 4 business scenarios within the Financial Mega Process. This document covers Financial
PAGE 18 OF 70
12.Financials
12.1FSC
(inacsluC
&M
Tre
rya)shMgmt
12.2FinancialAccounting
12.3ManagementAccounting
12.4FinancialAnalytics
Accounting and the L3 process Planning Budgeting & Forecasting (12.3.6 Planning Budgeting and
Forecasting)
The following Level 4 activities and sub-processes are found within the process Planning Budgeting &
Forecasting and covered in detail within this document,
Budgeting
Forecasting
Master Data
4 .1 . 2
Version Maintenance
FUNCTI O NALI TY O F S AP FI & CO P LANNI NG
Key Concepts in SAP Planning

Planning Version Versions enable you to have independent sets of planning data e.g. Budget, Forecast
Integrated Planning By aactivating integrated planning with FI New General Ledger the system
automatically transfers planning data for Internal orders, Cost Centre Accounting, WBS, etc to the
New GL in FI and against Profit Centres
Planning Period Lock Planning periods can be locked in order to avoid entry into the approved planned
data.
Planning Version Lock - Planning versions can be locked to prevent changing or creating plan data
Other planning features:
PAGE 19 OF 70
Plan data can be copied from one version to another version.
Actual data can be easily converted as plan data for next year planning.
Planning data can be modified easily using excel online.
Standard SAP functionality for uploading planning files in FI & CO.
All planning files can be easily uploaded using single transaction code.
Standard reports available in SAP to report the Actual vs Plan data.
Company specific reports can be developed in SAP/BI system.
Controlling (CO) Planning/ Project Systems (PS) Planning

In SAP, we can plan on various cost objects for each cost element e.g. Cost Centre, Activity Type, SKF
(Statistical Key Figure), Project or WBS Element, Internal Order, etc to compare actual versus plan for
variance analysis
Versions defined to CO are also defined in FI for flow of plan data from CO to FI.
Planning templates are used for creating or uploading plan data for each object.
Cost Centre Planning
Cost centre planning consists of the following areas:
Planning of activity quantities and/or prices

Planning of costs expected to be incurred
Planning statistical key figures, which are used as the basis for the allocation of costs
Internal Order Planning
Using internal order planning, we can compare plan and actual costs, and carry out variance
analysis.
WBS Planning
Cost planning deals with the costs you expect to incur in connection with your project as it is executed.
FI New GL Planning (profit Centres)
Balance Sheet & Revenue accounts are planned in FI New GL against Profit Centres.
Using Integrated Planning, the costs from the CO module are transferred to FI New GL providing a full view
of the plan by Profit Centre
PAGE 20 OF 70
Key Considerations for Contact
In Contact, Planning data will be input in the following areas of SAP

Costs
Controlling (CO) for Cost Centre (CC) and Internal orders (IO)
Project Systems (PS) for WBS (Work Breakdown Structure Element) - including project OPEX.
Note that the recommended approach by SAP / Wipro is that Project Opex is not settled to Cost
Centres, but will be available for reporting at a Cost Centre level in FI / New GL.
Revenue
Balance sheet items
Standard reporting is available in each of these areas to look specifically at planned costs against e.g. cost
centre and projects
The FI New GL (cost centre/profit centre) view will hold all the integrated planning data (distinguishing
between cost centre / non cost centre costs) for high level aggregated actual v plan reporting and variance
analysis. Non cost centre costs will be a summation of Projects and internal orders which are populated with
a profit centre
Note: Cost centre to profit centre will be mapped 1:1 at Contact refer Profit centre BPDD.
Custom BI reporting will provide a detailed view of actual v planned revenue and costs broken down into
detail by profit centre, cost element/ cost object (cost centre, WBS, IO,) and WBS type (Capex/Opex). The
requirement for this reporting is captured in section 7.4, and is also a requirement in the Reporting BPDD.
Report s in BI used for budgeting and forecasting will need to be available on a timely basis from BI (ideally
real time) to support tight deadlines in planning cycles. Changes in the planned data will need to made at the
source module and integrated back through to BI to finalise.
The process described above is recommended process by SAP/Wipro with the introduction of SAP New GL
functionality. For projects a structure will be set up with WBS type to post to either a WBS Opex or Capex.
Opex Costs in projects will not settle to a cost centre but on project completion will be locked so no further
postings to them will be allowed. The overall process will be subject to BPDD safeguard review which will
consider SAP standard practice and integrated processes
The design will also need to support Recoveries. E.g. at Contact all Contractors costs are charged to Opex
(this is Contact policy). The corresponding Recovery to Opex will be posted when the project is on-charged
using a Capex WBS
PAGE 21 OF 70
Integrated solution also needs to support revenue, e.g. Sundry income from Retail Meter Rent will be posted
against a Profit Centre revenue element, and the corresponding costs of this service will be against a Cost
Centre cost element in SAP.For a net result of these Recoveries e.g. Retail meter leases, Land recoveries,
planned costs will also be posted against the Profit centre via integrated planning to show the overall result
P R O C E S S F L O W D E TA I L S B U D G E T I N G
4 .2
4 .2 . 1
P RO CES S OV E RV I E W
The current budgeting process commences around February each year, with business units using budgeting
tool such as ICE and Excel spreadsheet models to bring together plan and actual information at an
appropriate level for initial business unit management review.
Plans are usually submitted in this process to cover a 1 year time period and phased monthly to ultimately
become the new annual budget.
In Contact, plan data for costs is loaded in Controlling module and Balance sheet and Revenue accounts are
planned in FI module against profit centres.
The objects for planning in Controlling are a combination of Cost Centre/Cost Element, Internal Order/Cost
Element & WBS Element/Cost Element.
The objects for planning in FI are a combination of Balance Sheet account/Profit centre & Revenue Element /
Profit Centre.
The source of budgeting data is from
OCCAM (Optimisation tool based on hydrology)
Retail Model spreadsheet
Gas Model spreadsheet
Capex and Depreciation spreadsheet
Other income spreadsheet
Routine Opex / Contractor Recoveries, meter lease spreadsheets
LPG Gross Margin spreadsheet
Other source
The planning data in the source systems are created in SAP upload format and are uploaded manually into
SAP system using standard Excel upload functionality.
PAGE 22 OF 70
The following versions and planning stages have been identified for the Budgeting process
Tag
Name
Version
Starting Point / Accounting Adjustment (can include ICE)
A00
Origin Submission 1
B00
Origin Submission 2
C00
Origin Submission 3
D00
Accountant Re-allocation / Leadership team adjustments
E00
Final Budget
F00
Note that the Origin Submissions are for Central Finance purposes only, i.e. tags B, C and D. The business
units will populate versions A, E and F only.
Versions naming convention is shown above as a starting point but may change during realisation phase to
provide more logic or consistency in the budget/forecast planning cycle
Refer List of Draft Planning versions
High level future state process of Budgeting in Contact -
For finance year 2010-2011, the budgeting data will be already completed before SAP go-live;
hence this data will be mapped and migrated into SAP system.
From next financial year onwards, budgeting process will be undertaken in SAP system.
In SAP, finalised budgets will be locked for all budgeting versions.
As a starting point, the budget data from the source is uploaded into SAP in version A00.
Accountant Adjustments are made in A00
After accountant adjustment plan data is copied to B00 for Origin submission
C00 and D00 are also maintained for the subsequent Origin submissions
Version E00 is used to post the high level Leadership team adjustments which are then allocated by
the Accountant across the business unit. After all the adjustments are made and approved by the
respective business, the budget data is copied to the final version F00.
Budget data is loaded into SAP and phased for 12 periods (months).
The plan data is automatically updated to profit centres through the respective objects in CO.
Actual vs Plan reports are generated using the version F00.
The complete budgeting process is captured in ARIS process diagram.
PAGE 23 OF 70
Contact' Current Budgeting Process
PAGE 24 OF 70
4. 2 .2
P RO CE S S FLO W DI AG RAM BUDG E TI NG
Refer to appendix for conventions of flow charts
Note: The ARIS process diagram covers the steps to be followed for processing of Budgeting , however relevant manual steps has been incorporated in order to show
the process. Link to the ARIS Document: ARIS Diagram
Link to Microsoft Visio Diagram
PAGE 25 OF 70
4 .2 . 3
P RO CES S S TE P S BUDG E TI NG
Process
Step Ref.
01
Process Step
SAP T-Code
Process Step Description
Open relevant posting

periods for Planning
input in FI & CO
T. code : OKP1
(CO Planning)
Open the respective plan periods in

FI & CO
02
Check whether the

budgeting version is
maintained in SAP for
new financial year and
integrated planning is
active
T. code : TBD
Check whether the integrated

planning is active for respective
budget version and financial year is
maintained for the respective budget
version
03
Maintain version for

the financial year and
active
integrated
planning
T. code : TBD
Maintain the version for the

budgeting
financial
year
and
activate the integrated planning in FI
& CO if it is not maintained.
04
Check whether to
copy strategic plan
year 1 into version
A00
T. code : TBD
Check whether there is need to

copy the strategic plan year 1 data
into version A00 as starting point for
budgeting
05
Copy strategic plan

year 1 into budget
version A00
T.Code : TBD
Copy the strategic plan year 1 data

into budget version A00 as starting
point
06
Check whether to
upload budget data
from any of the
sources
Manual
Check whether there is need to

upload budget data from any of the
source like OCCAM, Retail Model,
Gas Model, etc.
07
Upload Budget data

(excel spreadsheets)
in to SAP version A00
along with Accounting
Adjustments
(Costs budget into
CO)
T.Code : TBD
Upload
Budget
data
(excel
spreadsheets) in to SAP version
A00
along
with
Accounting
Adjustments using the standard
SAP excel upload functionality.
(Costs budget into CO)
T. code : OB52
(FI Planning)
The upload files are already created

in SAP template format
PAGE 26 OF 70
Process
Step Ref.
08
Process Step
SAP T-Code
Upload Budget data

(excel spreadsheets)
in to SAP A00 along
with
Accounting
Adjustments
(Balance
Sheet
/
Revenue budget into
FI)
T.Code : TBD
Upload
Budget
data
(excel
spreadsheets) in to SAP A00 along
with Accounting Adjustments
(Balance Sheet / Revenue budget
into FI) using standard SAP excel
upload functionality.
09
Copy budget data

from version A00 to
B00 & Lock Version
A00
T.Code : TBD
Copy budget data from version A00

to B00 & Lock Version A00
10
Origin Submission 1
Manual
Submit the first version of budget

data to Origin
11
First
Review
completed by Origin
Manual
First review completed by Origin
12
Copies the budget

data from version B00
to C00 & lock version
B00
T.Code : TBD
Copy the budget data from version

B00 to C00 & lock version B00
13
Management
Accountant
makes
adjustment to the
budget data (Costs) in
SAP CO & B/S and
Revenue in SAP FI
using excel online in
version C00
T.Code : TBD
Management Accountant makes

adjustment to the budget data
(Costs) in SAP CO & B/S and
Revenue in SAP FI using excel
online in version C00 as per first
review by Origin
14
Origin Submission 2
Manual
Submit the Second

budget data to Origin
15
Second
review
completed by Origin
Manual
Second review completed by Origin
16
Copies the budget

data from version C00
to D00 & lock version
C00
T.Code : TBD

C00 to D00 & lock version C00
The upload files are already created

in SAP template format
version
of
PAGE 27 OF 70
Process
Step Ref.
17
Process Step
SAP T-Code
Management
Accountant
makes
adjustment to the
SAP CO & B/S and
Revenue in SAP FI
version D00
T.Code : TBD
Management Accountant makes

adjustment to the budget data
(Costs) in SAP CO & B/S and
Revenue in SAP FI using excel
online in version D00 as per second
review comments of Origin
18
Origin Submission 3
Manual
Submit the third version of budget

data to Origin
19
Third
review
completed by Origin
Manual
Third review completed by Origin
20
Copies the budget

data from version D00
to F00 & lock version
D00
T.Code : TBD

D00 to F00 & lock version D00
21
Decide whether to
make any Accountant
Re-allocation
/
Leadership
team
adjustments
Manual
Decide whether to make

Accountant
Re-allocation
Leadership team adjustments
22
Accountant
splits
leadership adjustment
/
Accountant
Reallocation
to
the
SAP CO using excel
online in F00
T.Code : TBD
Accountant
splits leadership
adjustment / Accountant
Reallocation to the budget data (Costs)
in SAP CO using excel online in
version F00
23
Accountant
splits
leadership adjustment
/
Accountant
Reallocation
to
the
budget data (B/S &
Revenue) in SAP FI
F00
T.Code : TBD
Accountant
splits leadership
adjustment / Accountant
Reallocation to the budget data (B/S &
Revenue) in SAP FI using excel
online in version F00
24
Copies the budget

data from version F00
to final version F10 &
lock version F00
T.Code : TBD

F00 to final version F10 & lock
version F00
25
Lock
Version
Previous Year
T.Code : TBD
Lock budget version for Previous

financial year
for
any
/
PAGE 28 OF 70
P R O C E S S F L O W D E TA I L S F O R E C A S T I N G
4 .3
4 .3 . 1
Forecasting is carried out monthly by most business units. The forecasting process is not expected to
fundamentally differ from the planning process other than in terms of frequency of execution, input
template design and level of guidance documentation raised within the business. The basic roles and
transactions involved in forecasting are almost same as for planning.
In Contact forecasting is incremental.

In Contact, plan data for costs is loaded in Controlling module and Balance sheet & revenue accounts
are planned in FI module.
The objects for planning in Controlling would be combination of Cost Centre/Cost Element, Internal
Order/Cost Element & WBS Element/Cost Element.
The objects for planning in FI would be combination of Balance Sheet account/Profit centre & Revenue
Account / Profit Centre.
The source of forecasting data to/from SAP (directly or indirectly) is:
OCCAM (Optimisation tool based on hydrology)
Retail Model spreadsheet
Gas Model spreadsheet
E@R (Earnings at Risk)
Actuals of a month from SAP.
Capex and Depreciation spreadsheet (some of this will be calculated by SAP and some is
expected to be manually calculated externally)
Other income spreadsheet
Routine Opex / Contractor Recoveries, meter lease spreadsheets
LPG Gross Margin spreadsheet
Other source
Budget data of first month if forecasting is for starting of year i.e. 2 month.
A matrix showing the to and from source flows will be finalised during realisation.
PAGE 29 OF 70
The planning data in the source systems are created in SAP upload format and are uploaded manually
into SAP system using standard upload functionality.
Following versions and planning stages will be used in Contact for process of forecasting (Current
Month)
Tag
Name
Version
Starting Point / Manager Adjustment
A01
Accountant Adjustments / Leadership Team Adjustments /
B01
Accountants Re-allocating Leadership team Adjustments

C
Earnings and Risk Loaded (submitted to Origin)
C01
Final Forecast
F01
Versions naming convention is shown above as a starting point but may change during realisation
phase to provide more logic or consistency in the budget/forecast planning cycle versions across Cost
Objects. For forecast versions the period will be reflected within the version i.e. A01, A02, A03 etc. to
retain each months forecast
Refer List of Draft Planning versions (Contact Planning Versions (Updared)
High level future state process of Forecasting in Contact -
For finance year 2010-2011, the forecasting data will be already completed for months July to
October before SAP go-live; hence this data will be mapped and migrated into SAP system.
From next month i.e. October 2010 onwards, forecasting process will be continued in SAP
system.
It is also ensured that versions are empty before performing any planning activity.
In Contact, forecasting versions for previous years and future years will be locked for avoiding
posting of planned records outside the relevant planning cycle.
The Forecast will reflect monthly actuals and the forecast for the subsequent months, i.e. the
first forecast (usually in August) will be based on the month 1 actuals plus budget for the
remaining months. For subsequent months the forecast will be based on actuals for the
preceding months, and the previous month forecast for the remaining months. There is no
forecast undertaken in both the first and last months of the financial year.
A01 will be used as the starting point for forecast budget managers will then make their
forecast adjustments to this version
The forecasting adjustments made in A01 are copied to B01 where all subsequent Accountant
adjustments are made
Earnings at Risk is loaded into C01 and submitted to Origin
PAGE 30 OF 70
Final forecast is copied into F01
The plan data is automatically updated to profit centres through the respective objects in CO.
The complete forecasting process is captured in ARIS process diagram.
Contact's Current Forecasting Process
PAGE 31 OF 70
4. 3 .2
P RO CE S S FLO W DI AG RAMS FO RE CAS TI NG
Note: The ARIS process diagram covers the steps to be followed for processing of Forecasting, however relevant manual steps has been incorporated in order to show
the process. Link to the ARIS Document: ARIS Document
PAGE 32 OF 70
4 .3 . 3
P RO CES S S TE P S FO RE CAS TI NG
Process
Step Ref.
Process Step
SAP T-Code
Open posting periods

for planning input in FI
& CO
T.Code : OKP1
(CO)
Open the planning periods in FI &

CO
02
Check if forecasting
version is maintained
for new financial year
T.code : TBD
Check if the forecasting versions is

maintained in the new financial year
03
Maintain version for

financial year and
active
integrated
planning
T.code : TBD
Maintain the version for new

financial year and activate the
integrated planning in FI & CO
module
04
Check
if
the
forecasting is for first
month
Manual
Check if the forecasting is for the

first month of the financial year
05
Copy
first
month
budget values F10 to
forecast version in FI
& CO
T.code : TBD
If the forecasting is for the first

month of the financial year, copy the
budget values from version F10 to
respective forecast version in FI &
CO
06
Copy previous month

actual to forecast
version in FI & CO
T.code : TBD
If the forecasting is for the second

month onwards, copy previous
month actual to respective version
in FI & CO
07
Update forecast data

to SAP version if
required
T.code : TBD
Upload forecast data in to SAP

version (TAG A) if required.
08
Decide whether to
make any forecast
adjustments
Manual
Manager decides whether to make

any forecast adjustments
09
Make adjustments to
the forecast data
T.code : TBD
Manager makes adjustments to the

forecast data accordingly
10
Copy forecast data

from version (TAG A)
to (TAG B) and lock
version (TAG A)
T.code : TBD
After manager adjustments are

made, copy the forecast data from
Version TAG A to TAG B and lock
version TAG A
01
T.Code : FB52
Costs forecast into CO module and

B/S and Revenue forecast data into
FI
PAGE 33 OF 70
Process
Step Ref.
Process Step
SAP T-Code
11
Decide whether to
make any forecast
adjustments
Manual
Decides whether to make any

Accountant adjustments to the
forecast data
12
Make adjustments to
the forecast data
Accountant makes adjustment to

the forecast data
T.code : TBD
13
Decide whether to
make any forecast
adjustments
14
Make adjustments to
the forecast data
15
Decide whether to
make any forecast
adjustments
16
Make adjustments to
the forecast data
Manual
Copy forecast data

from Tag B to Tag C
and lock version Tag
B
18
Decide whether to
make any forecast
adjustments
19
Upload E@R forecast

data into SAP

Leadership adjustments (high level)
to the forecast data
Leadership adjustments are made
to the forecast data accordingly
T.code : TBD
Costs adjustments in SAP CO

module and B/S & Revenue
adjustments in CO module in the
respective version
Manual
Decides whether to split leadership

adjustments to the forecast data
Splits the Leadership adjustments
to the forecast data accordingly
T.code : TBD
17

respective version
T.Code TBD
Manual
T.code TBD

respective version
After the adjustments, copy the
forecast data from version Tag B to
Tag C and lock version Tag B
adjustments by uploading the E@R
forecast data
Upload the forecast data from E@R
(Earnings and Risk) into SAP
PAGE 34 OF 70
Process
Step Ref.
20
Process Step
Copy forecast data
from version Tag C to
final version Tag D
and lock version Tag
C
SAP T-Code
T.code TBD

After all the adjustments are made,
copy the forecast data from version
Tag C to Tag D and lock the version
Tag C
P R O C E S S F L O W D E TA I L S P L A N V E R S I O N M A I N T E N A N C E
4 .4
4 .4 . 1
Version in SAP is used to record various plan data. Version 0 is the standard version for which actuals are
recorded in SAP except NewGL (which is 1).
Contact will use versions for Strategic Plan, Forecasting, Budgeting, etc.
Versions for previous years and future years will be locked to avoid any posting of planned data.
Before loading of planning data, the period will be unlocked for the respective year.
PAGE 35 OF 70
4. 4 .2
P RO CE S S FLO W DI AG RAM PLAN VE RS IO N MAI NTE NANCE
Note: The ARIS process diagram covers the steps to be followed for processing of Version Maintenance, however relevant manual steps has been incorporated in
order to show the process. Link to the ARIS Document:
PAGE 36 OF 70
4 .4 . 3
P RO CES S S TE P S P LAN VE RS I O N MAI NTE NANCE
Process
Step Ref.
01
02
Process Step
SAP T-Code
Send
request
to
master
data
maintainer
Manual
Send the master data request to

Master Data Maintainer
Determine
approver
Manual
MDM determines the approver for

updating the versions
the
MDM forwards the request to

Master data approver and request
for
03
Approve
request
04
or
Reject
Manual
Master data approver will

action to Approve or Reject
Provide clarifications
Manual
If the request was rejected by

Master data approver, MDM will
provide clarifications accordingly
05
Check if the request is

to create or Change
Manual
After the request was approved,

MDM checks whether the request is
to Create new version or change the
version
06
Create new version
T.code TBD
Creates the new version accordingly

in FI & CO module with all required
parameters
07
Change the existing

version
T.code TBD
Changes the version accordingly in

FI & CO module
08
Inform the requestor
Manual
MDM informs the requestor with the

relevant comments
take
PAGE 37 OF 70
S TA N D A R D R E P O R T S
This section lists the standard SAP reports required to support the process.
Report Name
Scoping Reference
Description
SAP T.Code or Menu Path
Security report showing access rights

to planning templates
12.3.6
Report showing who has access to

what templates
T.code : S_BCE_68001398
Headcount report and other SKFs
12.3.6
Headcount/FTEs by profit centre/cost

centre/business unit etc. Budget,
forecast and actual data.
T.code :TBD
Cost Centre Planning reports
T.code: Standard SKF reports

S_ALR_87013611 Cost Centre:
Actual/Plan/Variance
KSBP Cost Centre: Plan Line items
Internal Order Planning reports
S_ALR_87012993: Orders: Actual/plan/variance

KOBP: Orders: Plan Line Items
Project Planning Reports
S_ALR_87013532 Plan/Actual/Variance
CJI4 Project Plan Cost Line Items
Profit Centre Planning Reports
S_ALR_87009712 Profit Center: Area list

plan/act.
S_ALR_87013340 PrCtr Group: Plan/Actual
Comparison
PAGE 38 OF 70
Report Name
Scoping Reference
Description
SAP T.Code or Menu Path
KE5Y Profit Center: Plan Line Items
This is not an exhaustive list of SAP Standard reports
PAGE 39 OF 70
M A S T E R D ATA C O N S I D E R AT I O N S
This section deals with the master data design considerations. Any specific business input to the
master data design is captured within this section.
1 .1
MAS TE R DATA VE RS I O NS
Version in SAP is used to record various plan data. Version 0 is the standard version for which actuals
are recorded in SAP.
Contact will use versions for Forecasting, Budgeting, etc.
Versions for previous years and future years will be locked to avoid any posting of planned
data.
Before loading of planning data, the period will be unlocked for the respective year.
PAGE 40 OF 70
SAP DEVELOPMENT
The following sections describe the development work required to implement the processes described within this document. The required development may include
the following:
SAP Gaps - Enhancements

Interface
Conversions
Reporting
Forms
Workflows
Change Requests are listed in section 2.2.2 for all the new developments not mentioned in the existing scope.
7. 1
SAP GAPS
L3
Process /
Step
Type
Priority
C/H/M/
L
Current
Scope (or)
New
No
Description of Gap
839
Modelling
Closed in L3 Scoping Workshop
841
Budget Coordination Tool
840
Automatic updating core

accounting system (ECC6) with
plan data stored in BI
Business Justification
PAGE 41 OF 70
7. 2
I N T E R FA C E D E V E L O P M E N T S
This section outlines the list of all interfaces for the process
No
Interface Name and Description
L3
Process /
Step
System to /
from
Priority
C/H/M/L
Current
Scope
(or) New
01
ICE
12.3.6
ICE to SAP
Current
Budget/Forecast /Strat plan extract from ICE to upload to

SAP at a business unit level of detail
02
E@R
12.3.6
E@R to SAP
Current
Budget/Forecast /Strat plan - extract from E@R to upload to

SAP at a business unit level of detail
03
SAP to ICE/E@R
12.3.6
Outbound
from SAP
Current
Budget/Forecast /Strat plan - extract from SAP to load into

ICE/E@R
05
OCCAM
12.3.6
OCCAM
Spreadsheet
to SAP
Current
Budget/Forecast /Strat plan. Actual & Statistical Data.

Spreadsheet to be uploaded to SAP
PAGE 42 OF 70
No
Interface Name and Description
L3
Process /
Step
System to /
from
Priority
C/H/M/L
Current
Scope
(or) New
06
Retail Model
12.3.6
Retail Model
Spreadsheet
Current

07
Gas Model
12.3.6
Gas Model
Spreadsheet
Current

08
HFM (Hyperion)
12.3.6
SAP
Current
Actual/Forecast/Budget data to HFM

(included as Interface re process 12.2.1) - CHECK
09
Various budget spreadsheets, e.g.
12.3.6
SAP
Current

SAP
Current
(from
Forms
section)
Budget /Forecast/Strat plan template for interface of HR

related costs by cost element /cost centre. May include SKF
e.g. Headcount
10
LPG Gross Margin
Capex and Depreciation
Other Income
Routine Opex
Contractor Recoveries
Meter lease
Statistical Key Figures
HR planning
PAGE 43 OF 70
7. 3
CONVERSIONS
This section outlines the list of all conversions for the process
Ref #
Data Object
Source System
Target System
Current Scope (or)

New
Description
01
Budget Data Amounts and
Mozaic and numerous
ECC SAP
Current
SKF
other spreadsheets, e.g.
Budget data for 20102011 by period. This

will need to be loaded
into SAP by
Revenue/Cost Element
and BS account)/Cost
Object/Profit Centre
ECC SAP
Current
Forecast data by
period and version for
current year (for
October go-live this
would be July
October 2010)
This will need to be
loaded into SAP by
Revenue Analysis
02
Forecast Data - Amounts and
Mozaic and numerous
SKF
other spreadsheets, e.g.

Revenue Analysis
PAGE 44 OF 70
Ref #
Data Object
03
Strategic
Plan
Amounts and SKF
Data
Source System
Target System
Current Scope (or)

New
Description
Mozaic/ICE/E@R/Other
ECC SAP
Current
Strategic Plan data for

2010-2011 Strat plan
by period. This will
need to be loaded into
SAP by Revenue/Cost
Element and BS
account)/Cost
spreadsheets
PAGE 45 OF 70
7. 4
REPORT DEFINITIONS
This section outlines the list of all non-standard reports identified for this process for financial and non-financial data (SKF).
No
01
Report Name
and Description
Owner
Type
SAP Planning
templates
Management
Accounting
TBD
Metrics Included / Query /

KPI Measured
Templates in format that is

easily understood by users
and suitable for loading into
SAP
Refer Forms section
Format
Drill
Up/
Drill
Dow
n
Company
code
Fiscal Year
Period
Etc.
TBD
Parameters
/
Dimensions
Current
Scope
(or)
New
Audience
(1)
Sou
rce
NA
Business
Managers,
Accountant
s etc
TBD
Adhoc
/
month
ly
Current
Freq
Priority
(2)
02
Planning template
outputs
Management
Accounting
ABAP
Output reports in format for

loading into other systems
(ICE, E@R, and HFM). Note
that E@R currently uploads
monthly transactions which
are extracted from MOZAIC
via a report. Could be a .csv
files to these
systems/models
Company
code
Fiscal Year
Period
Etc.
TBD
NA
Accountant
s/
Developme
nt and
Acquisition
Plan
ning
data
Adhoc
/
month
ly
Current
03
Planning
information
Management
Accounting
TBD
Profit and Loss / Balance

Sheet / OCAT / Cashflow
statement / Capex by profit
centre/cost centre/business
unit.
Company
code
Fiscal Year
Period
Etc.
ALV
NA
Business
Managers,
Accountant
s etc
Plan
ning
data
Adhoc
/
month
ly
Current
Planning Data required by

month and in aggregate for
PAGE 46 OF 70
No
Report Name
and Description
Owner
Type

KPI Measured
Parameters
/
Dimensions
Format
Drill
Up/
Drill
Dow
n
ALV
NA
Audience
(1)
Sou
rce
Business
Managers,
Accountant
s etc
Plan
ning
data
Freq
Current
Scope
(or)
New
Priority
(2)
the plan period (full year, to

year end and rolling
forecast) as well as
comparative data, i.e.
current year actual/ forecast/
budget & prior year actual
and budget.
Need statistical data (prices,
volumes, and customer
numbers) as well as dollar
amounts.
Required by plan version
also.
04
Financial
Statements
Management
Accounting
TBD
or
Repor
t
Paint
er
Profit and Loss / Balance

Sheet / OCAT / Cashflow
statement as a consolidated
version for Contact Group
(taking into account
consolidation entries) as well
as for individual legal
entities.
Company
code
Fiscal Year
Period
Etc.
Planning Data required by

month and in aggregate for
the plan period (full year, to
year end and rolling
forecast) as well as
comparative data, i.e.
current year actual /forecast/
PAGE 47 OF 70
Adhoc
/
month
ly
Current
No
Report Name
and Description
Owner
Type

KPI Measured
Parameters
/
Dimensions
Format
Drill
Up/
Drill
Dow
n
Audience
(1)
Sou
rce
Freq
Current
Scope
(or)
New
Priority
(2)
budget & prior year actual

and budget.
Required by plan version
also.
05
Capex planning
data
Management
Accounting
TBD
Capital Expenditure at
various consolidated and
detailed levels by period,
financial year and total cost,
e.g.
Total Capex
Total Growth Capex
Total Stay in Business
Capex
Total Generation Growth
Total Geothermal Growth
Total Geothermal Station
Development Growth
Total Tauhara
Tauhara Drilling programme
Meter Types
Company
code
Fiscal Year
Period
Etc.
ALV
NA
Business
Managers,
Accountant
s etc
Plan
ning
data
Adhoc
/
month
ly
Current
06
FI New GL Actual v Plan

version
Management
Accounting
Repor
t
Paint
er
FI new GL report to provide
Company
code, Profit
centre, Cost
centre,
Fiscal Year
Period, Cost
Object
(dimension
available in
FAGLGLEX
TBD
Drill
down
Business
Managers,
Accountant
s etc
Actu
al
and
Plan
ning
data
Adhoc
/
month
ly
Current
an aggregated view of actual

v
planned
costs
broken
down into detail by cost

element/ cost object, Profit
Centre
PAGE 48 OF 70
No
Report Name
and Description
Owner
Type
Parameters
/
Dimensions

KPI Measured
Format
Drill
Up/
Drill
Dow
n
Audience
(1)
Sou
rce
Freq
Current
Scope
(or)
New
Priority
(2)
T)
Etc.
07
BI Detailed Actual
v Plan version
Management
Accounting
BI
BI
report
to
provide
detailed view of actual v

planned costs broken down
into detail by cost element/
cost
object
(cost
centre,
WBS, IO), Profit Centre and

WBS type (Capex/Opex).
08
Rolling forecast
report
Management
Accounting
BI
This report is to show rolling

forecast
by
version
variable
combination
with
period/year
Company
code, Profit
centre, Cost
centre,
Fiscal Year
Period, Cost
Object
(dimension
to show
CC,WBS,IO)
, WBS type
(Capex/Ope
x)
Etc.
BI Query
Drill
down
Business
Managers,
Accountant
s etc
Actu
al
and
Plan
ning
data
Adhoc
/
month
ly
Current
Company
code, Profit
centre, Cost
centre,
Fiscal Year
Period,
Version Cost
Object
BI Query
Drill
down
Business
Managers,
Accountant
s etc
Actu
al
and
Plan
ning
data
Adhoc
/
month
ly
Current
PAGE 49 OF 70
No
09
Report Name
and Description
Owner
Type

KPI Measured
Plan version
comparison
Management
Accounting
BI
This
report
is
to
show
strategic plan v budget or

forecast by period and year
(1)
(2)
Parameters
/
Dimensions
Company
code, Profit
centre, Cost
centre,
Fiscal Year
Period,
Version Cost
Object
Format
BI Query
Drill
Up/
Drill
Dow
n
Drill
down
Audience
(1)
Sou
rce
Business
Managers,
Accountant
s etc
Actu
al
and
Plan
ning
data
Freq
Adhoc
/
month
ly
Current
Scope
(or)
New
Current
Priority
(2)
S= Strategic; M = Management; O = Operational (i.e. mainly used by operational teams)

C = Critical (i.e. mandatory, business cannot function without it/regulatory requirement); H = High (i.e. accessed widely, important to measure business function); M = Medium (i.e. used selectively by
target audient); L = Low (i.e. used sparingly)
PAGE 50 OF 70
7. 5
FORMS
This section identifies the Forms required to be printed from system to execute the process. Input forms may also be mentioned.
Ref. #
Current Scope
(or) New
Description
01
Current
SAP Planning Templates

This applies to all Forms below.
Planning layouts for will be required for the following (by month, version, year, cost object and cost element):
1.
2.
3.
4.
Input of planning data for Strategic Plan and Budget

Input of plan data for the Forecast
Input of planning data for Rolling Forecasts
Input of Statistical Key Figures
Contact will use planning layouts with Integrated Excel functionality for exporting/uploading planned data to SAP.
The screen will be built up based on the planning parameters and will include the relevant planning layout. In
addition, some extra Excel preformatted forms to support upload of information using the same planning layout.
For Forecasts and the Rolling Forecast an interactive SAP planning layout with values loaded for relevant period
will be required. Values are populated based on the copying function of actuals, budgets (where applicable) and
previous forecasts.
It is important that SAP Planning Templates are developed in a format that budget/project managers can easily
populate, and the format is suitable for loading multiple cost objects (Cost centres, WBS, Internal orders) or Profit
centres plans into SAP.
PAGE 51 OF 70
Ref. #
Current Scope
(or) New
02
Current
Description
Budget /Forecast/Strat plan template for interface of HR related costs

Refer Interface Section 7.2
Budget /Forecast/Strat plan template for interface of HR related costs by cost element /cost centre. May include
SKF e.g. Headcount
7. 6
WORKFLOWS
This section outlines the list of all workflows for the process
Name of the
Workflow
Name of the
Components/
Modules
Description of the Workflow
Current
Scope (or)
New
SMT Budget
N/A
Pre-budget communication to SMT. Early
Current
De-scoped - Will be done manually (outside system).
Communication
warning that budget is approaching and need
(early warning)
to make time & resources available
Planning
N/A
Instructions
Instructions to Budget holders re budget.
Phase 1 has no Budget co-ordination tool.
Current
Roles / responsibilities, timelines, assumptions

to be used etc (refer section 3.1)

Plan data
requires approval
N/A
Email notification to relevant people (cost

centre manager) etc when plan data requires
Current

approval. Event triggered i.e. template has

been completed by relevant user.
PAGE 52 OF 70
Name of the
Workflow
Name of the
Components/
Modules
Description of the Workflow
Current
Scope (or)
New
Plan change
N/A
Email notification to relevant people (cost
Current
centre manager) etc when plan data has been
changed. Event triggered.

Plan approved
N/A
Record stages of approval of plan data, e.g.

Treasury sign-off, GM review. I.e. provide a
Current

view of which stage the approval is at

throughout the process.
PAGE 53 OF 70
A U T H O R I Z AT I O N & R O LE S
This section provides a description of the roles associated with this process and activity. This will
provide inputs to the authorization roles and authorization matrix document which is to be prepared
during the realization phase.
Role Name
Role Description
Existing or New role within Contact
Management
Performs planning adjustment at
Existing
Accountant
various levels, uploads planning data,

etc
Accountant
Performs planning adjustment
Existing
pertaining to Accountant, etc

Manager
Performs planning adjustment
Existing
pertaining to Manager, etc

Planning
Copies planning data, uploads
Accountant
planning data, etc
Master data
Maintains the version, master data
maintainer
maintenance, etc
Master data
Person responsible for
approver
change/create /blocking of master
New
New
New
data.
Transaction code details

Ref Attachment Link
PAGE 54 OF 70
T E S T I N G C O N S I D E R AT I O N S
The following table describes key scenarios which are recommended to be included in testing,
including any specific risks or issues that should be given particular attention in testing. This list is not
intended to be exhaustive but rather be used as input into the testing phase to ensure key
considerations are adequately addressed as part of the identification and development of detailed test
cases
Role Name
Respective
Roles
Description of Testing
L3 Process /
Priority
Special
Requirement
Step
(C/H/M/L)
Instructions
End to end process of

budgeting
12.3.6
Master data
should exist in
the system
Respective
Roles
End to end process of

forecasting
12.3.6
Master data
should exist in
the system
Master data
maintainer
Version Maintenance
12.3.6
Master data
should exist in
the system
Allocation
Accountant
Distribution and
assessment cycles
Respective
Roles
End to end process for

Strategic Planning
12.3.6
Master data
should exist in
the system
Respective
Roles
End to end process for

rolling forecasting
12.3.6
Master data
should exist in
the system
PAGE 55 OF 70
10
C O N V E R S I O N I N I T I A L R U LE S
10 .1 S A P O B J E C T S O U R C E ( F R O M L E G A C Y )
Data object identification from legacy systems.
Object
Description
Budget data for 20102011 by period. This
will need to be loaded
into SAP by
Amounts and SKF
Legacy Source System
Referencing
Mozaic/Exchequer/numerous spreadsheets,
e.g. revenue analysis
SAP
Strategic Plan data

by period. This will
need to be loaded into
SAP by Revenue/Cost
Element and BS
account)/Cost
Amounts and SKF
Mozaic /Exchequer/ICE/E@R/numerous
spreadsheets, e.g. revenue analysis
SAP
Forecast data
Forecast data by
period and version for
current year (for
October go-live this
would be July
Mozaic /Exchequer/numerous spreadsheets,

e.g. revenue analysis
SAP
Budget data
PAGE 56 OF 70
Object
Description
October 2010)
This will need to be
loaded into SAP by
Legacy Source System
Referencing
Amounts and SKF
10 .2 H I G H L E V E L D ATA R E Q U I R E M E N T S
Data requirements for the history and anticipated volumes.
Data
Data Components
Length of History
Budget data
Planning
2010-2011 Budget &

Previous Year data
(i.e. current year and
previous year
Budgets)
Forecast data
Planning
Current Year (for

October go-live July
2010 Oct 2010 )&
Previous year data
Strat Plan Data
Planning

by period. )&
Previous year data
Anticipated Volumes
PAGE 57 OF 70
10 .3 D ATA C L E A N S I N G R E Q U I R E M E N T S
Specific data cleansing requirements identified.
Data Object
Source System
Cleansing Requirements
Anticipated Volume of Data to Be Cleansed
TBD
10 .4 I N T E R I M P R O C E S S / C U T O V E R / D E P L O Y M E N T C O N S I D E R AT I O N S
Data or process considerations relating to interim processes required during cutover and or deployment.
Description of Impact
Anticipated duration
Planning for Generation projects
High level Description

Integrations workshops/Deployment strategy will need to consider
impact of planning objects required for Generation (Projects,
Internal orders). Note that Internal Orders could be used to plan
for Maintenance costs until Generation is implemented in SAP.
10 .5 A R C H I VA L R E Q U I R E M E N T S L E G A C Y S Y S T E M S
Data archival requirements as identified
PAGE 58 OF 70
Data Object
Source System
Archival Requirements
Anticipated Volume of Data to be archived
PAGE 59 OF 70
11
B AT C H R E Q U I R E M E N T S
Requirements for automating data processing jobs as batch runs.

L3
Process /
Step
12.3.6
Batch Program Name

and Description
Frequency
Information of task
Daily,
which requires
Weekly,
background
Monthly,
processing will be
etc,
Comments
(Required variants if known)
Planning tasks to be finalized during

Realisation phase
updated and available

in planning task list
Schedule Manager
could be used as the
central repository for
Planning tasks.
PAGE 60 OF 70
12
F U T U R E C O N S I D E R AT I O N S
This section details considerations to be assessed by the Programme or Business at an appropriate

time for future projects. This section may also records the dependencies, integrations and key
decisions for open issues that relate to a future wave within the programme.
Number
1
Details
At Finance wave go live the forecast/budget process requires the management
accountants to coordinate the planning process with their business units. In future
Contact would like to work towards a self-service model where budget holders will be
directly updating SAP via Excel planning (or other interface/tool) with the aim of reducing
complexity and minimizing time for completing the process. To do this additional training
and SAP Licence's will be required for self-service users
Is the budget/ forecast practical in terms of having to load data into all sub modules and
cost objects separately (for CC IO WBS Rev BS). To reduce complexity and minimize
time Contact will need a customized front end or interface so budget/project managers
can easily load their budgets/forecasts into SAP against multiple cost objects
Is a SAP based Planning tool required for this?
BI-IP Planning functionality will not be implemented in the Finance wave at Contact as
per the Level 3 Scoping workshops.
In future consideration may be given to
implementing a SAP planning tool, e.g. BPO
PAGE 61 OF 70
13
OPEN ISSUES
This section contains all the Open Issues from the Programme Issues Register related to this process.
Including a history of closed issues, not recorded as key decisions, if required.
Issue
No
1
Name Description
Notes
ICE/E@R planning data will need to

interface into SAP and may need to be at
a lower level of detail than output currently.
Business need to determine level of BU
required (PC group for Retail Gen
Wholesale Corp etc) for reviewing ICE to
see if we can get this breakdown for P&L
and BS (BS AP/AR/Assets/Inventory).
ICE will also need to provide planning data
by other dimensions, i.e. location as well
as legal entity (company code).
SEM-BCS Consolidation - do we need to

take planning data to Consolidation
module (open issue also in Group Close
BPDD) will the forecast /Budget from
ICE broken down by business unit include
the group position or do we need to run
eliminations from SEM-BCS
Note: ICE assumes eliminations have
already been performed at Company level.
This open item may change dependent
upon resolution of item 1.
Confirm business requirement for

conversion of any previous financial years
budget/forecast/strategic plan data
(actuals will be loaded into SAP for current
year + previous year).
This includes Amounts and SKF
PAGE 62 OF 70
Issue
No
4
Name Description
Notes
Evaluate whether a single process for

planning for Generation or other parts of
Contact rather than planning on both
Internal Orders and Project WBSEs.
Historical data to support Board and

Ownership reporting requires last 5 years
of statistical data (revenue analysis) would
need to be uploaded into BI/BW to support
this reporting.
PAGE 63 OF 70
14
APPENDIX
1 4. 1 C O N V E N T I O N S U S E D
The process design is supported by a process flow chart. The following diagram depicts the flow chart
conventions for the BPD process flow chart:
The diagrams of ARIS models show the relationships between objects depicted by their symbols.
Objects are representations of the real world entities (e.g. tasks, organisations, roles, etc.) that need to
be modelled and analysed.
ARIS object related terms:
An ARIS representation of a real-world entity (e.g. task, organisation,
Object
system, data item, etc.)
Symbol
The visual depiction of an object in an ARIS model diagram
Relationship
Connection
Occurrence
The ARIS representation of the interaction between real-world entities

represented by ARIS objects.
A visible relationship. The line connecting two objects in an ARIS model
diagram denoting an ARIS relationship.
An instance where an object is used in a model or in different models.
ARIS modelling information stored for different ARIS items (e.g. models,
Attributes
objects, relationships and databases, users, user groups, font formats,

etc.).
Properties
O
r..
The totality of all information (including attributes) about ARIS items.
The following symbols would be used to create the process models in ARIS:
Carriesout&Supports
EVENT
Event
An event represents a state that is relevant in terms of

business management and which influences or controls the further
flow of business processes.
Events trigger functions and are results of functions. As

opposed to a function which represents a time-consuming process,
an event occurs at one point in time.
ports
PAGE 64 OF 70
ARIS Events represent the changing state of the world as a process proceeds:
External changes that trigger the start of the process

(e.g. customer order received ),
Internal changes of state as the process proceeds

(e.g. product manufactured ),
The final outcome of the process that has an external effect

(e.g. order delivered to customer).
Although events appear in the ARIS swim-lanes, but they are independent of the Positions, based on
O
r..
which swim lanes are defined.
Carriesout&Supports
FUNCTION
M
anualFunction
SAPfunction
A function is the technical task or

activity performed on an object in order
to support one or several business
objectives.
ARIS Functions represent the activities or tasks carried out as part of a business process; ideally with
each one adding some value to the business. Functions may be carried out by people or by IT
systems. They have inputs (information or material), create outputs (different information or a product)
Carriesout&Supports
and may consume resources.
Functions have a direct relationship with the Positions corresponding to the swim lanes where they lie.
PROCESS INTERFACE
Carriesout&Supports
Processinterface
A process interface is used to connect two different process

flows. It has no active attributes affecting the process flow, but is
only used as a break-point between two processes at the same
level.
The linked model can be assigned to the process interface

object
Process interface object is used to give a visual indication of the connecting models. The name of the
process interface object is the name of a process, to which the hand-off is given/ coming from.
Although process interface object appears in the ARIS swim-lanes, but it is independent of the
riesout&Supports
Positions, based on which swim lanes are defined.
PAGE 65 OF 70
Value Added Function
SAPvalue-addedchain
A Value Added Chain object is a set of coordinated

processes, sub processes and elementary process steps,
conducted by both people and equipment, which will lead to
accomplishing a specific organizational goal.
SAPvalue-addedchain
Value Added Functions are high level functions used to describe the abstraction of the
detailed process view. A value adding chain will give the highest level view of the end-to-end
process. Value Added Function is used to describe the different levels in the processes. This can
be further broken down to any level based on the process complexity.
Typically a Value Added Function will be a part of Value Added Chain Diagram (VACD) and
will be used to depict Level 1 and Level 2 processes
POSITION
Position
The actors involved for planning, execution and control of

business process shall be captured in form of positions
In ARIS models, swim lanes are identified based on the Positions. All functions lying in a particular
swim lane identified by a position are under the responsibility of the particular person holding that
position.
There may be multiple people, holding the same position example Buyer.
One person may hold two different positions, under different circumstances example a single
person can be Requestor at one point in time and Requisitioner at the other point.
ORGANIZATIONAL UNIT TYPE
Orguannitizty
atipo
enal
An Organizational Unit represents a particular entity/

participant as per company structure
Certain specific participants shall be represented as Organizational units. These participants

shall be current organization, business units, external parties, partners, suppliers, customers or third
party members associated with the organization. Example: Bank, System, Vendor etc.
PAGE 66 OF 70
FLOW OPERATORS
An XOR (Exclusive OR) operator is used to connect or split

multiple paths in an exclusive fashion.
XORRule
When used as an input, only one of the preceding paths can trigger the following function at a
time.
When used as an output, only one of a number of exit routes is to be followed.
An AND operator is used to connect or split multiple paths in

a parallel fashion.
ANDRule
When used as an input, all of the preceding input paths must be completed to before the next
function can commence.
When used after an object, there are two more possible outcomes from input path and all of
the outcomes must exist based in any business scenario.
An OR operator is used to connect or split multiple paths in a

non-exclusive fashion, i.e. one or all of the paths may be followed
ORRule
When used as an input, one or all of the preceding paths can trigger the following function.
When used as an output, one or all of the number of exit routes can be followed.
CONNECTOR
Connectors depict the linkage between Business objects
Connectors demonstrate the transfer of data or the flow of a process , generally left to right or
top to bottom
1 4. 2 G L O S S A RY
Refer to ET glossary of terms: ET Glossary
Terminology/ Acronym
Description
SAP
SAP standards for System, Application and Data Processing which is

a software supports business functions
Company Code
The smallest organizational unit of Financial Accounting for which a
PAGE 67 OF 70
Description
complete self-contained set of accounts can be drawn up for
purposes of external reporting.
This includes recording of all relevant transactions and generating all
supporting documents required for financial statements.
GL
General Ledger Account
Document Type
A key that distinguishes the business transactions to be posted. The

document type determines where the document is stored as well as
the account types to be posted
Posting date
Date on which a business transaction is transferred into one or more

accounting ledgers on document entry
Document date
The date on which the original document (such as vendor invoice)

was created
Period
Unit of time into which a fiscal year is subdivided. Company data

can be analyzed on a particular date in each period. In accounting, a
fiscal year can be subdivided into a maximum of 16 periods. The
fiscal year itself is a period.
Fiscal year
A period of usually 12 months, for which the company produces

financial statements and takes inventory.
A fiscal year need not
correspond to the calendar year. Under certain circumstances, fiscal

years containing fewer than 12 months are also permitted (short
fiscal year)
Role
The collection of activities that a person performs to participate in

one or more business scenarios in an organization. Access to the
transactions, reports, Web-based applications, and other objects
contained in roles is through user menus.
Transaction Code
Sequence of characters that identifies a transaction in the SAP

System.
A transaction code can contain up to 20 characters and should
always begin with a letter. Permitted characters are letters from A to
Z, numbers from 0 to 9, and the underscore.
To call a transaction, you enter the transaction code in the command
field and choose Enter.
Currency
A medium of exchange in current use within a particular country.
Posting key
A two-digit numerical key that determines the way line items are
posted. This key determines several factors including the:
Account type
Type of posting (debit or credit)
Layout of entry screens
PAGE 68 OF 70
Description
Interface
Connecting point between two components in a system. Examples:
Technical interface (for example, the interface between two

sets of hardware)
Software interface (for example, the interface between two

programs working together)
Workflow
Sequence of steps processed either by people or by the SAP

System. The chronological and logical sequence of the steps, linked
to the evaluation of conditions, is monitored by the workflow
manager and can be controlled flexibly with event-related response
mechanisms.
From a technical point of view, a workflow is
represented by a workflow work item (type F).

Client
In commercial, organizational and technical terms, a self-contained

unit in an R/3 System with separate master records and its own set
of tables.
Account Type
Key that specifies the accounting area to which an account belongs.

Examples of account types are:
Asset accounts
Customer accounts
Vendor accounts
G/L accounts
The account type is required in addition to the account number to

identify an account, because the same account number can be used
for each account type.
Document
The proof of a business transaction. A distinction is made between

original documents and data processing (DP) documents:
Original documents include incoming invoices, bank

statements and carbon copies of outgoing invoices.
DP documents include accounting documents, sample

documents and recurring entry documents.
Whereas accounting documents are a representation of the original

document in the SAP System, sample and recurring entry
documents are simply templates to simplify entry of accounting
transactions.
PAGE 69 OF 70
Country
Bank Key
Bank
Key
Description
Cost Centre
An organizational unit within a controlling area that represents a

defined location of cost incurrence. The definition can be based on:
Profit centre
Functional requirements
Allocation criteria
Physical location
Responsibility for costs
An organizational unit in Accounting that reflects a managementoriented structure of the organization for the purpose of internal
control. Operating results for profit centers can be analyzed using
either the cost of sales approach or the period accounting approach.
By analyzing the fixed capital as well, you can expand your profit
centers for use as investment centers.
Program
An ABAP program contains source code and can also include

screens.
ABAP
A programming language developed by SAP for application

development. All R/3 applications are written in Advanced Business
Application Programming (ABAP).
Dump Analysis
A review of a program error. A dump analysis provides the developer

with information about the cause of a program error and suggests
possible solutions.
Transport
The transfer of SAP System components from one system to

another. The components to be transported are specified in the
object list of a transport request. Each transport consists of an
export process and an import process:
The export process reads objects from the source system

and stores them in a data file at operating system level.
The import process reads objects from the data file and
writes them to the database of the target system.
The SAP System maintains a transport log of all actions during

export and import
PAGE 70 OF 70

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CONTACT ENERGY

Business Process Design Document

February 26th 2010

This document is stored in << BPDD Planning Budgeting & Forecasting>>

Updated for walkthrough and approval

AS S OCI ATE D DOCUM E NT ( S )

Following documents need to be read in conjunction with this document

PLANNING BUDGETING AND FORECASTING

Business Process Owner

This document has been distributed to:

PLANNING BUDGETING AND FORECASTING

Finance Mgr Group Performance

ET Delivery Lead Finance

Financial Accounting Manager

Snr Grp Performance Accountant

Retail Finance Manager

Finance Mgr Generation

Snr Strategic Analyst

Finance Mgr Operations

2.1..................Vision and Business

Gen Ops Accounting Manager

2.2................... Benefits Realisation

LPG Finance Manager

Corporate Finance Manager

3......................... KEY DECISIONS AND

4.................... FUTURE STATE PROCESS

ET Business Lead Finance

ET Solution Delivery Mgr Finance

ET Solution Delivery Mgr Generation / PMO

ET Business Lead Generation

Audit and Assurance

AUTHORIZATION & ROLES.....................................................................................................................................

CONVERSION INITIAL RULES................................................................................................................................

PLANNING BUDGETING AND FORECASTING

SAP Object Source (From Legacy)................................................................................................................

High Level Data Requirements......................................................................................................................

Data Cleansing Requirements.......................................................................................................................

Interim Process/cutover/deployment Considerations.....................................................................................

Archival Requirements Legacy Systems.....................................................................................................

PLANNING BUDGETING AND FORECASTING

SAP solution configuration design

Creation of business process testing suite for system integration testing

Change management planning and execution

Future business process improvements

Sections in this document are structured as follows:

Summary of Scope & Exceptions

Future State Process Identification

Master Data Considerations

PLANNING BUDGETING AND FORECASTING

Key Decisions identified for the Future

Authorizations and User Roles

Details of User roles/ Authorization matrix.

PLANNING BUDGETING AND FORECASTING

Details of Key Scenarios recommended for

VISION AND BUSINESS OBJECTIVES

Standardised, simplified and automated operation / improved decision making

Financial management of projects

Strategic approach to procurement

Embedding financial discipline in the organisation

Comments (if any)

FIN 1.1 & 1.2

Budget and plan information

Operation & Business

held within SAP which will