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Chartered Management Institute’s

Executive Diploma In Management Grand Hyatt Hotel, Doha, Qatar

Six highly intensive and informative training programmes designed to fast track new managers People Management Skills I 24 – 26 March 2012 People Management Skills II 27 – 29 March 2012 Competitive Edge Management Skills 22 – 24 May 2012 Essential Communication Skills 25 – 27 June 2012 Management Decision Skills 6 – 8 October 2012 Strategic Business Development Skills 9 – 11 October 2012

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Organised By

Official Regional Recruitment Partner

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Dear Colleague, 2012 is the last opportunity to obtain your CMI Diploma! CMI’s Executive Diploma in Management will give you access to all the latest skills and knowledge to enable you manage more efficiently and proactively. This executive Diploma in Management is covering six module programme as per below: • People Management I (24 – 26 March 2012) • People Management II (27 – 29 March 2012) • Competitive Edge Management Skills (22 – 24 May 2012) • Essential Communication Skills (25 – 27 June 2012) • Management Decision Skills (6 – 8 October 2012) • Strategic Business Development Skills (9 – 11 October 2012) You can attend all six modules to gain the Diploma or study each one separately. However you must know that: • The Diploma will not be offered after October 2012 in its current format. • Those who have already completed any of the 6 modules since 2009 will have to complete the full series in order to achieve the Diploma. • Those who are just starting the six modules in 2012 will have to complete all of them during 2012. When registering for any of these training programmes, you will automatically qualify for membership to the Chartered Management Institute of the United Kingdom and the associated benefits. These highly intensive courses will help you build a solid foundation in significant domains such as team and employee relations, presentation and meeting skills, problem solving and decision making, project management and key finance concept. You will be directly cast into real world business concerns through case studies, role-plays, practical exercises and interactive sessions and will be able to implement your skills when returning to your workplace. I look forward to welcoming you to those highly beneficial series of programmes. This is your last opportunity to complete and get your Executive Diploma in Management.

Amandine Delattre Training Production Manager

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PS: Be a qualified manager in 2012 by registering to those 6 short modules and getting your Diploma.

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Chartered Management Institute’s

Executive Diploma In Management In conjunction with The Chartered Management Institute (CMI) of the United Kingdom, IIR Middle East is proud to offer a linked series of management training programmes leading to the award of the internationally recognised Executive Diploma In Management.

What Will You Learn From This Programme?

Each course in the series is a ‘stand alone’ module providing its own benefits however to be eligible for the executive Diploma, you must complete all six courses and the associated assignment within 2012 as it is the last series running.

By completing this programme you will learn how to:

The programme focuses on the practical application of management theory and principles at the operational level within the organisation, thus providing momentum for continuing professional and personal development.

We are currently undertaking a major review of the courses. Although the structure of the programme is likely to change we will be putting in place transition arrangements for delegates who have completed one or more of the existing series and who wish to continue on to the full qualification (that is running for the last time in 2012). The assessment criteria for successfully completing the programme will require demonstration of a good level of management including the completion of an assignment at the end of each course. Guided by your instructor, you will have the opportunity to progress according to your particular needs. The six training programmes you need to complete to obtain the Executive Diploma are:

People Management Skills I 24 – 26 March 2012

People Management Skills II 27 – 29 March 2012

Competitive Edge Management Skills 22 – 24 May 2012

• Enhance your management of information systems and finance • Meet the challenges of a competitive business world • Manage people, performance and organisational operations • Market your products or services more effectively • Plan and undertake management projects

Programme Order While there are no prerequisites for these courses and they may be taken in any order, we recommend Strategic Business Development Skills be taken as your final course. This will enable you to apply the skills learnt in the earlier training programmes to full advantage.

Programme Timings All six training programmes will have registration at 08.00 on the first day and begin at 08.30. Refreshments will be served at appropriate times with each day concluding at 14.30 with lunch.

Progression And Exemptions The Chartered Management Institute has formally agreed Progression and Exemption opportunities for candidates who have successfully completed the Executive Diploma in Management qualification with a number of leading UK universities.

Would you like to run this course in-house?

Essential Communication Skills 25 – 27 June 2012

Management Decision Skills 6 – 8 October 2012

Strategic Business Development Skills 9 – 11 October 2012

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The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

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Chartered Management Institute (CMI) The leading organisation for professional management

As the champion of management, the Chartered Management Institute shapes and supports the managers of tomorrow. By sharing the latest insights and setting standards in management development, the Institute helps to deliver results in a dynamic world. When you register for one of these training programmes, you will automatically qualify for membership to the Chartered Management Institute.

As a member of the Chartered Management Institute you will have the opportunity to access a full range of professional services. It’s not every day that you are offered something that could transform your career! Membership of the Chartered Management Institute gives you access to the knowledge and experience to do just that. Recognised by Royal Charter as the professional body for managers, the Institute’s services give you the competitive edge to set you apart, wherever your career takes you. Being part of the Institute says much more about your professional standing and your ability than qualifications alone.

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• Free and unlimited access to the Institute’s renowned Management Information Centre containing more than 30,000 books and 40,000 articles on management! • Services include recommended reading lists, free book loans and access to two major international databases providing full text versions of core management journals and national newspapers including the Harvard Business Review and the British Journal of Management.

What does this membership offer you?

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Some of the highlights of the benefits and privileges of membership are:

• Free journals and magazines delivered to your door! Professional Manager and Management Today are indispensable for the manager wanting to keep up to date on news and views. • Free access to the Research Summaries of the Institute’s cutting edge enquiries into key management issues. • Network on-line using both the Institute’s On-line Forum as well as sector specific opportunities. • Free entry to the Institute’s on-line Continuing Professional Development scheme. This unique scheme provides the signposts you need to achieve the optimum management and business skills.

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People Management Skills I

24 – 26 March 2012

This three day programme will provide you with: • The essential characteristics of team leadership to successfully motivate your work team and achieve your organisation’s goals • Successful questioning and listening techniques to help you develop an effective communication process • Key procedures to build a healthy rapport with your employees and generate fruitful, measurable results for your company

Team Building

Employee Relations

Syndicate Exercise: You will take part in an exercise to identify your natural leadership style Team Building And Selection • Defining task objectives • Identifying skill needs • Identifying behaviour groups • Getting the mix right

Organisational Culture And The Team • The basic differences between employee and industrial relations • Standards of practice • Operating within the law • The rights of individuals Standards Of Practice • The contract • Discipline procedure • Grievance procedure • Recognised codes of practice • Policy versus practice

Syndicate Exercise: Feedback And Review

Syndicate Exercise: You will engage in a series of problems in employee relations to identify concerns with current practice

Motivating Teams • What is motivation? - The concepts - Techniques to use • Identifying motivational techniques • Coaching and counselling • Measuring team performance

People Factors • Behaviour patterns and performance at work • Empathy and understanding psychological demands • Conflict and early warning signs • Dealing with conflict and conflict resolution

Syndicate Exercise: Feedback And Review

Syndicate Exercise: You will undertake practical conflict in work situations

Managing Change Within The Team • Change and how to deal with it • Conflict within the team • Competition between team members • Creativity

Planning And Control Of Employee Relations • Group situations • Individual and face to face meetings • Factors and signals of stress • Being fair and being seen to be fair

Interpersonal Skills Interpersonal Skills • The importance of communication • The basic skills – listening, watching, hearing, understanding and relating • Questioning skills • Recognising the needs of others • Accepting there are many opportunities to resolve differences

Developing Techniques • Understanding true or real positions of all parties • Identifying change opportunities • Effective mediation techniques • Win/win solutions • Counselling skills

Delegation Skills Delegation • What does it mean? • Identifying opportunities to delegate • Advantages of delegation • Disadvantages of delegation • What is in it for you? • What is in it for them?

Where Does It Begin? • At home • At the workplace • On the telephone • Face to face • Group situations

Syndicate Exercise: Case study The Plan For Good Delegation • Responsibilities • Authorities • Goals and objectives clarification • Developing agreements • Monitoring and controlling procedures • Phasing the plan

Questioning And Listening Skills • The Nobody Factor: - Nobody listens

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M Managing Director FFUTURE LINK Consulting Pty. Limited. P

- Nobody hears - Nobody understands • Questioning techniques • Reading, writing and interpreting

Team Concepts • Differences between teams and groups of people • Benefits of a team approach - Team leadership • Characteristics of team leadership • Factors that influence team performance

Needs And Acceptance • Who has the power? • Fairness and respect • Looking for opportunities • Setting flexible goals • Influencing others • Win/Win: Is it essential?

C Course Director JJacqueline Klauer

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People Management Skills II

27 – 29 March 2012

This three day programme will provide you with the opportunity to: • Update and enhance your recruitment methods and style • Understand the complicated and demanding area of people administration • Evaluate and compare best practice systems within your organisation and recognise where there is a need to develop and improve

Interview And Selection Recruitment And Selection • Recruitment and selection – the HR process • Understanding the process • Preparing the stages • What is the dual responsibility to the applicant and the company? • Needs and contribution • Manpower planning • Value analysis Exercise: Evaluate your own knowledge and understanding of the interview and selection process

The Systematic Approach To Interviewing And Selection • Benefits • Weaknesses • Planning and control • Building in flexibility • Adding value Effective Preparation Is Essential If You Want To Get It Right On The Day • The job description versus competency choice • Person specification • Internal versus external candidates • Value added advertising • Developing decision criteria • Application evaluation for clues, omissions and data needs • Equal opportunities Syndicate Exercise: You will be given data on a recruitment exercise you will undertake including the advertisement, job description, person specification plus completed application forms. You will then be required to develop the most appropriate short list of candidates and develop areas to probe and methods to be followed. Syndicate Exercise Feedback And Review Essential Steps For Planning The Interview • Questioning and listening techniques • Individual, dual or group interviewing • Planning the meeting • Effective timing techniques • Opening and closing • Testing knowledge, perceptions and facts • Keeping notes

Syndicate Exercise: You will carry out interviews using information from the previous exercise

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How To Benchmark Your Performance To Increase Your Organisation’s Competitiveness • Developing comparison data • How to make comparisons • Who to compare yourself with • Using the results

Assessment And Development Appraisals • Assessing and developing employees • Controlling performance • Meeting organisational objectives

Developing Meaningful Objectives • Current or future role? • Defining responsibilities • Developing understanding • Relating to the business or sector objectives • Creating significant agreed measures • Being fair without favour • Gaining acceptance by employees Syndicate Exercise Feedback And Review How To Conduct A Productive Meeting • Planning and preparation • Recognising flexibilities • How to explore opportunities • Using feedback • The importance of confidentiality • Obtaining joint evaluation of achievement • Forward planning and commitment Syndicate Exercise Feedback And Review

How To Ensure You Are Making The Most Appropriate Selection • Decision making tools • Assessing the individual • Evaluating training needs • Assessing the individual’s value

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M Managing Director FFUTURE LINK Consulting Pty. Limited. P

Getting The Most Out Of Appraisals • Understanding employee attitudes to appraisal • Defining the benefits • Understanding the business plan • The departmental plan • Developing meaningful objectives • Defining the measurement process • Obtaining employee commitment • Effective appraisal meetings

Exercise Feedback And Review

Syndicate Exercise Feedback And Review

C Course Director JJacqueline Klauer

What Is Needed When Counselling For Improvement? • Planning the meeting • Getting and agreeing the facts • Agreeing the action plan • Ensuring commitment

Reward And Recognition Management What Is Reward Management? • The basis of any reward system • Key reward activities • Choosing what works for you • Control or involve • Where do market value and job evaluations fit in? • Individual or team approaches • Is assessment essential?

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Competitive Edge Management Skills

22 – 24 May 2012

Attend this course to improve and develop your key management skills in the following areas: • Commercial awareness • Taking a team approach to product planning • Developing an understanding of quality and total quality management • The ability to plan and develop change action

C Course Director Alan Power A O Owner Mpower (UK) Ltd M

Product Planning

Quality And Total Quality Management

Commercial Awareness • Business evaluation factors • Prime considerations • The difference between success and failure • The rolling review • Company analysis • Environmental and ethical issues

What Is Quality? • The quality concept • The cost of quality • The quality contribution • Whose responsibility? Factors That Impact On Quality • Customers perception and needs • Internal company relationships • Service costs • Markets and competition • Just In Time manufacturing

Product Management • Product life cycle management • Buyer behaviours • Consumer behaviours • Marketing strategies • Pricing • The product deletion process

Quality Developments • Demand for continuous quality improvements • Recognised quality standards and perceptions • Global trends • Quality Standards Awards • Evaluating your company’s ability to meet requirements

Individual Exercise: You will evaluate your own perception and knowledge of marketing to identify areas of concern

Group Exercise: Syndicate groups will evaluate the potential costs and time involved in meeting the needs of quality in a company utilising a quality audit for the introduction of the system

Team Approach To Product Planning • The seven “Ps and a D” approach – Product, Pricing, Place, Promotion, People, Process, Physical Evidence, Distribution • Product plus service • Identifying new product opportunities • Who should be involved? • Primary concerns • The decision tree • Profit versus contribution

Internal Relations And Quality • Internal dependencies • Negative effects of relationship gaps • Evaluating the gaps • Changing and reducing the gaps

Change Management

Individual Exercise: You will review your creative thinking abilities Operations Management • The functions of operations management • Production engineering • The method approach • Planning • Control systems • Material and equipment utilisation

The Consultation Process • Identifying problem areas needing change • Establishing alternatives • The impact of changes on the organisation and the individual • Change blockages and how to reduce them

Group Exercise: You will work in syndicates to undertake a manufacturing problem exercise

Planning And Development Of Change Action • Establishing standards of achievement and goals • Planning the activity milestones • Identifying and dealing with potential conflict • Communication and training

Resource Management • Maximising resource utilisation • Equipment; finance; people • Structuring for results • Internal customer relationships • Responsibilities versus control

Group Exercise: In a group, you will plan and develop a change action plan on a company project

Group Exercise: Syndicate groups will undertake an exercise to evaluate an existing manufacturer and service organisation to assess any opportunities available to make them more viable and secure in the future

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Is Change Necessary? • The principles of change • Establishing the need • The conflict factors • Identifying opportunities in change action • Evaluating advantages and disadvantages

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Motivating The Team To Meet The Challenge • Identifying motivational factors • Overcoming the resistance to change • Creating the need to achieve Individual Exercise: Evaluating your ability in managing change

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Essential Communication Skills

25 – 27 June 2012

This three day programme will provide you with: • Essential presentation skills to ensure that you present like a professional to win more business • Effective meeting techniques to guarantee that your meetings are always conducted successfully and conclusively • Winning negotiation skills to increase your business profitability and significantly improve your performance as a manager • • • •

Communication Communication In The Workplace • What is communication? • The communication process • The manager as a communicator • Formal and informal communications • Interpersonal communications: - Presentations - Meetings - One to one negotiations • Barriers to effective communications

Types of meetings and their purpose Key points for the organisation of successful meetings Construction of effective meeting groups Conducting successful meetings

Negotiation Techniques Understanding The Process • What is it all about? • When is negotiation needed? • Types of negotiation

Presentation Skills Presentations • Types of presentations Basic Presentation Techniques • Collating essential information • Audience identification and research • Structuring of essential presentation data • Selecting the media and presentation aids for maximum impact • Understanding the effects and consequences of verbal and nonverbal behaviour

Identifying The Wants, Needs And Musts • Preparing for negotiation • Conducting negotiations • Influencing people • Negotiation skills • Logic • Flexibility Listening And Questioning Techniques In any form of negotiation the ability to identify potential questioning opportunities and gain commitment by using questioning techniques is the key to success. Effective Negotiations • Win/win factors • Goodwill and rapport • Successful closures • Measuring success

The Speaker’s Role • Developing group behaviour • Delivery techniques • Involving the techniques • Managing the unexpected • Meeting and influencing the response

Reaching Win/Win Situations • Identifying your strengths • Developing a strategy

Meetings The Purpose Of Meetings • How to conduct a productive meeting • Planning and preparation • Reaching a decision and gaining commitment Effective Meetings The group will discuss: • Types of meeting they have participated in and identify those they considered successful and why; and those they considered poor and why

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D Director CCliff Edge CCommunication

Key Meeting Skills • Structuring to win • Planning • Controlling the discussion • Obtaining involvement by all participants • Gaining commitment • Handling questions • Overcoming obstacles • Notes and their value • Timing

Face To Face Communication • Selection • Counselling • Appraisal • Discipline and grievance • Preparing, presenting and defending issues using: - Attitude identification - Key issue development - Persuasion skills

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C Course Director Richard Mullender R

Barriers To Success – Opportunities And Dangers • Determining the opposition’s objectives • Identifying their pressures and limitations • Counter measures and breaking deadlocks • Work pressures • Personalities • Reputation • Non-verbal signals

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Management Decision Skills

6 – 8 October 2012

The key benefits of this course include improving and developing your management decision skills: • How to identify problems • Approaches to resolving situations • An understanding of the stages of decision making • The ability to manage projects successfully

Problem Solving And Decision Making

Risk Management

Problem Identification • What is a problem? • Recognising the ‘real’ problem or situation • Is it yours? • Is it acceptable? • Is change necessary?

Risk Analysis • Risk management in context • A simplified process • Dealing with uncertainty • Identifying decision risk factors • Key elements of risk assessments • Cost analysis • Protecting the decision • The impact of legislation

Problem Solving And Getting Results • The difference between instinctive and considered approaches to problem solving • A systematic approach – who needs it? • Experience versus logic • The limits of experience Group Exercise: You will review a situation to identify and define the problems Effective Problem Solving • The stages in problem solving • Differences between causes and effects • Identifying contributory factors • Benefits of brainstorming and creative thinking • Clarifying the problem or situation

C Course Director Alan Power A O Owner M Mpower (UK) Ltd

Project Management Defining Projects • Characteristics • Types of projects • Project management responsibilities • The 10 project factors for success Individual Exercise: Evaluating your project knowledge

Group Exercise: You will form syndicates to utilise brainstorming and creative techniques to clarify a problem situation Problem Analysis • Developing cause and effect information • Separating symptoms and causes • The “is/is not” approach • Listing possible causes • Determining the true or likely cause • Developing possible solutions

Right Start – Right Result • Questioning and answering techniques • Clarifying goals and objectives • Reducing subjectivity • Building confidence • Project protection • Success factors – commitment, methods and quality Group Exercise: You will undertake a company project based on a real life situation to identify your skills in “starting right” Project Planning And Control • The seven steps of planning • Effective use of control techniques • Needs and benefits • Recording and chart systems • Team briefing • Information systems • Taking correction action

Decision Making • The six stages in reaching good decisions • Becoming an effective decision maker • Clarifying the objectives • Making choice easy • Setting the decision criteria • Developing alternatives • Evaluating alternatives • The impact of management decisions

Group Exercise: You will undertake the planning and control systems development of a major company change Individual Exercise: Managing conflict

Group Exercise: You will analyse and develop solutions to achieve the correct decision to resolve a work situation

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Strategic Business Development Skills

9 – 11 October 2012

This course provides the tools and skills for you to be able to: • Develop a strategic plan for your ongoing company performance • Evaluate your company’s performance and its competitiveness in the market • Plan an effective budget and manage cash flow • Improve your commercial awareness to discover new market opportunities

Strategic Management

Management

Strategy • Mission • Strategic approach • Objectives • Stakeholders • The ethical framework

The Role Of Managers • Planning • Organising • Directing • Controlling • Responsibility

Assessing Company Operations And Resources • Current markets • Company facilities • Company resources • Organisation • Results to date • Expectation of owners

C Course Director Alan Power A O Owner M Mpower (UK) Ltd

Structuring For Success • Factors that influence structures • Hierarchical structures • Matrix structures • Entrepreneurial • Structure life cycles • Authorities, responsibility, accountability • Control mechanisms

Finance For The Non-Financial Manager

Potential Growth Opportunities • Expansion • Diversification • Innovation • Joint ventures

Basic Introduction To Finance • Purpose of accounting • Decision making tools • Communications link • Control mechanism • Financial terminology

Risk Analysis • Existing markets • Potential markets • Finance • Organisation • Operations • People

Key Finance Concepts Budgeting • Purpose • Developing a budget • Control procedures • Fixed costs • Variable costs • Maximising effectiveness

Planning And Control • Seven steps of planning • Control systems • Contingency planning

Cash Flow • Income • Expenditure • Invoicing methods • Debtor days concepts • Credit control and its effects

Key Influencing Factors • Government policy • Economic factors • Social influences • Technological changes • Impact of change on business Syndicate Exercise: You will identify the key influencing factors within the Middle East business environment

Break Even Analysis • Principles • Component parts • Impact on decisions Syndicate Exercise: You will develop a budget for a new company Financial Performance Measures • Total company performance evaluation • Working capital ratios • Generally accepted measures of performance ratios and their usage

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Meet Your Distinguished Programme Faculty Alan Power runs his own consultancy business, Mpower (UK) Ltd, which provides services to support organisational and people development using the tools and techniques of operations management, business excellence, Lean Thinking and 6 Sigma, amongst others. He has a strong background in operations, customer service, HR and Quality, having held senior executive positions during his corporate career. This included setting up the operating company TSB Homeloans, based on the principles of operational excellence and Quality. Under his leadership TSB Homeloans won the Scottish Quality Award for Business Excellence, an award based on the EQFM Excellence model. He also headed up the division that launched the EFQM Excellence approach across the Lloyds TSB Group from 1997. Alan is an assessor the British Quality Awards and the European Foundation for Quality Management Awards. He has also been a jury member for the Scottish Quality Awards and the Excellence South West Quality Awards. J Jacqueline Klauer is Managing Director of FUTURE LINK Consulting Pty. Limited. She is a management consultant, speaker, trainer, facilitator and author with extensive international experience as both a corporate executive and consultant across numerous business sectors. With a background in psychology and education, Jacqueline’s career has given her a broad experience of working with many nationalities, and she is gifted in adapting to different cultural ethics, political and business attitudes and business methodologies. Her client base is diverse, and ranges from work with PricewaterhouseCoopers to the Department of the Prime Minister and Cabinet in Australia. Ms. Klauer is an outstanding, polished facilitator and is a long-standing Senior Associate with IIR Middle East. Richard Mullender, Director, Cliff Edge Communication, is not only a renowned hostage negotiator and trainer; he is also responsible for designing and delivering the latest Scotland Yard Advanced Interviewing course for detectives investigating all major offences including murder, arson and terrorism. As a CID officer in London Richard worked on major investigations and in 1994 he became a trainer at the Scotland Yard Crime Academy, where he helped develop courses for recruits, detectives, newly appointed managers and officers tasked with the investigation of major crime. In 2002 Richard was asked to join the Hostage and Crisis Negotiation Unit based at Scotland Yard and was responsible for redesigning and developing the national hostage negotiator course. Richard continues to lecture to police forces all over the world and has trained over 400 negotiators from the UK, the United Nations, the FBI, and from a wide variety of countries. In the private sector he has designed and delivered courses and workshops for the Tate Modern, Oracle, BNP Paribas, Shell, the Metropolitan Police, the FBIB, Unilever, Team Fusion, the Red Cross, Mars, the Arts Council and the Institute of Qualified Professional Secretaries. He was recently a speaker at the Cambridge University Gates Distinguished Lecture Series and at the Toastmasters UK National Conference.

Hear what our delegates have said about our distinguished programme faculty “Jacqueline showed a wide knowledge of experience in Management field. She covered our concerns and questions with different examples and delivered the message in a very professional way.” Fahad Al Mussawi, Geoscience Manager, RasGas Company Ltd, Qatar

“ Exceeded my expectations by far. The course provided many practical, useful tools that I believe will be very useful in my job.” Joseph Perrone, RasGas Company Ltd, Qatar

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Chartered Management Institute’s Executive Diploma In Management Grand Hyatt Hotel, Doha, Qatar

FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 21743 Dubai, UAE

971-4-3352437 971-4-3352438

Grand Hyatt Hotel, Doha, Qatar Venue TBA, Doha, Qatar

GCS/IIR Holdings Ltd. P.O Box 13977 Muharraq Kingdom of Bahrain

www.iirme.com/cmidiploma

DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – 971-4-3352483 E-MAIL – a.watts@iirme.com

WEB BC4576/BC4577/BC4578/BC4579/ BC4580/BC4581

Please register me for the following courses: Event

Code

❏ People Management Skills I 24 – 26 March 2012

❏ People Management Skills II 27 – 29 March 2012

❏ Competitive Edge Management Skills 22 – 24 May 2012

❏ Essential Communication Skills 25 – 27 June 2012

❏ Management Decision Skills 6 – 8 October 2012

1st early bird rate

2nd early bird rate

Final Rate

BC4576

Before 26 January

US$ 2,295

Before 9 February

BC4577

Before 26 January

US$ 2,295

Before 9 February

US$ 2,795 US$ 3,095

BC4579

Before 8 March

US$ 2,295

Before 29 March

US$ 2,795 US$ 3,095

BC4578

Before 12 April

US$ 2,295

Before 26 April

US$ 2,795 US$ 3,095

BC4580

Before 26 July

US$ 2,295

Before 16 August

US$ 2,795 US$ 3,095

Before 2 August

US$ 2,295

Before 23 August

US$ 2,795 US$ 3,095

❏ Strategic Business Development Skills BC4581 9 – 11 October 2012

US$ 2,795 US$ 3,095

DELEGATE DETAILS

All registrations are subject to our terms and conditions which are available at www.iirme.com/terms. Please read them as they include important information. By submitting your registration you agree to be bound by the terms and conditions in full.

Payments

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A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be received prior to the event. Only those delegates whose fees have been paid in full will be admitted to the event. You can pay by company cheques or bankers draft in Dirhams or US$. Please note that all US$ cheques and drafts should be drawn on a New York bank and an extra amount of US$ 6 per payment should be added to cover bank clearing charges. In any event payment must be received not later than 48 hours before the Event. Entry to the Event may be refused if payment in full is not received. Credit card payment If you would like to pay by credit card, please tick here and a member of our team will contact you to take the details

Cancellation If you are unable to attend, a substitute delegate will be welcome in your place. Registrations cancelled more than 7 days before the Event are subject to a $200 administration charge. Registration fees for registrations cancelled 7 days or less before the Event must be paid in full. Substitutions are welcome at any time.

Avoid Visa Delays - Book Now Delegates requiring visas should contact the hotel they wish to stay at directly, as soon as possible. Visas for non-GCC nationals may take several weeks to process. All registrations are subject to acceptance by IIR which will be confirmed to you in writing. Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue and/or speakers.

Event Venue: Grand Hyatt Hotel, Doha, Qatar Tel: 974-4448-1234 Accommodation Details We highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on: Tel: +971-4-4072693 Fax: +971-4-4072517 Email: hospitality@iirme.com © Copyright I.I.R. HOLDINGS B.V.

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No. of employees on your site: . 1000+ 500-999 250-499

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