Capital planning in Board offers several key benefits for the office of the CFO.

The advantages can be summarized into three main value statements.

First, capital planning in Board connects capital investments directly to

financial performance. We can plan new investments in existing assets

and clearly show their impact across the three key financial statements:

the income statement, the balance sheet, and the statement of cash flows.

Second, it strengthens accuracy and governance.

Board allows us to use standardized corporate-approved accounting policies,

asset types, and depreciation methods.

We can incorporate approval workflows and audit trails, ensuring that capital

components are evaluated consistently and align with corporate policies and

figures. Third, it accelerates capital decision-making.

Board provides a unified platform to manage all capital projects,

including supporting documentation, business justifications, risk

assessments, and approvals. This centralized approach enables

faster and more informed decision-making.

Within our office of finance solution, we offer pre-built capabilities for

capital planning. In the planning, budgeting, and forecasting section,

our planning solution supports three main personas: the planner or

model preparer, the local analyst who can prepare and approve models,

and the group analyst who initiates the process, manages approvals,

and makes top-side adjustments. When we access one of these

personas, we see dedicated capital planning capabilities.

In the capital planning area, we can plan for new capital asset

additions. Users can enter asset names and select from a set of

approved capital asset types and expenditures, filtered by approved

depreciation policies. Board supports multiple depreciation

methods. By default, we include two: straight line and

declining balance. Users record purchase costs, salvage

value, purchase month for cash flow planning, and depreciation month for

the profit and loss depreciation expense and accumulated

amortization. As each asset is entered, the system provides the

useful life for the planning period.

Those depreciation rates that appear as dropdowns are in a read-only format to

display the asset types. All of these are managed through a centralized

governance approach, so end users cannot add new elements,

though this can be modified if necessary.

In addition to planned assets, we also need to depreciate and amortize

existing assets for planning purposes.

These existing assets can be loaded from a capital asset system, an Excel

file, or any other source that stores this information.

The only new information required is specific to the plan, such as

whether a disposal will occur and the timing of that disposal.

This allows the tool to incorporate the impact on the balance sheet, profit and

loss, and statement of cash flows, providing a truly integrated

approach. It is also possible to plan for new capital projects.

A project brings together various assets that make up the project, which can

affect both the income statement and the balance sheet.

Each asset can have different policies, purchase dates, and

depreciation start dates. From a project perspective, we can

also add descriptions, notes, upload supporting documents,

set deadlines, and view the overall project plan from a Gantt chart

perspective. After creating a new capital request, we can

associate other attribute fields for reporting, such as a risk profile,

whether a project must happen, is uncertain, or is likely.

We can assign a project manager so that once approved, the project is routed to

that manager for tracking. Projects can be organized and reported by

category and by vendor. Additional attributes can be added as

needed. For any new CapEx, robust reporting is available,

including the ability to allocate by department.

We can also integrate FTE requirements for project planning and indicate the

percentage of use if required at the specific project level.

All related reporting is available once the project is set up.

Project planning also includes a complete workflow approval process, which can be

tailored to fit your specific approval cycle.

The approval is handled by individual project, and we can see in

progress, submitted, rejected, and approved states.

There is also the ability for the submitter to provide commentary and for the

approver to add their input, along with a comprehensive audit trail of all

elements. At any point in time, all reporting is available, so

we can see different projections and various views of the entire data set.

Let's recap the capabilities of capital planning within the Board platform.

We will focus on five key elements.

The platform allows planning for individual assets or multi-asset projects,

including all statement impacts.

It supports multiple depreciation methodologies for both existing and new

projects and allows us to model the future impact across the entire

planning horizon. It enables the allocation of depreciation and project

costs to departments and functions based on any business dimensionality

required. This means information can dynamically flow through all

budgets and forecasts, including the balance sheet, income statement, and

cash flow. The platform allows us to capture project details,

ownership, risks, and approvals, providing a complete audit trail.

And finally, it enables management of the capital approval cycle through a

structured process with detailed reporting, variance analysis, and

what-if capabilities.