CS-01 · Financial Planning & Budgeting

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Process Flow Diagram (BPMN)

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L4 Process Steps

Step	Step Name	Role / Swim Lane	System	Input	Output	KPI	Dec?	Exc?
Phase 1 1.1	Initiate annual planning cycle in SAP S/4HANA	FP&A Director	SAP S/4HANA Finance (FI/CO)	Board-approved strategic plan, prior-year close confirmation	Planning calendar with milestones and owner assignments	Planning cycle launched ≥12 weeks before fiscal year-end	N	N
1.2	Extract prior-year actuals from SAP FI/CO	Financial Controller	SAP S/4HANA Finance (FI/CO)	Year-end close completion flag in SAP	Actuals data set by cost centre, profit centre, and GL account	Actuals extraction completed within 3 business days of year-end close	N	Y
1.3	Pull macro & fuel price assumptions	Treasury Analyst	Bloomberg Terminal	Spot fuel prices, FX forwards, GDP and CPI consensus forecasts	Approved macro assumption set (fuel, FX, inflation) for planning year	Fuel price assumption reviewed against IATA Jet Fuel Monitor within ±5% of market consensus	N	N
1.4	CFO review and approval of planning assumptions	CFO	SAP S/4HANA Finance (FI/CO)	Macro assumption pack from Treasury, strategic volume targets from Network Planning	Approved assumption sign-off memo published to all budget owners	Assumptions approved and published within 5 business days of Treasury submission	Y	N
Phase 2 2.1	Distribute budget templates via SAP BPC	FP&A Manager	SAP BPC (Business Planning & Consolidation)	Approved planning assumptions, prior-year actuals, approved headcount baseline	Pre-populated budget input templates distributed to 40+ cost centre managers	Templates distributed within 2 business days of assumption approval	N	Y
2.2	Departments enter cost centre budgets in SAP BPC	Cost Centre Manager	SAP BPC (Business Planning & Consolidation)	Distributed budget templates, departmental headcount plan	Departmental P&L budget and headcount plan submitted in SAP BPC	On-time submission rate ≥90% of cost centres by stated deadline	N	Y
2.3	Validate completeness of departmental submissions	FP&A Analyst	SAP BPC (Business Planning & Consolidation)	All departmental budget submissions in SAP BPC	Submission completeness report; escalation notices to overdue cost centres	100% submission completeness achieved before consolidation window opens	Y	N
2.4	Validate headcount budget vs SAP SuccessFactors plan	HR Finance Partner	SAP SuccessFactors	Departmental headcount submissions, approved establishment file from SuccessFactors	Reconciled headcount budget with variance commentary for exceptions >5 FTE	Headcount variance between BPC submission and SuccessFactors plan ≤2% at department level	N	Y
2.5	Validate capex requests against fleet and route plan	Capital Planning Manager	SAP S/4HANA Finance (FI/CO)	Departmental capex bids, Amadeus SkyMAX fleet assignment output, Boeing delivery schedule	Approved capex budget list with project codes assigned in SAP CO	Capex budget total reconciled to strategic fleet plan within ±2% variance	N	Y
Phase 3 3.1	Consolidate full P&L, cash flow, and balance sheet	FP&A Director	SAP BPC (Business Planning & Consolidation)	All validated departmental budgets and capex lists	Consolidated airline-level budget P&L, cash flow statement, and balance sheet	Consolidation completed within 3 business days of submission deadline	N	Y
3.2	Assess consolidated budget vs EBITDAR target	CFO	SAP BPC (Business Planning & Consolidation)	Consolidated budget P&L, Board-approved EBITDAR target range	Gap analysis report: budget EBITDAR vs target with sensitivity scenarios	EBITDAR margin target ≥15% on consolidated airline revenue	Y	N
3.3	Issue cut targets and iterate with cost centres	FP&A Manager	SAP BPC (Business Planning & Consolidation)	EBITDAR gap analysis, CFO direction on cost reduction quantum	Revised departmental budget targets distributed; resubmission timeline set	Resubmission cycle completed within 5 business days of cut target issuance	N	N
3.4	Reconcile fuel hedge positions with treasury model	Treasury Analyst	Bloomberg Terminal	Confirmed fuel hedge book from Treasury, consolidated fuel volume budget from Operations	Hedged and unhedged fuel cost budget with sensitivity at ±10% fuel price	Hedge coverage ratio target ≥50% of planned fuel consumption for next 12 months	N	Y
Phase 4 4.1	Prepare executive budget pack for Board presentation	FP&A Director	Tableau	Approved consolidated budget, sensitivity scenarios, prior-year comparison	Board budget pack: executive summary, key metrics dashboard, risk narrative	Board pack delivered ≥5 business days before Finance Committee meeting	N	N
4.2	Present budget to Board Finance Committee	CFO	Tableau	Executive budget pack, audit committee pre-read, external auditor sign-off	Board meeting minutes with approval resolution or revision instructions	Board approval obtained at first presentation in ≥75% of annual cycles	Y	N
4.3	Lock approved budget baseline in SAP BPC and SAP CO	Financial Controller	SAP BPC (Business Planning & Consolidation)	Board approval resolution, final budget version in SAP BPC	Locked budget version in SAP BPC; approved cost centre budgets released to SAP CO for actuals comparison	Budget locked and released to SAP CO within 3 business days of Board approval	N	Y
Phase 5 5.1	Generate monthly actuals vs budget variance report	FP&A Analyst	SAP S/4HANA Finance (FI/CO)	Monthly close actuals from SAP FI, locked budget baseline from SAP BPC	Monthly management accounts pack with variance commentary by cost centre	Management accounts published within 5 business days of month-end close	N	N
5.2	Assess variance against materiality threshold	FP&A Director	SAP BPC (Business Planning & Consolidation)	Monthly variance report, materiality threshold (±5% revenue or ±$2M EBITDAR)	Variance assessment decision: maintain budget or trigger rolling reforecast	Reforecast trigger decision made within 2 business days of management accounts publication	Y	N
5.3	Execute rolling reforecast and update SAP BPC	FP&A Manager	SAP BPC (Business Planning & Consolidation)	Latest actuals, revised macro assumptions, updated capacity plan from Amadeus SkyCAST	Updated 12-month rolling forecast published in SAP BPC; variance to original budget flagged	Rolling reforecast cycle completed within 10 business days of trigger; forecast accuracy ≤3% vs subsequent actuals	N	Y

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Process Attributes

Identification

Process IDCS-01

L1 DomainCorporate Support Functions

L2 ProcessFinance & Accounting

L3 NameFinancial Planning & Budgeting

L4 Steps19 across 5 phases

Decision Gates5 (all with iteration loops)

Exceptions9 documented

Swim Lanes (Roles)

FP&A Director

Financial Controller

Treasury Analyst

CFO

FP&A Manager

Cost Centre Manager

FP&A Analyst

HR Finance Partner

Capital Planning Manager

Systems & Tools

SAP S/4HANA Finance (FI/CO)Bloomberg TerminalSAP BPC (Business Planning & Consolidation)SAP SuccessFactorsTableau

Key Performance Indicators

Initiate annual planning cycle in SAP S/4HANAPlanning cycle launched ≥12 weeks before fiscal year-end

Extract prior-year actuals from SAP FI/COActuals extraction completed within 3 business days of year-end close

Pull macro & fuel price assumptionsFuel price assumption reviewed against IATA Jet Fuel Monitor within ±5% of market consensus

CFO review and approval of planning assumptionsAssumptions approved and published within 5 business days of Treasury submission

Distribute budget templates via SAP BPCTemplates distributed within 2 business days of assumption approval

Departments enter cost centre budgets in SAP BPCOn-time submission rate ≥90% of cost centres by stated deadline

Validate completeness of departmental submissions100% submission completeness achieved before consolidation window opens

Validate headcount budget vs SAP SuccessFactors planHeadcount variance between BPC submission and SuccessFactors plan ≤2% at department level

Airline-Specific Risks & Pain Points

Misalignment between network planning schedule (Amadeus SkyWORKS) and finance calendar delays capacity cost assumptions by 2–3 weeks

Manual reclassification of intercompany recharges between airline OpCo and MRO subsidiary inflates cost centre variances by up to 8%

Jet fuel price volatility (±40% year-on-year) makes fixed planning assumptions obsolete within Q1; no direct feed from Bloomberg into SAP BPC requiring manual re-entry

Late delivery of network capacity plan from Amadeus SkyMAX optimisation run blocks CFO sign-off; fleet assignment iterations can extend 2+ weeks past planning calendar

SAP BPC template version conflicts when cost centre hierarchy changes mid-cycle (e.g., post-restructuring) cause data submission errors requiring IT intervention

Operational departments (Ground Ops, Crew Planning) lack financial modelling skills; submissions frequently contain formula errors, requiring FP&A rework averaging 3 days per cycle

Inputs / Outputs

Primary InputBoard-approved strategic plan, prior-year close confirmation

Primary OutputUpdated 12-month rolling forecast published in SAP BPC; variance to original budget flagged

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