Beyond the per-employee US$15,000 fee and US$2 million gift, the corporate program describes a 1% annual maintenance charge and a 5% transfer fee. Those recur or arise on events, so they belong in a multi-year budget rather than a single approval. Have current terms reviewed to confirm what each charge applies to.
Budget the years, not the transaction
Finance teams often approve a sponsorship as a one-off cost and then meet the maintenance charge as a surprise. Model several years for each sponsored employee, including the possibility of departure and whatever the transfer terms then require. Ask what the charges are calculated on and when they fall due, and get that in writing from the current published terms.
A forecast built on assumptions should say so on its face. Model several years for each sponsored employee rather than approving a single transaction, because finance teams often treat a sponsorship as a one-off cost and then meet a recurring charge as a surprise. Beyond the per-employee processing fee and gift, the corporate programme describes an annual maintenance charge and a transfer fee, which recur or arise on events and therefore belong in a multi-year budget.
Ask what each charge is calculated on and when it falls due, and take that from the current published terms in writing rather than from an internal summary. Include the possibility of departure, and mark assumptions as assumptions.