The networking breaks, held in the exhibition area, are your opportunity to network with peers, industry leaders, and solution providers and discuss new ideas sparked by the sessions. Maximise your time by booking one-on-one meetings in advance through the app.

‘Every treasury will need a corporate digital wallet soon, if they haven’t already got one’ was the view of a leading European treasurer, speaking on the subject of digital currencies. Central bank digital currency consultations, projects and pilots are underway in 130 countries, with 64 in advanced development phases and 11 launched, most notably in Nigeria. The US and the EU all have advanced CBDC projects, whilst China is currently testing the electronic renminbi in hundreds of transaction scenarios. As the debate continues about CBDC use cases and necessity, it certainly appears to be the case that CBDCs are coming soon to the treasury. So how should the treasury best prepare for the arrival of CBDCs and what impact will digital currencies have on treasury cash and liquidity operations? How will CBDCs sit alongside cryptocurrencies, if at all, in digital wallets and ledgers? And how can the treasury achieve payments interoperability, integrating CBDCs alongside traditional payment rails? In this session, treasurers and CBDC experts explore the impacts of CBDCs on treasury and what the treasury needs to do now to prepare for future digital money.

When discussing with treasurers the skills that they would like to most improve, perhaps surprisingly, soft skills are highlighted as much as technical skills. Surprising because we are so geared, some would say hard wired, into thinking about finance and technology skills in the treasury. Yet soft skills, including communication skills, change management skills, and negotiation skills, have all been cited by treasurers as essential tools in the treasurers suite. It makes sense – treasurers need to negotiate fees with banks and prices with suppliers, negotiate contracts with vendors and collaborate with internal stakeholders on a range of legal, risk and financial matters. Treasurers also need to effectively communicate change within their teams, such as new automated processes, as well as manage change in the external environment, such as changing rates. In short, treasury leaders need to be positive and persuasive communicators, that can negotiate well for treasury as well as effectively manage change in the evolving business environment. Our panel negotiates the topic, with convincing examples.

With some forty or more countries under trade sanctions and restrictions across China, Russia, Africa and the Middle East, and Latin America, multinational companies have a long list of compliance issues to manage in international trade. From managing sanctions, tariffs, as well as anti-money laundering (AML) regulations, treasury compliance teams is a critical responsibility, often with rapidly changing regulations as geopolitical scenarios evolve at pace. To effectively manage trade, including cash and FX transaction transactions, treasurers have to implement robust compliance protocols to avoid breaching restrictions and reputational risks. In this session, treasury compliance leaders talk us through the measures they put in place, to effectively monitor, control and prevent transactions across restricted territories. Treasurers discuss how to best work with  regulatory authorities and financial institutions to ensure compliance across regional subsidiaries to protect global business.

Treasurers look to banking partners to provide not just the solid staples of sound bank account management and cash management services, but also to collaborate and innovate to deliver treasury products and services that meet their evolving needs in constantly changing markets. To achieve this, banking partners are evolving services to provide real-time visibility for treasurers into their cash positions, to enable better forecasting and liquidity and working capital planning. A central focus currently is on the development of artificial intelligence (AI) algorithms, to analyse historical data and trends to aid treasurers in cash flow projections, and connecting treasury data systems to bank portals to enable real time data flow. Banking partners are also helping treasurers automate FX risk management processes, and liquidity management processes, to create a dashboard of cash and liquidity positions. Treasurers and banking partners together discuss how they work to innovate and collaborate, including leveraging AI and automation, to improve treasury services.

Intercompany netting has risen to the top of treasury priorities, as the focus intensifies on reducing costs and optimising cash efficiency across the business. organisations. In offsetting payables and receivables, netting is an essential tool in reducing transaction costs, especially between subsidiaries, and in cross border payments, minimising foreign exchange and exposure to currency fluctuations.  In cash forecasting, netting improves accuracy by providing data on group cash positions and liquidity. Effective netting structures are then a win for treasurers, by utilising cash cash pools and improving working capital efficiency. Yet the netting process requires both process automation and technological optimisation of payables and receivables systems to operate a timely and effective system. Here treasurers who have fine tuned the process and reaped the rewards share their best practice.

Curious treasurers with inquisitive minds, are wondering how to take their data applications to the next level. With such a strong focus on automation and AI applications, it’s not surprising that many treasurers have become curious about how to improve the efficiency and interoperability of treasury systems and software. Data manipulation and management for improved intelligence has motivated technologically minded treasurers to experiment with using GenAI for coding in languages such as SQL for databases, python for analysing data, and XML for data messaging. With stretched IT departments, and often limited resources for IT consultants, treasurers are taking an AI DIY approach to learning how to code to improve data processing and reporting between treasury applications. As advanced AI models are able to write code in many programming languages, the focus for treasurers is also on precise prompt engineering, to produce the required coding for the relevant applications. In this session we take a closer look at coding essentials and how they are being applied to fine tune systems to meet specific data needs.

Receivables and payables financing are twin working capital strategies that treasurers are increasingly utilising in the elevated rate environment. With the current factoring market at some US$4trn and growing, according to market estimates, the appetite for receivables financing and receivables assets is strong.  As treasurers utilise receivables financing by leveraging outstanding invoices to accelerate working capital and cash flow, payables financing, or reverse factoring, is also a key tool in extending working capital, by reducing cash in accounts payable. In this session treasurers discuss how they seek to balance both receivables and payables financing programs, to achieve optimal working capital ratios, and reflect on the risks that influence strategic decisions to increase or reduce the scale of factoring for working capital. Treasurers also share insights on the technologies that help maintain visibility and control of financing programs and how they impact working capital, cash flow and forecasting.

Few treasuries in multinational companies are without treasury management systems in the cloud now, linked to company wide enterprise resource planning networks. These technology stacks, increasingly hosted and virtual, are vital to treasury operations and enable secure anywhere accessibility for treasury teams. Yet the cloud is not infallible, access can be lost, cyberattacks can occur, data can be compromised and business operations disrupted. Decisions as to what data can go in the cloud and data that is on secure company servers, are critical security concerns that can impact operations and a key consideration in any treasury transformation project. In this session, treasurers who have cloud based ERP/TMS, discuss their data strategies and the pros and cons of building treasury in the cloud and how they see their systems evolving over the next year or so.

As payment technologies move faster and more frequently, fraud remains a persistent threat, posing significant risks to business. As technological advances, especially in payments proliferate, so does the complexity of fraudulent methods deployed by bad actors and criminals. Fraudulent activities are diverse, from traditional check tampering to sophisticated cyberattacks and ever more innovative scams. Whilst everyone in the company has a role to play in combating fraud, treasurers must be especially vigilant in identifying and mitigating fraud risks, especially in payments and collections. Technology plays a pivotal role in combating fraud, providing treasurers and risk colleagues tools to detect, prevent and investigate fraudulent activities. Advances in artificial intelligence, machine learning and big data analytics are revolutionising fraud detection, enabling treasurers to analyse vast amounts of data, identify anomalies and raise fraud red flags. AI and ML algorithms can analyse historical transaction data, financial patterns and behaviour profiles to identify unusual and potential fraudulent activity in real time. In this session treasurers discuss their role in fraud prevention and detection and the smart technologies they use to help defend the treasury from crime.

Even as interest rates gradually fall, the focus on maximising working capital ratios by leveraging balance sheet assets has not slipped down the treasurer’s list of priorities. By identifying assets, including receivables, inventory and securities, treasurers can exploit opportunities for generating liquidity for working capital purposes. Non-core assets, such as surplus real estate or equipment can also generate additional liquidity, by creating collateral for asset-backed financing, or repo agreements, to provide funding for business purposes and hedging programs where required.  Here treasurers share insights and best practice in unlocking the value of balance sheet assets to generate working capital, manage liquidity and improve free cash flow to the business.

Treasurers with operations in developing countries in Africa, Asia and Latin America are frequently frustrated with foreign exchange exchange controls that regulate the conversion of local currency, as well as the hard currency shortages, which hinders cash repatriation.  Workarounds include the payment of dividends, and  intercompany lending where permitted. Where cash cannot be repatriated easily, treasurers utilise local investments, for expansion, acquisitions, or debt. Other strategies include cash pooling and consolidating balances across multiple subsidiaries to optimise liquidity where possible. Whilst trapped cash is a perennial problem for treasurers, with regulations constantly evolving in different jurisdictions, the process of freeing cash requires both a centralised strategy and local expertise on the ground to manage country level complexities. Here treasures who have fought local trapped cash battles and won tell their stories from the field.

Big database systems, or data lakes, are evolving in the AI era. In recent years, corporate treasurers have sought to develop centralised pools of both structured and unstructured data, to enable greater visibility and information for cash and financial reporting. Data lakes are the focal point of integration projects to pool data from multiple internal and external sources, including banks, financial portals, investment platforms, and ERP systems, eliminating the need for manual data processing to enable treasurers to extract relevant datasets for forecasting, liquidity planning and risk management. Now, AI applications are evolving to enable AI models to automate and analyse data in data lakes, assisting the treasurer in the process of identifying and processing relevant data sets in forecasting and reporting. Connecting treasury systems to AI applications in data lakes is the next evolution in data-driven treasury management. In this session treasurers dive into the lake and swim towards solutions.

In the ever increasing drive for efficiencies in business processes, the automation of accounts payables (AP) and receivables (AR) ranks high on the treasurer’s ‘to do’ list. If market reports are accurate, the AP/AR straight through processing (STP) market is set to quadruple by the end of the decade, as businesses look to reduce operational overheads and manual processing of accounts. For the treasurer, the automation of AP/AR using straight-through processing technologies, is an essential component in the digitisation of cash management and forecasting. From invoice processing, reconciliation, and payment execution, STP supercharges efficiency with faster, accurate processing of payments, whilst capturing data for cash management systems, improving cash flow and working capital optimisation. Here treasurers discuss how they have worked with AP/AR colleagues in payments systems automation projects to redesign operations, reduce costs, and drive cash management efficiencies.

Even highly centralised treasury structures of multinational companies, headquartered in treasury centres in the US or Europe, often require that one or more local treasury offices are operational in countries where on-the-ground presence is needed to execute treasury functions. In the ‘one treasury, many countries’ model, the challenge to align regional in-country operations with centralised treasury processes and practices can be challenging.  In developing countries, with foreign exchange controls and local regulations that restrict cash movement and currency convertibility, treasury teams need to workaround local laws to create efficient operational structures. Working with local banks and tax partners, local treasury teams are essential to mitigate against liquidity risks and hedge exposures, invest in local assets and repatriate cash. Here regional treasurers discuss their unique challenges in managing operations in countries, whilst aligning with centralised treasury structures, compliance and practices.

Treasurers are concerned to manage cash and capital in the most tax efficient way to preserve value and maintain optimal flows to the business. Essential then is the close collaboration and partnership between treasurers and both internal tax teams and external tax consultants to ensure the preservation of cash as it is moved around the business between entities, or across borders between countries, especially when repatriated from countries with foreign capital controls. As international corporate tax laws evolve, including tax avoidance and tax harmonisation rules, treasurers need to work with tax experts in ensuring good practice in compliance and reporting of cash on account and on balance sheet, across all corporate entities where they operate. In this session, treasurers and tax partners discuss how they work together to develop optimal strategies to stay compliant, eliminate risk and optimise cash operations from a tax perspective.

The global supply chain market is growing exponentially, whilst estimates vary, global SCF volumes have risen by 21% year-on-year to US$2,184bn and funds in use are up by 20% YoY to US$858bn, according to a market leading report. The benefits of SCF programmes are clear, enabling treasurers to effectively create and strengthen supply chains and finance suppliers without the need to allocate millions of dollars of working capital, so optimising cash flow, and improving internal liquidity. With advanced SCF technologies that enable visibility into supplier invoices and payments, treasurers can stay in control of payment terms and drive efficiency in cash conversion cycles and working capital ratios. In this session treasurers discuss the optimal SCF set up, including negotiating with bank funders and suppliers, as well as SCF platform and technology providers, and disclosure and reporting requirements, to create a successful SCF program and a win-win for buyers and suppliers.

Automation in FX transactions and hedging programs, is for many treasurers of multinational companies, a must have due to the high transaction volumes, complexity and combinations of currency pairs, variable spot rates, and local currency fluctuations on an intraday basis. Not least the time saved in manual processing, and efficiency gains in cash management and forecasting. Yet the FX automation process is sometimes limited by value and transaction type, with higher volume trades under human monitoring. Innovation in automation includes RPA processes to automate data entry and trade execution, and more recently treasurers have been testing AI models to assist in the automation process by monitoring currency movements. APIs also help connect TMS with trading platforms for data exchange and trade execution. Here treasurers demonstrate their innovation and improvements to FX automation by utilising recent technologies.

Data visualisation applications have become essential tools for corporate treasurers for sharing and reporting financial and treasury data to business units and finance colleagues. Powerful software applications which enable treasurers to transform complex treasury data into clear visual and interpretable formats, such as interactive dashboards, charts, and graphs can provide treasurers with real-time insights into cash flow, liquidity, and risks. Treasurers can identify trends and patterns in cash flows, enable them to improve forecast accuracy and enhance visibility and communication of treasury information to colleagues, enhancing transparency across the business. Together with AI applications that he lp analyse and present data, visualisation tools are transforming how corporate treasurers manage and analyse financial information, so improving efficiency and performance in treasury management. In this session we look again at how tools are developing to better equip and help treasurers present data visually.

Leading corporates are already experiencing tangible benefits from the new global messaging standard, from reducing payment friction to improving cash management. Join our panel of experts and hear firsthand about the value and opportunities ISO 20022 is delivering in the corporate banking space. We’ll also explore real-life use cases showing how payment tracking drives efficiencies for the treasury community. Don’t miss this opportunity to learn how best to leverage ISO 20022 for all of your corporate treasury operations.

As treasury becomes increasingly automated, with less manual interventions in processes, the natural concern is that actions might occur that introduce unchecked risks. An example might be the automated execution of FX trades beyond risk parameters, where algorithms need to be adjusted with revised risk tolerances and hedging policies to reflect rate fluctuations due to market events. Bugs, or exceptions or anomalies, can produce inaccurate results, which might perhaps be unchecked or unnoticed for some time. Whilst companies do of course have extensive operational risk practices and procedures, treasurers say that they need to ensure that operational risk practices extend into treasury processes and operations. With the advent of AI, such operational risk processes need also to have human oversight, to ensure that there is not an over-reliance on systems and software to detect faults or inconsistencies in processes. Here treasurers debate the extent to which they can effectively manage operational and process risks and the internal stakeholders, and technologies, that can assist in the exercise.

The extent of the treasurer’s involvement in corporate ESG initiatives is mainly focussed on four key areas: sustainable financing, sustainable investing, ESG KPIs in supply chains and SCF and carbon reduction in operations. As investors, shareholders, regulators, rating agencies, funds and customers now all demand greater transparency on ESG performance, treasurers need to meet ESG KPIs and work closely with compliance teams in the reporting process. Strong data gathering processes for ESG reporting and the publication of ESG data in reports to shareholders as well as disclosures to regulators is now required and expected and treasury compliance is essential. In this session, treasurers discuss their role and activities in ESG data gathering, monitoring and measurement, the technological tools that assist the process and how they work with internal ESG teams and external consultants to bring transparency and visibility in reporting.

At a time of rising trade tariffs, especially in the US, and supply disruptions due to global conflicts, increasing challenges are emerging in managing and financing trade. For corporate treasurers involved in trade finance, these uncertainties and complexities elevate risks in global supply chains, impacting cash flow and liquidity. Yet whilst these uncertainties persist, treasurers are developing risk strategies, and diversifying trade financing and liquidity options to ensure the continuity of supply operations. In this session treasurers discuss how trade financing is changing in the era of tariffs and trade disruption, and the measures they can take with both internal business partners and external liquidity providers to enable effective risk management in the current trade environment. Consideration also, on the trade finance technologies, such as electronic trade documents and smart contracts, that increase trade finance visibility and improve and automate trade payables and receivables processes.

Over half of surplus corporate cash is invested in money market funds globally, the rest in on deposit or in short dated securities. Whilst this ratio is unlikely to change, as interest rates fall, treasurers might review cash investment strategies to both optimise yields and diversify risks. Money market funds in both Europe and the US , remain a cornerstone for short-term cash management due to their inherent liquidity and low risks, even as returns on funds fall. As MMFs accounts can yield higher returns on cash than bank deposits, many treasurers use MMF as a cash deposit account, with instant, intraday liquidity. Yet whilst MMF are experiencing large inflows, recent events have prompted greater regulation of MMFs, with significant changes recently, both in the US and Europe. For treasurers with a mandate for higher yielding securities, cash investment strategies  include a mix of short-duration bonds, treasury bills, and commercial paper, that can produce greater returns than MMF deposits. In this session treasurers explore cash investment strategies across bank deposits, MMFs, and short dated securities to analyse optimal cash portfolios as rates change.

For treasurers struggling with data interoperability and system compatibility issues with dated treasury management system (TMS), might consider developing bespoke API extensions using SQL, or relevant data coding. These extensions enable integration with treasury systems and platforms, enabling near real-time data flows and across applications. In developing APIs, TMS extensions create a gateway to treasury infrastructure such as ERP systems, databases and external bank portals. Whilst writing SQL code and re-engineering data pathways into and out of the TMS requires skills, resources and time that treasurers often do not have, and so internal and external help is often required. Yet the benefits of data interoperability, operational efficiency, and automated process that result from extension projects are worthwhile upgrades, enabling treasurers greater control over treasury cash management data. In this session we look at TMS extension case studies and the benefits that accrued to the treasury team.

The networking breaks, held in the exhibition area, are your opportunity to network with peers, industry leaders, and solution providers and discuss new ideas sparked by the sessions. Maximise your time by booking one-on-one meetings in advance through the app.

The networking breaks, held in the exhibition area, are your opportunity to network with peers, industry leaders, and solution providers and discuss new ideas sparked by the sessions. Maximise your time by booking one-on-one meetings in advance through the app.

The networking breaks, held in the exhibition area, are your opportunity to network with peers, industry leaders, and solution providers and discuss new ideas sparked by the sessions. Maximise your time by booking one-on-one meetings in advance through the app.

The networking breaks, held in the exhibition area, are your opportunity to network with peers, industry leaders, and solution providers and discuss new ideas sparked by the sessions. Maximise your time by booking one-on-one meetings in advance through the app.

The networking breaks, held in the exhibition area, are your opportunity to network with peers, industry leaders, and solution providers and discuss new ideas sparked by the sessions. Maximise your time by booking one-on-one meetings in advance through the app.

The networking breaks, held in the exhibition area, are your opportunity to network with peers, industry leaders, and solution providers and discuss new ideas sparked by the sessions. Maximise your time by booking one-on-one meetings in advance through the app.

Benefits of in-house banking (IHB) are many, not least the efficient pooling and distribution of working capital and internal liquidity across group companies and subsidiaries, the efficient execution of intercompany transactions and loans, and the centralised controls in POBOs for group entities. All of which contribute greatly to ever more efficient cash management practices for the group. In centralising treasury functions and pooling liquidity, the in-house bank optimises cash utilisation, reduces transaction costs, aligns payment processes, and improves visibility and control over cash and working capital. In an ideal IHB operation, risks are reduced, compliance is improved and costs are minimised. Yet IHB is not without downsides, including considerable set-up and maintenance costs especially in technology investment, compliance requirements, and internal treasury talent and technical expertise to ensure optimal structural and operational efficiencies in IHB activities. This session showcases treasurers that have succeeded in creating the best in class IHB systems.

When discussing the impacts of AI on treasury, senior treasurers have highlighted that the areas most likely to be affected by the AI revolution are back office treasury functions, including data processing, which is often outsourced. We can potentially expect then, that business process outsourcing (BPO) for treasury, will be significantly impacted as AI functions and processes in data management evolve over time. In areas such as payments, accounts, reconciliation and FX transactions data entry, as well as ledger checking and fraud detection, all can be automated and accelerated by AI driven RPA processes. With the automation of back office functions, it is possible, indeed likely, that treasury will see the rapid transformation of shared services and BPO functions as AI technologies and applications evolve. The impacts of these changes on treasury, the wider business and the back office teams, is the subject of this session, where treasurers discuss how they will manage the changes that AI-powered processes will inevitably bring to the treasury. 

With recent bank failures in the rear view mirror and Basel IV capital and asset requirements strengthened further, corporate treasurers might be forgiven for seeing financial counterparty risks as relatively low, as suggested by a recent EuroFinance poll. Yet whilst financial institutional liabilities in the form of unrealised losses stood at $684 billion in the US in 2024, even where banks typically hedge their bond portfolios with credit default swaps, the FI market is still not without potential funding and liquidity shocks. In the financial markets, treasurers need to remain vigilant to potential  counterparty risks, including financial institution (FI) risks, to safeguard corporate financial stability. One key strategy is to conduct thorough due diligence on potential financial counterparties, assessing their financial health, liabilities and risk management practices. In this session, treasurers discuss their approaches to financial counterparty risks, and strategies to manage risks, such as diversifying counterparty relationships across financial institutions to reduce the concentration of risk.  Treasurers also share their methods of monitoring risk and the technologies and systems they use to track risks in liquidity provision and funding providers.

Treasurers are increasingly issuing green bonds, as well as borrowing in sustainability-linked loan markets. Global corporate green and sustainable bond issuance (GSSSB) reached  $277 billion in 2024, with over US1trn in total market volume, according to S&P, as treasurers act to align corporate financing with  environmental, social, and governance (ESG) goals, driven by increasing investor demand. Even as ESG funds experienced outflows in 2024, the market demand for corporate GSSSB debt remains strong as the market continues to grow into 2025. In this session treasurers walk through the process of GSSSB issuance, including the bond origination and syndication process with banking partners, prospectus and investor marketing, ratings and use of proceeds criteria in accordance with green bond standard regulations, and offer insights on best practice for successful issuance.

Every corporate treasurer is focussed on improving cash management processes and with an avalanche of new technology in recent years, many have evolved systems to ever greater degrees of efficiency. As API driven tools deliver real time cash visibility and payment data, with connectivity to multi-bank platforms and integration with TMS and ERP systems, cash management transformation is accelerating throughout corporate treasury. As new AI technologies manifest, the opportunities to innovate to create even more accurate data flows for forecasting and liquidity management are emerging. Diving deep into how banking partners and treasurers collaborate to improve and automate processes, we explore the rapid evolution of next generation real time AI enhanced tools to produce accurate forecasting and decision making in cash and liquidity management.

Here we cite a familiar story: when the company invested big capex in a treasury management systems several years ago, and spent a great deal of time and resources linking several ERP systems from businesses in the group, the transformation achieved in cash and liquidity management and reporting was then a significant improvement from the previous disparate and inefficient processes. Yet a deja vu feeling has emerged, as the TMS becomes sub-optimal and new systems and applications are incompatible. Enhanced with AI features, new fintech functionalities in cash forecasting and account management are providing greater capabilities and visibility in cash management. The problem I have now, said the treasurer, ‘is to prove to the CFO’s office that there will be significant ROI on this new fintech investment, and to do that, I need to gather data and build a business case. Who can help me do that?’  This panel will help show you how.

Cross border payments and the technologies to support international transfers have evolved greatly in recent years, with the development of web and mobile technologies, and a proliferation of payment platforms from banks, networks and fintech providers. The backbone of international bank to bank payments remains the SWIFT network, now with enhanced messaging and data in the SWIFT gpi rollout. In Europe, the SEPA regime for the Euro dominates, whilst China is developing its interbank network, CIPS. FX rates and intransparent bank charges and fees can still be high in cross border transactions, especially in developing markets or where banks might not be MT compliant, or otherwise require additional transaction data processing. In this session, we explore the technological progress in cross border transactions, as well as the challenges that still remain for treasurers in multinational companies transacting with counterparties with correspondent banking partners in foreign currencies. We also take a look at the digital future of cross border banking and the impacts of digital currencies in the next generation of international payments.

Session to be confirmed

Session to be confirmed

Session to be confirmed

Session to be confirmed

Treasurers present brief examples, with illustrated slides, on how they have applied AI technologies, either through their own in house development, or with the support of internal or external partners, to improve a treasury process, be it in cash management or forecasting, liquidity and working capital management, FX processes and transactions or risk and compliance. Treasurers will demonstrate how they have harnessed AI to process and manage data to create greater efficiency, accuracy and speed of process, and share ‘under the hood’ workings of how they did it. Treasurers will reveal new case studies in this session, and discuss shared challenges and solutions in managing AI innovation projects, and answer questions on how AI innovations and technologies can be further applied in treasury.