2020 AGENDA

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2019 AGENDA

  • Day 1
    WEDNESDAY 16TH OCT
  • Day 2
    THURSDAY 17TH OCT
  • Day 3
    FRIDAY 18TH OCT
  • PLENARY
  • STREAM 1
  • Stream 2
  • Stream 3
  • Stream 4
  • Stream 5
  • Stream 6
  • Discovery Lab 1
  • Discovery Lab 2
  • Discovery Lab 3
  • Discovery Lab 4
  • Complex Markets
  • Regulation Series
PLENARY
RESILIENCE IN THE FACE OF STRESS

It is clear that the current political,economic and technological turmoil is here to stay.Demographics and environmental damage look set to intensify the fundamental problems which under lie these changes.If it’s not just a blip,then companies and their key functions must respond,and respond differently.

  • Chair David Blair MD Acarate Singapore
  • Chair Robert Novaria EuroFinance Tutor & Partner Treasury Alliance Group US
  • 8:00 AM REGISTRATION AND EXHIBITION OPENS
  • 9:00 AM WELCOME ADDRESS
    • Asif Chaudhury MD EuroFinance US
  • Asif Chaudhury MD EuroFinance US
  • 9:10 AM CHAIR’S INTRODUCTION
  • 9:10 AM RE-THINKING GLOBALISATION
    • Karthik Ramanna Professor of Business & Public Policy University of Oxford’s Blavatnik School of Government
  • Globalisation has driven corporate profit growth for the past 25 years but is the party over? Is globalisation slowing down, is it in reverse or is it just changing? And what elements of globalisation, if reversed, would cause business the most difficulty? These are not simply questions of trade wars, anti-capitalist populism or capital flows; globalisation as a corporate strategy assumes that the benefits of multi-national sprawl outweigh the costs. But is that true when local markets catch up or become self-reliant, or when high-margin services rather than high-volume goods are the growth sectors to be in? Globalisation has been the centrepiece of corporate growth strategy for longer than most executives have been employed. What are the key assumptions they may have to revise? What does de-globalisation mean for different regions and industrial sectors, for the availability of finance and access to supply chains? And is there a wider issue – are the easy gains from globalising gone and if so, what next?

    Karthik Ramanna Professor of Business & Public Policy University of Oxford’s Blavatnik School of Government
  • 10.00 AM TECHNOLOGY STRESSORS: OVER
    THE TECHNOLOGY TIPPING POINT
    • Kristina Libby EVP of Future Science & Research Hypergiant Industries US
  • For all the talk of transformation, for most businesses, digitalisation has meant Rackspace, Salesforce and a third-party e-Commerce and payments platform, if that. Larger, and also purely digital companies, have gone much further but for even the largest SMEs, the costs and complexities of true digital transformation have been unsupportable and the benefits hard to quantify. That has changed. The methodologies of surveillance capitalism – the monetisation of customer data – is upending businesses from energy utilities to auto manufacturers. Traditional communications channels between businesses and customers are failing, disrupting everything from marketing to payments. Digital transformation is finally happening but mostly externally, to companies and not by them. So how do companies recapture the agenda in this process? How can ‘normal’ companies survive the transition?

    Kristina Libby EVP of Future Science & Research Hypergiant Industries US
  • 10.40 AM REFRESHMENT BREAK

    Sponsored by:

  • Societe Generale is one of the leading European financial services groups, determined to serve its clients with the three defining features of its wholesale banking business: strong, long-lasting client relationship, a pioneering spirit and responsible solutions. With the strength of its values, recognised expertise and distinct company culture built on over 150 years of history, Societe Generale mobilises its teams to offer a comprehensive range of innovative solutions to help corporate and financial institutions accomplish their goals and leverage their potential. Through its Global Transaction Banking offering, Societe Generale provide services related to domestic and international payments, liquidity management, financing, international trading activities, factoring and supply chain finance. In addition, our clients benefit from the investment bank specialists, recognised worldwide for their expertise, and from our international network with a presence in more than 50 countries. Combined with our in-depth knowledge of local markets, we can provide world-class bespoke solutions.
  • 11:20 AM TREASURY PRIORITIES: MUST-DO VERSUS NICE-TO-DO
    • Sebastian di Paola Partner PwC Switzerland
    • Cuan Duncan Head of Treasury & Corporate Finance Al-Futtaim UAE
    • Regina Ochev VP, Assistant Treasurer Prologis US
    • Naomi Holland Assistant Treasurer Intel Corporation Ireland
  • While proactivity is the ideal, in reality most firms change because they have to. They react to external drivers – customers, regulators, politicians, technology – solving problems as they arise. Treasury in turn responds to changes in demands from the business. This new environment threatens core infrastructure treasurers have long taken for granted. They face the sudden disruption of availability of credit; sudden disruptions of supply chains; the bankruptcies of key suppliers and customers; the sudden introduction and cancellation of trade tariffs; increased political interference in tax affairs; more fraud and more cyber and financial crime.

    So in this session our panel of treasurers will give their tips on how to get in front of these issues:

    • Securing access to credit globally and locally
    • Hedging price risks ahead of supply chain contingencies
    • Business continuity planning for key relationship bankruptcy/unavailability
    • Upgrade controls for fraud and financial crime
    • Improving cybersecurity and data privacy as digital transformation increases digital risks
    • Enhanced processes for volatile regulation
    Sebastian di Paola Partner PwC Switzerland
    Cuan Duncan Head of Treasury & Corporate Finance Al-Futtaim UAE
    Regina Ochev VP, Assistant Treasurer Prologis US
    Naomi Holland Assistant Treasurer Intel Corporation Ireland
  • 12:00 PM STAYING POSITIVE: SMART GROWTH STRATEGIES FOR TOUGH TIMES
    • Douglas Tropp Corporate Treasurer Booking Holdings Inc US
    • Philip Maton VP Treasury, Head of Risk Liberty Global UK
  • When the going gets tough it’s easy to fall back into survival mode, cutting costs, increasing risk aversion and finding reasons not to invest or innovate. But comfort zones can be dangerous places at times of rapid change so, while business and treasury must prepare for the worst, they must also keep looking at new customers and channels, new sales models, new acquisitions and other new opportunities. In this session companies describe how they are combining a renewed focus on risk mitigation with strategies for growth and how treasury can be a part of both. What are the key growth hacks? Can treasurers drive new data-based growth? Where has treasury had most impact in the business – creating growth or helping maintain and de-risk it?

    Douglas Tropp Corporate Treasurer Booking Holdings Inc US
    Philip Maton VP Treasury, Head of Risk Liberty Global UK
  • 12:40 PM LUNCH

    Sponsored by:

Stream 1
How to improve your treasury core strength

Resilience is a function of its foundations. If the business is to thrive in a chaotic global environment, core treasury strategy and operations must be solid. Today this also means that treasury has adopted the key digital tools necessary to provide the business with the intelligence it needs to compete. At the heart of all this is cash: collecting it, distributing it, managing it and understanding its every move.

  • Chair David Blair MD Acarate Singapore
  • 2.00 PM An easier path to digital treasury transformation?
    • Patrick Verspecht Group Treasurer, Member of the board of the ATEB and Secretary Trillium Flow Technologies Belgium
    • Marcus Hughes Head of Strategic Business Development Bottomline Technologies UK
  • The need for real-time cash visibility demands centralised payments hubs, real-time payment execution with tracking and new payment platforms. Real-time working capital efficiency demands all of this plus more efficient multi-bank management. For treasury this means a crash course in digital disruption, new connectivity options across banking, payments and supply chains, security best practices, fraud prevention and data analytics.

    Patrick Verspecht Group Treasurer, Member of the board of the ATEB and Secretary Trillium Flow Technologies Belgium
    Marcus Hughes Head of Strategic Business Development Bottomline Technologies UK
  • 2.40 PM Optimising your cash forecasting
    • Kelly Angelo CPA, Manager, International Treasury Services, Corporate Treasury The Coca-Cola Company US
    • David Wattenmaker CTP, International Treasury Services, Corporate Treasury The Coca-Cola Company US
  • Coca-Cola’s Treasury team broke new ground in one of the key treasury disciplines– cash forecasting. Saving both time and money, the multinational achieved USD 10m in benefits from its cash flow analytics, and shaved 40 hours of treasury team time each month. The cash flow tool is unique, providing granular perspectives encompassing cash flow forecasts, cash balances by investment type, inter-company cash flows, and working capital analytics. Reports for group transactions, local level activity, or specific operations, can be viewed in local currencies with forecasts for FX-adjusted cash flows. The team accelerated the provision of cash flow data reporting to from 14 days to just 3, greatly enhancing the senior management’s teams visibility of the companies cash position. This impressive approach saw Coca-Cola’s team win the EuroFinance treasury management and process transformation award this year.

     

    Kelly Angelo CPA, Manager, International Treasury Services, Corporate Treasury The Coca-Cola Company US
    David Wattenmaker CTP, International Treasury Services, Corporate Treasury The Coca-Cola Company US
  • 3.20 PM Refreshment break

    Sponsored by:

  • Banco Santander is a leading retail and commercial bank, founded in 1857 and headquartered in Spain. It has a meaningful presence in 10 core markets in Europe and the Americas, and is the largest bank in the euro zone by market capitalization. At the end of June 2019, Banco Santander had EUR 1.03 trillion in customer funds (deposits and mutual funds), 142 million customers, 13,000 branches and 200,000 employees. Banco Santander made underlying profit of EUR 4,045 million in the first half of 2019, an increase of 2% in constant euros compared to the same period last year. Santander Corporate & Investment Banking (CIB) is the global division that supports corporate and institutional clients, offering tailored services and value-added wholesale products suited to their complexity and sophistication. Santander CIB’s aim is to be the best bank for its clients in Latin American and Europe.
  • 4.00 PM Choosing the right cash concentration structure
    • Allen Davis Treasury Manager, EME AGCO Limited UK
    • Janko Hahn Head Treasury Operations Autoneum Management Switzerland
    • Sofiane Himer Head of Treasury Safran France
  • Getting cash concentration right is not simply a matter of efficiency. Sweeping and pooling structures are critical to ensuring that the right amount of liquidity is available in the right accounts, locations and currencies, at the right times. In difficult markets this can be an important strategic tool in reducing risk. But picking the right structure is not straightforward. Each version of ZBA sweeping, physical cash pooling or notional pooling has its own subtleties and interacts with regulations differently. New rules, such as BEPs, alter these interactions and so treasurers must constantly monitor the status of their particular arrangements. And again technology has given treasury a range of choices that, while welcome, complicates the process. In this session three treasurers discuss different choices, taking you though simple ZBA structure, a more complex multicurrency notional pooling arrangement and other structures available.

    Allen Davis Treasury Manager, EME AGCO Limited UK
    Janko Hahn Head Treasury Operations Autoneum Management Switzerland
    Sofiane Himer Head of Treasury Safran France
  • 5:20 PM Adjourn to the Treasury Networking Reception
Stream 2
Should treasury…?

Many of the core questions in treasury remain open because the answers depend so much on context and the individual company. But all companies face a core set of commonalities, from the economy to new regulations and technology. This stream uses case studies from your peers to illustrate some best practice approaches to near universal problems.

  • Chair Chris Robinson Senior EuroFinance Tutor TransactionBanking.com
  • 2.00 PM Should treasury revisit the limits of centralisation?
    • Markus Kede Director, Group Treasury & Insurance H. Lundbeck A/S Denmark
    • Carl Burman Head of Financial Markets & Cash Maersk Group Denmark
    • Alwin Harkema Head of Northern European Sales, GTS EMEA Bank of America Germany
  • The generic benefits of treasury centralisation are clear and well-known. The practical problem has always been how to implement centralisation when local differences in business practices, financial markets and regulation remain so critical to frontline operations. So how should treasury pursue centralisation strategies in a world that appears to be decentralising in terms of politics and trade? Do ostensibly global initiatives like BEPS actually force treasurers to re-regionalise treasury centres? Or can technology knit-together local and regional requirements and provide an overlay that creates the effects of centralisation while allowing the business to benefit from local expertise and specific local practices? This session will show how companies approach centralisation in today’s world.

    Markus Kede Director, Group Treasury & Insurance H. Lundbeck A/S Denmark
    Carl Burman Head of Financial Markets & Cash Maersk Group Denmark
    Alwin Harkema Head of Northern European Sales, GTS EMEA Bank of America Germany
  • 2.40 PM Should treasury revisit its liquidity set up?
    • Theis Jensen Head of Group Cash Management DSV Panalpina A/S Denmark
    • Timothy Bartlett Director Liquidity & Investment Products, Global Liquidity and Cash Management HSBC UK
  • For treasurers the most immediate concerns in a world of increased uncertainty and potential cash stress are: access to funding and ensuring tight control of overall liquidity management. This means doubling-down on cash concentration and working capital management, reporting and visibility, and sophisticated cash segmentation. It also means keeping an eye on how their banks are affected by global conditions too. With rates rising and the slope of the yield curve shifting, banks, and not just those holding billions in corporate deposits, will respond in ways that will directly affect treasurers. While these core challenges tend to be similar from cycle to cycle, this time round treasurers have a much wider range of technologies and third-party, non-bank solutions to choose from. In this case study, this treasurer discusses how they are preparing for the future and how they are approaching the new solutions providers.

    Theis Jensen Head of Group Cash Management DSV Panalpina A/S Denmark
    Timothy Bartlett Director Liquidity & Investment Products, Global Liquidity and Cash Management HSBC UK
  • 3.20 PM Refreshment break

    Sponsored by:

  • Banco Santander is a leading retail and commercial bank, founded in 1857 and headquartered in Spain. It has a meaningful presence in 10 core markets in Europe and the Americas, and is the largest bank in the euro zone by market capitalization. At the end of June 2019, Banco Santander had EUR 1.03 trillion in customer funds (deposits and mutual funds), 142 million customers, 13,000 branches and 200,000 employees. Banco Santander made underlying profit of EUR 4,045 million in the first half of 2019, an increase of 2% in constant euros compared to the same period last year. Santander Corporate & Investment Banking (CIB) is the global division that supports corporate and institutional clients, offering tailored services and value-added wholesale products suited to their complexity and sophistication. Santander CIB’s aim is to be the best bank for its clients in Latin American and Europe.
  • 4.00 PM Should treasury transform or change its current treasury structures?
    • Vishal Verma Executive, Cash & Treasury Operations (MENAT/SSA) GE Corporate Treasury UAE
    • Ziwei Wang Regional Treasury Manager Kone Finland
    • Catherine Hill Director, Treasury Salesforce Switzerland
  • Given political and economic uncertainty, plus increased regulatory oversight and technology disruption, perhaps now is not the right time for change. That said, if the business must respond, and if treasury is truly a core business function, then it too must change. If so, which treasury structures are suited to the current environment and which may need to change? Is now the time to adopt an agile model incorporating an in-house bank, or does that conflict with de-globalization? Should treasurers be ensuring they plug into the new digital liquidity and cash pooling solutions that banks (and their software suppliers) are now making available? And if cost-cutting is a likely response to profit fears then can treasury contribute with better management of bank fees, with Cloud adoption, payment factories and other efficiencies? These three companies look at what structures give treasury the agility for the current world.

    Vishal Verma Executive, Cash & Treasury Operations (MENAT/SSA) GE Corporate Treasury UAE
    Ziwei Wang Regional Treasury Manager Kone Finland
    Catherine Hill Director, Treasury Salesforce Switzerland
  • 4.40 PM Should treasury change its FX strategy?
    • Ramón Tolk Senior Director Treasury Avery Dennison Netherlands
  • The recent uptick in trade tensions has been reflected in FX market volatility and many corporates seem to have been caught out – given the profit warnings in the US and Europe. These were accompanied by a renewed commitment to allocate more resources to mitigating FX risk but suggested a fundamental failing: in times of low volatility, companies allow hedge ratios to decline and when it returns they suddenly increase them. This reactive approach causes spikes in effectiveness and means that firms buy protection when it is most expensive. So is it time to raise those ratios again on an ad hoc basis? Or is it time for a better more holistic approach that goes beyond volatility? Treasurers still struggle to build the full picture of exposures needed to create and execute an appropriate hedging strategy. So how can they analyse all their currency exposures – not just individual currency pairs – and create a complete view of risk? And how can technology and automation be used to build more systematic and less discretionary hedging programmes based on that picture?

    Ramón Tolk Senior Director Treasury Avery Dennison Netherlands
  • 5.20 PM Adjourn to the Treasury Networking Reception
Stream 3
Technology transformations

Treasurers are becoming technology buyers and advisors. As their own roles become more dependent on tech and data, and their bank and other service providers become technology vendors, treasurers are increasingly arbiters in decisions on upgrading and replacing technology.
So how do they keep up to date with the latest innovations? And how do they work with the tangle of IT functions typically found inside large MNCs?

  • Chair Adrian Rodgers ARC Solutions, USenior EuroFinance Tutor ARC Solutions UK
  • 2.00 PM Defining digital the treasury way
    • Hans Oostenbrink Head of Benelux Sales, Treasury & Trade Solutions Citi Netherlands
    • Bart Verweij Deputy Treasurer Booking.com Netherlands
  • Treasury has always been about data and much of that data has been digital for years, so what exactly does it mean to talk about treasury digitalisation? For some, it is the use of better technology (e.g. Cloud) to integrate or replace legacy systems with real-time, straight-through processes. For others it is the application of emerging technologies in robotics, analytics, blockchain and machine learning to deliver the next level of efficiency and strategic insight. And for others, the truly digital treasury is one fully integrated into the wider business information ecosystem in the company, enabling enhanced decision-making not just around the core treasury mandate, to optimise financial assets and liabilities, drive cash flow improvements, process cash transactions and manage financial risk, but across the whole company. In this session, our speakers define their vision of digital treasury and explain the steps they are taking to realise it.

    Hans Oostenbrink Head of Benelux Sales, Treasury & Trade Solutions Citi Netherlands
    Bart Verweij Deputy Treasurer Booking.com Netherlands
  • 2.40 PM Defining the digital treasury another way
    • Silver Zuskin Director, Finance & EMEA Treasurer Dell Slovakia
    • Olle Malmgren Executive Director Structured Solutions Delivery Standard Chartered UK
  • Digitalisation upends business strategy and so structure. By de-emphasizing physical assets and locations, and elevating people, knowledge, R&D and information technology, digital business models change how companies need to align themselves with their customers and how their internal business networks function. For corporate treasury, digitalisation is an opportunity to be part of that critical realignment process. Facing out, treasury can deliver seamless payments for retail and wholesale customers. It can transform supply chains by adopting new SCF solutions. And facing in, treasury digitalisation creates a real-time picture of enterprise risks, cashflows and business dynamics. Treasury adoption of APIs builds new, powerful insights from data scattered among banks partners. This session will look at both the digitalisation of treasury and the wider digital transformation of business enabled by innovative treasurers.

    Silver Zuskin Director, Finance & EMEA Treasurer Dell Slovakia
    Olle Malmgren Executive Director Structured Solutions Delivery Standard Chartered UK
  • 3.20 PM Refreshment break

    Sponsored by:

  • Banco Santander is a leading retail and commercial bank, founded in 1857 and headquartered in Spain. It has a meaningful presence in 10 core markets in Europe and the Americas, and is the largest bank in the euro zone by market capitalization. At the end of June 2019, Banco Santander had EUR 1.03 trillion in customer funds (deposits and mutual funds), 142 million customers, 13,000 branches and 200,000 employees. Banco Santander made underlying profit of EUR 4,045 million in the first half of 2019, an increase of 2% in constant euros compared to the same period last year. Santander Corporate & Investment Banking (CIB) is the global division that supports corporate and institutional clients, offering tailored services and value-added wholesale products suited to their complexity and sophistication. Santander CIB’s aim is to be the best bank for its clients in Latin American and Europe.
  • 4.00 PM Building the business case for better treasury technology
    • Jesper Nielsen-Terp Director, Head of Treasury & Credit Risk Danske Commodities Denmark
    • Dory Malouf Senior Principal Value Engineer Kyriba US
  • Getting budget for new technology is never easy. The generic benefits of improved IT are agreed by everyone in principle. But building specific business cases for particular projects is a different story. When it comes to treasury management systems (TMS) the situation is complicated by the choice between traditional and Cloud-based systems, new on-demand models and the availability via fintechs or other third parties of functionality previously carried out by a TMS. Those issues make choosing the right upgrade more difficult, but a TMS is still a core piece of treasury technology and is likely to remain so. So the core question is always: how can treasury quantify the benefits of any new functionality and performance against the costs, disruption and possible increased operational complexity of implementing a new TMS? The answer requires a deep-dive into the limitations of the existing system and the ability of any new system to deliver measurable improvements in significant metrics.

    Jesper Nielsen-Terp Director, Head of Treasury & Credit Risk Danske Commodities Denmark
    Dory Malouf Senior Principal Value Engineer Kyriba US
  • 4.40 PM Accelerating the payments processes: shifting to a higher gear
    • Joerg Wiemer CEO Treasury Intelligence Solutions GmbH Germany
    • Matthias Brantl Director Transaction Controlling & Cash Management Porsche AG Germany
    • Vivien Hasenjäger Specialist Cash Management and Payments Porsche AG Germany
  • When German sports car manufacturer Porsche wanted to improve its daily transparency over cashflows, it embarked on a project to introduce central monitoring and more efficient payment processes. Moreover, the goal was to increase security, compliance and ways of automating this. The end result was a system that offered consistent processes, compliance standards across the group and sported a centralized and automated approach. It incorporated a multi-bank, multi-channel and multi-ERP platform with integrated reporting and analytics. Porsche will talk about its journey from identifying what to re-engineer to project definition to the end result: one system as a single source of truth offering an efficient and automated approach to payments and cashflow.

    Joerg Wiemer CEO Treasury Intelligence Solutions GmbH Germany
    Matthias Brantl Director Transaction Controlling & Cash Management Porsche AG Germany
    Vivien Hasenjäger Specialist Cash Management and Payments Porsche AG Germany
  • 5.20 PM Adjourn to the Treasury Networking Reception
Stream 4
Collaboration is key to resilience

The simplistic idea that silos are bad and networks are good is being replaced by the understanding that silos are necessary concentrations of expertise and that networks are only as good as the information flows within them. Increasingly, collaboration – the practical outcome of those flows – is a critical driver of efficiency, innovation and resilience. This collection of case studies demonstrate how treasury’s partnership with key business units and functions benefits the business and turns treasurers into strategic business consultants.

  • Chair Damian Glendinning Principal, Treasury Matters France
  • 2.00 PM Treasury: the backbone of enterprise data
    • Karen Van den Driessche Assistant Treasurer Avnet Belgium
    • Marc Gallet Vice President Corporate Finance Ontex Belgium
    • Nicolas Christiaen CEO and Co-Founder Cashforce Belgium
    • Steven Lenaerts Head of Product Management Global Channels BNP Paribas Belgium
  • Treasury’s increasingly important role as a central repository for key corporate data makes it a natural partner for departments across the business. But for treasury – and the business – to benefit fully, that data has to be timely and aggregated in a form that is usable. As volumes explode, all too often data pours into the centre in multiple formats and systems reducing visibility instead of enhancing it. Big data storage, processing and analytics, particularly AI-driven, will enable treasury to supply far greater insight into liquidity, sales, supply chains, working capital, inventory management and procurement, amongst others. So how does treasury get on top of the data flows it needs to do this? What is the role of core transaction banking partners in this process? And what are the key practical steps on the journey to data nirvana? In this panel, our experts discuss how to harness the power of data to make treasury a key node in firms’ information network.

    Karen Van den Driessche Assistant Treasurer Avnet Belgium
    Marc Gallet Vice President Corporate Finance Ontex Belgium
    Nicolas Christiaen CEO and Co-Founder Cashforce Belgium
    Steven Lenaerts Head of Product Management Global Channels BNP Paribas Belgium
  • 2.40 PM Re-designing treasury together
    • Eoin O’Mahony Director International Treasury UnitedHealth Group Ireland
    • Paul DeCrane Principal – Global Treasury Services Leader Ernst & Young US
  • Treasury transformation is an enduring objective. But how often is it undertaken simply as an exercise in replacing the technology in treasury’s silo? To deliver a truly strategic transformation capable of yielding significant wider business benefits, treasury redesigns should be executed in conjunction with the frontline staff in procurement, sales, AP/AR, tax, FP&A and any other finance functions including those embedded in far-flung SSCs. That way, a treasury revamp can enable the kind of cross-enterprise collaboration that companies need if they are to generate the efficiencies and top-line boosts that strategic treasurers promise but can find hard to deliver. This session looks at how to engineer a transformation in this way.

    Eoin O’Mahony Director International Treasury UnitedHealth Group Ireland
    Paul DeCrane Principal – Global Treasury Services Leader Ernst & Young US
  • 3.20 PM Refreshment break

    Sponsored by:

  • Banco Santander is a leading retail and commercial bank, founded in 1857 and headquartered in Spain. It has a meaningful presence in 10 core markets in Europe and the Americas, and is the largest bank in the euro zone by market capitalization. At the end of June 2019, Banco Santander had EUR 1.03 trillion in customer funds (deposits and mutual funds), 142 million customers, 13,000 branches and 200,000 employees. Banco Santander made underlying profit of EUR 4,045 million in the first half of 2019, an increase of 2% in constant euros compared to the same period last year. Santander Corporate & Investment Banking (CIB) is the global division that supports corporate and institutional clients, offering tailored services and value-added wholesale products suited to their complexity and sophistication. Santander CIB’s aim is to be the best bank for its clients in Latin American and Europe.
  • 4.00 PM The transformation continues: GE's journey
    • Aman Bhutani Executive, Consolidated Cash & Banking GE Treasury Ireland
    • Clemence Tarenne Banking Relations Director Europe, GE Treasury Ireland
  • GE has been a frequent presenter at EuroFinance to share their ongoing treasury transformation story about every aspect of changing a 100-year plus company into a modern, digital corporation. After treasury tackled cash visibility, banking partner reductions and manual payments, this segment of its transformation is about giving more accountability to its businesses around costs and funding. It will show it is radically simplifying and enhancing treasury processes to reduce cost structures and efficiently align operational and organisational models to allow for enhanced business operations. Redesigned work streams include: capital and legal entity structures, funding, transaction services and exposure management on a best practice basis.

    Aman Bhutani Executive, Consolidated Cash & Banking GE Treasury Ireland
    Clemence Tarenne Banking Relations Director Europe, GE Treasury Ireland
  • 4.40 PM What collaboration on financing looks like
    • Caspar Bos Head of Treasury & Investor Relations VodafoneZiggo Netherlands
  • Discussions regarding financing often idealise the conditions in which treasury and the business actually operate. But issues, particularly tax and legal issues, and market capital flows depend on the business sector and the leverage of the company raising finance. VodafoneZiggo, one of the leading telco operators in the Netherlands, holds €10bn of debt on its balance sheet, is roughly 5x leveraged, with a €1bn supply chain finance program in place, and has recently finalised a receivable securitisation project. In this case study, hear from the head of treasury about the do’s and don’ts when it comes to executing these type of securitisation projects. He will talk about the importance of flexible indentures, data quality, credit management policies, forecast models, cash flow management procedures, monthly business reporting setup and related compliance. The project required good internal and external communication and coordination with bank and legal counsels. This case study will provide insights for parties to help them minimise execution risk and related costs and look at how receivable securitisation can be a complementary financing tool for companies providing them with a diversified source of funds.

    Caspar Bos Head of Treasury & Investor Relations VodafoneZiggo Netherlands
  • 5.20 PM Adjourn to the Treasury Networking Reception
Stream 5
How to be a business growth story

It’s easy to focus on today’s political and economic downsides, but there are always bright spots – countries, sectors, strategies – in which companies can find rapid growth. This stream is about treasury in growth mode and the challenges that come with rapid expansion. These case studies detail common obstacles faced when growing and how treasury can make a big difference.

  • Chair Christof Nelischer EuroFinance Tutor UK
  • 2.00 PM Tailoring treasury to growth mode
    • Ivan Troufanov VP & Treasurer Medidata US
  • There are no one-size-fits-all templates for treasury, particularly for fast growing companies. Their needs depend on country, sector, resources and the shape of their growth curve. But there are inflection points at which all treasuries need to make important decisions: points in the growth trajectory at which structures and processes that once made sense, start to fail; moments at which customer demands or internationalisation or regulation demand new solutions. In this session a fast growth company explains their treasury evolution in the context of their specific growth path. They generalise their experiences into lessons applicable to you and your treasury, and answer your questions from the floor.

    Ivan Troufanov VP & Treasurer Medidata US
  • 2.40 PM Glocalising treasury: how to be both global but local
    • Benjamin Knierim Sales Director EMEA BELLIN Germany
    • Jan Ellegaard Hansen Senior Treasury Manager Nilfisk A/S Denmark
  • One of the challenges of modern business growth is the need to provide locally-appropriate customer experiences from an efficient global platform. Customer experience is the playing field on which companies will either differentiate or be disrupted and customer still want to pay in local currency, use local payment platforms and methods (e.g. unusual hire purchase arrangements) and deal with local staff. While delivering local shop windows globally affects the entire business, treasury has a key part to play in enabling the financial platforms, tax efficiencies, funding and liquidity issues, credit control and receivables management needed to deliver what customers demand. It is also treasury that must knit all these disparate local offerings back together to provide the business with the transparency it needs to monitor, report and manage risks. Thirty years ago, expanding Japanese firms used the term dochakuka to describe the need to be simultaneously global and local. The strategy became known as glocalisation. This treasury has a 21st century take on how to deal with it.

    Benjamin Knierim Sales Director EMEA BELLIN Germany
    Jan Ellegaard Hansen Senior Treasury Manager Nilfisk A/S Denmark
  • 3.20 PM Refreshment break

    Sponsored by:

  • Banco Santander is a leading retail and commercial bank, founded in 1857 and headquartered in Spain. It has a meaningful presence in 10 core markets in Europe and the Americas, and is the largest bank in the euro zone by market capitalization. At the end of June 2019, Banco Santander had EUR 1.03 trillion in customer funds (deposits and mutual funds), 142 million customers, 13,000 branches and 200,000 employees. Banco Santander made underlying profit of EUR 4,045 million in the first half of 2019, an increase of 2% in constant euros compared to the same period last year. Santander Corporate & Investment Banking (CIB) is the global division that supports corporate and institutional clients, offering tailored services and value-added wholesale products suited to their complexity and sophistication. Santander CIB’s aim is to be the best bank for its clients in Latin American and Europe.
  • 4.00 PM To hedge or not to hedge
    • Marco Knauf International Treasury Director Archer Daniels Midland Company US
  • It is always worth revisiting the old questions in case things have changed and the debate over the efficacy of hedging never goes away. This is still largely because companies struggle to identify their net economic exposure, as they lack an overall picture of all the direct and indirect risks their businesses are running. It is easy enough to focus on high-profile FX or interest rate exposures in a business, but much harder to quickly identify new risks arising from sales or procurement, to isolate natural hedges or to measure the huge indirect exposures most companies run via contract terms or through competitive circumstances: hedging an FX exposure may protect against a supply cost increase but may not compensate for the effects of having a competitor operating in a different base currency benefitting from moves that hurt you. In addition, the costs of hedging are often underestimated, with treasury focusing only on transaction costs. The standard answer to these problems has been to demand ever more granular business data to identify these types of risk and to implement a policy of holistic risk management. But how realistic is that? And in fast-growth companies, is treasury time better spent elsewhere?

    Marco Knauf International Treasury Director Archer Daniels Midland Company US
  • 4.40 PM Managing FX risk in emerging markets
    • Leon Tompkins Director, Global Financial Risk World Vision International US
  • Leon has given his adult life to the study, modeling and successful trading of market relationships, the fostering, development and purposeful mentoring of young people, and with his wife, the creation of a home that abounds in love and cultivates the unique talents and individuality within his children. Leon spent a decade as a proprietary trader and portfolio manager including affiliations with Lindquist Enterprises, Tucosn Asset Management, Bear Stearns, NY and First Chicago, Chicago. Immediately following, Leon left the trading floor and spent a decade developing the great work that Young Life with adolescents and young adults as the Regional Director in San Diego, California. In the following decade, Leon returned to the markets, initially building and managing the Bentford Group, a global macro fund in La Jolla, California. After shuttering Bentford at the onset of the financial crisis, Leon relocated to Doha, Qatar with Regency Group Holding, where he managed a $3 bln portfolio of private equity, real estate, listed equity and fixed income holdings as the Head of Investments. Over the last six years, Leon has returned to the non-profit arena and combing his investment experience and care for the under-served. He was the Chief Investment Officer for Imaginations Group, Washington, DC which focused on agriculture development in Tanzania, Mozambique and Malawi and currently he serves as the Director of Global Financial Risk for World Vision International, a global Christian relief, development and advocacy organization dedicated to working with the most vulnerable children, families and communities to overcome poverty and injustice. While at World Vision the Global Treasury has been awarded the Adam Smith Award for FX solutions and the AFP Pinnacle Award Grand Prize. Leon was honored as Volunteer of the Year from the San Diego Sheriff’s Department for his efforts in gang diversion and received the inaugural Cornerstone Award for serving youth in Young Life and was honored for excellence by the San Diego Press Club for the column, ‘Eddie on the Money’ ghostwritten as “Eddie Edstrand”. He also authored the initial Bears Stearns foreign exchange manual. Leon has served on the Boards of Young Life Asia, Young Life Greater Los Angeles, Young Life San Diego and the Afif Charity Foundation, Qatar and is a co-trustee for the Arrow-T Ranch in O’Neill, Nebraska. Leon and his wife, Dr Jodi Tompkins, PsyD, have been married for 35 years and are the proud parents of five adult children. Leon is the founder of the Tides Group and he and his wife are the co-founders of Living Well Unltd. Leon currently resides in La Jolla, California where he pursues markets and mentoring others in various fields of endeavor. Leon is ruthlessly committed to the success of those around him and to helping others pursue happiness within the delicate balance of marriage, family, friendships and vocation.

    Leon Tompkins Director, Global Financial Risk World Vision International US
  • 5.20 PM Adjourn to the Treasury Networking Reception
Stream 6
A focus on global risk management

Over the years, treasury’s risk portfolio has grown significantly. To the core liquidity, tax, FX and interest rate risks, themselves contingent upon political and economic volatility, treasurers now face increasing risks around technology and data, regulation and compliance and even more general issues of corporate governance. In this stream hear how your peers are managing more risk with less resources.

  • Chair Robert Novaria EuroFinance Tutor & Partner Treasury Alliance Group US
  • 2.00 PM Liquidity priorities in a changing world
    • Gurjit Pannu Senior Treasury Manager, EMEA Uber Netherlands
  • Treasury liquidity strategies can sometimes seem like a struggle against the tide: the drive for centralisation and visibility is constantly under threat from the realities of a fragmented and chaotic world. External factors, from trade wars to changing regulations, combined with internal changes to business models, acquisitions and new technology plans, can frustrate the best laid plans of even the most sophisticated treasuries. So how should treasury map out its risk landscape in order to understand it? How should it prioritise its key risk management challenges? What metrics can be applied to some of the newer risk categories to enable sensible resource allocation to them? In this session one company describes how it is understanding and managing this expanding risk portfolio.

    Gurjit Pannu Senior Treasury Manager, EMEA Uber Netherlands
  • 2.40 PM Dealing with data: the treasury perspective
    • Melanie Noronha Senior Editor, Thought Leadership Economist Intelligence Unit UAE
    • Ole Matthiessen Head of Cash Management Deutsche Bank
    • Tomer Amitai SVP, Corporate Treasurer, Head of Insurance and Risk Management Teva Pharmaceutical Industries
  • Treasury has always been about data – collecting it centrally, cleaning it and extracting meaning from it. So treasurers have always had to deal with the technical, regulatory and business challenges of data centralisation, processing and distribution. So in an era which data primacy is asserted as though it were novel, what does that new emphasis really mean for treasury? Does the external hype help boards better understand the value of treasury data and will they resource technology upgrades better? Does the perception that data is potentially as valuable a resource as the underlying business change the role of treasury? And if treasury is understood as essentially a data centre, to what extent does it also become the centre of expertise in data regulation, data privacy, cybersecurity and data technologies such as AI/ML/RPA? Put simply, if data is the new gold, can global treasurers become critical in mining/extracting/refining and trading it?

    Melanie Noronha Senior Editor, Thought Leadership Economist Intelligence Unit UAE
    Ole Matthiessen Head of Cash Management Deutsche Bank
    Tomer Amitai SVP, Corporate Treasurer, Head of Insurance and Risk Management Teva Pharmaceutical Industries
  • 3.20 PM Refreshment break

    Sponsored by:

  • Banco Santander is a leading retail and commercial bank, founded in 1857 and headquartered in Spain. It has a meaningful presence in 10 core markets in Europe and the Americas, and is the largest bank in the euro zone by market capitalization. At the end of June 2019, Banco Santander had EUR 1.03 trillion in customer funds (deposits and mutual funds), 142 million customers, 13,000 branches and 200,000 employees. Banco Santander made underlying profit of EUR 4,045 million in the first half of 2019, an increase of 2% in constant euros compared to the same period last year. Santander Corporate & Investment Banking (CIB) is the global division that supports corporate and institutional clients, offering tailored services and value-added wholesale products suited to their complexity and sophistication. Santander CIB’s aim is to be the best bank for its clients in Latin American and Europe.
  • 4.00 PM Stakeholder management
    when financing joint ventures
    • Marjan Groeneveld Global Director Treasury Royal Vopak Netherlands
  • When joint ventures need non or limited recourse project financing as part of their capital structure the role of treasury is crucial in addressing and finding solutions to mitigate the risks. Working in close collaboration both with external stakeholders and with the various departments within the company is essential to ensure successful execution of the project financing in time and in line with financial strategy. The various work-streams within a project such as commercial, technical, operational, finance and regulatory, that consist of internal and external stakeholders, need to work closely together with the funding work stream lead by Treasury to obtain the required financing. Pulling this all together whilst managing the risks, with the aim to obtain non or limited recourse financing for the joint venture requires skilled treasury engineering. In this case study we hear how the treasury is closely involved realising Vopak’s ambitious growth strategy through project collaboration with multiple stakeholders.

    Marjan Groeneveld Global Director Treasury Royal Vopak Netherlands
  • 4.40 PM The end of the KYC nightmare?
    • Gene Vayngrib CEO & Co-founder Tradle US
    • Sebastian Niemeyer Senior Market Manager Corporates & Supply Chain, , SWIFT Germany
    • Dave van der Zwan Deputy Treasurer Endemol Shine Group Netherlands
  • The old joke is that Amazon knows your partner better than you do. Yet it highlights an old truth that plays to the strengths of this digital era: groups know more than individuals and sharing information vital to all is cheaper and more effective than individuals getting it themselves. The key is trust in the third-party aggregator and with KYC, SWIFT’s involvement broke the deadlock: banks agreed to share data. The resulting KYC registry, and adoption of the Wolfsberg Correspondent Banking Due Diligence Questionnaire, standardizing the due diligence conducted on correspondent banking, should have consigned bilateral due diligence between banks on their customers to history. But there was still the issue of the corporates. Not all were happy with the idea of their data being shared in this way and they did not have the ability to share data via the Registry to alleviate their own KYC and counterparty issues. In 2019, that will change: from Q4 2019, SWIFT will open its know your customer (KYC) platform to its 2,000 corporate customers. This will allow corporates to upload, maintain and share their KYC information with their banks. Is KYC finally solved? And what other issues can be solved in the same way?

    Gene Vayngrib CEO & Co-founder Tradle US
    Sebastian Niemeyer Senior Market Manager Corporates & Supply Chain, , SWIFT Germany
    Dave van der Zwan Deputy Treasurer Endemol Shine Group Netherlands
  • 5:20 PM Adjourn to the Treasury Networking Reception
Discovery Lab 1
From pilot to problem solved

It’s easy to be blinded by the explosion of new technologies and new solutions providers. But the critical issues are use-case and implementation: what specific problems do you have, how can you isolate the relevant technologies and providers? How can you move from there to a fully implemented solution? And what are the key issues to watch out for?

Sponsored by:

 

  • Chair Daniel Blumen Partner Treasury Alliance Group US
  • 2:00 PM A real-time interaction with AI:
    a treasury case study
    • Todd Yoder Director of Global Corporate Treasury Fluor Corporation US
  • Too many presentations on Artificial Intelligence and Machine Learning run through the basic concepts or pitch a black-box product without explaining the underlying algorithms and issues. But this will not be your usual AI/ML introduction. In this demonstration we will use open source resources from the Internet to show, hands-on, how financial professionals can deploy, from their humble desktop PC, machine learning for hedging optimization. We will show you how to use the software, what it can do and, importantly, what it cannot do. We also give a real-world explanation of how data-reliant these systems are and how the successful implementation of machine learning solutions depends on the data supplied to train the system.

    Todd Yoder Director of Global Corporate Treasury Fluor Corporation US
  • 2:40 PM Using APIs and real-time banking
    to drive new business solutions
    • Javier Orejas Head of Banking Management, EMEA and Americas, IATA Pay Leader IATA Spain
  • Treasurers are increasingly being approached by their business colleagues to help develop solutions to support new business channels and services. Much of this change is focused on online, real-time and mobile commerce services. In this session we look at real-life examples on how a combination of new technology including APIs, instant payments, real-time FX engines, QR codes, and other banking technology can be used to power a range of innovative and new business solutions across insurance, marketing, subscription services, retail e-commerce and payment services to drive delivery of real-time solutions that continue changing the customer landscape.

    Javier Orejas Head of Banking Management, EMEA and Americas, IATA Pay Leader IATA Spain
  • 3:20 PM Refreshment break
  • 4:00 PM Treasury re-designed
    • Tor Stian Kjøllesdal Vice President Finance, CFO FIN Internal Treasury Equinor Norway
  • When the underlying business makes a significant strategic shift, it’s often a spur for central finance functions to evaluate and revise their operations. This treasury recognised a number of significant issues: outdated tools with situation-specific and unsustainable ‘fixes’; a lack of timely information; best process gaps; sub-optimal bank structures; and a lack of automation. The resulting manual workloads, transaction and maintenance costs and lack of proactive behaviours were an increasing drag. The solution was a redesign of all the treasury and payment processes including a change of core ERP system; the introduction of OBO and the implementation of extensive RPA. To ensure the revamped treasury was aligned with the evolving needs of the business, detailed high-level preparatory scoping was undertaken, revisiting internal service levels and all roles and responsibilities including interfaces. And the automation required extremely detailed analysis and definition of dozens of processes and sub-processes. Here the treasurer explains how the project was planned and executed and what benefits have already accrued.

    Tor Stian Kjøllesdal Vice President Finance, CFO FIN Internal Treasury Equinor Norway
  • 4:40 PM How ABB centralised cash on a global level
    • Neil Murdy Group AR Manager ABB
    • Ulrich Rosenquist Senior Business Development Manager Serrala Denmark
  • In a company-wide project called “Cash Applied Before Breakfast”, ABB – one of the leading international technology companies – optimised their cash application processing using intelligent automation. Key drivers for the project were to increase transparency of the company-wide cash and to reduce local costs with a solution that was fully embedded within the SAP landscape. The results included increased automation rates, in some countries from 40% to 90%, no more maintenance of excel spreadsheets for follow up of open items, no more printing of bank statements, receipts, postings, and reporting by push of a button.

    Neil Murdy Group AR Manager ABB
    Ulrich Rosenquist Senior Business Development Manager Serrala Denmark
  • 5:20 PM Adjourn to the Treasury Networking Reception
Discovery Lab 2
The payments revolution

Making sense of the payments revolution is hard. Understanding its impact on treasury is harder. The proliferation of payment channels and platforms is the most visible development, but APIs, real-time payments, requests to pay, open banking and other regulations are just as critical. This lab will help treasury keep up to date and equipped to make the right choices for the business.

Sponsored by:

  • Chair Jonathan Williams Principal Consultant Mk2 Consulting UK
  • 2:00 PM Understanding the payments ecosystem
    • Alex Wong EMEA GTS Head of Product Management - Corporates Bank of America UK
    • Danny Doyle Senior Product Manager AccessPay UK
    • Freerk ten Hoor General Manager Centtrip Netherlands
  • Much of the high-profile innovation in “payments” is in B2C and C2C connectivity. Even PSD2, which opens up bank data to third-party payment providers, is largely a retail-oriented development. For treasurers, the key is identifying the relevant technologies and evaluating their impact, good or bad, on treasury. So APIs, in the context of access to bank functionality, are potentially a route to improved efficiency and strategic advantage. But they, like real-time payments, also introduce new fraud and security issues. Request-to-pay will impact treasury and its counterparties. Blockchain and global ACH offer evolving alternatives to SWIFT gpi, itself a developing technology. And even B2C innovations may feed through into B2B practices. This session provides treasurers with an overview of the entire payments space and identifies developments with the greatest potential to affect treasury in the next 24 months.

    Alex Wong EMEA GTS Head of Product Management - Corporates Bank of America UK
    Danny Doyle Senior Product Manager AccessPay UK
    Freerk ten Hoor General Manager Centtrip Netherlands
  • 2:40 PM Changing payments changes the business
    • Christine Rovelli VP Group Treasurer, Head of M&A Finnair Finland
  • When changes in payment habits significantly alter payment counterparties or the timing or currency of cashflows, treasury needs to get involved. Businesses moving from an outright sale to a quasi-rental or subscription model may also find that customers want to pay via different channels too. What if clients begin to bypass traditional distributors and pay direct, and want different terms? These changes affect treasury not simply because they may require the company to plug into new payment channels, but also because they may fundamentally alter cashflow assumptions and so other key financials. This is one way in which understanding developments in consumer payments is important for treasury: consumer payments reflect behaviour and that can disrupt the business, whether or not treasury needs to understand every last detail of the latest platforms or wallets. This treasurer explains what they find relevant and what they leave in the in-tray.

    Christine Rovelli VP Group Treasurer, Head of M&A Finnair Finland
  • 3:20 PM Refreshment break
  • 4:00 PM SWIFT gpi for corprates a reality
    • Eddy Jacqmotte Manager Cash & Bank, Head of Back Office Administration Borealis Belgium
    • Sophie Legrand Transaction Services Director Air Liquide France
    • Philippe Penichou Head of the Payment & Cash Management International Network Societe Generale France
    • Marc Delbaere Head of Corporates and Trade SWIFT Belgium
  • Late in 2018, nine corporates supported by seven gpi banks successfully implemented the SWIFT gpi for Corporates (g4C) standard that enables corporates to initiate and track gpi payments, to and from multiple banks, directly from their ERP and treasury management systems. Corporates were already benefitting indirectly from SWIFT gpi. In addition to the over 270 financial institutions that have adopted them, more than 55 payment market infrastructures also utilise gpi payments and tracking. Overall, nearly 50% of SWIFT gpi payments are credited to end beneficiaries within 30 minutes, and almost 100% of payments within 24 hours. This already gives a huge number of corporates access – via their banks – to vastly improved cash visibility. The addition of g4C opens the way for a standardised interface for all corporates and their banks, removing the need for each treasury to adapt its systems differently depending on the bank it is working with. This treasurer explains how SWIFT gpi has transformed the real-time tracking of payments, reconciliation, and fee transparency and given them a single window to their multi-bank information.

    Eddy Jacqmotte Manager Cash & Bank, Head of Back Office Administration Borealis Belgium
    Sophie Legrand Transaction Services Director Air Liquide France
    Philippe Penichou Head of the Payment & Cash Management International Network Societe Generale France
    Marc Delbaere Head of Corporates and Trade SWIFT Belgium
  • 4:40 PM We want real time payments, don’t we?
    • Christopher Van Woeart Head of Treasury Stripe US
    • Simon Taylor Head of Ventures 11:FS UK
  • Until recently, the conventional wisdom was that treasurers wanted realtime payment tracking but not real-time payments. It makes sense. One is about visibility. The other brings little benefit to the payer, but potentially creates significant downside: delaying payment for working capital reasons gets harder if customers know they can be paid immediately. And in an era of rising cybercrime, fraudulent real-time payments are harder to stop than traditional multi-day transactions. However, most payers are also receivers. So the benefits of RTP accrue to them too. The information flows that come with RTP may further offset any downsides. The most recent surveys show that a majority now believe that RTP would improve cash flow and deliver the instant funds availability and certainty they want. Treasurers also now see a link between RTP and extracting the full benefits of other payments innovations.

    Christopher Van Woeart Head of Treasury Stripe US
    Simon Taylor Head of Ventures 11:FS UK
  • 5.20 PM Adjourn to the Treasury Networking Reception
Discovery Lab 3
Working capital and supply chain rebooted

Supply chain finance is finally becoming treasury-friendly. The transition from paper to electronic invoicing, the development of a distributed network of buyers and suppliers and the availability of a deep pool of transactional data is transforming the process. Add in blockchain, platforms for national and international trade receivables in a true sale, and AI, and the future looks even better.

Sponsored by:

  • Chair Sander van Tol Partner Zanders Netherlands
  • 2:00 PM Still a trillion euros on the table: why?
    • Sander van Tol Partner Zanders Netherlands
    • Cedric Bru CEO Taulia US
    • Razvan Coarca Director Vendor Finance Liberty Global UK
    • Fernando Díaz Hernando Head of Payment Services & Supply Chain Finance BBVA Spain
  • A recent report on global working capital management concluded that if all the companies in the study were to improve their working capital efficiency to the level of the next performance quartile, this would represent a cash release of €1.3 trillion – enough to boost their capital investment by 55% – without needing to access additional funding or put their cash flows under pressure. At the same time, cash conversion is getting harder and the cost of cash looks likely to rise. So the incentive to improve working capital practices, to unlock cash from the entire conversion cycle and to exploit the latest innovations in supply chain finance is big and getting bigger. So far, so old. So what is getting in the way? Are internal stakeholders still the issue? Is it too hard to choose or implement new solutions? Is supplier onboarding still too difficult? Or are accounting rules the problem? In this session, see how the opportunity to improve WCM and relieve stress on cashflows and debt facilities is simply too good to miss.

    Sander van Tol Partner Zanders Netherlands
    Cedric Bru CEO Taulia US
    Razvan Coarca Director Vendor Finance Liberty Global UK
    Fernando Díaz Hernando Head of Payment Services & Supply Chain Finance BBVA Spain
  • 2:40 PM Dynamic discounting:
    the challenges & benefits
    • Teresa Kelleher Interim Head of Business Services Musgrave Ireland
  • This company wanted to be in control of WC while protecting their supply chain. When treasury started looking for solutions it was soon clear that large suppliers could be easily catered for. The long tail was of no interest to most financial institutions. The company organised a tender and decided to go for a dynamic discounting solution that would allow them to use their working capital. However, dynamic discounting can work against free cash flow targets. It was important to be able to partner with banks and easily switch to SCF if necessary. Building the right team, setting up the interfaces, determining how the money would flow and how to communicate were key issues to the project´s success. Join this session to hear about the challenges and benefits of implementing dynamic discounting.

    Teresa Kelleher Interim Head of Business Services Musgrave Ireland
  • 3:20 PM Refreshment break
  • 4:00 PM Choosing the right SCF solution
    • Henrik Welch VP, Group Treasurer Alfa Laval Sweden
    • Edwin Veenman Independent Treasury & Finance Executive Germany
    • Michael Spieler SVP, Treasury Uniper Germany
  • The rapid development of different SCF models is good for the market but creates new headaches for treasurers. With global multi-bank platforms vying with established non-bank providers and newer fintechs, and choices to be made over how to incorporate existing e-invoicing and other legacy technology with SCF programmes, increased choice means more complex evaluation and decision-making for treasurers. Can they persuade their banks to work with fintechs they may see as competitors? What is the best way to get cash to suppliers as fast as possible? How does blockchain change the SCF marketplace? So what are the key criteria for treasurers in choosing a modern SCF solution stack? In this session we discuss paths to significant and sustainable improvements in the cash cycle, the obstacles to overcome and the results.

    Henrik Welch VP, Group Treasurer Alfa Laval Sweden
    Edwin Veenman Independent Treasury & Finance Executive Germany
    Michael Spieler SVP, Treasury Uniper Germany
  • 4:40 PM Technology Showcase: The SCF bake-off
    • Tim Kallenborn Head of Sales CRX Markets Germany
    • Vincent Beerman Senior Director of Product Taulia US
    • Stephan Knaupf Head of Corporate Clients & Products Europe Traxpay
  • The supply chain finance solution marketplace is bubbling with innovation from both incumbent banks, established platforms and newer fintech players. But what do all these providers offer? Are there specific offerings for particular industries or sizes of company? This session will showcase three solutions and their providers. It will allow treasurers to evaluate the pros and cons of each, identify potential partners and to ask critical questions: How do the new solutions work with their current systems? Are they scalable? What are the risks of working with a smaller fintech versus an established bank or larger platform?

    Tim Kallenborn, Head of Sales, CRX Markets, Germany
    CRX Markets is a global digital marketplace for asset-based financing solutions and connects buyers, suppliers, banks and institutional Investors providing flexible working capital.

    Vincent Beerman, Senior Director of Product, Taulia, US
    Taulia’s Cash Forecasting supports better decision-making, improves operational efficiency and reduces risk. Data from the entire Taulia network powers machine learning models to predict the impact of purchase orders, payables and receivables on future cash positions, allowing treasury to manage forecasting centrally with a high degree of accuracy.

    Stephan Knaupf, Head of Corporate Clients & Products Europe, Traxpay
    Traxpay is changing the way companies communicate, interact and trade across the supply chain. Traxpay automates supply chain financing in a secure, compliant and bank-friendly way. Suppliers have access to all relevant forms of financing such as dynamic discounting, reverse factoring and factoring on the platform with supplier on-boarding completed within seconds.

    Tim Kallenborn Head of Sales CRX Markets Germany
    Vincent Beerman Senior Director of Product Taulia US
    Stephan Knaupf Head of Corporate Clients & Products Europe Traxpay
  • 5:20 PM Adjourn to the Treasury Networking Reception
Discovery Lab 4
Finance 360: a holistic view

According to Gartner, 80% of heritage financial firms will go out of business or become so commoditised that they only exist in a nominal sense. True or not, the revolution in banking is real and implies significant change for not only retail customers, but now finally corporate clients. In this Lab we look at the key developments and how corporate treasuries and finance functions will have to change to cope.

Sponsored by:

  • Chair Birgita Gjirja Director Zanders UK
  • 2:00 PM Tearing up the treasury roadmap
    • Frances Hinden Vice President Treasury Operations Shell UK
    • Ireti Samuel-Ogbu EMEA Head Payments & Receivables, Treasury and Trade Solutions Citi UK
    • David Williams Group CFO Tungsten Network
  • Traditionally, corporate treasury and central finance have (rightly) been cautious adopters of novelty. By its nature, it is a conservative function and has focussed on incremental improvements in efficiency and visibility. But technology trends in financial services are likely to transform that sector so rapidly and profoundly that treasury will need a new operating paradigm. Non-traditional providers, automation and artificial intelligence, the rising importance of sustainability and the new rules of digital business deriving from the power of platforms and networks will create a new landscape in financial services with which treasurers will be unfamiliar. Who will be their core relationship providers in this new environment? How do they choose new partners and what are the new risks they face? How will concepts of local and global play out in a fully digital age? In this session, key players reveal a future for financial services and what that might look like.

    Frances Hinden Vice President Treasury Operations Shell UK
    Ireti Samuel-Ogbu EMEA Head Payments & Receivables, Treasury and Trade Solutions Citi UK
    David Williams Group CFO Tungsten Network
  • 2:40 PM Microsoft: From smart silos to smarter networks
  • Most of the time, when a department focuses on efficiency gains, it turns inward. It looks in excruciating detail at its own processes and systems, wringing out every last drop of performance and shaving off every last excess cost. The silo has become a finely tuned pool of real expertise, but it is disconnected. At some point, this process can go no further and companies must look for efficiencies through better collaboration across departments. Many treasuries are at this point. So in this session we bring the insights from a leading company to describe the leaps in efficiency they have identified through collaboration. They also reveal how digitalisation and market disruption compels once siloed divisions to build networked solutions to key problems and how they see having to work in the future as a team.

  • 3:20 PM Refreshment break
  • 4:00 PM Pick’n’mix treasury: why platforms will be king
    • John Fahlvik Senior Product Owner Treasury Volvo Car Corporation
    • Joel Kremke VP Covisint Global Sales and Alliances Opentext US
    • Simon Karregat Group Treasurer Fugro NL
    • Carlos Menendez President Enterprise Partnerships Mastercard UK
  • The fundamental transformation of financial services looks likely to be the transition from discrete providers, selling their own products exclusively on a bilateral basis, to platforms or ‘ecosystems’ plugged into the wider provider marketplace and offering access to a menu of products and solutions provided by networks of firms similar to the way in which, for example, airline alliances operate. These networks free providers from having to build every component of a service internally from scratch and they give customers much more transparent access to a wider range of customisable solutions. This collaborative vision of finance goes beyond the API revolution to world in which providers from the worlds of software, Cloud provision, banking and payments collaborate to eliminate the fragmentation and lack of connectivity that has dogged developments such as procure-to-pay, supply chain finance and attempts to simplify KYC/AML. Hear how treasury will benefit from these developments.

    John Fahlvik Senior Product Owner Treasury Volvo Car Corporation
    Joel Kremke VP Covisint Global Sales and Alliances Opentext US
    Simon Karregat Group Treasurer Fugro NL
    Carlos Menendez President Enterprise Partnerships Mastercard UK
  • 4:40 PM Technology Showcase: Insights in innovation
    • Panida Ahlin Product Sales Lead Adjoint UK
    • Daniel Sandmeier CEO Instimatch Global AG Switzerland
    • Britni Noel Doo Head of Sales Instimatch Global AG Switzerland
    • Laurent Descout CEO Neo Spain
  • A key driver of the disruption to traditional financial services and operations is the continued emergence of new fintech firms with new products and services. These continue to attract increasing levels of funding and span the entire spectrum of financial services from capital markets and trading to payments processing, from payroll to wealth management and from general lending to digital banking itself. But with literally hundreds of fintechs having received $1OO million or more in funding, how can companies keep tabs on the likely winners and losers? And who should they be choosing as partners in their own drives towards digitalisation? In this session three interesting fintech companies demo their product and explain how they are disrupting traditional areas of treasury. This is your chance to put them to the test and grill them in real time.

    Panida Ahlin, Product Sales Lead, Adjoint, UK
    Adjoint Treasury provides round-the-clock visibility to corporate’s total liquidity along with the ability to manage liquidity in multiple currencies and transactions among approved entities e.g. self-administering inter-company loans with automated, parameter-based interest accruals, withholding tax and accounting.

    Daniel Sandmeier, CEO, Instimatch Global AG, Switzerland
    Britni Noel Doo, Head of Sales, Instimatch Global AG, Switzerland
    Instimatch Global is a digital borrowing and lending market network involving institutional trading across multiple sectors including treasurers, banks, investment
    managers and other non-financials, offering greater market depth and ability to increase yield without sacrificing risk requirements.

    Laurent Descout, CEO, Neo, Spain
    Neo FX Hub gives treasurers the ability to define, execute and monitor a sound FX risk hedging program in a cost efficient and totally automated way.

    Panida Ahlin Product Sales Lead Adjoint UK
    Daniel Sandmeier CEO Instimatch Global AG Switzerland
    Britni Noel Doo Head of Sales Instimatch Global AG Switzerland
    Laurent Descout CEO Neo Spain
  • 5:20 PM Adjourn to the Treasury Networking Reception
Complex Markets

It can be hard enough working out the best way to organise tax, finance and treasury in transparent, developed markets, especially in today’s volatile political environment. But step outside that relatively small group of nations and things become a lot more interesting. Yet it is outside that group that much of the world lives and does business. And that is where tomorrow’s profits will be found. This session looks at how to operate in the most important of countries and regions.

  • Chair Patrick Peters-Bühler Senior EuroFinance Tutor EuroFinance US
  • 2:00 PM The ins and outs of sanctions
    • Pat Thaker Regional Director Middle East & Africa Economist Intelligence Unit UK
    • Alexander Kovtun Trader on Finance Markets GAZPROM NEFT PJSC Russia
  • With the escalation in global trade and other tensions, the imposition of sanctions is becoming an ever more common political weapon. This increase in their use though creates serious problems for businesses and their treasuries. Not only can companies suddenly find themselves with operations in a sanctioned country, they can find that banking relationships or financing structures have become illegal overnight. They can find that they or their specific products have been banned in a particular jurisdiction. This creates tax and treasury chaos. Is this an unhedgeable risk? And what can treasury do to pick up the pieces if it happens?

    Pat Thaker Regional Director Middle East & Africa Economist Intelligence Unit UK
    Alexander Kovtun Trader on Finance Markets GAZPROM NEFT PJSC Russia
  • 2:40 PM Brazil
    • Renan Colber Global Finance Manager Greif Packaging Systems Netherlands
    • Mark Keller Analyst, Latin America and Caribbean Economist Intelligence Unit UK
    • David Franco LatAm Macro Strategy for Europe Santander UK
  • The World Bank-affiliated ‘Doing Business’ project ranks Brazil 109th in the world for ease of doing business behind such places as Kosovo, Bhutan and Papua New Guinea. For the world’s ninth largest economy, that is a problem, as is its position at 110th in Transparency International’s perception of corruption index. How the newly-elected government will deal with these issues remains to be seen, but for companies operating there, or dealing with Brazilian counterparties, the country remains a challenge. What are the key problems and how have other MNCs overcome them?

    Renan Colber Global Finance Manager Greif Packaging Systems Netherlands
    Mark Keller Analyst, Latin America and Caribbean Economist Intelligence Unit UK
    David Franco LatAm Macro Strategy for Europe Santander UK
  • 3:20 PM Refreshment break
  • 4:00 PM India
    • Rohit Khatri MD & Head - MNCs India J.P. Morgan Chase Bank India
    • Johan Larsson Senior Cash Manager Volvo Car Corporation Sweden
    • Pat Thaker Regional Director Middle East & Africa Economist Intelligence Unit UK
  • A recent survey of large Indian corporates revealed that they viewed regulatory policies as the biggest risk to their companies over the next three years, above factors such as cyber security and disruptive technology. What holds for the C-suite also holds for treasury. So what is the latest regulatory update? What should treasury be watching out for? Is India’s enthusiastic adoption of digitalisation making things easier?

    Rohit Khatri MD & Head - MNCs India J.P. Morgan Chase Bank India
    Johan Larsson Senior Cash Manager Volvo Car Corporation Sweden
    Pat Thaker Regional Director Middle East & Africa Economist Intelligence Unit UK
  • 5:20 PM Adjourn to the Treasury Networking Reception
Regulation Series

Regulation has overtaken cybersecurity and other operational risks as a risk management priority for many boards. In this series, held on the exhibition floor, drop in and catch up with concentrated 15-minute summaries of the key developments.

  • 2:00 PM Unlearning Libor
    • Pepijn Sigtermans Group Treasury COO ING Bank Netherlands
  • The issues with existing outstandings and renegotiating longer-dated debt are becoming clearer; but the death of Libor is throwing up more and more issues in funding and interest-rate risk management. What should treasurers be doing now to prepare and what subtleties might you have missed?

    Pepijn Sigtermans Group Treasury COO ING Bank Netherlands
  • 2:20 PM Getting ready for IFRS16
    • Pavel Holan Senior Manager, Treasury & Accounting Advisory PwC
  • As of 1 January 2O19, IFRS16’s implementation removes lessees’ ability to distinguish between operating leases and finance leases, and will report leased assets on balance sheet. With off-balance sheet treatment gone, leasing will need to be justified in terms of risk transfer and/or funding cost savings. In addition, treasury will need to model the impact of this change on key metrics; explain the effects to key stakeholders; and ensure that existing covenants and policies can cope. Are you on top of all this?

    Pavel Holan Senior Manager, Treasury & Accounting Advisory PwC
  • 4:00 PM Dealing with a new money market fund landscape
    • Veronica Iommi Secretary General IMMFA
  • On 21 January 2O19, compliance with the European Union’s Money Market Fund Reform became mandatory for the whole European money market fund industry. But from the treasury perspective how much has really changed and what is the day-to-day effect on treasury liquidity management?

    Veronica Iommi Secretary General IMMFA
  • PLENARY
  • Stream 1
  • Stream 2
  • Stream 3
  • Stream 4
  • Stream 5
  • Stream 6
  • Discovery Lab 1
  • Discovery Lab 2
  • Discovery Lab 3
  • Discovery Lab 4
  • Complex Markets
  • Regulation Series
Plenary
Resilience through collaboration

Many of the problems companies face are shared and are too hard or expensive to be solved by everyone individually. It makes sense for sectors or industry as a whole to come up with solutions for problems that do not involve competitive advantage, like cybersecurity. So where can collaboration work and what can it achieve?

  • Chair David Blair MD Acarate Singapore
  • Chair Robert Novaria EuroFinance Tutor & Partner Treasury Alliance Group US
  • 8:00 AM Registration and exhibition opens
  • 9:00 AM Chairs' introduction
  • 9:20 AM Brexit: uncertainty reigns
  • Oct 19 is deal deadline for Brexit, after which date if no agreement with the EU can be reached, the UK prime minister is required by UK law, to seek an extension to the current 31 Oct withdrawal date, until 31 Jan 2020 earliest. Such an extension requires approval of the EU 27 member states; which may or may not be granted. With new EU Commission head Ursula von der Leyen in situ on 1 Nov, will there be a new approach to a Brexit solution? Or will the current withdrawal agreement apply? And what does all the uncertainty mean from a corporate treasury perspective?

  • 10:00 AM Collaboration beats competition, or does it?
    Winners and losers in the banking world
    • Alberto Corvo Partner, Head of Motive Labs Motive Partners US
  • One sector in which collaboration has been hailed as the way forward is financial services. Where fintechs were once seen as the agile disrupters and cherry-pickers threatening banks’ profitable businesses, now they are viewed as partners who can help banks accelerate innovation and incorporate cutting-edge technologies, such as blockchain and AI. But collaboration is proving hard: large, slow-moving organisations struggle to interact effectively with nimble, unconstrained start-ups. Approval processes and regulatory issues get in the way. But often so does a lack of clear strategic goals or even a tactical roadmap. In some cases it seems fintechs see even one large bank client as their route to cashing out. So who is really winning and who is losing here? Is collaboration working and if so for whom? And how does this complex ecosystem affect how treasury interacts with its suppliers of financial products and services? This tell-all session will show you which banks are winning the innovation war.

    Alberto Corvo Partner, Head of Motive Labs Motive Partners US
  • 10:30 AM Refreshment break

    Sponsored by:

  • 11:10 AM What's the deal on Libra?
    • Simon Taylor Head of Ventures 11:FS UK
  • This session was originally entitled “What if Libra works”? But in recent weeks everything is looking decidedly unsettled. Scandals involving crypto-currency exchanges, ICOs and individual tokens, as well as the volatility of even the more established ‘currencies’ rendered them sub-optimal for performing the function of a true medium of exchange. Libra looked different. It is hard-currency-backed and has been supported by a growing band of serious players in payments. It has a well-defined governance structure. And it has almost 3 billion potential users from the get-go. But the project suffered a serious blow after MasterCard, Visa, eBay and others withdrew. Facebook’s deteriorating relationships with Libra partners, combined with scrutiny from regulators puts the whole project up in the air. Is it dead or will it go ahead, and what are the implications for treasury? The BIS has said its launch may force central banks to issue their own digital currencies. What would this mean? In this session we look at the possibilities and the problems.

    Simon Taylor Head of Ventures 11:FS UK
  • 11:40 AM The collaboration culture in action: the future of financial services
    • Simon Taylor Head of Ventures 11:FS UK
    • Ann Cairns Executive Vice Chairman Mastercard UK
    • Pierre Fersztand Global Head of Cash Management, Trade & Payments BNP Paribas France
    • Ebru Pakcan EMEA Head Treasury and Trade Solutions Citi UK
  • PSD2, APIs, the shift to mobile, the payment revolution, fintechs – the list of banking sector disruptors is not a short one. It is easy to dismiss many of the key developments as retail, not corporate, but that is an increasingly outdated approach. Treasurers’ commercial bank partners are digitalising their relationship management function: with better data and automation does the RM function improve the client/bank relationship or is it an opportunity for banks to winnow their least profitable relationships? If more banking functions are automated, or intermediated via APIs, what changes must treasurers make to be able to work with those functions? In investment banking, digital is transforming IPOs, M&A and the sales and trading function across assets. All of these changes have implications for key treasury tasks. The revolution in payment channels and platforms is increasingly a B2B issue. How should treasury be responding? And treasurers need a fintech strategy too: do they work with new service providers directly, or with banks collaborating with those new arrivals? What are the risks and rewards of early engagement? In this session, experts from the worlds of banking, payment and fintech answer your questions.

    Simon Taylor Head of Ventures 11:FS UK
    Ann Cairns Executive Vice Chairman Mastercard UK
    Pierre Fersztand Global Head of Cash Management, Trade & Payments BNP Paribas France
    Ebru Pakcan EMEA Head Treasury and Trade Solutions Citi UK
  • 12:40 PM Lunch
Stream 1
How to improve your treasury core strength

Resilience is a function of its foundations. If the business is to thrive in a chaotic global environment, core treasury strategy and operations must be solid. Today this also means that treasury has adopted the key digital tools necessary to provide the business with the intelligence it needs to compete. At the heart of all this is cash: collecting it, distributing it, managing it and understanding its every move.

  • Chair David Blair MD Acarate Singapore
  • 2:00 PM Achieving the cash management 360
    • Bruce Edlund Senior Director, Assistant Treasurer Citrix US
    • Robert Zavertnik Senior Treasury Analyst Citrix US
  • Most companies will admit to deficiencies in their group level cash visibility and reporting, particularly those who have grown by expanding abroad. Cash can hide in manual processes, sub-optimal bank account management and fragmented technology. And without visibility, treasurers cannot control, mobilise or forecast group cash, with knock-on effects in managing foreign exchange risk, making investment decisions, and ensuring efficient funding. The ‘easy’ answer is technology, but many treasurers find that allegedly off-the-shelf solutions can require so much customisation that they risk buying the complexity and expense they are trying to avoid. This treasury reached that point and stopped. Using widely available online tools, in two months, the team built a new dashboard from scratch without coding a single line. This gave the firm almost complete daily cash balance visibility. Another few months of development created a suite of additional tools. The treasurer explains how here.

    Bruce Edlund Senior Director, Assistant Treasurer Citrix US
    Robert Zavertnik Senior Treasury Analyst Citrix US
  • 2:40 PM Taking banking in-house with new technology
    • Simon Karregat Group Treasurer Fugro NL
  • Once described as the ultimate achievement in treasury centralisation, in-house banks have, like so much else, been simplified by technology. Better TMS and ERP modules allow easier creation of workable internal current account structures that can provide the core intercompany banking services that generate most of the efficiencies. External providers now also provide in-house banking and netting solutions that can link with existing cash pooling and intra-group receivables and payables clearing set-ups, in-house or in the cloud. And these solutions put the IHB within reach of a far wider range of companies. That said, the big obstacles as ever are regulatory. Replacing bank accounts with inter-company current accounts and executing payments and collections on behalf of operating companies can rub up against exchange controls and restrictions on payment netting and inter-company lending.

    Simon Karregat Group Treasurer Fugro NL
  • 3:20 PM Refreshment break
  • 4:00 PM A balanced approach to bank rationalisation:
    the treasury deep clean
    • Joanna Bonnett Group Treasurer Page Group UK
  • In uncertain times you never know when you may need a friend. Managing internal and external relationships is a strategic task, not a mundane cost-cutting exercise. So while optimising bank relationships and bank accounts, and achieving bank-independent connectivity via third-party platforms increases visibility, and reduces risk and costs, treasury must be careful to remain a valued customer of its key stakeholders. Hear how to manage your internal stakeholders from local subsidiaries, regional SSC’s, IT, tax and legal teams, as well as your external stakeholders such as banks whilst implementing an ambitious cash management framework to replace banking, transition payment processing, implement cash pooling and liquidity structures in 36 countries all within a year. In this session hear where the quick wins were, how they overcame the challenges and find out if the project increased productivity.

    Joanna Bonnett Group Treasurer Page Group UK
  • 4:40 PM Money market funds: changing use for treasurers?
    • Veronica Iommi Secretary General IMMFA
    • William Nossier Deputy Treasurer, Global Investments Booking.com Netherlands
  • By the end of 2018 corporate treasurers had upwards of €200 billion invested in European short-term money market funds. The long process of legislative reform is finally over. Investment in money market funds continues to grow. For many treasurers, money market funds offer a secure and flexible home for their short term cash. Why are money market funds an increasingly important tool to employ alongside bank deposits and other short term instruments? How has the legislative process changed treasurers’ use of money market funds and what are the post-reform risks that you should consider discussing with your treasury committee? This session covers these issues, presenting also data that sets the European reforms in a global context.

    Veronica Iommi Secretary General IMMFA
    William Nossier Deputy Treasurer, Global Investments Booking.com Netherlands
  • 5:20 PM Adjourn to day 3
Stream 2
Should treasury...?

Many of the core questions in treasury remain open because the answers depend so much on context and the individual company. But all companies face a core set of commonalities, from the economy to new regulations and technology. This stream uses case studies from your peers to illustrate some best practice approaches to near universal problems.

  • Chair Chris Robinson Senior EuroFinance Tutor TransactionBanking.com
  • 2:00 PM Should treasury investigate virtual accounts?
    • Petra Rosenauer EMEA Treasurer Flex Austria
    • John Halpin EMEA Treasury Analyst Doosan Bobcat Ireland
    • Peter Robinson Head of Client Banking XPS Administration UK
  • The benefits claimed by those promoting virtual accounts do not seem to have been clear enough to encourage widespread adoption. Even in mid-2018 the ACT felt the benefits were “unclear” and additional confusion surrounded the different, sometimes inflexible, bank offerings, the AML and other regulatory implications and the knock-on problems caused to the on-behalf-of structures that often use VAs. Some of these issues may now be being resolved by the introduction of Virtual Account Management (VAM) platforms. These third-party applications make the operation of internal and self-managed banking structures much easier by providing real visibility and analytics across any number of pooled bank accounts that have been virtualised. So have the benefits of virtual accounts become clearer? Is implementation now straightforward? Have the regulatory hurdles been cleared? And what kind of treasury operations stand to benefit most from the adoption of virtual accounts and why?

    Petra Rosenauer EMEA Treasurer Flex Austria
    John Halpin EMEA Treasury Analyst Doosan Bobcat Ireland
    Peter Robinson Head of Client Banking XPS Administration UK
  • 2:40 PM Should treasury take the lead delivering an in-house solution for RPA?
    • Jarmo Nurmi Manager Cash Management Wärtsilä Finland
    • Vesa Mustonen Service Manager, Data and Analytics Services Wärtsilä Finland
  • Wärtsilä’s in-house development of Robotic Process
    Automation (RPA) in its treasury and shared service centre has delivered significant benefits and efficiencies for the company. Using a ‘citizen developer’ enabled approach treasury and the SSC started the implementation and led the way to develop best practice for RPA in Wärtsilä. Efficiency improvements focused on the rapid deployment of RPA delivered remarkable results in treasury and the shared service centre, while significant internal experience and knowledge sharing creating a domino effect on RPA roll-outs throughout the company. To date, over 350 processes have been automated across almost every corner of the organisation, from the businesses and factory floors to support functions. Over 100 citizen developers ensure continuous exponential growth in RPA and enable Wärtsilä to look for more advanced technologies in process automation.

    Jarmo Nurmi Manager Cash Management Wärtsilä Finland
    Vesa Mustonen Service Manager, Data and Analytics Services Wärtsilä Finland
  • 3:20 PM Refreshment break
  • 4:00 PM Should treasury revisit
    cross-border payments?
    • Hans Grundstrom Treasury Manager Getinge Ireland
  • As treasurers get used to cheap, real-time payments in domestic markets, the focus has returned to the costs, speed and risks in international payments. Here the challenge is to take advantage of the rapid digital transformation of the sector without committing irrevocably to technologies or platforms that may disappear. As well as the high-profile offerings such as Swift GPI, Ripple and Earthport (bought by VISA), there are initiatives from Mastercard and Western Union, as well as a stream of open APIs and other DLT-related projects such as the Interbank Information Network (IIN) which has already attracted 176 banks. In this case study we meet a treasurer determined to revamp their crossborder payments infrastructure and processes. What do they make of all these new possibilities? What problems did they face and how did they ultimately solve them?

    Hans Grundstrom Treasury Manager Getinge Ireland
  • 4:40 PM Should treasury let robots collect cash?
    • James Kelly Group Treasurer Pearson UK
  • The treasury management & process transformation conjured by Pearson is sprinkled with a touch of AI magic. The treasury re-engineered its processes to create a full-service in-house bank, which prepares forecasts, manages cash and trades FX on behalf of all group companies. This was achieved by centralising data and using AI and machine learning to prepare cash and FX forecasts, which are hand polished with insights about new products or initiatives from the businesses. Robotic process automation (RPA) is then used to automate basic decision-making around cash placement. The treasury project has repatriated more than 100 small balances totalling over £100m, enabling the company to repay debt and save over £2m in interest. An additional benefit is that the humans in treasury are now free to focus on greater value-added decision making and develop greater insights about the businesses they support.

    James Kelly Group Treasurer Pearson UK
  • 5:20 PM Adjourn to day 3
Stream 3
Technology transformations

Treasurers are becoming technology buyers and advisors. As their own roles become more dependent on tech and data, and their bank and other service providers become technology vendors, treasurers are increasingly arbiters in decisions on upgrading and replacing technology.
So how do they keep up to date with the latest innovations? And how do they work with the tangle of IT functions typically found inside large MNCs?

  • Chair Adrian Rodgers ARC Solutions, USenior EuroFinance Tutor ARC Solutions UK
  • 2:00 PM Achieving a digital baseline
    • Li Cheng TMS Chief Architect Alibaba China
    • Claire Thompson EVP Enterprise Partnerships Mastercard UK
    • Tor Stian Kjøllesdal Vice President Finance, CFO FIN Internal Treasury Equinor Norway
    • Martin Schlageter Head of Treasury Operations Roche Switzerland
  • For all the talk of blockchain, RPA and AI, for most treasurers simply getting rid of spreadsheets and any remaining manual processes is a key objective. From there, an end-to-end inbound and outbound payments ecosystem and real-time visibility over cashflows and bank accounts is another huge step. Full accounts receivable digitalisation would be nice, as would an efficient document digitalisation and storage solution. And if all of this could be secure against fraud and cyber-threats, so much the better. Simply achieving all of this cost effectively and without having to tear out core legacy systems and disrupt treasury and the business over a multi-year project is a treasury nirvana. So how can treasury best combine its old technology with the new solutions? Are hybrid cloud solutions that have a deep connection with the core ERP system the best answer? And how can treasury quantify the business benefits of investing in these new systems?

    Li Cheng TMS Chief Architect Alibaba China
    Claire Thompson EVP Enterprise Partnerships Mastercard UK
    Tor Stian Kjøllesdal Vice President Finance, CFO FIN Internal Treasury Equinor Norway
    Martin Schlageter Head of Treasury Operations Roche Switzerland
  • 2:40 PM Reducing complexity to increase capability at Google
    • Shaun Hazen Principal, Financial Risk & Strategy Google US
    • Sid Sanghvi Lead Engineering Program Manager, Finance Transformation Google US
    • Christian Mnich VP, Head of Solution Management, Treasury & Working Capital Management SAP Germany
  • One of the most significant impediments to change inside large organisations is complexity. From digitalisation to cyber-security to central finance, the legacy dependencies, one-off fixes and other products of haphazard evolution create a tangle that eventually has to be tackled. This global digital MNC, driven by an underlying business transformation event, wanted to build a foundation on a scalable platform that could serve all of the business’ needs and greatly simplify the system landscape. Specific objectives included running their hedge management via an industry-standard ERP system and increasing the automation of hedge accounting and cash forecasting activities. In this presentation they will talk about their transformation journey; how they simplified the architecture of a crowded system landscape; how they worked with key suppliers to co-innovate solutions; and how automation was a key part of the process. Hear about their approach to financial transformation and the lessons they learned.

    Shaun Hazen Principal, Financial Risk & Strategy Google US
    Sid Sanghvi Lead Engineering Program Manager, Finance Transformation Google US
    Christian Mnich VP, Head of Solution Management, Treasury & Working Capital Management SAP Germany
  • 3:20 PM Refreshment break
  • 4:00 PM Making treasury better – with robots
    • Séverine Le Blévennec Senior Director Treasury,EMEA Honeywell Belgium
  • Will robots replace us or make our lives better by helping us do the things we don’t like doing or are bad at? In treasury, the answer so far is cause for some cautious optimism. In this session meet a treasurer who started out sceptical of the hype around RPA but ended up converted. Though many treasuries may appear to lack the scale required to benefit from automation, this case study shows how RPA can cut processing times, reduce errors, improve cash forecasting and the efficiency of cash pooling, and improve visibility where companies run multiple ERPs and legacy systems. If it sounds too good to be true, these benefits do not come for free. The system may work long after your team has gone home, but putting it in place requires detailed and meticulous planning and implementation. How did this treasurer get it done and what are the conclusions?

    Séverine Le Blévennec Senior Director Treasury,EMEA Honeywell Belgium
  • 4:40 PM Evolution in the TMS ecosystem
    • Carsten Jaekel Partner, Head of Global Treasury Services GSA EY Germany
    • Bob Stark VP Strategy Kyriba Canada
    • Christian Mnich VP, Head of Solution Management, Treasury & Working Capital Management SAP Germany
    • Joerg Wiemer CEO Treasury Intelligence Solutions GmbH Germany
    • Wolfgang Kalthoff CTO BELLIN Germany
  • Improving the functionality and performance of existing TMSs is a core treasury objective. Yes, replacement is an option, but at a time of economic uncertainty, the expense and disruption are hard to justify. So what does a sensible TMS strategy look like? What is the tipping point at which companies should move to a higher-end system? What are the true pros and cons of on-premises versus Cloud? How can the reporting capabilities of TMS databases be improved and linked to enterprise data lakes? What happens when vendors discontinue support for key platforms? And what is the case for waiting – will new third-party companies and technologies render traditional TMS models obsolete before they need to be upgraded? In this session, our panel of vendors give real examples of their latest innovations.

    Carsten Jaekel Partner, Head of Global Treasury Services GSA EY Germany
    Bob Stark VP Strategy Kyriba Canada
    Christian Mnich VP, Head of Solution Management, Treasury & Working Capital Management SAP Germany
    Joerg Wiemer CEO Treasury Intelligence Solutions GmbH Germany
    Wolfgang Kalthoff CTO BELLIN Germany
  • 5:20 PM Adjourn to day 3
Stream 4
Collaboration is key to resilience

The simplistic idea that silos are bad and networks are good is being replaced by the understanding that silos are necessary concentrations of expertise and that networks are only as good as the information flows within them. Increasingly, collaboration – the practical outcome of those flows – is a critical driver of efficiency, innovation and resilience. This collection of case studies demonstrate how treasury’s partnership with key business units and functions benefits the business and turns treasurers into strategic business consultants.

  • Chair Damian Glendinning Principal, Treasury Matters France
  • 2:00 PM eBAM – how E.ON realized a digital bank account management solution
    • Jens Otto Head of Financial Settlement E.ON Germany
    • Torsten Spieker Head of Business Process Management for Treasury Systems E.ON Germany
  • Faster and easier execution of bank account management activities and greater transparency across decentralised banking relationships is desired by many treasurers and there is hope that an answer will one day emerge. In this case study E.ON sets out the rationale for adopting an eBAM solution, the pain points which drove E.ON to start this journey and the benefits the project delivered to treasury operations. The session will highlight the key drivers for eBAM, including paper flow elimination, standardised KYC data processes, and harmonising centralised and decentralised banking activities. Crucially the session will focus on embedding the core compliance requirements for the project, such as the group wide accounts database, authorized persons, payment protocols, and a standardised communication format across all banks and company entities based on SWIFT definitions. So how easy or difficult was the eBAM project; was it worth the time, resources and costs invested and by what metrics can its success be measured for Treasury management?

    Jens Otto Head of Financial Settlement E.ON Germany
    Torsten Spieker Head of Business Process Management for Treasury Systems E.ON Germany
  • 2:40 PM How to be an effective treasury
    organization and team
    • Ravi Jacob Corporate Vice President & Treasurer Intel Corporation
  • In order for treasury to be effective, deliver value to stakeholders and contribute to the growth of the business it needs a clearly defined mission. In this case study Intel will talk about how it developed a mission focused on adding value to shareholders and business partners, and creating a “happy workplace” that promotes high impact performance, innovative thinking, and continuous learning and development. It will talk about how treasury must align with the wider company culture, in this instance, being customer obsessed, fearless and acting as one team. This session will give practical examples of the transactions, processes and steps along the way that evidence the success of such a strategy.

    Ravi Jacob Corporate Vice President & Treasurer Intel Corporation
  • 3:20 PM Refreshment break
  • 4:00 PM Every treasury angle has a tax twist: a discussion on the latest
    tax developments around a real life treasury set-up
    • David Ledure Partner PwC Belgium
    • Graham Robinson Partner PwC UK
  • Treasury collaboration with the tax team is hardly new. After all, almost everything treasury does has a tax implication and tax efficiency is a critical component of treasury operations. The fundamentals of international tax are changing as we speak by unseen internationally coordinated efforts. At the same time, tax authorities are using a myriad of rules and principles to protect or take their part of the tax cake. On top of all this, new rules are on the horizon where corporates will have to pay taxes in countries where they don’t even have any presence!

    With a real life case as the common theme, we will show how the latest developments in tax law and practice affect treasury organisations: the use and misuse of the “substance” concept, the significant changes to all international tax treaties via the “multilateral instrument”, tax transparency measures like under EU DAC 6 Directive, and the misconception by tax authorities that cash pools are often used for tax planning purposes. We will also discuss topics that should enable the treasurer to anticipate future tax changes: at a global level, new rules are currently being crafted so corporates may have to pay corporate income taxes where their clients are, even in absence of any local activity. Finally, the end of LIBOR may have unexpected tax consequences meriting a discussion today between the tax and treasury teams.

    David Ledure Partner PwC Belgium
    Graham Robinson Partner PwC UK
  • 5:20 PM Adjourn to day 3
Stream 5
How to be a business growth story

It’s easy to focus on today’s political and economic downsides, but there are always bright spots – countries, sectors, strategies – in which companies can find rapid growth. This stream is about treasury in growth mode and the challenges that come with rapid expansion. These case studies detail common obstacles faced when growing and how treasury can make a big difference.

  • Chair Christof Nelischer EuroFinance Tutor UK
  • 2:00 PM Strategic M&A: The treasury challenge
    • Ferdinand Jahnel VP Treasurer Marsh & McLennan Companies US
  • M&A, and especially cross-border M&A, is getting more complicated. Corporate leverage levels are high and although headline coupons are at record lows, corporate bond yields are rising. Treasury has less room to maneuver but more work to do as the mix of instruments being used to finance deals is becoming more complex as bank lending continues to lose market share to other types of institutional funding. And many deals now are undertaken to acquire next generation technology, or digital capabilities and assets – making integration more difficult and critical. Add these factors to the already uncertain mix of political and economic issues driving interest rate and FX volatility, and the increasing issues around sanctions and dealing with particular entities and regimes, and you have the perfect M&A storm for the finance function. So how are treasurers adapting their M&A processes to this environment? What are the changes in markets and deals that have the most impact on treasury? And is treasury becoming a more or less important strategic element of deal-making?

    Ferdinand Jahnel VP Treasurer Marsh & McLennan Companies US
  • 2:40 PM Treasury’s M&A tightrope
    • Douglas Tropp Corporate Treasurer Booking Holdings Inc US
    • Randy Ou VP Group Treasury Alibaba
  • Incumbent teams may know their markets best, but after most acquisitions it still makes sense to look holistically at the capital structure, access to funding, liquidity management and financial risk management of the new organisation to decide the level of possible integration. The potential clash between the need for a centralised finance function and the desire to keep post-acquisition integration as manageable as possible is a challenge for treasury. So too is it a challenge to decide how much integration if at all with treasury is necessary. Sometimes the speed and number of acquisitions make sense to leave some acquired businesses alone rather than try to fully integrate treasury. How can companies choose and what type of work with the business is essential going forward.There is no right or wrong solution but there are many opportunities that treasury can spearhead. There are also the usual challenges that no matter how much due diligence was possible before the acquisition, finance also needs full visibility of the whole business’ cash to avoid disruption, potential fraud and liquidity and credit issues.

    Douglas Tropp Corporate Treasurer Booking Holdings Inc US
    Randy Ou VP Group Treasury Alibaba
  • 3:20 PM Refreshment break
  • 4:00 PM Transforming treasury
    to support the business
    • Chris Wikoff Executive Vice President & Treasurer Intrado US
  • US-based technology communications solutions and services provider Intrado has transformed its global treasury operation. In just 18 months, the small treasury team has consolidated bank accounts and banking partners, set-up a multi-currency, multi-country cash pooling structure in EMEA and automated end-to-end processes through implementation of a TMS, cloud ERP instance and introduced a consolidated billing platform, all while supporting strategic change and transformation within the company. As a result, the company has reduced its regional banks from 10 to 3, reduced bank accounts by 50% in the US and 30% in EMEA – leading to a significant reduction in bank fees for the company. Cash and working capital is more visible, accessible and mobile. The company benefits from straight-through processing of payments, and integration with its ERP has reduced manual work. For the treasury team, cash forecasting leverages real-time data from around the world, and the time involved in daily global cash positioning has been reduced from 2-3 hours to 20 minutes, allowing for more value-add and strategic activities, including M&A support.

    Chris Wikoff Executive Vice President & Treasurer Intrado US
  • 4:40 PM The right tax structure for your growth strategy
    • Christine Dzwonczyk Vice President & Treasurer Driscoll's US
    • Bruce Edlund Senior Director, Assistant Treasurer Citrix US
  • Establishing and maintaining an effective tax strategy for rapid international growth is one of treasury’s trickiest tasks. Just building a structure that appropriately times tax and cash needs, takes full advantage of tax deferral opportunities and foreign tax credit opportunities and avoids double taxation is hard enough. But maintaining it as rules change while creating sufficient predictability and sustainability to run the business is harder still. So, for example, the traditional aim of minimising a business’ effective global tax rate comes up against government and supra-national attempts to increase their tax base. BEPS is just one example driving significant change. For growing companies, growth strategy itself affects tax structures: acquiring public companies brings scrutiny; organic growth may allow more aggressive structures aligned to that growth. In this panel we explain how to build international tax structure and how technology is critical to staying ahead of the curve.

    Christine Dzwonczyk Vice President & Treasurer Driscoll's US
    Bruce Edlund Senior Director, Assistant Treasurer Citrix US
  • 5:20 PM Adjourn to day 3
Stream 6
A focus on global risk management

Over the years, treasury’s risk portfolio has grown significantly. To the core liquidity, tax, FX and interest rate risks, themselves contingent upon political and economic volatility, treasurers now face increasing risks around technology and data, regulation and compliance and even more general issues of corporate governance. In this stream hear how your peers are managing more risk with less resources.

  • Chair Robert Novaria EuroFinance Tutor & Partner Treasury Alliance Group US
  • 2:00 PM Developing a data driven
    currency hedging strategy
    • Andreas Kern Sloth GAZPROM, NEFT, PJSC Russia
  • What does the world of currency risk look like at Lego? The Danish headquartered global company has developed a transparent FX risk mitigation strategy that minimizes subjective decision making and is the first step in a journey towards robotics. This entails using data driven guidance in choosing which currencies to hedge, the hedge ratios and the hedge products. They will present a case study on the portfolio risk composition and net benefit analysis in choice of hedge currencies along with applying a dynamic data driven hedging model and the lessons learned along the way. He will also outline their future plans for a product decision model based on defined input variables.

    Andreas Kern Sloth GAZPROM, NEFT, PJSC Russia
  • 2:40 PM Managing treasury technology risk
    • Mathieu Primot Digital Officer - Finance TOTAL SA France
    • Cathy Fields Assistant Treasurer & Director of Global Risk Management Hitachi Vantara Corporation US
    • Nicolas Carrera Group Treasurer Metalor Technologies SA Switzerland
  • The continuing transformation of treasury into a sophisticated data processing hub raises questions about the nature of the technology risks inherent in treasury operations and the responsibility for their management. Technology risk is no longer simply a matter of business continuity: it encompasses data privacy, cybersecurity, the contract risks inherent in SLAs and other third-party IT risks, and a host of other potential problems. So where does treasury responsibility start and stop? As significant internal consumers of IT, what level of technology expertise is required within treasury and how much can be delivered by other corporate functions? And how does treasury fit into enterprise risk management frameworks that include CROs, CIOs, and CISOs already looking at technology risks?

    Mathieu Primot Digital Officer - Finance TOTAL SA France
    Cathy Fields Assistant Treasurer & Director of Global Risk Management Hitachi Vantara Corporation US
    Nicolas Carrera Group Treasurer Metalor Technologies SA Switzerland
  • 3:20 PM Refreshment break
  • 4:00 PM Dicing with debt
    • Christian Bauwens SVP & Treasurer, Head of GBS Finance Flex US
    • Luca Pescatore Head Capital Management Swiss Life Switzerland
    • Paul Rekmans Head of Corporate Finance Philips Netherlands
    • Falguni Bagchi Director Treasury Operations Hertz UK
    • Adam Richford Head of Treasury and Investor Relations Renewi UK
  • The latest OECD research [February 2019] shows that global corporate borrowing reached USD13 trillion at the end of 2018 – more than double the level before the 2008 crash. The share of bonds rated BBB stood at nearly 54 percent, the highest in records going back to 1980. And of the USD13 trillion, USD4 trillion must be repaid or refinanced over the next three years. Net bond issuance dropped 41% last year to the lowest volume since 2008, with net issuance of BBB bonds falling by 54%. This is a treasury problem in the making. With debt levels high, refinancings looming and threats to economic growth, now is the time to look at hedging against rate rises and restructuring balance sheets for choppy waters. In this session our panel of treasurers will explain their strategies for debt, IR risk management and balance sheet optimisation to cope with what’s coming.

    Christian Bauwens SVP & Treasurer, Head of GBS Finance Flex US
    Luca Pescatore Head Capital Management Swiss Life Switzerland
    Paul Rekmans Head of Corporate Finance Philips Netherlands
    Falguni Bagchi Director Treasury Operations Hertz UK
    Adam Richford Head of Treasury and Investor Relations Renewi UK
  • 5:20 PM Adjourn to day 3
Discovery Lab 1
From pilot to problem solved

It’s easy to be blinded by the explosion of new technologies and new solutions providers. But the critical issues are use-case and implementation: what specific problems do you have, how can you isolate the relevant technologies and providers? How can you move from there to a fully implemented solution? And what are the key issues to watch out for?

Sponsored by:

  • Chair Daniel Blumen Partner Treasury Alliance Group US
  • 2:00 PM Putting the robots to work for FX risk management and liquidity
    • Stefan Karenfort General Manager, Finance & Controlling Yusen Logistics Germany
    • Xavier Szebrat VP Risk Management Solutions Deutsche Bank
  • Robotic process automation works well with routine, repetitive tasks easily mapped to simple rules, and the use of large amounts of structured and unstructured data. FX exposure analysis, risk reduction, and cash management, are well suited to the application of robotics. Hear how Yusen Logistics is applying RPA to reduce their FX risk and enhance liquidity management, integrating balance sheet hedging with cash management. Discover how the risks were identified, how the solution was implemented and integrated with existing processes, and how the system is performing.

    Stefan Karenfort General Manager, Finance & Controlling Yusen Logistics Germany
    Xavier Szebrat VP Risk Management Solutions Deutsche Bank
  • 2:40 PM How APIs resolve key treasury pain points
    • James Kelly Group Treasurer Pearson UK
    • Stanley Tan Group Head, MNC Sales, Global Transaction Services DBS Singapore
    • Somil Goyal COO Adjoint UK
  • Treasurers face an increasing tangle of technology across their banks, payment providers and B2B platforms. This, combined with timeconsuming, manual legacy internal processes, forces treasurers into the inefficient work-rounds and adaptations they use to try to solve their core pain points. The single most important issue is the need for accessible, timely and actionable data to inform everything from cashflow forecasting to strategic decision making. APIs claim to be one answer to improved connectivity and reporting flexibility, but how useful are they in a realworld treasury environment and how easy is it for treasurers to translate what they need into API-driven solutions? What are the most immediate use cases for APIs in treasury? And to what extent are banks and other third parties making it painless for corporates to exploit this technology? In this session we explore how APIs can be used to supplement both core and newer treasury activities.

    James Kelly Group Treasurer Pearson UK
    Stanley Tan Group Head, MNC Sales, Global Transaction Services DBS Singapore
    Somil Goyal COO Adjoint UK
  • 3:20 PM Refreshment break
  • 4:00 PM Remodelling the future of cash forecasting
    • James Holtzman Global Treasurer Chanel US
    • Viola Hechl-Schmied Product Owner Machine Learning ION Austria
  • In an uncertain world, with corporate debt levels high and customers stretched, cash flow forecasting is more critical than ever. It’s more difficult too. When uncertainty is so high that forecasts have little chance of being right, dynamic cash modelling tools and rapid scenario analysis are more useful than a traditional forecast. Enter machine learning. This treasurer adopted a solution that uses machine learning to identify hidden patterns, trends and anomalies across a broad range of data to generate both forecasts (which should become more accurate as the system learns) and unprompted analytics. In this session learn how they selected the tool that suited them best, how they integrated into their existing systems and what the outcome has been so far.

    James Holtzman Global Treasurer Chanel US
    Viola Hechl-Schmied Product Owner Machine Learning ION Austria
  • 4:40 PM Technology Showcase
    • Jorge Schafraad CEO Cobase Netherlands
    • Kevin Cook Co-founder, CEO TreasurySpring UK
    • Stanley Tan Group Head, MNC Sales, Global Transaction Services DBS Singapore
  • It’s easy to be blinded by the explosion of new technologies and new solutions providers. But the critical issues are use-case and implementation: what specific problems do you have, how can you isolate the relevant technologies and providers? How can you move from there to a fully implemented solution? This session will showcase three solutions and their providers.

    Jorge Schafraad, CEO, Cobase, Netherlands
    Cobase is a single point of access to manage all bank accounts that a company has across different banks and therefore improves cash visibility, control and efficiency. It’s an all-in-one, fully managed cloud platform with bank connectivity, payment hub and TMS functionality, FX and In-House Bank modules.

    Kevin Cook, Co-founder, CEO, TreasurySpring, UK
    TreasurySpring is a financial technology company that is unlocking the multi-trillion dollar wholesale money markets. Its Fixed-Term Fund (FTF) platform delivers new digital pipelines to connect cash rich firms to institutional borrowers.

    Stanley Tan, Group Head, MNC Sales, Global Transaction Services, DBS,
    Singapore
    DBS’ API-enabled Instant Top Up and Withdrawal for eMarketplace is an eWallet solution that gives customers a seamless experience and expedite business transactions.

    Jorge Schafraad CEO Cobase Netherlands
    Kevin Cook Co-founder, CEO TreasurySpring UK
    Stanley Tan Group Head, MNC Sales, Global Transaction Services DBS Singapore
Discovery Lab 2
The payments revolution

Making sense of the payments revolution is hard. Understanding its impact on treasury is harder. The proliferation of payment channels and platforms is the most visible development, but APIs, real-time payments, requests to pay, open banking and other regulations are just as critical. This lab will help treasury keep up to date and equipped to make the right choices for the business.

Sponsored by:

  • Chair Jonathan Williams Principal Consultant Mk2 Consulting UK
  • 2:00 PM Technology Showcase: Meeting the payments disruptors
    • Winston Pearson Senior Product Manager AccessPay UK
    • Paul Ruskin Director, Business Development Trace Financial UK
    • Sukhi Srivatsan Head of UK, US, EU Sales AZA UK
    • Edward Majdalany Head of Marine and Aviation Centtrip UK
    • Graeme Crowther Senior Business Development Manager TransferMate Global Payments Ireland
  • The list of payment channels, platforms and providers is endless. So is the list of
    fintech startups targeted at different segments of the market. While the choices
    facing treasurers depend partly on size, sector and region, all treasurers should now
    evaluate their traditional payment solutions against the relevant newcomers. In this
    double session, five different payment solution providers explain the pros and cons
    of their model in the context of the global payments revolution with live demos and
    interactive Q&As.

    Winston Pearson, Senior Product Manager, AccessPay, UK
    The AccessPay platform integrates any ERP, payroll, TMS or back-office system quickly and easily with over 11,000 banks and fintechs across the globe. For enterprises, the platform allows finance and treasury teams to automate and change payment and cash management flows with agility, in a secure and controlled environment.

    Sukhi Srivatsan, Head of UK, US, EU Sales, AZA, UK
    BFX’s digital treasury platform offers companies the opportunity to grow past borders in Africa by opening up previously underserved trade markets. With a number of pay-in and pay-out channels like bank accounts and mobile wallets, BFX ensures deep liquidity, quick transactions, and seamless user experience.

    Edward Majdalany, Head of Marine & Aviation, Centtrip, UK
    Centtrip’s intelligent real-time treasury management platform is a resource for global companies with complex business requirements and multiple moving parts, such as assets, staff and finances, as well as for companies wanting more visibility and control of company-wide cash movement and position.

    Paul Ruskin, Director, Business Development, Trace Financial, UK
    Transformer – Mastering the complexity in financial messaging; Transformer takes away the complexity in financial message standards by delivering a product where users create and maintain complex mappings without any need for coding or scripting to be deployed into any environment.

    Graeme Crowther, Senior Business Development Manager, TransferMate Global Payments, Ireland
    TransferMate has become a premier payments partner for many banks and its solution streamlines international payments for businesses into a highly optimised, error-eliminating, cost-reducing, time-saving process.

    Winston Pearson Senior Product Manager AccessPay UK
    Paul Ruskin Director, Business Development Trace Financial UK
    Sukhi Srivatsan Head of UK, US, EU Sales AZA UK
    Edward Majdalany Head of Marine and Aviation Centtrip UK
    Graeme Crowther Senior Business Development Manager TransferMate Global Payments Ireland
  • 3:20 PM Refreshment break
  • 4:00 PM Getting efficient and transparent digital payments and collections
    • Aniket Kulkarni ADV Consulting - Treasury and Trading PwC Switzerland
    • Sonja Kulnik Manager, Operations Accounting WWF International Austria
  • World Wide Fund for Nature (WWF) is an independent conservation organization, with a mission to stop the degradation of the Earth’s natural environment and to build a future in which humans live in harmony with nature. As a “non-profit”, WWF looks for opportunities to improve efficiency to run its operations in a cost effective manner and apply donors’ funds according to the highest standards of accountability. WWF Treasury started a project to increase efficiency in WWF’s Programme and Country offices by eliminating the manual processing of bank statements and payments, which implied a poor status of efficiency, visibility of cash status and data integrity and more importantly had exposed them to an eventual safety risk, especially where working in difficult and remote places. The objective of the project is to automatize the uploading and processing of bank statements to increase efficiency, and to generate and transmit payment files directly from their respective ERP systems to banks and receive subsequent status messages and statements in a secure and efficient manner. Designed in a cloud ERP platform in order to facilitate a faster adaption and achieve integration to the banking platforms, the process is built to give treasury full control of the cash positions and full visibility on the outgoing payments, and to secure data safety and minimizing potential fraud risk. Yet, there are two aspects – the technical implementation, and the behavioural aspect of working with people of different cultures, which needs to be managed to make the project successful.

    Aniket Kulkarni ADV Consulting - Treasury and Trading PwC Switzerland
    Sonja Kulnik Manager, Operations Accounting WWF International Austria
  • 4:40 PM APIs: the future is now
    • Jonathan Sanders Head of Strategy Pleo Denmark
    • Kristoffer Lykke-Olesen Head of Group Treasury ISS A/S Denmark
    • Jack Gielen COO Cobase Netherlands
  • The EU’s PSD2 directive spurred the launch of many API developer portals by banks who needed to comply. However, that seemingly B2C initiative has itself catalysed a wider series of B2B developments as the number of corporate use cases for APIs becomes clear. Amongst other things, APIs allow counterparties to aggregate data from multiple sources, to create new efficiencies through analytics and optimisations, to securely expose, connect and repurpose legacy systems. All of these will be familiar problems for corporate treasurers. Using APIs to solve generic issues like this turns out to have multiple applications across areas as diverse as e-invoicing and payables, the generation of virtual cards for payment directly from e-catalogues where procurement policy allows, the creation of multi-bank virtual account management via APIs into VAMs – the list goes on. One area of focus for the banks is the parallel development of APIs and real-time payments. In this session, we hear how APIs across bank and other payment partners can effectively construct tailor-made payments platform with the flexibility and visibility treasurers still only dream of.

    Jonathan Sanders Head of Strategy Pleo Denmark
    Kristoffer Lykke-Olesen Head of Group Treasury ISS A/S Denmark
    Jack Gielen COO Cobase Netherlands
  • 5:20 PM Adjourn to day 3
Discovery Lab 3
Working capital and supply chain rebooted

Supply chain finance is finally becoming treasury-friendly. The transition from paper to electronic invoicing, the development of a distributed network of buyers and suppliers and the availability of a deep pool of transactional data is transforming the process. Add in blockchain, platforms for national and international trade receivables in a true sale, and AI, and the future looks even better.

Sponsored by:

  • Chair Sander van Tol Partner Zanders Netherlands
  • 2:00 PM Digitising Trade Finance; Blockchain up and running?
    • Simon Taylor Head of Ventures 11:FS UK
    • Nahul Patel Manager, Corporate Finance, Group Treasury Rio Tinto UK
    • Joshua Cohen Managing Director Mitigram
    • Vinay Mendonca Global Head of Product and Propositions, Global Trade and Receivables Finance HSBC
  • Blockchain’s initial promise to revolutionise everything may have faded, but in trade finance the technology has proven use cases. Blockchain can provide risk mitigation by provision of payment commitments based on the matching of trade data, it can enable more efficient payables and receivables transactions, and also alleviate issues with supplier onboarding. We are now seeing real world transactions involving end-user corporates and their banks being executed. In this session we look at some of the solutions available, new platforms and how the collaboration between parties to trade finance transactions work in practice, and look at what benefits will emerge for treasurers as these technologies becomes more widespread.

    Simon Taylor Head of Ventures 11:FS UK
    Nahul Patel Manager, Corporate Finance, Group Treasury Rio Tinto UK
    Joshua Cohen Managing Director Mitigram
    Vinay Mendonca Global Head of Product and Propositions, Global Trade and Receivables Finance HSBC
  • 2:40 PM Technology Showcase: The brave new world of trade finance
    • Aarti Rao Managing Director LiquidX US
    • Joshua Cohen Managing Director Mitigram
    • Dave Sutter Chief Strategy Officer TradeIX
  • The broader trade financing marketplace is smartening up fast too. It is here that the most concrete developments in blockchain have occurred, with multiple POC transactions completed and several bank and non-bank developers working on practical solutions. But the true leap forward will be the combination of these initial solutions to documentary and visibility issues with innovations such as 3D printing and the Internet of Things (IoT), automated vehicles and drones, all of which fundamentally change the way we will order, manufacture and deliver goods. Given today’s pain points of manual and duplicative documentation, complex multiprovider financing, multiple country-based platforms and manual AML reviews, what problems can smart technology solve today? Take a look.

    Aarti Rao, MD, LiquidX, US
    LiquidX is the global network for illiquid assets, providing a one-stop-shop for trade finance, working capital and insurance. Its solution facilitates transactions across receivables finance, supply chain finance, trade credit insurance and other illiquid
    assets.

    Joshua Cohen, MD, Mitigram, UK
    Mitigram’s platform offers secure, instantaneous interactions across the global trade finance instrument ecosphere and companies can gain better market pricing benchmark dynamics as well as enhanced existing strategic liquidity and risk relationships and new ones.

    Dave Sutter, Chief Strategy Officer, Marco Polo
    Marco Polo Platform is an open, distributed enterprise software platform that enables banks and corporates to streamline and automate their global trade and working capital finance activities more effectively. It can be run, customised, and deployed by each user. Once initiated, platforms connect and exchange data via the DLT-powered network, creating an interoperable “network-of-platforms”.

    Aarti Rao Managing Director LiquidX US
    Joshua Cohen Managing Director Mitigram
    Dave Sutter Chief Strategy Officer TradeIX
  • 3:20 PM Refreshment break
  • 4:00 PM Upgraded: Building a
    technology-led SCF programme
    • Anthony Buchanan Treasurer Asahi Breweries Europe Group UK
  • Risk reduction is a deep function of treasury; when that also raises the credit rating and lowers the cost of debt, the uplift for the company is significant. The EuroFinance Award for Innovation in Risk and Financing goes to a company who achieved this in just 2 years. Following a series of acquisitions totaling €10bn, Asahi was under pressure to maintain its debt ratio to preserve the company’s credit rating. To achieve this, Asahi expanded the company’s supply chain finance programme to free up cash, and pay down debt. With the company’s relationship bank ceasing supply chain finance in key markets, Asahi adopted a technology-led programme, onboarding 450 suppliers, with over €522m in invoices traded over the last 12 months, whilst also achieving a DPO improvement. The reward for the reduction in SCF risks and lower debt ratios, saw the company’s credit rating upgraded by Moody’s from Baa2 to Baa1.

    Anthony Buchanan Treasurer Asahi Breweries Europe Group UK
  • 4:40 PM Intelligent SCF
    • Sander van Tol Partner Zanders Netherlands
    • Thomas Dunn Chairman Orbian UK
    • Duncan Lodge Head of Trade & Supply Chain Product Management, EMEA, Global Transaction Services Bank of America
    • Alexei Zabudkin CFO & Head of Capital Markets CRX Markets AG Germany
  • A number of the issues that stood in the way of wider SCF solution adoption ultimately boiled down to data: the financing offered to suppliers could be better tailored if it reflected their previous payment behaviour and its relationship with other factors such as seasonality; that data could also be used to extend SCF to unapproved payables like pre-shipment or purchase order financing since it begins to look very like a form of credit rating; and the data held by banks and logistics companies can also be plugged in to create new products far beyond the simple credit arbitrage of payment terms created by SCFs two traditional products. This combination of data, better data analytics and platforms that bring together the buyers, funders and suppliers, will drive a new wave of SCF solutions delivering smart, tailored financing to a far wider range of companies. That’s the pitch. But traditional SCF was marketed with similar zeal. So is it different this time?

    Sander van Tol Partner Zanders Netherlands
    Thomas Dunn Chairman Orbian UK
    Duncan Lodge Head of Trade & Supply Chain Product Management, EMEA, Global Transaction Services Bank of America
    Alexei Zabudkin CFO & Head of Capital Markets CRX Markets AG Germany
  • 5:20 PM Adjourn to day 3
Discovery Lab 4
Finance 360: a holistic view

According to Gartner, 80% of heritage financial firms will go out of business or become so commoditised that they only exist in a nominal sense. True or not, the revolution in banking is real and implies significant change for not only retail customers, but now finally corporate clients. In this Lab we look at the key developments and how corporate treasuries and finance functions will have to change to cope.

Sponsored by:

  • Chair Birgita Gjirja Director Zanders UK
  • 2:00 PM The future of funding
    • Sayan Mukherjee VP Group Treasurer Nexperia
    • Aarti Rao Managing Director LiquidX US
    • Daniel Cotti Managing Director, Centre of Excellence, Banking and Trade Marco Polo Network
    • Brian Jorgensen Treasurer Bose Corporation
  • Wholesale lending and primary capital markets have tended to be associated less with digital disruption than foreign exchange, secondary market securities trading, payments and consumer lending. Marketplace lenders, both peer-to-peer and those that effectively function as origination platforms for established banks have had limited impact on the mainstream corporate funding process. But that is changing. For smaller firms, fintech lenders are already having an impact. You want a successful e-commerce business? Then you need point-of-sale credit to offer to customers like those offered by US-based Affirm, which has made $2 billion of loans in 2018 alone. fintechs like Kabbage are also easing SME access to funding; it has made over $6 billion of loans to 150,000 businesses. But to what extent has the funding market changed for larger companies? Can complex, secured facilities with all the associated legal work be commoditised and transplanted to platforms? And what concrete benefits do treasurers believe can accrue to them from new lending models?

    Sayan Mukherjee VP Group Treasurer Nexperia
    Aarti Rao Managing Director LiquidX US
    Daniel Cotti Managing Director, Centre of Excellence, Banking and Trade Marco Polo Network
    Brian Jorgensen Treasurer Bose Corporation
  • 2:40 PM Automatic for the treasurer
    • Meindert de Vreeze International Treasurer Publicis Groupe Ireland
    • Damien Donoghue Managing Director Cachematrix UK
    • Kevin Cook Co-founder, CEO TreasurySpring UK
  • The asset management industry is very excited about robo-advisors, automation and digital platforms. So far this excitement has been largely confined to the retail and wealth management segments, with the drivers being regulation and a focus on transparency, efficiency and cost reduction. Corporate treasurers’ asset management needs are generally limited to the management of excess liquidity, so how much do these kinds of innovation affect the money market funds and other vehicles they use? Can digitalisation enhance treasury returns by making it easier for firms to buy and manage securities directly? What about the impact of separately managed accounts and the options available via those? And can asset management platforms help treasury enhance returns by making it easier to replace buy and hold strategies with total return investment strategies? In this session our panel of experts from both corporates and the money management industries will be on hand to take you through the possibilities.

    Meindert de Vreeze International Treasurer Publicis Groupe Ireland
    Damien Donoghue Managing Director Cachematrix UK
    Kevin Cook Co-founder, CEO TreasurySpring UK
  • 3:20 PM Refreshment break
  • 4:00 PM Technology Showcase: The EuroFinance beauty parade
    • Simon Lyons CCO Cashfac UK
    • Tony Cocozza UK Sales Manager CS Lucas UK
    • Bill Sarda Manager, Solution Engineering, Strategic Accounts HighRadius
    • Sam Purches Technical Presales Consultant, Buyer Sales Tungsten Network
    • F. Edward Lopez Managing Director Calastone
  • Understanding the most recent developments in financial technology means understanding non-traditional providers. Choosing the right partner could potentially solve those core treasury pain points with which treasurers have been struggling for years; but selecting the right one from the many hundreds of potential providers is not easy and choosing wrong is likely to be expensive and damaging. It is also just as important to understand which parts of the treasury operation will benefit most from these new relationships. So how can treasurers identify the right solutions and providers? In this double session, some promising fintechs will demonstrate their solutions.

    Simon Lyons, CCO, Cashfac, UK
    Cashfac Virtual Bank Technology (VBT) enables banks to offer their customers the full capabilities of real bank accounts, configured to meet the exact requirements of their customers’ individual sector. For businesses, VBT offers a multi-bank agnostic approach to significantly and rapidly augment what service firms offer their clients.

    Tony Cocozza, UK Sales Manager, CS Lucas
    CS Lucas leverages state-of-the-art technology to deliver an intuitive, easy-to-use and affordable treasury management solution which allows corporates to
    automate and simplify their treasury processes. Implementation is rapid, efficient and with a clearly defined roadmap to success.

    Bill Sarda, Manager, Solution Engineering, Strategic Accounts, HighRadius
    Discover how Artificial Intelligence built exclusively for Treasury is delivering Cash Forecasts which are 3O% more accurate across all cash flow categories, but requires less manual effort which goes into generating a forecast using traditional excel based models.

    Sam Purches, Technical Presales Consultant, Buyer Sales, Tungsten Network
    Tungsten Network offers Total AP and Total AR solutions providing full digitisation of outbound and inbound invoices across the globe. Treasury benefit from a linelevel cash view across the enterprise and are able to take advantage of supply chain
    financing solutions. For companies that have disparate finance systems Tungsten provides a holistic view.

    F. Edward Lopez, MD, Calastone
    Calastone’s Money Market Services (MMS) helps companies balance their security, liquidity and yield objectives when investing surplus cash by directly connecting liquidity fund managers to their investors, using a fully automated trade process that includes integrated reporting and settlements.

    Simon Lyons CCO Cashfac UK
    Tony Cocozza UK Sales Manager CS Lucas UK
    Bill Sarda Manager, Solution Engineering, Strategic Accounts HighRadius
    Sam Purches Technical Presales Consultant, Buyer Sales Tungsten Network
    F. Edward Lopez Managing Director Calastone
  • 5:20 PM Adjourn to day 3
Complex Markets

It can be hard enough working out the best way to organise tax, finance and treasury in transparent, developed markets, especially in today’s volatile political environment. But step outside that relatively small group of nations and things become a lot more interesting. Yet it is outside that group that much of the world lives and does business. And that is where tomorrow’s profits will be found. This session looks at how to operate in the most important countries and regions.

  • Chair Patrick Peters-Bühler Senior EuroFinance Tutor EuroFinance US
  • 2:00 PM Africa
    • Pat Thaker Regional Director Middle East & Africa Economist Intelligence Unit UK
    • Natalia Martynova Regional Treasury Manager - Americas and Sub-Saharan Africa BAT Plc
    • Viplav Rathore Regional Head of Cash Management AME Standard Chartered
    • Charlene Chen Director, Head of Government Relations AZA UK
  • With 54 countries and eight Regional Economic Communities recognised by the African Union, Africa is the most complex continent on which to do business. With such huge disparities in development, population, wealth and infrastructure, companies need to develop product, distribution, pricing, payment, banking and risk management strategies based around detailed analysis of target demographics, regions and counterparties. In this double session hear how treasurers can tailor their processes to the needs of the business in very different circumstances across the region.

    Pat Thaker Regional Director Middle East & Africa Economist Intelligence Unit UK
    Natalia Martynova Regional Treasury Manager - Americas and Sub-Saharan Africa BAT Plc
    Viplav Rathore Regional Head of Cash Management AME Standard Chartered
    Charlene Chen Director, Head of Government Relations AZA UK
  • 3:20 PM Refreshment break
  • 4:00 PM Asia: the move away from China
    • Chunhe Zhang CFO PingPong Europe S.A. Luxembourg
    • Rajan Gupta Head of Global Treasury and Tax Hyva Netherlands
    • Edwin Veenman Independent Treasury & Finance Executive Germany
  • It is now almost cliché that of the estimated $30 trillion in middle-class consumption growth estimated between 2015 and 2030, only $1 trillion is expected to come from today’s Western economies. Most of the rest will come from Asia. But it is less well known that the top seven countries that have achieved GDP per capita growth of more than 3.5% annually for 50 years are also all Asian. And although Asia – like Africa – comprises many different countries at different levels of development, it derives a certain level of homogenisation through the anchoring role of the Chinese economy and its regional investments. Given the importance of the region to companies regardless of their home, operating efficiently across the whole of Asia should be a strategic imperative. So does treasury have to change as the economic balance of power shifts east? Do current structures and financing processes, which tend to see foreign markets as outliers, have to change to reflect a future in which the home market is the tail and Asia the dog? Or are these economic forecasts vulnerable to the political and environmental upheavals they will inevitably cause?

    Chunhe Zhang CFO PingPong Europe S.A. Luxembourg
    Rajan Gupta Head of Global Treasury and Tax Hyva Netherlands
    Edwin Veenman Independent Treasury & Finance Executive Germany
  • 5:20 PM Ajourn to day 3
Regulation Series

Regulation has overtaken cybersecurity and other operational risks as a risk management priority for many boards. In this series, held on the exhibition floor, drop in and catch up with concentrated 15-minute summaries of the key developments.

  • 2:00 PM Living with / learning to love faster payments
    • Lola Adebanji EMEA eCommerce Solutions Lead, Treasury and Trade Solutions Citi UK
  • Faster and real-time payments look like a headache for treasury. They disrupt strategic payment schedules and SCF programmes; but they also speed up receipts; and they positively impact FX conversion, hedging, cash investing, intra-day cash pooling, visibility and the accuracy of data on cash positions. What’s happening in the space and how can treasury maximise the benefits?

    Lola Adebanji EMEA eCommerce Solutions Lead, Treasury and Trade Solutions Citi UK
  • 2:20 PM Get your global tax update here
    • Paul DeCrane Principal – Global Treasury Services Leader Ernst & Young US
  • It takes a significant in-house resource and a network of local lawyers to keep up with the pace of global tax tinkering. What are the key treasury takeaways from current initiatives and what issues are starting to appear on the horizon?

    Paul DeCrane Principal – Global Treasury Services Leader Ernst & Young US
  • 4:00 PM Treasury’s role in enterprise ESG
    • Magdalena Mielcarz EMEA Head of Digital Channels & Data, Treasury and Trade Solutions Citi UK
  • Sustainability in treasury has less to do with the paperless office and more to do with being at the centre of a data network which, properly centralised and analysed, represents a core asset in ensuring compliance with a range of key governance objectives from AML/KYC, to FATCA, MAD and others. Done properly, this de-risks the enterprise and enhances its value to shareholders increasingly interested in governance risk. But what can treasury do in practice?

    Magdalena Mielcarz EMEA Head of Digital Channels & Data, Treasury and Trade Solutions Citi UK
  • Plenary
Plenary
Resilience helps to identify the right opportunities

No matter how challenging the business environment, there are always opportunities for those set up to look for them. Whether it’s a new country, sector or technology, successful companies don’t just focus on risk, they look for new rewards too.

  • Chair David Blair MD Acarate Singapore
  • Chair Robert Novaria EuroFinance Tutor & Partner Treasury Alliance Group US
  • 8:00 AM Registration and exhibition opens
  • 9:00 AM Chairs' introduction
  • 9:20 AM Political stressors:
    acute, chronic and global
    • Charles Hecker Senior Partner Control Risks UK
  • The biggest problem right now is politics. In the US, political decision-making is aberrant and unpredictable. For business, uncertainty of tax, foreign policy and trade policy matters. In Europe, Brexit creates a similar conundrum for Britain and the continent and the rise of extremist populism in Spain and Italy is a further complication. In Latin America, Venezuela, Brazil and Mexico leaders of very different persuasions are causing disruptions of their own. In China, the relationship between state and enterprise is under scrutiny and the use of both to steal industrial and tech dominance will cause further trade friction and worse. In the rest of Asia the politics of extremism are a threat to growth. Businesses have had thirty years of relative stability; that world has gone. What do they need to do survive tomorrow? Can treasury help or is it just a bystander?

    Charles Hecker Senior Partner Control Risks UK
  • 10:00 AM Developing resilience
    • Randy Ou VP Group Treasury Alibaba
    • Ravi Jacob Corporate Vice President & Treasurer Intel Corporation
  • All those books about change and innovation, about the opportunities thrown up by disruption, they all leave out a key piece of information. Most people do not like change. Most organisations have evolved to execute a particular set of functions and are ill-designed for anything else. Rapid change, sudden obsolescence, unexpected and virulent competition are all unwelcome and cause human and organisational stress. Many firms fail and many employees fall by the wayside. But if companies are to survive and thrive in this new environment, they need their employees and managers to survive and thrive with them. Building resilience is not an abstract idea. It means building systems and processes that can cope with the abnormal. And that means building teams that can do the same. Focusing only on process or technology risks failure. In this session we will look at the business costs of forgetting the human angle and give real examples of best practice in which an investment in staff resilience paid dividends in terms of business results.

    Randy Ou VP Group Treasury Alibaba
    Ravi Jacob Corporate Vice President & Treasurer Intel Corporation
  • 10:30 AM Refreshment break
  • 11:10 AM The EuroFinance Awards
    for Treasury Excellence
    • Jim Scurlock Head of Cash Management Microsoft
  • Every year EuroFinance presents its Awards for Treasury Excellence to treasuries that have demonstrated outstanding best practice across key areas of treasury in the previous 12 months. This year, from the many first-rate entries we always receive, we will select a treasury that has demonstrated resilience in the face of volatility, an ability to adapt quickly to changes in their company’s business model and quick thinking when dealing with a series of difficult external issues. All this will be achieved while dealing with the day job – risk management, funding, cash management, tax and compliance – and they will still have had time to focus on their staff, enabling sustainable innovation while managing the stresses and strains of rapid change.

    Jim Scurlock Head of Cash Management Microsoft
  • 12:10 PM KAL's Closing
    • Kevin Kallaugher Editorial Cartoonist The Economist
  • KAL, the Economist’s resident cartoonist, has published over 8000 cartoons, many of them gracing the cover of the Economist year after year as well as appearing in well-known news organisations globally. He has drawn every major political figure in the last few decades and won awards around the world for his editorial and satirical coverage of political events. He is passionate about his work and the use of humour as an important tool in the defense of freedom of speech. He will take us on a current events trip using his art and show us that everyone has a cartoonist lurking in him or her. He will close out the event with a short drawing lesson where you will be able to draw and take home a “realistic” caricature of a major political figure!

    Kevin Kallaugher Editorial Cartoonist The Economist
  • 13:00 PM Lunch
  • 13:00 PM Conference closes

Once again EuroFinance has proven to be ‘the event’ for treasury.

Nikita Romanovich Orlov, Head of Treasury, Norilsk Nickel Mining & Metallurgical

EuroFinance Geneva was once again the event of its kind that I value the most – by a margin.

Farid Boussatha, Head of Treasury Solutions, Airbus SAS

Still the most relevant cash and treasury conference to meet with banks and network with peers.

Evgeny Chaynikov, Senior Financial Manager, PJSC Lukoil

An annual dose of motivation and inspiration for treasury professionals.

Christian Valdivia, CFO, LafargeHolcim Trading

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