EuroFinance

Agenda

• Day 1 - June, 17th-19th 2026 Becoming an effective treasury
  • 9am-17.30

    Course introduction

    • Introduction of the trainers, attendees and companies

    • Compiling of the attendees’ specific learning objectives

    • Introduction to the course

    Operational vs advanced treasuries

    • Efficient vs. effective treasury – Doing the right things, not only things right

    • Managing ‘black swans’:

    • The measurement problem

    • The measurement solution

    • Treasury as a cost centre vs as a profit centre

    Transitioning from operational to advanced

    • The ‘chasm’

    • External vs internal focus

    • Technical skills

    • Relational skills

    • Keeping up to date

    • Common examples

    • Resilience and persistence (grit)

    • Continuous testing and improvement

    Break

    Productivity enhancement: treasury centres

    • Parent treasuries

    • Financing vehicles

    • Netting centres & clearing houses

    • In-house banks

    • Payment factories

    • Reinvoicing centres

    Productivity enhancement: treasury centres in different business types

    • Business types and challenges in each

    • Small, medium and large companies

    • Local, multi-local and multi-national

    • Financial

    • Other trading

    • Regulated

    • Fixed asset-rich vs. -light

    • Cash-rich vs. -light

    • Profit vs. cost centres

    • Multi-type companies

    Lunch

    Productivity enhancement: role-play – persuading a function to change

    • Accounting

    • Procurement

    Productivity enhancement: lessons learnt from the role-play

    • What worked, what didn’t

    • Best practices

    • Key products, technologies and practices by function

    Break

    Productivity enhancement: supporting technologies

    • Core technologies – TMS, ERP & more

    • Current trends: AI & more

    • Changes with increasing sophistication

    • Integrating with internal and external stakeholders

    • Where technology fails

      • Data quality

      • 80:20 best fit systems selection – Dealing with the 20

      • Data, cognitive and decision overload

      • Function-wide understanding

      • Surrounding processes

      • Technology flexibility

      • Security & control

    • Solutions available

    Q&A and close

• Day 2 - June, 18th 2026 Success in Solvency and Profitability Management
  • 9am-5.30pm

    Overview (solvency optimisation)

    • Solvency/liquidity risk

    • Too much vs too little cash & credit

    • Strategic uses for excess cash

    • Reported vs real liquidity sources

      • Trapped cash

      • Embedded commercial optionality

      • Covenants breach

      • Other conditional risks

    • Diversifying maturities – Laddering

    • Diversifying financing sources – Market access

    • Inefficiencies introduced by diversification – measuring & managing them

    Measuring solvency/liquidity risk

    • Liquidity & modified duration

    • Cashflow at Risk (CFAR)

    • When CFAR doesn’t work

    • Taking time-to-action into consideration

    • Implications on management education, reporting & policies

    • Stress-testing

    Handling infrequent but material events (black swans)

    • Business-sourced cash

    • Markets-provided cash

    • Structural/longer-term financing

    • Hierarchy of liquidity sources under stress

    • Long-term implications of implementing emergency plans

    • Preparing for them

    Break

    Day-to-day advanced solvency management and its implications

    • Cash creation vs solvency risk avoidance – The difference

    • Necessary internal controls

    • Case study: Barings Bank

    • Controlling, accounting and reporting

    • Detecting divergence from acceptable performance

    • Suggesting actions for improvements, not just facts

    • The day-to-day process

    • Other regular processes

    • Warning signs and ad-hoc testing

    • Requirements of day-to-day management:

      • Size of cashflow needed

      • Vs Reported revenue and profit margins

      • Staffing and infrastructure

      • Openness to risk management

        • Institutional

        • Personal

    Lunch

    Overview (risk optimisation)

    • Profit-making vs advanced risk management – The difference

    • Exceptions

    • Sources of financial cost and risk

      • Business-based

      • Treasury-based

      • Productivity-optimisation-induced

      • Solvency-optimisation-induced

      • Risk-optimisation-induced

    • Strategic opportunities created by using material existing risks

    • Diversifying risk exposure

      • Time horizons

      • Counterparties

      • Natural offset

    • Diversifying risk management methods

      • Built-in with solvency management

      • Outsourced

      • Insourced and with different instruments

    • Inefficiencies introduced by diversification – measuring them

    • Managing them

    Measuring financial risk

    • Risk management & modified duration

    • Value at Risk (VAR)

    • When VAR doesn’t work

    • Taking time-to-action into consideration

    • Implications on management education, reporting & policies

    • Stress-testing

    Break

    A short introduction to financial and non financial options

    • Optionality in the underlying business

    • Real options

    • Accounting for business financial optionality

    • Offering options to group companies from in-house treasury centres

    • Managing options portfolios in-house

    Day-to-day advanced financial risk management and its implications

    • Similarities to and differences from solvency risk management

    Group discussion

    • Reviewing the combined productivity, solvency and profitability management setups in the different attendee companies

    • Learning about different setups in different types of companies

    • Objective: Identifying current issues and quick-win opportunities

    Q&A and close

• Day 3 - June, 18th 2026 Practical People, Purchasing and Project Management Skills
  • 9am-5.30pm

    Overview (internal & external interactions)

    • People vs technical challenges – “Reality check: Who has a KPI to help treasury?”

    • Impact on the cash forecast, and steps towards treasury optimisation

    • Persuasion vs coercion

    • Differences when dealing with business-critical and non-critical functions

    • Going for the win-win

      • Types of interaction outcome

    • Examples of wins for different group functions

    • The importance of a unified treasury for better internal collaboration

      • Presenting a unified picture of treasury to others

    • Staff mentoring and management

    • Development

    • Delegation

    Effective communication and persuasion techniques for treasurers

    • A framework for understanding others

    • Understanding the counterparty

      • Internal vs external

      • Person vs function

    • Considering cultural differences

      • Individuals and companies as nested cultures

    • Understanding context

      • Nested contexts

    • Key techniques for communication and persuasion

    • Keeping short- and long-term relationships strong

    • Tracking change

    • Developing the right mindset

      • Adapting is not failing

      • Deferral is not failing

      • Moving on is not failing

    • Ensuring management is aligned from the start

    • Error correction

    Break

    Mentoring and management

    • Empathy: We were all juniors once

    • Communication and persuasion as part of mentoring and management

    • Handling difficult situations

    • Understanding oneself

      • Strengths and weaknesses

      • Threats to others and opportunities for development

    • Working with others to achieve more

      • Delegation but not abdication

      • Making use of natural skills

      • Two-way learning

      • Fairness

      • Planning for change

    • Work is more than workload

      • Work vs data vs cognitive overload

      • Implications

    • Framework: Self- and team-audit

      • Simple, usable any time

      • Structured analysis

    Role play: handling multiple relationships simultaneously

    • Treasury senior

    • Treasury junior

    • Finance counterparty

    • Procurement or other internal function counterparty

    • Banker or other supplier

    Lunch

    Debrief on the previous role-play

    Break

    Handling projects: purchasing techniques in treasury

    • The project manager’s role in purchasing

    • Communication and persuasion’s role in purchasing

    • Standard purchasing methodologies

    • Advanced purchasing methodologies

    • Finishing well: Setting the scene for successful implementations

    Handling projects: changing people and not just infrastructure

    • Skills and knowledge requirements for successful project management

    • Culture and context’s role

    • Changing infrastructure – ‘core’ project management techniques

    • Changing people – ‘core’ change management techniques

    • Changing processes and the management environment

      • Optimising the fit: people and infrastructure

    • Adapting as the context changes

    • Handling projects in parallel with day-to-day treasury work

    • Thoughts on effective project and change management in today’s constantly changing business environment

    • Simple project and change management rules for the terminally busy

    Closing remarks

    End of the course and distribution of certificates