On May 26th and 27th, BNP Paribas hosted the 9th Cash Management University. This edition discussed several topics concerning 'innovations in cash management"

2. “ ”
“
You can count upon the
support of BNP Paribas at
the highest level of the
group
Alain Pappiase
Group Deputy
COO
BNP Paribas
…we are a Commercial Bank first with
Investment Banking capabilities, which means
that we need to deal with treasuries of our
clients on a daily basis
”
“The CMU is a place where
we get to know what you
expect from us
”

3. ”
“
”
“
This world is about co-
operation, co-creation and
most of all standardisation
Pierre Fersztand
Global head of
Cash
Management
BNP Paribas
Our speciality is a worldwide offer but equally a
deep local offer
“Cash Management is not
only an IT business but also
based on trust and strong
relationship
”

4. Global Economic Outlook
Roundtable
Low rates are here to stay
In the US, the net percentage of companies reporting a need to pay
higher wages keeps rising whereas the net percentage reporting
higher prices is trending down. This scissors effect shows increasing
pressure on profit margins which should weigh on corporate
investments.
The ECB’s quantitative easing in combination with a negative deposit
rate on excess reserves held by banks at the ECB have contributed to
drive down bond yields. Consequently, ever more countries see
negative government bond yields and the maturities with negative
yields are getting longer as well. This creates huge challenges for
individual and institutional investors but has a very beneficial impact on
government finances.
Competition amongst European banks to extend credit is increasing as
credit conditions continue to be eased.
Find out more in
the presentation
by
William De Vijlder,
Chief Economist
BNP Paribas

5. Transforming European Cash
Management
The Estée Lauder Companies
Bart Taeymans, Executive Director, International Treasury Centre for
The Estée Lauder Companies, described how they have partnered
with Zanders on its treasury roadmap. The partnership entailed a bank
rationalisation project and standardising treasury processes.
The mission was to see what Estée Lauder could realise in three to
five years and to try and rationalise its banking relationships by
reducing the number of banks and bank accounts. The group used to
have 32 banking relationships across Europe, the Middle East and
Africa and 197 accounts before targeted its sights on standardisation.
It concentrated its activities with BNP Paribas and another bank and
has ended up with cost and liquidity optimization along with technology
driven process efficiency. This change also brought about a central
approach to the legal framework, security and audit through a global e-
banking tool and centralized administration.
Find out more:
Filipe Simao,
Head of Client Advisory &
Strategic Marketing,
BNP Paribas Cash
Management

6. Corporate Treasury Insights
2016
A new study from BNP Paribas and the BCG suggests that Corporate
Treasurers increasingly expect a comprehensive, streamlined, digital
customer experience from their transaction banking partner.
They consider banking products as commodities, view banks as IT
companies delivering financial services, rank Cyber security as a top
concern and are still waiting for analytics to deliver their real potential.
To answer Corporate Treasurers needs and concerns, banks must
focus on client experience and act as true advisors to help them
navigate an ever more complex treasury ecosystem
Find out more:
Jacques Levet
Head of Transaction Banking
EMEA
BNP Paribas
Read the second edition of
Corporate Treasury Insights
in full (2016)

7. Innovative Lightening Talks
Blockchain
A blockchain is a data structure that enables the creation of a digital
ledger of transactions and its sharing amongst a computer network.
Cryptography lets participants on the network to manipulate the ledger
in a secure way without the need for a central authority.
As companies face new challenges in data management and security
Blockchain has arisen as a way to allow them to make and verify
transactions on a network promptly without a central authority.
BNP Paribas has positioned itself in various global initiatives with key
partnerships and investments. Apart from organising regular “Biz
Hackathons”, in June 2015 BNP Paribas organised a Blockchain lab.
Find out more:
Philippe Denis
Chief Digital Officer
BNP Paribas Securities
Services

8. Innovative Lightening Talks
Global payments innovation initiative
Gpii is a collaborative, industry-wide cross-border payments initiative
by SWIFT.
Its core principles are:
1. Payments with same day use of funds
2. Transparency and predictability of fees
3. End-2-End tracking of payments
4. Transfer of rich payments information
60+ banks in 227 countries are a part of this initiative and BNP Paribas
is a pilot in 2016.
Find out more:
Damien Godderis
Senior Product Manager
International Payments and
Correspondent Network
Global Cash Management
BNP Paribas

9. Innovative Lightening Talks
Instant payments
Instant payments are payments that go beyond cards, are time critical
and irrevocable.
In a nutshell Instant payments are:
• In Euros
• 24/7/365
• Within seconds
• Immediately credited on the account
• With confirmation to the sender and receiver
• Based on SEPA Credit Transfer
Find out more:
Francis De Roeck
Head of SEPA offering
BNP Paribas

10. Innovative Lightening Talks
Virtual cards
Virtual cards are an industry innovation for low value payments e.g.
• Airlines/railways tickets
• Hotels
• Meetings, Incentives, Conferences and Events (MICE)
• Car rentals
• Publishing
• Online shopping
Working on the principle of one card per spending and clearly defined
controls and limits on spending, virtual card transaction carry extra
references for better payments tracking and security.
With virtual cards, you can:
• Pay everywhere
• Keep it easy, secure and on time
• Have full traceability of payments
• Have full integration in your IS
Find out more:
Ludovic Velasco-Martinez
Head of Marketing
Commercial Cards
BNP Paribas

11. Cyber
Are you secure?
The digitalisation of society, new partners and suppliers and new
regulations are the main drivers of change in businesses. With this the
security landscape has also changed bringing targeted and
sophisticated attacks on IT systems by ever increasing new actors like
terrorists and states. The rapid diffusion of attack know-how is a
serious threat.
50% of attacks are carried out by malicious insiders or human error
20% of employees would sell their passwords
20% of users fall for malicious emails within the first hour
70% -90% of malicious software is difficult to detect
A comprehensive approach is required for successful defence.
Find out more:
Jan De Blauwe
Head of Global Security
BNP Paribas Fortis

12. Open stage
Managing global payments
Managing Airlines' funds - IATA
International Air Transport Association (IATA)’s main function in 150
countries is to facilitate transactions between agents and airlines by
collecting remittances from agents and settling to airlines. In 2014
IATA’s financial systems settled USD255 billion through IATA BSP. It
has 20 clearing banks, 170 accounts and full Swift connectivity.
IATA’s head of banking services in Europe, Javier Orejas, outlined
how the association was modernising its payments and collections
infrastructure. Currently working on its transition to SEPA, which
constitutes $40bn in transactions, the IATA decided to consolidate its
business with two banks.
IATA is also working on a pay-as-you go solution, virtual cards and e-
wallets and the association iss looking to pilot its own cryptocurrency
similar to Bitcoin.
Find out more:
Wim Grosemanss
Head of Product Management
International Payments
BNP Paribas Cash
Management

13. Open stage
My smart connectivity
One single channel or ideal mix – Wacker Neuson
Wacker Neuson has been through a streamlining process in banking
relationships.
Its subsidiaries can still use whichever accounting software they have
in place, with everything being transmitted to the company's new
treasury management system (TMS) through the ISO 20022 message
standard.
Through the TMS, the head of Corporate Treasury connects with his
banks via a few different methods - SWIFT, a host-to-host connection,
and Global Ebics - depending on which country the subsidiary bank
account is in.
Find out more:
David Chatelet
Global Channels
Product Advisory
BNP Paribas Cash
Management

14. Open stage
In-house banking
The ultimate centralization model for payments, collections, liquidity
and FX? – Orange
In-House Banking is a powerful concept that has allowed multiple
improvements besides the contractual aspects of on-boarding different
entities of the Orange group.
It is also a new way to face the security challenge and is an
opportunity to ensure the integrity and global adoption of the security
policy
Find out more:
Filipe Simao,
Head of Client Advisory &
Strategic Marketing,
BNP Paribas Cash
Management

15. Open stage
Make up or break up?
Delivering the value that M&A promises – Merck
Joerg Bermueller, head of risk and cash management, Merck KGaA,
detailed how they developed a blueprint for M&A integration that
means the merged treasury operations are up and running from day
one after completion. The key is to start at least one year out – which
in itself is groundbreaking.
However with two large acquisitions - Sigma-Aldrich and Millipore –
and a number of smaller ones, the treasury team’s methodology is a
success.
Find out more:
Jens Beiersdorf
Director – Large German Corporates
Cash Management
BNP Paribas

16. Open stage
What will make you switch to eBAM
BASF Services Europe
So far most of what the BASF European Shared Service Centre (BASF
Services Europe) have achieved is largely in the BAM (Bank Account
Management) area. Their next step will be now to add the’ e’ in BAM,
in order to make it ‘electronic Bank Account Management’ and as
much as possible, try reducing paper and the duplication of data in
other documents.
According to the attendees, the main reasons for switching to eBAM
are to improve the Compliance aspects and to ensure traceability of
requests. To achieve this goal there were calls from the corporates in
the audience and the BNP Paribas eBAM team for all stakeholders in
the account management process to cooperate more closely on
eBAM.
Find out more:
Karine Amas
Product Manager e-BAM
BNP Paribas Cash
Management

17. Open stage
Excess cash
The downside of putting all your eggs in one basket - Accipiter
One of the key themes of this session was the segregation of cash into
operational and non-operational or reserve/strategic cash.
Accipiter segregate their cash and Gemma Dowling, VP, Finance
described the path to cash segregation as more accidental than
strategic. She said that there is an upside to the segregation as it can
bring better visibility to cash management.
For Accipiter it is clear. All their long-term cash is with BNP Paribas,
and the segregation allows different risk thinking with different cash
segments. The longer-term cash here is specifically for repayment of
internal and external debt.
Find out more:
Marc Fleury
Head of Corporates
BNP Paribas Investment Partners

18. Open stage
Moving away from notional pooling?
Discussion on treasurer’s needs and are there smart alternatives-
KPMG
KPMG’s tax expert Bernard van Gerrevink and Jan Rottiers, head of
liquidity management products at BNP Paribas, evaluated the
audience’s understanding of the new tax and accounting rules under
Basel III and IAS/IFRS that is making it much more difficult – and
expensive – for banks to continue to offer corporate clients notional
pooling.
But what is the alternative?
At least 40% in the audience voted that the cross-currency flexibility
embedded in a notional pooling solution couldn’t be reproduced in a
physical structure. That means that notional pooling may exist for
some time yet, but at a higher cost.
Find out more:
Jan Rottiers
Head of Liquidity Management
Products
BNP Paribas Cash Management

19. 279 Treasury professionals
100+ Group treasurers
Leading industry experts
20 countries

20. Thank
you
and
au
revoir!