“ ”

“

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

”

”

“”

“

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

”

Global Economic Outlook

RoundtableLow 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

byWilliam De Vijlder,

Chief Economist

BNP Paribas

Transforming European Cash

ManagementThe 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

Corporate Treasury Insights2016

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)

Innovative Lightening TalksBlockchain

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

Innovative Lightening TalksGlobal 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

Innovative Lightening TalksInstant 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

Innovative Lightening TalksVirtual 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

CyberAre 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

Open stageManaging 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

Open stageMy 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

Open stageIn-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

Open stageMake 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

Open stageWhat 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

Open stageExcess 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

Open stageMoving 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

279 Treasury professionals

100+ Group treasurers

Leading industry experts

20 countries

Thank

you

and

au

revoir!