Developing the right policies for emerging markets (Case study)

From hedging in India to how you approach your funding in China, what are the right policies to develop and how much responsibility should someone have locally? The problem of trapped cash is only likely to get bigger as the importance of growth markets increases for MNCs. Is there ever the case for giving local responsibility for investment of local funds? This case study will show one company’s approach to decision making in emerging markets. From the trapped cash and liquidity issues to hedging and local funding, how can you also exploit your relationships with global banks in these markets to gain better terms or access to different products?

Andrzej Polak: Assistant Treasurer, The Timken Company, USA

Lunch

Sponsored by Lloyds Bank Corporate Markets

Richard Dallas: Transactional Banking Director, Lloyds Bank Corporate Markets

A China health check (Workshop)

China is all about change and the past few years have brought significant alterations for companies again. The regulators have made adjustments on everything from investments to loans between unrelated parties to new lease-like arrangements and allowing trade settlement offshore. The opportunities differ from industry segment to segment and require companies to rethink their current approach to treasury in China. This is something you need to keep abreast of as the government alters the RMB landscape to make moving and using your cash easier. The ability to use RMB in trade and payments also creates potential to expand further in the country. This special workshop will look at the changing legal environment and will showcase two case studies where companies are at the forefront of what is good treasury and cash practice in China. Are your people on the ground in China making the right decisions to back your strategy in this vibrant market? How do you ensure your company can move swiftly as changes occur in order to reap rewards?

Ananda Guha: Regional Director - Asia, Economist Intelligence Unit, UK

Nishat Grover: Director Treasury, Yum! Brands Inc, USA

Robert Vettoretti: Associate Director - Consulting, PwC, China

Wu Chen: Senior Editor (Asia Pacific), EuroFinance, China

Refreshment break

Tailor-made in Latin America (Case study)

Although a number of countries have made reforms to business rules, much of this has been about encouraging investment in their economies, rather than helping treasury operations via easing capital movement and changing tax structures – although there are some interesting tax changes within the 20 countries. So the region remains very fragmented for treasurers. Even the banking footprints have changed considerably. This case study will look more closely at how one company is tackling operations in LatAm. Regional centres there never worked as well as in other locations and companies have had to be quite selective on how and what treasury components they centralise. Tailor-made seems to sum up the region.

Kevin Lowell: Manager - Global Banking, Funding & Cash Management, The Church of Jesus Christ of Latter-day Saints, USA

Business as unusual in the Middle East (Panel)

Revolutions and discontent have taken their toll in the Middle East, although some countries are much more badly affected than others. Economies there were still problematic when disruption happened and so companies remain very cautious about the path of recovery and the future of this region. In a risky environment, are there pockets of opportunity too good to ignore? This session will look at what it takes for companies to do business in the region with different countries under pressure from different risks.

Alexander Harris: Group Treasurer, Al Muhaidib Group, Saudi Arabia

Philip McCrum: Associate Director MENA, Economist Intelligence Unit, UAE

Adjourn to Day 3