1. Secretariat CSG GM Frankfurt 28 August 2014
Pres CSG
CSG
Funding
Secretariat
CSG GM Frankfurt
28 August 2014

2. CSG costs and contributions
CSG funding proposals 1 2
Pres CSG

3. CSG costs and contributions
CSG funding proposals 1 2
Pres CSG

4. Meetings Cost typology CSG GM Other CSG bodies Balance between sectors
Costs to be shared amongst sectors
Hiring rooms
Catering
Phone/WebEx costs
Experts attendance (flat EUR / day)
Secretariat
Cards
Administration
Legal
Websites management
Communication
Accounting/invoicing
Pres CSG

5. Total per year per sector: 75.000
Cost figures: Secretariat and logistics per year (EUR)
Hiring rooms (internal or Securex)
Catering
Phone/WebEx costs (including VAT)
Secretariat
EPC Sec. Gen overview
CSG Cards
CSG Administration
CSG Legal
CSG Office renting
CSG Dedicated costs (trips, hotels…)
CSG Websites management (including VAT)
CSG - Secr. IT support (including VAT)
CSG Communication (including VAT) as from 2015
CSG Accounting/invoicing (soft) (including VAT) as from 2015
% allocation
on CSG
varies
Total per year:
Total per year per sector:
Pres CSG

6. Average amongst the sectors 118.000 EUR/Y (590.000/5)
Cost figures: Contributions by attendance
Providing expertise by meeting attendance
Meetings
Q1 & Q2 2014
Extrapolation to 1 year
F2F
WebEx
Total 27 14 41 54 28 82
Participation
(man/days)
Full days
Half days
Full Days
Half Days
EUR (1.000/day)
EPC 44 11 55 88 22
110
Processors 19
9,5
28,5 38 57
57.000
Retailers 30
10,5
40,5 60 21 80
80.000
Schemes
102
176
204
Vendors
8,5
63,5 17
127
Others 6 12
12.000
TOTAL
242
53,5
295,5
484
107
591
Pres CSG
Average amongst the sectors EUR/Y ( /5)

7. Cost figures: Contributions via SG/ET attendance
contributing more than the average
in terms of providing experts active in SG/ETs
(CSG GM excluded)
average contribution expected by sector ( EUR)
Pres CSG

8. Yearly Budget: Overview by sector (EUR) 1/2
EPC
Processors
Retailers
Schemes
Vendors
TOTAL
Contribution
(Red figures represent a deficit in experts attending and thus a financial imbalance)
Effective Contributions
Man/date
Average contribution
57.000
80.000
NB: Average per sector
Legend S V E P R
Pres CSG

9. Yearly Budget: Overview by sector (EUR) 2/2
EPC
Processors
Retailers
Schemes
Vendors
TOTAL
CSG Sec .
Cost
(Secr. + av. participation)
Net
Yearly budget
over 5 years
75.000
To be received
To be paid
Pres CSG

10. CSG costs and contributions
CSG funding proposals 1 2
Pres CSG

11. Funding: proposed principles
CSG GM: Each sector contributes at its turn for the logistics
Contribution via experts: Each sector is to contribute at least at the average level of the others
Cost sharing principle (that is implemented at the end of 2014 even if the CSG is not yet transformed into a legal entity)
Same yearly amount till 2018 invoiced by sector and due as from 1 Jan of each year starting 1 Jan. 2015
Each Sector pays the total amount due by the Sector to the CSG regardless of its Members individual contributions
Each Sector manages its Members’ and Associate Members’ financial contributions
Remarks
A sector contribution is paid as from when credited on the CSG account
During the upcoming years till 2018 included, any new sector joining the CSG will pay the same average amount
The current costs do not include the ones related to the CSG legal setup as well as the SCCMB setup costs
Pres CSG

12. Funding: proposed principles
What are these costs covering? What can Members expect?
Administrative, logistical, legal and financial structure for team work around SEPA for cards
Time and programme management
Legal - Individual responsibility shielding/risk mitigation
SEPA - Common effort - Participation: fair representation, fair decision making process, fair cost sharing
Both future and past oriented - Dealing with the real members’ interests regarding cards and their related cost reduction opportunities via standardisation
Commonly agreed strategy objectives in line with ERPB, as well as work plans either based on the Volume and books maintenance cycles and yearly updates
Combination of influences and consideration for cultural differences within an overall payment market integration/harmonisation project
Continuous and structured dialogue across the card value chain, adapting eventually to the market and technology developments (potential integration of other sectors and academics) - networking
Delivered card related standards/requirements acknowledged and praised by the Regulators as well as widely supported by the market
Research, analysis, interpretation and mediation facilities
Documents access
Knowledge Enrichment by benefitting from mutual expertise
Better anticipation of investments related to either newly appearing business opportunities or regulatory compliance or conformance constraints
Credibility and commercial brand impact e.g. via usage of CSG logo
Pres CSG

13. Thank You ! Questions ?