Agile Treasury Thought Leadership Series – Empower and Scale

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Agile Treasury Thought Leadership Series – Empower and Scale

Systems should empower people to effectively perform clearly defined processes, which means that time spent innovating and making valuable strategic decisions is maximised.

Designing a system can only be best achieved once the process the system is meant to empower is first designed. Ideally, the process will also be developed, implemented and operated for a period in a fast, flexible solution (Excel!) to refine the steps, calculations and clear actionable outputs.

Common Shortfalls

• Expensive, committed technology licenses
• Highly fragmented system data and multiple sources of truth
• Lack of process planning prior to technology commitment
• Extended implementation and training
• Lack of technology flexibility as strategic requirements change
• Lack of dataflow alignment to processes and policies
• Lack of prescriptive or clear calls to action from workflow output

Solutions
• RFP management should an advanced system still be deemed valuable
• Strategic and holistic construction of low-cost, flexible operating tools in Excel
• Implementation and training on new system
• Integrated solutions for the identification, measurement, management and monitoring of risks

Download a copy of the case study prepared by Rochford Group on a global pharmaceutical distributor.

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This case study has been developed by Rochford Group

Rethinking Treasury by HSBC

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How CFOs and corporate treasurers are rising to the risk management challenge

The HSBC Risk Management Survey findings highlight a number of themes that are likely to reshape and strengthen the relationship between the CFO and treasurer in the future.

  1. CFOs expect their treasurer to react to more risks in a faster and more efficient way
  2. Treasurers need to view the world through an increasingly strategic lens.
  3. Rethinking the role of the treasury is likely linked to further digital transformation.
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Get ready for the global IBOR transition

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Get ready for the global IBOR transition

Have you met SONIA? Financial institutions are beginning to plan for the transition away from traditional IBORs, a change described as one of the biggest to ever occur to financial markets.

In December last year, Commonwealth Bank of Australia (“CBA”) did something that no other Australian bank had done before. It issued an Australian-origin transaction with a reference rate that was not an interbank offered rate (“IBOR”). The CBA transaction (GBP125 million of one year notes) referenced a margin of 40 basis points over the Sterling Overnight Index Average (“SONIA”), the interest rate benchmark being primed to take over from the London Inter-bank Offered Rate (“LIBOR”).

Download a copy of the full Treasury Trends article by Barrington Treasury Services.

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This piece has been developed by Barrington Treasury Services.

Agile Treasury Thought Leadership Series

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Agile Treasury Thought Leadership Series


People should be empowered to innovate and perform critical decision making, which means they are driving long-term strategies that maximise enterprise value.

Any agile treasury process needs to be designed from a holistic stakeholder perspective. This means lateral input across a senior level, but also, critically, horizontal input from key operational staff through to the CFO and the Board. This is especially true for global entities with staff in diverse time zones or who maintain relatively low interaction with head office.

Common Shortfalls
– Lack of time
– Skills or experience gap
– Competing or uncertain strategic agendas
– Team size limitations
– Excessive key-man risk
– Lack of KPI alignment to commercial & risk management objectives

Solutions
– Consultation with stakeholders
– Ongoing experienced strategic and operational support
– Event driven strategic advice and management
– Upskilling internal personnel
– Align individual’s performance assessment/awards to relevant KPIs

Download a copy of the case study prepared by Rochford Group on how they identified, designed and implemented an interim and long-term solution for a client.

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This case study has been developed by Rochford Group

EACT Briefing Focus: KYC

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EACT Briefing Focus: KYC

KYC has become a serious concern for many corporate treasurers over recent years: it is increasingly complex to fulfill all unstructured requests. In all recent surveys conducted by the EACT, KYC is listed as a top priority for corporates and its rising costs are a source of frustration as KYC consumes lots of time, resources and money. Central KYC registers or solutions would create significant savings.

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CFO Sentiment | Edition 6 by Deloitte

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CFO Sentiment | Edition 6 by Deloitte

A weaker domestic and global economic outlook weighed on Australian CFO sentiment in the final half of 2018. The US-China trade war and broader sharemarket declines have emerged as major drivers of weaker confidence, and this is limiting risk appetite. This shift means CFOs are now looking to government to provide further economic support through investment activities.

The CFO outlook for the Australian economy has also become more subdued, with expectations of further house price declines. There are still some positives, with expectations of a stable dollar and share market recovery.

Given these challenges, CFOs continue to look to leverage the benefits of digital transformation to improve efficiency. They are also actively changing their talent acquisition processes to access people who can manage this transformation going forward.

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The road to real-time treasury

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The road to real-time treasury


Imagine a world of real-time treasury – one where cash is sent and received in real time, and updated automatically on centralised dashboards for all stakeholders to see. 

In this whitepaper, “The road to real-time treasury”, Deutsche Bank combines recent research with Euromoney and expert views to assist corporate treasuries to plan for the future real-time world. In this future, FX conversions are carried out automatically and in real time, with hedges generated instantly to address risky exposures. Surplus funds are invested automatically according to treasury-determined preferences for risk, return and diversification, while cash-flow forecasts are generated and updated in real time – pinpointing when and how much borrowing is required.

The real time treasury is a concept that has grown in popularity over the last few years, yet it remains, in the minds of many, a long way down the road. In reality, however, the industry has made considerable progress along this road – either developing or already providing the majority of supporting services required for real-time treasury management. Though a far-flung vision to some, the real-time treasury is quickly becoming a reality.

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The business of treasury 2018

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The business of treasury 2018

Every organisation needs the ability to understa2018-act-reportnd the future and, treasurers are increasingly working with colleagues to develop ‘predictive insights’. In early 2018, treasurers were interviewed in the UK, the rest of the EU, the Middle East, North America, Asia-Pacific, and Africa, as part of an ongoing programme of annual research.

This report forms the most detailed set of insights available into treasury’s role within global business revealing a continuing, palpable shift in the role of treasurer from finance specialist and information provider to collaborator in strategic decision-making.

Discover the insights