Shareholders are increasingly putting the spotlight on corporate treasury function and how it monitors and manages financial resources and risks.
Today, treasurers need to cope with the growing complexity of financial instruments, volatile financial markets and the introduction of new regulations and accounting practices.
THE DEMANDS on corporate treasury departments are undergoing constant change, driven by regulators and the organisations themselves.
Requirements for increased transparency, better control and enhanced performance means treasury leaders need to, continuously update their technical knowledge, reduce costs, minimise volatility, deliver value and ensure clear lines of communication. Treasurers need dedicated information systems to support those challenges.
Shareholders are increasingly putting the spotlight on the treasury function and how it monitors and manages financial resources and risks. Cash management and bank relationships are, more than ever, key to securing a company’s financing.
System integration
It is high time for organisations to focus on process optimisation through system integration and deeper organisational changes, including the centralisation of the set-up of payment factories. It is becoming increasingly important for organisations to adopt an integrated, holistic approach to their treasury activities, rather than pursue temporary solutions for individual issues.
Shareholders demands for increased transparency and better control are driving a global trend toward the centralisation of treasury activities.
Today, treasurers also need to cope with the growing complexity of financial instruments, volatile financial markets and the introduction of new regulations and accounting practices. Hot industry topics include the European Market Infrastructure Regulation (EMIR) for over-the-counter derivatives, Basel III, REMIT, MiFIR/MiFID, IFRS 9 and IFRS 13 for derivatives accounting and valuation, tax matters for cash pooling and payment factory implementation, and the Single European Payment Area (SEPA). These regulations are placing increased pressure on treasurers’ time, presenting difficulties in monitoring and reporting exposures and the impact on financial statements.
Policies and controls
In such a challenging environment, organisations need to define the role and responsibilities of their treasury functions. A fully operational treasury function at a minimum should ensure that the following are kept up to date and are continuously evaluated on a regular basis:
• Treasury organisation and governance
• Treasury performance assessment
• Financial risk management (interest, foreign exchange, credit risks and commodity risks)
• Cash and liquidity management, including cash forecasting
• Corporate funding and capital management
• Treasury technology, including treasury management system (TMS)
• Valuation and accounting for financial instruments
Organisations should have an appropriate organisational structure and infrastructure in place (such as policies, controls, processes and models), and develop methods and processes for quantifying, assessing and monitoring financial risks.
In today’s environment, the optimisation of a company’s financial resources (cash management and funding) are of paramount importance. This will help in ensuring that cash is managed effectively from both a financial and tax perspective. In order to optimally utilise the financial resources, the organisation should continuously stress test its cash forecasting model.
Organisations need to prioritise actions within their treasury departments and define an action plan for implementation. The many facets of corporate treasury require a pragmatic interpretation of relevant regulations, which need to be considered in the broader context of the company’s risks and its level of complexity.
Article by; Imtiaz Ibrahim
Partner, EY – Financial Accounting Advisory Practice
