Honeywell’s treasury team have achieved a high level of centralisation and efficiency. Severine Le Blevennec, Director of Treasury, EMEA talks about this and discusses some of the initiatives in which treasury is currently engaged and how these fit into the wider business strategy.
British American Tobacco describe the multi year, multi disciplinary project they undertook to create a target operating model across the organisation, which involved maximising visibility and control over liquidity and risk positions, and optimising the operational efficiency of transaction flows.
Aalberts has to combine information from 250 global locations and 600 bank accounts. The virtual network bank approach allows them to organise information so that central treasury has access to all accounts and can manage accounts for local entities without taking over local payments operations.
A recent HSBC study revealed some interesting trends amongst technology, media and telecom (TMT) corporations that are relevant both for companies within the sector, but also a wider group of corporate participants who demonstrate similar characteristics in liquidity and investment management.
Managing risk is a priority for treasurers, but methods are changing. Market volatility and sensitivity to global political events, along with new technology and disruptive business models continue to impact business strategy and external market trends.
UK corporates are looking beyond Western Europe for growth, with the CEE region attracting particular attention. Moving from traditional trade finance instruments to digital tools such as the Bank Payment Obligation (BPO) can help mitigate the risks in these markets.
Hong Kong’s new Corporate Treasury Centre Policy is a very important step towards establishing Hong Kong as a corporate treasury hub, and is official recognition of the importance of professional treasury management.