Cash & Liquidity Management

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Using Cash and Treasury to Improve Business Performance The author summarises the thoughts of a panel discussion at BNP Paribas' 5th annual Cash Management University on the subject of using cash and treasury to improve business performance.

Using Cash and Treasury to Improve Business Performance

by Pierre Fersztand, Global Head of Cash Management, BNP Paribas

Improving business performance is of critical concern during tough economic times, and cash management and the treasury function have a crucial role to play. This article, based on a roundtable from the 2011 BNP Paribas Cash Management University which took place in Paris in December, examines how best to use treasury to aid the smooth running of the business.

The fifth annual BNP Paribas Cash Management University, which attracted more than 160 corporate delegates from around the world, outlined the pivotal role of the treasury team and illustrated how cash management projects have transformed businesses globally. The treasury department has never been more important to its company and liquidity and intraday reporting positions -which are now closely monitored -have become critical to business performance. On the banking side, tight cash management has become fundamental and the more a bank can offer, the more attractive it will be to its customers.

The penultimate session of the conference presented an excellent roundtable debate, posing important questions about how best to use cash and treasury to improve business performance. The session was moderated by Helen Sanders, Editor, TMI, and included corporate treasurers from various sectors across Europe.

Treasury expectations

It is clear that today’s treasury function is far more integral to the running of a corporate than it ever was prior to the financial crisis, and treasury teams increasingly shoulder responsibility for a corporate’s financial needs, risk and cost structures. To kick-start the session, the panel members were asked how expectations of the treasury function had evolved and what was expected from treasury on a day-to-day basis.

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