• Lessons from crisis – the good, the bad and the ugly

    Following on from last month’s article on worst case scenarios, we dig further down into corporate life post-crisis. We take an unbiased look at where companies got it wrong, why they got it wrong and how things can be improved for the future.

  • Worst case scenario – let’s hope it doesn’t happen to you

    Picture this: it’s ten days since the announcement of a major bank collapse and the financial world is in meltdown. PaperProduction XYZ Ltd is in breach of its covenants and its major lending banks are demanding immediate payback of $300m, or face insolvency. It might sound like a B movie script, but for some companies it is closer to the truth than they would like to admit. The question is, if circumstances suddenly went wrong or were seemingly outside your control, would you know what to do and who to turn to?

  • Career progression

    As treasury departments become increasingly lean, opportunities for career progression might seem limited. With the need for improved financial awareness, however, treasurers are seeing their chances of becoming CFO improve. We examine the qualities a company looks for in a future CFO and explore the attributes needed to make a successful transition.

  • SWIFT for Corporates

    Implementing the SWIFT for Corporates solution is not as difficult as some might think and the opportunities derived from it could considerably outweigh the investment and effort required. We take a look at the SWIFT for Corporates offering in China, the treasury drivers behind SWIFT implementation and the potential benefits the solution offers to corporates.

  • Winning the war for talent

    The treasury recruitment market has gone global and, despite the downturn, the search for talent remains competitive. We look at the challenges facing treasurers in recruiting, developing and retaining high-calibre staff and consider how these issues can be addressed.

  • Soft skills

    Companies are increasingly looking beyond technical abilities when recruiting or promoting employees. While specialist knowledge remains important, soft skills – the ability to motivate, persuade and influence others – have become an essential component of the corporate skill set. We look at some of the most important soft skills and consider how they can be developed.

  • Benchmarking treasury

    In difficult economic conditions, treasurers are increasingly looking at how to improve efficiency and drive down costs through best practice. Benchmarking is a key tool in determining and implementing best practice for treasury. We consider some of the techniques that can be employed in the benchmarking process.

  • Treasury policy

    The treasury policy is a key component of the treasury’s internal controls, providing the framework within which the treasury should operate. However, the treasury policy is, all too often, an outdated and overlooked document with little relation to the way in which the treasury actually operates. In this article, we look at why having an up-to-date treasury policy is important and how to ensure compliance.