• Black crows in misty forest at night

    Geopolitical nightmares

    Mounting political risks have given rise to substantial market volatility in the past year. Meanwhile, multinationals that once might have expanded into a new market without too much ado are now recognising political risk as an issue that deserves their utmost attention. In this article, we ask: what can companies do to improve their management of political risk, and how can the treasury department help?

  • Parting in the sea

    Political risk: the impact on corporates

    Across the world, political risks are front-page news every day. But many corporates are in the dark about how these can affect their business. We look at the political dangers companies need to be aware of before starting operations abroad.

  • Bunch of multicoloured balloons

    When the balloon goes up

    If trouble hits, whether it takes the form of a natural disaster, a comprehensive technology failure, a terrorist attack, pandemic illness or a multitude of other horrors, would you know what to do? Treasury Today looks at how to approach business continuity and disaster planning and how key partners can help treasury when the worst happens.

  • Baby crocodile hatching from egg

    Emerging market risk

    Despite the fact that emerging markets now make up more than half of global GDP, many investors are still in the dark about the risks and opportunities they present. We spoke to a range of experts to find out what emerging markets are, the special challenges they pose, and their outlook for the future.

  • Father and son on beach at sunset

    FX relationships: the human element

    There are no financial risks facing corporates greater than those of foreign exchange risks. Keeping risks associated with their FX exposures in check used to be a very time-consuming activity for the corporate treasurer. That was before the advent of the portal, however. Now, rather than picking up a phone to call its banking partners, treasurers can supposedly find the best price at the click of a button. But is that really the case? We asked corporates and their banks.

  • Speedometer and speeding cars on the highway

    Counterparty risk: know your limits

    In simple terms, counterparty risk is defined as the possibility that someone you do business with will be unable to meet their obligations to you. The higher the odds of a default are, the higher the level of counterparty risk. This is all well and good on paper, but as any treasurer knows, counterparty risk is far more nuanced in reality. It’s a multi-faceted threat that is constantly changing and evolving. In this article, we re-emphasise the need for treasurers to keep on top of counterparty risks, examining both existing and emerging threats.

  • Firefighters attacking a fire

    Make it a non-event

    Currency risk exists in one form or another for most overseas traders. Hedging may reduce or remove that risk. When and how should treasurers approach it?

  • Fear fright shadow on the wall

    Visions of risk

    Managing threats to liquidity and financial risk in a volatile economy are all part of the treasurer’s remit. Understanding risk has never been more important to avoid losses. Treasury Today looks at two contrasting but effective modes of risk management.

  • Red and White rope wrapped around winch of sailboat

    Running a tight ship

    From fraud to human error and natural disasters, operational risks can hit corporates in a number of ways – and can prove very costly. As awareness of these risks increases, and the technology and solutions available to help mitigate them become more sophisticated, treasurers are increasingly well-equipped to tackle this crucial area of risk management.

  • Snowboarder jumping high

    Hot commodities

    Commodity price volatility is a major risk to corporates in a variety of industries – and not just the obvious ones. While difficult to predict, it can be managed in a number of ways, ranging from simply raising awareness of the risks to hedging with derivative instruments. But why should corporates be thinking about commodity risk now more than ever before?