• Dog walker walking 9 dogs

    On a short leash: controlling local and regional treasuries

    For years, ‘centralisation’ has been the watchword. Many have voiced the benefits of managing global treasury operations from a single centre, with all possible functions brought into one location – but that is not always possible in the real world. This article looks at the roles of regional treasurers, and the benefits their geographical diversity brings.

  • Bank relationships in China: keeping the right balance

    As Chinese economic growth continues apace, corporates need to make sure they have the right support from their banks. But it can be difficult to maintain the right balance of local and global banks – particularly if their geographical footprints do not meet treasurers’ needs.

  • Businessman wearing a suit and red boxing gloves

    Mid-market treasuries: punching above their weight

    Nimble and increasingly keen to adopt the sophisticated cash management practices of their larger cousins, mid-market treasuries face specific challenges, from overcoming resource limitations to competing with better-rated companies for credit.

  • Portrait of a treasurer in 2011

    What skills do treasurers need to succeed in 2011? In this article, we discuss the evolving role of the corporate treasurer and the skills treasurers have had to develop in order to stay ahead of the curve in challenging times.

  • Photo of a silhouette person rock climbing whilst the sun is setting

    Treasury tomorrow: challenges in 2011

    Against a backdrop of global uncertainty, where should treasury focus in the next 12 months? Are economic woes eclipsing forward projects or is it business as usual for treasurers? In this special extended article we look to the coming year and ask experts across the industry to share their thoughts on the key challenges and opportunities for treasurers in 2011.

  • Three years on from the crisis: where next for treasury?

    Although the financial crisis has ended, at least officially, it started about three years ago and has worked a series of permanent changes in the role of treasurers within their companies. That role is continuing to evolve. But are treasurers and their functions any more important to the business than they were three years ago? Some treasurers and industry experts share their views

  • Next generation payment factories

    Effective cash management is a top priority for treasurers today. Payments (and collections) are an obvious area that can be addressed in pursuit of efficiency gains. The new generation of payment factories uses sophisticated technology to give corporates greater visibility over cash flows and enhanced efficiency through process automation and centralisation.

  • Revisiting risk

    When times are tough, treasurers need to ensure that they have all bases covered, particularly where risk is concerned. In this article we provide an overview of the main types of risk that a treasurer is likely to encounter in day-to-day operations. We look at traditional business risks such as financial and operational risk, together with more contemporary and perhaps less obvious threats such as business model redundancy.

  • Centralisation – should companies revisit the treasury model?

    Have approaches to organising treasury changed at all in the past few years? Once, centralisation was a key mantra of treasury. But advances in technology, coupled with new counterparty and other more invisible risks that companies face today, mean that a completely central model may not be necessary or even beneficial. If you are considering reorganising your treasury or setting up new structures, here are some key points to consider.

  • Raising finance – an overview

    Given the economic turmoil and the recent lending and capital requirement restrictions imposed on banks in China, many Chinese companies may be looking for alternative ways to raise finance. In this article we provide an overview of the available options from more traditional bank loans to rarer tactics such as reverse mergers.