The shifting focus of global commerce and a changing and variable regulatory environment are driving businesses to look much closer at their liquidity and risk management processes. While many multinational organisations are currently flush with cash, they are concerned with optimising future sources of liquidity. This is forcing companies to focus on improving their approaches to be able to make use of internal funds, while optimising and controlling the deployment of excess cash. Given these dynamics, the distributed regional and currency specific liquidity structures are no longer in favour.
Be the first to comment | May 2013
Sustainable and ethical investment instruments are not experiencing high demand from corporate treasurers, mainly due to a perceived trade-off between sustainability considerations and aspects that treasurers care most about: capital preservation, liquidity and yield.
The financial crisis means businesses should take a more holistic view of their balance sheets – and must do so in a timely manner. What does this mean and how is it best achieved?
Be the first to comment | February 2013
Reputation is a highly valuable – and vulnerable – corporate asset. Building up a global name can take years and even decades, but it is surprising how little time it takes to dismantle a high-profile brand.
Be the first to comment | January 2013
While aware of the forthcoming banking regulations, treasurers haven’t always been able to place the measures very high on their priority list. But like it or not, the banks aren’t the only ones that need to prepare – this article attempts to outline the very real consequences for corporates.
Be the first to comment | September 2012
After years of having a debt laden operation in China, Henkel has been generating strong cash flows in the country since 2009 and has found itself with surplus cash to invest.
Be the first to comment | January 2012
Until the summer of 1997 some of the Asian ‘Tiger’ economies were seen as role models for spectacular economic growth and progress, but when Thailand’s currency market came under pressure and the baht had to be floated in July of that year, the tide quickly turned. A wave of instability spread across the region, stock markets crashed, trade stalled and governments were forced to take drastic action.
Be the first to comment | October 2011
Virus pandemics, volcanic ash clouds, oil spills, the Arab Spring, sovereign debt crises, tsunamis and damaged nuclear power plants – all past and present causes of instability and turmoil. All generating risks that treasurers must …
Be the first to comment | July 2011
A lack of coherent implementation internationally and the over-enthusiasm of zealous regulators could mean the Basel III rules do more harm than good – driving up corporate costs and removing…
Be the first to comment | June 2011
It is an old argument but one that has not been satisfactorily resolved. Are money funds with a variable net asset value actually safer and more transparent…
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