Agile Treasury Thought Leadership Series – Empower and Scale
Systems should empower people to effectively perform clearly defined processes, which means that time spent innovating and making valuable strategic decisions is maximised.
Designing a system can only be best achieved once the process the system is meant to empower is first designed. Ideally, the process will also be developed, implemented and operated for a period in a fast, flexible solution (Excel!) to refine the steps, calculations and clear actionable outputs.
• Expensive, committed technology licenses • Highly fragmented system data and multiple sources of truth • Lack of process planning prior to technology commitment • Extended implementation and training • Lack of technology flexibility as strategic requirements change • Lack of dataflow alignment to processes and policies • Lack of prescriptive or clear calls to action from workflow output
Solutions • RFP management should an advanced system still be deemed valuable • Strategic and holistic construction of low-cost, flexible operating tools in Excel • Implementation and training on new system • Integrated solutions for the identification, measurement, management and monitoring of risks
Download a copy of the case study prepared by Rochford Group on a global pharmaceutical distributor.
This case study has been developed by Rochford Group
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Have you met SONIA? Financial institutions are beginning to plan for the transition away from traditional IBORs, a change described as one of the biggest to ever occur to financial markets.
In December last year, Commonwealth Bank of Australia (“CBA”) did something that no other Australian bank had done before. It issued an Australian-origin transaction with a reference rate that was not an interbank offered rate (“IBOR”). The CBA transaction (GBP125 million of one year notes) referenced a margin of 40 basis points over the Sterling Overnight Index Average (“SONIA”), the interest rate benchmark being primed to take over from the London Inter-bank Offered Rate (“LIBOR”).
This piece has been developed by Barrington Treasury Services.
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Treasury Today’s global Women in Treasury initiative recognises the importance of women in the corporate treasury profession and creates a means for women in treasury to communicate with one another; learn from each other and network in order to help each other. Whilst the treasury profession remains largely male-dominated, there are remarkable women enjoying remarkable careers.
Women need to be much more visible in their roles, both inside and outside of their organisation. While women can hesitate to promote themselves, this initiative aims to help bridge the gap.
Treasury Today run an annual global study of women working in the treasury profession to build up a picture of the profiles and careers of women from junior roles to Group Treasurer/Financial Director/CFO positions. The study is now open and we strongly encourage you to participate and make a difference!
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People should be empowered to innovate and perform critical decision making, which means they are driving long-term strategies that maximise enterprise value.
Any agile treasury process needs to be designed from a holistic stakeholder perspective. This means lateral input across a senior level, but also, critically, horizontal input from key operational staff through to the CFO and the Board. This is especially true for global entities with staff in diverse time zones or who maintain relatively low interaction with head office.
Common Shortfalls – Lack of time – Skills or experience gap – Competing or uncertain strategic agendas – Team size limitations – Excessive key-man risk – Lack of KPI alignment to commercial & risk management objectives
Solutions – Consultation with stakeholders – Ongoing experienced strategic and operational support – Event driven strategic advice and management – Upskilling internal personnel – Align individual’s performance assessment/awards to relevant KPIs
Download a copy of the case study prepared by Rochford Group on how they identified, designed and implemented an interim and long-term solution for a client.
This case study has been developed by Rochford Group
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KYC has become a serious concern for many corporate treasurers over recent years: it is increasingly complex to fulfill all unstructured requests. In all recent surveys conducted by the EACT, KYC is listed as a top priority for corporates and its rising costs are a source of frustration as KYC consumes lots of time, resources and money. Central KYC registers or solutions would create significant savings.
The March Exchange Newsletter is out now! The newsletter covers upcoming CPD events including Essential Treasurer and Fundamentals, and a blog post from our WA Chapter Chair sharing tips for the modern treasurer.
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In 2018, FTA member Kirsty Dent was awarded a scholarship from Women & Leadership Australia to support her ongoing professional development.
Having seen the Finance and Treasury Association LinkedIn post promoting the scholarship, Kirsty was instantly interested in finding out more and didn’t think twice about applying. ‘The program is specifically designed for leadership development for women in finance and it stood out to me as a program that would help my confidence and develop my skills as a leader.’
Kirsty’s ultimate career goal is to become a CFO and a Board Member. In order to do so, she recognised that she needed to work on her leadership skills. In her current role as Treasury Analyst for Brisbane Airport Corporation, Kirsty has huge exposure to majority of the treasury functions however saw a gap she needed to fill.
‘My role is to ensure that all the cash flows of the company are effectively forecasted for and supporting the core treasury functions. In order to achieve my long-term career goal, I recognised that I needed to work on my ability as a leader.’
Kirsty has almost completed the Accelerated Leadership Performance Program, which allows participants to explore their strengths, areas of development and opportunities in order to build and maintain highly effective teams. ‘The modules focus on different areas of leadership development such as feedback, communication, conflict resolution and leading throughout change periods.’
The benefits have already taken effect with many of the newly learnt skills put into practice, opening new opportunities for developing her leadership skills and empowering her to lead within the organisation. ‘I have been able to mentor new employees within the greater corporate finance team, as well as take greater responsibility to oversee team members meeting their goals.’
When asked what advice she would share with women in treasury who want to enhance their career prospects she focussed on two areas:
Broaden your network Kirsty spoke about how the FTA networking events and annual conference have been invaluable to her career path. ‘You never know who you’ll be able to connect with and where that connection will lead you. Broadening your network outside your organisation is extremely valuable.’
Be open to a mentor If you are open to having a mentor, it can be the key driver to your success. ‘Find someone who you believe can provide general advice and guidance on how they achieved their career outcomes. Mentors can provide insights into their successes and missteps and steer you closer to your career goals.’
If you’d like to follow in Kirsty’s footsteps, applications for the next round of Scholarships close 22 March 2019.
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A weaker domestic and global economic outlook weighed on Australian CFO sentiment in the final half of 2018. The US-China trade war and broader sharemarket declines have emerged as major drivers of weaker confidence, and this is limiting risk appetite. This shift means CFOs are now looking to government to provide further economic support through investment activities.
The CFO outlook for the Australian economy has also become more subdued, with expectations of further house price declines. There are still some positives, with expectations of a stable dollar and share market recovery.
Given these challenges, CFOs continue to look to leverage the benefits of digital transformation to improve efficiency. They are also actively changing their talent acquisition processes to access people who can manage this transformation going forward.