Treasury Services

risk-management-in-project-management

Various changes are occurring in the world of treasury management. We see mainly three key drivers today that are influencing treasurers’ behaviour and priorities on which we focus our services

First we see that the role and profile of treasury has expanded considerably since the 2008 crisis. Consequently, there is now greater management attention and insight into treasury’s responsibilities, which have extended into areas such as working capital optimisation.
Then, companies recognise that the cost of borrowing is likely to increase as a result of regulatory change, (Basel III) and treasurers have an important role in mitigating the impact of this on the business. Consequently, many are looking at next generation treasury tools to drive efficiencies and reduce reliance on external financing.
Finally, market and EU regulatory Directives are prompting changes in cash and treasury management. For example, with the SEPA migration deadline only a few months away
(1 February 2014), treasurers are now compelled to focus on compliance.
US companies that are not yet prepared will be looking to Interim-Managers/Banks with proven SEPA expertise, to support and help facilitate migration.

But today treasurers are also confronted with the question of whether their information systems can handle all of these new trends, which include:

• The development of remote banking communication (elimination of the ETEBAC protocol, the
growing strength of SWIFTNet, the appearance of EBICS – Electronic Banking Internet
Standard on the scene) building your reporting on MT940 and MT942 formats. You also need
to compose with the countries in which your bank need to apply for domestic formats.
• The set-up of in-house bank and transfer-pricing techniques
• The growing need to collect financial information from group entities and tax constrains and
modeling your global reporting
• The increasing complexity of accounting for derivative instruments
• The implementation of the Payment Services Directive (see Directive 2)
• The risk management and internal control of treasury activities integrating reliable internal
  control solutions directly in the application’s processing flows.

At the same time the software on offer that fulfills these needs is made more complex by rapid changes in technologies and approaches.


In this environment, the key factors for success in choosing a treasury management system (TMS) are:
 We have tested for you different professional systems

• Selecting a tool that is adapted to teams’ operational needs and that brings value to their
operations, therefore the need to build up a creative Request for Proposal (RFQ) document.
• Automating recurrent tasks, in particular reporting, in order to ensure permanence and
relevance of the information
• Drawing up functional specifications and handling the relationship with the project ownership • Monitoring the suppliers’ offer and providing project ownership assistance
• Assistance in deploying the solution within the group (we are hands-on)
• Training users on the new tools 
(Upstream and downstream of treasury dept.)
• Set-up of a test program