Active Liquidity Podcast – How AI Protects Payments During COVID19

| 17-08-2020 | treasuryXL | Kyriba |

Our Partner Kyriba has launched their podcast, in which the Chief Product Officer Thierry Truche shares his view on how AI (Artificial Intelligence) is essential as the third line of defense for finance chiefs, ensuring payments are protected during the COVID 19 pandemic. Even if you are a company that has strong fraud prevention processes in place, remote working conditions require AI to detect abnormal payments activity. Hear why Truche sees AI as a replacement for the collective intelligence that is more present in an office setting in this episode of the Activity Liquidity Podcast!

 

 

About Kyriba

Kyriba empowers CFOs and their teams to transform how they activate liquidity as a dynamic, real-time vehicle for growth and value creation, while also protecting against financial risk. Kyriba’s pioneering Active Liquidity Network connects internal applications for treasury, risk, payments and working capital, with vital external sources such as banks, ERPs, trading platforms, and market data providers. Based on a secure, highly scalable SaaS platform that leverages artificial and business intelligence, Kyriba enables thousands of companies worldwide to maximize growth opportunities, protect against loss from fraud and financial risk, and reduce costs through advanced automation. Kyriba is headquartered in San Diego, with offices in New York, Paris, London, Frankfurt, Tokyo, Dubai, Singapore, Shanghai and other major locations. For more information, visit www.kyriba.com.

 

SOURCE

Webinar recording: The Future of Cash Flow

| 11-08-2020 | Cashforce

Cash forecasting has been essential to treasurers over recent months both with respect to systems/behaviour/data.

In this webinar we discuss the future of cash flow, together with Caroline Stockmann (ACT), Ginny Wu (Walker Shop Footwear), Gerard Tuinenburg (Unilever), James Adams (Chalhoub) and Nicolas Christiaen (Cashforce).

Watch recording:

 

TIS Summer Academy

| 10-08-2020 | TIS |

Our partner is excited to present four topics that have to do with both payments and TIS.

Please join TIS for a short, but interesting learning experience and a chance to win some great prizes.

How does it work?

In order to be entitled to an academy degree, you must choose two subjects from the options below. Each topic consists of a webcast and a content piece. Watch and read each carefully.
At the end, you will receive an email with a link to a quiz which will test your knowledge.

All academy participants with the correct answers are entitled to win one of ten Amazon vouchers worth EUR 250. We look forward to welcoming you to the TIS Summer Academy!

Get started now!

Choose one of the sessions and dive into the world of payments and TIS. Enjoy the TIS Summer Academy.

 

Click here and choose

How to develop the ultimate Cash Flow Forecast

| 29-06-2020 | Cashforce

Cash flow forecasting has been called many things in literature. Ranging from the cornerstone of a finance & treasury department to the lifeblood of any organization; it’s fair to say cash forecasting is vital to get an accurate prediction of an organization’s health. Cash forecasting, at its core, is simply identifying all the various in & outflows over a given period in order to analyze and compare those estimations with your actuals. However, in reality, it’s not that simple and a lot of challenges arise in getting an acceptable end result, especially when complexity increases i.e. multiple systems, entities, currencies, etc. Additionally, it doesn’t stop at regularly getting the right information in a timely and efficient matter. Setting sensible assumptions and providing contingencies that offer flexibility in case of unexpected events are a few quintessential things to consider. Improving your forecasting results is more than relying on hard data, but bears fruit in the synergy of art and science. Don’t know where to start, or how to fill in the blanks on further optimizing your current process? Then follow this checklist.

1. Set your goals & requirements – getting to the why – decide:
  • Why are you creating a cash forecast?
  • Do you want to perform an indirect or a direct cash forecast e.g. focus on short term (direct) or longer-term (indirect), or a combination of both
  • What does successful (output look like? (formats, visuals…)
  • If you would like to combine both, choose how the reconciliation would work?
  • What level of granularity do you need?
  • What KPI’s will you be measuring?
  • Who will be the main users of the reports and analyses? (operational vs strategic or both)
  • Who will be contributing to generate the forecast?
  • How will the different contributors and users consume the outputs?
  • What other stakeholders will use the forecast? (e.g. shareholders)
  • Will you recognize forecasting performance? (e.g. remuneration)
  • What are your main cash flow drivers? (how do you define your business model?)
  • What will be the main process-steps?
  • To what extent your staff will be involved in the process? (vs. technology doing the work)
  • In case of exceptions, can the process be sidestepped? If so, what happens then?
  • What controls will be put in place?
  • Who will be in charge of setting up the process? (internal/external)
  • Who will be the main owner of the process?
  • How often does the data need to be updated?
  • How will data quality be ensured for new inputs?
  • What process will be put in place to clean the current data?
  • How will you flag and treat mis-allocated cash flows?
  • What will you use as a reporting currency?
  • How do you treat currency differences?
  • What data sources are most relevant for the forecast and what data you want to take into account:
    • Systems holding your (actual & future) payables and receivables?
    • What formats are your bank statements in? (MT940, BAI, EBICS, CODA…)?
    • Financial planning data. e.g. FP&A / budget / planning tools?
    • Do you have any Treasury & financing data, e.g. interest & FX payments on ongoing deals, residing in, e.g. a Treasury Management System or spreadsheets?
    • Do you need to take any other data into account, e.g. in data warehouses, other specialized systems for leasing, salaries, projects, etc.?
    • What manual input do you require? To what level?
  • How will you get the above data into the forecast? Is it possible to automate these processes?
  • How many forecast horizons do you want to define?
  • What cutoffs would you put in place to split the horizons?

How would you divide the short-mid- & long-term components of the forecast, see (e.g. different per data source below:)

An example of Cash forecasting horizons & their sources

  • What cash flow categories do you want to use?
  • Is there a template you can use as a basis of cash allocation categories, e.g. your current ERP, etc.?
  • How will you treat the unallocated transactions/cash flows?
  • Setting up accuracy feedback loops, e.g. regularly comparing actuals vs forecast & reviewing for improvement
  • Choosing which algorithms / logic – based on business drivers – can be integrated into your model to improve the forecast
  • Decide which contingencies to build in, e.g. revenue/cost/currency/… assumptions

Evaluate how you will you compare with and integrate industry best practices, e.g. staying up to date with the latest technology/peers/…

While creating an accurate cash forecast is not rocket science, getting an effective reporting process in place certainly requires a well thought out and reproduceable plan. Defining the who, the what, the when and the how is both a quantitative and qualitative exercise in building out a forecast. This checklist shows you how to combine the art and science of cash flow forecasting to get it done.

E-learning Corporate Treasury Management

| 05-05-2020 | treasuryXL |

Pieter de Kiewit, owner of Treasurer Search shares his enthusiasm in an e-learning module about Corporate Treasury. You will learn how you can reduce costs, create opportunities and reduce risks.

Duration of the e-learning module: 35 minutes

Language: Dutch

Target Audience: Financials

Topics that will be discussed:

  • What is Corporate Treasury?
  • How to reduce cost, risks and create opportunities with Treasury
  • Deeper dive into Cash Management, Risk Management and Corporate Finance
  • What is the Bank’s role in Corporate Treasury?
  • The Treasury Challenge

Start e-learning and login:

Go to e-learning module here.
You can follow 1 module without any cost and for only €995,- for a full year you will have unlimited access to all modules provided on FinanceHub.nl.

Enjoy the e-learning of Pieter de Kiewit and of course we are curious what you think about it.

Cheers,

 

 

Kendra Keydeniers

Community & Partner Manager treasuryXL

How are largest European companies managing their financial risks?

17-10-2019 | Stanley Myint | BNP Paribas

The second edition of the “Handbook of Corporate Financial Risk Management” has just been published by Risk books. The handbook is written with all risk management professionals, practitioners, instructors and students in mind, but its core readership are Treasurers at non-financial corporations. It contains 43 real life case studies covering various risk management areas. The book aims to cover both financial risk management and optimal capital structure and its contents.

Motivation for the book

This Handbook is based on real-life client discussions we had in the Risk Management Advisory team at BNP Paribas between 2005 and 2019. We noticed that corporate treasurers and chief financial officers (CFOs) often have similar questions on risk management and capital structure and that these questions are rarely addressed in the existing literature.

This situation can and should lead to a fruitful collaboration between companies and their banks. Companies often come with the best ideas, but do not have the resources to test them. Leading banks, on the other hand, have strong computational resources, a broader sector perspective, an extensive experience in internal risk management, and the ability to develop and deliver the solution. So, if they make an effort to understand a client’s problem in depth, they may be able to add considerable value.

The Handbook is the result of such an effort lasting 14 years and covering more than 700 largest European corporations from all industrial sectors. Its subject is corporate financial risk management, ie, the management of financial risks for non-financial corporations.

While there are many papers on this topic, they are generally written by academics and rarely by practitioners. If we contrast this to the subject of risk management for banks, on which many books have been written from the practitioners’ perspective, we notice a significant gap. Perhaps this is because financial risk is clearly a more central part of business among banks and asset managers than in non-financial corporations. However, that does not mean that financial risk is only important for banks and asset managers. Let us look at one example.

Consider a large European automotive company, with an operating margin of 10%. More than half of its sales are outside Europe, while its production is in EUR. This exposes the company to currency risk. Annual currency volatility is of the order of 15%, therefore, if the foreign revenues fall by 15% due to FX, this can almost wipe out the net profits. Clearly an important question for this company is, “How to manage the currency risk?”

The book blends real corporate situations across capital structure, optimal level of cash, optimal fixed-floating mix and pensions, which are particularly topical now that negative EUR yields create unpresented funding opportunities for corporates, but also tricky challenges on cost of cash and pensions management

One reason why corporate risk management has so far attracted relatively little attention in literature is that, even though the questions asked are often simple (eg, “Should I hedge the translation risk?” or “Does hedging transaction risk reduce the translation risk?”) the answers are rarely simple, and in many cases there is no generally accepted methodology on how to deal with these issues.

So where does the company treasurer go to find answers to these kinds of questions? General corporate finance books are usually very shy when it comes to discussing risk management. Two famous examples of such books devote only 20 – 30 pages to managing financial risk, out of almost 1,000 pages in total. Business schools generally do not devote much time to risk management. We hope that our book goes a long way towards filling this gap.

Website

We invite the reader to utilise the free companion website which accompanies this book, www.corporateriskmanagement.org There, you will find periodic updates on new topics not covered in The Handbook. Much like the book this website should prove a useful resource to corporate treasurers, CFOs and other practitioners as well the academic readers interested in corporate risk management.

About the authors

Stanley Myint is the Head of Risk Management Advisory at BNP Paribas and an Associate Fellow at Saïd Business School, University of Oxford. At BNP Paribas, he advises large multinational corporations on issues related to risk management and capital structure. His expertise is in quantitative and corporate finance, focusing on fixed income derivatives and optimal capital structure. Stanley has 25 years of experience in this field, including 14 years at BNP Paribas and previously at McKinsey & Company, Royal Bank of Scotland and Canadian Imperial Bank of Commerce. He has a PhD in physics from Boston University, a BSc in physics from Belgrade University and speaks French, Spanish, Serbo-Croatian and Italian. At the Saïd Business School, Stanley teaches two courses with Dimitrios Tsomocos and Manos Venardos: “Financial Crises and Risk Management” and “Fixed Income and Derivatives”.

Fabrice Famery is Head of Global Markets corporate sales at BNP Paribas. His group provides corporate clients with hedging solutions across interest rate, foreign exchange, commodity and equity asset classes. Corporate risk management has been the focus of Fabrice’s professional path for the past 30 years. He spent the first seven years of his career in the treasury department of the energy company, ELF, before joining Paribas (now BNP Paribas) in 1996, where he occupied various positions including FX derivative marketer, Head of FX Advisory Group and Head of the Fixed Income Corporate Solutions Group. Fabrice has published articles in Finance Director Europe and Risk Magazine, and has a master’s degree in international affairs from Paris Dauphine University (France).

Content:

Introduction

1 Theory and Practice of Corporate Risk Management *

2 Theory and Practice of Optimal Capital Structure *

PART I: FUNDING AND CAPITAL STRUCTURE

3 Introduction to Funding and Capital Structure

4 How to Obtain a Credit Rating

5 Refinancing Risk and Optimal Debt Maturity*

6 Optimal Cash Position *

7 Optimal Leverage *

PART II: INTEREST RATE AND INFLATION RISKS

8 Introduction to Interest Rate and Inflation Risks

9 How to Develop an Interest Rate Risk Management Policy

10 How to Improve Your Fixed-Floating Mix and Duration

11 Interest Rates: The Most Efficient Hedging Product*

12 Do You Need Inflation-linked Debt

13 Prehedging Interest Rate Risk

14 Pension Fund Asset and Liability Management

PART III: CURRENCY RISK

15 Introduction to Currency Risk

16 How to Develop an FX Risk Management Policy

17 Translation or Transaction: Netting FX Risks *

18 Early Warning Signals

19 How to Hedge High Carry Currencies*

20 Currency Risk on Covenants

21 Optimal Currency Composition of Debt 1:

Protect Book Value

22 Optimal Currency Composition of Debt 2:

Protect Leverage*

23 Cyclicality of Currencies and Use of Options to Manage Credit Utilisation *

24 Managing the Depegging Risk *

25 Currency Risk in Luxury Goods *

PART IV: CREDIT RISK

26 Introduction to Credit Risk

27 Counterparty Risk Methodology

28 Counterparty Risk Protection

29 Optimal Deposit Composition

30 Prehedging Credit Risk

31 xVA Optimisation *

PART V: M&A-RELATED RISKS

32 Introduction to M&A-related Risks

33 Risk Management for M&A

34 Deal-contingent Hedging *

PART VI: COMMODITY RISK

35 Introduction to Commodity Risk

36 Managing Commodity-linked Revenues and Currency Risk

37 Managing Commodity-linked Costs and Currency Risk

38 Commodity Input and Resulting Currency Risk *

39 Offsetting Carbon Emissions*

PART VII: EQUITY RISK

40 Introduction to Equity Risk*

41 Hedging Dilution Risk *

42 Hedging Deferred Compensation*

43 Stake-building*

Bibliography

Index

Note: Chapters marked with * are new to the second edition

Is your company struggling with liquidity forecasting?

| 12-09-2019 | treasuryXL | Cashforce |

Is your company struggling with liquidity forecasting?
Find out how you can transform your forecasts from bad to best.

Too much manual effort and too little time for analysis, a statement (too) many treasurers can relate to. According to PwC and their Global Treasury Benchmark Survey, still 87% of treasurers use technology from the 1980s (i.e. spreadsheets) or have a disparate set of ERP systems, multiple bank websites and email. Consequentially, this leads to a lack of visibility and makes it very arduous to answer critical questions like “Is my company over borrowed, underinvested or overexposed?”.

An inability to answer this question not only constrains treasury’s ability to measure its success but could harm the future viability of the company. With automated and accurate forecasts & simulations within reach, this is a clearly avoidable risk.

During this one hour webinar, Bruce Lynn of the FECG and Nicolas Christiaen from Cashforce discuss how to radically optimize your cash forecasting workflows by:

  • Identifying the operating risks by utilizing existing resources
  • Quantifying the benefits to be gained by examining existing “flows” regarding cash, accounting, work, and information, whether across treasury, the business units or other financial parts of the company.
  • Using a step-by step approach to set up an accurate & automated forecast

About Cashforce

Cashforce is a ‘next-generation’ digital Cash Forecasting & Treasury Platform, focused on analytics, automation and integration. Cashforce connects the Treasury department with other finance / business departments by offering full transparency into its cash flow drivers, accurate & automated cash flow forecasting and working capital analytics. The platform is unique in its category because of the seamless integration with numerous ERPs & banking systems, the ability to drill down to transaction level details, and the intelligent AI-based simulation engine that enables multiple cash flow scenarios, forecasts & impact analysis.

Cashforce is a global company with offices in New York, Antwerp, Amsterdam, Paris & London and provides Cash visibility to multinational corporates across various industries in over 120 countries worldwide.

 

Understand Banking Asset & Liability Management

| 23-8-2019 | treasuryXL | Financial Training Hub

The management of Assets & Liabilities, known as ALM, is key to potential success of banks. The ALM strategy is set by the Board of Directors that has to decide about different financial activities in connection with two risks: interest rate and liquidity risk. This interactive course introduces you to Asset & Liability Management and the world of finance. Several workshops are included. This training is available for English and Dutch groups.

Key Takeaways

This training will learn you:

1. Yield curve impact on Asset & Liability Management
2. Gaps as basis to determine ALM exposure
3. Duration to manage the ALM mismatch
4. The use of interest rate swaps to change equity at risk
5. Basel regulation impact on capital management
6. How the new liquidity ratio’s will affect ALM

Who can do this course

The course is suitable for people that (want to) work in the financial sector. It is not necessary for participants to have specialized finance experience or education. (Duration: 1 or 2 days depending on participants experience)

Program

This training is a mix of presentations, discussions and workshops.
Topic overview:

  • Introduction of assets & liabilities of financial institutions
  • Bank risks in general
  • Specific bank risks
    − Interest rate margin and risk
    − Liquidity risk: why?
  • Reading the yield curve
    − Short and long term interest rates
    − Forward rates
  • Gap analysis to measure ALM exposures
  • (Modified) Duration for interest risk management
    − Money Duration
    − Basis Point Value
    − Equity at risk and supervisor minimum requirements
    − Interest rate swaps and ALM
  • Basel Supervision on risk management
  • Capital requirements in general
  • Liquidity ratio’s workshop: NSFR and LCR

MORE INFO HERE

 

The principles of multilateral netting: what, why and how

| 27-06-2019 | ENIGMA Consulting |

This article is meant as an introduction to the process of multilateral netting for international companies. It describes the fundamental concept of netting, the steps within the netting process and the ultimate benefits of netting. In addition, we elaborate upon the role of technology in netting and prepared a checklist for anyone that considers using netting in their company.

1. What is (multilateral) netting?

Netting is the process of consolidating payables against receivables between parties. Rather than settling each individual invoice leading to a large volumes of transactions, parties can consolidate invoices and agree upon one net payment stream. In the majority of the cases, netting is set up between internal group entities as parties for settling their intercompany invoices, but external (third) parties could participate in a netting process as well.

Most of the netting methodologies are either payables- or receivables-driven. In a payables-driven system, payables are netted against the payables of the other participants and in a receivables-driven system, receivables are used. Note that in the end it is (or should be) a zero sum game: intercompany receivables = intercompany payables.

If there are only two parties involved in the netting process it is called bilateral netting. If there are more than two parties involved that use a central entity to interact for all their intercompany transactions then the process is called multilateral netting. The figures below illustrate the differences between the payment flows before and after implementing a multilateral netting solution using a central entity (netting center).

Intercompany process without multilateral nettingIntercompany process with multilateral netting

Intercompany process without multilateral netting          Intercompany process with multilateral netting

2. How does the multilateral netting process works?

In general, the netting process (netting cycle) involves the steps outlined below:

Step 1: Collect invoice details from local entities
The first step is to have the local subsidiaries send their invoices to the netting center. Usually there is a central database where all the received invoices are collected. See also chapter 4 on technology.

Step 2: Verify / dispute invoices in the netting cycle
When invoices between two parties do not (automatically) match they should be investigated and disputes should be managed.

Step 3: Communicate netting balances to local entities
Once all invoices are reconciled, the netting center will calculate and send a netting statement to each of the local entities containing the balance that they will receive or need to pay.

Step 4: Settlement via cash or intercompany booking
The netting center distributes payments to the local entities that have positive balances. Local entities with negative balances will have to make a payment to the netting center. After the netting cycle is closed, a new round of collecting invoices will start (step 1).

3. Why use multilateral netting?

There are numerous advantages to those corporates that deploy multilateral netting:

  1. Reducing bank and transaction costs as a result of less funding transactions, less FX accounts and trades and savings on FX spreads, volumes and commissions. The pricing of FX deals can improve as the total number of FX transactions is consolidated into larger trades.
  2. Centralizing FX management as the netting center has the complete overview of currency requirements and is better able to hedge FX exposure.
  3. Standardizing the intercompany settlement process, creating both a single transparent approach throughout the company and discipline with regard to intercompany procedures and dispute management. This, in turn, can also minimize operational risks while maximize the operational efficiency.
  4. Improving the posting of intercompany invoices and reconciliation. By automizing this process (see chapter 4 on technology) not only treasury but also the accounting department benefits from netting.

For those international companies treating multilateral netting as part of their treasury roadmap it is possible to further enhance the benefits of netting by linking it with cash management. Integrating the use of a netting center with an in-house bank (IHB) can eliminate the use of physical cash payments by settling the net balances via the IHB.

So, for which companies it is worthwhile to consider multilateral netting? Corporates that have various (decentralized) local entities and various currencies and that have continuous multiple intercompany transactions between the local entities.

4. How can technology help

Technology and systems are key for an efficient and automated netting process. Examples of this are the following:

  1. Data collection
    The netting center relies on external input from its participants in order to reconcile invoices and calculate final settlements. The A/P and A/R invoices should therefore be collected from the ERP system and be sent to the netting center each netting period. Automation of the data collection will help the consistency and reliability of the data input for the netting process
  2. Netting calculation
    For the netting calculation, systems are crucial as the calculation for multiple invoices from multiple parties, in multiple FX can be quite complex.
  3. Dispute management
    Where invoices are sent, disputes can occur. These disputes can originate from administrative issues or be business-oriented. In a complex environment with multiple transactions occurring daily, disputes can often be overlooked. Systems are a helpful tool in providing an internal dispute management system.
  4. Liquidity management and settlement
    Upon the completion of a netting run and all invoices being reconciled, each company will receive a final netting statement, containing their new balance to be paid to or received from the netting centre. When a subsidiary is due to owe money to the netting centre, they will have various settlement possibilities available for use, and systems play an inevitable role to support these settlements. Subsidiaries can settle via bank account wires, take internal loans from the group treasury or book via intercompany accounts. Systems can be used to streamline the settlement process.
  5. Audit trail
    Some systems can provide a fully audit trail on all key variables in the netting process.
  6. Transparency and less manual tasks
    When all stakeholders of the netting process are using one central system where everybody has access to, there is only ‘one source of truth’ that increases transparency and supports consistent involvement of all parties. Systems will also diminish the manual tasks in the process and decrease the vulnerability to errors.

Which system is used for the netting process depends very much on the system landscape of the company. Roughly there are three options:

  1. ERP system
    As the source of the A/R and A/P is the ERP, it makes a lot of sense to use the ERP for the netting process as well. In the following situations the ERP system is not ideal option:
    – when the company has multiple ERP systems
    – when the ERP system lacks netting functionality
    – when treasury has limited access to the ERP for the (internal or physical) settlement of the transactions
  2. Treasury Management System (TMS)
    Many TMS providers can deliver netting functionality that support the full netting cycle. Preferably the netting process is then set up with automatic upload/download interfaces for the input and output data from/to the ERP system(s). It requires that the treasury department takes the lead in the set up and management of the netting process.
  3. Dedicated netting software
    There is variety of other dedicated netting systems available where the netting process can take place. Interfacing with the TMS and the ERP is then even more important. Some companies also use Excel spread sheets for their netting process and that can still be practical solution if there are only limited parties involved, few internal invoices and a small number of currencies.
5. Checklist

To prepare the business case for setting up a netting process that meets the specific requirements of the organization, the checklist of questions below can be used.

Checklist
1. How many currencies are used for internal invoices?
2. What is the number of local entities?
3. What is the total amount of internal invoices per month, what is the monthly value and who are the counterparties of these invoices?
4. What is the background of the internal invoices: trade, interest, royalties, dividend, hedge contracts internal, fees, loan repayments, investments etc.?
5. In what countries are internal invoices send/received?
6. Which exchange control regulations are existing for cross border transfers and what are the fiscal and legal consequences of netting intercompany transactions?
7. How does the system landscape looks like, where is data stored and in which system(s) will the netting process takes place?
8. Where does FX management take place within the organization and how will that be impacted by the set-up of a netting process?
9. To assess the options for settlement of internal invoices:
– How does the current bank (accounts) landscape looks like?
– Is there already an in-house bank (IHB) structure set up?
10. What are the organizational consequences with respect to the treasury department, accounting processes and corporate policies?
11. Are there adequate resources available in the organization at the relevant departments (such as accounting, IT and treasury) to set up the netting process?

Dominic Hoogendijk and Bas Kolenburg are experienced senior treasury consultants working for Enigma Consulting. Enigma Consulting is a trusted advisor in Payments, Risk & Compliance and Treasury with over 20 years of experience. Enigma Consulting serves all Dutch financial institutions, many (international) corporates and charity organizations.

 

 

 

 

 

 

E-learning First steps in treasury (7 courses) @ ACT

E-learning

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