Live Webinar on March 10: A to Z of Secure Corporate Treasury Payments

03-03-2022 | treasuryXL | Aico | LinkedIn |

 

Ensuring manual payments are secure is a common concern for treasury, internal controls teams, and accounts payable process owners. While for some companies, manual payments cases are few and far between, others perform regularly and in large amounts and thus are at high risk of mishandling funds. In this webinar we will present:

  • Some of the most common use cases for manual payments.
  • Fraud risks associated with manual payments.
  • End-to-end software solution to safeguard manual payment process.

What are manual payments?

Manual payments are often required for one-time vendors, where they are not set up in your ERP system, but a payment needs to be made. Whilst these tend to be infrequent in nature, the process still needs to be carefully managed to ensure internal controls are applied, and the risk of errors or even fraud is minimised.

The Aico solution provides a Manual Payments module to fully support this process, and in this Webinar, we will show you:

  • A configurable template to raise the request with defined workflows to be followed.
  • The ability to validate and approve the payment request, and add all relevant supporting evidence.
  • The ability to automatically create the appropriate PAIN file which can be sent to the bank for processing.
  • Automation to create and post the appropriate journal entries to your ERP system following successful payment.

Webinar presenters:

Sarah Bellerby, Solutions Consultant at Aico

As a qualified accountant with a background in Audit, Sarah started her career working in organisations with extremely manual and fragmented processes. For the past 10 years, Sarah has been driven by her passion for identifying and implementing intelligent solutions to streamline financial processes, mitigate risk and increase compliance. For the past 2 years, Sarah has been working specifically in the Record to Report arena, supporting customers in their Finance Transformation projects to implement intelligent financial close automation solutions.

Aico leadership team

Shivam Dosa, Head of Service Delivery at Aico

An ACCA qualified accountant with a passion for RPA and improving productivity in the workplace by utilising technology. Shiv has a broad background, spanning from working in Corporate Finance to Financial Control to Project Implementations, This experience has given him a solid foundation for Financial Close Automation within Aico.

 

About Aico

We help enterprises simplify financial close and record-to-report (R2R) accounting processes. The result is less manual work and faster period-end financial reporting with the assurance of compliance and data accuracy.

Our software platform includes solutions for the key R2R processes – Account Reconciliation, Closing Task Management, Journal Entries, Intercompany Invoicing and Manual Payments.

Unique real-time integration to multiple ERP systems brings increased automation levels and reduces IT system complexity to our customers.

With teams and a network of partners across EMEA, we deliver high-complexity projects for enterprises with a global footprint.

Visit aico.ai for more information about Aico.

Visit Aico resource library for eBooks and webinars on R2R and financial close best practices.

Join us on LinkedIn.

Meet our Expert | 8 questions for Patrick Kunz, the Passionate Treasurer

01-03-2022 | Patrick Kunz | treasuryXL | LinkedIn |

 

We are happy to interview treasuryXL expert, Patrick Kunz.

With Patrick’s impressive career within the World of Treasury, you can really say that he lives and breathes Treasury.

Patrick is performance driven. He is an open minded, outgoing, rational person who is comfortable communicating and convincing on all levels of management.

Patrick is owner of Pecunia Treasury & Finance with several independent treasury and finance consultants and founder of treasuryabonnement.nl. Furthermore he owns an online FX trading and payment platform with a connection to a big FX broker.

Patrick has worked with both international corporates from all fields of business as well as national non-profit organisations.

We recommend to visit Patrick’s LinkedIn profile to see his stunning career and activities. But first….

We asked him 8 questions, let’s go!

INTERVIEW

 


1. How did your treasury journey start?

During my study at Maastricht University I knew I wanted to work in the “world of finance” and more specifically trading or investment banking. In my 3rd year of university I got the opportunity to work as an intern for a Swiss Investment bank in Zurich which was a great first experience into wealth management and client exposure with high net worth clients. It also showed me that the client comes first, even though the client was not always right. This made me wonder if it was more fun on “the other side” at the buy side. It slightly frustrated me that a bank would not always provide the best solution.

 

After graduation I left on a trip around the world backpacking for 1,5 years. Enjoying ultimate freedom and fun before starting a career. When I came back to the Netherlands I applied for treasury roles at multinationals and landed my first job as cash & treasury manager at the German multinational Metro Group (the wholesaler, not the Dutch free newspaper). This was the start of my treasury career which until now I would never leave.

 

2. What do you like about working in Treasury?

It’s the core of a company. In the end its all about the money. Independent on what products you are selling and how you are selling them. Cash in vs Cash out. Without cash a company has a problem. Cash is king and profit is an opinion so in my opinion managing cash is very important and therefore fun. The more complex the more fun. Managing a multinational company with hundreds of bank accounts in different currencies around the global; finding the optimal treasury setup and solutions is great fun. Lastly, treasury teams are smaller compared to accounting or controlling, which make the lines shorter and the team tighter.

 

3. What is your Treasury Expertise and what expertise gives you a boost of energy?

I started in cash management and FX trading which are great basic skills for every treasurer. My first company also had very short treasury lines and I quickly was involved in global treasury solutions, financing solutions and group companies corporate finance. When I moved on to my second role as group treasurer of a regional housing association, I also got exposure to interest rate derivatives and guarantee management. Afterwards when I started my own consultancy and interim management company 8 years ago I got to do the full spectrum of treasury. So without arrogance I can say in treasury I have done it all. The last years I am doing a lot of TMS/Payment hub implementations, which I enjoy doing. After finishing an implementation it is nice to look back and compare the old way of treasury processes and the new and see how it improved after a couple of months. Very rewarding.

 

4. What has been your best experience in your treasury career until today?

Building a treasury from scratch is most rewarding and fun to do. 2 years ago I got the opportunity to build the treasury role at the Dutch born AEX company Takeaway.com. There were treasury processes in place but scattered in different departments. Also some of them were sub-optimal. My role was to bring them together and optimize them. Besides increasing the reporting and importance of treasury to management this also brought significant cash savings on bank and FX costs. A couple of months into the rule, the merger/acquisition of Just Eat was approved and the integration with the existing treasury team in London could start, making the team suddenly 400% bigger. After 5 months my work was far from finished but it was time to hand it over to the existing/new team. Looking back what was done in this short time this was one of my greatest experiences in treasury. And a great company to work for.

 

5. What has been your biggest challenge in treasury?

Nowadays: Opening a company bank account in a short timeframe without difficult KYC questions, especially for companies with difficult or complex structures. I was with a client last year, a scale-up, that moved fast in several countries in Europe. Treasury processes needed to be implemented from scratch in each country while operations was much further ahead but legal and treasury still needed to start. Working with this fixed go live we had to make sure we could receive payments from day 1 onward. In one country we were actually live on day -1 with no room for error. Stressful but successful.

As a consultant I sometimes face tight deadlines or difficult projects that need to be delivered but are dependent on other stakeholders. That is not always easy but this gives me energy to make it happen.

 

6. What’s the most important lesson that you’ve learned as a treasurer?

You can go fast on your own but you go far together. Sounds cliché but it is especially true in treasury as the treasury department is dependent on data from other departments to make it function. You cannot run risk analysis if you have no exposure data. Same for FX. Doing cash flow forecasting? You need data from procurement, AR and FP&A.

Also visibility and transparency is key. Even the other financial departments accounting and controlling sometimes see treasury as this special people that they have no idea what they are exactly doing. Make sure they understand (and vice versa) what each department does and how you can work together and what data can be shared. Also to avoid duplicating work. So leave the ivory tower and go out there and collaborate.

 

7. How have you seen the role of Corporate Treasury evolve over the years?

The speed and amount of information has increased and is increasing. Also the complexity of treasury departments. Luckily also the solutions available to manage them has improved. Next to swift solutions we now see advanced TMS solutions or payment hubs that can be implemented within a couple of months giving you full visibility. A treasurer nowadays needs some tech skills to be able to understand the information to implement the TMS or hub. Because the tool will be only be as good as it is being used; garbage in is garbage out. During the many implementations that I have done I have learned a lot about technical connections (sFTP, h2h, API), information exchange formats, XML file types, swift messages etc. This knowledge now helps me a lot in implementations and supporting the IT department determining the information needs and sources.

 

8. What developments do you expect in corporate treasury in the near and further future?

Instant payments are a big thing in treasury which is cool but will not necessarily bring much added value to the treasury. Instant information processing is more important especially in e-commerce. Clients expects instant service. If they pay online they expect to get the service or goods asap. Treasury can help with this by connecting their PSP’s or bank information to their systems. Not necessarily linking the payment to an invoice which is an accounting reconciliation process. More importantly linking the positive acknowledgment (the customers has paid) to the sales. Customers start demanding this more and more and treasury has to adapt to this instant world. This means more automation.

Clients also demand more payment options, some of them are not available at banks. This means that treasurers will have to move away from the traditional model of banking partners for cash management but to a more hybrid model of cash at bank, cash in transit at PSP’s, virtual credit cards, wallets etc. Maybe even crypto or CBDC deposits/balances. This will all add to the complexity of the cash and risk management.

 

Isn’t treasury the best department to be in? 😊 I already get excited saying this.

 

Get in touch with Patrick
Click here for his Expert Profile

 

Join Patrick and experts from Kyriba and Deloitte at the Panel Discussion: How Can Treasurers Overcome Today’s Security Challenges?

When? March 9
Start: 4.00 pm CET

Register here

Thanks for reading!

 

 

Kendra Keydeniers

Director Community & Partners, treasuryXL

Effective Finance & Treasury in Africa event run by EuroFinance | London

23-02-2022 | Eurofinance | treasuryXL |

 

If your company operates in Africa or is thinking about it, then join us at Effective Finance & Treasury in Africa on March 23rd in London. Now in its 9th year, this intimate event brings together more than 150 senior corporate treasury professionals from leading multinationals – all involved in markets across the continent.

With peer-to-peer learning and knowledge-sharing more important than ever before, join other treasury leaders to debate the key issues, share success stories and gain practical guidance on how to overcome your shared challenges.

From treasury technology to managing liquidity risks, financing strategies, FX, payments and more, the concise 1 day agenda will provide all the information you need to redesign your treasury operations for cost and efficiency, power innovation and support business growth.

Speakers include:

Jan Beukes, Group treasurer, MultiChoice Group Ltd

Omofolake Fawibe, Head of finance, IBS, Danone SA

Ricky Brink, Treasury professional, Siemens SA

Titus Owoeye, Head finance, Fan Milk West Africa

Gain all the tools you need to succeed in Africa in 2022 and beyond.

 

Registration is open – find out more and register now.

 

 

 

The Evolution of Legal Documents, The Next Step

22-02-2022 | Wim Kok | treasuryXL | LinkedIn |

 

A fantastic end-to-end digital journey has begun to create a paperless supply chain ecosystem for the benefit of all parties concerned in the documentary (paper heavy) Supply Chain settlements of today.

EVOLUTION OF LEGAL DOCUMENTS, THE NEXT STEP

For this Enigo AB (www.Enigio.com) started at the basis of the current standard, the paper document. A clean sheet of paper!

A large share of the communication in a trade finance transaction is already digitalised. Banks structure customer communication through portals, negotiate via safe e-mail and sign using e-signatures, not to forget SWIFT which has already enabled the digitalisation of many products and process steps between banks. A major obstacle for achieving a completely digital trade finance world has been the requirements to be able to manage and present documents in their original form. Enigio’s focus has therefore been to create a digital document with the same properties as its paper equivalent. The trace:original document is designed to be able to hold all necessary data to execute a transaction and at the same time not being tied to any specific transaction infrastructure. More importantly it can also be managed by anyone with access to a computer and the internet.

 

How does the solution work? Watch below video:

 

Following the accelerating momentum (after and pushed by the Covid pandemic), we see changing environment in the banking landscape, which is becoming rapidly more adoptive for transformation, especially digitalisation of the paper heavy trade documentation evidencing import- and export transactions. Both infrastructures, paper and digital documents must co-exist. There will be countries being early digital adopters and others lagging. An infrastructure agnostic digital trade finance document of any type can serve all the aspects of the global digital ambition extremely well. Interoperability can be achieved on different levels and by using different tools. One of the most forceful ways of achieving interoperability is by standardisation of data definitions and data formats. Json Schemas and the trace:original document is a perfect connector to achieve digital interoperability not only between blockchain based trade finance platforms but for all trade finance platforms.

The banks’ lack of investment decisions for end-to-end digitised trade processes impacting their customers have created a large cost effect on corporations.

  • Banks additionally impose costs on their corporate customers as they lack strategic vision on operative and compliance issues. Still manual or dual processes that are partly broken and very costly for all parties
  • Banks also impose costs internally for front, middle and back-office and create compliance risks with manual or partly manual processes
  • Trade finance digitalisation is a strategic issue for a bank and its corporate customers and is undergoing rapid change
  • Many solutions and offerings to choose from but a lack of basic digital standards internally and when interacting with others
  • Cost and risk/AML issues for all parties
  • Bank’s role is to help to prioritise the trade finance short-term initiatives that will support corporate treasuries long-term objectives
  • Banks should be firm with their opinion about coherent direction and help corporates to reduce the uncertainty that comes with trade finance digitalisation.

 

Conclusion

 

 

Footnote: further detail to be found on the website: www.Enigio.com

  • Several whitepapers
  • Walkthrough gallery of (1min.) YouTube videos explaining product usage very clear
  • Modules for bank guarantees, Standby L/Cs, Prom Notes, Bills of Exchange and eB/Ls

 

Thank for reading and stay tuned!

 

Wim Kok

International Business Consultant
Trade Finance Specialist

 

 

 

 

New bill for crypto-transfers hits crypto platforms (Dutch Item)

17-02-2022 | treasuryXL | Enigma Consulting | LinkedIn |

Als onderdeel van haar integrale aanpak tegen witwassen en terrorismefinanciering kondigde de Europese Commissie in december vorig jaar aan dat zij haar meest recente wetgevingsvoorstel – inzake cryptodienstverlening – ter goedkeuring zou gaan voorleggen aan het Europese parlement. Erik van der Leer van Enigma Consulting beschrijft welke impact deze wetswijziging zal hebben op de bedrijfsvoering van cryptodienstverleners in Europa.

Begin december 2021 kondigde de Europese Commissie aan dat zij haar nieuwste wetgevingsvoorstel met betrekking tot cryptodienstverlening voor zal leggen aan het Europese parlement ter goedkeuring. Dit voorstel, een herziening van de in 2015 geïntroduceerde funds transfer regelgeving, betreft een onderdeel van de integrale aanpak van de Commissie tegen witwassen en terrorismefinanciering en heeft als doel om invulling te geven aan de zogenaamde travel rule recommendation van de Financial Action Task Force.

Alhoewel de Commissie nog geen formele tijdslijnen heeft vastgesteld voor de implementatie van de wetswijziging zal deze naar verwachting tezamen met het eerder aangekondigde Markets in Crypto-Assets (MiCA) voorstel geïmplementeerd worden. Dit betekent dat cryptodienstverleners naar alle waarschijnlijkheid tot 2024 zullen hebben om de benodigde wijzigingen te implementeren.

Nieuwe eisen voor het verrichten en ontvangen van cryptotransfers

Het voornaamste gevolg van de voorgestelde wetswijzing zal zijn dat het reguleringskader tussen betaaldienstverleners en cryptodienstverleners gelijk wordt getrokken ten aanzien van het meesturen van informatie bij het verwerken van transacties. Dit betekent dat voor cryptodienstverleners aanvullende eisen zullen gaan gelden voor het versturen van zowel crypto-transfers als fiat betalingen, voor het ontvangen van deze betalingen, alsmede voor het vasthouden en blokkeren van transacties die niet aan de gestelde eisen voldoen.

Voor het versturen van cryptotransfers, alsook fiat betalingen naar andere cryptodienstverleners, eist de wetswijzing dat cryptodienstverleners de volgende informatie-elementen mee te sturen;

  1. De volledige naam van de cliënt;
  2. Het accountnummer van de cliënt, indien deze cliënt een account aanhoudt bij de dienstverlener;
  3. Het adres, een officieel persoonlijk identificatienummer, het identificatienummer óf de datum en plek van geboorte van de cliënt van de dienstverlener;
  4. De volledige naam van de begunstigde van de transactie; en
  5. Het accountnummer van de begunstigde, indien de begunstigde een account aanhoudt bij de dienstverlener van de begunstigde;

Iedere cryptodienstverlener die een transactie ontvangt van een andere cryptodienstverlener dient daarbij te controleren of de onder element 4 en 5 beschreven informatie aanwezig en compleet is. Betalingen waarbij deze informatie, gedeeltelijk of volledig, ontbreekt kunnen niet geaccepteerd worden door een ontvangende cryptodienstverlener.

Naast deze strenge eisen biedt de wetswijziging ook een mogelijkheid om minder informatie mee te sturen. Om te kwalificeren voor deze lichtere informatieplicht moet, naast een aantal aanvullende kenmerken, de waarde van de uitgaande transfer, of de totaalwaarde van gerelateerde transfers minder zijn dan € 1.000. Indien een transactie kwalificeert onder deze lichtere informatieplicht dienen enkel de eerste twee informatie-elementen aanwezig te zijn bij een uitgaande betaling.

Ongeacht of een instelling gebruik maakt van deze lichtere informatieplicht geldt voor iedere transactie dat de ontvangen en verstuurde informatie vastgelegd moet worden voor minimaal vijf jaar, en indien verzocht, overhandigd dient te worden aan toezichthouders en opsporingsinstanties.

Uitdagingen voor de sector

De praktische implementatie van de eisen uit de wetswijziging vragen een vergaande herziening van de huidige werkwijzen van cryptodienstverleners en zullen een uitdaging vormen voor de gehele sector.

Technische uitdagingen

Een van deze uitdagingen is de gelijktrekking van het wettelijke speelveld tussen betaaldienstverleners en cryptodienstverleners, ongeacht de verschillen in de huidige betaalinfrastructuur. Naast het ontwikkelen van processen en procedures om transactie-informatie te verzamelen en te controleren, zullen cryptodienstverleners een werkwijze en infrastructuur moeten ontwikkelen waarmee deze informatie gedeeld kan worden met andere cryptodienstverleners. De wetswijziging specifieert hierbij dat alhoewel de wijze waarop de informatie verstrekt dient te worden vormvrij is, deze in ieder geval onmiddellijk en veilig gedeeld moet worden met andere cryptodienstverleners. Momenteel is een systeem dat aan deze eisen voldoet nog niet voorhanden. Daar waar betaaldienstverleners gebruik kunnen maken van het SWIFT systeem voor hun betaalstromen, bestaat een soortgelijk systeem niet voor cryptodienstverleners. Het meesturen van de vereiste informatie in de transactie zelf kan hiervoor bieden, maar dit zal vanwege de blocksize en gas fees van veel populaire blockchains praktisch niet uitvoerbaar zijn of resulteren een onacceptabele belasting van het netwerk.

Anonimiteit

Naast de praktische implementatie van de wetwijzing zal deze ook een bedreiging vormen voor de dienstverlening van partijen gericht op privacy en anonimiteit. Alhoewel de wetswijziging peer to peer transacties expliciet uitsluit, valt het aanbieden van custodian wallets en het verwerken van transacties van, en naar, deze wallets door een externe dienstverlener wel binnen de reikwijdte van de wet.  Naar verwachting zal dit stevige implicaties hebben voor cryptodienstverleners gespecialiseerd in het aanbieden van anonieme wallets alsmede het versturen of collecteren van transacties met privacy coins. Deze partijen zullen, om te voldoen aan de wetswijziging, hun cliënten onderhevig moeten stellen aan KYC-processen en hun transactieverkeer van de vereiste gegevens voorzien; een verplichting die haaks staat op de privacy gerichte dienstverlening van deze partijen.

Praktische uitdagingen

De uitvoerbaarheid van de wetswijziging zal een uitdaging vormen voor alle spelers binnen de sector. De aankomende wetswijziging betreft een Europese verordening en zal daarmee gelden voor elke in een lidstaat gevestigde alsmede opererende cryptodienstverlener. Dit betekent dat niet enkel Europese spelers aan de wijziging dienen te voldoen, maar ook niet-Europese dienstverleners actief in de Europese markt. Echter, in tegenstelling tot het gebruikelijke betalingsverkeer, is het voor cryptodienstverleners onmogelijk om aan de hand van een wallet-adres vast stellen wie de uitgevende partij van dit adres is, en of deze is uitgegeven door een in Europa gevestigde of actieve dienstverlener. Alhoewel commerciële partijen hier waarschijnlijk een oplossing voor zullen bieden op termijn, zal de wetswijzing ongetwijfeld tot een aanvullende lastenverzwaring leiden voor cryptodienstverleners en de toegangsdrempel tot toetreding binnen de sector verder verhogen.

 

Bent u geïnteresseerd in de impact van deze wetswijziging op uw bedrijfsvoering of heeft u hulp nodig bij de compliance vereisten van uw (crypto-)bedrijf?

Neem contact met ons op:

[email protected] of kijk op www.enigmaconsulting.nl  

The four expectations of Currency Management Automation

14-02-2022 | treasuryXL | Kantox | LinkedIn |

With FX volatility intensifying and exposing companies to even greater currency risk, treasurers & CFOs are faced with many challenges as they look to step up their FX risk management strategy. The key to this is currency management automation, but what are the critical problems an automated solution needs to solve to become a worthwhile tool in your treasury kit?

Click on the image above for the corresponding episode of CurrencyCast

The four main expectations of currency management automation for CFOs and treasurers are:

  1. The need to improve time management
  2. To remove operational risks
  3. To improve the efficiency of treasury operation
  4. To place themselves in a position to make a strategic contribution in terms of enhancing the value of the firm

Challenge 1: Improving time management

According to the 2021 HSBC Corporate Risk Management survey, 55% of treasurers say FX risk management takes up most of their time; and 44% find that automation frees up time. Throughout the FX workflow, members of the finance team manually execute many tasks. These are repetitive, time-consuming and add little value. The French have a wonderful expression to define those tasks: they call them chronophage — literally, they eat away your time. With more time at their disposal, treasurers could focus on more value-adding activities, such as improving and fine-tuning their forecasts.

Challenge 2: Removing operational risks

Throughout the FX workflow, operational risk is omnipresent. Operational risk is the risk that inadequate or failed internal processes can pose to your business. Take spreadsheet risk. From the moment an FX rate is sourced for pricing purposes to the budgeting process, and all the way to the cash flow moment of the post-trade phase, dozens, hundreds, perhaps thousands of spreadsheets circulate across the enterprise, magnifying the risk of manual data input error.

A recent Citi Corporate Treasury survey showed that 80% of FX risk managers remain reliant on Microsoft Excel. In our conversations with CFOs and treasurers, we noted that often, a handful of people or even sometimes a single individual is in charge of executing most –if not all– the tasks of FX risk management across the entire enterprise. These enterprises can often comprise of subsidiaries, each with its own set of currency pairs. This is the very definition of key person risk.

Taken together, spreadsheet risk and key-person risk are part of operational risks that can cause serious damage to your FX risk management strategy.

Challenge 3: Improving the efficiency of treasury operations

According to this same Citi Corporate Treasury survey, efficiency gains in treasury is the number one expectation of technology. There is a myriad of ways in which the efficiency of treasury operations can be improved in FX risk management.

Consider most Treasury Management Systems (TMS) shortcomings, even those with FX capabilities. Looking at the FX workflow, most TMS are incapable of proactively helping risk managers execute their tasks. Why though?

(a) They lack a robust rate feeder that allows the business to price with the forward rate when forward points are in favour or ‘against’.

(b) They are adequate for balance sheet hedging, but they fail to capture the type of exposure needed in cash flow hedging (e.g. forecasted exposure for individual campaigns/budget periods in static hedging; forecasted exposures for sets of campaigns/budget periods linked together for layered hedging etc. ),

(c) They lack the level of automation –during the cash flow moment of the post-trade phase of a hedging program– needed to efficiently handle the adjustment of hedges to the underlying cash flows.

Challenge 4: The need to make a strategic contribution in terms of enhancing value

HSBC’s survey showed that only 23% of treasurers see themselves as ‘best-in-class’ when it comes to FX hedging. With FX risk firmly under control thanks to a family of automated hedging programs and combinations of hedging programs, CFOs and treasurers would be in a position to:

(a) Diminish the variability of corporate performance
(b) Secure and enhance operating profit margins
(c) Improve the competitive position of the firm
(d) Make more efficient use of invested capital by boosting the sales/capital ratio and by minimising the amount of capital that needs to be set aside for collateral and margin requirements

Improving time management and removing operational risks are the most visible, the most tangible expectations of currency management automation, but they might not be the most important ones. Much more important for your company is to be in a position to improve the efficiency of Treasury operations and to make a strategic contribution towards enhancing the value of the firm.

Digital rules (URDTT) for Trade Finance: Episode 2

10-02-2022 | Wim Kok | treasuryXL | LinkedIn |

Episode 2 of our series of educational videos is now available. Please take a look and let me know what you think. Episode 1 is, of course, still available on our YouTube channel.

 

 

Trade Advisory Network Limited and treasuryXL Trade Finance experts launched their second episode of a series of free, educational videos on URDTT. There will be 6 episodes in total covering all aspects of the development, interpretation, and application of URDTT in the context of a digital trade strategy. In the upcoming months, you can expect one educational video per month.

What can you expect in the second episode?

Episode 2 of this series of videos focuses on URDTT (Uniform Rules for Digital Trade Transactions).  Subsequent episodes will focus on the use of electronic records, payment obligations and, the role of banks/non-bank financial service providers.

Duration: 11.38 min

WATCH NOW FOR FREE

Enjoy, explore and develop!

Interested to know more about this topic and the upcoming educational videos? Contact our Expert Wim Kok.

 

Wim Kok

International Business Consultant
Trade Finance Specialist

 

 

 

 

Corporate Treasury: 3 ways to prevent fraud risk in one-time vendor payments

09-02-2022 | treasuryXL | Aico | LinkedIn |

Manual payments are somewhat of an outlier among corporate treasury payments. These one-time vendor transactions to companies or private individuals whose details are not in your ERP system pose a significant risk of fraud. They are challenging to track and easy to manipulate in an enterprise environment. This makes them a target for auditors, who want to clearly see you have monitored all points in the payment process where data can be altered. Changing the payment details or falsifying invoices are just a couple of mishandling examples, leading to massive fraud cases like these.

There is, however, a transparent and secure way to handle these payments as quickly and efficiently as the typical accounts payable invoice automation process.

Let’s look at three preventative solutions to reduce the fraud risk.

1. Enforce approval workflows: The four-eye principle.

Much of payment fraud originates in transferring small sums to non-existing vendors, rather than large payments. It makes such transactions much harder to identify and match over a long period.

The so-called four-eye principle is one of the cornerstones of a preventative approach to fraud management and internal controls in general. Having no means to enforce payment approval workflows across the group’s companies with little to no visibility into initiated payments is a challenge many enterprises struggle with.

A software solution to enforce systemic payment approvals is essential. And so is the ability to easily customise these workflows and apply them to the whole company group in line with your internal and external compliance guidelines.

You may want to enforce one or two-step payment approvals based on value or frequently recurring IBAN details. A mandatory requirement to add an attachment of supporting evidence is another possibility. These are just some examples of how a modern software solution like Aico can help you minimise fraud risk effectively.

2. Secure PAIN file creation and bank transfers.

A holistic approach is essential for effectively implementing internal controls against payment fraud. Eliminating 90% of a leak in your boat still leaves you at high risk. So, payment approvals alone will make it harder to start a fraudulent payment, but they won’t secure you from trickery further down the process.

Once one or more people have approved the payment, it will be sent to the bank in a PAIN (payment initiation) file format. The data in the approved payment request should be identical to the one in the PAIN file. Eliminating any possibility to create or alter the PAIN file manually is the single most effective protection in this part of the process. So ideally, PAIN file creation and transfer to the bank should be fully automated.

In the case of the Aico Manual Payments software solution, the system will create the PAIN file automatically in the background using the master data of the approved payment request. Once approved, the PAIN file goes automatically to the bank for the payment without any further human interaction.

3. Automate journal postings.

Verifying the execution of the payment and accounting for it in a compliant way is the last, but not least, important part of the safe payment process. Just as we want to ensure the bank receives the approved payment document, it is equally important to match the returning bank statement with the original payment order.

And once again, an automated process is the safest solution. In fact, at this point, we can also securely manage the accounting by automatically creating and posting a journal entry into the ERP system. Automation here saves us time and ensures that subsequent journals are posted to the correct accounts with the right value matching the master data of the initially approved payment request.

Is it possible to take one more step to safeguard this process?

In addition to the smart workflows and powerful automation, the Aico Manual Payments solution will also archive the entire activity log and documents related to the specific payment. This extra mile of effort will significantly simplify the audit process and help to identify any irregularities.

About Aico

We help enterprises simplify financial close and record-to-report (R2R) accounting processes. The result is less manual work and faster period-end financial reporting with the assurance of compliance and data accuracy.

Our software platform includes solutions for the key R2R processes – Account Reconciliation, Closing Task Management, Journal Entries, Intercompany Invoicing and Manual Payments.

Unique real-time integration to multiple ERP systems brings increased automation levels and reduces IT system complexity to our customers.

With teams and a network of partners across EMEA, we deliver high-complexity projects for enterprises with a global footprint.

Visit aico.ai for more information about Aico.

Visit Aico resource library for eBooks and webinars on R2R and financial close best practices.

Join us on LinkedIn.

CurrencyCast | Episode 1 – The 4 Expectations of FX Automation

26-01-2022 | treasuryXL | Kantox | LinkedIn |

It’s finally here! CurrencyCast, our new podcast, is live.  Every week, we’ll provide bite-sized tips and expert insights to help you better manage foreign currencies and optimize your P&L results.

Click on the image above to watch the first episode: The 4 expectations of FX automation

This week, we offer our view on the make-or-break FX challenges treasurers and CFOs will face in 2022. Last year was a highly unpredictable year in terms of currency volatility and this year looks to follow a similar pattern, especially with a sharp shift in interest rates.

But how can you protect your business and profit margins from such instability and uncertainty? Our FX expert and writer, Agustin Mackinlay, outlines his expectations for shifting interest rate differentials across currencies, ongoing profit margin pressure due to rising costs and more during this episode.

He’ll provide insights on how to handle each issue so you can make more informed decisions for your FX risk strategy in 2022.

Head to your preferred channel and catch episode two, where we look at the: 𝐓𝐨𝐩 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 𝐭𝐡𝐚𝐭 𝐰𝐢𝐥𝐥 𝐚𝐟𝐟𝐞𝐜𝐭 𝐲𝐨𝐮𝐫 𝐅𝐗 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐢𝐧 2022. 

Digital Payments Transformation for 2022

24-01-2022 | treasuryXL | Kyriba | LinkedIn |

By Bob Stark, Global Head of Market Strategy

Instant payments, payments fraud, and pandemic-led digital payments transformation projects have changed the B2B payments journey for CFOs and CIOs. IT teams recognize that new connectivity methods, such as APIs, are required to integrate their ERP platforms with banks, neobanks, and non-bank payment channels while finance departments are seeing the value of new options for instant payment delivery, including Venmo, SEPAInst, and The Clearing House’s Real-Time Payment network.

While the way payments are transmitted from ERP and treasury systems to beneficiaries is clearly modernizing, internal audit and governance teams are instructing finance and IT counterparts that their legacy payment processes are introducing operational risk. Combined with real-time payment settlements, older payment workflows are increasing the possibility of irrevocable mistakes, or worse, fraud. Payments transformation is the answer.

As with any payments project, the first question to be answered is: what is the desired business outcome? What measurable value can be quantified? Generally, for payments transformation initiatives there are three value drivers:

  1. Reduced bank and transaction costs
  2. Improved efficiency
  3. Reduced likelihood of mistakes and fraud

Reduced Bank and Transaction Costs

For many organizations, a digital payments transformation means they can reduce the reliance on expensive payment methods. Checks are a perfect example, where the total cost of ownership is reduced by 50% or more because of the immense internal processing and reconciliation times to send and receive checks.

Same Day ACH – fueled by recent increases in transaction limits – and real-time payments are becoming less expensive alternatives to wire payments, driving down the cost to remit faster payments. Further, payment-on-behalf-of (POBO) models allow for payment in local currencies, reducing currency translation costs, while also introducing the opportunity to net multiple payments to like suppliers and consolidate multiple payment systems into a single payment hub.

Most importantly, bank connectivity can be fully outsourced, which extracts immense cost from IT budgets, where ERPs and other internal systems were connected through hard-coded FTP scripts or reliant on expensive internal SWIFT infrastructures. Whether banks support APIs, FTP, regional networks, or SWIFT, payment connectors from ERPs and treasury to bank are pre-developed with tens of thousands of bank payment formats built into the product to eliminate any custom development to current platforms or when migrating ERPs to the cloud.

Certainly, reducing IT’s role in bank connectivity will save hundreds of thousands to millions of dollars, especially when considering the banking industry’s harmonization of bank formats to XML ISO 20022. This initiative, alongside banks’ movement to APIs, would mean years of redevelopment by IT teams to rebuild protocols and formats from ERP to the bank. Payment hubs make this a non-issue, slashing costs while simultaneously eliminating time to market bottlenecks.

Improved Efficiency

Efficiency takes many forms, but the most obvious is the automation of manual processes. Legacy processes require unnecessary time to initiate, approve, review, validate documentation, confirm the authenticity of payment requests, screen for additional compliance requirements (e.g., OFAC screening), and log in to multiple systems to send, confirm, and reconcile payments. For smaller organizations, this can be dozens of hours per week; for larger organizations, the productivity improvements are valued in the $100,000s.

In addition to manual payment initiation and processing, internal collaboration between payments and treasury teams adds complexity that can be better managed. Too many organizations leave excess cash in bank accounts as they lack real-time visibility into payment amounts. This inefficiency is magnified as payments are remitted faster (or even in real-time), meaning cash managers can no longer fund payments the next day. Payables, receivables, and treasury teams must have complete data unification to minimize the amount of cash allocated for working capital. One client, HCSC, reported reducing working capital from $4.0 billion to $25 million by automating internal and external cash visibility.

Fraud Prevention

With 90% of CFOs reporting in 2021 that fraud was the same or worse than it was in 2020, CIOs are collaborating with CFO counterparts to build increased resilience to payments fraud. The initiative goes by different names – payments compliance, payments governance, fraud prevention – the effect is the same. Organizations need to transform their processes to “catch up” to real-time payments. There are four critical tenets that form the base of every payments governance and compliance program:

  • Standardization – The key to eliminating unauthorized payments – even if accidental in nature – is to ensure a standardized set of controls that prevail without exception. Controls could include payment approval scenarios, extra layers of authentication, procedures if approvers are remote and/or unavailable, and specific actions if modifications to the payment are required. The organization’s payment policy should be digitized and enforced by the payment hub software to ensure these controls are consistently applied.
  • Real-Time Payment Screening – Many organizations require payments to be screened against sanctions lists and bank account validation databases prior to sending those instructions to the bank. A simple exercise to verify that the bank account belongs to the intended payee should be part of every payment journey.
  • Digitized Payment Policy – The organization’s payment policy should be digitized for real-time compliance checks. Examples could include payments being made outside of approved countries, the first payment to a new bank account, irregular payment amounts, etc. Every payment should be screened in real-time so that any non-compliant or suspicious payments can be stopped and quarantined in real-time to be reviewed by authorized approvers. As payments continue to diversify across multiple channels (e.g. wires, ACH, checks, real-time) and become more real-time, organizations cannot rely on treasury staff scanning every payment in real-time; nor can they expect their banks to be the last line of defense.
  • Artificial Intelligence – Machine learning is perfectly suited to provide an additional layer of protection by instantly determining if a payment is an anomaly against historical payment patterns. Machine learning algorithms are easily trained using structured payment data from an existing treasury system, ERP, or payment hub to find irregular payments that should be further reviewed. This can be done individually or within payment batches to minimize the impact on the settlement of payment runs.

Additional reading: 15 Minute Guide to Payment Hubs

While fraud prevention is oftentimes the leading requirement driving payments transformation projects, other benefits including outsourced connectivity, enterprise liquidity visibility, process standardization, and multiple cost reductions should not be overlooked as these features will likely pay for the payments project with a lightning-quick ROI. And fortunately, transforming payments can be a large, collaborative project or select capabilities can be implemented incrementally, increasing the value and risk protection within weeks.