Nordea Treasury 2017 survey

What is the future of the corporate treasury

With companies focusing on leaner operations is the treasury set to become ldquoone clerk and a terminalrdquo

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

We surveyed 82 corporate treasuries and spoke with more than 60 CFOs and treasurers to find out where the treasury stands today

and where it will be by 2017

We found that the treasuryrsquos role has actually become more diverse

It is increasingly taking on an internal advisory role

59

31

46

46 of respondents said providing advice is a very important part of their role today

59 of respondents said providing advice would be very important in two to three years

Past

Present

Future

And it is taking a lead on strategic decisions around funding and risk

48

26

35

Just 26 of respondents said participating in decision making was very important two or three years ago

48 of respondents said participating in decision making will be very important by 2017Past

Present

Future

But its transactional role is still as important as ever

6262

60

62 of respondents said execution was very important two to three years ago

62 of respondents said it will still be very important in two to three years

Past

Present

Future

A vital business resource providing strategic advice on funding and risk while handling transactions efficiently

By 2017 the treasury will be

The key to the success of the treasury is making things work in terms of funding and cash management But you can try to make this as efficient as possible And that then gives you the scope to put more resources into qualified strategic support to management That is when you can really start adding value

Per NormanHead of Treasury and

Risk ManagementBillerudKornaumls

ldquo

rdquo

And at many companies it already is

How is the treasury changing to meet these growing expectations

To deliver greater efficiencies and oversight large corporates are looking to centralise their treasuries

Centralising the grouprsquos cash and liquidity is the treasuryrsquos top priority over the next three years

65 of treasuries are using cash and liquidity centralisation as a KPI

65Centralisation

as a KPI

Treasuries are also realising efficiencies by automating routine processes

76 of respondents said the use of electronic platforms is driving increased transaction intensity

76Technology stimulates

activity

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

With companies focusing on leaner operations is the treasury set to become ldquoone clerk and a terminalrdquo

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

We surveyed 82 corporate treasuries and spoke with more than 60 CFOs and treasurers to find out where the treasury stands today

and where it will be by 2017

We found that the treasuryrsquos role has actually become more diverse

It is increasingly taking on an internal advisory role

59

31

46

46 of respondents said providing advice is a very important part of their role today

59 of respondents said providing advice would be very important in two to three years

Past

Present

Future

And it is taking a lead on strategic decisions around funding and risk

48

26

35

Just 26 of respondents said participating in decision making was very important two or three years ago

48 of respondents said participating in decision making will be very important by 2017Past

Present

Future

But its transactional role is still as important as ever

6262

60

62 of respondents said execution was very important two to three years ago

62 of respondents said it will still be very important in two to three years

Past

Present

Future

A vital business resource providing strategic advice on funding and risk while handling transactions efficiently

By 2017 the treasury will be

The key to the success of the treasury is making things work in terms of funding and cash management But you can try to make this as efficient as possible And that then gives you the scope to put more resources into qualified strategic support to management That is when you can really start adding value

Per NormanHead of Treasury and

Risk ManagementBillerudKornaumls

ldquo

rdquo

And at many companies it already is

How is the treasury changing to meet these growing expectations

To deliver greater efficiencies and oversight large corporates are looking to centralise their treasuries

Centralising the grouprsquos cash and liquidity is the treasuryrsquos top priority over the next three years

65 of treasuries are using cash and liquidity centralisation as a KPI

65Centralisation

as a KPI

Treasuries are also realising efficiencies by automating routine processes

76 of respondents said the use of electronic platforms is driving increased transaction intensity

76Technology stimulates

activity

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

We surveyed 82 corporate treasuries and spoke with more than 60 CFOs and treasurers to find out where the treasury stands today

and where it will be by 2017

We found that the treasuryrsquos role has actually become more diverse

It is increasingly taking on an internal advisory role

59

31

46

46 of respondents said providing advice is a very important part of their role today

59 of respondents said providing advice would be very important in two to three years

Past

Present

Future

And it is taking a lead on strategic decisions around funding and risk

48

26

35

Just 26 of respondents said participating in decision making was very important two or three years ago

48 of respondents said participating in decision making will be very important by 2017Past

Present

Future

But its transactional role is still as important as ever

6262

60

62 of respondents said execution was very important two to three years ago

62 of respondents said it will still be very important in two to three years

Past

Present

Future

A vital business resource providing strategic advice on funding and risk while handling transactions efficiently

By 2017 the treasury will be

The key to the success of the treasury is making things work in terms of funding and cash management But you can try to make this as efficient as possible And that then gives you the scope to put more resources into qualified strategic support to management That is when you can really start adding value

Per NormanHead of Treasury and

Risk ManagementBillerudKornaumls

ldquo

rdquo

And at many companies it already is

How is the treasury changing to meet these growing expectations

To deliver greater efficiencies and oversight large corporates are looking to centralise their treasuries

Centralising the grouprsquos cash and liquidity is the treasuryrsquos top priority over the next three years

65 of treasuries are using cash and liquidity centralisation as a KPI

65Centralisation

as a KPI

Treasuries are also realising efficiencies by automating routine processes

76 of respondents said the use of electronic platforms is driving increased transaction intensity

76Technology stimulates

activity

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

We found that the treasuryrsquos role has actually become more diverse

It is increasingly taking on an internal advisory role

59

31

46

46 of respondents said providing advice is a very important part of their role today

59 of respondents said providing advice would be very important in two to three years

Past

Present

Future

And it is taking a lead on strategic decisions around funding and risk

48

26

35

Just 26 of respondents said participating in decision making was very important two or three years ago

48 of respondents said participating in decision making will be very important by 2017Past

Present

Future

But its transactional role is still as important as ever

6262

60

62 of respondents said execution was very important two to three years ago

62 of respondents said it will still be very important in two to three years

Past

Present

Future

A vital business resource providing strategic advice on funding and risk while handling transactions efficiently

By 2017 the treasury will be

The key to the success of the treasury is making things work in terms of funding and cash management But you can try to make this as efficient as possible And that then gives you the scope to put more resources into qualified strategic support to management That is when you can really start adding value

Per NormanHead of Treasury and

Risk ManagementBillerudKornaumls

ldquo

rdquo

And at many companies it already is

How is the treasury changing to meet these growing expectations

To deliver greater efficiencies and oversight large corporates are looking to centralise their treasuries

Centralising the grouprsquos cash and liquidity is the treasuryrsquos top priority over the next three years

65 of treasuries are using cash and liquidity centralisation as a KPI

65Centralisation

as a KPI

Treasuries are also realising efficiencies by automating routine processes

76 of respondents said the use of electronic platforms is driving increased transaction intensity

76Technology stimulates

activity

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

It is increasingly taking on an internal advisory role

59

31

46

46 of respondents said providing advice is a very important part of their role today

59 of respondents said providing advice would be very important in two to three years

Past

Present

Future

And it is taking a lead on strategic decisions around funding and risk

48

26

35

Just 26 of respondents said participating in decision making was very important two or three years ago

48 of respondents said participating in decision making will be very important by 2017Past

Present

Future

But its transactional role is still as important as ever

6262

60

62 of respondents said execution was very important two to three years ago

62 of respondents said it will still be very important in two to three years

Past

Present

Future

A vital business resource providing strategic advice on funding and risk while handling transactions efficiently

By 2017 the treasury will be

The key to the success of the treasury is making things work in terms of funding and cash management But you can try to make this as efficient as possible And that then gives you the scope to put more resources into qualified strategic support to management That is when you can really start adding value

Per NormanHead of Treasury and

Risk ManagementBillerudKornaumls

ldquo

rdquo

And at many companies it already is

How is the treasury changing to meet these growing expectations

To deliver greater efficiencies and oversight large corporates are looking to centralise their treasuries

Centralising the grouprsquos cash and liquidity is the treasuryrsquos top priority over the next three years

65 of treasuries are using cash and liquidity centralisation as a KPI

65Centralisation

as a KPI

Treasuries are also realising efficiencies by automating routine processes

76 of respondents said the use of electronic platforms is driving increased transaction intensity

76Technology stimulates

activity

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

And it is taking a lead on strategic decisions around funding and risk

48

26

35

Just 26 of respondents said participating in decision making was very important two or three years ago

48 of respondents said participating in decision making will be very important by 2017Past

Present

Future

But its transactional role is still as important as ever

6262

60

62 of respondents said execution was very important two to three years ago

62 of respondents said it will still be very important in two to three years

Past

Present

Future

A vital business resource providing strategic advice on funding and risk while handling transactions efficiently

By 2017 the treasury will be

The key to the success of the treasury is making things work in terms of funding and cash management But you can try to make this as efficient as possible And that then gives you the scope to put more resources into qualified strategic support to management That is when you can really start adding value

Per NormanHead of Treasury and

Risk ManagementBillerudKornaumls

ldquo

rdquo

And at many companies it already is

How is the treasury changing to meet these growing expectations

To deliver greater efficiencies and oversight large corporates are looking to centralise their treasuries

Centralising the grouprsquos cash and liquidity is the treasuryrsquos top priority over the next three years

65 of treasuries are using cash and liquidity centralisation as a KPI

65Centralisation

as a KPI

Treasuries are also realising efficiencies by automating routine processes

76 of respondents said the use of electronic platforms is driving increased transaction intensity

76Technology stimulates

activity

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

But its transactional role is still as important as ever

6262

60

62 of respondents said execution was very important two to three years ago

62 of respondents said it will still be very important in two to three years

Past

Present

Future

A vital business resource providing strategic advice on funding and risk while handling transactions efficiently

By 2017 the treasury will be

The key to the success of the treasury is making things work in terms of funding and cash management But you can try to make this as efficient as possible And that then gives you the scope to put more resources into qualified strategic support to management That is when you can really start adding value

Per NormanHead of Treasury and

Risk ManagementBillerudKornaumls

ldquo

rdquo

And at many companies it already is

How is the treasury changing to meet these growing expectations

To deliver greater efficiencies and oversight large corporates are looking to centralise their treasuries

Centralising the grouprsquos cash and liquidity is the treasuryrsquos top priority over the next three years

65 of treasuries are using cash and liquidity centralisation as a KPI

65Centralisation

as a KPI

Treasuries are also realising efficiencies by automating routine processes

76 of respondents said the use of electronic platforms is driving increased transaction intensity

76Technology stimulates

activity

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

A vital business resource providing strategic advice on funding and risk while handling transactions efficiently

By 2017 the treasury will be

The key to the success of the treasury is making things work in terms of funding and cash management But you can try to make this as efficient as possible And that then gives you the scope to put more resources into qualified strategic support to management That is when you can really start adding value

Per NormanHead of Treasury and

Risk ManagementBillerudKornaumls

ldquo

rdquo

And at many companies it already is

How is the treasury changing to meet these growing expectations

To deliver greater efficiencies and oversight large corporates are looking to centralise their treasuries

Centralising the grouprsquos cash and liquidity is the treasuryrsquos top priority over the next three years

65 of treasuries are using cash and liquidity centralisation as a KPI

65Centralisation

as a KPI

Treasuries are also realising efficiencies by automating routine processes

76 of respondents said the use of electronic platforms is driving increased transaction intensity

76Technology stimulates

activity

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

The key to the success of the treasury is making things work in terms of funding and cash management But you can try to make this as efficient as possible And that then gives you the scope to put more resources into qualified strategic support to management That is when you can really start adding value

Per NormanHead of Treasury and

Risk ManagementBillerudKornaumls

ldquo

rdquo

And at many companies it already is

How is the treasury changing to meet these growing expectations

To deliver greater efficiencies and oversight large corporates are looking to centralise their treasuries

Centralising the grouprsquos cash and liquidity is the treasuryrsquos top priority over the next three years

65 of treasuries are using cash and liquidity centralisation as a KPI

65Centralisation

as a KPI

Treasuries are also realising efficiencies by automating routine processes

76 of respondents said the use of electronic platforms is driving increased transaction intensity

76Technology stimulates

activity

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

How is the treasury changing to meet these growing expectations

To deliver greater efficiencies and oversight large corporates are looking to centralise their treasuries

Centralising the grouprsquos cash and liquidity is the treasuryrsquos top priority over the next three years

65 of treasuries are using cash and liquidity centralisation as a KPI

65Centralisation

as a KPI

Treasuries are also realising efficiencies by automating routine processes

76 of respondents said the use of electronic platforms is driving increased transaction intensity

76Technology stimulates

activity

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

To deliver greater efficiencies and oversight large corporates are looking to centralise their treasuries

Centralising the grouprsquos cash and liquidity is the treasuryrsquos top priority over the next three years

65 of treasuries are using cash and liquidity centralisation as a KPI

65Centralisation

as a KPI

Treasuries are also realising efficiencies by automating routine processes

76 of respondents said the use of electronic platforms is driving increased transaction intensity

76Technology stimulates

activity

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

Treasuries are also realising efficiencies by automating routine processes

76 of respondents said the use of electronic platforms is driving increased transaction intensity

76Technology stimulates

activity

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

The largest corporates are looking to rationalise their banking relationships to give them greater oversight of their finances

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

If they can deliver the necessary efficiencies treasuries can enter a virtuous cycle

Lean efficient systems free up time and provide the necessary oversight to add strategic value

Informed strategic decisions help drive greater efficiencies

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

How can you get there

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

Be prepared for centralisation

It can mean a significant shake-up to staffing and working practices ndash and bank relationships

Talk to people who have already been through the process

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

We are encouraging corporates to hedge against the real risks they face rather than routinely ldquoparrying noiserdquo on a quarterly or monthly basis

Think outside the box when it comes to managing risk

68 of respondents expect to be hedging more interest rate risks over the next two to three years Treasuries also expect to hedge more against FX commodities income on liquidity and credit risk

68Increase

hedging of interest rates

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

Be sure that you have the right capabilities and competencies to advise on the big risks

If they are not available in-house look to work in partnership with your core banks to limit exposure

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017

To find out more about the treasuryrsquos key objectives today and over the next two years download theNordea Treasury 2017 reportinsightsnordeacomgotreasury-2017

The future of the corporate treasury

From back-office function to strategic lead

A survey of large corporate treasuries and their objectives until 2017