As a discipline, treasury has a critical role to play in helping deliver company success. Their critical role in areas such as M&A and cash management is well known, but a treasurer involved in broader business-strategy can also provide significant value by helping drive business expansion plans as well as launching initiatives and helping deliver strategic change throughout the business. A strong Group Treasurer can make a significant business difference far beyond treasury itself, having an input into direction of the business as well as ensuring this is delivered.
However, being afforded this level of responsibility and being able to exert influence is not a given within most companies. Becoming a “strategic treasurer” requires change and direction from the treasurer themselves, as well as an understanding at board-level of the value they can bring. In this wide-ranging keynote interview, Carlos de la Peña, SVP Treasury at BP, will consider the role Treasury should have at board level and the value this can bring. The conversation will consider:
As the political landscape evolves in the U.S. under the new presidency, the ripple effects on treasury operations may be significant, given the critical role of the U.S. market in the global economy. As changing policies emerge from the new administration, the implications for currency fluctuations, trade tariffs and global supply chains are front of mind for businesses worldwide. For treasury leaders, the ability to anticipate and plan against future scenarios will be key to both seizing opportunities and well as maintaining financial stability.
This session will provide:
In times of crisis, supply chains are among the first and hardest-hit areas of business operations, especially when key partners are small or mid-sized enterprises (SMEs) with limited cash buffers. Treasury departments are increasingly expected to act as strategic enablers, not just number crunchers.
This session will explore how cash flow forecasting can evolve into a critical risk management and supply chain support tool.
Supply chains have multiple touch points in organisations. For Treasury, payment terms to suppliers are crucially important as these are a key driver of working capital - But payment terms are usually set by other teams – eg: procurement and / or logistics – and any practical adjustments to supplier terms and processes involve finance.
New approaches to supplier management mean that treasurers now have a unique opportunity to gain control over payment terms to suppliers whilst also coordinating wins for procurement, logistics and finance colleagues. Join this session to understand how to navigate this topic and deliver:
The session will involve a practical and straightforward discussion on the challenges of taking control over payment terms with suppliers, and how this can be done by aligning the organisation behind a win-win for all the parties involved.
As companies’ cash positions take on greater significance in board-level discussions, there is a growing demand for treasury functions to be fully equipped to navigate potential geopolitical risks and their implications. This includes understanding how such risks can affect liquidity, insurance coverage, and supply chain financing, ensuring treasury is prepared to manage these challenges effectively.
With significant consensus that geopolitical and economic volatility is on the rise, treasury groups must be adept at managing risk, as events ranging from political instability, through to trade conflicts and regulatory changes, impact currency markets, interest rates and supply chains. The ability to quickly assess and mitigate these risks is paramount to safeguarding liquidity, protecting against adverse market movements, and ensuring smooth operations across borders. To support strategic growth, event in turbulent times, this panel will discuss:
The volatility of global interest rates over the past year has posed a major issue for treasures, and while there are signs these may be going down, the fluctuations and rises have brought interest rates high up the priority list of treasurers, as the necessity to make decisions quickly on debt structures whilst balancing capital needs is creating workload constraints in teams.
As such, better preparedness for future hikes is a must. This panel is designed to pick the brains of industry thought-leaders on current practices mitigating risks and forward thinking approaches:
With the increasing frequency and sophistication of bad actors within businesses, protecting sensitive financial information and ensuring robust internal controls is becoming more critical for treasurers – Yet implementing strong controls and maintaining efficiency is a difficult balance to strike.
This expert-led presentation, will delve into the latest thinking on establishing a culture of vigilance and the hallmarks of effective fraud prevention frameworks, to provide concrete takeaways for stronger defences, earlier threat detection and the design of resilient processes, considering:
Treasury teams play a pivotal role in ensuring the financial success of major corporate decisions, as is the case in M&A’s where raising capital, debt management, cash flow management, risk, compliance and integration of financial systems necessitates their expertise.
Despite the integral role treasurers have, teams often face challenges in fully influencing and executing their strategic impact during these M&A activities. This session’s goal is to spotlight how treasury teams can maximise their value throughout significant company changes, covering:
With AI’s ability to enhance forecasting, automate processes, and optimise decision-making, treasurers have a unique opportunity to drive efficiency and strategic value. However, to fully capitalise on AI’s speed and capabilities, treasury leaders must actively educate themselves and their teams while building the right skills and infrastructure. This session will explore:
This session will equip treasury professionals with the insights and strategies needed to embrace AI-driven transformation and unlock new opportunities for their organisations.
As treasury leaders increasingly transition into strategic partners within their organisations, a primary focus is enhancing data analytics capabilities. Artificial intelligence stands as a crucial enabler in this transformation, offering the potential to drive unprecedented efficiencies and bolster decision-making processes. Now is the time for organisations to seriously explore AI's capacity to revolutionise operations and provide insights in ways previously unattainable.
AI is unquestionably going to become a widespread reality amongst treasury departments today. The question is, how can leadership today equip themselves and their teams with the insights needed to understand AI’s capabilities and risks, to not be left behind when it comes to capitalising on its benefits.
This session is designed to practically prepare leaders to deliver AI integration in treasury operations, including: