Automation is nothing new in the world of treasury management, and treasury management systems have been working to help improve the efficiency and accuracy of treasury groups for some time. However, advances in the field of AI have led to a significant change in this landscape, and the potential now exists to significantly enhance the role of technology in managing treasury functions. However, how can you cut through the rhetoric and assess where AI can help your group – and indeed, whether this is right for you?

Cash forecasting, fraud detection and working capital optimization – assessing the use cases for AI in treasury management

Aligning your data management strategies with those needed for successful transformation to AI use

What hurdles exist in the deployment of AI technology within the treasury management function, and how can you overcome these?

The world of cryptocurrencies has long been regarded as too risky for many group treasurers to consider involvement. A perceived lack of regulation and uncertainties around the market have led most treasury groups to ignore this field as a useful option for them to explore.

However, as regulations tighten and technology advances, there are now use cases emerging where crypto could be an ideal tool to improve the speed and efficiency of certain treasury activities. Regulatory developments such as the Travel Rule have been introduced into the crypto space which could potentially make this a more reliable sector to invest in. This session will explore the opportunities – and risks – associated with delving into this world:

• What are the potential efficiencies and cost savings from using crypto?
• Overcoming implementation challenges around accessing this market
• Understanding the changing legislatory landscape around crypto; can a more regulated sector allay fears over the “wild west” of crypto investments?
• What should treasurers consider when assessing which exchange to partner with? What are the red flags they should look out for?

Bruce Denyer

Treasury Director, Group Treasury
DENTSU INTERNATIONAL

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As the current global instabilities show no sign of abating, the challenges of managing the treasury function for a firm with a higher level of leverage, and their sensitivity to market adjustments, increase accordingly. When adding large client numbers and complex supply chains to the equation, some firms have a unique set of challenges to overcome in 2024 – with factoring facilities one potential method they can employ to maintain stability in such an environment

Synthomer are a global chemicals business, operating across over 40 countries in a sector sensitive to macroeconomic and geopolitical shifts. Over the past 2 years, they have looked to overcome these challenges through the creation of factoring facilities, in order to improve cash-flow and enhance financial planning and maintain a greater degree of control of their cash management.

In this case-study style session, Patrick Minjauw, Grroup Head of Treasury at Synthomer, will lift the lid on the journey they have been on to implement their factoring facilities, giving insight into the benefits – and challenges – of such an approach

Patrick Minjauw

Group Head of Treasury
Synthomer

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In the future, companies with an established ESG policy throughout their business can expect to realize a host of benefits – from increased customer trust, enhanced employee satisfaction, and the ability to raise money at lower rates than their competitors. On average, companies with higher ESG scores already have better performance than those with lower scores, and they show great risk management and resilience in times of crisis.

Whilst ESG is a company-wide issue, treasurers have a growing role here – both in ensuring the business adheres to ESG regulations and in embracing the financial benefits ESG can offer their business. This discussion will focus on exploring the existing role group treasurers have in driving ESG strategies in their business and what the future could potentially hold here:

• How does an ESG-focued approach help treasurers define which banks or companies to partner with? What data should be analyzed when making these decisions, how do you access this, and what benefits can this approach bring?
• How can funds be raised via sustainable investment initiatives (green bonds etc), whilst steering clear of greenwashing?
• What role does treasury have in creating ESG reporting strategies within the business?

Tariq Kazi

Director of Financial Strategy
Southern Housing

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Anne Marie Kean

Group Treasurer
ESB Group

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Technology-driven modernization has many benefits for a treasury group: TMS systems can create efficiencies and reduces manual tasks; APIs can be used to help transaction speed account visibility and risk management; and the improved cash management which is often an outcome from technology use can help maximise the value of their cash reserves. 

However, technology always requires investment, which can be tough for treasury groups to secure when the benefits of such investment – especially in a challenging global business environment - can often be seen as intangible. 

• What are the tangible benefits of technology investment, and can you position this as an investment as opposed to a cost?
• Managing the vendor relationship and the importance of creating a unique / bespoke offering suitable for your organisation
• How linked are securing investment in technology and treasury leadership being perceived as a trusted business partner – and how can you create this relationship?
• Where does cooperation with other groups become a necessity when looking for investment into treasury-based technology, and how can you manage these relationships?

Baris Gakalp

Director of Treasury
Sisecam

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Nicolas Panayi

Group Treasurer
OSM Thome

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Adhering to KYC requirements from banking (and other) partners is a critical task for treasury managers to undertake – albeit one which is often time-consuming, and as a result considered something of a box-ticking exercise. With different systems being used by different banking partners, and even an inability to share KYC data within different parts of the same bank, this can be a major drain.

Managing this process and improving efficiencies will potentially free up time for treasury to focus on other critical tasks, whilst the opportunities to automate can also potentially ensure speed up the KYC process itself and help cash management accuracy. This discussion will focus on:

• How can automation within the treasury function improve KYC efficiencies, and what impact could this have?
• How can treasury groups manage their banking relationships to ensure banks are working as efficiently as possible?
• Overview of how recent and forthcoming regulatory changes will continue to effect KYC processes, and learning how to minimize their impact

Carol Thurnheer

Manager, International Treasury
Haleon

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