What is the future for the corporate treasury? Is it heading towards becoming “one terminal and a clerk” or can it look forward to taking on a more strategic role and a seat at the top table? To find out, we surveyed 82 large corporate treasuries and interviewed more than 60 CFOs and treasurers. Our Treasury 2017 report paints a clear picture of where the treasury stands today and where it expects to be in two to three years. Read more and download report: insights.nordea.com/go/treasury-2017

1. Nordea Treasury 2017 survey
What is the future of
the corporate treasury?

2. With companies focusing on leaner
operations, is the treasury set to
become “one clerk and a terminal”?

3. 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.

4. We found that the treasury’s role has
actually become more diverse...

5. 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

6. 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 2017.Past
Present
Future

7. But its transactional role is still as important as ever.
62%62%
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

8. A vital business resource providing
strategic advice on funding and risk,
while handling transactions efficiently.
By 2017, the treasury will be:

9. 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 Norman
Head of Treasury and
Risk Management
BillerudKornäs
“
”
And, at many companies, it already is.

10. How is the treasury changing to meet
these growing expectations?

11. To deliver greater efficiencies and oversight, large
corporates are looking to centralise their treasuries.
Centralising the group’s cash and
liquidity is the treasury’s top priority
over the next three years.
65% of treasuries are
using cash and liquidity
centralisation as a KPI.
65%
Centralisation
as a KPI

12. Treasuries are also realising efficiencies by
automating routine processes.
76% of respondents said the use
of electronic platforms is driving
increased transaction intensity.
76%
Technology
stimulates
activity

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

14. 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.

15. How can you get there?

16. Be prepared for centralisation.
It can mean a significant shake-up
to staffing and working practices
– and bank relationships.
Talk to people who have already
been through the process.

17. We are encouraging corporates to
hedge against the real risks they face
rather than routinely “parrying noise”
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.
68%
Increase
hedging of
interest rates

18. 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.

19. To find out more about the treasury’s
key objectives today and over the
next two years, download the
Nordea Treasury 2017 report.
insights.nordea.com/go/treasury-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