Published in The Treasurer
No one wants to make a hash of briefing the company’s directors. Sally Percy asks experienced treasurers how they get it right
A treasurer’s place is in the boardroom. Not all of the time, of course, but some of the time at least.
That is one of the principal findings of The Contemporary Treasurer 2016, the ACT’s latest research into the evolving influence of treasury on corporate financial strategy and business growth.
Nearly 200 treasurers across the UK, continental Europe, Asia-Pacific, the Middle East and North America were interviewed for the study, which found that treasurers globally are contributing far more strategic advice to their organisations than they did five years ago.
It is not just business strategy that treasurers report on, however. Their board reports tend to encompass a broad range of subjects, from capital and liquidity management and risk management through to corporate governance, treasury operations and controls, and pensions management.
So just what does presenting treasury matters to the board entail? And is it really the horrifying prospect that it might seem?