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TSI DefiningTreasuryMetrics

Defining Treasury Success Establishing and Automating Treasury Metrics

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BernardCharo
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94 views

TSI DefiningTreasuryMetrics

Defining Treasury Success Establishing and Automating Treasury Metrics

Uploaded by

BernardCharo
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Defining Treasury Success

Establishing and Automating


Treasury Metrics

ow do we know when treasury is operating effectively?


That is the key question many of our corporate clients are
asking. They are looking for meaningful metrics that can
quickly highlight how various treasury functions are performing.
This need for metrics is most urgent in times of market turmoil and
economic distress, when speed, compliance and efficiency are in
demand. However, its a tremendous challenge to identify which
activities should be measured, and how to quantify that activity in
a meaningful way.
There is a significant opportunity right now for corporations to
leverage treasury technology to automate Key Performance Indicators
(KPIs), as well as compliance and performance metrics. Through our
work consulting with corporations around the world, Treasury
Strategies has identified three steps to take in order to establish
effective KPIs:
1. Set overall objectives for the financial function
and understand how treasury will support those
objectives.
2. Decide on the specific operational, investment
and strategic treasury activities needed to support
financial objectives, and identify the factors that
will determine success versus failure for each.
3. Establish processes and technology needed to
execute and track these activities, as well as
measure and report on progress toward achieving
these objectives.

Objectives
The first step is to understand the overall financial goals of the
corporation and set objectives for treasury to support those goals.
To set objectives, there are several questions to ask:
Is our objective to minimize risk?
Is our objective to have visibility to all of your cash worldwide?
Is our objective to reduce errors within treasury operations?
Is our objective to streamline your banking structure?

What Should be Measured


Treasury should determine the critical activities it will manage to help
achieve the previously set objectives. Now its time to drill down within
each objective to determine parameters for monitoring ongoing
performance. For example, if one objective is to ensure sufficient liquidity,
treasury might designate its corporate finance, investment and cash
management functions as necessary to help meet that objective. Within
each of those activities, treasury would define exactly what to measure
to determine the extent to which treasury is helping to maximize liquidity.
Most of the activities treasury would manage to support organizational
objectives fall into three basic categories:
Operational Activities
Executing and settling financial transactions such as
investments, FX and debt.
Portfolio Analytics
Tracking performance of investments, foreign exchange
derivatives, commodities and debt, as well as compliance
with corporate and regulatory policies.
Strategic Initiatives
Managing risk or leading efforts to enhance shareholder
value in ways beyond traditional treasury.

Most companies focus their metrics on operational activities, thus


analytic and strategic activities are often overlooked. However, it is
crucial to report meaningfully across all three categories. Strategic KPIs
are more difficult to track and report. As our clients undertake these
activities, they are asked for progresssometimes its fairly evident.
The KPIs listed below are directional illustrations. Specific KPIs for
your company would be determined by industry, as well as the size
and scope of treasury.

Operational KPIs
KPI

Examples

Cash
Concentration
Balance

Ending balancethe objective is to get as


close to zero as possible and monitor any
amount remaining in the account.

Cash vs. Forecast

Set a target amount for the maximum


variance between cash and forecast.

Total Number of
Bank Accounts

One metric is 100 bank accounts per billion


of revenue. But for companies with $20
billion or $30 billion in revenue, this metric
may be too high.

Bank Fees

Discus hard dollar fees and soft dollar


earnings from business with the bank to
ensure they all make sense on an ongoing
basis

Investments

Benchmark against a 3-month Treasury Bill


or 3-month Euribor.
Track returns, both yield and interest income,
against meaningful numbers.
Perform risk analysis, i.e., impact of a
significant change in interest rates or the
yield curve on investments.

Analytical KPIs Foreign Exchange


KPI

Examples

Percentage of
Exposure Hedged

Possible % for hedges for forecasted


exposures:




Duration

% of Exposure to Hedge

1-3 months

100% of the forecast

4-6 months

80-90%

6-12 months

70-75%

12-18 months 50%

Companies with longer product cycles could


hedge further out (18-36 months 25%)

Earnings per
Share Impact of
Unhedged Versus
Hedged

Some clients use .01 EPS impact to assess


the success of their FX hedging strategy and
determine whether any action is required.

Trades
Competitively Bid

Two or more competitive bids from banks


on FX deals.

Bank Bidding
Performance

Monitor winning bank for specific currency,


interest rate, and commodity transactions.
Many companies have a list of 10 banks for
competitive bidding. The top three typically
compete for the business. The winning bank
stays at the top while the other two drop to
the bottom of the list.

Hedge
Performance

Do-nothing comparison how did forward


contract hedge perform vs. do-nothing or
option instrument.

Analytical KPIs Counterparty Risk


KPI

Examples

Assessing the
Banks Financial
Health

Credit rating Lehmans A credit rating at


the time of bankruptcy caused companies to
implement other metrics, such as:
Credit default swap (CDS) spread < 150
basis points for 1 year CDS
Tier II Capital
Tangible common equity
Probability of default

Percentage of
Counterparty
Limits Used

Some companies set their mark-to-market


derivative limits based on the credit rating to
measure % used. Examples are listed below.
The appropriate amount is based on volume
of derivative activity.
Rating

Sample Limit

AAA

$20 million

AA

$10 million

$1 million

Some metrics for money market funds


include:
Maximum amount in any single fund
Minimum investment in rated fund
Maximum investment in a fund as a
notional amount
Total Exposure to
a Counterparty

Total counterparty exposure limit is highly


dependent on activity and asset levels.
Several examples include:
AAA - < $1 Billion
AA - < $500 Million
A - < $100 Million

Strategic KPIs
KPI

Examples

Long-Term
Funding

Annual funding amount required based on


forecasts for capital expenditures, merger and
acquisition plan, and any longer-term
objectives. Existing debt capacity and
facilities are also considered.

Mix of Fixed and


Floating Rate Debt

60% fixed vs. 40% floating or 50% fixed vs.


50% floating or 40% fixed vs. 60% floating

Credit Rating

A significant measure for accessing credit and


how the market views the company.

Technology
Treasury technology tools provide the means to track and report on
your treasurys performance. The technology tools you leverage can
range from a full Treasury Management System to a treasury intranet,
bank websites, investment and multi-bank FX portals, and data
companies like Bloomberg and Reuters.
A Treasury Management System (TMS) is the primary technology used
to aggregate data from banks and subsidiaries, as well as track and
report on financial transactions. A TMS often facilitates visibility to
cash as well as the execution of cash forecasts. TMS vendors are
adding functionality to incorporate compliance to policy limits,
broader counterparty reporting and greater portfolio analysis. All of
this functionality is critical to enable measuring and assessing the
metrics outlined above.
Treasury intranets are often used as the central hub for the companys
financial policies and procedures. They are also used to share materials
and communicate with colleagues in multiple locations.

Bank websites are offering far more robust functionality. Beyond


checking balances, now its possible to track intercompany loans and
take advantage of working capital tools.
Treasury Strategies market research reflects the rapid adoption of
trading portals in every region. Some trading portals allow straightthrough processes for confirmation and settlement activities. Many
KPIs can be tracked and reported through these portals, but this
functionality often goes unused.
Money market funds and providers are making great strides by
adding compliance limits that are customized to your companys
investment policies.
Market data companies such as Bloomberg and Reuters provide a
variety of ways to obtain data. Increasingly, treasuries are turning to
these sources for data imports on counterparty risk into a treasury
technology platform in order to evaluate that risk.
Each of these tools provides a valuable function that, when integrated,
enables automated reporting in the form of a dashboard. Its important
to note that while implementing or updating technology may seem
like a daunting task, its a necessary expenditure that no company can
afford to avoid.

Next Steps
How will your organization move forward? There are three steps
to getting started:
1. Understand the financial organizations overall
objectives.
2. Identify the activities treasury manages that are
critical to the success of those organizational goals.
3. Define realistic performance expectations and
parameters for each activity.
Treasury technology is necessary in order to establish the most
effective tracking and reporting on the performance of these metrics.
With a solid framework of processes and technology, treasury can
ensure stable and reliable support.
The global economic and political crises we have experienced over
the past few months and years have truly demonstrated the need for
effective treasury performance and have underscored the urgency for
metrics to quantify that performance. Measureable and meaningful
reports that are supported and automated by an integrated technology
infrastructure are the new norm. Without these resources, treasury
has no means for supporting the organization and no way of telling
whether its actions are advancing or deterring from the organizations
critical objectives.

Chicago | London | New York


[email protected] | www.TreasuryStrategies.com

Copyright 2012 Treasury Strategies, Inc. All rights reserved.

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