Our treasury offering - EY

1 All eyes on corporate treasuryOur treasury offering SummaryThe evolving treasury function 1 Organization and governance 3 Tax and the treasury function 4 Financial risk management 5 Cash and liquidity management 6 Corporate funding 7 Financial instruments valuation and accounting 8 treasury technology 9 Assurance and control 10 Performance assessments 11 Contacts 131 Ernst & Young treasury managementA challenging contextThe demands on corporate treasury departments are subject to constant change with, for instance, an increasing requirement of shareholders for companies to demonstrate how financial resources and financial risks are managed.

2 These requirements for increased transparency and control have led to a global trend toward centralization of treasury activities. In addition, treasurers need to cope with a growing complexity of financial instruments, ever more volatile financial markets and the introduction of new regulations and accounting practices. For treasury , this means a need to update know-how continuously to ensure reduction of costs, minimize volatility, bring value to the company and ensure short and expansive lines of goals our missionWe will help you to define clearly the responsibilities of the treasury function and to engage further in supporting the business.

3 We have the required know-how and expertise available for all the important topics of treasury (for example, cash and liquidity management, financial risk management, accounting, system utilization). In addition, we will confirm whether the internal control of the treasury function is in accordance with statutory requirements and market than ever, it is important to adopt an integrated holistic approach instead of pursuing temporary solutions for individual we can helpThe growing demands on the treasury function are driven to a large extent by the current market situation.

4 They are associated with a heightened awareness of management for operational and financial risks, focused on the following themes: Improvement of cash-forecasting quality and methodologies for liquidity management and financial planning Management of derivatives, market price and counterparty risks Accounting and valuation of all treasury transactionsIn parallel, there is continual pressure to improve the efficiency of, and control over, the treasury function. Ernst & Young provides a portfolio of services that cover the full scope of a treasury function.

5 We have a knowledgeable team, with the right combination of treasury skills and experience to support your treasury through all types of challenges. To p icsOur primary treasury services cover the following areas: treasury organization and governance treasury performance assessments Financial risk management (interest, FX, credit and commodity risks) Cash and liquidity management, including cash forecasting Corporate funding and capital management treasury technology, including treasury management system (TMS) selection and implementation Valuation and accounting for financial instruments (IFRS and local GAAP)

6 Advising on the tax aspects of the treasury function Audit, quality assurance and complianceYour benefits Integrated service offering Powerful, customized approach Rapid, sustainable knowledge transfer Solid process embedment Holistic perspective Profit from our global treasury network and multinational teamWhat next? Self assessment using our proven analytical methodology Analysis of potential improvements, based on your current situation Individual approaches to address any weaknesses identified Quick check of accounting policies and hedge relationshipsWe are happy to discuss how we can help you drive your treasury function evolving treasury functionImplementationPlanningStrategyQu alityassuranceTreasurymanagementTreasury technologyCorporatefundingCash andliq uiditymanagementFinancial riskmanagementAssuranceand controlValuation andaccountingTax and the treasuryfunction Organizationand governance2

7 Ernst & Young treasury management3 Ernst & Young treasury managementOrganization and governanceChoosing the right organizationWith the increasing importance of treasury , companies must choose a robust and dynamic organizational structure. In particular, a well thought-out strategic, forward-looking approach is essential. This begins with choosing the right operating model. In order to do this, the scope of activities that are covered by the treasury function and the degree of centralization must be determined.

8 Does the treasury function execute only the most necessary activities such as liquidity management? If the treasury function is considered a core organizational process, does it cover the full range of services? This must be taken into account when designing the optimal hierarchical structure of the central and local treasury functions. Reorganization and transformationA reformulation of the organizational structure, processes and financial risk management is needed due to changing circumstances such as.

9 Transactions (mergers, acquisitions, carve-outs, spin-offs) Reorganization projects (enterprise resource planning (ERP))How we can helpUsing a gap analysis of your current treasury structures compared with the requirements according to your strategic objectives, we make recommendations for choosing the right organization and optimizing the treasury function. This leads to, inter alia, improved communication and reporting processes and identifies process duplication and work with you through the whole process.

10 From definition of objectives to implementation of a new or revised organization of the governance structure and underlying state analysis Analyze the current state compared with leading practices and established control requirements Assess the systems and methodologies focusing on the identification of potential improvementsFuture state development Define the target organization given the objectives Identify leading practices that are both fit for purpose and focused on value optimization Define, update or standardize policies, processes and procedures for.