Treasury Reporting
A transparent and complete reporting is essential,
providing correct and prompt information requires broad and deep expert knowledge.
It is written a lot about reporting and some more attempted. In most organisations reporting is a process which exists in a few basic elements and
was changed in the past often because of permanent updated requirements. These requirements can have internal- and/or external nature. An
example for internal is the desire of the beneficiary to add the one or other information to the existing report(s). Less often it is requested by the
reporting beneficiary to dispense an information. But as higher the beneficiary = recipient of the report is in a companies’ hierarchy, as more
compromized and more meaningful an information has to be monitored.
That’s why in most companies just rudimental standard reports exist. Mostly extracted from ERP systems. Those standard reports need to be
transferred in very extensive manual work and re-prepared, mostly in Microsoft Excel and completed with other sources of information that at the
end of the day the desired result of the principal = beneficiary is reported. The content of such reports should be “as less as possible, but as
much as necessary”. This requires following skills:
1.
Knowing, what the recipient wants. The beneficiary is likely generalist on upper level and has not the special knowledge of the manager
who prepares the report.
2.
Expert knowlege of the reported sector.
3.
Understand the contents of the reports!
4.
Technical knowledge of the sytems, e.g. extract raw-information from ERP- or Treasury Systems, very good Excel skills.
5.
Strength in communication and organsiation, especially, if reports are going to be changed or added - this requests the teamwork of
many other persons, e.g. in the Entities.
Just point 5 is a problem for many reporting specialists. The complexity and the not to be undererstimated project size in which just small changes
occur. Particularly, if mostly other areas are concerned, the reporting is getting in almost all organisations a state where information is transferred
incompletely, unsufficient, intransparent and sometimes even dangerous, because the biggest risk is the one nobody is aware about. The FTE-
expenditures are the one, but the result is another.
In the following an overview, which reports every organisation should manage for running a common and safe treasury business:
At a first glance, this structure might give an impression of overloaded, but in order to ensure a safe business it is unavoidable to have it. This
chart also monitors that Treasury is not just a, it is the central department in a company in which form all sides, from production through
accounting up to controlling all kind of information are gathered together. In small- and mid sized companies those reports are often decentralized,
e.g. in the Accounting or the Controlling. But it makes sense, last but not least due to reasons of efficiency, to centralize it by just one responsible
branch. Thus, to monitor as much as possible dependencies between the various sections and to reduce redundancies.
As already mentioned above, we need to distinguish between
a) daily execution,
b) periodical inspection of adequacy,
c) change, and
d) set-up of new reporting structures.
While a) is performed by permanent employees, for points b), c) and d) external know-how is recommended to be called that not just the
beneficiaries of the reporting are satisfied, more to ensure the safety of the organisation (because of not reported risks).
Excel Reporting
Excel is the key-tool for Treasurer and Controller. Read here, how we introduced Excel reporting structures successful and audit approved.
Finance- and Liquidity Planning
This is the essential information source! Read here our special article about finance- and liquidity plans.
Contact us, we would be glad to show you the possible opportunities!
was changed in the past often because of permanent updated requirements. These requirements can have internal- and/or external nature. An
example for internal is the desire of the beneficiary to add the one or other information to the existing report(s). Less often it is requested by the
reporting beneficiary to dispense an information. But as higher the beneficiary = recipient of the report is in a companies’ hierarchy, as more
compromized and more meaningful an information has to be monitored.
That’s why in most companies just rudimental standard reports exist. Mostly extracted from ERP systems. Those standard reports need to be
transferred in very extensive manual work and re-prepared, mostly in Microsoft Excel and completed with other sources of information that at the
end of the day the desired result of the principal = beneficiary is reported. The content of such reports should be “as less as possible, but as
much as necessary”. This requires following skills:
1.
Knowing, what the recipient wants. The beneficiary is likely generalist on upper level and has not the special knowledge of the manager
who prepares the report.
2.
Expert knowlege of the reported sector.
3.
Understand the contents of the reports!
4.
Technical knowledge of the sytems, e.g. extract raw-information from ERP- or Treasury Systems, very good Excel skills.
5.
Strength in communication and organsiation, especially, if reports are going to be changed or added - this requests the teamwork of
many other persons, e.g. in the Entities.
Just point 5 is a problem for many reporting specialists. The complexity and the not to be undererstimated project size in which just small changes
occur. Particularly, if mostly other areas are concerned, the reporting is getting in almost all organisations a state where information is transferred
incompletely, unsufficient, intransparent and sometimes even dangerous, because the biggest risk is the one nobody is aware about. The FTE-
expenditures are the one, but the result is another.
In the following an overview, which reports every organisation should manage for running a common and safe treasury business:
At a first glance, this structure might give an impression of overloaded, but in order to ensure a safe business it is unavoidable to have it. This
chart also monitors that Treasury is not just a, it is the central department in a company in which form all sides, from production through
accounting up to controlling all kind of information are gathered together. In small- and mid sized companies those reports are often decentralized,
e.g. in the Accounting or the Controlling. But it makes sense, last but not least due to reasons of efficiency, to centralize it by just one responsible
branch. Thus, to monitor as much as possible dependencies between the various sections and to reduce redundancies.
As already mentioned above, we need to distinguish between
a) daily execution,
b) periodical inspection of adequacy,
c) change, and
d) set-up of new reporting structures.
While a) is performed by permanent employees, for points b), c) and d) external know-how is recommended to be called that not just the
beneficiaries of the reporting are satisfied, more to ensure the safety of the organisation (because of not reported risks).
Excel Reporting
Excel is the key-tool for Treasurer and Controller. Read here, how we introduced Excel reporting structures successful and audit approved.
Finance- and Liquidity Planning
This is the essential information source! Read here our special article about finance- and liquidity plans.
Contact us, we would be glad to show you the possible opportunities!
Treasury Reporting
A transparent and complete reporting is essential,
providing correct and prompt information requires broad and
deep expert knowledge.
It is written a lot about reporting and some more attempted. In most
organisations reporting is a process which exists in a few basic
elements and was changed in the past often because of permanent
updated requirements. These requirements can have internal- and/or
external nature. An example for internal is the desire of the
beneficiary to add the one or other information to the existing
report(s). Less often it is requested by the reporting beneficiary to
dispense an information. But as higher the beneficiary = recipient of
the report is in a companies’ hierarchy, as more compromized and
more meaningful an information has to be monitored.
That’s why in most companies just rudimental standard reports exist.
Mostly extracted from ERP systems. Those standard reports need to
be transferred in very extensive manual work and re-prepared,
mostly in Microsoft Excel and completed with other sources of
information that at the end of the day the desired result of the
principal = beneficiary is reported. The content of such reports
should be “as less as possible, but as much as necessary”. This
requires following skills:
1.
Knowing, what the recipient wants. The beneficiary is likely
generalist on upper level and has not the special knowledge of
the manager who prepares the report.
2.
Expert knowlege of the reported sector.
3.
Understand the contents of the reports!
4.
Technical knowledge of the sytems, e.g. extract raw-
information from ERP- or Treasury Systems, very good Excel
skills.
5.
Strength in communication and organsiation, especially,
if reports are going to be changed or added - this requests the
teamwork of many other persons, e.g. in the Entities.
Just point 5 is a problem for many reporting specialists. The
complexity and the not to be undererstimated project size in which
just small changes occur. Particularly, if mostly other areas are
concerned, the reporting is getting in almost all organisations a state
where information is transferred incompletely, unsufficient,
intransparent and sometimes even dangerous, because the biggest
risk is the one nobody is aware about. The FTE-expenditures are the
one, but the result is another.
In the following an overview, which reports every organisation should
manage for running a common and safe treasury business:
(Hint: review this mind-map on a desktop screen, because this site is
optimized for Smartphones and Tablets)
At a first glance, this structure might give an impression of
overloaded, but in order to ensure a safe business it is unavoidable
to have it. This chart also monitors that Treasury is not just a, it is the
central department in a company in which form all sides, from
production through accounting up to controlling all kind of information
are gathered together. In small- and mid sized companies those
reports are often decentralized, e.g. in the Accounting or the
Controlling. But it makes sense, last but not least due to reasons of
efficiency, to centralize it by just one responsible branch. Thus, to
monitor as much as possible dependencies between the various
sections and to reduce redundancies.
As already mentioned above, we need to distinguish between
a) daily execution,
b) periodical inspection of adequacy,
c) change, and
d) set-up of new reporting structures.
While a) is performed by permanent employees, for points b), c) and
d) external know-how is recommended to be called that not just
the beneficiaries of the reporting are satisfied, more to ensure the
safety of the organisation (because of not reported risks).
Excel Reporting
Excel is the key-tool for Treasurer and Controller. Read here, how we
introduced Excel reporting structures successful and audit approved.
Finance- and Liquidity Planning
This is the essential information source! Read here our special
article about finance- and liquidity plans.
Contact us, we would be glad to show you the possible
opportunities!
organisations reporting is a process which exists in a few basic
elements and was changed in the past often because of permanent
updated requirements. These requirements can have internal- and/or
external nature. An example for internal is the desire of the
beneficiary to add the one or other information to the existing
report(s). Less often it is requested by the reporting beneficiary to
dispense an information. But as higher the beneficiary = recipient of
the report is in a companies’ hierarchy, as more compromized and
more meaningful an information has to be monitored.
That’s why in most companies just rudimental standard reports exist.
Mostly extracted from ERP systems. Those standard reports need to
be transferred in very extensive manual work and re-prepared,
mostly in Microsoft Excel and completed with other sources of
information that at the end of the day the desired result of the
principal = beneficiary is reported. The content of such reports
should be “as less as possible, but as much as necessary”. This
requires following skills:
1.
Knowing, what the recipient wants. The beneficiary is likely
generalist on upper level and has not the special knowledge of
the manager who prepares the report.
2.
Expert knowlege of the reported sector.
3.
Understand the contents of the reports!
4.
Technical knowledge of the sytems, e.g. extract raw-
information from ERP- or Treasury Systems, very good Excel
skills.
5.
Strength in communication and organsiation, especially,
if reports are going to be changed or added - this requests the
teamwork of many other persons, e.g. in the Entities.
Just point 5 is a problem for many reporting specialists. The
complexity and the not to be undererstimated project size in which
just small changes occur. Particularly, if mostly other areas are
concerned, the reporting is getting in almost all organisations a state
where information is transferred incompletely, unsufficient,
intransparent and sometimes even dangerous, because the biggest
risk is the one nobody is aware about. The FTE-expenditures are the
one, but the result is another.
In the following an overview, which reports every organisation should
manage for running a common and safe treasury business:
(Hint: review this mind-map on a desktop screen, because this site is
optimized for Smartphones and Tablets)
At a first glance, this structure might give an impression of
overloaded, but in order to ensure a safe business it is unavoidable
to have it. This chart also monitors that Treasury is not just a, it is the
central department in a company in which form all sides, from
production through accounting up to controlling all kind of information
are gathered together. In small- and mid sized companies those
reports are often decentralized, e.g. in the Accounting or the
Controlling. But it makes sense, last but not least due to reasons of
efficiency, to centralize it by just one responsible branch. Thus, to
monitor as much as possible dependencies between the various
sections and to reduce redundancies.
As already mentioned above, we need to distinguish between
a) daily execution,
b) periodical inspection of adequacy,
c) change, and
d) set-up of new reporting structures.
While a) is performed by permanent employees, for points b), c) and
d) external know-how is recommended to be called that not just
the beneficiaries of the reporting are satisfied, more to ensure the
safety of the organisation (because of not reported risks).
Excel Reporting
Excel is the key-tool for Treasurer and Controller. Read here, how we
introduced Excel reporting structures successful and audit approved.
Finance- and Liquidity Planning
This is the essential information source! Read here our special
article about finance- and liquidity plans.
Contact us, we would be glad to show you the possible
opportunities!
