As the country’s ‘Quadruple Player’, Türk Telekom offers a complete range of mobile, fixed voice, broadband, and TV services. With the vision of introducing new technologies and accelerating Turkey’s transformation into a true ‘knowledge society’, it offers services to over 38 million subscribers. Türk Telekom provides the information technologies that drive sustainable economic growth and community development. By investing heavily in fiber and mobile networks, Türk Telecom provides people with access to knowledge that, due to economic, social or physical reasons, may otherwise not be a part of this community. As such, Türk Telekom is truly a leading company in Turkey. Türk Telecom split its ownership after its privatization in 2005 and initial public offering in 2008: 15% free float on the Borsa İstanbul, 55% owned by Oger Telecom, and 30% owned by Turkish Government.

The challenge

Türk Telekom is exposed to material foreign exchange exposures due to its sizeable long-term foreign currency funding portfolio, denominated primarily in EUR and USD. Due to insufficient long-term Turkish lira liquidity in the domestic debt market and the high Turkish lira interest cost, access to foreign currency denominated funding is essential for the company. However, this simultaneously exposes the company to foreign currency risk because adverse foreign currency movements inflate Türk Telekom’s debt position and interest expenses significantly. In turn, this detrimentally effects the company’s overall financial position, credit profile, and ability to raise future liquidity to fund its large CAPEX program. “Türk Telekom had established a number of internal mechanisms to manage foreign currency risk, but a formalized risk management policy was still missing,” says Salih Fatih Güneş, Director of Treasury, Türk Telekom.

This was the starting point to define the scope and objectives of the Financial Risk Management Transformation Project in collaboration with the Enterprise Risk Management department.

The project

Türk Telekom decided to embark on a FRM Transformation Project, with the ambitious goal to create an ‘integrated’ and ‘holistic’ solution across the various risk relevant categories: market risk, credit risk towards financial counterparties, and overall company liquidity risk.

Given the complexity and involvement of multiple stakeholders, Türk Telekom required a multistage approach, each with distinct pre-defined deliverables. Türk Telekom invited a limited number of consulting firms to respond to their request for proposal. Salih Fatih Güneş:” We specifically wanted to work with a consulting boutique specialized in treasury and risk management.” Zanders translated Türk Telekom’s requirements into the following tailored project approach.

Best practices and innovation

Türk Telekom Treasury received an Adam Smith Award as a highly commended winner in the Best Foreign Exchange Solution category. The award recognized the following best practices and innovations:

• A holistic approach towards risk management incorporating different risk categories
• Use of a sophisticated, state-of-the-art risk quantification tool
• The incorporation of a risk decision-support tool in which long-term funding/rating criteria are the main drivers
• Joint effort between Treasury function and the Enterprise Risk Management function
• Adoption of a Monte Carlo simulation model

The solution

Zanders delivered a state-of-the-art risk quantification tool, tailor made to capture Türk Telekom’s ‘risk bearing capacity’ in relation to its financial profile. The tool captures financial position data, relevant market risk variables (FX, interest), and appropriate risk models, and incorporates further customized stress, scenario, and simulation tests, including an at risk methodology that uses Monte Carlo simulation. It provides Türk Telekom with 5-year, forward-looking management information, which Türk Telekom uses to decode signals of adverse events at an early stage through key risk indicators and management consults to proactively steer the company’s credit profile. Türk Telecom based the tool on the overall financial strength and risk bearing capacity of the company as the central metrics to set risk limits and bandwidths linked to the outcome of the calculated financial risks.

In addition, Türk Telekom drafted a new Group Financial Risk Management Policy. This policy incorporates strategic and operational guidelines for Türk Telekom’s Financial Risk Management activities and clearly describes the key FRM principles and objectives, steering both strategic and operational decision-making. The new policy clearly states primary and secondary risk management objectives, with liquidity risk the key risk that other risk categories align to and resulting actions derive from.

Developing a state-of-the-art holistic risk quantification model along with new treasury policies, procedures, strategy, and governance is quite unique. In theory, it may sound straightforward, but in practice it is quite difficult to deal with multiple interlinked financial risks in a holistic manner.

Salih Fatih Güneş, Director of Treasury, Türk Telekom.

Next to the industry recognition and Adam Smith Award, the project also improved internal visibility and recognition of treasury’s added value by senior management and other corporate functions. Salih Fatih Güneş concludes: “We have achieved this project in close cooperation with our consulting partner Zanders. It added value with its outside-in views, knowledge of best practice and especially with its pragmatic approach to delivering a concept into a practical, tailor-made solution.”

“In which fields is it still possible to add value from a treasury point of view?” That was one of the questions LyondellBasell’s director of financial risk management, Frank van Es, asked himself when he reviewed the activities of the treasury department. As a result of his question, LyondellBasell analyzed its commodity and currency risk exposure with a Cash Flow at Risk (CFaR) study, which was conducted by Zanders.

Unprecedented volatility in financial markets has made corporates more aware of the importance of sound risk management. Events such as the so called ‘Brexit’ referendum on the 23 June 2016, after which stocks, commodities and currencies fluctuated by about 10 percent, could be harmful for the daily business operations of corporates.

Potential Cash Flow

While managing credit and market risk is a core competence for financial institutions, corporates are exposed to a myriad of financial risks (including FX, interest rate, and commodity price risk) as a result of their business operations. An important difference between financial institutions and corporates in terms of risk management is that financial institutions consider the risk in terms of portfolio value and balance sheet fluctuations, whereas corporates prefer to measure the risk in potential cash flow and profit downfall. Some corporates accept financial risks and have a reactive approach, while others create a competitive advantage by mitigating risk with strategic corporate risk management. With financial derivatives and risk transfer contracts, corporates can reduce risk and create value from a business perspective.

Commodity and Currency Risk

LyondellBasell is one of the world’s largest plastics, chemical, and refining companies and a member of the S&P 500. It is a traditional manufacturing company with a wide range of production possibilities at its 57 sites globally. For risk management purposes, the business of LyondellBasell can be simplified to the procurement of feedstocks needed in multiple manufacturing processes and the sale of finished products to its clients, i.e. mainly the purchasing of oil derivative products and selling intermediate chemicals and plastics. Coming with the purchase and sales, market price risk is introduced in the form of commodity and currency risk.

LyondellBasell has conducted several risk studies in the past to quantify the risks in their business model. Due to changes in the company and the petrochemical market, such as the change in pricing structure from quarterly to monthly price quotation, as well as changes in assets and products produced, LyondellBasell decided to conduct a limited CFaR study to better reflect its current business models. Besides quantifying the financial risks, the company wanted to explore further applications for strategic decision-making in order to reduce risk by hedging exposures or revising business models.

Worst Case Scenario

CFaR is a widely adopted method to quantify risk and is highly suitable for corporates. The CFaR measures, with a given probability, the unexpected negative movement of the cash flow. While being used to measure the potential cash flow downfall, the CFaR can be interpreted as a ‘worst case scenario’. By forming a risk appetite, a corporate could decide if the measured risk is acceptable or if it exceeds its risk allowance. To reduce risk, hedging strategies can be evaluated using scenario analysis. Hedging involves corporates purchasing financial derivatives to insure against unfavorable price movements.

To test the impact of such a decision, the risk measurements could be calculated in a ‘what if’ scenario under the strategic decision. The comparison between the scenarios with and without the hedge provides insight into the risk profile and costs of the strategic decision. The corporate could then decide if it is worth the costs to reduce the risk.

Key Risk Factors

The project at LyondellBasell started by mapping out a portion of the business to determine how cash flows are formed and how they interact with each other. Zanders translated purchases and sales systems to a measurable cash flow. Such mapping is useful for many corporates as these links are not immediately clear and are hidden within the organization. This is often caused because operations at corporates are divided into several divisions, such as purchase and sales divisions. Therefore, it is easy to lose visibility of the company’s cash flows.

Once this insight is created, the key risk factors which mainly impact the cash flows can be identified. It is important to distinguish the key risk factors since it is not feasible to model the entire company. After deciding which risk factors are incorporated, the CFaR can be measured using a Monte-Carlo simulation method. This method models the commodity prices and exchange rates with an econometric model and simulates future price paths.

By simulating many price paths, say 10,000 times, a large dataset is created where the worst-case scenario is evaluated to determine the risk and correlations between individual risks. The analysis was in line with Van Es’s expectation about LyondellBasell’s risk exposure. He says: “The model confirmed our gut feeling about our risk exposure and validated the correlations between commodity prices and exchange rates.”

Applications for Strategic Decision-Making

Together with LyondellBasell, Zanders took the next step towards strategic decision-making using its own customized risk model. In general, stakeholders are always initially skeptical about the idea of treasury getting actively engaged in the business. However, at LyondellBasell, they learned that although the model is a simplification of reality and should not be followed blindly, it can be used as an indication for business decisions. There is now more support and acceptance at LyondellBasell since the model helps the company to understand their figures and it verifies their ideas about correlation.

The business now has a tool that can help calculate the effect of production decisions on cash flows and risk, and can determine if they have to shift the business to create more cash flow stability. Zanders created applications for strategic decision-making for hedging strategies. For exposures that needed to be hedged, Van Es was interested in determining which percentage needed hedging, and whether exchange rate and commodity price should be hedged in tandem or could be hedged separately.

Correlations between market prices play an important role in making these decisions since they form a natural offset in risks. Zanders evaluated combined hedging strategies of commodity and currency and calculated the optimal hedging ratio in terms of risk reductions and costs.

Step by Step

Supported by the CFaR study, LyondellBasell is shifting its risk management into a higher gear. “There is an integration of ERM in treasury and we are creating a financial risk management department that will focus on modeling risks and developing financial strategies,” says Van Es. “We will implement hedging strategies step by step: better walk before you run. The implementation process will be challenging as we have to cross several barriers. For example, we need to execute currency and commodity trades and maybe have to set up a separate trading structure for this. There are many risks we have to manage, but we are the champions of risk management at treasury! We have shown our additional value with this project.”

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How does a pension company prepare for the risks and uncertainties inherent in financial markets?

“One of the best ways to prepare is by practicing. The financial industry is actually poorly prepared for the unknown, and can even be surprised by something entirely uncertain. The leading economists at the beginning of the 20th century did not have the big data or computer power we have today, but this has grown enormously over time; we are now able to simulate, optimize, and much more. We are now so enslaved to data and models that we are under the illusion that we have everything under control. Lehman had the most advanced risk management system in the world and it still went bankrupt. The biggest problem with risks is that they concern matters that are actually already known to you. A risk is a measurable uncertainty, yet uncertainty is an immeasurable risk. So when you are struck by an uncertain event, all those models are utterly useless. And when that happens, we are left dumbfounded; we do not know how to act and we forget to communicate - the most poisonous cocktail for trust in the financial sector. We can learn a lot from other professional groups. Pilots, for example, are trained how to act in unexpected, unfamiliar situations. Financial models are our autopilot, but a pilot must also be able to fly the plane when unexpected circumstances occur that the autopilot is unable to handle.”

Was the scenario for the Brexit already known at PGGM

“The Brexit scenario was one of our top five priority risk scenarios. We regularly meet with all investors and economists within the organization to discuss these types of scenarios. Last year, we already had a Grexit scenario which we made even more specific this year to prepare for a possible Brexit. Calculating probabilities is at that point completely futile; you must accept that events are going to occur which you never could have predicted. We assumed that the consequences of a Brexit would initially result in volatility in the stock markets in particular, which can be simulated easily, but the greatest uncertainty was what influence Brexit would have on the rest of Europe. We had previously discussed this ‘butterfly effect’ at length. Of course, the question that also remained was how this will affect our wallets; moreover, we examined our UK and British pound exposure. Our exposure to the pound is covered for nearly all of our clients, but other currencies could well be affected. That is why we also looked at European banks in terms of counterparty risks and credit risks. As for our immediate investments, we mostly looked at the infrastructure projects, because for these you are highly dependent upon the British government – regulatory risk is one the biggest risks there.”

But how can you practice for something that is mostly uncertain?

“We practice with a financial crisis team (which includes the board of PGGM, ed.) that is unexpectedly confronted with an uncertain situation. This is how you learn what can go wrong in a situation. You cannot, of course, devise scenarios for the unknown, but you can practice how you generally handle of unexpected situations.”

Is maintaining buffers the only way to provide some sort of hedge against these uncertainties?

“Based on the Value-at-Risk approach, you must maintain a buffer for something that may occur once every 200 years. When you do get hit, you will have sufficient capital to survive any blow. But the greatest weakness here is that the probability calculation on which this is based is flawed. Nassim Nicholas Taleb also referred to this in his book The Black Swan. Many risk management systems work well, but only when the market circumstances are similar to what they are designed for.”

And what role does interest play in this?

“We have not taken additional measures for interest. The hedges for it are completely tied up in ALM (asset and liability management) for most funds. When you think in terms of financial returns, with the current negative interest situation, it is strange that interest risk must be covered. But seen from the perspective of the Financial Assessment Framework (FAF), hedging the interest risk is necessary because interest rate changes could have major effects on the value of the obligations.”

But when you invest against 0% interest, any pension company surely must know that it won’t achieve that right?

“The FAF is not designed with a very low interest in mind; that is undisputedly true. Many funds are now also suffering under the enormous increase in obligations, which is still mostly an accounting effect. Pension funds must achieve a return of well over 0%, and they normally do, but no investment returns can match the interest effect. The funds with the best cover ratio are those that have hedged their interest risk in time; not necessarily the funds with the best returns on their investment portfolio. I believe these developments will now also bring about the necessary changes in the pension system at a rapid tempo. I don’t have the ultimate answer, but I think it’s good that the discussion about the sustainability of our system with a vastly changing job market is now really gaining momentum.”

What does this mean as seen from a risk management perspective?

“As pension fund management, you have a dual problem. On one hand you have to deal with a FAF and a short term risk of becoming hedged - the reduction of rights. While on the other hand, for the average pension fund, the long term risk you won’t achieve your organization’s objectives is much more relevant. Investing in government bonds with a negative return is then incredibly risky. An average pension fund, with members that are generally not very old, should primarily focus on the long term.”

JP Morgan published a study in which the interest rate could possibly come out at minus 4.5%. What would you advise your clients in this case?

“That is an example of thinking in scenarios. Such economic scenarios are also included in our models these are partly deterministic and partly stochastic. They do assume a low interest - even a negative interest in the short term in certain scenarios, but not in the long term. What I noticed about interest scenarios in many ALM models is the speed at which mean reversion occurs: the return to a long term average. In the short term you can assume any number of things, but if the model for long term interest takes on 4% after 5 years, you can ask yourself - certainly these days - how realistic can this be?”

Does PGGM also employ swap options, for example, against such interest risks?

“We have in the past, but most clients are not keen to invest in swap options. They are not easy to explain and you pay a large premium. In addition, you also have counterparty risk and liquidity risk - it is unmanageable. Smaller funds have a much easier time hedging on the short term than larger funds.”

Is there not enough room on the market?

“Well, there are some insurance companies with equally large balance sheets that are able to hedge themselves. So it is possible, apparently. But you do see signs - the buy-back programs also don’t help here - that market liquidity is declining, certainly for long-term government paper. You can also do a lot with interest swaps, but the developments there, too, make for a difficult market due to, among other factors, EMIR and the capital requirements for the banks that we deal with. What’s more, derivatives are not at all popular in public opinion and are still being dismissed by the media as dangerous and speculative instruments. Pension funds have to deal with this, too. You work in a kind of glass house; everyone has an opinion about it. I don’t envy the average manager.”

During the seminar, you said that pension funds have relatively little to do with legislation. Should this change in future?

“No, you can compare it to banks and insurance companies. In principle, legislation is useful: it ensures a level playing field among the market parties and is meant to protect the participants.”

PGGM also invests in illiquid products. How does PGGM control the reputation risk of this?

“We have been investing in illiquid products for a very long time and this has brought great results for our clients. We currently invest approximately one quarter of the portfolio in illiquid assets - a relatively high percentage. This is comprised of private equity, infrastructure, private real estate, structured credit and the like. A drawback is that such assets are not immediately tradeable, but for a fund with a long investment horizon, that’s less relevant. The costs are normally higher, but even after these costs, the investments make a substantial contribution to overall returns. The great advantage of private investments is that we can directly influence them. We can exercise influence on the ESG (environmental, social & governance) profile, especially for projects where sustainability plays a role. You might even say that I know more about an average private equity investment than I do about an average investment in a quoted company which we also invest in. But due to this big influence, we also have to deal with reputation risk, because there are always some projects where something is wrong, such as a renter that has
gone bankrupt. Our strategy is to always explain precisely what we do and what our role is.”

In closing: given all the uncertainties, how can we improve the level of trust in the financial sector?

“It is crucial that we as a sector learn to deal with ambiguity better. Organizations should write a concrete risk appetite, where you accept that events are going occur that all of you together have not foreseen. And we should start practicing how to handle unexpected events, just like the pilot example cited earlier. We must also recognize that existing models and processes may not be of any help. In doing so, you will be more transparent and trustworthy in your (crisis) communication. Because after all, who is going to believe the man who claims to have everything under control under any and all circumstances right down to fifth decimal place?”

Bucher Industries is the world leader in its field – yet the company may not be a household name for most of us. Surprisingly, we have all probably encountered one of the company’s products in a European city or in the country. On five continents, this Swiss company manufactures machinery and vehicles, used for a variety of purposes, such as harvesting, producing and packaging foods, or as hydraulic drive systems for high-performance equipment. Moreover, Bucher is the world-leading supplier of municipal vehicles for cleaning and clearing operations in urban areas. In 2015, Bucher Industries generated sales of CHF 2.5 billion with its 11,500 employees located worldwide. The Swiss-listed multinational operates in five divisions, each manufacturing a range of specialized products: municipal cleaning vehicles (Bucher Municipal), agricultural machinery (Kuhn Group), hydraulic systems (Bucher Hydraulics), glass containers (Bucher Emhart Glass) and Bucher Specials (comprising Bucher Vaslin, Bucher Unipektin, Bucher Landtechnik and Jetter), which produces systems for winemaking, fruit juice, instant products and beer.

“Our objective there is to keep the streets clean”, says Frank Rust, head of treasury at Bucher Industries with respect to Bucher Municipal. With the further expansion of the group’s businesses, Bucher is more active in India, China and Turkey.

“The expansion into Asia is interesting, both from an operational and a financial point of view. To say it in laymen terms: the streets in certain Asian cities have another dirt intensity compared to the streets of European cities. So for the group’s Asian expansion, we need to re-engineer our products to deal with the new environment in which they operate. With the re-engineering, new market-specific techniques are developed too.”

Procurement of local components also becomes a topic to ensure the overall product fit with the local market. Not only technical challenges arise, also the negotiation process with potential business or banking partners is different in India, China or Brazil as compared to the developed markets. In China, for example, a joint venture approach to market entry might be opportune, instead of starting with a greenfield project.

NAV exposure

From a corporate financing and risk management point of view too, the expansion offers new challenges. Bucher has been active with international acquisitions for a long time. In Brazil the first material acquisition was in 2005, the group acquired METASA S/A, which enabled the Kuhn division to establish a local base with engineering, production, sales and service capabilities. In 2014, Bucher acquired Montana, a company that specializes in self-propelled crop protection sprayers and fertilizer spreaders. After this second substantial Brazilian acquisition, the Brazilian real (BRL) exposure became material; after the euro and the US dollar, it was the third largest currency exposure. The choice on either local real funding or Swiss franc funding has an impact on the net asset value (NAV) exposure from a consolidated level. The NAV, in its turn, has an impact on Bucher’s translation risk. A strong appreciation of the Swiss franc, compared to other currencies in which Bucher has a NAV exposure, would impact the equity of the company and the related equity and leverage ratio.

With further international expansion, the NAV exposure would increase, hence the potential impact on the equity of the company and its ratios. The risk bearing capacity for further acquisitions has to be in place. Previously, Bucher calculated its NAV exposure and translation risk via its IT2 treasury management system, but this concept was never really validated.

Key risk indicator

The existing model used a scenario analysis to simulate the NAV given different factors. A pragmatic hedging approach was used, by which 50 per cent of the funding requirement was funded locally; 50 per cent in the local currency and 50 per cent via Swiss franc intercompany funding. It paid off quite well, but given the significant fluctuations of currencies in scope, the need grew for a more sophisticated approach. “We didn’t know the risk on the equity piece.

At the time of the acquisitions, we needed to decide on the funding structure: a choice between local funding in Brazilian real, or central intercompany funding via Switzerland in Swiss francs.

Frank Rust, head of treasury at Bucher Industries

And so, in order to pro-actively manage these translation risks better on the balance sheet, we asked Zanders to review and validate our current approach and to be a sparring partner for NAV exposure measurement and management”, says Rust Another objective was to define a risk framework linked to the risk bearing capacity of the company.

“Zanders developed a dynamic way of looking at NAV by establishing a key risk indicator linked to the equity ratio – that was the key for having a sound solution. The new approach gives more insight into the potential impact of translation risk on the equity of the company. Furthermore, instead of looking at this risk from a static point of view in which a maximum risk limit is defined, the new model has linked the NAV exposure to the dynamic and time-varying risk bearing capacity of our company.”

Fully integrated

The interplay between Bucher and Zanders was very successful, according to Rust, due to the balance of business consultancy skills, content and technical capabilities. “The delivery of the project was excellent, I would say. It has given us trust”, he says. “Zanders was the external sparring partner to have our ideas validated and they asked us the critical questions on our modus operandi.”

The new risk model also had to be approved by the audit committee and the company’s board, Rust says: “At first, the audit committee was a bit reluctant to accept the new concept, because it has an approach that is more quantitative and therefore more difficult to apprehend. But now it is completely accepted. The outcomes of the model form part of the quarterly reporting package and were also used for Bucher’s latest annual accounts, disclosing risk factors according to the IFRS requirements. Not only has the new model been used in the financial reports, it also helped our company in the decision-making process for our ongoing funding requirements. It is therefore fully integrated in supporting our corporate finance plan.”

Outlook

For the next few years the expansion into Asia will remain the biggest strategic challenge. The new challenges for treasury are the additional risks in international assets, as well as more complex financing structures. “In the end a new European financing can be done in a matter of days, while the same financing structure in India can take months”, according to Rust. “The NAV model and risk bearing capacity framework will continue to assist Bucher with our financing decisions. We could include an interest optimization element in the model, but that would over-engineer the model, which makes it not fit for purpose anymore.” After all, this innovative Swiss company knows exactly how to engineer something to serve its clients.

VIVAT is a commercial financial service provider with insurance brands whose names are more familiar than that of the parent company: REAAL, Zwitserleven, Zelf, Route Mobiel (roadside assistance), and Proteq Dier & Zorg (insurance for pets). ACTIAM is the asset manager. On its website, the insurance company gives the impression of being a strong socially-motivated company; the very different brands together have the goal of helping people increase their empowerment. In the summer of 2015, VIVAT was taken over by Anbang Insurance Group, which is well known for its strong technology-based services.

In 2009, the Solvency II directive was implemented as a harmonious European regulatory framework for insurers, with the goal of insurers having enough capital in reserve to prevent bankruptcy. Since 2011, the European Authority for Insurance and Company Pensions (EIOPA) regulates these insurance companies. The starting date at which the Solvency II directives actually came into force was changed several times. Finally, the directives became effective on 1 January 2016.

ALM tool

VIVAT is a commercial financial service provider with insurance brands whose names are more familiar than that of the parent company: REAAL, Zwitserleven, Zelf, Route Mobiel (roadside assistance), and Proteq Dier & Zorg (insurance for pets). ACTIAM is the asset manager. On its website, the insurance company gives the impression of being a strong socially-motivated company; the very different brands together have the goal of helping people increase their empowerment. In the summer of 2015, VIVAT was taken over by Anbang Insurance Group, which is well known for its strong technology-based services.

In 2009, the Solvency II directive was implemented as a harmonious European regulatory framework for insurers, with the goal of insurers having enough capital in reserve to prevent bankruptcy. Since 2011, the European Authority for Insurance and Company Pensions (EIOPA) regulates these insurance companies. The starting date at which the Solvency II directives actually came into force was changed several times. Finally, the directives became effective on 1 January 2016.

From that date, VIVAT Insurances also had to be Solvency II-compliant. The company needed a flexible tool with which it could calculate required capital in line with the Solvency II directive. The solution was found in an existing risk-initiated asset & liability management (ALM) tool. “From a risk standpoint, we wanted certain management information such as interest risk sensitivity,” recounts Erwin Charlier, head of modeling at VIVAT. “With the ALM tool, we were able to access information which gave us better insight into the risks. Then we thought: since we already have the tool, let’s expand it to the Solvency II-standard model. So we now use it to calculate the figures which go to the DNB and which are in our annual report.”

The insurance company VIVAT was looking for a flexible tool to perform standard model calculations according to Solvency II directives. It decided to use the existing risk-initiated ALM tool which led to some challenges but which now offers various advantages.

Stakeholder management

With this increased scope, the tool has become a bigger and more widely applicable model for VIVAT. Besides the different components for risk reporting, other departments now also use the tool. “For example, for valuation of certain assets by our asset manager and by Balance Sheet Management, for controlling the balance sheet,” says Kees Smit, manager of risk balance sheet reporting at VIVAT and thereby senior user and ‘owner’ of the tool. “The tool is used for management as well as for accountability and therefore fulfills a central role in the model landscape for risk management.”

With one owner and several ‘clients’, the ALM tool demands a great deal of internal co-ordination and good ‘stakeholder management’. “Priorities for the tool are carefully agreed and weighed up with the various departments”, says Smit. “Sometimes that leads to difficult decisions, but since we manage the tool ourselves and a small dedicated team handles it, we always find a solution.” At the same time there also arose a need for structure and process management. Charlier says: “We had insufficient capacity for this internally and so we looked around externally and came across Zanders.”

Request for change

Adding extra functions to the ALM tool starts with a Request for Change (RfC). The tool’s functionalities have to be documented in this as clearly as possible. “

Zanders played an important role in this process.

Erwin Charlier, head of modeling at VIVAT.

“It is important that the RfC is of high quality, so that we know what we can do with it and what has to happen to the tool. We need people who know down to the last detail what its intention is, people who model or implement, and if all goes to plan it is part of a release process and then users can actually start using it.”

Where the tool is solely used within the risk function to generate certain information, it can be set up according to your own pragmatic ideas. “But as soon as it becomes a formal tool – which is used for external reporting – then you have to formalize all sorts of things,” says Charlier. “To be in control you no longer want that degree of flexibility. And that then means other people get involved.” On top of this, the department that delivered the Solvency II-reporting then became the senior user. This led to other demands and wishes because the intent of the tool changed. “Initially, the tool was not set up to be our Solvency II-tool. If you decide to do that later, the organization has to ensure it has the people and the means to achieve a high standard,” says Charlier.

Process in phases

“One of the goals of the project was to have the change process take place in a very structured way,” says Zanders consultant Mark van Maaren. “This means a clear standardized process which is then followed.” Changes that other users don’t know about can cause problems. “The process comprises different phases,” adds Zanders’ Stef van Wessel. “From development, testing, acceptance, and production. In order for everything to run smoothly, the previous phase has to be completed before you start the next one. In the production phase only the owner and his team are involved. In other words: the people who have written the code can no longer change it when it’s in production – to avoid different changes by people in different places having a negative impact on one another.”

In the first phase of the project, the challenge was to make the tool Solvency II-compliant. Then the wish-list, which was not dependent on the required Solvency directives, was added to the tool. Completion is planned for the end of 2016. Charlier explains: “Solvency, though, has been faced with quite a few forward-looking perceptions, and these also have had to be taken into consideration.” Van Wessel adds: “But by standardizing the process, separating the roles within it, and setting up authorizations, many problems can be mitigated.” Over the past year that has been accomplished: a control framework which complies with the Solvency II-directives.

Division of labor

Initially, the management of the tool was the responsibility of Charlier’s modeling department. In the second phase of the project, it was decided to transfer a number of components to the IT department. “Each application has its own conditions and requirements, but we do not come up to the mark in all areas and to the standard IT would like,” Charlier related. “We have a great model, but perhaps we could improve a few things under the bonnet. For example: employees have certain skills, but the question is if this is an efficient use of resources. On the one hand, there is a heavy data component; via communication with other databases you retrieve all sorts of information to calculate with and then transfer to various areas. Setting up the data and reporting side takes a lot of time and could easily be done by IT. But the core, the calculation center, is for me typically something for the modeling department: how do you value the assets on your balance sheet, how do you handle yield curves in interest-rate risk measurement?” IT is positive about the division of roles. And we want to use our human capital as efficiently as possible.

Double focus

A huge advantage of a tool developed in-house is that it offers VIVAT a lot of flexibility. “In addition, the tool is now completely in tune with our own wishes,” says Smit. “Under our own management, changes in the tool can be made quickly. That’s nice, since the required functionalities within risk management are constantly changing.” It also offers ‘double focus’ in one functionality. Charlier says: “That way we have developed the knowledge and ability to be able to take a detailed look under the hood. If something unexpected comes out of the model, we can see where it comes from. The only thing is that it takes some effort from the organization.”

The alternative for the insurer was to use separate tools for the various reports. “But the disadvantage of this is that you can have inconsistency problems which you have to reconcile,” Van Maaren explains. “For example, sometimes companies buy platforms and then expand on them – you see all sorts on the market. The ready-made package you buy which you can use straight away just doesn’t exist.”

Future challenges

Will the model be further expanded with more functions? Charlier is unsure: “As a real ALM tool I would like to be able to do more on the liability side. The liability side is included, but is covered by other sources of data. The focus of the tool is now more on the asset side; the L in ALM is not so prominent in the tool.”

In the future, Charlier foresees a number of great challenges. “I find the role split and efficient sharing of resources a very important focus point. Moreover, regulations won’t stand still and we will have to adapt to them,” he says. In the first year that insurers have to comply with the requirements of Solvency II, the solvency ratios are quite volatile. “But new demands give you, as an organization, the chance to adapt to the latest insights. It would be a lost opportunity to not act upon these. What would be really nice is if you could use the tool to project a number of years into the future. For example with stress tests or an operational plan to look further into the future.”

How has Zanders supported VIVAT?

• Project management of the implementation of the ALM tool, including stakeholder management and the coordination of transferring tasks and responsibilities to the IT organization.
• Supporting and coordinating the development of functional specifications.
• Supporting user acceptance testing and the testing of functional specifications.
• Documenting the ALM tool.
• Reviewing and improving the risk appetite statement.
• Enhancing interest-rate hedging policies, methodology, and processes.
• Developing a Solvency II compliant investment policy.

Would you like to know more? Contact us today.

When the multinational pharma company Sanofi set out to implement a global payment factory based on SAP, the sheer size and scope of the project made it seem a Herculean task. But with meticulous planning, the right expertise and skilled team-building, the treasury team achieved a very successful outcome.

After a decade of expansion through M&A, Sanofi, the pharmaceuticals company headquartered in Paris, France, with part of its group treasury – the in-house bank team – based in Brussels, decided it was time to bring greater centralization to its payments function. With sales of €37 billion in 2015 and operations in more than 100 countries, the company, active in the research & development, manufacturing, and marketing of pharmaceutical drugs, vaccines, and animal health products, began its journey towards a global payment factory based on SAP.

Need for control and security

This decision was part of an overall initiative to increase centralization in the finance function, according to the company’s head of in-house bank, finance & treasury, Wolfgang Weber. He says: “The reasons for the project went beyond the pharmaceutical industry – the need for control over cash flow, greater security and the pressure for increased efficiency are global trends.”

He explains that Sanofi hoped to gain several benefits from the centralization project, including: lower bank fees and bank connectivity cost; greater transparency over outgoing payments; and an increased level of compliance and control.

Following a selection process to appoint an external consultant, Zanders was asked to work on the SAP global payment factory project at the end of 2012. Mark van Ommen, director at Zanders, explains that the firm used its proprietary design methodology, based on best market practices and years of implementation experience, to design the global payment factory, which included a ‘payments on behalf of’ (PoBo) structure.

Sanofi’s decentralized payments structure presented risks that required attention. The company operated with multiple payment processes, leading to inefficiencies and potential security vulnerabilities. This highlighted the need for global standards and a centralized, harmonized payments system. The project involved issuing a request for proposals (RfP) to select four banking partners.

PoBo and PiNo

The global SAP-based payment factory, currently implemented in the largest countries in Europe and with roll-out almost complete in the US, includes PoBo functionality. This allows Sanofi to channel its payments through a single legal entity, which has obvious benefits for a multinational with a presence in numerous countries. The structure enables treasury to rationalize its bank accounts and simplify cash management structures. Zanders consultant Pieter Sermeus explains that PoBo was a key factor for Sanofi in achieving efficiency and business security. He says: “Payments are now routed to one or (in the case of the euro) very few centralized bank accounts, which are mostly in-country so that cross-border fees can be avoided.”

However, PoBo isn’t practical or possible in some jurisdictions with more complex payments environments, so another solution was needed. Together, Sanofi and Zanders worked on what was internally known as the ‘central forwarding model’, which in effect was a ‘Payments in the Name of’ (PiNo) structure. This model is mainly used in countries with monetary restrictions, such as China, Malaysia and Thailand, as well as in African and Latin American and some eastern European countries. Such countries require the payee to initiate payments from its own bank account. While this does not result in a reduction in the number of bank accounts, the company is able to process payments through a single platform, which brings compliance/security benefits and also allows the harmonization of processes to an extent that makes them more efficient.

The additional security provided by the PiNo structure means there are compelling reasons to extend the use of the payment factory to more countries. Sanofi is currently working on implementing a pilot PiNo structure in Turkey. Weber adds: “Based on Zanders expertise they were well equipped to help us on setting up and designing the PiNo structure.”

Knowledge tranfer and team building

One of the key parts of the project was the transfer of knowledge from the small group of consultants appointed to work on the project to the members of staff in Sanofi’s central treasury and IT departments. Laurens Tijdhof, a partner at Zanders, explains: “Our main goal was to transfer knowledge to key members of staff. We set up training sessions and provided training on the job. This enabled them to really develop their in-house capabilities.”

During the project, there was an emphasis on collaboration between the consultant and the client and preparing Sanofi to become self-sufficient.

Zanders used a ‘train the trainer’ approach, providing training in this way for upwards of 30 key members of staff. The training aspect of the project was a success – an outcome that Weber ascribes in part to the expertise and teaching methods and in part to having the ‘right people’ on Sanofi’s team. He points out that the timing of the training was also important: “We needed to transfer knowledge and IT/SAP expertise to the different departments. This was valuable from two angles: it guarantees stability of the operations and reduces consulting costs over time. The timing of this was crucial because, in a project of this size and scope, you spend a lot of time simply ‘firefighting’ – and you forget about the training. This didn’t happen and Zanders did a good job.” While training was an important part of the project, Sanofi also had to focus on building up its internal team. Weber says: “When hiring for the project, we looked for project management skills and SAP In-House Cash technical skills. We found some very good people. We looked internally – Sanofi has 110,000 employees – as well as externally. We now have a team of 22 hard-working, committed experts. It took a while to get the right team together but I am very pleased with the result.”

Handling the complexity

The nature of the project and the sheer size of Sanofi’s organization meant that planning and coordinating the approach to the global payment factory implementation was no mean feat. Weber says: “It’s easy to underestimate the complexity and size of such a project in such a large organization. The major difficulty is to coordinate internal resources so that people don’t get lost in the complexity of the project.”

There were three defining factors to the project, namely: the size of Sanofi’s organization; the geographical scope of the project (worldwide); and the complexity of Sanofi’s requirements.

Weber underlines that, along with meticulous planning and a very capable team, a flexible approach is also needed to manage an endeavor of this size: “The initial roadmap needs to be adjustable because you may have to reset priorities. Resources may have to be shifted to another area of the project.”

Van Ommen agrees that taking care of the details can be one of the most important aspects of such a complex project: “Sanofi did this really well and they recognized their need for change management – they took a realistic view on the planning and timelines. Wolfgang and his colleague Isabelle really brought the project to the ground, providing a lot of practical input.”

Weber adds: “It’s important to have proper project governance, including senior management support up to board level, in our case represented by the group CFO.”

Security and compliance

The implementation of the payment factory also enables Sanofi to keep tighter control and visibility over its global payments. Regulations around payments are continually changing as problems and conflicts arise or dissipate in different parts of the world. Companies need to be able to react to the ever-evolving regulatory environment. Having a global payment factory in place helps to address these challenges. Cybercrime is also an increasing problem for treasury and the payment factory enables corporates to react quickly, with a centralized, secure platform.

Weber notes that the project will also help his company to keep abreast of regulatory requirements for monitoring third parties: “The implementation of ‘restricted party screening’ – an essential compliance requirement to ensure that Sanofi does not make payments to blacklisted parties – was added to the team’s responsibilities in late 2014. Although it covers master data screening and therefore is only partly related to the payment factory activities, in the Sanofi context the in-house bank team has been identified as the most appropriate place in the organization to both implement the screening as well as carry out the ongoing operations. I believe that we will hear a lot more about restricted party screening in the corporate world going forward.”

Successful outcome

Since the global payment factory was rolled out in Europe and the US, it now processes more than 30,000 fully automated payments each month, from more than 50 affiliates, with an equivalent value of more than €1 billion per month, in 30 different currencies. To help reduce the number of payment rejections, Sanofi also centralized the management of the bank key tables: the master data is constantly updated to avoid rejection due to wrong bank master data.

Weber concludes by expressing his satisfaction with the outcome of the project: “We have really succeeded in implementing a sustainable process that is safer, cheaper, more efficient, providing higher transparency, and which we can roll out across our different areas of operation.”

Would you like to know more about the challenges of implementing a global payment factory? Contact us.

One of the walls in its Amsterdam headquarters shows the evolution of the Philips business. Philips’ roots lie in Eindhoven, where, in 1891 Gerard Philips started producing light bulbs in an empty factory building. When he was later joined by his research-oriented brother Anton, the firm enjoyed its first major business stimulus. Through vertical operation, with their own factories and dependent suppliers, they took their first big steps towards success.

Continuing to develop through the production of radios and TVs, followed by Philishave electrical razors and inventions such as the Compact Cassette and the Compact Disc as new audio media, the company then expanded into professional products, such as medical equipment, studio mixers and computers. Today, Royal Philips is a diversified technology company that focuses on innovation in the healthcare sector.

Currency risks

The internal structure of this multinational comprises two axes, the business groups and the markets. The business groups are organized into product types: medical equipment, lighting and domestic appliances – along with variations on these themes. The business groups develop and produce the products and distribute them to their international markets where the products are sold. Together, in a matrix, these two form what’s known as the business-markets combination. Commercial employees (‘the business’) and financial managers (‘finance business partners’) are active in both axes and it’s their joint responsibility to ensure that a healthy and successful business can develop and thrive.

We are active in over 100 countries and we process EUR 100 billion in internal payments every year, so, clearly, we are highly exposed to currency risks.

Gabriel van de Luitgaarden, Senior VP, Head of Financial Risk & Pensions Management at Philips.

In the logistics, financial stream from factories to markets, all manner of invoices are sent back and forth and, eventually, money from customers flows through the market to the Treasury. Hedging currency risks is expensive and prevention is always better than cure, he muses: “If you don’t properly understand what the risk is and what effect it will have, there’s not a lot you can effectively do about it. But by quantifying risks you can get a handle on them and decide whether you want to take any action. You have to consider aspects such as what will happen to EBITA if you do nothing, how much lower will it be if you hedge, and how much will it all cost? It’s all about how much risk you are prepared to accept.”

Currencies fluctuate in relation to one another and this strongly influences a multinational’s earnings and financial reporting. “We deal with risk management every day,” says Van de Luitgaarden. “But the people who work in the business very rarely do so. They see it as a specialism, but that’s not really the case. People in the business should be much more involved with it, asking themselves what is acceptable and what should I do about it?”

Argentinian toothbrushes

Philips initiated a project to define a new FX policy and hedging strategy for currency risks. Above all, it had to give the people in the business much more insight into the impact that fluctuations in exchange rates have on their performance, and show them how important it is for them to understand and manage currency risks.

“In many multinationals the business part thinks that the Treasury will just hedge currency risks, despite the fact that these currency fluctuations cannot simply be neutralized,” says Zanders consultant Lisette Overmars, who was involved in the project. “You can manage it all, but eventually you’ll need to come up with other solutions.”

Van de Luitgaarden adds: “That’s why we explained to the business that we can provide more insight into the risks and buy them time through hedging, but we cannot completely protect them. There’s no magic formula that can shield you from the effects of currency fluctuations.”

This bespoke form of hedging is primarily directed at countries whose currencies typically lose value, sometimes suddenly performing really well, but eventually losing value relative to harder currencies like the euro and the dollar. “That’s because emerging market economies are less solid,” says Van de Luitgaarden. “There is often high inflation and less political stability. If you don’t do anything about the prices in the respective countries, than the fact that their currencies lose value against the euro will progressively erode your income. There are extreme cases where we can lose 30 to 40 per cent in value in a year, which cannot be remedied by hedging. In such cases you have no option but to constantly increase your product prices.” It means, for example, that the price of a toothbrush in Argentina can suddenly rise by 10 per cent from one month to the next. “But not everyone in the business does this, which is why education plays such an important role in the project; it has to be visible. For many people the effect that currencies have on results was far from clear. We therefore developed an FX model to make the currency footprint visible. It shows us which currencies our EBITA is derived from and the extent of our various exposures. Thanks to this new policy we can make EBITA more predictable and less volatile, although we still cannot completely cover the risks.”

The real risk management is mainly to be found in the market; for example, where can you best procure in order to reduce your susceptibility to currency risks? Van de Luitgaarden says: “Take Japan, for example, where we are huge in medical equipment, representing substantial income in Japanese yen. But we don’t spend anything there because we don’t buy there. Three years ago the Bank of Japan began to devaluate the yen to stimulate the country’s economy, and this had huge repercussions for us. A 20 per cent drop in the value of such a currency results in our sales and profit also falling by 20 per cent – that’s just how it works. And if you don’t do anything about it, the situation won’t change. In addition to short-term hedging, to reduce your vulnerability to such currency fluctuations you need to consider procuring more in yen, or even opening a factory in Japan.”

More consistency and efficiency

The old way of working, centered on a policy set up about 18 years ago, was based on a Philips that was both organized very differently and was much bigger than it is today. Van de Luitgaarden continues: “Back then we had 12 product divisions but our performance, in particular, was managed differently. Every factory had its own P&L account and budget. If a factory was exposed to currency risks it had to reduce them itself and if any hedging was necessary that too had to be done by the factory in question. Now we measure our performance at a higher level, via the business-markets combinations. The factory’s P&L is now less important – it’s about the result of the group as a whole. The exposures that you hedge are therefore the ones that affect the result of the group. It’s much more efficient. If you're in a ‘long position’ in a particular currency, you sell it, in a single transaction. In the past this was done factory-by-factory, in several transactions. Given the tens of thousands of transactions that we used to do, this now represents a huge efficiency boost. The spread is no longer paid multiple times by buying and selling the same currency. We hedge currencies in the same way. We’re looking for risk reduction, so it makes little sense if everyone follows their own policy – it has to be done consistently. That’s actually more important than the net group exposure.

It's a combination of the two: hedging at group level and the highly consistent application of our hedging policy. That has an enormous  impact on the risk reduction that’s achievable.”

Headwinds and tailwinds

The project was launched in September 2014 and the new FX policy went live in November 2015. Given that it involved the whole organization, which was used to doing things the way they’d been done for the past 18 years, it was a formidable challenge to make the necessary changes. Moreover, three weeks after the start of the project it was announced that the company was to be split into the lighting division (Lighting Solutions) and a combination of the Healthcare and Consumer Lifestyle divisions (Royal Philips). The organization’s focus, particularly at the IT and Treasury departments, was then obviously on the impending split. It affected much more than just the business; it also had repercussions for Tax – which had to be paid in 100 countries – and Accounting and how it would all be technically processed in the books with the use of hedge accounting. All-in-all, it was a sea change.

“Its implementation was indeed quite overwhelming,” concedes Van de Luitgaarden. “It was complex material for which there were no ready-made solutions. We were dealing with people in the business who did not fully understand the situation; they only took into account what they did themselves and didn’t look at the bigger picture. This sometimes made it difficult to explain. Take, for example, a factory in the UK making mother & child-care products.

A high exchange rate of the pound against the euro at the time decimated profitability because procurement and manufacturing costs just kept on rising. But looking at Philips as a whole, the rise in the value of the pound was a good thing; we earned more pounds than we spent. We didn’t have to buy pounds to cover costs; we sold pounds to cover our sales. But try explaining that to the UK factory – at the end of the day currencies influence bonus targets. Sometimes you have a tailwind and at other times a headwind.” Last year was a good year for those who sold in dollars; which rose against the euro. “Thanks to the dollar being so much stronger, our sales in 2015 were EUR 2 billion higher, which is an awful lot on a total of 24 billion. That’s something to take into account, because it was certainly a windfall. This new way of looking at things needs time.”

What else has Zanders done for Philips?

• Treasury management: the extrication of treasury operations and the setting up of new treasury functions for Philips’ former television business (TP Vision) and the lifestyle entertainment business (WOOX Innovations).
• Risk management: the development of a new commodity price risk management framework.

Do you want to know more about risk management for corporations? Contact us.

Canada’s largest railway set out to simplify its payments and improve reconciliation with enhanced remittance data, while also reducing IT support costs. The project will run parallel with the Canadian Payments Association’s (CPA’s) initiative to modernize the system and introduce ISO 20022 formats. So, following a thorough request for information (RFI) and request for proposal (RFP) process with the banks, the Canadian National Railway Company (CN) now has its future vision for bank connectivity and global-standard payments, as well as a multi-year roadmap to establish best practices.

‘North America’s Railroad’

CN operates approximately 20,000 route miles of transcontinental railroad from Vancouver in the west to Halifax in the east, and all the way down to New Orleans on America’s southern coast. Its market cap of US$43bn (C$57bn), as of February 2016, makes ‘North America’s Railroad’, as it’s known, the biggest rail company in Canada in terms of both network and value. The majority of business, consisting of freight, takes place in North America, but CN’s reach extends much further, with operations and transport services in Asia and South America.

The group treasury, centralized in Montreal, takes care of cash management functions and does all FX hedging and cash pooling with the two main operating currencies, Canadian dollar and US dollar. This business model meant that CN needed a bank with a strong presence in the US and Canada, as well as an international footprint. In 2015, therefore, the company started to look into streamlining its banking relationships.

European perspective on Canada

Zanders was asked to provide guidance on both the RFI and RFP phases of the bank selection process. The aim was to choose one or two relationship banks for domestic and global operations. Due to the specifics of the Canadian market, the company chose one bank for its North American operations and one for the rest of the world. Zanders was an active ‘sparring’ partner in this process and supported CN throughout the RFP, during the evaluation of responses, decision-making, and selection phases.

The vision

Paul Tawel, who was senior manager of treasury operations at CN during the RFI and RFP process, explains how the project began: “Our main goal was to get a vision of best practices in different areas of treasury, so it originally started as a ‘quest for knowledge’. On our side, we had a lot of good processes in place but we wanted to learn more about protocols for bank communication.”

The project group at CN went through a questioning process, looking at all outsourced services and how it communicated with its banks. While they recognized that many of the protocols in place were already working well, there were areas that could be improved. Tawel, who has now retired from CN, adds: “We really wanted an internal vision and we now have that – we have put in place a cross-functional task force, including treasury, accounting, procurement, marketing, and IT to implement the vision and roadmap that we have developed. We have a timeline of three years to put these changes into practice. There are separate plans for AP, collections, and treasury. On the payables side, the vision can be implemented quite quickly.”

The job is ongoing, and CN is currently drawing up an action plan for three areas: payments and collections, payment format harmonization, and bank connectivity.

World-class payments and collections

During the research phase, which took place in mid-2015, running alongside the bank RFI and RFP, it became apparent that there were areas of payments and collections that could be optimized. Cheques are still a mainstay of CN’s collections in both Canada and the US, representing 43 per cent and 62 per cent of collections volume, respectively. Meanwhile, on the payments side, there was far less reliance on cheques (seven per cent of volume of payments in Canada, 10 per cent in the US), although there was still an opportunity to reduce volumes. Another factor on the collections side was the wide variability of remittance data sent by customers. “We want to eliminate cheques as much as possible. However, in North America, they are part of the culture, and suppliers demand them. The right communications strategy will be a key part of successfully encouraging suppliers and customers to accept another digital payment,” says Tawel.

Another important consideration was the unique payments environment in Canada, explains Mark van Ommen, associate director at Zanders: “We had to take the nature of the Canadian payments system into account. One of the challenges is that they are still very much cheque-driven, mainly on the receivables side, so that is a big difference in the Canadian environment.”

CN’s overall vision for payments and collections is to rationalize payment/collection methods and reduce cheques in receivables, while also increasing the level of pre-authorized debits. On the outbound payables side, as well as further reducing cheque usage, it was decided to leverage SAP technology.

Formats harmonization

CN also wished to simplify the way it communicates transaction data with its banks. The company currently uses a large number of formats, some of which were customized, and this increases payment and IT costs. Moreover, the Canadian clearing system doesn’t permit payment messages to contain all the data necessary, so that separate files are required for remittance.

However, the Canadian Payments Association (CPA) has now launched an initiative to modernize Canada’s core payments infrastructure, gradually replacing multiple formats – often based on Electronic Data Interchange (EDI) formats – with the international ISO 20022 standard payment formats. The design phase of the initiative is expected to be completed by the end of 2016, but implementation will take several years. The CPA will also adopt Extended Remittance Information (ERI), which will enable the reconciliation of payment remittances to be automated, saving companies such as CN significant resources.

Despite the CPA’s initiative to introduce standardized XML payment formats by 2020, CN had to consider the best option in the current environment. They chose to adopt CGI payment formats that provide combined payment and remittance info, enabling more efficient reconciliation and less complexity from an IT point of view. Van Ommen adds: “We were able to provide advice based on our experience of European XML standardized payment formats. Although the non-standard payments environment in Canada is a challenge, the CPA is intent on bringing this in line with global standards.”

Bank connectivity

The multiple payment format types, along with the company’s multiple host-to-host interfaces with various e-banking systems, mean there is a raised cost in terms of IT support – the so-called ‘cost of ownership’. The more systems and types of format are used, the greater the cost of making any modification to each system. CN wanted more independence.

Zanders partner Judith van Paassen worked closely with CN on this issue. She explains that: “The ‘cost of ownership’ of maintaining the current multiple types of file formats and bank connectivity was too high. CN needed more standardization to reduce this cost and to ‘future-proof’ its treasury and payments operations. But first, treasury and IT needed to convince other departments that this would be both necessary and beneficial.”

The solution put forward in CN’s vision and roadmap was to simplify the systems landscape and number of interfaces. CN already had Swift’s Alliance Lite2.0 in place but this was only used for treasury payments and wires and, in any case, was unsuitable for the volume of commercial payments for a company of CN’s size.

Tawel explained that the aim is to adopt a standardized, bank-agnostic communication channel for all bank communications: “We want to leverage our Swift communication platform, but in future we may need a Swift Service Bureau. This will take time, and as we are already on Swift, we see it as primarily an IT project.”

A communication strategy was needed across the organization to get all departments aligned with the best practice identified by treasury and IT in the areas of bank connectivity and payment formats harmonization. Van Paassen adds: “We advised the treasury and IT teams to view this project as a long-term strategy. It was a challenge to get departments such as A/R and A/P to support this vision, but CN’s treasury succeeded.”

CN was vindicated in its long-term strategy for banking relationships, bank connectivity, and payment formats. It has already been able to reduce its banking fees significantly via the bank RFI and RFP phase and in future expects to improve security and simplify the process of making commercial payments.

Vision and roadmap

Having already selected two relationship banks and with its vision for future bank connectivity and payments firmly established, CN is now planning the initial steps along its roadmap, which will take it up to 2021. In early 2016, treasury began looking at document solution design and payment formats. Van Paassen says: “The challenge will be in the implementation, but we are confident that we helped treasury see the bigger picture, which will enable them to make the necessary changes.”

A factor that was vital to the project’s success was getting buy-in from several different teams. While some departments initially questioned the need for the proposed changes, they reached a consensus, helped by the objective, fact-based methodology used during the RFI and RFP phase and the bank communication standardization project. Irene Kwan, senior manager, treasury operations, at CN, said that at the end of the project, treasury’s vision was shared and supported across all departments. She says: “The project was well received in the company. Everyone was on board and everyone was clear about what we wanted to achieve. In my view, it would be really beneficial to carry out projects on best practices more frequently.”

Would you like to know more about bank connectivity or other treasury challenges? Contact us today.

In 1963, LeasePlan Nederland started equipment leasing and providing services to the business market with the ‘Maatschappij tot Verhuur en Financiering van Bedrijfsmiddelen’. Not much later, the company was focusing entirely on leasing vehicles. The operational form of leasing, where all services are provided – including maintenance and insurance as well as financial leasing – was still new at the time. It turned out to be very successful and LeasePlan began its own activities in Belgium and Germany in 1972. Since 1983, LeasePlan also has a branch in the United States. According to the 2015 annual report, LeasePlan now has more than 1.55 million vehicles and employs 7,200 people. The company’s revenue is EUR 6,475 billion and it is active in 32 countries. “We are steadily building on international expansion,” says Rob Keulemans, director of LeasePlan Bank. “We are now working on the start-up of a branch in Malaysia. And our strategy is to continue to grow in Asia.” The profit is growing with the expansion: in 2015, LeasePlan reported a net profit of EUR 442 million, an increase of EUR 70 million (+19 %) compared to 2014.

Banking license

LeasePlan’s history is closely linked with banks and, for part of its existence, the company was part of ABN Amro. “In the history of the company we have basically always been a bank,” says Keulemans. “In the period that LeasePlan was part of ABN Amro, LeasePlan applied for an independent banking license. We got this license in 1993. Until 2009, we funded ourselves on the capital market, with bank lines and securitizations.” That all changed with the crisis, however. “That made it clear that the dependence on wholesale funding was too big. Therefore, a funding-diversification strategy was developed in which the retail bank was a new component. We already had the full banking license, meaning we could attract savings,” says Keulemans.

After thorough research into the savings market and consultation with DNB, in 2009, LeasePlan started incorporating the savings bank: LeasePlan Bank. Keulemans explains: “In a year’s time, we were able to set up all systems and the organization. In February 2010, we opened and our product was distinctive for that time; our interest was linked to the one-month Euribor plus a fixed surcharge. At the time, there was the obvious suspicion as to how banks set their interest. Our transparent interpretation of the savings product proved successful; we got a lot of savings.” LeasePlan Bank is a lean and mean savings bank, with only two products: flexible savings and term deposits. “We only have 17 full-time employees on the payroll, and thus outsource a lot. That works very efficiently,” says Keulemans. “Like some other Dutch banks, we are also active in Germany. With the advent of SEPA, among other things, we did not have to open a branch there. Our German operations are done cross-border from Almere. We now have about 200,000 customers in the Netherlands and Germany. We manage around EUR 5 billion in savings and, thanks to our transparent model, we have a very loyal customer base.”

Longer than overnight

At first, the flexible savings were lent on an overnight basis to the central treasury organization, which is responsible within LeasePlan for the intercompany funding of the countries. “That approach went well for a while,” says Keulemans. “In the meantime, however, we gained a better understanding of customer behavior. The special feature of flexible savings is that you do not know in advance what the duration will be. It was evident that it was longer than overnight, but without historical data, you cannot prove that.”

To get a better idea of customer behavior and thus manage the risks, the bank decided to investigate the interest and liquidity typical terms of the flexible savings. “The liquidity typical part is the most tangible,” says Michelle Ebens, associate strategic finance at LeasePlan. “Because the question is: if a customer has a deposit, how long is it for? The next step was: how can we make a loan portfolio that also mimics the interest typical behavior? If we create eight loans per month, with various maturities, each month an amount is released – and you can then reinvest it every month. It is the intention that the proceeds from this so-called replicating portfolio continue to cover the cost of savings.”

Investment methodology

LeasePlan Bank attempted to translate customer behavior into the loan portfolio, which replicates the behavior of the savings. For this replication, there are two commonly used investment methods: the marginal investment and the portfolio investment strategy. The difference between these is that the marginal investment strategy invests the volume with a fixed allocation in fixed maturities. “And we have opted for the marginal strategy,” explains Ebens. Her role in the project was to gain an understanding of the interest and liquidity typical period of savings. And then analyze how this knowledge could be best implemented in practice: what are the advantages/disadvantages of all the possibilities, what are the risks, how does treasury deal with it? They received help from Zanders consultant Wouter Dikkers. “It’s a tricky matter, but since we are not bound by all kinds of restrictions, we could set up the investment methodology exactly as we had devised it,” he says.

Valuable insight

The interest is no longer linked to the one-month Euribor plus a fixed surcharge – the bank now tells its customers each month what the interest is. “This is now also based on what follows from our model,” said Ebens. “The tricky thing about the project was changing something that had been done in a certain way for five years. We knew that it could be better, but to know how we had to or could change, that takes time.” Keulemans nods in agreement: “Previously, we lent everything briefly to our central treasury organization. But that means that you increase other risks, such as interest rate risks. The approach of this model has put us on the right track. The insight that it provides is very valuable. We now create loans that mimic customer behavior, with which savings are invested longer and the cost is lower. And that is good for the company.”

What has Zanders done for LeasePlan?

• Research on the interest and liquidity typical terms for both variable savings and term deposits;
• Making the transition to an investment strategy, whereby these insights are included in the balance sheet management in the right way;
• Proposal for customized interest and liquidity risk reports to improve the understanding of the risks.

Cycling seems to be more popular than ever. In many countries cycling is the fastest growing sport, due to its sustainable character and the improving quality of bikes. The bicycle market is highly diverse in terms of characteristics, preferences and taste. The recent growth of electric bicycles (e-bikes) has clearly contributed to this. Europe’s market leader in e-bikes is Accell Group, headquartered in Heerenveen, a true sports-minded town in the North of the Netherlands.

Growing with e-bikes

Accell Group has recorded continuously growing net turnover numbers in the past few years. In 2014, its net turnover was EUR 882 million. In the third quarter of 2015, Accell Group recorded continued growth in turnover in most countries. The company is now market leader in Europe and among the largest players in North America in terms of sales via specialist bicycle and sports retailers. Accell Group is mainly known for its strong, national bicycle brands, like Batavus, Koga, Sparta, Loekie, Winora, Haibike, Ghost, Lapierre, Raleigh, Diamondback and Redline. Next to these, Accell Group has brands in the bicycle parts and accessories market, such as XLC – sold via the specialist bicycle and sports retail trade.

Approximately 50 per cent of the Accell Group bikes are sold in the Netherlands and Germany, with its strongest brands Koga, Sparta and Batavus. In Germany, Haibike is a very successful brand of high performance e-mountain bikes (e-mtb). Sparta was one of the first brands successfully selling e-bikes in the Netherlands, where now many have followed. The bicycle company always looks for opportunities in the market to expand its portfolio.

Most of the people working here are passionate cyclists

Jonas Fehlhaber, treasurer at Accell Group.

“Many therefore know the products and brands in our markets well. In 2013 and 2014, we have acquired two parts and accessories businesses in Spain and Denmark, in line with our internal and external growth strategy.” The main growth in turnover comes from e-bikes. “We sold 1.7 million bicycles in 2014, a slight decrease in units compared to the previous year, but an increase in turnover thanks to the higher price of e-bikes.”

Two risks to hedge

With 2,800 employees working in 18 countries, Accell Group has its own support facilities for the assembly and spray painting of bicycles. The company’s two segments – bicycles and bicycle parts & accessories – are very complementary, but each has its own dynamics. The more expensive, high quality bikes, such as Koga, are assembled and then heavily tested in the Netherlands. On the production and assembly side, Accell Group is supplied by suppliers from different countries. It has, for example, a Turkish steel frame maker, while the high-end frames come from Taiwan and China. “Our risk management objective is to mitigate all substantial risks arising from foreign currency cash flows in connection with the manufacturing and sales”, says Fehlhaber. “Additionally, we hedge the interest-rate risk on our borrowing. That part is relatively simple: we are financed by a banking syndicate of six international banks. The financing is made available through term loans and a revolving credit facility. The interest-rate risk on borrowings is hedged using interest-rate swaps – first of all because it’s a requirement in our financing agreement, and secondly to limit volatility in interest expenses.”

“Part of the group’s spending is in foreign currencies. The main currency that we are dealing in is the US dollar, which concerns mainly our suppliers of frames and components in Asia. Because of the Shimano components, the Japanese yen is also an important currency for us. The Chinese renminbi is becoming increasingly important too, as well as the Taiwanese dollar – the high-end parts come from Taiwan, while the mid-range mainly come from China. In order to protect our margins, we hedge to prevent any P&L volatility through foreign currency fluctuations.” Accell Group’s strategy is to cover most of the downside risk by protecting the margins against adverse exchange-rate fluctuations. Fehlhaber explains: “On the downside, we want to be protected against adverse rate movements, but be able to participate on the upside should the rates move in our favor.”

Zanders valuation desk

The valuation desk supports organizations with financial instrument valuations, hedge accounting and complex modeling. Zanders helped Accell Group with:

• Valuation of FX forwards, FX options and swaps in compliance with IFRS13 (including credit or debit valuation adjustments – CVA/DVA);
• Hedge effectiveness calculations in compliance with IAS39 (dollar offset test, regression test);
• Definition of the Accell spread for the DVA calculation.

Hedge accounting

To mitigate the profit and loss effect arising from derivatives used for hedging, Accell Group applies hedge accounting under international accounting standards covered by IFRS 9 (IAS 39). “We do cash flow hedges, which means that we have a hedging instrument in our books, while the exposure itself is not in our books yet”, Fehlhaber explains. “If you revaluate your hedging instruments you get a P&L impact without the offsetting impact of revaluating the underlying item, because the cash flow is in the future. The value changes in our hedge instruments
can be booked in equity instead of in the P&L. Therefore, hedge accounting is extremely important for us. Since the accounting standards in relation to hedge accounting are very challenging and the application time consuming, we were looking for a solution to have the whole process of hedge accounting outsourced to one partner. That’s why we asked Zanders’ valuation desk to help us.”

Zanders consultant Jaco Boere was involved in the testing of the hedge effectiveness. “Hedges are for economic purposes, so they lock in future cash flows”, he says. “Therefore you want to match the timing of the hedging instrument with the underlying item that affects the P&L.”

Future plans

In the years to come, Accell Group intends to focus on safeguarding and reinforcing the market positions of its strong national brands. “We will try to complete our portfolio and generate growth by maintaining our number one position in the growing e-bike market. We also put a lot of focus on the supply chain – there are a lot of synergies to be gained in streamlining that process, especially concerning our procurement.”

As an organization, Accell Group is fairly small, lean and mean, Fehlhaber explains. “We therefore don’t have the capacity to have our own valuation desk. Complying with the IFRS requirements demands a lot of work on the documentation side. We report twice a year, in June and December, and for these reporting dates Zanders prepares the full set of hedging documentation as well as the valuation and effectiveness testing.” Pierre Wernert, who has worked with Accell and represents the Zanders valuation desk, explains: “Each hedging instrument is part of one or more hedge relations and Accell Group has many foreign exchange instruments used for hedging. According to IAS 39, each hedge relation needs hedge documentation.”

“The efforts are both on the process and on the advisory side”, says Fehlhaber. “We had many meetings and calls to discuss our specific requirements and at the same time satisfy the IFRS requirements in all aspects. That’s where Zanders has been a great partner.”