In the summer of 2015, Johnson Controls International (JCI) announced that it would divest its Automotive Division via a spin off in a new publicly listed company: Adient. Shortly thereafter, JCI announced a merger with Tyco, a fire protection & security company. What was the impact of these strategic transactions on the treasury activities of the company?
Gasunie has managed the Dutch gas network since 1963, when natural gas was first produced at Slochteren. In recent years the energy mix has changed, with the focus now more on sustainable energy sources. But Gasunie has maintained its involvement, capitalizing on the key role that gas plays in the current energy transition. The changing strategy of this gas distributor has also had a bearing on the activities of its treasury department.
With more than 235 million customers worldwide spread across a diverse group of countries, VEON’s business is complex in nature. As a consequence, the organization instigated a large-scale transformational program in 2016, in order to take its financial function to a higher level. This also meant a radical change process for treasury activities.
Following a rigorous treasury transformation and global SAP implementation, British American Tobacco embarked on a project to further streamline its cash management structure and processes. This included introducing a ‘receivables on behalf of’ structure optimized with virtual accounts.
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.