In the future, companies with an established ESG policy throughout their business can expect to realize a host of benefits – from increased customer trust, enhanced employee satisfaction, and the ability to raise money at lower rates than their competitors. On average, companies with higher ESG scores already have better performance than those with lower scores, and they show great risk management and resilience in times of crisis.

Whilst ESG is a company-wide issue, treasurers have a growing role here – both in ensuring the business adheres to ESG regulations and in embracing the financial benefits ESG can offer their business. This discussion will focus on exploring the existing role group treasurers have in driving ESG strategies in their business and what the future could potentially hold here:

• How does an ESG-focued approach help treasurers define which banks or companies to partner with? What data should be analyzed when making these decisions, how do you access this, and what benefits can this approach bring?
• How can funds be raised via sustainable investment initiatives (green bonds etc), whilst steering clear of greenwashing?
• What role does treasury have in creating ESG reporting strategies within the business?

Treasury groups have a critical role in ensuring the successful delivery of many of the significant decisions taken by a business. Whether going through an IPO, purchasing a new company or going through a merger, or looking at ongoing business needs such as expansion or growth plans, the treasury team have to manage many of the processes inherent in ensuring the activity is successfully undertaken.

Bringing the treasury team into the decision-making process at an early stage is critical; indeed, activities such as purchases and mergers can potentially stall due to treasury integration challenges alone. As such, this panel discussion will aim to focus on the following:

• How can treasury teams ensure their voice – and therefore needs – are heard BEFORE a fundamental business decision is taken?
• What should the role of treasury be when advising on fundamental business change? Where should the influence extend to, and what is “out of scope”? How can this differ from company to company?
• War stories and best practice – what practical advice can be given to help with ongoing change?