- Questions to Richard Raeburn, EACT Chairman" /> - Questions to Richard Raeburn, EACT Chairman" />

Le magazine du trésorier - n°68 - 4ème trimestre 2009 - (Page 38)

TREASURERS’ ASSOCIATIONS Questions to Richard Raeburn, EACT Chairman What is and should be the role of EACT? The key words we use to describe the aim of the EACT state that we are here ‘to support the finance and treasury profession across Europe’. I always think that it’s quite salutary to remind ourselves that we are essentially there to contribute to a strong and relevant professional expertise that can be used by companies in Europe and beyond. It’s also worth noting that in my view the scope of the profession is continually expanding beyond just the core private sector, so members of the EACT’s treasury associations are increasingly active in the public sector and in what we call in the UK the ‘third sector’ – which includes organizations (most obviously charities) that are often ‘not-for-profit’ but that require to be managed in a completely professional way. If we talk about the role in more detail then clearly it is vital to note the EACT’s origins in the introduction of the Euro. That was a driving force encouraging collaboration amongst those countries faced with the exceptional challenge of the switch in currencies. For those of us that became involved with the EACT after those first years it is important not to forget how strong and focused were the issues facing the EACT. To some extent that background is still a key influence on the EACT as we continue to grapple with some of the single market issues such as payments, within which the role of the Euro is inevitably dominant. Looking to the future I have always been convinced that the EACT needs to be ready and able to take the high ground on issues that affect the finance and treasury profession. We have the capability and opportunity to be an influencer and thoughtleader whenever there is a credible reason to expect us to do so. An obvious example of this – on which we’ll talk more – is the whole debate over the proposals for regulation of the OTC derivatives market. In this instance the EU authorities need to hear a voice that represents those responsible for the strategy and direction of treasury management – so they expect the EACT to speak for senior group treasurers rather than individuals dedicated to more operational areas such as running global cash management processes. If the EACT is to be able to take that high ground and make the contribution that I expect it to do than it has to have people committing time to the EACT, so that as a group we are well-equipped to know where our input is appropriate and to have a clear and wellfounded position to adopt. If we can get all of that right then we will have a head start in being outstanding at supporting the finance and treasury profession across Europe. What are the main challenges for the EACT in the coming years? I’m going to give you a frank and slightly personal answer to this. I think the dominant challenge is not about issues but about building an effective EACT. We now have 20 member associations across 19 countries. There is wonderful diversity and a culturally fascinating mix in that membership. However the EACT is inevitably not a ‘mature’ organisation. So a key challenge is to engage with the wider membership of the EACT more effectively than we do at present. The EACT has historically relied on the efforts of a small group of individuals. For all the obvious reasons this is not terribly healthy for the organisation in the medium to long term. But the impact is wider than just with the organisation. If we appear to third parties – and most obviously those people in Brussels with whom we want to have good relationships – as a group that is not in reality truly panEuropean in our make-up we will lose access and respect. Another key challenge that links very closely with what I have just said is ‘democracy’: we need to be better at ensuring we can develop policy for the EACT and embrace opinions within our membership without losing focus and momentum.The threat is of course that too much consultation breeds inaction:

Table des matières de la publication Le magazine du trésorier - n°68 - 4ème trimestre 2009

Couverture
Sommaire
EDITORIAL
- Une dette, cela se rembourse...
FINANCIAL HIGHLIGHTS
INTERVIEW
- Mrs.Aline Weier, Robert Half  Finance & Comptabilité
FOCUS
- Evolution de la fonction de trésorerie en période de crise
- What services expected from a trading floor and changes after the financial crisis
- Adding Value for Stakeholders Through Improved Risk Management
- J.P. Morgan’s 2009 Global Cash Management Survey reveals the latest investment trends among corporate treasurers
FORUM OF ADVERTISERS
- Performance Management : from strategy to winning KPIs
- 15 minutes avec… le CRP Henri Tudor
TREASURERS’ ASSOCIATIONS
- Conférence Banque Degroof : Risques Climatiques
- Trésoriers de l’ATEL à l’honneur
- EACT semi-annual meeting Copenhagen
- Questions to Richard Raeburn, EACT Chairman
NEWS

Le magazine du trésorier - n°68 - 4ème trimestre 2009

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