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  "documentTitle": "2019 Global Treasury Benchmarking",
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      "text": "The bank's support in long-term financing remains the most important criterion when companies select banking partners. Additionally, having sufficient capabilities, competitive pricing, and a historical relationship all remain core expectations. Given past experiences, when evaluating a banking partner, treasurers should ask themselves several key questions related to a potential future financial crisis: How will banks support companies with whom they have scant history? If the bank faces margin pressures, how can corporates be sure the bank will view them as a strategically important client? Treasurers are advised to review banking relationships regularly—and with care, and should also take into account the impact of evolving government sanctions on their bank relationships.",
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      "text": "Currency risk ranks third on the treasurer's agenda and is also the most prevalent financial risk managed. More than eight in 10 respondents—84 percent—cited currency risk as a financial risk managed by Treasury. Interest rate risk followed closely behind at 80 percent. Respondents indicated a desire to spend more time understanding their organisation's economic exposures. Given macroeconomic factors, emerging market risks, and the evolving global tax environment, managing financial risk is complex. Treasury should evaluate solutions, including robust forecasting capabilities, and partner with the broader business to focus more on this important objective. The starting point should be obtaining a detailed understanding of exposures and sensitivities to FX rate movements to be able to report on this to the Board. This step should be undertaken before considering whether and how risks might be managed.",
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      "text": "Companies are turning inward to drive growth, with an increased focus on the balance sheet. This creates an opportunity for treasurers and CFOs, whose insights on cash flow and risk management put them in a unique position to support organic growth and advise their organisation on decisions related to capital budgeting/allocation and working capital management. Supporting this, the practices of cash flow forecasting and funding were ranked top priorities both for CFOs and treasurers. Treasurers should look for opportunities to improve balance sheet and capital management as ways to add value.",
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