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艰难抉择 (Making the Tough Choices)

Karin Amacher - 力拓集团现金管理部财务主管
Oliver Wolfensberger -力拓集团财资运营部全球主管

在2007年收购了加拿大铝业公司之后,为了实现各项战略及运营目标,财务部必须对自身流程及组织架构进行重新评估与整合。当时我们有五个财务中心,但我们意识到这些财务中心有进一步合理化的空间,整个集团的财务流程也需要更有效地简化。

尽管新集团拥有一个庞大且内部差异巨大的财务部门,但我们仍可从铝业公司和力拓公司原有的架构中找出最有效的流程并加以利用。我们还需要精简财务队伍,同时确保项目管理和日常财务工作得以兼顾。

面临的挑战

尽管有些决定比较简单,但是在财务重组的过程中,我们不可避免地会遇到一些更具挑战性的决策。有些情况下,我们意识到财务部门承担的某些职能由其他职能部门接手更为合适,另外一些情况下,我们需要把集团内其他部门承担的职能,或者分散在各部门的职能集中到财务部,以使我们能有效地履行自己的职责。

Published 
Please note: this article is over 9 years old. If you feel this article is inaccurate or contains errors get in touch here . Many thanks, TMI

Making the Tough Choices

by Karin Amacher, Treasury Director, Cash Management and Oliver Wolfensberger, Global Head of Treasury Operations, Rio Tinto

Following the acquisition of Alcan in 2007, treasury needed to re-evaluate and integrate its processes and organisation in order to achieve its strategic and operational objectives. At that time, we had five treasury centres, but we recognised the potential to rationalise these centres, and streamline processes more effectively across the group.

Although the new group had a large and in some ways disparate treasury organisation, it was possible to identify and leverage the most efficient processes from within the Alcan and Rio Tinto legacy businesses. We also needed to rationalise our treasury team, whilst ensuring that there was sufficient scope for managing project work as well as daily activities.

Meeting the challenges

While some decisions were straightforward, there were inevitably some more challenging aspects of the treasury re-organisation. In some cases, there were activities undertaken by treasury that we recognised would be better managed by other business functions. In others, there were tasks undertaken elsewhere in the organisation, or distributed across business units, that needed to be centralised in treasury to enable us to perform our role effectively.