Over $30 trillion has been invested in environmental social and governance (ESG) themed assets. With over 600 ESG rankings and ratings and over 4,000 ESG key performance indicators, standardization has never been more important. But who decides on ESG standards in the corporate supply chain and how can banks help corporate treasurers navigate this evolving market?

The world as we know it has turned on its head. Reeling from Covid-19, supply chains have fractured beyond recognition and firms globally are scrambling to stay afloat in order to get goods to market. But as the lockdown continues, are companies cutting corners – and putting their environmental, social and governance (ESG) goals aside – at the expense of their workers? The same workers who will be vital once the recovery begins?

In the latest series of Treasury and Turbulence, Euromoney will examine where Sustainable Finance in the supply chain holds up, and where it falls down.

Stories of corporate treasury innovating to mitigate external threats.

To be ‘in your element’ means to be right where you want to be – where you can deploy your skills and expertise to achieve your objectives. A treasurer’s ‘element’ is money.

Technology. It’s a metamorphic force, running at full tilt, that keeps corporate treasurers on their toes.

It is of no surprise, given the change under way in many corporate business models, that much has been spoken about and written on the emerging digital opportunities that exist for treasuries to reimagine and reinvent how they operate.

A regularly-tested clear, robust recovery plan is essential if companies are to meet the challenge of an increasing number and variety of cyber threats

The introduction of new types of money market funds in the European Union may prompt institutional investors to revisit their investment strategy.

Alternative financing options - particularly those which provide companies with flexible arrangements - are becoming increasingly popular with S&P 500 companies. Next generation technologies are making these financing arrangements ever more possible.

Over the past decade, many corporates have adjusted their financing strategies as the availability and cost of capital have changed due to a number of factors, including market, regulatory and economic transformations.

Corporate treasury teams should prioritize setting a strategy for using data and digitization to transform how they operate, writes Ron Chakravarti, global head of treasury advisory, Treasury and Trade Solutions, Citi. Meanwhile, Martin Schlageter, head of treasury operations at Roche, explains how digitization is core to shaping what treasury achieves.