Treasury & Risk magazine April 2009

Cover Story

Risk managers are stressed out these days dealing with the solvency issues surrounding some major insurers and the impact of the recession.

Can You Bank on Your Bankers?

By Richard Gamble

With credit availability limited and some financial institutions still on shaky ground, treasurers are sorting out which relationships can work.
When Quants Ruled

By Duncan Wood

Sophisticated risk modeling put banks ahead of the class in risk management until their practices sparked the financial crisis. Will their problems damage risk management's credibility or help companies learn how to implement it more wisely?
Broadening SWIFT's Reach

By Donna Miskin

Americas CEO Chris Church sees a bigger role in the corporate world for the network.

2009 Risk Management Survey

By Staff Writer

The financial crisis has infiltrated decision-making about insurance. Almost a third of the finance executives who responded to the survey say their brokers have recommended changing carriers in their directors and officers liability program.

For Your Information

By Staff Writer

Keeping Track of Banking Industry Disasters

Supply Side Scrutiny

By Donna Miskin

Companies need to become more aware of the potential financial risks their suppliers face and what steps to take to help support them.

Double Vision on Oversight

By Dave Lindorff

Accounting regulators want two audit firm partners to review each public company's audits and interim reports.

Target-Date Troubles

By Janet Aschkenasy

As stocks dive, fund companies are revisiting 401(k) target-date strategies and plan sponsors are fretting about possible lawsuits.

D&O Checklist

By Russ Banham

As the market tightens, risk managers must make a strong case for renewal and brace for the possibility that some insurers will run into trouble.

Banker in a Box

By Dave Lindorff

Oracle's Hyperion Strategic Finance provides the kind of financial modeling and simulations outside consultants charge big fees for.

Skillful Revamping

By Richard Gamble

Diebold's treasury boosted productivity by reorganizing its 150 staffers according to the tasks they perform best.