MODEC, the world’s largest independent operator of offshore floating production systems for the oil and gas industry, was managing its foreign exchange (FX) hedging process manually. In 2020, the company decided to automate this process, successfully reducing the time spent on it from three days to within one day.
Royal FrieslandCampina wanted to improve the centralization of its payments and collections. Kyriba and Zanders were excited to support Royal FrieslandCampina’s journey to become a more mature corporate treasury.
Dutch company AkzoNobel is known worldwide for its coatings and specialty chemicals for both industry and consumers. As part of a new strategy to accelerate growth and value creation, the multinational decided to spin off its chemicals division. The challenge was to do this in just eight months. How did AkzoNobel’s treasury manage to split its activities into two?
In the summer of 2015, Johnson Controls International (JCI) announced that it would divest its Automotive Division via a spin off in a new publicly listed company: Adient. Shortly thereafter, JCI announced a merger with Tyco, a fire protection & security company. What was the impact of these strategic transactions on the treasury activities of the company?
Gasunie has managed the Dutch gas network since 1963, when natural gas was first produced at Slochteren. In recent years the energy mix has changed, with the focus now more on sustainable energy sources. But Gasunie has maintained its involvement, capitalizing on the key role that gas plays in the current energy transition. The changing strategy of this gas distributor has also had a bearing on the activities of its treasury department.