Once the seven-pillar structure was in place, GFRM leadership defined five key objectives for the function which led the strategic thought of the company--optimize capital sourcing; reduce leverage, and further strengthen the company's ratings profile; transform the company's risk profile in terms of capital sources, currencies, and interest rates; build an embedded and unified treasury architecture, processes, guidelines, delegation of authority, and manuals; and do all of this and more, but with less.
The GFRM group also undertook a massive effort to overtly define the company's treasury structures and processes.
Pinning down the treasury structure required GFRM to define which activities would be handled by the central team in India, and which would be managed in the business units.
The corporate GFRM team developed an "engagement matrix" that provided a granular explanation of how authority would be delegated under each of the seven pillars.
Finally, the GFRM group put in place a permanent focus on doing more with less.
The GFRM group presents for 30 minutes at each board meeting on the company's performance in relation to the KPIs defined by the seven treasury pillars.