payments

The Push for Transparency in Cross-Border Payments

Over the past few years, the financial sector judged cross-border payments on two simple metrics: speed and cost. Financial institutions poured resources into shaving seconds off processing times and compressing intermediary fees. While those factors still matter, they are no longer the ultimate finish line. Today, the industry faces a new defining frontier in global payments: total transparency.

Spurred on by initiatives like the G20 roadmap for enhancing cross-border payments, a rare convergence is occurring. Regulators, banks, fintechs, corporates and consumers are fully aligned—universally demanding radically improved clarity and traceability. The push for total transparency, and the transition to always-on payments, is fundamentally transforming global operations.

The Tangible Benefits of Total Transparency

Transparency in payments operates on two distinct pillars. The first is upfront clarity—knowing the exact fees, FX rates and timelines before a transaction is executed. The second is real-time, end-to-end tracking—giving participants the ability to pinpoint exactly where funds sit in the global network at any given second.

When institutions implement these dual pillars, the benefits cascade across every stakeholder in the financial ecosystem.

Frantz Teissèdre, Head of Public Affairs for Cash Clearing Services | Societe Generale

Corporate Treasurers and CFOs

For corporate treasury teams, transparency fundamentally eliminates the massive reconciliation burdens that have challenged cross-border commerce for years. When intermediary banks deduct unexpected fees from a transferred amount, AR teams waste valuable hours matching short payments against original invoices. Upfront transparency eliminates that headache and time wastage.

Real-time tracking also gives precise visibility into global cash positions. This empowers CFOs and treasurers to sweep funds, capture investment opportunities and deploy capital with absolute precision.

Banks and Regulators

For financial institutions and regulatory bodies, tracking payments acts as a powerful shield. Richer, standardized data allows banks and authorities to monitor systemic risks with unprecedented accuracy. By knowing exactly where money is flowing, institutions build significantly stronger anti-fraud and anti-money laundering capabilities. Transparency effectively eliminates the dark corners where illicit financial activities typically hide.

Consumers and Individuals

While retail drivers differ from corporate needs, the underlying demand remains the same. The modern consumer—particularly gig economy workers and independent merchants—requires fast, predictable payouts with zero hidden fees. For retail clients, transparent transactions remove financial anxiety and build enduring trust in banks and the payments system.

Instant Infrastructure Raises the Bar

New instant-payment infrastructure is actively setting higher expectations for transparency. Armed with standardized messaging formats like ISO 20022, the industry now utilizes a common global language for payment data. This structured data prevents the truncation of critical information, eliminating the false-positive compliance alerts that historically trapped payments in manual review queues.

Initiatives like the One-Leg Out Instant Credit Transfer (OCT Inst) in Europe and Swift’s global digital initiatives, in which Societe Generale participates actively, are expanding domestic instant payment capabilities across borders. By injecting cross-border flows directly into instant payment rails, the industry can solve the notorious “last mile” problem of crediting the final beneficiary.

However, severe challenges remain in fully delivering on these promises. Upgrading legacy batch-processing systems requires massive structural overhauls. Achieving seamless interoperability between fragmented national systems is a highly complex hurdle. While the infrastructure raises the bar, achieving universal, friction-free transparency demands ongoing, rigorous collaboration across the global banking sector.

The 24/7/365 Ripple Effect

The demand for transparency is intimately tied to another major structural shift: the global move toward 24/7/365 payment operations. The concept of standard business hours in banking is rapidly becoming obsolete.

For banks, regulators and consumers, this always-on environment is essential. Consumers expect weekend transactions to clear instantly, while regulators recognize that systemic risks do not pause on holidays. For corporate treasuries, 24/7 operations present both a strategic advantage and a logistical challenge. Immediate visibility into weekend cash flows allows finance teams to manage liquidity proactively, reacting to sudden market shifts or geopolitical events regardless of the day of the week.

This constant motion, however, creates operational hurdles for financial institutions. Liquidity is the oil in the payments system. To process instant payments on a Sunday morning, banks must hold sufficient funds in various currencies. Because central bank real-time gross settlement (RTGS) systems typically operate on standard business schedules, sourcing emergency liquidity when markets are closed remains a significant risk.

Additionally, racing against the clock introduces chronological mismatches. If an instant payment is sent from Paris to Toronto early Monday morning, it is still Sunday night in Canada. Reconciling these value dates across global time zones requires sophisticated new frameworks.

Preparing for the Always-On Future

The trajectory is clear. We are entering an era where payments never sleep and transparency must be guaranteed. Consumers are setting the pace, demanding speedand predictability, and gaining a renewed sense of trust in financial institutions. Corporates that embrace upfront clarity and real-time tracking will unlock transformative benefits: reducing reconciliation headaches, optimizing global liquidity and increasing their defenses against fraud.

The technology is maturing and global regulations are aligning. And soon, global systems and infrastructure will be prepared to support the seamless, transparent global payments that the modern economy demands. The always-on future awaits.

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State Controller May Freeze Payroll Until Budget Passes : Legislature: Official says some Medi-Cal payments could also stop if agreement isn’t reached by Saturday.

Attempting to force a state budget agreement, California Controller Kathleen Connell said Monday she is considering withholding lawmakers’ salaries, and cannot pay 35,000 state employees if the Legislature and Gov. Pete Wilson fail to approve a budget by Saturday’s constitutional deadline.

Without a budget, Connell said, she also will have no choice but to delay payments of some Medi-Cal bills, such as prescriptions, for elderly people–a step that would add pressure on lawmakers to approve a spending plan.

Under the state Constitution, California must have a new budget by the July 1 start of the 1995-1996 fiscal year. But Wilson and the Legislature remain far apart and seem to be in no rush to approve a budget.

In recent years, it has become common for the deadline to pass without a budget. In 1992, the state went more than 60 days without a budget, leading state government to pay its employees and vendors with IOUs.

Connell, who is in her first year in office and who issues the checks for the state, said California has the cash to pay its bills. However, without agreement on a budget measure authorizing state spending in the new fiscal year, Connell said she will have no choice but to delay paying vendors, some medical bills for the elderly, the blind and the disabled, and as many as 35,000 state employees, including management officials.

“I don’t think any taxpayer is going to be sympathetic to the idea that we have the cash but are not paying our bills,” said Connell, a Democrat.

Connell last week suggested that she would withhold lawmakers’ pay starting July 1 if they had not approved a budget by the deadline. But she softened her position after concluding that there may be a constitutional requirement that she issue their checks. However, Connell said she is still studying the question.

“I’m raising a moral issue here,” Connell said after a speech in Sacramento. “If there are [state] employees who are not going to be paid because we have partisan politics dominating the Legislature, then there has to be a question of who else should accept responsibility.”

In the Legislature, the Senate-Assembly budget conference committee met Monday afternoon. But Wilson and top legislative leaders have not scheduled budget talks to resolve differences.

Wilson has proposed a $56-billion budget that includes deep welfare cuts and requires 10% increases in state college and university tuition. Wilson also is pushing for a 15% income tax cut over three years–an idea opposed by many Democrats.

“We fully expect to have a budget in the month of July,” Wilson spokesman Paul Kranhold said. “We are hopeful that the Legislature will forward us a budget by Saturday, or soon afterward.”

The amount separating Democrats and Republicans is relatively small–$1.8 billion–compared to other years of the Wilson Administration, when the gap between Wilson’s proposals and what the Legislature proposed ranged from $5 billion to $14 billion. But rancor is so dividing the Assembly this year that partisans in the budget fight have yet to take the first steps toward a solution.

“It can happen by Saturday,” said Assembly Republican Leader Jim Brulte. “There is no reason that it couldn’t or shouldn’t happen by Saturday. But I don’t know if it will.”

Past court orders require that, even without a budget, the state pay to keep schools open and issue checks to welfare recipients. The state also will continue to meet its bond debt and pension payments, Connell said.

But starting Saturday, Connell said, the state will not pay vendors who perform various services for the state, or deliver goods to state prisons and state hospitals. Without a budget, she said, state agencies that lease space will be unable to pay rent and cannot pay utility bills. Payments for services such as nursing home care or food deliveries to prisons would be delayed until a budget is approved.

“The effect of having no budget begins immediately. It begins on July 1, and the damage will grow with each day,” Connell said.

If the state goes without a budget through July, the missed payments would total at least $360 million for Medi-Cal and state assistance to counties to operate trial courts. The total for employees was not known.

Unlike 1992, the last time there was a lengthy budget deadlock, the state cannot use IOUs to pay its workers who fall under the Fair Labor Standards Act.

A federal judge, acting on a lawsuit brought by state employees, ruled last year that the state acted illegally in 1992 by issuing the IOUs, and that roughly 120,000 workers covered by the Fair Labor Standards Act must be paid even if there is no budget.

But between 33,000 and 35,000 state workers are not covered by the act, raising the possibility that they will not be paid on time for work done after July 1.

The employees whose pay is in jeopardy include Wilson’s political appointees, and heads of departments and middle-level managers. Professionals such as deputy attorneys general and state physicians and dentists also may have their paychecks delayed. An aide to Connell said the controller’s office is reviewing the law to determine whether judges and other judicial officials can be paid.

The first state employees to miss a paycheck would be in the Department of Transportation, where 50 management employees would miss July 15 paychecks for work done after July 1.

Gov. Pete Wilson has criticized the commission’s findings, and Sens. Barbara Boxer (D-Calif.) and Feinstein have urged the President to throw out the panel’s work entirely. Rep. Vic Fazio (D-West Sacramento), whose district includes the threatened Air Force base, wants Clinton to send the report back and ask the commission to redraft it without the McClellan closure recommendation.

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