The new EU regulation on SEPA Instant Payments is fundamentally changing payments: real-time transfers, 24/7/365, with no amount limit and no additional costs. The funds become available to the beneficiary within ten seconds. However, the real revolution lies not only in the speed, but also in the automation of payment and cash management processes. Treasury departments must bid farewell to manual routines and switch to system-supported, rule-based processes.
The regulatory requirements are in place, banks and clearing systems are ready. Yet many corporates are still hesitating. The reason: the changeover requires more than just a technical update - it requires end-to-end automation. Only when payments and liquidity management are fully digitalised and integrated can the benefits of instant payments be exploited: real-time transparency and automated scheduling. Automation enables corporates to handle payment workflows without interruption. Salary payments can be made at the weekend; suppliers can be paid immediately by means of integrated workflows. Working capital also benefits: Payments can be made exactly when they are due, while incoming cash flows - also thanks to new, innovative SEPA instant payment methods in e-commerce - are immediately taken into account. New approaches are emerging in cash management: liquidity management and end-of-day target balancing can be handled by means of pre-set rules, allowing treasury teams to focus more on analysis and strategic planning. Operational routines are replaced by automated processes, which boosts efficiency and increases the corporate's ability to react.
The systems must be "always on": ERP systems, payment hubs and treasury management systems, banking platforms, clearing and settlement infrastructure as well as sanction screening workflows must be integrated in real time. Automation also means governance: compliance and audit must develop trust in the systems. Liability issues and fraud prevention are key topics that need to be resolved through intelligent security mechanisms and whitelisting.
Who bears the liability?
The introduction of automated processes raises new questions. Security and trust are paramount: corporates must ensure that automated decisions are reliable and that suspicious payments are handled correctly. Equally critical is liability: who is responsible if a payment is executed incorrectly? At the same time, the role of the cash manager is changing fundamentally. Operational activities are receding into the background, while strategic management and analytical tasks are gaining in importance. This change requires not only technological adjustments, but also a rethink within the teams.
The EU's new SEPA Instant Payments Regulation is a game changer. However, the real competitive advantage will only come from full automation. Corporates need to digitalise processes, network systems and build trust in the new procedures. Those who act now will create a treasury that operates in real time, optimises liquidity management and transforms the CFO from a "payment approver" into a strategic navigator.