Fraud is an ever-present risk in transactional finance roles, especially within Accounts Payable (AP), where the sheer volume of transactions and the involvement of external vendors can create vulnerabilities. While technological advancements have provided tools to mitigate fraud, building a strong anti-fraud culture is equally critical. This culture starts with awareness and extends through behaviour, processes, and values embraced by the entire organisation.

Here’s some suggestions on how to create an anti-fraud culture that safeguards your AP function:

1. Leadership Commitment and Tone at the Top

The foundation of an anti-fraud culture begins with leadership. When senior leaders demonstrate a zero-tolerance approach to fraud, employees are more likely to follow suit. It’s essential that management consistently communicates the importance of fraud prevention through training, policies, and setting ethical standards. This also means actively participating in initiatives that promote transparency and integrity.

Key actions include:

• Regularly speaking about fraud prevention in team meetings.
• Leading by example in following AP protocols.
• Encouraging open communication on fraud-related concerns without fear of retaliation.

2. Comprehensive Employee Training

Employees in AP and transactional finance roles are the first line of defence against fraud. A well-informed team is better equipped to spot irregularities and suspicious activities. Comprehensive training programs that are regularly updated can help foster vigilance.

Training should cover:

• Common types of AP fraud, including vendor fraud, invoice fraud, and expense reimbursement schemes.
• Red flags to watch for, such as duplicate payments, sudden changes in vendor details, or unusually large invoice amounts.
• Reporting protocols for suspected fraudulent activities.

Equally important is embedding an understanding of the repercussions of fraud, not just for the business but for the individual, including legal consequences and career impacts.

3. Segregation of Duties

One of the most effective internal controls in preventing fraud is the segregation of duties. No single person should have end-to-end control over any financial process, such as vendor onboarding, invoice approval, and payment processing. Splitting these responsibilities between multiple employees reduces the likelihood of fraud being carried out by an individual or going unnoticed.

In practice:

• One team member handles vendor setup, while another manages invoice approvals.
• Implement system-level restrictions so that no single person can complete an entire process alone.
• Ensure a regular review of these duties to avoid collusion between employees.

4. Automated Fraud Detection Tools

Technology plays a crucial role in identifying potential fraudulent activity early. AP automation tools equipped with artificial intelligence (AI) and machine learning can monitor transactions in real-time, flagging anomalies based on pre-set patterns. For example, they can detect duplicate invoices, payments to unregistered vendors, or invoices that deviate from usual spending trends.

These tools should be paired with:

• Routine audits of vendor lists and transaction histories.
• Alerts for specific fraud risk factors like rapid changes in bank account details or suspicious vendor activity.
• The ability to halt payments until anomalies are investigated.

5. Vendor Management and Onboarding Controls

AP fraud often occurs through external vendors, making it crucial to establish strong vendor onboarding controls. A thorough onboarding process that includes validating vendor credentials and conducting regular vendor audits is essential.

Best practices include:

• Verifying the legitimacy of new vendors before they are added to the system.
• Maintaining an updated and accurate vendor master file.
• Regularly reviewing vendor activity and relationships to ensure there are no conflicts of interest or unusual patterns.

6. Whistleblower and Reporting Mechanisms

An effective anti-fraud culture encourages employees to report suspicious behaviour. Implementing a whistleblower program that ensures confidentiality and protection for those reporting potential fraud can greatly enhance internal fraud detection.

Encourage open communication by:

• Offering multiple channels for employees to report suspicious activity (hotlines, online portals, etc.).
• Clearly outlining the process for reviewing and acting on reports.
• Providing assurance that there will be no retaliation for reporting in good faith.

7. Regular Audits and Continuous Monitoring

Audits play a crucial role in identifying gaps in your anti-fraud processes. Regular internal audits of AP systems, processes, and transactions ensure that controls are functioning effectively and provide an opportunity to spot any unusual patterns or weaknesses.

Continuous monitoring efforts include:

• Conducting surprise audits or random checks.
• Reviewing high-risk transactions, such as large or international payments, with extra scrutiny.
• Analysing expense reports and reimbursement claims for potential abuse.

8. Cultivating an Ethical Work Environment

Lastly, fostering an ethical work environment where integrity is prioritised over shortcuts helps prevent fraud from becoming ingrained in company culture. When employees understand the value of honesty and accountability, they are less likely to engage in fraudulent behaviour and more likely to report it when they see it.

This can be achieved by:

• Embedding ethics and values into the company’s code of conduct.
• Recognising and rewarding employees who uphold these values.
• Creating a sense of shared responsibility for fraud prevention across all departments.

Conclusion

Creating an anti-fraud culture in AP and transactional finance roles is not a one-time initiative but an ongoing process. It requires a commitment from leadership, regular training, effective internal controls, and leveraging technology to build a proactive defence against fraud. When every team member is aware, vigilant, and supported by strong processes and tools, the likelihood of fraud can be dramatically reduced, safeguarding both the department and the wider organisation.

By nurturing this culture, AP teams can move beyond just preventing fraud and position themselves as trusted, strategic assets to the business.

In the fast-paced world of Accounts Payable (AP) and Procure-to-Pay (P2P), leadership isn’t just about managing tasks and processes. It’s about leading people, fostering relationships, and cultivating an environment where your team can thrive. Emotional intelligence is at the heart of this endeavor.

Here are the top 10 tips to enhance your emotional intelligence as a leader in the AP/P2P profession:

1. Self-Awareness: Know Yourself First

Before you can lead others, you need to understand your own emotions, strengths, weaknesses, and triggers. Regular self-reflection can help you stay grounded and avoid reacting impulsively in stressful situations, which are common in the transactional finance environment.

2. Empathy: Understand Your Team’s Perspective

Empathy is crucial for building strong relationships. Take time to listen to your team members, understand their concerns, and see things from their perspective. In AP/P2P, where deadlines are tight and errors can be costly, empathising with the pressures your team faces will help you lead more effectively.

3. Effective Communication: Be Clear and Open

Clear and open communication is the backbone of any successful team. As a leader, ensure that you communicate expectations, feedback, and changes transparently. In AP/P2P, where processes are complex, clear communication can prevent misunderstandings and errors. Always strive to “eliminate ambiguity”.

4. Adaptability: Embrace Change with Positivity

The AP/P2P profession is constantly evolving with new technologies and regulations. A leader with high emotional intelligence can adapt to change with a positive mindset and help their team do the same. Encourage flexibility and be a role model for adaptability.

5. Conflict Resolution: Approach Disagreements Constructively

Conflicts are inevitable in any workplace, but how you handle them matters. Approach conflicts calmly and constructively, focusing on finding solutions rather than assigning blame. In AP/P2P, where collaboration is key, effective conflict resolution can keep your team cohesive and focused.

6. Stress Management: Maintain Your Composure

The high-pressure nature of AP/P2P can lead to stress. Leaders with strong Emotional Intelligence know how to manage their stress and remain composed. Practice stress-relief techniques like mindfulness or deep breathing, and encourage your team to do the same.

7. Motivation: Inspire and Drive Your Team

A motivated team is a productive team. Use your emotional intelligence to tap into what drives each team member. Recognise achievements, provide meaningful feedback, and create a sense of purpose in their work within the AP/P2P process.

8. Relationship Management: Build Strong Connections

Strong professional relationships are built on trust and respect. Adopt a collaborative environment where team members feel valued and supported. In AP/P2P, where teamwork is essential, strong relationships can lead to better collaboration and fewer errors.

9. Decision-Making: Balance Emotions with Logic

Emotionally intelligent leaders can make decisions that balance emotional and logical factors. In the AP/P2P profession, where decisions often involve financial implications, it’s important to remain objective while considering the human impact of your decisions.

10. Continuous Learning: Invest in Your Emotional Growth

Emotional intelligence isn’t static; it can be developed over time. Commit to continuous learning by seeking feedback, attending workshops, and reflecting on your experiences. In the ever-evolving AP/P2P field, ongoing development in Emotional Intelligence will keep you at the forefront of effective leadership.

Conclusion

Incorporating emotional intelligence into your leadership style isn’t just a nice-to-have; it’s a necessity in the AP/P2P profession. By focusing on these 10 tips, you can create a more supportive, productive, and resilient team. Leadership isn’t just about managing processes—it’s about leading people, and emotional intelligence is the key to doing so effectively. 

In the Accounts Payable (AP) and Procure-to-Pay (P2P) profession, statement reconciliations are often seen as a routine task—but their impact is far more profound. They form the backbone of financial accuracy, compliance, and can elevate AP from a transactional to a strategic department. Let’s explore why statement reconciliations are critical and how they can transform AP / P2P operations into a strategic asset.

The Importance of Statement Reconciliations

Statement reconciliations involve comparing the supplier’s statement of account with the records in the AP system. Any discrepancies, like missed invoices or unaccounted payments, are identified and resolved. While this process might seem simple, it carries significant value:

1. Ensuring Financial Accuracy: Reconciliations guarantee that the company’s financial records are up-to-date and accurate. Invoices that may have been missed, duplicated, or incorrectly processed can be identified and rectified, preventing payment errors and mitigating risk.
2. Improving Supplier Relationships: Frequent and consistent reconciliations foster trust with suppliers. Ensuring that payments are made correctly and on time strengthens relationships and enhances collaboration. Suppliers are less likely to raise disputes if they trust the accuracy of your payment processes.
3. Supporting Compliance: From a compliance perspective, reconciliations are key to meeting internal controls, audit requirements, and adhering to regulatory frameworks like SOX (Sarbanes-Oxley). They help ensure the AP department is in alignment with tax and VAT regulations, reducing potential penalties and legal risks.
4. Mitigating Fraud and Duplication Risks: Regular reconciliations make it easier to spot duplicate invoices or unauthorised transactions. This is especially important in large organisations with high volumes of invoices and payments, where discrepancies may slip through unnoticed without rigorous checks.

Statement Reconciliations as a Best Practice in AP

Incorporating statement reconciliations as part of your AP best practices ensures not only accuracy but also operational efficiency:

1. Regular Review and Timing: Reconciliations should be scheduled regularly, aligning with key financial reporting deadlines or payment cycles. Regularity helps detect and resolve issues early, avoiding last-minute fire drills.
2. Automation and Technology Integration: Leveraging automation tools to assist in the reconciliation process can save significant time and effort. Integrated AP systems that pull data from multiple sources, including supplier statements, can automate the reconciliation of transactions, highlighting discrepancies for quick resolution.
3. Establish Clear Reconciliation Protocols: Ensure the AP team follows a standardised process for statement reconciliations, including the steps to investigate discrepancies, document findings, and approve resolution actions. A clear framework minimises the chances of errors and provides consistency across teams.
4. Collaboration Across Departments: Reconciliations should not just be limited to the AP department. Procurement, finance, and even operations teams need visibility, as discrepancies might stem from errors in purchase orders, delivery, or goods receipt processes.

Elevating AP to a Strategic Role Through Reconciliations

Traditionally, AP departments have been viewed as back-office, transactional functions. However, incorporating reconciliations as part of a broader P2P strategy allows AP teams to take on a more strategic role. Here’s how:

1. Data-Driven Insights: Statement reconciliations generate valuable data on payment trends, supplier performance, and process inefficiencies. Analysing this data can provide actionable insights, enabling AP to proactively recommend improvements or negotiate better payment terms with suppliers.
2. Building Financial Resilience: By maintaining accurate financial records, the AP department contributes directly to the company’s working capital management. Efficient reconciliations improve cash flow forecasting and can inform broader financial strategies, positioning AP as a key player in financial decision-making.
3. Aligning with Corporate Goals: A department that supports efficient cash flow, supplier satisfaction, and compliance becomes invaluable to the broader corporate strategy. The data gathered from reconciliations can be shared with leadership to influence high-level decisions, further embedding AP into the company’s strategic framework.
4. Risk Mitigation and Control: AP can act as a control mechanism within the P2P process. By flagging irregularities early, the AP department helps the business avoid financial risk and costly errors. This not only saves money but also strengthens the department’s role as a key safeguard for the company’s financial health.

If you’d like to learn more about the partners the APA collaborates with, visit this link for detailed information.

Conclusion

Statement reconciliations might seem like a fundamental task, but they are crucial to elevating the AP department’s role from transactional to strategic. They ensure financial accuracy, compliance, and foster stronger supplier relationships, while also providing AP teams with data-driven insights to guide the broader P2P strategy.

For AP professionals, embracing statement reconciliations as part of best practices not only improves operational efficiency but also positions the department as a strategic enabler within the business. It’s time to start thinking about reconciliations not just as a checklist task but as a gateway to smarter, more strategic financial management.

In the ever-evolving landscape of Accounts Payable (AP) and Procure-to-Pay (P2P), technological advancements have become the linchpin for efficiency, accuracy, and scalability. As organisations increasingly adopt automation, AI, and other digital tools, the role of leadership in guiding teams through these changes is more critical than ever. Successfully leading teams through technological change involves more than just implementing new systems; it requires a strategic approach that fosters adaptability, resilience, and continuous learning.

Understanding the Impact of Technological Change

Before diving into strategies for leading teams, it’s essential to grasp the impact of technological change on AP/P2P processes. Automation tools streamline tasks such as invoice processing, payment approvals, and vendor management, reducing manual errors and speeding up workflows. AI-driven analytics provide deeper insights into spending patterns, enabling more informed decision-making. However, these changes can also lead to uncertainty among team members, who may fear that automation could replace their roles or find themselves overwhelmed by the learning curve associated with new technologies.

If you’d like to learn more about the partners the APA collaborates with, visit this link for detailed information.

Building a Culture of Adaptability

One of the first steps in leading a team through technological change is cultivating a culture of adaptability. Encourage an environment where continuous improvement and innovation are valued. Leaders should emphasise that technology is a tool to enhance, not replace, human capabilities. By fostering a mindset that sees change as an opportunity for growth, teams are more likely to embrace new technologies with enthusiasm rather than resistance.

Clear Communication and Vision

Effective communication is paramount when navigating technological change. Leaders must clearly articulate the vision behind adopting new technologies—explaining not just the “what” but also the “why.” Sharing the long-term benefits, such as increased efficiency, better data accuracy, and enhanced job satisfaction through the reduction of tedious tasks, can help alleviate concerns and align the team with the organization’s goals.

Regular updates and transparency about the implementation process also help in managing expectations. Leaders should create forums for open dialogue, where team members can voice concerns, ask questions, and provide feedback. This collaborative approach not only eases the transition but also empowers employees by involving them in the change process.

Providing Training and Support

Technological change often requires new skills, and it’s the leader’s responsibility to ensure that the team is well-equipped to handle the transition. Investing in comprehensive training programs tailored to different learning styles can significantly reduce the stress associated with adopting new tools. Offering hands-on workshops, online courses, and one-on-one coaching sessions can cater to varied skill levels within the team.

In addition to training, ongoing support is crucial. Leaders should establish a support system where team members can easily access help when needed, whether through internal experts, a dedicated helpdesk, or external consultants. This not only helps in the immediate transition but also builds long-term confidence in using new technologies.

Recognising and Celebrating Successes

Acknowledging the efforts and successes of the team during the transition can go a long way in maintaining morale and motivation. Celebrate milestones, both big and small, to reinforce the positive aspects of the change. Recognising individual contributions also shows that the leadership values the hard work and adaptability of the team, which in turn fosters a stronger sense of commitment and teamwork.

Continuous Improvement and Feedback Loops

Technological change is not a one-time event but an ongoing process. Leaders should establish continuous improvement and feedback loops to ensure that the technology is meeting its intended goals and that the team is adapting well. Regularly soliciting feedback from team members can provide valuable insights into what’s working and what needs adjustment. This iterative process helps in fine-tuning both the technology and the way it’s integrated into the workflow, ensuring sustained success over time.

Conclusion

Leading teams through technological change in AP and P2P is a complex but rewarding endeavor. By building a culture of adaptability, communicating effectively, providing robust training and support, and recognizing successes, leaders can guide their teams through the transition with confidence and clarity. As technology continues to evolve, so too must the leadership strategies that support it, ensuring that organizations not only keep pace with change but thrive in it.

Over 50% of SMEs within the UK are affected by late payments, costing small firms an estimated £22,000 a year. In an announcement made on Thursday 19th September, the Government have declared an enhanced package of measures, as well as the hotly anticipated, new ‘Fair Payment Code’, in a bid to fight the problem. 

Currently, law states that responsible directors of non-compliant companies who have failed to report on their payment practices could face criminal prosecutions, fines, and even criminal records. The Government have unveiled plans to go one step further, with new legislation expected in the coming weeks that will require all large businesses to include payment reporting in their annual reports, providing transparency on how they are treating small firms. As a result, company boards and international investors will be able to see how firms are operating. 

In addition, plans are to step up enforcement of existing late payment performances, all in a bid to encourage cash flow, as part of Labour’s manifesto to grow the economy. By unlocking growth for 5.5 million firms, the government are hoping for more investment, with more employees hired, a boost to wages and increased export of goods.  

Collaboration between the Business Secretary and the Federation of Small Businesses continues, as new laws and proposals to end bad payment culture, enter consultation. 

Prime Minister Keir Starmer has said: 

“We’re determined to back small businesses by unlocking their barriers to growth, and stamping out late payments is at the heart of this.” 

“After years of delay, we’re bringing forward measures that small businesses have long been calling for to tackle late payments once and for all.” 

In place of the old Prompt Payment Code, the new Fair Payment Code is set to open for signatories later this year, where businesses will be required to prove they have met good payment standards prior to gaining official code status.  

Research published by the Department for Business, in support of the new measures, indicates the impact longer supply chains have on exacerbating payment delays, and smaller firms experiencing more issues with late invoices. A stark imbalance was evident between large and small firms, with the research highlighting administrative errors as a major factor in creating slow payments. A substantial 24% of firms confirmed that incorrectly handled invoices added to the delays. 

The new measures have received support from the likes of Small Business Commissioner, Liz Barclay, and Good Business Pays founder, Terry Corby. 

Liz Barclay stated “We need sustainable, resilient businesses at all levels of the supply chains, to achieve the growth the economy needs. That means paying everyone from the largest supplier to the sole trader quicker, so they have the confidence to invest, improve productivity and grow. Fair payment terms and on time payments are the key.” 

Over the coming months, the Accounts Payable Association (APA) will continue to support the Accounts Payable community and our membership, guiding AP teams to adopt measures in line with the new measures and Fair Payment Code.  

Jamie Radford, APA CEO, issued the following statement:  

“The APA are committed to supporting the government’s initiative to put an end to late payments, which have damaging ramifications on small businesses in the UK. Our organisation recognises the importance of best practice within the entire finance function, and the implications on the UK economy when proper practices are not adhered to.” 

“As well as our Annual Conference in just a few short weeks, the APA will be delivering our annual Accounts Payable Update Courses throughout 2024/25, where we will go into detail about the new Fair Payment Code and government measures. We encourage any Accounts Payable professionals who are worried about the new measures and are seeking guidance on how to achieve compliance, to consider joining us – we will be glad to help.” 

— Ends — 

Read the full statement on gov.uk here: Crack down on late payments in major support package for small businesses – GOV.UK (www.gov.uk) 

The excitement was palpable on Thursday 12^th September as over 130 attendees joined the Accounts Payable Association, live on LinkedIn, for the announcement of this year’s APA Awards shortlist.

The Awards, which celebrates hard-work, perseverance and excellence of professionals within Accounts Payable, is recognised as the benchmark of outstanding achievement.

This year, records were broken as an astounding 341 nominations, documenting the successes of individuals and teams alike, were submitted for consideration. Received from over 70 organisations, and from industries including hospitality, construction, manufacturing, shared services and retail – 2024 represented the greatest number of nominations made to date.

The full list of categories, and those who have been shortlisted can be viewed below:

Categories and Shortlisted Nominees:

Wellbeing for Others Award

• Daniel Leonard – LKQ Group (ECP)
• Gina Ward – Liberty Global
• Rachel Stirling – Halfords
• Afeefa Ahmed – EG Group
• Angie Mitchell – Becketts Foods
• Sam Evans – Amey
• Diane Bamford – Radius
• Bronte Matthews – The Innovation Group
• Carolyn Jones – SSE plc
• Lesley Titley – SSCL
• Ella Everett – Specsavers
• Finance Team – P3 Charities
• Rachel Michaela – National Gas

Employee Engagement Award

• AP Team – Amey
• Guillaume Avrain – Becketts Foods
• Dunelm (soft Furnishings) Ltd
• Judy Hart – Investors in Excellence
• Sarah Wilman – Liberty Global
• Richard Tattersall – Liberty Global
• Dominic North – P3 Charities
• Poundland
• Laura Mason – Radius
• Employee Engagement Network (EEN) – SSCL
• Stacey Leishman – SSE plc
• Sarah Collins – Highwood Group

APA Leadership Award

• Melanie Keane – Direct Table Foods
• Nikki Jeffs – Innospec Inc
• Scott Aldridge – Jersey Electricity
• Matthew Smith – Liberty Global
• Joe Cooper – Liberty Global
• Rachel Michaela – National Gas
• Samantha Foster – Poundland
• Sarah Turner – SSE plc

The Claire Lomas MBE Overcoming Adversity Award

• AP Team – Amey
• AP Team – Calor Gas
• Sarfarez Mohmed – EG Group
• Sunrise OpCo  – Liberty Global
• Nathan Poppleton – National Gas
• Andreas Korovessis – Norton Rose Fulbright
• Accounts Payable Team – Poundland
• Steve Rose – Somerset Council
• Stephen Barnfield – SSCL
• Chloe Howard – SSE plc
• Sally Smith – St Modwen Property Ltd

Rising Star Award

• Cristina Gherghina – Allwyn UK
• Lindsay Baker – Amey
• Dominika Jupowicz – Becketts Foods
• Ben Bridges – Britvic Soft Drinks Ltd
• Sumaiya Patel – EG Group
• Laura Ucelniece – Halfords
• Kenzie Forster – Liberty Global
• Lonela Fratea – LKQ Group (ECP)
• Megan Harvey – National Gas
• Holly Washington – NHS ELFS Business Services
• Peter Sleeth – Poundland
• Erika Fileni – Radius
• Tahmida Begum – Sanctuary Group
• Jasmine Bellamy – Screwfix Ltd
• Kaylee Simpkin – Specsavers
• Olivia Linsey – SSCL
• Mark Murray – SSE plc
• Kelechi Madubuko – Xylem Water Solutions Ltd
• Lauren McClelland – Purepay Retail Ltd
• Chak Tiruttullai – Marriot Hotels Int

Outstanding Contribution Award

• Katarina Mikolaskova – Advanced Innergy Solutions Limited
• David Talbot – Amey
• Angie Mitchell – Becketts Foods
• Megan Duncan – Bourne Leisure
• Melanie Keane – Direct Table Foods
• Dawn Reeves – EG Group
• Sarah Collins – Highwood Group Ltd
• Vicki Davis – Liberty Global
• Toni Trudgill – Liberty Global
• Caroline Santos – Nandos
• Ira Wilson – National Gas
• Usman Razaq – Radius
• Samantha Cole – SSCL
• Stacey Leishman – SSE plc
• Leigh Kyle – SSE plc
• Marta Barzyczak – Xylem Water Solutions Ltd
• Nandini Balakumar – British Heart Foundation
• Karolina Tur – Freightliner Group Ltd

Significant Team Achievement Award

• Accounts Payable Team – Amey
• AP & AR Accounts – Becketts Foods
• AP Team – Breedon Group plc
• AP Team – CTD Tiles
• Retail AP GFR Team – Halfords
• Accounts Payable Team – Homeserve Membership Ltd
• Procure to Pay Team – J Murphy & Sons
• Finance Team – National Gas
• AP Team – Poundland
• Purchase Ledger Team – Radius
• AP Interfaces Team – SSCL
• Payables Team – SSE
• Finance Team – Kingfisher Insurance Services Ltd
• Payment Operations Team – Liberty Global

Digital Transformation Award

• Amey
• ELFS Business Services
• InterDigital, Inc.
• Liberty Global
• P3 Charities
• Radius
• SSCL
• SSE plc
• Awaze

APA Award for Excellence

• SSE plc
• LKQ Group (ECP)
• New Balance
• Tarmac
• NHS Wales
• NHS NI

Shared Service Centre Team of the Year

• Amey
• EG Group
• Freightliner Group
• INFOSYS
• Liberty Global
• National Gas
• RSK Group Ltd

Public Sector Team of the Year

• ELFS Business Services
• SSCL
• BSO SSC – NHS NI
• NHS Wales
• London Borough of Waltham Forest
• HCA Healthcare
• University of Liverpool
• UCLAN (University of Central Lancs)
• University Hospital Birmingham

AP Manager of the Year

• Joe Sellwood – Amey
• Angie Mitchell – Becketts Foods
• Chloe Jones – Breedon Group
• Ramun Sidhu – Britvic Soft Drinks
• Yvonne Rimmer – CTD Tiles
• Jordan Ward – Edinburgh Airport
• Carrie Thompson – ELFS Business Services
• Mandy Wilson – Interdigital
• Becky Kirkbright – Liberty Global
• Nicola Stevenson – Nandos
• Jasmine Dhesi – National Gas
• Heather Yates – New Balance
• Neil Christie – Ocado
• Jacqui Harris – P3 Charities
• Jordan Davies – SSCL
• Kevin Robertson – SSE plc
• Shirell Tutton – The Innovation Group

AP Team of the Year

• Advanced Innergy Solutions
• Becketts Foods
• Breedon Group
• Dunelm (Soft Furnishings) Ltd
• Highwood Group Ltd
• Homeserve Membership Limited
• P3 Charities
• Poundland
• Purepay Retail Ltd
• Radius
• Yorkshire Water
• Survitec Group Ltd
• SSE

The awards ceremony is set to take place on 15^th October at the National Motorcycle Museum, Solihull, following the APA Conference 2024. This year’s event promises to be an evening of celebration and recognition, with live music and ITV’s weatherman Des Coleman as compere and entertainer, adding to the excitement.

For more information about the APA Conference and Awards, or to secure your ticket to attend, click the button below!

As part of the Accounts Payable Association’s ongoing work to support the Accounts Payable Industry, we are pleased to announce our latest initiative, the APA Rising Star Scholarship. 

The APA strive to provide opportunities for Accounts Payable Professionals to not only build their network within our inclusive community, but to also develop their skills and expertise with a full range of courses and industry-recognised qualifications. 

The APA Rising Star scholarship is a unique opportunity for one, well-deserving individual, to be enrolled onto an APA Technician Qualification at no expense to themselves or employer. In support of our community, the APA will fund the winner of the AP Rising Star award to undergo the industry-recognised Qualification. 

The Rising Star Award is one of 12 trophies to be presented at the APA Awards Gala Dinner on 15th October 2024, which will see over 300 AP professionals come together in celebration of the best and brightest within the industry. 

There is still time to nominate either yourself, or a colleague, for the Rising Star Award, as well as all other award categories, with the deadline to do so on 31st August 2024. 

Find out more about the nomination process and how you can join the celebration on 15th October.

Do you ever feel like your Accounts Payable (AP) department operates on an island, disconnected from the rest of the procurement process?

You’re not alone.

Silos between AP and Procure-to-Pay (P2P) are a common roadblock in many organisations. This can lead to inefficiencies, delays, and frustration on both sides.

But what if there was a better way? By fostering collaboration and breaking down those silos, AP and P2P can work together seamlessly to create a more efficient and streamlined process.

In this article, we’ll explore some helpful strategies to achieve this synergy: