Cash & Liquidity Management
Published  3 MIN READ
Please note: this article is over 13 years old. If you feel this article is inaccurate or contains errors get in touch here . Many thanks, TMI

TMI Awards 2010: SEB

A Commitment to Innovation and Excellence

“SEB is pioneering the banking industry in leveraging new technology, methodologies, approaches and solutions to support a changing financial landscape. This commitment to innovation impacts every aspect of our business, from the way that we interact with our customers to the design and delivery of solutions. The success of this strategy is illustrated by these Awards, which reflect a ‘clean sweep’ of this year’s TMI Awards in the Nordic region. We would like particularly to thank our clients and friends in the industry who have expressed their support for SEB by voting for us once again this year.” Lars Millberg, Head of Global Transaction Services, Corporate, SEB

The days when banks could serve their customers simply by providing finance or processing payments are long gone. The crisis has emphasised the importance of risk and liquidity management, resulting in a changing relationship between banks and their corporate customers. For example, although the most acute liquidity shortages that characterised late 2008 and 2009 have eased, liquidity remains scarce and fears of a ‘double dip’ recession still remain. This is exacerbated by the proposed Basel III requirements which will constrain bank lending even further due to the need to hold a large value of assets on the balance sheet compared with the value of loans. Consequently, treasurers are prioritising liquidity management, and seeking innovative ways to maximise their access to cash.

“Corporate treasurers and finance managers are seeking their banks’ support in finding innovative ways to access pockets of liquidity within the organisation, unlock cash ‘trapped’ in inefficient processes in trade finance transactions, accelerate the cash flow cycle and enhance financial efficiency. Having achieved this, the next step is to leverage the company’s own balance sheet, both assets and liabilities, with a view to unlocking the potential for short-term financing.” Lars Millberg, Head of Global Transaction Services, Corporate, SEB