Articles tagged with:
liquidity management

  • Driving efficiencies for post-merger treasury integration

    Global merger and acquisition1 volumes reached historic heights in 2007. Following the liquidity crunch onset, global M&A volume is likely to be lower in 2008 and the nature of M&A is expected to be different. What is certain is that cross-border activity will continue and the emerging markets will remain a dominant force. During the period 22nd December 2007 to 21st March 2008, the number of global M&A deals announced within the top industries has topped 10,000 valued at $493 billion. (Source: Reuters 31/03/08)

  • Photo of Baudouin Courau, Director of Corporate Finance and Treasury, Alcatel-Lucent

    Corporate View: 
    Baudouin Courau, Alcatel-Lucent

    Alcatel-Lucent is one of the world’s leading telecommunication equipment and network solution providers following the December 2006 merger of European company Alcatel and US-based Lucent Technology. With revenues of €17.8 billion in 2007 and 75,000 employees in 130 countries, the company aims to transform the way the world communicates by implementing a variety of services for those at home, at work and on the move. This month we talk to Baudouin Courau, Director of Corporate Finance and Treasury, about liquidity management, FX transactions and more.

  • Adding value along the supply chain

    Financing the supply chain has become a popular topic in the treasury world, but many people may be surprised to learn that the origins of supply chain finance can be traced back to solutions developed nearly 20 years ago by Spanish banks. These solutions are now attracting more widespread interest in response to the challenges faced by trading partners worldwide. We look at the ways in which such solutions can be employed to add value along the supply chain.

  • Photo of Marcello Bertolini

    Corporate View: 
    Marcello Bertolini, Eni

    Eni is an international energy company with operations in 70 countries and around 73,000 employees. This month we talk to Marcello Bertolini about the main exposures that Eni has to deal with in global financial markets, as well as Eni’s activity in the carbon markets.

  • Rabobank Bank Profile

    Rabobank is a Netherlands-based co-operative bank which provides services to corporates in 26 different countries, particularly companies operating in the agricultural and food sectors. Rabobank delivers a range of capital market and risk management services to corporates via its Global Financial Markets division. Financial Logistics, meanwhile, is a key element of the Corporate Clients Netherlands offering, focusing on liquidity and risk management and advisory services relating to transactions of up to one year.

  • Credit indices

    Credit indices are sometimes known as credit derivative indices or tradeable credit derivative indices. A credit index is based on a list, basket of or group of credit instruments in the same way that a stock index is based on a predetermined list of stocks. Rather than representing a single credit instrument it represents a group of credit instruments, each with its own weighting in the basket.

  • Photo of Robin Terry and Yera Hagopian

    Bank Interview: 
    Robin Terry & Yera Hagopian, HSBC

    In this interview Robin and Yera share their views on the key issues and drivers in liquidity management, why and how HSBC has responded to their clients’ needs and the future for liquidity solutions.

  • The Rabo Financial Logistics Portal

    The Rabo Financial Logistics Portal (RFLP) was launched by Rabobank at the end of 2006 as a means of enabling treasury and administrative staff to access a collection of cash, liquidity and risk management products via a single web portal. Since then, a number of updates have increased the portal’s range of functions, and the product continues to develop in response to demand from the market. In this Product Profile, we look at the portal’s current functionalities and talk to Rabobank about the expected future developments.

  • Rabo Liquidity and Enhanced Liquidity Funds

    Corporate treasurers often face the liquidity management dilemma of having to:

    • obtain the best possible return on surplus cash

    • while limiting risks and

    • maintaining access to the cash should it be required

    Bank deposits have long been the main choice for treasurers and ensure immediate access to cash. But, returns are often minimal. Time deposits on the other hand feature better returns, but the availability of cash may be restricted when funds are needed. That is why liquidity and enhanced liquidity funds have increasingly become a viable alternative to bank deposits as they have the ability to balance liquidity management objectives more efficiently.

  • Cash flow forecasting techniques

    An effective, well structured cash flow forecasting process improves confidence in forecasting data and helps to deliver more accurate results. This month, we take a closer look at typical procedures and methods that can be used to help achieve this goal.