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Case Study: Surbana Jurong Group

ANZ and Surbana Jurong Group in Singapore implemented a multi-country cash and liquidity management solution which helped centralise Group Treasury and maximised yield on cash.

About Surbana Jurong Group

Surbana Jurong Group is a global urban, infrastructure and managed services consulting firm, with over 70 years of track record in successful project delivery. Headquartered in Singapore, the group has a global talent pool of over 16,000 across Surbana Jurong and its member companies AETOS, Atelier Ten, B+H, KTP, Prostruct, RBG, SAA, Sino-Sun and SMEC, based in more than 120 offices in over 40 countries. They include architects, designers, planners, engineers and other specialists driven by progressive thinking and creative ideas to shape a better future.

Surbana Jurong has built more than a million homes in Singapore, created master plans in more than 30 countries and developed over 100 industrial parks globally. By designing and delivering quality housing, work spaces, roads, rail, hydropower, dams, underground and coastal protections and other critical infrastructure needed by our clients, Surbana Jurong Group is redefining cities and transforming them into sustainable and liveable spaces where communities and businesses, present and future, can thrive.

The search for a solution

After several successful acquisitions across Asia-Pacific, SJ was looking to review its Group Treasury functions to improve operational efficiencies and financial control over its many subsidiaries. SJ also reached out to seven other incumbent banks for proposals.

ANZ’s proposal

By partnering with SJ to reach a comprehensive understanding of their business and goals, ANZ set out to achieve the following objectives:

  1. Establish financial operations oversight across 14 countries
  2. Access to real-time information and liquidity positions
  3. Leverage Group surplus funds to address funding gaps
  4. Consolidate and rationalize with 74 accounts across 16 banks
  5. Implement a single, uniform system and integration with treasury platform
  6. Enhance yield on cash that is distributed among multiple bank accounts and countries
  7. Eliminate trapped liquidity where feasible and enhance SJ’s working capital efficiency
  8. Eliminate manual activities and release resources to other value-adding activities

Discover ANZ’s payments and cash management banking solutions 

What ANZ delivered


Key experience
across Asia-Pacific

ANZ demonstrated cross collaboration across sales, product, legal, compliance, tax and operations with its extensive on-the-ground presence and global network. This experience allowed ANZ to design a sound multi-country solution with unique in-country variances as required.


Global transition plan and
responsible approach

ANZ wanted to ensure any implementation design would minimise disruption to SJ’s day-to-day operations. With this as a guiding principle, ANZ undertook a rationalisation exercise that struck a good balance between pragmatism while recommending a global implementation approach that would execute and implement the solution more efficiently across all countries.


Account rationalisation and maximise returns of idle funds

ANZ’s account rationalisation structure enabled SJ to streamline operations, have greater oversight, access of funds and optimise internal liquidity.

SJ were also able to manage risks and benefit from improved yields on cash while maximising returns on idle balances which were previously spread across multiple banks in multiple accounts.

Programme awards


The Asset Triple A - Treasury, Trade, SSC

and Risk Management Awards 2020


Adam Smith Awards Asia 2019

What's next?

With robust expansion plans, SJ now has established the building blocks and framework that will allow ease of integration for new acquisitions in Asia and through organic growth. The timely adoption of this rationalisation and optimisation exercise allowed SJ to further their business opportunities and focus on their core competencies with a long-term outlook.

With SJ implementing a new Treasury Management System (TMS) across the group, ANZ had played an active role in advising the “right” TMS solution as a key banking partner, addressing concerns early on in the project, simplifying documentation processes, putting together a strong project team to assist with this treasury transformation.

ANZ continues to support SJ on its journey by ensuring industry best practices are adopted across their global footprint.

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