Eurogiro News
Eurogiro today is known as a provider of
network payment services between posts,
as well between posts, banks and other
financial institutions. These payments may
be credits as in the beginning, as well as
cash transactions, and may originate from
channels not even used for payments back
in 1993. Current members within Eurogiro
come from all regions of the world and
their client reach is larger than any other
combined reach in the financial industry.
Eurogiro is a community for collaboration,
as well as a network service provider.
How did we get to this point? What drives
us? What challenges do we face?
The reason to start – posts under pressure
On the 5 February 1993, the company,
Unfolding "Your Global Payments Community"
Eurogiro is celebrating its 20th anniversary this year. Much has happened since a group of European
Postbanks proudly announced that they were launching ‘an integrated electronic network which will
set new standards in transferring payments across national frontiers’. This is the story of Eurogiro in
our own words
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your global payments community February 2013 - Issue 01
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PHLPost to intensify
marketing of Postal
Payment Service
20 years with Eurogiro –
an eye witness account
- Sylvie Solignac
Landbank to launch
expanded remittance
services
How a Post creates value
for its clients by using
advanced FX services
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Ascot 1990: The group of founders of Eurogiro and frontrunners of first Board of Directors
‘Eurogiro Network A/S’, was registered
with the Danish and European authorities
following three years of intensive project
work which resulted in a quite unique en-
tity in the European payments market.
The postbanks from the Nordic countries
had, for quite some time, been operating
Telegiro to offer semi-domestic giro-pay-
ments to their clients across the Nordic
region. With the EU Commission pushing
for a common market, the directors of
several European posts and postbanks
anticipated threats to their national posi-
tions and wished to make a strong and
pro-active stand to protect these positions.
These organisations were accustomed
to a cooperative model and believed there
would be greater efficiency in a joint ap-
proach. At the same time, many of the postal
organisations were not allowed into SWIFT -
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