International 5 of all, China will continue to grow economically, creating op- portunities not only for the bank, but also for our clients. We have to take this real deve- lopment into consideration in our forward planning. Second, I think it is safe to assume parts of Central Europe will begin to emerge as viable economies. 'In Western Europe the envi- saged common currency may take a while to arrivé, and I doubt if that will happen before the turn of the century. But as a bank, we have to be prepared. Convergence will create a lot of problems, but will also bring ad- vantages. The markets will be- come more fluid and inter- country payments easier. 'As I see it, there are two major issues worldwide. One is developements in the financial markets. We will see over com- petition in a world over populat- ed with banks. It wouldn't sur prise me to see a tendency in which protectionist measures are introduced and banks become like national symbols, in the same way as airlines used to be. That trend would make our life increasingly difficult. 'Then, I think we have to as sume the world will increasingly be divided into three major eco nomie bloes - the Far East, Eu rope and the Americas. Person- ally, I hope this development will drive banks into positive change and rationalization so that, as a community, we become more ef ficiënt. This is essential. And we have to be at the forefront of that development, because if we are not proactive, these develop- ments will ultimately force us into action.' 'The biggest chalienge facing us in 1995 is to improve return on solvency. In the financial markets division we actually generate the highest return on solvency, but it is still not high enough. I keep emphasizing to our people in the division that they have to make twice or three times the returns made by other areas in CBS. This is because I know that the non-financial markets sectors of CBS will by definition always make a lower return on solvency. Now, we need the rest as much as the rest needs us. But we all have dif ferent roles to play and contri- butions to make to the ultimate bottom line. Our role is to con- tinually improve return on sol vency through financial markets activity. That's what its all about, not only this year, but every year.' R. Artbur Arnold 'What I would like to see in the coming year is very active operations in all our markets worldwide. Having said that, I should qualify it by adding that our considerations and decisions must be balanced so that we can be proud of what we achieved in 1995 in the years to come.' Bert C. Steketee 'Our primary aim this year must, of course, be the realiz- ation of yet another increase in our net results. But our ability to achieve this goal depends on two factors - world economie growth and the performance of our customers. However, even more important is the extent to which we will be able to beat the competition and increase our market share in the wholesale markets. Simply flogging the markets will products is no lon- ger the name of the game. 'Success in today's banking business depends on your ability to form marketing teams of ac count managers and product specialists who together can ap- proach customers proactively with unique, creative solutions for their problems. So, let's get out there and do it...' Henk G. Gentis 'In 1995, our efforts should be directed more at external markets. The key to commercial success consists of three ele- ments - teamwork, focus and networking. Recently, the bank has made considerable invest- ments in increasing the level of our professional services. 'It is now time to reap the benefits. At the same time, we will continue to expand our international network and further improve our commercial effectiveness. Value-added services will always remain the key to meeting our financial targets.' Wouter Kolff 'The chalienge of 1995 is to become an even more mature in ternational banking organiz- ation, in the sense that we are able to look at the markets, not only from a traditional banker's point of view. 'The overbanked market, disintermediation and technol- ogical developments enable banks and more importantly, non-bank competitors to act on f the markets using totally new approaches, new distribution channels and a considerably lower cost base. 'We cannot afford to lag be- hind. Now we are nationally and internationally more or less established we have to be crea tive, we have to look ahead and use all the new technologies in our operations and market ap- proach so that we continue to develop into a modern bank that is equipped and ready for the future.' Hans van der Velde

Rabobank Bronnenarchief

blad 'Raboband International' (EN) | 1995 | | pagina 5