CBS Rabo bank Inter national Deal of the month IT COLUMN 0Ê MONTH What's NewS Issue 6 June 1996 short news 15 (continued from page 1) Or it will he from July 1 onwards. The official name change is a response to the bank's increasing international wholesale activities based on the so- called Focus Strategy. If this is new for you, the concept behind the Focus Strategy is that in our activities and positioning, both ■domestically and "nternationally, Rabobank International focuses on specific Customer segments: Food of Agribusiness and Flealthcare, in three main areas of banking - corporate, investment and private. Communication strategies are in preparation which will reinforce this positioning. The idea is to develop what you'd call a "brand image" for Rabobank International. The result should be that the market associates the name with a knowledge driven international wholesale ^ank,' says Roel van Veggel of marketing services who is closely involved in both the communication strategies and the name change. 'But equally important is the internal aspect. There is a real need among staff, both in Holland and in the international network, to identify with a recognizable entity. "CBS" was used as a label, but it never became truly embedded in the organization's culture. And it didn't really have a "ring" to it. We hope that "Rabobank International" will meet this need. B^hat we now have to do is ensure people use it in order to increase the wanted effect outside.' Mamix van Iterson The cliënt: Mastellone Hnos S.A., The deal: a series of ECA- covered export transactions incorporated into a single credit application. The players: Kees Beijer (APFT, Utrecht); Engel Koolhaas (Export Finance, Utrecht); Peter Knoblanche (Rabo Australia); Stuart Bar- rowcliff (Trade Finance, Rabobank New York); and Marnix van Iterson (Rabobank, Buenos Aires). Mastellone Hnos S.A. is Argentina's leading dairy company with net annual sales exceeding USD 800 million. It operates 12 production centres, 14 distribution centres and 17 milk collection plants. With a milk processing volume of 1 billion litres per year, it handles the equivalent of 14 percent of Argentina's total milk production. The deal is remarkable for a number of reasons, not least the fact that it has been put together by the international network on no less than five continents. In fact, this transaction is almost a text- book example of the kind of innovation which represents real added value in the market. 'Essentially, it is a multi-source export facility which utilizes Export Credit Agencies and effectively minimizes use of country limit in non-OECD countries,' Van Iterson explains. 'We will be financing the import by Mastellone of a milk-powder plant from Denmark under EKF cover; a canning plant from Australia with EFIC cover; and a US truck refrigeration and/or bottling equipment under EMIX cover.' The largest component in the deal is the milk-powder plant valued at USD 27.4 million. 'Mastellone will be making a 15-percent down payment and USD 4 million will be financed by the Danish supplier, NIRO,' Van Itersen says. 'This deal has already been signed and our financing proposal accepted by Mastellone. The Australian and US export are still under negotiation by buyer and sellers. But there is little doubt we will be awarded the finance mandate if they reach agreement.' DEAL OF THE Een unieke samenwerking tussen 4 kantoren voor klanten uit 5 continenten, die leidde tot een gecompliceerde serie ECA- transacties in één krediet aanvraag. Het effect van deze structuur, waarbij diverse exportkredietmaatschappijen betrokken zijn, leidt tot een lagere benutting van de landenlimiet in niet OECD- landen. The long term information technology business plan proposed by Coopers Lybrand has been accepted Rabobank International. The plan foresees implementation - in four streams - under the supervision of a single Program Management team. Three of these four streams will affect the branches. Of these, the first will focus on large and complex branches; the second on small and medium sized branches, while the third will be devoted to new branches. The fourth stream will support these activities with tools, architecture, common systems policy, and maintenance, as well as defining overall Communications. A five- week transition is now underway. Rabobank International operations managers have been asked to become stream managers, supported by C L project managers. Once stream management is in place, the existing project teams will migrate to the new Program and standing organization. The ATLAS project team changed considerably during the first quarter of 1996. The team grew to about 30 people, an increasing number of whom are experienced with implementation. This team, will help realize the common systems goal. The existing Rabobank Branch Model (RABM) will be upgraded, both technically (with the latest software) and functionally (with new and additional requirements). The new version was technically tested - successfully - in early May. It has proved robust and resilient. Functional tests and upgrades are scheduled for this summer.

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blad 'What's news' (EN) | 1996 | | pagina 15