du Career PATHS WHAT'S NewS Issue 11 December 1997 special working with Robeco, Interpolis and De Lage Landen to create new pension schemes and reverse factoring options. CRUCIAL PEOPLE In spite of these positive developments,a further adverse factor is staffing.Experienced sector experts with extensive banking experience, such as Dick Schultz, who is currently devoting his time to carrying out market surveys for offices throughout the network, are few and far between.'Recruiting people with real expertise is crucial,' Kuijpers stresses.'And our experience shows that once we put I^omeone with that kind of know- ow.the market really takes off.So this is an area where we have to make great efforts.'ln the meantime,selected initiatives are intended to increase Rl name recognition in the sector. Rl has agreed to sponsor two international health care conferences and is also preparing publications.Training programs for relationship managers is also a priority as well as the creation of an infrastructure for info exchange.The bottom lineforthe health care people is: Great start - still a long way to go. Mans Barendrecht colleagues in the product groups are explored.' Credit also remains a GM ^Responsibility and according Von Ungern-Sternherg the delegation of more credit authority to the network is a necessity in the near term as our customer dealings will increase. Control and supervision is another area where responsibility remains in the branch. 'However good the global product managers may be and however expert their local traders and sales staff may be, in recent years a number of august Investment Banks have learned the hard way how important local control is, even if the books are elsewhere. Local risk management functions will obviously report to the general manager and I would hope they take their risk management function seriously.' SHARED RESPONSIBILITY He rejected the suggestion that we are looking at a situation in which 'over- powerful' global product managers will 'demote' general managers. Everyone, he argued, has a roek-hard commercial and managerial role to play within the organization and 'it is much more challenging to have to operate within a geographically dispersed matrix than to be the biggest fish in a small pond. The do- it-yourself corner shop is to be replaced with concepts such as: How can we work together? What can we do for each other? What do you need from me? There can be no more: Stay out of my patch! Essentially, his whole presentation was designed to offer a clear and concise representation of a reality in which everyone's professionalism is respected. Stressing the concept of shared responsibility, the basic message appears to boil down to: responsibility will lie with the person or function where knowledge resides or is assumed to reside. OLD AND NEW However transparent both Arnold's and Von Ungern- Sternberg's message was, an open forum was still needed to clear the air and give people a chance to have their say. A special session was tacked on to Thursday's program which brought together 'old Rabobank' and the newest international Rabobankers for a frank discussion of reniaining concerns. Among these were, for example, the question of how the performance of an office like Milan will be evaluated once it loses lucrative local treasury trading to a more centralized investment banking operation. 'How can I maintain my bottom line?' asked Maus Barendrecht. Arnold agreed that everyone likes to be responsible for his own bottom line and in this case strategies would be developed to assist offices similarly 'deprived' in The first ever general managers meeting was held in 1982 - it was attended by three people and lasted one-and-a-half hours. management development Management development (MD) has been a hot issue for a very long time and shows no signs of cooling off.The general consensus is that we've covered some ground, specifically in Latin America where MD activity started up in 1996. But, says Pieter van Gent, even though the framework for a structured approach was put in place last year, we're still in the process of completing that structure, getting used to the procedures and tools, linking roles and responsibilities.Work is still ongoing on these processes. focusing on human resources - review and management of existing staff, the I 997 remuneration round, and internal transfers. Michele di Stefano - global foreign exchange Like his colleagues in other fields, Di Stefano is a very new recruit but had already drafted a customer-focus oriented statement. Michele di Stefano Accomplishing this will involve achieving a number of critical objectives: recognition as a highly competitive institution, providing innovative ideas and products that meet our clients' demands and objectives the creation of a global cross product and cross divisional business the improvement of staff skills - hiring and retaining talent building a close relationship between the front office and business support areas becoming a low cost provider of FX services investment in development of new global front office and settlement office systems global credit lines upgrading of credit

Rabobank Bronnenarchief

blad 'What's news' (EN) | 1997 | | pagina 11