VIEWPOI NT
Dutch frustration
Focus onpersonnel
On target
Rik van Slingelandt - great expectations
tion. Expertise is transferred from
Dutch to international markets and vice
versa. There is a great deal of mutual
synergy and the heightened profession-
alism it generates is greatly appreciated
by member banks and clients,' says Van
Slingelandt.
One frustration encountered by Dutch
member banks and clients is the situa-
tion whereby a Dutch cliënt with inter
national plans cannot secure funding
through Rabobank. 'It's infuriating that
we have invested about €1.7 billion in
our international operations - equity
approved by the local member banks -
and we are achieving great things. How-
ever, we still find it too difficult to, for
example, assist a Dutch farmer who
wants to build an enterprise in Poland
but who cannot get credit from Rl
Warsaw. Under all circumstances, we
must always remember where our home
market is and take good care of the
Dutch clients,' stresses Van Slingelandt.
'RI has to take more responsibility in
this matter.' A new formula for the role
of Dutch Desks in our RI offices will be
trialed in the latter half of 2003. This
will see RI taking a more active relation-
ship management role for Dutch clients
by providing Standard guarantees to
local partner banks for loans to
Rabobank customers from NL, thus
streamlining the process.
Involvement in an international scene
develops talent as well as reputation.
'Our solid international network
attracts good people but there needs to
be more emphasis on educating the
people in our organization,' states Van
Slingelandt. 'To date there's been too
little attention paid to personnel train
ing and management development.
Furthermore, there are significant
opportunities to increase the flow of
people within the network. Rotation
between cultures and functions is one
form of training that can broaden
people's experiences and creates better
managers for the future. Unfortunately,
this has not been happening as much as
it should. However, now we are in a
relatively stable period, we're making
good returns, we're focused 011 clients
and we're operating efficiently. I'm sure
member banks and the rest of the Group
will agree with me when I say it's time
to turn our attention to our most prized
resources - our RI people.' B
T) abohank International (RI) has been on an upward trend since 2000. Costs have been greatly reduced as efficiencies
J\.have been sought, the solvency requirement has decreased significantly, RI's relationship with Rabobank Nederland is
solid, the needs of clients are being met, and a net profit of €277 million, representing a record return on solvency figure of
16%, has been realized. While this paints a gloiving picture, there is still room for improvement in some areas.
In addition to achieving a greater balance from the contribution of different products, greater balance between the contribu-
tions from various regions needs to be accomplished. At present the contributions from P.urope and Asia are lagging. In
Europe, ardent patriotism bas made it difficult for this 'Dutch bankto operate successfully outside Dutch borders. In spite
of this, perseverance is payitig off and we look set for a growth phase. However, profitability is about half of what it should
be and there are still product delivery problems that need to be addressed. In Asia, we are still licking our wounds. However,
problems created by the sharp decline in activities there are being solved. We are once again well positioned with a good
platform, centralized systems and organized product delivery. The aim now is to grow with the economy and doublé our
profitability.
6 I Rl The Word I
