Mission critical Personnel investment During 2005, GFM aims to achieve: O Schellens says, 'We will continue to grow GFM's strategie fit and importance within the group by growing the franchise value for Rl and the Group. Franchise value is more than just gross revenue for GFM, it's the overall value for the Group from, in this case, GFM products.' He continues, 'In addition to this, we will grow the top line of GFM while making the necessary careful investments in staff and infrastructure.' The idea is to focus on not only product profitability but also total cliënt revenue and franchise value. Add to this a drive to develop key client/strategic partner relationships with financial institution and corporates (generating an increasing share of revenues from much higher val- ued added trades), increase the efficiency of trading and flow sales activities and improve the quality of deal execution, and you've got a good picture of where GFM is headed. 'During the fourth quarter of 2004 we will detail the critical Key Performance Indicators by which we will monitor our development, make clear which key issues need resolution within the Group to sup port our growth ambition, and discuss our longer term financial ambitions,' reports Schellens. Central to all planned activities within GFM are the quality and motivation of staff. Schellens emphasizes: 'GFM man agement keenly recognizes this and have planned a series of activities throughout 2004/2005 to ensure we attract, retain and highly motivate the experienced staff we need to achieve our ambitions.' Corporate bank cross-sell activities in all regions. This entails maintaining a strong focus on key cliënt sales plans, Relationship Manager (RM) training and undertaking thorough risk advisory activities for clients. Key client/strategic partner progress in Utrecht and London leading to significant deals such as origination and securitization mandates. A focus on total cliënt value by RMs and Product Heads. The challenge here is: to develop the correct cliënt value matrix, have RMs extract the full value of relationships, and enable Product Heads in commoditized product lines to recognize the shifting focus. Four Human Resource objectives: to attain, retain and motivate the best staff to increase productivity. Further significant deals in the retail sector. Further progress in automating cliënt flow activities in the Netherlands and making a start with this in London. Further developing our innovation culture and speeding up our time to market through improved product development and the approvals processes around it. Further developing an integrated liquidity risk management function within Rabobank International that will allow GFM to manage the Rabobank Group's ever-increasing Short Term Liquidity needs; especially considering the Country Banking initiatives. Improving our front to back infrastructure for the credit businesses to improve control via the Credit Project. 10 The Word

Rabobank Bronnenarchief

blad 'RI The Word / The Word' (EN) | 2004 | | pagina 10