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