Harry de Roo
Learning experience
Given the growing importance of retail activities within Rabobank International
(Rl), Harry de Roo has been appointed to the Managing Board Rl responsible for Retail
Process Management. 'My immediate priorities are twofold; to help to define a detailed
business plan for BGZ in Poland and conclude the acquisition of Sekerbank in Turkey.
Our ultimate goal is to support the acquired banks to become financially-sound,
customer-driven banks with a strong market position. We aim for significant growth
within a clear risk management framework. Based on the demands of the acquired
banks we will stimulate a process of cross fertilization combining the local market and
customer knowledge with the expertise of the full Rabobank Group. I see this as a very
challenging and inspiring job.'
competencies and the demands of its foreign acquisitions. This is still in its infancy,
but its aim is to assess recently acquired bank's needs in terms of marketing, product
development, IT, human resources, etc. In Ireland, for example, we used Rabobank
Securities expertise in equity derivatives to launch a new investment productthrough
ACC Bank. This is a good example of how wholesale and retail activities can crossover
with each other.'
One disappointment for Rl in 2004 was the fall-through of the FCS bank of America
acquisition. This turned out to be very politically driven,' Kolff explains. 'lts timing coin-
cided with the US presidential elections and certain politicians used the acquisition as
fuel for scaremongering about foreign takeovers.The bank's supervisory board had a
change of heart, which was a setback for our expansion plans, but it wasn't all bad news.
For a start, we got plenty of free publicity and Rabobank is now well known as an impor
tant agribusiness bank all over America. I'm confident that there will be plenty of other
opportunities in the United States and Canada.'
Kolff concludes, 'Looking at the big
picture, l'd say that Rl is doing very well.
We've increased our proportion of the
entire Rabobank group's profits to over
25% and the "country banking" initiative
currently accounts for around 20% of RI's
net income. Within three to five years, we
would like to see this figure grow to
around 50%, which is quite an ambitious
target, since the other parts of Rl are also
expected to grow. It will require further
acquisitions, as well as organic growth,
but we think it is achievable.'
The Word
