"WE HAVE TO ATTRACT
TALENTED PEOPLE FROM
OUTSIDE THE ORGANISATION
AND, AT THE SAME TIME, TRAIN
OUR OWN YOUNG TALENT
WITHIN THE BANK"
2008 FOCUS AND CHALLENGES
Growing organically
Human capital
Finally
OBJECTIVES FOR 2008
challenges in these discussions is that changing culture cannot
be done overnight; it takes time to become part of the mindset".
Over the year, the MBRI has defïned its desired cultural dimen-
sions and asked several senior managers within the organisation
to do so as well. The outcome was discussed at the "Rl Novem
ber Meeting", a meeting that brought together 30 of the global
business and support heads, some of the General Managers of
international offices and all members of the MBRI. "It became
apparent that both the MBRI and Senior Management shared the
same view: Business orientation, Performance and Goal orienta-
tion are at the top of the list".
Another step forward in the Culture debate is the setting up
of a Performance Management System, starting at MBRI level.
Many business lines, regions or countries do have certain KPIs,
but these are not aligned with each other. "I believe we need to
establish collective goals in the MBRI and not all do something
different as individuals. If we achieve this, these norms and
standards will filter through to the rest of the organisation".
"As Group capital is scarce and will remain so in 2008, the Group
and Rl have to achieve most of their growth organically. For
Rl, 2008 is the year to achieve more retail success, especially in
California, Indonesia and Ireland. In addition to this, we want to
strengthen our Corporate Banking activities by improving the
returns from current activities rather than investing in new coun
tries or opportunities", says Ten Cate. "Furthermore, the growth
plans for TCF and TMI remain valid. GFM has been a profit driver
for Rl and needs to be again. CF is a profit driver and will remain
so in 2008. Finally, without a doubt, after such a successful year,
the strategy to invest in Participations remains in place".
Another focus for 2008 is 'human capital'. "Pluman capital is a
problem for us at the moment. Until recently, we did not have
a young pool of talent to fish from and we have to make up for
that", says Ten Cate. "We have to attract talented people from
outside the organisation and, at the same time, train our own
young talent within the bank. That is why we agreed to focus as
MBRI on the key people, key positions and talent list. We need to
focus strongly on our people in 2008 and make sure we remain
an attractive employer. People are the drivers of the bank".
When the dust settles after 2007, Rabobank Group and Rl will
be firmly on their feet with fists clenched, ready to go. 2007 has
proved that Rabobank has stamina. "As for the future, I believe
we should focus even more on F&A. I am increasingly convinced
that F&A is where Rabobank's power lies", says Ten Cate. "2008
will be the year of professionalisation. We need to get everything
in order, get a grip on operations and costs and recruit talented
staff. We have plenty to do but I believe that Rl can be very suc
cessful in the years to come and that we are still on track to meet
our 2010 goals".
Reshape GFM as an important building block
Integrate and expand retail activities
Increase CF contribution
Limited growth of regional Corporate Bank with
increased focus on improving returns
Expand TCF and TMI according to plans
Keep our eyes open for opportunities that will undebat-
ably add value
Enlarge foundation of Participations
Focus on cost transparency, competition and efficiency
Maintain the focus on people and developing our
human capital
Improve quality and position of Corporate Social
Responsibility in Rl
ISSUE 15 JANUARY 2008 THE WORLD