"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

Rabobank Bronnenarchief

blad 'RI The Word / The Word' (EN) | 2008 | | pagina 8