Deal of the year: Boskalis COVER STORY RABOBANK'S WHOLESALE AMBITION Unified front Bens 'The bank has already changed quite a lot. The member banks are bigger, more independent and more active in the wholesale segment than ever before. We see ourselves as an entrepreneur and a partner in a local market. We are completely aware of the ins and outs of the companies and their management. What we need to improve is the wholesale expertise at the member banks. So we have to introducé RI's knowledge and expertise to the local banks. Usually, we are thefirst port of call for cooperative bank. It's about time we converted all of that into leadership in the wholesale segment." But what does it take to be the number one? Well, you have to think beyond simple market share. Market share is very important, but for this to be truly sustainable, you have to be the strategie partner in the mind of large corporate clients. Weenig: "You want to be the bank they call first to lead trans-actions. We want to top the league tables in terms of the quality of products and services we offer. Saris: "If Rabobank wants to become the number one bank, it should not only be perceived by clients and potential clients as such, but also by its own managers and employees. Besides having the skills and competences, they should also have a healthy, self-confident attitude. And the will to share knowledge and resources - from the member banks, to the likes of DLL's leasing expertise, for example. So we need to de-silo the bank and create a single, truly client-centric platform." With this in mind, the last Central Delegates Assembly of the member banks agreed that the member banks had to be better equipped - and empowered - to deal with corporate clients, from SMEs to Large Corporates. The local banks are now training local bankers and making the necessary connections with other parts of the bank, including Rabobank International (Rl). Wim Bens (1960) joined Rabobank 31 years ago and has worked in various managerial positions. Since 1992, Wim has been the General Manager and Chair- man of the Board at several local Rabobanks. Currently, he's the Chairmanofthe Board of Rabobank Uden- Veghel. Wim holds a position in the Dutch General Assembly of member banks. Rabobank played a major role in one of the biggest Dutch M&A deals of 2010, the acquisition by Dutch maritime services company Boskalis of peer Smit International. Rabobank acted as advisor to Boskalis on the acquisition, and as lead arranger for a EUR 650 million syndicated loan and a EUR 400 million bridging facility. The bridge facility was taken out by a private placement of USD 450 million with Rabobank as joint bookrunner and joint hedging agent. "It's a perfect example of how well all our product groups can work together as one team. It also created a lot of visibility and confidence, in the market, internally and also towards Boskalis," says Ton Wouterse, deal captain and Senior Relationship Banker Wholesale Clients Netherlands at Rl. Furthermore, says Head Senior Relationship Banking Jeroen Scheelbeek, the deal was hugely important for Rabobank's relationship with Boskalis. "Boskalis was deeply impressed with how we acted as a united front, including the executive support from Sipko Schat. Not many banks could have worked on so many parts of this transaction with such seamless cooperation." 1 6 ISSUE 28 AUGUST 201' Rl WORLD

Rabobank Bronnenarchief

blad 'RI World' (EN) | 2011 | | pagina 16