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
