FAQ
RABOBANK FAR SPECIALIST
SPEAKS AT GLOBAL
PIG FORUM IN CHINA
RABO DEVELOPMENT LAUNCHES
ELITE TRAINING PROGRAMME
Global
Asia
Scheelbet
Q
Q
Q
Rabo Development has launched an Elite
Training Programmefor high potentials
selected from partner banks in Tanzania
and Paraguay. The programme's aim is
to provide international trainees with
in-depth banking training, which they
can then use when they return to their
home countries. Rabo Development
has started a partnership between
Corporate Management Traineeship, Rabo
Development and Group ICT to make this
Elite Training Programme possible.The
first pilot programme started in June.Two
trainees from National Microfinance Bank
in Tanzania and one from Banco Regional
in Paraguay started to worktogether
with Dutch trainees at the Credit Risk
Department Rabobank Nederland and
Group ICT. For the international trainees as
well as the Dutch trainees this programme
creates a mutual learning experience.
The programme begins with a two-day
introduction, and then each trainee works
together with a Rabobank trainee at a
department within Rabobank Nederland,
Rabobank International or Group ICT
for 10 weeks. The final phase of one
week will involve the trainees receiving
custom-designed training according to
their specific needs.The performance of the
international as well as the Dutch trainees
will be assessed by the management
of the department they worked at. This
performance document will be used for
appraisal purposes by management in
their home country.
John Baker, Head of Food Agribusiness
Research and Advisory (FAR) Asia, gave
a speech at this year's Global Pig Forum
in Qingdao, China, on 'Global Pork
Production, Consumption and Trends'.
The annual event, which was followed by
the China Animal Husbandry Expo,
has been organised by the China Animal
Agriculture Association since 1997
and is one of the largest and the most
important industry fairs in Asia.
During his speech, Baker pointed out
that the global pork market
still has great potential for
growth, driven by the robust
demand of developing
countries. He explained that
consolidation trends feature
not only in the global market,
but also in the Chinese
market, which has witnessed
rapid change over the past
few decades.
In each edition we'll be asking a senior
manager three questions about his views on
leadership. In this issue: Jeroen Scheelbeek,
Head of Senior Relationship Banking.
A "Yes, although I think strong leadership comes
more naturally to some fïnancial organisations than
others. Following the financial crisis, and the change
in the Dutch banking landscape, many politicians
and companies now view Rabobank as the country's
main bank. I think this is both a great opportunity and
a great challenge, one which we'll rise to admirably.
We've displayed strong leadership by sticking with
our clients throughout the crisis, demonstrating that
we look beyond the economie cycle."
A"l work in the 'middle' of the bank, in as much
as i deal with Rabobank's product groups and
subsidiaries. To be effective in this environment,
I have to be able to influence people in an informal
manner. I beiieve it's important that you lead by
example, and inspire people by showing them how
they can improve. Rabobank is different from many
organisations, in the sense that if you only work
from a hierarchical position, you won't achieve
satisfactory results. Motivation is a powerful tooi."
A 'The Dutch book, 'How to Manage Professionals -
Don't Do It' by Mathieu Weggeman, states that you
shouldn't over-manage professionals, and it's a call
for less hierarchy and fewer management layers in
business. The other is 'Blue Ocean Strategy', which
argues that in many industries, you see many areas
of fierce competition - called the red oceans -
and you should look for the blue oceans, where
competition is less. At Rabobank, this could be
interpreted as focusing on F&A throughout the
food chain and, for instance, direct banking via
internet, leveraging our rating and IT platforms."
ISSUE 28 A RI WORLD
