Rabobank Group weathered the turbulent year
2002 relatively well. As in 2001, which was like
wise characterised by an unfavourable economic
climate, Rabobank Group's broad spread of activ
ities yielded reasonably stable results in 2002.
Major role for members
16 Rabobank Group Annual Report 2002
Lines from 2002
to the future
Thanks to this broad basis, which is firmly rooted in the Allfinanz for
mula, Rabobank Group is in a strong position for the future. Further
strengthening of its market position is nevertheless desirable. It is
against this background that discussions with the local Rabobanks
on a refocused strategy were completed in the year under review.
They have resulted in the new Strategic Framework - Our ambition:
to be market leader.
The Strategic Framework's starting point is that the primary focus
of Rabobank Group as a whole is to generate customer value.The
Group acts primarily in the interest of its clients and members.
Together, the local Rabobanks and their clients represent Rabobank
Group's co-operative core business. Their needs are the starting
point for the activities of the entire Group. In that context, Rabobank
Nederland and its subsidiaries not only have a supporting role but
also an initiating and entrepreneurial role. Moreover, the subsidiaries
ensure optimum service to their own clients, who do not bank at a
In brief, Rabobank Group's ambition is to achieve market leadership
in financial services (Allfinanz), primarily via the co-operative local
Rabobanks. Four strategic priorities have been set in order to achieve
that market leadership ambition:
1. Strengthening the co-operative Rabobanks, Rabobank Group's
core business, by further putting our house in order in the
2. Strengthening our position as an Allfinanz Group.
3. Developing new (international) opportunities for growth and
strengthening our equity position.
4. Strengthening synergies and co-operation within Rabobank
Strengthening the position of the local Rabobanks should be the
first step in the drive to achieve market leadership.This must be
reflected in the sale of more and better services and products -
with the best possible price/quality ratio - to more and to more
satisfied clients. All this is to be achieved in a way that is both socially
responsible and distinguishes us from competitors.
In this respect, the members of the local Rabobanks have a major
role.They form the basis of the local management structure and are