Organisational and financial implications Strengthening the cooperative identity High-quality policy for HRM Sustainability Ambitious financial targets 17 Rabobank Group Annual Report 2005 Strategy: Plotting a course into the future Rabobank Group's strategic ambitions have been embedded in a cooperative, high-quality and sustainability-driven organisation. The cooperative is and remains Rabobank's cornerstone. The local cooperative Rabobanks and their central cooperative Rabobank Nederland, which is also the holding company of the Group's subsidiaries, are and will continue to be managed in accordance with the cooperative model. Over the past years, Rabobank has succeeded in strengthening its cooperative identity and one of the results has been a large number of new members of the local Rabobanks. Further development of active member engagement is crucial to a permanent license to operate of the local cooperative. In the coming years, the cooperative's distinct character will be emphasised further, both internally and externally. The quality of our people is of paramount importance to the strategy. The priority in HRM policy is to secure the required calibre of talented, highly educated staff and managers. Rabobank aims at building on its leading position in sustainability and corporate social responsibility (CSR). It is working towards more CSR criteria in all banking operations, more sustainable financial products such as green financing and green investments, and more deeply embedding sustainable development in its operations. Rabobank Group maintains the following financial targets: - Annual net profit growth of at least 12.0%; - Tier I ratio at least 10.0 per annum; - Return on equity of at least 10.0% per annum. It is along these strategic lines that Rabobank Group believes it can provide optimum services to its clients both at home and abroad while maintaining its sound financial ratios and remaining a good and attractive employer. Thus, Rabobank Group can advantageously position itself for the possible consolidation cycle in the European financial sector in the medium-long term.

Rabobank Bronnenarchief

Annual Reports Rabobank | 2005 | | pagina 17