Strategic Framework
Strategy principles
Rabobank Group's course into the future has been plotted in its Strategic
Framework 2005-2010. The shift in the Dutch banking landscape, which set in last
year, and the turbulent developments in the international financial markets now call
for adjustments to this framework. Accordingly, at the end of 2008, adjustment
proposals for a revised Strategic Framework covering the period 2009-2012 were
brought up for discussion within the organisation. Under these proposals, the
principles will be tightened and refocused in several areas. We firmly believe that
this adjusted Strategic Framework 2009-2012 will enable Rabobank Group to secure
a strong market position for the long term, both nationally and internationally, and
to maintain a sound basis for continuity and the creation of customer value.
Since its start in 1898, Rabobank Group has grown from a collection of small, cooperative rural banks
into a prominent all-finance service provider in the Netherlands and a leading food agri bank with
international operations. Hence, our Strategic Framework positions Rabobank Group as 'the global food
agri bank with its roots in the Netherlands', using the following strategy principles.
Cooperative identity
In order to ensure its distinguishing cooperative identity, Rabobank, as a large, independent bank, aims
to play a part in the European process of consolidation that is expected for the future. To Rabobank as a
cooperative, the client's interest is a guiding principle, and its structure and way of working are focused
accordingly.Through their influence and control, members enforce discipline on the cooperative.
Austere management and efficiency are integral elements of the bank's cooperative character. Its service
provision is oriented for long-term continuity.
Dutch all-finance service provider
As an all-finance service provider, Rabobank Group offers a comprehensive package of financial
products and services.The diversification within the Group benefits its financial stability. Its broad range
of knowledge and expertise results in innovation and synergy benefits. Market leadership remains
important to Rabobank Group, but not at the expense of unhealthy margins, for it must never lose sight
of its cooperative mandate.
Global food agri bank
International growth is necessary because opportunities for growth in the domestic market are set to
gradually level out. Moreover, food agri is an attractive niche because of Rabobank's global knowledge
leadership, which it owes to its agricultural roots. In addition, Rabobank Group aims to be a global leader
in sustainable energy and clean technology, partly in order to ensure sustainable economic development.
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About the Rabobank Group
