Strategy adjustment
High credit rating
Under the present economic conditions a high credit rating is even more important. Thanks to its triple
A status, Rabobank has an edge in terms of access to financing at relatively favourable rates, particularly
in difficult times. A robust balance sheet, stable profit growth and a high Tier I ratio are prerequisites for
it to be able to sustain this exceptional position.
Social responsibility
As a cooperative, Rabobank feels a great social responsibility for the global promotion of sustainable
economic development. It ranks among the top 3 of the world's most sustainable banks. CSR policy
within Rabobank Group, including its core banking processes, must meet the highest possible standards.
People are critical to our success
Rabobank Group's strategic aspirations can be achieved only with talented, vibrant and motivated
people. There is a growing demand, particularly in senior management positions and specialisations, for
highly educated and highly qualified staff. Because of the structurally tighter labour market, inflow from
outside is becoming less of an assumption that can be relied on. It is therefore important for the future
of Rabobank Group to develop in-house talent and to retain that talent. In alignment with the Strategic
Framework, there is a special programme to ensure succession at the senior and executive levels.
Its further aim is to facilitate succession management for senior and executive managers and to promote
internal mobility. Rabobank Group intends to develop similar programmes for middle management.
In light of internal developments such as Rabobank 2010 and Rabo Unplugged, a properly
functioning training program with clear roles and responsibilities should ensure an adequate training
offer that aligns with the organisational need for highly educated and highly qualified staff.
The turbulent developments in the financial markets and the changes in the Dutch banking sector have
been reasons to initiate an adjustment of the Strategic Framework. At the end of 2008 and in connection
with the change in circumstances, adjustment proposals for a revised Strategic Framework covering the
period 2009-2012 were brought up for discussion within Rabobank Group. These have yet to be finalised
by the Central Delegates Assembly.
Stronger focus on funding
As a result of the change in market conditions, Rabobank Group is putting even greater emphasis on
sound balance sheet ratios. Growth in lending largely depends on growth in amounts due to customers.
It is important that both the local Rabobanks and Rabobank International provide for a significant part
of their own funding. Expansion of the activities of subsidiaries will be aligned with the volume of
funding available at Rabobank Group.
Greater focus on the corporate market
In the Netherlands, Rabobank aims to be the largest and most important bank for corporate enterprises.
A stronger position in the corporate market offers private banks additional opportunities to the
'entrepreneur in private'as well. Further growth is likewise sought in the private-banking segment
through differentiated customer service, collaboration with subsidiaries and improved quality of advice.
Implementation of Rabobank 2010
Rabobank wishes to develop further as a cooperative. Its primary target is to help clients achieve their
aspirations and is indeed its license to operate. The Rabobank 2010 programme will enable local
Rabobanks to offer an optimum response to the changing clients'wishes. At the same time, the
programme introduces an optimised servicing model and produces cost reductions from standardisation.
In order to maintain their market leadership, the local Rabobanks must operate at competitive rates.
International: focus on food agri
Rabobank International will focus more on Rabobank Group's core activities. In the Netherlands, this
means supporting the ambition to be the largest and most important corporate bank. Abroad, Rabobank
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Rabobank Group Annual Report 2008
