Rabobank Group's objectives and strategy are set out in the Strategic
Framework. The updated Strategic Framework for the period 2009-2012
was adopted by the Central Delegates Assembly in 2009. This framework
offers Rabobank Group the opportunity to hold a strong market position
in the Netherlands and abroad in the long term, and also provides a sound
basis for continuing as a going concern and creating customer value.
Moreover, Rabobank is taking steps in anticipation of new regulations
relating to solvency and liquidity to be introduced by the Basel Committee
on Banking Supervision.
Strategic core objectives and financial targets
Strategic starting points
The strategic core objectives are as follows:
- become the Dutch all-finance market leader;
- build on Rabobank's position as the world's leading international food and agri bank;
- achieve further growth at, and greater synergy with, subsidiaries.
An adequate tier 1 ratio and stable profit growth are necessary in order to maintain a
high creditworthiness. Given this, Rabobank Group has formulated the following long-term
- a tier 1 ratio of at least 12.5%2;
- a minimum return on equity of 8%;
- 10% net profit growth annually.
Since its foundation in 1898, Rabobank Group has grown from a collection of small rural
cooperative banks into the leading provider of all-finance services in the Netherlands and one
of the top international food and agri banks. The Strategic Framework positions Rabobank
Group as 'the leading food and agri bank with Dutch roots', based on the strategic starting
points set out below.
- cooperative identity;
- ambition to become Dutch all-finance market leader;
- status as a leading food and agri bank;
- continued high credit rating;
- sound corporate social responsibility (CSR) policy.
2 The actual target for the tier 1 ratio
is in fact higher than the formal target,
owing in part to developments relating
to Basel III.
Rabobank is, and will continue to be, a cooperative that puts the client's interests first.
Its structure and procedures set it apart from its competitors. Members exercise influence
and control, imposing discipline on the cooperative. A sober approach to management and
efficiency are integral to the cooperative nature of Rabobank. As part of its commitment to
society, Rabobank endeavours to play a connecting role within the communities and markets
in which it operates. To actively contribute to improving the quality of society, the bank
Annual Report 2010 Rabobank Group