Outline of Strategic Framework for 2013-2016
Greater focus at subsidiaries
The subsidiaries will also focus increasingly on helping Rabobank Group achieve its core
objectives, specifically becoming the Dutch market leader and developing its profile as the
leading food and agri bank. Making full use of specialist areas of expertise and achieving
healthy returns are other important roles that will continue to be fulfilled by subsidiaries and
associates. In 2011, Rabobank sold its equity interest in the Swiss bank Sarasin. Thanks to this
sale, Rabobank is now in a position to concentrate more on its core business.
Employees make the difference
In order to achieve its strategic ambitions, Rabobank Group needs talented, healthy and
committed employees. Based on the belief that the skills and competences of employees are
what make the difference for a business, Rabobank makes group-wide investments in training
and developing its workforce. According to various surveys, Rabobank is the Dutch employer
of choice, a status that reflects how much current and potential employees appreciate such
investments.
The playing field in which Rabobank operates has changed radically in recent times, partly
as a result of the debt crisis. There have also been many legislative and regulatory changes.
Under Basel III, stricter criteria have been set for capital and liquidity to ensure banks are better
able to withstand financial shocks and make the financial system more stable. The rapid growth
seen at Rabobank over the past decade will slow down. Furthermore, fuelled by Basel III and
turmoil on the markets, competition on the savings market has increased and savings margins
have come under pressure.
The Strategic Framework for the period 2013-2016 makes allowance for this new economic
reality. The starting point for this new framework will be sustainable banking and selective
growth. The strategy still focuses on the fact that Rabobank exists for the benefit of its
customers and members. The way in which Rabobank is to carry on serving these groups in
a sustainable way, including in the near future, needs to be determined. The new framework
must provide clarity concerning themes that are important to Rabobank, such as the interests
of customers, sustainability, being perceived as an appealing employer, improving the position
of banks within society, and creating synergy by bringing the group entities closer together.
The cooperative structure is resilient and progressive, and the cooperative structure forms a
cornerstone of Rabobank's identity and approach. The details of the new Strategic Framework
will be set out in more concrete terms in the course of 2012.
15
Strategy
