Cooperative banking in 2011
Connecting with customers
Rabobank's cooperative identity is reflected in its approach towards clients,
society, the future, other organisations and Rabobank employees. Four clear
cooperative beliefs reflect the ties and connections that are of significance to
Rabobank's customers.
Focusing on customer interests
Customer interests form the principal starting point for the services that we provide. It is
Rabobank's ambition to provide customers with the best possible service, putting their interests
first.They have always come first. This is down to Rabobank's cooperative structure, which
encourages us to commit ourselves to our customers. In the cooperative model, local Rabobanks
are directly accountable to customers through the Member Councils. This is a key way of
ensuring that Rabobank focuses on the interests of customers in its operations. To underline
its ambition, Rabobank launched Customer Care, an internal programme, in 2008. In 2010,
Rabobank formulated four key deliverables. These deliverables are: good products, suitable
advice, service excellence, and a balanced advisory model. Rabobank has formulated policy
principles for each of these deliverables.
Focusing on customer interests: deliverables
Good products
Appropriate advice
Service excellence
Balanced
advisory model
Rabobank makes
efforts to educate
clients about
financial products
and services.
Rabobank provides
clients with clear
information
on products
and services
Rabobank ensures
that advice is properly
suited to the
knowledge,
experience, financial
position, objective
and risk appetite of
each client
Rabobank is a reliable
long-term financial
partnerforclients,
and provides
customer care that
is appropriate given
the nature of the
client, the service
provided and the
product
Rabobank provides
services that meet
the needs of clients.
Rabobank only
develops and sells
products and services
that are able to meet
the needs of clients,
for whom our
products and services
are intended.
Rabobank has a
balanced advisory
model, which does
not contain any
incentives that lead
to unnecessary
sales.
Rabobank uses performance indicators so that these key deliverables and policy principles
can be measured where possible and embedded in its control information. In this context,
continuous customer feedback on the deliverables forms an important source of information
for the purpose of monitoring and making adjustments. During the year under review, these
indicators were reported for the first time, for the period covering the first half of the year.
The indicators and their reporting will be developed further in 2012 to ensure that customer-
focused management becomes an integrated part of the decision-making process and the
management of the organisation.
18
Annual Report 2011 Rabobank Group
