Strategy Strategic Framework for 2013-2016: cooperative, robust and ambitious Rabobank strategy for the period up to 2016 is outlined in the new Strategic Framework. Rabobank wants to be close to its clients, be at the heart of society and focus on sustainable development. Products should be as simple as possible and, needless to say, they should meet the actual needs of clients. Employees have a key part to play in this. Rabobank engages in universal relationship banking in the Netherlands and the rest of the world, and it wants to continue to do so based on its cooperative identity and principles. The Strategic Framework for 2013-2016 was adopted in September 2012, subsequently it was translated into policy proposals. A more distinctive identity Catering to the Dutch market Rabobank puts the interests of clients first. Many clients are currently experiencing tough times. In keeping with its cooperative principles, Rabobank endeavours to help its clients through this difficult period where possible and appropriate. The cooperative identity counts even more with a view to maintaining its distinctive edge. The aim is to ensure that the cooperative principles are tangible, perceptible and visible to customers and members of Rabobank. All employees are to play a crucial role in this. In addition, initiatives are being developed to give members greater influence and involve them more, since they are the people who keep the bank focused. Rabobank will be more vigorous in seeking interaction with clients outside the Netherlands, too, in the form of advisory councils or client panels, for example. With regard to the Netherlands, Rabobank has the ambition of becoming the market leader. Market leadership is not an end in itself. Rather, it puts Rabobank in a strong position to offer clients appropriate products. Sufficient scale is needed in order to innovate and develop products, and be able to operate efficiently. Rabobank already holds leading positions in the savings and mortgage markets, the SME sector and the wholesale segment. It wants to hold on to these leading positions and also strengthen its position in selected areas where it is still falling short of its ambitions. As a socially committed bank, Rabobank continues to take the lead in major political and social debates, such as the debate on the housing market and home loans. Rabobank would eventually like to have a model in which treating customers fairly is combined with cost levels that are in line with the rest of the market. In keeping with the cooperative principle of restraint in business operations, attempts are also being made to reduce costs on 12 Annual Report 2012 Rabobank Group

Rabobank Bronnenarchief

Annual Reports Rabobank | 2012 | | pagina 13