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