Leading food and agri bank
at international level
Robust earnings despite challenging market
In spite of the poor economic climate, Rabobank Group's
wholesale banking and international rural and retail
banking division had a good year in 2012. Total loan
portfolio was up 1% to EUR 107.5 billion, with a further
increase in the share of food and agri. Net profit amounted
to EUR 704 million, of which EUR 80 million was attributable
to the sale of the remaining equity interest in Indian-based
Yes Bank. Although bad debt costs were lower than in 2011,
at 59 basis points of average lending, they were still above
the long-term average of 54.
-10%
www.rabobank.com
Rabobank International increased its equity interest in Bank BGZ, a Polish retail bank, by 38
percentage points in 2012; it now holds 98% of the shares. In addition, it was decided to phase
out the Rabobank office in Tokyo and to explore the strategic options for Rabobank Indonesia.
Being recognised globally as the leading food and agri bank, Rabobank achieved significant
growth in 2012 in key markets such as Brazil. Germany was added as a market in which
Rabobank undertakes online banking activities thanks, in part, to which overall customer
savings deposits held by International Direct Banking grew by 48% to EUR 24.2 billion. With this,
Rabobank International contributed greatly to the broadening of the funding base at group
level. As part of its international activities, Rabo Development helps local communities in
developing and other countries to create better access to financial services. In the Netherlands,
Rabobank maintained its position as wholesale market leader, which was achieved in 2011In
the wholesale division, the year 2012 was also characterised by preparations for the integration
of the wholesale activities of Friesland Bank, which are expected to be transferred in 2013.
Strategy for Rabobank International
Rabobank International focuses on both Dutch and international customers in the food
and agribusiness, and offers these customer groups professional products and services.
The two priorities of Rabobank International's strategy are:
1achieving market leadership in the Netherlands;
2. playing a leading role in the global food and agribusiness;
A certain level of scale is needed to guarantee the best possible cost price and the highest
possible quality of these products. This specialist knowledge and these efficiencies of scale
are leveraged for a broader group of customers.
1. Market leadership in the Netherlands
In the Netherlands, Rabobank International focuses on all market sectors; domestically, it is
a broad service provider whose objective it is to serve Dutch wholesale clients as best and
locally based as possible. Customers with revenues below EUR 250 million are looked after
by local Rabobanks; they can call in the assistance of Rabobank International Wholesale's
regional teams where needed. Rabobank International serves the top players in the Dutch
wholesale market itself from a central location. The Large Corporates department, which is
responsible for providing these services, reshuffled its organisational structure in 2012 into
Net profit
in millions of euros
781
704
2011
2012
43 Leading food and agri bank at international level
