The document discusses the history and resilience of Rabobank, a large Dutch bank. It describes how Rabobank originated in the late 1800s from the merger of two cooperative banking groups and has since grown significantly. Over the past 115 years, Rabobank has had positive financial results without paying dividends to members. It remains highly capitalized with a global presence and is consistently ranked among the safest banks in the world. The cooperative nature of the bank, with members owning local branches, has formed the basis of its long term success.
Aberdeen Asset Management is an international investment management group that manages over ā¬161.8 billion in assets. Its property investment division, Aberdeen Property Investors, manages ā¬25 billion in commercial property assets across Europe, Asia, and North America. Aberdeen Property Investors offers investors a range of domestic and international property funds with different risk profiles and targets returns between 5-14% annually.
SEB is a leading Nordic and Baltic financial services group. In the first quarter of 2008:
- Operating profit decreased 42% to SEK 2.4 billion due to cautious customer sentiment, lower fee income in capital markets, and valuation losses of SEK 0.9 billion.
- Net interest income grew despite higher funding costs, while fee income declined in retail and private banking and capital markets. Credit losses increased in Estonia.
- SEB aims to be the leading bank in Northern Europe through sustainable profit growth, high customer satisfaction, and an AA credit rating. The group is well capitalized with a Basel II core capital ratio of 8.85% at the end of the first
E-invoicing usage in Europe is growing rapidly, with over 50% of companies exchanging some electronic invoices. However, the volume of e-invoices is still low at under 20% for many countries. Barriers to greater adoption include legal issues, lack of standards, and internal process changes. Full adoption of e-invoicing in Europe is projected to exceed 50% by 2017 for business-to-business transactions and 2020 for business-to-consumer exchanges. The future of invoicing is expected to be fully electronic within companies and use multi-channel/format exchanges between trading partners.
The BRIC countries (Brazil, Russia, India and China) with their booming economies and rapidly growing middle class consumers, offer unprecedented and exciting new opportunities for Australian exporters. However, as with any emerging market, they come with risks, challenges and problems which will be unfamiliar and sometimes daunting to companies of all sizes and experience.
So, how much do you know about the BRIC countries and their influence on the Australian economy? What are the opportunities? How do you identify and manage the risks? To hear from leading experts on the relevant issues, who can share their on the ground experiences, stories and case studies, come along to learn more about doing business in the BRICs.
This presentation provided information about study opportunities in Latvia for prospective students. It discussed Latvia's location in Europe and membership in the European Union. Several top Latvian universities were featured, including Riga Technical University, Turiba University, and University of Latvia. Program durations and costs for undergraduate, postgraduate and PhD programs at these universities were outlined. Living expenses and scholarships in Latvia were also reviewed. The presentation concluded with details about the application process for the September 2013 intake at Latvian universities.
Nordea is the largest financial services group in the Nordic and Baltic region, with 11 million customers, 33,000 employees, and 1,400 branches across its markets. In 2011, Bjƶrn Wahlroos became the new Chairman of the Board and Nordea announced a reorganization into three main business areas. Nordea also began implementing its "New Normal" plan to meet new banking regulations and the changing macroeconomic environment, including reducing its workforce by 2,000 employees.
Case Study: Rabobank's Journey From Waterfall To Continuous DeliveryCA Technologies
Ā
Rabobank transitioned from a waterfall development process to adopting agile methodologies and establishing combined DevOps teams. They wanted to further improve their development process and deliver applications to customers more quickly without compromising quality. Using CA Agile Requirements Designer, Rabobank improved testing efficiency and created a single repository for managing business requirements and test cases. As a result of these changes, Rabobank expects a 30% increase in tester efficiency and a 10% increase in business analyst efficiency over three years.
Aberdeen Asset Management is an international investment management group that manages over ā¬161.8 billion in assets. Its property investment division, Aberdeen Property Investors, manages ā¬25 billion in commercial property assets across Europe, Asia, and North America. Aberdeen Property Investors offers investors a range of domestic and international property funds with different risk profiles and targets returns between 5-14% annually.
SEB is a leading Nordic and Baltic financial services group. In the first quarter of 2008:
- Operating profit decreased 42% to SEK 2.4 billion due to cautious customer sentiment, lower fee income in capital markets, and valuation losses of SEK 0.9 billion.
- Net interest income grew despite higher funding costs, while fee income declined in retail and private banking and capital markets. Credit losses increased in Estonia.
- SEB aims to be the leading bank in Northern Europe through sustainable profit growth, high customer satisfaction, and an AA credit rating. The group is well capitalized with a Basel II core capital ratio of 8.85% at the end of the first
E-invoicing usage in Europe is growing rapidly, with over 50% of companies exchanging some electronic invoices. However, the volume of e-invoices is still low at under 20% for many countries. Barriers to greater adoption include legal issues, lack of standards, and internal process changes. Full adoption of e-invoicing in Europe is projected to exceed 50% by 2017 for business-to-business transactions and 2020 for business-to-consumer exchanges. The future of invoicing is expected to be fully electronic within companies and use multi-channel/format exchanges between trading partners.
The BRIC countries (Brazil, Russia, India and China) with their booming economies and rapidly growing middle class consumers, offer unprecedented and exciting new opportunities for Australian exporters. However, as with any emerging market, they come with risks, challenges and problems which will be unfamiliar and sometimes daunting to companies of all sizes and experience.
So, how much do you know about the BRIC countries and their influence on the Australian economy? What are the opportunities? How do you identify and manage the risks? To hear from leading experts on the relevant issues, who can share their on the ground experiences, stories and case studies, come along to learn more about doing business in the BRICs.
This presentation provided information about study opportunities in Latvia for prospective students. It discussed Latvia's location in Europe and membership in the European Union. Several top Latvian universities were featured, including Riga Technical University, Turiba University, and University of Latvia. Program durations and costs for undergraduate, postgraduate and PhD programs at these universities were outlined. Living expenses and scholarships in Latvia were also reviewed. The presentation concluded with details about the application process for the September 2013 intake at Latvian universities.
Nordea is the largest financial services group in the Nordic and Baltic region, with 11 million customers, 33,000 employees, and 1,400 branches across its markets. In 2011, Bjƶrn Wahlroos became the new Chairman of the Board and Nordea announced a reorganization into three main business areas. Nordea also began implementing its "New Normal" plan to meet new banking regulations and the changing macroeconomic environment, including reducing its workforce by 2,000 employees.
Case Study: Rabobank's Journey From Waterfall To Continuous DeliveryCA Technologies
Ā
Rabobank transitioned from a waterfall development process to adopting agile methodologies and establishing combined DevOps teams. They wanted to further improve their development process and deliver applications to customers more quickly without compromising quality. Using CA Agile Requirements Designer, Rabobank improved testing efficiency and created a single repository for managing business requirements and test cases. As a result of these changes, Rabobank expects a 30% increase in tester efficiency and a 10% increase in business analyst efficiency over three years.
This document discusses cluster development and project funding. It provides examples of successful clusters around the world and outlines a 12-step process for developing clusters. The steps include defining the cluster, conducting an analysis, establishing a vision and goals, developing short and long-term agendas, benchmarking against other clusters, linking with related clusters, and establishing governance and financing structures. The overall approach aims to leverage funding and boost competitiveness by taking a comprehensive, collaborative approach to cluster development.
Coface is a global trade credit insurance provider founded in France in 1946. It has over 60 years of experience in credit risk protection and is present in 66 countries directly and 29 more through partners. Coface protects companies' accounts receivable from unexpected losses through credit insurance that covers domestic and international sales. The insurance provides credit analysis, collection assistance, and allows companies to take on more risk by extending larger credit lines to support sales goals.
Damian Scragg, Evidon - Making Privacy Sexy TagMan
Ā
Evidon is a company that provides tools to help consumers and businesses understand and control how data is collected online. It empowers users to see what data is being collected through tracking technologies and opt-in or opt-out of data collection. Evidon also helps businesses audit their websites to understand what trackers are present, comply with privacy regulations, and deploy solutions to gain user consent for data collection. The presentation discusses upcoming EU privacy laws and provides recommendations for how companies can take action to protect user privacy and consent.
The document summarizes the AOS Studley Occupier Cost Index for 2012. It provides the median total annual office cost per full-time employee for various European cities, which was 8,350 euros for the EU overall. It also analyzes trends in the data, such as labor costs being the second largest cost driver after rent. Benchmark studies from over 25 million square meters of real estate are used as inputs to identify potential cost savings.
The document presents findings from the 2012 AOS Studley Occupier Cost Index (OCI) which measures the total annual office cost per full-time employee across various European cities. The average OCI value for the EU was ā¬8,350. Labor costs and office space/infrastructure were identified as the two major cost drivers. The document also notes potential cost reduction strategies around reducing service levels, standardizing services, and increasing outsourcing.
The Open University UK has had success providing distance education across Europe, with over 381,000 total graduates since 1971. It operates through direct teaching of its own qualifications, partnerships, and validating other universities' programs. While distance education can cross borders, challenges include varying fees structures, quality of teaching, reputation, and complying with different national regulations. Key to success is offering programs in relevant subjects, using a common language or translations, ensuring quality student support, and maintaining the OU's brand in a competitive marketplace.
Norway's Innovation and Technology Sector - Svein-Egil Nielsen - Innovation N...Burton Lee
Ā
Talk given by Svein-Egil Nielsen of Innovation Norway's San Francisco Office, at Stanford Engineering, March 8 2010. Innovation Norway is a partner of Stanford's Engineering School's program on European Entrepreneurship & Innovation Program (http://me421.stanford.edu)
More Related Content
Similar to Rabobank, Henk Adams IYC Regional Conference PPT Slides
This document discusses cluster development and project funding. It provides examples of successful clusters around the world and outlines a 12-step process for developing clusters. The steps include defining the cluster, conducting an analysis, establishing a vision and goals, developing short and long-term agendas, benchmarking against other clusters, linking with related clusters, and establishing governance and financing structures. The overall approach aims to leverage funding and boost competitiveness by taking a comprehensive, collaborative approach to cluster development.
Coface is a global trade credit insurance provider founded in France in 1946. It has over 60 years of experience in credit risk protection and is present in 66 countries directly and 29 more through partners. Coface protects companies' accounts receivable from unexpected losses through credit insurance that covers domestic and international sales. The insurance provides credit analysis, collection assistance, and allows companies to take on more risk by extending larger credit lines to support sales goals.
Damian Scragg, Evidon - Making Privacy Sexy TagMan
Ā
Evidon is a company that provides tools to help consumers and businesses understand and control how data is collected online. It empowers users to see what data is being collected through tracking technologies and opt-in or opt-out of data collection. Evidon also helps businesses audit their websites to understand what trackers are present, comply with privacy regulations, and deploy solutions to gain user consent for data collection. The presentation discusses upcoming EU privacy laws and provides recommendations for how companies can take action to protect user privacy and consent.
The document summarizes the AOS Studley Occupier Cost Index for 2012. It provides the median total annual office cost per full-time employee for various European cities, which was 8,350 euros for the EU overall. It also analyzes trends in the data, such as labor costs being the second largest cost driver after rent. Benchmark studies from over 25 million square meters of real estate are used as inputs to identify potential cost savings.
The document presents findings from the 2012 AOS Studley Occupier Cost Index (OCI) which measures the total annual office cost per full-time employee across various European cities. The average OCI value for the EU was ā¬8,350. Labor costs and office space/infrastructure were identified as the two major cost drivers. The document also notes potential cost reduction strategies around reducing service levels, standardizing services, and increasing outsourcing.
The Open University UK has had success providing distance education across Europe, with over 381,000 total graduates since 1971. It operates through direct teaching of its own qualifications, partnerships, and validating other universities' programs. While distance education can cross borders, challenges include varying fees structures, quality of teaching, reputation, and complying with different national regulations. Key to success is offering programs in relevant subjects, using a common language or translations, ensuring quality student support, and maintaining the OU's brand in a competitive marketplace.
Norway's Innovation and Technology Sector - Svein-Egil Nielsen - Innovation N...Burton Lee
Ā
Talk given by Svein-Egil Nielsen of Innovation Norway's San Francisco Office, at Stanford Engineering, March 8 2010. Innovation Norway is a partner of Stanford's Engineering School's program on European Entrepreneurship & Innovation Program (http://me421.stanford.edu)
Similar to Rabobank, Henk Adams IYC Regional Conference PPT Slides (7)
4. Our logo signifies
āPeople are core for usā
For:
ā¢ Our staff
ā¢ Our customers
ā¢ Our stakeholders
4 About Rabobank, 3 Oct. 2012
5. Our Roots
Kingdom of the Netherlands
Norway
ā¢ Length: N-S +/- 300 KM Sweden
ā¢ Width: E-W +/- 200 KM
ā¢ Population: 17 million Denmark
Latvia
The Netherlands Lithuania
Republic of Belarus
Ireland United
Kingdom Poland
Germany
Belgium
Luxemburg Czech Rep. Ukraine
Slovakia
versus Singapore Austria
Hungary
France Switzerland
Romania
Croatia
ā¢ E-W 42 KM Mont..
Serbia
ā¢ S-N 22 KM Italy Bulgaria
Spain
Portugal
Greece
Turkey
5 About Rabobank, 3 Oct. 2012
6. The Netherlands
A Land Of Water: 1/3 Below Sea Level
6 About Rabobank, 3 Oct. 2012
7. The Netherlands:
A Land of High Quality Agriculture
ā¢ Agriculture accounts for
10% of Dutch national
product
ā¢ Worldās biggest
producer of cut flowers
ā¢ Europeās vegetable
garden
ā¢ 3rd biggest agricultural
exporter in the world!
7 About Rabobank, 3 Oct. 2012
8. RABOBANK IS A STRONG,
SUCCESSFUL BANKā¦..
8 About Rabobank, 3 Oct. 2012
9. Rabobank is the 2nd largest association in the
Netherlands with nearly 1.9 million members
x 1,000 members
9 About Rabobank, 3 Oct. 2012
10. ā¦with an extensive network and high
market shares in the Netherlands, ā¦
-139 local banks
with 853 branches
-Strong and stable market shares:
ā¢ Agriculture 84%
ā¢ Savings 39%
ā¢ Mortgages 28%
ā¢ SME 43%
10
10 About Rabobank, 3 Oct. 2012
11. 47 countries
ā¦a global spread of ā¢
ā¢ 766 foreign branches
activities, ā¦ of which appr. 600 retail branches
11 About Rabobank, 3 Oct. 2012
12. ā¦after more than 115 years of positive
results (and not paying dividends)ā¦
12 About Rabobank, 3 Oct. 2012
13. Rabobank has a strong capital position, ā¦
Capital ratios as at June 2012: Capital EUR 45.2 bln
ā¢ Tier-1 ratio:16.9%
Hybrid
ā¢ Core Tier-1 ratio: 12.7% capital
18%
18%
16%
14%
Member
12% Certificates
10% 15%
8%
Tier 1-ratio
6%
Retained
4% Core Tier 1-ratio earnings
2% &
minority
0% interests
June 09 Dec. 09 June 10 Dec. 10 June 11 Jun-12 67%
13 About Rabobank, 3 Oct. 2012
14. For over 10 years, Rabobank ranks among
the Top-10 Safest Banks in the world
1. KfW Germany
2. Bank Nederlandse Gemeenten (BNG) Netherlands
3. ZĆ¼rcher Kantonalbank Switzerland
4. Landwirtschaftliche Rentenbank Germany
Landeskreditbank Baden-WĆ¼rttemberg -
5. Germany
Fƶrderbank
āWorldās 50 Safest
6. Caisse des Depots et Consignations (CDC) France
Banksā listā,
7. Nederlandse Waterschapsbank Netherlands
Aug 2012
8. NRW.BANK Germany
9. Banque et Caisse dāEpargne de lāEtat Luxembourg
10. Rabobank Group Netherlands
11. TD Bank Group Canada
12. Bank of Nova Scotia Canada
13. DBS Bank Singapore
14. Oversea-Chinese Banking Corporation (OCBC) Singapore
15. United Overseas Bank Singapore
14 About Rabobank, 3 Oct. 2012
15. THE BASIS OF THIS SUCCESS IS
THE COOPERATIVE NATURE
15 About Rabobank, 3 Oct. 2012
16. To understand Rabobank 2012,
it is good to go back to where it all started
1895 - 1898
First Cooperative Banks founded in the Netherlands
inspired by the initiative of Mr. Raiffeisen in Germany
Dignitaries and wealthy farmers:
ā¢ provided savings money and
ā¢ helped managing the cooperative.
Some became voluntary members.
PRINCIPLES:
ā¢ Obligatory membership for borrowers
ā¢ Members fully liable for the entire debt of the cooperative
Friedrich Wilhelm Raiffeisen,
ā¢ No shareholding founder of the very first
ā¢ No dividends agricultural co-operative
bank in Germany.
ā¢ Profits to be retained to build equity capital
16 16 About Rabobank, 3 Oct. 2012
17. 1898
Establishment of two separate cooperative banking groups:
ļ Raiffeisenbank, predominantly in the North and
ļ Boerenleenbank (Farmersā Credit Bank), in the South
ā¢ Local banks had to pay up share capital in their Central Bank
pro rata with their size
ā¢ But still no shareholding by members in their local cooperative bank
ā¢ No dividends to individual members
ā¢ Profits retained to build equity
17
About Rabobank, 3 Oct. 2012
18. 1898 ā 1972
Successful growth and mitigation in liability
Successful growth of:
ā¢ Number and size of local banks and the
two central organizations
ā¢ Capital growth through retained
earnings
18 About Rabobank, 3 Oct. 2012
19. 1965-1972
Increased competition between the two groups on local and
central level
1970-1972
ā¢ Merger process of the
two Central Banks
ā¢ Followed by mergers of
(competing) local banks
ā¢ Field of operation limited
to designated local area
ā¢ Limitation of member
liability
19 About Rabobank, 3 Oct. 2012
20. 1972
Merger into Rabobank
ā¢ All RAiffeisen member banks and
BOerenleenbank member banks
became member of the newly
formed RABObank
ā¢ 1,200 local cooperative member
banks
ā¢ 3,000 offices
20 About Rabobank, 3 Oct. 2012
21. And with a unique ā¢ Autonomous local banks are liable for
each otherās obligations (1st level)
Cross-Guarantee ā¢ Ensures intra-Group credit support
(2nd level)
ā¢ Rabobank Group is treated as a
consolidated entity for regulatory,
accounting and credit rating purposes.
De Lage
Landen
Rabobank Schretlen
Nederland
Rabo
Mortgage
Local Rabobanks Banks
21 About Rabobank, 3 Oct. 2012
22. 2012:Members and autonomous local
bank remain the basis of Rabobank
10 million clients
1.9 million members
139 local cooperative Rabobanks 853 domestic branches
Ownership and
cross-guarantee
Rabobank Nederland division: Rabobank International
Specialised subsidiaries asset management, real
estate, leasing, mortgages
22 About Rabobank, 3 Oct. 2012
23. Cooperative governance in 2012
1.9 mln members
Local Local Local Local Local Local
139 member banks Member Member Member Member Member
Member
Bank Bank Bank Bank Bank Bank
2 delegates per bank:
1 member, 1 manager
12 region assemblies Regional Delegates Regional Delegates Regional Delegates
meet every 3 months Assembly Assembly Assembly
6 delegates:
4 members,
2 managers
Central Delegates Central Delegates Assembly
Assembly (āParliamentā)
72 delegates
48 members + 24 managers
meet every 3 months
General Assembly
Supervisory Board
Rabobank Nederland (elected)
Executive Board
Rabobank Nederland (appointed)
23 About Rabobank, 3 Oct. 2012
24. History of membership policy
1896-1972 - Borrowers have to be member
- Unlimited member liability
1972-1982 - Limited member liability
1982 - Member liability waved
1982 - 2000 - No active recruitment of members
1995 - 2000 - Evaluation and revaluation of Cooperative values
(The Cooperative Debate)
From 2000 - Recruitment of āmore membersā
From 2001 - Appreciation of more involved members
24 About Rabobank, 3 Oct. 2012
25. PHILOSOPHY:
āImitating the competition is the most widespread disease in managementā
āBeing different offers greater future prospects than being betterā
Michael Porter
In short: members make the difference
ā¢ Putting the cooperative philosophy into practice
ā¢ Real involvement
ā¢ Members are more loyal and better customers
25 About Rabobank, 3 Oct. 2012
26. Re-defined strategy:
Balance between being social
and being commercial
Defined by:
Core
Objectives
Core CSR
Values
26 About Rabobank, 3 Oct. 2012
27. STRATEGY FOR GROWTH:
āAs large as is necessary,
as small as possibleā
meaning
Size necessary to fulfill mission, while safeguarding the
strength through controlled growth
27 About Rabobank, 3 Oct. 2012
28. Strategic Core Objectives
Achieving all-finance market leadership in
the Netherlands
Extending our position as a leading
international food & agri bank
Most sustainable, socially involved bank
28 About Rabobank, 3 Oct. 2012
29. Corporate Social Responsibility (CSR)
Core Objectives
Safe and sustainable food supply
Promoting economic participation and
access to financial services
Supporting community involvement
Clean production methods and sustainable
energy
29 About Rabobank, 3 Oct. 2012
30. Cooperative Banking in 2012
ā¢ Focus on customer interests:
Good products-appropriate advice - service excellence
ā¢ Connect with society:
Cooperative dividend - Community sponsorship
ā¢ Connect with the future:
Focus on young people ā Innovations (Rabo Project Fund)
with emphasis on long term sustainability
ā¢ Rabobank Foundation:
Supports disadvantaged people, domestically and abroad
ā¢ Rabo Development:
Non-controling investments in rural banks to support
banking infrastructure in 7 developing countries.
30 About Rabobank, 3 Oct. 2012
31. To summarize:
The cooperative nature of Rabobank did essentially not
change in more than 115 years and is the basis for:
ā¢ A cohesive structure with a bottom-up decision making proces
ā¢ a conservative strategy
ā¢ a modest and selective growth
ā¢ a modest target for return on equity
ā¢ strong focus on long-term performance and long term relationships
ā¢ strong capitalisation and
ā¢ the highest possible level of creditworthiness
31 About Rabobank, 3 Oct. 2012
32. This cooperative nature,
combined with healthy results
and a strong balance sheet,
allows Rabobank to fulfill its
mission as a social enterprise
also for the future generation.
Thank you !
32 About Rabobank, 3 Oct. 2012
Editor's Notes
S-N = 22.5 KM
In 2011, Rabobank became market leader in wholesale segmentTIS = team work between local Rabobanks and Rabobank InternationalAs per June 2012:853 branches2898 ATMs
Rabobank is among the most highly rated banks in the world, ranked among the top 10 safest banks in the world for over 10 years in Global Finance magazineās āWorldās 50 Safest Banksā listā