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Rabobank International and its subsidiaries have a part to play in the retention of Rabobank’s leading position in the Dutch market. In the rest of the world, Rabobank is looking to present itself as a cutting-edge and leading food and agri bank.
The social landscape and banking climate are undergoing rapid change. Rabobank employees will need to adapt to these developments since they are the face of the bank and can make a difference.
Sustainable banking is the standard in the policy pursued by Rabobank. A focus on the long term and on sustainable economic development, which strikes a balance between prosperity and well-being, is appropriate for this.
For Rabobank, 2012 was a difficult year without any economic recovery. The Dutch economy contracted more in 2012 than foreseen at the beginning of the year.
136 Local Rabobanks. 826 Branches. 1.9 million members. Total assets 752,410 million. Net profit 2,112 million. Tier 1 ratio 17.2%.
The economic situation combined with the uncertainty in the Dutch housing market led to low demand for loans and mortgages.
Growth in loan portfolio in the Netherlands more or less ground to a halt because of the economic situation and the uncertainty in the Dutch housing market.
Rabobank Group’s amounts due to customers were up 1% in 2012, rising to EUR 334.3 (329.9) billion.
Rabobank Group’s equity amounted to EUR 44.6 (45.0) billion at year-end 2012.
Because of developments in profit, the return on tier 1 capital, which is the ratio of net profit to tier 1 capital at the beginning of the year, fell by 2.0 percentage points to 5.6% (7.6%) in 2012.