1. One of the key themes of the 2007 World Economic Forum in Davos is driving growth. How does your bank propose to drive growth in the coming year?
Given our market positions in Brazil and Asia, and the investment in growth over the past years, we are well positioned to continue growing at attractive rates in these markets. In 2006, we acquired Antonveneta, an attractive bank with strong market positions in the wealthy north-eastern regions of Italy.
We expect to be able to benefit from revenue growth opportunities in the Italian market through our new products and service concepts. On top of this, we aim for a solid organic growth rate in more mature markets in North America and Europe.
2. What are the main challenges facing the global economy in 2007 and how will your bank cope with them?
The US economy will again be a deciding factor next year. What may happen is that the negative impact of the difficult housing market is counterbalanced by a strong labour market and a good climate for corporations. Interest rates will be another challenge, especially for banks given the flat yield curve.
Our focus on growth in selected markets and businesses and measures to improve efficiency in mature markets stands us in good stead to execute our strategy of serving predominantly mid-market commercial and consumer clients, but also chosen global and private clients.
3. These days a global bank’s brand is one of its key assets. Can you describe your bank’s approach to managing brand value?
Our brand architecture reflects respect for the markets in which we operate. We use strong local brand names that are well known and close to our clients and we combine them with a global logo and a shared tagline (Making More Possible). Local intimacy is clearly and visibly intertwined with global excellence.
A good example of how we maintain and develop our brand is our participation in the Volvo Ocean Race 2005-2006, which we won. This raised our brand awareness and recognition in the markets where we operate and it united our employees across the globe.
4. Climate change is now firmly on the mainstream political and business agenda. Can you tell us about any initiatives that your institution is taking on this or other environmental issues?
Obviously this is an issue, which can only be addressed by taking collective action globally. That’s why we participate in the Carbon Disclosure Project and that’s why we are an active member of UK Corporate Leaders Group on Climate Change.
Furthermore, we strive to be as sustainable as we can in our working environment and the way we conduct business. We will, for example, cut our own carbon footprint by reducing our energy consumption by 10% by 2008.
5. Bank chairmen and CEOs are natural optimists. What reasons do you have for being optimistic in 2007?
Natural optimists probably don’t need a reason to be optimistic, but anyway: for a bank, the well being of its customers is the crucial factor for optimism. Most of our clients are doing very well. They are in a healthy state, show a strong performance and are looking for further growth. That’s where we come in.
ABN AMRO is very well positioned to service, facilitate and support our chosen clients to help them to realise their dreams and their goals. That’s why I look forward to 2007.