How has the corporate culture at ING changed since the acquisition of BBL and BHF?
If you build a new platform, like ITEF, whereby you are trying to integrate three different labels, its very important that you adopt one voice vis–vis the marketplace, one clear strategy and one market approach, thereby also maintaining the strengths of each of the different labels. We have a regular exchange of information between the labels. In TCF, we have bi-weekly commercial reports from all the TCF units around the globe. In SCF, we hold bi-weekly commercial meetings to discuss all the markets, all customers and all deals that we are working on. This enables us to discuss from the outset the right deals and right structures. Q: How has the performance of your division and your own role been impacted by the takeovers? A: Forming one sizeable ITEF platform has given us more clout within the organisation. Due to the fact that we have a strong income base, we get a lot of attention from management and therefore, significant support for and commitment to the business. The combined s
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