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Rabobank Annual Reports 2009

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Sort by: Interim Report 2010 Report 2009 Financial statements

Chairman’s foreword

Source: Interim Report 2010, chapter Chairmans foreword, page 6

Although the ongoing economic recovery remains fragile, a number of sectors of the Dutch economy are showing tentative signs of improvement.

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Rabo Development acquires equity stake in Sicredi and injects capital into URCB

Source: Interim Report 2010, chapter Wholesale banking and international retail banking, page 21

Rabo Development acquired a 30% equity state in Banco Cooperativo Sicredi S.A., the umbrella organisation of 128 Brazilian lending cooperatives, in the first half of 2010.

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Long-term prospects for sustainability and the cooperative

Source: Interim Report 2010, chapter Working together towards a sustainable future, page 40

Sustainability is one of the pillars of Rabobank Group’s business strategy.

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Corporate governance

Source: Report 2009, chapter Corporate governance, page 61

On account of its cooperative organisation, Rabobank’s corporate governance is characterised by a unique system of checks and balances.

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Member influence

Source: Report 2009, chapter Corporate governance, page 62

As a cooperative, Rabobank has members, not shareholders like (listed) companies do.

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Relationship between Rabobank Nederland and the local Rabobanks

Source: Report 2009, chapter Corporate governance, page 63

The Rabobank Nederland cooperative and its members

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Local Rabobanks

Source: Report 2009, chapter Corporate governance, page 64

Corporate governance at the local Rabobanks

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Partnership model

Source: Report 2009, chapter Corporate governance, page 64

Management

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Executive model

Source: Report 2009, chapter Corporate governance, page 65

Management

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Employee influence within Rabobank Group

Source: Report 2009, chapter Corporate governance, page 65

Rabobank attaches great value to consultations with the various employee representative bodies.

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Corporate governance

On account of its cooperative organisation, Rabobank’s corporate governance is characterised by a unique system of checks and balances. As a result, this governance is in many respects even stricter than in listed enterprises. The members of the independent, cooperative local Rabobanks exercise influence at a local level. As
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