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Rabobank Annual Reports 2009

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Sort by: Interim Report 2010 Report 2009 Financial statements

Introducing sustainability to value chains and sectors

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

In order to make the value chains in twelve sectors more sustainable, policy was formulated in the first half of 2010 to serve as a guideline for clients’ contacts regarding sustainability.

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New governance structure at Rabobank International

Source: Report 2009, chapter Wholesale banking and international retail banking, page 26

Rabobank International adjusted its governance structure in 2009 following the updated strategy whereby Rabobank wants to be the leading food and agri bank.

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Risk management

Source: Report 2009, chapter Risk management, page 50

Both Rabobank itself and the Dutch Central Bank have formulated standards concerning Rabobank’s organisation and control.

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Risk management organisation

Source: Report 2009, chapter Risk management, page 50

Risk management is performed at various levels within Rabobank Group.

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Controls over financial reporting

Source: Report 2009, chapter Risk management, page 59

Rabobank Group constantly seeks to improve its corporate governance and overall internal controls and to remain in line with the leading standards across the globe.

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Internal controls

Source: Report 2009, chapter Risk management, page 59

Rabobank Group uses internal controls.

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Board Statement on true and fair view

Source: Report 2009, chapter Risk management, page 60

The Executive Board of Coöperatieve Centrale Raiffeisen-Boerenleenbank B.A. (Rabobank Nederland)

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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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Rabobank Nederland

Source: Report 2009, chapter Corporate governance, page 61

Executive Board

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Supervisory Board

Source: Report 2009, chapter Corporate governance, page 62

The Supervisory Board supervises the policy pursued by the Executive Board and the general conduct of affairs of Rabobank Nederland and its affiliated entities.

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New governance structure at Rabobank International

Rabobank International adjusted its governance structure in 2009 following the updated strategy whereby Rabobank wants to be the leading food and agri bank. A clear division has been created between the areas of operation of the retail bank and those of the wholesale bank to offer client groups even better services. They each
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