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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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Domestic retail banking

Source: Interim Report 2010, chapter Domestic retail banking, page 15

Higher savings margin and lower costs. Loan portfolio up 1% to EUR 282.0 billion. Amounts due to customers up 4% to EUR 191.9 billion. Net profit up EUR 446 million to EUR 932 million.

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Rabobank 2010 Vision

Source: Interim Report 2010, chapter Domestic retail banking, page 16

Clients are organising their financial affairs over the Internet and the telephone to an increasing extent. The aim of the Rabobank 2010 Vision is to improve customer services while achieving cost reductions by making processes more efficient and working more effectively.

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Wholesale banking and international retail banking

Source: Interim Report 2010, chapter Wholesale banking and international retail banking, page 20

Income growth and drop in bad debt costs. Loan portfolio up 12% to EUR 104.8 billion. Net profit up EUR 322 million to EUR 750 million.

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Focus on international food and agri

Source: Interim Report 2010, chapter Wholesale banking and international retail banking, page 20

Rabobank International sees tremendous opportunities for service provision to the food and agri sector.

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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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Growth in food and agri portfolio at Rabobank International

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

Rabobank International’s services are focused primarily on relatively large corporate clients in the Netherlands and on food and agri clients globally.

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Asset management and investment

Source: Interim Report 2010, chapter Asset management and investment, page 24

Increase in assets under management due to positive cash flow and currency differences. Assets under management and held in custody for clients up 9% to EUR 250.1 billion. Net profit at EUR 1 million.

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New strategy and cost cuts at Robeco

Source: Interim Report 2010, chapter Asset management and investment, page 24

Robeco changed its strategy for the period 2010-2014 in order to maintain its status as a successful asset manager in the future.

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Robeco responsible investments

Source: Interim Report 2010, chapter Asset management and investment, page 25

Robeco has classified its funds using criteria relating to the environment, society and governance (ESG factors) since early 2010.

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Chairman’s foreword

The credit crisis and the recession that followed had a major impact on the financial sector. 2009 was a difficult year for banks and Rabobank did not escape the consequences either. On a positive note, the local Rabobanks did manage to strengthen their position in the Dutch corporate and mortgage markets. They also attracted
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