var jsonArticles = new Array( new jsonArticle(1671,'Video\'s Interim report 2009: Interviews and press conference','The executive board presented the interim results 2009 at a press conference on August 26, 2009. Reruns of the press conference and interviews with CEO Piet Moerland and CFO Bert Bruggink can be viewed.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084)),'hj',0,'',0), new jsonArticle(1575,'Key figures','Key figures 2009-I: loan portfolio, financial position, profit, market shares, employees and offices.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Key figures, page 2',0), new jsonArticle(1576,'Rabobank Group at a glance','Rabobank Group is an international financial services provider operating on the basis of cooperative principles. It offers retail banking, wholesale banking, asset management, leasing, real estate and insurance services.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Rabobank Group at a glance, page 4',0), new jsonArticle(1577,'Domestic retail banking at a glance','Rabobank is not only the largest mortgage lender, savings bank and insurance broker in the Netherlands, but it is also market leader in the SME sector.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Rabobank Group at a glance, page 4',0), new jsonArticle(1578,'Wholesale and international retail banking at a glance','Rabobank International - the wholesale banking and international retail banking divisions - supports Rabobank Group in its ambition to become market leader in all-finance services in the Netherlands and concentrates its efforts on the food & agri sector on a global level.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1012,1060), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Rabobank Group at a glance, page 4',0), new jsonArticle(1579,'Asset management and investment at a glance','Rabobank Group’s asset management activities are undertaken by Robeco, a globally operating asset manager, Schretlen & Co, a Dutch private bank, and Sarasin, a Swiss private bank.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Rabobank Group at a glance, page 5',0), new jsonArticle(1580,'Leasing at a glance','De Lage Landen, which is responsible for Rabobank Group’s leasing activities, offers a broad package of leasing, trading and consumer loan products on the Dutch home market.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Rabobank Group at a glance, page 5',0), new jsonArticle(1581,'Real estate at a glance','Rabo Real Estate Group is responsible for Rabobank Group’s private and corporate real estate operations. Its three core areas are development of residential and commercial real estate, financing and asset management.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Rabobank Group at a glance, page 5',0), new jsonArticle(1582,'Chairman’s foreword','Many western countries are still battling with recession, including the Netherlands, which is experiencing its most severe economic decline since World War II. This has created great problems for customers, which is reflected in the results of Rabobank Group.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Chairman’s foreword, page 6',0), new jsonArticle(1583,'Net profit at EUR 1.3 billion despite recession','In spite of the recession and the poor state of the global economy, Rabobank Group achieved a net profit of EUR 1.3 billion during the first half of 2009.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Chairman’s foreword, page 6',0), new jsonArticle(1584,'Growth in loan portfolio levelling off, capital position bolstered','The recession in the Netherlands has led to slower growth in the mortgage and corporate loan portfolios, as a result of which growth in overall lending at Rabobank Group has gone down.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Chairman’s foreword, page 6',0), new jsonArticle(1585,'Consolidating market share in mortgage and SME markets','While the market saw both growth in mortgage lending and corporate lending fall, Rabobank’s positions were consolidated. Our share of the Dutch mortgage market was up 0.5 percentage points to 30.1%, while our market share of the SME sector increased by 2 percentage points to 41%.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Chairman’s foreword, page 7',0), new jsonArticle(1586,'Corporate social responsibility','Rabobank Group sets high standards with respect to CSR policy. We apply the principle of CSR in all core activities of our financial services and in our business operations.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Chairman’s foreword, page 7',0), new jsonArticle(1587,'Lower rate of economic contraction','The global economic slump bottomed out in the first quarter of 2009 and the rate of economic decline has since then eased in almost all countries. Nevertheless, most western economies are still in recession.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Chairman’s foreword, page 8',0), new jsonArticle(1588,'Implications for Rabobank Group','The gloomy economic outlook is likely to affect levels of activity at our clients. This will lead to growth in lending further levelling off. Furthermore, interest income at local Rabobanks has come under pressure owing to fierce competition on the Dutch savings market.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Chairman’s foreword, page 8',0), new jsonArticle(1589,'Financial developments Rabobank Group','The Tier 1 ratio was 13.0%, above the target level of 12.5%. Return on equity was 8.7% with net profit falling by 18% to EUR 1.3 billion. The economic downturn caused rising bad debt costs.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Financial developments, page 9',0), new jsonArticle(1590,'Financial targets','Rabobank Group has three financial targets: the Tier 1 ratio, return on equity and net profit growth. At 30 June 2009 the Tier 1 ratio, i.e. Tier 1 capital as a percentage of risk-weighted assets, was 13.0% (12.7%).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Financial developments, page 9',0), new jsonArticle(1591,'Growth in loan portfolio levelling off','The ‘loans to customers’ item was up 2%, rising to EUR 435.8 (426.3) billion. The vast majority of these loans relates to private sector lending. The volume of this portfolio rose by 2% to EUR 415.2 (408.6) billion due, in particular, to growth in the mortgage portfolio in the Netherlands.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Financial developments, page 10',0), new jsonArticle(1592,'Increase in savings deposits','Deposits held by private individuals, which make up the largest and most important component of amounts due to customers, were up 4% to EUR 119.7 (114.7) billion in the period through to 30 June 2009. Of these deposits, 89% are held by the local Rabobanks, 6% by Rabobank International and 4% by Robeco.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Financial developments, page 10',0), new jsonArticle(1593,'Drop in amounts due to customers','Amounts due to customers were down 6% in the period through to 30 June 2009, falling to EUR 284.9 (304.2) billion, which was due in particular to an outflow of corporate time deposits at Rabobank International.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Financial developments, page 11',0), new jsonArticle(1594,'Increase in equity','Equity increased by 10% in the first half of 2009, rising to EUR 36.9 (33.5) billion, which was mostly attributable to the retention of earnings and the issue of Capital Securities.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Financial developments, page 11',0), new jsonArticle(1595,'External capital requirement','The external capital requirement amounted to EUR 19.2 (19.0) billion at 30 June 2009, with 90% relating to credit and transfer risk, 8% to operational risk and 2% to market risk.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Financial developments, page 11',0), new jsonArticle(1596,'Economic capital as an internal capital requirement','Over and above the external capital requirement, Rabobank Group uses an internal capital requirement based on an economic capital framework. A broad spectrum of risks is measured consistently to gain a more complete understanding of risks and to allow a more rational weighing of risk and return.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Financial developments, page 11',0), new jsonArticle(1597,'Financial results Rabobank Group','Total income was up 9% in the first half of 2009, rising to EUR 6,257 (5,753) million, thanks in particular to an increase in other income. An upsurge in treasury results and higher profits from the equity interest in Eureko were contributing factors in the increase.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Financial developments, page 12',0), new jsonArticle(1598,'RAROC Rabobank Group','Risk Adjusted Return On Capital (RAROC) is used as a measure whereby expected profitability is consistently weighed against any associated risks.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Financial developments, page 13',0), new jsonArticle(1599,'Domestic retail banking','As a result of the economic downturn in the Netherlands, domestic retail banking suffered from lower growth in the loan portfolio and rising bad debt costs.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Domestic retail banking, page 14',0), new jsonArticle(1600,'Rabobank 2010 Programme','Rabobank’s primary objective is to help members and customers achieve their ambitions. The Rabobank 2010 Programme offers options for innovating and improving customer service while cutting costs.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Domestic retail banking, page 14',0), new jsonArticle(1601,'Market leadership in the Netherlands','Rabobank Group has a leading position in a large number of sectors of the Dutch financial services market. Rabobank Group has traditionally had a strong presence in the food & agri sector.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Domestic retail banking, page 14',0), new jsonArticle(1602,'New sustainable and service-oriented products','Driven by a desire to offer the best possible services to private individuals, Rabobank took several initiatives to encourage economic participation, social cohesion and solidarity. The bank continued its alliance with SeniorWeb, for instance, within which scope Rabobank plans to acquaint some tens of thousands of senior citizens with the Internet and online banking in 2009.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1009,1041), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Domestic retail banking, page 15',0), new jsonArticle(1603,'Moderate growth in loan portfolio','The economic crisis has caused a drop in demand for loans. Despite this, the private sector loan portfolio showed a 2% increase at the domestic retail banking division, rising to EUR 274.7 (268.3) billion in the first half of 2009.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Domestic retail banking, page 16',0), new jsonArticle(1604,'Increase in amounts due to customers as a result of higher savings deposits','Amounts due to customers of the domestic retail banking division were up 3% in the first half of the year, rising to EUR 181.1 (175.6) billion. This was attributable mostly to an increase in savings deposits by 5% to EUR 107.0 (101.5) billion.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Domestic retail banking, page 16',0), new jsonArticle(1605,'Financial results domestic retail banking','Total income from domestic retail banking rose by 1% to EUR 3,043 (3,013) million in the first half of 2009. This was primarily attributable to other income.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Domestic retail banking, page 16',0), new jsonArticle(1606,'Capital requirement and RAROC domestic retail banking','In calculating the capital requirements, risks associated with loans to private and corporate clients are estimated using internal rating and risk models. Allowance is made for any securities or collateral provided.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Domestic retail banking, page 17',0), new jsonArticle(1607,'Wholesale banking and international retail banking','In keeping with the updated strategy, Rabobank International’s lending to the Dutch corporate sector and the food & agri sector increased in the first half of 2009.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Wholesale banking and international retail banking, page 18',0), new jsonArticle(1608,'Broader services on offer for globally operating clients','In order to better serve globally operating Dutch corporate clients, Rabobank further broadened its international service offering, improving service access. In serving these clients, local Rabobanks receive support from a team of international specialists who are based both in and outside the Netherlands.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Wholesale banking and international retail banking, page 18',0), new jsonArticle(1609,'Introducing sustainability to food & agri chains','Rabobank Group has defined five Food & Agri Business Principles: adequate and secure food production, sustainable use of natural resources, a responsible society where public welfare is key, ethical treatment of animals, and awareness among consumers and citizens.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Wholesale banking and international retail banking, page 19',0), new jsonArticle(1610,'Dutch businesses and food & agri clients account for higher share in loan portfolio','Rabobank International updated its strategy in 2008. In line with the strategy pursued by Rabobank Group, it will gear its services more closely to Dutch businesses as well as food & agri clients while scaling down its service provision to non-core clients.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1012,1060), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1014,1079), new jsonArticleFacet(1014,1080), new jsonArticleFacet(1014,1082), new jsonArticleFacet(1014,1083), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Wholesale banking and international retail banking, page 19',0), new jsonArticle(1611,'Financial results wholesale banking and international retail banking','The strong increase in client services - hedging transactions, issues of debt securities and securitisations - resulted in higher income from Global Financial Markets in the first half of 2009.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1012,1060), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Wholesale banking and international retail banking, page 19',0), new jsonArticle(1612,'Capital requirement and RAROC wholesale banking and international retail banking','Lower volatility on the financial markets and improvements in risk models were factors in the 3% drop in capital requirement at Rabobank International to EUR 8.3 (8.6) billion in the first half of the year.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Wholesale banking and international retail banking, page 20',0), new jsonArticle(1613,'Asset management and investment','In the first half of 2009 the total inflow of assets into Robeco, Sarasin and Schretlen & Co was EUR 2.9 billion. The stock markets recovered slightly in that period.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Asset management and investment, page 22',0), new jsonArticle(1614,'Robeco reorganises operations and kicks off joint venture','Robeco’s financial performance was weighed down by negative equity yields in 2008. A reorganisation had to be implemented to increase the agility of the core business.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Asset management and investment, page 22',0), new jsonArticle(1615,'Robeco equities outperform benchmark in period with some recovery','The stock markets showed some recovery in the first half of 2009. Robeco’s equity funds benefited just that little bit more from the recovery and performed well also relative to the benchmark.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Asset management and investment, page 22',0), new jsonArticle(1616,'Sarasin tempers growth strategy','In line with its growth strategy, Sarasin continued to increase its presence in the first half of 2009 in its Swiss home market, as well as in other European countries and in Asia. It did slow down its growth rate, however, as a result of the economic situation.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Asset management and investment, page 23',0), new jsonArticle(1617,'Superior performance from Sarasin’s sustainable bond portfolios','Since the start of the financial crisis, Sarasin’s sustainable bond mandates have demonstrated a superior relative performance.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Asset management and investment, page 23',0), new jsonArticle(1618,'Sustainable and responsible investments','In the first half of 2009 Robeco defined a policy for the integration of ESG factors (environmental, social & governance) into the investment process. This is in keeping with the UN Principles for Responsible Investing (UN PRI), which Robeco signed up to at the end of 2006.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Asset management and investment, page 23',0), new jsonArticle(1619,'Increase in assets under management and held in custody','The assets under management and held in custody increased by 6% to EUR 194.7 (183.6) billion in the period to June 2009 as a result of the inflow of assets and a positive investment performance. Robeco managed EUR 114.6 (110.7) billion of assets, Sarasin EUR 52.4 (46.9) billion and Schretlen & Co EUR 6.6 (6.8) billion.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Asset management and investment, page 24',0), new jsonArticle(1620,'Decrease in investment orders','The unpredictable stock market climate also affected the volume of securities orders. At Rabobank Group, the number of securities orders and in-house fund orders executed in the Netherlands was down 2% to 2.1 million.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Asset management and investment, page 24',0), new jsonArticle(1621,'Financial results asset management and investment','The gain recognised on the sale of Alex and the fine investment performance by the Transtrend Diversified Trend Program contributed considerably to total income in 2008. Income for the first half of 2009 was down 28%, dropping from EUR 634 million in the first half of 2008 (disregarding Alex) to EUR 455 million.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Asset management and investment, page 25',0), new jsonArticle(1622,'Leasing','At De Lage Landen, Rabobank Group’s leasing subsidiary, net profit fell by 58% to EUR 47 million in the first half of 2009. The global recession suppressed clients’ appetite for investment and caused bad debt costs to rise.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Leasing, page 26',0), new jsonArticle(1623,'Higher quality of services','Even in these economically trying times, De Lage Landen invests in boosting the quality of its service provision to clients and partners. Infrastructures and processes are undergoing further improvements.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Leasing, page 26',0), new jsonArticle(1624,'Partner in sustainable solutions','De Lage Landen wants to be a partner in finance, as well as in corporate social responsibility offering sustainable alternatives. To achieve this, De Lage Landen has joined forces with its vendors to work on sustainable innovations.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1009,1036), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Leasing, page 26',0), new jsonArticle(1625,'Growth in loan portfolio levelling off','De Lage Landen’s loan portfolio grew by 1% in the first half of 2009, rising to EUR 23.6 (23.3) billion. The food & agri portfolio saw an 8% increase to EUR 5.0 billion, so that its share in the total loan portfolio rose by 1.3 percentage points to 21.1%.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1014,1079), new jsonArticleFacet(1014,1080), new jsonArticleFacet(1014,1083), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Leasing, page 27',0), new jsonArticle(1626,'Financial results leasing','There was a drop in the market for second-hand cars in the first half of 2009, which accounted for much of the 17% fall in other income at De Lage Landen to EUR 175 (210) million. As a result, total income was down 3% to EUR 484 (497) million.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Leasing, page 27',0), new jsonArticle(1627,'Capital requirement and RAROC leasing','De Lage Landen’s capital requirement increased to EUR 1.2 (1.1) billion in the first half of 2009. The required economic capital, the internal capital requirement, was EUR 1.1 (1.0) billion.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Leasing, page 28',0), new jsonArticle(1628,'Real estate','Adverse conditions continued to rule the property market. Rabo Real Estate Group sold fewer homes due to reluctant consumers.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Real estate, page 29',0), new jsonArticle(1629,'Partnering up more with group divisions','Partnerships with other group divisions were fleshed out further, for instance by establishing Rabo FARM, a joint venture with Rabobank International, which is meant to set up agricultural real estate funds on a global scale.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Real estate, page 29',0), new jsonArticle(1630,'Second set of charges pressed in ‘Klim Op’ case','In March 2009 Rabo Real Estate Group pressed charges for the second time in connection with the ‘Klim-Op’ investigation by the Dutch Fiscal Information & Investigation Service/Economic Investigation Service (FIOD-ECD) into fraudulent transactions in the real estate sector.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Real estate, page 29',0), new jsonArticle(1631,'Invest in the future','Rabo Real Estate Group further developed its core themes of sustainable building, ethical and responsible business practices, and commitment to society.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Real estate, page 29',0), new jsonArticle(1632,'Drop in property development portfolio','Bouwfonds Property Development sold fewer homes in the Netherlands in the first half of 2009 due to the economic headwinds in the property market and low consumer confidence.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1014,1079), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Real estate, page 30',0), new jsonArticle(1633,'Stable loan portfolio','Fewer new loans were granted. New business at FGH Bank amounted to EUR 0.7 billion in the first half of 2009. This was about the same figure as that of the repayment volume, which totalled EUR 0.6 billion.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Real esate, page 30',0), new jsonArticle(1634,'Assets under management up 1%','Bouwfonds REIM did not establish any new funds in the first half of 2009 because of the downturn in conditions for real estate funds.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Real estate, page 30',0), new jsonArticle(1635,'Financial results real estate','The drop in number of homes sold and the lower margin on average weighed down other income. Due to the decline in property development results, other income saw a 25% drop in the first half of the year, falling to EUR 168 (224) million.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Real estate, page 31',0), new jsonArticle(1636,'Insurance','Local Rabobanks sell a wide range of - mostly Interpolis - insurance products, with specific products for private individuals, business owners in their private capacity, farmers, SMEs, and large enterprises.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1012,1064), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1047), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Insurance, page 32',0), new jsonArticle(1637,'Largest insurance broker','The local Rabobanks are the largest insurance broker in the Netherlands. Every one in five of their private clients has taken out an Interpolis policy. This ratio is one in four when it comes to corporate clients.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1010,1047), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1064), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Insurance, page 32',0), new jsonArticle(1638,'Risk management','The current difficult economic circumstances have proved that risk management is a core banking competency. Rabobank Group pursues a prudent risk policy that results in a moderate risk profile.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Risk management, page 34',0), new jsonArticle(1639,'Economic decline','The impact of the financial crisis and the economic downturn continued to be apparent in the first half of 2009. The economic downturn had a negative impact on the risk profile of the loan portfolio of Rabobank Group.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Risk management, page 34',0), new jsonArticle(1640,'Credit risk','The credit risk management of the Rabobank Group is based on a robust organisation that has been designed to ensure an acceptable risk profile even in less favourable economic circumstances.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Risk management, page 34',0), new jsonArticle(1641,'Leveraged finance','The leveraged finance portfolio of Rabobank International amounted to EUR 3.3 (3.4) billion at 30 June 2009.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Risk management, page 35',0), new jsonArticle(1642,'Structured credit','Rabobank Group has a limited exposure to more structured investments in its trading and investment portfolios. This structured credit exposure, most of which is of the highest quality and has been AAA-rated, amounted to EUR 8.7 billion on 30 June 2009.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Risk management, page 35',0), new jsonArticle(1643,'Monoline insurers','Monoline insurers are counterparties in some credit default swaps used to hedge the credit risk attached to specific investments. In most cases, the main reason for hedging the relevant investments is related to solvency rather than the credit quality of the investments.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Risk management, page 35',0), new jsonArticle(1644,'Funding and liquidity risk','Rabobank Group has always recognised that liquidity risk is an important risk type. Accordingly, Rabobank Group’s policy is to match the maturity of funding with the maturity of loans.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Risk management, page 35',0), new jsonArticle(1645,'Asset-backed commercial paper conduits','At 30 June 2009 asset-backed commercial paper outstanding fell to EUR 16.0 (17.5) billion, chiefly as a result of the termination of the Neptune programme.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Risk management, page 36',0), new jsonArticle(1646,'Responsible banking for a sustainable future','Corporate social responsibility is an explicit strategic choice for Rabobank Group. CSR is applied in all core activities of its financial services as well as in its business operations.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Responsible banking for a sustainable future, page 37',0), new jsonArticle(1647,'Increasing sustainability of production chains','One of the spearheads of Rabobank Group’s CSR policy is to make production chains more sustainable.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Responsible banking for a sustainable future, page 37',0), new jsonArticle(1648,'CSR in the Dutch agricultural sector','Together with other players in the sector, Rabobank supports the efforts of the Dutch agricultural sector to increase socially responsible practices.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Responsible banking for a sustainable future, page 37',0), new jsonArticle(1649,'Renewable energy, sustainable building and other forms of innovation','As far as developments in the area of renewable energy, sustainable building and other forms of innovation are concerned, the picture is mixed. In the area of green banking, Rabo Green Bank felt the impact of the recession in the first six months of 2009.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Responsible banking for a sustainable future, page 37',0), new jsonArticle(1650,'Advising on ethical dilemmas','The Ethics Committee issued its opinion on seven ethical dilemmas encountered in its daily practice. One dilemma on which it issued advice related to doing business with clients that sell greetings cards door-to-door under the pretext of raising funds for charities.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1036), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Responsible banking for a sustainable future, page 38',0), new jsonArticle(1651,'A dialogue with civil society organisations','On 22 January 2009 Oxfam Novib, Amnesty International, Friends of the Earth Netherlands and FNV Mondiaal launched a new phenomenon in the area of dialogue with banks: the Eerlijke Bankwijzer (Fair Bank Guide), a website that compares the performance of twelve Dutch banks in the area of sustainability.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Responsible banking for a sustainable future, page 38',0), new jsonArticle(1652,'Rabo Development','Rabo Development helps rural banks that are active in developing countries to transform themselves into professional, modern financial institutions. It enters into alliances with partner banks by acquiring a strategic minority interest.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Responsible banking for a sustainable future, page 38',0), new jsonArticle(1653,'Rabobank Foundation','Rabobank Foundation, which is marking its 35th anniversary this year, started 2009 by linking the projects it supports to donations made by individual local Rabobanks.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1009,1039), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Responsible banking for a sustainable future, page 38',0), new jsonArticle(1654,'Share4more employee fund','Rabobank and almost 2,700 Rabobank employees help support development projects in Africa, Asia, Latin America and Eastern Europe through the Share4More employee fund.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1009,1039), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Responsible banking for a sustainable future, page 39',0), new jsonArticle(1655,'More women at the top','During the first six months of 2009 Rabobank was on schedule to achieve its target for increasing diversity in the workforce.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Responsible banking for a sustainable future, page 39',0), new jsonArticle(1656,'Responsible business practices','As part of its policy to reduce the carbon emissions of Rabobank Nederland, Rabobank and the other group entities signed a letter of intent on further collaboration in the area of saving energy and reducing carbon emissions.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Responsible banking for a sustainable future, page 39',0), new jsonArticle(1657,'Balance 2009-I','Balance sheet in millions of euros: 615,361.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Interim financial information, page 40',0), new jsonArticle(1658,'Profit and loss 2009-I','Net profit in millions of euros: 1,316.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Interim financial information, page 42',0), new jsonArticle(1659,'Results 2009-I','Total comprehensive income in millions of euros: 1,673.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Interim financial information, page 43',0), new jsonArticle(1660,'Changes in equity 2009-I','Total changes in equity in millions of euros: 36,853',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1008,1028), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Interim financial information, page 44',0), new jsonArticle(1661,'Cash flow 2009-I','Cash flow statements from operating activities, investing activities and financing activities.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Interim financial information, page 45',0), new jsonArticle(1662,'Business segments 2009-I','Contributions to the profit by the business segments: Domestic retail banking, Wholesale banking and international retail banking, Asset management and investment, Leasing, Real estate and Other.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1012,1050), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1027), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1004,1008), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Interim financial information, page 46',0), new jsonArticle(1670,'Notes to the interim financial information','The consolidated interim financial information of Rabobank Group has been prepared in accordance with International Financial Reporting Standards as adopted by the European Union, and is presented in conformity with IAS 34 Interim Financial Reporting.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Interim financial information, page 47',0), new jsonArticle(1663,'Review report','A review of interim financial information consists of making inquiries, primarily of persons responsible for fi nancial and accounting matters, and applying analytical and other review procedures.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Statements, page 48',0), new jsonArticle(1664,'Executive Board responsibility statement','The Executive Board of Coöperatieve Centrale Raiff eisen-Boerenleenbank B.A. (Rabobank Nederland) declares that, to the best of their knowledge, the interim financial information and the interim report gives a true and fair view.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1012,1052), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Statements, page 49',0), new jsonArticle(1665,'Profile of Rabobank Group','Rabobank Group is an international financial services provider operating on the basis of cooperative principles. It offers retail banking, wholesale banking, asset management, leasing, real estate and insurance.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Profile of Rabobank Group, page 50',0), new jsonArticle(1666,'Local Rabobanks, Rabobank Nederland and Rabobank International','Boasting about 29,000 FTEs, the local Rabobanks make up Rabobank Group’s cooperative core business. At the heart of society, they are committed, nearby and trend-setting in their service offering. They serve more than 7.5 million Dutch private and corporate clients, offering a comprehensive range of financial services.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1057), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Profile of Rabobank Group, page 50',0), new jsonArticle(1667,'Mission and ambition','Rabobank Group is a driving and innovating force working in the common interest of individuals and communities, offering the best possible financial solutions to help them achieve their ambitions.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1010,1037), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Profile of Rabobank Group, page 50',0), new jsonArticle(1668,'Values of Rabobank Group','Rabobank Group has four core values, which extend naturally from its mission and ambition: respect, integrity, professionalism and sustainability.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Profile of Rabobank Group, page 51',0), new jsonArticle(1669,'Rabobank Group structure.','Structure of the Rabobank Group',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1084), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1003,1007), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'hj',1,'Interim report 2009, chapter Profile of Rabobank Group, page 51',0), new jsonArticle(1007,'Key figures (1)','Key figures in graphs: Tier-1 ratio, Lending, Due to customers, Net profit and Return on equity.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1006,1016)),'aj',1,'Chapter Key figures, page 2',0), new jsonArticle(1296,'Key figures (2)','Keyfigures: Volume of services, Financial position and solvency, Profit and loss account, Ratios, Nearby, Market shares (in the Netherlands) and Ratings.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1006,1016)),'aj',1,'Chapter Key figures, page 2',0), new jsonArticle(1297,'Key figures (3)','Key figures: Personell data, Products and services specifically geared to sustainability, Non-commercial sustainable activities and Business operations.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1006,1016)),'aj',1,'Chapter Key figures, page 2',0), new jsonArticle(1008,'Rabobank Group at a glance','As a stable market party, Rabobank Group achieved strong growth in its amounts due to customers, which increased by 10% to EUR 304.2 billion. The Tier I ratio was 12.7% and return on equity was 9.7%.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1006,1016)),'aj',1,'Chapter Rabobank Group at a glance, page 4',0), new jsonArticle(1009,'Domestic retail banking','Despite the turbulence in the financial sector, the local Rabobanks succeeded in strengthening their market positions. Our strong position in the savings market was extended further.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1062), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Rabobank Group at a glance, page 4',0), new jsonArticle(1010,'Wholesale banking and international retail banking','The financial crisis depressed results in Global Financial Markets and caused an increase in the impairment losses. As a result, Rabobank International\'s profit decreased.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1012,1060), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Rabobank Group at a glance, page 4',0), new jsonArticle(1011,'Asset management and investment','The decrease in assets under management, which was due to the fall in share prices, was partly offset by the inflow of assets.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Rabobank Group at a glance, page 5',0), new jsonArticle(1012,'Leasing','De Lage Landen reported satisfactory growth, with higher margins on new contracts. The lease car portfolio increased by 6% to 211,000.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Rabobank Group at a glance, page 5',0), new jsonArticle(1013,'Real estate','As a result of worsened market conditions, Rabo Real Estate Group sold fewer owner-occupied houses: 8,746, down from 13,173 in 2007.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1024), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Rabobank Group at a glance, page 5',0), new jsonArticle(1014,'Chairman\'s foreword','2008 may rightly be called a historic year. The subprime crisis in the United States escalated to become a deep and world-wide financial crisis. Regrettably, it has meanwhile developed into an economic crisis.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1011,1050), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter About the Rabobank Group, page 6',0), new jsonArticle(1015,'Robust growth in loan portfolio and capital position remains strong','The loan portfolio was 11% higher in 2008, at EUR 408.6 billion. Growth in corporate lending for the local Rabobanks was stronger than in 2007.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1011,1050), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Chairman’s foreword, page 7',0), new jsonArticle(1016,'The cooperative is there for its clients','The value of our cooperative bank manifested itself clearly in 2008. In these tumultuous times, Rabobank has shown itself to be an extremely stable factor in the banking sector.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1011,1050), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Chairman’s foreword, page 7',0), new jsonArticle(1017,'Economic recovery possibly not until 2010','In 2009, virtually all western economies will have to cope with a recession, and many emerging markets will see a slowdown. An economic downturn occurring in so many countries simultaneously must lead to a fall in international trade.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1011,1050), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Chairman’s foreword, page 8',0), new jsonArticle(1018,'Strategic Framework','Rabobank Group\'s course into the future has been plotted in its Strategic Framework 2005-2010.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Strategic Framework, page 9',0), new jsonArticle(1366,'Strategy principles','The Strategic Framework positions Rabobank Group as \'the global food\n& agri bank with its roots in the Netherlands\'.',new Array( new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Strategic Framework, page 9',0), new jsonArticle(1019,'People are critical to our success','Rabobank Group\'s strategic aspirations can be achieved only with talented, vibrant and motivated people.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Strategic Framework, page 10',0), new jsonArticle(1020,'Strategy adjustment','The turbulent developments in the financial markets and the changes in the Dutch banking sector have been reasons to initiate an adjustment of the Strategic Framework.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Strategic Framework, page 10',0), new jsonArticle(1021,'Strategic and financial core objectives','The strategic core objectives are: to achieve all-finance market leadership in the Netherlands; to strengthen our position as the leading international food & agri bank; further growth of, and greater synergies with, our subsidiaries.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Strategic Framework, page 11',0), new jsonArticle(1022,'Realisation of Strategic Framework 2005-2010','Rabobank Group\'s market shares in the various private market segments have grown steadily since 2004.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Strategic Framework, page 11',0), new jsonArticle(1023,'Membership of the Executive Board of Rabobank Nederland','Membership of the Executive Board of Rabobank Nederland.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Management, page 13',0), new jsonArticle(1024,'Membership of the Supervisory Board of Rabobank Nederland','Membership of the Supervisory Board of Rabobank Nederland.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Management, page 14',0), new jsonArticle(1025,'Directors and Chairmen','Directors and Chairmen.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Management, page 14',0), new jsonArticle(1026,'Chairmen of major subsidiaries','Chairmen of major subsidiaries.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Management, page 15',0), new jsonArticle(1027,'Profile','Rabobank Group is an international financial service provider operating on the basis of cooperative principles. It comprises 153 independent local Rabobanks and their central organisation Rabobank Nederland and its subsidiaries.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 16',0), new jsonArticle(1361,'Structure of the Rabobank Group','Structure of the Rabobank Group',new Array( new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 17',0), new jsonArticle(1031,'Rabobank Group entities','With more than 1,100 branches and nearly 3,100 cash dispensing machines, the 153 independent local Rabobanks have the densest branch network in the Netherlands and are Holland\'s pre-eminent near-by bank.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 18',0), new jsonArticle(1032,'Rabobank Nederland','Rabobank Nederland is the central organisation and serves both the local Rabobanks and the Group entities.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 18',0), new jsonArticle(1033,'Rabobank International','Rabobank International - the wholesale banking business and international retail banking business - focuses its activities on the food & agri sector.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 18',0), new jsonArticle(1034,'Subsidiaries','In the Netherlands, Rabobank Group operates several financial brands in various markets.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 18',0), new jsonArticle(1035,'Bizner','Bizner is an Internet bank for entrepreneurs who prefer to manage their own banking transactions online.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1062), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 18',0), new jsonArticle(1364,'De Lage Landen','De Lage Landen is the lease subsidiary within Rabobank Group. It offers flexible asset finance products.',new Array( new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 18',0), new jsonArticle(1036,'IRIS','The Institute for Research and Investment Services is the research unit for Rabobank and Robeco and focuses exclusively on private investors.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1065), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 19',0), new jsonArticle(1037,'Moviq','Moviq is an online platform in the housing market for both buyers and sellers who are moving house.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1066), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 19',0), new jsonArticle(1038,'Obvion','Obvion is a provider of mortgages and several service products, including guarantees and bridging loans.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 19',0), new jsonArticle(1039,'Orbay','Orbay provides business process outsourcing and integrates customer processes and individual work flows seamlessly with its clients\' front office operations.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1068), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 19',0), new jsonArticle(1040,'Rabo Real Estate Group','Rabo Real Estate Group is a leading international real estate enterprise and one of the largest in Europe.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 19',0), new jsonArticle(1365,'Rembrandt Fusies & Overnames','Rembrandt Fusies & Overnames is an organisation whose core business comprises advice and assistance in sales and purchases of enterprises.',new Array( new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1069), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 19',0), new jsonArticle(1041,'Robeco','Robeco provides investment products and services to approximately 700 institutional and some 1.5 million private clients around the world.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 19',0), new jsonArticle(1042,'Sarasin','The Sarasin Group is traditionally one of Switzerland\'s leading private banks. Its shares are listed at the Swiss stock exchange SWX.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 20',0), new jsonArticle(1043,'Schretlen & Co','Schretlen & Co\'s activities include asset management and advice, combined with asset planning, which are focused on high net-worth individuals and medium-sized institutional investors in the Netherlands.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 20',0), new jsonArticle(1044,'Zoekallehuizen.nl','Zoekallehuizen.nl is the search engine that each day scans the websites of virtually all estate agents in the Netherlands.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1073), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 20',0), new jsonArticle(1045,'Participations','Rabobank has a 39% interest in Eureko, an international provider of financial services in the area of insurance with some 25,000 FTEs.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1064), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 20',0), new jsonArticle(1046,'Global presence','The Rabobank brand is used by the local Rabobanks and by Rabobank International in 27 countries. With all its other Group entities, Rabobank Group operates in 569 locations spread over 45 countries, including the Netherlands.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1014,1079), new jsonArticleFacet(1014,1080), new jsonArticleFacet(1014,1081), new jsonArticleFacet(1014,1082), new jsonArticleFacet(1014,1083), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Profile, page 21',0), new jsonArticle(1205,'Financial developments in Rabobank Group','Despite all the turbulence in the financial markets, Rabobank Group\'s Tier I ratio of 12.7% still outstripped the desired high level of 12.5%.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Financial developments in Rabobank Group, page 22',0), new jsonArticle(1206,'Financial targets','Rabobank Group uses three financial targets: Tier I ratio, return on equity and net profit growth.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Financial developments in Rabobank Group, page 23',0), new jsonArticle(1207,'Balance sheet','Given the amendments to IAS 39 and IFRS 7 were applied in 2008, Rabobank Group decided to reclassify a portion of its assets worth EUR 12.0 billion to loans to customers and due from other banks.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Financial developments in Rabobank Group, page 23',0), new jsonArticle(1367,'Higher loan portfolio volume, partly due to increased corporate loan portfolio','Despite the unfavourable economic conditions during the year under review, the balance sheet item ‘loans to customers’ increased by 11% to EUR 426.3 (385.7) billion.',new Array( new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Financial developments in Rabobank Group, page 23',0), new jsonArticle(1208,'Increase in time deposits contributed to growth in amounts due to customers','The strong growth in the amounts due to customers demonstrates that Rabobank Group is considered a safe haven in these turbulent times.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Financial developments in Rabobank Group, page 24',0), new jsonArticle(1209,'Growth in savings mainly at local Rabobanks','Of all the savings, 89% is entrusted to the local Rabobanks. The higher interest rate for time deposits caused many private individuals to opt for this savings product.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Financial developments in Rabobank Group, page 24',0), new jsonArticle(1210,'Equity','As a result of retained earnings, the issue of Capital Securities and the increase in minority interests, equity was 7% higher, at EUR 33.5 (31.4) billion.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Financial developments in Rabobank Group, page 25',0), new jsonArticle(1211,'External capital requirement','Since the implementation of the Basel II regulations, Rabobank Group calculates the external capital requirement for credit risk for virtually its entire loan portfolio on the basis of the advanced internal rating approach endorsed by the Dutch Central Bank.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Financial developments in Rabobank Group, page 25',0), new jsonArticle(1212,'Economic capital as an internal capital requirement','Apart from its external capital requirement, Rabobank Group calculates an internal capital requirement based on its economic capital framework.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Financial developments in Rabobank Group, page 25',0), new jsonArticle(1213,'Financial results','In the year under review, total income increased by 6% to EUR 11,652 (11,022) million, with the rise in income for the local Rabobanks and the asset management activities as contributors.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Financial developments in Rabobank Group, page 26',0), new jsonArticle(1214,'Domestic retail banking','Despite the great dynamics in the financial sector in 2008, the domestic retail banking business - the local Rabobanks, Obvion and Bizner - showed a strong performance.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1062), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 28',0), new jsonArticle(1215,'Strategy','The adjustment of the Strategic Framework confirms that Rabobank pursues market leadership in the Netherlands as an all-finance service provider.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1062), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 29',0), new jsonArticle(1216,'Rabobank 2010 programme to the next level','Rabobank wishes to be available to its clients 24 hours a day, 7 days a week.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 29',0), new jsonArticle(1217,'Strengthened market leadership in the Netherlands','The financial crisis and government interventions caused great changes in the Dutch banking landscape in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 29',0), new jsonArticle(1218,'Customer satisfaction again higher','Delivering customer value is a central value to Rabobank as a cooperative bank. High-quality services must result in satisfied clients.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 30',0), new jsonArticle(1219,'Bank saving successfully introduced','On 1 January 2008, Bank Savings Act (\'Wet Banksparen\') came into force in the Netherlands. This Act grants favourable tax conditions to consumers saving via a bank account for a home or a pension.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 30',0), new jsonArticle(1220,'Nearer to the client through multichannel services','Clients increasingly use virtual channels such as the Internet and the telephone for banking services. In the autumn of 2008, Rabobank passed the milestone of 3 million active Internet clients.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 30',0), new jsonArticle(1221,'Down-to-earth private banking','Rabobank offers private banking along cooperative lines by being near to the client, showing engagement and emanating confidence.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 30',0), new jsonArticle(1222,'Tailored services and knowledge products for the food & agri sector','Local Rabobanks intend to give agricultural entrepreneurs the best possible service, with tailored financial services and knowledge products.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 31',0), new jsonArticle(1223,'Increase in SME clients; successful services and campaigns','In 2008, Rabobank showed a strong performance in the market for the small and medium-sized enterprises sector. The dynamic market conditions resulted in an increase in both client numbers and amounts due to customers.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1062), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 31',0), new jsonArticle(1224,'Loan portfolio growth from strong increase in corporate loans','In 2008, the domestic retail banking business achieved 10% growth of the private loan portfolio.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 31',0), new jsonArticle(1225,'Strong increase in amounts due to customers','A large inflow of new clients and assets in the year under review resulted in strong growth of the amounts due to customers, by 16% to EUR 175.6 (150.8) billion.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 32',0), new jsonArticle(1226,'Financial results','In 2008, total income was 8% higher, at EUR 6,401 (5,908) million, mainly due to growth in interest income.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 32',0), new jsonArticle(1227,'Outlook','2009 is likely to be a year of challenges. In its adjusted Strategic Framework, Rabobank Group has reaffirmed its ambition to be an all-finance service provider and to pursue market leadership in all market segments in the Netherlands.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1064), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Domestic retail banking, page 33',0), new jsonArticle(1228,'Wholesale banking and international retail banking','Partly due to the increase in lending in the international retail banking business, the loan portfolio increased by 11% in 2008, to EUR 100.7 billion.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1012,1060), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Wholesale banking and international retail banking, page 34',0), new jsonArticle(1229,'Strategy','Rabobank aims to be the pre-eminent global food & agri bank, with a focus on renewable energy and clean technology. Rabobank International intends to address this further and to broaden and deepen its product range for the food & agri market.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1012,1060), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Wholesale banking and international retail banking, page 34',0), new jsonArticle(1230,'Turbulent market','In 2008, the financial crisis went global and began to affect the real economy.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Wholesale banking and international retail banking, page 35',0), new jsonArticle(1231,'Global food & agri bank','As a leading food & agri bank, Rabobank Group aims for a strong presence in the world\'s key agricultural countries.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Wholesale banking and international retail banking, page 35',0), new jsonArticle(1232,'Expansion of international retail banking','As a result of organic growth, the launch of new activities as well as acquisitions, the international retail banking activities have grown significantly over the past years.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1012,1060), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Wholesale banking and international retail banking, page 35',0), new jsonArticle(1233,'Strong performance by Rabobank\'s foreign Internet banks','The Direct Banking activities in Belgium, Australia, Ireland and New Zealand delivered a strong performance despite the turbulence in the market.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Wholesale banking and international retail banking, page 36',0), new jsonArticle(1234,'Corporate banking: services to internationally active clients expanded','In the Netherlands, Rabobank International serves large enterprises through Corporate Banking, while supporting the local Rabobanks in their services to the corporate market.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'aj',1,'Chapter Wholesale banking and international retail banking, page 36',0), new jsonArticle(1235,'Professional products','Global Financial Markets operates in the international financial markets. Besides customer-focused activities, this business entity handles the trade in money market products for the day-to-day management of the liquidity position, the credit risk and the market risk of Rabobank Group and its clients.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Wholesale banking and international retail banking, page 36',0), new jsonArticle(1236,'Participations','Under the Rabo Participaties and Rabo Capital labels, Rabobank Group\'s investment unit Rabo Private Equity focuses on medium-sized Dutch enterprises. Its Rabo Ventures label is focused on young enterprises operating in the area of clean technology.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1010,1048), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Wholesale banking and international retail banking, page 36',0), new jsonArticle(1237,'Growth in retail portfolio contributes to loan portfolio increase','In the year under review, the private sector loan portfolio increased by 11% to EUR 100.7 (90.5) billion. This growth is partly from international retail banking.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1012,1060), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Wholesale banking and international retail banking, page 37',0), new jsonArticle(1238,'Financial results','Total income was virtually stable in 2008, at EUR 1,997 (1,989) million.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1012,1060), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Wholesale banking and international retail banking, page 37',0), new jsonArticle(1239,'Outlook','In 2009, food & agri will form the sound basis for international growth. Rabobank International will focus even more on its core clients, while emphasizing efficiency improvements and cost reductions.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1012,1060), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Wholesale banking and international retail banking, page 39',0), new jsonArticle(1240,'Asset management and investment','The turbulence in the stock exchanges in 2008 also affected Robeco, Sarasin and Schretlen & Co. The fall in share prices caused a 21% decrease in assets under management and held in custody, to EUR 184 billion.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Asset management and investment, page 40',0), new jsonArticle(1241,'Strategy','Asset managers Robeco, Sarasin and Schretlen & Co offer high-quality services to investors of every kind.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Asset management and investment, page 40',0), new jsonArticle(1242,'Asset management services to clients of every kind','In the Netherlands, Rabobank Group offers, through several channels, a broad range of investment products and services to both private and institutional investors.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Asset management and investment, page 41',0), new jsonArticle(1243,'Robeco\'s services expanded','In 2008, Robeco expanded its fiduciary-management services to pension funds further.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Asset management and investment, page 41',0), new jsonArticle(1244,'New growth initiatives at Sarasin','In the year under review, Sarasin expanded its presence in its Swiss home market as well as in other European countries and the Middle East.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'aj',1,'Chapter Asset management and investment, page 41',0), new jsonArticle(1245,'Schretlen & Co','Schretlen & Co\'s operations were affected by the negative mood on the stock exchanges. The number of clients declined by 2% to 5,978 (6,091).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Asset management and investment, page 42',0), new jsonArticle(1246,'Decrease in assets under management and held in custody due to adverse stock market conditions','In 2008 the adverse stock market conditions caused a 21% decline in assets managed and held in custody for clients to EUR 184 (232) billion.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'aj',1,'Chapter Asset management and investment, page 42',0), new jsonArticle(1247,'More securities orders handled in the Netherlands due to adverse stock market conditions','The unfavourable stock market conditions also affected the number of securities orders. For Rabobank Group, the total number of orders increased by 5%.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Asset management and investment, page 43',0), new jsonArticle(1248,'Financial results','The gain from the sale of Alex and the Transtrend Diversified Trend Program\'s strong investment performance were the main drivers for the 9% rise in total income, to EUR 1,618 (1,479) million, in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Asset management and investment, page 43',0), new jsonArticle(1249,'Outlook','The decrease in assets under management in 2008 is expected to have a negative impact on the development of asset management fees in 2009.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Asset management and investment, page 44',0), new jsonArticle(1250,'Leasing','The loan portfolio of De Lage Landen increased by 13% to EUR 23.3 billion. The number of lease cars in the portfolio rose by 6% to 211,000.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Leasing, page 45',0), new jsonArticle(1251,'Strategy','De Lage Landen offers finance solutions world-wide for producers and distributors of capital assets.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Leasing, page 45',0), new jsonArticle(1252,'Rising risk prices and a more selective acceptance policy','The unrest in the financial markets affected all players in the lease market. In 2008, lower capital availability caused the price of financing to go up.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Leasing, page 45',0), new jsonArticle(1253,'Customer-focused organisation','Clients are satisfied with De Lage Landen\'s services. The desired high customer satisfaction was recognised in 2008 when Leasing Life Asset Finance.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'aj',1,'Chapter Leasing, page 46',0), new jsonArticle(1254,'Stronger position in Europe; further development of Athlon Car Lease','In its expansion abroad, De Lage Landen follows its internationally operating clients - and it also follows Rabobank. The position in Europe was expanded further, particularly in the Central and Eastern European region.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Leasing, page 46',0), new jsonArticle(1255,'Increased collaboration between De Lage Landen and Rabobank International','The collaboration with Rabobank International was strengthened further. The collaboration agreement with the Polish Bank BGZ resulted in positive developments in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Leasing, page 46',0), new jsonArticle(1256,'Specialist in consumer credits and factoring','De Lage Landen is the specialist in consumer credits and factoring products within Rabobank Group. Consumer Finance grants consumer credits through the local Rabobanks and through the Freo label.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'aj',1,'Chapter Leasing, page 46',0), new jsonArticle(1257,'Increase in food & agri contributes to loan portfolio growth','De Lage Landen\'s loan portfolio increased by 13% in 2008, to EUR 23.3 (20.7) billion. Around 2 percentage points of growth was due to the appreciation of the US dollar.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1010,1045)),'aj',1,'Chapter Leasing, page 46',0), new jsonArticle(1258,'Financial results','Total income increased by 2% to EUR 1,015 (995) million in 2008. Although the margin on new contracts improved, the margin for the portfolio as a whole was lower.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Leasing, page 47',0), new jsonArticle(1259,'Outlook','Despite the present uncertain conditions, De Lage Landen expects to increase its lease portfolio further in 2009. The scarcity of funds and the price of risk will continue to rise.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Leasing, page 48',0), new jsonArticle(1260,'Real estate','Rabo Real Estate Group faced worsened market conditions in 2008. Owner-occupied houses became less affordable and consumer confidence in the housing market decreased.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Real estate, page 49',0), new jsonArticle(1261,'Strategy','Rabo Real Estate Group aims to operate in each part of the real estate chain in the Netherlands, be it developing, finance or investing.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Real estate, page 49',0), new jsonArticle(1262,'Changed market conditions in real estate','The effects of the deteriorating economic outlook also manifested itself in the real estate market. As a result of the crisis, consumers were cautious.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Real estate, page 50',0), new jsonArticle(1263,'New brand policy','The real estate division reviewed its brand policy in 2008. The label Rabo Bouwfonds was changed into Rabo Real Estate Group and, for the foreign markets, into Rabo Real Estate Group.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Real estate, page 50',0), new jsonArticle(1264,'Expanded collaboration with Rabobank','In 2008, Rabo Real Estate Group further intensified its collaboration with other Rabobank Group entities.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Real estate, page 50',0), new jsonArticle(1265,'Fewer houses sold, particularly in the Netherlands','The number of owner-occupied houses sold by Bouwfonds Property Development declined due to a fall of sales, particularly in the Netherlands and to a lesser extent in France as well.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Real estate, page 50',0), new jsonArticle(1266,'Loan portfolio growth in the first months of 2008','FGH Bank\'s new granted loans amounted to EUR 4.8 billion in the year under review. The gross loan portfolio increased by 22% to EUR 16.5 (13.5) billion.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Real estate, page 51',0), new jsonArticle(1267,'Growth in assets managed due to acquisitions','Assets under management in real estate by Bouwfonds REIM increased by 35% in 2008, to EUR 6.8 (5.1) billion.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Real estate, page 51',0), new jsonArticle(1268,'Financial results','In 2008, total income fell by 31% to EUR 459 (670) million. Interest income was 9% lower, at EUR 78 (86) million, despite higher interest income at FGH Bank as a result of portfolio growth.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Real estate, page 51',0), new jsonArticle(1269,'Outlook','Due to the deteriorating market for real estate, Rabo Real Estate Group expects 2009 to be a difficult year. The market uncertainty, both at home and abroad, will continue.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Real estate, page 52',0), new jsonArticle(1270,'Insurance','The local Rabobanks sell non-life, health and life insurance policies, most of which are supplied by Interpolis. The number of Alles in één, Bedrijven Compact and ZorgActief insurance policies sold increased further.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1010,1047), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1064), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Insurance, page 53',0), new jsonArticle(1271,'Strategy','Providing insurance is an important element in Rabobank Group\'s all-finance strategy in the Netherlands. That ambition is underpinned by Rabobank\'s 39% interest in the Eureko insurance company.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1010,1047), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1064), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Insurance, page 53',0), new jsonArticle(1272,'Rabobank largest Dutch insurance agent, high customer satisfaction at Interpolis','In the Netherlands, the local Rabobanks are the largest insurance agent. At least one in five private Rabobank clients has insurance cover from Interpolis.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1047), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1064), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Insurance, page 54',0), new jsonArticle(1273,'Private clients','In spite of fierce competition in the non-life insurance market, the number of Alles in één insurance policies sold by local Rabobanks increased by 2% in 2008, to reach 1,297,000 (1,272,000).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1047), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1012,1064)),'aj',1,'Chapter Insurance, page 54',0), new jsonArticle(1274,'Corporate clients','Competition in the insurance market for the small and medium-sized enterprises segment was exceptionally fierce. Nevertheless, the number of Bedrijven Compact Polis policies sold by the local Rabobanks increased by 5%, to 195,000 (185,000).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1010,1047), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1064), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Insurance, page 54',0), new jsonArticle(1275,'Outlook','The Dutch insurance market is a mature market, and opportunities for growth are relatively limited. There is strong price competition in the non-life insurance market.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1010,1047), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1064), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Insurance, page 54',0), new jsonArticle(1276,'Risk management','The financial crisis has brought home once more that risk management is a core banking competency. Rabobank Group pursues a prudent risk policy that entails a moderate risk profile.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 55',0), new jsonArticle(1277,'Risk management organisation','Risk management is performed at various levels within Rabobank Group. At the highest level, the Executive Board determines the risk strategy, policy principles and limits, under the supervision of the Supervisory Board.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 55',0), new jsonArticle(1278,'Principles of risk management','The primary objective of risk management is the protection of Rabobank Group\'s financial strength.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 55',0), new jsonArticle(1279,'Implications of financial turbulence','In the first half of 2008 the financial crisis continued unabated, followed by a sharp deterioration in the second half of the year.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 56',0), new jsonArticle(1280,'Asset Backed Commercial Paper conduits','In the first quarter of 2008, two Asset Backed Commercial Paper (ABCP) structures - i.e. collateralised investment vehicles - were phased out, in part following the introduction of the new Basel II regulation.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 56',0), new jsonArticle(1281,'Structured credit','An important element of the bank\'s liquidity risk management is to maintain a large portfolio of liquid and/or central bank eligible assets.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 57',0), new jsonArticle(1282,'Monoline insurers','In a number of cases, monoline insurers are the counterparty to credit default swaps that hedge the credit risk of certain investments.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'aj',1,'Chapter Risk management, page 57',0), new jsonArticle(1047,'Leveraged finance','The Rabobank International leveraged finance portfolio amounted to EUR 3.4 (3.2) billion at year-end 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 58',0), new jsonArticle(1284,'Credit risk','Credit risk is defined as the risk that a counterparty will be unable to meet its financial or other contractual obligations.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 58',0), new jsonArticle(1285,'Credit risk and Basel II','EAD (Exposure at Default), PD (Probability of Default) and LGD (Loss Given Default) are important Basel II parameters which are increasingly being used in the context of credit risk.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 59',0), new jsonArticle(1286,'Provisions for loan losses','Once a loan has been granted, ongoing credit management takes place assessing new information, both financial and non-financial.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 59',0), new jsonArticle(1287,'Country risk','With respect to country risk a distinction is made between transfer risk and collective debtor risk.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 60',0), new jsonArticle(1288,'Interest rate risk','Interest rate risk means that the Rabobank Group\'s financial result and/or economic value - given its balance sheet structure - may decrease as a result of unfavourable developments in the money and capital markets.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 60',0), new jsonArticle(1289,'Liquidity risk and funding','Liquidity risk is the risk that the Rabobank Group is unable to meet all of its payment or repayment obligations.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 61',0), new jsonArticle(1290,'Liquidity risk management','Several methods have been developed to measure and manage liquidity risk. Methods used include the CA/CL method (Core Assets/Core Liabilities).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 62',0), new jsonArticle(1291,'Rating and funding','For years now, Rabobank Group has enjoyed the highest rating by prominent rating agencies, including Moody\'s and Standard & Poor\'s, and these were reaffirmed late in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'aj',1,'Chapter Risk management, page 62',0), new jsonArticle(1292,'Informing investors and capital providers','Rabobank also attaches great importance to good and transparent communications with institutional investors and other professional financiers. The Investor Relations department informs this target group.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 62',0), new jsonArticle(1293,'Market risk','Market risk relates to changes in the value of the trading portfolio as a result of price movements in the market.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'aj',1,'Chapter Risk management, page 62',0), new jsonArticle(1294,'Operational risk','Operational risk affects all organisations. In recent years it has become ever clearer that operational risks can lead to large losses.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 63',0), new jsonArticle(1295,'Currency risk','Currency risk is the risk of changes in income or in equity as a result of currency exchange movements.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Risk management, page 63',0), new jsonArticle(1048,'Responsible banking for a sustainable future','One of the cornerstones of the Rabobank Group Strategic Framework is a high-quality policy for corporate social responsibility.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Responsible banking for a sustainable future, page 65',0), new jsonArticle(1049,'Introducing sustainability to food & agri chains','Rabobank Group aims to introduce sustainability to food & agri chains by applying the five Food & Agribusiness Principles.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1009,1040), new jsonArticleFacet(1009,1041), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Responsible banking for a sustainable future, page 65',0), new jsonArticle(1050,'Integrating CSR into financial services','Integrating CSR into everyday financial services offering is another pillar supporting our high-quality CSR policy of the Rabobank.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Responsible banking for a sustainable future, page 66',0), new jsonArticle(1051,'Focus on key performance indicators','Rabobank Group adopted one or more key performance indicators for each central theme in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Responsible banking for a sustainable future, page 66',0), new jsonArticle(1052,'Key CSR results in 2008','Rabobank achieved a lot in 2008 in the way of further embedding CSR into Rabobank\'s core business processes.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Responsible banking for a sustainable future, page 67',0), new jsonArticle(1053,'Ethics Committee','The Ethics Committee celebrated its tenth anniversary in 2008. This advisory body, which is led by the Chairman of the Executive Board, offers its opinion on moral dilemmas to all echelons of Rabobank Group.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1036), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Responsible banking for a sustainable future, page 67',0), new jsonArticle(1054,'Code of Conduct and integrity','In 2008 we assimilated the Rabobank Group Code of Conduct, which sets out the cohesion between, and justification of, our CSR activities, into several HR instruments.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'aj',1,'Chapter Responsible banking for a sustainable future, page 68',0), new jsonArticle(1055,'Economic participation and diversity','A bank for all people, Rabobank wants its financial services to be accessible for everyone.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1009,1040), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Responsible banking for a sustainable future, page 68',0), new jsonArticle(1369,'Rabobank Group’s CSR strategy','Rabobank Group’s CSR strategy',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Responsible banking for a sustainable future, page 69',0), new jsonArticle(1056,'Funds bolster cohesion and solidarity','At Rabobank, we feed some of our profits back to society in the form of cooperative dividend.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1009,1039), new jsonArticleFacet(1009,1041), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Responsible banking for a sustainable future, page 69',0), new jsonArticle(1371,'Why employees are key to our success','We set great store by human capital. Without the right people, we are unable to\nachieve our strategic goals.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Why employees are key to our success, page 71',0), new jsonArticle(1372,'New style of working','Within Rabobank, work will no longer be time and place dependent. Employees will be able to decide for themselves, more than ever before, how and when they will do their work.',new Array( new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1057), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Why employees are key to our success, page 71',0), new jsonArticle(1373,'Diversity to stimulate enterprise','Rabobank Group’s HR policy celebrates differences in people, aims to employ more women in senior positions and proves a popular employer.',new Array( new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Why employees are key to our success, page 71',0), new jsonArticle(1374,'Group-wide talent development','The Management and Talent Development Department tracks down talented staff within the group, trains them for senior management positions and develops results-oriented programmes for current senior managers.',new Array( new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Why employees are key to our success, page 72',0), new jsonArticle(1375,'Continuing education and accreditation of prior learning','Continuing education is a requirement in an increasing number of positions in order to maintain expertise and proper performance. It is also crucial to ensuring people remain employable.',new Array( new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1057), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'aj',1,'Chapter Why employees are key to our success, page 72',0), new jsonArticle(1376,'Putting integrated health management into practise','Good health and employability are key to a dynamic career.',new Array( new jsonArticleFacet(1006,1016), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Why employees are key to our success, page 72',0), new jsonArticle(1377,'Employees satisfied with Rabobank','Rabobank’s employee satisfaction score of 86% (85% in 2007) is better than the average score achieved by the other companies (73%).',new Array( new jsonArticleFacet(1006,1016), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Why employees are key to our success, page 73',0), new jsonArticle(1370,'Assessment and remuneration of senior management','In 2008 the remuneration of the members and former members of the Executive Board amounted to EUR 9.0 million.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1006,1016)),'aj',1,'Chapter Why employees are key to our success, page 73',0), new jsonArticle(1057,'The members of the cooperative','In 2008, member involvement and influence at local Rabobanks were intensified further. The number of Member Councils rose from 104 to 112.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1050), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1013,1077), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter The members of the cooperative, page 74',0), new jsonArticle(1058,'Local Member Councils','At year-end 2008, 100 (88) local Rabobanks had the Executive model, which has an obligatory Member Council. In addition, there were 12 (16) local Rabobanks that had the Partnership model and that had also implemented a Member Council.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1050), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1013,1077), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter The members of the cooperative, page 74',0), new jsonArticle(1059,'\'Dichterbij\' member magazine and member websites','Since mid-2008, local Rabobanks themselves may largely determine the contents of the \'Dichterbij\' member magazine, thus giving it their own, local hallmark.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1009,1039), new jsonArticleFacet(1011,1050), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1013,1077), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter The members of the cooperative, page 75',0), new jsonArticle(1060,'Sponsoring','Rabobank is the largest sponsor in the Netherlands, with sports and culture as its main focus.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1013,1078), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'aj',1,'Chapter Sponsoring, page 76',0), new jsonArticle(1061,'Cycling','Rabobank invests in cycling. Its ambitions, as set out in the Rabo Cycling Plan, are embodied in Rabo ProTeam, Rabo Continental Team and Rabo Cyclo-Cross Team.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1013,1078), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Sponsoring, page 76',0), new jsonArticle(1062,'Field hockey','During the twelve years of Rabobank\'s main sponsorship of the Royal Dutch Hockey Association (KNHB), hockey has seen tremendous growth.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1013,1078), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Sponsoring, page 76',0), new jsonArticle(1063,'Equestrian sports','Based on its commitment to the agricultural sector, Rabobank has historical ties with equestrian sports. In 2002, it became the main sponsor of the Royal Dutch Equestrian Sports Federation.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1013,1078), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Sponsoring, page 76',0), new jsonArticle(1064,'NOC*NSF','In order to strengthen its position as the pre-eminent provider of banking services to Dutch athletes, Rabobank has been an Official Supplier of NOC*NSF since June 2005.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1013,1078), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Sponsoring, page 77',0), new jsonArticle(1065,'1% FairShare and museum bus','The 1% FairShare covenant was signed by Rabobank in 2007. Signatory enterprises commit themselves to spend 1% of their sports sponsorship budgets on sports for the handicapped.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1013,1078), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Sponsoring, page 77',0), new jsonArticle(1066,'Summer of sports','The Rabobank-sponsored sports again did very well in 2008, culminating in the Beijing Olympics. Rabobank expressed its engagement in the \'Rabobank Sponsor of Dreams\' TV commercial.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1013,1078), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Sponsoring, page 77',0), new jsonArticle(1067,'GoChina!','In 2008, Rabobank was the \'presenting partner\' of the GoChina! manifestation at the Groninger Museum and the Drents Museum.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1013,1078), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Sponsoring, page 77',0), new jsonArticle(1068,'Corporate governance','In recent years, the corporate governance of organisations has been in the centre of public interest.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'aj',1,'Chapter Corporate governance, page 78',0), new jsonArticle(1069,'Cross-guarantee system within Rabobank Group','Through their mutual financial association, various legal entities within Rabobank Group together make up a single organisation. An internal liability relationship exists between these legal entities.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 78',0), new jsonArticle(1070,'Executive Board','The Executive Board of Rabobank Nederland is responsible for the management of Rabobank Nederland and its affiliated entities.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 78',0), new jsonArticle(1071,'Supervisory Board','The Supervisory Board supervises the policy pursued by the Executive Board and the general conduct of affairs of Rabobank Nederland and its affiliated entities.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 79',0), new jsonArticle(1352,'Member influence','An important precondition for good corporate governance at Rabobank Nederland is an open culture with clear accountability for the management and supervision.',new Array( new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1057), new jsonArticleFacet(1013,1077), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 79',0), new jsonArticle(1072,'Central Delegates Assembly','The local Rabobanks are organised geographically in twelve Regional Delegates Assemblies, each with a Board of six. Together, the Boards of the Regional Delegates Assemblies form the Central Delegates Assembly (CKV).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1057), new jsonArticleFacet(1013,1077), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 80',0), new jsonArticle(1073,'General Meeting','The General Meeting is the body through which all local Rabobanks, as members of Rabobank Nederland, can exercise direct control.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1057), new jsonArticleFacet(1013,1077), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 80',0), new jsonArticle(1074,'Employee influence','The Group Works Council of Member Banks (GOR AB) is an employee representative body.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 80',0), new jsonArticle(1075,'Corporate governance at the local Rabobanks','Only banks that have a cooperative structure and whose Articles of Association have been approved by Rabobank Nederland can be members of Rabobank Nederland.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 80',0), new jsonArticle(1076,'Management and supervision of the local Rabobanks','Two governance models are possible for the local Rabobanks: a Partnership model and an Executive model. The operation of both models will be reviewed in 2009.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 80',0), new jsonArticle(1077,'Partnership model','In the Partnership model, the Board of each local Rabobank consists of persons elected by the members from their ranks, plus a managing director who is appointed by the Supervisory Board.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 81',0), new jsonArticle(1078,'Executive model','In the Executive model, each local Rabobank has a Board of Directors comprising several persons appointed by the Supervisory Board.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 81',0), new jsonArticle(1079,'Controls over financial reporting','Rabobank Group constantly seeks to improve its corporate governance and overall internal controls, for example, by endorsing the principles of the Dutch Corporate Governance Code (Tabaksblat Code).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 81',0), new jsonArticle(1080,'Internal controls','Rabobank Group has established and maintains a comprehensive system of internal controls.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 81',0), new jsonArticle(1081,'Statement on true view','Statement of the Executive Board of Coöperatieve Centrale Raiffeisen-Boerenleenbank B.A. (Rabobank Nederland).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 82',0), new jsonArticle(1082,'Risk management','The management of Rabobank Group is based on its strategic principles and, by extension, on the interrelationship between risk, return and capital.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 82',0), new jsonArticle(1083,'Corporate governance information on the Internet','Rabobank Nederland provides information on its corporate governance on www.rabobank.com/corporategovernance.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Corporate governance, page 71',0), new jsonArticle(1084,'Report of the Supervisory Board of Rabobank Nederland','In 2008, Rabobank turned in a strong performance under difficult conditions. Worldwide, the economic turbulence did not leave a single financial institution unaffected.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 83',0), new jsonArticle(1085,'Activities of the Supervisory Board','The Supervisory Board of Rabobank Nederland supervises the policy of the Executive Board, the general conduct of affairs at Rabobank Nederland and its affiliated entities.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 83',0), new jsonArticle(1086,'Audit & Compliance Committee','Duties and membership of The Audit & Compliance Committee.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 84',0), new jsonArticle(1087,'Cooperative Issues Committee','Duties and membership of The Cooperative Issues Committee.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 84',0), new jsonArticle(1088,'Appointment Committee','Duties and membership of the Appointment Committee.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 84',0), new jsonArticle(1089,'Remuneration Committee','Duties and membership and The Remuneration Committee.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 85',0), new jsonArticle(1090,'Appeals Committee','Duties and membership of the Appeals Committee.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 85',0), new jsonArticle(1091,'The Supervisory Board\'s own performance','The Supervisory Board continually reviews its own performance. Periodically, it also considers the performance of its individual members.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 85',0), new jsonArticle(1092,'Performance of supervisory role','In 2008, the Supervisory Board again assessed the performance of the Executive Board and its individual members.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 85',0), new jsonArticle(1093,'Subjects receiving special attention in 2008','The Supervisory Board extensively discussed Rabobank Group Annual Report 2007.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 85',0), new jsonArticle(1094,'Financial crisis','Rabobank Group operated in a turbulent environment in 2008. The mortgage crisis in the United States escalated into a global financial crisis.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 86',0), new jsonArticle(1095,'Local Rabobanks','The Supervisory Board is pleased to find that the local Rabobanks made further progress with the Rabobank 2010 programme in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 86',0), new jsonArticle(1096,'Portfolio reshuffle in the Executive Board','On 19 June 2008, the General Meeting took formal leave of Executive Board member Mr Ten Cate, who retired on 1 July 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 86',0), new jsonArticle(1097,'Strategic developments','The future growth of Rabobank Group\'s activities was once more reviewed against the backdrop of the greatly changed market conditions.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1007,1019)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 86',0), new jsonArticle(1098,'Corporate social responsibility','The Supervisory Board is pleased to see that corporate social responsibility was embedded further in internal lending procedures in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 87',0), new jsonArticle(1099,'Articles of Association and regulations','On 19 June 2008, the General Meeting of Rabobank Nederland resolved to amend the Articles of Association of Rabobank Nederland to increase Rabobank Nederland\'s share capital.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 87',0), new jsonArticle(1100,'Strong performance','Inevitably, the global financial crisis is leaving its marks on Rabobank Group and Rabobank International in particular. Fundamentally however, Rabobank Group is continuing its strong performance.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Report of the Supervisory Board of Rabobank Nederland, page 87',0), new jsonArticle(1101,'Auditor\'s report on the financial information','Auditor\'s report of Ernst & Young Accountants LLP',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1016), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'aj',1,'Chapter Auditor\'s report on the financial information, page 94',0), new jsonArticle(1528,'Foreword','Corporate social responsibility (CSR) is an explicit strategic choice for Rabobank Group.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1002,1004)),'mj',1,'Foreword, page 4',0), new jsonArticle(1384,'CSR strategy and policy','Serving the interests of customers is key in Rabobank\'s ambition statement. We do so by putting into practice our core values of respect, integrity, professionalism and sustainability.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR strategy and policy, page 8',0), new jsonArticle(1385,'Principles of corporate social responsibility','We base our CSR policy on the Rabobank Group Code of Conduct, prevailing service provision principles and the Strategic Framework.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR strategy and policy, page 8',0), new jsonArticle(1386,'General service provision principles','Rabobank Group has ratified a broad range of external guidelines that entail general service provision principles.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR strategy and policy, page 8',0), new jsonArticle(1387,'Food & Agribusiness Principles','We started to define the Food & Agribusiness Principles in 2008 so as to steer our input into social issues in agricultural core markets. Five principles have now been formulated.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR strategy and policy, page 9',0), new jsonArticle(1388,'Strategic Framework','Pursuing a sound CSR policy is an explicit strategic choice for Rabobank Group. We aspire to be among the Top 3 of sustainable banks globally.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR strategy and policy, page 9',0), new jsonArticle(1389,'Four central CSR themes','Rabobank Group has defined four central themes in the Strategic Framework in order to give further body to the strategic choice for a sound CSR policy.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1007,1023), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR strategy and policy, page 9',0), new jsonArticle(1390,'Theme 1: Introducing sustainability to food & agri chains','Rabobank Group aims to introduce sustainability to food & agri chains by applying the five Food & Agribusiness Principles.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR strategy and policy, page 9',0), new jsonArticle(1391,'Theme 2: Encouraging new production methods and renewable energy sources','Rabobank Group seeks to innovate production methods, and develop and use renewable energy...',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR strategy and policy, page 9',0), new jsonArticle(1392,'Theme 3: Promoting economic participation and diversity','Rabobank Group wants to create equal opportunities and economic participation for all people. This central theme is rooted in Rabobank\'s cooperative history.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1009,1040), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR strategy and policy, page 10',0), new jsonArticle(1393,'Theme 4: Fostering social cohesion and solidarity','Rabobank Group has several ways of fostering social cohesion and solidarity. The local Rabobanks annually distribute cooperative dividend to civil society groups and projects.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1009,1040), new jsonArticleFacet(1009,1041), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR strategy and policy, page 10',0), new jsonArticle(1394,'Focus on key performance indicators','Key performance indicators (KPIs) were defined for each central theme in 2008. These KPIs help to track progress on the themes.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR strategy and policy, page 10',0), new jsonArticle(1395,'Strategic Framework linked up','Rabobank Group\'s cooperative character, our Strategic Framework, the central CSR themes and the KPIs can be linked up as illustrated below.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR strategy and policy, page 11',0), new jsonArticle(1396,'CSR performance in 2008','The CSR performance of Rabobank Group can be summarised in a number of highlights. We will first address the CSR targets for the reporting period.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 12',0), new jsonArticle(1397,'CSR in local Rabobanks','Judging from the annual CSR survey, the local Rabobanks made visible progress on the continued implementation of CSR in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 13',0), new jsonArticle(1398,'Further embedding of Rabobank Group Code of Conduct','In 2008 the Code of Conduct was further embedded in HR instruments, such as our competency language (the competency Corporate Social Responsibility in Action), the standard job profile, the leadership profile and performance management.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 13',0), new jsonArticle(1399,'Ethics Committee','The Ethics Committee celebrated its tenth anniversary in 2008. This advisory body, which is led by the Chairman of the Executive Board, offers its opinion on moral dilemmas to all echelons of Rabobank Group.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1036), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 14',0), new jsonArticle(1400,'Introducing sustainability to production chains','Rabobank has defined concept policies for several CSR-sensitive sectors, which help us cope with the potential impact of our funding.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 14',0), new jsonArticle(1401,'Introducing sustainability to food & agri chains','In 2008 Rabobank was a participant in sector-wide global round tables, including the Round Table on Responsible Soy, the Round Table on Sustainable Palm Oil, the Better Cotton Initiative, the Better Sugar Initiative and the Round Table on Sustainable Biofuels.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 14',0), new jsonArticle(1402,'Promoting renewable energy','Rabobank developed a plethora of initiatives in the field of renewable energy in 2008, one of which was the investment by Rabo Ventures in Ecocern, a European renewable energy group. Another was the co-financing by Rabobank of the Princess Amalia Wind Farm in the North Sea.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 14',0), new jsonArticle(1403,'Fostering economic and social cohesion','Rabobank was established as a cooperative bank of and for customers and members. Solidarity is a decisive organisational principle and fostering participation is a key driver.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1009,1040), new jsonArticleFacet(1009,1041), new jsonArticleFacet(1011,1050), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 14',0), new jsonArticle(1404,'Employee involvement in CSR','Thousands of employees learned about CSR in e-learning courses, in regional and national internal seminars, and from playing the Game of Profit and Values. The executive management addressed the issue of CSR as well.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 15',0), new jsonArticle(1405,'Diversity to stimulate enterprise','Rabobank Group\'s HR policy celebrates differences in people. Diversity encourages enterprise, and teams made up of people from varied backgrounds promote quality and creativity.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 15',0), new jsonArticle(1406,'Introducing sustainability to our business processes','At Rabobank, we obviously aim to introduce more sustainable business processes in our own operations as well.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 15',0), new jsonArticle(1407,'CSR and governance','The way we structure CSR within Rabobank was addressed extensively in the Sustainability Report 2007 and there have not been any changes to this form of governance since. A number of developments in 2008 are worth mentioning.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1051), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 15',0), new jsonArticle(1408,'Works Council','The Works Council of Rabobank Nederland also paid attention to CSR in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 16',0), new jsonArticle(1409,'External appreciation of CSR efforts','The appreciation of a range of external parties for Rabobank Group\'s CSR efforts is reflected in the awards and ratings that we received in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR performance in 2008, page 16',0), new jsonArticle(1410,'A dialogue with our stakeholders','Rabobank uses dialogue and engagement to contribute to a more sustainable society and responsibility in action.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 17',0), new jsonArticle(1411,'Stakeholders of Rabobank Group','Customers Rabobank\'s most important stakeholders are its customers. Membership allows engaged customers to obtain control of the cooperative structure.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1013,1077), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 17',0), new jsonArticle(1412,'Employees','Our employees are our most important internal stakeholders. Employees and their representatives are asked to give their opinion on CSR topics in a variety of ways.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 17',0), new jsonArticle(1413,'Customer interest groups','Customer interest groups offer an indispensable sounding board that allows us to gear our services to the needs and requirements of the community.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1013,1077), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 17',0), new jsonArticle(1414,'Government agencies','Government agencies also qualify as a stakeholder that we often talk with about CSR-related topics.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 17',0), new jsonArticle(1415,'Civil society organisations','Rabobank uses a number of criteria to weigh the relevance of other stakeholders.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 18',0), new jsonArticle(1416,'Ethics Committee: internal benchmark','Any employee of Rabobank Group can take the initiative to submit real-life issues and ethically sensitive topics to the Ethics Committee at their discretion.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1036), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 18',0), new jsonArticle(1417,'Social trends and issues','The relevance of social trends and issues is determined using the materiality principle.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1007,1022), new jsonArticleFacet(1007,1023), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005)),'mj',0,'Chapter A dialogue with our stakeholders, page 18',0), new jsonArticle(1418,'Effect of dialogue on policy and practice','Our dialogue with stakeholders about relevant social trends and issues, and any dilemmas arising affected Rabobank Group\'s policies and services in 2008 as well.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 19',0), new jsonArticle(1419,'Developing Food & Agribusiness Principles','The Food & Agribusiness Principles have been developed based on an analysis of some important trends, such as the increasing need for food security and the depletion of natural resources and commodities.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 19',0), new jsonArticle(1420,'Introducing sustainability to chains by participating in sector-wide talks','Rabobank supports concrete initiatives for introducing sustainability to food & agri chains by participating in sector-wide national and international talks.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 19',0), new jsonArticle(1421,'Socially responsible lending','Rabobank uses sector policies to mitigate (potential) risks and capitalise on opportunities for innovation in specific sectors that are sensitive to environmental, social or human rights issues.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 20',0), new jsonArticle(1422,'Arms industry policy','A group-wide committee reviewed a number of business customers in 2008 for their compliance with the Rabobank Group statement on the arms industry.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1009,1036), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 20',0), new jsonArticle(1423,'Human rights policy and implementation','Rabobank has had a human rights policy since 2002. Application of this policy in every-day banking is proving to be a challenge at times.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1036), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 20',0), new jsonArticle(1424,'Anti-corruption policy','Global Witness inquired about Rabobank\'s anti-corruption policy in 2008. This topic is addressed in the Rabobank Group Code of Conduct as well as in our lending manual.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1036), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 20',0), new jsonArticle(1425,'Investment fund voting on climate motions','In 2008 Friends of the Earth published a report by the title of Aandelen in klimaatverandering (Shares in Climate Change).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 20',0), new jsonArticle(1426,'Socially responsible purchasing','Rabobank is in dialogue with suppliers on making purchasing more sustainable. Talks are centred on how to best serve this cause.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1033), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter A dialogue with our stakeholders, page 20',0), new jsonArticle(1427,'CSR in our services','At Rabobank, we feel responsible for the impact that our services have on the community.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 21',0), new jsonArticle(1428,'Integrating CSR into our policy','We continued to make strides towards integrating CSR into lending, asset management and investing, and into our leasing and real estate activities in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1007,1020), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 21',0), new jsonArticle(1429,'Asset management and investments','Demand for sustainable investments was on the rise in 2008, both among private and institutional clients. Group entities such as Robeco, Bank Sarasin, Schretlen & Co and Rabobank Private Banking worked to introduce more sustainability to their investment policies in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 22',0), new jsonArticle(1430,'Sustainability in pay & benefits policy','In the fourth quarter of 2008 Robeco had a study conducted of how sustainable performance indicators are embedded in the remuneration structure of top executives of Dutch and globally based listed companies.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1053), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 23',0), new jsonArticle(1431,'Robeco: Enhanced Engagement.','Since the beginning of 2008 engagement has also been applied to a selection of enterprises and progression has been measured based on indicators.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 23',0), new jsonArticle(1432,'Leasing','De Lage Landen adopted its current CSR strategy in 2008. Key objectives are to identify innovation opportunities and to streamline eco-efficiency in its organisation.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 24',0), new jsonArticle(1433,'Real estate','Rabo Real Estate Group reworked its CSR ambition under the heading \'Invest in the Future\' in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 24',0), new jsonArticle(1434,'Climate and renewable energy','At Rabobank, we also took steps in 2008 to chart the impact of climate change on our policies via research, alliances and publications.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1023), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 24',0), new jsonArticle(1435,'Sustainable products and services','Selling sustainable products and services was a priority for many divisions of Rabobank Group in 2008, with focus being placed on payment and savings products, loans, sustainably managed assets in custody, and leasing.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 25',0), new jsonArticle(1436,'Rabo Green Bank and climate services','The following is worth mentioning about developments in 2008 with regard to the Climate Card, Rabo Green Bank (green loans), emissions trading and funding of renewable energy.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 26',0), new jsonArticle(1437,'Emissions trading','CLIMEX (www.climex.com), an electronic trading platform that is a joint venture between Rabobank and TenneT, further strengthened its position in the European CO2 emissions trading spot market in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 26',0), new jsonArticle(1438,'Renewable Energy and Infrastructure Financing','The Project Financing division of Rabobank International was renamed Renewable Energy and Infrastructure Financing (REIF) in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 26',0), new jsonArticle(1439,'Sustainably managed assets in custody','The table below breaks down the developments in Rabobank Group\'s sustainably managed assets in custody.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 27',0), new jsonArticle(1440,'Mergers and acquisitions','Rabobank was involved in some key sustainable business initiatives in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1010,1048), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 27',0), new jsonArticle(1441,'Leasing','Total sustainable leasing products amounted to EUR 359 million in 2008 (2007: EUR 316 million). This accounts for nearly 15% of total lending at De Lage Landen Financial Services.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 27',0), new jsonArticle(1442,'Newly introduced sustainable products and services','The following portfolios of new sustainable products and services were introduced in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1010,1047), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 27',0), new jsonArticle(1443,'Customer service','The added value that we, at Rabobank, want to provide to our customers implies that we offer high-quality, responsible customer services.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1040), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 28',0), new jsonArticle(1444,'Customer satisfaction','Customer satisfaction is a very important indicator for Rabobank. In 2008 the customer satisfaction score among private customers was 7.7 against 7.5 in 2007. This score has been on the increase since 2003.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 28',0), new jsonArticle(1445,'Complaints handling','At Rabobank Group, we are continually seeking to improve our complaints handling procedures. We have highlighted some developments in 2008 below.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1012,1068), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 29',0), new jsonArticle(1446,'Access to private services','Most customers find few impediments to using Rabobank\'s products and services. But access to financial services is not a given for some people, for instance for those who have physical disabilities, do not speak Dutch or have a lack of skills.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1040), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 29',0), new jsonArticle(1447,'Access to business loans','Rabobank formulated a definition of good banking practice in 2003 in an overall ratification scheme. Rabobank seeks to offer services that are useful for its customers and that bolster their continuity.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1037), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 30',0), new jsonArticle(1448,'Default management','Bijzonder Beheer Rabobank Groep (BBR) (i.e. Special Accounts) is responsible for providing support to customers who have run into payment difficulties and whose cases have been reported by local Rabobanks and group entities in accordance with the related protocol.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1041), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 30',0), new jsonArticle(1449,'Duty of care','Duty of care has gained greatly in importance over the past few years. At Rabobank, we have the ambition to deliver client value by offering suitable services, investing in sustainable relations and displaying commitment to our customers.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1037), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 30',0), new jsonArticle(1450,'Customer information','Rabobank Group pursues transparency and encourages customers to take their own decisions based on clear and open information.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1037), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 31',0), new jsonArticle(1451,'Review Committee for new products','New Rabobank products need to satisfy strict requirements and are submitted to a Product Review Committee for approval.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1037), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 31',0), new jsonArticle(1452,'Profiteering policies','The Ombudsman for Financial Services presented recommendations involving profiteering policies in March 2008. His recommendations mainly involved the effect of costs and insurance premiums on gross returns on unit-linked policies.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1010,1044), new jsonArticleFacet(1010,1047), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 31',0), new jsonArticle(1453,'Real estate fraud','Rabo Real Estate Group was in the news late in 2007 because of an investigation by FIOD-ECD (the national fiscal and economic investigation service) into real estate fraud.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1010,1046), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 31',0), new jsonArticle(1454,'Advertising Code Committee','Both private individuals and corporations can file complaints about advertisements to the Dutch Advertising Code Committee (Reclame Code Commissie, RCC).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 31',0), new jsonArticle(1455,'Violations of rules','In 2008 five violations of laws, regulations and codes of conduct were identified in the field of product and service information.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1013,1075), new jsonArticleFacet(1013,1076), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 31',0), new jsonArticle(1456,'Safety, security and privacy','Rabobank acknowledges the importance of safety, security and privacy of customers and employees. That is why we focus intently on safety and security and the perception of security, both in our offices and when it comes to online banking.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1037), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 31',0), new jsonArticle(1457,'Cyber crime and skimming','Rabobank took appropriate action early in 2008 to prevent cyber crime. As soon as we suspect that a customer\'s computer has been infected, we temporarily block their access to online banking and we advise the customer on how to remedy this.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1037), new jsonArticleFacet(1010,1042), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter CSR in our services, page 32',0), new jsonArticle(1458,'Commitment to the community and cooperative dividend','As a cooperative, Rabobank is rooted in Dutch society. One of the priorities of the Rabobank CSR policy is fostering social cohesion and solidarity.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1039), new jsonArticleFacet(1011,1050), new jsonArticleFacet(1013,1078), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Commitment to the community and cooperative dividend, page 33',0), new jsonArticle(1459,'Rabobank Foundation','Rabobank Foundation was established in 1973 to help underprivileged people, both in the Netherlands and elsewhere.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1009,1039), new jsonArticleFacet(1009,1041), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Commitment to the community and cooperative dividend, page 33',0), new jsonArticle(1460,'Rabobank Foundation in the Netherlands','In the Netherlands, Rabobank Foundation supports varying groups of people who could do with some help, such as homeless people, teenagers with problems, the mentally and physically impaired, persons with a psychological disorder, and the illiterate.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1040), new jsonArticleFacet(1009,1041), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Commitment to the community and cooperative dividend, page 34',0), new jsonArticle(1461,'Rabobank Project Fund','The Rabobank Project Fund supports innovative, sustainable projects in the Netherlands that bring economic and social benefits to large groups of members.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Commitment to the community and cooperative dividend, page 34',0), new jsonArticle(1462,'Herman Wijffels Innovation Award','The Herman Wijffels Innovation Award illustrates the value that we, at Rabobank, attach to innovation and sustainability, especially in SMEs and in agriculture.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1039), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Commitment to the community and cooperative dividend, page 35',0), new jsonArticle(1463,'Share4More','Current and retired Rabobank Group employees can opt to make a monthly donation to the Share4More fund. The Executive Board of Rabobank Nederland doubles any donations made.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1039), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Commitment to the community and cooperative dividend, page 35',0), new jsonArticle(1464,'Volunteering','Rabobank Group employees show their commitment to the communities in which they live and work all over the world. The number of local Rabobanks that encourage their employees to volunteer increased by 14% in 2008, rising to 61%.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1039), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Commitment to the community and cooperative dividend, page 35',0), new jsonArticle(1465,'Community sponsoring','Our sponsoring policy steers us towards sustainable partnerships that foster a vibrant and caring society. Focus is on culture and sport, and on cycling, field hockey and equestrian sport in particular.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1013,1078), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Commitment to the community and cooperative dividend, page 36',0), new jsonArticle(1466,'Helping clients achieve their social ambitions','High net worth individuals are increasingly showing an interest in leveraging their wealth to promote socially relevant causes.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1039), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Commitment to the community and cooperative dividend, page 37',0), new jsonArticle(1467,'Economic participation and solidarity with foreign countries','Rabobank wants to make financial services accessible to as many people as possible, not only in the Netherlands but in other parts of the world as well.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1040), new jsonArticleFacet(1009,1041), new jsonArticleFacet(1011,1050), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 38',0), new jsonArticle(1468,'Global presence Rabobank Foundation en Partner banks Rabo Development','Global map of countries in which Rabobank Foundation and Partner banks Rabo Development are present and a diagram of the financial landscape in developing countries and emerging markets.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1009,1040), new jsonArticleFacet(1009,1041), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 38',0), new jsonArticle(1469,'A coordinated approach','It was decided in 2007 to better align the initiatives in developing countries undertaken by Rabobank Foundation, Rabo Development and Rabobank International.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1011,1050), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 39',0), new jsonArticle(1470,'Rabobank Foundation globally','Rabobank Foundation provides support in the form of know-how, expertise, financial resources and networks (customer and bank networks) to groups of people in rural areas, mostly organised in cooperatives, in order to offer poor farmers the opportunity to build a decent life for themselves and become economically independent by means of financial liberation.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 39',0), new jsonArticle(1471,'Instruments Rabobank Foundation globally','This table contains an overview of instruments available to Rabobank Foundation globally.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 40',0), new jsonArticle(1472,'Funds committed by Rabobank Foundation globally','Histogram of funds committed by Rabobank Foundation globally, by type of product in millions of euros.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1009,1039), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 40',0), new jsonArticle(1473,'Lending portfolio Rabobank Foundation globally','Overview of lending portfolio of Rabobank Foundation globally.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 40',0), new jsonArticle(1474,'Applications Rabobank Foundation globally','Overview of applications Rabobank Foundation globally.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1010,1043), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 40',0), new jsonArticle(1475,'Rabo Development','Rabo Development helps rural banks active in developing countries to transform themselves into professional, modern financial institutions.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 40',0), new jsonArticle(1476,'The power of cooperation','The power of the coordinated efforts by Rabobank Foundation, Rabo Development and Rabobank International is reflected in many development projects.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 41',0), new jsonArticle(1477,'Other alliances in 2008','In Tanzania, Rabobank Foundation, Rabobank Development and partner bank National Microfinance Bank (NMB) collaborate in a long-term programme to provide technical support to farmers\' cooperatives',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 41',0), new jsonArticle(1478,'Specific services','Rabobank Group also develops specific types of financial services that are meant to further the position of the agricultural sector, cooperatives and small producers globally. What follows are two examples of such special services.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1010,1045), new jsonArticleFacet(1011,1050), new jsonArticleFacet(1013,1074), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 42',0), new jsonArticle(1479,'Rabobank and the Millennium Development Goals','There are many ways in which Rabobank contributes to achieving the Millennium Development Goals relevant to it that were defined by the United Nations (189 countries) in 2000.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1009,1038), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Economic participation and solidarity with foreign countries, page 42',0), new jsonArticle(1480,'Employees as the key to our success','For a service provider such as Rabobank, employees are the key to success. They are the capital that helps us to achieve our strategic targets.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 44',0), new jsonArticle(1481,'New style of working','Our organisation is undergoing a transformation so that we can continue to fulfil the needs and expectations of our customers.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1053), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 44',0), new jsonArticle(1482,'Rabobank 2010: new competencies and skills','The Rabobank 2010 programme for local Rabobanks capitalises on the fact that customers are increasingly using virtual channels to contact the Bank.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 44',0), new jsonArticle(1483,'Rabo Unplugged: fewer rules, greater responsibilities','At Rabobank Nederland, the new style of working is being introduced with Rabo Unplugged.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 44',0), new jsonArticle(1484,'Pilot involving 500 employees','In October 2008, 500 employees of Rabobank Nederland moved to a new location and started a pilot project in which they work in accordance with the principles of Rabo Unplugged.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 45',0), new jsonArticle(1485,'CSR and our employees','It is vital that our employees gain knowledge and experience of CSR if we are to integrate CSR into our day-to-day business.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1012,1068), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 45',0), new jsonArticle(1486,'CSR and performance management','In order to ensure that CSR is embedded in day-to-day activities, Rabobank\'s competency language incorporates corporate social responsibility in action.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 45',0), new jsonArticle(1487,'Diversity to stimulate enterprise','Rabobank Group\'s HR policy celebrates differences in people. Diversity encourages enterprise, and teams made up of people from varied backgrounds promote quality and creativity.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 45',0), new jsonArticle(1488,'More women in senior positions','Encouraging the promotion of women to and the appointment of women in senior positions is a key part of Rabobank Group\'s management and talent development programme.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 45',0), new jsonArticle(1489,'A popular employer','The labour market for highly educated and talented people is still extremely competitive, although the financial crisis is expected to lead to changes in the supply side of the labour market in the near future.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 46',0), new jsonArticle(1490,'Studies into future policy','During the collective bargaining agreement negotiations for 2007-2009, it was agreed that a number of studies would be carried out that could provide input for future policy and for the new collective bargaining agreement.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 46',0), new jsonArticle(1491,'Management development','There is a growing demand for highly educated and qualified employees within Rabobank Group.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 46',0), new jsonArticle(1492,'Group-wide talent development','Our ambitions, the changes in our organisation and the rapidly changing environment in which we operate place high demands on management.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 46',0), new jsonArticle(1493,'Employee development','Partly in the light of internal developments such as Rabobank 2010 and Rabo Unplugged, we, at Rabobank, make sure that courses are appropriate for our employee and leadership profiles, and that they suit our need for highly trained, qualified staff.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 47',0), new jsonArticle(1494,'Continuing education and accreditation of prior learning','Continuing education is a requirement in an increasing number of positions in order to maintain expertise and good performance, and to guarantee permanent employability.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 47',0), new jsonArticle(1495,'Permanent employability','With a view to achieving our strategic targets, we, at Rabobank, like to see our employees show personal and professional growth, and we want for them to stay employable in a constantly evolving and changing environment.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 47',0), new jsonArticle(1496,'Integrated health management','Integrated health management was put into practice in 2008. The emphasis of this programme is on vitality.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 47',0), new jsonArticle(1497,'Absenteeism due to illness','At 3.8%, the rate of absenteeism in 2008 was the same as in 2007. In 2008 the direct costs of absenteeism (continued payment of salary during illness) amounted to approximately EUR 140 million (2007: EUR 144 million).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 47',0), new jsonArticle(1498,'Satisfied employees','In 2008 more than 43% of employees took part in the periodic employee satisfaction survey that is combined with surveys from 40 other major Dutch companies as part of a benchmark.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 48',0), new jsonArticle(1499,'Rabobank pension fund','Pension provisions relating to employees of Rabobank Nederland, the local Rabobanks, De Lage Landen, Schretlen & Co, Obvion and Rabo Real Estate Group are administered by the Rabobank pension fund.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1053), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 48',0), new jsonArticle(1500,'Appraisal and remuneration of senior management','In 2008 the remuneration of the members and former members of the Executive Board amounted to EUR 9 million. This amount was made up as follows.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1011,1053), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 48',0), new jsonArticle(1501,'Employment disputes','In 2008, 216 disputes were reported under the Rabobank Employment Disputes Regulation (2007: 190).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 48',0), new jsonArticle(1502,'Whistleblower regulation','Rabobank Group has a Regulation on the Internal Reporting of Abuse with a confidential contact person and a committee set up in connection with this regulation.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 49',0), new jsonArticle(1503,'Headcount','The total headcount at Rabobank Group rose by 5,831 in 2008 to 60,568 employees.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 49',0), new jsonArticle(1504,'CSR in our operations','With our 66,000 employees, our operations have a major impact on the environment. Because we pursue a sound CSR policy, we aim to minimise our climate footprint, i.e. reduce our CO2 emissions, where we can.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 55',0), new jsonArticle(1505,'Climate-neutral business operations','At Rabobank Group, we have tracked our climate footprint since 2007 using the methodology prescribed in the Greenhouse Gas (GHG) Protocol.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 55',0), new jsonArticle(1506,'CO2 emissions caused by operations of Rabobank Group','Rabobank Group\'s CO2 footprint for 2008 was 176,200 tons of CO2, which represents an increase by 0.4% on 2007.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 55',0), new jsonArticle(1507,'Improvement in climate footprint','It is essential that, at Rabobank Group, we should not only offset our CO2 emissions. Rather, we should clearly demonstrate that we are committed to reducing them.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 56',0), new jsonArticle(1508,'Use of electricity, gas and water','Extrapolated for the entire Rabobank Group, we consumed about 3,340 terajoule (TJ) in energy in 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 56',0), new jsonArticle(1509,'Graphs electricity and gas use','Graphs electricity and gas use',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 57',0), new jsonArticle(1510,'Cradle to cradle','The cradle to cradle vision means that products should not only be designed to be useful during their lifecycle, but also to go back into nature or be completely reborn as new products when they are obsolete.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 57',0), new jsonArticle(1511,'Data centres rated as best in class','The ICT sector is responsible for an estimated 2% of electricity usage globally. The growth in the number of national and international payment transactions, and the demand for offering round-the-clock system stability warrant a safe and secure ICT infrastructure.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 57',0), new jsonArticle(1512,'Sustainable building','Our CO2 reduction targets have prompted us to tighten the sustainable building policy for Rabobank Nederland. New freehold buildings need to come with a Greencalc+ A rating7.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 57',0), new jsonArticle(1513,'Sustainable mobility','Mobility is an important aspect of our CO2 footprint. Smart, sustainable mobility solutions can help us save on travel time and costs as well reducing our CO2 emissions.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1034), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 58',0), new jsonArticle(1514,'Sustainable purchasing','Products and services for Rabobank Nederland and the local Rabobanks, as well as most products and services for De Lage Landen, Obvion and Schretlen & Co, are purchased centrally.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1007,1021), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 59',0), new jsonArticle(1515,'Paper usage','At Rabobank, we want to reduce our paper usage because it places a burden on the environment.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 59',0), new jsonArticle(1516,'Rabox: a touch of green','We sell approximately 300,000 Raboxes for safe and easy online banking every year, which has prompted us to test the solution for its CSR aspects from every angle and to change it where necessary.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 59',0), new jsonArticle(1517,'Waste','Reducing waste starts with sustainable purchasing, and attention to the waste stage of products and packaging methods.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 60',0), new jsonArticle(1518,'Organic catering','Sales of organic products in Rabobank Nederland canteens were up significantly in 2008, rising to 38% (from 23%).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1009,1035), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Employees as the key to our succes, page 60',0), new jsonArticle(1519,'Key data staff','Data staff',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter HR tables, page 50',0), new jsonArticle(1520,'Key data staff development policy','Data staff development policy',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter HR tables, page 50',0), new jsonArticle(1521,'Number of employees in 2008','Employees Rabobank Group',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter HR tables, page 51',0), new jsonArticle(1522,'Trends in Rabobank Group\'s workforce','Trends in Rabobank Group\'s workforce: 2005-2008',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter HR tables, page 51',0), new jsonArticle(1523,'Trends in staff costs','Trends in staff costs',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter HR tables, page 52',0), new jsonArticle(1524,'Inflow from and outflow to outside parties','Inflow from and outflow to outside parties Rabobank Group 2008',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter HR tables, page 52',0), new jsonArticle(1525,'Absenteeism due to illness','Absenteeism due to illness',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter HR tables, page 53',0), new jsonArticle(1526,'Wage bill','Wage bill broken down according to management level and to age',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter HR tables, page 53',0), new jsonArticle(1527,'Workforce broken down according to Group division in 2006-2008','Workforce broken down according to Group division in 2006-2008',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1009,1032), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter HR tables, page 54',0), new jsonArticle(1529,'Reporting Principles','Reporting Principles',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Reporting principles, page 72',0), new jsonArticle(1530,'Assurance report','Assurance report',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1017), new jsonArticleFacet(1002,1004)),'mj',1,'Chapter Assurance report, page 76',0), new jsonArticle(1102,'General information','Rabobank Group (\'Rabobank\') is a cooperative organisation whose core comprises 153 local Rabobanks in the Netherlands with over 1,100 branches.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 3',0), new jsonArticle(1368,'Consolidated balance sheet','Total balance sheet in millions of euros: 612,120.',new Array( new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 4',0), new jsonArticle(1103,'Consolidated profit and loss account','Net profit in millions of euros: 2,754.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 6',0), new jsonArticle(1104,'Consolidated statement of changes in equity','Total equity in millions of euros: 33,459.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1028), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 7',0), new jsonArticle(1105,'Consolidated cash flow statement','Cash flows from operating activities, investing actvities and financing activities.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 8',0), new jsonArticle(1106,'1 Basis of consolidation','The consolidated financial statements of Rabobank include the financial information of Rabobank Nederland and that of the Members and the other group companies.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 9',0), new jsonArticle(1107,'2 Accounting policies','The main accounting policies used in preparing these consolidated financial statements are explained below.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 9',0), new jsonArticle(1108,'2.2 Group financial statements','Subsidiaries and other entities (including special purpose entities) over which Rabobank exercises control, directly or indirectly, are consolidated.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 10',0), new jsonArticle(1109,'2.3 Derivative financial instruments and hedging','Derivative financial instruments generally mean foreign currency contracts, currency and interest rate futures, forward rate agreements, currency and interest rate swaps, and currency and interest rate options (written as well as aqired).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'jr',1,'Consolidated Financial Statements 2008, page 10',0), new jsonArticle(1110,'2.4 Trade liabilities and other liabilities at fair value through profit and loss','Trade liabilities are mainly negative fair values of derivative financial instruments and delivery obligations arising on short selling of securities.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 11',0), new jsonArticle(1111,'2.5 Trading financial assets','Trading financial assets are acquired to realise gains from short-term fluctuations in the prices or margins of traders, or form part of a portfolio that regularly generates short-term gains.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 12',0), new jsonArticle(1112,'2.6 Non-trading financial assets and liabilities at fair value through profit and los','Rabobank has opted to classify financial instruments not acquired or entered into for realising gains from short-term fluctuations in traders\' prices or margins at fair value through profit and loss.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'jr',1,'Consolidated Financial Statements 2008, page 12',0), new jsonArticle(1113,'2.7 Day 1 profit','Discrepancies between the transaction price and fair value may arise if valuation techniques are applied at the time of the transaction.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 12',0), new jsonArticle(1114,'2.8 Available-for-sale financial assets','Management determines the appropriate classification of a financial asset on the date of acquisition.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 12',0), new jsonArticle(1115,'2.9 Held-to-maturity financial assets','Financial assets with fixed terms and cash flows are classified as held-to-maturity financial assets, provided management intends to keep them for their full terms and is in a position to do so.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 13',0), new jsonArticle(1116,'2.10 Repurchase agreements and reverse repurchase agreements','Financial assets that are sold subject to related sale and repurchase agreements are included in the financial statements under \'Trading financial assets\' and \'Available-for-sale financial assets\'.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 13',0), new jsonArticle(1117,'2.11 Securitisations and other derecognition constructions','Rabobank securitises, sells and carries various financial assets. Those assets are sometimes sold to special purpose entities (\'SPEs\'), which then issue securities to investors.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 13',0), new jsonArticle(1118,'2.12 Cash and cash equivalents','Cash equivalents are highly liquid short-term investments held to meet current obligations in cash, rather than for investments or other purposes.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 14',0), new jsonArticle(1119,'2.13 Netting of financial assets and liabilities','Financial assets and liabilities are set off and the net amount is transferred to the balance sheet if a legal right to set off the recognised amounts exists and it is intended to settle the expected future cash flows.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 14',0), new jsonArticle(1120,'2.14 Foreign currencies','Items included in the financial statements of each entity in Rabobank Group are carried in the currency that best reflects the economic reality of the underlying events and circumstances.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 14',0), new jsonArticle(1121,'2.15 Interest','Interest income and expenses for all interest-bearing instruments are recognised in profit and loss on an accrual basis, with the effective interest method being applied.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 14',0), new jsonArticle(1122,'2.16 Fees and commission','Income from asset management activities consists mainly of unit trust, fund management commission and administration.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 15',0), new jsonArticle(1123,'2.17 Loans to customers and due from other banks','Loans to customers and due from other banks are non-derivative financial instruments with fixed or defined payments.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 15',0), new jsonArticle(1124,'2.18 Intangible assets','Goodwill is the amount by which the acquisition price paid for a subsidiary or associate exceeds the fair value on the acquisition date of Rabobank\'s share of the net assets and the contingent liabilities of the entity acquired.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 15',0), new jsonArticle(1125,'2.19 Property and equipment','Equipment (for own use) is recognised at historical cost net of accumulated depreciation and impairments if applicable.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 16',0), new jsonArticle(1126,'2.20 Investment properties','Investment properties, mainly office buildings, are held for their long-term rental income and are not used by Rabobank or its subsidiaries.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 16',0), new jsonArticle(1127,'2.21 Work in progress','Work in progress is included in \'other assets\' in the balance sheet. Work in progress relates to commercial real estate projects as well as sold and unsold housing projects under construction.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 16',0), new jsonArticle(1128,'2.22 Leasing','Leases relating to property and equipment under which virtually all risks and benefits of ownership are transferred to Rabobank are classified as finance leases.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 17',0), new jsonArticle(1129,'2.23 Provisions','Provisions are recognised if Rabobank has a present obligation (legal or constructive) as a result of a past event, if it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 17',0), new jsonArticle(1130,'2.24 Employee benefits','Rabobank provides various pension plans based on the local conditions and practices of the countries in which it operates. In general, the plans are financed by payments to insurance companies or trustee administered funds.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1011,1053), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 17',0), new jsonArticle(1131,'2.25 Tax','Tax receivables and payables and deferred tax assets and liabilities are set off if they relate to the same tax group and the same taxation authority.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 18',0), new jsonArticle(1132,'2.26 Due to other banks, due to customers and debt securities in issue','These borrowings are initially recognised at cost, i.e. the proceeds received less directly attributable and non-recurring transaction costs.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 19',0), new jsonArticle(1133,'2.27 Rabobank Member Certificates','These are the certificates for shares in the capital of Rabobank Ledencertificaten N.V., Rabobank Ledencertificaten II N.V. and Rabobank Ledencertificaten III N.V.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1013,1077), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 19',0), new jsonArticle(1134,'2.28 Trust Preferred Securities and Capital Securities','Trust Preferred Securities, which pay a non-discretionary dividend and are redeemable on a specific date or at the option of the holder, are classified as financial liabilities and included under \'Other loans\'.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Chapter Consolidated Financial Statements 2008, page 19',0), new jsonArticle(1135,'2.29 Financial guarantees','Financial guarantees are initially measured at fair value and subsequently at the higher of two amounts.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Chapter Consolidated Financial Statements 2008, page 19',0), new jsonArticle(1136,'2.30 Bills','Bills represent commitments by Rabobank to redeem bills issued to clients. Rabobank expects to redeem most bills at the time clients receive payment.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 19',0), new jsonArticle(1137,'2.31 Segment information','A segment is a distinguishable component of Rabobank that engages in providing products or services and is subject to risks and returns that are different from those of other segments.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 19',0), new jsonArticle(1138,'2.32 Cash flow statement','Cash and cash equivalents comprises cash resources, money market deposits and deposits at central banks. The cash flow statement is prepared in accordance with the indirect method of calculation.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1029), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 19',0), new jsonArticle(1139,'3 Solvency','The new \'Basel II\' capital accord became effective for Rabobank Group as from 1 January 2008, meaning that the Tier I and BIS ratios are calculated on the basis of said accord.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 20',0), new jsonArticle(1140,'4 Risk exposure of financial instruments','Rabobank Group manages risks at various levels. At the highest level, the Executive Board determines the risk strategy it will pursue, the policy framework as well as the limits, under the supervision of the Supervisory Board.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 21',0), new jsonArticle(1141,'4.2 Strategy for the use of financial instruments','Rabobank\'s activities are inherently related to the use of financial instruments, including derivative financial instruments.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1007,1019), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 21',0), new jsonArticle(1142,'4.3 Interest rate risk','On account of its activities Rabobank is exposed to interest rate risk in its core business. Interest rate risk in a financial market environment is part of market risk.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 21',0), new jsonArticle(1143,'4.4 Credit risk','Credit risk is the risk that a counterparty is unable to meet a financial or other contractual obligation vis-à-vis the bank. Credit risk is inherent to granting loans.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 22',0), new jsonArticle(1144,'4.5 Currency risk','Rabobank is exposed to exchange rate fluctuations impacting the financial position and cash flows. Just as with other market risks, the currency risk exposure of the trading books is managed using value-at-risk limits.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 26',0), new jsonArticle(1145,'4.6 Liquidity risk','Rabobank is exposed to liquidity risk, i.e. the risk that the bank is unable to meet all of its (re)payment obligations, as well as the risk that the bank is unable to fund increases in assets at reasonable prices or unable at all.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 26',0), new jsonArticle(1146,'4.7 Market risk','Rabobank is exposed to market risk. A market risk arises on open positions in relation to interest rates, currency credit spreads and share-based products, all of which are affected by general and specific market movements.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 28',0), new jsonArticle(1147,'4.8 Operational risk','Operational risk is a risk category to which every single organisation is exposed. Over the past few years it has become increasingly clear that operational risks can result in severe losses.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 29',0), new jsonArticle(1148,'4.9 Fair value of financial assets and liabilities','The next table shows the fair values of financial instruments based on the stated valuation methods and assumptions. This table is included because not all financial instruments are disclosed at fair value in the financial statements.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1006,1018)),'jr',1,'Consolidated Financial Statements 2008, page 30',0), new jsonArticle(1149,'4.10 Implications of the financial crisis','The credit market crisis continued relentlessly in the first half of 2008, only to become even more severe in the second half of the year, affecting virtually all sectors of the financial markets as well as the broader economy.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 32',0), new jsonArticle(1150,'4.11 Trust activities','Rabobank provides fiduciary, trustee, corporate accounting and asset management services, as well as advisory services to third parties.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 35',0), new jsonArticle(1151,'5 Business segments','The business segments Rabobank uses in its reporting are defined from a management viewpoint. This means they are the segments that are reviewed as part of Rabobank\'s strategic management.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1011,1049), new jsonArticleFacet(1012,1056), new jsonArticleFacet(1012,1058), new jsonArticleFacet(1012,1059), new jsonArticleFacet(1012,1062), new jsonArticleFacet(1012,1063), new jsonArticleFacet(1012,1067), new jsonArticleFacet(1012,1070), new jsonArticleFacet(1012,1071), new jsonArticleFacet(1012,1072), new jsonArticleFacet(1014,1079), new jsonArticleFacet(1014,1080), new jsonArticleFacet(1014,1082), new jsonArticleFacet(1014,1083), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 35',0), new jsonArticle(1152,'6 Cash and cash equivalents','Total cash and cash equivalents in millions of euros: 7,105.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 38',0), new jsonArticle(1153,'7 Due from other banks','Total due from other banks in millions of eruro: 33,776.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1006,1018)),'jr',1,'Consolidated Financial Statements 2008, page 39',0), new jsonArticle(1154,'8 Trading financial assets','Total trading financial assets in millions of euros: 11,576.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 39',0), new jsonArticle(1155,'9 Other financial assets at fair value through profit and loss','Total other financial assets at fair value through profit and loss in millions of euros: 7,896.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 39',0), new jsonArticle(1156,'10 Derivative financial instruments and other trade liabilities','Forward currency and interest rate contracts are contractual obligations to receive or pay a net amount based on changes in exchange or interest rates, or to purchase or sell foreign currency or a financial instrument on a future date.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 40',0), new jsonArticle(1157,'10.2 Derivative financial instruments issued or held for trading','Rabobank trades in financial instruments to take positions in tradable or OTC instruments, including derivative financial instruments.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 40',0), new jsonArticle(1158,'10.3 Derivative financial instruments held as hedges','Rabobank concludes various derivative contracts that are intended as fair value, cash flow or net investment hedges, and which accordingly qualify as such.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 40',0), new jsonArticle(1159,'10.4 Notional amount and fair value','Although the notional amount of certain types of financial instruments provides a basis for comparing instruments that are included in the balance sheet, it does not necessarily represent the related future cash flows.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 41',0), new jsonArticle(1160,'11 Loans to customers','Total loans to customers in millions of euros: 426,283.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 44',0), new jsonArticle(1161,'12 Available-for-sale financial assets','Total available-for-sale financial assets in millions of euros: 31,665.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 46',0), new jsonArticle(1162,'13 Held to maturity financial assets','Total held-to-maturity financial assets in millions of euros: 497.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 47',0), new jsonArticle(1163,'14 Investments in associates','Total investments in associates in millions of euros: 3,455.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 47',0), new jsonArticle(1164,'15 Intangible assets','Total net closing carrying amount in millions of euros: 3,728.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 48',0), new jsonArticle(1165,'16 Property and equipment','Total net closing carrying amount in millions of euros: 5,870.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 49',0), new jsonArticle(1166,'17 Investment properties','Total net closing carrying amount in millions of euros: 1,038.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 49',0), new jsonArticle(1167,'18 Other assets','Total other assets in millions of euros: 10,555.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 50',0), new jsonArticle(1168,'19 Due to other banks','Total due to other banks in millions of euros: 23,891.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 50',0), new jsonArticle(1169,'20 Due to customers','Total due to customers in millions of euros: 304,214.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 50',0), new jsonArticle(1170,'21 Debt securities in issue','Total debt securities in issue in millions of euros: 135,779.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 50',0), new jsonArticle(1171,'22 Other debts','Total other debts in million of euros: 8,644.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 50',0), new jsonArticle(1172,'23 Other financial liabilities at fair value through profit and loss','Total other financial liabilities at fair value through profit and loss in millions of euros: 24,797.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 51',0), new jsonArticle(1173,'24 Provisions','Total provisions in millions of euros: 875.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 51',0), new jsonArticle(1174,'25 Deferred tax','Deferred tax assets and liabilities are measured for all temporary differences using the \'liability\' method based on an effective tax rate of 25.5% (2007: 25.5%).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 52',0), new jsonArticle(1175,'26 Employee benefits','Rabobank has implemented several pension plans covering a significant percentage of its employees. Most of the plans are career average defined benefit plans, some of which are administered by pension funds.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1011,1053), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'jr',1,'Consolidated Financial Statements 2008, page 53',0), new jsonArticle(1176,'27 Subordinated debt','Total subordinated debt in millions of euros: 2,159.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 55',0), new jsonArticle(1177,'28 Contingencies and commitments','Credit granting liabilities represent the unused portions of funds authorised for the granting of credit in the form of loans, guarantees, letters of credit and other lending related financial instruments.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 55',0), new jsonArticle(1178,'29 Equity','Total reserves and retained earnings at year-end in millions of euros: 20,074.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 56',0), new jsonArticle(1179,'30 Rabobank Member Certificates issued by a group company','Members\' capital relates to the share certificates (\'Rabobank Member Certificates\') issued in 2000, 2001, 2002 and 2005 in the capital of Rabobank Ledencertificaten N.V. (\'RLC I\'), Rabobank Ledencertificaten II N.V. (\'RLC II\') and Raboank Ledencertificaten III N.V.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1013,1077), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 57',0), new jsonArticle(1180,'31 Capital Securities and Trust Preferred Securities III to VI','Closing balance Capital Securities and Trust Preferred Securities III to VI in millions of euros: 3,510.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 57',0), new jsonArticle(1181,'32 Minority interests','Closing balance in millions of euros: 3,639.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1025), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Chapter Consolidated Financial Statements 2008, page 60',0), new jsonArticle(1182,'33 Interest','Total net interest in millions of euros: 8,517.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Chapter Consolidated Financial Statements 2008, page 61',0), new jsonArticle(1183,'34 Fees and commission','Net fees and commissions in millions of euros: 2,889.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1011,1053), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 61',0), new jsonArticle(1184,'35 Income from associates','Total income from associates in millins of euros: (26).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 62',0), new jsonArticle(1185,'36 Net income from financial assets and liabilities at fair value through profit and loss','Total net income from financial assets and liabilities at fair value through profit and loss in millions of ueors: (1,155).',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 62',0), new jsonArticle(1186,'37 Other','The item Other includes non-banking income, such as income from real estate activities of 265 (2007: 397), net income from operating leases of 329 (2007: 319) and gains on the sale of Alex Beleggersbank of 376.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 62 p',0), new jsonArticle(1187,'38 Staff costs','Total staff costs in millions of euros: 4,290.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1011,1054), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 62',0), new jsonArticle(1188,'39 Other administrative expenses','This item includes office supplies, travel expenses, IT expenses, postage, advertising, rent, maintenance of buildings, etc.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 63',0), new jsonArticle(1189,'40 Depreciation and amortisation','Depreciation and amortisation in millions of euros: 525.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 63',0), new jsonArticle(1190,'41 Value adjustments','Total value adjustments in millions of euros: 1,189.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 63',0), new jsonArticle(1191,'42 Taxation','Taxation in millions of euros: 98.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1026), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1002,1004), new jsonArticleFacet(1000,1001)),'jr',1,'Consolidated Financial Statements 2008, page 63',0), new jsonArticle(1192,'43 Acquisitions and disposals','There were no major disposals of subsidiaries in 2008. The main acquisition made in 2008 relates to the increase of the interest in Bank BGZ.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1011,1055), new jsonArticleFacet(1012,1061), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 64',0), new jsonArticle(1193,'44 Transactions with related parties','In the normal course of business, Rabobank conducts a wide variety of transactions with related entities, involving different types of loans, deposits and transactions in foreign currencies.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 64',0), new jsonArticle(1194,'45 Fees for services in accordance with Section 382a of Book 2 of the Dutch Civil Code','Total in millions of euros: 15.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 65',0), new jsonArticle(1195,'46 Supervisory Board and Executive Board','Total remuneration for the Supervisory Board and Executive Board in millions of euros: 9.0.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1011,1053), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 66',0), new jsonArticle(1196,'47 Principal subsidiaries and associates','List of principal subsidiaries and associates.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 66',0), new jsonArticle(1197,'48 Reverse repurchase transactions and securities borrowing agreements','Total reverse repurchase transactions and securities borrowing agreements in millions of euros: 8,465.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 67',0), new jsonArticle(1198,'49 Repurchase transactions and securities lending agreements','Total repurchase and securities lending in millions of euros: 2,376.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1003,1005), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 67',0), new jsonArticle(1199,'50 Securitisations','As part of Rabobank Group\'s financing activities and the reduction of credit risk, cash flows from certain financial assets are transferred to third parties.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1030), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 67',0), new jsonArticle(1200,'51 Management\'s report on internal control over financial reporting','The management of Coöperatieve Centrale Raiffeisen-Boerenleenbank B.A. (Rabobank Nederland) is responsible for establishing and maintaining adequate internal control over financial reporting.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 68',0), new jsonArticle(1201,'52 Approval by Supervisory Board','The publication of these consolidated financial statements was approved by the Supervisory Board on 2 March 2009. The General Meeting will adopt these financial statements in June 2009.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1011,1052), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 69',0), new jsonArticle(1202,'Auditor\'s report','In our opinion, the consolidated financial statements give a true and fair view of the financial position of Rabobank Nederland as at 31 December, 2008.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Chapter Consolidated Financial Statements 2008, page 70',0), new jsonArticle(1203,'Assurance report','Based on the procedures performed we conclude that the Executive Board\'s conclusion that, as of 31 December 2008, Rabobank Nederland\'s internal control over financial reporting is effective, is fairly stated, in all material respects, based on the COSO criteria.',new Array( new jsonArticleFacet(1000,1000), new jsonArticleFacet(1006,1018), new jsonArticleFacet(1008,1031), new jsonArticleFacet(1004,1009), new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'jr',1,'Consolidated Financial Statements 2008, page 72',0), new jsonArticle(1345,'Sound balance sheet ratios','A bank whose ambition it is to be predictable\nA cooperative bank, Rabobank does not pursue profit maximisation but profits that suffice to',new Array( new jsonArticleFacet(1000,1001), new jsonArticleFacet(1005,1010)),'unknown',0,'',1), new jsonArticle(1346,'Committed banking','A bank whose ambition it is to be predictable\nEconomic headwinds show what mettle Rabobank is made of. A cooperative bank, Rabobank is',new Array( new jsonArticleFacet(1000,1001), new jsonArticleFacet(1005,1011)),'unknown',0,'',1), new jsonArticle(1347,'Sustainable food production','Sustainable food production\nThe explosive growth of the world’s population, to 8.5 billion in 2025, will lead to strong growth in both the need',new Array( new jsonArticleFacet(1000,1001), new jsonArticleFacet(1005,1013)),'unknown',0,'',1), new jsonArticle(1348,'Innovation and renewable energy','Investing in sustainability\nExperts say that climate change caused by greenhouse gases is the biggest global threat. Regulations to',new Array( new jsonArticleFacet(1000,1001), new jsonArticleFacet(1005,1014)),'unknown',0,'',1), new jsonArticle(1349,'Participation and solidarity','Focus on solidarity and participation\nRabobank was established as a cooperative, so that it would be a bank of and for its clients. Solidarity',new Array( new jsonArticleFacet(1000,1001), new jsonArticleFacet(1005,1015)),'unknown',0,'',1), new jsonArticle(1350,'Cooperative identity and risk management','Attentive to risks\nAfter their establishment in the late 19th century, the local Rabobanks succeeded wonderfully well in practicing the core',new Array( new jsonArticleFacet(1000,1001), new jsonArticleFacet(1005,1012)),'unknown',0,'',1), new jsonArticle(1351,'The secret of Rabobank','Foreign cooperative banks tend to envy ‘the secret of Rabobank’. Supervisory authorities, rating agencies and investors focus, in',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1353,'Geothermal energy in horticulture','Like most sectors of the Dutch economy, horticulture is having a hard time. Due to high gas prices and low product prices, many',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1354,'Nature and man in balance','Photography: Fábio Almeida Coelho, Aliança da Terra\n \n\nThe expanse of the Xingu river basin, in Brazil, is a classic example of',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1355,'Charity Desk','Increasingly, wealthy people want to use part of their affluence for socially relevant causes. To accommodate this, Rabobank Private',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1356,'Sustainable-Mobility Plan','With its fleet of around 125,000 lease cars in the Netherlands, Rabobank Group’s lease subsidiary Athlon Car Lease is a contributor',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1358,'Sustainable building awarded','With its fleet of around 125,000 lease cars in the Netherlands, Rabobank Group’s lease subsidiary Athlon Car Lease is a contributor',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1359,'Bright Moment','The Dutch are found to have far more insurance policies than other Europeans. This  raises some question marks. In response,',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1360,'Cooperative risk profile','A cooperative bank should operate a prudent risk policy and adopt a moderate risk profile. Risks have an effect on Rabobank Group’s',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1362,'Diverse and inclusive','Rabobank Vlietstreek-Zoetermeer and some forty other parties, including the Zoetermeer municipality, business enterprises and labour,',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1573,'The CSR directorate','The Corporate Social Responsibility Directorate is the central driver of CSR within the Rabobank Group. The directorate focuses on increasing the',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1564,'Robeco commissions study on sustainability as part of the remuneration policy for top executives at public companies','In the fourth quarter of 2008, Robeco commissioned a study on the way in which sustainable performance indicators are included in the remuneration structure for top executives at national and international publicly listed companies.',new Array( new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'unknown',1,'',1), new jsonArticle(1565,'Sustainable Mobility Plan','Athlon Car Lease developed the Sustainable Mobility Plan in 2008.',new Array( new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'unknown',1,'',1), new jsonArticle(1566,'Agricultural Loan Guarantee Fund','The Dutch government established the Agricultural Loan Guarantee Fund (Borgstellingsfonds voor de Landbouw, BF) in order to promote the development of agriculture.',new Array( new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'unknown',1,'',1), new jsonArticle(1567,'SME Loan Guarantee Scheme','The Dutch SME Loan Guarantee Scheme (Besluit Borgstelling MKB-kredieten, BBMKB) was initiated in order to stimulate investment by small- and medium-sized enterprises.',new Array( new jsonArticleFacet(1000,1001), new jsonArticleFacet(1002,1004)),'unknown',1,'',1), new jsonArticle(1569,'VERTALEN: Financiele dienstverlening Rabobank Groep','',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1570,'VERTALEN: Stichting Initiatieven Realisatie 55+ Woningbouw','',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1568,'VERTALEN: Fondsenbeheer Nederland','',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1571,'VERTALEN: Ben jij een TOPtalent?','',new Array( new jsonArticleFacet(1000,1001)),'unknown',0,'',1), new jsonArticle(1572,'VERTALEN: De keuze 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