8.2 Developments in 2015 Losses per risk type Inhoudsopgave Bestuursverslag Corporate governance Figure 4 shows the distribution of losses within Rabobank in terms of percentage of total loss (blue) and number of incidents (orange). The graph shows that the main areas of risk remain the same in 2014 and 2015, a pattern which continues from previous years. Figure 4: Distribution of operational risk losses. Jaarrekening Rabobank Groep Jaarrekening Rabobank edtf 32 Rabobank aims to continually improve the risk management function in the organisation. In 2015, the new quarterly Non-Financial Risk Committee (NFRC) was formed. As key part of the new Risk Management Committee structure, the NFRC brings together all Non-Financial Risk expertise functions and senior representatives of the first line in one decision-making structure. The NFRC aims at governing the NFR management framework, monitors the effectiveness of NFR management and is guardian of NFR exposure of Rabobank. Another core element of the initiatives in 2015 has been to position the NFR function as a corporate competence centre. This included a leading role in the Risk Control Framework Project, which includes initiatives regarding organisation wide tooling, awareness and learning, taxonomy and Risk Control Assessments. Further developments include the continuation of the organisation-wide implementation of the risk-profile method. The risk profile focuses on the (early) recognition of risk through the combination of various internal and external sources of information. Business disruption and systems failure Employment practices Execution delivery and and workplace safety process management Clients, products and business practices Damage to physical assets 60 50 40 30 20 10 0 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 364 Rabobank Jaarverslag 2015

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Jaarverslagen Rabobank | 2015 | | pagina 365