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