The planned strengthening of the co-operative
core business, which consists of the local
Rabobanks and their clients/members, places
new demands on the co-operative's structure
and the relationship between local and central
management.
More female managers and supervisors
Greater demands on managers and supervisors
60 Rabobank Group Annual Report 2002
Directors and
supervisors
Our market leadership ambition requires effective management, in
which responsibilities for the commercial development of activities,
the general strategy and the steering of Rabobank Nederland's
umbrella co-operative organisation are clearly embedded. For this
reason, Rabobank Nederland's management structure underwent
fundamental changes in the year under review. Please refer to the
section Main events and the Report of the Supervisory Board. As a
result of the change, the local Rabobanks have been granted direct
influence on Group strategy through the medium of the Central
Delegates Assembly (CKV).They also have budgetary rights for the
costs charged on by Rabobank Nederland to the local banks.
In 2002,37 local Rabobanks merged to form 17 merger banks. As a
result of these concentrations, the total number of Rabobanks de
clined from 369 to 349 local, independent banks, each with its own
local board. At the end of 2002, there were approximately 1,700
directors in all, 1,350 of whom had been elected directly by and
from among the members. The general manager of each Rabobank
is a member of the board (Director).The board's policy is reviewed
by the local supervisory boards, which have a total of 1,765 super
visors. In the year under review, approximately 500 managers and
supervisors retired, partly as a result of mergers and board reduc
tions. Of the more than 200 new managers and supervisors, 20%
were women. In order to ensure a proper reflection of clients and
members, the recruitment and selection of suitable managers and
supervisors was broadened in the year under review. Diversity in the
boards ensures greater empathy for clients, members and their social
circumstances and a better reflection of local developments and
sentiments in the Bank's policy.
The mergers and the broadening of the total service package plus
the increasing complexity of the business and its environment
place higher demands on the managerial quality in the local banks.
Managers, Directors and supervisors have access to specific web
sites providing them with information tailored to their responsibili
ties. In the year under review, Rabobank Nederland developed a
series of activities to further the professionalisation of members of
the local boards. Complementary to the customary individual trai
ning courses, such as the induction programme, working conferen
ces were organised for the chairmen of both boards of local
Rabobanks. Similarly, a programme of various workshops, learning