Committee and duties
Committee members
Corporate governance
11
Rabobank Group Annual Report 2004
Report of the Supervisory Board of Rabobank Nederland
Audit Committee
Marinus Minderhoud
chairman
Preparatory work for the Supervisory Board's decision-making on
Leo Berndsen
permanent member
financial issues.
Lense Koopmans
permanent member
Wim Duisenberg
rotating member
Sjoerd Eisma
rotating member
Aad Veenman
rotating member
Antoon Vermeer
rotating member
Cooperative Issues Committee
Antoon Vermeer
chairman
Preparatory work for the Supervisory Board's decision-making on intended
Lense Koopmans
permanent member
policies of the Executive Board concerning the cooperative structure of the
Martin Tielen
permanent member
member banks and of Rabobank Nederland.
Teun de Boon
rotating member
Bernard Bijvoet
rotating member
Hans van Rossum
rotating member
Herman Scheffer
rotating member
Arnold Walravens
rotating member
Appointment and Remuneration Committee
Lense Koopmans
chairman
Preparatory work for the Supervisory Board's decision-making on the
Herman Scheffer
member
appointment, suspension and dismissal of members of the Executive Board
Aad Veenman
member
and on the policy concerning their remuneration.
Antoon Vermeer
member
Arnold Walravens
member
Appeals Committee
Sjoerd Eisma
chairman
Body of appeal in disputes between member banks or between one or more
Hans van Rossum
member
member banks and Rabobank Nederland. Martin Tielen member
It has been decided to split the Appointment and Remuneration Committee into two separate committees in 2005.
Corporate governance at Rabobank Nederland is discussed in the
chapter 'Corporate governance'. The Supervisory Board fully endorses
the content of that chapter.
The Supervisory Board's own performance
In 2004, the Supervisory Board considered its own performance, both as
a collective and as individual members. The matters assessed included
members' attendance at Board meetings and the extent to which the
Supervisory Board complied with its desired profile, as well as its com
position and required competencies. The aim of this assessment is to
improve the Supervisory Board's performance where possible by means
of focused investment in the expertise of Board members. It has been
decided to perform this assessment annually.
Performance of supervisory role
In 2004, the Supervisory Board performed its usual duty of assessing
the performance of the Executive Board and its individual members
and arrived at conclusions on the basis thereof. In addition, it supervised
the general conduct of affairs at Rabobank Nederland and its affiliated
entities and regularly served as a sounding board for the Executive
Board. A number of issues on which decisions had been reached earlier,
such as Rabobank Vision 2005+, were discussed again in 2004.
Recurring issues included the strategy and the risks inherent to the
business, as well as the design and operation of the internal risk
management and control systems and significant changes made
therein. The intensification of the collaboration with Eureko/Achmea
received a great deal of attention.
