Risk management organisation
EDTF 5 In line with the new organisational structure of Rabobank Nederland, the risk management
organisation has been transformed into a strong second-line function.The first line remains
responsible for entering into, identifying and mitigating risks. The Risk Management
department has clear tasks in this regard and has responsibility for providing advice and
support to all entities with respect to national and international activities.The risk management
organisation, effective from 1 July 2014, consists of three groups:
I. Chief Risk Officers (CRO):
The CRO Aangesloten Banken Bedrijf (Local Rabobanks Business) and the CRO Wholesale, Rural
Retail are responsible for the risk management organisation within their markets. They are
physically part of a business unit for the performance of their activities, while retaining their
independent second-line responsibilities.
II. Risk teams:
The risk management organisation includes three highly specialised functional teams:
The Credit Risk team, which manages the credit portfolio at aggregate Group level and sets
policy and limits, carries out performance analyses, constructs models and reports to senior
management.
The Non-Financial Risk team, which records, analyses and reports on the operational risk
framework, including the responsibility for operational continuity, IT risk and Group insurance.
The Balance Sheet Risk team, which establishes the policies and the limits framework and
measures the risk profile for balance sheet management (Asset Liability Management),
liquidity, funding, market risk and internal settlement interest rates.
These risk teams work together with the Integrated RiskTeam, which takes a holistic view of
Rabobank's risk profile based on a strong risk organisation and culture, strategic planning and
prudential legislation.
III. Support teams:
Specialist support and other activity teams in relation to:
Projects, data, processes and systems for the management of risk-related systems and data
collection for risk projects and process optimisation.
Management support for strategic planning (such as Human Resources and budget).
Model validation for the independent validation of risk management models and organisation.
Credit Risk
Integrated Risk
Non-Financial Risk
Model Validation
Balance Sheet Risk
Risk Management ABB
Programmes Data
Projects Systems
Risk Management WRR
Risk Management
83 Rock-solid bank: risk management
