About this Report Chairman's Foreword Corporate Management Report Appendices Governance Consolidated Financial Company Financial Statements Statements The GMC is the highest decision-making body in the Rabobank governance. It consists of chairmen of all local supervisory bodies, who represent the members of their local Rabobanks in the GMC. The GMC has around 100 members and meets at least twice a year. It focuses on the strategic framework and on the basic premises of the identity of Rabobank, from the cooperative to local Rabobanks and all other group entities. The GMC has three permanent committees: the Urgency Affairs Committee, the Coordination Committee and the Committee on Confidential Matters. On behalf of the members, the GMC safeguards continuity while also acting as a custodian of collective values. The GMC evaluates the governance and the banking business on the basis of commonly agreed strategic principles. It appoints members of the Supervisory Board of Rabobank on the recommendation of the Supervisory Board, who appointthe statutory members ofthe Managing Board. The Supervisory Board supervises the Managing Board and both the Supervisory Board and the Managing Board are accountable to the GMC. To perform these functions, the GMC has several formal tasks and responsibilities. The GMC has the power to amend the articles of association or change the legal status of Rabobank. It adopts the annual accounts and has advisory and approval rights for major decisions taken by the Managing Board. The GMC determines, for instance, the basic premises of Rabobank's identity and strategic frameworks and the main points ofthe annual strategy and budget. Considerable changes in domestic retail banking and the increasing digitalization of financial services prompted the GMC to initiate an internal discussion on the renewal ofthe cooperative as well as on the revitalization of Rabobank's membership. To this end, it established a special, temporary committee to explore these possibilities. The transformation of governance has reinforced our awareness that member engagement and involvement are essential to a cooperative bank. These aspects are what set us apart from our competitors. The regime shift has, moreover, triggered new initiatives to solidify cooperative aspects. It has, for example, initiated our new Youth Forum, which includes a young member representative from each local Rabobank. Rabobank believes that permanent dialogue with this member category is very important for the future development ofthe bank. Since the new governance became effective, the management teams at the local Rabobanks are entrusted with the important task of acting in harmony with the cooperative spirit, and of offering corresponding financial services. They have important local responsibilities as laid down in the internal local Rabobank rules. The chairs of local management teams have a mandate position from the Managing Board to safeguard their local orientation and firmly anchor their local Rabobanks in these communities. Chairmen ofthe local managementteam can exercise their authority in order to provide high quality local banking services. They can also transform the concept of cooperative identity from idea into reality atthe local level. In this respect, local staff participate actively in social and virtual networks in order to maintain close connections to the local community. Banking Business Tactical, operational and policy-related banking are addressed in the Directors'Conference. This body is composed ofthechairmen of local management teams, the Managing Board and the directors of divisions which support local Rabobanks. The Directors' Conference is an important and influential platform with a preparatory, informative and advisory role for proposals and policies concerning local Rabobanks. The Conference also fulfills an intermediary position between the highest echelons of the bank and its local divisions, especially with regard to safeguarding clients' interests and needs. Annual Report 2018 - Corporate Governance 100

Rabobank Bronnenarchief

Annual Reports Rabobank | 2018 | | pagina 102