Report of Rabobank's Supervisory Board
The Supervisory Board focused on a broad spectrum of themes in 2018, ranging from innovation and
digitalization to culture and leadership and the continuing enhancement of the bank's control
framework. In this first full year of the newly formed Managing Board, the transformation agenda
continued apace, with the full support of the Supervisory Board and a continued focus on the bank's
strategic direction: Banking for the Netherlands and Banking for Food, and of course our mission
'Growing a better world together'. The combined boards tackled this theme extensively, and it was
also addressed in meetings with the bank's top management and during a conference with local
supervisory board members. This was thefirsttimethese parties metwith international clientadvisory
board members to discuss the theme of sustainability, but it will not be the last.
About this
Report
Chairman's
Foreword
Corporate
Management Report Appendices Governance
Consolidated Financial Company Financial
Statements Statements
This report examines how the different roles of the Supervisory
Board - employer, supervisor, advisor, and liaison officer for
stakeholder relations - contributed in 2018 to the four pillars of
Rabobank's 2016-2020 strategic framework. After exploring the
Supervisory Board's roles in relation to the four pillars: Excellent
Customer Focus, Rock-Solid Bank, Meaningful Cooperative and
Empowered Employees, we will outline which themes the board
addressed in 2018.
For summaries of Supervisory Board meetings (private and with
the Managing Board) andl 3 educational sessions, please refer to
the tables below. The Supervisory Board is proud of the progress
Rabobank has made in 2018, both towards its strategic objectives
and in the transformation of the bank. However, the Supervisory
Board also acknowledges the critical challenges that lie ahead for
Rabobank stemming from developments in financial markets,
digitalization, climate change and social issues. By facing these
challenges in cooperation with our customers, we can turn them
into opportunities. The Managing Board has led the bank through
2018 to great satisfaction. We as the Supervisory Board are
confident that the Managing Board is laying the necessary
foundations to prepare the bank for the future.
Supervisory Board
General Responsibilities and Duties
The Supervisory Board supervises the policies pursued by the Managing Board and the general course of affairs at Rabobank and its affiliates. In addition to its supervisory
role, the Supervisory Board serves as an advisor to and employer of the Managing Board. The Supervisory Board members also act as 'liaison officers' for Rabobank by
engaging with members, clients and other stakeholders.
Facts Figures
Members on December 31,2018
Ron Teerlink, chair (93%)
Marjan Trompetter, deputy chair (93%)
Irene Asscher-Vonk (86%)
Petri Hofsté (100%)
Leo Degle (100%)
Arian Kamp (86%)
Jan Nooitgedagt (86%)
Pascal Visée (93%)
LeoGraafsma, in function until 18 April 2018 (100%)
Annet Aris, in function as of 13 December 2018
Meetings
14 meetings in total, with 93% attendance. These meetings were attended by the Managing Board. In addition to this the Supervisory Board held several private meetings.
For other types of meetings with involvement of Supervisory Board members, see below.
Topics
Other attendees throughout the year
Regular attendees:
Managing Board members
During the discussions on the half year and full year figures Jan Bos, head of Group
Control, Rudi Kleijwegt, Chief Audit Executive, and the deputy Chief Audit Executive,
Dick Duit, were present, as were the external auditors of PwC, Peter van Mierlo (only full
year figures) and Rogier van Adrichem and/or Jeroen de Jonge.
Annual Report 2018 - Corporate Governance
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