About this Report Chairman's Foreword Management Report Appendices Corporate Governance Consolidated Financial Statements Company Financial Statements Material Topics and Boundaries The table below gives insights in the material topics, indicates whether Rabobank's influence is direct or indirect, and shows where our impact is felt. Material Topics and Boundaries no Material topic Definition Influence by Rabobank activities Scope and boundary Service lines Location of impact All service lines Value chain All service lines Value chain All service lines Rabobank 2 Improving Performance Describes how Rabobank performed financially compared Direct with target. 5 Increasing Customer Satisfied customers are our highest priority. Rabobank Direct Satisfaction focusses on meeting or surpassing customer expectations 6 Restoring Trust Activities developed by Rabobank in order to restore trust Direct at stakeholders. Refers to a fair, transparent and moral code of conduct to the strategic and operational management of business 8 Digitizing and Developing innovative products and services targeted at Direct All service lines Innovating Services the changing customer preferences (i.e. financial- technological innovations to respond to the exponential increase in mobile equipment). 12 Stimulating Sustainable In order to feed the world's population in a sustainable way, Direct Indirect Domestic Retail Food&Agri Rabobankfocusses on improving Food&Agri value chains, through business Banking, WRR& This encompasses focus on increase food availability, relationships, Leasing improving access to food, promoting healthy food and customers, increase stability. investments Rabobank& Value chain Value chain 13 Supporting Vital Communities 14 Encouraging Entrepreneurship 16 Developing Human Capital and Talent Management As a cooperative bank, Rabobank aims to increase the Direct vitality of local communities, from an economic, social and environmental perspective, both within the Netherlands and abroad. Activities Rabobank develops to support and stimulate Direct entrepreneurs. Rabobankfocusses on increasing the earning power, well-being and prosperity of the Netherlands. Rabobank's employees are given every opportunity within Direct an inspiring work environment and use their talents and develop. Domestic Retail Banking (NL only) Value chain All service lines Rabobank Management responsibility Bas Brouwers Kirsten Konst Marielle Lichtenberg Berry Marttin Jan van Nieuwenhuizen Wiebe Draijer Bart Leurs Kirsten Konst Berry Marttin Jan van Nieuwenhuizen All service lines Value chain Wiebe Draijer Kirsten Konst Janine Vos Managing our Material Topics The most material topics are relevant to the success of our organization. The table Material Topics and Boundaries indicates per material topic, where and howwecan influence performance and who has management responsibility. Specifically formulated indicators are used to measure our performance.These indicators are part of our general governance cycle. They are evaluated periodically and are externally communicated at least once a year. Most indicators are part of the quarterly review, except for customer satisfaction, which is measured by the NPS score, and reviewed annually. We use these periodic reviews to identify and pursue evaluative action, disclose relevant results of our evaluation in our annual report. For the headings Restoring Trust and Increasing Customer Satisfaction our performance shows significant improvement compared to 2017. Our efforts to maintain and further optimize this performance is presented in the chapters Excellent Customer Focus and Rock-Solid Bank. In 2018, we have completely updated our sustainability framework regarding the material topics Encouraging Entrepreneurship and Stimulating Sustainable Food and Agriculture. The framework now contains, for instance, a separate extensive Human Rights Policy including a description of Rabobank's commitment to ensure the mitigation of potential human right risks as much as possible. This policy is also integrated into our Client Photo scan. For the material topic Digitizing and Innovating Services, we have only begun to measure the percentage of customers active online since 2018, so we have not yet identified any evaluative actions. Data Collection of Non-Financial Information The collection of non-financial information is coordinated centrally within Rabobank Group. The Sustainability department is responsible for sustainability data collection, in cooperation with Finance Control. Other non-financial information of Rabobank Group divisions and local Rabobanks is obtained via Rabobank's automated central management information system. Data that is not recorded in the central system is collected via qualitative and quantitative questionnaires (which are based on internal business principles, policies and external guidelines that Annual Report 2018 - Appendices 76

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Annual Reports Rabobank | 2018 | | pagina 78