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Cre<strong>dit</strong> r<strong>is</strong>kRabobank Group aims to offer continuity in its services. It therefore pursues a pru<strong>de</strong>nt cre<strong>dit</strong> policy. Oncegranted, loans are carefully managed so there <strong>is</strong> a continuous monitoring of cre<strong>dit</strong> r<strong>is</strong>k. Of Rabobank Group’scre<strong>dit</strong> loan portfolio to the private sector, 47 per c<strong>en</strong>t. in the first half year of 2009 cons<strong>is</strong>ted of loans to privateindividuals, mainly resi<strong>de</strong>ntial mortgages, which t<strong>en</strong>d to have a very low r<strong>is</strong>k profile in relative terms. Theremaining 53 per c<strong>en</strong>t. cons<strong>is</strong>ted of a highly diversified portfolio of loans to business cli<strong>en</strong>ts in theNetherlands and internationally.With respect to the managem<strong>en</strong>t of Rabobank Group’s exposure to cre<strong>dit</strong> r<strong>is</strong>k, Rabobank Ne<strong>de</strong>rland’s Cre<strong>dit</strong>R<strong>is</strong>k Managem<strong>en</strong>t <strong>de</strong>partm<strong>en</strong>t and Group R<strong>is</strong>k Managem<strong>en</strong>t <strong>de</strong>partm<strong>en</strong>t play a key role. Cre<strong>dit</strong> applicationsbeyond certain limits are subject to a thorough cre<strong>dit</strong> analys<strong>is</strong> by cre<strong>dit</strong> officers of Cre<strong>dit</strong> R<strong>is</strong>k Managem<strong>en</strong>t.Group R<strong>is</strong>k Managem<strong>en</strong>t monitors Rabobank Group’s cre<strong>dit</strong> portfolio and <strong>de</strong>velops new methods forquantifying cre<strong>dit</strong> r<strong>is</strong>ks.R<strong>is</strong>k profiling <strong>is</strong> also un<strong>de</strong>rtak<strong>en</strong> at the portfolio level using internal r<strong>is</strong>k classifications for portfoliomo<strong>de</strong>lling. Internal cre<strong>dit</strong> ratings are assigned to borrowers by allocating all outstanding loans into variousr<strong>is</strong>k categories on a regular bas<strong>is</strong>.The following table shows the impaired loans (i.e. the amount of loans for which an allowance has be<strong>en</strong> tak<strong>en</strong>)per business unit as a perc<strong>en</strong>tage of private sector loan portfolio:Impaired loans/private sector loan portfolio per business unitYear <strong>en</strong><strong>de</strong>d 31 December2008 2007 2006Domestic retail banking.......................................................... 1.05% 0.79% 1.18%Wholesale and international retail banking............................. 3.48% 1.53% 1.93%Leasing ................................................................................... 1.95% 1.91% 1.82%Rabobank Group..................................................................... 1.65% 0.97% 1.34%At 30 June 2009, impaired loans correspon<strong>de</strong>d with 2.0 per c<strong>en</strong>t. of the private sector loan portfolio.Bad and doubtful <strong>de</strong>btRabobank Group’s cre<strong>dit</strong> portfolio <strong>is</strong> routinely monitored for doubtful and bad <strong>de</strong>bts, which results in reviewof the cre<strong>dit</strong> quality and consequ<strong>en</strong>tly, if nee<strong>de</strong>d, adjustm<strong>en</strong>t of the cre<strong>dit</strong> rating and taking an allowance.Within Rabobank Group, a formal analys<strong>is</strong> of specifically i<strong>de</strong>ntified larger non-performing loans takes placeevery quarter and <strong>is</strong> reported in the form of loan strategy reports, which inclu<strong>de</strong> evaluation of the r<strong>is</strong>ksassociated with each loan, the curr<strong>en</strong>t financial con<strong>dit</strong>ion of the borrower, the economic <strong>en</strong>vironm<strong>en</strong>t in whichthe borrower operates, the value of collateral and the strategy for the coming period to protect the interests ofRabobank Group.The table below sets forth Rabobank Group’s bad <strong>de</strong>bt costs for the six months <strong>en</strong><strong>de</strong>d 30 June 2009 and thethree years <strong>en</strong><strong>de</strong>d 31 December 2008, 2007 and 2006, per business unit as a perc<strong>en</strong>tage of private sectorl<strong>en</strong>ding:289

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