Communications
■f r
Problem cases
On the record
Best practice
New regulars
March meeting
Mature body
WhatsNewS
circumspection in our reporting. This is
because we are aware that the external
media and the competition are regular
readers of What's NewS. However, if you
are obliged by circumstanee to write in
that way, then you also try to produce a
pieee which speaks volumes "between
the lines", without giving away a useable
quote that could be used negatively
against the organization.'
In putting together the contents, the
editorial committee tries to achieve a
balance of subjects so that there is
something for most staff. One point
•aised by a number of respondents was
ie iack of local news and heavy focus
on head office. 'We are dependent on the
network irself for information on major
local issues,' Lavelle comments. 'But we
are also proactive - when the situation in
Indonesia was problematic, we were in
regular touch with our people there. The
piece on Turkey in this issue (see pages
8/9) was planned before the devastating
earthquake. We've been in close contact
with our Turkish co-workers to find the
right way to do this particular piece.'
Other types of stories, which are not
necessarily focused on a new products
or systems, usually emerge from a
perceived trend. 'We used to do so-
Jfeilled roundtables on developments in
^Trie organization,' Lavelle recalls. 'But
the bottom line here, as always, is that
the people involved have to be willing
to go on record. Many are wary about
this kind of exposure at a time of
reorganization and change. We're
convinced that once the reorganizational
dust has settled, we'11 be able to more
pieces like this on a regular basis'
the fact our reporting style is very
businesslike. We're adjusting the writing
style so that it is more lively and
accessible. But one thing will not change
- you'11 never see a wedding in the
pages of Wbat's NewS.
More regular features is one of the
recommendations we are currently
working on. Many readers may smile at
this - all they have seen in our
The editorial team - David Brown, Richard
Nicodème (layout) and Anne Lavelle
'evolution' of What's NewS in the last
couple of issues is the demise of one of
our few regulars: Talking heads. But
over the next few months we will be
introducing a number of regulars,
including a 'You ask' section in which
we put your questions (anonymously, if
necessary) to senior management.
Another aspect readers mentioned was
Like any other discipline, the production
of Communications tools like What's
NewS and the Flash is subject to best
practice and tried and tested formulas.
There are clear formulas for our media
which are governed by the fact that we
have a "global" mandate, but see our role
as providing "local" information because
we are a homogenous group of interna
tional Rabobankers. The responsible team
- both interna! and external - is focused
on producing the best possible and best
informed media for you. 'But we can't do
that in isolation,' Lavelle emphasizes. 'We
need ongoing help and support from
around the network.' We are also open to
the idea of improving 'local' news cover-
age, but again need input from people on
the spot. If you have news that you think
would be of interest to the rest of the net
work, please mail Mirjam Diepenbrock.
We will try to find a way to use your
news, either by launching a regular
'round-up' of news from the network, or
perhaps by doing a larger feature or more
coverage on it. 'At the end of the day,'
Lavelle concludes, 'these are your media.
Readers' surveys are great opportunities
for you to talk back. We'd rather be talk
ing to you in a dialogue all the time.'
Cotttinued from page 7
consultation with the respective works
councils within the Rabobank group, and
with input from Human Resources, it was
ultimately decided that all international
offices would be eligible to elect represen-
tatives. In cases where more than one sub-
sidiary was operating abroad - for in-
stance if both De Lage Landen and RI had
a foreign office - then the combined
workforce would join to elect their repre-
sentative. In practice, this yielded dele-
gates from the Benelux, Ireland, Germany,
Spain, the UK and France.
This initial group met in March of this
year with a representative of the executive
board - Rik van Slingelandt - and signed
the agreement that formally launched the
new body. We are thus now operating un-
der a clearly defined ICP which gives em
ployees throughout the network in Eu-
rope a right to be informed and consulted
about ongoing issues. Members, drawn
from the elected SNB representatives who
drafted the March agreement, will serve
for a period of three years and will meet a
minimum of three times every two years.
However, the agreement also stipulates
that the body can be convened for addi-
tional sessions should the need arise.
Rik van Slingelandt has clearly indicated
that management intends to approach the
new procedure in a cooperative and open
spirit, not merely in response to its formal
responsibility under EU law, but also be
cause it has a fundamental philosophical
commitment to fostering dialogue among
all stakeholders within the group. Says
Jan de Wit, a member of the RN Human
Resources who is responsible for oversee-
ing management's participation in the
SNB, 'We believe in promoting a con-
structive and mature relationship. The
continuing vigour of the Rabobank
Group is tied up in this process, and we
must recognize that everyone has a right
to be informed and consulted about issues
that vitally concern their shape of their
working lives.'
