Achieving clients' ambitions through financial services goes hand in hand with the personal development of employees. Accordingly, in the view of Rabobank Group, good working conditions, terms of employment and ongoing development of its managers and employees are preconditions for achieving its strategy. Staff numbers Management as spearhead 42 Rabobank Group Annual Report 2002 Employees The 2002 working conditions survey showed that, as in 2001, Rabobank's employees were satisfied with their employer. They are particularly enthusiastic about the development and training possi bilities offered. Salary and other terms of employment also scored well. On the other hand, employees are less satisfied with their line managers and the co-operation within departments. In the labour market, Rabobank has a good reputation as an employer on account of its fringe benefits and varied opportunities for personal development. A good image remains vital to our recruiting power in the labour market. The number of jobs at the combined local Rabobanks declined by 1,643 in 2002. Efficiency programmes and the unstoppable advance of virtual channels will cause additional job losses in the local banks in 2003.The total number of jobs in Rabobank Group declined slightly. At year-end, the number of full-time equivalents was 51,867, compared with 52,173 in December 2001.This represents a total of 58,096 employees. The boards of the local Rabobanks managed this staff reduction well.Through the Job Centres established in 2001, many supernu merary employees found new functions either within the organisa tion or outside it. Under the Social Statute, there is a mediation obli gation to supernumerary staff ('from job to job'), which extends to seeking suitable work outside Rabobank as well.The remainder of the staff reductions have been effected via natural turnover. Because of all the changes, it is crucial for employees to have and to retain broad employability. For that reason, employees and their managers together draw up Personal Development Plans, in which they agree on training and development goals. Management development is a spearhead in staff policy. Thousands of vacancies in management functions need to be filled annually, for which the Bank wishes to make optimum use of the knowledge and experience available in the various business entities. Since September 2002, the Management Development Circle (MDC) lends support in the preparation of career advice. In 2002, three groups of 100 senior managers each attended the internal manage ment training, which focuses on core aspects of leadership.

Rabobank Bronnenarchief

Annual Reports Rabobank | 2002 | | pagina 44