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.
