Management development
Employer of choice
Employee contribution to pension plan
60 Rabobank Group Annual Report 2003
In 2002,a start was made with an analysis of the potential and the
ambitions of senior employees at the local banks and Rabobank
Nederland.This exercise was completed in 2003. On the basis of the
results and the requirements of local Rabobanks,a renewed
Management Development policy was introduced, providing career
guidance and inflow, throughflow and outflow for senior managers in
a central centre of expertise. For the other positions, co-operating
regional HR teams of local Rabobanks offer career guidance where
required.They also coach employees in finding new jobs within their
regions. All this enables Rabobank to offer career solutions to all its
employees. It is gratifying that the policy to promote women in senior
positions is gradually leading to results. In 2002,15.6% of female
employees held senior or management positions. In 2003, that percentage
rose to 16.7. This represents an increase on 2002 in the number of
women in this group.
In spite of the pressure on employment, Rabobank employees remain
highly satisfied with their employer, according to the 2003 working
conditions survey. Rabobank performs better than other large enterprises
in ten out of the twelve areas surveyed. As in 2002, the subjects 'working
together' and 'leadership' still need improvement, but the gap between
Rabobank and other companies is closing. In external circles, too,
Rabobank Group is valued as an employer. Surveys carried out by the
magazines Intermediair and Management Team in 2003 ranked the
Group as the second best employer in the Netherlands.
In June 2003, the fourth Rabobank CAO (collective labour agreement)
was finalised. An important change was reached in relation to pensions.
In proper consultation with the unions, the Bank reached an agreement
on employee contributions to the pension premiums. Employees
'Our bank attaches great importance to
training. Some 70% of our employees
participate in training courses: technical
courses, skills and sales training, coaching
courses, and many more.We also encourage
some staff to follow a higher vocational
education course. This increases their skills
and employability at work and opens up
new opportunities for them in the future.
I myself attended the 'results-oriented
management in turbulent times' course in
2003, a varied, intensive and turbulent
course. After listening to the constructive
feedback from my fellow course participants
and from my own staff, I was able to improve
