Strategy and targets
People make Rabobank. They have done so for
almost 110 years. They do so now and the future
will be no different. The world is rapidly changing
and Rabobank Group is anticipating this.
Changing customer requirements, technological
progress, the pursuit of a sustainable society,
internationalisation and, above all, heightened
competition are having far-reaching consequences
for the bank and its staff. Distribution channels
as well as marketing and branch formulas must
continually be adjusted to external developments.
The market demands heightened professionalism.
This is made possible by upscaling the local
Rabobanks through mutual mergers, but also
requires tailored support from Rabobank
Nederland. Operation Service enables Rabobank
Nederland to meet those changing service needs.
At the same time, Rabobank has made no secret
of its strong ambition for international growth
and in the coming years, Rabobank's human
resources policy will focus on enhancement of
management quality, inflow in the top end of the
market and an international orientation.
Local Rabobanks: larger and more professional
Operation Service
Natural turnover
23 Rabobank Group Annual Report 2005
The people at Rabobank
The policy framework entitled 'People make the bank' describes the
most important requirements that Rabobank staff must fulfil, now and
in the future: customer focus, team players and focus on results.
Moreover, expertise is essential. Rabobank Group has high ambitions
that require broadly educated employees and managers, flexibility,
accountability and long-term employability.
Under the 'Vision 2005+' policy statement, an upscaling process for the
local Rabobanks was started some years ago. In 2005, there were 31
mutual mergers, involving 71 banks. Around thirty mergers are planned
for 2006, involving more than 75 banks. At 31 December 2005, the
number of local Rabobanks was 248. For the end of 2006, this is expected
to be around 200, for the merger wave is to continue this year. This has
far-reaching consequences for the work environment at local Rabobanks
as well as for their management. Stronger professionalisation is required
because many specialist jobs in Rabobank Nederland will be transferred
to the local Rabobanks.
Through Operation Service, Rabobank Nederland is realising a new
organisation structure that ties in seamlessly with the new structure of
the local Rabobanks, insofar as they have been enlarged as a result of
the upscaling exercise. For these banks, Operation Service will result not
only in better-tailored, transparent support but also in lower costs.
In 2005, the majority of local Rabobanks indicated that they appreciated
the changes made in the services.
Operation Service aims at a FTEs reduction of 1,200. This will be achieved
by natural turnover, by not extending temporary contracts, by termina
ting contracts with third parties and early retirement. In 2005, there was
A balanced and modern human resources poli
of the market will lead to a substantial increase in
cy, aimed at high quality, high mobility and a
senior management.
larger variable-pay element based on perfor
More internationally oriented management
mance management.
More women in senior functions
Rabobank's international growth and the focus
More highly educated staff from ethnic
of the upscaled local Rabobanks on the top end
minorities in urban areas
