Individual responsibility
Diversity and inclusiveness
Conditions of employment,
remuneration policy and
performance management
CSR targets embedded in
Performance Management
Innovation in recruitment
In 2005, Rabobank introduced
a totally new form of private
banking, free from thrills and
hype, but with personal, expert
and clear advice. Clients value
this no-nonsense approach,
which is reflected in Rabobank
Private Banking's strong growth
since. In turn, this has resulted
in many vacancies at local
Rabobanks. An innovative
recruitment campaign has
enabled Rabobank to attract
many commercial colleagues in
2006. A video was distributed
by email, showing one of the
bank's account managers
getting a call from an acquain
tance who refers the manager
to a good candidate, i.e. the
viewer of the video. At that
moment, the viewer's mobile
phone rings: it is the account
manager, who refers him/her
to the special action site:
www.begrijpjijonzeklanten.nl
('do you understand our clients').
Here, videos are available in
which three private banking
clients and a Rabobank account
manager enter into a dialogue
with the visitor. On that basis,
the visitor can determine if
Rabobank Private Banking
would suit him/her. The can
then find out straightaway
where the vacancies are, and
either apply online or first
obtain more information on
Rabobank Private Banking.
Rabobank's vision, occupy in the development
of the organisation and the achievement of
its ambitions.
Being more entrepreneurial requires trust and
space. New office accommodation concepts
respond to this need. In preparation of
Rabobank Nederland's new office building, a
flexible work concept is applied that should
contribute to working differently, improved
effectiveness and cost savings. In consultation
with supervisors, employees will be given
individual responsibility in this respect. With
the client coming in first place, employees
determine individually where and when the
work is done and are accountable for their
individual performance and effectiveness in
teamwork. In addition, all employees are
responsible for setting their personal targets in
relation to those of Rabobank and thereby for
their own personal development plan. The
freedom of choice contributes to a sound
work/life balance.
Greater diversity in age and cultural background,
and more women in senior functions are
conditional to the achievement of the
Strategic Framework's targets. In 2006,
Rabobank worked on raising awareness of
diversity and inclusiveness through training and
seminars on subjects including recruitment
and selection, and the use of other recruitment
channels, such as websites, magazines and
universities and colleges with large, multi
cultural student populations. The number of
trainees from multicultural backgrounds grew
significantly in 2006. The 'diversity scan, which
was introduced in Rabobank Nederland in
2006, provides a good picture of the workforce
composition (male/female and indigenous/
ethnic minorities ratios). The results of the scan
were discussed with the management of the
various departments. Rabobank Group aims for
more women in senior positions. The percentage
of women in senior management positions
within our organisation grew from 4% in 2000
to 7% in 2006.
New legislation, together with the changes in
the Rabobank Collective Labour Agreement
(CLA) for 2005, resulted in renewals in the
conditions of employment. Apart from the
introduction of the new Healthcare Insurance
Act and the life-span leave arrangement,
renewals included the incorporation of personal
budgets in the employment conditions
package, a thorough revision of the pension
scheme and the introduction of complemen
tary pension saving through Flexioen.
Rabobank's starting point is that employees
are the directors of their own future. In the
'Make your own choices' brochure, employees
were informed about making the choices
created by the renewals.
In their remuneration policy and performance
management, all Rabobank entities use a
performance-related remuneration system.
Since 2005, Rabobank employees and super
visors who are subject to the collective labour
agreement have set their individual performance
and competence targets as well as collective
targets under this system. A survey has shown
that the percentage of employees who think
remuneration is related to the performance in
the previous year has grown from 43% to 70%.
Employees find the system transparent and it
results in greater clarity around what is expected
from employees.
Rabobank has decided to embed corporate
social responsibility (CSR) in all aspects of its
day-to-day business. In 2006, the executive
88 Rabobank Group Annual Report 2006
