The new Collective Labour Agreement, which became effective on 1 May 2013, incorporated a
Sociaal plan. The disputes relating to redundancy are included in the Disputes Procedure report.
The secretariat for the Sociaal Plan Central Appeals Committee was incorporated into the
Disputes Procedure; nevertheless, the formal complaints submitted to the Committee were not
included in this report. Local Rabobanks and Rabobank Nederland maintain a Regulation on the
Internal Reporting of
Malpractice (whistleblower regulation). An external confidential counsellor was appointed under
this regulation, to whom employees can report misconduct or irregularities.The regulation is
also open to the employees of a number of Rabobank Nederland subsidiaries. Rabo Real Estate
Group and De Lage Landen each maintain their own whistleblower regulations, while
employees at international branches can use the local whistleblower programmes or the
Trusted Persons Network (TPN) provided by KPMG. De Lage Landen is currently in the process
of establishing a similar system.
The external confidential counsellor received a total of 15 reports in 2013. Of this number, he
referred five for discussion to the Whistleblower Regulation Confidential Committee, three of
which are still pending in 2014. Eight employees who submitted reports that turned out not
to be relevant under the whistleblower regulation were referred to a different regulation if
necessary. In the two other cases, an orientation meeting between the person submitting the
report and the external confidential counsellor turned out to be sufficient. Additionally, the
external counsellor received four reports through the TPN in 2013, all of which were submitted
to the Confidential Committee, Three of these reports are pending and will be further reviewed
in 2014.
Virtualisation ofHR services
Rabobank's HR department has introduced a virtualisation process within the organisation
through which it intends to optimise its services over a 5-year period (2011 -2015) by providing
'anywhere, anytime' access to frequently used HR services. Key HR employee and management
processes are currently available through Straight Through Processing (STP), which allows users
to enter changes more quickly and with greater flexibility. Health Services Rabobank Group
implemented a new system for its internal organisation in 2013. In addition, Rabobank also
migrated to an integrated management information system, which provides financial, HR and
other data-integrated management information. The salary administration system is now
compatible with SEPA, the international payments system. Finally, there is now a system in place
that makes it easier to manage the details of individual employees. Anticipating implementations
scheduled for 2014 and beyond, the bank will be implementing a new Performance Management
system that contributes directly to increasing employability due to its integration with potential
goals and development goals. Further funds will be invested in STP in early 2014. The first stage
of the OneHR project was rolled out in 2013, which means Rabobank now uses the same
HR system across 23 countries.The system will be expanded in the coming years with the
objective of further global standardisation and optimisation of HR processes.
Remuneration policy
Remuneration is an important part of being an employer of choice. The HR vision report
states that 'remuneration is more than just pay', which is to say there are other contributing
factors, including a stimulating working environment, the opportunity to assume personal
responsibility, develop personal talents and work for an organisation in which you can take
pride. When it comes to Rabobank's remuneration policy, the bank pursues its own - relatively
moderate - policy in determining the amount of employee pay.
Annual Report 2013 Rabobank Group
