specific objectives. In addition, a number of workshops will be held devoted to desirable
behaviour, and employees are encouraged to engage in debate with one another on individual
and team behaviour.The international evaluation policy will likewise be reviewed.
Rabobank will focus both on employee accomplishments and, specifically, on how they go
about this. They will subsequently receive proactive feedback.
Investing in employees
The interests of our customers and their changing needs form the basis for the changes that
will help us create the bank of the future. Apart from requiring fewer positions and fewer
employees, the actual results and competencies Rabobank expects from their people are
changing as well. Leadership development has therefore become a key focus.
Treating Customers Fairly integrated into Performance Management
Rabobank expects employees to keep their knowledge and competencies up to date and to
continue developing their skills and talent.The Performance Management (PM) review cycle in
place at the bank plays a key role in this process. In these reviews, managers and employees set a
number of targets together relating to results and competencies for the upcoming calendar
year. Their dialogue is aimed at doing the right things the right way, with treating customers
fairly serving as the basis for all our customer services.
Professional skills
The new statutory requirements under the Dutch Financial Supervision Act (which took effect
on 1 January 2014) set new standards for professional skills in 2013. All consultants operating in
areas covered under the Dutch Financial Supervision Act must be in possession of all externally
recognised diplomas if they wish to become independent consultants. In order to comply with
the new legislation, a 2-year transitional period applies (until 1 January 2016). In 2013, all
statutory requirements were translated into requirements for individual positions at the bank,
and employees received support in properly preparing for the upcoming qualification. For the
advisers employed by the bank, this means that 13,000 employees will be required to obtain
around 20,000 diplomas in all. The new requirements are therefore in line with Rabobank's
objectives to be the best bank in terms of advice by 2016.
Professionalism
The continuing Professional Education (PE) programme for Local board of directors members
and supervisory directors of local Rabobanks has been further expanded in the past year.
The emphasis in the range of courses on offer is increasingly on short meetings that focus on
current events and in which supervisory directors and Local board of directors members learn
to directly apply the knowledge gleaned on a day-to-day basis. In addition, a number of
meetings have been held to discuss the background vision and implementation of Vision 2016.
This trend will be continued in 2014 with an updated range of continuing PE programmes.
Members of the Executive Board and the Supervisory Board of Rabobank Nederland also
participated in the various meetings relating to continuing PE.
Leadership
Strong (personal) leadership is required in order to effectively supervise and manage the
changes described. At the group level, Rabobank offers development programmes for talented
employees, along with a management curriculum. In 2013, a total of 86 employees participated
in these talent development programmes, representing local Rabobanks, Rabobank Nederland,
Annual Report 2013 Rabobank Group
