them because Rabobank Farm was to sign a contract with a Polish-based company. Rabobank
organised a food and agri conference following the state visit to Japan. A bank delegation also
took part in the economic missions to Indonesia, Brazil, Turkey, Vietnam, Congo, India and Peru.
The bank has set out its standpoints in a series of position papers, which are also available on
our corporate website. In 2014, we described our policies concerning big data, lending,
sustainability and other issues.
Click here to read Rabobank's standpoints.
Societal stakeholders
In a 2014 survey in which several key stakeholders were asked to rate Rabobank based on
various criteria, we received a median score of 5.5, which is equal to the median for the banking
industry as a whole.
We received the highest ratings from regulators, politicians and industry associations, all of
whom cite leadership, management, future vision and public debate as key criteria.
We found that the most critical entities were public interest organisations. They tend to be most
concerned with achieving the particular public mission they represent.
The 2014 survey respondents valued the direct relationship with Rabobank over our general
reputation. We received an average score of 6.4 (i.e. all categories combined).The score
respondents awarded us for their relationship with us ranged from 7.6 from regulators to 4.9
from public interest organisations. If we are to restore public trust in our bank, good
relationships and open and constructive dialogue are essential.
Average score per stakeholder group
Reputation of Rabobank
Relationship with Rabobank
Regulators
5.9
7.6
Politicians
5.9
7.0
Industry associations
5.8
6.6
Journalists
5.7
6.2
Consumer rights organisations
5.6
6.1
Government
5.3
6.2
NGOs
4.4
4.9
Total assessment
5.5
6.4
The scores are based on the Stakeholder Reputation Insights survey initiated by research
company Motivaction. The survey was first conducted in the summer of 2014 among 78
representatives of seven stakeholder groups, who scored us on more than 40 categories.
The main areas for improvement for Rabobank as indicated by the stakeholders surveyed:
Customer focus (i.e. a more personalised approach)
Active participation in the public debate
Demonstrating leadership and vision
Revealing our identity as a cooperative organisation
Rabobank intends to conduct the Stakeholder Reputation Insights survey again in 2015.
Meaningful cooperative
