work, either within our organisation or elsewhere. The plan provides that employees who are
made redundant will receive support from a mobility centre and specifies the amount of
severance pay to which the employee is entitled.
Culture Collective culture programme
We are aware that our actions are closely scrutinised by the outside world and that the trust
of the community is no longer a given and must be earned. In fact, we have found that our
customers wonder whether we do always act in their best interest and whether we provide
them with the services which they are entitled to expect. It is this loss of confidence and trust
that served as the impetus for the 'Culture Collective'culture change programme.
Rabobank conducted a global culture survey among its employees in early 2014. Our people
made it very clear in their responses that they would like to see a change in this culture.
Based on the principle that leading by example is the most effective form of leadership, we
decided to initiate this culture transition at the management level.
Our culture programme focuses on our day-to-day interactions with our customers and each
other. We want each and every employee to contribute in their own way to Rabobank's objective
of reclaiming its position as the bank whose customers feel they come first, of which we can all
be proud, and where we all enjoy working. We challenge each other to make this effort, remind
each other of the importance of honouring our commitments, hold each other accountable for
our statements and allow others around us to hold us accountable at the same time.
The board of directors of local Rabobanks and management teams at Rabobank Nederland
were invited to become involved in Culture Collective along with their teams. This enabled
them to initiate the culture transition at their own bank or in their own department.There are
currently 108 teams involved in this process in total, supported by 340 Rabobank culture
coaches, who are in charge of supervising the process. Employees outside the Netherlands have
attended a behaviour workshop. The employees in the Netherlands will also be invited to
complete this workshop in 2015.The internal dialogue on culture and the desired behavioural
change is conducted through employee meetings, blogs and internal social media.
The programme will run until the end of 2015. Rabobank subsidiaries DLL and Rabo Real Estate
Group have since launched their own culture programmes.
Banks in the Netherlands have drafted the Future-oriented Banking package, which contains a
Social Charter and rules of conduct for all employees in the financial industry and an updated
Dutch Banking Code (including the bankers'oath and corresponding disciplinary scheme).
Rabobank employees will be engaging in a debate with each other in 2015 about the bank's
values and the significance of these values in their day-to-day work. In the Netherlands, those
participating in the internal debate are asked to take and sign the bankers'oath. We regard the
act of signing and taking this oath not so much as a legal obligation but, above all, as one of
the stages of our journey towards establishing a culture of openness, transparency and
customer focus.
Talent development and management
Rabobank encourages young talent, ambitious colleagues, seasoned professionals and
experienced managers to give their very best to the organisation. This is important not only
because it enables our bank to achieve the best results, but also because it helps employees
to remain motivated, challenged and content.
Annual Report 2014 Rabobank Group
