Gender diversity: 'women on top'
Although the male-female ratio at Rabobank is roughly equal, the sexes are unevenly distributed
among the various positions at the bank: the share of women is significantly lower at more
senior levels in the organisation.
We implemented a gender diversity policy in 2012 and in April 2014 Rabobank signed the
Talent to the Top Charter, a code which clearly stipulates how gender diversity is to be achieved
at the upper echelons of companies. While organisations are not required to sign the charter,
once they do they are bound by its provisions.
Members of the bank's top management have been attending diversity training in order to
become more aware of their own bias and prejudices. In addition, hundreds of female
employees attended lunches organised by Rabobank's female executives. They discussed with
each other - and with their male colleagues - the 'glass ceiling' that prevents women from
advancing in their careers. The bank also organised empowerment training for hundreds of
employees, in which they learn to take charge of their own career with greater determination
and confidence.
Despite these various efforts, however, we were unfortunately unable to achieve the targets set
in the past year. Nevertheless, the organisation has developed a much greater awareness of,
and increased its commitment to, the issue of gender diversity. We will redouble our efforts in
2015 to make diversity in all its facets even more of a priority at Rabobank. We remain
committed to ensuring that all talented employees are given equal opportunities to develop
within the organisation, irrespective of their sex, cultural or ethnic background, sexual
orientation or age. Indeed, we regard diversity as one of the most important management
issues of the coming years.
Vitality, resilience and absenteeism
Mindful that all effective organisations benefit from fit and healthy employees, Rabobank has
made absenteeism, resilience and vitality cornerstones of its human resources policy.
Having noted in 2014 that employees at local Rabobanks felt less engaged and experienced a
higher degree of work-related stress, we offer a variety of tools to help empower our people.
A total of 63% of employees of local Rabobanks reported feeling a sense of vitality in
2014 (2013:67%), while 68% stated that they felt 'engaged'(2013: 73%). 57% of employees have
proactively taken measures to shape their career (2013: 58).
45% of employees did not call in sick at all in 2014 (2013: 39%) and of the employees who did
report sick, 80% recovered within one week.
A relatively large number of employees of local Rabobanks were at risk of becoming
incapacitated due to a high workload or work-related stress. A total of 32% of employees
indicated that they were coping with higher workload pressure (2013: 30%); 16% were affected
by work-related stress (2013: 14%). Both of these key figures exceed the standards established in
the company Working Conditions Policy (25% and 15%, respectively). It should be noted that
there are marked differences between individual departments and positions.The scores
provided by advisors and employees in sales and marketing positions, for example, indicated
higher levels of workload pressure and work-related stress and a lower level of engagement.
Annual Report 2014 Rabobank Group
