Contents Management report Corporate governance Consolidated financial statements Financial statements Pillar 3
We use Key Performance Indicators (KPIs) to measure the
progress towards realising our sustainability ambitions; sharing
our results with our stakeholders via various channels such as
the Annual Report, infographics, publications and in periodic
meetings. We enter into dialogues with our stakeholders and
sometimes adjust our goals as a result. We hope to be ranked
by independent rating agencies as one of the most sustainable
globally operating general banks by 2020. We have established
fourteen group-wide sustainability KPIs for our five sustainability
goals. We will discuss these KPIs and our scores in 2015 in more
detail from section 3 onwards.
O Read background information about Rabobank's
sustainability policy here.
O Click here for the full document containing our
sustainability ambitions.
Management and organisation
With the Sustainably Successful Together memorandum in
2014, Rabobank established its sustainability as part of all
relevant policy processes, products and services.The progress of
the implementation of the memorandum is a regular topic for
the Executive Board, the Supervisory Board, the annual plans of
our divisions, internal and external reporting and performance
management. The objectives are translated for each division of
Rabobank Group as a fully integrated part of the management
cycle. Responsibility for sustainability within the Executive
Board lies with Berry Marttin. During the reporting year, the
Supervisory Board met (in a plenary session and in committees)
to discuss various issues related to sustainability as well as the
implementation of the Sustainably Successful Together strategy.
Each group division is responsible at management level for the
implementation of Sustainably Successful Together and has set
their objectives accordingly. At local Rabobanks, each board
member is responsible for sustainability within their portfolio.
In 2015, Rabobank Group divisions began or continued to draw
up plans and implement activities that contribute towards the
goals of the Sustainably Successful Together memorandum.
Progress is reported to the Executive Board and the Cooperative
Issues Committee (CIC). Divisions such as DLL and Retail
Customers Private Banking have made a good start and have
already rolled out specific programmes such as Life Cycle Asset
Management (page 64) and Banking Together (page 66).
Other divisions have first devoted themselves to
exploring the possibilities and identifying future activities.
In addition to central cooperative projects such as the client
photo (page 65), local Rabobanks have also organised
activities themselves, such as twenty Smart Renovation markets
where customers who are homeowners had the opportunity
to meet corporate clients from the sector who offer energy-
saving solutions. These events will be organised by more local
Rabobanks in 2016.
Based on the current sustainability performances outlined in
this report, we are on course to reach our sustainability goals
by 2020. Points that still require special attention are the pace
of the implementation of the goals of Sustainably Successful
Together and the consistency between entities. In 2016, our
group's various divisions' plans will be updated to bring the
work a step closer to the goals for 2020.
There are a number of challenges in the period ahead for the
implementation of our sustainability ambitions. A challenge
facing all group divisions is the fact that implementation of
our sustainability ambitions coincides with radical decisions
regarding strategic policy. The new strategy of which
Sustainably Successful Together is part of emphasises the
importance of sustainability for Rabobank.
We will also continue to develop initiatives launched in 2015.
One example is the client photo.The client photo is already
being used at our local Rabobanks, but the quality of the data
still needs improving so that we can make even better use of
it for customer meetings regarding sustainability. Our foreign
offices are facing the challenge of finishing the technical
implementation process for the client photo and feeding
data into the client photo systems about our customers'
sustainability performances. In addition, reducing C02 emissions
per FTE at group level will be a challenge. With fewer people
and increasing virtualisation, the goals formulated for 2020 are
highly ambitious.
Finally, the KPI reporting procedures require further
improvement. We are developing new reporting procedures
for KPIs, which requires better data. This applies to measuring
sustainability in the recruitment and selection process, for
example, and refining how we measure sustainability in our
customer satisfaction survey for business customers.
53 Corporate social responsibility report
