Management report
Corporate governance
Consolidated financial statements
Financial statements
Results in 2015
KP11
We support social initiatives in the communities in which we
operate with manpower, knowledge, networks and facilities
and we invest the equivalent of 3% of our annual profit in
social initiatives on a not-for-profit basis.
Results
In of profit
2015
2014 2020 target
Community not-for-profit investments
2.8
3.5 3%
Commitment of employees during work time to support community
initiatives1
Reported numbers of hours in thousands
2015
2014 2020 target
Local Rabobanks
117
101 n/a
Other organisational divisions
36
45 n/a
Local Rabobank members joined the Rabobank Foundation
numbers of banks 2015 2014 2020 target
Rabobanks joined a link-in project in
the Netherlands
Rabobanks joined an adoption project
abroad
61
65
64
73
80
n/a
KPI 2
By 2020, we will be supporting 1,000 new local collective
community-based initiatives achieving business success,
including 500 in the Netherlands and 500 in developing
countries.
New collective local community initiatives as declared by local
Rabobanks
2015
2014
2020 target
Sustainable power supply
110
113
Fibre-optic networks
28
34
Entrepreneurs' cooperatives
150
166
Care and neighbourhood
180
219
Other
242
333
Total
710
865
500
New collective local community initiatives
Numbers supported by Rabobank
abroad
2015
2014
2020 target
Farmers' organisations in developing
countries supported by partner banks
nb
nb
Number of initiatives supported by
Rabobank Foundation
230
nb
Total
230
nb
500
Note
Investing in vital communities in the Netherlands
Rabobank supports a large number of social initiatives in the
communities in which we are active. In addition, we use our
manpower, knowledge, network and facilities to strengthen
these types of activities. At our local member banks, we call
this 'cooperative dividend'. Our cooperative dividend totalled
EUR 62.2 million in 2015. Support through employee hours
increased to 153,000 hours in 2015.The objective is to invest
a minimum of 3% of Rabobank's profits each year in not-for-
profit social initiatives.The not-for-profit public investments
were lower than the target in 2015.This is mainly because of
the increase in Rabobank's net profit. In addition, the size of
the awards made by Rabobank Foundation decreased slightly,
caused by changing timelines and the reallocation of resources.
The five-year average of not-for-profit public investments
is 3.1%.
We consider our investments into vital communities as
a distinctive part of our identity. It shows that we as a bank do
more than just providing banking services. We would like to
create more awareness of this contribution, and the platform
Rabo Versterkt (Rabo Reinforces) helps do this. The challenge
for 2016 is to also increase awareness of these activities among
international group divisions. Our international branch offices
also make contributions through hours and sponsoring,
something that is not always visible enough to Rabobank's
central divisions.
Cooperative dividend
in millions of euros
2015
2014
2013
2012
2011
Cooperative funds
(Local Rabobanks)2
38.1
36.8
44.5
44.2
38.8
Donation from Rabobank and
other Group divisions
6.9
8.0
8.0
4.6
5.2
Rabobank Foundation (in the
Netherlands and abroad)
16.3
19.5
16.4
19.8
15.7
Other
0.8
0.9
0.8
0.7
2.3
Total community funds
and donations
62.2
65.2
69.7
69.3
62.0
1 The commitment of employees is based on an estimate by the
management of the units.
2 The calculation of donations from cooperative funds was adapted
in 2015 and has been corrected for all reported years.
56 Rabobank Annual Report 2015
