Corporate social responsibility report
Empowering employees
One of the strategic pillars of the bank is Empowered employees. This particularly reflected in the
attention that is being given to embedding the culture transition processes that have been initiated,
an integrated approach to talent and management development, and diversity.
The results of the culture survey indicate that the employees see a beginning of the desired change,
but that we are not there yet. Colleagues worldwide discussed dilemmas in the workplace together
during the Values Week in June.
In striving for continuity of the organisation, talent management focuses on sufficient potential for
key positions. Developments within Rabobank and in the labour market have led to a renewed global
traineeship. In an organisation that is shrinking, it is necessary to recruit young talent that is committed
to the strategic goals of the bank. It is therefore necessary to be an attractive employer. Employees who
have to leave because of the bank reorganisations are given help in finding a new job inside or outside
the bank.To support the diversity policy, a diversity board was established.The bank does not want to
leave any talent untapped: we are convinced that diversity contributes to a better bank both for our
customers and for our employees.
In 2015 preparations started for the transition to the new cooperative, operational since 1 January 2016.
Working as one cooperative also means that cooperation will play an even greater role. From January
1, all employees are employed by the same Rabobank. This will further reinforce the joint ambition to
continue to improve our customer service.
Contents Management report Corporate governance Consolidated financial statements Financial statements Pillar 3
Participation
Within Rabobank, we frequently organise consultations on
participation, both formally and informally. In view of the
new governance as of 1 January 2016, in the spring of 2015
(Rabobank Nederland Works Council and Group Works Council
of Affiliated Banks) a dialogue was started with the relevant
works councils to achieve a new participation structure.
This process is in the final phase and implementation is
expected mid-2016.
Employment, workforce reduction and social plan
As a result ofVision 2016 at Rabobank in the Netherlands
between 2012 and 2016, around 6,000 jobs have been lost and
3,000 more will go. In December, it was announced that in the
period 2016-2018, the number of jobs will decrease by 9,000,
mainly in the back office and the supporting services of the
bank. This is in view of the envisaged increase of performance,
and the resulting efficiency improvements that all business
units will make. At year-end 2012, Rabobank employed a total
of 41,858 people in the Netherlands, at the end of 2015 this
number has decreased to 34,105. These figures do not include
external employees.This loss of jobs is necessaryto remain
a strong bank in the future as well. A bank that anticipates the
changing customer behaviour and that continues to strengthen
the Dutch economy. Thereby we would like to offer our
employees as must perspective as possible.
Rabobank maintains its own Collective Labour Agreement (CLA).
In order to ensure that the workforce reduction proceeds as
scrupulously as possible, the bank signed a Social Plan with the
trade unions in 2013, as part of the Agreement for 2013-2015.
The negotiating partners agreed in 2014 that the Agreement
would be renewed until 2016, including the Social Plan.
This ensures that the employees who are to be made redundant
between now and the end of 2016 will clearly be informed
about the way they will be supported and about the terms of
severance that will apply.
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