Contents Management report Corporate governance Consolidated financial statements Financial statements Pillar 3
In the current collective labour agreement 2013 -2015 it
was agreed that there will be no collective pay rise in those
years. In the extended collective labour agreement 2016 it
is established that wages will not rise collectively in 2016.
We would like to emphasise however that we made this
decision in good conscience and in conjunction with the trade
unions. We consider it extremely important to act meticulously
and in accordance with the highest principles in parting ways
with employees, a great number of whom have served the
company for many years. In addition, the general pay freeze
is also consistent with Rabobank's wish to scale back its terms
of employment.
The social plan aims to avoid redundancy and forced dismissals
as much as possible. The Social Plan also provides for a phase
of'active mobility', as part of which employees whose position
will be eliminated in the near or more distant future will be
offered additional opportunities to find work, either within our
organisation or elsewhere.The plan provides that employees
who are made redundant will receive support from a mobility
centre. The plan also specifies severance pay to which the
employee is entitled.
Talent development and management
Rabobank invests in the career development of all employees.
Management and Talent Development (MTD) focuses on the
identification and development of talent and managers in order
to realise the strategic ambitions of Rabobank. Developing
talent and management is the primary responsibility of line
management. In this context, HR plays a facilitating role
by providing advice and by furnishing the right processes,
development programmes and systems recording employee
data.
The best people in the right places
The objective of talent management is to try to get the best
people in the right places.This is done through a group-wide,
uniform process of talent identification, talent development,
talent management, succession planning and appointments.
This input is discussed in our talent and rotary tables.
Periodically on the agenda of these tables room, is made for
discussing the talent pipeline and succession management in
the short and long term. Attention is also paid to diversity in the
composition of executive and managementteams.
Management
The provision of training for this group of employees is
regularly updated.This year we are working on redesigning
the management programme, in which a group of managers,
during a period of nine months, works on the improvement
of management skills in their current position.The offered
training opportunities are in line with the strategy and the four
themes of the management agenda of Rabobank. For new
inflows into the pool of directors at local Rabobanks, the
interim management programme being used has proven to be
successful for many years. Conducting interim assignments and
development go hand in hand in the IM process.
The members of the Executive Board and the supervisory board
have had several meetings on substantive issues (including
customers, innovation, risk and IT) in the framework of
Permanent Education. In addition, the Executive Board has paid
particular attention to culture in a number of off-sites.
Trainees
In addition to offering the current trainee programs, work is
being done on setting up a single international program for
potential talent.The revamped program is more in line with the
target audience and future requirements of the bank. There is
even more emphasis on aspects such as rotation, advancement
within the various parts of the bank, targeted career guidance
and matching at the end of the first year traineeship.
The market for young graduate talent is highly competitive,
in response to which further professionalisation of campus
recruitment activities will be required. We take various initiatives
and try to make top talent enthusiastic about Rabobank
while they are still undergraduates. For instance, we launched
RaboBattle, organised guest lectures by Rabobank employees
as well as 'deal teams'with colleagues, who visit their former
university city in view of the recruitment of future colleagues.
The policy of Rabobank also aims at the recruitment of talent
from less obvious disciplines. In addition, the bank aims to
attract as many men as women in order to build up a diverse
workforce.
Strategic Resource Planning
The Rabobank organisation is changing significantly and
therefore control of the quantitative and qualitative staffing
is increasingly important. Based on the strategy of the
organisation, it is necessary on the basis of a longer-term
perspective to get a view of the employees of the future and to
make an analysis of the potential gap with current staffing.
82 Rabobank Annual Report 2015
