Contents Management report Corporate governance Consolidated financial statements Financial statements Pillar 3
Future
In 2016, the culture within Rabobank will remain a focus of
attention.There will be new meetings, tying in with the strategic
themes of the implementation agenda Rock-solid bank and
Empowered employees and Meaningful cooperative. Several
events have been organised, including the Values Week and the
Week of Cooperation, where we talk to each other about our
values and our own behaviour across domains and hierarchical
levels. We then anchor the culture movement awareness into
existing internal programs, meetings and structures.
Diversity, a question of doing
As from 2012, the diversity policy was mainly focused on
gender diversity, but this was widened in 2015. Rabobank is
committed to a culture in which we do not exclude anyone,
where everyone feels valued and where all talents are used,
regardless of one's gender, cultural background or sexual
preference.Through more diversity, we become a better bank in
all respects, both for customers and employees.
To ensure commitment and involvement from the top,
a diversity board has been set up. It consists of two members
of the Executive Board and a number of directors of central
units and local Rabobanks.The diversity board oversees the
implementation of the diversity policy.
Targets are set for the proportion of women at the top of the
company. In 2020, the top tier of Rabobank should consist of
30% women and the second tier of 40% women. Although
we still need to take significant steps in this respect, 2015
sawa positive trend in appointment of women at the top.
At executive management level, the proportion of women
increased slightly from 12% to 14%. This is the result oftargeted
measures, such as the participation of women in management
and talent development meetings, the agreement that there
should always be 20% of women on the short-list and the
sponsoring of female talents.
Agreements have also been made about the deployment of
people with a work disability. According to the agreements,
made between social partners, to make 100,000 jobs
available to people with an occupational disability, it was
agreed within Rabobank that each local Rabobank and each
central department should at least have one job occupied
by an employee with an occupational disability in the
coming years.
Finally, we also strive to reflect society from a cultural point of
view. With a number of ambassadors of local Rabobanks and
central units, therefore, at the end of 2015 a long-term plan was
initiated. In 2016, this plan will be implemented.
12 October was dedicated to Coming Out Day, organised
by the Rainbow network for lesbian, gay, bisexual and
transgender (LGBT) employees within Rabobank Group.
Vitality, resilience and absenteeism
A good organisation has an interest in healthy employees.
For this reason, Rabobank attaches a lot of importance to
vitality, resilience and minimising absenteeism. We noted in
2015 that employees at local Rabobanks felt less engaged and
experienced a higher degree of work-related stress. Therefore,
we offer a variety of tools to help empower our staff.
A total of 64% of employees of local Rabobanks reported feeling
a sense of vitality in 2015 (67% stated that they felt'engaged').
59% of employees have proactively taken measures to shape
their career.
46% of employees did not call in sick at all in 2015 (2014:45%).
Of those who called in sick, 80% were back at work within
a week (2014: 80%).
In 2015, a relatively large number of employees were at risk of
becoming unfit for work due to a high workload or work-related
stress. 31% of the employees of Rabobank in the Netherlands
have an increased workload. 18% suffer from work-related
stress. Both of these key figures exceed the standards
established in the company Working Conditions Policy (25%
and 15%, respectively). It should be noted thatthere 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.
The absenteeism of Rabobank employees increased in 2015
by 0.03% compared to 2014 (3.69%).This 3.72% is marginally
higher than the norm of 3.7%. 46% of long-term absenteeism is
related to psychological problems (2014:46%).
The rate of work-related absenteeism fell slightly in 2015.
The abseentism of 28% of all employees who were ill
for an extended period of time was related to the work
situation (2014:29%1).The causes of work-related absenteeism
include mental and psychosocial factors and impaired working
relationships.
In 2015,68% (2014: 71%) of trusted persons were consulted; by
an average of 2.5 workers (2014: 2.2).
1 From 2014, work-related absenteeism has been recorded in a slightly
different way. The percentage of 32% for 2014 after recalculation
amounts to 29%.
84 Rabobank Annual Report 2015
