Contents Management report Corporate governance Consolidated financial statements Financial statements Pillar 3
Vitality
Vitality is the basis of resilient employees. In 2015 as
well, employees were encouraged and facilitated to take
responsibility for their vitality. This year the emphasis was
on a 'proper conversation' between employee and manager.
Topics in 2015 were: Family care, Working together for
vitality, Moving together and Sharing together. In the vitality
campaigns, the information and available tools are always
referred to. On the HR portal, employees will find a digital
vitality scan, providing insight into the degree of vitality, while
giving tips on how to improve vitality. In 2015, the vitality scan
was completed 3,047 times.
Work-related stress
The cause of work-related stress lies partly in the organisation
of work and partly in the way in which employees and
managers deal with pressure and uncertainty.Therefore,
a proper approach to work-related stress focuses both on the
organisation, the manager and on the individual employee.
In 2015, the Occupational Health and Safety Service launched
targeted advice to departments/banks with peak scores
on work-related stress. Rabobank also participated in the
national campaign Check Your Work-related Stress. During this
campaign, employees and executives of Rabobank were held
accountable for their role in work-related stress. The Executive
Board has contributed to the campaign by acknowledging
the high stress levels at Rabobank, taking responsibility for
work-related stress, for example, by calling on people to jointly
address work-related stress and by inviting employees and
managers to talk to each other.
Industrial Relations Disputes Procedure
The Industrial Relations Disputes Procedure provides managers
and employees with the opportunity to submit an awkward
situation to an impartial and independent third party.The aim
of the advisors/mediators is to, insofar as possible, have
differences of opinion settled in the workplace by the parties
themselves, preferably as part of an open discussion between
the bank and the employee. If this does not succeed, or if the
possibility exists that the mutual relationships will get too
burdened, the Disputes Committee may be asked to issue
a binding decision.
In 2015, the majority of disputes was related to the functioning
of an employee, whether or not in combination with
organisational changes and/or concerns regarding future
prespects. Many employees suffered from uncertainty or the
fear that they would lose their position or their employment
at Rabobank altogether.The mutual working relationship and
application of terms of employment also played an important
role.
254 disputes were dealt with in 2015 (2014: 243) by the GRA
(Industrial Relations Disputes Procedure). In 197 cases, disputes
were handled by means of advice; arbitration took place 24
times and mediation 24 times.The Industrial Relations Disputes
Committee was presented with nine files. The Committee
issued a binding ruling on 8 occasions, after having consulted
with both parties, both in writing and orally. For one file parties
reached a solution prior to the session.
85 Corporate social responsibility report
