Contents Foreword Management report Corporate governance Consolidated Financial Statements Company Financial Statements Pillar 3
Culture and Engagement Survey
New governance also requires new ways of analysing
employees' perceptions of their work. This year, for the first
time, a single culture and engagement survey was conducted
worldwide that covered a wide variety of topics. The newly
introduced survey replaces all other surveys on the topic.
Specific attention was devoted to the connection between
employees' day-to-day working experiences and the realisation
of Rabobank's strategy.
Even though the results show positive change in some
areas, in most areas the scores are lower than compared to
a similar (smaller scoped) survey conducted two years ago.
First and foremost, the results provide us with useful points for
improvement to clarify the bank's strategy, improve the overall
leadership and working environment and reduce bureaucracy.
Employees have indicated their engagement and support, but
have also voiced their concern. The transformation the bank is
going through indicates that employees are highly involved,
but at the same time also have feelings of concern.
The current plan is to conduct this extensive, global survey
annually. In addition to this, a 'pulse survey' will be introduced
in order to measure effectiveness of management interventions
on a quarterly basis. Furthermore, the bank is moving towards
a more integrated approach of managing financial and health
performance.
Because we see sustainability as a part of our cooperative
identity, we also measure our employees' attitude towards
sustainability through how they experience our cooperative
identity. In the global questionnaire we measured how
employees perceive their daily activities in relation to
Rabobank's strategy for the future, also in view of our
cooperative identity. In alignment with the sustainability
programme SST1, the questionnaire measures the topics
'Cooperation with the customer' and 'Characteristics of
cooperatives':
KPI: We aim to increase our organisation's score on the criteria
'customer cooperation' and 'cooperative characteristics' in the
employee survey each year.
Result of employee surveyCustomer focus'
'(strongly) agree', not including 'don't know'/ 'n/a'
Rabobank has developed high levels of client loyalty
62
Rabobank effectively manages external business relationships with
clients, partners and stakeholders
54
Rabobank identifies and targets specific groups of clients with
tailored offerings
49
Rabobank solicits feedback from its clients to improve its ability to
meet clients needs
78
Managers communicate that products and services offered need to
be in long term client interests
69
When making decisions, I assess the impact on Rabobank's clients
and Rabobank
90
We make sure our systems and processes are client oriented
56
Result of employee surveyMeaningful cooperation'
'(strongly) agree', not including 'don't know'/ 'n/a'
Rabobank maintains a network of external business partners
77
Rabobank works with external partners to help them perform well
65
Rabobank invests significant resources to build and maintain strong
relationships with the community
80
Rabobank invests in relationships with government, regulatory, and
consumer groups
73
It is possible to combine our cooperative identity with our processes
and procedures
47
In its policies, Rabobank is mindful of the impact these policies will
have on society
67
It is clear how the Banking for Food and Banking for the Netherlands
objectives are translated into goals and milestones
42
Management encourages different parts of Rabobank to work
together to make improvements
45
Rabobank holds events to share knowledge and ideas across the
organisation
41
Leaders in Rabobank (including my manager) create a sense of
teamwork and mutual support throughout Rabobank
61
n=17,232
The results show a clear consciousness of employee decision
making on impact of the bank (90%) as well as an awareness of
our role within the community (80%), fitting the sustainability
ambitions. Simultaneously only 42% recognises a clear
translation of our strategies to goals. We expect to see
an increase in this result as 2016 was only the first year in which
the strategies were operational.
The new employee survey has posed different questions from
other surveys performed in previous years, even though themes
remain similar. The scores can therefore not be compared to
the 2015 figures. The above presented scores are a subset
belonging to the topics 'Customer focus' and 'Meaningful
cooperation' of the complete survey.
The results have been shared with the board and the direct
reports, and subsequently with all other employees.
100 Rabobank Annual Report 2016
