Encouraging diversity and equality
Our output and impact
In addition to more attention for gender diversity, 2016 saw specific attention devoted to the
promotion of overall cultural diversity, creating employment opportunities for people with
an occupational disability, and the acceptance of LGBTI, as illustrated by the fact that Rabobank
joined the Amsterdam Gay Parade for the first time. Rabobank signed the Charter Diversity (Charter
Diversiteit in Bedrijf) in May 2016, demonstrating our commitment to promoting workplace diversity
and inclusiveness. Our Diversity Board, comprising directors of both local and central units and chaired
by a Supervisory Board member, meets each quarter to monitor policy compliance and realisation
of targets.
Contents Foreword Management report Corporate governance Consolidated Financial Statements Company Financial Statements Pillar 3
Diversity and inclusiveness
Diversity is an integral part of the Rabobank's strategic
objectives, as we strongly believe that a more diverse staff
profile will enable us to better understand and serve our
customers. Effort has been invested in raising awareness
and communication. In addition to training and workshops,
communication is a key means of achieving these goals. This is
why we have included diversity in our profile description on
Rabobank.com, and why we are now publishing a biannual staff
magazine focused on diversity. It is also the reason why dozens
of meetings are organised by the various networks now at our
disposal. The Agora network, for example, in which Rabobank
is participating, organises a cross-mentoring programme for
multicultural employees, and Rabo Women has run over 40
events on topics including leadership, diversities, corporate
responsibility, role models and work-life balance. The 'Rainbow'
LGBTI network was responsible for Rabobank's participation
in Amsterdam Gay Pride for the first time, and various bank
entities have organised festivities as part of Roze Zaterdag (Pink
Saturday) and Coming Out Day. Rap aan de Slag (a network for
people with extra challenges in life) organised an inspirational
event with Paralympian Bibian Mentel and others, and the
bank's youth network Jong en Wij(s) Rabo devoted attention to
generational differences and the added value they can provide,
along with a range of other activities.
Development is slow but steady in terms of the target figures
that have been set for gender diversity. Growth was strongest
among the top 50, or the directors who must report directly to
the Executive Board. While the figures were at 11.9% at year-end
2015, they had risen to 23.8% by the end of 2016, representing
almost a 12% increase. Programmes such as sponsoring,
boardroom coaching, cross-mentoring and empowerment
workshops are in place to further encourage the advancement
of women to executive roles.
A culturally diverse working group has developed a long-term
plan for the promotion of cultural diversity in the work force
and customer base, with a focus on commercial opportunities
within multicultural society. Our marketing communication
campaigns can still be tailored more effectively to our various
customer target groups. Best practices will be shared more
extensively throughout the organisation in 2017.
Despite the reorganisation and downsizing, half the local
Rabobanks have succeeded in reserving positions for employees
with an occupational disability. One-third of local Rabobanks
have also contracted external suppliers (for catering, cleaning and
reprographic services) to promote labour participation among the
target group, and 58% of local Rabobanks are involved in regional
and other network initiatives for the creation of employment
opportunities for people with an occupational disability.
102 Rabobank Annual Report 2016
