Appendix 2 Sustainably Successful Together
Appendices
Contents Foreword Management report Corporate governance Consolidated Financial Statements Company Financial Statements Pillar 3
With the SST memorandum in 2014, Rabobank established
its commitment to integrating sustainability into all relevant
policy processes, products and services. The progress of the
implementation of the memorandum is a recurring topic for the
Executive Board, the Supervisory Board, in the annual plans of
our divisions, internal and external reporting and performance
management. The objectives which are translated to Rabobank
Group are a fully integrated part of the management cycle.
Responsibility for sustainability within the Executive Board lies
with Mr. Berry Marttin. During the reporting year, members of
the Supervisory Board met to discuss various issues related to
sustainability as well as the implementation of the SST strategy.
Each group division is responsible at management level for the
implementation of SST and has set their objectives accordingly.
At local Rabobanks, each board member is responsible for
sustainability within their portfolio.
In 2016, Rabobank Group divisions began or continued to draw
up plans and implement activities that contribute to the goals
of the SST memorandum. Progress is reported to the Executive
Board and the Cooperative Issues Committee (CIC). Divisions
such as Wholesale and Retail Customers Private Banking have
made good progress by rolling out specific products such as
a Sustainability Bond and the green mortgage.
The sustainability ambitions of Rabobank are captured in
14 KPIs. These ambitions are fully embedded in our strategy
and each KPI is managed, monitored and reported as part of
ourdaily business operations.
In addition, central cooperative projects such as the
client photo were extended in 2016 to Wholesale Clients.
Local Rabobanks have also organised their own activities,
such as Smart Renovation markets, where customers who are
homeowners had the opportunity to meet corporate clients
from the sector who offer energy-saving solutions. Based on
the current sustainability performances outlined in this report,
we are satisfied with the progress of the implementation of
our 2020 ambitions. But more attention is needed to ensure
progress is made within all entities at the desired speed. Also,
some activities can change over time, leading to different
results, as, for instance, in the case of KPI 14, the employee
survey which measured new items this year with respect
to 2015.
One challenge Rabobank has faced in 2016 with regard to
its sustainability ambitions was the regrettable fact of the
departure of many colleagues from Rabobank due to the bank's
restructuring. This also meant that we could no longer rely
on the involvement of certain employees who had previously
been active in this area. Updating of entity plans for 2017 will
mitigate this side effect of reorganisation.
In 2016, we also invested in preparatory work for further
integration of sustainability into our reporting standards and
systems and the enhancement of data quality. This includes
a modernised digital reporting system for sustainability topics.
These efforts will start to bear fruit in 2017.
The sustainability department oversees the progress on the
sustainability KPIs and also handles reporting and stakeholder
management in the area of sustainability for Rabobank Group.
We measure progress every year and report on it internally and
externally. Rabobank strives to ensure continuous improvement
in its sustainability performance and communicates
transparently on related activities.
We measure our progress in achieving our ambitions of
sustainable development by 2020 with KPIs. In the SST
memorandum, we define 14 group-wide sustainable KPIs,
divided over five themes:
1. Vital communities
2. Sustainable agriculture and food supply
3. Corporate clients
4. Retail customers
5. Our commitment
The table below shows each of the KPIs. Progress on these KPIs
is measured with information obtained from both inside and
outside the organisation. Each KPI is managed, monitored and
reported as part of our daily business operations. A number of
KPIs have an absolute target. Others, especially the results of
customer and employee surveys, are relative targets.
125 Appendices: appendix 2 Sustainably Succesful Together
