Contents Foreword Management report Corporate governance Consolidated Financial Statements Company Financial Statements Pillar 3
Retail Customers
KPI 8
The percentage of retail and private banking clients indicating that they are satisfied about how they can match their finances to their sustainable
ambitions with the appropriate products increases annually.
Methodology
We measure and report the progress of this KPI based on external annual client satisfactory surveys. These surveys are designed to collect information
about the services provided by Rabobank and the perception and appreciation by the client in the Netherlands. The survey includes a variety of
different aspects, sustainability is one of these aspects. The percentage is based on the number of clients who are 'quite satisfied' and 'reasonable
satisfied'.
Terminology
Matching the customer's finance to their sustainability ambitions means that Rabobank gives the customer advice on how financial affairs can be best
suited the wishes of the customer and the products Rabobank advises fit these personal wishes.
KPI 9
By 2020, more than 80% of clients from vulnerable populations will find that Rabobank does a good job managing their banking business.
Methodology
We measure and report the progress of this KPI based on external annual client satisfactory surveys for the group of vulnerable people. These surveys
are designed to collect information about the services provided by Rabobank and the perception and appreciation by the client in the Netherlands.
The survey includes a variety of different aspects, sustainability is one of these aspects.
Terminology
A large group of vulnerable people - senior citizens, people with low levels of literacy and those with learning difficulties - are finding it increasingly
difficult to do their banking independently. The fact that banking services are becoming more and more digitalised is leaving some people behind.
Rabobank is keen to remedy this situation because it's important to us that all our customers can continue to use our services.
Doing a good job is based on the number of clients who are 'quite satisfied' and 'reasonable satisfied'.
KPI 10
The percentage of retail customers reporting that they were satisfied with how sustainability was discussed in the client meeting increases annually.
Methodology
We measure and report the progress of this KPI based on external annual client satisfactory surveys. These surveys are designed to collect information
about the services provided by Rabobank and the perception and appreciation by the client. The survey includes a variety of different aspects,
sustainability is one of these aspects.
Terminology
Satisfied customers are represented by the percentage of clients who are 'quite satisfied' and 'reasonable satisfied'.
Our commitment
KPI 11
By increasing energy efficiency and by reducing and making mobility and other services more sustainable, we aim to further reduce carbon emissions
per FTE per year by 2020 by 10% from 2013.
Methodology
The climate footprint is calculated according to the most recent directives of the Greenhouse Gas Protocol (GHG) and the associated CO2 conversion
factors originate from, amongst others, DEFRA, CE Delft and the Dutch Emissions Authority. The operating information for the climate footprint report
is based on the period from 1 October 2015 to 30 September 2016.
Terminology
Increasing energy efficiency means that are committed to reduce our energy consumption as much as possible, for example by facilitating
teleworking in order to reduce employee travel time. Rabobank is also as sustainable as possible in its purchasing policies, attempting to use
renewable raw materials and contracts based on circular economic principles wherever we can.
KPI 12
By 2020, 80% of the Dutch public should associate Rabobank with sustainability in a positive way, along with at least one of the following topics:
sustainable agriculture and a sustainable food supply; and vital communities.
Methodology
We measure the perception of the Dutch public in close cooperation with external research organisations, among others, the Social Image Monitor -
an initiative of the Hope Glory agency which performs the research in cooperation with Motivaction.
Terminology
We defined four subgoals related to 'sustainable agriculture and food supply' and 'vital communities':
1 stimulating the sustainability of agriculture and food supply in the world,
2 helping food agri companies that are customers of Rabobank be economically successful,
3 supporting local and social initiatives with manpower, knowledge and money, and
4 supporting farmers and small businesses in developing countries.
KPI 13
Cooperative and sustainable banking forms an integral part of recruitment and selection and the training programmes for all employees.
Methodology
The number of specific sustainability trainings available (non-mandatory) is reported. This represents the trainings coordinated by the central
sustainability department. There is no data available yet related to sustainability in the recruitment and selection processes.
Terminology
To integrate sustainability into the heart of the organisation we are committed to explicitly address the topic of sustainability in our recruitment,
selection as well training processes.
KPI 14
We aim to increase our organisation's score on the criteria 'customer cooperation' and 'cooperative characteristics' in the employee survey each year.
Methodology
We measure and report the perception of employees using an annual employee survey. The survey includes a list of statements. These are in
alignment with the Sustainability Programme SST, Sustainably Successful Together. The score is based on the of employees who 'agree' or 'strongly
agree'
Terminology
Customer Focus' aspects
Rabobank has developed high levels of client loyalty
Rabobank effectively manages external business relationships with clients, partners, and stakeholders
Rabobank identifies and targets specific groups of clients with tailored offerings
Rabobank solicits feedback from its clients to improve its ability to meet customer needs
Managers communicate that products and services offered need to be in long term client interests
When making decisions, I assess the impact on Rabobank's clients and Rabobank
We make sure our systems and processes are client oriented
'Meaningfull cooperation' aspects
Rabobank maintains a network of external business partners
Rabobank works with external partners to help them perform well
Rabobank invests significant resources to build and maintain strong relationships with the community
Rabobank invests in relationships with government, regulatory, and consumer groups
It is always possible to combine our cooperative identity with our processes and procedures
In all its policies, Rabobank is mindful of the impact these policies will have on society
It is clear how the Banking for Food and Banking for the Netherlands objectives are translated into goals and milestones
Management encourages different part of Rabobank to work together to make improvements
Raboabank holds events to share knowledge and ideas across the organisation
Leaders in Rabobank (including my manager) create a sense of teamwork and mutual support throughout Rabobank
128 Rabobank Annual Report 2016
