Engaging with stakeholders
Our output and impact
Rabobank is very aware of the social role it has as a provider of financial services, and of its social
responsibility as a cooperative organisation. Also, because banks play a crucial role in payments and
lending to private individuals, businesses and other institutions, as a cooperative bank we are closely
involved in matters that impact the economy and society at large. This is why we are committed to
engaging with all our stakeholders, customers, members, employees, non-governmental organisations,
government agencies, media, politicians and supervisory bodies and other banks. We continuously
engage with our stakeholders by means of Member Councils, customer feedback platforms, task forces
with supervisory bodies, customer- and employee surveys, participation in sector initiatives, etc. (for
more details, please refer to Appendix 4. Through the stakeholder dialogues we gain useful insights
to improve our sustainability performance. This topic outlines the various dialogues we maintain on
relevant banking trends such as social and financial performance, legal policies, social issues and the
general public debate. Furthermore, Our CEO and other members of the Board frequently meet with
our employees, clients and other stakeholders to discuss progress on Rabobank's strategy, receive their
feedback and discuss the current developments in the financial sector and within Rabobank specifically.
Contents Foreword Management report Corporate governance Consolidated Financial Statements Company Financial Statements Pillar 3
Empowering employees
While the bank is going through times of transition, our
employees are - without exception - impacted by the changes,
either on a professional or on a personal level. At the same time
they must give shape to and execute the transition as they are
key to the successful implementation of the strategy of the bank.
In the recently held culture and engagement survey, Rabobank
employees worldwide were invited to give their feedback on
the progress of the organisational culture change. This feedback
has provided us with insight into how our employees think
the bank is developing and how they can contribute to this.
What they feel is going well and what can be improved, what
motivates our staff and what they need to be empowered.
A total of 17,000 employees completed the survey and,
additionally, provided many personal quotes. It expresses
a strong commitment from employees all over the world to the
organisation. The results of the survey show a few elements
on which progress is being felt, compared to two years ago.
But above all it gives the leadership clear guidance to achieve
substantial improvement in the working experience of staff.
For example in the area of more clarity on strategic direction,
management leadership, work environment and reducing
bureaucracy.
The bank's leadership considers the outcomes as an incentive
to the Executive Board, along with their direct reports and
chairmen of the local member banks and management of
the worldwide branches, to work hard on these points and to
contribute to the empowerment of staff.
'Empowered employees', one of the four strategic pillars of
Rabobank, centres on staff feeling supported in their efforts to
contribute to the strategic goals of the organisation. The bank
believes that employees feel empowered when they are
physically and mentally fit, an expert in their field and can cope
with a changing environment. This helps them take charge
of their own development. And it is necessary in a changing
environment and culture.
73 Our output and impact: engaging with stakeholders
