Developing talent and competencies Our output and impact Our people are the most important keys to change within the organisation. We therefore work continuously on staff development, laying the foundations for them to provide the best possible service to our customers, now and in the future. Their personal and professional development is not only a valuable outlet for them to express their passion for the job - it also helps to contribute to the sustainable development of the bank. Contents Foreword Management report Corporate governance Consolidated Financial Statements Company Financial Statements Pillar 3 Three central themes To support our employees to execute the strategy of the bank and its four strategic pillars in particular, we have introduced three central themes for employee development: Empowering employees, Organisational performance health and Employee journeys. Empowering employees is about promoting clear and involved leadership, individual responsibility and risk awareness in all layers of the organisation. It requires professionalism and expertise, but also capacity for change. Organisational performance health turns not only on solid performance, but also on strong directional leadership to build a culture of continuous improvement and innovation. Our new performance management model GROW! supports our positive and short-cycle approach to performance management and development. The Employee journeys theme entails the optimisation and standardisation of HR services to improve career planning and development. Just like our customers, our employees want simple products and services, a high level of self-service where possible and, where necessary, personal support to do the best possible job. Employees are given the freedom to engage and develop themselves and their talents in an inspiring working environment, allowing for development that will ensure their continued ability to provide added value to customers, their colleagues and the bank. This is achieved through an innovative and effective approach to informing, inspiring and supporting our employees to continue to learn based on a commitment to learning and development. Our core values in recruitment We emphasise the competencies 'cooperation' and 'customer focus' in our recruitment, while painting a picture of our bank based on our cooperative identity. We see sustainability as a part of our cooperative identity and one of our core values. Sustainability is determined in function profiles and is part of the performance agreements and the employee's individual evaluation. We believe it is important that managers lead by example. All management courses encourage managers to integrate cooperative values into their daily work. Our Human Resources department is facilitating a process of restructuring the organisation. Although we realise that ourambition to introduce a systematic approach to sustainability in recruitment and selection has not yet been fully accomplished due to a staffing shortage in 2016, our ambition is deep-seated and we will introduce an action plan in 2017 aimed at achieving it. All new Rabobank employees are offered an introduction programme that explains our identity and core values. This programme also addresses how sustainability translates into daily practices. These topics are also addressed in the Rabo Global Traineeship programme. However, Rabobank is still in the midst of a reorganisation. Successive reorganisations led to an increase in job redundancies in 2016 as we continue to implement our new strategy. Rabobank feels a responsibility to assist employees whose positions have become redundant and is providing professional guidance to facilitate their search for another job. We introduced the 'active mobility' phase to allow employees in positions that will be subject to major changes to prepare for potential redundancies and to offer support in finding a new job within Rabobank or elsewhere. While some employees 98 Rabobank Annual Report 2016

Rabobank Bronnenarchief

Annual Reports Rabobank | 2016 | | pagina 397