Contents Introduction Management report Appendices Corporate governance Consolidated Financial Statements Company Financial Statements
The global trend of urbanisation continues unabated,
especially in the Netherlands. Some 55% of the world's
population currently live in cities, in 2050 this number is
likely to be 70%. Urbanisation is quickly broadening the gap
between the demographic and economic composition of
urban and rural areas.
Our fast-changing world demands ever more flexibility and
autonomy - a challenge for many people in many societies.
The global population is expected to grow to nearly 10 billion
people by 2050. Western countries are experiencing limited
growth.
Geopolitical unrest is undiminished.
Vulnerability and uncertainty in society are on the increase.
At the same time, society requires the business community in
general, and banks in particular, to show social responsibility
and we risk not meeting these expectations.
Stakeholder engagement
Given these far-reaching trends and disruptions we are fully
convinced there is a solid yet evolving place for a cooperative
customer-focused Rabobank, with the intent to serve clients on
their significant issues with material societal impact. We are
strongly aware of the social role we play as a provider of financial
services and of our social responsibility as a cooperative
organisation. Banks play a crucial role in payments and lending
to private individuals, businesses and other institutions, so we
are also closely involved in matters that affect the economy and
society at large.
We are committed to a strategic, constructive and proactive
dialogue with all our stakeholders: clients, members, employees,
investors, non-governmental organisations, government agencies,
media, politicians and supervisory bodies and other banks.
We engage with them by means of Member Councils, client
feedback platforms, client and employee surveys, participation
in sector initiatives, and other means. Our Managing Board
Members meet with clients, stakeholders and employees to
discuss progress on Rabobank's strategy, receive their feedback
and discuss general developments in the financial sector and
those specific to Rabobank.
This engagement gives us a clear view of what our stakeholders
believe is important and how they see Rabobank's role and
contribution to society. As such, we base the list of material
reporting topics in this report on the dialogues we had during
the year with our stakeholder groups.
O For more details of our stakeholder dialogues,
see downloads.
Value creation
Key inputs fuel our strategy and business model, allowing us
to fulfil our mission and vision, and maximise both our output
and our impact on members, customers, the society and our
employees.
Human and social capital
With the execution of our strategy, Rabobank remains focused
on human capital and empowering employees by encouraging
continuous learning, professionalism and entrepreneurship.
As a customer-focused cooperative bank with 1.9 million
members, 8.5 million clients and over 43,810 thousand fulltime
employees, Rabobank takes its role as a socially responsible
bank seriously. We participate in many local, sector and supply
chain initiatives and support both businesses and private
customers, as we continue to actively promote sustainability.
Intellectual capital
Rabobank's intellectual capital input encompasses 120 years
of banking knowledge and expertise in Food Agri. We use
our knowledge base to offer clients innovative products and
services in line with ongoing economic changes and social
trends. Rabobank offers knowledge and financial resources
to customers worldwide. We will continue to follow our value
creation model as we execute our strategy, allowing us to
remain a meaningful cooperative and a rock-solid bank with
excellent client focus and empowered employees.
Financial resources
Rabobank offers financial resources to customers worldwide.
Our products and services include banking, capital management,
leasing, insurance and real estate. With EUR 39.6 billion in equity,
EUR 340.7 billion in deposits from customers and EUR 160.4
billion in wholesale funding, Rabobank is a rock-solid bank with
strong financial capital and liquidity buffers for financial solidity
and high ratings.
Rabobank is committed to creating value for our stakeholders
and society at large. In today's world with changing client
behaviour, technological developments and a complex economic
environment, value is created through enduring relationships
with all stakeholders and responding to client needs efficiently.
Our value creation model gives a transparent view of our ability
to create value over the short, medium and long term. Our value
creation begins with three key inputs: human and social capital,
intellectual capital and financial resources.These inputs lead to
our business model, including Rabobank's mission, vision and
strategy. Finally, the output and impact section of the value
creation model is structured according to our 18 material topics
derived from the materiality matrix.
Rabobank Annual Report 2017 - Management report
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