Empowered Employees
Contents Introduction Management report Appendices Corporate governance Consolidated Financial Statements Company Financial Statements
HR Mission
The changes that Rabobank is going through have a significant
impact on our employees. After all, they are not only shaping
the transition through the implementation of key improvement
initiatives, but they also continue to feel the consequences of
these changes in their own work environment. Unfortunately
many of our employees have had to leave the bank. This is
not easy and we understand that it is really difficult for all our
employees. Attention and careful guidance is required for
employees who leave our organisation, to help them with new
opportunities and end their time with us in a good fashion.
It also requires attention towards our employees who are
staying. We believe that if you do this well and respectfully,
you can mean a lot for all employees.
It is our people that make our bank and it is HR's mission to
create the best possible context to excel. It is our people who
define who we are as Rabobank. In cooperation with our
employees we enable our customers ambitions and those
of Rabobank itself. We are most successful by being the best
version of ourselves, continuously developing ourselves and
reinforcing each other. We need to increase momentum every
day as change is the new constant.
People experience is the foundation of our HR strategy. We are
striving for a sound HR organisation and an excellent working
experience for our employees by providing well-oiled HR
operational processes and ensuring a sound HR organisation.
Besides adaptability, vitality and craftsmanship our strategic
HR pillars are leadership, talent and culture. We are going to
accelerate these topics in 2018 as they are of high strategic
importance for the bank. They provide the context in which
employees and the bank itself can develop. The HR strategy is
structured so that our employees can be happy people who
make sure our Rabobank customers are happy.
Dilemma Ups and downs of Staff reduction
Because of the transformation of our organisation, we
have unfortunately had to let members of staff go. The
reduction of staff is impactful for employees leaving the
bank as well as for the remaining employees. It also led to
a loss of historical context and knowledge. By working in
teams we transfer, share and keep this knowledge within
our organisation as much as possible.
Mobility Centre SamenWerkt!
The internal and external changes affect our employees.
SamenWerkt! la a mobility centre that supports those
employees whose job is affected by these changes by helping
them to look for a new job, inside or outside the bank. Staff
whose positions have become redundant are now eligible for
mobility support for a period of six months. Employees take the
lead in determining their specific needs to find a new perspective.
This approach is starting to pay off. In 2017,around 1,150
employees registered for SamenWerkt!. Approximately 25%
signed up for the entire support programme to help them find
other work. The initial figures show that 46% of this group found
a new job or started their own business within six months of
being made redundant. Employees rated the support from
SamenWerkt! at 7.0 on a scale of 10 and were satisfied with the
quality of the support. In 2018 we will adopt a more proactive
approach, where the employees will be supported already
in the active mobility phase. Research shows that the sooner
employees start working on a new perspective, the more
successful they are in finding other work.
Number of employees
Number of internal employees (in FTEs)
Number of external employees (in FTEs)
Total number of employees (in FTEs)
Adaptability
The Future of Work
At Rabobank, we are analysing how economic, technological
and social changes affecting the global economy will influence
our work. We use HR analytics and strategic resource planning
to understand which parts of Rabobank will be most affected
by these changes.These developments demand agility from our
organisation and our employees. Rabobank wants its culture
to reflect this agility and manoeuverability by encouraging a
culture of continuous improvement and learning from best
practices. In 2017 our Future of Work team gave presentations
and workshops to raise internal awareness about the changes
that are reshaping our work.
Vitality
We value and nurture our staff's health and vitality. Health is
not just measured by the absence of illness, but is increasingly
regarded as the ability to deal with life's physical, emotional and
social challenges, while retaining as much individual control as
possible. We believe vitality encompasses the body and mind
and that everybody is responsible for their own journey.
2017 2016
37,170 40,029
6,640 5,538
43,810 45,567
Rabobank Annual Report 2017 - Management report
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