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The four dimensions of Rabo Leadership
RABO
LEADERSHIP
Contents Introduction Management report Appendices Corporate governance Consolidated Financial Statements Company Financial Statements
Rabobank offers support and encouragement to employees to
take personal responsibility to achieve and retain vitality.The
tools we offer vary from digital tests and information sessions
to courses, workshops and one-on-one support covering areas
such as work-related stress, resilience and absenteeism.
RaboVitality
As part of our vision on health, we launched RaboVitality last year.
In this one-year programme, the employees learn to change their
behaviour and to able to strengthen their vitality. The RaboVitality
programme includes a digital platform and an app called Boost!,
which was used by 174 teams last December.The programme
also includes events such as Boost your Summer, participation
in a run and a RaboVitality Lab in Utrecht, where employees can
use innovative tools which facilitate a vital workplace.
Absenteeism
Absenteeism rates rose to 4.03% in a rolling 12-month period in
2017, exceeding the 2016 figure of 3.61% and the Occupational
Health Safety (OH&S) standard of 3.7%. 54% of the long-term
sick leave is related to mental health problems (47% in 2016).
About 30% of long-term sick leave is related to work, with half
of these cases caused by psycho-social factors, and the rest
related mainly to labour relations and conditions. Of those
absent due to sickness, 78% had returned to work fully within
the week (79% in 2016). In 2017, 50% of employees never called
in sick (46% in 2016).
Craftsmanship
Taking ownership of development
To stimulate our employees' personal growth, in 2017 we
introduced a personal annual development budget of EUR 1,500
per employee working under the Dutch Collective Labour
Agreement (CLA). This enables employees to take responsibility
for their personal and professional development and choose
the training sessions or workshops they wish to follow.
By the end of 2017, 30% of employees in the Dutch CLA
population used their development budget. We expect that
the remainder of our employees to spend their budget in 2018
after saving it up in 2017.
Leadership
Inspiring leaders
Last year we developed the Rabo Leadership Profile, which
outlines the four leadership traits we want all Rabobank leaders
to have in abundance.
The dimension of personal leadership requires a Rabobank
leader to take full responsibility for his or her actions, and
to develop by honing their skills, vitality and adaptability.
A Rabobank leader creates, facilitates and inspires high-
performing teams and is focused on developing and
empowering that team to get results.
A Rabobank leader leads Rabobank as a whole. He or she uses
the network inside the bank and in the community, takes
responsibility for the collective and creates maximum impact
and results by working together with others. For the community,
a Rabobank leader recognises and leverages our unique ability
to connect clients and stakeholders with the aim of building a
better world.The Rabobank leader can step out of his or her
own shadow to empower someone else and dares to ask for
help when needed.
Individual Leadership Network Leadership
One Rabo
A Rabobank leader leads Rabobank as a whole,
takes responsibility for the collective and
creates maximum impact and results by
working together
Personal
A Rabobank leader takes full responsiblitiy for
his or her actions, and develops through
craftsmanship, vitality and adaptability
Team
A Rabobank leader creates, facilitates and
inspires high-performing teams and is focused
on developing the team in order to get results
Community
A Rabobank leader recognises and leverages
our unique ability to connect clients and
stakeholders to build a better world
Based on the Enterprise Leadership model from CEB Research
Rabobank Annual Report 2017 - Management report
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