Contents Introduction Management report Appendices Corporate governance Consolidated Financial Statements Company Financial Statements
local work environment, as well as key themes that emerge
from the OHI.This enables employees to discuss the results on
different levels and to measure the effect of local interventions
afterwards. Between June and September 2017, we sent the
Engagement Scan to our employees, to obtain worldwide
insights into employee engagement. In this survey 81% of our
employees indicated they enjoy going to work at Rabobank.
The OHI, on the other hand, is an extensive annual instrument
designed to measure the effect of group-wide interventions.
The results of the OHI in 2016 were critical and gave us
meaningful insights which were used to develop things like
our renewed cultural values, the GROW! model initiative and
the development budget. The OHI was sent to a representative
group of employees during Q4 2017.
These two instruments give us clear insight into the progress of
the organisations transformation into a meaningful cooperative
with passionate employees.
KPI developing human capital and talent management
20/7 2016
Organisational Health Index 61 56
Detailed results of the OHI and accompanying action plans will
be presented during the first quarter of 2018. The first higher level
results indicate a positive overall trend, from 56 in 2016 to 61 in
2017. Of the nine different categories, only one was unchanged,
and the rest improved. Most notable are 'External Orientation'
and'Work Environment'both of which increased 9 points.
Diversity and inclusion
Diversity is a vital and integral part of our strategic objectives.
A more diverse staff will help us to better understand our
business and serve our clients. Diversity manifests itself in many
ways, including diversity of gender, age, race, colour, sexual
orientation, physical or mental ability and other elements which
we call 'Diversity Characteristics'. Managing diversity means
that all differences are optimally used so that everyone in the
organisation feels valued and we maximise our potential.
Last year, Rabobank set up a new international working group
which developed a global diversity inclusion (D&l) policy.
The Global Policy on Diversity and Inclusion is a general
overarching policy which will bring together all ongoing global
D&l initiatives and help them succeed.The policy will be
implemented in the first half of 2018, with each region and
country formulating its own D&l plan based on the global policy.
Targets and policies
Our Diversity Board, comprising directors of local and central
units and chaired by Jan van Nieuwenhuizen, member of
the Managing Board, meets each quarter to monitor policy
compliance and target progress.
Percentage Women
2017
2016
2015
Target
In the Supervisory Board
33.3%
33.3%
22.2%
30%
In the Managing Board
40%
14.3%
0%
30%
In the top (Managing Board -1
28.9%
25%
13.8%
30%
In the subtop (Managing Board -2)
25.6%
24.5%
24.4%
40%
To meet our gender diversity targets, Rabobank offers a wide
range of internal and external activities that enhance career
opportunities for women.These include sponsorship of talented
women by senior executives, cross-mentoring and coaching
programmes. We also provide training courses for everyone to
raise their awareness of the unconscious biases that obstruct
diversity.
In order to connect cosmopolitan talent we are partnering
with the Agora network.This network was set up with 12
multinational firms within the Netherlands. Multicultural talents
receive coaching from mentors supplied by the other partners.
Eleven local Rabobanks and four central divisions began
implementing a multi-year cultural diversity plan. We
participated with PostNL, KPMG and Randstad, in a four-year
research project being conducted by VU university Amsterdam.
This research project aims to advance public acknowledgment
of cultural diversity and to develop intervention tools.
Rabobank was a co-initiator of a high-level national meeting
at the Social and Economic Council of the Netherlands (SER),
aimed at strengthening cultural diversity both at the executive
level and more broadly in Dutch business. The meeting
brought together around 100 participants including 40 CEOs,
representatives of the community sector and politics, and role
models from multicultural groups.
Rabobank is on the board of a foundation in the Netherlands
(called Onbeperkt aan de Slag) which helps people with
a disability or labour market disadvantage to gain work
experience. In partnership with the Dutch Employee Insurance
Administration we help people find work at the bank. In 2017
we introduced a Support Desk to help these employees with
any adaptations they need in their workplace. Managers and
recruiters took part in an 'All Inclusive at Work'workshop to
encourage better vacancy matching for employees with a
disability or labour market disadvantage.
Rabobank Annual Report 2017 - Management report
60
