Management Report Appendices
The Future of Work
The world is changing rapidly. This affects the financial industry
as a whole, as well as the way we work at Rabobank. In 2018 we
identified a set of seven key HR trends that impact our day-to-day
operations now and through to 2025.
Future of work
Based on our trends analysis we identified several improvement
areas. We decided to broadly focus our efforts on two concepts:
The Open Network Organization and Serial Craftsmanship. Both
concepts also allow us to cater for the other trends.
In 2018 our Future of Work team created awareness about the HR
trends. We also professionalized Strategic Resource Planning
(SRP) to match these trends. The first domains have started to roll
out the new SRP process. They will be translating the business
strategy into people tactics in the coming years.
We adjusted the policy to offer our employees a tailor-made
financial scan every six years. This policy is available on our HR
information portal and accessible for our employees. We also
organized a talk show for our employees about (financial) self-
Taking Ownership of Development
As automation and robotization are being used more frequently
in the digitalization of work, we have determined which skills are
required for high performance, today and tomorrow.
To reduce the mismatch between current and future skills and to
stimulate ouremployees' personal growth, we offered a personal
annual development budget in 2017 and 2018 of EUR 1,500 and
EUR 1,000 in 2019 per employee working under the Dutch
Collective Labor Agreement (CLA). The annual development
budget offers employees the opportunity to work on their
personal and professional development at their own discretion.
Since 2018 we have offered the training course 'Fit for the Digital
Future' where employees learn about blockchain, artificial
intelligence and robotics, and receive insight into applications of
these technologies in their work.
Complex problem solving
By the end of 2018,48% of employees in the Dutch CLA
population had fully or partly used their development budget.
We will continue to encourage our employees to make the most
of this resource.
Vital employees have energy to cultivate their adaptability and
craftsmanship. We value and nurture our staff's health and
vitality, which is a combination of physical, mental, social-
emotional and inspirational factors. Our RaboVitality program
activates employees' ability to change their behavior and
strengthen their energy. The 2018-2019 theme is Vitality and
Food. The program depends on more than 300 RaboVitality
Boosters (i.e. vitality ambassadors at many departments of
Rabobank). In 2018, we also continued to positively incentivize
Annual Report 2018 - Management Report