About this Report Chairman's Foreword Corporate Management Report Appendices Governance Consolidated Financial Company Financial Statements Statements Culture Performance Health Rabobank believes that organizations striving for long-term success should not limit their focus on performance of the moment. They must also ensure strong performance in the future (health). This Performance Health approach is designed to enhance ourtransition to becoming 'One Rabobank' (i.e. merging our Dutch and international infrastructure and creating One Rabobank culture). In January 2018, a cross functional Performance Health team started working on the implementation of the transformation: one team, one goal. This team implemented initiatives such as a renewed Code of Conduct, the Values Week, and quarterly live events in conjunction with 'Growing a better world together', and masterclasses where top management, controllers and HR business partners discussed how to cascade strategic top priorities and KPI's into team plans and GROW! conversations. Engagement We use the quarterly engagement scan globally to provide short- cyclical measurement of employee engagement and organizational health. In 2018 we saw a slight increase in engagement from 60.6 in the fourth quarter of 2017 up to 60.8 in the fourth quarter of 2018. We are proud of this increase in engagement given the state of transition Rabobank is in. In the fourth quarter of 2018 81.3% of our employees indicated that they like working at Rabobank. Our employees also indicated that their team's contribution to Rabobank's mission and vision is increasingly clear to them. Diversity and Inclusion Rabobank firmly believes that diversity improves performance and increases creativity and innovation in the bank. Employees from different ethnic and cultural backgrounds are better equipped to pinpoint the specific needs of groups of customers with a similar background. We aspire to be an inclusive culture that promotes greater diversity and in which everyone can be themselves. In 2018 we implemented a global policy on Diversity Inclusion; each region and country formulated their own Diversity Inclusion plans. This global policy applies to Cooperative Rabobank U.A. and its domestic and foreign branches and representative offices, including the Managing Board and Supervisory Board. In 2018, Rabobank took on 42 employees with a disability or labor market disadvantage. Rabobank received a CTalents Award and a Raket award in recognition of its efforts in this area. We promote the inflow of multicultural talents, including participating in the Cultural Diversity campaign (of the Dutch Social and Economic Council ('SER'), which advises the Dutch government and Parliament on social and economic policy). Rabobank's cultural diversity is monitored by Talent to the Top', a foundation which strives to enhance diversity and inclusion at the senior management level of organizations. In the Young Talent Management Program, a Rabobank traineeship for graduate students, 31% of the participants have a multicultural or international background. Diversity 2018 2017 2016 Target In the Supervisory Board 44% 33% 33% 30% In the Managing Board 40% 40% 14% 30% In the first level below the Managing Board 31% 29% 25% 30% Rabobank as an Employer Our requirements for our employees are constantly changing. It is increasingly difficult to find the right candidates for certain vacancies, like data scientists, quants, and IT specialists. We are confident that a new recruiting approach will make it easier to fill these crucial positions that contribute to the bank's top priorities. We consider it important to be an attractive employer, so we are pleased that readers of Intermediair, a management magazine aimed at graduates and professionals, named Rabobank as the most favorite employer in the Netherlands and fourth most attractive employer in the IT sector. Employability We want happy people, and that means happy leavers too. The GROW! dialogues empower employees, including those who might lose their job or have to change positions. The "Samenwerkt!" Mobility Center supports employees whose jobs are becoming redundant in several ways: finding training courses, advising on the best use of the personal development budget, updating skills when applying for a job - in or outside the bank-and networking. Figures regarding 2018 showthat66% of the employees we had to let go who had also applied for a job, were successful within six months, and 80% of the employees who had wanted to start their own business achieved that goal within six months of being made redundant. Annual Report 2018 - Management Report 41

Rabobank Bronnenarchief

Annual Reports Rabobank | 2018 | | pagina 43