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
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