About this
Report
Chairman's
Foreword
Management Report Appendices
Corporate
Governance
Consolidated Financial
Statements
Company Financial
Statements
Material Topics and Boundaries
The table below gives insights in the material topics, indicates
whether Rabobank's influence is direct or indirect, and shows
where our impact is felt.
Material Topics and Boundaries
no Material topic
Definition
Influence by
Rabobank
activities
Scope and boundary
Service lines Location of
impact
All service lines Value chain
All service lines Value chain
All service lines Rabobank
2 Improving Performance Describes how Rabobank performed financially compared Direct
with target.
5 Increasing Customer Satisfied customers are our highest priority. Rabobank Direct
Satisfaction focusses on meeting or surpassing customer expectations
6 Restoring Trust Activities developed by Rabobank in order to restore trust Direct
at stakeholders. Refers to a fair, transparent and moral code
of conduct to the strategic and operational management
of business
8 Digitizing and Developing innovative products and services targeted at Direct All service lines
Innovating Services the changing customer preferences (i.e. financial-
technological innovations to respond to the exponential
increase in mobile equipment).
12 Stimulating Sustainable In order to feed the world's population in a sustainable way, Direct Indirect Domestic Retail
Food&Agri Rabobankfocusses on improving Food&Agri value chains, through business Banking, WRR&
This encompasses focus on increase food availability, relationships, Leasing
improving access to food, promoting healthy food and customers,
increase stability. investments
Rabobank&
Value chain
Value chain
13 Supporting Vital
Communities
14 Encouraging
Entrepreneurship
16 Developing Human
Capital and Talent
Management
As a cooperative bank, Rabobank aims to increase the Direct
vitality of local communities, from an economic, social and
environmental perspective, both within the Netherlands
and abroad.
Activities Rabobank develops to support and stimulate Direct
entrepreneurs. Rabobankfocusses on increasing the
earning power, well-being and prosperity of the
Netherlands.
Rabobank's employees are given every opportunity within Direct
an inspiring work environment and use their talents and
develop.
Domestic Retail
Banking (NL
only)
Value chain
All service lines Rabobank
Management
responsibility
Bas Brouwers
Kirsten Konst
Marielle Lichtenberg
Berry Marttin
Jan van
Nieuwenhuizen
Wiebe Draijer
Bart Leurs
Kirsten Konst
Berry Marttin
Jan van
Nieuwenhuizen
All service lines Value chain Wiebe Draijer
Kirsten Konst
Janine Vos
Managing our Material Topics
The most material topics are relevant to the success of our
organization. The table Material Topics and Boundaries indicates
per material topic, where and howwecan influence performance
and who has management responsibility. Specifically formulated
indicators are used to measure our performance.These indicators
are part of our general governance cycle. They are evaluated
periodically and are externally communicated at least once a
year. Most indicators are part of the quarterly review, except for
customer satisfaction, which is measured by the NPS score, and
reviewed annually. We use these periodic reviews to identify and
pursue evaluative action, disclose relevant results of our
evaluation in our annual report.
For the headings Restoring Trust and Increasing Customer
Satisfaction our performance shows significant improvement
compared to 2017. Our efforts to maintain and further optimize
this performance is presented in the chapters Excellent Customer
Focus and Rock-Solid Bank. In 2018, we have completely updated
our sustainability framework regarding the material topics
Encouraging Entrepreneurship and Stimulating Sustainable Food
and Agriculture. The framework now contains, for instance, a
separate extensive Human Rights Policy including a description
of Rabobank's commitment to ensure the mitigation of potential
human right risks as much as possible. This policy is also
integrated into our Client Photo scan. For the material topic
Digitizing and Innovating Services, we have only begun to measure
the percentage of customers active online since 2018, so we have
not yet identified any evaluative actions.
Data Collection of Non-Financial Information
The collection of non-financial information is coordinated
centrally within Rabobank Group. The Sustainability department
is responsible for sustainability data collection, in cooperation
with Finance Control. Other non-financial information of
Rabobank Group divisions and local Rabobanks is obtained via
Rabobank's automated central management information system.
Data that is not recorded in the central system is collected via
qualitative and quantitative questionnaires (which are based on
internal business principles, policies and external guidelines that
Annual Report 2018 - Appendices
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