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Co-worker Report

Our co-workers are essential to achieve our mission. We strive to form a thriving community of co-workers and to create a working environment that is inspiring, healthy and welcoming. We seek to build a community that can work effectively in line with the mission and the values of our organisation. In this report we describe our performance in 2016 and a particular focus on what ‘being a learning organisation’ meant for us during the year.

The following table provides a brief summary of progress against the prospects identified in the 2015 Annual Report. This table is explored in more depth in the text that follows it.


Our Key Objectives for 2016

How We Did

Progress at a glance

 

 

 

● ● ● Met     ● ● ○ Mostly met     ● ○ ○ Partially met     ○ ○ ○ Not met

New capabilities will be developed and the essence and values of the bank more deeply embedded in daily working life in support of the 2016-2018 business plan.

Triodos Academy expanded to include:
• process improvement development track
• Massive Open Online Course (MOOC) in values based banking, delivered internationally
• study programmes on Triodos Bank’s roots and values.

● ● ○

Co-workers will be encouraged to engage in a learning organisation by creating learning and exchange opportunities within the organisation, between countries and with external partners.

Multiple learning groups established on topics including ‘digitilisation – when digitalisation becomes human’ and ‘the role of money in society’.

Exchanges continued both within and between offices and across the Global Alliance for Banking on Values (GABV) network.

● ● ●

A new collaboration platform (‘Engage’) will be implemented to improve collaboration and co-creation.

Platform used extensively in all countries, including online spaces for communities of interest to collaborate.

● ● ●

Our positioning as an employer will be strengthened and talent development deepened for further growth of the organisation and to meet future challenges.

Key positions fulfilled internally, employer branding project initiated.

● ○ ○

Being a learning organisation

We foster being a learning organisation, creating a culture that allows all co-workers to develop professional and social skills for formal and informal leadership and empower them to undertake journeys into the unknown, dealing with questions of society and customers, in line with our mission.

Being a learning organisation means creating a culture of mutual learning between co-workers, sharing best practices and lessons learned. It also means partnering with external stakeholders to engage with society’s current questions.

In line with this vision we have seen the following activities in 2016:

The Triodos Academy, which offers development programmes based on Triodos Bank’s values, has expanded its portfolio. Amongst others a Group-wide process improvement development track has been added, and new ways to learn, such as Massive Open Online Courses, have been introduced in the organisation. 224 co-workers (2015: 88) participated in the Academy’s programmes in 2016. In 2016 three co-workers graduated successfully from the Global Alliance for Banking on Values' leadership programme, and six co-workers participated in the Summer school of the Institute for Social Banking.

Dedicated study programmes to create a more in-depth understanding of Triodos Bank’s roots and values were extended during the year. In addition we continued to organise regular meetings with speakers from the Triodos Bank network, offering insights to inspire co-workers in line with our mission. Speakers in 2016 included environmental activist Maurits Groen, values-based banking expert Joan Melé and one of the architects of the Paris Climate Conference, Christiana Figueres.

The annual Co-Worker Conference, which brings together co-workers from diverse disciplines, all seniority levels and all branches and business units, took place in Barcelona with a theme of “Transformation, meeting the other, enabling change”. It was attended by 118 co-workers.

The strategic ambition to be a learning organisation has also lead to a range of initiatives by co-workers themselves, creating opportunities to share knowledge and study together. Initiatives differ from sharing best practices with others across the Group to deep dives or exploratory sessions, with topics ranging from the challenges and chances of digitalisation, to the role of money in our society.

Being a learning organisation means also opening up actively to the outside world and exploring relevant questions with external stakeholders. In 2016 partnerships with organisations like What Design Can Do, the Tällberg Foundation and Impact Hub allowed for this learning and collaboration.

Co-worker facts and figures

13.4%

The total number of
co-workers increased
by 13.4% from 1,121 to
1,271 in 2016.

Triodos Bank continues to be a growing organisation. In 2016, 249 new co-workers were employed (2015: 253). The total number of co-workers at Triodos Bank increased by 13.4% in 2016, from 1,121 to 1,271.

The balance of men and women, the age of the co-worker group and levels of sickness is similar to previous years and remains at a reasonable level.

In 2016 Triodos Bank employed 654 women (51.5%) and 617 men (48.5%). The share of women in management positions in 2016 is 40% (2015: 38%). This reflects a good gender balance relative to the market and was considered best practice in 2016 by the monitoring committee of the Dutch Ministry of Education, Culture and Science.

Both overall attrition, and attrition in the first year, of employment have decreased substantially as a result of focusing more closely on recruitment and onboarding, within HR as well as at manager’s level.

The overall attrition rate decreased to 7.9% in 2016 (2015: 14%). The attrition rate for co-workers in their first year of employment decreased from 15.8% in 2015 to 5.6% in 2016. The sickness rate was 2.8% in 2016 (2015: 2.7%), below a target of 3%.

Remuneration

Triodos Bank believes people should be properly and appropriately paid for their work and that key remuneration information should be clearly and transparently communicated.

As such it monitors differences in remuneration within the organisation and between Triodos Bank and the rest of the financial and banking sector, and wider society. In The Netherlands, which is home to the Executive Board, the Head Office, Triodos Investment Management and the Dutch branch, the ratio between the lowest and highest paid in 2016 was 9.9 (2015: 9.8). To provide a clear insight into remuneration at Triodos Bank we report the ratio of the highest full-time salary to the median full-time salary in the Key Figures section at the start of this report. The ratio in 2016 is 5.7, as it was in 2015. For more details of the remuneration policy and the implementation in 2016, refer to page 120.

Diversity

We recognise the value of a diverse community and we see it as our responsibility to actively encourage it. As such we have launched initiatives to recruit people who are often excluded from the traditional labour market. We have worked with organisations, including ‘Emma at Work’ in The Netherlands, to help people with chronic conditions to find a job.

Prospects 2017

Triodos Bank will continue to strengthen the organisation in 2017 and beyond, in line with the 2016 – 2018 Business Plan. The following priorities have been set in this context:

  • Executing a Group-wide co-worker survey to measure co-worker engagement at a point in time and to provide an indication of where excellent practice is happening within Triodos Bank, for sharing and wider learning
  • Developing a strong employer branding approach highlighting our vision on working for Triodos Bank
  • Further development of a continuous improvement approach that allows all co-workers to take responsibility for improving work processes. Developments in the market mean it’s important we make rapid improvements to efficiency awareness and action in the organisation and improve the quality of the customer experience.