5. ITEMS
1. Role of cooperatives in giving access to finance and access to
markets. Whatâs the role of a cooperative ? How should they be
organized and how to be supported? What are lessons learnt ?
2. What are the possibilities of cooperation in the chain for
smallholders and how can Rabobank/Rabobank Foundation contribute
? Rabobank with itâs international food- and agri network can play an
important role in connecting the small holders to for instance the off
takers or retail stores or how to organize the chain from âcropâ to
âshop â.
3. The role of mergering and upscaling of cooperatives and how
to support this process with regards to the lessons learnt in for
instance the Netherlands
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6. Features ofof the Rabobank Group
Features the Rabobank Group
⢠26th of the top 1000 World banks (assets $ 947 bln.)
⢠Largest retail bank of the Netherlands
⢠Market leader in F&A, SME, savings and mortgages
International presence:
⢠47 countries
⢠751 foreign branches of which 600 retail branches
⢠Loan portfolio international wholesale & retail +7% to 93bn
⢠Focus on food & agribusiness (51bn): 55% of total
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7. 135 local (cooperative) mothers
and 1 daughter
10 million customers accounts
1,8 million members
135 local banks
Rabobank
Nederland
Board
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8. Governance Rabobank Organisation
Local Local Local Local Local Local
Member Member Member Member Member Member
Bank Bank Bank Bank Bank Bank
Regional Delegates Regional Delegates Regional Delegates
Assembly Assembly Assembly
Central Delegates
Assembly
Board Supervisory.
of Directors board
General Meeting
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9. Rabobank Group: 135 mothers, 1 daughter
10 million customers
1.8 mio members
135 local member banks
Rabobank Nederland
Wholesale Banking and
Market support domestic
international Retail Group activities
Retail Banking
Banking
ď§ Corporate Clients ď§ Retail ď§ Co-operative and
Administrative Affairs
ď§ Rabobank International ď§ SME
ď§ Group ICT
ď§ Private Banking
ď§ Lending
ď§ Shared Services & Facilities
ď§ Other support services
Asset management Other
Leasing Real
Investment group divisions
Estate
ď§ Robeco Group ď§ De Lage Landen ď§ Rabo Real ď§ Obvion
Estate (mortgages)
ď§ Schretlen & Co
ď§ Alex ď§ FGH Bank
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10. Mutual Guarantee Scheme provides a basis
of unique strength
Level 1
Local member banks are mutually liable for financial obligations
Rabobank Nederland
Rabo Mortage Bank De Lage Landen
Level 2 Schretlen
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11. Roles of Rabobank Nederland
1. Strategy and policy development
follows trends, makes market analysis. Based on this advices
local banks in their strategy and kpi´s
2. Support
Product development, marketing materials and systems
3. Supervisor
Supervision delegated from De
Nederlandsche Bank, in consultation
with local banks
4. Holding
subsidiaries and foreign banks
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14. Drivers of long term food demand
⢠Population growth
(2050: > 9 billion, 70% live in urban areaâs)
⢠Income growth
(emerging economies, dietary change)
⢠Non-food demand
(bijv. biofuel)
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15. The global food security challenge
⢠To double agricultural production by 2050 with declining and
unequal distributed resources in terms of land, water and
phosphate
⢠To link smallholder farmers to markets and to integrate them into
global food value chains in sustainable way
⢠To create a reliable enabling environment in developing countries
to make long term change and investment possible
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16. Why look at small-scale farming for
food security?
⢠85 % of all farms worldwide are < 2 ha;
97 % of farm holdings are <10 ha
⢠Cultivating up to 80% of the land in Asian and African countries
⢠Smallholders produce some 80% of food consumed locally
⢠Smallholders are the backbone of rural economies that are home
to some 2 billion people, incl. half of the worldâs undernourished
people
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17. Challenges for access to value chains
of smallholders
⢠Low volumes of produce to sell
⢠High transaction costs
⢠Limited ability to meet high quality standards
â Limited access to agricultural education and extension
⢠Variable quality between farms
⢠Demographics
â Farmers are ageing
â Decreasing enrollment
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18. Food losses
Roughly one-third of the edible parts of food produced for
human consumption, gets lost or wasted globally, which is
about 1.3 billion ton per year.
Significant amounts of the food produced in developing
countries are lost both before and after harvest thereby
aggravating hunger.
Causes of food losses :
⢠Extension services
⢠Storage and cooling facilities
⢠Market intelligence
⢠Lack of proper transport systems and bad conditions of the
road.
⢠Quality of inputs
⢠Processing
⢠Selection of crops
⢠Lack of proper irrigation
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19. Food loss percentages are high and caused by value chain specific reasons. Eight groups
of causes are identified.
It is estimated (FAO) that about one third of all food produced for human
consumption never reaches the stomach. Roughly one-third of the edible parts of
food produced for human consumption, gets lost or wasted globally, which is about 1.3
billion ton per year.
Significant amounts of the food produced in developing countries are lost both before
and after harvest thereby aggravating hunger.
⢠Extension services:
⢠Storage and cooling facilities:
⢠Market intelligence:
⢠Lack of proper transport systems and bad conditions
of the road.
⢠Quality of inputs:.
⢠ProcessingSelection of crops:
⢠Lack of proper irrigation:
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20. Who is going to help this man and
who is going to solve the problem?
Governments? Private sector?
Knowledge institutes? NGOâs?
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21. Who is going to help this man and
who is going to solve the problem?
Governments? Private sector?
Knowledge institutes? NGOâs?
Governments, private sector, knowledge institutes and
NGOâs together!
AND
Farmers working together in a cooperative way!
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22. Rabobank is not aloneâŚ
âCooperative
Enterprises build
a better worldâ
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23. âCo-operatives are a reminder to the
international community that it is
possible to pursue both
- economic viability and
- social responsibility.â
Ban Ki Moon
Secretary General United Nations
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25. What does Rabobank do�
Partnerships F&A principles
Round tables Supply chain policies
Rabobank Research
International
Rabo Development Sharing knowledge
Rabobank Foundation Networking events
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27. The Rural Fund enhances the RABO Bankâs strategy
High
RABO
Objectives of RABO Bank:
International
1. Build a Leading Position in the
RABO International Agri sector by establishing a
professional European player in
Branch Network the Agri Fund sector .
Level of Client Sophistication
RABO 2. Integrated Value Chain Financing,
Development by leveraging various RABO
entities.
RABO 3. Operate in line with CSR
Sustainable principles
Agri
Guarantee The Rural Fund
Fund (SAGF)
RABO
Foundation
Investment Size High
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28. ITEMS
1. Role of cooperatives in giving access to finance and access to
markets. Whatâs the role of a cooperative ? How should they be
organized and how to be supported? What are lessons learnt ?
2. What are the possibilities of cooperation in the chain for
smallholders and how can Rabobank/Rabobank Foundation contribute
? Rabobank with itâs international food- and agri network can play an
important role in connecting the small holders to for instance the off
takers or retail stores or how to organize the chain from âcropâ to
âshop â.
3. The role of mergering and upscaling of cooperatives and how
to support this process with regards to the lessons learnt in for
instance the Netherlands
28
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33. Rabobank International and the
local member banks
and their customers
Rabobank Development
(Tanzania, Zambia, Paraguay,
Mozambique, etc.)
Rabobank
200
Foundation projects
(25 countries)
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55. HAS ? Member
attitude and
commitment
Political and
Market
legal
orientation
environment
Scale and
scope Determinants Governance
Financial
Sustainability
ability
Knowledge
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56. Future food ambitions:
To be realized in a cooperative way?
Thank You
Pierrevan Hedel
Managing Director Rabobank Foundation
Rabobank Netherlands
P.L.hedel@rn.rabobank.nl
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