Presentatie Pierre van Hedel van Rabobank tijdens Studium Generale bij HAS Hogeschool.

1. Future food ambitions:
To be realized in a
cooperative way?
Pierre L. van Hedel
Managing Director Rabobank Foundation
Rabobank Netherlands
2304121

2. 1. Rabobank
2. Rabobank food
challenge
3. Rabobank - Rabobank
Foundation
4. HAS
2304121

3. 1. Rabobank
2. Rabobank food
challenge
3. Rabobank - Rabobank
Foundation
4. HAS
2304121

4. 1. Rabobank
Facts and figures
2304121

5. ITEMS
1. Role of cooperatives in giving access to finance and access to
markets. What’s 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 it’s 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 “crop” to
“shop “.
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
5
2304121

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
6
2304121

7. 135 local (cooperative) mothers
and 1 daughter
10 million customers accounts
1,8 million members
135 local banks
Rabobank
Nederland
Board
7
2304121

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
8
2304121

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
 Corporate Clients  Retail  Co-operative and
Administrative Affairs
 Rabobank International  SME
 Group ICT
 Private Banking
 Lending
 Shared Services & Facilities
 Other support services
Asset management Other
Leasing Real
Investment group divisions
Estate
 Robeco Group  De Lage Landen  Rabo Real  Obvion
Estate (mortgages)
 Schretlen & Co
 Alex  FGH Bank
9
2304121

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
10
2304121

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
11
2304121 11

12. 2. Rabobank and the
Food Challenge
2304121

13. Our common challenge: How to feed 9 billion people in 2050?
13
2304121

14. Drivers of long term food demand
• Population growth
(2050: > 9 billion, 70% live in urban area’s)
• Income growth
(emerging economies, dietary change)
• Non-food demand
(bijv. biofuel)
14
2304121

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
15
2304121

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 world’s undernourished
people
16
2304121

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
– Limited access to agricultural education and extension
• Variable quality between farms
• Demographics
– Farmers are ageing
– Decreasing enrollment
17
2304121

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
18
2304121

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:
19
2304121

20. Who is going to help this man and
who is going to solve the problem?
Governments? Private sector?
Knowledge institutes? NGO’s?
20
2304121

21. Who is going to help this man and
who is going to solve the problem?
Governments? Private sector?
Knowledge institutes? NGO’s?
Governments, private sector, knowledge institutes and
NGO’s together!
AND
Farmers working together in a cooperative way!
21
2304121

22. Rabobank is not alone…
‘Cooperative
Enterprises build
a better world’
22
2304121

23. ‘Co-operatives are a reminder to the
international community that it is
possible to pursue both
- economic viability and
- social responsibility.’
Ban Ki Moon
Secretary General United Nations
23
2304121

24. 3. Rabobank
Rabobank Foundation
2304121

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
25
2304121

26. 26
2304121

27. The Rural Fund enhances the RABO Bank’s 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
27 27
2304121

28. ITEMS
1. Role of cooperatives in giving access to finance and access to
markets. What’s 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 it’s 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 “crop” to
“shop “.
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
2304121

29. Rabo Development
29
2304121

30. Retail Rabobank Group
RF Customer Businesses
Fund
Rabobank Foundation
International (75%)
• 25 countries
• Rural
• Co-operative/SME
• F&A
• Financial Tools
Savings and Loan Farmer Producer
Co-operatives Organisations
30
2304121

31. Products for development
• Donations
• Loans Technical assistence; Donations; 20%
20%
• Trade financing and Guarantees
• Technical assistance Fair trade financing;
30%
– Local experts Microfinance; 30%
– Rabobank experts
– External experts
31
2304121

32. 32
2304121

33. Rabobank International and the
local member banks
and their customers
Rabobank Development
(Tanzania, Zambia, Paraguay,
Mozambique, etc.)
Rabobank
200
Foundation projects
(25 countries)
33
2304121

34. 34
2304121

35. 35
2304121

36. 36
2304121

37. 37
2304121

38. 38
2304121

39. 39
2304121

40. 40
2304121

41. 41
2304121

42. Example projects
Cacoa in Cameroon Sugarcane and rice in Mozambique
Banana Farmers in Peru Coffee in Tanzania peppers in x
42
2304121

43. 43
2304121

44. 44
2304121

45. 45
2304121

46. 46
2304121

47. 47
2304121

48. 48
2304121

49. 49
2304121

50. CCF Sri Lanka
• Behoefte aan ondersteuning
• Projectadoptie Rotary
• Projectadoptie Rabobank Groen Hart Noord
50
2304121

51. Countries Rabobank Foundation (1)
Columbia
Columbia
Bolivia
paraguay
51
2304121

52. Countries Rabobank Foundation (2)
Rwanda
Mozambique
52
2304121

53. 4. HAS
2304121

54. 54
2304121

55. HAS ? Member
attitude and
commitment
Political and
Market
legal
orientation
environment
Scale and
scope Determinants Governance
Financial
Sustainability
ability
Knowledge
55
2304121

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
2304121