How can Rabobank combine broad-based
support for change with speed?
Dilemma
We devote a great deal of time, energy and money to
ensuring that our organisation operates effectively. We see
mutual consultation and cooperation as the best means to
attain our goals.
Rabobank has a structure and a culture that are focused on
connection and cohesion. That is something by which we set
great store. Sometimes the timespan required for thorough,
judicious decision-making is at odds with the high pace of
developments in our sector and the outside world.
Our cooperative structure provides us with a solid basis for
channelling members'influence and members'involvement.
It helps us to be a driving and innovative force in the areas in
which we operate. It is what sets Rabobank apart. Membership
affords our members the right and the possibility to have a say
in the bank's policy. Our members thus oversee and influence
the bank's direction. But the cooperative does not just help us
to create opportunities, with its natural system of checks and
balances, it also safeguards a balanced allocation of powers.
A cooperative that operates on this basis does, however, need
time. Democratic decision-making processes often take longer
than hierarchical top-down decisions. This places great
demands on our directors and involved members in terms of
speed, especially in a rapidly changing environment. But it is
essential in a cooperative for the members' councils,
management and board to take properly considered decisions
based on the relevant context and to take into account all
aspects involved. That is particularly true for major, far-reaching
decisions. If you take members' influence as seriously as
Rabobank does, this is self-evident.
Our conscientious decision-making processes may accordingly
take more time in the decision-making phase, but experience
shows that this strengthens mutual trust and provides a good
basis for the successful introduction of changes and/or new
requirements.
As a first step, the Governance Committee formulated a number of basic principles before
being able to develop proposals for specific changes. The basic principles were endorsed by the
Central Delegates Assembly in September 2014:
The cooperative will continue to exist
Services are close to customers
Financial power of the collective and efficient businesses operations
Trustworthy management
Social involvement
Independent supervision
The various scenarios have an influence on the future structure of the organisation.
The Governance Committee discusses the proposals for adapting the structure intensively with
the local Rabobanks.The Governance Committee then makes a recommendation to the
Executive Board. The formulation of views and decision-making concerning the governance
model are expected to take place in the first half of 2015.
15 Strategy
