[email protected] cooperatives and rural financial development hans groeneveld svp cooperative and...
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Cooperatives and Rural Financial Development
Hans Groeneveld
SVP Cooperative and Sustainable Business
Rabobank Nederland
15 November 2012
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Lack of basic financial services
60%
Basic financial services20%
Extended financial services 10%
Full financial services
10%
Rural population in developing and emerging countries classified by available level of rural finance
Source: estimations by Rabobank
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Standalone formalSACCO
Informal group
Time
SACCO network
Rabobank Nederland
(Credit led) MFI network
Bank (licensed)
Players and phases in rural financial development
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From access to finance to access to financial services Skipping traditional development stages: technological
innovations Overbanked in terms of institutions, underbanked in terms of
products Broadening of product range: structured products, warehouse
receipt financing, supply chain financing structures Consolidation of credit union type of institutions into banks
with cooperative characteristics
Recent developments
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Cooperative beliefs of Rabobank
3. Connecting with society: community as shareholder
- Locally rooted- Dialogue with many – local – stakeholders- Social goals- ‘Co-operative dividend’- Sustainable business
4. Connecting with each other:Network organisation
- Local meetings- Local boards of supervisors- Knowledge and information sharing- Virtual communities
2. Connecting with the future:Long term focus
- Long term relationships- In good and bad times- Future proof products- Solid enterprise- Innovations
Vision:
Together WE achieve more
1. Connecting with the customer:Customer’s interests first
- Corporate governance with members- Influence and say- Close (physical and virtual)
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Peru: access to producer finance (Norandino) Ecuador: financial inclusion for the lower segments of the F&A sector
(COOPAC San Jose) India: linking the poor to the formal financial sector (BWDA, Tamil
Nadu) Uganda: the added value of an APEX organization (UCCFS) Brazil: the importance of partnerships for APEX organizations (Sicredi) Rwanda: commercial bank with cooperative characteristics and
background (Banque Populaire du Rwanda) Tanzania: a broad retail bank with a focus on rural finance (NMB)
MINORITY STAKES!!
Rabobank cases
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Economic motives must be guiding principles No universal recipe: cooperative banks are not always
solution Quick development of players: scale, APEX, new products,
new technologies To ensure long-term focus by financial institutions on rural
areas, both rural and urban clients should be represented in their corporate governance
Concluding considerations
