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Rabobank north america

rabobank north america

Ethnic minorities and industrial change in Europe and North America. Rabobank Cijfers & Trends, (http: / / www. rabobank. nl / data. Welcome to Mechanics Bank! We endeavor to help you achieve your financial goals through offerings including personal banking, business banking, trust and. This realignment is expected to simplify and enhance Rabobank's operations in North America and create the fourth largest agricultural.

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United States

In the United States, Rabobank is a valued financial partner for corporate food & agricultural companies, farmers and ranchers, renewable energy project developers and investors, Dutch companies doing business in the US, and other select institutions.

Agricultural Finance

Rabo AgriFinance is a leading financial services provider for agricultural producers and agribusinesses in the United States, and adds value using industry expertise, client-focused solutions, and by creating long-term business relationships. Rabo AgriFinance offers a comprehensive portfolio of services that give producers the right products to prepare for, and take advantage of, market opportunities. Rabo AgriFinance representatives offer a wide array of financial services and knowledge to help customers realize their ambitions.  This comprehensive suite of services includes loans, insurance, input financing and sophisticated risk management products.

Wholesale Banking

Rabobank Wholesale Banking North America (WBNA) is a premier corporate and investment bank to the food, agribusiness, commodities and renewable energy industries, providing sector expertise, strategic advisory and tailored financial solutions.

In the United States, Rabobank has Wholesale representative offices in Atlanta and Chicago, with branch headquarters in New York. WBNA also has offices in Canada and Mexico.

Wholesale Banking Products & Services*

*In the United States, these banking services are provided by Rabobank Nederland, and any securities-related business is provided by Rabo Securities USA, Inc., which is a member of SIPC and FINRA.

International Desk for Dutch international business clients

The International Desk North America, dedicated to serve Dutch international business clients in the USA, is located in New York. Click here for more information about the International Desk North America.

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Dutch banking and financial services company

This article is about the Dutch bank. For the cycling team formerly sponsored by this company, see Team LottoNL–Jumbo. For the event venues in Bakersfield, California, see Rabobank Arena and Rabobank Theater and Convention Center.

Rabobank (Dutch pronunciation: [ˈraːboːbɑŋk]; full name: Coöperatieve Rabobank U.A.) is a Dutchmultinational banking and financial services company headquartered in Utrecht, Netherlands. The group comprises 89 local Dutch Rabobanks (), a central organisation (Rabobank Nederland), and many specialised international offices and subsidiaries. Food and agribusiness constitute the primary international focus of the Rabobank Group.[2] Rabobank is the second-largest bank in the Netherlands in terms of total assets.[3]

A scandal resulted in a $1 billion fine for unscrupulous trading practices, which included the manipulation of LIBOR currency rates worldwide. Chief Executive Piet Moerland resigned immediately as a result.[4]

In terms of Tier 1 capital, the organisation is among the 30 largest financial institutions in the world. As of December , total assets amount to € billion with a net profit of € billion. Global Finance ranks Rabobank 25th in its survey of "the world's safest banks".[5]


Rooted in agriculture, Rabobank is set up as a federation of local credit unions, which offer services to the local markets.

Creation of farmers' banks[edit]

The bank is rooted in the ideas of Friedrich Wilhelm Raiffeisen, the founder of the cooperative movement of credit unions, who in created the first farmers' bank in Germany. Being a countryside mayor he was confronted with the abject poverty of the farmers and their families. He tried to alleviate this need through charitable aid, but realised that self-reliance had more potential in the long run, and thus converted his charitable foundation into a farmers' bank in In doing so he created the Darlehnskassen-Verein, which collected the savings of countryside dwellers and provided enterprising farmers with loans.[6]

This model found a lot of interest in the Netherlands at the end of the 19th century. One of the first of Raiffeisen's followers was Father Gerlacus van den Elsen, who stood at the basis of a number of local farmers' banks in the south of the Netherlands. The model caught on being championed by the clergy and the countryside elites. The mission of the farmers' lending banks was an idealistic one, but they always operated using strict business principles. Controversially, a founding principle of Rabobank's cooperative style was to cooperate in the interest of "warding off the Shylock" .[citation needed] The cooperative bank model assured a tight bond between invested capital and the community.

Early cooperation[edit]

The bank's traditional headquarters are Utrecht and Eindhoven. In , two cooperative bank conglomerates were formed:

  • Coöperatieve Centrale Raiffeisen-Bank in Utrecht
  • Coöperatieve Centrale Boerenleenbank in Eindhoven

Raiffeisen-Bank was formed as a cooperative of six local banks, while Boerenleenbank was a cooperative of 22 local banks. These two existed side by side for three-quarters of a century despite their obvious similarities. The reasons for this owed in part to legal disagreements. The most important difference, however, was cultural. The Eindhoven-based Boerenleenbank had a decidedly Catholic signature while the Raiffeisen-Bank had a Protestant background. In the past the Netherlands underwent a process of pillarisation or verzuiling, which in practice meant that members of different religious congregations and political movements essentially lived side by side, without contact between the two. A consequence of this pillarisation was that many villages hosted not one but two local banks, one each for Catholics and Protestants. The close-knit community banking that resulted helped these banks to better control their risks. Consequently, when the Dutch banking sector was devastated by a financial crisis in the early s, these local banks survived largely unscathed.[7] The religious backgrounds found their way to their organisational structures, as well; the Eindhoven organisation stressed a highly centralised structure, while the Utrecht organisation promoted local autonomy.


By , the two organisations cooperated with each other, albeit on a limited scale. Three major developments caused a further tightening of the bonds between the two:

  • An increase in the number of branches, leading to increased local competition
  • A gradual fading of the confessional differences between the two
  • An increasing demand for capital in the Dutch industry, which in turn led to higher concentration in the banking business

In , the two organisations merged to form Coöperatieve Centrale Raiffeisen-Boerenleenbank, or Rabobank for short. The organisation chose Amsterdam to be its statutory headquarters due to its historical neutrality in relation to the founding organisations. From to , the central organisation was referred to as Rabobank Nederland.

Overseas expansion[edit]

In , Rabobank expanded its international activities as part of its mission to finance global agriculture. In , it established a joint-venture bank in Indonesia by partnering with a local bank, Bank Duta, to form RabobankDuta. Bank Duta subsequently collapsed in the Asian financial crisis, and Rabobank bought Duta's share to operate solely as PT Bank Rabobank International Indonesia. In , it purchased Primary Industry Bank of Australia (PIBA), which had operations in Australia and New Zealand, and renamed it Rabobank Australia Limited in [8] In , it purchased New Zealand–based Wrightson Farmers Finance Limited and renamed it Rabobank New Zealand in Rabobank became a significant[clarification needed] lender to the rural sector in New Zealand with this purchase and used this as a base to expand its lending business further.

Rabobank purchased Australian company Lend Lease Agro Business in In , it expanded its operations in Indonesia by buying two retail banks, Bank Haga and Bank Hagakita. The bank has offices in 38 countries.[9] Utrecht-America Holdings, Inc. and Rabobank N.A. operate as subsidiaries of the Rabobank Group in the United States. In , it was announced that Rabobank sold its retail business to Mechanics Bank which will continue to serve customers under the Mechanics name. Rabobank will continue to do business in North America related to Food and Agriculture based-lending under its subsidiary Rabo AgriFinance.[10]

Direct banking[edit]

In , it launched a new internet only savings bank called A second online savings banks was launched in in Ireland under the name of RaboDirect, and then as RaboPlus in New Zealand and two years later in Australia. After a small hiatus new online banks were opened in Poland () and Germany (). The advertising campaigns used to promote the savings business in Ireland and New Zealand raised the profile of Rabobank generally in those countries resulting in an increase in not only its savings business but also in its lending businesses. In , Rabobank decided to use the same brand name in Australia and New Zealand for the savings bank and replaced RaboPlus with RaboDirect in these countries. In , Rabobank worked with Vasco, now OneSpan, to create a new online authentication system using QR codes.[11]


Rabobank completed the acquisition of Mid-State Bank & Trust on May 1, , which allows Rabo to expand its services to the Central Coast region of California, United States.[12] In , it also acquired Pacific State Bank, expanding into the Central Valley of California.[13]


Right from the start the cooperative banks prospered. They managed to perform the key tasks of a banking organisation, that is, bringing excess capital and capital shortages together. These moneylenders stood close to the farmers and were better in judging the creditworthiness of individual farmers than the city banks. This allowed the banks to offer lower interest rates. The local banks were self-governed by members of the cooperation. They adhered to the principle of non-remunerated management and elected the board and the commissioners from among themselves. Only the cashier received a small salary. This has changed, but even as recently as in late s the local bank office was nothing more than the cashier's living room, he generally performed his administrative duties besides another regular job. Much later, in the s the most local banks moved into new and modern offices that reflected their new-found professionalism. The position cashier was replaced by a local bank director. Since the local bank director is an appointed professional banker and he presides over a board of directors which is chosen from among the members.[citation needed]

Local presence and local autonomy were always important but this hasn't stopped a wave of concentration of the local banks. The major rationale behind this was the need to attain economies of scale in the fields of payments, transaction, processing, staff and capital. Increasing customer demand for standardized and widely available products also played a significant part in this development. Currently the motto is:

As large as is necessary, as small as possible.

this applies to the size of the local bank offices.[citation needed]

Traditionally the bank served mostly farmers and small businesses. Since the introduction of consumer salary accounts in the s the number of retail clients grew exponentially. This has led to Rabobank being a prominent player in the field of savings accounts, checking accounts and mortgages in the Netherlands.[citation needed]

In June , rating agency Moody's downgraded Rabobank's to Aa2 (previously Aaa), with a negative outlook. Due to a new rating methodology in November by rating agency Standard & Poor's, the credit status was downgraded two steps from AAA to AA. In November , S&P lowered the rating from AA- to A+ with a negative outlook. Rating agency Fitch rates the credit status of the bank AA-, with a negative outlook.

As per the new strategy, Rabobank is planning to exit some markets. In September , Rabobank sold Bank BGZ to BNP Paribas for $ billion.[14]

Unlike most major banks, Rabobank's central organisation was originally a subsidiary of the local branches. However, new banking regulations made a new arrangement necessary. In late , on the recommendation of a specially-created Governance Committee, Rabobank's cooperative banks voted unanimously to merge with Rabobank Nederland. The merger took effect on 1 January While the Rabobanks still have considerable autonomy, the central organisation is now the parent body.[citation needed]

Job cuts[edit]

In December , Rabobank announced to cut 9, jobs by (3, jobs by the end of ) and almost a fifth of its current workforce. The policy was to comply with the tougher Basel IV rulebook.[15]

Organisation structure[edit]

The Rabobank Group consists of a network of local banks, Rabobank Nederland and several daughter organisations.

Previously, the local Rabobanks were the mother organisation of Rabobank Nederland, their central organisation. The local banks were facilitated by Rabobank Nederland to serve their customers, not the other way around as is often the case with traditional banking organisations. Employees of the group did not routinely speak of a headquarters but preferred to speak of Rabobank Nederland, which was their daughter organisation. In , however, the local banks merged with Rabobank Nederland, while retaining significant independence.

Even before , the central organisation occasionally overruled the autonomy of the local bank organisations. In accordance with Dutch regulations in the field of credit and financial services Rabobank Nederland oversees that the local banks maintain a required level of prudence and professionalism while selling financial products. This has grown to be especially important in view of international standards such as Sarbanes–Oxley Act, Basel II and IFRS. This leads to a rather unusual phenomenon within international business: the mother companies and the much larger daughter are essentially forced to coexist in order to function properly. This has led to a very ambivalent relationship between the two over the years.

At the time of the merger there were five management instruments within Rabobank Nederland:

  1. Algemene Vergadering – general assembly. The boards of all local banks within the cooperation were represented there.
  2. De Centrale Kringvergadering – advisory board manned by representatives of clusters of local banks.
  3. De Hoofddirectie – general management. Theoretically they were an autonomous management organ, but in practice, they had to pay 'serious consideration' to what the 4th organ; Raad van Beheer; thought about the course of action for the organisation.
  4. Raad van Beheer – management council. An independent advisory council whose chairman also attended the meetings of De Hoofddirectie.
  5. Raad van Toezicht – supervisory board

In this structure was simplified. The Raad van Beheer was disbanded. De Hoofddirectie received an integral authority over the banking business. It was also renamed to Raad van Bestuur or board of directors. They have an added task compared to a traditional board i.e., they are expected to look out for the specific interests of the members (local banks and their certificate holders). The Raad van Toezicht was renamed to county commission and now held an independent supervisory role. The chairman of this board also presides over the Centrale Kringvergadering. The latter is the most distinguishing organ as compared to other financial institutions in the Netherlands and abroad.

Market position[edit]

Rabobank's footprint within the United States

Rabobank is traditionally a farmers' bank and it still holds an 85% to 90% market share in the agrarian sector in the Netherlands. Throughout the years, the company has also started targeting small and medium-sized companies. By the mid s the market share in this sector reached some 30% and currently amounts to approximately 40%. In , an important milestone was reached; the total outstanding loans in sectors other than agriculture exceeded those in the agricultural sector for the first time. By the agricultural credits amounted to some 8% of total outstanding credit.[citation needed]

Rabobank also holds some 40% of the total outstanding sums on Dutch savings accounts and they account for approximately 30% of all private consumer mortgages in the Netherlands.[citation needed]

In the Netherlands, Rabobank is the third-largest retail bank by market share, and second largest by number of current accounts at 30%. ING Group is the largest with 40% of current accounts, followed by Rabobank (30%), ABN AMRO (20%), and others (10%).[16]

The Rabobank Group currently consists of the following divisions:[citation needed]

  • Rabobank Nederland – the facilitary and staff organisation that serves the local banks. It currently performs the following core activities:
    • Market (staff) support for the domestic retail banking business
    • Group functions i.e., ICT, Legal and other facilitary departments
    • Wholesale banking and international rural and retail banking
  • Local Banks – Approximately 89 cooperative local banks in the Netherlands
  • Rabo Wholesale Rural & Retail – Rabobank's wholesale banking and investment division
  • Rabo Vastgoed Groep – Project developer, real estate
  • DLL (De Lage Landen) – vendor finance, leasing and trade finance
  • Rembrandt Fusies & Overnames – corporate finance
  • Schretlen & Co – asset management, private banking sector
  • Obvion – mortgage intermediary
  • FGH Bank – Dutch real estate bank
  • Rabobank Ireland plc
  • Rabobank New Zealand Limited - a registered bank in New Zealand
  • Rabo AgriFinance, headquartered in St Louis, Missouri
  • ACC Loan Management, Ireland
  • Utrecht-America Holdings, Inc. - New York-based U.S. financial holding company
  • Rabo Mobiel – a mobile virtual network operator in the Netherlands (–)
  • Rabo Development, with advisory services and minority participations in various international markets, including: Tanzania, Zambia, Rwanda, Mozambique, China, Brazil and Paraguay.


RaboDirect, formerly RaboPlus in some locations is the brand name for online-only services offered by Rabobank. RaboDirect operates in Belgium, the Republic of Ireland, Australia, New Zealand and Germany offering savings accounts, term deposits and managed funds. In Belgium it is known as


Main article: Rabobank (Ireland)

RaboDirect Ireland was an online savings bank.

In , RaboDirect ran the Life's more interesting when mm tell the truth marketing campaign that included TV commercials which featured staff confessing truths about themselves, and a microsite called Truthbank[17] where customers could "confess" their own truths.[18]

RaboDirect was the sponsor of rugby union's Pro12 from the season until –14, it featured teams from Ireland, Italy, Scotland and Wales. The deal was announced in June , during which time the league was known as the RaboDirect Pro[19]

On 21 February RaboDirect announced that it would be closing down its Irish operations from 16 May , with the loss of 31 jobs.[20][21]

New Zealand[edit]

Main article: Rabobank New Zealand

RaboDirect, originally known as RaboPlus, was launched in February and was at the time only bank in New Zealand whose parent company was rated AAA by Standard & Poor's (the credit rating has since been downgraded and as of October is A).[22]


On 23 May , Rabobank opened a RaboPlus Internet bank in Australia. On 20 May , the services were rebranded to RaboDirect. RaboDirect is the major partner of the Melbourne RebelsSuper Rugby side. By over $6 billion had been gathered in deposits.


On 20 June , Rabobank opened a RaboDirect in Germany.[23] Rabobank has had a presence in Germany since It has operated in the field of corporate finance and has been primarily active in the food and agriculture sector in the country.


Rabobank operated a direct bank in Poland, but under the Bank BGZ operation and using the name "BGZ Optima". The Polish business including BGZ Optima was subsequently sold to French bank BNP Paribas in December for around $ billion.[24]

Naming rights[edit]

Rabobank has naming rights to several venues and organizations, including:

  • Rabobank Arena, Bakersfield, California
  • Rabobank Theater and Convention Center, Bakersfield, California
  • Rabobank Stadium, Salinas, California[25]
  • Rabobank Development Team, cycling team
  • Rabobank-Liv/giant, cycling team
  • Rabobank Bestuurscentrum, skyscraper, Utrecht


External links[edit]

Wikimedia Commons has media related to Rabobank.

Rabobank appoints new leader of Food & Agribusiness team

NEW YORK — Roland Fumasi was promoted to head of Rabobank’s RaboResearch Food & Agribusiness (F&A) team in North America.

Fumasi joined the banking and financial services company as an analyst in and was promoted to manager of the Fresno, Calif.-based RaboResearch team in Before that, he was vice president of marketing and finance at Utility Fleet Sales, Ltd. and a financial adviser at Morgan Stanley. He holds a master’s degree in agribusiness from Cal Poly and a PhD in agricultural economics from Texas A&M University.

Rabobank’s RaboResearch F&A group is a global team of more than 90 analysts who monitor global market events that affect food and agriculture worldwide. In his new role, Fumasi will lead a team of more than 20 members based in North America who are experts in sectors ranging from animal protein and produce to farm inputs and consumer foods. The team collects insights into commodity markets, conducts in-depth analysis of factors driving success in the sector and examines megatrends influencing clients’ business strategies.

He succeeds Pablo Sherwell, who now leads the recently formed RaboResearch F&A Data Analytics team in North America.

“Roland’s insights and expertise have benefited our Rabobank and Rabo AgriFinance clients across North America and around the globe, and we look forward to what he will bring to his new role,” said Paul Beiboer, chief executive officer of Rabobank North America. “His proven leadership and vision will drive the future of our highly successful team.”

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Justice News

Rabobank National Association (Rabobank), a Roseville, California subsidiary of the Netherlands-based Coöperatieve Rabobank U.A., was sentenced today by U.S. District Judge Jeffrey T. Miller of the Southern District of California for impairing, impeding and obstructing its primary regulator, the Department of the Treasury’s Office of the Comptroller of the Currency (the OCC), by concealing deficiencies in its anti-money laundering (AML) program and for obstructing the OCC’s examination of Rabobank.  Rabobank was sentenced to a two-year term of probation, and ordered to pay the statutory maximum fine of $,  Additionally, as part of its guilty plea, Rabobank forfeited $,, to the United States as a result of allowing illicit funds to be processed through the bank. 

Acting Assistant Attorney General John P. Cronan of the Justice Department’s Criminal Division, U.S. Attorney Adam L. Braverman for the Southern District of California, Special Agent in Charge Dave Shaw of U.S. Immigration and Customs Enforcement’s Homeland Security Investigations (HSI) in San Diego and Special Agent in Charge R. Damon Rowe of Internal Revenue Service Criminal Investigation (IRS-CI) Los Angeles Field Office made the announcement. 

“Rabobank’s branches on the Mexican border processed hundreds of millions of dollars in suspicious transactions likely tied to international narcotics trafficking, organized crime, and money laundering,” said Acting Assistant Attorney General Cronan.  “Instead of filing reports that would have alerted law enforcement to the suspicious activity, as required by law, the bank looked the other way and then compounded its misconduct by conspiring to cover-up its failures and deceiving its regulator.  Today’s sentence and the related forfeiture demonstrate that the Department of Justice will use all the tools at our disposal to combat drug trafficking and transnational crime—including prosecuting financial institutions that turn a blind eye to illicit proceeds moving through their customers’ accounts.” 

“The U.S. Attorney’s Office is intent on securing our border and preventing the laundering of narco-dollars through financial institutions like Rabobank,” said U.S. Attorney Braverman.  “In doing so we will safeguard our communities and protect our citizens from drug traffickers and corporate criminals alike.”

 “It is the responsibility of Homeland Security Investigations (HSI) to monitor and investigate illicit activity that exploits the global infrastructure, particularly in financial systems,” said HSI San Diego Special Agent in Charge, Dave Shaw.  “This complex investigation revealed, and Rabobank admits, that Rabobank was aware of the extreme risk involved in processing million dollar financial transactions linked to transnational crime and international money laundering – activity which plagues the southwest  border.  Today’s sentencing and the significant forfeitures in this case sends a strong message to financial institutions that illicit financial activity inside banking institutions will not be tolerated.”

“Rabobank’s sentencing today is a victory for all Americans and sends a strong message about the need for transparency in banking and ultimately contributes to the fight against money laundering,” said IRS-CI Special Agent in Charge Rowe. “IRS-Criminal Investigation works diligently with our law enforcement partners to ensure funds obtained through illegal means do not find their way into our financial institutions.”

On Feb. 7, Rabobank pleaded guilty to conspiracy to defraud the United States and to corruptly obstruct an examination of a financial institution.  Specifically, Rabobank admitted to conspiring with several former executives to defraud the United States by unlawfully impeding the OCC’s ability to regulate the bank and to obstruct the OCC’s examination of Rabobank’s Bank Secrecy Act (BSA)/AML compliance program.  In connection with that guilty plea, Rabobank admitted that between and it implemented BSA/AML policies and procedures that precluded and suppressed its investigations into potentially suspicious transactions near the U.S.-Mexico border, much of which was conducted by customers and through accounts that Rabobank had previously designated “High-Risk.” 

As a result of its BSA/AML failures, Rabobank admitted that certain customer accounts were involved in not less than $,, in suspicious transactions that were either unreported or untimely reported to the Financial Crimes Enforcement Network (FinCEN), as required by the BSA.  These transactions included high-volume cash deposits and withdrawals, check transactions, electronic transfers, and wire transfers that were consistent with illegal activity such as trade-based money laundering, bulk cash smuggling, structuring, and the black market peso exchange.

According to its statement of facts, Rabobank’s branches in Imperial County, California were heavily dependent on cash sourced from Mexico – cash the bank knew was likely tied to narcotics trafficking and organized crime.  In particular, Rabobank’s Calexico, California branch, located approximately two blocks from the U.S.-Mexico border, was the highest performing branch in the Imperial Valley region due to its receipt of cash from Mexico.  Rabobank continued soliciting cash-intensive customers from Mexico, while failing to employ appropriate BSA/AML policies and procedures to address the heightened risk, until approximately May , when Rabobank placed a moratorium on originating new account relationships for Mexico-based businesses entities.

Rabobank also admitted that the bank, through at least three executives, knowingly obstructed the OCC’s examination by responding to the OCC’s February initial report of examination with false and misleading information about the state of Rabobank’s BSA/AML program and by making false and misleading statements to the OCC regarding the existence of reports developed by a third-party consultant that described the deficiencies and resulting ineffectiveness of Rabobank’s BSA/AML program.  In furtherance of the scheme to defraud the OCC, Rabobank also demoted or terminated two RNA employees who provided information to the OCC regarding Rabobank’s BSA/AML deficiencies. 

The investigation was conducted by HSI, IRS-CI, and the Financial Investigations and Border Crimes Task Force (the FIBC), a multiagency Task Force based in San Diego and Imperial Counties, and funded by the Treasury Executive Office of Asset Forfeiture (TEOAF).  The investigation occurred in parallel with regulatory investigations by the OCC, Office of General Counsel, and FinCEN, Enforcement Division.  The case is being prosecuted by Trial Attorneys Kevin G. Mosley and Maria K. Vento of the Criminal Division’s Money Laundering and Asset Recovery Section, Bank Integrity Unit, and Assistant U.S. Attorneys Daniel C. Silva, Mark W. Pletcher and David J. Rawls of the Southern District of California. 


QuinteQ closes investment round for kinetic battery tech


Dutch energy storage company, QuinteQ Energy, has entered into an investment agreement with Aorta Holding in order to develop the QuinteQ kinetic battery storage solution.

The announcement was made during Enlit Europe in Milan and follows previous seed funding from the founder’s team, the Boeing company, EFRO, Rabobank and the Regional Development Corporation OostNL.

QuinteQ’s flywheel was originally developed for defense and space applications being compact, light and able to deliver over , cycles with little maintenance cost.

According to the company, these specifications make the system suitable for stabilizing and optimizing grids and microgrids.

“With this significant investment round, our growing team can go ahead full throttle in developing our technology portfolio as well as the specific market opportunities we have identified and keep up with the ever-accelerating pace of the energy transition.

&#;The financial backing of Aorta Holding provides a solid foundation and allows us to focus on bringing our unique products to our key-markets and we could not have started the new year off in a better shape than this” says Paul Vosbeek, CEO and Founder of QuinteQ Energy.

In Q2 , QuinteQ will deploy the first two systems for the Dutch Ministry of Defense at its technology proving ground, Fieldlab Smartbase.

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At Fieldlab Smartbase, the Dutch MOD is testing and demonstrating new technologies and solutions in the field of energy, water, wastewater and other applications to reduce its carbon footprint and improve its operational efficiency in military and humanitarian missions.

QuinteQ is focusing on applications in the field of e-logistics and e-mobility where the company believes the flywheel can make a significant impact, considering its round trip efficiency, low standby losses, and cycling capability.

QuinteQ is now focusing on developing partnerships with key players in the field of material handling & logistics companies, large-scale EV-charging companies and associated energy & solutions companies.

“As an investor, we are always looking for high-impact investment opportunities where a unique technology is driven by a strong team, moving into a big market. QuinteQ has all these ingredients in place and we are confident that this investment will provide a significant upside to Aorta but moreover, have a huge impact in the energy transition and support our global battle against climate change” according to Valentijn Borstlap, Investment Lead and Founder of Aorta Holding.

Margien Storm van Leeuwen, Chief Commercial Officer, QuinteQ, joined Enlit Europe in Milan as a speaker in the session: Start-up Investing Landscape: How and Why is it Changing?

Pamela is a senior content creator and editor and has been a part of the Clarion content team for over seven years. She specializes in international power and energy-related content.

Manuel Gonzalez on Innovation in Food and Ag.

Pitching food and agriculture related business ideas to potential investors.

Manuel is the North America Head of StartUp Innovation at Rabobank, where he leads the growth of their start-up platform build through FoodBytes! and new Accelerator, Terra. At the same time, he focuses on developing plans around how relationships with startup firms can benefit corporate clients. Manuel has been Head of the San Francisco Office of StartUp Innovation since , where he led a process that greatly strengthened relationships with corporate clients in the Western Region of the US.

He joined Rabobank in as a project manager. In , he was named Head of Credit, and a year later became Head of Credit and Legal. Manuel was appointed Deputy General Manager in , and just a year later promoted to General Manager in  

Under his leadership, the Mexico franchise significantly strengthened business performance, achieving considerable increases in revenue, cross-sell and net income. Manuel was instrumental in building a strong local investment banking team, and in fostering a high-performance culture focused on enhancing client relationships.

In this podcast: Manuel is someone who works to help people with food-and-ag related business ideas connect with investors and start the process towards funding those ideas. He tells Greg about the FoodBytes business pitch event that is focused on food and ag, as well as Terra and Rabobank with their focus on innovation in this business field. His take on how to deal with failure is something every person who runs or hopes to run their own business should hear.

Go to for more information, photos and links on this podcast and to find interviews with our other great guests.

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rabobank north america
rabobank north america


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