Rabobank Appoints Dries Lagerberg as Chief Sustainability Officer

Dries Lagerberg becomes Rabobank’s Chief Sustainability Officer from 1 June 2026, reporting directly to CEO Stefaan Decraene.
The appointment gives Rabobank continuity after Aafke Keizer moved into a new role within the bank.
Lagerberg will lead the Group Sustainability Department as banks face rising scrutiny over climate finance, nature risk and social impact.

Rabobank Elevates Sustainability Leadership

Rabobank has appointed Dries Lagerberg as Chief Sustainability Officer, placing an experienced internal leader at the helm of its sustainability strategy.

The appointment took effect on 1 June 2026. Lagerberg will lead Rabobank’s Group Sustainability Department and report directly to CEO Stefaan Decraene.

His promotion comes at a critical moment for banks. Regulators, investors, clients and civil society are pressing financial institutions to prove that sustainability targets shape real decisions. That includes lending, risk management, client engagement and sector transition planning.

The move also gives Rabobank continuity in a senior role tied closely to its cooperative identity. Lagerberg succeeds Aafke Keizer, who led the sustainability department from 2022 and has now moved into a new role within the bank.

Rabobank said the appointment reinforces its commitment to positive change for climate, nature and people.

Internal Appointment Brings Stability

Rabobank’s decision to appoint Lagerberg from within is significant. He has served as interim Chief Sustainability Officer in recent months. He has also been part of Rabobank’s Group Sustainability Management Team for the past three years.

That background gives him direct knowledge of the bank’s sustainability priorities, governance model and implementation challenges. It also lowers transition risk at a time when sustainability leadership has become more demanding.

For major banks, the Chief Sustainability Officer role has moved beyond reporting. CSOs now work across risk, strategy, regulation and client advisory. They must connect climate targets with commercial activity. They also need to help boards understand how sustainability trends affect credit exposure, reputation and long-term value.

At Rabobank, that work carries added weight. The bank has deep roots in food, agriculture and cooperative finance. Those sectors sit at the center of global debates over emissions, biodiversity, land use, food security and rural livelihoods.

Sustainability Tied To Cooperative Identity

Lagerberg framed the role around Rabobank’s purpose and stakeholder model.

“Sustainability is at the heart of Rabobank’s cooperative identity,” said Lagerberg. “I look forward to continuing to work with colleagues and partners to accelerate our impact for members, clients, society, and future generations.”

His comments reflect a broader challenge for financial institutions. Sustainability strategies now need to serve several audiences at once. Members expect purpose. Clients need practical transition support. Regulators want credible governance. Investors want evidence that climate and nature risks are being managed.

Rabobank’s framing also reflects the expanding scope of sustainability in finance. Climate remains central, but nature risk and social impact are moving higher on the agenda. Banks now need to assess how biodiversity loss, water stress and social resilience affect their portfolios.

Governance Expectations Are Rising

For C-suite leaders, the appointment shows how banks are formalizing sustainability accountability at senior levels. Lagerberg’s direct reporting line to the CEO gives the role clear strategic visibility.

That structure matters. Sustainability is no longer a side function for major financial institutions. It increasingly shapes capital allocation, risk appetite and client relationships.

Across global finance, banks face growing pressure to show that policies are backed by governance systems and credible metrics. Transition plans, financed emissions, biodiversity exposure and supply chain risks are now board-level issues.

For investors and corporate clients, Lagerberg’s appointment may offer stability. He already knows Rabobank’s sustainability agenda and internal operating model. That could help the bank move faster on execution, especially where progress depends on coordination across business lines.

What Leaders Should Watch

The next test is delivery. Rabobank’s sustainability strategy will likely be judged by how clearly it links leadership to financing decisions, sector pathways and measurable impact.

Corporate clients, especially in food and agriculture, should watch how the bank translates its priorities into advisory support and capital access. Investors will want more detail on how Rabobank manages long-term exposure to climate and nature-related risks.

Lagerberg’s appointment does not reset the bank’s sustainability agenda. It extends it under a leader already embedded in the strategy.

That continuity may prove useful. As sustainability scrutiny rises across banking, leadership stability can help institutions move from ambition to delivery. For Rabobank, the appointment keeps climate, nature and people close to its cooperative banking model while reinforcing sustainability as a core governance issue.