Merging three banks into one without losing anyone

When three independent cooperative banks merge into one, it is ultimately not the board of directors but the members who make the decision. A merger within the Raiffeisen network stands or falls on a democratic membership vote, which in turn depends on whether members, customers, employees, and communities feel included. A move like this brings about a sudden shift in many areas: names, roles, organizational structure, bank management and the board of directors, work locations, services, and established local identities. Anyone who views this process solely from a legal and business perspective underestimates the fact that the real hurdle is gaining the approval of the people who have had close ties to their bank for years.

The three Raiffeisen banks—Mutschellen-Reppischtal, Rohrdorferberg-Fislisbach, and Zufikon—agreed that a merger would create value for everyone: better realization of growth potential, greater attractiveness as an employer, increased investment capacity for innovation, and additional benefits for the members of the larger bank. Rohrdorferberg-Fislisbach was the bank that legally took over the operations, with corresponding changes to the executive management. The new name, Mutschellen, was deliberately chosen to encompass the entire market area and thus reach as many members as possible. The foundation was there: Raiffeisen values put into practice and strong local roots for all three banks. What was also needed was experience in change communication: knowing which stakeholders to reach with which message and when, dealing openly with critical questions, and continuously monitoring communication channels as an early warning system.

The entire stakeholder process for the merger was strategically managed, both internally and externally. The overarching goal was to involve as many stakeholders as possible at an early stage and to mobilize those who viewed the change positively. The focus was always on the specific benefits for each key target group. Messages and timing were closely aligned with the decision-making process, from the initial internal briefings through the informational meetings to the final votes. Specifically, this resulted in a communication strategy that included a timeline, talking points, and FAQs for bank management and employees; press releases; internal town hall meetings; joint employee events involving all three banks; three separate, customized (but coordinated) informational sessions, including an inspiring video released ahead of the votes; and the coordination of the final votes.

The added value extends beyond the individual assets being acquired. A merger of this kind is delicate because it affects long-established identities and brings about changes in the bank’s management and on the board of directors. The fact that it proceeded without major public controversy and that employees were on board despite these changes is not a given, but rather the result of communication that took critical voices seriously and responded to them objectively, rather than ignoring them.

The two-thirds majorities required for the merger were achieved in all three member votes without any major public controversy. Three independent banks merged to form Raiffeisenbank Mutschellen, supported by a majority that embraced the move out of conviction. As a result, the merger was not only legally finalized but also took root among the people who matter most to a cooperative bank.

• Development of the Communication Strategy
• Definition of Key Messages
• Preparation of Presentations, Publications, and Press Releases
• Guidelines for Language Use, List of Tough Questions, Questions & Answers
• Issue Monitoring and Management