For Rosa Carabel (EROSKI), the co-operative model is the cornerstone of the group’s transformation: “Without it, we wouldn’t be who we are”
The cooperative model has been pivotal in EROSKI’s transformation and is one of the main factors underpinning its current situation according to Rosa Carabel, group CEO, during her overview of the company’s evolution and the pillars of its style of leadership. “If we weren’t a cooperative, the EROSKI group would no longer be the EROSKI group,” said Carabel, summing up the concept running through her whole speech.
The CEO outlined the company’s evolution from its early days as a consumer cooperative in the Basque Country to its high-growth phase between 1995 and 2007 characterized by buyouts and diversification. The 2008 financial crisis was a sea change, she recalled, that forced the organization to restructure and overhaul its finances, with divestments and focusing on more high-performance areas.
Along the way, the cooperative model made a decisive contribution to both decision-making and the internal cohesion of the organization. “We’re talking about a cooperative involving thousands of people, from the CEO to the butcher, who must all speak the same language,” explained Carabel. It was also crucial, she added, “to never lose sight of our essence or values – value in the store and for customers.”
The EROSKI identity is the key
Carabel also highlighted the EROSKI identity – “the largest cooperative company in Spain, with its governance shared equally between customers and workers” and its commitment to equality: women account for 76% of its staff and 74% of its management. In this respect, she describes herself as a “defender of women in business.”
In the second part of her talk, the CEO took a closer look at the company’s style of leadership based on three principles that she defined as a mantra, “common sense, focus, i.e. knowing which way to go, and regarding people as the protagonists.”
She explained that this approach translates into specific behavior within the organization: “clarity regarding the direction and purpose of work, agility in eliminating obstacles, and self-reliance in decision-taking and building relationships based on trust.” This model is also based on a methodology implemented in 2022 designed to open up the execution of strategy to the entire organization.
“Every week we monitor progress together”
“This change marked a before and after in what our organization is like. We’re faster and more adaptable now, and people are more motivated,” she explained. Against this backdrop, she also highlighted the importance of constantly monitoring work, with weekly reviews ensuring that alignment and focus are maintained.”
Finally, Carabel mentioned the role of AI as a tool for bolstering this model, “not by taking away power, but by empowering people and giving them more leeway.”
EROSKI is Spain’s largest cooperative company and one of its main food distribution groups. In 2024, it had a turnover of €5,885m, with 1,502 establishments and a workforce of 27,625.
Esade Matins, organized by Esade Alumni and sponsored by CriteriaCaixa, are a benchmark meeting point where business leaders can share their experience, strategic challenges and visions for the future. In this session, Rosa Carabel was accompanied by María José Parada, professor of the Esade Department of Strategy and General Management, and Patricia Valentí, director of Esade Alumni.
