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BACKGROUND
MONDRAGON = Network of 260+ cooperative enterprises, subsidiaries and affiliates.
Employee-owned, not user-owned
7th largest business group in Spain (€14B, sales)
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CONTEXTCONTEXT
• The Basque Country (Euskadi)
• 2.1 million inhabitants
• Strong industrial tradition since 16th c, esp since late 19th
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BASIC PHILOSOPHYBASIC PHILOSOPHY
STATUS OF FACTORS OF PRODUCTION
MAXIMUM AUTHORITY
INSTRUMENT
Conventional Company
CAPITAL LABOR
Cooperative Company
LABOR CAPITAL
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IMPLICATIONSIMPLICATIONS
1. Democratic control
2. Distribution of surplus among all
worker-members
3. Egalitarianism
4. Participation in decision-making
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See co-op structure chart
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The Business TodayThe Business Today --
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Sales, 2009Retail & Allied Group
€8.4 billion
Industrial Group€5.5 billion
13.9 billion €(retail & industrial only)
60%
40%
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WORK FORCE, 2009
RETAIL≈ 48,000 (56%)
MANUFACT.≈ 33,200 (39%)
FINANCE≈ 3,000 (3%)
KNOWLEDGE≈ 1,100 (1%)
TOTAL≈ 85,300
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MONDRAGON – Network StructureMONDRAGON – Network StructureCO-OP CONGRESSStanding Committee
Education, Training and Research Centres
FIN
AN
CIA
L G
RO
UP
RE
TA
IL G
RO
UP
INDUSTRIAL GROUPAutomotive Components
Industrial Components
Construction
Industrial Equipment
Domestic Appliances
Engineering and Capital Goods
Machine Tools + 5 other divisions
GENERAL COUNCIL
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Mondragon in the World
Manufacturing Plants (70+)Corporate Delegations (6)
Rep. Checa (5)
India
Rumania (2)
Alemania (3)
Tailandia (1)
Marruecos(2)
Francia (5)
Brasil (6)
Brasil
Mexico (6)
Mexico
Polonia (5)
China
China (8)
U.S.A.
U.K.(4)
India(2)
Italia(3)
Rusia
Turquía(2)
Sudáfrica (1)
Eslovaquia (2)
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HOW WAS THIS ACHIEVED?
(History)
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1936-39 Spanish Civil War
Destruction, poverty, repression
1500 – 1925: Industrial tradition, then heavy industrialization—iron, steel, metalworking,
shipbuilding, mining
1941: Priest Arizmendiarrieta Mondragon
-Technical School, 1943
- Other “Education” … 15 years
- First co-op 1955-56
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Growth … and NETWORK INSTITUTIONS NETWORK INSTITUTIONS
1955-59 four new co-ops
1959 Caja Laboral (bank)
1964 Ularco (regional subgroup)
1967 Lagun Aro (soc. sec./insurance)
1969 Eroski (retail food)
1974 Ikerlan (technology R&D)
1984 Cooperative Congress
1991 MCC – Sectoral Restructuring / Central Services
1997 Mondragon University … ETC.
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2000’s
INTERNATIONALIZATION
CO-OP CO-OP RENNOVATIONRENNOVATION
The Meaning of Mondragon The Meaning of Mondragon ExperienceExperience
Participation, Cooperative Participation, Cooperative Ownership Education, Social Ownership Education, Social Responsibility, Other Arenas Responsibility, Other Arenas (Bagara)
12+ R&D CENTERS
NOT JUST TECHNOLOGY, also organization, commun-ication, leadership
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FUTURE CHALLENGES
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CHALLENGES1. Globalization
Need to “cooperativize” operations, ensure social responsibility. The “30%” policy.
High pressure broad impact Work and management in other cultures
2. Non-member workers (Retail and Manufacturing) In co-ops, 20% 15% In subsidiares (> 50% total wkfce) ... BUT
shared ownership + COOP’Z’N in Retail 3. Manufacturing Services, new sectors4. Environmental Sustainability
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CHALLENGES
5. Participatory decision-making (in the face of post-modern, consumer culture) The management dimension—conventional
management “ideology” re costs, profits, style
The front-line worker dimension—work is means not end; in 2nd generation, co-op membership seen less as “activism”
6. Re-creation, reinforcement of “cooperative identity” via education, leadership and organizational change
TE.
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Cooperative Principles
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COOPERATIVE PRINCIPLES
• Open and Voluntary Membership
• Democratic Governance
• Sovereignty of Labor
• Capital as Subordinate and Instrumental
• Participation in Management
• Solidarity in Compensation• Intercooperation• Social Transformation• Contributing to the Social Economy
Worldwide• Education
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Open and Voluntary Membership
Open to all those who freely and voluntarily accept our Principles.
COOPERATIVE PRINCIPLES
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Democratic Governance
One member, one vote to elect the Governance Bodies and define
codes of behavior
COOPERATIVE PRINCIPLES
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Sovereignty of Labour
Rights are assigned to Labor, not capital. Labor is the engine of
collective progress and the key to generating wealth
COOPERATIVE PRINCIPLES
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Capital as Subordinate and Instrumental
Capital is an essential resource, but it is subordinate to labor.
COOPERATIVE PRINCIPLES
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Participation in Management
Responsible involvement of members in management of the
business
COOPERATIVE PRINCIPLES
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Solidarity in Compensation
Internal to the company, as well as relative to the sector and region.
COOPERATIVE PRINCIPLES
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Intercooperation
As a mechanism of intercooperative solidarity and business efficiency
COOPERATIVE PRINCIPLES
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Intercooperation
1. Central Representative Governance Bodies
2. Central Management Services and Coordination Bodies
3. Sectoral Divisions for collaboration, synergies, mutual help
4. Shared support institutions in key activities—banking, venture capital, social security, education, R&D, non-profit activities
COOPERATIVE PRINCIPLES Practice
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Social Transformation
Commitment to egalitarian and sustainable economic and
community development in the Basque Country and elsewhere
COOPERATIVE PRINCIPLES
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Building the SocialEconomy Worldwide
Collaboration and solidarity with those who work for a democratic social
economy around the globe.
COOPERATIVE PRINCIPLES
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Education
Cooperative and professional, in order to consolidate and develop the
Mondragon Experience
COOPERATIVE PRINCIPLES
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“The present, no matter how marvelous it may seem, sows the seeds of its own destruction if it separates itself from the future”.
“El presente, por espléndido que fuere, lleva la huella de su caducidad, en la medida que se desliga del futuro”.
D. José María Arizmendiarrieta