PRESENTACIN MCC En castellano

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MONDRAGON CORPORACION COOPERATIVA
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General development
Creation of the MCC as a capital holding at the
end of the 1980s in response to "the challenge
posed by the EU and economic globalisation".
Since then the number and percentage of private
companies in the group is continually increasing.
Reorganisation in sector divisions instead of
regional groups
Accelerated growth, mainly as a result of
internationalisation. Currently, MCC has 23
industrial plants outside Spain "and aims to
increase this figure to 60". The growth path
includes an increasing number of external
partners (takeovers, joint ventures, strategic
alliances).
Introduction of the EFQM (European Foundation of
Quality Management) assessment as a general
management model
Currently, MCC with its 120 companies is the
largest business corporation in the Basque
Country and the eighth largest in Spain
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Corporate Structure
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MCC World-Wide 2003
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MCC Worldwide 2000
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Central Departments
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Industrial Group Sales and International Sales
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Distribution Group Sales
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Evolution of employment
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Distribution of employment according to activity
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Distribution of Employment generated by MCC
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Distribution of employment in Spain, according to
autonomous region
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Basic Principles
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BASIC PRINCIPLES
Open Admission
A declaration of the fact that we are open to all
men and women who can prove themselves
professionally capable of doing the jobs we are
able to create.
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BASIC PRINCIPLES
Sovereignty of Labour
As the main factor for transforming nature,
society and human beings themselves. As a
result, Labour is, in essence, worthy of the
distribution of the wealth created.
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BASIC PRINCIPLES
Democratic Organisation
Based on the basic equality of the worker-members
with respect to their rights to be, to posses and
to know. This implies democratic organisation
based on one member, one vote.
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BASIC PRINCIPLES
Instrumental and Subordinate Nature of Control
Capital is an instrument, subordinate to Labour,
and is necessary for business development. It is
worthy of just remuneration, which is not
directly linked to the amount of profit made.
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BASIC PRINCIPLES
Participatory Management
Implies the progressive development of
self-management, with the members able to
participate in business management.
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BASIC PRINCIPLES
Payment Solidarity
In accordance with the possibilities of each
Co-operative and solidary, both inside and
outside the Corporation.
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BASIC PRINCIPLES
Intercooperation
Involvement in the search for potential synergies
derived from combined size, the pooling of
profits and the transfer of worker-members.
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BASIC PRINCIPLES
Social Transformation
By means of reinvesting most of the profits,
creating new co-operative jobs and support for
community development initiatives.
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BASIC PRINCIPLES
Universality
Solidarity with all those working for social
democracy, sharing the objectives of peace,
justice and development.
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BASIC PRINCIPLES
Education
Earmarking sufficient human and economic
resources for co-operative and vocational
training.
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Misión
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Misión (I)
Mondragón Corporación Cooperativa (MCC) is a
socioeconomic reality of a business nature with
deep cultural roots in the Basque Country. It was
created by people and for people, inspired by the
Basic Principles of our Co-operative Experience.
It is committed to the environment, competitive
improvement and customer satisfaction in order to
generate wealth in society by means of business
development and job creation
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Misión (II)

• MCC is based on a commitment to solidarity and
  uses democratic methods for its organisation and
  management
• MCC encourages the participation and integration
  of people in management, profits and ownership of
  their companies, to develop a joint, harmonising
  project aimed at social, business and personal
  development.

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Misión (III)

• MCC instigates training and innovation by
  developing human and technological capabilities
  and
• Applies a Management Model of its own to achieve
  positions of leadership and promote Co-operation.

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Corporate Values
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CORPORATE VALUES
Co-operation
Owners and protagonists
Being owners and playing the leading role means
that we consider the company to be ours, we live
its ups and downs, its problems and triumphs as
someting that depends on us and that affects us
directly and personally.
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CORPORATE VALUES
Participation
Commitment to management
Commitment to management is the essence of MCCs
socio-business model. What makes it stand out is
the participation of members in three areas
capital, profits and management.
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CORPORATE VALUES
Social Responsibility
Distribution of wealth based on solidarity.
Involvement in the community
The distribution of the wealth created, based on
solidarity, putting collective interests first,
in addition to a guarantee of survival for our
companies, an expression of solidarity. Work is
not only a means of obtaining income. It is a
source for satisfying the needs of personal and
collective development, meaning that personal
aims are compatible with those of the company,
and those of the company are compatible with its
involvement in the community.
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CORPORATE VALUES
Innovation
Constant renewal
Constant renewal means a constant search for new
options in all the areas in which we operate. It
is a necessary condition for business progress,
as well as to meet the expectations we generate
in society.
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Corporates Basic Objetives
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BASIC OBJETIVES
Customer Satisfaction
As a means of obtaining their trust and loyalty,
the ultimate expression of business efficiency.
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BASIC OBJETIVES
Profitability
As a means of satisfying members and as an
expression of sustained business quality.
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BASIC OBJETIVES
Internationalisation
As a response to the progressive liberalisation
of world trade and as a policy for bringing us
closer to our customers.
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BASIC OBJETIVES
Development
As a result of constant innovation in products
and services, and access to new technologies.
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BASIC OBJETIVES
Social Involvement
As a show of internal and external solidarity in
the distribution of wealth generated.
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General Policies
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GENERAL POLICIES
Competitiveness
Focusing the right way all the factors that make
a company competitive people, products,
technology, equipment, services, costs and
corporate image.
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GENERAL POLICIES
Internationalisation
To strengthen and increase the presence of our
businesses in international markets.
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GENERAL POLICIES
Communication
To use our Corporate Image to back the companies
and businesses that make up MCC.
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GENERAL POLICIES
Innovation
To promote an environment that favours and
stimulates innovation in processes, products and
services.
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GENERAL POLICIES
Business Promotion
To intensify the promotion and development of new
activities as a means of achieving suitable size
in each sector.
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GENERAL POLICIES
Employment
To create new jobs, preferably in our social
environment.
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GENERAL POLICIES
People
To integrate the interests of workers in
management, stimulating professional training and
job satisfaction.
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GENERAL POLICIES
Financing
To generate, attract and manage resources
sufficient to fund the promotion, consolidation
and development of our companies.
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Basic Strategic Planning Process
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Industrial Group
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Distribution Group
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Basic Functions
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Distribution Group
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Irizar
Industrial Equipment
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Irizar  Product Luxury coaches (second biggest
in Europe), equipping chassis from Mercedes, DAF,
Iveco, Renault, Scania, Volvo Workforce 634
(Ormaiztegi/Gipuzkoa), about 90 full members
Sales 229 mill (2000) 35 market share in
luxury coach market in Spain Exports/presence
in 44 countries (nearly all countries with
relevant coach market). The growing exports and
joint ventures with foreign partners allowed
sales increase about 40 in 2000 Joint ventures
and production sites in India, China, Mexico,
Morocco, Brazil
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History Founded in 1889 by Irizar in
Ormaiztegi/Gipuzkoa, still the headquarter and
main production site 1933 Design of the first
coach 1963 Incorporation in MCC 1964
Internationalisation begins with alliances with
Pegaso, Volvo, Nissan... 1990-1992 deep crisis
severe losses, 286 demotivated workers destined
to close. The MCC group put a new management
council in place  1991 Koldo Saratxaga new
head, change management begins  1994 ISO
9001  1998 Irizar Group (holding)  2000
European Premium Company  
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Turnaround Plan 1992  people-based management
(after 30 years of cooperativism the comp. starts
to think of and base their strategies in people,
in their members)  Elimination of the
loss-makers non-profit sales to several clients,
job cuts (63 moved to other coops.)  Non-paid
extra working hours  Salary reduction to 85 of
the former level  Total Quality Management
Reengineering  Internationalisation (1991 Irizar
coaches were sold in 5 countries, 2000 in 44)
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Results   Increasing benefits since
1992    New work organisation, based on
teamwork, flat hierarchies, Just-in-time
Principle, quality control, benchmarking, new
lean plant layout, EFQM criteria... After 30
years of cooperativism they had to invent the
project of people-based management    Job
creation (from 225 to 632) The new people enter
Irizar (FP II) as temporary workers (assist to
assemblies without vote) passing through a
profesionograma (evaluation) for three years.
If you fulfill the criteria of the
profesionograma you can become full member
after three years.    Exports and foreign
production sites subsidiary in Morocco, joint
ventures in China, India, Mexico    1998
transformation in Irizar Group consequence of
the Irizar partnership strategy, includes IRIZAR
TIANJIN (China 1995), IRIZAR MAGHREB (Morocco
1997), IRIZAR BRAZIL (1998), IRIZAR MEXICO
(1999), INTERNATIONAL HISPACOLD (Spain 1997) and
Irizar S.Coop.    Premium company
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IRIZAR has won international recognition and
various awards for its coaches, amongst which
feature
1994 First luxury coachbuilder in Europe to
obtain ISO 9001Quality Certification.
1995 Premio Príncipe Felipe / Prince Philip
Prize for Business Excellence in Industrial
Design, awarded by the Ministry of Industry and
Commerce.
1995 Coach-of-the-Year in Spain, awarded the
first year of this competition.
1994 and 1997 Coach-of-the-Year in the UK.
1998 First luxury coachbuilder in Europe to
obtain ISO 14001Environmental Quality
Certification
1998 Transporte Mundial de Oro / Gold Worldwide
Transport prize in the coach section. 2001. Koldo
Saratxaga, General Coordinator of the Irizar
Project received the Top Basque Businessman
Award. 2002 The IRIZAR PB, Coach-of-the-Year in
Spain
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Some question marks  Striking discrepancy
between the "Basic Principles" of the group as
figuring in the ideological setting and the
concrete business principles   The non-member
sector of MCC is increasing not only in
quantitative but in qualitative terms    The
fastest growing division is the distribution
sector, part. EROSKI hypermarkets with temporary
low-paid young female workforce    Main
investments are maid abroad and by takeovers of
non-cooperative firms, and joint ventures with
non-coops. are also increasing    The general
percentage of hired labour has been increased by
law from 10 to 30, but particularly the
temporary workforce doesn't count   Why there
are no figures published about the percentage of
member/non-member workforce, including all
temporary workers?