+34 916 572 874

Av. de la Industria, 32, Alcobendas, 28108-Madrid

Mondragón grows in sales to 11,399 million in 2016, but reduces employment by 0.9%

Automotive News

The challenge of the 2017/2020 Socio-Business Policy is to enable businesses to develop from “sustainable competitive positions”

The Mondragon Corporation closed the year 2016 with 11.399 million euros in sales, which is 0.3% more than the previous year, while international sales, associated with the industrial area, have reached 70% of total sales .

In terms of employment, the group as a whole has experienced a “slight contraction” of 0.9%, reaching 73,635 jobs. In this regard, the reduction of employment in the distribution area was highlighted, due to the divestments made in the hypermarket network.

However, the industrial area last year generated 1,404 new jobs, reaching the total workforce of 34,329 people.

This data was released on the occasion of the 2017 Congress of Corporación Mondragon, which was held this Wednesday in the Kursaal of San Sebastián and to which were called a total of 650 members representing all cooperatives integrated in the group.

In the chapter on investments, these have amounted to 457 million euros, exceeding by 44% those made the previous year. Also, in the area of ​​innovation, Mondragon integrates 15 R & D centers, has a total of 461 patent families in force and employs 1,921 full-time researchers. The gross operating profit (EBITDA) amounted, in turn, to 1,031 million euros.

This year’s edition of the Congress has included, among other things, the presentation of the management carried out by the corporate bodies, both by the Permanent Commission – in a document previously sent to all members of Congress – and by the General Council.

MONDRAGON OF THE FUTURE

In the case of the discharge of management of the General Council, made by its president, Iñigo Ucín, he referred to the unanimously approved speech in the previous Congress (‘Mondragon del futuro’), which focused on “Values ​​Experience”, the “Organizational Structure” and the “Financial Intercooperation Funds and Instruments”.

In relation to the “Values ​​Experience”, Ucín has indicated that there has been an update of the training and cooperative education actions “to boost values, especially self-demand and co-responsibility.” In addition, corporate sessions have been held to “enhance the development of business intercooperation”.

A working team has also been set up to elaborate proposals to improve the institutional dynamics of cooperatives, and a plan has been put in place “to coordinate activities related to the social transformation of the environments where our companies are located.”

Likewise, for the future, it is planned to increase the attractiveness of cooperatives as “a place to work and actively manage the employability and retraining of people, flexibility and the role of each in their lifelong learning.”

MODEL “MORE FLEXIBLE”

Regarding the “Organizational Structure”, the president of Mondragon has pointed out that throughout 2016 he has worked with the objective of “migrating towards a more flexible model that recognizes the diversity of activities of the Corporation and at the same time Optimize opportunities for inter-cooperation between all businesses. ” The model points to “more powerful tractor projects”.

Finally, the “Financial Intercooperation Funds and Instruments” are moving towards a model that pivots around the “profitability and sustainability” of businesses and which is based on two new funds already constituted, Cohesion and Development and the Corporate Expansion Fund. In addition, Ucín has indicated that work is being done on the “design of new financial instruments leveraged with third parties”.

On the other hand, and in the face of management for the next four years, the corporation has established its roadmap through the 2017/2020 Socio-Business Policy, whose challenge is “to make business develop from sustainable competitive positions.”

To achieve this, five strategies have been defined: the cooperative identity and commitment, financing, innovation, and business promotion, intercooperation and global presence.

Ucín has insisted on “the need to have people committed to a shared project, and ability to adapt to the new times to leave those who follow us a cooperative with a more competitive and supportive project.”

Europe Press THE ECONOMIST – 7/17/2017 (Translation Soft)

Back to Top