DOCSLIB.ORG

Le Mouvement Coopératif Au Coeur Du Xxie Siècle

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Le Mouvement Coopératif Au Coeur Du Xxie Siècle © 2001 – Presses de l’Université du Québec Édifice Le Delta I, 2875, boul. Laurier, bureau 450, Sainte-Foy, Québec G1V 2M2 • Tél. : (418) 657-4399 – www.puq.uquebec.ca Tiré de : Le mouvement coopératif au cœur du XXIe siècle, sous la dir. de A.-G. Gagnon et J.-P. Girard, ISBN 2-7605-1140-5 PRESSES DE L’UNIVERSITÉ DU QUÉBEC Le Delta I, 2875, boulevard Laurier, bureau 450 Sainte-Foy (Québec) G1V 2M2 Téléphone : (418) 657-4399 • Télécopieur : (418) 657-2096 Courriel : [email protected] • Internet : www.puq.uquebec.ca Distribution : CANADA et autres pays DISTRIBUTION DE LIVRES UNIVERS S.E.N.C. 845, rue Marie-Victorin, Saint-Nicolas (Québec) G7A 3S8 Téléphone : (418) 831-7474 / 1-800-859-7474 • Télécopieur : (418) 831-4021 FRANCE SUISSE DIFFUSION DE L’ÉDITION QUÉBÉCOISE GM DIFFUSION SA 30, rue Gay-Lussac, 75005 Paris, France Rue d’Etraz 2, CH-1027 Lonay, Suisse Téléphone : 33 1 43 54 49 02 Téléphone : 021 803 26 26 Télécopieur : 33 1 43 54 39 15 Télécopieur : 021 803 26 29 La Loi sur le droit d’auteur interdit la reproduction des œuvres sans autorisation des titulaires de droits. Or, la photocopie non autorisée – le « photocopillage » – s’est généralisée, provoquant une baisse des ventes de livres et compromettant la rédaction et la production de nouveaux ouvrages par des professionnels. L’objet du logo apparaissant ci-contre est d’alerter le lecteur sur la menace que représente pour l’avenir de l’écrit le développement massif du « photocopillage ». © 2001 – Presses de l’Université du Québec Édifice Le Delta I, 2875, boul. Laurier, bureau 450, Sainte-Foy, Québec G1V 2M2 • Tél. : (418) 657-4399 – www.puq.uquebec.ca Tiré de : Le mouvement coopératif au cœur du XXIe siècle, sous la dir. de A.-G. Gagnon et J.-P. Girard, ISBN 2-7605-1140-5 Sous la direction de Alain-G. Gagnon et Jean-Pierre Girard avec la collaboration de Stéphan Gervais Préface d’Alban D’Amours 2001 Presses de l’Université du Québec Le Delta I, 2875, boul. Laurier, bur. 450 Sainte-Foy (Québec) Canada G1V 2M2 © 2001 – Presses de l’Université du Québec Édifice Le Delta I, 2875, boul. Laurier, bureau 450, Sainte-Foy, Québec G1V 2M2 • Tél. : (418) 657-4399 – www.puq.uquebec.ca Tiré de : Le mouvement coopératif au cœur du XXIe siècle, sous la dir. de A.-G. Gagnon et J.-P. Girard, ISBN 2-7605-1140-5 Données de catalogage avant publication (Canada) Vedette principale au titre : Le mouvement coopératif au cœur du XXIe siècle Comprend des réf. bibliogr. et un index. Comprend du texte en anglais. ISBN 2-7605-1140-5 1. Coopératives. 2. Coopération. 3. Mouvement des caisses Desjardins. 4. Coopératives – Aspect social. 5. Coopératives – Québec (Province). 6. Coppératives – Amérique du Nord. I. Girard, Jean-Pierre, 1958- . II. Gagnon, Alain-G., 1960- . HD2963.M68 2001 33.4 C2001-941103-0 Nous reconnaissons l’aide financière du gouvernement du Canada par l’entremise du Programme d’aide au développement de l’industrie de l’édition (PADIÉ) pour nos activités d’édition. Révision linguistique: ROBERT PARÉ Mise en pages : CARACTÉRA PRODUCTION GRAPHIQUE INC. Couverture: RICHARD HODGSON 1 2 3 4 5 6 7 8 9 PUQ 2001 9 8 7 6 5 4 3 2 1 Tous droits de reproduction, de traduction et d’adaptation réservés © 2001 Presses de l’Université du Québec Dépôt légal – 4e trimestre 2001 Bibliothèque nationale du Québec / Bibliothèque nationale du Canada Imprimé au Canada © 2001 – Presses de l’Université du Québec Édifice Le Delta I, 2875, boul. Laurier, bureau 450, Sainte-Foy, Québec G1V 2M2 • Tél. : (418) 657-4399 – www.puq.uquebec.ca Tiré de : Le mouvement coopératif au cœur du XXIe siècle, sous la dir. de A.-G. Gagnon et J.-P. Girard, ISBN 2-7605-1140-5 PRÉFACE Le XXIe siècle obligera les coopératives à relever plusieurs défis impor- tants. La mondialisation des marchés, qui s’est accélérée à la fin du XXe siècle, a changé la donne sur les plans de l’intensité de la concurrence et des exigences financières qui sous-tendent le développement futur des entre- prises. D’autres facteurs, comme le développement rapide des techno- logies ou l’évolution des besoins et des habitudes des consommateurs, ajoutent à la nouvelle complexité que doivent affronter désormais toutes les entreprises, qu’elles soient privées, publiques ou collectives. Les coopératives sont, au même titre que tous les autres types d’entreprises, confrontées au défi de leur pérennité dans une économie de marché qui, comme on le sait, ne leur accorde pas de traitement de faveur. Mais la pression exercée par un environnement financier adapté en premier lieu aux entreprises à capitalisation boursière détermine pour elles un défi supplémentaire: la préservation de leur identité propre de coopératives. LE DÉFI DE L’AUTHENTICITÉ COOPÉRATIVE La formule coopérative est aujourd’hui remise en question. Nous assis- tons en effet, dans les domaines de l’assurance, de l’agroalimentaire et des services financiers, à une véritable vague de démutualisations, qui touche plusieurs pays, le nôtre y compris. abcd © 2001 – Presses de l’Université du Québec Édifice Le Delta I, 2875, boul. Laurier, bureau 450, Sainte-Foy, Québec G1V 2M2 • Tél. : (418) 657-4399 – www.puq.uquebec.ca Tiré de : Le mouvement coopératif au cœur du XXIe siècle, A.-G. Gagnon et J.-P. Girard (dir.), ISBN 2-7605-1140-5 VIII LE MOUVEMENT COOPÉRATIF AU CŒUR DU XXIe SIÈCLE On convertit ainsi d’importantes entreprises à propriété collective en sociétés à capital-actions parce qu’on est convaincu que cette conver- sion est devenue nécessaire dans les conditions actuelles, où la formule mutualiste ou coopérative serait devenue un handicap. Alimentés par cette nouvelle réalité, des doutes sont exprimés de plus en plus souvent sur la capacité des coopératives de se développer dans le nouvel environnement économique qui se met en place. On s’interroge ouvertement sur leur capacité de continuer d’être solidaires et de partager encore, pour l’avenir, des objectifs collectifs. On doute de leur capacité de se faire aussi inventives dans l’avenir qu’elles ont su l’être jusqu’à maintenant pour assurer leur croissance. Heureusement, il existe un grand nombre de coopérateurs, au Québec comme ailleurs dans le monde, que l’expression de ces doutes n’ébranle pas. Elle stimule au contraire leur fierté et leur motivation à faire de leur coopérative une réussite. Aux yeux des coopérateurs convaincus, les démutualisations sont autant de dépossessions. On détruit par elles des remparts économiques que plusieurs générations avaient patiemment érigés et on prive ainsi les collectivités d’un outil qui aurait pu leur permettre de lutter contre les effets négatifs de la mondialisation. Les démutualisations sont à leurs yeux autant de dilapidations du patrimoine collectif susceptibles d’avoir des retombées à long et très long termes, au profit d’un actionnariat dont on espère qu’il sera rentable individuellement à court terme. Il n’est donc pas question pour eux de s’engager dans une telle avenue. LE CAPITAL Le défi de la capitalisation n’en est pas moins majeur pour les coopéra- tives, qui, en vertu de leur structure de propriété, ont plus difficilement accès au capital. Dans le monde coopératif, cette problématique par- ticulière a d’ailleurs fait l’objet de nombreux forums nationaux et internationaux au cours des dernières années. La question requiert, effectivement, analyse et échange d’expériences. Mais l’histoire du mouvement coopératif n’a-t-elle pas prouvé que les coopératives savent faire preuve d’inventivité dans les situations qui le requièrent? Les grands groupes coopératifs – au Québec, Desjardins et les grandes coopératives agricoles – ont amplement fait la preuve, par des solutions originales au problème du capital (parts permanentes, dében- tures subordonnées, ristournes sous forme de parts privilégiées), qu’il est possible, pour une coopérative qui le veut, de se doter des outils qui lui permettent de croître dans une économie de marché, sans pour autant se © 2001 – Presses de l’Université du Québec Édifice Le Delta I, 2875, boul. Laurier, bureau 450, Sainte-Foy, Québec G1V 2M2 • Tél. : (418) 657-4399 – www.puq.uquebec.ca Tiré de : Le mouvement coopératif au cœur du XXIe siècle, A.-G. Gagnon et J.-P. Girard (dir.), ISBN 2-7605-1140-5 PRÉFACE IX dénaturer et tout en poursuivant sa mission de service aux membres. L’avenir des coopératives au XXIe siècle sera donc assuré dans la mesure où elles sauront toujours faire preuve de la créativité nécessaire sur ce plan. Si le progrès futur des coopératives passe obligatoirement par des pratiques permettant l’enrichissement de leur capital, la qualité du lien entre la coopérative et ses membres jouera dès lors un rôle important. Les membres qui constateront une correspondance réelle entre les pra- tiques et les valeurs professées par la coopérative et qui auront voix au chapitre, non seulement à titre d’usagers des services, mais aussi à titre de propriétaires de la coopérative, feront plus volontiers preuve de loyauté envers cette dernière. Ils généreront plus naturellement un volume de transactions permettant de dégager un meilleur rendement. Ils seront aussi plus susceptibles de répondre positivement à de futurs appels de capital. L’intensité de la vie coopérative et la capitalisation entretiennent ainsi un rapport étroit – un rapport dont la qualité sera garante de l’avenir des coopératives. DES MESURES DE PERFORMANCE QUI ÉCHAPPENT AUX COOPÉRATIVES La « différence coopérative » souffre également aujourd’hui d’une cer- taine standardisation des pratiques entraînée par le triomphe sans par- tage de l’économie de marché. Le monde capitaliste exerce par exemple beaucoup de pression pour ramener l’évaluation de la performance à des ratios exclusivement financiers.
Load more

Recommended publications
  • Bibliography of Cooperatives and Cooperative Development
    Bibliography of Cooperatives and Cooperative Development Compiled by the following Illinois Institute for Rural Affairs personnel: Original, 1999 Christopher D. Merrett, PhD, IIRA director and professor Norman Walzer, PhD, professor of Economics and IIRA director emeritus Update, 2007 Cynthia Struthers, PhD, associate professor, Housing/Rural Sociology Program Erin Orwig, MBA, faculty assistant, Value-Added Rural Development/Cooperative Development Roger Brown, MBA, manager, Value-Added Rural Development/Cooperative Development Mathew Zullo, graduate assistant Ryan Light, graduate assistant Jeffrey Nemeth, graduate assistant S. Robert Wood, graduate assistant Update, 2012 Kara Garten, graduate assistant John Ceglarek, graduate assistant Tristan Honn, research assistant Published by Illinois Institute for Rural Affairs Stipes Hall 518 Western Illinois University 1 University Circle Macomb, IL 61455-1390 [email protected] www.IIRA.org This publication is available from IIRA in print and on the IIRA website. Quoting from these materials for noncommercial purposes is permitted provided proper credit is given. First Printing: September 1999 Second Printing: September 2007 Third Printing: June 2012 Printed on recycled paper Table of Contents I. Introduction ................................................................................................................................................1 II. Theory and History of Cooperatives ....................................................................................................3 III. Governance,
    [Show full text]
  • Agropur Transforms Itself
    AGROPUR COOPERATIVE 2 ANNUAL REPORT 2016 0 Agropur 1 transforms 6 itself FPO PRESENTED TO THE MEMBERS OF THE COOPERATIVE TABLE OF CONTENTS OF TABLE 02 Introduction 10 Message from the President 12 Message from the CEO 14 Board of Directors 16 Senior Management Committee PILLARS 18 Brand Strategy 22 Innovation 1 24 Cost Leadership 28 Human Capital 32 National and International Strategies 36 Corporate Social Responsibility 40 Financial Review 52 Consolidated Financial Statements INTRODUCTION 2 Throughout its 78-year existence, the Cooperative has been in a state of constant evolution, punctuated by watershed periods of accelerated change. 2016 was one such year of intense activity for our organization. INTRODUCTION Introduction 3 INTRODUCTION 4 “SUSTAINABILITY FROM GENERATION TO GENERATION” —DWAYNE PERRY (top) —DYLAN AND PAIGE PERRY (bottom) —BECKY PERRY (top right) —PAIGE AND JACK PERRY (bottom right) Photos taken at Perry Hill Farm in Perry Settlement, New Brunswick. INTRODUCTION 5 —ORGANIZATIONAL TRANSFORMATION First, the new structures announced in Fall 2015 were implemented and filled out during the year. The Canada Operations and US Operations teams were assembled with a view to harnessing each individual’s knowledge and strengths, and capturing internal synergies. —COMPREHENSIVE NEW INNOVATION STRATEGY During the year, Agropur introduced a comprehensive innovation strategy called “Inno Agropur” to spur the development of new ideas, internally and externally, and accelerate the creation of new products and procedures. The strategy will help propel the Cooperative into the future. 6 INTRODUCTION 7 —LEADERS SUMMIT —OPENING OF HEAD OFFICE AND SECTOR SUMMITS The Cooperative officially opened its new The Leaders Summit, held in May 2016 head office in June 2016 with a large under the theme “Aiming Higher,” gave congregation of guests in attendance.
    [Show full text]
  • For All the People
    Praise for For All the People John Curl has been around the block when it comes to knowing work- ers’ cooperatives. He has been a worker owner. He has argued theory and practice, inside the firms where his labor counts for something more than token control and within the determined, but still small uni- verse where labor rents capital, using it as it sees fit and profitable. So his book, For All the People: The Hidden History of Cooperation, Cooperative Movements, and Communalism in America, reached expectant hands, and an open mind when it arrived in Asheville, NC. Am I disappointed? No, not in the least. Curl blends the three strands of his historical narrative with aplomb, he has, after all, been researching, writing, revising, and editing the text for a spell. Further, I am certain he has been responding to editors and publishers asking this or that. He may have tired, but he did not give up, much inspired, I am certain, by the determination of the women and men he brings to life. Each of his subtitles could have been a book, and has been written about by authors with as many points of ideological view as their titles. Curl sticks pretty close to the narrative line written by worker own- ers, no matter if they came to work every day with a socialist, laborist, anti-Marxist grudge or not. Often in the past, as with today’s worker owners, their firm fails, a dream to manage capital kaput. Yet today, as yesterday, the democratic ideals of hundreds of worker owners support vibrantly profitable businesses.
    [Show full text]
  • North American Students of Cooperation Annual Report May 01, 2013 - April 30, 2014 Table of Contents
    WW North American Students of Cooperation Annual Report May 01, 2013 - April 30, 2014 Table of Contents 2 President’s Letter 3 Letter from Staff 4 NASCO Family Overview 5 Strategic Goals 6-7 Membership 8-9 Financial Report 10-11 NASCO Properties Report 12 NASCO Development Services Report 13 Institute Report 14-15 Educational Programs 16-17 Cooperative Movement Connections 18 Board Members 19 Testimonials 1 President’s Letter 02 October 2014 Dear members and friends of NASCO, I would like to take this opportunity to introduce myself to you and share some of the major strides NASCO has made in the past year. My name is Mingwei Huang, and I have been involved with housing co-ops since I moved into the Audre Lorde Co-op within Madison Community Cooperative over eight years ago. I have been involved with NASCO in multiple capacities since 2008: Institute faculty, People of Color Caucus Chair, appointed and elected board member, Director of Education and Training, and currently as the board president. In our recent history, NASCO has experienced organizational fluxes oscillating between periods of major organizational change and turnover in leadership and also periods of stable rebuilding. While these changes have been challenging, our organization is proving to be dynamic and resilient, and this past year NASCO has made major progress in becoming more sustainable, primarily in the areas of governance, personnel, and membership. NASCO implemented a change in the election cycle this fiscal year (May 2013-April 2014) in order to streamline turnover of board members. Rather than holding elections in the spring and having two major board turnovers a year, the elections happen around the same time of Institute.
    [Show full text]
  • Summer 1989 3 ED TOR AL Learning from Our History
    WORKER The Voice .. ｾ＠ i:n of Economic Democracy o in Canada Summer bit -ｾｎａ＠ 1,IBRAR 1989 , BrIe. / / From yogurt to chip dip to sour cream to cottage cheese to butter to you. When it comes to freshness, taste and downright goodness, you can always count on Gay Lea dairy products! ewe make the ｴｨｩｊｬｧｾ＠ you can count on. Gay Lea Foods Co-operative Limited is owned and controlled by Ontario Dairy Producers. The vast majority of workers in the Western democracies lack even the most elementary voice in decisions that affect the business that employs them. PARTNERS IN ENTER'PRISE The Worker Ownership Phenomenon edited by Jack Quarter and George Melnyk The current interest in new fonns of ownership of the economy stems from a number of sources: from worker buyouts to prevent plant shut- downs to workers' demands for self-expression and democratic con- trol. The inability of established economic organizations to meet even traditional needs has led to the belief that worker ownership is "an idea whose time has come." This book is about a fonn of business - the worker co-operative - in which workers are owners. The essays provide a record of the worker co-operative movement both as it stands at present and historically from the first experiments in the 1860s. ISBN:O·921689·44·6 $16.95 '------------1 BLACK ROSE BOOKS t--------------' CONTENTS DEPARTMENTS FEATURES FORUM 5 LEITERS 16 Co-operation Among Social Investment Funds. By Ted Jackson ACROSS THE COUNTRY 6 P.E.I. • Nova Scotia' Newfoundland. Quebec' Ontario FORUM • Manitoba. Saskatchewan 18 The Lessons of History in • British Columbia Financing Co-operative Development.
    [Show full text]
  • Better Dairy. Better World
    AGROPUR COOPERATIVE Better dairy. Better world. ANNUAL REPORT 2017 TABLE OF CONTENTS 03 — Introduction 10 — Message from the President 12 — Message from the CEO 14 — Board of Directors 16 — Senior Management Committee Ferme Rodrigue et fils inc. 19 — PILLAR Brand Strategy 41 — Corporate Social Responsibility 25 — PILLAR Innovation 45 — Financial Review 29 — PILLAR Cost Leadership 58 — Consolidated Financial Statements 33 — PILLAR Human Capital 37 — PILLAR National and International Development 02 Introduction Our Cooperative fared well during the past year, posting $6.4 billion in sales, a 7.7% year-over-year increase, and $444 million in earnings from operations, a 7.9% increase, despite continuing aggressive competition in the Canadian market and still-volatile global markets. Caroline Guimond, Mégane, Justin, Jacob, Jean-Philippe and Élyse Rodrigue, from Ferme Rodrigue et fils inc., Saint-Anaclet, Est du Québec 03 INTRODUCTION Better dairy. Better world. At a time when the sharing economy is meeting growing needs and is being embraced as a win-win solution, our cooperative model supports fair, structural wealth distribution and makes a difference for the community. Our model has been contributing to the social fabric, to local development and to the health of rural communities for nearly 80 years. Agropur held its course and stepped embraced as a win-win solution, When consumers purchase Agropur up the pace of its transformation. our cooperative model supports fair, products, they not only obtain products Our strategy organized around five structural wealth distribution and makes of the highest quality but they also growth pillars was adopted in 2012 a difference for the community.
    [Show full text]
  • Enhancing the Value of Milk
    01 Enhancing the value of milk A vocation for Agropur Each waking day, Agropur cooperative responds to the call of some 4,200 dairy farmers who rely on this organization, which they jointly own, to enhance the fruit of their labour. Over 1.7 billion litres of milk are processed annually in 19 plants, one in the United States and the others in four Canadian provinces. The resulting products grace the tables of thousands of Canadians from coast to coast. But before these products reach their tables, 3,000 employees and many contract agents assigned to milk collection and distribution combine their efforts and expertise to ensure that the final product meets all expectations. OUR PRODUCTS GR EET YOU AT THE CRACK OF DAWN. Tradition and progress co-exist in perfect harmony at Agropur. Their interaction generates amazing results for this Cooperative, which was founded in 1938 and remains rooted in its original values. Its success is, above all, a human story. It is reflected in the quality of services offered and a highly diversified product line, which is in keeping with the latest trends and makes milk, this indispensable resource, ever more enjoyable. Sense of values 02 Nature is our source Closely involved in its members’ activities, Agropur cooperative has made a vocation of enhancing the value of their product, milk. Derived straight from nature, milk comes to the Cooperative full of richness and freshness. Charged with generating a return on this asset, thousands of people invest their genius and talents in this major group project, which is reinvented on a daily basis to respond to needs, expectations and market signals.
    [Show full text]
  • Generations Team Cooperation Variety Satisfaction Innovation Health Legacy Products Evolution Unity Transmission Know-How Employees Foundation Members Values Pure
    pride food future authenticity line productivity wisdom challenges consumers knowledge history security friendship guarantee tradition expertisefreshness health needs taste knowledge variety future generations team cooperation variety satisfaction innovation health legacy PRODUCTS evolution unity transmission know-how EMPLOYEES foundation MEMBERS values pure Agropur cooperative 2009 ANNUAL REPORT agropur A look at our roots, our strengths and our future. Every day, the natural goodness of milk improves the lives of consumers by meeting their daily nutritional requirements. An increasing number of people are discovering the Cooperative’s wide range of popular products. To ensure a prosperous future for the Agropur family, the organization relies on its experienced members, passionate employees and incomparable products. These three “families” beat to the rhythm of a single heart, the Cooperative, to the great benefit of everyone involved. The key to its success lies in the strong ties that bind generations of members, the employees and the products that unite them. Today, Agropur has facilities in Canada, the United States and Argentina, and processes over 2.6 billion litres of milk annually. Thanks to the unwavering commitment of its 3,533 members, its 5,225 employees in 27 plants, the Cooperative boasts sales of close to $3.1 billion. 1 2 3 4 5 6 7 Chairman’s MESSAGE Protect the interests of the Cooperative and its members. At Agropur, a sense of family can be felt throughout the organization. Our members’ know-how is passed down from generation to generation, with several people of the same family working for the Cooperative, and several product families offered to consumers.
    [Show full text]
  • A Framework for Cooperative Housing in Portland, ME: Lessons from 13 Existing Cooperative Houses in the U.S
    University of Southern Maine USM Digital Commons Muskie School Capstones and Dissertations Student Scholarship Spring 2019 A Framework for Cooperative Housing in Portland, ME: Lessons from 13 Existing Cooperative Houses in the U.S. Cyndi Gacosta University of Southern Maine, Muskie School of Public Service Follow this and additional works at: https://digitalcommons.usm.maine.edu/muskie_capstones Part of the Demography, Population, and Ecology Commons, Development Studies Commons, Growth and Development Commons, Urban, Community and Regional Planning Commons, and the Urban Studies and Planning Commons Recommended Citation Gacosta, Cyndi, "A Framework for Cooperative Housing in Portland, ME: Lessons from 13 Existing Cooperative Houses in the U.S." (2019). Muskie School Capstones and Dissertations. 157. https://digitalcommons.usm.maine.edu/muskie_capstones/157 This Capstone is brought to you for free and open access by the Student Scholarship at USM Digital Commons. It has been accepted for inclusion in Muskie School Capstones and Dissertations by an authorized administrator of USM Digital Commons. For more information, please contact [email protected]. A Framework for Cooperative Housing in Portland, ME: Lessons from 13 Existing Cooperative Houses in the US Cyndi Gacosta Capstone paper for Master of Community Planning and Development Program Muskie School of Public Service University of Southern Maine May 2019 Professor Yuseung Kim, Capstone Advisor CONTENTS I. Introduction……………………………………………………………2 II. Affordable Housing Demands in Portland…………………………….4 III. Cooperative Housing…………………………………………………..5 i. What is cooperative housing? ii. 13 cooperative houses surveyed in the US iii. Principles IV. Implementation of Principles…………………………………………10 V. Long-Term Affordability of Cooperative Houses…………..……...…15 VI. Obstacles in Managing and Sustaining a Cooperative House….…......18 VII.
    [Show full text]
  • 2007 Annual Report Agropur Cooperative
    2007 Annual Report Agropur cooperative pur 2003 2004 2005 2006 2007 SALES (in millions of dollars) 2,750 2,454.5 2,500 2,280.4 2,250 2,154.4 2,000 1,904.2 1,931.3 1,750 3,783 1,500 MEMBERS 1,250 1,000 MILK PROCESSED (in millions of litres) 2,250 2,000 1,892.9 1,860.5 1,828.8 1,770.8 1,750 1,731.6 4,488 1,500 EMPLOYEES 1,250 1,000 EBITDA* SALES OF (in millions of dollars) 200 193.4 180 164.4 160 155.2 $2.45 billion 145.6 140 130.9 120 100 PROCESSES CLOSE TO EARNINGS BEFORE PATRONAGE DIVIDENDS (in millions of dollars) 140 129.7 120 110.4 97. 1 100 90.7 2 billion 82.3 80 LITRES OF MILK ANNUALLY 60 40 20 0 PATRONAGE DIVIDENDS (in millions of dollars) 100 89.0 22 80 75.3 65.7 60.0 60.2 PLANTS 60 40 20 0 EQUITY (in millions of dollars) 2007 2006 600 555.3 550 Sales (in millions of dollars) 2,454.5 2,280.4 500 485.2 Milk processed (in millions of litres) 1,892.9 1,860.5 450 435.6 Earnings before patronage dividends (in millions of dollars) 129.7 110.4 388.5 400 Asset acquisitions (in millions of dollars) 69.1 52.3 350 331.4 Total assets (in millions of dollars) 907.6 845.3 300 250 Number of members 3,783 3,939 200 Number of employees 4,488 4,008 * Earnings before patronage dividends, interest, taxes, depreciation and amortization and gain on disposal of assets.
    [Show full text]
  • BOARD MEETING AGENDA October 27, 2020 9:00Am I. CALL TO
    BOARD MEETING AGENDA October 27, 2020 9:00am I. CALL TO ORDER & ROLL CALL II. PUBLIC COMMENT – PLEASE LIMIT PUBLIC COMMENT TO THREE (3) MINUTES III. COMMUNICATIONS a. Chief Compliance Officer Quarterly Report ............................................................................. 3 IV. CONSENT AGENDA a. Proposed Meeting Minutes – September 22, 2020 .................................................................... 4 b. HyCAL – MBDP Amendment ................................................................................................ 14 c. The Corner Lender, LLC – MCRP Amendment ..................................................................... 26 d. ANC Holdings, LLC – MCRP Amendment ............................................................................ 36 e. Sweetwater Development Partners, LLC – MCRP Amendment ............................................. 40 f. 2021 MSF Board Meeting Dates ............................................................................................. 47 V. ANNUAL FUNDING ALLOCATIONS a. FY21 MSF Annual Funding Allocations: Resolution to approve FY21 funding allocations for MSF program and activities .............................................................................................. 51 VI. CAPITAL ACCESS a. Gerdau Macsteel, Inc.: Resolution to authorize an amendment of a previous inducement and increase the dollar amount for the project from $80,000,000 to $110,000,000 ................ 65 Location: City of Monroe VII. BUSINESS INVESTMENT a. Perrigo Company: Resolution to
    [Show full text]
  • Bibliography of Cooperatives and Cooperative Development
    Bibliography of Cooperatives and Cooperative Development Compiled by the following Illinois Institute for Rural Affairs personnel: Original Christopher D. Merrett, PhD, IIRA director and professor Norman Walzer, PhD, professor of Economics and IIRA director emeritus Update Cynthia Struthers, PhD, associate professor, Housing/Rural Sociology Program Erin Orwig, MBA, faculty assistant, Value-Added Rural Development/Cooperative Development Roger Brown, MBA, manager, Value-Added Rural Development/Cooperative Development Mathew Zullo, graduate assistant Ryan Light, graduate assistant Jeffrey Nemeth, graduate assistant S. Robert Wood, graduate assistant Published by Illinois Institute for Rural Affairs Stipes Hall 518 Western Illinois University 1 University Circle Macomb, IL 61455-1390 [email protected] www.IIRA.org This publication is available from IIRA in print and on the IIRA website. Quoting from these materials for noncommercial purposes is permitted provided proper credit is given. First Printing: September 1999 Second Printing: September 2007 Printed on recycled paper Table of Contents Introduction .....................................................................................................................................................i Theory and History of Cooperatives ...........................................................................................................1 Governance, Organizational, Legal, and Political Aspects of Cooperatives .......................................13 Day Care and Baby-Sitting Cooperatives
    [Show full text]