DOCSLIB.ORG

Informe De Seguimiento Medios De Comunicación

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Informe De Seguimiento Medios De Comunicación INFORME DE SEGUIMIENTO MEDIOS DE COMUNICACIÓN 4 de noviembre INDICE DE CONTENIDOS Seguimiento Medios de Comunicación. 4 de noviembre Radio Televisión Prensa CCOO Noticias MMI - Dossier Personalizado RADIO 31/10/2013 RADIO PAMPLONA-SER | 07,50 h -- Informativo -- 29 seg Convocados paros parciales en el transporte urbano comarcal desde el 19 de noviembre y posible huelga indefinida desde el 16 de diciembre. http://navarra.mmi-e.com/portal/accesommhash.php?q=90c703b07127e2b7cf1ff2d144d510a6/3/20131031SO00.WMA/1383556463&u=8235 31/10/2013 RADIO PAMPLONA-SER | 07,50 h -- Informativo -- 23 seg El Observatorio del Mayor pide la recuperación del poder adquisitivo de los pensionistas, que han rechazado en Tudela la subida del 0,25% como revalorización de las pensiones. http://navarra.mmi-e.com/portal/accesommhash.php?q=45a1cb4510ea4927c83801102de7c83a/3/20131031SO01.WMA/1383556463&u=8235 31/10/2013 RADIO PAMPLONA-SER | 14,00-14,30 h -- Informativo -- 84 seg Una vez que la Corporación Mondragón anuncia que dejará caer a Fagor Electrodomésticos siguen las preguntas sobre cómo afectará el asunto a Fagor Ederlan. DESARROLLO:Declaraciones de Jesús Arrizubieta, presidente del consejo rector de Fagor Ederlan Tafalla. http://navarra.mmi-e.com/portal/accesommhash.php?q=235bdd6385dcbc33af1cd0ea77491931/3/20131031SE04.WMA/1383556463&u=8235 31/10/2013 RNE-1 | 13,30-14,00 h -- Informativo -- 48 seg Los trabajadores de TCC, empresa concesionaria del transporte urbano comarcal, han aprobado un calendario de movilizaciones contra el descuelgue del convenio por parte de la empresa. http://navarra.mmi-e.com/portal/accesommhash.php?q=8af99f123af96d167daf75b4565ce852/3/20131031RB04.WMA/1383556463&u=8235 31/10/2013 RNE-1 | 13,30-14,00 h -- Informativo -- 51 seg La obra social de La Caixa ha entregado los premios de la quinta edición del programa Incorpora. http://navarra.mmi-e.com/portal/accesommhash.php?q=023ad86a735e5ff07c61dfce8505ee3c/3/20131031RB05.WMA/1383556463&u=8235 31/10/2013 RNE-1 | 13,30-14,00 h -- Informativo -- 35 seg La Policía Foral ha imputado un delito de homicidio por imprudencia grave al camionero que provocó el accidente de tráfico mortal ocurrido este lunes en la carretera de Allo-Sesma. http://navarra.mmi-e.com/portal/accesommhash.php?q=66bbcf9c4877499fff3132e8aabe491b/3/20131031RB06.WMA/1383556463&u=8235 Noticias MMI - Dossier Personalizado TELEVISIÓN 31/10/2013 TVE-1 | 13,55-14,25 h -- Informativo -- 40 seg Conflicto laboral en RENFE y Adif. Los trabajadores, convocados por la CGT y el sindicato Ferroviario Intersindical pararon a medianoche y mantendrán los paros hasta las once de esta noche. DESARROLLO:Protestan contra la secregación que el consejo de administración de RENFE aprobó ayer y por el cual la compañía se dividirá en cuatro sociedades. http://navarra.mmi-e.com/portal/accesommhash.php?q=3420506fe27eff6bddf3a582e21722a5/3/20131031TA08.WMV/1383556488&u=8235 DIARIO DE NAVARRA PAMPLONA, LUNES 4 DE NOVIEMBRE DE 2013 www.diariodenavarra.es AÑO CX N.º 36.305. PRECIO 1,30 EUROS Los cerebros Osasunadispone deMovistar, deunasemanade caraacara plazoparafichar ● José Luis Arrieta y Eusebio Unzué dan las onoaZongo claves del equipo número 1 DEPORTES 40-41 DEPORTES 28-29 Las claves Más de 160.000 navarros serán del segundo modelo en llamados al programa de Volkswagen La planta navarra de detección de cáncer de colon Landaben, expectante ante la posibilidad de fabricar otro vehículo El plan va a comenzar en el barrio El resto de centros se incorporará además del Polo pamplonés de San Juan, Tudela y Estella progresivamente en dos años NAVARRA 18 NAVARRA 22 ADIFganasólo 25millonesde los800previstos porventasy externalización ● El gestor del TAV y toda la red ferroviaria rompe con los plazos previstos para reducir deudas pendientes ECONOMÍA 10 Pamplonacierra su Semana delaModacon unguiñoala gastronomía Platos y peinados inspirados en diseños de Los trabajadores de Lev 2050, encargada de desarrollar levaduras para la industria vitivinícola. De izquierda a derecha, Ana San Martín, Iosu Raz- ropa clausuran la quin, Andrea Soria, David García (gerente de la empresa), Idelfabián Bolaños, Idoia Díaz y Yolanda Gil. JAVIER SESMA Navarra Fashion Week Tesis navarras que crean empleo DIARIO 2 58 Lasinvestigacionesdeprofesores En los últimos 5 años, NACIONAL 2 DEPORTES 27 Grandes Óperas y alumnos de la UPNA y la Univer- INTERNACIONAL 7 CLASIFICADOS 53 investigadores de la La Bohéeme I sidad de Navarra han ocasionado ECONOMÍA 10 ESQUELAS 55 HOY OPINIÓN 11 FARMACIAS 69 , UPNA y la UN han medio centenar de empleos para 5 95 titulados a través de compañías NAVARRA 16 LOTERÍAS 69 fundado 13 empresas de nueva factura. NAVARRA 16-17 NAFAR 26 CARTELERA 70 10 Economía/Trabajo Diario de Navarra Lunes, 4 de noviembre de 2013 Fomento apremia al gestor del TAV y toda la red ferroviaria a hacer caja ADIF esperaba 800 millones por externalizaciones y ventas, pero logra 25 La dificultad para colocar EL MAYOR CONTRATO activos ya abundantes en el mercado y la crisis han roto los plazos previstos 400 Tras varias subastas y MILLONES DE EUROS podría lle- rebajas de precios, sólo gar a ingresar ADIF si algunas de las se han conseguido 25 firmas interesadas en el concurso pa- millones, de los cuales ra explotar su red de fibra óptica (la principal es Abertis Telecom,el ma- se han recaudado cinco yor gestor de infraestructuras de te- lecomunicaciones en España) opta a J.A. BRAVO Colpisa. Madrid quedarse con la misma durante 20 años. Si sólo quisiera hacerlo 10 (el Se acerca el final del ejercicio y, mínimo), el precio sería de 343 millo- con él, las prisas para cuadrar nes. En ambos casos, se haría un solo cuentas.ElministeriodeFomento pago antes de dar la licencia. es uno de los más acuciados en la administración por el gran núme- ro de empresas públicas que con- cas sean cubiertos con fondos pro- trola y, sobre todo, su elevado pre- cedentes del mercado (es decir, su supuesto. Por ello, ha apremiado a actividadcomercial),parecenabo- una de las principales, el adminis- car a su controvertida segrega- trador de infraestructuras ferro- ción en dos sociedades mercanti- viarias(ADIF),aagilizarlosproce- les, una para la red de alta veloci- sos de enajenación en marcha. dad (la segunda más extensa del El ente público que preside mundo) y otra para la convencio- Gonzalo Ferre lanzó hace un año nal. La primera es rentable en in- un plan de racionalización de acti- gresos, pero arrastraría la mayor vos (hasta 2016) con vistas, de un Estación de La Naja, junto a la ría de Bilbao, una instalación en desuso que ADIF trata de vender. COLPISA parte de los 13.776 millones de eu- lado, a reducir sus costes de man- rosqueadeudaenente(hastafina- tenimiento y, de otro, a obtener El objetivo de vender más de ingresar más de 70 millones. do, no habrá ofertas definitivas les de 2012 el saldo de inversiones nuevos ingresos. La idea era lo- 1.500 inmuebles (incluidas plazas Tampoco la enajenación previs- hasta finales de enero. en el AVE superaba los 47.000 mi- grar más de 800 millones de eu- de garaje y trasteros) repartidos ta de 800 viejas estaciones de tren En esta tesitura, ADIF decidió llones). ADIF prevé cerrar 2013 ros, la mayor parte este mismo por todo el país no ha ido como se muchasenestadoruinoso,marcha acudir al mercado. Ultimó con me- con pérdidas de 306 millones. año,conlosquesufragarsuscuan- esperabaporlacrisisinmobiliaria. bien. Por contra, hay fundadas es- dia docena de grandes bancos eu- Los problemas financieros del tiosas inversiones. En bastantes casos han hecho falta peranzas en la externalización del ropeos (encabezados por Santan- ente, que a principios de año su- Sin embargo, las dificultades varias subastas (tras quedar de- negocio de sus 72 aparcamientos der y BNP) un crédito de 900 millo- maba 800 millones en impagos a paracolocarenelmercadoactivos siertas las primeras), y rebajar los (más de 22.000 plazas), por el que nesconvencimientoa13mesesyla lasconstructoras(alcierrede2012 tan ofertados como viviendas y lo- precios (oscilan entre los 20.000 y prevé ingresar hasta 130 millones garantía del Estado. No obstante, tenía deudas pendientes de cobro cales comerciales, y otros total- los 140.000€), todo para un saldo en10años(elmínimoserían66mi- para refinanciarlo tendrá que emi- por 267 millones, además de otros mente atípicos como estaciones bastantemodesto:25millonespre- llones por cuatro años), y también tir bonos por vez primera. 348 millones pendientes en sub- de tren en desuso, quebró los pla- vistos en el año, aunque apenas se de la explotación de su red de fibra venciones), han hecho que preten- zos previstos. Tampoco ayudó la han recaudado 5 hasta ahora. Me- óptica, que puede proporcionarle Segregación ‘obligada’ da subir los cánones por el uso de coyuntura económica a agilizar jor le irá con los solares que man- hasta 450 millones. El hándicap Las exigencias del nuevo Sistema las vías y las estaciones (casi sus los concursos para externalizar la tieneenelcentrodelasgrandesca- son los plazos: en el primer caso, el Europeo de Cuentas, que obligan a únicosingresosordinarios),conlo explotación de sus aparcamientos pitales,comoeldeNuevosMiniste- concurso se ha prolongado hasta que al menos el 50% de los gastos que espera obtener un aporte ex- y su red de fibra óptica. rios en Madrid por el que podría finales de noviembre; en el segun- operativos de las empresas públi- tra de 50 millones anuales. un aumento de la inversión pro- ductiva y un 53,5% cree que mejo- Urkullu y López se cruzan PwC prevé por primera rará la situación económica y fi- nanciera de las empresas. Sin embargo, los panelistas cal- reproches a causa de Fagor vez una mejora de la culan que la economía española caerá un 0,8% este año (el Gobier- ● El lehendakari salió ayer presa guipuzcoana sin exigirle no prevé un descenso del 1,3%) y al paso de las críticas de un plan de vialidad.
Load more

Recommended publications
  • A Genealogy of Top Level Cycling Teams 1984-2016
    This is a work in progress. Any feedback or corrections A GENEALOGY OF TOP LEVEL CYCLING TEAMS 1984-2016 Contact me on twitter @dimspace or email [email protected] This graphic attempts to trace the lineage of top level cycling teams that have competed in a Grand Tour since 1985. Teams are grouped by country, and then linked Based on movement of sponsors or team management. Will also include non-gt teams where they are “related” to GT participants. Note: Due to the large amount of conflicting information their will be errors. If you can contribute in any way, please contact me. Notes: 1986 saw a Polish National, and Soviet National team in the Vuelta Espana, and 1985 a Soviet Team in the Vuelta Graphics by DIM @dimspace Web, Updates and Sources: Velorooms.com/index.php?page=cyclinggenealogy REV 2.1.7 1984 added. Fagor (Spain) Mercier (France) Samoanotta Campagnolo (Italy) 1963 1964 1965 1966 1967 1968 1969 1970 1971 1972 1973 1974 1975 1976 1977 1978 1979 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Le Groupement Formed in January 1995, the team folded before the Tour de France, Their spot being given to AKI. Mosoca Agrigel-La Creuse-Fenioux Agrigel only existed for one season riding the 1996 Tour de France Eurocar ITAS Gilles Mas and several of the riders including Jacky Durant went to Casino Chazal Raider Mosoca Ag2r-La Mondiale Eurocar Chazal-Vetta-MBK Petit Casino Casino-AG2R Ag2r Vincent Lavenu created the Chazal team.
    [Show full text]
  • 50Th Anniversary
    50th Anniversary 2005 Annual Report 2 Contents 2005 ANNUAL REPORT Highlights 05 Message from the Chairman 06 Financial Group 09 Caja Laboral 12 Lagun-Aro 14 Seguros Lagun-Aro 15 Industrial Group 17 Automotive 21 Components 22 Construction 23 Industrial Equipment 24 Household Goods 25 Engineering and Capital Goods 26 Machine Tools 27 Industrial Systems 28 MCC Worldwide 29 Distribution Group 31 Distribution 32 Research, Training and Education 37 Research Centres 38 Training and Education Centres 41 Financial Statement and Trading Account 43 Sustainability Overview 49 Governance Structure 61 Corporate and Management Bodies 62 Companies Affiliated to MCC 65 33 Certificates and Awards 2005 ANNUAL REPORT As in previous years, several MCC businesses received out- 1 Finalist for the EFQM European Award obtained side endorsement in 2005 within the sphere of excellence by Fagor Cocción in business management: Ahizke-CIM (Language Centre, 1 European Environmental Award, won by Orkli Mondragón) and Politeknika Ikastegia Txorierri received the 6 Gold Q: Caja Laboral, CIM, Copreci, Gold Q from Euskalit, whereas Fagor Electrodomésticos Fagor Minidomésticos, Fagor Industrial and Politeknika Confort was awarded the Silver Q. Txorierri Ikastegia. 13 Silver Q: Eroski PGM, Fresh Produce Platform of the In addition, 4 Cooperatives were certified to the ISO Eroski Group, Fagor Electrodomésticos Confort, 14000 Environmental Standard, which means that MCC Fagor Electrodomésticos Lavado, Fagor Mueble, now has 42 certificates in this field. Likewise, 5 certificates Fagor Electrónica, Geyser Gastech, Lea Artibai were awarded for Systems for the Prevention of Industrial Ikastetxea, Mondragon Goi Eskola Politeknikoa, Orkli, Hazards, OHSAS, adding to the 3 obtained in 2004, the year in which this certification was first introduced.
    [Show full text]
  • Assessing Mondragon: Stability & Managed Change in the Face Of
    THE WILLIAM DAVIDSON INSTITUTE AT THE UNIVERSITY OF MICHIGAN Assessing Mondragon: Stability & Managed Change in the Face of Globalization By: Saioa Arando, Fred Freundlich, Monica Gago, Derek C. Jones and Takao Kato William Davidson Institute Working Paper Number 100 3 November 2010 Assessing Mondragon: Stability and Managed Change in the Face of Globalization Saioa Arando, Fred Freundlich, Monica Gago, Derek C. Jones and Takao Kato November, 2010 Abstract By drawing on new interview evidence gathered during several field trips and new financial and economic data from both external and internal sources, we document and assess the changing economic importance and performance of the Mondragon group of cooperatives as well as the two largest sectors within the group. Compared to conventional firms in the Basque Country and Spain, and producer co-ops (PCs) and employee owned firms elsewhere, in general we find evidence of growing group importance and strong performance and a similarly strong record for the industrial and retail divisions. These stylized facts do not support hypotheses concerning PCs such as predictions that PCs will restrict employment and become progressively comparatively undercapitalized. In accounting for this record, we highlight key and, at times, not uncontroversial institutional developments in the group during the last 20 years or so that indicate the existence of a continuing capacity for institutional adaptation in Mondragon-- an ongoing ability to innovate and make institutional adjustments to deal with emerging challenges. In addition, we provide more detailed information than before on some key distinguishing institutional mechanisms of the Mondragon group, including the extent of worker-member transfers during economic crises, the patterns of profit pooling and the type and volume of training.
    [Show full text]
  • La Evolución De Una Organización Cooperativa a Un Modelo Híbrido
    La evolución de una organización cooperativa a un modelo híbrido. Internacionalización, financiación y crisis * José Antonio Vega Vidal Licenciado en Derecho y Ciencias Económicas y empresariales por la Universidad Pontificia Comillas (ICADE) cuenta también con un executive MBA por el IESE (Universidad de Navarra) y un Máster en Investigación en CCEE y Empresariales por la U. P. Comillas. Ha com- paginado su actividad profesional como asesor de empresas con su faceta docente en materia de estrategia, dirección de empresas, ban- ca y mercados financieros en diferentes instituciones académicas. Nuria Bajo Davó Doctora por la Universidad Pontificia Comillas-ICADE, Máster en Mercados Financieros (CUNEF). Actualmente es profesora en depar- tamento de Financiación de la Facultad de Económicas en la Univer- sidad Autónoma de Madrid (UAM) y profesionalmente responsable de Control de una Sociedad Gestora de Instituciones de Inversión Colectiva independiente. [email protected] * NOTA: Este artículo se basa en la actualización y traducción del trabajo de Duran, J.J. and Bajo, N. (2016). ‘From Cooperative to Hybrid Organization: Internationalization, Financing and Crisis’ in Organizational Management. Ed Springer, pp 150-174. 89 Revista de Responsabilidad Social de la Empresa • Fundación Acción contra el Hambre RESUMEN n este trabajo se analiza la trasformación de las cooperativas en un modelo híbrido, el cual es una mezcla entre empresas capitalistas y cooperativas. Los factores determi- nantes de este nuevo modelo han sido: por un lado, el proceso de rápido crecimiento Artículos E y expansión internacional y; por otro lado, la forma en que ésta se financió en el contexto de una crisis económica. Para ello se analizan los casos de Fagor y Eroski, dos de las principales cooperativas de la Corporación Mondragón.
    [Show full text]
  • Download Corporate Presentation
    Corporate presentation You’ve accompanied us up to now, and we’ll continue to accompany you in the future. Being close to you is our guarantee. You make it happen Together, we can go further. + 81.000 People MONDRAGON is a business reality with a global reach, made up of autonomous cooperatives working in the fields of industry, distribution, Sales in more than finance and knowledge. 150 countries ONNERA Group specialises in providing equipment solutions for the restaurant and catering, laundry and refrigeration application industries, and is currently the leader in Spain, sixth in Europe and tenth worldwide. Manufacturing 9 plants 2.200 th th Professionals 6 in Europe in the 35 Offices 10 world MANUFACTURING PLANTS Spain Mexico France We are a worldwide Poland leading manufacturer OFFICES of equipment for the foodservice and Spain Mexico commercial laundry Laredo USA sectors. Cancún Cartagena Jamaica Colombia Atlanta And this is after more Chicago than 60 years of Miami Cuba experience in offering a Rep.Dominicana comprehensive range of Portugal products under a single France United Kingdom brand. Germany Czech Republic Poland But, most importantly, Italy Turkey it’s thanks to United Arab Emirates India you. China Malasia Taiwan The best competitive value. Fagor Industrial, a business model based on shared management, the effort of a united team and the responsibility to always give our best to achieve successful and efficient results. A solution for every need. We offer products that meet the needs of professionals who are as demanding, committed and innovative as us, with the same high quality standards. We honour our commitment: to offer the best.
    [Show full text]
  • Case Study 6: Mondragon International Clusters
    Mondragon Multi-localisation Strategy: Innovating a Human Centred Globalisation 383 CASE STUDY 6: MONDRAGON INTERNATIONAL CLUSTERS Introduction The Mondragon co-operatives history is that of a group based on geographically proximity of the co-operatives themselves, and on inter-cooperation among them. Mondragon and the Deba Valley; while compared to Emilia Romana (Becattini, 1990), it has been identified as an Industrial District. The diversity of sectors, markets and technologies among Mondragon co-operatives can be attributed to the strategies followed by Grupo Caja Laboral back in the 1970s and 80s. In 1991 the Mondragon Group’s industrial divisions were re-structured according to sectors, in order to enhance the possibilities thereof. The Mondragon Group’s new structure, organised around economic sectors, was coherent with the clustering strategy implemented in the Basque Country and based on the recommendations made by Professor Michael Porter from Harvard University. Today the Mondragon industrial co-operatives are not only divided into 12 industrial divisions (see Figure 3.9), but are also active members of the regional industrial clusters, such as ACICAE (automotive) or GAIA (telecommunication). It can be said that both strategies have been of great success. The having of a global dimension is a requirement for most of the Mondragon co- operatives. Increasingly they are opening production plants abroad in countries and regions that have a similar series of challenges and opportunities1. As a result nearly all the Mondragon projects abroad are dealing with virtually the same series of problems: 1 For further detail see chapter 5 Jose Mari Luzarraga PhD Mondragon University - 2008 Mondragon Multi-localisation Strategy: Innovating a Human Centred Globalisation 384 branding and acquiring a new local customer base, lobbying local governments, workforce training, workforce turnover and employee loyalty, certification of suppliers and quality control, logistics management, and issues of isolation, dissatisfaction and motivation of expatriate employees.
    [Show full text]
  • Evaluating Workplace Democracy in Mondragon Anders Asa Christiansen University of Vermont, [email protected]
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by ScholarWorks @ UVM University of Vermont ScholarWorks @ UVM UVM Honors College Senior Theses Undergraduate Theses 2014 Evaluating Workplace Democracy in Mondragon Anders Asa Christiansen University of Vermont, [email protected] Follow this and additional works at: http://scholarworks.uvm.edu/hcoltheses Recommended Citation Christiansen, Anders Asa, "Evaluating Workplace Democracy in Mondragon" (2014). UVM Honors College Senior Theses. Paper 31. This Honors College Thesis is brought to you for free and open access by the Undergraduate Theses at ScholarWorks @ UVM. It has been accepted for inclusion in UVM Honors College Senior Theses by an authorized administrator of ScholarWorks @ UVM. For more information, please contact [email protected]. Evaluating Workplace Democracy in Mondragon Anders Christiansen Department of Political Science Honor’s Thesis University of Vermont May 2014 Committee Members: Jan Feldman, Ph.D. Cornell University Shirley Gedeon, Ph.D. University of Massachusetts Amherst Peter Von Doepp, Ph.D. University of Florida Abstract Following the global financial crisis in 2008, the Mondragon Cooperative Corporation was used as an example of an alternative to capitalist development. At the same time, much of the recent literature on Mondragon has questioned whether Mondragon’s democracy has degenerated, without drawing definitive conclusions. I review how democracy has been defined in the past and conclude that while Mondragon’s conception of democracy is applicable in small homogenous cooperatives, it needs to be reformulated in order to apply to large, diverse groups. In its current state, Mondragon cannot be considered a democracy.
    [Show full text]
  • José Maria Arizmendiarrieta
    MONDRAGON corporation Humanityatwork 01. Who we are 02. The start 03. Our essence 04. The keys 05. Structure: People and Employment 06. Highlights 07. National and internacional presence 08. Our main brands 09. Committed to the future 10. Business policy 01Who we are THE BIGGEST BUSINESS GROUP IN THE BASQUE COUNTRY 10th IN THE RANKING OF SPANISH COMPANIES. WORLDWIDE BENCHMARK IN WORK IN CO-OPERATION: 74,000 PEOPLE SHARING A BUSINESS IDEA 01Who we are A VERY DIVERSIFIED GROUP: 257 COMPANIES AND ENTITIES OPERATING IN 4 ÁREAS: FINANCIAL, INDUSTRIAL, RETAIL AND KNOWLEDGE PRESENT IN THE 5 CONTINENTS: WITH 122 PRODUCTION PLANTS AND 9 CORPORATE OFFICES WITH TECHNOLOGICAL INNOVATION AND INTEGRATION AS THE DRIVING FORCES BEHIND ITS DEVELOPMENT 15 RESEARCH AND DEVELOPMENT CENTRES OF ITS OWN; 467 INVENTION PATENT FAMILIES 01Who we are COMMITTED TO SOCIETY AND THE COMMUNITY SOLIDARITY AND SOCIAL RESPONSIBILITY WITH THE COMMUNITY AS AN ESSENTIAL PART OF THE CORPORATION’S IDENTIFYING FEATURES 02 The start 1956 Father José María Arizmendiarrieta was blessing the foundation stone 1960 Fagor Arrasate (transfer lines),….. of ULGOR. 1963 In 1963 the following theory was put forward regarding Democracy:“Democracy is 1957 Ministry Education and Science official recognition of “Escuela one of the rules of the game for the co-operative movement. Democracy has to be Profesional”. conceived as the method and procedure for combining the interests of the 1958 At the end of the year, by order of the Ministry of Labour, members of individual with those of the group… You have to socialise knowledge to be able cooperatives were excluded from the General Social Security System.
    [Show full text]
  • You Make It Happen Company Brochure
    Company brochure. You make it happen Index 60 years at your side 05 Together we go further 06 Close to you, wherever you are 09 Our team, the best competitive advantage 11 One brand, one solution 12 Foodservice 15 Laundry 20 We work for the best 28 Company brochure Foodservice 60 years at your side. www.fagorindustrial.com We’re the leading manufacturer in equipment for hospitality, foodservice and laundry. We’re leaders because we have over 60 years of experience in offering a comprehensive range of products all under the same brand. But, above all, we’re leaders because of you. Laundry You’ve driven our technological innovations with your professional challenges. You’ve spurred us on with your requirements and your trust. You’ve accompanied us this far, and you will accompany us in the future, because cooperating with you is the best way to keep evolving. Because being close to you is the guarantee that we’ll go far. Distributor, professional and worker. You are the energy that drives the Fagor Industrial machine. You make this make sense. You make it happen 5 Fagor Industrial Company brochure Fagor Industrial and ONNERA Group. MONDRAGON is a business initiative with a global reach made up of autonomous cooperatives with business in the areas of industry, Together, distribution, finance and knowledge. we go further. + Sales in over We are convinced that growth is the way forward and 81,000 150 countries that, above all, it should be done together. And that’s why People we belong to ONNERA Group, an international business group dedicated to providing equipment solutions for the restaurant, laundry and refrigeration applications industries which has become a group leader and a worldwide benchmark.
    [Show full text]
  • INFORME ANUAL 2014 Annual Report 2014
    1 INFORME ANUALANNUA L 2014REPORT 2014 01 Basic figures p.04 02 Message from the Chair 03 p.08 Finance p.10 3 04 Industry p.16 06 Knowledge p.32 05 Distribution p.28 125 8 1 13 13 103 PRODUCTION FOUNDATIONS MUTUAL COVERAGE INTERNATIONAL COOPERATIVES SUBSIDIARIES ASSISTANCE ORGANISATIONS DEPARTMENTS ORGANISATION 01 Basic figures In millions of euros BUSINESS 5 DEVELOPMENT 2013* 2014 Varia- tion % Total income 12,108 11,875 -1.9 Total sales (Industry and Distribution) 11,138 10,985 -1.4 Net investments 392 345 -11.9 EBITDA 1,220 1,168 -4.3 Intermediated Funds LABORAL Kutxa 1,160 18,063 5.3 LagunAro equity fund 5,205 5,566 6.9 EMPLOYMENT 2013* 2014 Varia- tion % Average jobs 74,060 74,117 0.1 % of shareholders in Industrial Area 84 83 -1.2 cooperative workforce % of female shareholders in cooperative 43.1 43 -0.2 workforce Rate of Industrial Area incidents or 31.0 29.3 -5.5 accidents SHAREHOLDING 2013* 2014 Varia- tion % 1,711 1,688 -1.3 Working shareholders capital stock Number of workers in governing bodies 812 810 -0.2 SolidaritY 2013* 2014 Varia- tion % Funds for activities with a SOCIAL 13.5 14.7 8.9 CONTENT No. of students IN educational centres 11,404 11,439 0.3 Environmental 2013* 2014 Varia- management tion % 56 69 23.2 No. of ISO 14000 certifications in force Number of eco-design certifications 4 4 0.0 INVESTMENT IN THE 2013* 2014 Varia- FUTURE tion % % funds allocated to R&D of Industrial 8.5 8.9 4.7 Area value added No.
    [Show full text]
  • Challenges and Opportunities for the Regeneration of Multinational
    ORG0010.1177/1350508416656788OrganizationBretos and Errasti 656788research-article2016 Article Organization 2017, Vol. 24(2) 154 –173 Challenges and opportunities for © The Author(s) 2016 Reprints and permissions: the regeneration of multinational sagepub.co.uk/journalsPermissions.nav https://doi.org/10.1177/1350508416656788DOI: 10.1177/1350508416656788 worker cooperatives: Lessons from journals.sagepub.com/home/org the Mondragon Corporation—a case study of the Fagor Ederlan Group Ignacio Bretos and Anjel Errasti University of the Basque Country, Spain Abstract Organisations with alternative structures have been forced to grow internationally in order to remain competitive in the current global context. Some of the industrial cooperatives that belong to the Mondragon Corporation have since the 1990s followed internationalisation strategies that have increased their competitiveness, the number of their employees and their ability to create wealth. However, these moves have also called into question the founding nature of these enterprises. Recently, the Corporation itself has adopted a discourse based on strengthening workers’ participation in capitalist subsidiaries, but to date, the initiatives taken by its multinational cooperatives have been few and the results not particularly impressive. This article investigates this disconnect, delving into the problems of replicating the cooperative model in these subsidiaries and seeking solutions. It focuses on the case of Fagor Ederlan (Mondragon Corporation), examining the efforts to transform capitalist subsidiaries, especially the ‘cooperativisation’ of the Fagor subsidiary in Tafalla (Spain), which is the biggest regeneration project in Mondragon’s Industrial Division. This work also contributes to the broader field of organisational theory by analysing the tensions and opportunities for regeneration in worker-owned organisations under the current globalised context.
    [Show full text]
  • Mondragon Corporation
    Mondragon Corporation Mondragon Co-operative Corporation Type Worker cooperative federation Founded 1956 Founder José María Arizmendiarrieta Mondragón, Basque Country, Headquarters Spain Area served International Iñigo Ucín (president of the Key people General Council) Revenue € 12,110 billion (2015)[1] [2] Total assets € 24,725 billion (2014) Number of employees 74,335 (2015)[3] Finance, Industry, Retail, Divisions Knowledge Website mondragon-corporation.com Mondragón Corporation is an extraordinary 80,000-person grouping of worker-owned cooperatives based in Spain’s Basque region that is teaching the world how to move the ideas of worker-ownership and cooperation into high gear and large scale. The first Mondragón cooperatives date from the mid-1950s, and the overall effort has evolved over the years into a federation of 110 cooperatives, 147 subsidiary companies, eight foundations and a benefit society with total assets of 35.8 billion euros and total revenues of 14 billion euros. Each year, it also teaches some 10,000 students in its education centers and has roughly 2,000 researchers working at 15 research centers, the University of Mondragón, and within its industrial cooperatives. It also actively educates its workers about cooperatives’ principles, with around 3,000 people a year participating in its Cooperative Training program and 400 in its Leadership and Team Work program. Mondragón has been justly cited as a leading example of what can be done through cooperative organization. It has evolved a highly participatory decision-making structure, and a top-to-bottom compensation structure in a highly advanced economic institution that challenges economic practices throughout the corporate capitalist world: In the vast majority of its cooperatives, the ratio of compensation between top executives and the lowest-paid members is between three to one and six to one; in a few of the larger cooperatives it can be as high as around nine to one.
    [Show full text]