Mondragon Corporation

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Spanish cooperative federation

Mondragon Corporation
Modernist office building of the Mondragon Corporation in the Basque Country

Mondragon Corporation headquarters

TypeWorker cooperative federation
Founded14 April 1956; 70 years ago (1956-04-14)
FounderJosé María Arizmendiarrieta
HeadquartersMondragón, Basque Country, Spain,

Area served

International

Key people

Pello Rodríguez (president of the General Council)[1]
Revenue€11.213 billion (2024)[1]
€632 million (2024)[1]

Number of employees

70,085 (2024)[1]
DivisionsFinance, Industry, Retail, Knowledge[1]
Websitemondragon-corporation.com

The Mondragon Corporation is a federation of worker cooperatives based in the Basque Country of Spain. It was founded in the town of Mondragón in 1956 by Father José María Arizmendiarrieta with a group of his students at a technical college he founded; its first product was paraffin heaters.

In 2024, it employed 70,085 people across four areas of activity: finance, industry, retail, and knowledge,[1] with 30,660 workers in the Basque Country, 29,340 elsewhere in Spain, and approximately 10,000 abroad.[2] Co-operative News has described it as the world's largest worker co-operative federation, the largest employer in the Basque Country, and the fifth-largest private employer in Spain.[3]

Mondragon cooperatives operate in accordance with the Statement on the Co-operative Identity maintained by the International Co-operative Alliance.

In 1941, as a young Catholic priest, Arizmendiarrieta settled in Mondragón, a town with a population of 7,000 that had not yet recovered from the poverty, hunger, exile, and tension of the Spanish Civil War.[4][5]

In 1943, Arizmendiarrieta established a technical college which became a training ground for managers, engineers and skilled labour for local companies, and primarily for the co-operatives.[6]

Arizmendiarrieta spent several years educating young people in a form of humanism grounded in solidarity and participation, in keeping with Catholic social teaching, before forming the first co-operative.

In 1955, he selected five young people to establish the first company of the co-operative and industrial beginning of the Mondragon Corporation. The company was called Talleres Ulgor ("Ulgor workshops"), an acronym derived from the surnames of Usatorre, Larrañaga, Gorroñogoitia, Ormaechea, and Ortubay, known today as Fagor Electrodomésticos (Spanish for "Fagor electric appliances").[7][8]

In the first fifteen years, many co-operatives were established during the autarky of the Spanish market and the subsequent revival of the Spanish economy. Encouraged by Arizmendiarrieta, the savings bank Caja Laboral (1959) and the social welfare body Lagun Aro (1966) were established. The first local group, Ularco, was created. In 1969, Eroski was founded by merging ten small local consumer co-operatives.[9][7]

From 1970 to 1990, new co-operatives continued to be promoted by Caja Laboral's Business Division, with the formation of local groups and the founding of the Ikerlan ("Research work") research centre in 1974.[10]

With Spain scheduled to join the European Economic Community in 1986, the Mondragon Co-operative Group, the forerunner of the current corporation, was established in 1984. In-service training for managers was strengthened by creating Otalora, dedicated to training and the dissemination of co-operative practice. The group consisted of 23,130 workers at the end of 1990.[11]

International expansion

[edit]

The first overseas plant, Copreci, was established in Mexico in 1990, with the aim of expanding production to address growing globalisation. The number of foreign plants reached 73 by the end of 2008 and 122 at the end of 2013. The goals were to increase competitiveness and market share, bring component supply closer to customers' plants in the automotive and domestic appliance sectors, and to strengthen employment in the Basque Country by promoting exports through new platforms.[12]

Between 2002 and 2007, Fagor and Eroski issued bonds (aportaciones subordinadas). They were marketed as safe deposits, but Spanish courts later classed them as riskier debt instruments. When yields fell during the 2008 financial crisis, bond-holders sued the cooperatives.[13]

In 2008, the worker-owners of Ampo (metal casting) and Irizar (coaches) voted to leave the corporation.[13]

In October 2009, the United Steelworkers announced an agreement with Mondragon to create worker cooperatives in the United States.[14] On 26 March 2012, the USW, Mondragon, and the Ohio Employee Ownership Center (OEOC) announced their detailed union co-op model.[15]

The industrial sector ended 2012 with €4 billion in international sales, beating sales figures from before the 2008 financial crisis. Mondragon opened 11 new production subsidiaries. International sales that year accounted for 69% of all sales, a 26% increase between 2009 and 2012, with 14,000 employees abroad. Mondragon's share in the BRIC markets rose to 20%.[16] In 2013, international sales grew by 6.7% and accounted for 71.1% of total sales.[17]

On 16 October 2013, the domestic appliance company Fagor Electrodomésticos filed for bankruptcy under Spanish law to renegotiate €1.1 billion of debt, after heavy losses during the euro area crisis and the 2008–2014 Spanish real estate crisis, placing 5,600 employees at risk.[18] The whole Fagor group filed for bankruptcy on 6 November 2013.[19] In July 2014, Fagor was bought by the Catalan company Cata for €42.5 million. Cata pledged to create 705 direct jobs in the Basque Country and to retain the Fagor, Edesa, Aspes, and Splendid brand names.[20]

In 2022, the worker-owners of ULMA Group (scaffolding) and Orona (elevators) voted to leave the corporation. Both cooperatives had sought greater autonomy from Mondragon's central management; after a proposed alternative governance model was rejected by the federation in June 2022, they complained of "pressure" and "interference" and voted to depart on 16 December 2022.[21] The workforce dropped by 13% and group sales fell by approximately 15%.[21] ULMA and Orona ceased contributing to the federation's solidarity fund but continued to insure their workers with Lagun Aro and to collaborate with Mondragon Unibertsitatea and other cooperatives in the group.[13]

Mondragon co-operatives share a humanist view of business and a philosophy of participation and solidarity. The culture is rooted in a shared mission and a defined set of principles, corporate values, and business policies.[22]

According to Mondragon, these links are embodied in operating rules approved by majority vote at the Co-operative Congresses, which regulate the activity of the Standing Committee, the General Council, the grassroots co-operatives, and their divisions, from an organisational, institutional, economic, and asset-related perspective.[23]

Headshot of Iñigo Ucín, a middle-aged man in a dark suit and tie
Iñigo Ucín, president of Mondragon Corporation, 2016–2024

Mondragon bases its culture on 10 basic co-operative principles: open admission, democratic organisation, the sovereignty of labour, instrumental and subordinate nature of capital, participatory management, payment solidarity, inter-cooperation, social transformation, universality, and education.[24]

The philosophy is complemented by four corporate values: co-operation (acting as owners and protagonists), participation (commitment to management), social responsibility (distribution of wealth based on solidarity), and innovation (continual renewal across all areas).[25]

These values are translated into basic objectives (customer focus, development, innovation, profitability, people in co-operation, and community involvement) and general policies approved by the Co-operative Congress, which feed into the four-year strategic plans and the annual business plans of the individual co-operatives, divisions, and the corporation as a whole.[26]

At Mondragon, wage ratios between executive work and the field or factory work that earns a minimum wage are agreed by vote. The ratios range from 3:1 to 9:1 across cooperatives and average 5:1; the general manager of an average cooperative earns no more than five times the theoretical minimum wage paid in their cooperative. Most worker-owners do not earn the minimum wage because most jobs are classified at higher wage levels. The wage ratio of a cooperative is decided periodically by its worker-owners through a democratic vote.[27]

Compared with similar jobs at local industries, Mondragon managers' wages were 30% lower in 1991, with equivalent pay for middle management, technical and professional levels.[28] Lower wage levels were on average 13% higher than similar jobs at local businesses. Spain's progressive tax further reduces any pay disparity.[27] The comparatively low managerial pay can make it difficult to recruit managers from investor-owned firms.[29]

Mondragon Corporation operates in four areas: finance, industry, retail, and knowledge. In 2024, the corporation reported sales of €11.213 billion, net income of €632 million, and investment of €377 million; over the five years to 2024, its investments totalled €1.692 billion.[3][30]

The finance area includes the banking business of Laboral Kutxa (successor of Caja Laboral), which managed €31,453 million in assets and served 1,151,239 clients in 2024,[1] the insurance company Seguros Lagun Aro, and the voluntary social welfare body Lagun Aro, whose asset fund totalled €7,473 million in 2024 and covered 30,101 active members.[1] The fund provides long-term retirement, widowhood, and invalidity benefits complementary to the Spanish social security system.

In 2024, Mondragon's industrial co-operatives had sales of €5.020 billion, an average workforce of 26,714, and aggregate net income of €267 million. International markets accounted for 73% of sales, supported by 104 factories around the world that employed 9,512 people.[30]

The corporation's companies manufacture consumer goods, capital goods, industrial components, products and systems for construction, and services. Services include:

  • Abantail: adaptive design optimisation
  • Alecop: engineering training
  • LKS Consultores: legal services
  • KREAN: architects and engineers
  • MCCTelecom: telecommunication engineering
  • Mondragon Lingua: translation and language schools
  • Mondragon Sistemas: automation, industrial computing, and telecommunications
  • Ondoan: turnkey projects in energy and environment

In the leisure and sports sector, the corporation produces Orbea bicycles, exercise equipment, and items for camping, garden, and beach use.[31][32]

In capital goods, Mondragon posted a turnover of €976 million in 2009 and was the leading Spanish manufacturer of machining (Danobat Group) and sheet-metal forming (Fagor Arrasate Group) machine tools. The product range includes automation and control products for machine tools, packaging machinery, machinery for automating assembly processes, wood processing equipment, forklift trucks, electric transformers, integrated equipment for the catering industry, cold stores, and refrigeration equipment. For the automotive sector, the corporation also manufactures dies, moulds and tooling for casting iron and aluminium.[33]

In industrial components, Mondragon posted a turnover of €1.5 billion in 2009, operating as an integrated supplier for major car manufacturers. Business units cover brakes, axles, suspension, transmission, engines, aluminium wheel rims, fluid conduction, and other internal and external vehicle components. The corporation also produces components for the main domestic appliance manufacturers across white goods, home comfort, and electronics, and manufactures flanges and pipe accessories for oil and gas processing, petrochemical plants, and power generation, alongside copper and aluminium electrical conductors and conveyor components.[34]

In construction, sales totalled €974 million in 2009. Mondragon has designed and built large metal structures (URSSA), laminated wood and prefabricated concrete structures, prefabricated parts in polymer concrete, and (until 2022, through ULMA Group) formwork and public-works machinery. The Orona Group, which left the corporation in 2022, produced elevators.[35]

In 2013, 71.1% of turnover came from international sales, drawn from exports and from production at 122 subsidiaries in China (15), France (17), Poland (8), Czech Republic (7), Mexico (8), Brazil (5), Germany (4), Italy (4), United Kingdom (3), Romania (3), United States (4), Turkey (2), Portugal (2), Slovakia (2), India (5), Thailand (1), and Morocco (1). These plants employed more than 11,000 people. The corporate industrial park in Kunshan, near Shanghai, housed seven subsidiaries.[36] In 2012, it opened 11 new subsidiaries abroad, employing around 14,000 people. International sales that year reached a record 69% of total sales (€5.8 billion, a 2% fall against the previous year). Mondragon also took part in 91 international R&D projects.[37]

In 2014, the industrial cooperatives created 1,000 jobs, and internationalisation continued with 125 production subsidiaries abroad, three more than the previous year.[38]

Mondragon operates Eroski, one of the leading retail groups in Spain and southern France, and maintains close contacts with the French group Les Mousquetaires and the German retailer Edeka, with which it formed the Alidis international purchasing group in 2002. Worker-owners and consumer-members participate in Eroski's decision-making bodies and management.[39]

At the end of 2013, Eroski posted a turnover of €6.6 billion, operating 2,069 stores, comprising 90 Eroski hypermarkets, 1,211 Eroski/center, Caprabo, Eroski/city, Aliprox, Familia, Onda and Cash & Carry supermarkets, 155 Eroski travel-agency branches, 63 petrol stations, 39 Forum Sport stores, and 221 IF perfume stores.[40] In southern France, Eroski operated 4 hypermarkets, 16 supermarkets, and 17 petrol stations, with 4 perfume stores in Andorra.[41]

The retail division also includes the food group Erkop, covering catering, cleaning, stock-breeding, and horticulture, together with Auzo Lagun, a cooperative providing group catering, building cleaning, and integrated services to the health sector.[42]

In 2008, worker-members voted to extend the cooperative transformation to the retail group as a whole, turning subsidiaries into co-operatives and converting salaried workers into worker-members.[43]

The knowledge area covers education, training, and innovation. Training is delivered chiefly through Mondragon University, with the schools Politeknika Ikastegia Txorierri, Arizmendi Ikastola, and Lea Artibai Ikastetxea operating in their respective areas, alongside the management and co-operative development centre Otalora.[44][45]

Mondragon University is a co-operative university that maintains close relations with business, particularly Mondragon co-operatives. Technological innovation is generated through the co-operatives' R&D departments, the Corporate Science and Technology Plan, the corporation's 12 technology centres, and the Garaia Innovation Park.[46]

The 15 technology centres play a role in sector development. In 2009 they employed 742 people on a budget of €53.7 million.[47] In 2013, the network of technology centres and R&D units employed 1,700 people, with R&D&I spending of €136 million, equivalent to 8.5% of added value.[17] Mondragon holds 479 patent families, accounting for 25% of patents in the Basque Country, and participates in more than 30 R&D cooperation projects at the European level.[38]

In 2012, Richard D. Wolff, an American professor of economics, described Mondragon, including the wages it provides for employees, the role of ordinary workers in decision making, and the position of female workers, as a working model of an alternative to the capitalist mode of production.[48]

In an April 2012 interview, Noam Chomsky said that, while Mondragon offers an alternative to capitalism, it remains embedded in a capitalist system that limits its decisions:[49]

Take the most advanced case: Mondragon. It's worker-owned, it's not worker managed, although the management does come from the workforce often, but it's in a market system and they still exploit workers in South America, and they do things that are harmful to the society as a whole and they have no choice. If you're in a system where you must make a profit in order to survive, you're compelled to ignore negative externalities, effects on others.

Vicenç Navarro wrote that, from a business perspective, Mondragon matches efficiency with solidarity and democracy. He noted, however, that the number of non-owner employees has grown faster than that of worker-owners, with non-owners outnumbering owners in some businesses such as the supermarket chains. In Navarro's view, this creates a two-tier system in matters such as whom to retain when a company collapses. In the collapse of Fagor, the relocation of employees to other Mondragon companies favoured worker-owners, which Navarro argued may affect labour relations:[50]

Actually, one of the successes of Mondragon was its ability to create a sense of identity among the workers within the company, encouraging an environment of solidarity and collegiality among them, a feeling that also extended (although to a much lesser degree) to non-worker-owners. The connection felt by the latter group has somewhat weakened, however, exposing a vulnerable point for the cooperative.

Mondragon is one of four case studies analysed in Capital and the Debt Trap, a 2011 book on co-operative economics by Claudia Sanchez Bajo and Bruno Roelants.[51]

The founders of Cooperation Jackson, a network of worker cooperatives in Jackson, Mississippi, cite Mondragon as a key inspiration.[52]

Kim Stanley Robinson's science-fiction novels feature the Mondragon Corporation in the Mars trilogy,[53] The Ministry for the Future,[54] and 2312, in which Mondragon has evolved into a planned-economy system called the Mondragon Accord.[55]

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