Community

BankRakYat

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BankRakYat is the largest co-operative Islamic bank in Malaysia, providing financing facilities for agricultural purposes and initiatives involving production, marketing, industry, fishery, transportation, housing, business and other activities to its members.

Developing 300 ranking: 
4
Number of members: 
45,000
Member Dividend: 
USD $66,547,079
Turnover: 
USD $: 247,533,477
Type of Co-operative: 
Co-operative
Date founded: 
1954
Operating Countries: 

Malaysia





Community

Bank Rakyat sponsors social welfare programmes and contributes financially to a variety of causes. The amount set aside for these activities increases every year.

Almost all programmes involve the participation of the local branch. A lot of thought goes into the planning to ensure that the activities and contributions benefit a cross-section of the population, with a focus on rural areas.

A core activity is the hosting of examination seminars for students sitting the UPSR, PMR and SPM, in collaboration with Berita Harian. This programme is in line with the Bank’s objective of enhancing the economic status of its members. Places are offered to children of the Bank’s members and those from the school co-operatives.
In 2005, a total of 30 seminars were held at 30 locations throughout the country. More than RM300,000.00 was spent on this programme in 2005.

Further assistance for educational advancement was given in the form of scholarships to children of members to pursue their studies up to diploma and first degree levels.

In addition, the Bank pays an annual business tithe. A sum of RM12.0 million was paid in all states in 2004. Students from several schools all over the country received support from this Islamic obligation.

The Bank also acts as a tithing agent which means that it plays a role in
encouraging the payment of tithes and thus, helping to increase the amount collected, while also spreading further the services it offers to the Islamic community at large.

As part of the ‘duit saku.com’ programme initiated by Bank Negara Malaysia (BNM), the Bank has so far adopted 184 schools in order to promote financial awareness and thrift. Activities held include organising relevant discussions and briefings at these schools, as well as participation in exhibitions organised by BNM to promote the programme.

In line with this effort, the Bank also plays an active role in the distribution of ‘Buku Wang Saku’ (BWS) to students. BWS, published by BNM, emphasises accounting and financial education for secondary students. To ensure that this programme succeeds, the Bank has allocated a substantial budget for 2006.

Bank staff take part in the Community Service Programme held at eight locations in the country. The activities carried out included the cleaning of cemeteries and repainting of orphanages and mosques.


Development

While it is not the Bank’s policy to trumpet the total amount donated each year, suffice it to say that the 2004 Tsunami victims alone received RM1.1 million.

Apart from the Tsunami victims, those who benefited from Bank contributions in cash and kind included the earthquake victims in Pakistan, Pink Ribbon Deeds or PRIDE in their Walk with Pride programme, Perdana Leadership Foundation, the 30th Annual Meeting of the Islamic Development Bank (IDB) Board of Governors and a long list of mosques and homes for the poor and destitute.

Kuapa Kokoo

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Kuapa Kokoo is a cocoa farmers' co-operative based in Ghana.

The co-operative contains a credit co-operative and owns 30% of The Day Chocolate Company which markets Divine Chocolate internationally.

Number of members: 
45,000
Gender Diversity: 
30% of employees are female
Type of Co-operative: 
Multipurpose Co-operative
Date founded: 
1993
Operating Countries: 

Ghana, and internationally via export.





Community

Gender awareness in Kuapa aims to enhance the active and effective participation of women in decision making throughout the organisation. Measures have been introduced to ensure that a minimum number of members of the various councils and committees are women. Further special seminars and workshops are organised for women on a wide range of issues, for example nutrition, child care, health and credit facilities.

Kuapa has also supported income generating activities to supplement their incomes and to make them less dependent on their men as well as provide money for the family during the off season whilst the cocoa is growing. For example they have set up a project making soap from the potash produced from burnt cocoa husks. This soap is then sold, generating additional income from the waste cocoa materials. They have also provided women with machines for cracking palm kernels for cooking oil, this is far faster than the traditional method of using stones to crack the kernels.

Kuapa supports other community projects through the Kuapa Kokoo Farmers’
Trust fund.

The Co-operative Group was one of the first major UK retailers to sell Fairtrade products and in 2002 converted all of its own brand chocolate to Fairtrade. All the cocoa was bought from Kuapa Kokoo in Ghana and processed through The Day Chocolate Company. This doubled the amount of Fairtrade chocolate in the UK overnight and demonstrated successful co-operation between the organisations.


Development

In 1993, the cocoa farmers’ co-operative was formed and named ‘Kuapa Kokoo’ which in the local language, Twi, means ‘Good Cocoa Farmers Company’. Their motto is ‘Pa Pa Paa’ which means ‘the best of the best of the best’.

The organisation is for farmers and set up by them with the mission to effect:

  • increased power and representation within the market for the farmers
  • social, economic and political empowerment
  • enhanced women’s participation in all its affairs
  • environmentally sustainable production processes

By 2005 the co-operative had some 45,000 member farmers from about 1200
villages in 26 districts. The co-operative has changed the lives of farmers from tending plants to selling product and has even extended into value added services via The Day Chocolate Company.

COOPEAGROPAL

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Developing 300 ranking: 
25
Number of members: 
534
Number of employees: 
465
Turnover: 
USD $: 30,039,000
Type of Co-operative: 
Agricultural Co-operative
Date founded: 
1986
Operating Countries: 

Costa Rica




Environment

The co-operative’s development policies are promoted under a real commitment to the environment and a good management of natural resources. Efforts in this
respect include:

  • Implementation of an energy plant to produce the power required for the agricultural and industrial processes and the administration of the co-operative.
  • Proper handling of industrial waste, by using it as raw material.

Community

COOPEAGROPAL RL has helped to make drinking water, housing, health programs and fairs available for the community, including a clinic that offers medical services to its members. It has worked with the Ministry of Education and the national universities to improve the population’s level of education.

At the same time, with its own resources, the co-operative is in charge of the
maintenance of 300 km of roads, more than 250 canals and 65 concrete bridges.

The region of Coto Sur has experienced an improvement in employment, income, and the quality of life of the families in the community. Many of those who were simply workers in the banana plantations have become the owners of oil palm farms.

80% of Coto Sur’s employment is directly or indirectly generated by the co-operative.

COOPEAGROPAL also operates a store where members can source the products and services needed to develop the palm industry.

Members have access to financial assistance via the co-operative.



Coop Adriatica

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Coop Adriatica has 114 points of sale in 4 regions (Emilia Romagna,
Marche, Abruzzo and Veneto.) It is part of the Coop group of
retailers in Italy.

Global 300 ranking: 
96
Number of members: 
890,112
Member Dividend: 
USD $139,153,960
Number of employees: 
9,120
Gender Diversity: 
68% of employees are female
Turnover: 
USD $: 2,147,483,647
Type of Co-operative: 
Co-operative
Date founded: 
1995
Operating Countries: 

Italy


Products

Coop Adriatica’s outlet in Ascoli Piceno was the first supermarket in Italy with green brands ‘Tutt' Oggi’. Coop is the only retailer in Italy to have obtained FSC certification for their own brand cellulose based ‘Tutella line’ of paper products.

Other innovative materials used for packing own brand products are the recycled celluloses the ‘Cartalatte’ and ‘Cartafrutta’ (trade mark by Tetrapak), used in the production of duvet covers and pillowcases of the Collection ‘Letto Coop’.

Coop Adriatica has other own brand products with official organic certification.

Coop Adriatica’s cosmetic products are certified ‘Not tested on animals’.

Coop Adriatica has been the first Italian distribution chain that has been listed in the official directory of Dolphin-Safe companies. All tuna sales are from dolphin friendly fisheries.



Community

Coop Adriatica collaborates with the Food Bank Foundation that
carries out, on the last Saturday of November, a collection of non perishable food products. These are donated by customers and given to organisations that assist needy persons locally. In 2005 the collection was carried out at 97 Coop Adriatica stores and produced a total of 195.918 kilograms of foods, with a value of approximately €657.000.

Coop Lombardy has developed with the Caritas Ambrosiana a service ‘due mani in più (two hands more)’ to deliver shopping and company to the homes of the elderly, invalids and handicapped people.

Coop Adriatica publishes an annual list of voluntary service associations and social co-operatives, the ‘C’Entro Anch’io’. The aim is to identify and to support projects in favour of infants and youth.

The project ‘Agua Para dois Irmãos’ assists in the construction of approximately 1.000 family cisterns for rainwater capture in the municipality of Dois Irmãos, Brazil. Financed by the ANCC/Coop Italy and undertaken by ONG Toscaza UCODEP, the project was started in September 2005 and will achieve a total number of 1.000 cisterns by the end of 2007.

Coop Adriatica has provided assistance for co-operatives damaged by the Tsunami in Sri Lanka, with a focus on the Districts of Hambantota and Kalutara. Partners in this intervention are the ONG UCODEP of d’Arezzo and GVC of Bologna. The project was started in May 2005; the date planned for completion is June 2007.

Coop Adriatica and its associates have become active in the international campaign ‘Make Poverty History’, selling the campaign’s white bracelets in all its hypermarkets and in approximately fifty supermarkets. To date more than €25,000 has been raised for this cause.

Over the past two years, many thousands of members of Coop Adriatica have supported, a health centre build by ‘Médecins sans Frontières’ (MSF) in Cuemba/Angola (Africa). Altogether the members of the co-operative have distributed the equivalent of €800,000. When added to the donations from the members of the ‘Coop Consumatori Nordest’ and the ‘Coop Estense’, the total raised comes to €1.3 million.



Desjardins

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The leading financial institution in Québec and the largest cooperative financial group in Canada.

Global 300 ranking: 
31
Number of members: 
5,500,000
Member Dividend: 
USD $408,000
Number of employees: 
40,000
Gender Diversity: 
51% of employees are female
Turnover: 
USD $: 2,147,483,647
Type of Co-operative: 
Consortium and Federation
Date founded: 
1900
Operating Countries: 

Canada, USA.





Community

Healthcare Education: In order to assist in the fight against obesity, which is at the root of numerous diseases including hypertension, certain cardiovascular problems and diabetes, they offer CAD 500,000 in financial support to the Chair on obesity research and CAD 600,000 to the Bertrand-Fradet cardiology Chair at Université Laval.

Grand Tournée: In order to build bridges between the French-speaking, English-speaking and Mohawk communities in their region, the Châteauguay, Christ-Roi de Châteauguay, Kahnawake and Mercier – Saint-Isidore Desjardins caisses granted CAD 15,000 in financial aid to organize the Grande Tournée 2005 des jeunes de Châteauguay et de Kahnawake bike tour.

Mutual Assistance: Desjardins Mutual Assistance Funds, which originated from a collaborative effort between a group of caisses and various budget consulting organizations, help people in financial difficulty that have no access to credit by offering budget management advisory services and emergency loans, if needed.

The Desjardins Jeunes au travail program, started in 1996, consists of young people between 15 and 18 enjoying paid, supervised 180-hour summer internships in a business, including job search and interview training, in order to enhance their employability.


Development

Foundation: In the past year, Fondation Desjardins, a private foundation financially supported by the Desjardins caisses and subsidiaries, provided 367 bursaries and prizes totalling CAD 642,576, under a number of programs aimed at providing financial assistance to students, developing employability among young people, fostering entrepreneurship and increasing job creation.

Sponsorships, Donations and Student Bursaries by business segment 2005:

  • Arts and culture CAD 4.3 million
  • Regional economic development CAD 17.1 million
  • Education CAD 10.5 million
  • Mutual assistance and solidarity CAD 6.5 million
  • Health and well-being CAD 13.4 million
  • Sports and recreation CAD 6.4 million
  • Co-operative Education:

    Jeune COOP (Youth COOP) program: In conjunction with the Conseil de la coopération du Québec, they support the Jeune COOP (Youth COOP) program, which provides young students in the last two years of high school and their teachers with all the tools they need to start up a co-operative.

    Fondation pour l’éducation à la coopération (FEC): In 2005, Fondation Desjardins signed a ten-year agreement with the Fondation pour l’éducation à la coopération (FEC) co-operative education foundation.

    Support for Entrepreneurs:

    • Microfinance: The Desjardins Microcredit for Business fund is the result of a partnership between a group of caisses and a Réseau québécois du crédit communautaire (RQCC – Québec Community Credit Network) member organization. The RQCC allows self-employed workers and microbusinesses that have trouble getting credit through the traditional networks to obtain financing and support in carrying out their business plans.
    • Venture Capital: In 2005, Desjardins Venture Capital (DVC), their venture capital fund manager, invested a total of CAD 159 million in new commitments in 143 businesses and co-operatives from every region of Québec. DVC manages the assets of the six Desjardins regional investment funds and two other organizations: Capital régional et coopératif Desjardins (CRCD), a public fund with capitalization
      expected to reach CAD 1.325 billion by 2011, and Desjardins – Innovatech S.E.C.

Banque Populaire Group

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With over 7,000,000 customers and 2850 branches, the bank has one of the largest retail networks in France. They have 45,000 employees in France and abroad.

Global 300 ranking: 
21
Number of members: 
3,000,000
Number of employees: 
45,530
Turnover: 
USD $: 2,147,483,647
Type of Co-operative: 
Co-operatively owned Group
Date founded: 
1917
Operating Countries: 

France and 67 other countries.


Products

Banque Populaire Group is the no.1 provider for business start-ups and buyout loans in France. In partnership with Sociétés des Cautions Mutuelle Artisanals (SOCAMA) and with support from the European Investment Fund, Banque Popular Group has developed innovative products such as ‘Prêt Express Socama’, loans without personal guarantees for clients’ equipment purchase, and ‘Prêt Socama
Transmission-Reprise’ for buy-in/buy-out financing.

Eleven of the group’s solidarity based saving products are Finansol labelled. The French Finansol Label is a guarantee of transparency, ethics and social conscience. The Group is also a leading player in solidarity based financing and no. 1 in microloan financing (source ADIE).


Environment

The Banque Populaire group has introduced a savings scheme ‘CODEVair’. This scheme pays a slightly reduced interest rate the savings collected are assigned to the project ‘PREVair’ that funds environmentally friendly property projects.

The Banque Populaire Foundation funds projects addressing the preservation and renovation of the national maritime and aquatic environment.

Community

Healthcare: During 2005 the group’s Natexis Banque began to support efforts to combat malaria, something of a forgotten disease in the developed world but which kills over two million people every year. To this end, it began by pledging its support to the Franco-African day of action against malaria, which was organized by the ‘Plan France’ NGO. In addition, two projects to combat malaria led by other NGOs received the support of Natexis Banque.

Culture: The Banque Populaire Foundation’s activities are focused in three areas:

  • Culture - by supporting young musicians in the early stage of their career;
  • Social Action - by helping young disabled people to pursue a life-changing project or to join the business world;
  • Maritime preservation - see Environment, above.

Almost 300 prizes and bursaries have been awarded since the Foundation was set-up in 1992.


Development

Crédit Maritime d’outre mer and BRED Banque Populaire set up a ‘Sofipêche’ unit on Réunion Island, in conjunction with Coopération Maritime. This product, which was called ‘SOFIRUN 2005’ and has €4.9 million in capital, aims to widen ownership of new fishing vessels by young fishermen setting up a business for the first time.

Rabobank

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The dominant bank in the Netherlands - serving more than half the population. Market leader in mortgages (26%), small and medium sized enterprises (39%), and the agricultural sector (85%).

The bank serves 9 million clients in the Netherlands and a growing
number abroad.

Global 300 ranking: 
11
Number of members: 
1,551,000
Number of employees: 
50,988
Gender Diversity: 
56% of employees are female
Turnover: 
USD $: 2,147,483,647
Type of Co-operative: 
Co-operative Group
Date founded: 
1898
Operating Countries: 

Netherlands and 37 other countries.

Website: 

www.rabobank.com



Principles

Integrating CSR into our business operations: In 2005, CSR was further embedded in their operations. Other companies even followed their example, for instance when they decided to offer only low fuel consumption leased cars. They were also followed by the market in the decision to use FSC-certified paper. CSR criteria are also applied to the procurement through Rabobank Group Purchasing, known by the Dutch acronym RCI.

Herman Wijffels Prize for Innovation: The Herman Wijffels Prize for Innovation has been established to encourage enterprises to implement sustainable and innovative business practices. In 2005, a record number of 287 businesses submitted an innovative idea or plan.

Quality survey and ratings

  • Swiss Sustainable Asset Management Group (SAM) rating agency in 2005 rated Rabobank the most sustainable bank in Europe and the second most sustainable bank in the world.
  • SiRi, a rating agency of more than 4,000 enterprises worldwide, awarded Rabobank a sustainability rating of 75.5 points, the highest in the Diversified Financials segment.
  • The ACC Award for our Annual Sustainability Report in 2005. The award is an independent, non-commercial prize awarded by the Dutch Association for Environmental Auditors (known by the Dutch acronym VMA) and the Royal Dutch Institute of Registered Accountants (known in the Netherlands as NIVRA).

Community

Rabobank’s sponsoring initiatives set the tone: In November 2005, Rabobank was awarded the SponsorRing Prize for their comprehensive sponsorship policy, as well as two awards for the Museum Bus. In addition, the ReSpons Kids Events Monitor showed that they were the most active sponsor of children’s events.

The Reading and Writing Foundation: The Foundation helps
solve the problem of low literacy. One and a half million people in the Netherlands have difficulty with reading and writing. The Reading & Writing Foundation works with partners such as Rabobank to gain recognition for this social-economic problem and to reduce it.

Rabobank International

  • Ghana: In 2005, Rabobank International financed the construction of 93 bridges in Ghana in collaboration with Rabobank Westland, helping to improve local infrastructures, and hence access to markets, schools and hospitals.
  • Schretlen & Co is supporting, amongst others, Habitat for Humanity (building affordable and safe houses for families in need), the Lizo Nobanda Day Care Centre in Cape Town, South Africa and the Spieren voor Spieren foundation, which promotes the interests of people with a muscular disease.
  • Terra Fina (launching as Amrep) was established in 2005 as an alliance of the Rabobank Foundation, ICCO and Oikokredit. Terra Fina’s objective is to identify the need for micro-credit and combat poverty more effectively. The alliance is preparing loans in four African countries: Mali, Burkina Faso, Ethiopia and Rwanda.

‘World in Your Hands’ communication programme: The programme serves to highlight the activities of the Rabobank Development Program (RDP) to its staff, members and clients. In the framework of the programme, 27 members and employees travelled to Honduras, India, China, Tanzania or Egypt in late 2004 and early 2005.



Mondragon Corporation

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MCC is a business group made of 264 companies and entities active in three sectors: Financial, Industrial and Distribution. It is Spain’s 7th largest industrial company.

Global 300 ranking: 
10
Number of members: 
62,764
Member Dividend: 
USD $204,832,414
Number of employees: 
78,455
Gender Diversity: 
41% of employees are female
Turnover: 
USD $: 2,147,483,647
Type of Co-operative: 
Employee Co-operative
Date founded: 
1956
Operating Countries: 

Spain, Brazil, China, Czech Republic, India, Italy, Morocco, Portugal, Romania, Slovakia, Turkey, United Kingdom and USA.

Website: 

www.mcc.coop

People

Stakes in capital: In 2005 worker members held 90.5% of share capital.

Equal opportunities: In the Distribution Area, 80% of the workforce is made up of women, with women occupying 76% of management positions, the highest figure in Spain.

Health and Safety: Ongoing deployment of Systems for the Prevention of Industrial Hazards with many subsidiaries already certified.




Community

Mondragon Unibertsitatea aims to develop knowledge, skills and values. Education is trilingual enabling students to communicate in Basque, Spanish and English. The university offers 7 degree course to some 3,500 students.

Politeknika Ikastegia Txorierri: 435 students were enrolled in formal education during the 2004/5 year. 40 courses in occupational and lifelong training.

The Lea Artibai Ikastetxea catered for around 2,000 students. In addition to formal education (Secondary Education and Occupational Training Courses) the school offered classes in Polymer Engineering, in co-operation with the London Metropolitan University.

MIK: A Business and Organisational Management Research Centre, has been endorsed by the Ministries of Industry and Education as a CIT (Technology Research Centre) and as an OTRI (Office for the Transfer of Research Results), being the first and only one of its kind in Spain.

The Garaia Innovation Park is involved in the promotion of innovation and technology linking the work of Technology Centres, businesses and higher education. Managed by MCC, its aim is to create a sphere of excellence, fostering the introduction of new technologies.
Arizmendi: Reinforced its project as a vital training centre. A recent highlight was the opening of the crèche, or ‘Umezaintza’, for children up to the age of six.

Distributing earnings: Between 5 and 10% of the surplus generated by MCC is allocated to a Cooperative Education and Development Fund (FEPC). Over the 2002-2005 investment in community schemes has amounted to €112.7m.

Democracy

In 2006 80% of MCC employees were members and have the final say on electing governing bodies. These bodies are both accountable to members in terms of management decisions and strategy.

The Co-operative Congress is the supreme body of the MCC, in terms of sovereignty and representation. It is comprised of 650 delegates representing all of MCC’s co-operatives and its decision are binding. The European Federation of Employee Share Ownership (EFES) has recognised the MCC as a best practice example of a participatory/democratic organisation, putting MCC in 1st place in the European ranking of organisations in which the workers have more than 50% ownership.


Migros

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No.1 retailer in Switzerland with a market share of 18.5%, and the largest employer with 580 stores – supermarkets, convenience and department stores. Migros also has banking and insurance operations, printing and publishing concerns and restaurants.

Global 300 ranking: 
7
Number of members: 
1,982,033
Number of employees: 
81,049
Gender Diversity: 
59% of employees are female
Turnover: 
USD $: 2,147,483,647
Type of Co-operative: 
Consortium and Federation
Date founded: 
1925
Operating Countries: 

Switzerland, France, Germany

Website: 

www.migros.ch

People

% Minority Ethnic Groups: Migros employs people from about 100 different countries.

Pension Plans: Women and men at Migros retire at age 63, and that Migros pays an old-age reserve pension.

Senior Citizens: Zurich’s ‘Poschti Bus’ runs four times a week, taking senior citizens to do their shopping at Migros. The old folk are accompanied by retired store managers.

Customers: Migros reinvests its entire profit in its own business, and gives it back to its customers through cheaper products.

Family

  • Children: With its day nursery at the Zurich operations centre, Migros is also giving low-income parents the possibility of giving their children the best possible care.
  • Parents: Female workers at Migros have been entitled to 14 weeks maternity leave for many years now, and in 2003 the entitlement actually rose to 16 weeks. Since autumn 2004, fathers can take a maximum of four weeks’ paternity leave in their child’s first year.

Attendance: At the heart of the attendance management system are the employees. It is important to have discussions with them and to co-operate with internal and external authorities (for example, internal job placement, company doctor, career counselling, disability insurance).

Rio Negro: In the Rio Negro coffee plantation in Costa Rica, Migros has been funding facilities that benefit the workers – a small restaurant and a medical station where a doctor and a dentist work. There are also two community centres that are used as a crèche during the day.

Products

Ethical Brands/Services: Migros stocks more than 1,000 organic products across its product range. Under the umbrella brand ‘Engagement’, Migros sells products that are
produced under special social and ecological conditions.

Suppliers: Migros suppliers have to sign up to its Code of Conduct. This code, whose terms include a ban on abusive child labour by suppliers, is backed up by the Charter of Human Rights, the United Nations’ special rights of children and women, and the International Labour Organization’s declaration on multinational enterprises and social policies.



Community

The Migros Cultural Percentage provides over CHF 100 million every year to support cultural and social projects, promote talent and offers reduced price tickets for events.

  • Supporting Education: Every year half a million people attend the more than 600 different courses and training events at the Migros Club Schools.
  • Vocational Training: Migros currently has 2,717 young women and men learning one of 35 different trades.
  • Promoting the Family: Low-income families receive family allowances at six Migros Cooperatives and enterprises.
  • Artists: Artistic sponsorship has a long tradition at the Migros Culture Percentage, and study prizes are awarded in music, dancing, acting and singing.
  • Music: The national pop music festival m4music, which takes place every spring in Zurich, has become established as one of the most important events on the Swiss pop music calendar.
  • Museum: The Migros Museum of Contemporary Art is a modern museum, whose focus and meaning lies in identifying new trends.


National Agricultural Cooperative Federation (NACF)

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Over 4,000 branches around the country provide efficient financial services. Over the last four decades, the NACF has supported farmers, rural communities and agriculture in areas such as marketing and supply, banking, and in education.

Global 300 ranking: 
5
Number of members: 
2,411,272
Member Dividend: 
USD $70,340,129
Number of employees: 
15,622
Gender Diversity: 
27% of employees are female
Turnover: 
USD $: 2,147,483,647
Type of Co-operative: 
Consortium and Federation
Date founded: 
1961
Operating Countries: 

South Korea and internationally by export.




Environment

Reducing environmental impact

NACF assists with environment-friendly farming, by supporting co-operative farm groups for environment-friendly agricultural production by developing farming technology, and by providing education and public relations services for farmers and consumers.

Fostering co-operative farm groups and pilot research projects

NACF is supporting environment-friendly agriculture by assisting with computerized management of co-operative farm groups, providing loans, and farm technology education. In co-operation with the Rural Development Administration (RDA), the NACF operates pilot projects for organic livestock production systems, environment-friendly agricultural materials, and circulation farming at the local level.

Educating both producers and consumers

NACF offers technological education and agro-related information to assist farmers in meeting safety and application standards for chemicals and fertilizers.

Soil revitalization campaign

The NACF set November 9 as ‘The Day of Soil’ and has been carrying out a nationwide campaign for soil revitalization. As part of the campaign, the NACF tests soils across the country and holds related symposia. The NACF and member cooperatives are monitoring illegal disposal of industrial wastes and discharge of industrial sewage.

Community

‘Love Our Farming Villages’ campaign

NACF has launched a campaign for mutual prosperity of cities and farming villages to improve the quality of life of urbanites and farmers alike, and to make farming villages more vibrant places to live in.

Traditional culture

NACF plays a key role in preserving the unique, local traditional culture of every region in Korea. Nong-hyup supports many local events. One of NACF’s important activities is ‘Root Finding’ in which people can find historic remains like Jang-seung, Sot-dae, and pavillon tree, and trace across cultural remains.

Sponsoring regional culture events

The NACF sponsors traditional regional events like the Yeo-ju Rice Festival, the Kum-san Ginseng Feast, the Choon-cheon Noodle Feast, and the Red Pepper Feast as well as ‘Sun-nong-je’, a ceremony praying for an ample harvest. These events combine the regions’ unique colors and spices.

NACF Hyo Awards and Children’s Competitions

On Parent’s Day, NACF holds the Hyo Awards which are awarded to the sons or daughters showing devotion to their parents and for the youth who have taken care of the elderly. The National Children’s Painting and Composition Competition and Exhibition also gives children a chance to understand the value of agriculture.



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