cooperative social responsibility report

Transcripción

COOPERATIVE SOCIAL
RESPONSIBILITY REPORT
36th SOCIAL AND FISCAL YEAR ENDED JUNE 30, 2013
BALANCE SOCIAL COOPERATIVO
36º ejercicio económico social al 30 de junio de 2013
Contents
INDICE
5 7
8
9 12
BANCO CREDICOOP COOPERATIVO LIMITADO’S SOCIAL AND
COOPERATIVE RESPONSIBILITY REPORT – LETTER OF PRESENTATION
COOPERATIVE SOCIAL RESPONSABILITY REPORT AUDITED BY ICA
AMERICAS
ADMINISTRATION BOARD
13 14
STATUTORY AUDIT COMMITTEE
15 18
MANAGEMENT DEPARTMENTS
19 21
ABOUT THE COOPERATIVE SOCIAL RESPONSIBILITY REPORT
22 32
MANAGEMENT INTEGRAL MODEL AS THE GUARANTEE OF
CONTINUITY FOR OUR COOPERATIVE PROJECT
33 38
OUR VISION ABOUT THE PLAN FOR A COOPERATIVE DECADE
39 47
COOPERATIVE SOCIAL RESPONSIBILITY (RSCOOP) MEASURING
PROCESS
48 50
IDENTIFYING DATA
51 54
MISSION, VISION, VALUES, CORPORATE PURPOSE AND STRATEGIC
GOALS
55 62
PRODUCTS AND SERVICES
63 72
TERRITORY OF INFLUENCE
COOPERATIVE SOCIAL RESPONSIBILITY REPORT 2013
3
73 76
INSTITUTIONAL ORGANIZATION CHART
77 81
HIGHLIGHTS
82 85
QUALITY CERTIFICATION
BANCO CREDICOOP
4
To the Members,
The Board of Administration of Banco Credicoop Cooperativo Limitado
hereby submits to your consideration this Cooperative Social
Responsibility Report (BSCoop, Spanish acronym) for the Fiscal Year
starting July 1st, 2012 and ending June 30, 2013. As mentioned in the
first report, it has been drawn up according to the terms and format
proposed by the International Cooperative Alliance for the Americas
(ICA Americas). Firstly, we deem it necessary to place main features of
historic, economic, social and political context which distinguished the
period under review in the various reality levels where we move with
noticeable incidence over our cooperative management.
The economic and financial crisis focused on core countries has
questioned the predominant neo-liberal paradigm, by strongly fostering
the search for social ways in which the solidarity and equity prevail as
irreplaceable values.
Consistent with this need, 2012 was declared by the United Nations (UN)
as the “International Year of Cooperatives” under the slogan
“Cooperatives enterprises build a better world”.
In the second semester of that year, the International Cooperative
Alliance –ICA– published its “Plan for a cooperative decade” and shortly
after a set of countries formed by Argentina, Bolivia, Brazil, Chile,
Paraguay, Peru, Uruguay, Venezuela and CICOPA Américas (1) submitted
a document with the position of the Southern sub-region of ICA
Americas as regards that initiative, a topic included in the development
of this report.
On the other hand, the Latin American integration process sustainability,
through various multilateral bodies (Mercosur, Unasur, Celac, Alba,
Caricom, etc.) which strengthen the positions of the region countries in
the defense of economic growth and social progress, is stood out as a
highly positive element in a world going through economic, social and
(1) CICOPA Américas –International Organization of Industrial, Artisanal and Service
Producers’ Cooperatives– http://www.cicopa.coop
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political crisis at planetary level and tensions that threaten world peace.
Within the framework of the mentioned external crisis, the Government
has continued applying policies as regards economic and financial issues
of countercyclical nature, which foster the employment and economic
development with social equity; promote scientific and technological
training; encourage the growth of internal market and economic
complementation with region countries.
In the financial field, the reform to the Charter of the Argentina’s Central
Bank produced at the beginning of 2012 granted to the monetary
authority a great power of regulation allowing, for instance, the creation
of loan facility for productive investment, compulsory to all banks in the
system, with longer terms and lower rates than those current in the
market at that moment.
By the end of June 2013, transactions in that facility had been settled for
almost 35,000 million Argentine pesos, equivalent to 8.3% of private sector
credits, thus highlighting that 56% out of that total was granted to SMEs.
By the end of 2012, the Capital Market Act was passed. It contributes to
settle a pending debt of our democracy, due to the fact that the previous
law dates back to the year 1968. The new law seeks to reach different
objectives, among which the following are stressed: to delete selfregulation; to reinforce the regulation and supervision capacity of the
National State over capital markets; by consolidating the Comisión
Nacional de Valores (CNV, Spanish acronym for National Securities
Exchange Commission) as the single control body of the public tender;to
promote the access to capital markets of SMEs, including the
cooperatives and benefit societies, and toencourage the participation of
small investors.
In this significant achievement scenario, generally consistent with
recognitions that we have sustained for decades from the Cooperative
Movement, we consider that the continuous progress with measures
already installed in the public debate and that would allow the
consolidation of those conquered achievements is necessary. Among
them, the following are highlighted: the need of a new Financial Services
Act for the Economic and Social Development, intended to definitely
revoke the dictatorship’s Financial Entities Act; a Foreign Investments
Law which progresses to stronger regulations for foreign investments,
changing the legal and regulatory documents currently in force in the
country and that protects the foreign capitals in an extreme manner,
setting tax rules that, among other things, enable to sustain policies of
currency administration by the State; a deep reform to tax legislation, by
designing a new fiscal system consistent with the production
encouragement, intended to improve income distribution and wealth
redistribution.
A serious discussion should be encouraged over the Natural Resources
issue that enables, firstly, to disassemble the exorbitant mechanism of tax
exemptions the mining exploitations have and include the consideration
of the surface mining problem, by seeking the balance between the
BANCO CREDICOOP
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environment and population defense and the logical sovereign
exploitation of Natural Resources.
OUR BANK
We have passed through a new year of successful management, in which
core goals as regards commercial, operational and services growth
aspects, such as the institutional strengthening of our cooperative,
democratic and participative structure proposed at the beginning of the
year were reached.
On June 24, 2013, after a more-than-four-year debate in which all the
Entity’s Management instances, from Members’ Committees, Zonal
Advisory Committees, Management Departments and Departments of the
Head Office to the Administration Board itself took part, the final
wording of the document “Management Integral Model - To guarantee the
continuity of our cooperative project” was approved.
Thus, we closed another stage of the ambitious process that we faced up
some years ago to turn into a value, in the whole organization, the
concept of management integrity, which intends to harmoniously
articulate commercial, administrative and institutional logics that coexist
in the cooperative management, guaranteeing at the same time their
joining without concessions to cooperation principles and values and to
our vision of how to put them into practice.
Throughout this report, we account for the achievements and we reiterate
our aspiration regarding the fact that this report be another tool for the
display of our management, which has been conceived in an integral way
and that, in the hands of our leaders, officers and employees, transcends
the formal dimension and serves as a training, research, communication
and re-creation tool of our ways of intervention in the organizational and
social reality.
Mr. Melchor Cortés
Secretary
Mr. Carlos Heller
President
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COOPERATIVE SOCIAL RESPONSIBILITY REPORT AUDITED BY ICA
AMERICAS
CADIC (Spanish acronym for Centro de Acción, Desarrollo e
Investigación en Cooperativas y Mutuales [Action, Development and
Research on Cooperatives and Benefit societies Center]):
Lic. Liliana González - Social Auditor ICA AMERICAS
Lic. Juan Carlos San Bartolomé - Social Auditor ICA
AMERICAS
Internal Responsible Persons Team:
Mr. Melchor Cortés
Mr. Reynaldo Pettinari
Mr. Alfredo T. García
Mrs. Ángela Carulli
Mr. José Luis Lago
This Cooperative Social Responsibility Report follows the general
guidelines set by the International Cooperative Alliance (ICA) Americas,
performing an integral adaptation to Banco Credicoop Cooperativo
Limitado’s reality and features.
BANCO CREDICOOP
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Administration Board
2012/2013
CONSEJO DE
ADMINISTRACIÓN
2012 - 2013
BOARD OF DIRECTORS
President
Carlos Heller
1st Vice-President
Ricardo Sapei
2nd Vice-President
Horacio J. Giura
Secretary
Melchor Cortés
1st Pro-Secretary
Basilio Chalak
2nd Pro-Secretary
Horacio Raffo Quintana
Treasurer
Raúl Guelman (te)
1st Pro-Treasurer
Carlos Louzán
2nd Pro-Treasurer
Néstor Callegari
BANCO CREDICOOP
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Secretary for Cooperative
Education
Reynaldo Pettinari
Permanent Members
Eduardo Temkin
Nelson Pesci
Ricardo Carrera
Eduardo Llorente (te)
Juan Nefa
Guillermo Mac Kenzie
Miguel Ángel Ruiz
Miguel Ángel Fabbro (te)
Salvador Ariel
Tobías Scheinin
Roberto Pasquali
Daniel Tonso (te)
Dante Pellegrini (te)
Marcelo De Lorenzi
Aldo Raffaeli
Silvio Pettinari
Oscar Barbieri
Miguel Á. Ercoli
Gustavo Casciotti (te)
Santiago Navone
Edgardo Bozzolo
Miriam Carbone
Roberto Mandrino (te)
Luis María Carrieri (te)
Juan J. Pintos
Daniel Frascarelli (te)
Vicente Barros
Rafael Massimo
Ángel Gómez (te)
M. Graciela Romanelli
Sebastián Deza (te)
Víctor Janjetic
Claudio Guzmán
Raúl Aprea (te)
Héctor Messina (te)
Alejandro Samek
Marta Sitlonik (te)
Omar Mora
Silvia Schwarzman
Deputy Members
Mario Martini
Graciela Bisaro
Gustavo Monti
Pablo Padín (te) Alberto Stagnitti
José Affronti
Carlos Di Fabio
Juan Celli
Horacio Raffin (te)
Jorge O. Muriel
Norberto Amengual
Leandro Habichayn
Gabriel Rinaudo (r)
José Cirilo (te)
Alicia Scarpeccio (te)
Eduardo Vera
Miguel Olivera
Luis Rinaldi
Ángel Moscoloni
Héctor Meloni
Luis Cárdenas (te)
Víctor Peverelli
Roberto Russo
Jorge Lepori
Juan Durán (te)
Mario Cauzillo (te)
Gloria Lafita
Rubén Bernocco (te)
Jorge Pancaro (te)
Néstor Audisio
Juan Giuttari
Graciela Bonsignore
Oscar Carvajal (te) Gustavo Galetti
Elsa Mareque (te)
Pablo Levinton
Diego Volman
Marcelo Mul
Alicia Maturano Raúl Klein (te)
Fernando Coringrato
Daniel Giannini (te) José Olivo
Juan Pacheco
Enrique Wlach
Jorge Barrios
11
Abelardo Cancela (te)
Norberto Diaz
Fernando Peralta (r)
(te) Term of office expires
(r) Resigns
BANCO CREDICOOP
12
Statutory Audit Committee
2012/2013
COMISIÓN
FISCALIZADORA
2012 - 2013
Permanent Statutory Auditors Jorge Lorenzo (te)
Raúl González (te)
Nelson Cativiela (te)
Deputy Statutory Auditors
Ricardo Gil (te)
David Eizykovicz (te)
Celso Boyero (te)
(te) Term of office expires
BANCO CREDICOOP
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Management Departments
GERENCIAS
MANAGEMENT DEPARTMENTS
General Manager
Gerardo Galmés
Attached to the President’s Office
Juan Carlos Junio
Deputy General Management
Sergio Clur
Deputy General Management in
Branches Affairs
Gustavo Nagel
Legal Advisory
Carlos Cohen
Human Resources Advisory
Ángel Petriella
Economic Financial Advisory
Alfredo T. García
Attached to the Deputy General
Management
Néstor Wassaf
Institutional Relations
Management Department
Attached to the Deputy General
Management in Branches Affairs
Juan Carlos Picchio
Regional Management Departments
Alberto Borzel
Juan Carlos Rivera
Adriana Aspis
Fernando Diminutto
Ángel Saud
General Accountant
Víctor Sara
Legal Affairs Management
Department
María Aída Nejamkis
Audit Management Department
Claudio Falbo
Corporate Banking Management
Department
José Luis Romani
Retail Banking Management
Department
Nelson Pereira
Alternative Channels Management
Department
Eduardo Geraghty
Communications Management
Department
Gabriel Travella
BANCO CREDICOOP
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Commercial Strategy Management
Department
Ángela Carulli
Foreign Management Department
Horacio Nogueira
Finance Management Department
Gloria Prusak
Computer Science Management
Department
Pablo Recepter
Credit Transactions Management
Department
Claudia Córdoba de Dyki
Strategic Planning and
Management Control Department
José Luis Lago
Processing Management Department
Eduardo Roitman
Recovery of Loans Management
Department
Liliana Ostrovsky
Human Resources Management
Department
Horacio Aizicovich
Zonal Operative Responsible Officers
Marta Schnizer de Caraballo
Credit Risk Management Department
José Caruso
Administrative Services
Roberto Nogueira
Computer Systems Management
Department
Carlos Murat
17
Technology Management
Department
Ricardo Soto
Operative Management
Department
Horacio Kisilevsky
Organization and Processes
Advisory
Gastón Mostaccio
BANCO CREDICOOP
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About the Cooperative Social
Responsibility Report
ACERCA DEL BALANCE
SOCIAL COOPERATIVO
This is the second Banco Credicoop Cooperativo Limitado’s Cooperative
Social Responsibility Report corresponding to the Fiscal Year No. 36
ended June 30, 2013.
From the Social Audit, we remind the reader that the first Banco
Credicoop Cooperativo Limitado’s Cooperative Social Responsibility
Report has received the Quality Certification in Cooperative Social
Responsibility Report, granted by the International Cooperative
Alliance for the Americas as a consequence of putting its report in the
frame of the proposal for measuring the Universal Cooperative Principles
and due to the results of the assessment of its actions under the terms of
such principles, respecting the Cooperative Social Responsibility
Concept.
As we have explained in the first report, we remind that the Cooperative
Social Responsibility Report (BSCoop) is:
An instrument aimed at measuring the impact of the solidarity
institution on the community;
An assessment of the management which states a balance between
social benefits and businesses success;
A strategic tool for the systematic assessment of the Cooperative
Principles compliance;
A communication tool.(2)
The compliance with Cooperative Principles is taken into consideration
in the search for:
Measuring the social impact of the Cooperative Social Responsibility
(RSCoop) of Banco Credicoop Coop. Ltdo. on the social actors and
interest groups.
Delving into the Cooperative Social Responsibility practices of the
leadership and staff;
(2) González, Liliana and San Bartolomé, Juan Carlos: “Cooperative Social Responsibility
Report: A construction under construction. Ethics, commitment and transparency in the
cooperative management”, Ed. Red Gráfica. 2008, page 34
BANCO CREDICOOP
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Having an influence on the interest groups in the sense of creating a
propitious environment for the Social Economy;
Producing information tending towards the solidarity education in
communities;
Making the Argentine cooperative movement sensitive to the
Cooperative Social Responsibility measuring.(3)
In short, at committing to this assessment, Banco Credicoop Cooperativo
Limitado, enables to:
Reaffirm its strong cooperative identity;
Provide objective data for the political defense of the movement;
Influence on the public policies.
In order to give a context to the readers of this Cooperative Social
Responsibility Report, we state that the weighting work of compliance
with the Cooperative Principles is made in two stages:
Upon the end of the analysis and the evaluation of each Cooperative
Principle;
In the Final Report, where prominent aspects arising from the analysis
and mainstreaming of all Cooperative Principles are highlighted.
(3) González, Liliana and San Bartolomé, Juan Carlos: “Cooperative Social Responsibility
Report: A construction under construction. Ethics, commitment and transparency in the
cooperative management”, Ed. Red Gráfica. 2008, page 34
21
Management Integral Model as the Guarantee
of Continuity for Our Cooperative Project
MODELO INTEGRAL DE
GESTIÓN COMO
GARANTÍA DE CONTINUIDAD
DE NUESTRO PROYECTO
COOPERATIVO
The Administration Board of Banco Credicoop Coop. Ltdo., in its
meeting held on 06.24.2013, approved the document “Management
Integral Model”, whose complete wording is published in a section of
this BSCoop. In this section, the presentations given on the matter during
the Administration Board meeting by Messrs. Melchor Cortés and Carlos
Heller, Secretary and President of Banco Credicoop Coop. Ltdo.,
respectively, are transcribed. Likewise, in a third item, the document
structure is included.
MANAGEMENT INTEGRAL MODEL PRESENTATION TO THE
ADMINISTRATION BOARD BY MR. MELCHOR CORTÉS, SECRETARY
OF BANCO CREDICOOP COOP. LTDO. (JUNE 24, 2013)
A COLLECTIVE CONSTRUCTION PROCESS
We submit to the consideration of the Bank’s Administration Board the
final version of the Management Integral Model, which arises from a
process of preparation, debate, contributions and synthesis taking place
in all Bank’s leadership levels.
Thus, we are closing a stage of an ambitious process that we faced up
some years ago to turn into a value, in the whole organization, the
concept of Management Integral Model.
The extension and depth the debate on the Base Document II reached in
the whole organization states a high level of understanding and
acceptance as regards the challenge we decided when a cascade process
through which the discussion about the Document would be carried out
was posed. The number of remarks and proposals obtained shows an
increasing commitment of every level of leadership and participation of
our entity with the core ideas as set out.
That is the reason why we want to summarize some data about the
development of the collective construction process of the Document
which we resolve to consider today.
During the General Meeting in 2004, our president Carlos Heller
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formulated the concept of Management Integral Model, complementing it
with that of the full and pertinent participation. Since then, we have
assumed the challenge of putting this concept into practice.
In March 2009, the Institutional Strengthening Committee was created,
with four work axis, one of which was the Management Integral Model.
By the end of that year, the creation of a document which would
summarize the experience gained and would propose how to continue
with the Model development was faced up. Between April and
September 2010, a first wording was examined, corrected and enriched
by the Board of Directors and the Executive and Institutional
Strengthening Committees giving rise to eight different versions, which
point out the productive work made in that first version, in that first
attempt of writing. Afterwards, the work document was discussed in the
core of a workshop held on October 25, 2010, in which four regional
members of the Administration Board, four presidents of members’
committees, four zonal managers and four Branch’s managers appointed
to such effect participated. As a result of such, a new version was drawn
up in November 2010.
In April 2011, a chapter related to the Management Integral Model in the
Head Office was added to the Document, created by a group of leaders
and officers thereof, appointed to such effect by the Institutional
Strengthening Committee. After several reformulations, on the 1st day of
August, the work Document was sent to the Board of Directors for
treatment. And, on September 26, 2011, that work was presented at the
Administration Board meeting, where it was resolved the promotion of
its spreading and debate in all the Bank’s management spheres. A threephase or -stage process was designed which, beginning from higher
leadership levels, ends at the Branches and Head office areas scope and,
from that on, resulting opinions and proposals were received.
The first phase included workshops in the Administration Board and
Zonal Management Departments and Management Departments. A
workshop was carried out in November 2011, in which permanent and
deputy members of the Administration Board and responsible persons
for regional cooperative education participated, with a total of 74 leaders.
In December, two workshops were developed with departmental
managers, with 27 officers in attendance. And the same month of
December, a workshop of zonal managers was developed with 26
officers.
In the second phase, a series of workshops in zones and with
departmental officers of the Head Office took place between March and
April 2012, in which 1.049 thousand leaders, 1.216 thousand employees
participated; i.e., 2.265 thousand people, in a total of 59 workshops.
During the following phase, these activities were replicated in Branches
and in the Head Office management departments led by those who had
participated in the round of zonal workshops; here a total of 274
workshops were developed, with a total of 5.134 thousand attendees.
BANCO CREDICOOP
24
Since the termination of that series of workshops, the Institutional
Strengthening Committee was in charge of its follow-up to ensure that all
the participating instances send its conclusions, either from Branches,
Zones, Management Departments or Departments of the Head Office.
All the reports had to be summarized and grouped by topics. As a result,
thirty seven proposals with specific changes to the wording, pointing out
supresions, additions or modifications to the original wording; 20 general
amendements indicating concepts to be added or developed more in
detail; 24 action proposals at the whole Bank’s level, by suggesting
general application measures in several areas such as Human Resources,
Institutional Running, Training, Communications and others; 18 action
proposals at the Branches and zones level, related to the development of
tasks in the zones and members’ committees; and 19 action proposals at
the Head Office level that, as in the previous case, refer to measures to be
implemented in different management environments to put in depth the
Model application, arose. Consistent with the democratic and open
nature with which workshops were fostered, all contributions produced
were received, those resulting from collective debates at Branches and
then formulated in answers per zones, as well as the preparations of
three- or four-participant groups of a workshop, and including
individual opinions.
Apart from the proposals added to the Document, an important variety of
opinions on certain topics related to the management, which will be
taken into account and timely studied in depth in the pertinent spheres,
were observed. As from that, the Committee focused on the re-creation of
the Document and by mid of June was dealt with by the Board of
Directors, which added some modifications. That version was sent to the
members of the Administration Board and this is what we currently
submit to consideration.
PRESENTATION BY MR. CARLOS HELLER, PRESIDENT OF BANCO
CREDICOOP COOP. LTDO.
THE MANAGEMENT INTEGRAL MODEL: A TOOL FOR FACING UP
THE NEW CHALLENGES WE HAVE AHEAD
I believe that the introduction by Melchor Cortés has the richness of
showing the deep, intense process of the participative debate that all the
organization carried out as a whole, and that ends with the treatment
that today we give at the Administration Board.
This is a process that we have followed together, which has had
milestones and that, as we explained from the beginning, it was not
thought in a hurry, since it should be something likely to be effectively
thought in depth, ponderated, so that what we were approving really
turns out to be everyone’s. This has been a feature all along our life;
definitely, everything we have achieved, we firstly achieved it by
convincing ourselves and then, by convincing others. Because, in general,
25
one cannot convince others of what oneself is not convinced. Therefore,
the achievement of the self-conviction is the key of everything we have
made in our life and what has enabled us to go through all these years.
Only to think about it, the last great crisis prior to the start of the current
process might be remembered; I talk about the 2001’s crisis and about
our decision at that moment. Others changed and we organized meetings,
we placed signs telling people to come to talk, making people feel the
problem is common with their pairs, telling them to discuss. And I
believe that the ceremony held in Parque Norte for launching the plan
called “Credicoop y la Comunidad” [Credicoop and the Community] was
quite a definition.That is to say: the society was angry and had reasons
for being angry and we knew that we were not guilty. We had the
complete conviction that we were not guilty because we had denounced
what was happening, always in this difficult matter of administrating,
under the rules with which we do not agree. How many times we said
that? We have to comply, we have to make this right even though we do
not agree, and we have to fight so that it changes. Therefore, we have
shown, all along our life, that we are able to construe each reality, to
assimilate it and, from there, to think on how to proceed.
I believe that, in this last stage, new challenges has been brought up and
for that reason I believe that what we are doing has a total relevance. We
were born in the resistance, in the self-defense, in the action to defend,
so that we were not wiped out ever since the cooperative movement
exists. And the external threat was always an enormous clustering,
strengthening and, even an overcoming-of-differences factor. Nowadays,
the situation has changed: we do not have an external threat. That is to
say that today we are one of the greatest financial institutions in
Argentina. We are accepted, recognized and we have great prestige. The
truth is that, without false modesty, I believe that what we have done is
fantastic, as we have said in several times. When you look back and see
everything we have been through, where we come from, the things we
have overcome. However, as it happens in other aspects of life, it is not
the same being told about something than having lived it. This is the
great challenge that we have ahead.
How to maintain, without the external threat, the same mystic, the same
connection, the same commitment?
And I believe that we were doing things, changing the way of
administering. When we decided to change and create the zonal
committees, some people believed that it was going to be a limit to
participation and we said “no, this is for greater participation.” Because
participation does not happen in a meeting, the greatest participation
center is the Members’ Committee. That is the core of our life and our
reason for living because this is the surface of contact with users. The
key of our organization’s strength and the capacity of maintaining and
reinforcing the link resides in the richness and fullness of the Members’
Committees operation.
We went through different stages. We went through almost-absolute-
BANCO CREDICOOP
26
centralization stages because we had to build a model. The pathway we
went accross, firstly to merge a set of credit cooperative institutions, and
then to add a group of other cooperative banks and to go creating a single
management model, is quite difficult, and principally in those times when
it had to be made, and with all those challenges with which we found.
A necessary pathway of centralizing roles had to be passed through to
ensure ourselves that things would be made in a certain manner. And,
while the organization was acquiring that common identity, we have
been going through the opposite pathway, by creating mechanisms to
enable the greater decentralization possible within a single entity and,
therefore, not having a degree of centralization is impossible, but trying
to transfer to the Members’ Committees the greater room possible in
the management.
Also, we were adding changes to administrative structure. The Zonal
Managers’ roles were changed. The positions of Regional Operative
Responsible officers (ROZ, Spanish acronym) were created for them to
focus on administrative and operative issues, so that zonal managers
might have greater dedication to commercial and institutional issues.
Due to the fact that there are a certain time and a lot of tasks to perform
in Branches and if there are more tasks than those which can be done,
some of them are not to be done or are not to be done in full. Thereafter,
the Institutional Plan appeared, which was added to the Commercial
Plan with which we were already working. Self-control and Follow-up
Committees were created in Branches to generate the compliance culture,
because we have plans, we developed a whole debate process, all in a
planning process, but then we must ensure that it does not stay merely in
writing, that it is something which is effectively fulfilled.
And finally, we began to talk about the Management Integral Model.
What is the Management Integral Model? An approach to the roles of the
leaders who spend part of their time doing something in which they
believe, something for which they are called to, something they do
according to their thought, with the roles of professionals hired for that
task and do it with conviction.
Integrity comes from the member of the Board who participates in the
enterprise management and from the officer who actively participates in
the institutional life. That is the center, the concept, the core, the idea of
integrity. That is to say, a group of women and men that, by playing
different roles, face up the integrity sense and progress towards the idea
that the commercial and institutional aspects go together; that there are
not leaders focused on institutional aspects and others focused on
commercial aspects. Of course, there are certain special features,
personalities, vocations that determine the activity of each one. Then, we
are in this stage and we have to imagine the Management Integral Model
as our tool to face up new challenges we have ahead.
Today, we are confronting with a totally competitive financial system
which spends fortunes in advertising campaigns, a lot of them illusory
but with great effect, that can be supported because they collect
27
exorbitant prices for the products and services they provide, i.e. that, in
the end, all of that is paid by users; we also know that such situation
takes part of some of system’s wickedness. The real thing is that this
places us in front of a new challenge. How do we do to continue gaining
market share, to go on growing? We do not want to grow to obtain the
greatest possible earning; we want to grow to reach more people, to have
more cooperatives, to expand our ideas, to have greater penetration over
the virtues of our model.
There is where this under treatment appears to all its extent. Our
competitive and comparative advantage is in the Management Integral
Model, in our capacity of relationship with people, institutions and
members. That is to say, that we really move forward towards this idea
that the cooperative belongs to the members and that who choose the
cooperative as their financial entity are a part of it, feel themselves as
part of it, may have access to its dimension, that is open, and may
participate in its activities. All of this is what we are posing, even as a
great commercial tool, if we wish to call this in such a way. Because our
commercial advantage is our commitment of institutional model. That
makes us different. Our checks, deposit slips and technology have the
same size as the foreign banks’s. The difference is not there. Our model’s
authenticity is the great difference we have in our favor. We are what we
say we are. Now, we have to convince others because the fact that we are
convinced is not enough. That day of the Centro Cultural de la
Cooperación opening in the street, Floreal Gorini said “Another world
is possible if people wish so”. In that simple phrase, he enclosed all a
great definition of what it is about, because unfortunately many times
people act against their own interests, because they are reached by
other ideas, because they are influenced with ideas which are against
particular interests.
We have a great opportunity; we have developed a formidable tool. We
are present in nearly all the country. This management model, which we
are permanently improving, was started up. This allows us to widen our
contact surface. And today we are taking this step, which summarizes
that experience obtained in all these years.
I had the happiness and honor of saying some things in the United
Nations which is related to this. I comment two paragraphs of that
participation. I said:
“The cooperative enterprise as a contribution to a better world” is the
slogan of this activity. It means, to the best of our knowledge that we do
not think of the cooperative as the spare tire to amend the failures or
mistakes of the capitalist system. To us, it means thinking the users and
the workers in charge of the administration and the management
prosecuting the provision of services processes, i.e. the Management
Integral Model; this is what we are saying here. Production processes,
through which the objective stops being that of attaining the highest
profit possible and becomes that of rendering the best service possible.
BANCO CREDICOOP
28
The service that effectively satisfies the needs of users, consumers, and
where profitability be the needed to continue rendering the service, to
capitalize, to fulfill the technology revolution goals, and all the
challenges these times bring up.
In an attempt to show the continuity of our thoughts, I marked three or
four paragraphs of the document, which is very rich and you will agree
with me, which I believe they summarize that thought. For instance,
when we define the Management Integral Model, the paragraph says:
The formulation of a new management model begins with the
consideration of the fact that the historical practice had generated a
work division by which leaders were in charge of the politicalinstitutional dimension, and the personnel was in charge of
administrative-commercial dimension. This position had to be reviewed,
in line with current objectives, by making leaders be more involved in the
management of entrepreneurial aspects, and making officers and
employees be more committed to political-institutional aspects of our
bank. We expect that the Management Integral Model is the dominant
cultural feature of the Cooperative. The integrity entails the overcoming
of a dual vision as regards the operation of the cooperative and the
achievement of a balanced coexistence of two logics exisingt in an
objective way, such as the institutional and corporate ones.
Those logics exist, they cannot be avoided; the issue here is that we
permanently work in order to make those two logics work in a common
space and complement each other, not confront each other.
Another paragraph states that:
“The full and pertinent participation is possible if our leaders, officers
and employees take an effective part in a responsible way in the
management of the cooperative enterprise, assuming that their personal
growth is possible only if they acquire an upgrading sense as a part of
the collective growth.”
The full and pertinent participation has a sense if it is effective and not
formal. We must overcome all formalities that still continue in our
organization. And they continue because it is easier, faster, more
comfortable, and we must not pose this as a fight or a confrontation; we
must bring up this as a dynamic and permanent growth which enables us
to take another small step in the construction of such integrity which is
the end of formality.
When we see, for instance, in my place, in the Credit Agreements
Committee, a leader giving his opinion properly about credits of large
enterprises, based on knowledge, as any other officer, I say: that is the
integrity, the training school which enables people who were not lucky
enough to receive professional education, to learn from managing how to
29
lead an enterprise of such a magnitude as this entity is and that he/she
may do it at an equality level, earns other people’s respect and has an
opinion as qualified as the most expert person. That is the Management
Integral Model, that is what we have been building along these years,
which is not a plain, simple, mechanic or automatic task. It has ups and
downs, and slopes. Because all collective processes are that complex; but
if you have a clear vision of where you go and which is the goal, that
process will be better each time, will have better results and will be more
valuable each time and we will continue training leaders capable of
leading enterprises like this one; one of the greatest financial enterprises
of the Argentine Republic, one of the enterprises that hires more
personnel, and which is led by a group of working people, with different
backgrounds, from different latitudes, and by a group of officers who has
also received this culture and who developed within the same
philosophy and that are pooled each time more. The key of our success
and of what the Management Integral Model means lies there.
Afterwards, the document states as follows:
Organizations, as well as individuals, are not what they state to be, but
they are what they do –i.e. there may be not dissociation between words
and facts–. The Management Integral Model summarized our historic
concept which puts forward that participative democracy and efficiency
are not contrary, thus enabling us to strengthen and take advantage of
our double nature of enterprise and social movement.
We must fight against many things. For long time, some of us confronted
even against who believed that our entity sense with deep social
commitment led us to not being able to be efficient in the management.
Something we understood from the beginning is that the dividing line
went through the responsibility. We were administrators of someone
else’s belongings and we must do it right. Our solidarity was our
commitment to developing a different financial model, which does not
aim at the geographical concentration or the business concentration,
which really makes democratic the access to financing but with the
responsibility of a good administrator. Surely they are things hard to be
achieved, this is all about. And I believe we develop an expertise which
shows that it is possible. Nothing less than that.
In United Nations, I rejected the title of my participation, “small is
beautiful”, because we are reduced with that idea: “the cooperative is
likeable but it is a small thing”. And we say “no”. The cooperative may
be the solution to the contradiction the world has not settled yet. In the
confrontation between capitalism and socialism, capitalism achieved a
temporary victory that seemed to be the end of the story, but it may not
be the end of the story because capitalism is intrinsically unfair. Then a
society model based on other values must be built, and the cooperation
is the key; the necessary profitability, the integrity in the democratic
participation, the profitability so that projects are viable as regards
BANCO CREDICOOP
30
service as final objective and not as the highest profit. This is a beautiful
dream. And we have showed, in scale, that this is possible. And that is
what we have to continue doing. And what we are doing now is a step
ahead in the same direction.
We must assume and actively collaborate so that each member of the
organization has a strong commitment to these concepts and assumes
them as values. They are values we have settled. We must achieve that
the Management Integral Model be the dominant cultural feature of our
cooperative. And that the example, the education and the information
flow orderly and consistently.
The document states:
Let’s review our daily actions under this perspective. And let’s modify
everything that, within every one’s role, is possible to be modified. So as
not to leave the speech in the theoretical field, some orientations related
to practices with which we all agreed but that they require to be
developed in everyone’s daily actions and each level of our cooperative
are necessary.
Nobody is going to say that he/she disagrees; the question is that we
must put it into practice.
And ten items are listed:
1. Complying with the meetings scheduled as ruled and agreed upon in
our organization.
2. Making that each type of meeting as established be the field where the
decisions made at the highest level are informed, planned, enriched;
where the things each one must do be decided and shared, what each
one has done be evaluated and shared, and methods and directions be
corrected.
3. Encouraging a positive organizational environment, considering each
problem as an opportunity for continuous improvement.
4. Stimulating the training and self-training, recognizing that the results
of what have been received from the organization deposit in the
workplace and that such process requires to be led by each supervision
level.
5. Explaining what we expect from each one and providing support and
confidence for their achievement.
6. Promoting the management integrity, by encouraging the
complementary valuation of all dimensions of our activity: the
institutional, commercial, administrative and operational ones. None of
them is possible without the other ones –all of them are essential and
necessary, because if we do not have a good administration and good
operational systems and so on, we are not going to perform a good
commercial management and all our policy is going to seem formal and
discursive–.
7. Assuming the incorporation of new members of the entity with
enthusiasm and providing them with all the necessary to convince them
31
with our ideals –key issue– so that this has the continuity that it must
have. It has to generate the leaders who will go incorporating naturally and
for that reason, we must open doors and review in each place, if the
methods we have are not expulsive or difficult for new members; if we
have the best practices so that who really wishes to incorporate may do so.
8. Making that the necessary discipline that every organization requires
be, in our case, the result of conscious responsibility and commitment.
9. Feeling and expressing satisfaction for results when we succeed, and
recognizing them -sometimes it makes us difficult to be happy with
which we have achieved and to feel and enjoy it, and to know to demand
and demand ourselves according to the needs and challenges that, at
each moment, the organization sets out.
10. Promoting solidarity as a value in the work culture of our cooperative.
Up to here, this is what I wanted to transmit. I believe, in some way, I
was able to summarize the cores of the content of this very rich debate
that the whole organization has carried out and that ends with the
treatment that today we are giving in this Administration Board.
DOCUMENT STRUCTURE
As a summary of the different topics dealt with therein, the Chapters
included in such Document are listed below:
Chapter 1
The Management Integral Model as the guarantee of continuity for our
cooperative project.
Historical challenges of the Credit Cooperativism
The reform of Bylaws
The 2001’s crisis
A new global perspective: the Base Document (2002 /2003)
The Management Integral Model
Chapter 2
Notes for debate: Application of the Management Integral Model.
A. -Processes and participative dynamics in daily management
B. -Officers and employees’ participation in the Management Integral
Model
C. -Leaders’ participation in the Management Integral Model
-Members’ Committee - Operational Rules
-Meetings of the Committee
D. The Management Integral Model in the Head Office
-Guidelines to deepen the implementation of the Management Integral
Model in the Head Office areas
Summary and conclusion
BANCO CREDICOOP
32
Our Vision about the Plan
for a Cooperative Decade
Nuestra Visión acerca
del Plan para una
Década Cooperativa
According to what the ICA Americas states in its website(1) when it refers
to the Plan for a Cooperative Decade project: “The International
Cooperative Alliance (ICA) outlined an ambitious strategy intended to
turn cooperatives into the entrepreneurial model of greater growth for the
end of this decade.”
With that purpose, the ICA formed a Work Group of Planning that
entrusted Cliff Mills and Will Davies, from the Centre for Mutual and
Employee-owned Business belonging to the Oxford University, with the
writing of a Plan for a Cooperative Decade project based on the Vision
2020, whose objective is to achieve that in the year 2020 the cooperative
entrepreneurial model has been consolidated as:
The recognized leader of the economic, social and environmental
sustainability;
The model preferred by people;
The type of entrepreneurial organization of faster growth.
The proposal sustains that “The Challenge of the vision 2020 aspires to
be developed based on the International Year of Cooperatives
achievements and the resilience showed by the cooperative movement
since the financial crisis.”
It warns that “these are significant achievements but they must be seen
in the context of the main emerging trends probably setting up our
policies, our societies and economies in the near future.”
And it points out that “some of the more crucial global trends are:
The environmental degradation and the exhaustion of resources;
The instability of the financial sector;
Some increasing inequalities;
The increasing gap in the global management;
A young generation apparently with little commitment;
(1) http://www.aciamericas.coop/Plan-para-una-Decada-Cooperativa
BANCO CREDICOOP
34
A loss of trust in political and economical organizations.”
Before such scenario, the project states that “The cooperatives already
contribute significantly to relieve those urgent global problems. However,
with a proper support and greater understanding and recognition, they
might contribute even more”.
Based on that context features, the project formulates the general working
plan for the ICA, for its members and for the cooperative sector in
general, summarized in the following objectives:
To increase the participation of members and governance to a
new level;
To place cooperatives as builders of sustainability;
To consolidate the cooperative message and to define the identity of
cooperatives;
To ensure judicial frameworks which support the cooperatives’ growth;
To get reliable capital for cooperatives while the management is
guaranteed by members.
Afterwards, the Document brings up some possible actions:
To value the assignment of the domain “.coop”;
To guarantee the presence of cooperatives’ voice in the global debate;
To create a common symbol;
To have a speech which reflects the differences with other ways of
entrepreneurial organization;
To develop TRAINING programs for future cooperatives’ leaders;
To get cooperatives identified with both PARTICIPATION and
SUSTAINABILITY.
The authors highlight in their resumes that they are specialized in
theories of property, history and application of neo-liberal policies and
the role of economic experts in public policies. We may say that the start
point is complicated.
Based on precedent summary, prominent differences of concept may be
observed between the ICA’s perspective and our vision and practice of
cooperativism as entrepreneurial management tool and at the same time,
as a social transformation tool.
The Plan for a Cooperative Decade has as an undeniable merit, the offer
of a space and time to exchange perspectives over cooperativism features
or social movement. In line with this, Edgardo Form -IMFC Managervalues the history of the ICA, poses the complexity of leading an
ecumenical organization gone through by tensions and defines the idea
that the official document brings up a margin for the action of our
countries.
On our part, the criticism is not formulated from an external position but
from recognizing ourselves as a part of the ICA, as an expression of a
strong current in Latin America that fosters positions of emancipating
inspiration, with practices and speeches consistent with the solidary
ideas of our Social Movement. In any case, we express, from the inside
and as a part of, the aspects of our perspective as long as we assume
35
ourselves as transforming cooperativism. We notice two relevant issues.
Firstly, a somewhat technocratic perspective is reaffirmed to the extent
that a declaration -which is centrally doctrinaire- is requested to the
Centre for Mutual and Employee-owned Business, an institution of the
Oxford University. This definition sets aside the principal actors of the
cooperative movement that should assume its own word.
There is a second significant element: the working group excludes a
Latin America representation. If, on the other hand, we revise the
bibliography used in the text, the Eurocentric orientation of its authors is
evidenced.
In order to mark presence and provide their vision, a group of
representatives of the Southern Sub-region of ICA Americas, formed by
Argentina, Bolivia, Brazil, Chile, Paraguay, Peru, Uruguay and
Venezuela drew up along with CICOPA Américas(2) an own document
entitled “Posición de la Subregión Sur de la Alianza Cooperativa
Internacional” [Position of the International Cooperative Alliance,
Southern Sub-region].
The debate process started some months before, based on the draft that
the ICA launched. The Southern Sub-region document arises from the
work cooperatives’ perspective of CICOPA Mercosur, met in September
in Porto Alegre, Brazil, which created a paper as a first answer to the
“Plan para una Década Cooperativa” [Plan for a Cooperative Decade]
project. Afterwards, members of ICA in Argentina and CICOPA met in
Cooperar to debate on that work and finalize with the writing. From all
the countries forming the Southern Sub-region, only Argentina submitted
a document which did not receive the consensus from ICA Americas, but
it could be submitted before the Worldwide ICA Board in Manchester
through CICOPA International, and although it was not included in the
final document, it took part of a public debate before who wrote the Plan
prepared by the Oxford University.
Different visions coexist in the cooperativism sphere about contents,
methods and ways of translating the cooperative values and principles
into actions. And, in that framework, our particular way of
understanding and being a solidarity-based entity includes the challenge
of strengthening the social movement unity. We assume ourselves as a
collective project with an extensive history of constructions that are
revealed in Banco Credicoop as well as in the IMFC.
The UN called, in October 2011, the President of Banco Credicoop,
Carlos Heller, for the International Year of Cooperatives launch.
His participation allowed expressing our positions as Latin American
supporters of cooperativism, in line with the criticisms that today the
Southern Sub-region of ICA Americas formulates to the Worldwide ICA
Plan. On October 31, 2011, Heller said at the United Nations that the
statement ‘The Cooperative Enterprise as a contribution to the
construction of a better world’ was not synonym for turning the solidary
(2) CICOPA Americas -International Organization of Industrial, Artisanal and Service
Producers’ Cooperatives - http://www.cicopa.coop
BANCO CREDICOOP
36
movement into the spare tire of an essentially unfair system. He stated
that the cooperativism substantially defies the logic of profit because “to
us, it means thinking the users, the workers in charge of the
administration and the management prosecuting the provision of
services, production processes, through which the objective stops being
that of attaining the highest profit as possible and becomes that of
rendering the best service as possible.”
In a clear definition contrary to an endogenous vision of cooperativism,
as the Plan intends for a Cooperative Decade, Heller defined the scenario
to act: “The perception of the contemporary societies’ complexity cannot
disregard the oscillations shaking the world. With the neo-liberal wave,
in its different versions, a conceptual triad was installed which worked
as an ideological matrix of the financial globalization with the hegemony
of transnational corporations: the end of the story, the expirations of
states, and the end of politics. The relation between economy and
politics with world scale pretentions was systematized by the
Washington Consensus body of ideas. Decisions, in the hands of states in
other times, were transferred to those new managers with neo-imperial
airs. The IMF and the World Bank missions became the compulsory
pattern for the politically correct behavior in each country.”
The global crisis has multiple simultaneous dimensions and expresses
the exhaustion of a model. In front to this reality, a new map arises in
Latin America, where -according to Heller- “a new thinking pattern is
getting stronger and their economic results and their low contamination
from the global crisis is carefully observed and is also the recipient of
important interntational economists and politicians’ flatteries. The core
substantial question is enhancing the value of States and the
complementarities of regional integration.”
The current world, according to what analysts of all orientations
recognize, is under a crisis. Divergences appear upon defining the
features of said crisis, its causes, its consequences and action lines that
must be implemented to overcome it. Every day, we proved the existence
of “a rich world creating poor people, of an unprecedented scientific and
technological development with a meanness application, with the
extension of life expectations without values and future ideals
correlation for younger generations, with an increasing helplessness of
basic and universal childhood rights, such as health, education, and
equality of chances.” Meanwhile, “In Latin America, in the frame of
break-up processes with the neo-liberal heritage, cooperativism has been
called to become a part in the construction of new social organization
models” and “we are proud of being a part of the historical experience
which understands cooperativism as a social transformation tool.”
In this body of ideas, ratified in our daily practice, the support to the
position adopted by the Southern Sub-region of ICA Americas is based
on, which concludes stating as follows:
«Our perspective is that we are builders of a new world; that will enable
us not only to be proactive enough for times going through, but also to
37
deepen the cooperative movement in favor of transforming today’s
relationships among human beings and defending needs and aspirations
of common citizens. Our objective must be fight not only for
democratization of human relations but also for common property of the
production, distribution and exchange means among human beings. (...)
LET’S WORK SO THAT THE WORLD BE THE COOPERATIVE OF
EVERYONE!»(3)
(3) Revista Idelcoop [Idelcoop Magazine] No. 209, March 2013, page 92.
BANCO CREDICOOP
38
Cooperative Social Responsibility Report
RSCoop - Measuring Process
EL PROCESO DE MEDICIÓN
DE LA RESPONSABILIDAD
SOCIAL COOPERATIVA
(RSCoop)
This is the second Cooperative Social Responsibility Report that Banco
Credicoop Cooperativo Limitado draws up based on the institutional and
political decision assumed the previous year regarding the beginning of
the measuring process of its Cooperative Social Responsibility in base to
the weighting of the Cooperative Principles.
The review of the documentation submitted and considered for this
Second Cooperative Social Responsibility Report shows that the Banco
Credicoop’s Cooperative Social Responsibility is assumed and understood
as the one to which a cooperative commits itself from its essence and in
compliance with the Cooperative Principles, through an ethical and seethrough behavior which:
Contributes to the sustainable development;
Has a positive impact on the community;
Satisfies the members´ needs;
Contributes to the improvement of quality of life and human dignity”.(4)
The continuity of this measuring process of the Cooperative Social
Responsibility allows mentioning the different advances that have been
producing therein.
From the ICA Americas Social Audit, in this sense, we highlight the:
Strenthening of the Internal Team formed by board members and
officers as Internal Social Responsible Persons for the preparation process
of the Cooperative Social Responsibility Report. Said internal team is
made up by the following persons:
- Melchor Cortés - Board of Administration Secretary
- Reynaldo Luis Pettinari – Secretary for Cooperative Education
- Alfredo T. García - Financial Economic Advisor
- Ángela Carulli - Commercial Strategy Management Department
- José Luis Lago - Strategic Planning and Management Control Department
(4) Ibidem 2
BANCO CREDICOOP
40
The integrity of the work done by this team formed by leaders from the
institutional structure and hierarchical staff from the functional structure.
This meant a permanent joint work under the efficiency and effectiveness
conjunction, during a year of shared work with the Social Audit.
Deeping of the measuring process:
As a consequence of data and variables systematization of the first
BSCoop, the review and consideration of some highlights has been
deepened:
- Incorporation of new items which could have not been quantified in the
first BSCoop, especially in the calculation of the Invisible Cooperative
Added Value
- Deepening in the review of the Work Environment Dimension
- Incorporation of new Dimensions, such as “Fair Operating Practices”,
quided by the Bank’s Necessary Minimum Profitability concept
The creation of necessary spaces for analysis and reflection from the
Cooperative Education Secretariat by means of workshops with the
Zonal Secretaries for Cooperative Education, and from different Members’
Committees.
The spreading of the first BSCoop report carried out by many Members’
Committees and branches’ managers, which allowed the promotion of
the RSCoop concept, enabling the communication of the role that Banco
Credicoop plays in each community.
The profuse spreading task got the different competent local institutions,
bodies and Municipalities to declare the Banco Credicoop’s Cooperative
Social Responsibility Report as a report of interest.
Among the received declarations and distinctions, the following are
mentioned:
From Provinces
Instituto de Promoción Cooperativa y Mutualidades de la Provincia de
Entre Ríos [Benefit societies and Cooperative Promotion Institute of the
Province of Entre Ríos].
Dirección de Cooperativas y Mutualidades del Ministerio de Producción
de la Provincia del Chaco [Bureau of Benefit societies and Cooperatives of
the Ministry of Production of the Province of Chaco].
Dirección de Cooperativas del Ministerio de la Producción, Trabajo y
Turismo de la Provincia de Corrientes [Bureau of Cooperatives of the
Ministry of Production, Work and Tourism of the Province of Corrientes].
Dirección de Cooperativas y Mutuales de Ministerio de Desarrollo
Social de la Provincia de Río Negro [Bureau of Benefit Societies and
Cooperative of the Ministry of Social Development of the Province of Río
Negro].
Ministerio de Acción Cooperativa, Mutual, Comercio e Integración de la
Provincia de Misiones [Ministry of Cooperative, Mutual, Trade and
Integration Action of the Province of Misiones].
41
From Municipalities and/or Villages
Municipality of Bahía Blanca, Province of Buenos Aires.
Municipality of Alejo Ledesma, Marcos Juárez District, Province
of Córdoba.
Municipality of Venado Tuerto, Province of Santa Fe.
Municipality of Hilario Ascasubi, Province of Buenos Aires.
Honorable Consejo Municipal de Villa Cañas [Honorable Municipal
Council of Villa Cañas], Province of Santa Fe.
Honorable Concejo Deliberante del Partido de Guaminí [Honorable
Deliberating Body of the Guaminí District], Province of Buenos Aires.
Comisión Comunal de Bombal [Local Council of Bombal], Province
of Santa Fe.
Comisión Comunal de La Chispa [Local Council of La Chispa], Province
of Santa Fe.
Comisión Comunal de Murphy [Local Council of Murphy], Province
of Santa Fe.
Comisión Comunal de María Teresa [Local Council of María Teresa],
Province of Santa Fe.
Comuna de Bigand [Commune of Bigand], Province of Santa Fe.
Comuna de Santa Isabel [Commune of Santa Isabel], Province
of Santa Fe.
Below we describe some main activities developed for the spreading and
debate of the first Cooperative Social Responsibility Report carried out
with members, institutions and general public by the Bank’s Branches:
Branch 033 Munro
Broadcast in the radio program “Munro Institucional” [Institutional
Munro].
Branch 044 Quilmes
Presentations of theBSCoop.
Dates: –December 6, 2012– Cooperativa de Trabajo Audiovisual “Ojo
Alternativo” [Audiovisual Work Cooperative] in its Administration
Board’s meeting.
–March 15, 2013– “Fundal” Fundación Gobernador Oscar Allende
[Foundation].
Visit to Education and Culture Secretariat of the Municipality of Quilmes.
Branch 074 Caseros Centro
Meetings with Members.
Dates: May 25, 2013 and August 17, 2013.
The Members’ Committee met with members who attended the
Branch during the operation and they were informed about BSCoop.
Branch 089 Mar del Plata Centro
BSCoop spreading meeting.
Date: March 20, 2013.
Within the framework of the activities carried out due to the Women’s
Day, a meeting was held in the Branch with the participation of Members’
BANCO CREDICOOP
42
Committee, Officers and 10 invited institutions.
Branch 096 San Rafael
BSCoop submission to the Finance Secretary of the Municipality.
Talk with small businessmen of San Rafael.
Branch 104 Tres Arroyos
Submission to the Municipal Mayor.
Presentation in the International Year of Cooperatives event.
Date: December 28, 2012.
In the event of discovering a commemorative plate for the International
Year of Cooperatives, in the San Martín de Tres Arroyos square, the
Bank’s BSCoop and the certification granted by ICA Americas were
referred to.
Attendees: Municipal Authorities, representatives of local cooperatives,
members and employees.
Branch 115 Mendoza Centro
Review and Reflection Workshop on the Cooperative Social
Responsibility Report.
Date: March 12, 2013.
Attendees: 43 persons among local leaders, Branch’s staff and
representatives of 3 community institutions.
Debate over the Cooperative Social Responsibility Report.
Date: July 27, 2013.
Attendees: 140 persons mainly members of the community entities.
Branch 124 Casbas
Presentation to Social Economy entities.
Submission to the Deliberating Body of the Guaminí District.
The Deliberating Body of the Guaminí District declared the BSCoop of
Banco Credicoop Coop. Ltdo., of Municipal interest.
Branch 127 Bahía Blanca
Presentation to the Mayor and Government Secretary of Municipality.
Date: May 2013.
A meeting was held in the facilities of the Municipality of Bahía Blanca
where the Mayor and the Government Secretary of the Municipality
participated.
On July 8, 2013, through an Executive Order No. 1335/2013, the Municipal
Mayor declared the Banco Credicoop Cooperativo Limitado’s BSCoop of
Municipal Interest.
Branch 131 Saladillo
Meeting with representatives of associated enterprises.
Date: May 28, 2013.
Meeting with Cooperativa de Saladillo [Cooperative].
Date: June 25, 2013.
Attendees: 29 persons, 6 represented entities.
Branch 132 Cipoletti
Presentation to cooperatives.
Attendees: 18 persons, 7 cooperatives.
Public event of BSCoop presentation.
43
Attendees: 60 persons, with the presence of: The Mayor of the City, the
President of Federación de Cooperativas de la Provincia de Río Negro [a
Cooperatives Federation] and Cooperatives of the City.
Branch 145 Paraná
BSCoop Presentation Meeting.
Attendees: the President of the Instituto de Cooperativas y Mutuales de
la Provincia de Entre Rios [a Cooperatives and Benefit societies Institute],
the Ministry of Production of the Province of Entre Ríos; members of the
Cooperative La Agrícola Regional Coop. Ltda., the Cooperativa Ganadera
de Ramírez [a Livestock Cooperative], the Cooperativa de Servicios
Públicos y Agrícola de San Martín [a Public Services and Agricultural
Cooperative] and the Cooperativa Agropecuaria de la Paz [an
Agricultural Cooperative]. Likewise, members of the Consejo Empresario
de Entre Ríos [Entrepreneur Committee] also participated.
The President of the Cooperatives and Benefit societies Institute of
the Province of Entre Rios declared the Banco Credicoop Coop Ltdo.’s
Cooperative Social Responsibility Report of Provincial Interest.
Branch 156 Bolívar
The Cooperative Social Responsibility Report was submitted and
delivered to Municipal authorities.
Branch 264 María Teresa
RMeeting with local and regional institutions.
Date: August 20, 2013.
Meeting with local and regional institutions to read the Municipal
Ordinance which declared the presentation of BSCoop of General Interest.
Branch 270 Alejo Ledesma
Presentation to intermediate institutions and municipal authorities.
Date: May 30, 2013.
Place: Branch’s facilities.
Attendees: 44 persons, representatives of all intermediate institutions of
the town, being highlighted the presence of the Municipal Mayor and
members of the Honorable Deliberating Body. Also, we had the presence
of local media and media from the neighbour town of Arias, which
published an extensive press release in the Diario Poder Ciudadano [a
newspaper].
By Executive Order No. 36/13 dated June 28, 2013, the Municipal Mayor
declared the report of Municipal Interest.
Branch 281 Venado Tuerto
BSCoop Presentation Event.
Attendees: 50 persons, 10 institutions, representatives of the Municipality
of Venado Tuerto, with the presence of television, broadcasting and
press media.
The Municipal Mayor of Venado Tuerto through Executive Order No.
107/13 dated July 12, 2013, declared the presentation of Banco Credicoop
Coop Ltdo.’s BSCoop of Municipal Community Interest.
BANCO CREDICOOP
44
Branch 288 Rosario Centro
Meeting of presentation to cooperatives, committees and benefit
societies related to the Branch.
Attendees: 9 Institutions.
Branch 289 Arribeños
Meeting with Councilmen of the town taking part of the Deliberating
Body of the General Arenales District, Province of Buenos Aires.
Date: May 9, 2013.
Branch 293 Firmat
Meeting of presentation and spreading of the Cooperative Social
Responsibility Report.
Attendees: Representatives of the 30 local Institutions and Municipal
and from the Honorable Municipal Council authorities. In such meeting,
the Bank’s institutional videos, advertisement and the speech that the
President of Banco Credicoop, Mr. Carlos Heller, gave at the United
Nations venue were projected.
Branch 338 Pergamino
Meeting with Cooperatives of Pergamino District.
Date: June 4, 2013.
Attendees: 16 persons representing 7 cooperatives.
Branch 345 Malabrigo
Meeting with local intermediate entities.
Date: December 19, 2012.
Attendees: 25 persons.
Meeting with Administration Board and officers of Cooperativa
Agropecuaria de Malabrigo Ltda. [An Agricultural Cooperative].
Date: April 14, 2013.
Branch 353 Santa Isabel
Presentation to Cooperatives and Entities.
Date: May 28, 2013.
Attendees: 9 Institutions.
Branch 359 Elortondo
Spreading Meeting.
Date: May 23, 2013.
Attendees: 30 persons, 6 institutions.
Branch 365 San Cristóbal
Meeting with Members.
Date: May 30, 2013.
Attendees: 10 persons with the presence of the Municipality of San
Cristobal Mayor.
Branch 370 Bombal
Meeting of presentation of the first BSCoop.
Date: May 9, 2013.
Attendees: 40 persons, 7 represented Institutions.
The Commune of Bombal declared the Banco Credicoop Coop Ltdo.’s
Cooperative Social Responsibility Report of Municipal Interest, through
45
Ordinance No. 15/2013 dated June 12, 2013.
Branch 375 Resistencia
Meeting with Cooperative Board of Directors of Chaco.
The Director in charge of the Dirección de Cooperativas y Mutualidades
de la Provincia del Chaco [Cooperatives and Benefit societies of the
Province of Chaco Bureau] declared the Banco Credicoop Coop Ltdo.’s
Cooperative Social Responsibility Report of Provincial Interest, through
Provision No. 007/13 dated May 23, 2013.
Meeting with representative of the Professional Association of
Economic Sciences.
Meetings with Cooperatives.
Branch 377 Vera
Review and Reflection Workshop.
Date: April 30, 2013.
Attendees: Representatives of 5 local cooperatives and members of the
Members’ Committee.
Branch 380 Villa Mugueta
Meeting of presentation of the Cooperative Social Responsibility Report.
Date: August 1, 2013.
Attendees: Representatives from 11 institutions with the presence
of the Local Mayor.
Branch 383 Bigand
Meeting with local Institutions.
Attendees: 40 persons representing 15 Institutions and the presence of
Cablevisión Bigand.
Submission to the Local President.
The Local President, by means of Resolution No. 12/2013 dated
July 4, 2013, declared the Banco Credicoop Coop Ltdo.’s Cooperative
Social Responsibility Report of Local Interest.
Branch 386 Murphy
Presentation to Institutions.
Attendees: 12 persons representing 6 institutions.
Distribution of the BSCoop copies to the Commune.
The Local Committee of Murphy declared the presentation of Banco
Credicoop Coop Ltdo.’s BSCoop of Interest, according to Ordinance No.
1275/13 dated July 23, 2013.
Branch 388 Reconquista
Presentation of the BSCoop.
Date: February 26, 2013.
Attendees: 23 persons representing 12 work cooperatives and the
presence of the President of the Federación de Cooperativas de Trabajo
de Reconquista [Work Cooperatives Federation of Reconquista].
Filial 537 Junín
Spreading in press media.
BANCO CREDICOOP
46
Date: December 2012.
Press releases on the presentation of the BSCoop were published in local
newpapers -printed and digital issues- and also different radio stations
were visited where an exposition was made over the matter.
We reproduced in this second presentation, the statement valid for all
cooperatives and, therefore, for Banco Credicoop Cooperativo Limitado:
The Cooperative Social Responsibility Report is “a socio-economic
management tool which enables cooperatives to measure themselves and
expound their efficiency and effectiveness to the interest groups impacted
by their work, as regards the compliance with their own essence and
identity, what is to say, the Cooperative Principles.(5)
(5) Ibidem 2
47
Identifying Data
DATOS IDENTIFICATORIOS
Foundation Date
Merger agreement execution by 44 small credit cooperatives on December
26, 1977.
Argentina’s Central Bank transformation project approval:
On December 2, 1978 - Resolution No. 406.
Organizational Meeting: on December 21, 1978.
Registration Date
February 19, 1979 – Resolution by Instituto Nacional de Acción
Cooperativa –INAC– [National Institute for Cooperative Action].
Startup Date
March 19, 1979.
Reform to the Bylaws
1. May 1998 - INACyM Resolution.
2. Passed at the General Meeting of Delegates held on October 28, 2004
and approved under Resolution No. 3305 of Instituto Nacional de
Asociativismo y Economía Social [National Institute of Associativism and
Social Economy] on October 21, 2005. Registered under Book 55°, Folio
362, Minutes No. 24.597, on October 26, 2005.
Registered at
- Instituto Nacional de Asociativismo y Economía Social –INAES– [A
monitoring body for cooperatives in Argentina] National License: No.
8.945.
- Banco Central de la República Argentina –BCRA– 1.4.028. (Argentina’s
Central Bank)
Fiscal Year No. 36
Started July 1, 2012.
Closing June 30, 2013.
49
Legal Domicile
Reconquista 484
C 1003ABJ – Autonomous City of Buenos Aires
Argentine Republic
Phone
(5411) 4320 5000
Website
www.bancocredicoop.coop
BANCO CREDICOOP
50
Mission, Vision, Values, Corporate Purpose
and Strategic Goals
MISIÓN, VISIÓN, VALORES,
OBJETO SOCIAL Y
OBJETIVOS ESTRATÉGICOS
MISSION
“Banco Credicoop Cooperativo Limitado is a Cooperative Bank owned
by its Members, democratically managed. It is heir and follower of the
valuable work carried out by the cooperative credit institutions since the
beginning of the 20th century.
Banco Credicoop Cooperativo Limitado was set up under the guidance of
the Instituto Movilizador de Fondos Cooperativos which still continues to
offer its advice on institutional matters.
Our main task is to provide efficient and high-quality financial services
to our Members, with special emphasis on credit assistance to small and
medium-sized enterprises, cooperatives, social economy enterprises, and
individuals, all of them located both at large urban centers and at small
towns of our country. Deposits received are redirected first and foremost
to grant financing within the same location.
We aspired to contribute to the national economic progress and to the
construction of a solidarity-based society with equitable distribution to
secure a life with dignity for all the Argentines.
We conceived our contribution to these objectives through a growing
participation in the national financial activity, by means of the spreading
of cooperativism principles and values, and taking an active part
within the national and international cooperative movement as well
as in popular movements which share our intention to build a fair and
solidarity society”.
VISION
To be the First National Private Bank.
VALUES
Banco Credicoop Cooperativo Limitado’s values coincide with those values
supported by the International Cooperative Alliance (ICA).
BANCO CREDICOOP
52
“Cooperatives are based on mutual aid, responsibility, democracy, equality,
equity and solidarity values. Following its founders’ tradition, their
members believe in ethical values such as honesty, transparency, social
responsibility and concern about the others”
(ICA - Manchester 1995).
CORPORATE PURPOSE
As per Section 5 of the Bylaws:
“The Bank will have as corporate purpose all lending, deposit and
services-related operations that Commercial Banks can perform, as per
Ley de Entidades Financieras (Financial Entities Act) and the laws in
force and/or those which may be passed eventually by the Argentina’s
Central Bank”.
The Section 6 states the following:
“The Bank, in compliance with its corporate purpose, will render services
to its Members and non-members, adjusting itself to the cooperative
principles and legal and regulatory rules applicable in order to promote
its economic, social and cultural development. It will support productive
and services-related activities, and will encourage the cooperative credit
aimed at housing and consumption, as well as any work which may
help the economic and social progress of the different regions from the
country. The Bank will tend to an equitable distribution of the credit by
redirecting savings from each area within the location where they are
produced, as far as possible. It will foster the creation and development
of cooperative entities by giving its support to those already existing. It
will provide its Members with any kind of information and technical
and economic advice to help them achieve the best performance of their
activities. It will contribute to increase its Members’ cultural knowledge
and to spread the cooperative principles and methods by means of
conferences, publishing and training courses and libraries”.
STRATEGIC GOALS
Strategic goals are as follows:
Strengthening the Institutional Management
By increasing the number of members to continue making progress in
the achievement of our cooperative and solidarity goals with a greater
involvement of our Members andpersonnel, with particular emphasis on the
distinguishing characteristic of our truly national and cooperative nature.
Being efficient in all our actions and projects
In order to develop a competitive entity capable of achieving the
satisfaction of our Members and users, as well as a greater participation in
the financial market.
53
Achieving the necessary minimum profitability for the support of our
cooperative enterprise
To be able to fulfill our growth plans and the resulting capitalization
needs and investment requirements.
Achieving a permanent growth in Deposits, Loans and Services,
preserving a high quality for the Assets and an adequate Liquidity level
In order to guarantee the fulfillment of our goals efficiently in line with
the responsibility which implies to keep the status of being a large
Cooperative Bank. Reinforcing our presence in the Financial System
based on our branches’ network throughout the country, our great
experience in customized attention to members and users of the banking
services, particularly loans to SMEs, and strengthening links
with organizations from the economy social sector”.
Social Audit Note
We state that the fulfillment of the Mission, Vision and Values, framed
within the observance and compliance with the Cooperative Principles, is
set up as a hypothesis to be ratified or rectified in the Final Report of this
Cooperative Social Responsibility Report.
BANCO CREDICOOP
54
Products and Services
PRODUCTOS Y SERVICIOS
ENTERPRISES, SMEs AND SOCIAL NATURE ENTITIES
Accounts
Commercial Current Account
Current Account for Social Nature Entities
Current Account for Micro and Small Enterprises
Practical Account for Co-op Owners Associations
Commercial Current Account for Endorsements
Special Current Account for Legal Persons
Cards
AgroCabal
Cabal Corporate Card
Wholesale Card
Visa Business Card
Mastercard Corporate Card
Pre-charged Card
Insurance
Property
- Integral Insurance for Commerce and Industry
- Automobile insurance (Individual and Fleet)
- Transport of goods in Foreign Trade operations
Life
- Mandatory Life Insurance
- AssurEmpresas – Collective Life Insurance
- Corporate
- Collective Life Insurance for entities
Others
- Guarantee for directors
- Labor Risks
BANCO CREDICOOP
56
Loans for SMEs, Enterprises and Social Nature Entities
Investment loans
- Acquisition of capital goods
- Mortgage loans for purchase and construction of real property
- Loans for Productive Investment
- 0% Rate Loans
- Special Agreements with Enterprises
Evolution Loans
- Advance in current account
- Deferred check discount
- Advance in current account with invoice pledge
- Working capital Loans
- Thirteenth Salary Loans
- Loan for SME Development
- Imports financing in ARS pesos
Credicoop Leasing
Special Programs Loans
- Bicentenary’s Productive Financing Program
- Encouragement to Growth Program (PEC, Spanish acronym)
- Technological Innovation Program – “FONTAR”
Loans guaranteed by Cross-guarantees Companies
- Loans in US Dollars for exporters
For the Agricultural Industry
- Loans for sowing
- Loans for Infrastructure
- Loans for purchase of breeding animals
- Loans for grains retention and Warrant
- Loans for harvest and transport (Provinces of Mendoza and San Juan)
- Loans for Working capital for livestock
Foreign Trade
Export
- Letters of Credit
- Payment orders
- Collections
- International guarantees
- Securities receivable due to exports
Import
- Letters of Credit
- Documentary collection
- Guaranteed drafts
- Advanced payments
Financing
- Import Transactions
- Export Transactions
- Export pre-financing
Special Transactions
57
- International Transfers
- Payment orders received from overseas
- Securities receivable
Internet Business Banking Transactions
- Export Advanced Payments
- Import Payment Orders
Forms Library
Summary of Exchange Regulations
Cooperation Agreements
Seminars and Workshops
Savings and Investment
Fixed Term Deposits
Mutual Funds
Purchase and Sale of Bonds and Stocks
Purchase and Sale of Foreign Currency
Forward Offset Transactions
Salary Plan
Salary Plan Services
Treasury
Collection Services
- Direct-from-account Debit (from any Financial Entity)
- Collections with Deposit Card
- Invoice Collection
- Link Payments
- Automatic Debit with credit card
Payment Services
- Suppliers Payment
- Taxes and Services Payment
- Transfers
- Payroll Services
Other financial services
- Portfolio administration
- Cash letter Services
- 24 hours drop depository
- Door to door service
Automatic means
Corporate Internet Banking
- AFIP [Federal Administration of Public Revenue] Payments
- Customs payments
Datanet
Messages and notices service
Automatic teller machines
Self-service terminals
BANCO CREDICOOP
58
STORES
Accounts
Cooperative Commercial Account
Commercial Current Account
Card Adhesion Service
Payment service to commercial stores Debit and Credit Card
- Cabal
- Fraterna
- Visa
- Mastercard - Argencard - Lider - Ticket Nación
- Dinners Club
- American Express
Payment service to Commercial Stores Tickets
- Accord
- Sodhexo
Insurances
Property
- Integral Insurance for Commerce and Industry
- Automobile Insurance
For individuals
- Mandatory Collective Life Insurance
- AssurEmpresas
Others
- Labor Risks
Loans
Express Payment of Coupons
Investment loans
Advances on Current Account with Agreements
Automatic advances on Current Account for commercial stores
with card payment
Evolution Loans
Credicoop Leasing
Saving and Investment
Fixed Term Deposits
Mutual Funds
Data Capture Terminals (“POS”)
59
Automatic means
Commercial Stores Internet Banking
- AFIP [Federal Administration of Public Revenue] Payments
- Settlement of Commercial Stores by Internet
Messages and notices service
Credicoop Responde [Credicoop Answers] Phone Banking
Self-service Terminals
E-commerce
Collection by Internet
Stores Website
Treasury Management
Collection Services
- Link Payments
Payment Services
- Suppliers Payment
- Taxes and Services Payment
- Transfers
- Payroll Services
Other financial services
- Portfolio administration
- Cash letter Services
INDIVIDUAL
Accounts
Universal Free Account Basic Account
Savings Account (in ARS and USD)
Credicuenta (special current account)
Salary Account
Social Security Salary Account
Young Account
Universal Child Allowance Account
Argentina Works Account
Credicoop Credit Cards
Cabal
Cabal Universitaria (for university students)
Fraterna
Visa
Mastercard
BANCO CREDICOOP
60
Cabal Credicoop Debit Card
Insurances
Property
- Automobile
- Protected Collection
- Personal Accidents
- Combined Family
- ATM Protection
For individuals
- Life
AssurVida. Uniform Capital Collective
Individual Life. AssurplanMax
AssurplanMax Spouses
- Life plus Savings
Universal Projects
Universal Studies
Universal Woman
Universal Continuity
Loans for Housing
Purchase
Construction / Enlargement / Completion
Loans to Individuals
Automatic Loans
Loans with agreement / salary discount
Loans for retired people ANSES
Pledge Loans
Saving and Investment
Fixed term deposits
Mutual Funds
Automatic means
Self-service terminals
Retail Internet Banking
Messages and Notices service
Credicoop Responde [Credicoop Answers] Phone Banking
Search for Credicoop Benefits by cell phone
AFIP Payments
61
Retirement and Pension Payment Service, with Products and Services
offer.
Salary payment service to Salary Earners, with Products and Services
offer.
Treasury Management
Collection Services
- Link Payments
Link with Members Strengthening Programs
- Points Program
- Aerolíneas Plus
- Credicoop Benefits and Savings
Other services
Emprendedor XXI (Entrepreneurs program)
- Advice, support and financing service for the start-up of business
projects of advanced students and professionals
BANCO CREDICOOP
62
Territory of Influence
TERRITORIO DE INFLUENCIA
BANCO CREDICOOP GEOGRAPHICAL DISTRIBUTION
More than 20 Branches
From 5 to 20 Branches
From 1 to 5 Branches
No Branches
BANCO CREDICOOP
64
HEAD OFFICE
Reconquista 484
C1003ABJ Autonomous City of Buenos Aires
Argentine Republic
Phone/fax: (5411) 4320 5000
S.W.I.F.T.: BCOOARBA
http://www.bancocredicoop.coop
E-mail: [email protected]
BRANCHES
Autonomous City
of Buenos Aires
Abasto - 014
Almagro - 241
Balvanera - 153
Barracas - 059
Belgrano - 226
Bicentenario - 247
Caballito - 225
Catedral - 440
Centro - 001
Colegiales - 011
Flores Centro - 065
Flores Norte - 221
Flores Sud - 046
Liniers - 007
Mataderos - 050
Monserrat - 119
Núñez - 002
Once - 026
Parque Chacabuco - 041
Parque Patricios - 004
Paternal - 031
Plaza - 173
Plaza de Mayo - 246
Plaza Lavalle - 218
Plaza Miserere - 249
Pompeya - 015
Puente de la Mujer - 244
Puerto Madero - 174
Saavedra - 042
San Cristóbal Norte - 039
Tribunales - 070
Villa
Villa
Villa
Villa
Villa
Villa
Villa
Villa
Crespo - 006
Devoto - 027
Mitre - 043
Ortúzar - 060
Pueyrredón - 022
Sahores - 052
Soldati - 032
Urquiza - 057
Greater Buenos Aires
Northwestern Zone
Caseros Centro - 074
Hurlingham - 025
José Ingenieros - 023
Loma Hermosa - 231
San Martín - 020
Villa Lynch - 029
Villa Maipú - 056
Villa Parque Caseros - 068
Northern Zone
Altos del Talar - 227
El Talar - 197
Martínez - 076
Munro - 033
Munro Centro - 248
Olivos - 149
San Fernando - 024
San Isidro - 223
Villa Adelina - 055
Villa Martelli - 069
Western Zone
Castelar - 013
Ciudadela - 008
Haedo - 037
Ituzaingó - 036
65
Lomas del Mirador - 072
Moreno - 030
Morón - 038
Pcias. Unidas - 140
Rafael Castillo - 078
Ramos Mejía - 003
San Justo - 034
Villa Insuperable - 005
Southern Zone
9 de Abril - 198
Avellaneda - 054
Berazategui - 021
Berisso - 236
Burzaco - 233
Crucesita - 079
Dock Sud - 067
Florencio Varela - 240
Lanús - 028
Lomas de Zamora - 049
Mercado Central - 220
Monte Grande - 018
Piñeyro - 017
Quilmes - 044
Remedios de Escalada - 066
San Francisco Solano - 062
Turdera - 035
Valentín Alsina - 010
Wilde - 061
Province of Buenos Aires
9 de Julio
9 de Julio - 117
25 de Mayo
25 de Mayo - 139
Arrecifes
Arrecifes - 358
Arribeños
Arribeños - 289
Bahía Blanca
Bahía Blanca - 127
Barrio Hospital - 143
General Cerri - 135
Ingeniero White - 090
Las Villas - 129
Noroeste - 130
Plaza Shopping - 120
Villa Rosas - 157
Batán
Batán - 138
Bolivar
Bolivar - 156
Bragado
Bragado - 128
Campana
Campana - 222
Carhué
Carhué - 126
Carlos Casares
Carlos Casares - 341
Casbas
Casbas - 124
Colón
Colón - 349
Chacabuco
Chacabuco - 142
Chivilcoy
Chivilcoy - 144
Darregueira
Darregueira - 148
Ensenada
Ensenada - 434
Hilario Ascasubi
Hilario Ascasubi - 106
Junín
Junín - 537
La Plata
La Cumbre - 437
La Plata - 019
Plaza San Martín La Plata - 439
Zona Sur La Plata - 432
Las Flores
Las Flores - 125
Lincoln
Lincoln - 291
Luján
Luján - 095
Mar del Plata
Mar del Plata Centro - 089
Juan B. Justo - 084
Monolito - 118
Puerto - 094
Miramar
Miramar - 121
BANCO CREDICOOP
66
Necochea
Necochea - 103
Olavarría
Olavarría - 230
Pehuajó
Pehuajó - 371
Pergamino
Pergamino - 338
Pigüé
Pigüé - 111
Pilar
Pilar - 122
Puan
Puan - 080
Rojas
Rojas - 342
Saladillo
Saladillo - 131
Salto
Salto - 350
San Nicolás
San Nicolás - 224
Tandil
Tandil - 136
Trenque Lauquen
Trenque Lauquen - 186
Tres Arroyos
Tres Arroyos - 104
Zárate
Zárate - 092
Province of Córdoba
Alcira Gigena
Alcira Gigena - 495
Alejo Ledesma
Alejo Ledesma - 270
Almafuerte
Almafuerte - 496
Córdoba
Alem - 429
Córdoba Centro - 100
Los Boulevares - 232
San Vicente - 416
Marcos Juárez
Marcos Juárez - 250
Río Cuarto
Río Cuarto - 494
Río Tercero
Río Tercero - 497
San Francisco
San Francisco - 346
Villa María
Villa María - 112
Province of Corrientes
Corrientes
Corrientes - 376
Province of Chaco
Resistencia
Resistencia - 375
Presidente Roque Sáenz Peña
Roque Sáenz Peña - 378
Province of Chubut
Comodoro Rivadavia
Comodoro Rivadavia - 082
Puerto Madryn
Puerto Madryn - 151
Trelew
Trelew - 146
Province of Entre Ríos
Concepción del Uruguay
Concepción del Uruguay - 219
Concordia
Concordia - 141
Gualeguaychú
Gualeguaychú - 217
Paraná
Paraná - 145
Province of Jujuy
San Salvador de Jujuy
S. S. de Jujuy - 073
Province of La Pampa
Jacinto Arauz
Jacinto Arauz - 147
Santa Rosa
Santa Rosa - 251
67
Province of Mendoza
Godoy Cruz
Godoy Cruz - 116
Morandini - 316
Guaymallén
Dorrego - 113
Mercado - 317
Rodeo de la Cruz - 324
Junín
Junín - 319
Lavalle
Lavalle - 315
Maipú
Gutiérrez - 323
Maipú - 108
Mendoza
Mendoza Centro - 115
Rivadavia
Rivadavia - 318
San Martín
Palmira - 320
San Rafael
San Rafael - 096
Tunuyán
Tunuyán - 321
Tupungato
Tupungato - 322
Province of Misiones
Posadas
Posadas - 229
Province of Neuquén
Centenario
Centenario - 168
Neuquén
Neuquén - 093
Province of Río Negro
Cipolletti
Cipolletti - 132
General Roca
General Roca - 238
Río Colorado
Río Colorado - 134
San Carlos de Bariloche
Bariloche - 137
Viedma
Viedma - 242
Province of Salta
Ciudad de Salta
Salta - 085
Province of San Juan
Ciudad de San Juan
San Juan - 063
Province of San Luis
San Luis
San Luis - 239
Province of Santa Fe
Arroyo Seco
Arroyo Seco - 286
Avellaneda
Avellaneda Santa Fe - 343
Bigand
Bigand - 383
Bombal
Bombal - 370
Calchaquí
Calchaquí - 372
Cañada de Gómez
Cañada de Gómez - 275
Carmen
Carmen - 357
Casilda
Casilda - 381
Centeno
Centeno - 262
El Trébol
El Trébol - 266
Elortondo
Elortondo - 359
Fighiera
Fighiera - 268
Firmat
Firmat - 293
General Lagos
General Lagos - 285
Granadero Baigorria
Granadero Baigorria - 364
BANCO CREDICOOP
68
Laguna Paiva
Laguna Paiva - 366
Las Parejas
Las Parejas - 283
Las Rosas
Las Rosas - 265
Los Cardos
Los Cardos - 368
Malabrigo
Malabrigo - 345
Margarita
Margarita - 490
María Juana
María Juana - 267
María Susana
María Susana - 296
María Teresa
María Teresa - 264
Murphy
Murphy - 386
Pérez
Pérez - 292
Piamonte
Piamonte - 331
Pueblo Esther
Pueblo Esther - 287
Rafaela
Rafaela - 369
Reconquista
Reconquista Santa Fe - 388
Rosario
Coral - 274
La Florida - 086
Ovidio Lagos - 091
Rosario Centro - 288
Rosario Norte - 081
Rosario Sur - 344
27 de Febrero - 083
San Cristóbal
San Cristóbal Santa Fe - 365
San Genaro
San Genaro - 385
San Jorge
San Jorge - 362
San Justo
Mariano Cabal San Justo - 334
San Lorenzo
San Lorenzo - 272
San Martín de las Escobas
San Martín de las Escobas - 374
San Vicente
San Vicente - 348
Santa Clara de Saguier
Santa Clara de Saguier - 336
Santa Fe
Las Flores - 294
Santa Fe - 340
Santa Isabel
Santa Isabel - 353
Sastre
Sastre - 335
Soldini
Soldini - 295
Venado Tuerto
Venado Tuerto - 281
Vera
Vera - 377
Videla
Videla - 333
Villa Cañas
Villa Cañas - 533
Villa Constitución
Villa Constitución - 237
Villa Gobernador Gálvez
Villa Gobernador Gálvez - 276
Villa Mugueta
Villa Mugueta - 380
Province of Santiago del Estero
Santiago del Estero
Santiago del Estero - 105
Province of Tucumán
San Miguel de Tucumán
Tucumán - 047
69
DISTRIBUTION OF BRANCHES PER PROVINCES
Banco Credicoop Cooperativo Limitado has an exclusive network of
services throughout the national territory formed by 251 Branches
distributed in 22 zones.
GEOGRAPHICAL DISTRIBUTION OF BRANCHES
Branches
%
49
53
39
2
3
12
1
4
1
2
15
1
2
5
1
1
1
57
1
1
251
19.52
21.11
15.54
0.80
1.19
4.78
0.40
1.59
0.40
0.80
5.97
0.40
0.80
1.99
0.40
0.40
0.40
22.71
0.40
0.40
100.00
Greater Buenos Aires
(Northwestern Zone: 9, Northern Zone: 9, Western Zone: 12, Southern Zone: 19)
Province of Buenos Aires
Autonomous City of Buenos Aires
Province of Chaco
Province of Chubut
Province of Córdoba
Province of Corrientes
Province of Entre Ríos
Province of Jujuy
Province of La Pampa
Province of Mendoza
Province of Misiones
Province of Neuquén
Province of Río Negro
Province of Salta
Province of San Juan
Province of San Luis
Province of Santa Fe
Province of Santiago del Estero
Province of Tucumán
Total
Total of Branches: 251.
The Bank is present in 182 cities and/or towns of 18 Provinces and in
different neighborhoods of the Autonomous City of Buenos Aires.
There are correspondents abroad in 72 countries.
35.06% out of the total branches are located in the Autonomous City of
Buenos and Greater Buenos Aires.
43.82% out of the total branches are located in the Provinces of Buenos
Aires and Santa Fe.
During the course of the Fiscal Year, the Branch 251 was opened in the
city of Santa Rosa, Province of La Pampa.
BANCO CREDICOOP
70
COMPARISON OF NUMBER OF BRANCHES OVER
THE EXISTING POPULATION IN EACH TOWN
Population
Less than 3,000 inhabitants
From 3,001 to 5,000 inhabitants
From 750,001 to 1,000,000 inhabitants
More than 1,000,000 inhabitants
Autonomous City of Buenos Aires (above 2,800,000 inhabitants)
Total
Number of
Branches
11
14
14
32
28
14
24
21
10
20
13
0
11
39
251
%
4.38
5.58
5.58
12.75
11.15
5.58
9.56
8.37
3.98
7.97
5.18
0.00
4.38
15.54
100.00
Based on the aforementioned, it is weighted that out of the total of
Branches (251):
9.96% are located in towns with less than 5,000 inhabitants;
15.54% in towns and cities with less than 10,000 inhabitants;
25.10% in cities with more than 500,000 inhabitants (considering that
this percentage includes 39 Branches located in different neighborhoods
belonging to the Autonomous City of Buenos Aires):
15.54% of Branches are distributed in 34 neighborhoods of the
Autonomous City of Buenos Aires.
The listed percentages ratify the federal nature of this cooperative
enterprise.
71
CORRESPONDENTS ABROAD
List of countries
Algeria
Angola
Austria
Bangladesh
Belarus
Belgium
Bolivia
Bosnia-Herzegovina
Brazil
Bulgary
Canada
Chile
China
Colombia
Costa Rica
Croatia, Republic of
Cuba
Czech Republic
Dominican Republic
Ecuador
Egypt
Estonia
Finland
France
Germany
Greece
Hong Kong
Hungary
India
Indonesia
Israel
Italy
Japan
Kazakhstan
Korea, Republic of
Latvia
Lebanon
Lithuania
Malaysia
Mexico
Morocco
Mozambique
Netherlands
Norway
Pakistan
Panama
Paraguay
Peru
Philippines
Poland
Portugal
Puerto Rico
Russian Federation
Singapore
Slovakia
Slovenia
South Africa
Spain
Sri Lanka
Sweden
Taiwan
Thailand
Turkey
Ukraine
United Arab Emirates
United Kingdom of
Great Britain and
Northern Ireland
United States of
America
Uruguay
Venezuela
Vietnam
BANCO CREDICOOP
72
Institutional Organization Chart
ORGANIGRAMA
INSTITUCIONAL
We ratify that the institutional structure of Banco Credicoop Cooperativo
Limitado shows a democratic organization, grounds for solidarity-based
organizations, in compliance with the legislation in force on the matter.
The reading of the institutional organization chart demonstrates the
achievement of a linkage where the cooperative value of democracy makes
representativity has support in the real participative democracy of the basis.
The following organization charts ratify what has been declared by the
Social Audit.
GENERAL INSTITUTIONAL STRUCTURE
Make up the
General Meeting
of Delegates
(829 regular and 829
alternate ones)
Statutory Audit Committee
Elects (3 Regular and 3 Alternate
members)
Elects (1)
Zonal Members of the
Elect (2)
Delegates
participate in
District Electoral
Assemblies (Branch =
Electoral District)
Make up
Make up the
(49 regular and 49 deputy members)
Elects
Elects
Board of
Secretary for
Director
Cooperative
(9 members)
Education
Approves the
structure of
Zonal Advisory Committees (22)
Foster and Coordinate
Members´ Committees (251)
Nourish
Members of each Branch
(1) The General Meeting of
Delegates elects, at the proposal
of each Zone's Delegates, 1 to 3
Zonal Members of the
Administration Board according
to the number of members.
(2) District Assemblies elect one
Delegate for the General Meeting
per each 1.5 thousand members
or a fraction exceeding 750
members registered at the Branch's
electoral roll.
BANCO CREDICOOP
74
BOARD OF DIRECTORS
President
1st and 2nd Vice-Presidents
“Crecer 21” Directors
Committee
Crisis Committee
Credit Agreements
Committee
Regular Default Committee
Information and Technology
Committee
Treasurer
1st and 2nd Pro-Treasurers
make up
Audit Committee
Money Laundering
Prevention Committee
Main Debtors Board
Risks Integral Management
Committee
Secretary
1st and 2nd Pro-Secretaries
Special Default Committee
Executive Committee
Pr
Co esi
m den
m
itt t of
ee M
Br em
an b
ch ers
4 '
'
rs
be
em ch 2
f M an
t o Br
en e
id itte
es
Pr mm
Co
President of Members'
Committee Branch 1
Committee Branch 3
ZONAL ADVISORY COMMITTEE
Permanent and
Deputy Zonal Members
of the Administration
Board (1 and 3)
Zonal
Core
Pr
Co esi
m den
m
itt t of
ee M
Br em
an b
ch ers
... '
Committee Branch 7
'
rs
be
em ch 6
f M an
t o Br
en e
id itte
es
Pr mm
Co
Zonal Manager Responsible
for Zonal
Cooperative
Education
Committee Branch 5
75
MEMBERS' COMMITTEES
President
and Vice-President
Core = President, Manager
and Education Secretary
Management Plan Self-control
and Follow-up
Committee
Members of the
Members' Committee
constitute the following Secretariats
Records
Default and
Credit
Agreements
Cooperative
Education
Building
Maintenance
Cooperative
Enterprise
Management
Relationships
with
Members and
Institutions
This analysis shall be deepened upon weighting the Second Cooperative
Principle “Members’ Democratic Control”, where each body, which is
part of the institutional structure, is reviewed in accordance with what is
stated in the Bylaws and the entity actual practice.
BANCO CREDICOOP
76
Highlights
ALGUNOS INDICADORES
Below we will list some relevant highlights related to the activity of our
Cooperative upon the end of the fiscal year:
Members: 868,015
Active participation of Members:
251 Members’ Committees.
3.027 thousand persons taking part of the Members’ Committee.
11.15 thousand Meetings of Members’ Committee during the Fiscal Year.
75.06% of effective attendance to the Member’s Committee meetings.
3.238 thousand members of the Secretariats.
Total of Delegates: 829
Total of Branches: 251
Present in 18 provinces and in the Autonomous City of Buenos Aires.
Correspondents abroad: 72
Pagocoop’s offices: 183 (distributed throughout the country), out of
which 121 are located in the premises of social nature entities.
Personnel in Numbers:
Head Office: 1.949 thousand persons.
Branches: 2.972 thousand persons.
Total: 4.921 thousand persons.
Main figures as of June 30, 2013: (*)
Cash and Due from Banks: 5,499,897
Government and Corporate Securities: 7,195,721
Loans: 15,264,181
Loans for Financial Leases: 577,860
Property, Plant and Equipment: 401,283
(*) figures in thousand Argentine pesos
BANCO CREDICOOP
78
Total of assets: 30,030,743
Deposits: 26,128,384
Members’ Equity: 2,304,593
Market Share:
Eighth Bank of the Argentine Financial System measured in terms of
deposits, with a 3.85% share of the total of deposits (Ranking
April/2013).
Tenth Bank of the Argentine Financial System measured in terms of
loans, with a 3.21% share of the total of loans (Ranking April/2013).
Segmentation of the Loan Portfolio:
June 2013
21.58% Consumption Portfolio AR$ 3,419 (1)
21.58%
13.91% 100 Main Debtors AR$ 2,205 (2)
6.01% Rest of Commercial Portfolio AR$ 952 (3)
58.50% SME Portfolio ARS $ 9,271 (4)
6.01%
13.91%
58.50%
in millions Argentine pesos
(1) Loans to individuals, Mortgage loans for housing,
Credit Cards.
(2) Enterprises with greatest commercial debts according
to the commercial debtors ranking prepared by BCCL.
(3) Enterprises exceeding margins established by Micro
and SMEs (not included in 100 Main Debtors).
(4) Enterprises qualified as Micro and SMEs according
to Communication “A” 5419 Argentina's Central Bank.
Main financial referral of cooperatives, benefit societies and social
nature entities related to:
6.891 thousand social nature entities that include:
- 2.198 thousand cooperatives;
- 568 benefit societies.
Credit rating:
Rating “Aa3.ar” granted by Moody’s Investors Service. Said rating
shows a very strong credit capacity related to other national issuers.
High quality and customized assistance:
Quality Management System.
ISO 9001/2008 Standards Certification.
Systemic Measurement of Satisfaction.
Institutional Meetings:
3.230 thousand meetings with small groups of Members, with
19.498 thousand participants.
1.085 thousand talks and debates, with 25,941 participants.
3.149 thousand spreading activities of the “Cooperative Proposal” with
members and institutions, with 28,901 attendees.
810 Courses and Seminars, with 17.908 thousand participants.
79
Total of products and services’ users: 1.484 million
7.69% growth during the Fiscal Year.
First Private Bank in Stores Payments.
The Bank most selected by enterprises to operate in foreign trade, with
20% of the market.
Cabal Credit and Debit Cards:
Network of stores “Credicoop Benefits”: Over 7 thousand point of sales.
615 thousand authorized Credit Cards.
1.2 million Debit Cards linked to accounts.
Tarjeta CABAL Cuenta Empresa [Cabal Corporate Card]:
22.6 thousand enterprises holding such card.
Tarjeta AGROCABAL [Agrocabal Credit Card]
8 thousand cards.
Current Accounts:
123.9 thousand current accounts related to SMEs and Social Economy
entities.
Retail Banking Accounts:
1.1 million active accounts.
Companies Payroll:
Market share in Companies payroll: 11.00%.
Over 16 thousand enterprises.
Salary Earners: 455 thousand.
Market share in Salary Earners: 5.90%.
Insurance and Saving Plan:
Brand: “Credicoop Seguros”
Total of policies issued by Credicoop Seguros: 1,088,539. 8.40% growth
Total of policies issued by Segurcoop C.S.L.: 873.838 thousand. 6.29%
growth during the Fiscal Year.
- Teller Machines Insurance: 441.922 thousands
- Life Insurance: 169.296 thousands
- Automobile Insurance: 69.431 thousands
- Combined Family Insurance: 175.243 thousands
- Integral Insurance for Stores: 17.946 thousands
Total of policies issued by CNP Assurances C.S. S.A.: 214.701 thousands
- Assurvida: 36.495 thousands.
- Assurplan: 58.393 thousands.
- CNP Universal: 26.132 thousands.
- Personal Accidents: 93.681 thousands.
BANCO CREDICOOP
80
Collection Services:
Collection for 1.817 thousand enterprises.
Over 18.5 million collections of services.
Cash letter Services:
Number of checks offset in average per month: 984.322 thousands.
Amount handled in million Argentine pesos in average per month:
ARS $ 9,886.
Alternative Channels:
Automatic Teller Machines (cash dispensers and self-service terminals).
- Automatic Teller Machines: 589.
- 5th Bank as regards the number of automatic teller machines among
Private Banks and 7th if public banks are included.
- Self-Service Terminals: 465
- 5.742153 million transactions in average per month adding those of
Automatic Teller Machines and Self-service Terminals, which is
equivalent to 11.02% more than in the previous Fiscal Year.
- AR$ 7,125 million pesos in transactions performed through Automatic
Teller Machines and Self-service Terminals (including Withdrawals,
Deposits and Transfers).
Corporate Internet Banking and Retail Internet Banking.
- Total of registered users: 248.528 thousands.
- Number of transactions processed in average per month: 1.391091 million.
- Average volume in million pesos of monthly transactions: AR$ 8,686.
- Website and E-commerce.
- 1.9 million individuals in average enter monthly into the web site
Telephone Contact Center Credicoop Responde [Credicoop Answers].
- Input calls monthly average: 514 thousands.
- ISO 9001/2008 Certification issued by IRAM for the services of phone
assistance, comercialisation, advising and response.
81
Quality Certifications
CERTIFICACIONES
DE CALIDAD
Since its beginnings, Banco Credicoop Cooperativo Limitado has given
Quality a substantial importance. In fact, this entity’s Mission itslef states
“Our main task is to provide efficient and high-quality financial services
to our Members.”
Based on the aforementioned, and with the conviction that “efficiency
and democracy are not incompatible terms”, “Quality” was determined
to become one of the Bank´s strategic topics, in order to contribute to the
achievement of the challenging objectives as set.
QUALITY MANAGEMENT SYSTEM
In such sense, we have been granted Quality Certifications by prestigious
national and international organizations auditing these standards, which
we will referred to below:
Thus, the introduction of a Quality Risk System was determined to
ensure the integral and permanent treatment of the conditions linked to
these concepts in order to:
Ensure that the Bank’s products and services comply with the
requirements demanded by Members, the competence and the external
regulations;
Create a methodology of continuous improvement as a process of
permanent overcoming.
Then, it was decided to use the guidelines proposed by the ISO
9001:2008 Standards, a set of international standards and good practices
for management.
This methodology has been already applied to the following processes:
Follow-up of mail items.
Advanced payment for goods imports.
Services of phone, comercialisation, advice and response from the
Phone Contact Center.
83
The later two services have been re-certified under the ISO 9001:2008
standards by IRAM (Argentine Institute of Standardization and
Certification) in November, 2012.
It is proper to highlight that the Certification is nationally and
internationally recognized and means that a third party body ensures
that Banco Credicoop Cooperativo Limitado has objectively shown
accordance with quality standards.
Likewise, the Quality Management System is under the implementation for:
Salaries Plan – Payroll through Corporate Internet Banking.
Payment Orders from Overseas.
Assistance and Resolution of Claims.
INTERNAL AUDIT
Likewise, in November 2012, the Internal Audit Management Department
obtained the Quality Certification from the Instituto de Auditores
Internos de Argentina (IAIA) [Argentina’s Internal Auditors Institute].
This recognition, with international scope, has implied the complete
assessment of procedures used and reveals their adherence to the
International Rules for the professional practice, as well as the
compliance with efficiency and efficacy standards in the specific matter.
BANCO CREDICOOP
84
QUALITY CERTIFICATIONS IN COOPERATIVE SOCIAL
RESPONSIBILITY REPORT - INTERNATIONAL COOPERATIVE
ALLIANCE FOR THE AMERICAS - ICA AMERICAS
In October 2012, the International Cooperative Alliance for the Americas
–ICA Americas– granted Banco Credicoop Cooperativo Limitado the
international quality certification in Cooperative Social Responsibility
Report pertinent to its first Cooperative Social Responsibility Report for
the Fical-Social year elapsed between July 1, 2011 and June 30, 2012.
Such certification was granted as a consequence of assessing its acts as
regards the compliance with the Cooperative Principles and in
accordance with the model suggested by the International Cooperative
Alliance for the Americas framed within the concept of Cooperative
Social Responsibility approved by such international body.
85
Registered under BCRA 1.4.028 INAES 8945. Member of Instituto Movilizador de Fondos Cooperativos.
Reconquista 484, (C1003ABJ)
Autonomous City of Buenos Aires, Argentine Republic. Phone (5411) 4320-5000

cooperative social responsibility report

Transcripción

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