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Consolidation Plan

March 18, 2024

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The MUNCO Consolidation Plan provides an overview of our collective strategy and goals for the foundation’s development. This plan includes data, methodologies, and timelines outlining our next steps during the first six years of operation (from January 1, 2024, to December 31, 2030).

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This plan is the result of collective agreements among all current members of the cooperative, along with official data provided by governments and international organizations. It is important to recognize that data may vary depending on definitions and sources. MUNCO collects and analyzes the presented information where possible; however, responsibility for the accuracy of the information lies with the original data providers. Readers and cooperative members are invited to contribute updates to any relevant data as needed.

Prologue

Planning is essential for the conception and development of a socially productive project, especially when seeking to integrate collective interests rooted in solidarity, joint effort, and mutual support. It is a challenge we are committed to undertaking in order to meet our individual and collective basic needs.

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Under this premise, and with the conviction in the power that a small group of dedicated and organized people holds to change the world (Margaret Mead), we endorse this Consolidation Plan—keeping in mind all those who aspire to realize their ideal profession, but who, due to injustices and inequalities, have been rejected, exploited, or even harmed.

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This plan is the result of collaboration and an open invitation to anyone who shares this vision. Innovative and human-centered, it is designed to achieve the goal of offering more than 100 fundamental services and products for building a circular economy, organizing action around 20 core businesses primarily within construction and manufacturing.

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This is an urgent effort aimed at eradicating modern-day slavery practices and becoming a turning point in some of the world’s most opulent and polluting industries. Furthermore, we commit to contributing to the global effort to achieve the 17 Sustainable Development Goals (SDGs), adopted in September 2015 by the United Nations General Assembly.

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As a result, we generate a respectful employment alternative with significant social impact—one that does not concentrate wealth for the benefit of a few individuals, but instead seeks to build a fairer system of wealth distribution aligned with gender equality, inclusion, local economic growth, and reduced inequalities.

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For this plan to succeed, your participation is crucial. Most importantly, we invite you—as a collaborating member—to make this strategy your own. Let your actions bear witness to this new way of working, feeling, and living. Each of us has something essential to contribute toward building sustainable communities.

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Munco is not defined by a single person—we are all of us. With the strength of our experience and the promise of our future, we are called to transform our lives and those of the people around us. We firmly believe this goal is achievable. All it takes is for all of us to work together. Your future is the future of us all.

Resume

The "Munco Consolidation Plan" serves as a strategic roadmap to strengthen and expand the operations of our future cooperative. Its primary objective is to contribute to the Sustainable Development Goals (SDGs) by implementing collective solutions to social and environmental challenges. The consolidation of our cooperative is rooted in the power of joint effort, aiming not only for economic growth but also for social well-being and environmental sustainability.

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This initiative is structured into several key sections. First, it clarifies Munco’s mission and goals, emphasizing collaboration as essential to addressing global challenges. Next, it explores the transformative power of collectivity, supported by relevant articles and studies demonstrating how cooperatives can act as catalysts for positive change. Then, it outlines the necessary steps to achieve cooperative consolidation, including improving internal processes, expanding service offerings, and fostering deeper member engagement.

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The plan underscores the need for a structured and strategic approach to strengthen internal cohesion and enhance operational efficiency. It also highlights the importance of innovation and continuous adaptation to evolving market conditions. Through a combination of detailed analysis, well-defined strategies, and a renewed commitment to cooperative values, this plan seeks to establish our cooperative as a leader in social responsibility and sustainability.

Social and Solidarity Economy (SSE)

We are all part of at least one association, but not all of us voluntarily and autonomously participate in a Social and Solidarity Economy Organization (SSEO). This type of collective manifests through cooperative models, mutual societies, associations, community-based organizations, and social enterprises.

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A Social and Solidarity Economy (SSE) operates under negotiated rules and guaranteed reciprocity, ensuring both economic benefits and the strengthening of social bonds. Historically, these models have emerged as alternatives to traditional for-profit businesses, integrating social benefits into their products or services and bringing together individuals with diverse backgrounds who share collective social values. Financial gains are distributed democratically, with limits on voting power and profit allocation.

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We are surrounded by organizations with similar goals that are non-profit in nature—such as women’s sports groups—yet SSOEs must necessarily generate income through the production of goods and services. As the World Council of Credit Cooperatives states: "not for profit, not for charity, but for service." Profits ensure sustainability and growth for any organization. However, in an SSE, financial gain is not the primary objective. The use and distribution of generated wealth follow collectively negotiated rules, and surpluses are reinvested for the benefit of the organization. Operational methods grounded in solidarity aim for inclusion, not capital accumulation or profit maximization.

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Incorporating social, financial, and environmental dimensions into sustainability poses a significant challenge for SSOEs, often creating tension between social and economic objectives. The social economy does not exclusively serve the poorest or most vulnerable, yet solidarity-based principles often represent the only viable path for those unable to mobilize sufficient capital to launch economic activities. The diversity of members across different economic and social strata ensures economic viability while fostering distributive solidarity.

Presentación

El presente Plan de Consolidación se elaboró con el propósito de trazar la hoja de ruta para la fundación y consolidación integral y sostenible de Munco, con miras al año 2030. A través del PC24, Munco sistematiza los procesos lógicos y ordenados del modelo de negocio, reafirmando su compromiso de establecer una base sólida fundamentada en objetivos, metas y plazos definidos.


El plan se alinea con los objetivos mundiales de desarrollo, así como con los tratados internacionales de derechos humanos y derechos fundamentales en el ámbito laboral. Este plan busca ejercer el derecho a la libre asociación y al trabajo digno y socialmente útil, con el propósito de garantizar a todos los miembros de Munco un sustento, crecimiento económico, salud física y mental, bienestar y un futuro sustentable.


El desarrollo del plan ha sido llevado a cabo mediante un proceso colaborativo, en el cual participaron diversos actores, incluyendo expertos locales de las industrias y servicios en las cuales buscamos incursionar, así como textos de investigación pertinentes y legislación aplicable. Este enfoque ha resultado en la conformación de una visión compartida, la identificación de retos y la definición de acciones a emprender. A lo largo de este proceso colaborativo, se llevaron a cabo reuniones y actividades que convocaron a personas interesadas en ser miembros activos o parciales de Munco. Este ejercicio ha contribuido a establecer una base sólida de legitimidad y aceptación del plan por parte de los miembros fundadores de la organización.


El contenido estratégico del plan se estructura en 6 ejes, los cuales contienen estrategias en constante cambio y actualización. A su vez, estas estrategias se desglosan en 100 acciones. Cada estrategia se evaluarán mediante metas medibles establecidas por la organización, las cuales estarán alineadas con los ODS.


Garantizar la supervivencia de nuestra especie y de los ecosistemas es el gran reto de nuestro tiempo y desafío de la sociedad en su conjunto, al que hay que dar respuesta. Este llamado está dirigido a todas aquellas personas preocupadas y ocupadas en actuar desde sus múltiples intereses y capacidades. Munco aspira a convertirse en una influyente organización, capaz de ejercer un impacto real, responsable, humano y sustentable para abordar estos grandes desafíos.


La viabilidad y sustentabilidad del proyecto son los retos principales. Es imprescindible destacar que, para que Munco y su plan se materialicen, además de contar con una colectividad activa y reflexiva, es necesario disponer de herramientas efectivas de gestión, financiamiento y colaboración, con el fin de garantizar su éxito y asegurar su continuidad.

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At Munco, all individuals will enjoy the human rights recognized in the Mexican Constitution and international treaties, regardless of the Society’s purpose.
B
All members of Munco are obligated to promote, respect, protect, and guarantee human rights in accordance with the principles of universality, interdependence, indivisibility, and progressivity.
C
At Munco, slavery is strictly prohibited in all its forms.
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At Munco, all forms of discrimination based on ethnic or national origin, gender, age, disabilities, social or health status, religion, opinions, sexual orientation, marital status, or any other grounds that violate human dignity and seek to restrict or undermine individual freedoms are strictly prohibited.
E
All individuals must have equal opportunity to freely and autonomously decide about their participation in Munco’s activities.
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Each member of Munco shall have access to a healthy work environment that supports their development and well-being. Munco is committed to safeguarding the individual well-being of all its members, as well as the common good and the welfare of their respective communities.
G
Munco’s fundamental operational protocols will always be guided by the principles of mutual support, empathy, resilience, respect, and justice.
H
All knowledge acquired through institutions must be critically analyzed and approached with openness to change.
I
Any matter addressed collectively must be handled through active listening, deep empathy, and a willingness to engage in dialogue.
J
The contribution of all knowledge will be recognized and valued, including objections, questions, proposals, and doubts.
K
The expression of ideas will not be subject to any form of social or administrative censorship, except when such ideas affect the integrity, life, or rights of individuals, or involve criminal conduct. In such cases, the individual’s participation in Munco may be suspended or permanently revoked.
L
Our organization is based on democratic models that govern the election of all governing bodies and the decision-making on the most relevant issues. All our structural and fundamental decision-making processes must be transparent, collective, participatory, and democratic.
M
Every member of Munco possesses an individuality from which they grow and, from this foundation, chooses to establish relationships with others for the common good.
N
Our social and solidarity-based nature obliges us to promote the social and sustainable development of our environment. According to our capacities, we commit to extending our internal impact to external communities.

Core Principles

Munco promotes communication, learning, and teaching based on human-centered principles. These principles represent an alternative to economic systems rooted in privilege and systemic violence. The Social and Solidarity Economy (SSE) is recognized as the only viable alternative to current global models of control and production.

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Every horizontal organization, by its very nature, pursues collective benefit at all levels, viewing purely individual interests as contrary to the common good. In alignment with Lynn Petra Alexander’s endosymbiotic theory, cooperation among species is understood as a key evolutionary driver—challenging the narrowly competitive interpretation of neo-Darwinism.

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These principles stem from a collective agreement and reflect the foundational values that guide our organization. Most echo the constitutional values of our nation; however, the persistent reality of modern slavery, crime, and discrimination compels us to reaffirm them clearly. It is essential to recognize their importance and commit to upholding them rigorously—particularly in contexts where such values are not commonly practiced outside our cooperative.

Every individual who becomes part of Munco, whether fully or partially, agrees to abide by the following fundamental principles:

Cooperativas

In 2027, Mexico will commemorate the centenary of the first General Law of Cooperative Societies, established by President Plutarco Elías Calles (1877–1945). Historically, cooperatives have emerged as responses to revolutionary movements. In Europe, the Industrial Revolution and World War II were key catalysts. In England, the cooperative "New Lanark" was founded in 1821 as a counterpoint to the individualistic model of free competition, with the primary goal of turning workers into owners of land, warehouses, and factories. Inspired by this example, in 1844, a group of striking workers founded the "Rochdale Equitable Pioneers," aiming to provide food for their families amid supplier abuses—preventing speculative hoarding and significantly improving their economic conditions. Many other cooperatives arose playing a fundamental role in postwar Europe’s reconstruction, protecting social rights, fostering strong internal economies, and contributing to societies with high levels of well-being.

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Notable examples of successful cooperatives in Mexico include the cement company "Cruz Azul," founded in 1931; the production cooperative "Excelsior," founded in 1932 (which ceased operations in 2006); and Cooperativa Pascal, founded in 1985. These cooperatives share the unique origin of emerging from traditional single-owner enterprises that faced financial difficulties and layoffs, followed by worker-led organization to take control and convert the business into a cooperative. All successfully revitalized their companies and improved labor conditions.

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Collaboration Among Cooperatives

Throughout the history of the cooperative movement in Mexico, various organizations have been created to represent and promote this organizational model as a viable path for national economic development. For instance, in 2001, in response to the enactment of the Popular Savings and Credit Law, the Alianza Cooperativista Nacional (ALCONA) was formed—an independent civil association composed of 21 Savings and Loan Cooperatives. ALCONA's purpose is to serve as a representative body, provide legal support, and facilitate the exchange of experiences among its affiliates.

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Another significant organization was established on April 23, 2010, in collaboration with ten of Mexico’s most prominent national-level cooperative organizations: the Consejo Superior de Cooperativas (Cosucoop). Today, Cosucoop includes cooperatives such as Cruz Azul, Sociedad Cooperativa de Trabajadores de Pascual, Cooperativa Trabajadores de Occidente (Tradocc), ALCONA, and the Union of Cooperatives of the State of Jalisco, among others.

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Like these, numerous similar associations exist across the country, sharing common objectives: integrating cooperatives from all economic sectors; establishing services and operations in accordance with the General Law of Cooperative Societies and other applicable regulations; representing affiliated cooperatives before individuals, agencies, authorities, and national or international institutions; defending their institutional interests; organizing them for active participation in federal, state, or local social, economic, and ecological development plans; and promoting solidarity through technological, financial, and human resource exchanges. Additionally, these associations structure and offer services and products that enhance the entrepreneurial and competitive capacity of their member cooperatives.

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The Power of Collectivity

The power of collectivity lies in the ability of organized communities to generate meaningful change in their social and economic environments. Recent studies confirm that cooperatives and other forms of Social and Solidarity Economy (SSE) not only improve living conditions for their members but also create positive ripple effects throughout broader communities.

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For example, the theory of solidarity economics, developed by scholars like Jean-Louis Laville, emphasizes reciprocity and solidarity as foundational to building economic networks that prioritize human and environmental well-being over profit.

These insights highlight the urgent need to strengthen and expand SSE models to address global challenges such as inequality, social exclusion, and environmental degradation. When organized around shared goals, collective action holds transformative power—capable of reshaping realities and building more just, inclusive, and sustainable societies.

Policy Framework

Sustainable Development Goals (SDGs)

On September 25, 2015, the United Nations General Assembly—comprising 193 member states, including Mexico—adopted the document "Transforming Our World: The 2030 Agenda for Sustainable Development."This framework establishes 17 Sustainable Development Goals (SDGs) with 169 associated targets aimed at addressing climate change and advancing sustainable development globally. The SDGs provide a foundational reference for the present Productive Cooperative Consolidation Plan, underscoring its commitment to an integrated approach that contributes meaningfully to achieving these global objectives.

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International Labour Organization (ILO)

According to the ILO, cooperatives are "autonomous associations of persons who voluntarily unite to meet their common economic, social, and cultural needs and aspirations through a jointly-owned and democratically managed enterprise."

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The Academy on Social and Solidarity Economy, held from October 25 to 29, 2010 in Turin, Italy, by the CIF-OIT, significantly contributed to building a shared understanding of the Social and Solidarity Economy (SSE). Across all world regions, it serves as a basis for developing policy frameworks to support the growth of the social economy at national and regional levels through partnerships between governments, social partners, and civil society. The social economy promotes values and principles centered on people’s needs and those of their communities.

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Ley General de Sociedades Cooperativas

The first article of this law establishes its purpose: to regulate the formation, organization, operation, and dissolution of Cooperative Societies and their organizations, as well as the rights of members. It also affirms their freedom to engage in any lawful economic activity. The law mandates compliance with the following core principles and characteristics:

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  1. Freedom of association and voluntary withdrawal of members

  2. Democratic management

  3. Limitation of interest paid on certain member contributions, if agreed upon

  4. Distribution of surpluses in proportion to members’ participation

  5. Promotion of cooperative education and education in solidarity economics

  6. Encouragement of cooperative integration

  7. Respect for members’ individual right to belong to any political party or religious association

  8. Promotion of ecological culture

  9. One vote per member, regardless of capital contribution

  10. Variable capital structure

  11. Essential equality in rights and obligations among members, with equal conditions for women

  12. Indefinite duration

  13. Minimum integration of five members

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Tax Administration Service (SAT)

The SAT defines cooperatives as social organizations formed by individuals based on shared interests and the principles of solidarity, self-effort, and mutual aid. Their purpose is to meet individual and collective needs through economic activities related to the production, distribution, and consumption of goods and services. The SAT classifies cooperatives into three main categories:

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  1. Consumer Cooperatives: Aim to jointly acquire goods, items, or services for themselves, their households, or their productive activities.

  2. Producer Cooperatives: Involve members working together in the production of goods or services, contributing their personal physical or intellectual labor.

  3. Savings and Loan Cooperatives: Carry out savings and lending operations among members and are part of the Mexican financial system as institutions within the social sector, operating without speculative intent.

  • According to the International Labour Organization (ILO), decent work is a concept that implies all people have the right to work under conditions that respect their human dignity, ensuring fair and safe employment, adequate remuneration, social protection, and opportunities for personal and professional development. It is grounded in the principles of social justice, labor rights, and equity.

    Key aspects of decent work include:

    1. Fair remuneration: Ensuring workers receive adequate wages that allow them to meet their basic needs and those of their families.

    2. Safe and healthy working conditions: Providing a safe work environment that protects workers’ health and well-being, preventing accidents and occupational illnesses.

    3. Equal opportunities: Promoting gender equality, non-discrimination, and inclusion in access to employment, training, and career advancement.

    4. Social protection: Guaranteeing access to social security, including health insurance, pensions, unemployment benefits, and other forms of economic protection for workers and their families during times of need.

    5. Social dialogue and labor rights: Encouraging worker participation in decisions about working conditions and upholding fundamental labor rights, such as freedom of association, collective bargaining, and just terms of employment.

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    Globally, an average of 51% of the value generated by a company is allocated to workers through wages, while the remaining 49% goes to owners. However, in Mexico, this distribution varies significantly across industries. In mining, workers receive only 15% of the value generated; in commerce, 20%; manufacturing, 30%; cultural sectors, 31%; and construction, 37%. Only in professional services does the share approach the global average, with 55% going to workers. Over the past 24 years, Mexico’s working-age population has increased by 29 million, while formal jobs have grown by only 10 million (data from the book "No es normal" by Viri Ríos).

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    For Munco, guaranteeing decent work is a fundamental objective to promote the economic and social well-being of individuals and to build more just and inclusive societies. This means creating more enterprises that offer dignified jobs—challenging current precarious conditions and strengthening workers’ bargaining power regarding fair wages.

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    We can no longer tolerate the intolerable. Workers deserve dignity—so that we may all live with it.

  • Our organization is built on collective strength, and it will always be essential to extend this model beyond its current boundaries by establishing strategic alliances with key actors in the industry. Collaboration with other organizations will enable us to achieve our goals and seize mutual opportunities, while preserving our autonomy and independence.

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    The main objectives that should guide the formation of alliances with Munco are:

    • Upholding the organization’s core principles

    • Accessing new markets or customer segments

    • Sharing resources and productive chains

    • Exchanging knowledge and technological innovations

    • Enhancing market competitiveness

    • Developing new products and services

    • Solving common challenges

    The success of these alliances will depend on achieving one or more of these objectives, establishing effective communication, fostering mutual trust, and working collaboratively to generate results that benefit all parties involved.

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    The Social and Solidarity Economy (SSE) underpinning our initiative calls us to focus on small businesses in Mexico—most of which are family-run enterprises supporting one or more households and far from positions of wealth. It is imperative that we build alliances with these businesses to promote shared, collaborative growth.

    Likewise, we must integrate into existing business organizations or support the creation of new ones. Unfortunately, in the current context, many of these organizations have reinforced sharp class divisions among entrepreneurs. For example, the Mexican Business Council (CCE) represents the private sector and regulates actions affecting businesses of all sizes, yet primarily responds to the interests of large corporations, perpetuating their dominance in the market. Therefore, it is crucial to foster the creation of a new, progressive business organization—one that, with autonomy and independence, brings together small enterprises to advance an ambitious agenda for development and recognition. Only through such an approach can we advocate for the elimination of privileges held by powerful business elites, support the growth of small enterprises, and prevent the continuation of precarious economic conditions.

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    Lack of competition is also driven by biased regulations, collusion, and unethical practices. Thus, it is imperative that we train ourselves in the effective use of institutional tools such as COFECE (Federal Economic Competition Commission), to prevent and mitigate the harmful effects of such practices. Likewise, we must exert political influence by calling on legislators to pursue structural reforms to national laws.

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    We have witnessed cases in which business leaders have exerted pressure—or even occupied public offices—to influence legislation in their favor and hinder competition. However, this is not a new phenomenon. Indeed, the creation of the first General Law of Cooperative Societies emerged from the political victory of the National Cooperative Party (PCN). During Mexico’s post-constitutionalist period, the PCN—composed of textile workers, tram operators, drivers, railway workers, teachers, and students—successfully elected sixty deputies to Congress and five state governors following the 1920 elections, when General Obregón assumed the presidency.

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    Therefore, it is clear that we must envision, in the future, a well-planned, organized, and democratic strategy aimed at securing certain political positions to influence the creation of legislation that provides greater tools and voice to the Social and Solidarity Economy.

  • Mexico faces a severe deficit in market competition. A system persists in which a wide range of products are sold at excessively high prices—benefiting the ultra-wealthy while suffocating small businesses through regulations designed to favor specific groups, ultimately eroding the purchasing power of Mexican citizens.

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    According to an analysis by Dr. Andrés Aradillas López, economics professor at Pennsylvania State University, Mexican consumers face inflated prices on most basic goods and services. Products such as fruits, bread, and construction materials carry markups exceeding 113%. This situation progressively diminishes citizens’ ability to afford essential items. As Viri Ríos argues, it is not typical for companies to base their business models on selling overpriced goods—at least not in most countries. If Mexico were free from these excessive price markups, consumers could acquire an additional 8.4% of goods and services. Furthermore, eliminating these surcharges could increase the purchasing power of low-income households by up to 11.3% and reduce the national poverty rate by 7% (data from the book "No es normal" by Viri Ríos).

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    In response to this crisis, Munco commits to being part of the solution—challenging unjust practices that benefit only a few at the expense of the majority, particularly low-income households, and thereby helping to reverse growing inequalities. Our specific goal is to reduce production costs in the industries where we operate from the current national average of 57% down to 33%, aligning with the global average. To achieve this, we must build a strong, collective social front capable of introducing real competition against already established large corporations.

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    None of the businesses in the industries and services we aim to enter are new; rather, our intention is to reinvent existing models, transforming them into tools for social change. Our approach is rooted in the circular economy model, aiming to lower production costs through the reuse of materials and resources—enhancing our competitiveness in the market.

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    For Munco to become a credible alternative, we must deliver genuine value to consumers by offering meaningful, high-quality products and services. Only by providing real and valuable options can we challenge entrenched monopolies and oligarchies, cease exploiting customers, and instead ally with them to generate both economic and social value.

  • Las IA, el pensamiento de diseño y la ciencia de datos se unen para crear soluciones innovadoras que aborden las necesidades reales de las personas y generen un impacto significativo y medible. En nuestro colectivo, reconocemos que el enfoque centrado en las personas y la integración de sistemas son clave para el éxito de nuestros proyectos.


    Nuestro trabajo impacta directamente en la mejora del tejido social al fomentar la cooperación entre individuos y comunidades para alcanzar objetivos comunes. Esto contribuye a mejorar la percepción de igualdad y calidad de vida. Estamos desarrollando herramientas y metodologías para medir el impacto real de nuestras actividades, lo que nos permitirá ajustar y mejorar continuamente nuestras operaciones.


    Nuestros servicios y productos están dirigidos a una amplia gama de clientes, desde pequeñas empresas hasta comunidades vulnerables. Trabajamos de manera colaborativa para abordar los desafíos sociales más apremiantes y brindar soluciones innovadoras que beneficien a todos.


    La aplicación de IA y ciencia de datos en el diseño de soluciones es una práctica aún poco común, especialmente en México. Creemos en el poder transformador del diseño, pero reconocemos que su efectividad se potencia cuando se combina con multidisciplina e interdisciplina. Esta combinación nos permite desarrollar soluciones integrales y escalables que pueden tener un impacto positivo en diversos sectores económicos y sociales.


    En un contexto donde la generación y análisis de datos es cada vez más importante, nuestra empresa se destaca por su capacidad para recopilar, analizar y utilizar datos relevantes de manera ética y efectiva. Esto nos posiciona como líderes en el campo de la medición de impacto y nos permite ofrecer soluciones personalizadas y basadas en evidencia.
    En resumen, nuestra empresa ofrece soluciones completas y efectivas que abordan problemas sociales y económicos de manera innovadora. Creemos en el poder del diseño, la ciencia de datos y la IA para crear un futuro más sostenible e inclusivo para todos.

  • The informal economy, although non-compliant with regulations and often discouraged by governments, exists in all economic systems. It arises due to inadequate laws or slow and costly bureaucracy, and at times can be more productive than the formal economy. In 2022, the informal economy represented 24.4% of Mexico’s national GDP in current values. However, it may also expose participants to a lack of protection, rights, and representation. The informal economy and the social economy share similarities in their origins, operations, and objectives.

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    The Consolidation Plan considers operating during the initial years within this informal context, allowing us to structure collective effort and ensure viability in terms of value proposition and business model. Initially, operational methods will resemble those of for-profit enterprises, combining both formal and informal practices. As Munco achieves its first economic goals, we will actively work to minimize reliance on informality. Sustainability is a priority, which is why we view the informal economy as a strategic opportunity—a stepping stone toward the full formalization of our organization.

    Generating income entails a special responsibility toward Mexico. Large corporations, having thrived thanks to the country’s resources and people, should contribute more through taxes. Our civic duty—beyond voting and staying informed—includes maintaining contact with legislators, submitting petitions, demanding concrete actions, and fulfilling our tax obligations without corporate abuses or tax evasion.

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    We will establish measurable objectives to define optimal conditions for Productive Cooperative to fully utilize the General Law of Cooperative Societies and achieve complete legal formalization. This law requires compliance with specific protocols and formalities: members reaching this stage—of which there must be at least five—will draft a document called the Constitutive Bases. This document will define key aspects such as the cooperative’s name and registered address, purpose, social capital and contribution certificates, governance procedures, ordinary and extraordinary assembly protocols, and the rights and obligations of members—all grounded in the achievements and agreements established through the Consolidation Plan.

     

    Specific Requirements:

    1. Membership Entry and Withdrawal: A formal document will be created to guarantee freedom of association and voluntary withdrawal of members, clearly outlining the processes and rules for admitting new members or managing a member’s decision to leave the cooperative.

    2. Democratic Governance: Existing democratic mechanisms within the organization will be reviewed and enhanced as needed to ensure decision-making aligns with legal requirements and cooperative principles.

    3. Contributions and Distribution of Surpluses: The nature and amount of member contributions will be defined, along with any mutually agreed limitations on interest payments.

    4. Participation Mechanisms: Organizational participation structures—such as assemblies, councils, and decision-making forums—will be examined, strengthened, and implemented in preparation for official recognition by legal authorities.

  • Once the majority of the objectives and actions outlined in this plan have been completed—validated through iterations and necessary adjustments to ensure their effectiveness—a new phase of expansion and organizational consolidation will begin. This inevitably includes sharing our accumulated knowledge and experience to support the development of other Social and Solidarity Economy Organizations (SSEOs).

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    It is striking how difficult it is for small enterprises, especially those with a social purpose, to establish and grow in our country—particularly when compared to the United States, where small businesses grow seven times faster than in Mexico. In response, Munco commits long-term to creating an ESS project incubator aimed at sharing knowledge, providing financial support, and offering strategic collaborations to those taking their first steps. We pledge to use all available resources to assist other initiatives with similar goals.

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    From the Consolidation Plan, valuable lessons have been identified that will be useful not only during the implementation of this plan but also in shaping the future Semillero de Proyectos Sociales (Social Projects Incubator):

    1. Teaching the theory and practice of SSEOs and the Social and Solidarity Economy (SSE)

    2. Sharing the values and principles that guide our work

    3. Identifying the individual strengths of participating members

    4. Setting concrete, achievable goals

    5. Improving accounting and financial record management

    6. Building competencies in emerging technologies

    7. Developing effective marketing strategies

    8. Providing specialized advisory services tailored to specific business sectors

    9. Establishing protocols for labor justice prevention and action

Axes for Sustainability

The next step was to identify the pillars necessary to establish and ensure the enterprise’s sustainability, recognizing opportunities and potential areas for development. This process led to the definition of six axes, each aligned with the Sustainable Development Goals (SDGs), and composed of their respective strategies.

Methodology

The methodology comprises four main stages. These stages include constant and cross-cutting components of communication, participation, and training:

  1. Baseline Analysis

  2. Axes for Sustainability

  3. Strategies and Actions

  4. Steps for Consolidation

  • 1.1.1 Policies to ensure every job is a decent job.
    Establish frameworks that guarantee work carried out under conditions of dignity, fairness, and respect—ensuring fair wages, safe environments, social protection, and opportunities for growth.

    1.1.2 Policies promoting equal opportunity and preventing workplace discrimination.
    Implement inclusive practices that actively prevent discrimination based on gender, ethnicity, age, disability, religion, sexual orientation, or any other status. Promote equity in access to roles, responsibilities, and development opportunities.

    1.1.3 Equitable, transparent remuneration based on objective criteria.
    Design compensation structures rooted in experience, skills, responsibility, and contribution—ensuring pay transparency and eliminating unjust wage gaps.

    1.1.4 Flexible working hours centered on individual well-being.
    Develop adaptable schedules informed by studies of personal rhythms—including sleep patterns, leisure, recreation, nutrition, and mental and physical health—to support holistic worker wellness.

    1.1.5 Specialization in current Federal Labor Law to safeguard labor rights.
    Train key members in Mexican labor legislation to ensure full compliance, proactive legal defense, and the effective enforcement of workers’ rights.

    1.1.6 Replacement of traditional HR departments with teams specialized in labor justice and well-being.
    Shift from administrative personnel management to a model focused on dignity, conflict prevention, emotional support, and structural fairness—centering care, empathy, and justice.

    1.1.7 Establishment of internal committees to review dismissal cases.
    Create independent committees responsible for evaluating termination processes, ensuring due process, fairness, and consideration of alternatives such as mediation, reassignment, or support plans before final decisions.

    1.1.8 Designation of a mediation and conflict resolution committee.
    Form a dedicated body trained in restorative dialogue and conflict resolution to address workplace issues promptly, impartially, and with a focus on reconciliation and systemic learning.

  • 1.2.1 Establishment of standards to ensure and prioritize the physical and mental health of collaborators.
    Develop clear policies that place well-being at the core of organizational practice, recognizing health as a fundamental right and a prerequisite for sustainable productivity.

    1.2.2 Formation of a dedicated team of psychologists responsible for maintaining a healthy work environment.
    Build an internal psychological support team focused on prevention, emotional accompaniment, conflict resolution, and fostering a culture of care, empathy, and resilience.

    1.2.3 Efficient work-hour management based on goals, eliminating unproductive time ("zero cero horas nalga").
    Structure working hours around meaningful outcomes rather than presence, allowing flexibility in how and when tasks are completed—ensuring personal time remains protected and respected.

    1.2.4 Occupational risk prevention program and promotion of safe workplace practices.
    Implement proactive measures to identify, assess, and mitigate physical, emotional, and psychosocial risks across all activities and workspaces.

    1.2.5 Policies and procedures to prevent and address workplace harassment, bullying, and toxic behaviors.
    Establish zero-tolerance protocols against all forms of psychological or emotional abuse, while promoting positive coexistence, collaboration, and team cohesion through shared values and restorative practices.

    1.2.6 Internal medical and psychological support service (evidence-based) for holistic well-being.
    Provide accessible, confidential, and science-informed care that addresses physical, emotional, and mental health needs, integrated into daily operations.

    1.2.7 Provision of high-quality private health insurance through innovative insurtech providers such as “Sofía Salud”.
    Ensure comprehensive healthcare coverage by partnering with modern, user-centered digital insurers that offer timely, dignified, and inclusive medical services.

    1.2.8 Workshops on health, safety, and well-being, including civil protection and first aid training.

  • 1.3.1 Program to identify individual preferences and capacities of team members.
    Implement a structured process to recognize the unique strengths, interests, and potential of each collaborator, enabling personalized support to foster full personal and professional development.

    1.3.2 Policies and practices promoting work-life and family-life balance.
    Establish flexible schedules, remote work options, and paid parental leave programs to support the holistic well-being of individuals and their families.

    1.3.3 Ongoing and updated training program covering diverse skill areas and emerging technologies.
    Deliver regular training focused on both technical skills and core competencies, ensuring continuous learning and adaptation to innovation.

    1.3.4 Personalized development plan for every team member.
    Co-create individual roadmaps that identify growth opportunities, professional goals, and the resources needed to achieve them—aligned with both personal aspirations and organizational needs.

    1.3.5 Organizational program to allocate resources for the benefit of collaborators and their families.
    Dedicate a portion of organizational resources to support members’ families in meaningful ways—for example, subsidizing or donating architectural design services for a home needed by a close relative of a member.

    1.3.6 Periodic performance evaluation with constructive feedback.
    Conduct regular reviews to assess progress, provide supportive feedback, identify improvement areas, and set clear, achievable goals for professional advancement.

    1.3.7 Mentorship program connecting team members with experienced leaders.
    Foster internal mentorship relationships that enable knowledge transfer, guidance, and emotional support, strengthening both individual growth and organizational culture.

    1.3.8 Job rotation program across functional areas.
    Enable team members to gain hands-on experience in different roles and departments, promoting multidisciplinary skills, empathy across functions, and broader organizational understanding.

    1.3.9 Internal labor mobility program.
    Prioritize reassignment over dismissal by offering alternative positions within the organization, supporting continuity, dignity, and career development during transitions.

    1.3.10 Funding for external educational resources.
    Support access to online courses, seminars, conferences, and formal education through scholarships or subsidies for advanced studies—empowering lifelong learning and professional transformation.

Acciones

In this phase, general strategies and specific preliminary administrative and operational actions are integrated. These must be implemented in an orderly and strategic manner to achieve the desired impact on Munco’s well-being and sustainability.

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To execute the Consolidation Plan, fundamental axes were defined—comprising key strategies grouped according to the relationship between the Baseline Analysis and the Foundations for Sustainability. From these, specific objectives and strategies were developed, leading to a range of detailed actions and proposals.

 

Each proposal was conceived through collaborative processes and subsequently aligned with the targets of the Sustainable Development Goals (SDGs) in terms of contribution and compliance.

 

All content was defined through participatory, collective processes, ensuring shared ownership, inclusivity, and democratic decision-making at every stage.

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