WE ARE A COOPERATIVE COMPANY

 

TECSO AS A COOPERATIVE

Our founders are Facundo Vazquez, Lucía Laje, Federico Luna and Germán Giró, plus some friends who initially supported the project.

 

Within this group of long term working partners, there was a critical view regarding the current social and political situation, as well as regarding the way traditional organizations were usually structured and, in particular, software related organizations.

 

This group believed that organizations should implement a more horizontal, democratic and participative structure, where the “employee” would not be constrained to a “working relation”, but rather constitute the epicenter of the organization, empowered by decision making and shared property policies.

 

Teamwork, organizational social responsibility, “human resources prioritization” had to be reflected in the organizational structure. In other words, the slogan had to be transcended, supported by concrete actions.

 

This group of people were under a working relation and, while their particular jobs were not in jeopardy at the time, the need to work together in something new prevailed. An organization which allowed each of them to subsist and also implement the discussed vision.

 

This way, the Cooperative working model emerged, as a working and transformation space.

 
 

TECSO AS A COMPANY

We provide Software and Information Services design, development and implementation for large organizations and public entities.

 

Since our foundation in year 2002, we have been growing steadily in associates, clients and implemented projects.

 

At this moment, we are over 150 associates, working daily in the Cooperative offices located in Rosario and Buenos Aires.

 

Among the most important clients in the private sector, we can highlight: Citibank, Toyota, Volkswagen, Banco Credicoop C.L., Banco Comafi, Banco General de Inversiones (Mex), Interbanking, Río Uruguay Seguros, Provencred, Osde, Investors Trust (USA), Ngineo (UK), Transener/Transba, Petrobras (BRA), Alunorte (BRA), IBM, Compañía Mega (Repsol), Nobleza Picardo, Litoral Gas S.A., Gasoducto Cruz del Sur (UY).

 

In the public sector, we can highlight: Municipalidad de Rosario, Municipalidad de Santa Fe, Municipalidad de Paraná, Municipalidad de Morón, Municipalidad de Nogoyá, Municipalidad de Villaguay, Entidad Binacional Yacyretá, SEMTUR Rosario, MIXTA Rosario, LIFIA-UNLP, INP-Gobierno de Chile, among others.

 

The projects we undertake include comprehensive development, software factory, corrective and evolutive maintenance, and product development.

 
 

INTERNAL ORGANIZATION

We possess an Administrative Council (AC), constituted by three members (President, Secretary and Treasurer).

 

The AC tasks and responsibilities are defined in the Cooperative statute. Usually, these do not require the AC to get involved at the operational level, but rather in strategic activities like planning, commercialization, etc.
The structure then contains a Manager (or General Director), to whom Directors answer directly. These Directors supervise the Stack Leaders (Banking and Finances, Insurance, Industry, Government and Services) and the associates in the Service areas.

 

Approximately 10 associates work in service areas, performing tasks related to: Associates (Recruiting, Performance Management, etc.), Administration and Finances (Billing, Purchases, Payments, etc.), Commercialization, Marketing, Quality Assurance, Training, Infrastructure, Innovation and Development.

 
 

COOPERATIVE BOARD

A collaborative space, where a team consisting of the Administrative Council, Directors and Organizational Leaders get together to pursue the following objectives:

 

Consider transcendence and design Tecso’s future accordingly.
Listen to, and take into consideration the opinion from people that believe in Tecso and the organizational model it represents.
Provide the Administrative Council with decision making tools.
Promote entrepreneurship attitudes.

 
 

PLANNING

In Tecso we define a Strategic Planning (long term) and an Operative Annual Planning.
The first one refers to the organization’s vision, strategic objectives and large initiatives being undertaken by the cooperative. It executes over a three year span. The most important topics are proposed by the Administrative Council and analyzed in workshops during the annual assemblies.

 

The Annual Operative Planification, refers to the commitments and aspirations for the current period. This ranges from the first version presented to the Assembly, to the final version which is embodied in the Annual Report, once the period is concluded.

 

In general terms, it contains both qualitative and quantitative aspects. Among the first, we can highlight Objectives and Goals aligned with the Strategic Objectives and lesser Goals and Objectives from different areas.

 

Among the latter, income projection by regular clients and new initiatives, plus expense evolution projection considering direct and indirect costs (increment in associates, increment in monthly returns due to economic inflation reasons, support areas growth, structural inversions, strategic initiatives funding, etc.)

 
 

ADMINISTRATIVE COUNCIL ELECTIONS

According to the statute, each year a new Administrative Council must be elected. A process is defined, including candidate presentation, proposal presentation and discussion, and the voting instance.

 

Individual candidates are elected. Upon finalization, the three candidates with more votes agree on the distribution of the positions within the Administrative Council.

 

The election of the titular and alternate syndic follows the same process, with the exception of the period, which lasts three years. Additionally, a spokesperson is elected for each office every year.

 
 

ASSEMBLIES

Every year, a minimum of two assemblies are organized. The Ordinary Assembly and the Extraordinary Assembly.

 

The first one is usually held in March. Its primary objectives are the approval of the annual report from the previous year and the presentation and discussion of the Operative Plan for the current year.

 

This is a primordial part of the Cooperative institutional nature, and despite the geographical limitations (offices in Rosario and Buenos Aires) we consistently record an attendance of over 95%.

 

The Extraordinary Assembly constitutes a checkpoint, where the evolution of the previously defined initiatives is reviewed, together with any important topic that may have appeared since the previous revision.

 
 

EARNINGS DISTRIBUTION

Each Associate possess a role that identifies him/her in the Roles Matrix. Each of these roles has an “associated weight” that ranges from 1.5 to 6. This guarantees that the proportion in the earnings distribution respects a 1 to 4 ratio, constituting a clear example of equitable earnings distribution.

 

According to the mentioned weight, each month every associate receives an advancement of the forecasted distributable earnings for the current year.

 

Before the end of the fiscal year, an analysis is conducted to see if there is an exceedance of forecasted earnings. If so, all the associates cast their vote regarding the fate of such earnings. The associates can opt to distribute all the earnings, capitalize them completely, or a mix of both options.

 

Usually, the assembly opts for the third option, hence all the associates and applicants (with no exception) are included in the earnings distribution.

 
 

TAX AND PENSION ASPECTS

Every Associate is registered in either the “Monotributo” or “Autónomo” category regime. In both cases, the Cooperative makes the legally required payments.

 

Additionally, since 2010 we have a contract with the medical insurance institution OSDE, for which the Cooperative makes all the necessary payments, ensuring medical treatment coverage to all the Associates and their families.

 
 

PERFORMANCE MANAGEMENT

Each year, a performance management process is executed. In such process, the coordinators meet with the Associates from each team and perform an analysis of the work done in the past year, highlighting key points, improvement opportunities, etc.
Based on this revision, when appropriate, the role of each Associate is modified.

 

This constitutes a very important process, because it provides very useful information regarding expectations, possible areas of improvement, etc.

 
 

INCORPORATION OF NEW ASSOCIATES

The incorporation of new Associates is generated by the Annual Operational Planning definition and the business needs. A process is defined, where all the required activities are detailed. This definition includes required profiles definition, publication of job offers, and interview policies (both Technical and Cooperativism related).

 
 

WORKING RELATIONSHIP TERMINATION

Over the years, the amount of Associates that have chosen to leave the Cooperative has been increasing, during to various reasons: movings, new ventures, line of work changes, and even discrepancies with the way the Cooperative is managed.

 

In all these cases, without exception, the defined processes are executed. These include the return of the Social Capital, as well as the paying of a proportional earnings forecast amount to the Associate.
It is important to note that from the year 2002, there has been over 50 work relation finalizations (and more than 200 new incorporations).

 

Up until now, there has been no issue regarding this process. Not a single judicial procedure in over 12 years.

 
 

LINKAGE

We actively seek and promote the linkage with other organizations and institutions linked with the cooperativism philosophy, technology and software development, education and social development.