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STRATEGIC THRUST 3 :

CREATE AND DEVELOP THE CAPABILITY OF HUMAN CAPITAL IN CO-OPERATIVES

 

The success of co-operatives is dependent on its members, board members, internal audit committee (IAC) and employees. Education is a critical factor through which efforts are taken in building the capability of human capital, developing intellectual strength, improving business knowledge and moulding of attitudes. The development of human capital with knowledge, skills and positive attitudes are determinants of successful co-operatives.

This objective is achieved through:

  •  Shift in mind-set of co-operative leaders and members to be proactive, creative and innovative with entrepreneurial culture;
  •   Increased knowledge and skills in the areas currently or to be undertaken by the co-operatives;
  •   Enhanced professionalism in the management and administration of co-operatives;
  •   Effective implementation of compulsory courses for board members and IAC; and
  •   Encourage co-operative members to participate in lifelong learning to acquire knowledge in various f elds.

Performance Indicators

  •   100% of board members and IAC of the co-operatives attend compulsory courses
  •   50% of co-operative members exposed to co-operative knowledge
  •   80% of co-operatives in the large and medium clusters have full-time qualif ed managers
  •   Co-operatives provide training for their members, board members, IAC and employees.

STRATEGIC THRUST 2 :

STRENGTHEN THE CAPACITY AND CAPABILITY OF CO-OPERATIVES

 

The success of co-operatives is determined by its ability to continue to survive and compete in the business world which has become more challenging in the era of globalisation and market liberalisation. Towards this end, good business management and governance are essential elements in ensuring the continuous existence of co-operatives in the market.

The capacity and capability of co-operatives are strengthened by:

  •   Election of knowledgeable and committed leaders who can lead the co-operatives to a higher level;
  •   Expansion of operations in order to benefit from economies of scale and remain competitive;
  •   Mergers or collaboration between co-operatives or with third parties to venture into new areas which require extensive capital;
  •   Application of modern technology to improve productivity and effectiveness; and
  •   Increase in access to f nancing for co-operatives to expand their businesses.

Performance Indicators

  •   5% of co-operatives operating on large-scale
  •   80% of the big and medium co-operatives have professional management and adopt modern technology in management
  •   Increase access to f nancing through internal funding of the co-operative movement or funds provided by the government
  •   20 co-operatives listed in ICA Developing 300 and 2 co-operatives listed in Global 300
  •   Increase in the number of big and medium-sized co-operatives from 7% to 15%

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STRATEGIC THRUST 1 :

STIMULATE PARTICIPATION OF CO-OPERATIVES IN HIGH VALUE ECONOMIC SECTORS

 

Changes in the local and international economic and political environment require the co-operative movement to move in tandem. Malaysia’s aspiration to become a high income developed nation is a challenge that should be championed by the co-operative movement. The f nancial services sector, which is the pulse of the co-operative movement of the country, should be strengthened to ensure a sound development of the co-operative movement. In addition, other major service sectors in the co-operative movement, namely the distributive trade, tourism, food production and plantation, need to be expanded.

The co-operatives will champion the government’s proposal to increase food production in order to meet the nation’s demand. In the agriculture sector, co-operatives will be involved in food production and livestock farming. Green technology will be applied in food production processes to further increase the participation of co-operatives in these activities at a higher level.

This initiative is driven by:

  •   Strategic alliances and business networking with third parties locally and internationally. Co-operatives will benefit in terms of capital, technology and market;
  •   Expansion of economic activities and increased value-add through value chain activities in related industries;
  •   Market expansion of co-operative products and services in the open market and not limited to members’ needs only, either locally or abroad by taking advantage of ICT facilities;
  •   Application of green technology elements in co-operative industries to ensure the well-being of the people and to generate new income; and
  •   Financial allocation to enable co-operatives to conduct research and development (R&D) in order to create new products and add value to existing products.

Performance Indicators

  •   70% of co-operatives’ turnover contributed by the service sector
  •   Establishment of four co-operative banks by 2020
  •   Establishment of 50 new co-operative alliances
  •   100 co-operative products and services able to compete in the open market
  •    Funding for research and development (R&D)
  •   5 % of agriculture and livestock farming co-operatives to adopt green technology.
  1. Co-operative Auditing (Private Auditor)
  2. National Co-operative Policy (2011-2020)
  3. Koperasi Bela Rakyat
  4. Co-operative Activities

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SE.RASI