Interviews
“Cooperating with Mundukide is a unique and very enriching life experience”
Etor Arregi tells us about his experience as an ULMA volunteer on the Mundukide- Brazil programme in collaboration with the local partner Movimento dos Trabalhadores Rurais Sem Terra, one of the largest social movements in the world that fights to transform the world to become more fair and supportive.
"In recent years, a range of work has been completed to ensure that citizens use cars as little as possible and to support sustainable mobility. In this mandate we will continue along this path with a focus on sustainability."
Born in Oñati, married and with 2 daughters. She is a Telecommunications Engineer and has a European Master’s Degree in Project Management. She is currently facing her first year as Mayor of Oñati. Her hobbies include sports, especially running, music, reading, cooking ...
“The ULMA Group has been built by people and the future of the group must also be led by people”
Lander Diaz de Gereñu was selected by the Ordinary General Assembly of ULMA. Group this past 14 of June as the new president of the General Council of ULMA Group for a period of 4 years. In spite of being in the position for just a few months, Lander gives us his view on some of the current events at ULMA.
MANAGING TALENT. “The ability to attract talent requires more than just offering a good salary”
Currently many of our Human Resources departments are fully engaged in a task that worries and concerns all of us. This task is: recruiting and retaining talent. For this reason, in this face to face, we have concluded a series of interviews with the heads of HR of our businesses to ask their opinions and get them to tell us, in terms of the group as well as within their own business, how they are experiencing, on the one hand, the need to recruit and attract talent, and on the other, developing the personnel that are currently employed with us.
MANAGING TALENT. “It is important for students to hear companies first hand, so that they can begin to feel the working world when they are in their classrooms”
Currently, many of our Human Resources departments are fully involved in a task that worries and concerns all of us, which is: recruiting and retaining talent. For this reason, we have conducted a series of interviews with the heads of HR of our Businesses to ask their opinions and get them to tell us, in terms of the group as well as within their own business, how they are experiencing, on the one hand, the need to recruit and attract talent and on the other, developing the personnel currently employed with us.
MANAGING TALENT. “We try to promote internally so that those persons with a different motivation or those who want to change positions or assume other functions or responsibilities can have other opportunities available to them at our cooperative”
Currently, many of our Human Resources departments are fully involved in a task that worries and concerns all of us, which is: recruiting and Retaining Talent. For this reason, we have conducted a series of interviews with the heads of HR of our Businesses to press their opinions and get them to tell us, in terms of the group as well as within their own business, how they are experiencing, on the one hand, the need to recruit and attract Talent and on the other hand, developing the personnel that are currently employed by us.
TALENT MANAGEMENT. “We try to establish stable and lasting ties, in which both companies and schools work to align academic training and working life.”
Currently many of our Human Resources departments are fully involved in a task that concerns and occupies everyone - the recruitment and retention of talent. We have therefore initiated a series of interviews with the HR managers of our Businesses to gauge their opinion and for them to describe how, together, they are approaching the need to attract and retain Talent and develop our existing human resources, at the Group level and in their own business.
TALENT MANAGEMENT. “we must leverage existing talent within ULMA and combine it with new blood so that we can respond to the challenges we face.”
Currently, many of our Human Resources departments are fully involved in a task that concerns and occupies us all; talent recruitment and retention. We are therefore starting a series of interviews with the HR managers of Our Business to gauge their opinion and get them to tell us how they operate together, at Group level and in their own business, on the one hand to address the need to capture and attract Talent and, on the other, to develop talent already existing among our members and workers.
The fundamental abilities for dealing with the situation have been reacting quickly, articulating decisive responses and understanding that the only way out was going through it together.
Iñaki Gabilondo Celebrates 8 Years as General Manager of the ULMA Group We’ve been wanting to spend some time with him to take stock of his tenure and find out about the challenges the ULMA Group is facing now and in the future.
ULMA shows us that through firm and ongoing commitment to innovation and competitiveness opportunities for companies can grow.
Born 2 June, 1965 in Beasain. He has a degree in philosophy and he has filled different roles in the PNV throughout his political career. He’s been the highest ranking party official in areas such as education, culture and new technologies. He’s currently in his second term as Deputy General of Gipuzkoa.
“I am convinced that without the support of ULMA Group the future of this cooperative would have been very uncertain.”
Perhaps ULMA Forklift Trucks has been one of the Group Businesses most affected by the crisis over the last years. We wanted to be with its President, Josemari Arozena who offers us his reflections about the current situation of the Business.
“There is nothing better, to reinforce any commitment than motivating people"
Although it is true that ULMA Piping can be an exception in these times of crisis, it is also true that the generalised crisis context in which we are immerse also affects, in some way, the Business. We wanted to interview its president, Iñaki Medina, who offers his reflections about the current situation.
"The Co-operative model is a business model of both the present and the future. It is a business model shared by all the working members."
It is understood that there is a crucial connection between leadership, how you drive your people and your team, improved customer service and better business results. To be competitive, it is necessary to know how to manage the knowledge the company has (what we do and how we do it), and this lies with the people who form a part of the organisation.
“It is fundamental that the clients see us as specialists in the field”
ULMA Packaging has a wide product range directed at different sectors and the second is that we are an international company. Last year over 80% of company sales were international.
The world is not stopped and we cannot be that way either
I believe we are at an unbeatable moment for establishing the bases of how we would like out future to be.
“We are immerse in a plan to reorganise our activities"
“Our organisation’s ideal is based on ensuring our continued sustainability as a comprehensive engineering firm”
This leads to many decisions being delayed in time, and some disappearing until better times. This new way of competing in the markets is making us search for greater efficiency in our way of working, and reinforcing our competitive position to continue receiving our clients trust in all of the markets we are in.
“In Gipuzkoa the way out of the crisis is through, among other things, the cooperative movement”
He has been Editor of Egin, a local newspaper, between 1990 and 1998 and was part of the management team at Gara, another local newspaper. In 2011 he presented himself for the coalition of BILDU in the General Elections and has been at the head of Gipuzkoa´s Regional Government for one year now.
