With transparency and neighborly love, as a strong partner in the agriculture industry Turning the deficit business into a surplus, to secure the financial health

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¡ã Jinju Chooksan NongHyup / Director Jo Yang-su

Among the numerous livestock farms in the country, there is a livestock agricultural cooperative that is loved by the members and the local people as the management motto of customer satisfaction, the value of the union members and employees, and the contribution to the community. The protagonist is the Jinju Chooksan NongHyup cooperative, which has become a role model for the National Animal Husbandry Agricultural Cooperatives. 

Jinju Chooksan NongHyup, a strong companion of cattle farmers

Jinju Chooksan NongHyup is a livestock cooperative that supports all livestock farmers in Jinju City. It has about 880 members, unlike other agricultural cooperatives, and is not a unit cooperative, but a place that has jurisdiction over all of Jinju City. It is responsible for the stable supply of agricultural materials, along with basic deposits and loans, as well as insurance for the cultivation of livestock, agricultural equipment, and crops. Also, it prevents temporary supply shortages and price increases in agricultural materials caused by seasonal concentrations, and provides cooperative members with low prices through joint purchases, and guides the correct use of agricultural materials.

Transparent management and the trust of the members of the union

Turning the deficit business into a surplus, to secure the financial health 

Before the cooperative director Jo Yang-su taking the steering wheel, there was many unsavory things happened. A number of problems have led to a loss of considerable credibility, resulting in deficits and side effects. Jo said “I came in for a by-election, and the cooperative was such a mess. I worked for 10 years as an auditor and I know cooperatives better than anyone else. So I looked at all the ways to improve the problems to save the cooperative.” The first thing he did was  to ensure the credibility and transparency. He made a full-fledged effort to find trust in the management motto of customer satisfaction, the value of members and employees, and the contribution of the community. He also spared no effort to improve the areas where the deficit had arisen including Hanu Plaza that had a deficit of 37 million won. In order to solve this problem, he carried out publicity in many places, such as Korea Southeast Power, LH, etc., and put the emphasis on transparency in the management of the restaurant, so that no breath was placed on the incoming items. Jo said “When you clean up, you have the willingness of the staff to do it that gave me a cause to work.” As a result, it recorded a surplus of 107 million in a year. In another case, a deficit was made at a mart called the Saddle Branch. Jo said “It was a place where we got a new store because we had a huge investment that would work well when the innovation city came in. But there was no floating population. The user had to come out as much as the investment cost, but the investment cost exceeded the profit from the user.” The Mart side said that the deficit could be converted into interest if the apartment was full, but the deficit that would occur over the course of 3 years was unbearable, so they put several facilities on the Mart site so that the deficit could be avoided. 

Contributing to the community with neighbors

Donating 4000kg of rice to needy neighbors

The cooperative is pursuing management that goes with his neighbors and job creation. The cooperative’s directly owned restaurant, Hanu Plaza, has a processing room underneath, so livestock products are mainly processed there. When the cooperative makes a request, cattle is slaughtered, auctioned, and then put into Hanu Plaza, where delivery is made to various places. Running such a restaurant is rarely done in livestock cooperatives. Jo said “This is because of high labor costs. In the case of a private restaurant, we use relatives to reduce labor costs, and we can’t do that, so we spend all the money we need.” So it’s quite expensive, but it’s a risk because it’s ultimately a contribution to the community through job creation. Employees are also improving their motivation with special prizes and various bonuses if they are in surplus. 

In May of this year, the cooperative, together with the Gyeongnam Agricultural Cooperation Regional Headquarters Animal Husbandry Division, the NH Agricultural Cooperation Jinju Province Branch, and the Gyeongnam Provincial Branch of the Sharing Livestock Movement Headquarters, the members visited the child welfare facilities and the Gyeongnam Southwest Veterans Affairs Authority to conduct a “Livestock Product Sharing” event. This is an event to celebrate Family Month of May to cheer on the veteran families who have dedicated themselves to the country and the children who are the future of our country. They delivered 100 sets of livestock products to the Gyeongsang Southwest Veterans Affairs Authority and 30 kg of livestock products to a local child welfare facility. In August, 4,000 kg of rice, worth 10 million won, was deposited with the Jinju Harbor Welfare Foundation for needy neighbors. The cooperative surpassed 500 billion won in mutual finance loans, achieved 500 billion won in mutual finance reserves, and achieved the tower of achieving 30 billion won in sales of livestock products. Jo said “We will continue to adhere to our original mission and do our best to provide benefits through changes and innovations and contribute to the development of the animal husbandry industry and the region.”


°­¿µÈÆ  kangy423@naver.com
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