HOMEPAGE EURO COOP COOPERATIVES MEMBERS LATEST NEWS EVENTS CONTACTS PUBLICATIONS Press Releases Position Papers Work Program Reports and memos FAQS OUR LINKS Member login:

Search for :

Reports and Memo's

MEASURING THE CO-OPERATIVE DIFFERENCE A Report by the EURO COOP social reporting working party Report adopted by EURO COOP General Assembly May 1999 I. CONTENTS Summary Introduction What is Social Reporting? Why should Co-operatives undertake Social reporting? Key principles II. APPENDICES Definitions Co-operative Indicators Case studies; [Denmark], [Spain], [Sweden], [United Kingdom], [Italy]. Members of the Euro Coop Social Reporting Party I.CONTENTS 1. Summary Social auditing is a method to evaluate the non-financial performance of an organisation. Although a voluntary process at present, there is some evidence that it may become a statutory requirement of business in the future. Social auditing could be at the stage that Environmental auditing was 10-15 years ago - today it is commonplace. There is also much evidence that consumers are demanding much more transparency and accountability from organisations. Today, organisations can suffer from concerted consumer power if they are not seen to be ethically aware. It can benefit organisations by: providing a management tool to monitor and steer performance of social and commercial objectives ; increasing efficiency and effectiveness in achieving its social, community and environmental objectives ; giving stakeholders in the organisation a degree of power and influence ; providing a basis for ethical marketing ; A number of important organisations such as BP, The Body Shop and Royal Dutch/Shell group are involved in this area. Co-operatives should become more involved in social auditing/reporting in order to demonstrate the "Co-operative Difference". This paper describes a new model in which social reporting can directly evaluate the Co-operative Principles. It is not, however, a manual for producing a Social Report as this information is available from other organisations. The following paper provides some background information on this field, and describes a model for Co-operatives to adopt. Anyone wishing to consider social reporting for their organisation or who would like further information, should contact one of the Eurocoop working Party members. 2. Introduction The purpose of this document is to inform members about the emerging practice of social reporting. It will also show how Co-operatives can use this method to demonstrate their unique Co-operative differences to their members and customers. The working party met between May 1998 and march 1999. It saw its brief as being to:     outline the importance of social auditing;and reporting and devise an approach that can directly benefit (consumer) Co-operatives. People are used to the normal means of measuring the worth of organisations by their financial performance and especially turnover and surplus. However, financial reports of an organisation do not represent the other characteristics of Co-operatives; social inclusion and member and consumer benefit, which, in themselves, are crucial to the economic success of the Co-operative. Social reporting has been described by some as "ethical strategy planning" which shows that it is an important management process that can help to build long-term business viability by building stakeholder loyalty, commitment and productivity. In the process of social reporting there is a method which values an organisation in terms of its impact on human beings. A social report can demonstrate to customers, members and the wider community, that the organisation is accountable and that it is interested in an open dialogue with the people it serves. All across Europe Co-operative organisations are having to compete in more and more difficult commercial environments where the original founding principles of the Co-operative Movement are seen to be out of date. 3. What is Social Reporting ? As social auditing and reporting are not statutory requirements for businesses currently, a number of different methods exist by which organisations report on their social impact. Over the past four or five years, a number of organisations have developed a social audit methodology, which mirrors, to an extent, financial reporting. Although any social reporting is better than none, there is a great deal of pressure on organisations to use a similar method to that developed by the British New Economics Foundation. It is this method that we report on in this document. For Co-operative organisations, social reporting is a modern way of defining the Co-operative difference in terms that are accessible to the public. Over the coming years it is very likely that many non-Co-operative businesses will use social reporting to highlight their principles. In fact, the following organisations already have some form of distinct social report.   The Body Shop   BP   Royal Dutch/Shell Group   The Co-operative Bank in the UK   Co-op Lombardia The Co-operative sector is at a distinct advantage, having been concerned for principles for many years. By adopting the methodology of social reporting Co-operatives can ensure that they are at the edge of this emerging field. The Eurocoop working party believes that organisations, and Co-operatives in particular, should undertake social reporting as a means of informing their stakeholders about the various benefits that the organisation brings to the local economy. It is also considered that a social report is an extremely good way of ensuring that the Co-operative has clearly-defined social purposes as well as its commercial objectives. The working party sees four key requirements of a social report although there can be others: Social objectives or mission Without a clear set of objectives it is very difficult for an organisation to measure its impact in this area. The objectives should be determined bearing in mind the Co-operative principles, the organisation's constitution and commercial objectives. The stakeholders of the business have a role in saying what the objectives are. In the case of a Co-operative, members in particular should be able to use their voice to determine the way forward for the business. Stakeholder dialogue Stakeholders should be given a means of expressing their views on the organisation. This can be done by traditional market research methods, but should be seen in a wider social context than market intelligence. Including a method of collecting stakeholder comment increases participation in the process and ensures stakeholders are involved in the objective setting for the Co-operative. Social performance Indicators and benchmarks Statistics should be used in the process. These should contribute to a better understanding of the social contribution of the organisation. These are likely therefore to be based on competitors' figures or on local and national statistics. These will help judge the organisation against other similar organisations. The statistics used must be reliable, not redundant and should be meaningful to the audience. By providing a variety of statistics, the stakeholders will be given the information required to make their own judgement of the Co-operative's performance. Auditing Independent verification of the social report makes this process different to marketing initiatives. It means that any reader will be able to believe the contents of the report and will understand that they are part of a substantiated process. 4. Why should Co-operatives undertake Social reporting ? The social reporting process may serve a number of purposes for the Co-operative: it can provide a way of measuring performance of, and compliance to, the Co-operative Principles it allows the business to monitor and steer performance, considering the relationship between social and commercial objectives it allows an organisation to understand the cost implications of achieving its social, community and environmental objectives, providing information to help the Co-operative make choices about priorities and business practices it gives stakeholders the information for them to judge if the organisation is achieving the social added-value which it set out to achieve. it gives stakeholders in the organisation a degree of power and influence it allows the organisation to make verified and substantiated claims about its performance on a par to financial performance. it enables the organisation to improve its management of social performance year-on-year, in a way that is inclusive, participatory, transparent and measurable. 5. Key principles Over the past 10-20 years a number of organisations have made attempts at measuring their social worth. Many of these organisations undertook their work as a way of demonstrating their accountability and/or to counter criticism from pressure groups. Although much great work was done in this period, the 1980s saw a drop in this area of study, although there appears now to be a revival of interest in corporate social responsibility. In the past few years a number of organisations in Europe and the US have tried to define common themes in this work with a view to producing a model for social reporting. This has been seen to be important so that social reporting begins to achieve the status afforded to financial auditing and environmental reporting. To a greater or lesser extent these two forms of corporate governance reporting are defined in statutes and laws on business activity. Social reporting has perhaps suffered from the difficulty to measure social value or worth. Methods, some wholly theoretical, used to determine this have ranged from calculating the financial value of all social impacts such as training and donations or sponsorships to publishing the results of stakeholder dialogue studies. The model described in this manual draws on an emerging model used by a number of Co-operative and non-Co-operative commercial and not-for-profit organisations in Europe and beyond. We have added a unique Co-operative Principles focus to the existing approach, rather than creating a completely new framework. There are eight basic principles which underpin good practice in this area: Multi-perspective It is important for all groups affected or who affect the Co-operative to be included in the process. Comparative The process should allow for comparison with other organisations, over time and between stakeholder groups. Comprehensive The process should be designed to collect all relevant material and areas should not be left out because the organisation would not like the result. Regular To facilitate comparability and to demonstrate a commitment to the process, it should be regular. This does not necessarily mean annually and the Working Party suggests a frequency of every two years. Verified Verification by independent auditors gives the process credibility. Published The results (or a synopsis) of the audit should be published so stakeholders can see the results and to encourage openness. Improvement It is important to receive feedback about the process and the report and to improve the system over time. Embeddedness The social audit process should be integrated with other business information gathering systems. This allows a more holistic approach to the business to be adopted. Together these principles define an approach to social reporting. Some organisations will not be able to, or indeed want to, use all the principles in its report. Provided that there is a commitment to the principles the exclusion of one or two areas - so long as it is not malicious - will not invalidate the process. However, it is likely that these overall principles will form the basis to what becomes internationally recognised as a social report and Co-operatives should therefore work towards them, so as not to be left behind. The Co-operative Indicators To provide Co-operative organisations with a distinct approach to social reporting, the working party agreed that each of the Co-operative Principles could have indicators assigned to them. This would emphasise the uniqueness of Co-operatives and at the same time give Co-ops in various parts of the World or Co-operative Sector, a means of comparing themselves to one another. The indicators are given in the appendix. The Working Party has drawn up a list to show Co-operatives what they should measure and report upon as part of their Social Report. These indicators represent a "minimum standard" for Co-operatives and where possible more information should be included. For example, the same approach could be used to measure the ethical values within the ICA Statement. II. APPENDICES 1. Definitions In this document, Co-operative means any organisation set up in accordance with the ICA Co-operative Principles. Stakeholders are any individual or group of individuals that are either affected by or can affect an organisation. Although this appears to open the door to everyone, in a Co-operative organisation customers, members and employees are the key stakeholders. Smaller groups of stakeholders such as the media and politicians might also have an impact on the Co-operative and it may be worthwhile considering them too. Social Reporting has been chosen as the term to describe a process of counting or measuring social performance and adherence to principles and ideals. This is an umbrella term which can also encompass social auditing. Social Book-keeping is the process by which information is collected in a systematic and analytical manner. Social Report is the distilled results of the social book-keeping and stakeholder dialogue into a document by the Co-operative and externally verified and which is made public. This report may also contain financial and environmental data so that it gives an overall view of the sustainability of the organisation (Sustainability report). The Auditor has a relationship to the Co-operative in a similar manner as a financial or environmental auditor. The auditor or verifier's role is not to criticise or endorse the organisation's performance but to ensure the integrity of the report. It is up to the readers to judge the organisation based on the data provided. As with financial accounts, the auditor ensures that the report is a"true and fair picture" of the views of stakeholders and external benchmarks. There are no internationally-accredited auditors for social audits and therefore the key attribute of an auditor should be that the individual or organisation carrying out the verification process should be have the appropriate level of credibility. The auditor is therefore likely to be a financial auditor, academic or consumer body or well-know individual in the field of business ethics and corporate governance. 2. Co-operative Indicators 1st Principle: Voluntary and Open Membership Membership fee levels - can everyone afford to join Membership demographics compared to the population Open to all who can use services provided Statement establishing that organisation is voluntary and not part of the state Membership fee refunds - easy to withdraw capital? Qualifying levels for tiered voting/participation rights - awareness of this 2nd Principle: Democratic Member Control One Member - one vote All Corporate Members are Co-operatives Number of Members acting as delegates/turnover of delegates Other channels of participation available 3rd Principle: Member Economic Participation Interest on capital Amount of surplus distributed to Members (%?) Amount of surplus put to reserves (%?) 4th Principle: Autonomy and Independence Statement setting out how the organisation achieves this Code of Business Conduct 5th Principle: Education, Training & Information Training budget Numbers of Members, elected representatives, employees, etc... participating in training Budgets for raising awareness of Co-operative issues Budgets for consumer training 6th Principle: Co-operation Among Co-operatives Describe links with other Co-operatives Budgets for supporting Co-operative enterprises Numbers of Board Members on other Co-operative Organisations/time spent Economic participation in other Co-operatives Development support for Co-operatives in 3rd world countries 7th Principle: Concern for Community Environmental management and/or reporting Consumer Campaigns Initiatives in support of consumer interest Representation of consumer interest/lobbying activity Health education Charitable donations/sponsorships Good employee practices Employment issues 3. Case studies Denmark : Social reporting in FDB Objectives: The Consumer Policy Programme To FDB social reporting is a tool to measure the rate of implementation of our consumer policy programme, which was revised in 1996. The programme consists of three levels: core values goals to be achieved by the year 2001 action plans for the year to come. The core values are: Influence, credibility, care and current issues. The goals are described within the fields: Membership & influence Information The natural environment Consumers' health & safety Ethics For competitive reasons, the action plans are not known to the public in detail. But in order to be able to concentrate efforts and achieve visible results, the management each year appoints certain 'tasks of focus', within which action plans must be worked out by each department of business. Tasks of focus have up till now been 'visibility of membership', 'packaging', and 'energy- and environmental management in shops' and will for 1999 be 'communication', 'quality of goods' and 'ethics'. The description of the goals was made through the process of a stakeholder dialogue prior to the adoption of the programme. The dialogue was accomplished with three groups of stakeholders : consumers, elected members and employees.    Accounting The accounting is carried out by department, as each department is asked to suggest indicators to measure progress according to the action plan. Some indicators are of statistical nature, others are verbal, describing change of routines. Examples of statistical indicators are: Total energy consumption in retail outlets Total water consumption in retail outlets Number of retail units having been coached in energy saving A verbal indicator may be: replacement of PVC by other packing materials. The accounts are made once a year. All accounts are collected in an internal report, which is presented to the management.    Reporting In order to make the achievements visible to the outer world, the social reporting is intended to be an integrated part of FDB's annual report and accounts. This will be done step by step as the plan is each year to include more indicators in the annual report. So far, we are reporting the following items as indicators of the achievements: Number of members Dividend paid to members, total amount & average per member Member's participation in local general assemblies & annual meetings Number of local activities for members and consumers Number of members or consumers participating in local activities Development in turnover of organic food items Number of consumer informational hand-outs produced and handed out In the reports of years to come we are investigating possibilities of reporting on Number of items marked with officially approved eco-labels. Achievements in favour of consumers' safety Environmental achievements such as reduction of packaging. Not all of the known statistics will be included in the annual report. Some may be left out for competitive reasons, in other cases the data collecting systems are not yet working satisfactorily.    Auditing The social report has not yet been subject to external auditing. Spain : HISPACOOP Hispacoop has launched a Social Audit Model for the consumer coops that was published at the end of 1997. It consists of three parts: the added value account a set of social indicators/benchmarks a social report The first part describes how added value is generated and distributed among the different social agents. It is very useful as it clearly shows the co-operative social commitment in the distribution of profit and allows the reader to know the amount devoted to social activity and to business co-op development in absolute and relative terms. The information needed comes from accountancy. The set of social indicators/benchmark tries to measure the impact in the different fields of activity. It requires different sources of information such as accountancy, information from different departments as well as through surveys to stakeholders and other agents. Indicators/Benchmarks have to be relevant, not redundant, simple, stable and with a degree of sensibility. Moreover, they have to be adequate for self-assessment as well as for comparison with other co-operatives and organisations. Eight fields of impact have been defined: Customers; Economic and Social development impact; Employees/worker members; Consumer members; Participation and representation; Social environment; Financial results and Innovation. The social report describes and analyses the social objectives and activities of the year, the obtained results an the foreseen objectives for the future. The GRUPO EROSKI set up by the co-operatives Eroski and Consum is the only organisation that is developing the Social Audit up to now. They are trying to follow the Consumer Co-op Model designed by Hispacoop but it is in the phase of gathering useful data. As no information is available by now, we can advance the descriptive information and quantitative data that tells us about the social performance in the 1997 Annual Report of GRUPO EROSKI: Evolution of basic data in the last five years : turnover; staff; types and number of premises/points of sales ; square metre of sales space. Customers : number of quality audits, number of products' analysis, number of customers attended, program for ensuring quality of fresh products and other aspects of quality in the point of sales. Complementary services to the customer : growth of services as travel agencies, commercial credit card, marketing card and petrol stations. Environmental concern : environmental improvement of equipment / and infrastructure; waste collection (packaging, car oil) data; First prize in Enterprise and environment contest; other activities related to environment. Contribution to wealth generation : distribution of added value generated during the year; Collaboration Agreements with different institutions; solidarity action; local development concern; participation in popular activities and initiatives; promotion of culture. Consumer members : members increase; number of people attending training sessions; Information campaigns and exhibitions; Housewife Concern Meetings; consumer information chats, consumer education in collaboration with Universities; number of issues of the magazine for consumer information : CONSUMER Employees : increase of employees and worker members; development of participation and integration tools for employees; number of hours devoted to training and number of participants; industrial accident index. Integration : social economy integration through being members of : Mondragon Cooperative Corporation, Basc Consumer Co-operatives Federation, Hispacoop and the Spanish Confederation of The Social Economy. Joining with others for enlarging the business project. Sweden : KF "Case study of the consumer co-operative Göta, Kf Göta" Membership Reports in the Consumer Co-operative Göta, Sweden. Informations The consumer co-operative Göta, Kf Göta, has been working with Membership Reports since 1995. When Kf Göta started to work with Membership Reports there was a need to prioritising questions concerning membership democracy. Therefor, among other reasons, focus is put on the issues of membership and other relevant issues linked to it. The report is thus not a full Social Report. Aim and benefits To Kf Göta the Membership Reports are tools for : managing, evaluating and improving the business strengthening the business profile developing the membership democracy enhancing the effectiveness and resource allocation. The Membership Report measures some of the values of the membership. The benefits of doing the reports experienced by Kf Göta are several. Kf Göta has strengthened its co-operative profile as well as the co-operative ideas. But, the reports has also led to an overall development of the co-operative as well as to improved effectiveness. Another benefit is an improved dialogue with the members. Thus both the members and the organisation have experienced benefits from the working with Membership Reports. The process Kf Göta started with a simple model for how to work with Membership Reports. The work with Membership Report is a process and Kf Göta is developing it step by step. The co-operative is convinced that it's better to start in a simple way and firmly establish the process within the organisation, among the members and in the members board. By doing so it's easier to get started and work on a long term basis. It's also easier for the members and the employees to understand and take an active part in the process. The support for the Membership Reports increases every year, much as a result of the ongoing development of the report and the outcome of the work. As the Membership Report is a part of a bigger process including overall aims and guidelines, it's important to have a rather strict timetable and a long term planning. Within KF Göta support for the work has been enhanced by discussions in the board and in the committee. For 1998 KF Göta set 18 goals, all explicit and measurable, within the following areas : Information (four goals) education (two goals) member activities (two goals) shop councils (one goal) assemblies (one goal) member investment (one goal). Some of the goals are everlasting while others result from discussions with members and staff. Joint for all goals is that they are expected to add value to the members, either economically or socially. Reporting The results from the Membership Report is published once a year. It's included in the annual Financial Report and covers two pages. In the report the process and the progress made during the year are described together wit a presentation of : the goals set at the beginning of the year the outcome the goals for the next year. The future During 1999 Kf Göta will reinforce the dialogue with the members and thereby develop the Membership Report. This means that more members will be involved in the process and they will be so in a slightly different way than before. The content and goals in the future Membership Report will be adopted to the outcome of this work. United Kingdom : CWS CWS Pilot Social Audit As a Co-operative enterprise, CWS has many social, ethical and environmental objectives which cannot be measured in purely financial terms. These objectives relate to relationships with many stakeholders in its business - such as customers, members and staff - which the Society seeks to fulfil in addition to the need for financial viability. CWS is piloting social auditing with a view to it supporting the communication of its distinctive Co-operative identity, by providing tangible, externally verified evidence that it is fulfilling its wider social objectives. The publication of a social statement will place the Society at the forefront of emerging techniques to manage social performance, demonstrating its commitment to the Co-operative values of social responsibility, democracy, openness, honesty and integrity. Adoption of a regular social audit will enhance the credibility of the CWS's Responsible Retailing position, helping the Society to maintain its license to operate in this area, securing an even higher profile in the market. The process also helps to identify consumer issues as they develop, allowing CWS to ensure its responsible retailing activities are responsive to public opinion. As a large and complex Co-operative organisation, CWS has a myriad of stakeholder relations, on to which social audit will impose structure, leading to greater understanding of key relationships, clarifying stakeholder expectations of the Society. Social audit will also provide each component and stakeholder group of the CWS with a unique perspective of the CWS's performance against its social aims. The CWS has engaged the New Economics Foundation (NEF) as its social auditor and in a consultancy capacity to assist in the development of audit methodology. NEF is a non-profit research centre, founded in 1986, which has led the development of social auditing in partnership with socially responsible businesses. NEF's social audit work includes research, dissemination, lobbying, training and consultancy. With the assistance of NEF, CWS is undertaking a pilot audit in its South East England area, which has been identified as a representative region. Although it must be noted that some work within the head office will be required. The pilot will allow CWS to test the process, developing the necessary book-keeping systems and establish the procedures to test stakeholder opinion. Social auditing takes as its starting point what the organisation says it wants to achieve - for example, in a mission statement or through claims made in publicity or advertising - and also what its stakeholders want it to achieve. In the case of the CWS these corporate objectives are to be found in a number of documents, the principal one being the statement of 'Our Aims': To strive for the highest professional standards and business performance To act openly and honestly To put Co-operative values into everyday practice To work for the long-term success of the Co-operative sector Co-operative Values : Co-operatives are based on the values of self-help, self responsibility, democracy, equality, equity and solidarity. In the tradition of their founders, Co-operative members believe in the ethical values of honesty, openness, social responsibility and caring for others. Other documents which detail policy statements include the Code of Business Conduct, this states that CWS expects all of its employees to conduct themselves in a manner consistent with the Society's aims and Co-operative values, and the Viewpoint Consumer Issues policy manual, which details policy on environmental, community and consumer issues. There are also many policies relating to specific business areas available, such as health and safety and equal opportunities. The CWS's performance against these objectives will be measured in the pilot phase among a number of key stakeholder groups which have been identified in a "scoping" study. These groups are: Staff Customers Members - Individual/Corporate National, Regional and Divisional Boards Community Groups Non-Governmental Organisations Suppliers Co-op Movement Subsidiaries NEF will also be looking at the following : Environmental Review : This will look at the current position of CWS and set an agenda for future development to ensure the Society is at the forefront in this area. Local Store Study : This will assess the social impact and value of CWS's policy of maintaining community-based stores. Italy : ANCC The major feature of social auditing in Italy is the autonomy of management, which is granted and recognised to each and single co-operative. There are 9 large-sized regional coops and about 200 small-sized coops. Each one of these regardless of size, is free to choose the type of association that unites its members and, consequently, the type of social balance sheet. To ensure efficient use of resources, harmonise procedures and avoid conflicting and clueless communication flows, the National Association of Consumer Co-operatives (ANCC) appointed, in 1995-1996, a Working Group, comprising 5 Directors of regional co-operatives, to draw up a standard social balance sheet to be used by every single coop. The final draft released by the Working Group was officially approved, at national level, in the summer of 1997. As of that date, each co-operative started mapping out the time frame and procedures necessary to incorporate the new principles into day-to-day management and annual reporting. The new principles were circulated to all the people who attended Euro Coop, last May. However, the current situation is somewhat at variance with the context that led to the new principles. The ANCC no longer deem it necessary to impose the standard model to all co-operatives. On the other hand, letting co-ops have it their own way would reduce and delay the upgraded visibility of our social identity in the media. To this day, there is still no overall social balance sheet, accounting for the activities of Italy's co-operative societies, drawn up according to the principles of the new standard model. Instead, there is a national tally of social activities and investment areas, computed from fuzzy data, owing to the fact that each co-op uses its own data collecting procedure. Moreover, harmonisation is further hampered by the fact that a standards data collecting procedure would require significant investments in software and hardware. Also, and more to the point the new model for social balance sheet is expected to reflect the stated mission of the societies, i.e., their Articles of Association. This means having a single version of Articles of Association used by all co-ops, instead of the variegated statutes - more often than not dissimilar in the wording, though similar in the substance - under which they are established. Modifying and approximating Articles with a view to unifying them, like harmonising data collecting procedure calls for a strong stance at national level. In all likelihood, the next national congress of the ANCC, to be hold in autumn 1999, will make this decision, alongside others of equal strategic import. To this day, Co-op Lombardia is the only society that has carried out and completed the necessary changes to issue a data report in line with the new balance sheet model. The new software shall be presented to the other co-ops, who will be requested to apply it. The new structure for social accounting comprises three levels of analysis, interlocked with each other to make up a three-dimensional matrix. For each investment, three features may be singled out : the entity that originates the investment proper the territory to which it is allocated the nature of the initiative carried out Such approach meets our two primary objectives, comprehensive information and transparency, by identifying in every case the investor, the location of the investment and its purpose. We are thus in a position to supply our stakeholders with extremely detailed information regarding the social commitments of the co-operative and the initiatives deriving from them. Our stakeholders comprise : the members the consumers the employees the community and public institutions the co-operative movement Our main activities and initiatives are : participation of members in activities and management of the co-operative society; information on and training to voluntary social work; discount campaigns for members, through the new fidelity card "Sociocoop"; collecting and managing member savings; other services exclusively for members (credit cards, trips, season tickets); education to consumption awareness, at schools and outlets., education to environment awareness, at schools and outlets; exhibitions, conferences and tutorials covering all cultural areas; supporting activities for the self-development of African countries; promoting mid supporting the establishment and management of new co-operatives, in particular by the youth. 4. Members of the Euro Coop Social Reporting Party Members of the Euro Coop Social Reporting Party.