Occupiamoci get occupied di noi Let’s for our future Welfare policies in co-operatives for an inter-generational perspective
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A new welfare system and new job opportunities to come out of the crisis
New welfare system and work: the main types of policies provided by the co-operatives to support workers
Consumer co-operatives and policies to support the workers’ purchasing power
1. A new welfare system and new job opportunities to come out of the crisis Why does Generazioni take care of the corporate welfare system in a context of economic crisis? Because we, the young co-operative workers, believe that the evolution of the income stimulus policy for the members and employees of a co-operative may become an opportunity for our co-operatives to be successful and to remain competitive in times of troubled markets. This hope is based on the need of implementing different services. Human resources have become greater keys to success in a context of economic crisis: in fact, there needs to be new business models that put people at the center, as qualified assets of the companies. Our strongest advantage, as co-operatives, is our ability to value our employees’ and members’ work and commitment. The successful business models are those that manage to satisfy their workers’ new needs, who are under increasing stress due to the decrease of their purchasing power and who are becoming more concerned with the current welfare system, which has had a hard time responding to the citizens’ demands, due to low resources. Choices made in terms of corporate welfare have consequences on the local communities and their local businesses. Those choices observe the same development pattern: the young co-operators believe that the welfare system is a springboard for any worker’s growth as a individual, as a person organized in different ways, and as and as a relational participant in a given territory. The public welfare system was born during the years of the economic boom to spread the wealth in order to develop social equity and to guarantee access to public services to all citizens (universal principal and vertical subsidiarity). It has proved to be incapable of meeting the citizens’ and the workers’ needs, which are becoming increasingly complex due to an aging population, lifestyle changes, and social disintegration.
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Public welfare, financed by general taxation, is characterized by different limits: •
• •
• •
The great majority (over 60%) of all resources are going to the social security bill, at the expense of the other sectors, such as education and social programs to help those in a difficult situation. The policies in place are often meant to “fix” problems and difficult situations, instead of “preventing” them: the people’s wellbeing is not at the core of the Welfare State. Current welfare policies have been implemented in order to gain more votes at the general elections (as a clamorous example, let us mention the “baby pensions” of the 80’s).
The economic crisis has hastened the situation and in 2011 the government drastically cut the resources assigned to the welfare system. Some facts: •
• • • •
The Social Policies Fund went from 273 million euros in 2011 to 70 million euros in 2012. It will go further down to 44.6 million euros in 2013. The Fund for Non Self-Sufficient People has been canceled, though it had received a 400-million-euro donation in 2011. The Fund for the Immigrants’ Inclusion has been canceled for 2012. The Fund for Equal Opportunities has very limited resources: 17.5 million euros until 2013. In terms of healthcare, basic benefit packages (Livelli Essenziali di Assistenza – LEA) are not guaranteed in the whole country in the same way.
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Also, in a near future the raise of retirement age included in Monti’s government’s economic policy will cause an increase of about 5% of the workforce and a decrease of 10-15% of retiring workers. As a consequence, the working population on the market for the next decades will be increasingly older, especially the women. The sustainability and the adequacy of the current pensions’ system will depend on the effects it will have on the productivity of our economy and on the job offers from the businesses (source: Istat, Metes DTN). New unsatisfied needs happening in the same time as the drop of resources for public welfare can cause an increase of the conditions of fragility and discomfort among the citizens and the workers. Corporate welfare services must be considered tools of mutual exchange: it is necessary to widen the limits of mutual exchange, since the co-operator (or the employee) is not always able to find answers to his needs on his own in terms of: • • •
Providence and trust in the future. Services that help balancing free time and work. Additional health and social care services on top of the public welfare, which has been having difficulties meeting the citizens’ demands.
Welfare systems were created to provide people with that which they could not do on they own in terms of insurance. Therefore they have as a foundation the concepts of mutual exchange and solidarity and they aim to the universality of their services. Mutual exchange was born to provide people with access to goods and services. It happens as a private association of people that is advantageous for both the people and the collectivity, in a “give and receive” mentality.
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The new challenge for co-operatives, businesses, citizens/workers, institutions and local authorities is to identify and properly react to those socio-demographic changes and to suggest different and innovative models of work and welfare, thereby creating new territorial networks (horizontal subsidiarity). Therefore, there needs to be a different outlook: the public system is no longer to be seen as a mere welfare service provider. It must evolve into a system able to read the people’s needs (not only in terms of money, savings, and social contributions, but also in terms of greater laps of free time) and to promote solutions, thus stimulating the models of integrating the private and public sectors, where co-operatives may find space to grow. From this point of view, the co-operatives may have a role of collaboration, according to article 118 of the Italian Constitution. Today more than ever before and in a near future also, co-operation may be the system that fits this social model first, better, and more than other systems. This is true for a business world that cares about the workers’ well-being (even with limited financial resources) and as an agent able to communicate with the public authorities. We, young co-operators, can be the promoters of this new culture. Corporate welfare suggests a cultural change within the co-operatives that have always been sensitive to the theme of valuing the people and the members’ work. Today all this is not enough. Welfare services are concentrated on the theme of balancing time spent with family and time spent at work. They allow for the realization of a different work flexibility, compared to the past, and they suggest a shift in the organizational models. On the other hand, the implementation of welfare services asks for a real rethinking of the different work planning models today. Increasing demands in productivity request such a rethinking, which may be seen as a step backwards compared to the current rights of workers and citizens, if it is not followed by the implementation of conditions to acquire and protect those rights.
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The skills requested and the way of working will have to change, along with the valuing systems and the bonus systems, since human resources will increasingly determine the competitiveness strategy. It will be a strategic move for the co-operatives to acquire the best, most motivated, most productive and efficient, most skillful assets available. Such assets will bring in creativity and innovation in their long work life. Some cultural changes will have to happen. Such changes are meant to: • Create a goal-oriented work mentality, regardless of the physical time spent at the workplace, thus allowing for a better conciliation of free time and work time, flexibility, etc. • Value the skills acquired out of the work environment; guarantee personal growth and intellectual development to the people; allow for non-linear career paths, interruptions, sabbaticals, and parental leaves. With the new reforms of the pensions’ system and market changes, there will no longer be such a difference between the active phase of a work life and retirement. • Even in times of lower economy, companies will be able to encourage their workers not only with benefits and bonuses, but also with time off, services, vacation time, sabbaticals, etc. Acting like this would show that the company is keeping to its policies of valuing people, even in times of slow economy. All parties involved need to work better and in a different way in order to guarantee in the same time the best possible business results and greater levels of satisfaction and wellbeing among the workers. Corporate welfare needs to not be considered with a mentality of saving money, but with a mentality of investing in the people, encouraging a trust- and transparency-based relationship between workers and businesses. In this difficult economic context we know that Italian companies are often facing a lack of competitiveness. This is also true for cooperative companies. However, co-operatives have always provided
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welfare services and in the current context they have a hard time keeping up with these policies that support their workers’ income. In order to fulfill a social task that cannot be ignored by the co-operative companies, it is fundamental to establish a map of the needs based on some specific surveys, in order to not waste the (decreasingly low) resources and to complete their programs to a greater level. Such a welfare system allows to spread the wealth in an efficient way: the available resources are assigned to respond to real needs that would otherwise be disregarded, with as a consequence a decrease of the quality of work (e.g. absenteeism). The co-operative world can play an important role when we attempt to map the workers’ needs. It may also give birth to an aggregate demand that would facilitate some economies of scale, which in turn can offer some systematic welfare services: this way employees of smaller companies could also benefit from those services. For the co-operative world corporate welfare offers different advantages: • •
• •
It reinforces the relation between the business dimension and the social dimension. A good private welfare system increases the competitiveness of its members compared to their competitors, since offering a non-cash benefit through a hidden service generates greater levels of satisfaction. It improves the performance of the entire company in comparison to its competitors, thanks to the worker’s loyalty. It allows to realize a new, flexible, “custom-made” welfare system, in which every worker can find a plan that fits his/her needs best.
It is important to emphasize that not all welfare services have excessive costs. It is often possible to offer great benefits with small
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resources (e.g. possibility to work part-time, shifts organized by the team members, and flexible work schedules). In the light of the great potential of corporate welfare for the whole co-operative system, members’ boards and workers’ associations can play a crucial role, since: •
•
•
•
There needs to be an analysis of the needs on the co-operative system’s level to develop an aggregate demand and to be able to make the best of the economies of scale (focusing on the needs). We need to have a record of the corporate welfare services that the co-operatives already offer and to identify the good practices to apply them to the whole system. We need to observe how the needs evolve with time to remodel the range of services in terms of corporate welfare in order to allocate the resources in an efficient and effective way to meet some specific and real needs. It is necessary to define a way to implement cross-sectorial discussions and inter-co-operative collaboration in order to make the needs (the demand) cross path with the offer. That would allow us to create new work opportunities and to develop innovative businesses.
Welfare services could also be included in the clauses of the national CBAs to help the businesses suffering most from the crisis: if co-operatives ware not able to guarantee their workers with the proper wage adjustment to the cost of living, they could support the purchasing power and the workers’ salaries by providing welfare services that help the workers to balance free time and work. Some sector funds could also be allocated to provide redundancy schemes to be added to those guaranteed by the State for the cooperators and employees of companies in serious crisis, possibly in collaboration with the other companies, considering the scarce resources.
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In order to offer welfare services, the co-operatives need to work as a network, making the best of the co-operation method’s strengths (e.g. the constitution of dedicated mutual funds). In the same time it is fundamental for them to create networks with the other companies operating on the same territory.
2. New welfare system and work: the main types of policies provided by the co-operatives to support workers Generazioni inquired about the co-operatives’ awareness regarding income support for their own workers and co-operators. Our inquiry was based on their capacity to provide services and their use of this new welfare system to value human resources. The co-operators and the workers’ sense of belonging in a co-operative is of crucial importance: the welfare services are surely fundamental tools to improve a person’s inseparable interdependence of professional and personal life. To guarantee well-being, or at least to contribute to it, is surely an advantage for the companies that seek to satisfy and value their workers. In times of crisis, these variables are determinant for the companies to stay on the market and they can also develop new initiatives and work opportunities, as we mentioned earlier. Below is a list of good practices that we have observed. They are categorized by type. The costs for the companies are mentioned in the charts, on a three-level scale: •
Low: when the businesses only use human resources already present within the company to provide welfare services, without having to spend more money on them.
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• •
Medium: when there is a need to invest some money on top of using internal resources. High: when the companies need to allocate considerable amounts of money to provide welfare services, on top of the inhouse resources.
There is also the possibility to work as a network to involve more companies in a cross-sectorial and multi-territorial program. Such a plan could also create new work opportunities in the co-operatives that provide innovative services that match the workers’ real needs.
2.1 Policies to balance free time and work and to promote equal opportunities This type of actions contains several advantages: • It increases flexibility, hence resolving organizational problems and overcoming some human resource management problems. • It improves the workers’ quality of life and therefore increases their work commitment. • It helps reduce absenteeism and turnover. • It improves the company’s image, making it more attractive to young people and to the best workers available on the market. • It facilitates the continuous presence of women at the workplace. • It facilitates the integration processes for immigrant workers: as a consequence to increased migrations and to globalization, parity between men and women is not the only goal to reach in terms of equal opportunities. There needs to be a welfare policies’ sixth pillar dedicated to guaranteeing equal opportunities to all potential workers. Those policies would be those aiming to remove all forms of discrimination, to fight racism and xenophobia, to promote integration in order to create a peaceful, cohesive, multiethnic community in Europe. The substantial and growing presence of migrants requires a serious reflection regarding some specific actions, such as the welcoming process, insertion, and integration. This may mean that the traditional welfare policies need to be widened.
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The main welfare policies are summarized in the following charts: Chart #1- flexibility-oriented services Type of services
Costs for the co-operatives
Possibility to implement them in a network
Shifts organized by the workers
Low
✗
Granting vertical, horizontal, and mixed part-time positions that can be reversed or changed quickly
Low
✗
Converting a full-time contract into a part-time contract until the worker’s child is 8 years old or due to the need to provide assistance to a family member
Low
✗
One-off unpaid leaves for up to 6 months without motive
Low
✗
Additional unpaid leaves to tend to the worker’s under-8 children
Low
✗
Unpaid days off to tend to the worker’s sick children
Low
✗
Paid paternal leaves
Low
✗
Paid time off for prenatal medical visits
Low
✗
Unpaid leaves of up to 6 months for foreign workers who go back to their country of origin
Low
✗
Overtime management
Medium
✗
teleworking: possibility to personalize work schedules
Medium
✗
✓ = YES ✗ = NO
It would be beneficial for the companies and for the whole economic system to promote the continuing presence of women at the workplace, who have always had to tend to others. Unfortunately the percentage of female workers in Italy represents 46% of all labor force participants, compared to 68% in the United Stated of America. Goldman & Sachs estimated that if the percentage of female workers in Italy were similar to the American one, Italy’s GDP would increase by 13%: each 100 women going to work would
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create 15 new jobs in the service sector. As of now there are more women than men acquiring a university education (in 2010 the percentage of 30-34-year-old female university graduates was nearly 9 points higher than then the male’s percentage: 24.2% of women and 15.5% of men). This fact is also true for the careers that have always been a “men’s stronghold”: women represent 64% of graduates with a single-cycle degree (medicine and surgery, dentistry, veterinary medicine, pharmacy, architecture, and law.) Their performance is also outstanding: they graduate younger (26.7 years of age for the women versus 27.2 for the men among all graduates in 2011; 25.5 vs. 26 years of age among all graduates with a Bachelor’s degree; 27.6 vs. 28 years of age among all graduates with a Master’s degree; 26.4 vs. 27.1 years of age among all graduates with a five-year Master’s degree.) They are also more constant in their studies. In 2011 40.6% of female graduates had completed their studies within the allotted time, compared to 36.4% of male students. There is a similar difference in favor of the women in all types of degrees (to be precise, 48.2% of female postgraduate students complete their studies on time vs. 45.7% of male students.) However, in our country this feminine presence has still a hard time to find proper recognition on the work market, where the gender disparity is still rather high (source: Alma Laurea: “XIV Profilo dei laureati italiani-Laurearsi in tempi di crisi. Come valorizzare gli studi universitari”, March 2012.) This disparity hindering the women in their attempt to find a job is just as obvious among the Bachelor’s degree graduates as it is for the single-cycle degree graduates and the 2-year Master’s degree graduates. The difference in the unemployment rates is of about 8 points: unemployed Bachelor’s female graduates is 23% compared to 14.8% for the male graduates. For the other degrees, female graduates’ unemployment rate is 18%, compared to 10.2% for the male graduates. Women are not granted open-ended employment contracts as frequently as men (nearly 48% of female Bacherlor’s degree graduates and about 43% of female single-cycle degree or Master’s degree graduates, compared to 51% of male graduates, both degrees com-
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bined), while they have a higher percentage of casual employment (respectively, 10.5% vs. 7.2% and 11.5% vs. 7.6%) and temporary employment (32.2% vs. 26.4% of Bachelor’s degree graduates and 29.2% vs. 18.4% of single-cycle degree and 2-year Master’s degree graduates). Source: Istat, June 2012: “I laureati e il lavoro - Indagine 2011 sui laureati del 2007.” Maternity and other care-providing activities should also be considered and valued at the workplace. There should be incentives for early childhood services to improve female employment rates, on top of extended measures to help them balance free time and work time. There should also be greater efforts to cancel all forms of gender, origin, age, religion and culture discrimination. Chart #2- Policies to protect and support maternity, family members’ care services, and to promote equal opportunities Type of services
Costs for the co-operatives
Possibility to implement them in a network
Compulsory income support during maternity leaves to reach 100% of the worker’s pre-leave income
Medium
✗
Counseling and coaching opportunities at the end of the maternity leave
Medium
✓
Discounted daycares and summer camps
Medium
✓
Organizing summer camps for the employees’ children
Medium
✓
Daycare within the company at a discounted rate, with incentives offered by local institutions
High
✓
Babysitters available in case of a work-related emergency
Medium
✓
Cash bonus at the birth of a child
Medium
✓
Counseling services and aid to the families with an elderly dependent
Medium-high
✓
Fixed prices for the co-operatives that offer healthcare workers to assist the elderly
Low
✓
Generazioni Legacoop Emilia-Romagna
✓ = YES ✗ = NO
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Agreements with the co-operatives that provide help to choose a domestic help and to handle the work relationship
Low
✓
Discounted transportation services for the disabled and the elderly provided by social co-operatives
Low
✓
Assistance to the elderly at home with qualified personnel (healthcare workers) in case of work-related emergencies
Medium-high
✓
Fixed prices for the elderly in day care centers and in nursing homes
Low
✓
Establishing a counselor whose task would be to help the workers solve their organization, family, and social problems
Medium
✗
✓ = YES ✗ = NO
“Let us all work and let us work better” trying to adopt policies that help with time management and daily tasks, to improve the workers’ quality of life, and in the same time to raise the productive effectiveness and efficiency of the companies. Chart #3- services to balance free time and work
✓ = YES ✗ = NO
Type of services
Costs for the co-operatives
Possibility to implement them in a network
Tax assistance services to help fill out and file tax return forms
Medium
✗
Organizing a dry-cleaning service
Medium
✓
Postal services imbedded in the internal postal system
Medium
✓
Company’s postman available a few days a week for personal correspondence also
Medium
✓
Discounted rates with selected painters, plumbers, electricians, and mechanics (double advantage: it saves time and protects the employees’ purchasing power)
Low
✓
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2.2 Income support policies There are many ways for the co-operatives to support their workers’ purchasing power and their families’:
Chart #4- Income support policies Type of services
Costs for the co-operatives
Possibility to implement them in a network
Loans up to 5,000 euros at a low interest rate for different motives and for family needs (e.g. a child’s wedding) payable over a 30-month period
Medium-high
✗
Loans of up to 10,000 euros for health reasons at a low interest rate payable over a 30-month period
Medium-high
✗
Allowing advances on the severance pay as the workers need it, regardless of the strict clauses in the CBA
Medium-high
✗
Scholarships for the workers’ meritorious children
Medium-high
✗
Partial or full reimbursement of textbooks
Medium-high
✗
Discounts in some stores
Low
✓
Discounts in gyms, swimming pools, sports resorts and wellness
Low
✓
Discounts in theatres, cinemas, and theme parks
Low
✓
Discounts on insurance premiums
Low
✓
Setting up a car-sharing system
Medium-high
✓
Guest quarters for the workers who encounter serious difficulties
High
✓
In-house flea market: gathering questions and offering goods to be exchanged
Low
✓
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✓ = YES ✗ = NO
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2.3 Supplementary pension and healthcare policies The healthcare services provided to the workers are in addition to the national healthcare system: they are actually often services that public healthcare has a hard time guaranteeing. In most cases cooperatives use some tools that have been available for years (mutual insurance and additional healthcare funds) and they adapt them to be used in a cross-sectorial way. The goal must be to avoid wastes and overlapping. Here are in the next chart the main healthcare services provided to support the so-called “second-pillar” pension. Chart #5- Healthcare, supplementary insurance premiums, and supplementary pension
✓ = YES ✗ = NO
Type of services
Costs for the co-operatives
Possibility to implement them in a network
Discounted specialist visits in selected health centers
Low
✓
Medical emergency services
Medium-high
✓
Health funds available to the workers and possibly to their families
High
✓
Supplementary compensation insurance for accidents at and out of the workplace for the workers and their families
High
✓
2 salaried weeks to be spent in a wellness center for the workers assigned to arduous tasks, on top of the paid vacation time guaranteed by contract
High
✗
Promoting supplementary pension funds and informing the workers on the importance of a secondpillar pension
Low
✗
Providing an additional 1% to the worker’s contribution for those that subscribe to a closed pension fund
High
✗
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2.4 Training and recruiting policies Any competitive strategy implies investments on the people. It is fundamental, regardless of the scarce resources, to keep high standards of training in all branches of the economy. Adult training helps diversify and value the workers’ skills. While it also helps improve the company’s performance, it provides the workers a greater opportunity to find a new job in case they lose theirs. Authorities must also adopt policies to provide incentives such as tax cuts for businesses that invest in training their workers. This method would help establish a real lifelong learning. In the same time a good strategy for our co-operatives is to develop a stronger synergy with the universities, hence reinforcing the few initiatives already in place: today’s young people are not very familiar with the co-operative concept and there are only a few specific classes available on the subject. It is important to promote the new technologies, because on one side it creates business, and on the other side it considerably helps provide welfare services: local organizations could serve as a hub between the co-operatives and the universities’ technopoles.
Chart #6- Training and recruiting policies Type of services
Costs for the co-operatives
Possibility to implement them in a network
Recruiting young graduates to place them in strategic positions in the co-operatives, with 18-month specific training programs to combine work experience alongside seasoned colleagues with classroom training
High
✓
Organize internships for the workers’ children during the summer time
Low
✗
Generazioni Legacoop Emilia-Romagna
✓ = YES ✗ = NO
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2.5 Aggregation policies Aggregation policies are fundamental to reinforce the workers’ sense of belonging in the co-operative. Besides strengthening the trust in the co-operatives, it helps people to identify themselves as part of a collectivity and it partially reduces one’s sense of vulnerability. Chart #7 Aggregation policies
✓ = YES ✗ = NO
Type of services
Costs for the co-operatives
Possibility to implement them in a network
Organizing parties
Low
✓
Organizing excursions and vacations
Medium-high
✓
House organ
Medium-high
✓
Multipurpose intranet providing a variety of services, from information to classifieds and publicizing events organized by the workers
Medium
✗
3. Consumer co-operatives and policies to support the workers’ purchasing power Consumer co-operatives’ policies, though not directly connected to corporate welfare, can contribute to it by creating new networks among businesses, people, or institutions, which can enable a series of innovations and new businesses in relationship with the co-operatives operating in other sectors. In these times of severe economic crisis, consumer co-operatives have been actively supporting the workers’ purchasing power, who represent the grassroots of the companies, by controlling prices and
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offering advantageous sales for the co-operative’s members, without neglecting the quality or the ethic nature of their commercial offer. In the last years, consumer co-operatives have focused on their own innovation and evolution, offering also new products and supplementary products to broaden their range of products. Thus offering new opportunities for their members to save money and raising the levels of competition in different sectors: from tourism to culture, pharmaceutical products, cellular telephony, and even insurance premiums, loans, and petrol. The consumer co-operatives’ goal is to give their members the idea that they benefit from it. This not only for the products found in their stores, and also for the network of relationships that offer significant discounts in multiple sectors: Discounts at the cinemas, theaters, and museums. Discounts at the swimming pools, gyms, and sports resorts. Agreements with healthcare centers. Discounted rates on the transportation of the disabled and the elderly offered by social co-operatives. Discounted rates on the services offered by the co-operatives that deal with domestic workers and care givers and that manage the work relationship with them. Due to an agreement with the MU.SA consortium (translator’s note: supplementary healthcare mutual support group of 9 co-operatives) low-cost supplementary healthcare premium are offered. Time-saving services offering to pay bills, book a medical visit or pay for one, directly at their stores. Actions to support the right to study based on a point-collecting redemption system that allows members to donate points for money to the fund. It is fundamental to listen to the members’ needs and demands. This is done with local elected committees and it helps increase the level of convenience in the areas that need it. It also meets the members’ real needs while avoiding waste. Those nine consumer co-operatives have created a national system that deals with social policies and innovations. In the last few years
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the focus was mainly on customer service and environment. The national structure allowed to widen the range of discounts offered on a national level, adding discounts in wellness resorts and theme parks. In the last years the members have also asked for some agreements to install solar panels. The headquarters are therefore working on a project to install solar panels in the government housing projects, in collaboration with the residents and the residents’ co-operatives: the goal is to provide renewable energy for all the projects. This project has a two-side advantage: reducing the consumers’ energy bills and protecting the environment. Emulation from the surrounding neighborhoods could spread this good practice, hence protecting the families’ purchasing power and creating an aggregate demand of substantial size.
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End notes: This report was written by the corporate welfare work group of Generazioni Emilia-Romagna, with the contribution of ANCPL (translator’s note: national association of industrial co-operatives) and the co-operatives and companies mentioned below that have taken the time for our interview and sent useful material. Our deep thanks to all of them. The co-operatives that we studied to identify the potential changes in terms of corporate welfare are: Cad (Forli-Cesena-Rimini), Cesvip Emilia – Romagna, Cidas (Ferrara), CMB (Modena), Coop Adriatica (Bologna), Coop Estense (Modena), Conad (Modena) Cadiai (Bologna), Coopsette (Reggio Emilia), Copma (Ferrara), Deco Industrie (Ravenna), Formula Servizi (ForliCesena), Girogirotondo (Ferrara), Granarolo (Bologna), Gulliver (Modena), Manutencoop (Bologna), Mediagroup (Modena), Unieco (Reggio Emilia), Tetra Pak (Reggio Emilia). Our deepest thanks to all the members of the work group who made this report possible: Morena Bedogni (Gulliver), Chiara Bertelli (Legacoop Ferrara), Francesca Zarri (ANCPL), Marcello Cappi (Legacoop Modena), Daniele Parmeggiani (Gulliver), Federica Protti (Legacoop Rimini), Francesca Malagoli (Cesvip), Nunzia Imperato (Cesvip), Roberto Cardinale (Legacoop Forlì), Chiara Migliorin (Legacoop Reggio Emilia), Miriam Finocchiaro (Granarolo), Giorgio Benassi (Coop Adriatica), Luca Stanzani (Manutencoop); Simone Fabbri (Cooperare con Liberaterra); Sara Rago (AICCON).
Legacoop Emilia-Romagna | viale aldo moro 16 | 40127 bologna tel 051-509983 | info@generazioni.coop | www.generazioni.coop