Abstract

Over the years Corporate Social Responsibility (CSR), a concept

comparatively new to India, is rapidly picking up pace. CSR has become a
fundamental business practice and has gained much attention from the
management of large international companies. It facilitates the alignment of
business operations with social values. CSR is deemed as a point of
convergence of various initiatives aimed at ensuring socio-economic
development of the community. Acknowledging the fact that mainstreaming
CSR into businesses could be instrumental in delivering societal value,
especially in a developing country like India, this paper specifically aims at
providing an understanding of concept of CSR and analyses the development of
CSR in India. It highlights the policies governing CSR in India and initiatives in
Indian firms including SMEs role in CSR. There are several challenges facing
CSR in India and the paper provides suggestions to overcome them and
accelerate the CSR initiatives in India.

1
 Introduction on Amul the Taste of India
Amul is an Indian dairy cooperative, based at Anand in the state of
Gujarat, India. Formed in 1948, it is a brand managed by a cooperative body,
the Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF), which
today is jointly owned by 3.6 million milk producers in Gujarat. Amul is
actually the abbreviated form of Anand Milk Union Limited.

The white revolution was spearheaded by Tribhuvandas Patel under the

guidance of Sardar Patel and Verghese Kurien. As a result, Kaira District Milk
Union Limited was born in 1946. Tribhuvan das became the founding chairman
of the organization which he led till his last day of his life. He hired Dr.Kurien
three years after the white revolution. He convinced Dr.Kurien to stay and help
with the mission.

Amul spurred India's White Revolution, which made the country the
world's largest producer of milk and milk products. In the process Amul became
the largest food brand in India and has ventured into markets overseas.

Dr Verghese Kurien, founder-chairman of the GCMMF for more than 30

years (1973–2006), is credited with the success of Amul. Amul products are
now available in more than 60 countries in the world.

2
 Vision
Amul’s vision is to provide more and more satisfaction to the farmers,
employees and distributers.

3
 Mission
“We at GCMMF (Gujarat Co-operative Milk Marketing Federation)
endeavour to satisfy the taste and nutritional requirements of the customers and
of the world, through excellence in marketing by our marketing team. Through
co-operative networking, we are committed to offering quality products that
provide best value for money”.

4
 List of Amul Products

Bread spreads:

 Amul Butter
 Amul Lite Low Fat Bread spread
 Amul Cooking Butter
 Delicious Margarine

Pure Ghee:

 Amul Pure Ghee

 Sagar Pure Ghee
 Amul Cow Ghee

Milk Powders:

 Amul Full Cream Milk Powder

 Amulya Dairy Whitener
 Sagar Skimmed Milk Powder
 Sagar Tea and Coffee Whitener

Weetened Condensed Milk:

 Amul Mithaimate

Weets:

 Amul Shrikhand & Amrakhand

 Amul Mithaee Khoya Gulabjamaun
 Amul Basundi

5
Fresh Milk:

 Amul Taaza Toned Milk 3% fat

 Amul Gold Full Cream Milk 6% fat
 Amul Shakti Standardised Milk 4.5% fat
 Amul Slim & Trim Double Toned Milk 1.5% fat
 Amul Saathi Skimmed Milk 0% fat
 Amul Cow Milk

Curd Products:

 Yog Sweetened Flavoured Dahi (Dessert)

 Amul Masti Dahi (fresh curd)
 Amul Lite Dahi
 Amul Prolife probiotic Dahi
 Amul Masti Spiced Butter Milk
 Amul Lassee

Amul Ice-creams:

 Vanilla Royale
 Royal Treat Range (Butterscotch, Rajbhog, Malai Kulfi)
 Nut-o-Mania Range (Kaju Draksh, Kesar Pista Royale, Fruit Bonanza,
Roasted Almond)
 Nature's Treat (Alphanso Mango, Fresh Litchi, Shahi Anjir, Fresh
Strawberry, Black Currant, Santra Mantra, Fresh Pineapple)
 Sundae Range (Mango, Black Currant, Sundae Magic, Double Sundae)
 Assorted Treat (Chocobar, Dollies, Frostik, Ice Candies, Tricone,
Chococrunch, Megabite, Cassatta)
 Utterly Delicious (Vanila, Strawberry, Chocolate, Chocochips, Cake
Magic)

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  Amul SUGAR FREE Frozen Foods (Milk Based Sweet)
 Amul ProLife Probiotic Ice cream

Chocolate & Confectionery:

 Amul Milk Chocolate

 Amul Fruit & Nut Chocolate
 Amul Bindazz
 Amul Rejoice

Brown Beverage:

 Nutramul Malted Milk Food

Milk Drink:

 Amul Kool Flavoured Milk (Mango, Strawberry, Saffron, Cardamom,

Rose, Chocolate, Butterscotch)
 Amul Kool Cafe
 Amul Kool Koko

Health Beverage:

 Amul Shakti White Milk Food

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 Objective of the study

 To know awareness of people towards Amul products.

 To know the preferences of the Amul products with comparison to other
competitive brands.
 To know the factors which affects consumer’s buying behaviour while
purchase milk.
 Swot analysis of Amul.
 To study various factors such as quality, price, easy available etc. is
influencing lot and influences positively.
 Ideas about to increase the sale of “Amul.
 To aid, advice and handhold companies on making meaningful,
impactful, sustainable, people centric investments through CSR
programmes and to provide strategic direction to corporations for
effective use of CSR funds.
 To conduct evidence based and participatory research for identifying key
issues for CSR interventions.
 To build capacities of industry personnel, civil society organisations,
communities and all other stakeholders related to CSR.
 To formulate guidelines, standards, tools, systems and frameworks that
ensure dovetailing, transparency and accountability of CSR projects.
 To act as an interface between industry and civil society organisations.
 To develop an understanding of concept of CSR.
 To analyse the development of CSR in India and its changing trends.
 To understand the policies governing CSR.
 To analyse the CSR initiatives in India including SMEs.
 To study the challenges faced by CSR in India.
 To provide suggestions for accelerating CSR initiatives.

8
 History

Milk, The inspiration behind a revolution:

Over seven decades ago the life of a farmer in Kaira was very much like
that of farmers anywhere else in India. His income was derived almost entirely
from seasonal crops. Many poor farmers faced starvation during off-seasons.
Their income from milch buffaloes was undependable. The milk marketing
system was controlled by contractors and middlemen. As milk is perishable,
farmers were compelled to sell their milk for whatever they were offered. Often,
they had to sell cream and ghee at a throwaway price.

They were in general illiterate. But they could see that the system under
which contractors could buy their produce at a low price and arrange to sell it at
huge profits was just not fair. This became more noticeable when the
Government of Bombay started the Bombay Milk Scheme in 1945. Milk had to
be transported 427 kilometres, from Anand to Bombay. This could be done only
if milk was pasteurized in Anand.

After preliminary trials, the Government of Bombay entered into an

agreement with Polsons Limited to supply milk from Anand to Bombay on a
regular basis. The arrangement was highly satisfactory to all concerned – except
the farmers. The Government found it profitable; Polsons kept a good margin.
Milk contractors took the biggest cut. No one had taken the trouble to fix the
price of milk to be paid to the producers. Thus, under the Bombay Milk Scheme
the farmers of Kaira District were no better off ever before. They were still at
the mercy of milk contractors. They had to sell their milk at a price the
contractors fixed. The discontent of the farmers grew. They went in deputation
to Sardar Patel, who had advocated farmers’ co-operatives as early as 1942.

9
 Sardar Patel reiterated his advice that they should market their milk
through a co-operative society of their own. This co-operative should have its
own pasteurization plant. His advice was that the farmers should demand
permission to set up such a co-operative. If their demand was rejected, they
should refuse to sell their milk to middlemen.

Sardar Patel pointed out that in undertaking such a strike there should be
some losses to the farmers as they would not be able to sell their milk for some
time. If they were prepared to put up with the loss, he was prepared to lead
them. The farmers’ deputation readily accepted his proposal.

Sardar then sent his trusted deputy, Mr. Morarjibhai Desai, to Kaira
District to organize milk co-operative – and a milk strike if necessary. Mr.
Desai held a meeting in Samarkha village on January 4, 1946. It was resolved
that milk producers’ co-operative societies should be organized in each village
of Kaira District to collect milk from their member-farmers. All the milk
societies would federate into a Union which would own milk processing
facilities. The Government should undertake to buy milk from the Union. If this
wasn’t done, the farmers would refuse to sell milk to any milk contractor in
Kaira District.

The Government turned down the demand. The farmers called a ‘milk
strike’. It lasted 15 days. Not a drop of milk was sold to the milk merchants. No
milk reached Bombay from Anand, and the Bombay Milk Scheme almost
collapsed. After 15 days the milk commissioner of Bombay, an Englishman,
and his deputy visited Anand, assessed the situation and accepted the farmers’
demand.

This marked the beginning of the Kaira District Co-operative Milk

Producers’ Union Limited, Anand. It was formally registered on December 14,
1946. Its objective was to provide proper marketing facilities for the milk

10
producers of the district. The Union began pasteurizing milk in June 1948, for
the Bombay Milk Scheme – just a handful of farmers in two village co-
operative societies producing about 250 litres a day.

An assured market proved a great incentive to the milk producers in the

district. By the end of 1948, 432 farmers had joined village societies, and the
quantity of milk handled by the Union had increased to 5000 litres a day. In the
early stages, rapid growth brought in its wake serious problems. Their solution
provided the stimulus for further growth. For example, as the co-operative
movement spread in the district, it was found that the Bombay Milk Scheme
could not absorb the extra milk collected by the Union in winter, when
buffaloes yielded an average of 2.5 times their summer yield. Thus by 1953, the
farmer-members had no regular market for the extra milk produced in winter.
They were again forced to sell a large surplus at low rate to middlemen.

The only remedy was to set up a plant to process the extra milk into
products like butter and milk powder. The logic of this step was readily
accepted by the Government of Bombay and the Government of India, except
for a few doubting Thomases. The government of India helped the Union to get
financial help from UNICEF and assistance from the Government of New
Zealand under the Colombo Plan. Technical aid was provided by F.A.O. A
Rs.50 – lakh factory to process milk powder and butter was blueprinted. Its
foundation stone was laid by the then President of India the late Dr. Rajendra
Prasad on November 15, 1954. The project was completed by October 31, 1955,
on which day the late Pandit Jawaharlal Nehru, the then Prime Minister of
India, declared it open. The new dairy provided a further fillip to the co-
operative movement among milk producers. The union was thus enabled to
organize more village co-operative societies and to handle more and more milk
each year. This event also brought a breakthrough in dairy technology as the
products were made processing buffalo milk for the first time in the world.

11
Kaira Union introduced the brand “Amul” for marketing its product range. The
word “Amul” is derived from Sanskrit word ‘Amulya’ which means ‘priceless’
or precious’. In the subsequent years Amul made cheese and baby food on a
large commercial scale again processing buffalo milk creating a history in the
world.

1964 was the turning point in the history of dairy development

programme in India. Late Shri Lal Bahadur Shastri, the then Prime Minister of
India who visited Anand on 31s October for inauguration of Amul’s Cattle Feed
Plant, having spent a night with farmers of Kaira and experiencing the success
wished and expressed to Mr Kurien, then the General Manager of Amul that
replicating Amul model throughout our country will bring a great change in the
socio-economic conditions of the people. In order to bring this dream into
reality, 1965 The National Dairy Development Board (NDDB) was established
at Anand and by 1969-70 NDDB came out with the dairy development
programme for India popularly known as “Operation Flood” or “White
Revolution”. The Operation Flood programme, even today, stands to be the
largest dairy development programme ever drawn in the world. This saw Amul
as model and this model is often referred in the history of White Revolution as
“Anand Pattern”. Replication of “Anand Pattern” has helped India to emerge as
the largest milk producing nation in the world.

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 Leadership

Dr. Verghese Kurien 1921-2012:

Architect of “Operation Flood”, the largest dairy development

programme in the world, Dr. Verghese Kurien has enabled India to become the
largest milk producer in the World. A man with a rare vision, Dr. Kurien has
devoted a lifetime to realizing his dream – empowering the farmers of India. He
is also known as “Father of White Revolution” or “Dudhwala of India”.

Dr. Verghese Kurien was born on November 26, 1921 at Kozhikode

(Calicut) in the district headquarter of Malabar, then the part of Presidency of
Madras and now in Kerala, son of a well-to-do doctor Puthen Parakkal Kurien,
a Civil Surgeon.

He graduated in Science from the Loyola College in 1940 and obtained

his degree in Engineering from the Guindy College of Engineering in Chennai.
He joined the TISCO Technical Institute as a graduate apprentice in 1943. After
the training, Dr. Kurien started his career as an Office Apprentice in TISCO.
Barely two years later, he left TISCO when he obtained the Govt. of India’s
scholarship to study Dairy Engineering.

After some specialized training at the Imperial Institute of Animal

Husbandry & Dairying, Bangalore, he left for the United States where he
completed his Master’s degree in Mechanical Engineering with Dairy
Engineering as a minor subject from the Michigan State University in 1948.
Upon his return to India, Dr. Kurien was assigned to a Government Creamery
located at Anand in Gujarat to serve his bond period.

He arrived in Anand on Friday, the 13th May 1949. His only intention at
that time was to obtain a release from his bond and get out of Anand as quickly
as possible. At the end of 1949, when he got relieving order from his job from

13
the Government Creamery, he was all set and eager to pack off to Mumbai. Shri
Tribhuvandas Patel, the then Chairman of Kaira District Co-operative Milk
Producers Union (popularly known as Amul).

A freedom fighter and an associate of Sardar Vallabhbhai Patel with

whom Kurien had developed a friendship requested him to stay on in Anand for
some more time and help him put his co-operative dairy’s equipment together.
Kurien decided to stay back for a few more days, stayed then forever and the
rest that happened is now history.

He initially thought that he was only helping a friend to set up a small

dairy. But slowly he imbibed the spirit behind the dairy and the co-operative
society that his Guru Tribhuvandas Patel has started. From the engineer he
groomed into a General Manager and from an excellent executive he blossomed
into a fighter, a fighter for the cause of poor farmers.

He held various positions in his career starting from Executive Head of

Kaira Union in 1950, Founder Chairman of National Dairy Development Board
from 1965 to 1998, the Gujarat Co-operative Milk Marketing Federation Ltd,
from 1973 to 2006 and the Institute of Rural Management from 1979 to 2006,
his professional life has been dedicated to empowering Indian farmers through
co-operatives. Dr. Kurien has helped to lay the foundation of democratic
enterprises at the grass roots and shown the way to ensure economic justice with
people’s participation. He believes that by placing technology and professional
management in the hands of the farmers, the standard of living of millions of
our poor people can be improved.

The co-operative movement he helped to create has become a model not

only for India but also for other developing countries and international agencies
concerned with dairy development. In the late 60s, Dr. Kurien drew up a project
called Operation Flood, meant to create a flood of milk in India’s villages with

14
funds mobilized from foreign food donations. Producers’ co-operatives were the
central plank of the project that sought to link dairy development with milk
marketing.

Through an investment of Rs. 1700 crores spread across 25 years,

Operation Flood helped to raise India’s milk production in value terms to Rs.
55000 crores per annum an output ratio unmatched by any other development
programme in the world. Operation Flood has emerged as India’s largest rural
employment programme and unleashed the larger dimension of dairy
development institutional, techno-economic, industrial and social.

Even after Operation Flood-III came to a close more than 10 year back, rural
milk producers continue to receive remunerative income for the milk they
supply to the village dairy cooperative. Our consumers are assured that quality
milk is always available at reasonable prices. The village dairy co-operatives
and the federal bodies continue to submerge the artificial distinctions of caste,
religion and politics by continuing with the co-operative way of life.

Secondary dairy co-operatives continue to provide animal husbandry and

healthcare services to the cattle. The co-operatives set up under Operation Flood
continue to provide lessons in democracy to the rural people on which the
greater nation can rest secure. Today, some 14 million farmers in more than 1
lakh villages, federated to nearly 180 milk unions spread across 24 states are
assured of a better future. The infrastructure built by these farmers has returned
a greater share of the consumers’ rupee to them.

His work has received tremendous national and international recognition.

The Govt. of India conferred on him the “Padma Vibhushan”, the highest
honour in the land next only to Bharat Ratna. He is the recipient of the World
Food Price, the Ramon Magsaysay Award for Community Leadership, the
Carnegie – Wateler World Peace Prize and the International Person of the Year

15
from the U.S. apart from innumerable awards and recognition from across the
world. Awards are important points of recognition during one’s lifetime, but his
work has touched the lives of millions of Indians every day, every morning and
evening. Dr. Kurien is the undisputed ‘Dudhwalla’ of India.

According to the National Council of Applied Economic Research

(NCAER), in Operation Flood areas, more than 75 per cent of rural milch
animal households belong to the category of small and marginal farmers
(holding less than 2 hectares of land) and the landless. Also, nearly 70 per cent
of the membership of village dairy cooperatives comprises milk producers from
rural households owning either one or two milch animals.

Dr. Kurien’s innovative mind and leadership has been harnessed not only
in dairy development, but also in other spheres. Following the White
Revolution, the Government brought other primary commodities like edible
oils, fruits and vegetables under his care. The cooperative umbrella was
extended to the growing of trees and even to salt farming.

Launched in 1979, the Oilseeds Grower’s Cooperative Project established

a direct link between the producers and consumers of oil thus reducing the role
of oil traders and oil exchanges. The important objectives of this project were to
stabilize oil prices, provide an incentive to the oilseed grower to raise
production and reduce India’s dependence on oil imports. Dr. Kurien
revolutionized the edible oil business by introducing ‘Dhara’.

At the request of the Govt. of India, in the mid-80s he set up a pilot

project for procurement and marketing of fruits and vegetables in Delhi. The
project aimed to provide a direct link between fruit and vegetable growers in a
number of states and consumers in Delhi.

Dr. Kurien is a man of vision. He began building dairies, and ended up as

an institution builder.The need to attract, train and motivate India’s youth to

16
work for the nation’s farmers, Dr. Kurien established the Institute of Rural
Management (IRMA) at Anand in 1979. IRMA was initially set up to provide
management training and research support to the cooperatives being established
all over the country. Over the years, this has been expanded to cover more
sectors like oilseeds, fruit, vegetables, forestry, etc.

In 1988, Dr. Kurien facilitated the restructuring of National Co-operative

Dairy Federation of India to provide a National level body for the country’s
State Co-operative dairy federations. To provide quality school education to the
children of employees working in the different institutions in Anand in the same
year he also established the Anandalaya Education Society. Today, it is one of
the best schools in the country. In 1994 he helped to set up Vidya Dairy to
provide modern online dairy plant training to senior students graduating in dairy
technology.

Dr. Kurien’s main contribution has been designing of systems and

institutions, which enable people to develop themselves, as he believes
development of man, can best be achieved by putting in his hands, the
instruments of development. He believes that the greatest assets of this country,
are its people and he has dedicated his life to the task of harnessing the power of
the people in a manner which promotes their larger interests.

17
 What is CSR?
Corporate social responsibility (CSR, also called corporate conscience,
corporate citizenship or responsible business) is a form of corporate self-
regulation integrated into a business model. CSR policy functions as a self-
regulatory mechanism whereby a business monitors and ensures its active
compliance with the spirit of the law, ethical standards and national or
international norms.

With some models, a firm's implementation of CSR goes beyond

compliance and statutory requirements, which engages in "actions that appear to
further some social good, beyond the interests of the firm and that which is
required by law". The binary choice between 'complying' with the law and
'going beyond' the law must be qualified with some nuance. In many areas such
as environmental or labour regulations, employers can choose to comply with
the law, to go beyond the law, but they can also choose to not comply with the
law, such as when they deliberately ignore gender equality or the mandate to
hire disabled workers. There must be a recognition that many so-called 'hard'
laws are also 'weak' laws, weak in the sense that they are poorly enforced, with
no or little control or no or few sanctions in case of non-compliance. 'Weak' law
must not be confused with soft law. The aim is to increase long-term profits and
shareholder trust through positive public relations and high ethical standards to
reduce business and legal risk by taking responsibility for corporate actions.
CSR strategies encourage the company to make a positive impact on the
environment and stakeholders including consumers, employees, investors,
communities, and others.

Proponents argue that corporations increase long-term profits by

operating with a CSR perspective, while critics argue that CSR distracts from
businesses' economic role. A 2000 study compared existing econometric studies

18
of the relationship between social and financial performance, concluding that
the contradictory results of previous studies reporting positive, negative, and
neutral financial impact, were due to flawed empirical analysis and claimed
when the study is properly specified, CSR has a neutral impact on financial
outcomes.

Critics questioned the "lofty" and sometimes "unrealistic expectations" in

CSR. Or that CSR is merely window-dressing, or an attempt to pre-empt the
role of governments as a watchdog over powerful multinational corporations.

Political sociologists became interested in CSR in the context of theories

of globalization, neoliberalism and late capitalism. Some sociologists viewed
CSR as a form of capitalist legitimacy and in particular point out that what
began as a social movement against uninhibited corporate power was
transformed by corporations into a 'business model' and a 'risk management'
device, often with questionable results.

CSR is titled to aid an organization's mission as well as serve as a guide

to what the company represents for its consumers. Business ethics is the part of
applied ethics that examines ethical principles and moral or ethical problems
that can arise in a business environment. ISO 26000 is the recognized
international standard for CSR. Public sector organizations (the United Nations
for example) adhere to the triple bottom line (TBL). It is widely accepted that
CSR adheres to similar principles, but with no formal act of legislation.

19
 Definition of CSR
Most definitions describe CSR as a concept whereby companies integrate
social and environmental concerns in their business operations and in their
interaction with their stakeholders on a voluntary basis. (CEC: Green Paper
for Promoting a European Framework for Corporate Social
Responsibility)

The World Business Council for Sustainable Development (WBCSD)

defines CSR as "The continuing commitment by business to behave ethically
and contribute to economic development while improving the quality of life of
the work force and their families as well as of the local community and society
at large”.

Kotler and Lee define CSR as “Corporate social responsibility is a

commitment to improve community well-being through discretionary, business
practices and contribution of corporate resources. Corporate social initiatives
are major activities undertaken by a corporation to support social causes and to
fulfil commitments to corporate social responsibility”

Corporate social initiatives are major activities undertaken by a

corporation to support social causes and to fulfil commitments to corporate
social responsibility. The conclusion would be that there is no unanimity on the
definition of what constitutes Corporate Social Responsibility (CSR). However,
what could be taken into account CSR is generally used to describe business’s
efforts to achieve sustainable outcomes by committing to good business
practices and standards.

20
 CSR Origin and Development in India
The concept of CSR has been imbibed in Indian society from the very
beginning. Gandhi’s philosophy of trusteeship is similar to CSR of the modern
world; companies like TATA and BIRLA have been imbibing the case for
social good in their operations for decades long before CSR become popular
cause. The avid interest in community welfare among the Tata Group dates
back to the 1860s when the company was founded by Jamshedji Tata. This
explains why nearly two-thirds of the equity of Tata Sons, the Tata Group's
promoter company, is held by philanthropic trusts, which have created a host of
national institutions in science and technology, medical research, social studies
and the performing arts.

Dr.Kurien’s Amul-led Operation flood had pioneered inclusive growth

through work with dairy farmers at grass-root level, changing lives, enhancing
income, empowering women and at the same time reaping benefits to the
business.

At Indian Oil, corporate social responsibility (CSR) has been the

cornerstone of success right from inception in the year 1964. The Corporation’s
objectives in this key performance area are enshrined in its Mission statement:
"…to help enrich the quality of life of the community and preserve ecological
balance and heritage through a strong environment conscience."

Before Corporate Social Responsibility found a place in corporate

lexicon, it was already textured into the Birla Group's value systems. As early as
the 1940s, the founderi G.D Birla espoused the trusteeship concept of
management. Simply stated, this entails that the wealth that one generates and
holds is to be held as in a trust for our multiple stakeholders. With regard to
CSR, this means investing part of our profits beyond business, for the larger
good of society.

21
 Over the years CSR has gained importance in India as companies are
realizing the importance of investing in CSR for achieving benefits of creating
shareholder value, increased revenue base, strategic branding, operational
efficiency, better access to capital, human and intellectual capital and lower
business risk. CSR has emerged as an effective tool that synergizes the efforts
of Corporate and the social sector towards sustainable growth and development
of societal objectives at large.

Changing Trends In CSR : From Charity To Responsibility

An insight into the history of CSR reveals that till 1990s it was solely
dominated by the idea of philanthropy. Considering CSR as an act of
philanthropy, businesses often restricted themselves to one time financial grant
and did not commit their resources for such projects. Moreover, businesses
never kept the stakeholder in mind while planning for such initiatives, thereby
reducing the efficacy and efficiency of CSR initiatives. However, over the last
few years, the concept of CSR has been changing.

There has been an apparent transition from giving as an obligation or

charity to giving as a strategy or responsibility.5 Review of the case studies and
work done on CSR by companies in India suggests that the CSR is slowly
moving away from charity and dependence and starting to build on
empowerment and partnership.

Making A Difference – CSR Initiatives In Indian Firms:

Today, the corporate world has just started seeing the opportunity to help
solve the problems CSR addresses. Private Sector has come out in favour of

22
social responsibility and demonstrated their support for the Government’s
commitment to provide greater economic opportunities to the disadvantaged.

Policy Initiatives

Realizing the role that can be played by corporate sector in addressing some of
the glaring problems of a developing nation like India, ministry of corporate
affairs (MCA) is expecting a fund flow of more than Rs 10,000 crore a year
from private companies for social welfare initiatives as part of their CSR after
Parliament clears the Companies Bill. Once the legislation is ratified by
Parliament, India would become the first country to mandate CSR through a
statutory provision. According to the proposal, it will be mandatory for private
firms to earmark 2% of their average net profit for CSR initiatives. The
government wants corporate houses to spend the sum in social sectors such as
education and health rather than involving themselves in individual
philanthropy6. MCA’s draft voluntary guidelines on CSR are along global
principles such as ethics and transparency, well-being of employees, human
rights, health and safety, use of environment-friendly raw materials, following
regulatory frameworks and larger engagement of stakeholders.

Amul Research and Development Association:

As a part of milk production enhancement programme and improve cattle

breeds of farmer producers Amul initiated various development programmes.
Amul Research and Development Association is a step towards it.

While the breeding programme was initiated as back as in 1952 with two
Surti bulls from the Kanjari village of Kaira district, visionaries like Dr Kurien,
Father of White Revolution in India, realized that without a scientific and

23
professional approach in management of breeding and animal health care
development cannot take place. As a result of this, a new centre was established
in 1964 and registered the same under Societies Act of 1860 as Amul Research
& Development Association (ARDA).

Today ARDA is a centre of excellence in the field of research and development

of cattle breeding and animal health care and its activities conform to the
Quality Management System of International Standards.

Further it has also been recognized as a Scientific & Industrial Research

Organization by the Department of Scientific & Industrial Research, Ministry of
Science & Technology, and Government of India.

ARDA carries out various activities for sustainable dairy husbandry.

Some of the programmes are: Semen Production, Preservation and dispatch for
Artificial Insemination, Progeny Testing, Fertility Improvement, Dairy Heard
Improvement, Mass Vaccination and Deworming, Mapping of soil for
Deficiency of Minerals, Animal Nutrition, Development of Village Resource
Persons (Inseminators) for Artificial Insemination and First Aid, Extension
Education for farmers on Good Management Practices in Dairy Husbandry etc.
and the services are provided even at the door step of farmers.

ARDA has today an enthusiastic team of field veterinarians, Para

veterinarians and more than 1000 trained Livestock Development Agents to
serve the farmers. It serves the farmers through a network of 1054 Liquid and
Frozen Semen Centres.

Its continuous effort has brought milk procurement from a few cans to on an
average procurement of 1.5 million litres per day and in winter peak almost 2
million litres. ARDA has significantly helped in managing the livestock of
farmers thereby their income, livelihood and quality of life.

24
 In order to further strengthen its activities, ARDA is in constant touch
with national and international agencies, academicians and researchers and even
provide platform for graduates and postgraduate students to do their research
work to fulfil their academic purpose.

Animal Health Care:

Animal Husbandry activity is one of the programmes envisaged by Amul

for enhancement of milk production and to take care of farmers that they do not
incur economic loss by want of health care service to their cattle holdings. In
the beginning itself it was felt that cattle’s health is wealth of farmer as well as
of the dairy as it brings growth to farmers and the organization.

The first Mobile Veterinary Dispensary was flagged off by Late Dr Rajendra
Prasad, then the President of India way back in 1950. Since then Amul has
come a long way in the management of animal husbandry introducing the best
management practices and the services are provided 24 hours today.
Experiencing the best medical service to their cattle, a women in a village of
Anand made a remark that it is better to take birth here as buffalo rather than
human as they are looked after better than them – human.

25
 In order to provide 24 hrs services, Amul has today twelve veterinary-
sub-centres with the Head Office at Anand and supported by more than 75
veterinary mobile vans with the best communication system. This programme is
well taken care by a dedicated team of 125 veterinarians.

Amul has further established mobile and static animal disease diagnostic
laboratories at Balasinor equipped with sophisticated equipment’s and
professionals to assist the veterinary services for specific treatment of the ailing
animals. The objective of these facilities is to maximize milk production by
ensuring sustainable sound reproductive and overall health of milch animals of
our milk producers by accurate diagnosis of different diseases of livestock
through doorstep and static diagnostic facilities.

Some of the activities covered under this programme are: Minimize digestive,
metabolic, and infectious diseases; Reduce calf mortality; Immunization
programme to avert outbreak of diseases; Educate the member producers’ about
animal welfare, hygiene, nutrition, management aspects and clean milk
production; Distribution of Saaf Kit pray and Mas-strip to milk producers to
make use of teat spray post milking as daily practice; Sexual health control; Dry
cow therapy; Introduction of milking machine; Impart training for First Aid and
Artificial Insemination; Emergency visit; Animal nutrition and awareness
programme etc.

The dedicated service of Amul to the livestock of farmers have made its
milk procurement area almost free from diseases thereby helped greatly in
augmenting milk production and better return to farmers reducing their
dependency on the seasonal crops for the livelihood. The effort put by Amul to
take care of the cattle stock has helped farmer producers to look after their cows
and buffaloes as a part of family members.

26
Animal Nutrition:

In the beginning, to take care of the nutritional requirement of cows and

buffaloes owned by the milk producers Amul procured and distributed cotton
seeds. The Cattle Feed Plant of Amul was set up with the assistance of
OXFARM under the Freedom from Hunger campaign of Food and Agriculture
Organization to produce 50MT of balanced cattle feed. This plant was
inaugurated by late Shri Lal Bahadur Shastri, then the Prime Minister of India
and dedicated to the farmers on 31st October 1964.

The plant has since then grown in size to become Asia’s largest cattle
feed plant producing more 1100MT of feed daily. Amul has plan to further
expand its capacity in the coming years. Supply of regular balanced cattle feed
has significantly helped farmers to over come economic losses due to health
problems, reduced reproductive efficiency, infertility etc. The plant today
manufactures following products: Amuldan (Bypass Protein Feed), Calf Starter,
Milk Replaced, Mineral Mixer, Medicated Feed, Urea Mineral Molasses Block.

In order that the feeds supplied to the farmers are cost effective raw
materials are procured during seasons from all over India. The following
material form part of various feed manufactured by the plant: Cotton seed
extraction, Groundnut extraction, Sunflower extraction, Rapeseed extraction,
Maize gluten, Maize oil cake, Goar bhardo, Cotton seed oil cake, Mango seed

27
extraction, Palm kernel extraction, De-oiled rice bran, Rice polish fire, Rice,
Jowar, Salt Dicolciom phosphate (D.C.P.), Vitamin AD3, Calcite powder Trace
mineral, Molasses etc.

In addition to above programme Amul procure and distribute quality fodder

seeds like, Lucerne, Jowar, Maize etc to fulfill the requirement of roughages of
the ruminants. For better utilization of fodder, Amul supplies chaff cutters
(Suda) to farmers.As feed constitute 70 per cent of the cost of milk, reducing the
cost of feed while ensuring its nutritive value contributes significantly in
improving income of milk producers. Animal nutrition programme Amul has
helped a long way the dairy farmers sustaining their dairy farming.

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 Quality Management System Initiatives
The initiation of Total Quality Management (TQM) way back in 1994
was to work with the well-known quality management initiatives which have
proven to be effective elsewhere to create a culture of transparency, openness
and leadership in the organization. Realizing that with emerging competition,
doing business would become more exciting yet extremely competitive which
would require at time not only a whole set of new skills and competencies but
quick adaptability to change without much stress or turbulence. As a very
unique measure Amul extended all the TQM initiatives to its business partners
whether it was the farmer producer in the village or a wholesale distributor in a
metro town or it’s most sophisticated production unit.

From the strength of Total Quality Management initiative Amul went on

to implement Quality Management System of International Standard. Amul has
been the first dairy in India to get accredited with certification of ISO
2200:2005 & ISO 9001 for its operations and plants. Further Amul has set an
example that village Dairy Co-operative Societies could also achieve this
milestone as these societies are accredited with ISO 9001:2000 – a remarkable
achievement in the history of India.

Amul Plants are certified by Agricultural and Processed Food Exports

Development Authority (APEDA) for export of dairy products to international
markets. Gujarat Co-operative Milk Marketing Federation (GCMMF) which
markets and exports dairy products under the brand of “Amul” has bagged
award 11th time for excellent performance in exports of dairy products from
APEDA - 2008-09, IMC Ramkrishna Bajaj National Quality Award – 2003,
"Best Best of All" Rajiv Gandhi National Quality Award - 1999, The
International Dairy Federation Marketing Award (2007) for Amul pro-biotic
ice-cream launch.

29
 The plants are also periodically audited for Hygiene and Quality
Management Systems by various agencies like Export Inspection Agency
(EIA), Armed Forces, various Indian Statutory Bodies, International statutory
Bodies and Quality Management Agencies.

Amul Dairy has been recipient of countless awards for its outstanding
efforts in processing and providing quality products to consumers thereby
enhanced income in to the hands of dairy farmers. Some of these awards are the
Best Productivity Performance Awards for three consecutive years from 1985
and Sustained productivity Performance Award in 1988-89 from National
Productivity Council, Government of India, Indian Merchants’ Chamber Award
- for Outstanding Performance in the field of R&D of Food Processing
Industries Based on Agricultural Products -1988, again Best Productivity
Performance Awards 1994-99 from National productivity Council, G. D. Birla
International Award - Outstanding Contribution to Rural Upliftment , Sahkari
Vikas Ratna Award – awarded on the occasion of Indian Co-operative
Centenary Celebration for the outstanding contributions in the field of Dairy
Co-operative movement in Asia – 2005, National Energy Conservation Award –
2009 from Ministry of Power, Government of India.

Food Safety Policy:

We at AMUL, are committed to produce safe and wholesome food to

continually remain as the market leader by providing food products delighting
customer expectations and bestow safety. We strive to achieve this by,
improving raw milk quality, applying innovative technology for manufacturing
food products, employing quality and food safety management practices to,
manufacture food products in a eco-friendly environment, Meeting applicable
statutory and regulatory requirements, Effectively communicate and constantly

30
improve professional skills of employees emphasizing continuous improvement
of quality and food safety issues.

Amul has implemented the Quality Management System of international

standard to offer ‘invaluable’ products to national and international customers.
Its plants are certified for ISO 22000:2005 for excellence in food safety
management system.

ISO Accreditation of Primary Dairy Co-operative Societies:

Amul’s primary village cooperative societies are the first ‘grass root
level’ organizations in the rural sector to achieve ISO 9001 : 2000 certification
in India, perhaps in the world. This has been possible because of Amul’s
continued commitment to offer consumers excellent products from the house of
Amul.

The focus on health and hygiene, housekeeping, village chilling units,

management of village co-operative societies, rapid transportation of raw milk
to dairy plant, accelerated milk handling at the dairy reception dock has retained
the freshness of milk being received at dairy plant. To sustain and rebuild on
this effort, training programmes are organised for all the stakeholder groups
involved in the ‘milk procurement chain’, namely, milk producers, village

31
society personnel and dairy plant personnel. Laboratories are equipped with
state of the art equipment’s and well-trained professionals.

Hygienic & Clean Milk Production Drive:

The primary village dairy co-operative societies operate every morning

and evening for the village farmers. Milk delivered by a producer is measured
and a sample is drawn for a quality-testing. Each centre is equipped with an
electronic milko-tester for testing quality of milk, automatic weighing machine
for weighing of milk with data processing facilities. The entire operation is
electronically captured with member-id. Various training programmes,
especially on quality management system, good management practises in
animal husbandry are imparted on continuous basis to member producers, dairy
co-operative personnel and personnel at dairy plants.

Bulk Milk Chillers:

As a part of Amul’s quality movement Bulk Milk Chillers are introduced

at primary village co-operative society level. This system has drastically
improved the microbiological quality of milk, therefore better return to farmers
and good quality of products to consumers. Special trainings are imparted to
dairy co-operative personnel for better management of Bulk Milk Chillers.

Road Milk Tankers:

The chilled milk of the co-operative societies are transported to Amul

Dairy Plant through road milk tankers once in a day. These milk tankers are
insulated to safeguard the quality of milk. A tanker carries three to four

32
societies’ milk together which helps in achieving economy in transportation of
milk. These tankers are thoroughly cleaned at every unloading of milk at Dairy
Plant and certified for its hygiene for transportation of milk by QC personnel.
This system has almost wiped out any possibility of spoilage to milk. Chilling
milk at grass root level and transportation of the same in road milk tankers have
reduced microbial load in raw milk which in turn has reduced processing costs
in terms of energy, thereby better return to farmer producers.

Geo-remote sensing based vehicle tracking system has been put in use for
efficient handling of Road Milk Tankers carrying milk to Dairy Plant. Amul
Research and Development Association is a centre of excellence in the field of
research and development of cattle breeding and animal health care. This Centre
is recognized as a Scientific & Industrial Research Organization by the
Department of Scientific & Industrial Research, Ministry of Science &
Technology, and Government of India. It provides quality semen for artificial
insemination program; impart training to inseminators, prevention and control
of diseases.

Animal Disease Diagnostic Laboratory:

The mobile and immobile laboratories have contributed to clean milk

production drive in routine and emergencies especially in cases of plant or
chemical poisoning and diseases claiming sudden death of animals; prompt and
accurate diagnosis of the disease to keep the livestock in sound health, taking
adequate preventive measures to avert major outbreak of diseases by diagnosing
the disease at an early stage; planning for appropriate feeding strategy with the
help of complete analysis of metabolic profile of the animal; improving
infertility by timely remedial measures; timely detection of sub clinical cases of

33
mastitis and control the incidences; assessing efficacy of vaccination could be
determined by detection vaccination titters.

Animal Nutrition:

Amul’s focus on balanced cattle feed supplies to its dairy farmers has
helped in better productivity and cattle’s free from problems associated with
malnutrition. This has been possible due to its state-of-art cattle feed plant
which produces more than 1100 Tons of cattle feed daily. It has future plan to
expand its present manufacturing capacity. Amul also helps in development of
green fodder.

34
Introduction of New Analytical Methods:

The BactoScan method - The BactoScan FC is designed for fully-

automatic, rapid and reliable determination of the hygienic quality of raw milk.
This is done by counting the total number of Individual BactoScan Counts
(IBC) in a milk sample (flowcytometry). The results are used for screening
hygiene status at the farm level. This is also used to monitor incoming raw milk
to avoid contamination. In order to avoid interference from other particles, such
as fat globules, protein micelles and somatic cells, the sample is subjected to
chemical treatment in order to destroy these particles and also to break up the
clusters of bacteria. Introduction of BactoScan has shown drastic improvement
in hygienic milk quality. This has improved further the returns to the hands of
dairy farmers.

Quality of life:

Assured market for their milk and daily income round the year from milk
has improved the quality of life of farmers. The role of village dairy co-
operative societies in the overall development of the villages have brought
better social infrastructures in the villages such as roads, communication
system, schools, health centres, water facilities, banks etc.

Training and Development:

Training and Development programme of Amul is an ongoing

programme since its inception as it believes the development of the institution
lies in the development of the people – producer members. It organizes various
training programmes based on the need and a few of these are as follows:

35
VMS Workshops:

This programme aims at to create a document on Vision, Mission and

Strategy for Village Dairy Co-operative Societies. This process has helped to
involve and develop dairy farmers for their future planning and review of the
growth thereby improve their income and quality of life.

Milk Day Celebration:

This programme aims at bringing together all members, including

Chairman, Management Committee Members and respective producer members
of Dairy Co-operative Societies to identify and solve their problems. This
programme is attended by the respective Board of Director and Chairman from
the District Union, Internal Consultant of Co-operative Department of District
Union.

Amul Darshan:

This programme aims at exposing producer members to various facets of

dairy operations to keep them informed and aware of the development and
adopt to good management practices in production of milk. The exposure visits

36
include visit to Cattle Feed Plant, Dairy Plant, Chocolate Plant, Dairy
Demonstration Farm and presentation by the Co-operative Development Group.

Management Development Programme:

This programme aims at capacity building of Secretaries of Dairy Co-

operative Societies in better management and maintenance of ISO standards.
For the Management Committee Members, it imparts training on management
strategies, co-operative laws and their roles and responsibilities.

Zonal Meeting:

This programme aims at review of internal audit on Quality Management

System and Cleanliness of Dairy Co-operative Societies for continuous
improvement. This helps in knowing achievements and identifying grey areas
for improvement.

37
Village Group Discussion:

It aims at encouraging discussion among dairy farmers on scientific

animal husbandry practices and its application. The discussions are facilitated
by the Internal Consultant of District Union.

Awareness and Refreshers Training:

It aims at training of Dairy Co-operative Society personnel on Quality

Management System in order that the ISO is effectively followed.

Dairymen Training:

This programme aims at building managerial skills of progressive farmers

who have more than five milch animals to bring more success in their dairy
husbandry.

38
Development Review:

This programme aims at District Union’s review of the comparative

progress of five year programme of Dairy Co-operative Societies and suggests
remedial measures.

Self-Managing Leadership Programme:

Amul undertakes Self Managing Leadership Programme for women

resource persons through Brahmakumari Iswariya Vishwa Vidyalaya at Mt.
Abu to bring a value based approach in development process.

Amul Patrika:

It is an in-house Newsletter distributed monthly to producer members to

strengthen their knowledge on scientific animal husbandry practices, quality of
milk and sharing success stories.

39
Importance of CSR:

These days, being a responsible participant in the larger society is not

optional for your company. To position your brand as a forward-thinking
corporate citizen, you must take authentic steps to provide solutions to common
human problems in the world around you. Valuing corporate social
responsibility, or CRS, will not only benefit your larger community, but it will
also provide you with specific organizational benefits. Here are our top five
reasons why corporate social responsibility should matter to your company, in
addition to common good it brings society.

A. More Media Coverage:

Companies that focus on doing good in their communities will attract the
attention of local media. These positive stories will provide you with highly
trustworthy free publicity because they will come from journalistic sources
rather than from advertising copy. Furthermore, all the people who are
beneficiaries of your assistance will sing your company’s praises on their social
media networks.

B. Greater Customer Retention:

According to Business2Community, “Nine out of ten consumers would

refrain from doing business with a corporation if there existed no corporate
social responsibility plan.” Customers are seeking dual benefits when they do
business with you: They want to enjoy good services and products, but they also
want to feel that they are contributing to efforts to make the world a better
place.

40
 C. Brand Differentiation:

Corporate social responsibility provides an opportunity to stand apart

from your competitors. In this era of social media, you are not entirely in charge
of your own brand image. Participating in programs to benefit your community
is crucial to fostering a brand image that is trustworthy, durable and honest.
This corporate identity will be integral to people’s subjective shared
impressions of who you are.

D. Lower Costs:

Lowering costs while being socially responsible can happen in a number

of ways. As an example, the Environmental Defence Fund has honoured IKEA,
Nike and Walmart for their cost-cutting, sustainable shipping practices. These
three companies have shown a way forward, changing shipping practices to
reduce the company’s carbon footprint while drastically lowering costs at the
same time.

E. Happier Employees:

Employees work harder and stay with a company longer when they
believe in what the company is doing. Focusing on corporate social
responsibility can be a great way to show your team what your company values.
You foster the well-being of your workers when you make clear that each of
them is contributing to the betterment of their community while also earning a
pay check.

41
 Why CSR?
Corporate social responsibility (CSR) is all the rage among brands today.
"Giving back" and "doing good" have become the mantras of many companies
hoping to appeal to the modern generation of consumers, who are increasingly
concerned about global and social issues. But the motivation behind many
companies' CSR efforts actually provides the very reason that they shouldn't
take on socially responsible initiatives.

Take an Honest Look At Your Company:

If you're trying too hard to appear 'authentic,' you won't succeed.

Companies need to examine themselves and discover whether they truly care
about doing good, or just about looking good. If you and your team are only
motivated by boosting your brand reputation, then just focus on that. Don't try
to be something you aren't.

Localize Your Give-Back:

Saving the world is a noble ambition, but logistically, it's difficult to truly
gauge your impact when you just write a check to a charity. At the Cellular
Connection, McCarty encourages his team to engage in local grassroots
volunteer activities, so all employees have the chance to get involved.

Designate A CSR Leader:

Whether it's you or another person at your company, make someone the
designated point person for your CSR initiatives. This individual needs to be the

42
one who motivates the team and focuses on building social responsibility into
the company culture. Otherwise, your company's efforts can get lost in the
shuffle and begin to feel like a chore or just another to-do list item.

Challenges of CSR:

Although CSR has gained emphasis in India, there are several issues
challenging its effectiveness and reach. A lack of proper understanding of the
concept of CSR, non-availability of authentic data and specific information on
the kinds of CSR activities, coverage, policy etc. are some of the various
challenges facing CSR initiatives. Absence of training and undeveloped staff is
additional problems for reduced CSR initiatives. A survey conducted by Times
Group survey elicited responses from participating organisations about various
challenges facing CSR initiatives in different parts of the country revealed.

Lack of community participation in CSR activities: There is a lack of interest

of the local community in participating and contributing to CSR activities of
companies. This is largely attributable to the fact that there exists little or no
knowledge about CSR within the local communities as no serious efforts have
been made to spread awareness about CSR and instil confidence in the local
communities about such initiatives. The situation is further aggravated by a lack
of communication between the company and the community at the grassroots.

Need to build local capacities: There is a need for capacity building of the
local nongovernmental organizations as there is serious dearth of trained and
efficient organizations that can effectively contribute to the ongoing CSR
activities initiated by companies. This seriously compromises scaling up of CSR
initiatives and subsequently limits the scope of such activities.

43
 Issues of transparency: Lack of transparency is one of the key issues brought
forth by the survey. There is an expression by the companies that there exists
lack of transparency on the part of the local implementing agencies as they do
not make adequate efforts to disclose information on their programmes, audit
issues, impact assessment and utilization of funds. This reported lack of
transparency negatively impacts the process of trust building between
companies and local communities, which is key to the success of any CSR
initiative at the local level.

Non-availability of well-organized non-governmental organizations: It is

also reported that there is non-availability of well-organized nongovernmental
organisations in remote and rural areas that can assess and identify real needs of
the community and work along with companies to ensure successful
implementation of CSR activities. This also builds the case for investing in local
communities by way of building their capacities to undertake development
projects at local levels.

Visibility factor: The role of media in highlighting good cases of successful

CSR initiatives is welcomed as it spreads good stories and sensitizes the local
population about various ongoing CSR initiatives of companies. This apparent
influence of gaining visibility and branding exercise often leads many non-
governmental organizations to involve themselves in event-based programmes;
in the process, they often miss out on meaningful grassroots interventions.

44
 Elements of Corporate Social Responsibilities

A. CSR Strategy:

The CSR Strategy should be the starting point of the organizational CSR
practice. This strategy needs to be defined as clear as possible with a future goal
in mind.

 Internal Aspects:

You will need to build solid support for the strategy before you go about
defining what you want to achieve with this strategy. It is key to this strategy to
get the support and participation from as many high-profile executives in the
organization and to identify and engage these people that are passionate about
CSR within the business. Once you have this support in place it will be easier
for you to define the CSR Strategy for your business.

 External Aspects:

The CSR Strategy will act as the positioning document for the responsible
business practice of your company. Your stakeholders and the public will
expect a visionary document that shows ambition and goals.

B. CSR Management System:

After defining the strategy your next task will be to set up the CSR
Management system. The management system of CSR within your business
will outline what you actually need to do to make your strategy happen and to
produce results.

45
  Internal Aspects:

This is where you need to engage even more individuals in your business.
Try to gather information on how the CSR Strategy has been received and then
build on that to engage the most positive people. Once you have gathered a
good team that supports your cause you can pool their knowledge and build a
sound management plan on how to deliver the different elements of the strategy.
The CSR management system is the customized tool to successful CSR. You
can go around and look at the management systems of other companies but this
management system really needs to be so customized to your organizational
context that you nearly need to build it from scratch.

 External Aspects:

This will be the CSR tool you will be asked about a lot once you have it set
up. The CSR management system is your vehicle to get more external
recognition of your activities. Never give away to much information but be
helpful when other organizations what to have some tips. You never know how
they are doing managing their CSR aspects; you might learn something for your
management system.

C. CSR Reporting:

The next step after the successful set up of the management system is the
reporting of the first results of your companies CSR activities. This is called
CSR reporting. Companies usually report on an annual basis. This CSR
reporting is really the first test whether you and your team have created
something interesting and worth reporting for your stakeholders.

46
  Internal Aspects:

Internally this CSR reporting is really a tough task. It will test your CSR
management and coordination skills. The goal is to produce a meaning full
publication that will be of interest to your stakeholders. The challenge you will
face inside of the company is that it will be very hard to get all the numbers and
the signed of text in time to be still up to date and relevant. Remember this
qualitative and quantitative data has not been gathered before so make sure
everyone understands what he or she are supposed to report.

 External Aspects:

CSR Reporting is a very important tool once you start out with CSR as an
organization. Externally this CSR Report together with the CSR management
system will be your CSR face of the organization. So, the more professional you
can make it the better.

D. Stakeholders Engagement & Communication:

Stakeholder Engagement and Communication is the area, which keeps all of

these areas together and connected. Without engaging your stakeholder on a
continuous basis there is no real long-term value in building a CSR Strategy, a
report or communicating what you as an organization have been doing. So, what
do you need to take into account to practice successful stakeholder engagement?

 Internal Aspects:

Key to Stakeholder Engagement is to be as transparent within your

company about what you and your team do as the CSR team. This will be the
first question colleagues will ask you: “But what do you actually do?” Effective

47
stakeholder engagement starts in our own backyard first. Once you have that
running you can turn to the external perspective of stakeholder engagement.

 External Aspects:

Once you have the internal stakeholder engagement and communication

running smoothly you can turn your focus to the external aspects. Here you
should look to include interest groups such as NGO’s, the local community
around your sites and other stakeholder groups that you have identified as being
important to your organization.

External Stakeholder Engagement is very likely the hardest area of all of

them outlined here. Why? Because you will take on the whole world and each
and every one can be your stakeholder depending what size of company you are
working for. Research in stakeholder engagement is really still in its beginning
and the future will see a lot of innovation is this external stakeholder
engagement area. These innovations can be modern communication tools or
effective ways to identify the particular stakeholder opinion. Exciting times
ahead.

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 How Corporations Benefits From CSR

A. Improves Public Image:

Companies that demonstrate their commitment to various causes are

perceived as more philanthropic than companies whose corporate social
responsibility endeavours are non-existent. A corporation’s public image is at
the mercy of its social responsibility programs and how aware consumers are of
these programs. Remember, consumers feel good shopping at institutions that
help the community. Clean up your public image (and broadcast it to the
world!). Corporations can improve their public image by supporting non-profits
through monetary donations, volunteerism, in-kind donations of products and
services, and strong partnerships. By publicizing their efforts and letting the
general public know about their philanthropy, companies increase their chances
of becoming favourable in the eyes of consumers.

B. Increases Media Coverage:

It doesn’t matter how much your company is doing to save the

environment if nobody knows about it. Make sure you’re forming relationships
with local media outlets so they’ll be more likely to cover the stories you offer
them. How much good a company can do in its local communities, or even
beyond that, is corporate social responsibility? And the better the benefits, the
better the media coverage. On the other hand, if a corporation participates in
production or activities that bring upon negative community impacts, the media
will also pick this up. Unfortunately, bad news spreads quicker than good news.
Media visibility is only so useful in that it sheds a positive light on your
organization.

49
 C. Boosts Employee Engagement:

Employees like working for a company that has a good public image and
is constantly in the media for positive reasons. Happy employees almost always
equal better output. Nearly 60% of employees who are proud of their
company’s social responsibility are engaged at their jobs. When companies
show that they are dedicated to improving their communities through corporate
giving programs (like matching gifts and volunteer grants!), they are more
likely to attract and retain valuable, hardworking, and engaged employees. If a
corporation is philanthropically minded, job-hunting individuals are more likely
to apply and interview for available positions. Once hired, employees who are
engaged will stay with a company longer, be more productive on a daily basis,
and will be more creative than disengaged workers.

D. Attracts & Retains Investors:

Investors who are pouring money into companies want to know that their
funds are being used properly. Not only does this mean that corporations must
have sound business plans and budgets, but it also means that they should have
a strong sense of corporate social responsibility. When companies donate
money to non-profit organizations and encourage their employees to volunteer
their time, they demonstrate to investors that they don’t just care about profits.
Instead, they show that they have an interest in the local and global community.
Investors are more likely to be attracted to and continue to support companies
that demonstrate a commitment not only to employees and customers, but also
to causes and organizations that impact the lives of others.

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How Non-profits Benefits From CSR

A. Funding Via Matching Gift Programs:

Corporations that offer matching gift programs essentially double the

donations that their employees are giving to eligible non-profits. What more
could an organization want? Truthfully, matching gifts are a bit more
complicated than that. Each company has a different set of guidelines,
deadlines, and requirements that must be met before they’ll match an
employee’s contribution to a non-profit. However, the opportunity to receive
twice as many donations still hangs in the air for organizations looking to
benefit from corporate social responsibility programs.

B. More Volunteer Participation:

Corporations that offer volunteer grants are outsourcing helping hands to

eligible non-profit organizations. A corporation with this kind of program might
offer (for example) $250 to a non-profit once an employee has volunteered at
least 10 hours with the organization. There are also pay-per-hour grants that
many corporations offer that pay a certain amount per hour volunteered. This
kind of socially responsible program is a win-win for every party involved.
Employees of corporations are seen volunteering and donating their time to
important causes in the community, and non-profits are receiving free time and
volunteer work, which are essential for the success of so many non-profits.

C. Forging Corporate Partnerships:

Yet another positive impact corporate social responsibility has on non-

profit organizations is the possibility of corporate partnerships. These

51
partnerships are vital to the work a corporation can do in the local community
and important to a non-profit that may not have the resources for major
marketing campaigns. For a non-profit organization, a partnership with a local
or national corporation puts its name on tons of marketing materials that
otherwise could not have been afforded on tight budgets. A key benefit is that
the partnership brings additional awareness to the non-profit’s cause.

D. Varied Sources of Revenue:

Non-profits cannot solely rely on individual donations for support.

Granted, individuals make up roughly three-fourths of an organization’s total
monetary contributions, but this doesn’t mean that non-profits should discount
corporations and businesses as viable sources of revenue. In fact, companies
with strong corporate social responsibility programs are looking for non-profits
to be the recipient of grants, matching gift programs, and volunteer grant
programs. CSR initiatives can help non-profits make up that left over 25% after
they’ve looked to individual donors.

52
 How Employees Benefits From CSR

A. Positive Workplace Environment:

When corporations exhibit philanthropic behaviour, they are more likely

to provide employees with a positive workplace. Consequently, employees feel
engaged and productive when they walk into work each day. Instilling a strong
culture of corporate social responsibility within every employee from the top
down will help to create a positive and productive environment where
employees can thrive. Corporations that care about the lives of people outside
the walls of their businesses are more likely to create a positive environment.

B. Increase In Creativity:

Employees who know that their employer is committed to bettering the

local and global communities feel a stronger connection to the company.
Because of this close relationship that employees share with their company,
workers feel more inclined to be productive and creative. Employers have
identified creativity as one of the most important leadership qualities that an
employee can possess. Creative employees enjoy working for companies that
they can believe in and stand behind. By incorporating comprehensive
philanthropic programs, companies can help employees become more
productive and creative.

C. Encourages Professional & Personal Growth:

When companies have a culture of corporate social responsibility, they can

easily promote volunteerism to their employees and encourage them to donate
to non-profits. When employees contribute their time and money to worthy

53
causes, they develop professionally and personally. By helping those in need
and volunteering as teams, employees learn to work better together on important
projects. Employees also experience a sense of pride when they know that they
work for a company that cares about the community and encourages them to be
passionate about worthy causes.

D. Promotes Individual Philanthropy:

When employees notice that the company they work for is involved in
charitable endeavours, they play follow the leader and begin to engage in their
own philanthropic activities. If a company encourages group volunteerism and
matches donations to non-profits with a matching gift program, an employee is
more likely to take advantage of those programs and become more individually
philanthropically minded. Without the strong sense of CSR that a company
should adopt, employees are less likely to branch out themselves and serve the
community with monetary donations and volunteer efforts.

54
 CSR Initiatives by Amul

A. Tribhuvandas Foundation:

Tribhuvandas Foundation is an Integrated Rural Health & Development

Programme of Amul. Inspired by the great success of round the clock health
care services to the livestock of dairy farmers of Kaira, Shri Tribhuvandas Patel,
the Founder Chairman of Amul felt the need of such a service to the rural
populace too as he could learn and experience the afflictions brought to them by
absence of medical services in rural villages of Kaira. He donated the prize
money of his Ramon Magsaysay Award and the fund he received from kaira
farmers on his retirement, for his life time service to them, to set up this
Foundation. Dr V. Kurien also played an active role in this set up. It was
registered as a Charitable Trust under the Public Trust Act 1950, on July 1975.

The Foundation derives its uniqueness from the fact that it is a need-
based programme for villagers and is run by the villagers themselves. It fulfils
the basic health care needs of the villages. Apart from providing primary

55
treatment for various common ailments, the Foundation is also actively
involved in promoting preventive health practices. It is headquartered at Anand
with sub-centers spread over the district Anand and Kheda. The Foundation has
a dedicated Team of Medical Officers, Nurses, Administrative staff, Dais
(Traditional Birth Attendants) and Village Health Workers to provide the
following services.

Treatment of common ailments; Immunization through vaccination –

BCG, Triple Vaccine, Polio, Measles, Tetanus, Anti rabies at subsidised rate;
Treatment of tuberculosis and anaemia ; Antenatal,postnatal care, neonatal and
infant care ; Nutritional rehabilitation centers for undernourished children and
vulnerable mothers; Identification of suspected cases of cancer and referrals ;
Education and counseling on reversible and permanent methods of family
planning, health education sessions and referral of critical cases to secondary
and tertiary care centers; Building partnership with government for family
planning programmes in rural areas; Distribution of contraceptive tablets and
condoms through regular camps; Laparoscopic TL and minilap operations,
insertion of Copper-T (IUD), and Tubectomy; Cancer awareness programme,
detection camp and treatment at Shri Krishna Hospital, Karamsad; Balwadis
(Day Care Centres) for pre-school play and learning activities for children of
three to five years.

It also provides continuous training and retraining to Village Health

Workers who are chosen from villages with the help of the Dairy Co-operative
Societies. This enables the Village Health Workers to carry out health education
and primary health care from door-to-door, in groups and at the Dairy Co-
operative Societies Centres with confidence. The training focuses on primary
health care, waterborne disease, know your body, pregnancy and the delivery
period, new born care and care of the weak child, growth monitoring, breast

56
feeding, common disease of childhood, malaria, tuberculosis. Training is also
imparted on other topics as the need arises.

The Foundation has pioneered in large scale implementation of the

concept of ‘Safe Delivery Kit’ in India ensuring a hygienic and safe delivery of
pregnant mother. The Foundation in partnership with Government of Gujarat,
has made ‘Safe Delivery Kits’ accessible to inhabitants of remote rural interiors
who had been unable to access such services from state or private agencies. The
Safe Delivery Kit is supplied to various health centres of the government of
Gujarat The success of the initiative has been manifested by drastic fall in
neonatal tetanus, and maternal, neonatal, and infant mortality.

The Foundation has achieved a drastic reduction in percentage of Low

Birth Weight in Anand and Kheda districts – birth of babies with below 2.5 kg
just 11% at the end of year 2008-09 while it is 25-30% and even up to 40% in
parts of India and Gujarat. The Foundation is recipient of First Prize for the Best
Effort in Family Welfare in the Voluntary Sector from the Ministry of Health &
Family Welfare, Government of India in 1993. The achievement in creating a
popular demand for ‘Balwadi’ across the rural community led to the initiation
and operation of government-run ‘anganwadis’. The Foundation has created a
strong platform for organized training of rural women on appliqué/handicrafts
and sale of their works to generate additional income.

In association with Sankara Eye Hospital, the Foundation has helped in

performing 2000 surgeries free of cost for the vision impaired patients. The
efforts on to organise camps for detection and improvement of vision of the
rural people. The Foundation has been identified by Government of Gujarat
providing training inputs to members of Village Health and Sanitation
Committees of Village Panchayats of all the villages of Umreth, Anklav and

57
Anand talukas of Anand District and Balasinor and Virpur talukas of Kheda
District for a period of one year from 2009-2010.

Tribhuvandas Foundation has become one of Asia’s largest community

healthcare service providers covering more than 700 villages. The Foundation
still strives to extend its services to as much villages as possible.

B. Swarnjayanti Gram Swarozgar Yojana (SGSY):

Amul in its continued endeavor to improve the socio-economic

conditions of rural people extended its expertise in implementation of the
Swarnjayanti Gram Swarozgar Yojana (SGSY) of The Government of India
(Ministry of Rural Development) on their Special Project on “Improving Socio-
economic Conditions of BPL Families of Kheda District through Animal
Husbandry and Dairying” DAIRYING AS A TOOL FOR POVERTY
ALLEVIATION.

The Swarnjayanti Gram Swarozagar Yojana is a holistic self-employment

programme for the rural poor of India. The basic objective of the programme is
to bring below poverty line families above poverty line by providing them in
generating assets to become self-employed. The purchase of assets is facilitated
through a mix of government subsidy and bank credit.

It is a holistic self-employment programme as it supports all facets of

self-employment like organizing them into Self Help Groups, helping them in
selection of key activities, building their capacities, providing them appropriate
training and exposure, building infrastructure, introducing them to new
technology, and providing them marketing support. The programme is
implemented through District Rural Development Agencies (DRDAs) with

58
active involvement of Panchayati Raj Institutions, banks, line departments of
the Government and development institutions.

Amul has covered under this programme more than 8,755 beneficiaries to
whom milch animals were distributed in the District of Kheda and stood as
guarantor for the bank loans. These beneficiaries were then given membership
of dairy co-operatives in order to bring these poor households into mainstream
economy by transforming dairying into active income-generation enterprises.
As part of this programme 12,647 women and men were trained in dairy
husbandry in addition to construction of number of cattle sheds, development of
green fodder plots, distribution of chaff cutters and stainless-steel cans.

To provide ground water availability, 56 bore wells were dug. More than
50 mobile Artificial Insemination units are pressed in operation for these
farmers to deliver services at the doorstep. A Mobile Diagnostic Laboratory has
also been put in operation to provide effective health services along with round
the clock service of veterinary doctors. This initiative has considerably helped
in improving the socio-economic conditions and quality of life of a large
number of BPL families.

C. Tree Plantation:

In 1946, the unfair trade practises of the middle men brought the farmers
of Kaira to unite and fight against this system which brought Amul into
existence. Their relentless effort in improving their socio-economic conditions
ultimately brought their working as a model for dairy development programme
in our country – popularly known as Anand Pattern. Replication of Anand
Pattern through Operation Flood programme helped India to achieve first
position in production of milk in the world.

59
Alarmed by the climate change and global warming and their understanding of
that dairy farming like agriculture is dependent on nature, they took an oath on
15th August, 2007, after the flag hoisting ceremony, to plant a sapling and
ensure that it grew into a tree. Then individually they planted sapling on their
own at their identified locations like their farm, near their home, on farm bunds,
etc. This marked the beginning of a silent new revolution to bring a green carpet
on Gujarat and India.

In the year 2007, 21,000 saplings were planted by the farmers in Kaira of
which 10,000 plants have survived. In the following year 2008, they planted
more than 5,05,000 saplings of which 1,79,000 have survived. In 2009, third
year of their movement, more than 13,51,000 saplings have been planted.

Farmers have also created nurseries to produce saplings and almost 45

such nurseries have been created as of date. For better coordination and
sustainable success, Teams have been formed at various levels. Inspired by this
movement, whole dairy cooperative farmers of Gujarat under Gujarat Co-
operative Milk Marketing Federation Limited (GCMMF) have so far planted
312 lakh saplings.

60
 According to statistics of Forest Survey of India considering on an
average 30-40 cm diameter of these trees, 106 trees would provide one hectare
of green tree cover. Considering 47% survivability of planted trees (based on
post plantation survey data, around 148.12 lakhs out of 311.98 lakhs tree
planted survived during the last five years), when they fully grow up, would
provide additional 1,39,735 ha. of green cover which is additional 6.41% forest
cover of Gujarat State of India.

In last five years, milk producers of GCMMF planted around 312 lakhs
tree saplings. By doing so, milk producers of Gujarat Dairy Cooperatives have
shown their concern, awareness and commitment for betterment of
environment.

It has been estimated that when one tree is cut, in monetary terms there is
loss or Rs. 33 lakhs (Oxygen worth of Rs. 5.3 lakhs, Land Fertility of Rs. 6.4
lakhs, Rs. 10.5 lakh for reduction of pollution of atmosphere and Rs. 5.3 lakh
towards Flowers / Fruits and habitation to birds - animals). But the benefits that
accrue to mankind when a tree is planted cannot be measured in money and is
priceless.

When dairy farmers of Gujarat have planted more than 312 lakh trees in
just five years and are planning to plant more trees every year, they are doing an
invaluable service to the society as the brand “Amul” means price less…
priceless service to mankind. In an era of global warming, Amul is contributing
its share in making Gujarat lush green. In this way, the milk producers of
Gujarat are ushering in a silent revolution of greening Gujarat.

A SAPLING, OFTEN, RESULTS IN A TREE. A CRORE

SAPLINGS, HOWEVER, RESULT IN GLOBAL RECOGNITION. "Amul
Green" movement wins the International Dairy Federation's award for the best
environment initiative in the "sustainability category" during the 4th Global

61
Dairy Conference held at Salzburg Congress Centre, Austria on 28th April,
2010.

D. Blood Donation:

Amul in association with the Indian Red Cross Society aim to inspire,
encourage and initiate humanitarian services to minimize, alleviate and prevent
human suffering at all times to contribute for “Humanity to Peace”. Towards
this objective Amul initiated blood donation campaign since 1987. Blood
donation camps are organized regularly in rural areas through Village Dairy Co-
operative Societies. Similarly, camps are organized in Amul Dairy Campus
wherein employees and their family members join in donating blood. In
addition, Amul organizes donation of blood on emergency. Amul has made a
trend in donating blood to the society.

62
 E. Dairy Demonstration Farm:

As part of Amul’s continuous effort to improve the socio-economic

conditions and livelihood of dairy farmers, Amul has come out with various
schemes to increase cattle holding per farmer thereby their income.

A Dairy Demonstration Farm (DDF) has been set up at Mogar to

demonstrate scientific methods of dairy farming. The project envisages
encouraging the farmers to use high yielding animals and modern aids to
increase milk production.

The Union provides technical support to milk producers on Scientific

Animal Husbandry practices and also facilitates loan disbursement from banks
to the needy by guaranteeing the loan repayment on behalf of farmers. The
Dairy Demonstration Farm is generating overwhelming interest in milk
producer members because of its success and viability. So far, under various
schemes, thousands of farmers are covered to increase the cattle holding size
from small to medium size.

F. Amul Scholar:

Amul Scholarships: To encourage outstanding children of farmers in

pursuing higher studies Amul introduced scholarship schemes in 1992. The
children are given scholarships for pursing Diploma, Graduation, Post-
Graduation and Doctorate. Every year the outstanding children are identified
from the villages and scholarships are provided to fulfil their dream of
achieving academic excellence. This effort has motivated greatly children to
excel in their studies and spread education in rural areas.

Amul Scholar Felicitation Programme: Annually Amul felicitate

outstanding children of employees who have secured highest marks in 10th,

63
12th standards and Gold Medallist in graduation. Amul Scholars’ Felicitation
Programme was initiated in 2004 and has facilitated many outstanding students
of Amul family.

Amul Vidya Shree & Vidya Bhushan: Amul’s vision is to see an

educated, talented and strong youth in a developed India of the future and
thereby contribute towards nation building. We at Amul believe that the sound
education of its youth is the foundation of every state. Hence it is the most basic
constituent for a developing nation like ours. Towards this philosophy, Amul
Vidyashree & Vidyabhushan Awards have been instituted to recognize the
brilliance of the students across India as well as the quality of education &
guidance imparted by the schools they study in. The inception of these awards
dates back to 2004-05.

The Awards recognize the academic brilliance of Class 10th and 12th top
merit rankers across India and the quality of education and guidance imparted
by the schools they study in and thereby encourage the spirit of enlightenment
among today’s youth. In the first year of the Award Foundation, Amul honoured
500 students in Gujarat and other parts of India. In the second year it
acknowledged further 2267 students across schools in India. Moving ahead

64
(2006-07) Amul instituted Amul Vidya Bhushan” awards to recognize the
toppers of Std 12th examination also. The pan India details on these Awards are
available in the following links.

It is India’s first of its kind award that recognizes and rewards brilliant
minds of India. By winning this award, not only the student gets recognized, but
it also helps the schools to enhance their image as an academy that imparts
quality education, worth emulating by others.

G. Rural Sanitation Campaign:

Amul Dairy has launched a novel scheme for total rural sanitation and set
a target for itself whereby not a single milk producer will attend to nature’s call
in the open. The Dairy with the support of District Rural Development Agency
(DRDA) will provide interest free loans to its milk producers in Anand and
Kheda districts to set up ‘pucca’ toilet blocks, which will not only help women
milk producers avoid embarrassment but will also ensure hygiene.

‘In five years’ time, dairy wishes to achieve the target of providing 100
per cent toilet facilities in all villages where Amul has a milk society. The
mission is not just about bringing a cultural change by imbibing good habits

65
among milk producers but also targeted towards encouraging hygienic practices
in the milk supply chain.

Amul has prepared a model low-cost toilet block that costs Rs. 11,500 per
unit. While DRDA will support this initiative through subsidy ranging between
Rs.4500 and Rs.4600 for BPL/APL families, Amul will provide its members an
interest free loan worth Rs.4300 returnable in four years’ time. A member can
pay up this loan by getting Rs.100 per month deducted from his/her bill.

66
 Research Methodology

Research Problem:

The conventional Indian model of CSR is too focused on philanthropy,

and the nature of philanthropy is often unrelated to business, therefore majority
of the social concerns for the nation remained unanswered. If CSR‘s parameters
are defined strictly by corporate philanthropy, the risk of irresponsible
behaviour is always going to be high. It means a new recognition of the CSR‘s
requirements will help elevate Indian companies to the next level of responsibly
serving society. In the corporation of India CSR practices vary widely; without
much research on the it, however, broad patterns are visible. It was also found
that not considerable inputs are available in the area of perception towards the
CSR of the industry captains. Not much of structured efforts have been made to
understand the CSR activities of the Industry players in India.

Research Objective:

This study and the research have been trying to attend the following
dimensions of the Amul company: -

 To identify the CSR approaches of the air-conditioning industry

companies.
 To identify the commonalities and differences of these companies
with respect to the approach, and to identify the most commonly
adopted CSR practice.
 To study the sustainability reports filed by the industry players in
India.
 To examine the perception of Amul about the philosophy of social
responsibility of business.

67
  To understand ethical issues and concerns the Amul is facing, and to
explore the widely present unfair business practices that are adopted to
keep the business going.
 To compare the content, extent, nature, quality and location of
disclosures regarding the corporate social responsibility by Indian
companies.
 To benchmark corporate social disclosures against Global Reporting
Initiatives.
 To find out the association between the social disclosures and
corporate characteristics such as size, profitability, risk and others etc.
 To examine the perceptions of investors and the stock brokers with
regard to the corporate social disclosures by the Indian companies.

Information Requirement:

 First, I had to know about all the competitors present in the milk
segment.
 Before going for the survey, I had to know the comparative packs and
prices of all the competitors existing in the market.
 Since Milk is a product that used daily hence I had to trace the market
and segment it, which mainly deals with people of various age groups.
 The main information needed is the various types of brands available
in the market, their calorific value and various other facts.
 As Amul Milk advertisement is mainly done through hoardings but on
television the advertisement is being telecasted timely and on proper
time or not.

68
Research Design

A research design specifies the methods and procedures for conducting a

particular study. It is a map or blue print to which the research is to be
conducted. Descriptive research design has been considered as a suitable
methodology for present study and for data analysis.

Sampling Design:

The sampling design used was convenience sampling, which is a non-

probability sampling method. The convenience factors were the approachability
of the respondent.

Population:

All types of outlets that stock and sell Amul milk in the market. The
outlets have been classified as follows: -

 Convenience stores: All kinds of shops including bakeries.

 Eateries: All kinds of eating joints.

69
Sources of Data

Primary Sources:

The primary data was collected through questionnaires. They were filled
using the scheduled method of data collection by the researcher.

Secondary Sources:

The secondary sources were used for collecting information regarding the
sample; they were however not used for analysis.

Limitations of the Research:

The limitations of the research are as follows:

 Lack of proper experience on the part of researcher in conducting such

studies in the past.
 Time frame required was not enough to survey more number of
outlets.

Analysis Techniques:

Quantitative analysis is performed using the data collected at each outlet

to estimate the presence of Amul Milk. Tools Utilised

 Percentage Analysis
 Graph Chart

70
Sampling:

1. Sampling Technique: Non-probability sampling

(A non-probability sampling technique is
that in which each element in the
population does not have an equal
chances of getting selected)
2. Sample Unit: People who buy milk available in retail
outlets, superstores.
3. Sample Size: 50
4. Method: Direct interview through questionnaire.
5. Scale: Dycpnomic scale and likent scale.

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Data Analysis and Interpretation:
The data collected were not easily understandable, so I like to analyse the
collected data in a systematic manner and interpreted with simple method.

The analysis and interpretation of the data involves the analysing of the
collected data and interpretation it with pictorial representation such as bar
charts, pie charts and other.

The following results were found out from the study:

A. Which milk do you consume?

a) Pouch milk
b) Loose milk
c) Both

Options No. Of Responded % Of Responded

Pouch milk 20 40
Loose milk 20 40
Both 10 20

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B. Are you satisfied with the milk you are consuming?
a) Yes
b) No

Response No. Of Responded % Of Responded

Yes 32 64
No 18 36

73
 C. What do you like?
a) Quality
b) Taste
c) Price
d) Availability

Factors No. Of Responded % Of Responded

Quality 20 40
Taste 15 30
Price 10 20
Availability 5 10

D. Do you get milk pouch at….

a) Doorstep
b) From retailer

Responded No. Of Responded % Of Responded

Doorstep 30 60
From retailer 20 40

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 E. What is total consumption of milk in a day?
a) Pouch milk in litre…
b) Loose milk in litre…

Responded No. Of Responded % Of Responded

Pouch milk in litre 30 60
Loose milk in litre 20 40

F. What is your monthly expenditure in milk (in Rs.)?

a) 500-1000
b) 1000-1500
c) 1500 and above

Response No. Of Responded % Of Consumers

500-1000 25 50
1000-1500 15 30
1500 and above 10 20

75
 G. In pouch milk which brand do you prefer?

a) AMUL
b) MOTHER DAIRY
c) GOKUL
d) MAHANANDA
e) WARANA
f) OTHERS

Response No. Of Responded % Of Consumers

AMUL 15 30
MOTHER DAIRY 10 20
GOKUL 10 20
MAHANANDA 5 10
WARANA 5 10
OTHERS 5 10

76
 H. Do you think the prices of the product is high/low compared to
competitor’s product?
a) Strongly agree
b) Strongly disagree
c) Agree
d) Neither

Response No. Of Responded % Of Consumers

Strongly agree 15 30
Strongly disagree 10 20
Agree 15 30
Neither 10 20

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 I. If you buy Amul milk pouch which pack you purchase?
a) Amul Gold
b) Amul Taaza
c) Amul Slim & Trim

Response No. Of Responded % Of Consumers

Amul Gold 25 50
Amul Taaza 15 30
Amul Slim & Trim 10 20

78
 J. Consumer’s opinion towards product?

Rating No. Of Responded % Of Consumers

Poor 15 30
Average 25 15
Good 7 14
Excellent 3 6

79
 SWOT Analysis

Strengths:

The company is having Indian origin thus creating feeling of oneness in

the minds of the customers. It manufacturers only milk and milk products,
which is purely vegetarian thus providing quality confidence in the minds of
customers. It is aiming at rural segment, which covers large area of loyal
customers, which other companies had failed to do. People are quite confident
for the quality products provided by Amul. Amul has its base in India with its
butter and so can easily promote chocolates without fearing of loses.

Weakness:

There are various big players in the chocolate market, which acts as a
major competitor restricting their growth. Lack of capital invested as compared
to other companies. Improper distribution channel in India.

Opportunities:

There is a lot of potential for growth and development as huge population

stay in rural market were other companies are not targeting. The chocolate
market is at growth stage with very less competition so by introducing new
brand and intensive advertising there can be a very good scope in future.

Threats:

The major threats is from other companies who hold the majority share of
consumers in Indian market i.e. Cadbury and Nestle. There exists no brand
loyalty in the chocolate market and consumers frequently shift their brand. New
companies entering in the Indian market like Fantasie fine poses lot of problems
for Amul.

80
Suggestions:

 In order to ensure that CSR is progressively contributing and benefiting,

the following suggestions are given to make CSR initiatives more
effective:
 It is found that there is a need for creation of awareness about CSR
amongst the general public to make CSR initiatives more effective.
 It is noted that partnerships between all stakeholders including the private
sector, employees, local communities, the Government and society in
general are either not effective or not effectively operational at the
grassroots level in the CSR domain. It is recommended that appropriate
steps be undertaken to address the issue of building effective bridges
amongst all important stakeholders for the successful implementation of
CSR initiatives. As a result, a long term and sustainable perspective on
CSR activities should be built into the existing and future strategies of all
stakeholders involved in CSR initiatives.
 The role of SME and their contribution to CSR in India has to be
emphasized upon to increase their contribution to CS initiatives. When
compared to large corporations, SME play a limited role in CSR.SME
have to be encouraged to positively contribute and reap the benefits of
created by CSR.
 Allocating finance for treating CSR as an investment from which returns
are expected.
 Monitoring CSR activities and liaising closely with implementation
partners such as NGOs to ensure that initiatives really deliver the desired
outcomes.
 A long-term perspective by organisations, which encompasses their
commitment to both internal and external stakeholders will be critical to

81
the success of CSR and the ability of companies to deliver on the goals of
their CSR strategy.

82
 Conclusion
CSR is really about ensuring that the company can grow on a sustainable
basis, while ensuring fairness to all stakeholders, CSR has come a long way in
India. It has successfully interwoven business with social inclusion and
environment sustainability.

From responsive activities to sustainable initiatives, corporate have

clearly exhibited their ability to make a significant difference in the society and
improve the overall quality of life. In the current social situation in India, it is
difficult for one single entity to bring about change, as the scale is enormous.
Corporate have the expertise, strategic thinking, manpower and money to
facilitate extensive social change. Effective partnerships between corporate,
NGOs and the government will place India’s social development on a faster
track.

83
 Bibliography
Books:

 Corporate Social and Human Rights Responsibilities: Global, Legal

and Management Perspectives (Author: Karin Buhmann, Lynn
Roseberry and Mette Morsing)
 The Responsible Business: Reimagining Sustainability and Success
(Author: Carol Sanford)
 Corporate Social Responsibility: Balancing Tomorrow's Sustainability
and Today's Profitability (Author: David E. Hawkins)
 Corporate Social Responsibility: Doing the Most Good for Your
Company and Your Cause (Author: Philip Kotler)
 Green to Gold: How Smart Companies Use Environmental Strategy to
Innovate, Create Value, and Build Competitive Advantage (Author:
Daniel C. Esty)
 Business Ethics & Corporate Social Responsibility (Author Paul
Griseri)
 The Age of Responsibility: CSR 2.0 and the New DNA of Business
(Author: Wayne Visser)
 The New Rules of Green Marketing: Strategies, Tools, and Inspiration
for Sustainable Branding (Author: Jacquelyn A. Ottman)

Websites:

 www.indiacsr.in
 www.amuldairy.com
 www.google.com
 www.wikkepedia.com

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 Annexure

Questionnaire:

Name:

Designation:

Department:

a) Which milk do you consume?

b) Are you satisfied with the milk you are consuming?
c) What do you like?
d) Do you get milk pouch at…..?
e) What is the total consumption of milk in a day?
f) What is your monthly expenditure of milk (in Rs.)?
g) In pouch milk which brand do you prefer?
h) Do you think the prices of the milk is high/low compared to competitor’s
product?
i) Consumer’s opinion towards product?
j) If you buy Amul milk pouch which pack you purchase?

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