A PROJECT

ON

CSR ACTIVITIES OF AMUL

SUBMITTED BY
MISS GAYATRI S ZAWAR
ROLL NO 18

UNDER THE PARTIAL FULFILMENT OF

MCOM (BUSINESS MANAGEMENT) (SEM-II)

UNDER THE GUIDANCE OF

PROF. DR. VINAYAK RAJE

ACADEMIC YEAR
2015-16

COLLEGE NAME
K. G. JOSHI COLLEGE OF ARTS &
N. G. BEDEKAR COLLEGE OF COMMERCE, THANE

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 ACKNOWLEDGEMENT

I would like to express special thanks of gratitude to my teacher PROF. DR. VINAYAK
RAJE as well as our principle who gave me the golden opportunity to do this wonderful
project on the topic ‘CSR ACTIVITIES OF AMUL’.

Who also helped me in doing lots of research and I came to know about so many things

I am really thankful to them. Secondly I would like to thank my parents and friends who
helped me a lot in finishing this project within the limited time. I am making this project
not only for marks but also to increase my knowledge.

Thanks again to all who helped me.

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 DECLARATION

I, ‘GAYATRI S ZAWAR’, a student of K G Joshi college of arts and N G

Bedekar college of M.Com (BM) (Sem II), hereby I declare that the work
entitled is my original work that I have completed in this project on ‘CSR
ACTIVITIES OF AMUL’, in the academic year 2015-2016. The information
submitted in this project is true and original to the best of my knowledge.

SIGNATURE

GAYATRI S ZAWAR

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 INDEX
Sr. No. Title Page No

1 Objectives 5

2 Introduction Towards CSR 6

3 Importance Of CSR 7

4 Benefits Of CSR 8

5 What’s Your ROI? 10

6 About Amul 12

7 Achievements Of GEMMF 13

8 The Amul Brand 14

9 Corporate Social Responsibility Held By Amul 16

10 Amul Relief Trust 20

11 Tree Plantation 22

12 Achievements 27

13 Suggestions 29

14 Conclusions 31

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OBJECTIVES

 To study the concept of CSR

 To study the Importance of CSR

 To understand Benefits of CSR and its ROI

 To study various CSR Activities held by Amul

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 INTRODUCTION TOWARDS CSR
The voluntary compliance of social and ecological responsibility of companies is called
Corporate Social Responsibility (CSR). Corporate social responsibility is basically a
concept whereby companies decide voluntarily to contribute to a better society and a
cleaner environment. Corporate social responsibility is represented by the contributions
undertaken by companies to society through its business activities and its social
investment. This is also to connect the Concept of sustainable development to the
company‘s level. Over the last years an increasing number of companies worldwide started
promoting their Corporate Social Responsibility strategies because the customers, the
public and the investors expect them to act sustainable as well as responsible. In most cases
CSR is a result of a variety of social, environmental and economic pressures.

The Term Corporate Social Responsibility is imprecise and its application differs. CSR
can not only refer to the compliance of human right standards, labor and social security
arrangements, but also to the fight against climate change, sustainable management of
natural resources and consumer protection. The concept of Corporate Social
Responsibility was first mentioned 1953 in the publication ‗Social Responsibilities of the
Businessman‘ by William J. Bowen. However, the term CSR became only popular in the
1990s, when the German Betapharm, a generic pharmaceutical company decided to
implement CSR. The generic market is characterized by an interchangeability of products.
In 1997 a halt in sales growth led the company to the realization that in the generic drugs
market companies could not differentiate on price or quality. This was the prelude for the
company to adopt CSR as an expression of the company‘s values and as a part of its
corporate strategies. By using strategic and social commitment for families with
chronically ill children children, Betapharm took a strategic advantage.

In July 2001, the European Commission decided to launch a consultative paper on

Corporate Social Responsibility with the title „Promoting a European Framework for
Corporate Social Responsibility―. This paper aimed to launch a debate on how the
European Union could promote Corporate Social Responsibility at both the European and
international level.

The paper further aimed to promote CSR practices, to ensure the credibility of CSR claims
as well as to provide coherence in public policy on CSR.

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 IMPORTANCE OF CSR
Corporate social responsibility (CSR) plays a major role in developing the economy of a
country. It can be defined as the way in which a company manages various business
entities to produce an impact on the society. Companies with high CSR standards are able
to demonstrate their responsibilities to the stock holders, employees, customers, and the
general public.

Business organizations that have high corporate social responsibility standards can attract
staff thereby reducing employee turnover and cost of recruitment. What is the importance
of corporate social responsibility? Anyone can give a clear answer to this question.
Companies voluntarily contribute a large sum of money to make a better society and a
clean environment. Corporate social responsibility is a process in which all companies
come together as one and take part in the welfare of the society. Many organizations
conduct campaigns to create awareness among corporate, civic bodies, and government
bodies about the importance of corporate social responsibility.

Many national and multinational firms are booming in various developing countries. But at
the same time, these countries suffer social challenges such as poverty, corruption,
population growth, etc. Therefore, it is important for all companies to strive together and
adapt corporate social responsibility standards to make the society better than before. An
organization can exhibit a better image in the society if it cares for its employees and
involve them in social activities. The responsibilities of an organization may range from
providing small donations to executing bigger projects for the welfare of the society. Many
business houses around the world show their commitment to corporate social
responsibility.

What is the importance of corporate social responsibility?

The answer lies in two things:

1) organizations understanding their role in developing a society and

2) awareness among business houses, corporate bodies, and the people. Versatile,
profitable, and dynamic businesses are the driving forces that build the economy of the
country. We must remember that the growth of a country purely depends on the growth of
the society and the people in the society.

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 BENEFITS OF CSR

Organizations of all sizes are rapidly discovering that Corporate Social Responsibility
(CSR) and sustainable business practices can foster improved green programs and overall
environmental stewardship.
Today, we are seeing increased awareness and active participation by business
professionals in the development of CSR policies. Organizations are increasingly more
involved in green initiatives by adopting sustainable processes and practices, adapting
products and services to the low-carbon economy and innovating in all areas their business.
The net positive on reducing waste, designing green buildings, implementing green
operations and maintenance plans — all have continually proven to yield a positive return
on investment (ROI).
CSR has come to rely on a more complex set of factors than corporate governance alone,
and likewise also depends on sustainable development, environmental impact and supply
chain management.
The development of the new carbon trading markets, verified emission reductions (VERs),
also known as carbon offsets, and renewable energy credits (REC‘s), it has become easier
for organizations to create and measure direct ROI from CSR. Likewise, CSR efforts have

8
shown to yield measurable returns in waste reduction, improved efficiency, diminished
liabilities, improved community relations, and brand recognition.
Through communicating clear and measurable sustainability objectives and the
implementation of practical and equally functional corporate governance mechanisms,
organizations are realizing that they can have a achieve ROI through their sustainability
efforts.
Integral strategies in ensuring substantive long-term results include:
 Define path of progress in CSR and strategically manage expected organizational
outcomes
 Ensure basic CSR values are culturally integrated across the organization
 Adopt an effective engagement strategy with stakeholders to create buyer awareness
and loyalty
 Properly map organizational objectives and critical success indicators with CSR
performance metrics

Innovative organizations that understand the value of CSR work to create a corporate
culture in which each employee is committed to doing his or her part to improve the
environment. According to Forrester Research , effective CSR and sustainability practices
within large companies have been shown to contribute to a profit increase up to 35 percent.

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 WHAT’S YOUR ROI?
There are proven methodologies that demonstrate ROI benefits to CSR . A partial
summary of such strategies has been outlined below and reflect best practices in the
implementation of successful CSR programs designed to drive improved operational
performance and net positive ROI.

Improving Operational Efficiency

Perhaps the strongest — and best documented — argument for engaging employees in
environmental practices is the connection between csr involvement and increased
operational efficiency. Front-line employees are often in the best position to identify
inefficiencies and propose improvements. Educating employees on csr can improve
profitability by supporting greater efficiency through less waste, water and energy usage.

Innovation

Employee e&s education is also a source of innovation and savings resulting from the
development of new product and service lines as well as new technologies, materials or
processes that reduce water, energy usage or harmful materials.

Supply Chain Management

Educating employees on sustainability practices throughout the supply chain can lead to
greater efficiencies and help build collaboration to meet sustainability, quality and other
goals. It can also strengthen relationships between a company and its suppliers by aligning
values and objectives.

Financial Responsibility

We are seeing an unprecedented level of government programs and initiatives designed to

drive corporate decision-making within markets that include manufacturing, construction,
etc., to invest in implementing practical and measurable green building design,
construction, operations, and maintenance solutions. In many cases, the good news is that
implementation of sustainable operations can drive increased efficiency through reductions
in energy consumption, implementation of building maintenance methodologies that are
often cost neutral, and decreasing the cost of workspaces through use of recycled furniture
while changing too low–use lighting (which provides eco-friendly work environments), to
name a few.

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Government subsidies and incentives often further complement and reward efforts to
develop and implement successful sustainable operations and maintenance programs.
Nearly all of the points needed for LEED Certification (40 points) can be achieved through
the energy and atmosphere category (35 points). It is by far the largest category within the
rating system, and emphasizes the combination of energy performance and renewable
energy, which has shown can lower costs by up to 50percent in the first year alone.

It is widely accepted that green building occupants are healthier and much more productive
in their work. With an average of 90 percent of Americans spending more of their time
indoors, green buildings often have better indoor air quality and lighting, among other key
advantages

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 ABOUT AMUL

Amul is an Indian dairy cooperative, based at Anand in the state of Gujarat, India. The
word Amul is derived from the Sanskrit word Amulya, meaning invaluable. The co-
operative is also sometimes referred to by the unofficial backronym: Anand Milk Union
Limited. Formed in 1946, it is a brand managed by a cooperative body, the Gujarat Co-
operative Milk Marketing Federation Ltd. (GCMMF), which today is jointly owned by
3.03 million milk producers in Gujarat. 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 also 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.

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 ACHIEVEMENTS OF GCMMF
 3.1 million milk producer member families
 15,760 village societies
 15 District Unions
 9.4 million liters of milk procured per day
 ₹150 million (US$2.73 million) disbursed in cash daily
 GCMMF is the largest cooperative business of small producers with an annual
turnover of ₹53 billion (US$964.6 million)
 The Govt. of India has honoured Amul with the ―Best of all categories Rajiv
Gandhi National Quality Award‖.
 Largest milk handling capacity in Asia
 Largest cold chain network
 48 Sales offices, 5000 wholesale distributors, 7 lakh retail outlets
 Export to 37 countries worth ₹150 crore (US$27.3 million)
 Winner of APEDA award for eleven consecutive years.

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 THE AMUL BRAND

GCMMF (AMUL) has the largest distribution network for any FMCG company. It has
nearly 50 sales offices spread all over the country, more than 5 000 wholesale dealers and
more than 700 000 retailers. Amul became the world's largest vegetarian cheese and the
largest pouched-milk brand. AMUL is also the largest exporter of dairy products in the
country. AMUL is available today in over 40 countries of the world. AMUL is exporting a
wide variety of products which include Whole and Skimmed Milk Powder, Cottage Cheese
(Paneer), UHT Milk, Clarified Butter (Ghee) and Indigenous Sweets. The major markets
are USA, West Indies, and countries in Africa, the Gulf Region, and SAARC neighbours,
Singapore, The Philippines, Thailand, Japan and China, and others such as Mauritius,
Australia, Hong Kong and a few South African countries. Its bid to enter the Japanese
market in 1994 did not succeed, but it plans to venture again. In September 2007, Amul
emerged as the leading Indian brand according to a survey by Synovate to find out Asia's
top 1000 Brands.

In 2011, Amul was named the Most Trusted brand in the Food and Beverages sector in The
Brand Trust Report, published by Trust Research Advisory. rediff.com; "India's top 20
brands: Amul is No. 1"

Products

Amul's product range includes milk powders, milk, butter, ghee, cheese, Masti Dahi,
Yoghurt, Buttermilk, chocolate, ice cream, cream, shrikhand, paneer, gulab jamuns,
flavoured milk, basundi, Amul Pro brand and others. Amul PRO is a recently launched
brown beverage just like bournvita and horlicks offering whey protein, DHA and essential
nutrients to kids along with its chocolatty taste. In January 2006, Amul launched India's
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first sports drink Stamina, which competes with Coca Cola's Powerade and PepsiCo's
Gatorade. Amul also offers mithaimate which successfully competes with milkmaid by
nestle by offering more fat % at lower price. In August 2007, Amul introduced Kool Koko,
a chocolate milk brand extending its product offering in the milk products segment. Other
Amul brands are Amul Kool, a low calorie thirst quenching drink; Masti Butter Milk; Kool
Cafe, ready to drink coffee and India's first sports drink Stamina. Amul's Icecreams are
made from milk fat and thus are icecreams in real sense of the word, while many brands in
India sell frozen desserts made from vegetable fat. Amul cares for its consumers and tries
to offer them the best products at best price. Amul's sugar-free Pro-Biotic Ice-cream won
The International Dairy Federation Marketing Award for 2007

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 CORPORATE SOCIAL RESPONSIBILITY HELD BY AMUL

Corporate social responsibility (CSR) has been defined as the ―commitment of business
to contribute to sustainable economic development working with employees, their families,
the local community, and society at large to improve their quality of life, in ways that are
both good for business and good for development.‖ To meet with the CSR it is expected
that a business in its entire procurement- production-processing-marketing chain should
focus on human development involving the producer, the worker, the supplier, the
consumer, the civil society, and the environment. Indeed, a very tough task. Most
businesses would certainly flounder in not being able to achieve at least one or many of
those expectations. But AMUL has shown the way.

CSR-sensitive Organisational Structure

AMUL is a three tier co-operative organisation. The first tier is the co-operative society at
the village,of which; milk producers are voluntary members, managing the co- operative
16
through a democratically elected 9-member managing committee, and doing business by
purchasing milk from members and selling it to the district level co- operative. There are
more than 11,000 co-operatives in villages of Gujarat. The second tier is the district co-
operative that processes milk into milk products, markets locally and sells surplus to the
state co-operative for national and international marketing. There are 12 district co-
operatives each being managed by a 15-member board elected by the college comprising
the nominated representatives or chairmen of the village co-operatives. Third tier is the
state level co-operative - the Gujarat Co-operative Milk Marketing Federation (GCMMF)
responsible for national and international marketing of milk and milk products produced
and sold to it. The GCMMF is managed by the board democratically elected by and from
amongst the chairmen of the district co-operatives.

The entire three-tier structure with the GCMMF at its apex, is a unique institution because
it encompasses the entire chain from production of raw material to reaching the consumer
with the end product. Every function involves human intervention: 23.60 lakh primary
milk producers; 35,000 rural workmen in more than 11,400 village societies; 12,000
workers in 15 dairy pla-nts; 750 marketing professionals; 10,500 salesmen in distribution
network and 600,000 sal-esmen in retail network. Accu- mulation of human capital is sine
qua non for the development and growth of any enterprise or economy. The GCMMF is
sensitive towards CSR. It believes that technology and capital are replicable inputs but not
the human capital. Since men are the basis for achieving the CSR, the GCMMF lays emp-
hasis on their development into competent, courteous, credible, reliable, responsive
communicators and performers.

CSR-sensitive Business Philosophy

The first step towards discharging the CSR is the business philosophy of the GCMMF. It is
two-fold: one, to serve the interests of milk producers and second, to provide quality
products to consumers as value for money. Evolution of an organisational system has
ensured that the corporate social responsibility towards the primary milk producers, village
and the ecological balance is fulfilled. The milk producers are paid for their milk in
accordance with market forces and realisation of value for their produce. Invariably the
price paid to the member-producers in Gujarat is higher by 15 per cent than the national
average.

CSR-orientation to Distributors & Retailers

The GCMMF has identified the distributors and retailers are its important link in its vendor
supply chain. Through surveys the GCMMF found that 90% of the distributors do not get
17
any opportunity of exposure to latest management practices. The GCMMF realised that it
was a corporate social responsibility to strengthen the core business processes of its
distributors so as to keep them in mainstream business and compete with those with formal
training in management. The GCMMF has developed and trained all its distributors
through Value-Mission-Strategy Workshops, competence building, Amul Yatra, Amul
Quality Circle meetings, computerisation, and electronic commerce activities. Competency
Building Module of the GCMMF is meant to infuse professional selling skills by making
the distributors and their salesmen aware of latest sales management tools and techniques;
enhance their knowledge of products; positioning and segmentation strategies for various
products. Under Amul Yatra the distributors and their salesmen are taken on a visit to
Anand. During this visit they are shown dairy plants, their upkeep, international standards
of hygiene and quality; the practices adopted for clean milk production, and above all the
cooperative philosophy. Through one to one talk with the farmers, the distributors and
salesmen realise AMUL is a large business of small farmers. The visit leaves an
everlasting impression on their minds that by selling AMUL products, they are discharging
a social responsibility towards a large number of poor farmers whose livelihood depends
upon their skill and integrity. They feel proud that they are participants in development of
rural society and thus in nation building.

Earnings Of GCMMF

Nurturing its primary members - the milk producers - is the first mission of the GCMMF.
Discharge of this responsibility is reflected in the manner in which the GCMMF conducts
its business and shares its earnings. The milk from the village co-operatives is purchased at
an interim price. So as to maximise the earnings of the milk producers the GCMMF
changes the product profile during the fiscal and directs its sales and marketing activities
towards those products that would bring in maximum returns. True! Every business
organisation follows the same principle. But the GCMMF follows it with

the central interest of the producers. During the fiscal, as the GCMMF finds that from its
earnings it is possible to pay more to the producers for milk, the final price is declared
higher than the interim price being paid. Before the GCMMF closes its financial accounts
the co-operatives are paid ‘price difference‘, the amount between the interim price and the
final price. Thus profit of the GCMMF is very low. The net profit (PADT) of the GCMMF
during 2003-04 was Rs 7.31 crore against a turnover of Rs 2,947 crore, a meagre 0.25%.
Further out of the net profit of Rs 7.31 crore, Rs 4 crore was given as share dividend to the
co-operatives. To fulfill its corporate social responsibility towards its milk producers and
co-operatives the GCMMF works on razor thin profits and retention of funds.
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CSR-oriented to Staff

The GCMMF hires and trains people to take advantage over its competitors. It has
developed in-house modules for training and competence building to improve and up grade
of their knowledge; communication skills to understand the customer, be responsive to
customer requirements, and communicate clearly for trouble shooting of problems. They
are expected to be courteous, friendly, respectful, and considerate to the customer. To
improve the credibility and trustworthiness of the managers it is important they perform
consistently and accurately every time and at all times. The structure of salary and
perquisites is altogether different. The first and foremost the staff must get satisfaction
from the job they. They are recognised for their contribution (Climate Survey) CSR-
AMUL WAY

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 AMUL RELIEF TRUST

A devastating earthquake (Richter scale – 7.9) hit Gujarat on 26th January 2001. The
epicenter of the quake was located in Kutch district. It caused death of thousands of
people, tens of thousands were injured, hundreds of thousands were rendered homeless and
damage of billions of Rupees was done.

GCMMF formed a specific organization named "Amul Relief Trust" (ART) under the
Chairmanship of Dr. V. Kurien in 2001 with a donation of Rs. 50 Millions for
reconstruction of the school buildings damaged in the 2001 earthquake in the Kutch area.

The Trust reconstructed 6 schools damaged by the above earthquake at a cost of Rs. 41.1
millions in Kutch area. Four of these schools started re-functioning from the last two
academic sessions and the other two schools from the current session.

A school reconstructed by Amul Relief Trust in the earthquake affected Ratadia Village
in Mundra Taluka of Gujarat

A school reconstructed by Amul Relief Trust in the earthquake affected Nana Asalia
Village in Mundra Taluka of Gujarat.

A school reconstructed by Amul Relief Trust in the earthquake affected Devpar Village
in Mandvi Taluka of Gujarat

A school reconstructed by Amul Relief Trust in the earthquake affected Toda Village in
Mundra Taluka of Gujarat

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 A school reconstructed by Amul Relief Trust in the earthquake affected Moti Bhadai
Village in Mandvi Taluka of Gujarat

A school reconstructed by Amul Relief Trust in the earthquake affected Kathada Village
in Mandvi Taluka of Gujarat

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 TREE PLANTATION
Green Gujarat Tree Plantation Campaign by Milk Producers of Dairy Cooperatives

Amul Coops plant more than 311.98 lakhs trees

Milk Producer members of Gujarat Dairy Cooperatives- better known as AMUL have been
celebrating the nation's Independence Day in a novel manner by planting lakhs of saplings
across Gujarat and have taken up an ambitious plan to save the environment by planting
trees, making India green and thereby reducing the effects of global warming. The milk
producers of Gujarat Dairy Cooperatives are conducting mass tree plantation drive every
year on Independence Day for last five years. In last five years (2007 to 2011) the milk
producers have planted around 311.98 lakhs trees). The most striking feature of these
entire programmes was that it has been initiated by milk producer members of the dairy
cooperatives. The unique fact about the programme was that the milk producer members
took up the oath to protect tree saplings till it survives and grows into tree.

Over the years, due to intensive agriculture and dairying various natural resources are
getting consumed at faster pace in Gujarat state of India. The state level apex body of dairy
farmers in Gujarat gave a serious thought in this direction and discovered a novel idea for
giving back to nature. The idea was "one member one tree" plantation on our 60th
Independence day - 15th August 2007.To put this idea in to the practice a design team
constituting of representatives of member unions were formed. The team accepted the idea
by heart and immediately decided to spread it among farmer members of village dairy
cooperative societies. Then the idea was communicated to farmer members and they all
welcomed it and enthusiastically agreed to implement the idea.

For smooth implementation of the idea, the design team chalked out the road map for
various activities. Execution teams were formed at district union level to give final shape
and put the plan in action. Village level coordinators were identified and they were trained
to streamline activity of tree plantation. Various awareness materials were

prepared. Through various communication media farmer members were made aware of
benefits of tree plantation and tree plantation activity schedule

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The entire plantation activity was coordinated at all the three tiers of Anand pattern - at
village, district and state level dairy cooperatives. On 15th August, 2007, after the flag
hoisting ceremony, each member took an oath to plant saplings and ensure that they grew
in to trees. Then individually they planted sapling on their own at their identified locations
like their farm, near their home, on Farm bunds, etc. They have taken necessary care to
ensure that this sapling survives and they also reported regarding the survival to village
level coordinator and district milk unions after five months. In this way, 18.9 lakh trees
were planted on 15th August 2007. This was just the beginning. Henceforth, the Village
Dairy Cooperative Societies of Gujarat as a mark of respect for our nation decided to
conduct such event on every Independence Day and accepted 15th August (Independence
Day) as a "Green Revolution Day by Afforestation to Protect Mother Earth from Pollution,
Climate change and Global Warming".

But all this required immaculate planning and execution. An action plan of tree plantation
programme was drawn up months back in advance. After the identification of the chief
23
coordinator for each district milk union, the organization of a task force for the programme
was put in place. Roles and responsibilities were assigned to each member and area of
operation allocated. After preparing the overall action plan, each union issued a circular to
the Dairy Cooperative Societies regarding the programme and

arranged meetings with the societies covered. At the village level, coordinators were
identified in respect of the villages to be covered and the number of saplings required.
Along with logistical arrangements direct contact was established with different agencies
for receipt of saplings. Pointwise methodology for implementation of tree plantation
programme on such a mass scale is as following.

Point wise Methodology of execution of programme is as following:

1. Member Unions were informed about the programme and channels of procurement of
saplings, almost six month before to scheduled date of programme.

2. Continuous follow up were taken from the member unions about the status of activities
planned for the programme.

3. A meeting on tree plantation programme was held at GCMMF Ltd., Anand almost a
month ago in which status of action plan was each Member Union was discussed at length.

4. Milk Unions identified the coordinator for the programme and organized a task force for
the successful implementation of the programme. The coordinator at Milk Union level
chalked out overall action plan for the programme and assigned roles and responsibilities
and area of operation to each member of task force.

5. Milk Unions (MUs) issued circular to their respective VDCSs (Village Dairy
Cooperative Societies) mentioning the entire activity and procedure planned for the
celebration of the programme. In circular details for milk producer members to make
necessary preparations like deciding the place, digging the pit, taking care of saplings etc.
well in advance were also provided. The circular was placed on notice board of VDCSs.

6. MUs task force members contacted & communicated about the concept to VDCS and
identified the village level coordinator and assigned them roles and responsibilities.

7. MUs Coordinator properly explored and communicated the saplings acquiring

sources/nursery details to VDCSs. They also ensured that saplings reach the VDCSs before
3 days.

24
8. A press note was prepared by the coordinator of the programme at MU level and which
were given in the newspapers on a day before tree plantation to boost morale of producer
members and mentally prepare them for the execution of programme on next day.

9. At time of handing over the saplings to members from VDCS, the producer members
took oath to protect the saplings and accepted the responsibility for successfully growing
the sapling into tree.

10. On 15th August, after the milk collection process, at a predecided time sirens at
VDCSs were sounded or other means like beating Thali/utensil, loudspeaker etc. were used
to facilitate the gathering producer members in time at predecided place in the village for
celebration of Independence Day in VDCS premises, common plot, school etc. After flag
hoisting ceremony, the tree plantation activity was executed by the producer members.

11. In many villages the milk producer members planted the trees after performing the Puja
(worship) of saplings before planting them.

12. To add fervour and enthusiasm in the programme at many places the Chairman,
Managing Director and Board of Directors of Member Unions participated in the
programme.

13. Next day after the programme on a post programme press note was prepared giving
details of the programme celebrations along with photographs. Similar such notes were
published in house magazines/ newsletters.

14. After the completion of the programme the MU's were asked to submit the report on
tree plantation activity.

15. MUs conducted survey after 5 months to find out the survival rate of sapling under the
programme.

First tree plantation programme (15th August, 2007) was carried out on "one member, One
tree" basis. Second tree plantation programme (15th August, 2008) in which around 52.74
lakhs tree were planted was conducted on "one member three tree" basis.

In year 2009 and in year 2010, in mass tree plantation programme around 84.24 and 83.5
lakhs tree saplings were planted respectively. The programme was conducted on "One
member, Five tree" basis. Further, this year 2011 around 72.6 lakhs trees were planted, the
programme was carried out as per the same process and procedures followed in last year.
Hence, in last five years, milk producers of GCMMF planted around 311.98 lakhs tree
saplings in 21 districts of Gujarat. By doing so, milk producers of Gujarat Dairy
25
Cooperatives have shown their concern, awareness and commitment for betterment of
environment.Yearwise details of tree plantation and survival of tree saplings planted is as
under.

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 last five years), when
they fully grow up, would provide additional 1,39,735 ha. of green cover which is
additional 6.41 percent forest cover of Gujarat State of India.

26
 ACHIEVEMENTS

This effort to provide green cover to the earth was also acknowledged when the state level
apex body of Gujarat Dairy Cooperatives - GCMMF received four successive prestigious
"SRISHTI's G-Cube Award"-2007, 2008, 2009 and 2010 for Good Green Governance in
the "Service Category".

Further, "Amul Green" movement has also been awarded by International Dairy Federation
for best environment initiative in the "sustainability category" during the 4th Global Dairy
Conference held at Salzburg Congress Center, Austria on 28th April, 2010.

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.

The producer members of GCMMF have really set an example for all the cooperatives and
other institutions to turn India green in the era of Global warming and environmental crisis.

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When 3 million dairy farmers of Gujarat have planted more than 311.98 lakh trees in just
five years and are planning to plant more trees every year, they are doing an invaluable -
truly Amul - service to the society.

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.

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 SUGGESTIONS

The first theme we identified focuses on why CSR gets started in organizations and how it
is or can be well implemented. As to why CSR gets started, some authors argue that CSR
can be seen as either an integral part of the business strategy and corporate identity, or it
can be used as a defensive policy, with the latter being used more often by companies
targeted by activists. The rationale for CSR can be based on a moral argument, a rational
argument, or an economic argument (Werther & Chandler, 2006). Campbell (2007) is
representative of a group of studies that create testable propositions related to the
conditions under which organizations will move toward CSR. He sees corporations’ level
of social responsibility as being influenced by factors such as financial conditions of the
firm, health of the economy, and well-enforced state regulations.

Why companies take on CSR is also discussed in the literature in terms of the specific
initiatives under which CSR may fall. Ways of describing these rationales vary, from the
more skeptical view of cause-related marketing to a more generous attribution of genuine
socially responsible business practices (Kotler & Lee, 2005).

To ascertain how CSR is implemented in organizations, some research uses a

developmental framework to show change in awareness, strategy, and action over time,
and posits stages of CSR from elementary to transforming (e.g., Mirvis & Googins, 2006).
Jackson and Nelson (2004) take more of a how-to approach, offering a principle-based
framework for mastering what they call the “new rules of the game.” Examples of
principles include harnessing innovation for the public good, putting people at the center,
and spreading economic opportunity.

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 Although there is substantial variation in the nature and the extent of the corporate
approaches reflected in the literature, interest in the field seems poised to stimulate further
research and to provide both researchers and CSR practitioners some valuable direction for
action and reflection.

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 CONCLUSION
CSR Activities produce highly effective results. Lead to cut costs, raise response rates and
increase growth. Businesses are entering the social responsibilities at breakneck speed to
keep pace with customer and societal demands to reduce their environmental impacts. But
greening one's business is no small feat. While clear opportunities abound in this new
economy, business leaders pursuing a green strategy are finding few roadmaps and
established rules and plenty of hidden twists and turns. “The greening of business is not a
fad--it's a fundamental change in how commerce is conducted given the new energy and
climate realities. For the organizations of the future, considerations about the long-term
environmental impact of their actions will have to become an integral part of their business
philosophy. It said rightly by Fred Krupp, president of the Environmental Defense Fund
and author of Earth: The Sequel, The Race to Reinvent Energy and Stop Global Warming
“The greening of business is not a fad--it's a fundamental change in how commerce is
conducted given the new energy and climate realities. Joel Makower charts the course for
this new era, showing how leadership companies large and small are harnessing innovation
to transform the challenges into opportunities While the shift to "socio" may appear to be
expensive in the short term; it will definitely prove to be indispensable and advantageous,
cost-wise too, in the long run.

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