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Chapter 1
Evolution of AMUL
Before the cooperative movement began, middlemen who supplied milk to the
consumers were exploiting the dairy industry in the Kaira District. It began as a
response to this exploitation and put an end to it. It grew because it responded
to the farmers financially as well as with services. It has thrived because
farmers who have a stake in its success, own it. And because it has been
managed by capable professionals and strengthened by dedicated scientists,
technologists and workers, it has forged ahead. Today in India, there are 75,000
dairy cooperative societies, spread all over the country with a membership of 10
million. The farmer in the village is now assured of a better future thanks to these
cooperatives. Recently one of the European Embassies in Delhi requested Amul
for information on the five biggest "companies" in the dairy business. The first
three are in the cooperative sector - The Gujarat Cooperative Milk Marketing
Federation (GCMMF), The Kaira District Cooperative Milk Producers' Union
Limited and The Mehsana District Cooperative Milk Producers' Union. The Kaira
District Cooperative is the second best in the country. It helped to create
GCMMF, the apex body of all cooperatives in Gujarat.
In the forties one firm - Polsons, dominated the dairy industry. Established by a
rather enterprising gentleman who discovered that Kaira District, of what was
then Bombay Presidency, produced a good deal of milk. He established a
creamery and for a while the name Polsons was synonymous with butter - much
as Amul is today.
One of Polson's businesses was to supply milk to Bombay. As Kaira district was
an abundant source of the commodity, Polson was chosen to procure it from
there. He in turn, entered into an arrangement with a number of contractors who
actually went to the villages and collected the milk. Everyone was happy.
Bombay received reasonably good quality milk and Polson made a handsome
2
profit. The contractors too managed to earn large margins by over quoting the
farmers. It was only the poor farmers who were unhappy for it. They invested in
the animal feed and fodder and they put in their labor. Yet, it was they who
received the smallest share of the Bombay consumers' rupee. The arrangement
benefited everyone but them.
The Kaira Union began with a clear goal, to ensure that its producer members
received the highest possible share of the consumers' rupee. This goal itself
defined their direction. The focus was on production by the masses, not mass
production. By the early 'sixties, the modest experiment in Kaira had not only
become a success, people began to recognize it as such. Farmers came from all
parts of Gujarat to learn. They went back to their own districts and started their
own cooperatives. The result - Together, the district milk producers unions of
Gujarat own the Gujarat Cooperative Milk Marketing Federation, which markets
3
the milk and milk products manufactured by its owners. The Federation's
turnover was over Rs. 1700 crore making it the largest in the food industry.
In 1964, the then Prime Minister Shri Lal Bahadur Shastri came to inaugurate
cattle feed factory owned by Amul near Anand. Impressed by the cooperative's
success, he expressed his wish to "transplant the spirit of Anand in many other
places". He wanted the Anand model of dairy development replicated in other
parts of the country. With institutions owned by rural producers, which were
sensitive to their needs and responsive to their demands, it was an ideal tool for
progress. The National Dairy Development Board was created in 1965 in
response to this call.
The mighty Ganges at its origin is but a tiny stream in the Gangotri ranges of the
Himalayas. Similar is the story of Amul, which inspired 'Operation Flood' and
heralded the 'White Revolution' in India. It began with two village cooperatives
and 250 liters of milk per day, nothing but a trickle compared to the flood it has
become today. Today Amul collects processes and distributes over a million liters
of milk and milk products per day, during the peak, on behalf of more than a
thousand village cooperatives owned by half a million-farmer members. Further,
as Ganga-ma carries the aspirations of generations for moksha, Amul too has
become a symbol of the aspirations of millions of farmers, creating a pattern of
liberation and self-reliance for every farmer to follow.
The revolution started as awareness among the farmers that grew and matured
into a protest movement and the determination to liberate them. Over four
decades ago, the life of a farmer in Kaira District was very much like that of his
counterpart anywhere else in India. His income was derived almost entirely from
seasonal crops. The income from milch buffaloes was undependable. Private
traders and middlemen controlled the marketing and distribution system for the
4
milk. As milk is perishable, farmers were compelled to sell it for whatever they
were offered. Often, they had to sell cream and ghee at throwaway prices. In this
situation, the one who gained was the private trader. Gradually, the realization
dawned on the farmers that the exploitation by the trader could be checked only
if marketed their milk themselves. In order to do that they needed to form some
sort of an organization. This realization is what led to the establishment of the
Kaira District Cooperative Milk Producers' Union Limited (popularly known
as Amul) that was formally registered on December 14, 1946.
The Kaira Union began pasteurizing milk for the Bombay Milk Scheme in June
1948. An assured market proved a great incentive to the milk producers of the
district. By the end of 1948, more than 400 farmers joined in more village
societies, and the quantity of milk handled by one Union increased from 250 to
5,000 liters a day.
Each failure, each obstacle, each stumbling block can be turned into a success
story. In the early years, Amul had to face a number of problems. With every
problem came opportunity. A chance to turn a negative into a positive. Milk by
products and supplementary yield, which suffered from the same lack of
marketing and distribution facilities, became encumbrance. Instead of being
bogged down by their fate they were used as stepping-stones for expansion.
Backward integration of the process led the cooperatives to advances in animal
husbandry and veterinary practice.
The response to these provided stimulus for further growth. For example, as the
movement spread in the district, it was found that the Bombay Milk Scheme
could not absorb the extra milk collected by the Kaira Union in winter, when the
production on an average was 2.5 times more than in summer. Thus, even by
1953, the farmer-members had no assured market for the extra milk produced in
5
winter. They were again forced to sell a large surplus at low rates to the
middlemen. The remedy was to set up a plant to process milk into products like
butter and milk powder. A Rs 5 million plant to manufacture milk powder and
butter was completed in 1955. In 1958, the factory was expanded to manufacture
sweetened condensed milk. Two years later, a new wing was added for the
manufacture of 2500 tons of roller-dried baby food and 600 tons of cheese per
year, the former based on a formula developed with the assistance of Central
Food Technological Research Institute (CFTRI), Mysore. It was the first time
anywhere in the world that cheese or baby food was made from buffalo milk on a
large, commercial scale. Another milestone was the completion of a project to
manufacture balanced cattle feed. The plant was donated by OXFAM under the
Freedom from Hunger Campaign of the FAO.
To meet the requirement of milk powder for the Defense, the Kaira Union was
asked by the Government of India in 1963 to setup additional milk drying
capacity. A new dairy capable of producing 40 tons of milk powder and 20 tons of
butter a day was speedily completed. It was declared open in 1965. The Mogar
Complex where high protein weaning food, chocolate and malted food are being
made was another initiative by Amul to ensure that while it fulfilled the social
responsibility to meet the demand for liquid milk, its members were not deprived
of the benefits to be had from the sale of high value-added products.
6
well as the prospects of being able to market the product looked very bleak. It
was a vicious cycle reinforced by generations of beliefs.
The Kaira Union broke the cycle by not only taking upon themselves the
responsibility of collecting the marketable surplus of milk but also provided the
members with every provision needed to enhance production. Thus the Kaira
Union has full-fledged machinery geared to provide animal health care and
breeding facilities. As early as late fifties, the Union started making high quality
buffalo semen. Through village society workers artificial insemination service was
made available to the rural animal population. The Union started its mobile
veterinary services to render animal health care at the farmers' doorstep.
Probably for the first time in the country, veterinary first aid services, by trained
personnel, were made available in the villages. Fully qualified staff mans the
Union’s 16 mobile veterinary dispensaries. All the villages are visited bi-monthly,
on a predetermined day, to provide animal health care. A 24-hour Emergency
Service is also available at a fee (Rs. 35 for members and Rs. 100 for non-
members). All the mobile veterinary vans are equipped with Radio Telephones.
The Union runs a semen production center where it maintains high pedigreed
Surti buffalo bulls; Holstein Friesian bulls, Jersey bulls and 50 per cent crossbred
bulls. The semen obtained from these bulls is used for artificial breeding of
buffaloes and cows belonging to the farmer members of the district. The artificial
insemination service has become very popular because it regulates the
frequency of calving in cows and buffaloes thus reducing their dry period. Not
only that, a balanced feed concentrate is manufactured in the Union's Cattle
Feed Plant and sold to the members through the societies at cost price.
Impressive though its growth, the unique feature of the Amul sagas did not lie in
the extensive use of modern technology, nor the range of its products, not even
the rapid inroads it made into the market for dairy products. The essence of the
Amul story lies in the breakthrough it achieved in modernizing the subsistence
economy of a sector by organizing the rural producers in the areas.
7
8
Chapter 2
Production Function
Introduction
The core of production system is its conversion subsystem where in workers; raw
materials are used to convert inputs into products and services. This production
department is at heart of the firm, as it is able to produce low cost products and
superior quality in timely manners.
Thus, there arises enormous need of giving due importance to this department
as a whole and a strong concrete base being foundation pillars of a
manufacturing organization, if the intention is to succeed domestically and
globally.
• Ahmedabad Dist Coop Milk Producers’ Union Ltd, Ahmedabad. Soc: 433,
Mems: 52,428. Av Milk Proc: 90,000 lpd.
9
• Banaskantha Dist Coop Milk Producers’ Union Ltd, Palanpur. Soc: 1,130,
Mems: 97,251. Av Milk Proc: 295,000 lpd.
• Baroda Dist Coop Milk Producers’ Union Ltd, Baroda. Soc: 783, Mems:
156,691. Av Milk Proc: 225,000 lpd.
• Bharuch Dist Coop Milk Producers’ Union Ltd, Bharuch. Soc: 289, Mems:
37,900. Av Milk Proc: 38,000 lpd.
• Bhavnagar Dist Coop Milk Producers’ Union Ltd, Bhavnagar. Soc: 190,
Mems: 25,532. Av Milk Proc: 23,000 lpd.
• Gandhinagar Dist Coop Milk Producers’ Union Ltd, Gandhinagar. Soc: 56,
Mems: 13,000. Av Milk Proc: 46,500 lpd.
• Junagadh Dist Coop Milk Producers’ Union Ltd, Junagadh. Soc: 400, Mems:
41,500. Av Milk Proc: 73,000 lpd.
• Kaira Dist Coop Milk Producers’ Union Ltd, Amul Dairy, Anand. Soc: 943,
Mems: 513,280. Av Milk Proc: 740,000 lpd.
• Kutch Dist Coop Milk Producers’ Union Ltd, Kutch Dairy, Madhapar. Av Milk
Proc: 25,000 lpd.
• Mehsana Dist Coop Milk Producers’ Union Ltd, Dudhsagar Dairy, Mehsana.
Soc: 1,020, Mems: 292,800. Av Milk Proc: 704,402 lpd.
• Panchmahal Dist Coop Milk Producers’ Union Ltd, Godhra. Soc: 1,133,
Mems: 126,510. Av Milk Proc: 112,000 lpd.
• Rajkot Dist Coop Milk Producers’ Union Ltd, Rajkot. Soc: 193, Mems: 29,620.
Av Milk Proc: 50,000 lpd.
• Sabarkantha Dist Coop Milk Producers’ Union Ltd, Sabar Dairy, Himatnagar.
Soc: 1,315, Mems: 200,482. Av Milk Proc: 322,346 lpd.
• Surat Dist Coop Milk Producers’ Union Ltd, Sumul Dairy, Surat. Soc: 864,
Mems: 160,000. Av Milk Proc: 300,000 lpd.
• Surendranagar Dist Coop Milk Producers’ Union Ltd, Surendranagar. Soc:
486, Mems: 31,000. Av Milk Proc: 30,000 lpd.
• Valsad Dist Coop Milk Producers’ Union Ltd, Vasudhara Dairy, Valsad. Soc:
348, Mems: 35,900. Av Milk Proc: 74,400 lpd.
10
Plant Layout
Plant layout is the overall arrangement of the machine tools, handling
equipments, storeroom and other various accessories required for facilitating
production in a factory. These arrangements are pre-planned with the results that
the building has been constructed to fit a layout of a given process.
The plant is engaged in producing milk, ice creams, milk powder and ghee.
Entire department is uniquely provided with facilities for the processing each
product. There are 4 production departments and packaging departments
pertaining to each product respectively.
Thus, plant layout encompasses all production and service facilities and provides
for the most effective utilization of the men, materials and machines constituting
the process. It is the master blue print of coordinating all operations.
• Efforts minimization
• Fewer material handling will be provided manufacturing units cost will be lover
• Bottlenecking of production will be eliminated
• Total item in process will be less
• Specialization of operations is facilitated
11
• Less inspection will be required
• Production control will be easier to achieve
• Plant investment can be held to the necessary minimum
• Plant and equipment obsolescence may be less
• Wastage space will be eliminated
Thus, a true beneficiary is provided to the plant through good and sound planning
for plant layout.
Operating Analysis
Amul’s only source of raw material is Village Milk societies. Milk is brought from
such village milk societies every morning and evening. This milk is then sent to
the dairy plant. In the dairy plant the milk is processed i.e. it is made free from
germs.
Milk Processing
The entire process of milk can be divided into following steps:
Steps:
Collection of Raw-Milk
Electronic Milk Test
Separation Process
12
Quality Check
Packaging Process
Cold Storage
After collecting the samples of milk, they are taken to the laboratory ,where two
types of tests are conducted.
13
SNF & FAT is checked with phosphate solution. When the colour of the milk
becomes yellow, it is sent for pasteurisation.
14
Methyline Blue Reduction Test
Another test, which is taken in the laboratory, is called Methyline blue reduction
test. This test is conducted for checking for how long the milk will remain fresh.
To check this, 10 ml of milk is taken and 1 ml of methyline blue solution is added
to it. It is then kept under water at 57-degree C. After one hour, if the solution
losses its colour than it is called raw milk. If the solution remains the same even
after 5 hours than it is considered as fresh milk, which remains constant for a
long period of time.
After laboratory gives green signal and confirming the raw milk at the reception
dock is brought in to the house connected with the pump is sent to the milk
processing plant. This is than chilled below 4 degree C. and then stored in milk
silos. After that milk is processed which has two steps i.e. pasteurising and
standardizing.
15
process some milk goes to separator machine and remaining is proportionately
sent for standardization.
3. Separation process
Separator machine separates two kinds of products, skimmed milk & cream,
through channels. There are 100 disks fixed in separator machines, which
revolve at 5000 rpm (revolution per minute). It is taken to the tanks, which has
the capacity of 20000 litres. Whenever the milk is needed from the tank, it is
tested in the laboratory and the deficit proportion fat is added by mixing cream.
This process continues for 24 hours.
4 Quality Check
Pasteurized milk is sent for a quality check in the Quality Assurance laboratory
of the dairy plant. Within 14 seconds FAT and SNF proportion is received
regarding 30 lack litres of milk. The total investment put into the lab by the Dairy
plant is of Rs. 6 crores.
This laboratory only checks and analyses the powder, milk and ghee. There is a
separate ice-cream analysing laboratory.
5 Packing Process
After this the milk is sent for packing to the milk packing station in the dairy plant.
In the milk packaging station there are huge pipelines and behind each of them
there is polyfill machine from which the material to pack milk comes out. There
16
are 12 such polyfill machines in the packaging station from which the materials to
pack milk comes out. From each of these 12 machines 100 pouches are packed
in one single minute.
6. Storage
Then the milk is sent to the cold storage of the dairy where the milk is stored until
it is dispatched. Here the milk is stored at temperature ranging from 5 C to 10 C,
it is maintained with the help of exhaust fans having silicon chips. About 40000
litres of milk is dispatched from the cold storage of the dairy plant everyday. The
damaged pouches are kept a side and the milk is once again put to the tank.
Milk Powder
For converting milk powder first of all water content is evaporated in condensing
plant. By this process they get condensed milk, it is used as a raw material.
There after the milk is sent to the drying plant. The spray drying plant is huge in
size with a height of 70 feet. The plant is divided into many floors to enable easy
use of the plant. First of all the raw material i.e. condensed milk is put into the
first floor of the plant along with air at 200° C. By this process the remaining
water, which the condensed milk might have retained is also evaporated and milk
comes as powder but this is not the last stage.
This powder is again put in to a machine called milk calendaria, where it is turned
in to real milk powder. Its capacity is 1000 litres per 15 minutes. Then again this
milk powder is put into a Dense Waise Vessel. Here the lumps are removed and
uniform milk powder is sent up.
After processing the powder is sent for quality checking at quality assurance
laboratory. After the quality confirms, this milk powder is differentiated, by adding
different flavors to them like elaichi, chocolate & sugar free milk powder.
Thereafter they are packed in tins and boxes. Afterwards it is stored at storage
department.
17
18
Chapter 3
GCMMF: An Overview
19
2001-02 23365 500
2002-03 27457 575
2003-04 28941 616
Bread spreads
• Amul Butter
• Amul Lite Low Fat Breadspread
• Amul Cooking Butter
Cheese Range
20
• Amul Shakti 3% fat Milk
• Amul Taaza 1.5% fat Milk
• Amul Gold 4.5% fat Milk
• Amul Lite Slim-n-Trim Milk 0% fat milk
• Amul Shakti Toned Milk
• Amul Fresh Cream
• Amul Snowcap Softy Mix
Pure Ghee
Milk Powders
Fresh Milk
21
• Amul Gold Full Cream Milk 6% fat
• Amul Shakti Standardized Milk 4.5% fat
• Amul Slim & Trim Double Toned Milk 1.5% fat
• Amul Saathi Skimmed Milk 0% fat
• Amul Cow Milk
Curd Products
22
• Frostik - 3 layer chocolate Bar
• Fundoo Range - exclusively for kids
• SlimScoop Fat Free Frozen Dessert (Vanilla, Banana, Mango,
Pineapple)
• Health Isabcool
Brown Beverage
Milk Drink
Health Beverage
Recently launched
• Amul Ganthiya
23
24
Organisation Structure
Villagers
25
• Internal Organization Structure:
Chairman
Managing Director
General Manager
26
Accountant Officer Marketing Officer
P.R.F.
Executive
A systematic & well-defined organizational structure plays a vital role & provides
accurate information to the top-level management. An organisation structure
defines a clear-cut line of authorities & responsibilities among the employees of
GCMMF. The Organisation structure of Amul is well-arranged structure. At a
glance a person can completely come to know about the organization structure.
Amul is leaded by the director under him five branches viz. Factory, Marketing,
Accounts, Purchase, Human Resources Department.
Factory department has a separate general manager under him there are six
braches viz. Production, Stores, Distribution, Cold Storage, Quality, and Deep-
freezing. This department takes care of the factory work.
Marketing department has regional senior marketing manager and under him
there is a regional manager. This department takes care of the marketing
aspects of Amul.
Accounts department takes care regarding accounts i.e. day-to-day work. Under
the accountant there is one clerk.
Purchase department takes care regarding the purchase of raw materials and
many other things.
27
Chapter 4
Marketing Function
GCMMF was the first co-operative to be set up under operation flood. GCMMF’S
dairy plant commissioned in 1994 is one of the most modern and largest plants. It
can handle up to 1million litres of milk per day. The plant also has facilities for
pasteurizing and packing. It was funded by NDDB. GCMMF’s milk is sold under
its flagship brand Amul.
GCMMF sales turnover grew by 21% Rs. 15.5 billion to Rs. 18.8 billion including
consignment sales of Rs. 3.7 billion sale of Amul milk in Gujarat and Maharastra
increased by 11% and 16% respectively. Dairy product turnover registered a
19% growth. Amul butter registered 18% growth. The sale of Amul & Sagar Ghee
increased by 47%. Amul Cheese registered 60% value growth.
GCMMF’s sales to the defense services were Rs.233 million during the year,
were mainly to Burma, Uganda and West Africa. The company plans to expand
its export markets in Saudi Arabia and other Middle East countries.
During 1999, launching it in 8 states and 2 union territories extended the Amul
ice-cream brand franchise. Amul ice creams have become India’s 2nd largest
brand. Recently it has commissioned a dairy at Kolkata.
New products launched during the early 2000 were Amul Pizza, Cheese and
Amul slice cheese, Amul paneer and Amul Mithaee range. Safal mango drink has
28
been launched by Strategic alliance with Safal (A union of NDDB). The product
range to be launched under the Safal brand will include fruit drinks, squashes,
pickles, jams, and ketchup and mango pulp.
Amul ice-cream brand franchise was extended with launch in 8 states & 2 union
territories. Amul ice cream has become the 2nd largest brand in the country & has
garnered major share in its existing markets in a short time span of 3 years.
Amul’s main ice-cream manufacturing facility is located at Gandhinagar which is
Asia’s largest and most modern integrated ice-cream manufacturing plant and
uses world renewed refrigeration units and an efficient cold chain. GCMMF has
become very popular because of its excellent marketing strategy. GCMMF
marketing strategy is to understand the consumer needs, develop products that
provide superior value at fewer prices. GCMMF has shown a tremendous
commitment to the floodwater situations. GCMMF has never stopped the supply
of milk and other milk products. And unlike other competitors, it has never taken
wrong benefits in these kinds of situations. It has developed an excellent
distribution channel to provide its products to the consumers. It has made its
products available in each part of Gujarat & India.
Market Segmentation
Market segment is a very important function for the market department of the
GCMMF, because the market consists of buyers different in many ways. They
are different in their wants resources, locating buying practices. Because buyers
have unique needs and wants, each buyer is potentially separate market.
Geographic segmentation
Under these variables, GCMMF has divided market into different geographic
units such as region, states, cities etc. GCMMF sells its products by geographic
segment action like in the north where production of milk is very high the sale of
29
Amul’s product is not much. But in the western region it is high. GCMMF
identifies this kind of variables and deals with it.
Demographic Segmentation
Under this variable GCMMF has divided market into several segments such as
age, gender, family, size, income, occupation etc. For each group GCMMF
marketing strategy is different. In milk Amul targets all the class where as in the
other products like butter, ghee, ice-cream etc. it targets to the middle and higher
middle class.
Distribution Network
Most producers work with marketing intermediaries to bring their products to
market. The marketing intermediaries make up a marketing channel also called
distribution cannel. Distribution channels are sets of interdependent
organizations involved in the process of making a product or service available for
use or consumption.
The Head Office of GCMMF is located at Anand. The entire market is divided in
5 zones. The zonal offices are located at Ahmedabad, Mumbai, New Delhi,
Kolkata and Chennai. Moreover there are 49 Depots located across the country
and GCMMF caters to 13 Export markets.
30
31
Distribution Chart
Products
Agents
Wholesaler
Retailer
Consumer
We can see from above figure that GCMMF distribution channel is simple and
clear. The products change hands for three times before it reaches to the final
consumer. First of all the products are stored at the Agents end who are mere
facilitators in the network. Then the products are sold to wholesale dealers who
then sell to retailers and then the product finally reaches the consumers.
Amul Parlors
Amul has come out with a unique concept of Amul Parlours. They have classified
them under four types namely:
Center for Excellence: These Amul Parlours are specifically at a place, which
has a class of excellence of its own. We can find such parlors at the Infosys,
IIMA, NID Ahmedabad etc.
32
On the Move: These parlors are at the railway stations and at different state bus
depots across different cities.
Amul Parlours: These parlors can be seen at different gardens across different
cities. These are fully owned by Amul.
Amul Preferred Outlets: These are the private shops that keep the entire of
product range of Amul. They also agree not to keep any competitor brands in the
outlets. They can keep other brands that are in the non-competitor category.
Amul has more than 200 such outlets right now. It wants to have 1,00,000 parlors
by the end of the year 2010.
Managing Competition
The Indian market is dominated by a large number of small local and regional
players. There are an estimated 150 manufacturers in the organized segment,
which accounts for 30-35% of sales and about 1000 units in the unorganized
segments of the market. In the organized segment the significant brands are
Kwality Walls , Vadilal, Amul, Havmor, Mother dairy and Baskins & Robbins.
GCMMF is facing very tough competition from both in and outside India.
33
Exports
Consumer Packs
Bulk Packs
The products are exported to 18 countries namely, USA, Kuwait, Qatar, UAE,
Yemen, Bahrain, Muscat, Saudi Arabia, Tanzania, Madagascar, Sri Lanka,
Singapore, Nepal, Bangladesh, Nepal Thailand and Australia.
34
Advertising by Amul
Amul has two agencies that look after its entire range of products namely FCB
Ulka and Da Cunha.
FCB Ulka looks after a broad range of products namely, Amul Lite Breadspread,
Amul Shrikhand, Amul Chocolates, Amul Paneer, Amul SnowCap Softy Mix Ice
cream, Amul/Sagar Ghee, Amul Infant Milk Formula 1 & 2, Sagar Tea and Coffee
whitener, Amul Spray Infant Milk Food, Amul Mithaee, Amul Gulab Jamun,
Amulya Dairy Whitener, Mithaimate Sweetened Condensed Milk, Amul Ice
cream, Sagar Skimmed Milk Powder and Amul Whole milk Powder.
Da Cunha looks after the Amul butter. Da Cunha also prepares the very popular
Amul butter billboard campaigns, which we see at various locations. Over and
above the Amul butter, Da Cunha also looks after the Amul Cheese, Cheese
spread, Gouda Cheese, Emmental Cheese, Masti Dahi and Buttermilk, Amul
Slim-n-Trim, Amul Taaza and Amul Gold (all different brands of milk), Amul Fresh
Cream, Amul Chocolate Milk, Amul Fresh Milk and Nutramul.
35
Chapter 5
Finance Function
Introduction
Financial Details
Name of bankers
• Corporation Bank
36
Financial Analysis
The debt – equity ratio shows the percentage of debt and net worth. Long-term
debt to equity ratio shows the percentage of long-term debt to net worth.
1 0.87
0.85
0.78 0.75
0.8
0.53 0.55
0.6
Ratio
0.45
0.4 0.34
0.2
0
2001 2002 2003 2004
Debt-Equity Ratio 0.85 0.87 0.53 0.55
Long term Debt-Equity 0.78 0.75 0.34 0.45
Ratio
Year
It seems that GCMMF has used more of long – term debt as compared to Short –
term debt. As a result it has ended up paying more of interest. But as far as the
percentage of debt to equity is concerned the use of debt has been declining
over years. Of the total capital employed debt is more as compared to equity.
Thus, it can be concluded that the stake of creditors and bankers is more in the
total capital employed.
37
• Interest Coverage Ratio
Interest coverage ratio is used to test the firm’s debt servicing capacity. It shows
the number of times interest charges are covered by funds that are ordinarily
available for payment.
10 8.28
8
6
Ratio
4 2.36 2.63
1.84
2
0
2001 2002 2003 2004
Interest coverage 1.84 2.36 2.63 8.28
Ratio
Year
Interpretation
Interest coverage ratio of the firm was 1.84 times in 2001, which has increased to
8.28 times in 2004. This indicates that firm is easily able to pay the interest
charges out of its present earnings.
38
• Dupont Analysis
Components of ROCE
40
33
30
26
Ratio
23 23.91 23
20 17.85
15.57 15.25
10
Interpretation
The company’s profit before depreciation, interest and tax has remained constant
over the years. In 2003, though the sales/CE has increased the PBDIT/Sales
ratio has declined. This can be attributed increasing level of expenditure of the
company. But the ROCE has increased due to decreasing capital employed in
the year 2003. Overall ROCE has remained around 26%.
39
• Components of ROE
Components of ROE
40
33 31.75
30
26
Ratio
23 21.2 23
20 20.9
17.63
13.7
10 10.4 8.92
7.36
0 1.85 1.9 1.21 1.89
2001 2002 2003 2004
PBDIT/CE 23 26 33 23
PAT/PBDIT 17.63 20.9 21.2 31.75
CE/Net Worth 1.85 1.9 1.21 1.89
ROE 7.36 10.4 8.92 13.7
Year
Interpretation
The trend in CE/Net Worth has remained steady over the years except during
2003 where the CE/Net Worth ratio has declined. This can be attributed to an
increase in Net Worth and a decrease in the Capital Employed. PAT/PBDIT
showing an increasing trend, this can be attributed to the declining taxes over the
years. PBDIT/CE ratio has increased in 2003 because of decrease in capital
employed and decreased in 2004 due to increase in capital employed. ROE has
increased due to an increase in PAT.
40
• ROCE v/s ROE
40
33
30
26
Ratio
23 23
20
13.7
10 10.4 8.92
7.36
0
2001 2002 2003 2004
ROCE 23 26 33 23
ROE 7.36 10.4 8.92 13.7
Year
Interpretation
ROCE and ROE have shown an increasing trend up to year 2002, but after that
in the year 2003 it is showing an opposite trend. This is due to an increase in Net
worth and decrease in capital employed. Again, in 2004 there is an opposite
trend in both ROCE and ROE because of increase in capital employed.
41
Common Size Statement of P & L Statement of GCMMF
EXPENDITURE:
Raw Materials 92.09 90.92 91.08 74.77
Power & Fuel Cost 0.57 0.66 0.71 0.50
Employee Cost 0.84 0.96 0.95 0.86
Other Manufacturing Expenses 1.03 1.31 1.58 17.91
Selling and Administration Expenses 3.89 4.07 4.22 0.81
Miscellaneous Expenses 0.16 0.41 0.11 3.85
Less: Pre-operative Expenses Capitalised 0.00 0.00 0.00 0.00
42
P & L Balance brought forward 0.00 0.00 0.00 0.00
Statutory Appropriations 0.00 0.00 0.00 0.00
Appropriations 0.25 0.35 0.29 0.41
P & L Balance carried down 0.00 0.00 0.00 0.00
Interpretation
Up to 2003 raw material cost has remained steady, but in 2004 it has declined by
18%. Selling and Administrative expenses have also shown a declining trend
such that in 2004 it is showing only a nominal part of total expenditure. Even
though there is a decline in the above-mentioned expenditures, the total
expenditure has almost remained constant. This is due to a drastic increase of
1033% in other manufacturing expenses. Operating profit is showing a declining
trend since 2002.
43
Total Liabilities 100.00 100.00 100.00 100.00
APPLICATION OF FUNDS:
Gross Block 154.14 167.74 248.28 171.55
Less : Accumulated Depreciation 83.73 92.89 145.19 101.20
Net Block 70.41 74.85 103.10 70.35
Lease Adjustment 0.00 0.00 0.00 0.00
Capital Work in Progress 11.76 3.60 2.15 0.00
Investments 0.26 0.25 0.34 0.21
Current Assets, Loans & Advances
Inventories 123.18 139.46 203.27 79.91
Sundry Debtors 19.40 21.84 32.71 12.28
Cash and Bank 62.36 62.54 74.11 42.34
Loans and Advances 6.87 10.13 17.64 40.26
Total Current Assets 211.81 233.97 327.72 174.80
Less : Current Liabilities and
Provisions
Current Liabilities 193.31 207.72 325.27 124.08
Provisions 4.67 4.95 8.03 18.67
Total Current Liabilities 197.98 212.67 333.31 142.74
Net Current Assets 13.82 21.30 -5.58 32.05
Miscellaneous Expenses not written off 0.00 0.00 0.00 0.00
Deferred Tax Assets 3.75 0.00 0.00 1.20
Deferred Tax Liability 0.00 0.00 0.00 3.80
Net Deferred Tax 3.75 0.00 0.00 -2.61
44
Interpretation
The proportion of debt in total liabilities has increased from 17.06% in 2003 to
47.20% in 2004. Total Shareholders funds have decreased from 82.94% in 2003
to 52.80% in 2004.
Assets have reduced by around 30% in the year 2004; this may be due the sale
of assets. Current assets have reduced as compared to 2003. Working capital
was negative in 2003 and in 2004 there has been a considerable improvement of
around 670%. Also, contingent liabilities have reduced to a great extent, which is
a positive sign.
Rs. In crore
2004 2003
Cash Flow Summary
Cash and Cash Equivalents at Beginning of the
84.08 79.18
year
Net Cash from Operating Activities 50.41 29.5
Net Cash Used in Investing Activities -13.95 -17.39
Net Cash Used in Financing Activities -47.56 -7.21
Net Inc/(Dec) in Cash and Cash Equivalent -11.1 4.9
Cash and Cash Equivalents at End of the year 72.98 84.08
Interpretation
45
Gains from operating activities have increased 70.44% in 2004. Uses of cash in
investment activities have decreased 19% in 2004. There has been whopping
increase in financing activities that is at 559% in 2004.
Thus there has been a decrease 13% in cash in 2004 from 2003.
46
Chapter 6
Introduction
The success to any industrial unit depends upon their effective personnel
department. Personnel department is basically commercial with human resource
of an enterprise and it also continues procurement, development, non-monetary
comparison, integration and maintenance of the personnel purpose of
contribution towards the accomplishment of the organization’s major goal and
objectives. Personnel management in opinion of many authors is true
management. So sometimes it is told that management means to manage
human behaviour. Personnel management is that phase of management, which
deals with the effective control of use of manpower as distinguished from other
source of power.
Recruitment
Recruitment forms the first stage in the process which continues with selection
and cased with the placement of the candidate recruitment makes it possible to
acquire the number and types of people necessary to ensure to continues
operation of the organization requirement has, been regarded as the most
important function of personnel administration.
47
like postal services employment exchange education institution and
advertisement.
Sources of Recruitment
Selection
48
Training and management development are the two separate things. Training is
required for persons working at operation level and it is required for increasing
the knowledge and skills of employees so that they can perform their tasks in the
best manner while management development refers to the activities that take
place in order to improve the performance of the managerial level personnel.
Training and management development contribute a lot in increasing the
productivity. To facilitate newly selected person at operation level, he is placed at
the work under supervision of a senior worker who gives guidance and
instructions about the particular work. For the managerial level personnel, they
select only those people who are having an experience of at least three years in
similar fields. Then a newly selected person’s performance is observed for three
months.
Promotion
Two main policies followed by the organisation are:
• Automatic promotion
• Merit cum seniority
During the period of 1972, promotion was given automatically to a person who
had completed his 6 yrs and 2nd promotion was given after 7 yrs. At that time
they had a policy of rewarding merit on the basis of seniority. But now it is solely
based on merit. Managing Director signs the promotion order after the
recommendation by the personnel & Administration department.
Transfer
Transfer is the pre-relative right of the management. Transfer is done if it is
necessary for the organization. Transfer is generally affected to build up a more
satisfactory work team & to achieve a specific purpose. In this organisation
49
transfer takes place in flash season. Transfers are also to adjust the work forces
of one plant with another.
At present catalogue record is received from the time keeping office and is
maintained in the register, which is known as master roll. Timekeeper sends this
master roll to the accounts department. Attendance of each & every employee is
analyzed & entered into the computer. The record is scrutinized and a statutory
and non-statutory deduction is made and then after salary is calculated for each
employee.
The wages are paid in cash & also credited in corporate salary a/c. Employee
wages are deducted according to grades of workers. It consists of A, B, C, D, E,
and F grade of workers.
Job Description
Job Description is an important document, which is basically descriptive in nature
and contains a statement of job analysis. It defines the scope of job activities i.e.
major responsibilities & positioning of job in organization. It provides the worker
and supervisor with a clear idea of what kind of work they need to do to meet the
demands of the job. Here those who are at senior Level make job description
regarding managerial position.
50
Chapter 7
SWOT Analysis
Strengths
51
and the warehouses also have the cold storage facilities that facilitate the
transportation.
• Vast resources: Country has vast natural resources which offer immense
potential growth and development for dairying. Moreover the financial resources
available with the federation are immense and the reputation is such that in case
of any further requirements, it can approach any institution and raise any form of
capital.
• Increasing purchase power and changing tastes of the consumers: The
purchasing power of the residents is increasing. As a result a lot of products are
being consumed. Moreover, the consuming habits are changing. As a result, the
demand for products such as butter and cheese is increasing at a very rapid rate.
Weaknesses
• Perishability: Pasteurization has overcome this weakness partially. UHT
gives milk long life. Still perishability is there at the milk vendors end. This does
result in loss of some production. But Amul Dairy is taking steps to store milk at
the vendors end. Surely, many new processes will follow to improve milk quality
and extend its shelf life.
• Lack of control over yield: Theoretically, there is little control over milk yield.
A lot depends upon the monsoon in the country. This is because of the quality of
cattle feed that would be available will not have the required nutritional content.
Steps are taken to provide awareness regarding these and the penetration of
quality feed is being increased. Moreover, increased awareness of developments
like embryo transplant, artificial insemination and properly managed animal
husbandry practices, coupled with higher income to rural milk producers should
automatically lead to improvement in milk yields.
• Logistics of procurement: Woes of bad roads and inadequate
transportation facility make milk procurement problematic. All these factors lead
to perishability of the procured milk. But with the overall economic improvement
in India, these problems would also get solved.
52
• Erratic power supply: The erratic power supply would cause harm in the
processing of milk.
• Underdeveloped systems: There still exist underdeveloped raw milk
collection systems in some parts of the country. However steps are being taken
such as setting up of cold storage points at key collection centers to combat the
situation.
• Lack of proper implementation: Dairy development programmes have not
been fully implemented as per the needs of the region in different agro-climatic
zones.
• Infrastructure: The infrastructure that is available is not up to the current
world standards. Also lack of infrastructure for offering dairy business
management programmes to the trained personnel is creating a hindrance.
Opportunities
"Failure is never final, and success never ending”. Dr Kurien bears out this
statement perfectly. He entered the industry when there were only threats. He
met failure head-on, and now he clearly is an example of ‘never ending success’!
If dairy entrepreneurs are looking for opportunities in India, the following areas
must be tapped:
53
a greater presence and flexibility in the market place along with
opportunities in the field of brand building.
o Addition of cultured products like yoghurt and cheese lend further strength
- both in terms of utilization of resources and presence in the market
place.
o Yet another aspect can be the addition of infant foods, geriatric foods and
nutritional.
• Export potential: Efforts to exploit export potential are already on. Amul is
exporting to Bangladesh, Sri Lanka, Nigeria, and the Middle East. Following the
new GATT treaty, opportunities will increase tremendously for the export of agri-
products in general and dairy products in particular. There is a strong basis of
cost efficiency, which GCMMF can leverage in the world market.
• Markets: The market for the traditional as wells as processed dairy products
is expanding both at the domestic and international front.
• IT support: Software is now available for project formulation for dairy
enterprise. It has also computerized its production processes. Mother Dairy was
the first fully computerized dairy in India. In its Anand plant all products are
processed computerized, which does not have any hand touch during any stage
of process.
Threats
• Milk vendors, the un-organized sector: Today milk vendors are occupying
the pride of place in the industry. Organized dissemination of information about
the harm that they are doing to producers and consumers should see a steady
decline in their importance.
• Infestation: There are increasing incidents of chemical contaminants as well
as residual antibiotics in milk.
• Quality: The quality of the milk is found to be poor as compared to the
international standards. One of the reasons for these according to the EU and
America is the method of milching the milk. In these nations the milk is hands by
54
the farmers owning the cattle do milched with the help of machines, while in
India.
• Exploitation: The liberalization of the Dairy Industry is likely to be exploited
by the multinationals. They will be interested manufacturing the milk products,
which yield high profits. It will create milk shortage in the country adversely
affecting the consumers.
• Subsidy by Western Nations: There have been incidences wherein the
Western nations subsidizing the dairy products by a few means like
transportation. Because of such reasons the final price of the product goes below
the prices prevailing in the Indian Market. Hence it proves a threat to GCMMF’s
and other Indian dairy products.
• Creation of Non Tariff Barriers by Developed Nations: The Developed
Nations have created Non Tariff Barriers related to Quality of the milk specifically.
They want that the milk be processed with potable Air and Water. They also want
that the milching of cattle be done with the help of machines. However this type if
system is yet to evolve in India. Because of these reasons they are reducing the
market potential of Indian made products, where GCMMF holds a lions share.
The study of this SWOT analysis shows that the ‘strengths’ and ‘opportunities’ far
outweigh ‘weaknesses’ and ‘threats’. Strengths and opportunities are
fundamental and weaknesses and threats are transitory. Any investment idea
can do well only when you have three essential ingredients: entrepreneurship
(the ability to take risks), innovative approach (in product lines and marketing)
and values (of quality/ethics).
55
Chapter 8
Michael Porter’s Five-Force Analysis
• To a large extent, industry structure governs the strategies open to the firms.
The profitability and attractiveness of an industry is dependent of the level of
competition. Competition in an industry originates from industry structure and
goes well beyond the behavior of individual competitors.
• According to Porter, each industry has a potential profitability and the profitability
for the firms is dependent on the competitive forces in the industry. Porter
identifies five competitive forces that derive from the ambition to obtain as large
share of the profitability as possible. The five forces are the foundation of the
five-force model.
Milk Gayatri
Royal
Sardar
Uttam
Shreshtha
Havmor
56
Kwality Walls Max
Local & Regional players
Ghee Gayatri
Nestle
Chocolate Nestle
Cadbury
The success of the national and local competitor’s brands includes effective
distribution system, advertising, good pricing policy etc. The factors ascribed by
porter are:
57
products under the brand name ‘Amul’, which has a very good reputation
at domestic and international level. Here, the raw material procurement is
very difficult for the new entrants. Consequently Capital requirement is
also high. Still new entrants are emerging such as domestic and
international players. So the threats of new entrants are moderate.
Brand Preferences and Consumer Loyalty: There is an immense
level of Brand Preference of Amul in the minds of the people. The level of
preference specifically in the liquid milk sector is that they would go to
other retailer if the retailer does not have milk.
Access to Distribution Channels: The distribution channel of
GCMMF is a very planned and perfect one. For any new entrant to enter it
would be a very difficult task. For GCMMF the result is years of hard work
and its investment in its employees as well as at different levels in the
distribution network.
Inability to match the technology and specialized know-how of
firms already in the industry: The technology used by Amul is imported
from Denmark. It is a state of art technology. To get this technology in
India, a firm would require a huge amount of resources.
Capital Requirements: The total investment required in the industry is
huge and is a decision worth considering even for MNC’s. The investment
decisions cover the processing costs as well as the marketing costs. To
compete with the brand Amul in India is difficult as Amul is synonymous to
Quality.
58
and not for individual benefit. But it is made sure that the supplier gets his
fair share of return.
There is appropriate bargaining power of the supplier. In olden days
there were not any kind of cooperative societies as the farmer was
exploited. But, nowadays the farmer’s rights are protected under the
cooperative rules and regulations, which ultimately results in moderate
power of bargaining from the supplier.
59
faces competition from Britannia. Moreover in almost all categories there
is presence of local retailers and processors and milk vendors. Rivalry
intensifies as each of the competitors has different lines and this would in
turn depend on the importance the line holds for the competitor.
Threats Of Substitute
60
61
Chapter 9
Future Plans
Future Challenges
62
• Competition.
• Liberalisation.
• Changing values.
• Urban shifting.
• Changing interests.
• Adoption of latest technology.
• Production according to international standards with foremost quality.
• Increase need for R&D.
• To keep the prices steady and reduce production and maintenance expenses.
• To enhance milk production by adopting better animal husbandry practices
and improving calf rearing practices in order to assure a stand in international
market in the foreseeable future.
• Expansion and upgrading of plant and equipment to meet increasing
demanded for quality and quantity with the help of better-qualified personnel.
• Rapid increase in productivity while respecting the basic man and animal
dynamic i.e., to control dairy and agriculture development in India.
• Development of new markets and expansion of old ones replacing additional
system with quality packaged milk products and vegetable.
• Creating a national information network to ensure that accurate timely
information is available to all who need it.
These are some of the challenges, which the organisation foresees and requires
coping up with.
63
Chapter 10
Conclusion
Following factors have given us the insight to conclude, why Amul is thriving with
success today:
• Emphasis on Quality: All the products of Amul are of highest grade.
Consumers were very quick to perceive this and the sales success that followed
reflected the public’s stamp of approval.
• Modern marketing: A good product alone cannot succeed unless backed by
innovative marketing, including packaging, price and promotion. Amul’s
advertising campaigns created a splash in the market that eventually led to a
tidal wave that rocked the competition.
• Management: The judicious handling of people, recognition of performance
and encouragement for a good try has gone a long way to build a sound
foundation of people. All the basic components of management that is
production, marketing, finance and organisation behavior are nicely arrayed at
Amul.
64
• The co-operative concept: The fundamental thesis underlying the Anand
model is that the rural producer must own and enjoy the assets they have helped
to create. The model has inspired the creation of hundreds of other Anand.
Amul is doing everything in the best possible manner. Just look at its product
quality, packaging, advertising and nation wide marketing network. This has
given Amul an edge over its competitors.
65
BIBLIOGRAPHY
66
• The Kaira District Cooperative Milk Producers’ Union Ltd. Anand, 58th Annual
Report 2003 –2004.
Website Visited
• www.amul.coop
• www.indiadairy.com
• www.indianmilkproducts.com
67
Annexure
Annexure I - Profit & loss account of GCMMF ltd.
Particulars Mar 1999 Mar 2000 Mar 2001 Mar 2002 Mar 2003 Mar 2004
Rs. Crore (Non-
Annualised) 12 mths 12 mths 12 mths 12 mths 12 mths 12 mths
-
Income
Operating income 1818.59 1909.15 1983.28 2057.5 2362.46 2833.78
Other income 2.46 2.54 3.8 4.69 3.98 4.3
Change in stocks -20.7 26.91 44.84 29.03 13.44 -72.19
Non-recurring income 1.86 1.34 1.3 0.48 1 0.88
-
Expenditure
Operating expenses 240.69 295.46 345.98 395.01 472.61 489.78
Purchase of finished
goods 1453.3 1518.71 1544.21 1521.02 1715.58 2068.72
Energy (power & fuel) 0 9.36 11.61 12.72 15.63 13.96
Salaries & wages 11.32 13.36 17.15 20.18 22.64 23.85
VRS expenses 0 0 0 0 0 0
Indirect taxes 0.71 9.94 8.62 18.04 22.34 22.34
Other expenses 60.93 64.59 76.64 89.92 99.72 111.68
Less: expenses
capitalized 0 0 0 0 0 0
Non-recurring
expenses 0.07 0 0.3 0.09 0.29 0.72
-
Profits / losses
PBDIT 35.19 28.52 28.71 34.72 32.07 35.72
Financial charges 6.8 7.01 7.53 7.44 5.7 2.26
PBDT 28.39 21.51 21.18 27.28 26.37 33.46
Depreciation 13.88 14.42 14.86 17.18 17.07 17.01
PBT 14.51 7.09 6.32 10.1 9.3 16.45
Tax provision 1.5 1.3 1.25 2.85 2.5 5.11
PAT 13.01 5.79 5.07 7.25 6.8 11.34
-
Appropriation of
profits
Dividends 3 3.6 3.6 3.6 4.5 4
Retained earnings 10.01 2.19 1.47 3.65 2.3 7.34
68
69
Annexure II - Assets of Gujarat Co-Op. Milk Mktg. Federation Ltd.
70
Particulars Mar 1999 Mar 2000 Mar 2001 Mar 2002 Mar 2003 Mar 2004
Rs. Crore (Non-
Annualised) 12 mths 12 mths 12 mths 12 mths 12 mths 12 mths
-
Gross fixed assets 160.98 183.59 210.64 230.37 246.63 272.32
Land & building 22.77 23.61 28.2 34.16 35.65 37.24
Plant & machinery 124.52 135.53 151.94 174.3 190.03 207.82
Other fixed assets 13.37 14.45 15.57 17.07 18.83 20.58
Capital WIP 0.32 10 14.93 4.84 2.12 6.68
Less: cumulative
depreciation 73.39 89.81 106.31 124.89 142.97 160.65
Net fixed assets 87.59 93.78 104.33 105.48 103.66 111.67
Mar
Particulars 1999 Mar 2000 Mar 2001 Mar 2002 Mar 2003 Mar 2004
Rs. Crore (Non-
Annualised) 12 mths 12 mths 12 mths 12 mths 12 mths 12 mths
-
Net worth 69.36 69.23 68.78 70.77 81.68 83.81
Authorised capital 50 50 50 50 50 50
Issued equity capital 20 30 30 30 40 40
Paid-up equity capital 20 30 30 30 40 40
Bonus equity capital 0 10 10 0 10 10
-
Reserves & surplus 49.36 39.23 38.78 40.77 41.68 43.81
Free reserves 34.07 26.23 27.67 15.22 15.8 17.27
Other free reserves 34.07 26.23 27.67 15.22 15.8 17.27
Specific reserves 15.29 13 11.11 25.55 25.88 26.54
-
Borrowings 60.75 63.62 58.18 63.68 153.7 74.93
Bank borrowings 5.24 8.27 4.43 12.16 153.7 74.93
Short term bank
borrowings 5.24 8.27 4.43 12.16 153.7 74.93
Govt. / sales tax
deferral borrowings 55.51 55.35 53.75 51.52 0 0
-
Secured borrowings 60.75 63.62 58.18 63.68 16.8 7.38
Unsecured borrowings 0 0 0 0 136.9 67.55
-
Deferred tax liabilities 0 0 0 0 0 6.04
-
Current liabilities &
provisions 125.67 196.44 263.11 300.52 208.41 226.59
Current liabilities 113.46 182.34 245.64 279.29 183.42 196.96
Sundry creditors 68.11 148.43 206.06 244.75 138.95 136.49
Interest accrued /
due 0 0 0 0 0 0
Creditors for capital
goods 0 0 0 0 0 0
Other current
liabilities 45.35 33.91 39.58 34.54 44.47 60.47
Share application
money 0 0 0 0 0 0
Advance against
wip 0 0 0 0 0 0
73
Provisions 12.21 14.1 17.47 21.23 24.99 29.63
Tax provision 9.18 10.48 11.73 14.58 17.08 22.08
Dividend provision 3 3.6 3.6 3.6 4.5 4
Dividend tax
provision 0 0 0 0 0 0
Other provisions 0.03 0.02 2.14 3.05 3.41 3.55
Total liabilities 255.78 329.29 390.07 434.97 443.79 391.37
Contingent liabilities
Disputed taxes 1.84 1.98 5.14 4.63 6.73 3.16
Total guarantees 291.57 340.83 377.59 348.4 193.6 14.12
Liabilities on capital
account 2.67 25.38 11.43 7.99 4.02 2.31
74