1. 1 THREAT TO COOPERATIVE IDENTITY 1.BUSINESS ENVIRONMENT 2.COOPERATIVE STRUCTURE 3.STAKHOLDERS 4.LEADERSHIP - ELECTED - PROFESSIONAL 5.GOVERNMENT

2. 2 BUSINESS ENVIRONMENT A. 1.UNFAIR GLOBALISATION - WTO - INCREASED & UNFAIR COMPETITION - MARKET BARRIERS & SANCTIONS 2. VOLATILITY IN MARKET ECONOMY 3. MERGERS & ACQUISITIONS 4.INCREASED PRIVATISATION – CAPITALISTIC 5. INCREASED IN-FLOW OF CHEAPER FOREIGN CAPITAL B.TECHNOLOGICAL CHANGES

3. 3 COOPERATIVE STRUCTURE TOO UNWIDELY TO SUSTAIN INCOMPETENT TO FACE THE COMPETITION IN THE MARKET COMPETS WITH ITS OWN CONSTITUENTS IN THE QUEST OF ‘INCOME GENERATING’ COMPROMISES WITH COOPERATIVE PRINCIPLES COMPROMISES ON EVEN PERIPHERY DISTORT THE COOPERATIVE IDENTITY

4. 4 STAKE HOLDERS 1.LACK OF LOYALTY 2.INFORMAL GROUPS 3.SELF GAINS MORE PROMINENT 4.CAN’T DISTINGUISH BETWEEN COOPERATIVE ORGANISATION & PRIVATE FORM OF ORGANISATION 5.EXPECTS HIGHER ACCOUNTABILITY & ATTENTION 6.PRESSES FOR INCREASED SURPLUSES 7.LACK OF TRUST 8.STATUS COMPARISON

5. 5 ELECTED LEADERSHIP 1.LACK OF ADEQUATE MARKET / BUSINESS INFORMATION 2.LACK OF VISION 3.GROUPISM 4.INTERFERENCE FOR SELF-GAINS THAN SUPERVISION 5.RECRUITMENT OF NON-QUALIFIED/NON- PROFESSIONAL MANAGERS 6.NOT MEMBER DRIVEN

6. 6 PROFESSIONAL LEADERSHIP 1.LACK OF PROPER JOB KNOWLEDGE 2.LACK OF SHARED VISION 3.LACK OF MARKET INFORMATION 4.VACCUM IN COOPERATIVE EDUCATION & TRAINING 5.IN-EFFECTIVE WITH MEMBERS 6.RACE TO MAKE HIGHER PROFITS AT THE COST OF SERVICES 7.URGE TO GROW BIG

7. 7 GOVERNMENT 1.CONTROL RATHER THAN SUPPORT & COOPERATION 2.LACK OF PROPER LEGAL FRAME WORK 3.LACK OF UNDERSTANDING OF COOPERATIVE PHILOSOPHY 4.POLICIES NOT CONDUSIVE TO THE GROWTH OF COOPERATIVES

8. 8 COMBINEDLY THREATENS COOPERATIVE IDENTITY ON 1.CONFLICT BETWEEN VALUES & SOCIAL ASPIRATIONS 2.LACK OF TRUST (MEMBERS & LEADERS) (LEADERS & PROFESSIONAL MANAGERS) 3.VALUES Vs. COMMERCIAL MARKET PRACTICES 4.LACK OF COHERENCE 5.BECOMES MARKET DRIVEN THAN MEMBER DRIVEN 6.WEAK BOARDS - NUMBER DRIVEN RATHER THAN POLICY DRIVEN - LACK OF MEMBERS’ SUPPORT THREATENDS AUTONOMY

9. 9 Autonomy …..OBVIOUSLY NOT ALL WELL GOVERNED COMPANIES DO WELL IN THE MARKET PLACE. NOR DO THE BADLY GOVERNED ONES ALWAYS SINK. BUT EVEN THE BEST PERFORMERS RISK STUMBLING SOME DAY IF THEY LACK STRONG AND INDEPENDENT BOARDS OF DIRECTORS.”

10. 10 ROLE OF LEADERSHIP IN MAINTAINING IDENTITY 1.RESPECT & BELIEF IN COOPERATIVE PRINCIPLE 2.FOCUS ON MEMBER’S NEEDS 3.INCULCATE COHERENCE 4.DEVELOPING CONSENSUS IN DECISION MAKING 5.STRONG & AUTONOMOUS BOARD 6.VALUE BASED MANAGEMENT FOR SHARED VISION 7.COOPERATIVE EDUCATION & TRAINING TO PROFESSIONAL STAFF 8.LOBBYING WITH GOVERNMENT FOR POLICIES & LEGAL FRAMEWORK CONDUSIVE TO COOPERATIVE GROWTH 9.CAPACITY TO INSULATE THE ORGANISATION FROM OUTSIDE INTERFERENCE (GOVT. & POLITICIAN) 10.AWARENESS OF TECHNOLOGICAL IMPROVEMENTS & MARKET ACCESS

11. 11 MEMBERS PARTICIPATION IN DECISION MAKING AT BOARD LEVEL –Periodical Board/Sub-Committee Meetings –Zonal/State Advisory Committee Meetings –Plant Visits –Participation in IFFCO Field Functions –Participation in conferences/seminars/symposia in India and abroad AT DELEGATE LEVEL (REPRESENTATIVES ON GENERAL BODY) –Participation in General Body Meetings –Participation in Zonal/State Advisory Committee Meetings –Participation in IFFCO Field Programmes –Visit to IFFCO Plants AT FARMERS LEVEL –Sale Point Personnel Training –Farmers Integration Programme SPONSORSHIP TO EDUCATION & TRAINING PROGRAMMES IN INDIA & ABROAD –Cooperative Education –Cooperative Conferences –Business Meetings

12. 12 IFFCO - TRULY A COOPERATIVE WHOLLY OWNED BY COOPERATIVE INSTITUTIONS DEMOCRATIC GOVERNANCE TRANSPARENT & DEMOCRATIC DECISION MAKING (NO VOTING IN THE BOARD THUS FAR ON ANY ISSUE WHATSOEVER) REGULAR TIMELY ELECTIONS & AUDIT ORGANISES EDUCATION & TRAINING PROGRAMMES FOR ITS MEMBERS & EMPLOYEES SPONSOR MEMBERS & EMPLOYEES TO CONFERENCES/SEMINARS/SYMPOSIUMS/MEETINGS FOR WIDER EXPOSURE IN INDIA & ABROAD SUPPORTS COOPERATIVE EDUCATION THROUGH NCUI ORGANISES LECTURE SERIES ON COOPERATION, INSTITUTES AWARDS TO ENCOURAGE & ENTHUSE COOPERATIVE LEADERS/COOPERATIVE PRACTITIONERS AND COOPERATIVE WORKERS HAS BEEN EARNING PROFITS FROM THE FIRST YEAR OF IT’S COMMERCIAL PRODUCTION & DISBURSING DIVIDEND TO ITS MEMBERS FROM THE VERY FIRST YEAR ONWARDS