84
CHAPTER VI
RESEARCH METHODOLOGY AMD SURVEY FINDINGS
(I) COLLECTION OF PRIMARY AND SECONDARY DATA
For the purpose of analysis the research methodo logy consists of collection of secondary data from jour nals, text books on marketing, the annual reports of the institutions concerned at the village, taluka, district and state level like
(1) Satpati Machchimar Vividha Karyakari Sahakari
Sanstha Maryadit, Satpati.
(2) The Satpati Fishermen’ s Sarvodaya Sahakari
Society limited, Satpati.
(5) Thane Zilla Machchimar Madhyavarti Sahakari
Sangha Maryadit, Palghar.
(4) Maharashtra Rajya Machchimar Sahakari Sangha
Limited, Mumbai.
(5) The Thane Zilla Madhyavarti Sahakari Bank
Limited, Thane, 85
(6) *'A comparative study of the business perfor
mance of selected fishermen co-operatives in
Thane district'* - By Shree.Dilip V. Nakhawa;
Central Institute of Fisheries Education,
Bombay.
(7) Literature published by Mumbai Sahakari Board
limited,
(8) Research Thesis prepared by Dr.Sudha Mokashi
on : TT^Tcfire tTTnft
\^T=nT 5 (5T^i ^ ee^»rfe) - Rinf^ - gr.f=T.f^.9fg=fr.
(9) The literature published by Indian Institute
of Foreign Trade on '’Survey of India's Export
Potential of Marine Products".
Apart from the various publications by the govern ment and non-government agencies secondary data was obtained from various articles by the experts, which appeared in research news papers like The Economic Times,
Financial Express and other local news papers. 86
(II) COLLECTION OF PRIMRY DATA
For the purpose of collecting primary data three methods were followed i-
(a) On the spot Surveys 5 On the spot visits for the survey of fishing production, financing and marketing centres like Satpati, Thane Zilla Machchimar Madhyavarti
Sahakari Sangha Maryadit, Maharashtra Rajya Machchimar
Sahakari Sangha Limited Miimhai, Shri Chhatrapati Shivaji
Maharaj Market, Palton Road, Bombay - 1, Kasara Port,
Sassoon Dock etc.;
(b) Questionnaire and Interviews ; Questionnaire containing 46 questions which covered the following points of information on the history of fishermen's production and marketing methods and their problems in the areas of production, finance and marketing. The questions covered the following topics
(i) Nature of fishermen's family tradition
in business
(ii) Number of years of business. 87
(iii) Educational levels of the mem'bers of
the family.
(iv) Property of fiehermen family like
house, boat, engine, transport equip
ment, nets etc.
(v) The nature of manpower available for
family business.
(vi) The nature of business turnover and
the time and quantum of fishing.
(vii) The nature of facilities like cold
storage, vehicles available to fishing
families.
(viii) Cost benefit analysis of fish produc
tion.
(ix) Method of marketing.
(x) Method of obtaining finance for meet
ing fixed capital expenditure and
working capital expenditure.
(xi) The role of co-operative organisations
in production, finance and marketing,
(xii) Problems in fishing and comments on
government policy. B8
(III) CLASSIFICATION AND TABULATION OF PRIMARY DATA FOR
THE PURPOSE OF ANALYSIS
The tabular analysis and classification of primary data was done question-wise. Questions in the ques
tionnaire were grouped and the tabular information was
commented upon as shown below
(IV) TABULAR ANALYSIS WITH COMiyiENTARY
TABLE 12 (Q.3) SIZES OF THE FAJilLY ENGAGID IN FISHING
Family Size Unit Total (No.of Persons)
1 2 // 2 3 / 1 4 // 2 5 H-H / 5 6 m i / / 7 7 H -ht / / 7 8 // 2 9 /// 3 10 // 2 11 //// 4 12 -H-ht 5 13 /// 3 U //// 4 15 // 2 16 // 2 89
COMMENTARY ON TABLE 12
The families running fishing as traditional busi ness is significant characteristic of fishing occupation at Satpati. The business with its expertise is passed on from one generation to another. The frequency distribu tion of the families according to number of members shows that the maximum average is between 5 and 6. Major fish ing business at Satpati is for pomfret (gill-net/Dalda) which requires smaller number of persons in the manage ment of business. In the case of bag-net (Kav) fishing the required number of members is large. Moreover, the process of family disintegration has its impact on the size of family. Ordinarily 2 or 3 members of family are adequate for the purpose of supervision of fishing busi ness. 90 TABLE 13 (Q.8)
LEVEL OP EDUCATION OF m B E R S IN THE PAI4ILY
Primary Secondary Univer- Tech- sity nical
tW tV tV tW / / tW tW / tV tV tV tV tW tV tV tV tV tW
H-H-H^'-hhhf-H-H+HH- - h h H m i 11 H-Hii-HH+f H-h -m -H-H im m i i m m i mi m-fm-f m^ mi imHium // mi imim im m-f im im im im im im im im im im im im imim an imm-t im im
■ m ^ m a m i m i m i m im imim imim 11 (147) (190) (52) (7)
CQMENTARY ON TABLE NO. 1 3
The fishing business is being carried on in the
fishermen families for generations together. The 91 efficiency in conducting business profitably depends more on "on the job experience" or the formal training which is being provided by the institutes like Central Insti tute of Fisheries Education, Bombay, Central Institute of
Fisheries Operatives, Srnakulam, Cochin etc. than on the general education. The elder person in the family have received primary education which is adequate for them.
The ability to read, write and count (preliminary calcu lation) is supposed to be chief requirement. As time passed on, till independence members of the fishing fami lies were inclined to take higher education - becoming a
"matriculate" was a prestigeous matter for the family.
However, during the last 30 years importance of higher secondary education is increased for male as well as female members of the family. However, the trend in be coming a graduate is followed by relatively few numbers.
As the above table indicates importance of secondary edu cation is on the increase. Wliat is actually required is not the formal university education but the specialised technical education in fishing. 92 TABLE 14 (Q.9 + Q.10) ASSETS AND BUSINESS EQUIPI^IENTS OF
THE FAMILIES ENGAGED IN FISHING
House__ Boat Net______Engine Owned Rent- Own- Borrow- Own- Borrow- Owned Borrowed 9 ed ed ed ed ed
i-hH i-hH- hhhf- hhH hhH HH hhH m i h h ti // hhH- HH -HH -hhH i-hH^ -H-H HH -hHi- hhH -H +t -hhH- -hH-f hhH hhH HH i+fi htif- -H-H ■HH -fH i -hH i ■hhhf -H hf HH H-H- -H-H- H H hhH H H ih H HH HH
H i-f // HHHH -H +f HH // -hhH HH hhht ih H
//
62 05 25 42 07 60 20 47 93
COMMENTARY ON TABLE NO.14
The pattern of ownership of assets indicates that traditional fishing business is carried on by about 83.3 per cent. (62 out of 67 families) in their own houses, whose ovmer,ship has passed on from one generation to ano ther automatically and the size of the owned house gra dually grows when the younger generations renovate or make structural addition to the old house. Owning house is the major advantage because it reduces the establish ment costs. Whereas the fixed immovable capital asset is normally owned by a fishing family. The other major capital assets namely boat and engine are mostly borrowed by the families. About 61 fo of the families (42 out of
67) aad 69^ of the families (47 out of 67) borrowed res pectively boat and engine for carrying out fishing opera tions. The major reason behind this policy is inadequacy of funds for large scale investments, difficulties in maintenance and locking up of funds during the idle
period of 4 months in which fishing operations are
stopped. Net is an asset whose use requires adaptability
because of the nature of its use and durability. Por 94 every season a change over is required from the old used net to new one requiring additional working capital. The cost of maintenance and repairs is continuous requiring continuous borrowing for working capital and renewal of loan contracts with the co-operative society. The expen diture on net is recurring expenditure because net once used are not fit for repeated use, because of large scale wear and tear„ Therefore, most of the families,92 per cent (60/67) meet the recurring expenditure by fre quent borrowing. 95
TABLE 15 (Q. U)
MAN POWER WITH THE FISHING FAMILIES
Tandel ______Khalasis (Deckhands) Local Adivasi
//// -hm -A/// w-f -mi- -fw- //// H+h 4441 m t 4444- 4444 4U4- W 4 44-14 W-f UN- 4414 i4N- -Z444 4H4- H44 H 4 i H44- 4+H 4 m H~H- 444i- 4444 4441 44U 44H 4444 44H 4-H-4 4444 4fH- 4444- 44-44 4444 /AV- 4444 4444 44H 4444 4444 4444 4444- 4144 4444 4414 4444 4444 4444 4444 4444 4444 4444 4444 4444 414 4444 4444- 4444 4444 4444 4444 4444 4444 4444 4444 4444 4444 4444 4444 4 1 4 4 4444 4414 4 ^4 ^ 4 ^ 4 4 4 4 4 4 ^ 4444-44U4444 4444 4444 4444 4444 4444- 4444 4444- 4444 4444 4444 4444 4444 4444 4444 4444 4H4 4H4 4444 4444 U 4 4 4 4 4 4 44-44- 4444-4444 4444- H44- 4444 4444 4444 4-444 44H- 4444 4444-4+44- 4444- 4444 4444 4444 4444 4444 4444 4444 4444 4H4 4444 4444 4444 4444 4444- 4444 4444 4444 4444
CONTINUED ON NEXT PAGE... 96
TABLE 15 CONTimJBD . . .
tW/ tVtV -hH-f- m i m i m i im m i -HH- Hii im im im im
t V // -h -h - -h -h im im im im H-f~t-mi H U im im im im -HU H+tH-hf im im m i im -hHi tVtV i+H im im im im ■hhH -hH-t m i i m i m i m m i i m m i n i m i m i m i m im im im im im im im im i m /// (103) (372) (548) 97
TABLE 16 (Q.23)
MSAOTS OP TRANSPORTATION OP PISH
(1) Man drlven-two /// ( 3) wheeler (Hat Gadi)
(2) Basket Carriers m i - H -fh / / / (18) (5) Net Carriers +H-h //// ( 9) (Couples)
(4) Horse Cart +m- H-f+ HH- H-H- (44) ////- //// UH- ^ //// (5) Tempo -hH-f fm -H-H (20)
(6) Trucks II ( 2)
(7) Others /// ( 3)
GOIvpCBNTARY ON TABLE NO . 16
As table No.16 indicates, horse cart is the common means of local transportation of fish (44 per cent)/
Basket carriers are common because of their adaptability to local needs. Tempo is used for local transport to the extent of 20 per cent but heavy trucks and man driven two wheelers are less prominent. 98
TABLE 17 (Q.24-B)
METHODS OF STORAGE
Private Co-operative
-H-H- H H HH- H-H- H H /// (28)
-H-H / tW H-H HHHHHH HHHHHH
tV tV HU /
(56) H H HH- -hHi HHHH HH mi- H H H-H H H HH- H H
HH' i n // (38) (32)
COMMENTARY ON TABLE NO.17
The position regarding the methods of storage adopted by the fishermen during the last 45 years indi cates more reliance on private storage facilities till 99
1975. However, after 1975 the trend is in the depen dence on co-operative storage facility provided by the local co-operative organization. Though there are d i f f i culties in the regular and adequate supply of storage facility, in general the position has been satisfactory,
(as indicated in the following table).
TABLE 18 (Q.24-C)
METHODS OF MRKBTING OP FISH
(A) PERIOD : 1945 to I960
Production Self Trading Co-operative Agency Society
Main species
Dalda /// tVtY -H-H- Nil
& Waghara ____
' 3 ‘ 20
Secondary iH i- ~H~H- t Y // Nil species tVtV H ~ti
/ 21 5 100
(B) PERIOD ; 1961 TO 1975
Production Self Trading Co-operative Agency Society
Main species ///
5 27 20 Secondary / t W HH- H-H- / Nil species ■HH HH H-H- i-H i HH HH 42 "Th
(C) PERIOD ; 1976 TO 1988
Production Self Trading Co-operative Agency Society
Main species M l // HHHHHH HHHHHH HHHHHH H H H H 2 55 Secondary H H H H Nil Nil H H H H Species H H H H H H H H - H H ^ ^ 101
ifl (D !h +3 (U 4^I fcJ a> as H -rs -H ^ +’ ■ •H O ra +3 to
CD cd tH u O 4^ CO ro ! ra pj ro •H -P Qj Q o ■ <1> >:! aj g -H P) m E-t - Si u < CD a Ph DO S ■=<} 0) ro CO -p (U CD EH iH ■< o CV5 si 0:11 m m rf >H •H m CO t J - 0 0} CQ ci5 I ra —I f-( •H a I■H O o a « -rJ EH •H 0)- '-P r- ^ CQ t^O <» Q) cd 0:1 > a O m 0) >3 H I— I r-( rH -H i di-a •H +> cd S 0) xi Ph 04 • CQ m ‘^•rl fH 1 > i+ ’ Q) (D (U 0) cu 1—1 rH H H ?-i •rl ; «J ~ 0 d «5 u CS Q) i1 CO £! ro 0) aJ ■¥> k—> '-^ ts; S (U Ph ■ L\J i Ps 0 1 0 aJ 'I fH ra , - • — H 0 H 0 -H !=S£ ra 102 COMMENTARY ON TABLE NO.18 Classification of the various methods of market ing during the three periods - (a) 1945 to I960 (b) 1961 to 1975 (c) 1976 to 1988 indicates that till I960 private trading agencies played major role as middlemen in marketing of main species i.e. pomfret, dadha and ghol and the role of co>-operative societies for marketing of fish was almost nil. The marketing of the secondary species was characterised by individual retail on the spot sale. The importance of trading agencies in the system of marketing of fish appears to have been gradually reduced from 1961 onwards. 103 TABLE 19 (A) TOTAL CAPITAL COST OF THE PROJECT Particulars Rs. 1) Boat with Hull, Cabin, Deck, Pish & Ice holds 1,36,000 2) Marine Diesel Engine Ashok Leyland 71,175 ALM 370 (66.15 H.P. at 1,500 RPM) 3) Anchor Spares, Tool Box 1,000 4) Nylon Nets (Gill net and ropes) 30,000 5) Preliminary and Pre-operative Expenses 2,000 6) Contingencies @2% 4,150 Total Capital cost of the Project Rs. 2,44,925 Note Ratio of fixed capital expenditure to working capital expenditure (approximations are used). Table 19(A) : Total Capital Cost Rs.2.5 lakhs (Rs.2,44,925) Table 19(B) ; Total Working Capital Rs.5000 (Rs. 4,835) \% % (Cost projected for one week's operations) Table 19(C) : Total Working Capital Rs.1.35 lakhs - (Recurring expenses) - (Rs.1,34,225) Therefore the ratio of fixed capital expenditure to working capital expenditure is - (FC) (WG) Rs.2.5 lakhs to Rs.1.35 lakh = Rs.185:Rs.100 104 TABLE 19 (B) ESTIMATE OF WORKING CAPITAL RBQUIRBMENTS Particulars Rs. 1) Oneweek's stock of oil and lubricants 1,000 % '2) Oneweek's provisions for crew's boarding 300 5) Onemonth's salary of the crew 2,950 4) Oneweek's requirement of ice and other 585 expenses Total Rs.4,835 105 TABLE 19 (C) PROFITABILITY ESTIMATE (I) INCOME PER YEAR Fish Catch ; An average 1 tonne per voyage comprising about 500 kilograms of quality fish and 700 kilograms of other (secondary) fish. Sale Realisation ; 1? «v Particulars Quan Rate Amount tity per kg. kg. Rs. x) a) Best quality white prawns/ 20 20 400 Super quality pomfret b) Large size prawns/No.one 50 15 750 quality pomfret c) Medium Size Pravnas/No. two 100 10 1,000 quality pomfret d) Small Brown Prawns/Gut Pomfret 100 5 300 ii) Other Pish - Prime 200 1.50 300 - Miscellaneous 500 0. 50 250 Total Sale Realisation per Voyage 3,000 • » Total Sale Realisation per year 180,000 (Rs.3sOOO X 60 voyages) 106 TABLE 19 (C) PROFITABILITY E3TII>^TB (I I) TOTAL BXPBI^raiTURS PER YEAR Particulars Rs. (1) Repairs and renewal of engine 5,000 (2) Repairs and renewal of boat 3,000 (3) Consumption of H.S.D. Oil (Fuel)/ ‘ . 20,000 (4) Payment of vjages to the crew ■ 35,000 (5) Repairs and renewal of the net 30,000 (6) Rent of the cold-storage 6,000 (7) Expenses on Transport of the fish 2,000 (8) Commission on sale to the co-operative society 3,800 (9) loan instalment including interest 15,500 (10) Depreciation on engine @ 6% p.a. on 4,305 Rs.71,775 the cost of engine (11) Depreciation on boat @ 35^ p.a. on 4,080 Rs., 1,36,000 cost of the boat (12) Payment of Insurance 5,540 Total Expenditure per year Rs. 1,34,225 Profitability Estimate per year = (I) - (II) (I) - (I I) Rs.1,80,000 - Rs.1,34,225 = 45,775 107 GOMMENTARY ON TABLE IJ0.19 - (Q.27 to 40) Fixed Capital Reguirsments - All the sixty seven persons interviewed belong to fisherman community and they have been doing their tradi tional fishing business as members of the crew. All the individuals in the family have good knowledge of modern fishing techniques. They know the technical and non technical (financial and marketing) aspects of fishing. They can also attend the routine check up and minor re pairs of the engine. Most of the individuals are the members of co-operative societies named "Satpati Machchimar Vividha Karyakari Sahakari Sanstha Maryadit*' and "The Satpati Fishermen’s Sarvodaya Sahakari Society Limited*'. They are assured marketing and storage facili ties by the Society. Most of the fishermen undergo a course of training in principles of navigation, opera tion. of fishing gears and engine maintenance conducted by The Fisheries Department. As a result they know all the cost implications of fisheries business and accord-- ingly can prepare the feesibility report to obtain a 108 financial assistance for the scheme of acquisition of mechanised fishing boat. Under the scheme, 25^ Loan subsidy provided by the Director of Fisheries Department Being a member of the multipurpose co-operative society at Satpati he can apply for financial assistance (for working capital from the society.) The break up of the total cost of the project at 1986-87 price level %~ A) Capital Cost R s .2,44,925 X T . ■ B) Working Capital Rs. 4,835 ' «" Total Rs.2,49,760 (Rs . 2.5 lakhs approximately at 1986-87 price level) Under the scheme adopted by Government of Maharashtra vide its Order and Resolution of Agriculture and Co-operative Department No. F'ish M 1681/44054/(414) Page 12 dated 10th December^ 1984 an individual promoter is eligible for 25?^ subsidy. For the purpose of this 109 subsidy only first 3 items mentioned in the cost sheet below are eligible. The Total Cost (Capital) works out to R s .244,925 as under Rs. 1) Boat with Hull, Cabin, Deck, Fish and 1,36,000 Ice holdc 2) Marine Diesel Engine Ashok Leyland 71,775 AIM 370 (66.15 H .P. at RPM 1500) 3) Anchor Spares, Tool Box 1,000 4) Nylon Fets (Gill net, Ropes) 30,000 5) Preliminary and Pre-operative Expenses 2,000 6) Contingencies 2% 4,150 Total Capital Cost of the project Rs, 2 ,44,9 25 With the cos-t of Rs. 2^08,755 are treated as eligi ble for 25?^ subsidy. The balance of the items worth R s .35,000/- approximately will be purchased by the promo ter from his own contribution. This implies that 25^ cost or Rs.52,000/- whichever is less will be paid to the promoter through the sponsoring society. The 110 promoter can also approach any nationalised bank under the scheme to get the financial assistance. A promoter also raises a finance for capital cost by way of interest free unsecured loans from relatives and friends. This balance amount of Rs.73,775/- raised by the promoter as interest free unsecured loans from relatives and friends will be 29. 54?^ of the total capital cost. ♦ The Profitability Analysis of the fishing opera tions for one operative period for the boat in one calen dar year (270 days) for 60 voyages (of 3 to 4 days dura tion followed by one day off) i.e. profitability estimate of boat operation of 210 days comes to * Note ; The above calculations are made on the basis of information in i- (a) Table No.19(A) - Total Capital Cost of the Project. (b) Table No.19(B) - Working Capital Requirements Esti mates. (c) Table No.19(C) - Profitability Estimates, give details of the various cost items. 111 Ratio of Total Expenses to Total Income Per Year Total Expenses Per Year „ ^ Total Income Per Year _ ,8 ?.4,f Y 1QQ - Rs.1,8C,000 ^ = 74.57^0 Ratio of Gross Profit to Total Cost _ grose. Ir o fit ~ Total Cost ^ _ Y -IQO - Rs.1,34,225 ^ = 34.10^ Financial assistance to fishermen is necessary for meeting fixed capital expenditure and working capital expenditure. The major sources of finance are given in the following table 112 TABLE 20 (Q.41 AITD Q.42) FINANCIAL AND SBRVIGB FACILITIES PROVIDED BY VARIOUS SOURCES Source Percentage (a) Government subsidy ) )- 25/0 to 50?^ (b) Loans under N .C .D .C . ) (c) Loans from private merchants 15^ ■ (d) Loans from co-operative 75?^ societies The share of government subsidy is between 25 per cent and 50 per cent for such schemes of mechanisation, boat building etc. and about 75 per cent of the finan cial assistance is from co-operative societies which are helped by the State Government. The co-operative socie ties also provide short term loan facilities for meeting working capital expenditure. Because of the heavy depen dence of fishermen on co-operatives (The three-tier inte grated co-operative structure) the role of private agen cies (pedhis and merchants) is minimised. 113 (V) A REVIEW OF THE MARKETING- SYSTEMS AT j (A) 3ATPATI. (B) MADHA. (g) SASSOON DOCK. (D) VASAI AND ARNAM A brief description of production, marketing and distribution of fish is necessary to analyse the merits and demerits of the existing system and suggest remedial measures to effect improvements. Pish is perishable commodity aad only an effi cient marketing and distribution system can ensure reasonable margin of profit to the fishermen enabling them to not only survive but expand their business operations. However, the existing system of marketing and distribution of fish has not been full proof and free from limitations so that middlemen like agents, merchants and pedhis thrive rendering fishermen and final consumer-user helpless. There have been ways and means employed by middlemen to continue their existence in the marketing system inspite of the existence of possible alternative like co-operative societies. 114 This is because of the tremendous influence these middlemen have over the various stages or processes in the marketing of fish. These are - (a) provision of timely credit, though at a high cost to the fishermen; (b) assured purchases of fish production; (c) speedy disposal of fish to the market centres. These services rendered by the middlemen create permanent loyalty and commercial ties between the fisher men and pedhis. It is as if both the parties are tied down by an informal agreement. These ties are maintained inspite of the monetary loss suffered by fishermen. Thus, there is something inevitable about old marketing and distribution system. The existing machi nery for marketing should adequately provide speedy transport, cold-storage and assured sale and liquidity to the fishermen. This machinery has been dominated for generations together by the middlemen. And the emer gence of co-operative organisation have had limited 115 impact on the existing marketing system dominated by pri vate pedhis and agents (Dalals). (A) 3ATPATI : Satpati has been major fishing centre on the wes tern coast and has earned reputation in the international market for pomfrets the high quality delicious fish of rare species. Shree Chhatrapati Shivaji Market at Bombay is the chief wholesale market for the fish from Satpati. The fish of other species is distributed in the villages in the vicinity of Satpati and unsold fish are dried. The fish is sold piecemeal, Kodi (a heap of 22 units) and baskets. Satpati is famous for pomfrets having demand in the international market that is having tremendous potential for export and foreign exchange earnings. The advantage of export marketing of fish can be derived by fishermen only through such large scale organisation as co-operative societies. In the case of species of fish other than pomfrets Chhatrapati Shivaji Wholesale Market happens to be the major marketing centre. 116 The characteristic features of marketing system for the fish at Satpati are (1) the incidence of transport cost, ice, carting, loading-unloading charges (coolie remunera tion) and agency commission ultimately falls on the fishermen. (2) the fish sent to the wholesale market at Mumbai is subject to frequent grading which is illusory, false, misleading and deliberate ly done to reduce prices to be offered to the fishermen. (3) local marketing of pomfret has however, bene fit ted the fishermen in terms of saving in cost of ice and transport and rate of commi ssion. (4) the local market for pomfret weighing above 500 grams was assured to the fishermen. This also eliminated superfluous grading system * However, the recent changes in the marketing practices have relieved the fishermen of some part of the cost burden. 117 and a high quality fish coxild fetch reason able prices to the fishermen. (5) excepting pomfret of specific weight, market ing of fish of other species like Bombil, Prawns, Dadha, Ghol, Warn, Karandi, Tarli, Shingala, Mushi, Mandeli, Towar, Bhing, Pala, Datal, Surmai etc. are marketed according to the traditional marketing system, because it is not economical to transport all types of fish to Mumbai - a market place at a distance of 90 Kilometers from Satpati by rail and 165 kilometers by road. The fish unsold in the local market is dried and is purchased by the local representatives of merchants and retailers. The Satpati Fishermen's Sarvodaya Sahakari Society Limited and Satpati Machchimar Machchimar Vividha Karyakari Sahakari Society, Satpati play their respective role in the local retail marketing of fish at Satpati. (6) The dried fish at Satpati is sold on the retail basis in the weekly market. It is 118 sold on barter basis in the Adivasi forest areas (Jangal patti). The changes in the volume of marketing in the local Adivasi Areas cannot be traced for want of statisti cal record about marketing trends. (7) comparatively local marketing of fish are less significant than large scale marketing of fish (pomfret weighing more than 500 grams) in the wholesale market centre at Mumbai. Demand for fish in the local market has not been significant compared with total production of fish at Satpati. Though Satpati is internationally known and repu ted for production of very high quality pomfret, the production and marketing of this high quality fish is done in an atmosphere of competition. This is because Satpati is not the only production centre for pomfret. There are other centres in Thane and Greater Bombay Districts. Thus, marketing system for pomfret produced at Satpati operates under conditions of competitions and thereby has a great influence on the prospects of 119 fishing industry at Satpati and the fortunes of the fishermen operating at Satpati. The following account of production and trading activities at Madha, Sassoon Dock, Yarsova, Vasai and Amala indicates how competitive situation is created for marketing of fish produced at Satpati. (B) IIADEA Madha is a suburban part of greater Bombay. It is an island 10 kilometers away from Malad railway sta tion. It is situated between Varsova at east and Malad at north. The 'Kav' type of fishing (Bag net fishing) is done on large scale and therefore, this system has greatly facilitated the availability of dry fish to the fish maximum possible extent. The quality^produced by Gill net fishing is transported to Chhatrapati Shivaji Whole sale Market at Bombay. At Msdha, fishing of pomfret is done by '’Bottom set Gill net fishing" method and there fore, comparativel3'- the weight and quality of pomfret is low. Pishing is done at depth and therefore there is a loss of scales because of the churning on large scale. 1 20 As a result the weight of the fish is low and the taste is also inferior. The fish of the other type is also sent to the Bombay wholesale market and local markets nearby. The fresh fish remaining unsold is dried and sold to local merchants per week or sent to Marol - wholesale market for dry fish. (C) SASSOON DOCK (GOLABA) Sassoon Dock is well constructed port with boat landing facility (Jetty) and also the facility of dry dock for boat repairs. Other facilities for fishing like rope, fuel, lubricants, mobile diesel, ice, nylon threads and other accessories can be made available through the network of the branches of co-operative societies in addition to the facilities provided by private merchants. Gujrat Fisheries, Maharashtra State Fisheries Corporation, New India Fisheries provide cold- storage facilities as well as they run ice factories and have freezing plants near the port. Spare parts of marine engines and repair workshop are run by big repu ted companies. As a result, between the two important 121 marketing centres - Ghhatrapati Shivaji Market at Port and Sassoon Dock, the wholesale market for fresh fish at Sassoon Dock has maximum volume of purchase and sale at competitive prices. The fishing operations of fish ing boats from all districts get clustered at Sassoon Lock - the only most equipped port in Maharashtra 60% to 805^ fish marketed at Sassoon Dock consists of the small fish. The auction system is used for the purchases of fish and this facilitates fluctuations in prices in an atmosphere of competition The purchases and sales are effected hy commission agents and boat owners and their family?' members in person. This establishes a direct contact between the fishermen and the purchasers at the marketing centre and reduces the extent of exploitation at the hands of the middlemen. The precious fish like prawns is landed at Sassoon Dock. It is graded in three categories - King size, medium size and tiny. The prices quoted for each category depends on nature of supply. Other types of fish are sold by heaps or baskets. The other selling expenses like ice, transport, carting, loading-unloading 1 22 and packaging are minimised at this market centre. Open auction enables fluctuations in prices and minimises exploitation. Depending on the quality of fish and demand for it prices fluctuate and do not become rigid. (D) VA3AI AH13 AMALA These centres are not highly equipped as Sassoon Dock. The method of production of pomfret and other fish employed at these centres is the same as employed at Madha. As a result, the competitive strength of the fish (quality and weight) is reduced. However, the quality fish produced at these centres is sent by road to Bombay wholesale market implying that some share of demand for fish is taken away by the fish produced at Vasai and Arnala. Thus it would appear that production and market ing of fish at Satpati is done under competitive condi tions created by fishing and marketing operations at Madha, Vai'sova, Sassoon Dock, Vasai and Arnala. This competitive situation prevailed over a long period till 1975. However, developments in the fishing industry at 123 Satpati in the later period were responsible for redu cing the keenness of the competition. This was because of the undermentioned various developments taking place in the fishing industry at Satpati (1) the emergence of multi-nationals export companies making direct purchases and provi ding such facilities as ice, cold-storage, transport etc. and thus providing (’’assured market") for the quality fish of Satpati; ( 2) starting of ice factories and cold storage facilities; (3) starting of boat building workshops; (4) Establishment of training and research insti tute for training fishermen in modem tech niques of fishing and maintenance and repairs of marine engines; and (5) the last but not least creation of the three- tier system of co-operative societies which have greatly facilitated fishing operations at Satpati. The co-operative societies operating at Satpati have been playing very 124 important and major role in the system of production and marketing of fish at Satpati during the last 46 ysars. (VI) ROLE OF MIDDL3MEN IK MARKETING OF FISH (SURVEY FINDINGS) Summary of findings of on the spot survey of wholesale and retail marketing system at Shri Chhatra- pati Shivaji Market at Bombay - 400 001 and at Kasara y o Port. (An account of the personal visit on H t h March . ' to 17th March, 1991) J- The purpose of the on the spot survey of the two important market places was to contact various persons and institutions engaged in the wholesale and retail marketing of fish. It was also found necessary to get primary data from the original sources of information about the various marketing processeo like assembling, grading, selling, packaging and pricing of fish on the spot, was observed, how various agencies actually work, their historical background and changes in the pros pects of their business at these important marketing 125 centres. The findings of this survey are illustrative and representative and they throw light on the two important issues in the marketing of fish. a) How far co-operative system of marketing has been influencing the marketing and trading practices and the various marketing policies, what is most influential area on which co operatives have their impact. b) How far the marketing practices of private agencies have affected the interest of the buyers and sellers of the fish in the market ing system, 1) Visit to Shri Ghhatrapati Shiva.ji Market A visit was made for collecting primary data from the government and non-government personnel and institu tions. The persons interviewed belonged to the follow ing government and private institutions • 1) Maharashtra Rajya Machchimar Sahakari Sangha Limited, Bombay - 400 001. 126 2) Thane Zilla Machchimar Hadhyavarti Sahakari Sangha Maryadit, 3) Commission Agents, 4) Auctioneei’s, 5) Exporting firms. The personal interviews with the official staff of the marketing organisations were conducted and the information was collected on the following points of the information s- a) Name of the firm b) Years of the existence and tradition c) Volume of transactions d) Methods of dealings e) G-ovemment procedure about licensing etc. f) The nature of business contacts with the persons in the market and at the port g) The nature of prevailing practices regarding agreements, informal and formal payments, storage, pricing, quoting. 127 The following persons from the office of the Maharashtra Rajya Machchimar Sahakari Sangha Limited, Bombaj^ were contacted - 1) tir.S.B.Tandel, Managing Director; 2) Mr.R.B.Patil, Chief of Sales Department; 3) Mr.Kiran Naik, Manager; 4) Mr.Arvind Dharmameher, Supplier's Clerk; 5) Mr-Narendra Akre, Office Assistant. The above persons gave the exact information about the nature of marketing transactions at Shri Chhatrapati Shivaji Market, Bombay. There are about 35 to 40 sales places (Galas given to licensees by the Bombay Municipal Corpo ration. The actual dealings of fish take place at the galas and there are 7 firms dealing in lobsters and prawns specifically. The whole square of the market is surrounded by the offices of the agencies dealing in the marketing of fish. 128 The owner-managers of the following agencies and export marketing of fish were interviewed for the pur pose of getting primary data. The local marketing agen cies and export marketing firms are responsible for con ducting marketing of fish assemble from such fish produ cing places as Oakha, Porbunder, Jamnagar, Vasai, Arnala, Uttan, Dcngari, G-orai, Satpati, Dahanu, Umbar- gaon, Mahim, Shriwardhan, Ratnagiri, Karwar, Vasko, Murgaon, Panjim, Malapi Port, Udapi, Manglore, Gangoli etc. The fish supplied from these centres is marketed at Bombay on retail basis and supplied through parcels to such important places as Delhi, Jalana, Akola, Nasik, Pune, Nagar, Aurangabad, Calcutta and other places. The fish is assembled in baskets by the mathadis who have formed their associations and have standardised their loading and unloading charges. These charges have been fix-?d for the years 1990-91, 1992 and 1993 as a result of the negotiations between the Bombay Fresh Pish Association, Shivaji Market, Bombay - 1 and Hundekari Samartha Pish Clearing Agency. 1 29 The rate structure for the various marketing processes like unloading of boxes and containers, trans port of cartons,, ice-covering of fish, transport of bas kets to Docks or Jetty, unloading of cell fish bags, unloading of carts and tempos is as per the following circular enclosed 130 ffcn ^ «fr tT^iCicft f w ^ % T T T ^ ’TRi'afr rFTcCT T T^, 5^3fTT - iioo oo<. : ^^.S.K SSo ^.■ RfTTT^^ T T ^ TRfvtPiTT ci^’^TTT" ffe. , g^sft" inrfr, T ^ W , tft" ftFT5i s t^ 3ititfetvR ^ iTfrrr>5: rn^ arrf^ ^ t w t (rf^.) ifrar f^. ^^.S.So qTTSfrd ^ W T T ^ c,T ISTcffS g ^ f 5Tf^ arrt^. 3T.^. TRfrmr TT.TO i. ^ t i c ^ y.so qt^ H T W s« ^ ITo^ qriTti %.oo ^ ^ srpjl^ g ^ v f ^ i.\o ti. qiOT^- ttNi - cCT^ m x ^ \.\o S . HTyoil ^ 1 6?C^ H'l 6^. -c^TZ ‘^•raaft# ^ gr^fro < • os ^1 ^ =¥f. 131 v>. tnr ^ ^ 51 ^ t T ^ ^0.0 0 9 ^ ttMIIT U o H s. ^gafr - sFrfsT, tF ffr, 5 T ^ cmfra R.oo s fn f r ^ m T HTf^'R 3TTf^ I^rgT m x < ^. d r w - ^ t r ^ ^ "nrflre ^so.oo n . ^TTc^ ■*TT^ ^ IT ^ Tl'^'y ?So.oo u . TTT/ict^ci Si’TlT cfTT^ t i r f t B H o . o o TTT^cfre ^51 HT^l^T ^ HTT^ r e. (?TRfr ^ iT?^ ns.oo t e t rireqf w € v ^ O c ^ zvcrte 6.H .oo ?o. ^tr 3 r r ^ c : n ^ 4 n ¥ T ZTTTH ^ S.O ^3Tcfr ^ Srn ^ HTT^ ^ 5To^ srnr^T s.oo \s. w r 6 m ^'nry vi.oo Ho. «fl(CITTofr ^ ^sfRST iWTO ^ . O o trrfR) ?fhT : ^ r r # 3 fq 5 ^ ‘ra’3il' f ^ . <. Sfr ^ ftFT^ t r ^ ^ 5FPfe? 5 ^ 3 T f ^ irr ^T^TRs^ gmrwafr 5R ?sso_s < ^ ?ssR-s^ cft=7 cjEjlW g^frWtcIT W-3TT THi*B2TT ^z^TT ^r^TMi dii'^^ ^^r-3?T ’Trasfrszrr \-bR- 5rTT=I OTcfTTO ITH'R 5 T f ^ STT^ci. 9T.iF. W R T cPTf^ U ^T=T^ terr 3TTVi = ^ 1^1 i m i a|clTf^% H. 3etf^>5FT5liT ^»rn n ^r^ > ^=7 ^TT=r ^.oo ■^: t e r 3?-FlW^T 5ff% H crtr^.^TTO, 5rnwT» zrr q ^ ^.\o 3? I I dZ2?T SIcTrf^- f v q :- e :r r ^ f ^ A r ^ \. ^o.\o q r o ^2T R I ^ 3TT|. arhRTft* 5Tff3RT ^ z f r 135 These formal agreements about the carriage inward and outward market place have greatly facilitated move ment of fish for sale and reduced haggling at the time of transport and carriage. This has also facilitated bargaining at the galas. Usually, the turnover of the fish is very speedy and i f storage of fish for some period is required, the ice supply for storage is easily made by the Central Ice Cold storage Company situated near the market. There are about more than one thousand basket carriers operating at the galas. There is a large scale on the spot market at the wholesale market. So far production and supplies of fish are less than demand and as a result the fish marketed fetches an attractive price of Kupees Seventy Five (Rs.75/-) to Rupees Eighty (Rs.SO/-) per kilogram which was Rupees Twenty Pive per kilogram ten years ago. The pricing is quite competitive. The middle agencies charge commi-' up ssion whose break^is as follows •- 134 A) ±) 5fo uniform commission to the co-operative society i.e. Maharashtra Rajya Machchimar Sahakari Sangha iimited. ii) commission to the society supplying fish i i i ) \io commission to the buyer of the fish. Thus middleman is getting 5?^ commission. B) The private commission agents charge commi ssion to the extent of 10^ to 12?^. These private commission agencies have been operating with the history and tradition of agency busi ness about 10 to 50 years. The following is the list of co-operative and private agencies operating in the whole sale market at Bombay. List of Co-operative and Private Marketing Agencies at Shri Chhatrapati S hivaji Market, Bombay - 400 001. Name of the Agency/Pirm No.of years ______of Business 1. Maharashtra Rajya Machchimar Sahakari 41 Sangha Ltd. 2. Thane Zilla Machchimar Madhyavarti Sahakari 45 Sangha 135 3. Vesave Machchimar Sahakari Sangha 30 4. Ismail Ebrahim 30 5- Ali Mohmed Haji Yakoob 30 6. Razak and Company 30 7. Sarigat Enterprises 30 8. M/s Arif Ahmed 10 9. M/s Yusuf Ahmed 10 10. M/s Ahmed and Company 30 11. M/s Saleem Ali Mohmed 10 12. M/s Sagar Pish 10 13. M/s India Pish 10 14- M/s Lucky Pish 10 15. M/s Ganesh Pish 10 16. M/s Cham Pish 30 17. Mohmed Essa Patel 30 18. Konkan Pish 10 19. M/s Ashok Pish 10 20. K. Sham and Company 10 21. Ali Abba 30 22. M/s Sbrahim Dawood 30 23. Navjeevan Company 30 136 24. Givalikar Brothers 30 25. Haroon Company 30 26. M/s Mahadev Patil 10 27. M/s Aba Hafeez 30 28. M/s Kasam Mohmed Vasaiwala 30 In addition to the above agency firms operating at the Shri Chhatrapati Shivaji Market, at the Kasara Port Marketing Centre the following agencies have been operating. The number of such agencies has remained constant. The government has also regularised the licensing procedure and has streamlined the process of identification of the license holder. The owner of each agency firm is required to apply for issueance of Iden tity Card as per proforma enclosed 137 Prom : Date ; To The Assistant Docks Manager, Bombay Port Trust, Docks Department, New Perry ’ATiarf, Bombay - 400 009. Subject ; Request for issue of auctioneer's licence with table space/without table space for auctioning fish at the New Fish Jetty near New Ferry Wharf. Dear Sir, I, the undersigned, doing the business of purchase and sell of fish goods for the last years at the New Fish Jetty. I, therefore, desire to have an auctioneer's licence with table space/without table space for doing my business at the New Fish Jetty. I shall abide by the rules and regulations of the Bombay Port Trust. I am obtaining the membership of the Bombay Sea Pood Dealers Association. I shall pay necessary deposits as well as monthly rent prescribed by the Bombay Port Trust towards the licence & the table space & also xindertake to renew the same from time to time as required under the rules. Thanking you, Yours faithfully, 138 M ra to 0} CO ro ra u u ca 0) CD a> < 0 U UU O o o O o o § ? 3 = IS ? CM 00 MD CO (Xl MD CM CM CO CO to CO 03 O i 0} d> QJ u u U U o o o o o o 5h 5^ u u u u H o o o o o o >s Q) O O a o r-i ►> iT \ LTN LT\ u o CD o o o } a • •••• • a>0 C\J ^r^ •r- eg <— d •« •• •» en 01 to CQ to CD to 09 Ph P i P i P i r t P i « ra CQ to CQ 03 to CO !h u u I CO CO CO a ca a 3 CO aj cu 0) 0 ) 0 0) a CD s:! >> >> >5 >> > 5 >> Qi CD o ^ CO 0 Pi-H T— CO O 'r— CD t n O +> C\J CNJ CMCM T— 1 o o 1 -p -p CQ 03 m i u u H to Q> Q) (U 0) 0) 1 O O -H >H -P LT\ U d CM H CM rH o ! CQ m IQ m Q} to m 03 CQ Jh u u 5-1 u 1 'H ro CD (U (U 0) <1) 0> O M MMM M 1 0> U U U UUU u M O o o o o o o o o 1 • U 3 ? o o 1 feq :* ■«J- 'd - o C3^ ta Qj » m o O o -<— •H LT\ CM H 0 0 to f n f t V i c y c h O Q> t H f H pq O o o •H •H OO x i H t H O o m tH ^ CQ P j + 3 u $H •H O 0} 0 ) CD - H 0 } m to CO 03 CO CO 03 03 U U U Jh ?H fH CO 0 ) © 01 03 03 to 03 (Q 03 03 03 Xi Xi - d ;c j u M !§ M CO CQ CO CO CQ m 03 03 03 Jh f-( fH I cd qS Oj GS 05 03 cd 03 Cd CQ CO a> 0 ) Q) (U o> -H fH I VO H CM 03 03 03 rCJ • •Ti 0> a> (1 3 CI3 o T < o O •H•H 0 ) •H o O o O •H fH P h O B cd c h 0) 0) a P4 f i 0 ) r£l 0> 41 cd •H CO CD Cd 03 ro - a CO 03 Cd |3h •r) C) •H •H CO •H ro 03 •H pq ro . ( i ) •H P h 0 0 A) iriCO P h cd x J t o a a pj ; d Cd PJ + 3 -p a-> ro TO 03 cd o ,i-J cd •H Ci f50 > a) -P •H la H i:J 0 ) a + » •i-i § O CO cd .Cl 3 as s fn •H Cf> ro TO. Pt ci> PI 1^ w Q) •CJ 03 O to 03 CO 03 03 CO 03 03 CO O fcr-« I2 i S Pm S f^-t s • • • , , a « 00 CT' a 1— CM L n ■«— •r— CM CM C\J CM CM CVJ 141 I Oi 03 m CQ CO OJ to to CQ CQ I « M 10 U fH fH o u Q) « Q) 0 ) 0 ) 0 ) © © CO a OJ •H -H 1 g 1 h fn ca H t :3 05 •H (D o 1 -H 1 «H •H H o fl> 0] cO O to a CQ 1 ! Cl) S i ,o •H CO rO o 0> . 05 e 0) P•^ T3 a oJ i ^ ! <1 H oj OS o r « 0 ) -P o5 >5 EH d CO C> o i r/3 1 1 tH 3: •H « 0) § 13 (H •H -H m OJ -H f j w 1 o 1 X i CO 1—1 w cO •H H ^ O CO Cl) CO 0) W • r - j CQ FQ O 1 0) 1 Xl •Zi CO CO •H CQ O CO C CO to CO CO to t>> CQ 1 w ( 05 \ ro \-H \ CO Isq s s SS Q t 1 1 1 U 3 c^ CO cn d CM L f> CM CM CM OJ KN 142 The above table indicates - (A) These agencies have been operating as auc tioneer and suppliers to exporters ar^d hotels. (B) These agencies supply quality fish to hotels and exporters. The break up of number of years of business is as follows •- Years of Business Number of Agencies 3 to 10 years 18 11 to 15 years 8 16 to 20 years 6 20 years and above 3 35 Agencies operating for a period of 10 to 30 years has been 23 out of 38. Thus prominent agencies have been doing business in the range of 10 to 30 years. Inspite of the fact that government has stopped issuing of new licenses. There is a flow of applications for new licenses and the old agencies have consolidated their position during the last 15 to 20 years. The agencies which are presently working complain that the present accommodation for marketing is not adequate. 143 The transport cost and overheads have increased many times during the last ten years. The prices offered for fish are competitive and the fisherman also gets reasonable prices after meeting middlemen charges. However, the final customer of fish has to pay a high price for the fish. Though customer pays the high price for the fish, the argument that producer is exploited at the other end is not true. Even for high price the quality fish is not available in the market because fishing of quality fish is not possible. Qua lity fish is not available because of natural reasons and also because it is sold at the port to the export ing firms which also supply quality fish to hotels. There are exporting firms which operate at the port and create scarcity of quality fish at other marketing centres like Shri Giihatrapati Shivaji Market, Bombay. 144 List of Middle Agencies and Organisations Working in the Production and Marketing Structure of Pishing Industry during the last 5 to 40 years Name of the firm Address 1. Aasif Pish Company 9, Saboo Siddik Road, Bombay - 400 001. 2. Allana Frozen Poods Allana House, 45 Allana Road (P) Ltd. Colaba, Bombay - 400 039- 3. Anchor Synthetic Dandekar Compound, Palghar; Di s t. Than e. Products (Pvt.) ltd. 4. Ayyaz International Nafees Chambers, N o.2, Lokmanya Tilak Marg, Bombay-1. 5. M/s Ahmed & Company 10-11, Shri Ghhatrapati Shivaji Maharaj Market, Paltan Road, Bombay - 400001. 6. Allied Exports 10-11, 3hri Ghhatrapati Shivaji Maharaj Market, Paltan Road,Bombay 400 001. 145 7. Ameya V/aterproofing Plot No.22, Bhaindar Co Services operative Housing Society, Bhaindar (w), Dist. Thane, Pin - 401 101. 8. Aziz JSnterprises tmd Sassoon Dock, Colaba, Viva Resources Bombay - 400 005. 9. M/s Arif Ahmed and 14 Shri Chhatrapati Shivaji Company Maharaja Market, Paltan Road, Bombay 400 001. 10. M/s Chand Pish Traders Room No.58/59,BMC Building 5, and M/s Chand Impex Sabu Siddique R d ., Bombay -1. 11. Cham Synthetic Pvt.Ltd, Bokhira, Porbander 360 575- 12. Ghowpati Ice and Cold Chowpati Market, Babulnath, Storage Bombay - 400 007. 13. Chirag International 140--K, Cavel Cross Lane,No.7, Kalbadevi Road, Bombay 2- 14. D.D.Marine Export Pvt. 15? Shri Chhatrapati Shivaji Ltd. Maharaja Market, Paltan Rd., Bombay - 400 001. 15. Fishery Aids Pvt.Ltd. 8/l6,Narayan Dhuru Cross Lane,2nd floor,Bombay 400003- U 6 16. M/s Pish Spawn 78/79, Harimohan Bose Road, Syndicate Howrah - 711 101. 17. M/s Pry Supply 14, Sitanath Bose Lane, Corporation Howrah - 711 IO6. 18. Garware Wall Ropes Chowpati Chambers, Sandhurst Bridge, Bombay - 400 007. 19- G-arware Nylons ltd. Chandramukhi, Nariman Point, Bombay - 400 021. 20. G-hose Spawn Culture 22/3 H, Shrinath Mukherjee Enterprises Lane, Calcutta - 30. 21. Greaves Cotton & Co. 1, Dr.V.B.Gandhi Road, Ltd. Bombay - 400 001. 22. M/s The Grower 102/ 1 , Bhairab Ghatak Lane, Salkia, Howrah - 711 106. 25. Gujrat State Co-opera Sardar Baug, tive Fruit and Vege Bardoli - 394 402. table Marketing Federa tion Ltd.(Plastic Divn.) 24. Garware Marine Indus Raheja Centre, 12th floor, tries Ltd. Nariman Point,Bombay 400021. 147 25. Haroon and Company 9, Saboo Siddik Road, Bombay - 400 001. 26. Haroon Seafood Pvt.Ltd. 9, Saboo Siddik Road, Bombay - 400 001. 27. Indrol lubricants & Bombay Specialities ltd. 28. Kadari Salt Suppliers Palghar (East), Di st. Thane 29. Kingfisher Tra-wns & Ajanta Apartments, 76 Shahid Ropes Bhagatsing Road,Bombay - 5. 30. Kharekuran Machohimar Post & At i IQiarekuran, Sarvodaya Sahakari Taluka Palghar; Dist.Thane. Sanstha Maryadit. 31. Maharashtra Rajya Shri Chhatrapati Shivaji Machohimar Sahakari Maharaj Market, Paltan Road, Sangha Ltd. Bombay ~ 1. 32. Modem Nets Ltd. Raheja Centre, 12th floor, Nariman Point, Bombay 21. 33. M/s Ma Ganga Pish Seed 71, Sambhu Haidar Lane, Suppliers Salkia, Howrah - 711 106. 34. Navajivan Fish Company Shri.Chhatrapati Shivaji Maharaj Market, Paltan Rd., Bombay 1. 148 35. Navaranga Fisheries New Dadar Market, Bombay 28. 36. Natural Paints Industry Jaya Niwas, Ashok Nagar, Kandivali(E); Bombay 400 067. 37. Noble Pish Company 6P, Musafirkhana, Grawford Market, Bombay - 400 001. 38. Paradise Colour Company 157, T.H.Kataria Road, Mahim, Bombay - 400 016. 39. Poddar Sons 7, Keshavaji Naik Road, Thirwani Bhavan, Bhat Bazar, Bombay. 40. Rainbow Paints Plot N o.27, Palghar Taluka, Industrial Estate Ltd. Palghar. 41. S.Alimohmed Abba 6P, Musafirkhana Road5 Crawford Market, Bombay 1. 42. Sea Pood Supply Company 6P, Musafirkhana Road, Crawford Market, Bombay 1. 43. Sea Fabrics Pvt.Ltd. 4 /3 1 ^Juhu Vishal Co-opera tive Housing Sty., N.S.Road, No.5, Juhu, Bombay - 400 O69. 149 44. Sarigat Enterprises 7,Shri Chhatrapati Shivaji Maharaj Market, Paltan Road, 301311:37 1. 45. Shriram Fibres Limited Thiru Building, 160 Greames Road, Madras - 600 006. 46. Standard Alkali Stanrose House, A.Marathe Road, Prabhadevi, Bombay 25. 47. Sunil Plastic Agra Road, Dhule. Industries 48. Tamilnadu Graduate Third Main Road, Raja Anna- fisheries Forum P.Ltd. malaipuram, Madras 600 028. 49. Thane Zilla Machchimar Palghar; List.Thane. Madhyavarti Sahakari Sangha Ltd. 50. Shiraz Ice and Gold 15,Shri Chhatrapati Shivaji Storage Maharaj Market, Paltan Road, Bombay - 400 001 51. Sterling Ice and Cold Sassoon Docks, Colaba, Storage Private Ltd. Bombay - 400 005. 52. Vacum Fisheries and Sassoon Dock, Refrigeration Colaba, Bombay - 400 005. 150 53. Yusuf Ahmed & Company 15, Shri Chhatrapati Shivaji Maharaj Market, Paltan Road, Bombay - 400 001. 54. Zam Zam Enterprises Allana House, 4 JAllana Rd, Colaba, Bombay ~ 400 039- (V II) PROBLEMS IN PISHIK^G INDUSTRY (PRODUCTION. PINANCE AND >IARKETIN&) ADDRESSED BY THE INTEGRATED CO OPERATIVE STRUCTURE. (A REVIBW OF THE AN^TUAL REPORTS) The three-tier co-operative banking and marketing structure of the following organisations at the village, district and state level have addressed themselves to the problems in production and distribution of fish in marketing area in Maharashtra. (1) Satpati Machchimar Vividha Karyakari Sanstha Maryadit, Satpati; (2) Satpati Fishermen's Sarvodaya Sahakari Society Limited, Satpati; 151 (3) Thane Zilla Machchimar Madhyavarti Sahakari Sangha Maryadit, Palghar (4) Maharashtra Rajya Machchimar Sahakari Sangha Limited, Bombay; (5) Thane Zilla Madhyavarti Sahakari Bank Ltd., Thane Historically, the fishing operations in the area of production and marketing are confronted with the problems in the fcllovjing areas - (1) Rising cost of operations owing to the rising prices of diesel and maintenance cost, (2) Taxation policy of the government creating finajQcial strain and loss of profit. (5) Provision of concessional finance. (4) Improvement in port construction facilitating operations throughout the year. (5) Problems of regular power supply. (6) Measures to promote export,. (7) Measures to promote fish-farming to meet the increasing demand for fish in the home market and foreign market. 152 (8) Problems of mechanisation of fishing. (9) Problem of exemption from government loan given for fish fanning. (10) Problem of modem competitive packaging and processing. (11) Problem of training fishing personnel. The above problems are being tackled from time to time during the last 40-50 years at the various levels (A) VILLAGE (LOCAL) LEVEL (i) Satpati_ Machchimar Vividha Karyakari Sahakari Sanstha Maryad it, Satpati i w m r t r H f ^ H TT 4 k m EmrnirT) This Satpati Co-operative organisation utilises its resources for helping fishermen in the following respects (i) Industrial section providing boat engines, diesel, mobile, nylon threads, ropes and nets, garfil threads and ropes, paints,tar, thermocol, tin sheets and kerosene- this 153 has greatly facilitated fishing operations and fishing turnover. (ii) Provision of ice by constructing an ice plant. (iii) Sale of fish and granting of rebate to the member fishermen. (iv) Efforts to provide maximum price in the local sale. (v) Implementation of various schemes like Salt Plant, N,C.D.C.Projects etc. (vi) Transport facility by purchasing trucks in order to facilitate speedy transport of fresh fish to chief marketing centres at Bombay. Apart from the direct assistance in money and kind the society has introduced various changes in the bye- laws in order to improve management. The changes in the bye-lavrs pertain to : - a) extension of capital; b) acceptance of deposits from the members; 154 c) improvement in salaries of the staff and hono rarium to the directors; d) provision of welfare facilities for house cons truction, festivals, medical relief; e) Short-term loans of one year for "Dadha" and ”Kav" fishing; f) provision of finance for boat construction and engines; g) fixing of duties of the managing director regarding purchase and storage of fish, weigh ing, cash disbursement. As a mark of progress, from 1985-86 the Society extended its activities by adding a number of items to the industrial supplies like cement-sheets, anchor, ropes, mono filament threads, boat engines, food grains, edible oil, wood which are useful for development of fishing industry. It has granted production loans for "Gat Nauka''(TT2: H'lVi ) and ''Kav Nauka" (spg =TT^) through the Thane Zilla Madhyavarti Sahakari Bank. It has * Ref : Annual Report of the Society for 1983-84 (Page 4) and 1984-85 (Page 3) 155 helped fishermen groups in repayment and extension of time for repayment. In turn, the boat owners have supplied fish to the Society and the Society has given reasonable prices anrl rebate and has earned profits in a significant manner. The Society has also sold fresh fish to Bombay Market and the following organisations have participated in the marketing operations of the fresh fish (1) Thane Zilla Machchimar Madhyavarti Sahakari Sangha Limited. (2) Maharashtra Rajya Machchimar Sahakari Sangha Limited. (5) M/s Navajivan Pish Company (4) Navarang Fisheries (5) Noble Fisheries (6) G-hivalikar Pish Traders (7) Samartha Sahakari Sanstha. The Society has also taken useful decisions in the local marketing of pomfret and the representatives of the two co-operative societies at Satpati and of Tandel Groups have entered into an agreement with M/s 156 Zam Zam Enterprises and M/s Asif Fish Company. The marketing operations were successfully carried on and in view of the famine conditions, production of fish declined and the society returned rebate to the extent of 20% of commission. Owing to dependents on nature, fluctuations in production are inevitable. However, the Society can come to the help of fishermen provided they co-operate with the Society. The declining production of fish also adversely affected transport operations. However, the Society can facilitate transport and storage operations by implementing various expansion schemes of ice factories, purchase of service tempo, new diesel tanker and has obtained finances under the N .C .D .C . Scheme. The changes in the bye-laws have greatly fa c ili tated control operations in respect of staff supervision, market research, movement of fish, distribution of resources in cash and kind, supervision over the fish produced by the boat groups. Organisation of the Con trol Committee is responsible for provision of techni cal and administrative consultancy. This consultancy 157 has greatly encouraged various sale and purchase transac tions on reasonable terms. For example, the sale and purchase organisations of the Society have heen extended to other States like Gujrat. The Society has entered into contracts with Fisheries Aids Private limited, Bardoli and Fisheries Central Co-operative Association Limited, Ahmedabad (Gujrat State) for purchase of "Dalda Nets" (Gill net). The Sardar Rope Agency has co operated with the Society in the supply of Sardar Rope at reasonable prices. This has helped the fishermen in reducing the cost of fishing operations. The local marketing operations of the Society has influenced pricing of pomfret and has enabled stabiliza tion of prices as can be seen from the following prices of different categories of pomfrets during the different marketing seasons. 158 Belling Prices of Pomfret for the year 1983-86 Bag-net Pomfret ^ f ^ r ) No.1 - Rs.27.90 per kilogram N o.2 - Rs.24.90 per kilogram B) G-ill-net Pomfret (^ T ^ T ^TT^T) No.1 - Rs.24 90 per kilogram No.2 - i) R s.20.90 per kilogram ii) Naram - R s.18.90 per kilogram No. 5 - Rs.l6,.90 per kilogram No,4 - R s .12.90 per kilogram Selling Prices of Pomfret for the year 1986-87 Term I ; 1-9-1986 to 31-II-1986 Gi l l -Net Pomfret Bag-Bag-net Pomfret Super & No.1-Rs.25.25 per kg. No.1 - R s .23.00 per kg. N o.2 -Rs.21.50 per kg. No.2 - Rs.l6.00 per kg. No.3 -Rs.14,00 per kg. Naram- Rs.16.00 per kg. N o.4 -Rs.10.00 per kg. 159 Term II . 1-12-1986 to 28-2-1987 Gill-net Pomfret Bag-net Pomfret Super - Rg .32.00 per kg. No.1 - Rs.26.00 per kg. No.1 - Rs.27.00 per kg. No.2 - Rs.20.00 per kg. No,2 - Rs.24.00 per kg. Naram- Rs.20.00 per kg. N o .3 - Rs .18.00 per kg. No. 4 — iis. 13.00 per kg. Term III i 1--3-1987 to 31-3-1987 Gill-net Pomfret Bag-net Pomfret Super - Rs.36.00 per kg. No.1 - R s .28.00 per kg. No 1 - Rs.29.00 per kg. No.2 - Rs.21.00 per kg, No.2 - Rs.25.00 per kg. Naram-- Rs, 21.00 per kg. N o .3 - Rs.20.00 per kg. No.4 — Rs.15.00 per kg. Term IV : 1-4-1987 to the end of the season Gill-net Pomfret Bag-net Pomfret Super - Rs-34.50 per kg. No.1 - R s .28.00 per kg. No.1 - Rs.29.00 per kg. N o .2 - R s.21.00 per kg. N o .2 - Rs .25.00 per kg. Naram- Rs.21.00 per kg. N o.3 — R s ,20.00 per kg. No.4 - Rs„15.00 per kg. 160 iit the above mentioned prices local marketing of fish was done through the following trading organisa tions 1) M/s Zam Zam Enterprises 2) M/s Erij (India) International 5) M/s Sarigat Enterprises 4) H/s Asif Pish Company 5) M/s Sea Poods Suppliers 6) Maharashtra Rajya Machchimar Sahakari Sangha Limited. 7) M/s Chand Fisheries Ltd. 8) M/s Haroon and Company When fishermen are caught in difficulties owing to the wrath of nature and fishermen are unable to repay the loans, the Society has recommended the cases for extension of loan period and the Thane Zilla Madhyavarti Sahakari Bank Limited has helped fishermen and the Society in responding to moratorium and concession in interest This facility is a result of co-ordinated co operative structure which reduces the failure rate in 161 fishing operations. In turn, the mem'ber fishermen have strengthened the Society by giving deposits, v/hen the financial strength of the Society has increased, the Society has immediately changed its bye-laws for exten sion of the loan facilities to the members. For example, change in the bye-law N o .(10) and (75) in order to extend loan facility from Rs.50,000 to Rs.60,000 to the Boat-groups owing the increased prices of industrial goods. The Society has been discussing various important issues in production and marketing in order to improve its operational efficiency. The issues dealt with are a) profit distribution; b) determining credit standing of the members and grant of production loans; c) determining credit standing of merchants for local marketing of fish; d) decision about the commission policy; e) change in the bye-laws 4 and 9(3) in order to increase membersMp and time_deposits; *Vide : 44 Annual Report for 1987-88. 162 f) creation of credit stabilisation fund in order to stabilise marketing and production against natural uncertainty, lov? production, increasing fish mortality rate. As the Annual Report of the Society for 1989-90 points out the Society has been actively introducing changes in the bye-laws which would help fishing opera tions in a significant manner - e.g. sanctioning of loans to member boat group for helping them in accidental loss or for expansion of business - as an emergency loan or grant of credit of R s .10,000 as short-term facility to those members who would market fish through the Society. New bye-laws are introduced for arranging industrial visits, surveys of fishing centres and participation in the seminars held for discussing problems of production and marketing of fish. 163 (ii) The 3atpati Fishermen's Sarvodaya Sahakari Society Limited, gatpati (SFS Ltd. ) (f^ gTciqT2l~ gttiT3T2?T fc T fT O , ^ r r a m ^ ) The SFS has been in existence for forty five years and its operations in the area of production and marketing of fish are on similar lines. The SFS has been changing its bye-laws in order to increase the scope of its activities for example - Bye-Law N o .59(2) A-6 - changed in order to facilitate loan facility to the extent of R s.40,000 to fish farmer-groups and Rs.20,000 on individual and joint responsibility (Annual Report 1979-80). Similarly, the SFS helped rehabilita tion of fishermen through NCDC Schemes by supplying boe.t and engines to the fishermen affected by natural cala mities. It has been tackling such problems as - a) Rising prices of diesel adversely affecting the transport operations. b) Rising prices of fishing equipments. c) The problems created in export of pomfrets by the policy of the Central Government. 164 d) Fall in output of fish inspite of heavy demand in the local and export market. e) Problems in local marketing of fish were solved by arranging meetings of board members, Dalda fishermen and merchant purchasing pom- frets. These meetings were instriamental in determining uniform pricing policy. f) The quota system in export resulted into loss owing to non-fulfilment of commitments regard ing purchases. g) The 3PS has forwarded with recommendation all the cases regarding government subsidy and loans through NODC Scheme. h) The Si’S has satisfied all the local require ments of ice by installing ice plant. As a result the fishermen members get ice supply at lower price, i) The 3PS returned the amount of loan to the extent of 10.8 lakhs given to Dalda Groups and Kav Groups, (42 boats) by Thane Zilla Madhya- varti Co-operative Bank Limited. 165 j) The 3P3 has also sold fresh fish to Thane Zilla Machchimar Madhyavarti Sahakari Sangha Maryadit and Maharashtra Rajya Machchimar S ahak ari 3 anghs.. k) The SPS also got increased diesel quota and has supplied diesel at reasonable prices to the the members. This role has an important cost implication. l) The SPS successfully implemented Salt Projects (f^3T^T benefits of the members. These function? which have been mentioned in one annual report have been performed f^atisfoctorily and consistently. The SPS has performed its finance func tion by procuring production and other loans from Thane Zilla Madhyavarti Sahakari Bank and has repaid the loan in time. It has played significant role in industrial supplies. It has sanctioned advances, accepted deposits from the members and given rebates to the members. This rebate is a part of the commission returned to the members. 166 The SFS'a performance should be assed in the light of natural and man made difficulties created, e.g. output fluctuations because of lev? and high seasons, the tendency of merchants to bring down prices, low weight of prawns and little help from government - all these factors making fishing operations unviable. The SPS has helped fishermen by extending the limits of production loans and distributing industrial supplies and diesel at lower prices. It should be noted that most of the sec tions of SPS like Industrial Supplies Section, Local Pish Marketing Centres, Presh Pish Section, Ice and Cold Storage Section, Diesel Section, Truck and Tanker Sec tion have been operating with profit. The SPS has also been active in controlling prices of fish and thereby reducing losses of fishermen. Apart from the SPS's activities in the field of production, finance and marketing it has engaged itself in other supplementary activities like - a) Acquiring Burshane Gss Agency from Bharat Petroleum Corporation limited (Bye law No. 4(35)) introduced in 1985. 167 b) Obtaining cement licence from Cement Corpora tion of India, New Delhi and marketing of cement at controlled rate (Bye Law 4(56)) introduced in 1985. c) Bye Law N o.65(A ); 59(2)A-3; 27(12) changed for sanctioning loans to individual members for solving their domestic difficulties, sanction ing production loans in good seasons. d) Obtaining the Sole Agency for Thane District from Sunil Plastic Industries, Dhule and there by reducing the price of ropes by Rs,10 to Rs.15 for Dalda and Kav. e) Entering into marketing agreements with M/s Allana Frozen Poods, Bombay, M/s Asif and Pish Company and M/s K.H.Shroff for local marketing of fish at guaranteed prices, for No.1 and No. 2 grade pomfret. The markejting activities have been extended to Oakha and Dwarka Ports (Gujrat State), f) The marketing of fresh fish is done through the following organisations 168 i) Maharashtra Rajya Machchimar Sahakari Sangha, 801111)3 7 . i.l) Thane Zilla Machchimar Madhyavarti Sahakari Sangha, Palghar. iii) Navajivan Pish Company iv) Navaranga Fisheries Company v) Noble Fish Company. g) The 3PS has strengthened its financial posi tion by increase in its capital (Bye Law 5, amended and redrafted) (Annual Report 1986- 87) h) The SPo has also played very important role in long-term development of Satpati Port by carrying out research and preparing a project report of Rs.1,602 crores sent for approval to Maharashtra State G-overnment (Ref. letter No. 1085/17379/264 d t .22-7-1987 to M r.K .V.Patil - The Secretary). Such operations would enable fish industry at Satpati to solve those prob lems at the port which increase risk in fish ing and hampered fishing. 169 i) The SPS has been playing very important role in local marketing of fish by transporting fish to Bombay market and the system of dis tribution establishing contacts with M/s Allana Frozen Poods Company, M/s Sriz (India) International and Thane Zilla Machchimar Madhyavarti Sahakari Sangha. A part of fish was sold on the spot. This method of market ing has been responsible for assured marketing of fish at reasonable prices. It appears that in respect of production, finance and marketing, many persons and institutions are working as middle agencies in the whole structure e.g. in the field of industrial supplies there are concerns like - 1) M/s Sea Fabrics Private limited, Bombay 2) Shriram Fibers Limited, Madras 3) Gujrat Fisheries Association, Ahmedabad 4) Shri.Rajnishbhai Fisheries Aids Limited, Bardoli. 5) M/s G-arware Marine Industries, Bombay. 6) Umesh Trading Company, Daman. 170 7) M/s Allana Frozen Poo<3s Private Limited 8) M/s Sea Poods Supply Company 9) M/s Sarigat Enterprises 10) M/s Amritsagar Agencies 11) M/s Usman Suleman Mithwala 12) Kadari Salt Suppliers 13) M/s Anupam Salt Company 14) Hindustan Marino Paints 15) Shalimar Paints Company 16) Rainbow Paints 17) Manager, Bank of India, Satpati Branch 18) Recovery Officer, Dena Bank, Satpati Branch 19) Recovery Officer, Bank of India, Sdwan Branch 20) Manager, State Bank of India, Palghar 21) M/s Indian Oil Corporation 22) M/s Bharat Petroleum 25) Chief Engineer, Maharashtra State Electricity Board, Kalyan 24) Thane Zilla Machchimar Iladhyavarti Sahakari Sangha Karyadit 25) Maharashtra Rajya Machchimar Sahakari Sangha Limited 171 26) Navarang Fisheries 27) Noble Fisheries Company 28) Navajivan Pish Company 29) Ganesh Fish Company 50) Sagar Fish Trading Company The names of the above persons and middle agencies have been mentioned repeatedly for confirming one impor tant logical inference - ”In the area of marketing of fish, industrial supplies, financial operations, project operations, pricing the middle agencies have been instrumental in widening the scope of the activities of the co-operative structure and these middl e agencies have been performing those functions -whloh are supplementary and complemen»> tary to the functions performed by the two co-operative organisations established at the village (3atpati) level. Therefore, issue of eliminating middlemen from either production, finance and marketing activities appears to be hypothetical. The existence of co-operative struc- and the middle agencies is complementary and not contradictory," 172 The working of following two organisations is also linked with a supporting role. (B) DISTRICT LEVEL (i) Thane Zilla Machchimar Madhyavarti Sahakari San^ha Maryadit, Palghar (District Level Co-operative Orga nisation) The areas of operation of this organisation is - 1) Industrial Supplies Sales Centre, Palghar 2) Ice Factory and Cold Storage, Palghar. 3) Pish Marketing Centre, Bombay. 4) Co-operative Pishing Project, Satpati. 5) Pish Sale and Purchase Centre, Satpati. 6) Industrial Supplies Centre, Dandi. 7) NCDC and HHDA Scheme. 8) Salt Project, Kharekuran The most significant function of the Thane Zilla Co-operative Organisation has been provision of advances to producer for production, for purchase of trucks and purchase of land for salt projects. The Thane Zilla 175 Sangha has sancljioned advances to fishermen at Vasai, Palghar andi Thane ,iy changing its bye laws. It has encouraged Preshj-pi'l^r Fish Farming (Lake Fish Farming) in the interior psu?| of Thane District and has recommen ded the boiiiiracts of Lake Fish Farming to be given to primary fisiling societies and has discouraged auction system. The whole super structure consists of primary co operative societies at Vasai, Arnala, Oongari Chowk, Satpati, Uttan and other producers like - 1) Gautam (Shree.Subrock Francis Budul) Vasai 2) Navarang ( Shree.Pedru Rajyav Ghingalya) Vasai 3) Prashant (Shree.Bastyar Francis Ghatya) Vasai All the sections of Thane Zilla Machchimar Madhya- varti Sahakari Sangha have been operating at profit. The Sangha has helped rehabilitation of boats. In res pect of marketing of fish the major problem was the decline in production of fish. However, The Sangha has been successful in granting 1^ discount to customers and rebate to fishermen. The problems in marketing are 174 created by export merchants and cornering activities of export merchants created problems in the area of pricing and turnover. In order to solve these difficulties the Sangha prepared under NCDC Scheme, various financial plans for provision of working capital for marketing, purchase of industrial supplies and marketing of dry- fish. In respect of supply of ice and cold storage faci lity The Sangha purchased compressors and constructed separate machine room and made efforts to recommend reduction in rate of electricity supply. The Sangha has been providing financial help by granting production loans, medium term loans and advan ces against sale of fish. It would appear that all stages from long term capital investment, industrial supplies, cold storage (supply of ice), salt projects, marketing of fish for primary societies. Thane Zilla Machchimar Madhyavarti Sahakari Sangha has been helping the fishing industry. It has been pleading to the government for reduction in excise duty, taxes on indus trial supplies, rate of power supply, financial help to fishermen in difficulties. It has been entering into various contracts with companies like - 175 (1) Garware Nylons Limited ( 2 ) Indian Oil Corporation (3) Shriram Fibres Limited (4) Sea Fabrics Company ( 5 ) Anchor Synthetics (6) Sunil Plastics and others All the primary co-operative societies at the Taluka level and other producers have been taking the advantages of the services rendered by Thane Zilla Machchimar Sahakari Sangha. The following fish market ing organisations and individual boat groups and primary societies at Taluka level are loyal to Thane Zilla Machchimar Madhyavarti Sahakari Sangha Maryadit at Palghar. I, Vasai Taluka ( 1 ) Vasai Machchimar Sarvodaya Sahakari Society Limited ( 2 ) Am ala Machchimar Vividha Karyakari Sahakari Society Limited ( 3 ) Arnala Fishermen's Sarvodaya Sahakari Society Limited 176 (4) Navaranga (Shri.Mozes Pedru Chingalya),Vasal (5) Prakash (Shree.Laxman Sukur Kharkandi) ,Arnala (5) Himalaya (Shri Johny Vasco Nago), Vasai I I . Than ^ Taluka (1) Uttan Kachchimar Vividha Karyakari Sahakari Society Lim ited (2) The Dongari Ch.owk Fisheries Sarvodaya Sahakari Society limited (3) Uttan Machchimar Sahakari Vahatuk Society Ltd. (4) Paras (Shri.Zujin Dooma Noon) Dongari Ghowk (5) Christmas (Shri.Zujya Francis Patil) Dongari Ghowk (6) Amarvachan (Shri.Royal Augustine Luji), Uttan. I I I . Palghar Taluka (1) Satpati Fishermen's Sarvodaya Sahakari Society Limited (2) Satpati Machchimar Vividha Karyakari Sahakari Society Limited (3) Thane Zilla Machchimar Madhyavarti Sahakari Sangha Maryadit 177 (4) Laxmiprasad ( Shri. Pandiiari Shankar Tare), Edwan. ( 5 ) Shri.Ashok Balkrishna Meher, Satpati (6) Shri.Dattaram Kashinath Meher, Satpati Dahanu Taluka (1) Dhakati Dahanu Machchimar Vividha Karyakari Sahakari Society Ltd. The above mentioned organisatiorss and persons have been co-operating with the Thane Zilla Machchimar Madhyavarti Sahakari Sangha. The Co-operative Depart ment of Maharashtra State have also been helping the Sangha to maintain consistency in its performance. Therefore, Thane Zilla Machchimar Madhyavarti Sahakari Sangha forms the backbone of the co-operative structure working in the areas of production, finance (investment) and marketing. C i i ) The Thane Zilla Madhyavarti Sahakari Bank Ltd. This Co-operative Bank at the district level has been playing a supportive role for The Thane Zilla 178 Machchimar Madhyavarti Sahakari Sangha. The financial position of the bank has been sound in respect of a ) Number of members B) Share Capital C) Branch Expansion D) Reserves B) Working Capital P) Deposits G) Investments H) lending Operations In order to facilitate these functions The Thane Zilla Madhyavarti Sahakari Bank has introduced changes in its bye laws N o .3; 11(d ), 12, 14(B), 17> 30(l)-P; 30(1)-R; 41(0); 58 and 63(2) (Annual Report 1986-87). The purpose of all these changes has been a) To extend share capital in order to cover the sale of shares to the State G-overnment; Co operative societies, individual members in the district and local municipal bodies. 179 b) To give membership to individual, fishermen's group, proprietory concerns, partnerships, companies and other corporate bodies. c) For allowing representation of the scheduled caste on the board. d) To extend sanctioning limit of loans and advances. The Bank has provided cash credit, mortgage loans, fixed loans, overdrafts, advances against bills, production loans to fishermen's societies. It has also contributed to Fishermen's Credit Stabilisation Fund The Bank covers fishing co-operatives in Thane, Vasai, Palghar, Dahanu and Talasari Talukas. It has encouraged fishing by provisions of industrial goods, ice, cooling plants, trucks, salt projects, mechanised boats; boat construction, boat engines and fishing nets. The provi sion of concGssional finance (Icng term and short term) to fishermen’ s co-operative societies and financial, assistance under N.C.D.G.Scheme and Integrated Rural Development Scheme has been instrumental in strengthen ing the co-operative production and marketing structure 180 at the Taluka and Village level. This would not have been possible without the satisfactory perforaance on all fronts (as indicated in the following graph and map of the Thane Zilla Madhyavarti Sahakari Bank Limited 181 H o 182 1^6101 f3T(f?lcff£tildcf^^dbl5l^cb1?). TTfTcT^fl S< a 1^1,1. 1' (C) STATS LEVEL Maharashtra Ra.i.ya Machchimar Sahakari Sangha Limited, Mumbai 3 - The Sangha has been operating through its various sections namely - a) Fresh Pish Section, b) Dry Pish Section, c) Industrial Supplies Section, d) Pish Breeding Section, e) Diesel Oil Section, f) Quick Freezing Plant and Fish Mill Plant and, g) Export Section The coverage of the organisation is for the following dis'uricts i) Greater Bombay ii) Thane i i i) Raigad iv) Ratnagiri v) Sindhudurga 184 vi) Nasik vii) Nagpur v iii) Dhule ix) Parabhani The most important characteristic of the opera tions of the 3angha in the area of fish production and long term capital investments in engines and boats has been that the cost of fishing operations has been increasing, against which fish production has been declining. The fishermen members take advances from The Machchimar Co-operative Societies at District and State Level and also from private merchants, though they have already taken such advances from local societies. The fishermen or their groups have to resort to borrowing from private merchants which is less complicated and time consum.ing when compared with the producers in the co-operatives. The fishermen group tend to depend more on private merchants than on co-operatives. As a result the private merchants charged and recovered lOfa to 12?^ commission as against only 7^ commission charged by the co-operatives on sale 185 of fish. The Sangha therefore made efforts in represen ting to the State Government the long term investment no interest plans for reducing the cost of fishing opera tions by making industrial supplies available at reason able prices. The Sangha charges 5fo commission on the fish supplied by fishermen taking advances and 2fo commi ssion on sale of fish supplied by fishermen not taking advances. The Sangha has played very important role in the local marketing of fish at Satpati. It has purchased during the last five years fish from Satpati Machchimar Vividha Karyakari Sahakari Society Limited (gTcmTZT and the Satpati Fishermen's Sarvodaya Sahakari Society Limited {f^ HTaqTA'T as shown below 186 Year Amount (Rs.in lakhs) of Pish purchased _ _ _ _ from the two Societies at Satpati 1989-90 30.26 1988-89 12.30 1987-88 10.01 1986-87 11.29 1985-86 10.5 The purchase and sale transactions have enabled fishermen to get satisfactory prices. Direct purchases of pomfret from Satpati has increased the price by Rs.2/- or Rs.3/- per kilogram. In 1987-88 The Sangha has opened fish marketing centre at Bhaindar which has reduced cost and time for transport of fish and cold storage. This has also increased the convenience of women members participating in the purchase and sale of fish. The major function of The Sangha is the purchase and sale of fresh fish. The fresh fish assembled at Shri Ghhatrapati Shivaji Mahara;] Market, Bombay from Maharashtra and Gujrat (Verawal, Porbander, Jamnagar, Oakha and Dwarka) is marketed at the Bombay market. 187 Presh fish is assembled from Vasai, Arnalas Satpati, Dahanu, Uttan and fishermen's groups from greater Bombay and Mahim, The Shivaji Maharaj Market act as middle agency for marketing of fish at maximum prices. The effort of the Market to increase the importance of the marketing through co-operatives. The various sections work for solving the prob lems of fishing industry, promoting exports for earning foreign exchange and cost reduction. The Industrial Supplies Section, supplied nylon thread, garfil thread and nets at reasonable prices. It also imports fish seeds from the Apex Organisations. It has constructed and repaired godowns. It has supplied diesel oil- The New Sassoon Dock Project aims at providing uptodate amenities like diesel pum.p, ice factories, cold storage, processing centre and fish mill plant. Arrangements are made with the Bombay Port Trust in this respect. This would enable fishermen the advantage of price stabilisa tion because the cold storage facilities are available, fish can be stored so as to sell fish at reasonable price and thereby avoid exploitation of fishermen at the 188 hands of private merchants. The function of price sta bilisation can be efficiently performed when co-opera tives at Primary level and Zilla Level work in co-ordi nated manner. If the business of The Sangha is to be expanded the Share Capital of the Sangha must be increased. Proposals for increase in share capital are made by the Sangha to the Government. The Sangha aims at large scale purchases and sales of fish which would reduce exploitation of fishermen,. However, The Sangha must satisfy fishermen's financial needs in respect of pur chase of industrial supplies, boat and engine repairs and maintenance, ropes, threads, nets, floats etc. In absence of financial help from the co-operative organi sations fishermen have to resort quite helplessly to marketing of fish through private merchants, e.g. mar keting of dry fish is done at Sewri through private merchants only. If stalls or booths are opened in the internal areas,marketing of fish can be done directly by avoiding resort to private merchants as middlemen. However, the efforts in this direction have 189 not yet materialised for want of capital (Rupees One to two Grores) required for investments in insulated vehi~ cles, fish mill, warehousing, distribution of fish seeds and exporting. Proposals for financial help for these schemes have been sent to National Co-operative Development Corporation.