There is an eerie silence in GCMMF at Anand in Gujarat these days. Elections are round the corner but when- is not known to anyone. And who are in fray is another question haunting the stake holders.

Talking to Indian Cooperative on Monday the outgoing Chairman Parthi Bhatol once again reiterated that he does not know if he is a candidate. Sources confide to Indian Cooperative that he is waiting for “order” of his political bosses.

But Bhatol clarified to Indian Cooperative that what he waits for is the members’ reaction. If they want me to contest I would do so, he said emphatically.

When Indian Cooperative contacted Mr R S Sodhi, the Managing Director of GCMMF to know the date of elections, Mr Sodhi said “no dates have come so far from the office of District Magistrate”.

Readers could recall that court had asked Collector to complete the elections procedure within a month. Board has already completed its tenure in July.

GCMMF, the cooperative federation of 16 milk unions has in its byelaws stipulation of a perpetual board. Explaining this further, Sodhi said that unless the next board meeting takes place, the erstwhile board would continue.

The dairy cooperative giant passes through the motion of a board meeting after every three months. Even the date of holding next board meeting is to be fixed in consultation with the district magistrate.

But Mr Sodhi sounded confident that within a month a new board would be constituted.

Vipul Chaudhary remains a potent challenger, besides Bhatol. But each of the board members of GCMMF has to first get elected from the milk union which he represents. Election of Banas dairy is round the corner.

Bhatol’s victory at Banas would embolden him to contend for the election of Chairmanship of GCMMF. Till then fingers would remain crossed.

The Kangra Co-operative Bank is the largest co-operative Bank of Delhi. It has reported net profit of Rs.12 crore for 2011-12, registering 66 % growth over previous fiscal.

The Bank has not only been able to retain its existing customers but has also added new customers. It has registered a net growth of more than 4.75% in its customer base.

Talking to Indian Cooperative, Attar Chand Parmar, MD  of the Bank said that during last year there had been a great demand of loans from the customers but the Bank had to turn down plenty of requests to maintain  the mandatory CD ratio of 70%.

In order to meet the loan requirements of the customers while also maintaining the maximum allowed CD ratio of 70%, special efforts are being made to mobilize more deposits. The Bank has increased borrowing rates very recently and made them very competitive.

The Bank has successfully been able to increase its deposits and loans by 16.75 % and 18.34 % respectively during the previous financial year 2011-12.

The Bank has also been able to reduce down both gross and net NPA; which has come down to 5.07% and 0% from 6.20 % and 0.32% respectively.

The CRAR of the bank has also been remained above 15% by showing marginal increase of 0.42% over previous year.

He further said that the Board of the Bank has taken a conscious decision to increase the saving bank interest rate to 5 % for amount up to  Rs.1 lac  and  6% for  amount above one lac which will help the Bank to increase CASA deposits .

The Bank has been paying 18 % dividend continuously for the last three years and the management is likely to propose 18% dividend this year too in the ensuing AGBM for its approval which has been scheduled for September 2.

The Bank is introducing RTGS and NEFT facilities at its own within next two months.

MD further added that continues and steady growth of the Bank has been due to the sincere efforts being done by the staff. The strategic planning and useful guidance of the Board of Directors which is among others represented by Shri B R Sharma, professional Director and Ex-MD of the Bank have helped the bank.

Mr Sharma has been associated with the Kangra Bank for more than five decades and  has been instrumental in bringing the Bank to its present status from a small T&C society of yester years. Above all, the able guidance of Chairman Shri Laxmi Dass with rich experience in varied fields of life has brought us to glorious heights, Mr Parmar added.

His mother took a small loan which grew into a fantastic figure with the local moneylender. This story relates to a remote village of Tamil Nadu. Hidden from the notice of both his mother and the money lender, a young boy saw first-hand a system which sucks blood from the poor.

This year’s Magsaysay award winner Kulandie Francis was born there. He is the son of the old lady who has turned ninety now. Francis acquired high academic degrees, went to Bangladesh to study working of Grameen Bank and earned name for him but never lost sight of what he had to do in life. He returned home. To change the lives of his mother and women in similar boats.

Today he has been awarded Magsaysay award but he hardly cares as he is motivated from within and needs no accolades to go on. He is a true stuff!

Kulandei Francis’s Integrated Village Development Project in Krishnagiri has done wonders for past decades. It has changed the lives of many in Tamil Nadu villages. He has pursued the economic empowerment of thousands of women and their families in rural India.

Francis helped establish self-help groups for women that supported poverty-stricken women engage in group activities and start micro enterprises, create savings accounts, and secure reliable loans.

At present there are over 8,000 self-help groups across the three districts of Krishnagiri, Dharmpuri and Vellore, supported by IVDP.

Cooperative movement is crying  for stuff like Kulandie Francis. Sad that no cooperative leader is ever in race of Magsaysay award, tall talks notwithstanding!

Dear sir,

What is the procedure for verifying the books of accounts by an individual member in a muliti state cooperative act credit society?

1 Is it possible to invoke section 108 of multi state coop act and sec 35 of multi-state cooperative act rules for such inspection?

2 Is there any case laws regarding this?

Sivaraman

I C Naik

A good question!

The law is covered by Section 108 of Multi State Cooperative Society’s Act, Rule 35 of The Multi-State Cooperative Societies Rules, 2002 and Model Bye-law No 54 of Model Bye-laws of National level  Cooperative Society/Federal Cooperative/Multi-State Cooperative Society.

As per the Act, a member of Multi State Cooperative Society has a right of inspection of books of accounts and papers.

The member making the inspection may during the course of inspection, make or cause to be made copies of books of account and other books and papers; Member does not have to pay any fees as per rule.

Model bye Laws restricts the inspection to the registers or records in so far as they relate to member’s own business transactions and to carry it out during office hours. This restriction is contrary to the provision of the Act and is untenable.

Rules and Bye-laws are silent about procedure to be followed, leaving it to be an area of friction between members and management.

If we start training programmes for youth in rural areas we can retain them. They have been a significant contributor to the national income, with their huge involvement in country’s industrial production, particularly exports.

They not only help in providing employment opportunities to millions of people across the country – especially to the village artisans and rural skilled workers – but also curtail the problem of economic concentration in the hands of a few. Thereby, they create a sound entrepreneurial base in the economy by developing/nurturing the talents/skills of small and medium scale entrepreneurs.

Without question, such MSMEs have huge potential both in terms of creation of employment and encouraging the growth of related sectors. And these MSMEs can certainly play a significant role in the global value chain by enhancing their productivity, technology upgradation, quality improvement, skill development, access to both domestic and international markets, and the like.

If the agriculture sector picks up, certainly the agro-industries would grow and so would the service sector simultaneously do so through MSME options. When dispersed industrial progress takes place in rural areas, other service sectors like housing would start to thrive, thereby creating business for construction industries.

This in a way can emerge as one of the options for development of MSMEs. In fact, there is a growing necessity for such a promotion of ‘chains of industries’ even in rural areas and the government must create appropriate enabling policies to so that MSMEs can turbo-charge India’s inclusive growth process just as China/Japan and other countries in East Asia have done in the past.

The contribution of MSME to the economic growth of the country should therefore be recognized well by the planners/policymakers. In India, these enterprises account for almost 45% of manufacturing output, 95% of the number of industrial units and 40% of exports. Clearly, they are the engines of (economic and inclusive) growth.

Besides, the sector provides employment to almost 60 million people – including women and vulnerable/marginalized sectors of society thereby making it one of the largest sources of employment (due to the failure of agriculture sector) in India.

Besides, this sector has the capacity to generate significant economic activity in rural areas, as it typically uses local raw materials/skills and often, provides people with employment close to the areas where they live/work. Therefore, the rural economy cannot be isolated, but rather it should be integrated with other sectors of the economy to bring in rural prosperity at this juncture when the overall rural situation is gloomy. And MSMEs can certainly play a crucial role acting as a vital link between the rural economy and industrial sector.

As the MSME sector creates a majority of the country’s new employment, the approach now would be to focus mainly on developing an attractive and supportive climate for its development. Despite its commendable contribution to the nation’s economy, MSMEs continue to face many challenges. 

However, they still remain an important source of growth and development because of the vital role that they (MSMEs) play in job creation. Therefore, the government should take the initiative to understand the dynamics of this sector by developing it further and providing it the necessary support by undertaking initiatives that can lead to its burgeoning growth and development.

The cooperative has become a whipping horse both for government and media which miss no chance to condemn it. There are some examples, however, which restore confidence in the viability of this model. ULCCS is one of them.

Tucked away in the southern part of the country it is exploiting cooperative concept to the hilt. Whether you are on a high way or in hi-tech park, your eyes can not miss the ubiquitous presence of this construction cooperative. ULCC indeed is a true example of successful cooperative which Indian Cooperative would like to feature in the International year of cooperative, 2012 as declared by United Nations.

If you are honest and well-meaning world gives you way. This is proved by the story of ULCCS. Considering the performances of the Society the State Government is treating society as an “Accredited Agency” to undertake works directly without tender procedure. The works under Special Development Fund for MLAs are also undertaken directly without tender procedure. Tourism Department has also approved it as the execution agency. What a clout! And all based on twin principles of integrity and quality-which underline the execution of all its projects.

Most of the Local Self Govts (Panchayat Raj Institutions) have identified ULCCS as the reliable partner for entrusting the development of roads and other facilities at the village level.

On the other end of the spectrum, ULCCS Ltd is active in National High way construction work under Ministry Of Roads Transports and Highways (MORTH) also. With these sorts of varied activities, the Society had increased its gross revenues to 76.54 crores consistently registering annual growth rate of over 30%. The Society had completed more than 3000 major projects in Kerala and about 100 projects worth more than 4000 lakhs are in various stages of completion.

Uralungal Labour Contract Co-operative Society (ULCCS Ltd), started in 1925 by eminent social reformer Sri Guru Vagbadananda in a remote hamlet Uralungal, near Vatakara in Kozhikode District in Kerala, as a novel mass movement against the anarchies of the caste system prevalent in those days, had grown today as a name synonymous with quality, workmanship, precision and efficiency in Civil works especially in roads& bridges in North Kerala.

This cooperative of skilled workers, who lost their jobs due to their social fight against superstitions and partisan practices during 1920’s and 30’s, formed for solving their unemployment played a crucial role in developing infrastructure in the independent India.
By religiously following its culture of social harmony and selfless service that bonded the initial members of the union, ULCCS had grown as the biggest Labour Contract Society by providing direct employment to over 2000 workers from rural areas.

Profile of the Society

The Uralaungal Coolie Velakkarude Paraspara Sahaya Sangham, formed during 1925, is renamed as The Uralungal Labour Contract Co-operative Society and registered under Societies Act in 1967, with its headquarters in Madapally in Vatakara Taluk in Kozhikode District.

The Society undertakes civil construction work in Infrastructure development in North Kerala Region and is one of the most preferred cooperative societies for development of roads, bridges and allied infrastructure.
Professional Governance

ULCCS has a well-defined organizational structure to execute the decisions of the board and a consultation wing to associate in making the policy decisions. The society is now the developer of UL Cyber Park, the world’s first IT Specific Special Economic Zone set up by a Labour contract cooperative society. The society emphasizes on establishment of professional governance starting from policy formulation – execution till bill collection.

For various policy decisions it takes consultation of well-known professional bodies including Indian Institute of Management, NIIT Kozhikode. It was well evident that while setting up the first Special Economic Zone of Malabar, it took consultation on master planning from Nikken Sekkei, the world’s largest architectural firm and ex-professionals from Info park, Cochin, Kerala, one of the best performing Special Economic Zones in the country.

It is this skill of the society which has helped in getting entrusted with the administrative role for various projects from the state government like SARGALAYA, craft village, a tourism project to promote handicrafts.

Besides, ULCCS has floated another initiative named ULCCS Foundation, an NGO to foray into social initiatives. The professional governance of the society is strongly set with its well framed authority – responsibility structure. Different projects will be assigned to these Directors, who in turn will be responsible for the effective completion of the same.

How it works
ULCCS Ltd. is a successful model of an LCC in the country. The Society generally takes up works in State of Kerala, well before participating in the tender, the committee members assemble to decide upon the percentage with which the society can take up the work. Many instances, after tender, negotiations happen, which is again vested with the Governing members to take decisions. In some situations the work might be awarded without floating tenders. The society also takes up works, which need to be completed in war footing. After earnings a work, the various tasks are identified and are assigned to various Directors.

Leaders, who require materials for works, allocate construction machineries and allot works for members and nonmember workers succeed each Director. If the work site is at distinct location, accommodation facilities are arranged for the work force, so as to avoid time wastage for travel and transportation.

The work force is also provided with additional allowances. Catering facilities are set in the work site itself, which helps in providing nutritious food to work force and saving time. The leaders in the site itself make all the bills of accounts and measurements.

This is checked and then signed by the members in the corresponding locality. This is then forwarded to the Directors for verification, and is passed by the President by signing the same. Subsequently these bills are taken to office for further inspection.

Cooperative Values and Principles

The society is manned and managed by labourers based on strong cooperative values and principles. Like in the case of Societies of similar kind, the activities of the Society are managed by a Board of Directors elected from the members of the Society. Currently ULCCS Ltd. has 10 members in its Board. As ULCCS Ltd. restricts its membership only to the people who contribute directly to the work undertaken by the Society, all Directors are also full time workers with the Society.

The society started with 14 members, had acquired memberships above 1000, in the due course of time. At present, the number is 1220, by the exclusion of those who has demised and those who left because of other reasons (like relocation, migration).

Apart from this, on a daily basis, the society also employs non-member workers and local labours from the locality of the construction site, amounting to a sum total of 2000 numbers. Also the society has the facilities for technological supervisions and for imparting the necessary training for the working lot. All the members of the society are construction workers. The workers should be well equipped with all tasks involved in the construction activities.

Based on the skills, sincerity, commitment and experience, the non-member workers are prompted as members by awarding with membership. The regional limits for membership are whole district of Kozhikode except Feroke whereas the society generally takes up works throughout the state of Kerala.

Society serves as a resort for those workers who loose their works in the traditional industrial sectors like weaving, coir making, beedi making, and laterite quarrying. The society also cares for those workers who are physically and mentally challenged. The entire systems and procedures of the society are based on the principles of thrift and mutual help and strong disciplinary rules and procedures.

Business sustainability

The society even after providing all the statutory dues and labour welfare expenses is able to hit remarkable growth rate in profits and expansion of its base asset.

I T Interventions

ULCCS upgrades itself to all that is possible to enhance its efficiency and execution pace. It uses Information Technology to the best in generating reports on a daily basis from stone crusher, major project sites including IT park project to enable better monitoring, analysis and reporting to enhance better decision making. The society uses updated soft wares like Tally ERP and customized ERP packages to integrate to various projects site spread over 100 locations.

Membership Education and Participation

The members participate in almost all key decision making process. Along with regular board meetings of the directors/executors of the society there are workmen’s meeting, technical review meetings and Annual General Body Meeting to put forth every key policy decision for participation from the members in number of votes.

Fair Trade and Quality Adherence

ULCCS Ltd. is an ISO 9001:2008 Organisation and has sophisticated construction equipments to complete the projects effectively. Even though the workmen of the Society hail from rural areas, they use modern state-of the art technology in their activities.
In a sense, ULCCS Ltd. is a successful example how technology adoption in grass root levels can make phenomenal changes in the lives in rural India. It is this quest for better technologies, quality and process driven operations that make ULCCS a Cooperative Society with a difference.

Presently, the society has the potential in churning 6 lakh job opportunities per annum.

Government Support

In the beginning, the society under took works of wells, aqua ducts, fencing etc of Malabar District Board and PWD in the districts of Kannur, Maplappuram, Thrissur and Palakkad. The members were so committed and dedicated to the growth of the society that, they were prepared to take up works at any distant location.

The governing members were consistent in delivering time framed quality work, started focusing on the construction of roads, as it provides opportunities for more employees. At present the society under takes works from PWD, National Highway, KWA, Irrigation Department, Harbour Engineering , DRDA, KSUDP, Tourism Department, Airport , Railways and other Local Self Governing Bodies (District, Block, Grama Panchayath).

The Society secures works by competing with other private contractors. From 1954 onwards the Government of Kerala exempts the Society from paying Earnest Money Deposit (EMD). Also in 1965, when the work Amount exceed the tender amount , the Kerala Government allotted 10% weight age, which is marked as the first allowances from the Government side.

This was a part of the initial step encouragement from Kerala Government to Labour Contract Society to sustain in the for front in delivering quality works, by competing with private contractors was a tough task, possible only with the proper back up from the Government.

The Government has always supported the society by relaxing the limits of executing works, time to time through special Government Orders. Now the society can take up the work without financial limit by enjoying the preferential benefits granted by the Government of Kerala.

Leadership

The Society’s steady growth and achievements have been under the captainship of Shri P Remeshan, the President of ULCCS. Recently Shri Remeshan has been elected as Director of National Labour Cooperative Federation. He was also elected as a Member in National Council on Labour Cooperatives (NACLC) under the Chairmanship of Honourable Minister Sri. Sharad Pawar, Union Agriculture Minister.
Rameshan was also honored with Indira Gandhi Sadbhavana award during 2005. He was also elected as a special Invitee in the State Planning Board for co-operatives. Shri. Remeshan is a visionary who is always leading the strategic team from the front to make the impossible happen.

Innovative Practices/Initiatives
Diversification
The society was formed with the main objective of societal upliftment by creating job opportunities among the weaker sections of the society. However, there is a phenomenal shift in the category of job seekers from uneducated and unskilled to educated and skilled ones.

To meet the objective of employment generation for such class of job seekers, who constitute the majority, the society realizes that it has to shift from its operations of construction works to large scale skilled employment generating initiatives like IT Parks. Apart from this, the Government has firm conviction that the involvement of the society as a strategic developer of this prestigious venture would fasten the pace of development of the Malabar Region in several folds.

On completion of the first phase of the project, the processing area will have a capacity to hold 10,000 employees. On completion of the project, the processing areas will have a capacity to hold 20,000direct employees on a single shift. The project has now got the SEZ Status of the central governmenT making ULCCS the first developer to get such a status in the Malabar Region of Kerala.

Making History in the cooperative sector
UL Cyber Park, the first IT Special Economic Zone in Malabar owned by ULCCS under construction
(b) Crusher Unit:
The society believes that the access to raw material acts a crucial factor in getting the project done within the stipulated time. For that society has now constituted a most modern stone crusher unit at Cherupara, Mukkom which provides sand and metals of required dimensions.

Stone Crusher Unit at Cheruppara, Mukkam

This diversification contributes greatly in achieving time bound project execution by the society. The total cost of this project was Rs.18 crores which was funded by NCDC by contributing 14.4 crores against society’s own contribution of Rs. 3.6 crores.

Effective Communications

All the members, including technical and the administration team practice an unique mode of communication and reporting system in order to enhance the efficiency in discussion, analysis, reporting and decision making.
Adoption of market friendly practices

The kingpin of the society is the discipline and market friendly practices of the members. The workers used to build good rapport with the population of the locality where they take up works.

Financial discipline is also deployed with due prominence, and any act of financial fraud lance or theft by a member is dispensed with intolerant actions, irrespective of the amount involved, till date.

The commitment of the society to the socially backward and downtrodden masses are evidenced by the timely intervention in undertaking and completing the construction work of dwelling houses at Muthukadu colony bordering the hill district of Wayanad.

The beneficiaries were tribe’s located in remote hill tracks with no communication facilities. We extend our helping hand during the crisis and natural calamities and we have been on the forefront in the field for round the clock for rehabilitation and relief works during “Tsunami, landslides and other natural calamities. We made available transport facility for evacuating the people from the affected areas and provided food and financial assistance to the people in the rehabilitation camps.

Awards and Recognition
NCDC Excellence Award 2008
The consistent disposition of credibility and quality in all entrusted works had gained the society with many prestigious awards and recognitions. The under mentioned representations in highly reputed boards of the government and management are some of such coveted ones.

Membership of the President, ULCCS Ltd., Nominated by Central Government, in National Advisory Council on Labour Co-operatives, New Delhi, under the Chairmanship of Honourable Minister Sri. Sharath Pawar, Union Agriculture Minister.

Membership of the President in Sub Committee for Co-operation in Kerala State Planning Board.

Management Committee Member of Calicut Management Association affiliated to Indian Institute of Management, Kozhikode (IIMK)

Management Committee Member in Vaghbhadanantha Trust.

Special Momento and a Certificate was awarded by the Chief Minister of Kerala to the society in recognition of our service in Disaster Management, rehabilitation and relief work during the Tsunami, explosion in S.M.Street, Calicut, landslides and in other natural calamities.

Indira Gandhi Sadbhavana award winner in 2005

“Vocational Award 2002” presented by Rotary International

“Karma Ragna Puraskar 2008” awarded by Indo-Arab Confederation Council.

Declining sugarcane production in the state has made the dynamic Chief Minister Manohar Parrikar announce incentives to the cane farmers if they increase the production by 15 per cent in next two years.

Parrikar told the state Assembly that the government is contemplating the possibility of giving more profits to the sugarcane farmers.

“Ten years back the sugarcane cultivation was spread over 1,200 hectares of land which has now reduced to 850 hectare. The production has gone down from 68,000 tonnes to 46,000 tonnes during the last decade,” Parrikar said.

The target for next two years is to achieve 75,000 tonnes of sugarcane production in the state, he said. State Cooperation Minister Dipak Dhavalikar told the Assembly that the Sanjivani Sugar Factory, which runs in Dharbandora village, will have difficulty to procure the sugarcane from the neighbouring state this year due to drought conditions there.

He said Goan sugarcane farmers will be given an additional 15 percent incentive, along with their cost of cultivation if the production of the crop increases.

Responding to a suggestion by Leader of Opposition Pratapsinh Rane to use the capacity of sugar factory to produce ethanol, the minister said the government can study the proposal.

The court intervenes when government fails- seems to have become norm of Indian life. The sugarcane farmers finally got reprieve when the Punjab High Court ordered payment to them to the tune of Rs 100 cores by the mill owners who had received sugarcane from them earlier.

Eight sugar mills owed them this amount towards the last year payment. High Court was so stern that it called for sale of these mills if they fail to pay by August 9.

These mills are Gurdaspur Cooperative Sugar Mill, Batala Cooperative Sugar Mill, Bhogpur Cooperative Sugar Mill , Nakodar  Cooperative Sugar Mill , Fazilka Cooperative Sugar Mill , Budewal Cooperative Sugar Mill, Ajnala Cooperative Sugar Mill and Morinda Cooperative Sugar Mill.

The payment is to be made before Sugarcane commissioner. The secretary, cooperative department has been directed by the High Court to ensure payment of balanced amount to farmers.

How the government function is interesting to know especially in mattes of levy sugar. Sugar mill has to give 10 percentsugar  to govt as levy quota at a rate of Rs 19-20, though the market rate is Rs30-32.

Interestingly, government is neither lifting this sugar from the mills nor allowing sugar mills to reduce the quota resulting into stockpiling of huge sugar at the mills. Sugar cooperatives are major sources of sugar in the country.

However, on Friday a top Ministry official of the rank of food secretary hinted at reducing the quantity of sugar that mills need to contribute for supply through ration shops in 2012-13 after assessing the production situation.

In a representation made to the Food Ministry recently, the sugar industry contended that there is a case for a cut in levy sugar quota as the government has not been able to lift the entire quota in the last few years and consequently the carry forward stock has increased to 21 lakh tonnes for the 2011-12 marketing year.

Though the annual PDS demand for sugar is around 26 lakh tonnes, the average lifting by the state governments has been only 16 lakh tonnes in the last six years, they said.

The sugar industry has been demanding levy sugar quota to be reduced to 5 per cent in 2011-12 marketing year to save their inventory costs.

Dear sir

A cooperative housing society was registered in the name of Modi Xerox Employees’ Co-operative Housing Society Ltd. in the year 1995.

Land was procured, developed and plots were sold to the beneficiaries.  Most of the plots were sold to those persons who have more than one house and are not willing to construct any house in future.

The society President and Secretary along with their nominated members managed the things till now.  There was a huge amount of money with the society for future expenses and development. All of a sudden the Secretary went off. The president went off by resigning and they now say that there is no fund available.

Can the members constitute a new committee by election/nomination process and inform to Registrar?

Where to complaint against the persons who have eaten up the fund?

The present Secretary is hiding all the facts and protecting the previous President and Secretary. What action can we take against the present Secretary who is holding all the documents and funds?

With Regards

Co-ordination Committee Members

Modi Xerox Employees’ Housing Society Ltd.

Rampur (Uttar Pradesh)

I C Naik

This is a classic example of a phenomenon that has hampered the development of cooperatives the most. On one hand few members in every cooperative are hyper-active causing harm, on the other vast majority is completely indifferent to the activities of a suspect few.

This bodes ill not only for society’s interests but also for the interest of individual member.

What you need to do immediately is to handover a requisition signed by 1/5th members  to the Secretary requesting him to  hold an extraordinary general body meeting to review the functioning of the Society through a Special Audit/Investigation to be requested for by an application to the Registering Authority.

Before taking action for money laundering a reliable documentary evidence has to be gathered through this process. Once the audit/investigation report is in hands things should hopefully start falling in place.

If the Secretary does not act on the requisition, hand over the same to the Registering Authority.