Amul, otherwise known as Gujarat Cooperative Milk Marketing Federation, is the largest dairy cooperative in India. It played a leading role in the 'White Revolution' which saw India become the largest dairy producing country in the world. Daily, Amul procures 23 million litres of milk from 18,700 village societies, formed of 18 member unions across 33 districts and 3.6 million unique milk producers. It processes and produces milk, ghee, butter, health beverages and cheese products, among others, primarily for the Indian market.

Baseline assessment


Room for improvement


Room for improvement

Social inclusion

Room for improvement


Amul publicly discloses a minimal number of commitments across the three dimensions. Outside of a statement and metrics on animal welfare, the company does not disclose any commitments in the environment dimension, including on topics such as GHG emissions, freshwater use, food loss and waste and protecting and restoring terrestrial habitat through responsible sourcing of commodities such as soya and palm oil. Similarly, in the nutrition dimension, Amul discloses a policy on ensuring food safety alongside metrics on audits to ensure compliance. However, it lacks disclosure on topics including responsible marketing, improving the nutritional value of food products, and clear and transparent labelling. Amul does disclose a strategic commitment to increase the accessibility of healthy foods through a rapid expansion of its marketing and distribution network in India. Similarly, in the social inclusion dimension, the company has commitments in place to improve the productivity and market access of smallholder producers in India. However, it lacks commitments to and disclosure on all other topics, including preventing and eliminating child and forced labour, paying a living wage and ensuring the health and safety of its workforce.

Food and Agriculture Benchmark

The Food and Agriculture Benchmark will assess 350 keystone companies on the issues underpinning the food system transformation agenda. The benchmark’s aim is to stimulate companies to apply sustainable business practices throughout their operations as well as use their influence to encourage value chain partners to do the same. WBA has organised the food and agriculture value chain into six sub-sectors. These sub-sectors are also reflected in the methodology framework.

Food and agriculture revenue
INR 331,500,000,000
(USD 4,707,472,000)
Major subsidiaries
Consumer brands

Value chain sub-sectors

Other benchmarks

The company is also included in the following benchmarks developed by WBA and our Allies. These benchmarks help to deepen our understanding on key issues and industries.