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History and Evolution

ITC was incorporated on August 24, 1910 under the name Imperial Tobacco Company of India Limited.
As the

Company's ownership progressively Indianised, the name of the Company was changed from Imperial
Tobacco

Company of India Limited to India Tobacco Company Limited in 1970 and then toI.T.C. Limited in 1974.
In

recognition of the Company's multi-business portfolio encompassing a wide range of businesses -

Cigarettes &

Tobacco, Hotels, Information Technology, Packaging, Paperboards & Specialty Papers, Agri-business,
Foods,

Lifestyle Retailing, Education & Stationery and Personal Care - the full stops in the Company's name
were removed

effective September 18, 2001. The Company now stands rechristened 'ITC Limited

'.

The Company’s beginnings were humble. A leased office on Radha Bazar Lane, Kolkata, was the centre
of the

Company's existence. The Company celebrated its 16th birthday on August 24, 1926, by purchasing the
plot of land

situated at 37, Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the sum of Rs 310,000. This
decision of

the Company was historic in more ways than one. It was to mark the beginning of a long and eventful
journey into

India's future. The Company's headquarter building, 'Virginia House', which came up on that plot of land
two years

later, would go on to become one of Kolkata's most venerated landmarks.

Though the first six decades of the Company's existence were primarily devoted to the growth and
consolidation of

the Cigarettes and Leaf Tobacco businesses, the Seventies witnessed the beginnings of a corporate
transformation that would usher in momentous changes in the life of the Company.

ITC's Packaging & Printing Business was set up in 1925 as a strategic backward integration for ITC's
Cigarettes

business. It is today India's most sophisticated packaging house.

In 1975 the Company launched its Hotels business with the acquisition of a hotel in Chennai which was

rechristened 'ITC-Welcomgroup Hotel Chola'. The objective of ITC's entry into the hotels business was
rooted in

the concept of creating value for the nation. ITC chose the hotels business for its potential to earn high
levels of

foreign exchange, create tourism infrastructure and generate large scale direct and indirect
employment. Since then

ITC's Hotels business has grown to occupy a position of leadership, with over 100 owned and managed
properties

spread across India.

In 1979, ITC entered the Paperboards business by promoting ITC Bhadrachalam Paperboards Limited,
which

today has become the market leader in India. Bhadrachalam Paperboards amalgamated with the
Company effective

March 13, 2002 and became a Division of the Company, Bhadrachalam Paperboards Division. In
November 2002,

this division merged with the Company's Tribeni Tissues Division to form the Paperboards & Specialty
Papers

Division. ITC's paperboards' technology, productivity, quality and manufacturing processes are
comparable to the

best in the world. It has also made an immense contribution to the development of Sarapaka, an
economically

backward area in the state of Andhra Pradesh. It is directly involved in education, environmental
protection and

community development. In 2004, ITC acquired the paperboard manufacturing facility of BILT Industrial
Packaging
Co. Ltd (BIPCO), near Coimbatore, Tamil Nadu. The Kovai Unit allows ITC to improve customer service
with reduced

lead time and a wider product range.

In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and British joint venture. Since
inception, its

shares have been held by ITC, British American Tobacco and various independent shareholders in Nepal.
In August

2002, Surya Tobacco became a subsidiary of ITC Limited and its name was changed to Surya Nepal
Private

Limited (Surya Nepal).

In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper manufacturing company and a major
supplier of

tissue paper to the cigarette industry. The merged entity was named the Tribeni Tissues Division (TTD).
To harness

strategic and operational synergies, TTD was merged with the Bhadrachalam Paperboards Division to
form

the Paperboards & Specialty Papers Division in November 2002.

Also in 1990, leveraging its agri-sourcing competency, ITC set up the Agri Business Division for export of
agri-

commodities. The Division is today one of India's largest exporters. ITC's unique and now widely
acknowledged e-

Choupal initiative began in 2000 with soya farmers in Madhya Pradesh. Now it extends to 10 states
covering over 4

million farmers. ITC's first rural mall, christened 'Choupal Saagar' was inaugurated in August 2004 at
Sehore. On

the rural retail front, 24 'Choupal Saagars' are now operatonal in the 3 states of Madhya Pradesh,
Maharashtra and

Uttar Pradesh.

In 2000, ITC forayed into the Greeting, Gifting and Stationery products business with the launch of
Expressions
range of greeting cards. A line of premium range of notebooks under brand “Paperkraft”was launched in
2002. To

augment its offering and to reach a wider student population, the popular range of notebooks was
launched under

brand “Classmate” in 2003. “Classmate” over the years has grown to become India’s largest notebook

brand and has also increased its portfolio to occupy a greater share of the school bag. Years 2007- 2009
saw the

launch of Children Books, Slam Books, Geometry Boxes, Pens and Pencils under the “Classmate” brand.
In 2008,

ITC repositioned the business as the Education and Stationery Products Business and launched India's
first

environment friendly premium business paper under the “Paperkraft” Brand. “Paperkraft” offers a
diverse

portfolio in the premium executive stationery and office consumables segment. Paperkraft entered new
categories in

the office consumable segment with the launch of Textliners, Permanent Ink Markers and White Board
Markers in

2009.

ITC also entered the Lifestyle Retailing business with the Wills Sport range of international quality
relaxed wear for

men and women in 2000. The Wills Lifestyle chain of exclusive stores later expanded its range to include
Wills

Classic formal wear (2002) and Wills Clublife evening wear (2003). ITC also initiated a foray into the
popular

segment with its men's wear brand, John Players, in 2002. In 2006, Wills Lifestyle became title partner of
the

country's most premier fashion event - Wills Lifestyle India Fashion Week - that has gained recognition
from

buyers and retailers as the single largest B-2-B platform for the Fashion Design industry. To mark the
occasion, ITC

launched a special 'Celebration Series', taking the event forward to consumers.

In 2000, ITC spun off its information technology business into a wholly owned subsidiary, ITC Infotech
India

Limited, to more aggressively pursue emerging opportunities in this area. Today ITC Infotech is one of
India’s

fastest growing global IT and IT-enabled services companies and has established itself as a key player in
offshore

outsourcing, providing outsourced IT solutions and services to leading global customers across key focus
verticals -

Manufacturing, BFSI (Banking, Financial Services & Insurance), CPG&R (Consumer Packaged Goods &
Retail), THT

(Travel, Hospitality and Transportation) and Media & Entertainment.

ITC's foray into the Foods business is an outstanding example of successfully blending multiple internal

competencies to create a new driver of business growth. It began in August 2001 with the introduction
of'Kitchens

of India' ready-to-eat Indian gourmet dishes. In 2002, ITC entered the confectionery and staples
segments with

the launch of the brands mint-o and Candyman confectionery and Aashirvaadatta (wheat flour). 2003
witnessed

the introduction of Sunfeast as the Company entered the biscuits segment. ITC's entered the fast
growing branded

snacks category with Bingo! in 2007. In eight years, the Foods business has grown to a significant size
with over200 differentiated products under six distinctive brands, with an enviable distribution reach, a
rapidly growing

market share and a solid market standing.

In 2002, ITC's philosophy of contributing to enhancing the competitiveness of the entire value chain
found yet

another expression in the Safety Matches initiative. ITC now markets popular safety matchesbrands like
iKno,

Mangaldeep, Aim, Aim Mega and Aim Metro.

ITC's foray into the marketing of Agarbattis (incense sticks) in 2003 marked the manifestation of its
partnership
with the cottage sector. ITC's popular agarbattis brands include Spriha and Mangaldeepacross a range of

fragrances like Rose, Jasmine, Bouquet, Sandalwood, Madhur, Sambrani and Nagchampa.

ITC introduced Essenza Di Wills, an exclusive range of fine fragrances and bath & body care products for
men and

women in July 2005. Inizio, the signature range under Essenza Di Wills provides a comprehensive
grooming

regimen with distinct lines for men (Inizio Homme) and women (Inizio Femme). Continuing with its
tradition of

bringing world class products to Indian consumers the Company launched 'Fiama Di Wills', a premium
range of

Shampoos, Shower Gels and Soaps in September, October and December 2007 respectively. The
Company also

launched the 'Superia' range of Soaps and Shampoos in the mass-market segment at select markets in
October

2007 and Vivel De Wills & Vivelrange of soaps in February and Vivel range of shampoos in June 2008.

The ITC Way

ITC is a board-managed professional company, committed to creating enduring value for the
shareholder and for

the nation. It has a rich organisational culture rooted in its core values of respect for people and belief in

empowerment. Its philosophy of all-round value creation is backed by strong corporate governance
policies and

systems.

ITC’s corporate strategies are :

•Create multiple drivers of growth by developing a portfolio of world class businesses that best

matches organisational capability with opportunities in domestic and export markets.

•Continue to focus on the chosen portfolio of FMCG, Hotels, Paper, Paperboards & Packaging, Agri

Business and Information Technology.

•Benchmark the health of each business comprehensively across the criteria of Market Standing,

Profitability and Internal Vitality.

•Ensure that each of its businesses is world class and internationally competitive.

•Enhance the competitive power of the portfolio through synergies derived by blending the diverse

skills and capabilities residing in ITC’s various businesses.

•Create distributed leadership within the organisation by nurturing talented and focused top

management teams for each of the businesses. Continuously strengthen and refine Corporate
Governance processes and systems to catalyse the

entrepreneurial energies of management by striking the golden balance between executive freedom

and the need for effective control and accountability.

TC completes 100 years

25 Aug 2010

Kolkata: ITC completed a 100 years on the 24th of August, 2010. A glorious moment in its history, the
occasion was

marked by celebrations across all its offices and facilities in India, with Company flag-hoisting
ceremonies to

commemorate and pay homage to the spirit of the institution.

At a special Centenary event, in Kolkata, Chairman Mr. Y C Deveshwar, addressing a 29,000 strong
audience of

employees across the country through a webcast, said that: "Innovation should be a source for
creating consumer

delight as well as triple bottom line performance so as to generate greater value for the shareholder
and the society.

Value creation for the Indian society is best achieved by creating sustainable livelihoods and
replenishing natural

capital." Emphasising on the need for competitive vitality, Chairman Mr Deveshwar underscored the
need to leverage

knowledge resident across diverse businesses in its world class human resources to create
"Champion Teams"

that would continuously innovate to deliver competitively superior customer value. He reiterated his
firm belief that
the unique amalgam of ITC’s Vision, Values and Vitality has ensured that the Company is ‘Future-
ready’.

The event also included the felicitation of the winners of the ‘Voice of ITC’ contest – a one-of-its-
kind internal

talent contest, that saw more than a 1000 entries, out of which the final 15 were shortlisted to record
the ITC Anthem.

The ITC anthem, ‘Kal ki Oaur’, formally released on this occasion, expresses ITC’s abiding commitment
to growth,

transformation and development as it steps into the next century..

As part of the ITC centenary initiative, the Classmate ‘Ideas for India Challenge ’ was also launched.
Engaging the

youth of the country, the nation wide programme invites ideas which have the potential to transform
their India of

tomorrow. The Classmate ideas for India challenge will reach out to 25 lakh students across 30 cities,
500 schools

and 200 colleges.

A unique internal contest, ‘Think Next’ was launched on the occasion of ITC’s centenary. This
enterprise-wide

competition is aimed at fostering innovation as a key driver for growth and a differentiator to remain
competitively

superior in the global marketplace. The contest would unfold over the following months and reward
the most

innovative ideas from among ITC’s employees, touching upon diverse areas like systems, product
development,

knowledge management and other key processes.

ITC’s employees also signed the ITC Pledge – an oath of duty and dedication that reaffirms their
commitment to the

organisation and its core values and beliefs

The ITC story is a journey of transformation from a

single product company to a well-diversified

business conglomerate with interests in Fast

Moving Consumer Goods, Hotels, Paperboards &

Packaging, Agri-business and Information

Technology, with a market capitalization of over Rs

100,000 crores and a Profit after Tax of over Rs 4000

crore. This long and inspirational journey of challenge

and change has unfolded in tandem with India’s own

evolution and growth across ten decades. It has

been the journey of an organization that has

consciously put Country before Corporation – an

enterprise that proudly echoes the credo “Lets Put

India First”. It has been a journey of leadership,

not only in shareholder value creation, but also in

serving all stakeholders and in meeting societal

expectations. It has been a voyage that has

brought ITC global recognition as an exemplar in

sustainability practices – the only company in the

world of its size to be carbon positive, water

positive and solid waste recycling positive. This long

and eventful travel across a century has been

particularly meaningful and satisfying because it has

enabled ITC to create over 5 million sustainable

livelihoods.

Itc 100 years inspiring

There are very few business enterprises across the world, which at 100 years, are still firing on all
cylinders

to reach an even higher orbit of growth. ITC is one such enterprise.

The ITC story is one of transformation from a single product company to one of India’s largest multi-

business corporate enterprises in the private sector. This long and inspirational journey of challenge and

change has unfolded in tandem with India’s own evolution and growth across ten decades. These 100

inspiring years have been marked by an overarching Vision to serve a larger national purpose, to live by
the

strong Values of Trusteeship and to nourish internal Vitality to create superior value for all stakeholders.

It has been the journey of an organisation that has consciously put Country before Corporation - an

enterprise that proudly echoes the credo ‘Let’s Put India First’. It has been a journey of leadership, not

only in shareholder value creation, but also in serving all stakeholders and in meeting societal
expectations.

It has been a voyage that has brought ITC global recognition as an exemplar in sustainability practices -

theonly company in the world of its size to be carbon positive, water positive and solid waste

recycling positive. This long and eventful travel across a century has been particularly meaningful and

satisfying because it has enabled ITC to create over 5 million sustainable livelihoods.

With a market capitalisation of more than Rs.100,000 crores, ITC steps into its next century with an

ambitious portfolio of businesses for tomorrow that span Fast Moving Consumer Goods, Paper &
Packaging,

Hotels, Agri-Business and Information Technology. Its aspirations are matched by its formidable array of

enterprise capabilities - deep consumer insights, international quality products, world-class human
capital,

globally contemporary business processes, powerful brands, an excellent trade marketing and
distribution

infrastructure and investments in cutting-edge R&D.

Like all long and eventful journeys, ITC’s too had a small beginning, way back in 1910 when the British
owned Imperial Tobacco Company set foot in Calcutta. The mass produced cigarette was still a novelty
then.

High quality Virginia tobaccos had never been grown in this vast subcontinent. Even before the
Company

was registered as ‘Imperial Tobacco’, it had already set up India’s first cigarette factory at Munger (1908)

and commenced tobacco leaf buying operations in Andhra Pradesh (1909). Around 1911, the Company

started working in partnership with farmers in South India for crop development. The Indian Leaf
Tobacco

Development Company was set up in 1912.

The focus, even then, was on exploration, improvisation and innovation.

Working with farmers and experts, right blends were developed from

tobacco grown in untried tracts. New sources were located and farming

was encouraged and supported. Ways and means to reach products to

markets across vast distances in a poorly connected subcontinent were

found and fostered. Communicating in a dozen different languages

across a patchwork of cultures, the Company honed its skills in building

and growing brands and nurturing markets. At the time of

Independence, ITC had achieved self-sufficiency in raw material by

helping to establish the cultivation of flue-cured Virginia tobacco in the

country. It had five cigarette and two leaf processing factories, one

printing and packaging unit and was in the process of setting up another

- one of the most modern of that time.

Manufacturing in those days was heavily import-dependent. Aspiring for a

self-sufficient future, the Company spearheaded indigenisation of all

aspects of production, working in collaboration with other companies and

small-scale ancillary units. By the late 50s, its imports had fallen to a
fraction and, by 1969, virtually all materials were sourced from within the

country.

The early 70s witnessed a momentous turning point. The Foreign

Exchange Regulation Act of 1973 came into being. The regulatory

pressure on corporates to reduce foreign ownership combined with the vision of the first Indian
Chairman

Shri Ajit Narain Haksar, paved the way for Indianisation of the Company and its Management. The vision

was to build an Indian enterprise that would derive its inspiration from the needs of Indian society and
craft

its growth strategies accordingly. It triggered ITC’s first major diversification into the Hotels business

(1975), followed by its entry into the Paperboards business (1977). Both were critical nation-building

interventions. The hotel industry would open new avenues for foreign exchange earnings by boosting

tourism. The engagement with the paperboard industry would mark ITC’s entry into the core sector,
with an

opportunity to create livelihoods in a backward area.

This changing character of the Company found expression in the change of its name from Imperial
Tobacco

Company of India Limited to India Tobacco Company Limited in 1970, moving on to I.T.C. Limited in 1974

and finally to the current form of ‘ITC Limited’ without full stops in 2001.

In the decade and a half following the initial diversification forays into hotels and paperboards, the
Company

ran into severe challenges. These were highly capital-intensive businesses which made huge demands
on the

Company’s resources. Since these businesses were structured as separate companies during this period,

their ability to raise capital and achieve meaningful scale was stunted. Consequently, these businesses

remained on a slow growth path.

The decade from the mid-eighties to the mid-nineties witnessed feverish strategic activities. The
Company
entered the financial services business and set up ITC Classic Finance Ltd. Almost simultaneously it
entered

the edible oils business and set up ‘ITC Agro Tech Ltd.’, which was to later launch the popular brand

‘Sundrop’. During this period, the Hotels business took its iconic restaurant ‘Bukhara’ beyond the shores
of

India into New York and Chicago. ITC acquired the specialty papers company ‘Tribeni Tissues Ltd.’.
Aspiring

to become an international trading house in the likeness of a Japanese ‘sogo shosha’, ‘ITC Global
Holdings

Pte Ltd.’ was set up in Singapore. Additional capital was raised through an issue of Global Depository

Receipts to finance the Company’s expanding profile.

When the current Chairman took over in 1996, ITC was experiencing an unenviable mix of challenges: its

core cigarette business had just been slapped with a retrospective excise duty demand of Rs. 803 crores;
its

earlier diversifications into hotels and paperboards had not reached fruition for want of adequate

investments; its more recent forays into financial services, edible oils and international trading were still

incurring losses; the Company’s weak diversification performance was facing severe criticism; to
compound

matters, a battle for control of the Company had ensued amidst a huge public smear campaign which

significantly damaged its reputation; and India had just entered into a phase of economic liberalisation,

changing the country’s competitive landscape beyond recognition.

Responding to the extremely challenging context of old burden and new opportunities, the newly
constituted

Board of Directors led by Shri Y C Deveshwar launched into a purposeful phase of rationalising,
restructuring

and repositioning the Company for international competitiveness. The new team stood steadfast in its

resolve to preserve ITC’s Indian identity and its strategy of creating multiple drivers of growth. A new

structure of corporate governance based on the principles of trusteeship, transparency and distributed
leadership was put in place. Recognising that ITC was not well positioned to create long-term value in

businesses such as edible oils and financial services, a responsible exit from these businesses was
executed

in 1998. In what was one of the most turbulent periods in the Company's history, huge financial outlays

were incurred to wind up Classic Finance and make a pre-deposit in the excise duty case for the period

1983-87. Subsequently, with the winning of several legal cases, ITC’s stand was vindicated, marking a
very

important step in the rebuilding of its reputation.

The critical task of building the international competitiveness of the Company’s businesses continued
apace.

Reaffirming its faith in the strategy of multiple drivers of growth, the Company restructured its portfolio
of

businesses based on the strategic fit between market opportunities and its core capabilities. The

Paperboards business was merged with ITC, infusing it with new life. A deep commitment to the
creation of

growing and sustainable value within India inspired ITC to swim against the tide and fashion a

comprehensive turnaround strategy, drawing upon the diverse skills within the ITC Group. The R&D

programme which had developed high yielding, hardy and disease resistant clonal saplings was
significantly

stepped up. Small farmers and poor tribals with private wastelands were mobilised to grow these trees
with

an assured buy back to augment their meagre incomes. Today, these plantations span over 1,00,000

hectares. Over 46 million person days of employment have been created. Most importantly, the
Paperboards

business stands transformed into a clear industry leader - profitable and environmentally responsible.

Similarly, the Hotels business was folded back into ITC in 2004. Renewed and dedicated efforts to create
one

of India’s finest hospitality chains have today resulted in an internationally acknowledged business with
best-
in-class operating margins, with discerning guests that include Heads of State of several countries as well
as

global corporate leaders. Moreover, reflecting ITC’s commitment to ‘Responsible Luxury’, its Hotels
combine

the finest luxury with the greenest service delivery.

As globalisation unfolded with the economic reforms of the 90s,

ITC saw this turning point in the country’s economic history as

an opportunity to invest in the businesses for tomorrow. A

strategic choice was made to enter new businesses with

adjacency by leveraging internal competencies that best

matched emerging market opportunities. Driven by the

aspiration to become the country’s leading FMCG company, ITC

created a bouquet of businesses which spawned several brands

that are popular household names today. The expansion

strategy in FMCG saw ITC making an entry into lifestyle

apparel, branded packaged foods, education & stationery

products, safety matches and incense sticks and more recently

personal care products. Core competencies and group synergies

lent strength to these businesses taking them to leadership positions in a short span of time.

In 2000, ITC launched the revolutionary e-Choupal, bringing Information Technology to farmers and

providing them efficient access to markets and inputs. This initiative, now a Harvard Business School
case

study and a recipient of several prestigious global awards, has transformed rural lives, empowered
farmers

and raised rural incomes in the command areas of its operation. Today, more than 4 million farmers
benefit
from ITC’s e-Choupal. In the same year, ITC entered the Information Technology space on the strength
of

its domain knowledge. This business today is one of the fastest growing IT companies in India, driven by
the

superior customer care it brings to its global clients.

In 1996, ITC had a Gross Income of Rs. 5188 crores, with a Profit After Tax of Rs. 261 crores and a Market

Capitalisation of Rs. 5571 crores. A decade and a half later - as ITC enters its Centenary year - the
strategic

choices made over the years, the untiring effort of its dedicated human capital, the support of its

shareholders and the trust of millions of consumers and its partners have today transformed ITC into a
Rs.

26,000 crore company with a Profit After Tax of over Rs. 4000 crores and a Market Capitalisation that

exceeds Rs. 100,000 crores. However, the financial value created for the stakeholders is only one pillar
ofITC’s contribution. An even more meaningful contribution lies in its efforts to build societal capital for
the

nation.

Inspired by the opportunity to contribute to a larger national purpose, Chairman Deveshwar has
redefined

ITC’s Vision to embrace societal value creation as an integral part of its business goals. ITC has
consciously

chosen to measure its performance in terms of its contribution to the triple bottom line benchmarks of

enhancing economic, environmental and social capital for the nation. Supporting large-scale social
forestry

programmes for poor tribals, creating large watershed projects, empowering women, providing

supplementary education to the rural poor and enhancing the quality of animal livestock are some of
ITC’s

large sustainability initiatives that have transformed the lives of thousands who live at the margin.
Arising

from its commitment to a low carbon future, nearly one-third of ITC’s energy comes from renewable
sources. Its green commitment extends to its buildings, with two of its properties achieving Platinum
LEED

certification.

The journey so far has indeed been inspiring. World-class

manufacturing assets have been created. ITC’s green

buildings and signature hotel properties that embody

‘Responsible Luxury’ have come to symbolise India’s

commitment to sustainability. ITC’s trademarks and brands

are at the top of the FMCG space competing with the best

of global brands. Notable contributions have been made to

advancing management competencies in India, including

pioneering consumer research, services marketing and

brand building. Valuable insights have been gained from

deep rural engagement. The Company has provided

thought leadership to sustainability issues in the country, creating institutions and businesses that walk
the

talk in contributing to a more secure, sustainable and inclusive future. ITC has also built world-class
human

capital which is raring to take the Company into its next century.

The next century promises to be even more exciting and rewarding. ITC has assiduously invested in the

future. Today, the Company is already poised in the frontline of multiple businesses that will become
the

powerhouses of tomorrow as the Indian economy surges ahead. Significant investments in cutting-edge
R&D

will deliver unique solutions for a better quality of life. ITC’s deep commitment to sustainable business

practices will be a source of competitive advantage as civil society becomes even more aware,
discerning

and demanding.
ITC steps into the next 100, inspired to create enduring value for all stakeholders, inspired to preserve
and

protect its deep-rooted Indian identity, and inspired to create value for the nation. Indeed, the best is
yet to

come.

Images

duct Launches 2009-10

Wills Lifestyle Designerwear

Wills Lifestyle has co-created exclusive lines with Rohit Bal, Ranna

Gill, Rohit Gandhi-Rahul Khanna, Satya Paul, Rajesh Pratap Singh and

JJ Valaya. These exclusive collections are available at the Wills

Lifestyle stores.

Wills Lifestyle Spring Summer 2010

Wills Lifestyle presented the refreshing Spring Summer 2010

collection. Awash with checks and cool linens, the collection is a

temptation for the style-conscious discerning consumer, always eager

to make a fashion statement.

John Players Spring

Summer 2010

John Players, featuring Ranbir

Kapoor as its new brand

ambassador, launched its

vibrant Spring Summer 2010

collection. It showcases stylish

formals, trendy casuals and

chic party wear–the complete wardrobe for today’s

trend-setters.

Classmate Carbon Black & Mechanical Pencils

Classmate expanded its pencil range with ‘Super

Dark’ pencils for darker writing with less lead wear-

out and Da Vinci & Finescript mechanical pencils with

integrated erasers and strong 0.7mm HB lead. Da

Vinci also has a specialised firm-fitted rubber grip for

sharp, uninterrupted writing.

Classmate Victor Geometry Box

Classmate launched Victor Geometry Box with

special die-metal instruments for increased precision.

Classmate Pens

Classmate added to its range of pens with BQwick,

Rodeon, Volt ball pens and Attila and Trojan gel

pens. Offering unmatched comfort in neat, smudge-

free writing.