History The year 1930 was when the world suffered the great depression.

Companies across the globe began closing down. In UK and in India, the textile industry in particular was in trouble. At about this time, Mahatma Gandhi championed the Swadeshi Movement and at his call, people from all across India began boycotting fine and superfine fabrics, which had so far been imported from England. In the midst of this depression one family saw opportunity. The Lalbhais reasoned that the demand for fine and superfine fabrics still existed. And any Indian company that met this demand would surely prosper. The three brothers, Kasturbhai, Narottambhai and Chimanbhai, decided to set up a mill to produce superfine fabric. Next they looked around for state-of-the-art machinery that could produce such high quality fabric. Their search ended in England. The best technology of that time was acquired at a most attractive price. And a company called Arvind Limited was born. Arvind Limited started with a share capital of Rs 2,525,000 ($55,000) in the year 1931. With the aim of manufacturing the high-end superfine fabrics Arvind invested in very sophisticated technology. With 52,560 ring spindles, 2552 doubling spindles and 1122 looms it was one of the few companies in those days to start along with spinning and weaving facilities in addition to full-fledged facilities for dyeing, bleaching, finishing and mercerizing. The sales in the year 1934, three years after establishment were Rs 45.76 lakh and profits were Rs 2.82 lakh. Steadily producing high quality fabrics, year after year, Arvind took its place amongst the foremost textile units in the country. In the mid 1980s the textile industry faced another major crisis. With the power loom churning out vast quantities of inexpensive fabric, many large composite mills lost their markets, and were on the verge of closure. Yet that period saw Arvind at its highest level of profitability. There could be no better time, concluded the Management, for a rethink on strategy. The Arvind management coined a new word for it new strategy Reno vision. It simply meant a new way of looking at issues, of seeing more than the obvious and that became the corporate philosophy. The national focus paved way for international focus and Arvinds markets shifted from domestic to global, a market that expected and accepted only quality goods. An in-depth analysis of the world textile market proved an eye opener. People the world over were shifting from synthetic to natural

fabrics. Cottons were the largest growing segments. But where conventional wisdom pointed to popular priced segments, Reno vision pointed to high quality premium niches. Thus in 1987-88 Arvind entered the export market for two sections -Denim for leisure & fashion wear and high quality fabric for cotton shirting and trousers. By 1991 Arvind reached 1600 million meters of Denim per year and it was the third largest producer of Denim in the world. In 1997 Arvind set up a state-of-the-art shirting, gabardine and knits facility, the largest of its kind in India, at Santej. With Arvinds concern for environment a most modern effluent treatment facility with zero effluent discharge capability was also established. Year 2005 was a watershed year for textiles. With the muliti-fiber agreement getting phased out and the disbanding of quotas, international textile trade was poised for a quantum leap. In the domestic market too, the rationalizing of the cenvat chain and the growth of the organized retail industry was likely to make textiles and apparel see an explosive growth. Arvind has carved out an aggressive strategy to verticalize its current operations by setting up worldscale garmenting facilities and offering a one-stop shop service, by offering garment packages to its international and domestic customers. With Lee, Wrangler, Arrow and Tommy Hilfiger and its own domestic brands of Flying Machine, Newport, Excalibur and Ruf & Tuf, Arvind set its vision of becoming the largest apparel brands company in India.

Founding father The Lalbhais A Historical Perspective The Lalbhais can trace their descent from Seth Shantidas (c.1590-1659), who was a dominant figure in the business and civic life of the city. He enjoyed the patronage of the Moghul emperors to whom he was a trusted jeweler. Shantidas was amongst the prominent financers of his time as well. He played an influential role amongst the Jain community of his time, and it was because of his influence at the Moghul court that Shah Jehan

confirmed the rights of the Jains over the ancient shrines of Shetrunjaya. His grandson, Khushalchand, (1680- 1748) too occupied a place of prominence in the business and social life of the city. He saved the city of Ahmedabad from the marauding Maratha army in 1725 by paying a ransom of Rs. 5 Lakh on behalf of the whole city. For this act the grateful mahajans promised in perpetuity, a small amount collected as town duties on goods entering the city to Khushalchand and his family, and the title of Nagarsheth was bestowed upon him. The current surname, Lalbhai, is derived from Lalbhai Dalpatbhai the great great great grandson of Khushalchand. Lalbhai was born around the time when the first textile factory in the city went into production. The first manufacturing company of the Lalbhai family, Saraspur Manufacturing Company was established in 1897. It started with producing cotton yarn. During the intensifying Swadeshi movement the second company Raipur Mills was established in 1905. Due to untimely death Lalbhai Dalpatbhai the reins of his businesses were handed over to his young sons including a seventeen-year-old Kasturbhai Lalbhai. Kasturbhai started the first large scale textile mill under the name of Asoka Mills in 1920 with a capital of Rs.12 Lakh at a time when the largest mills in the region were built with not more than Rs. 5 Lakh. 1930-31 saw the resurgence of second Swadeshi movement coinciding with the great depression. While different entrepreneurs reacted to the situation differently Kasturbhai saw this as the decade of prosperity and growth and established the flagship Arvind Limited in 1931 with an authorized capital of Rs. 25.25 Lakh. Kasturbhai had also floated mills for families of his three sisters under the name of Aruna Mills in 1928 and Nutan Mills in 1931 and Ahmedabad New Cotton Mills in 1938. With the expansion Kasturbhai came to occupy the position of the biggest textile magnate in the country. Few groups could claim to have made such great strides during one of the worst periods in Indias industrial history. After a continuously successful period of four decades in the preindependence era, the group entered into other fields such as dyes, pharmaceuticals, chemicals, etc. The first diversification started in 1939 with Anil Starch Limited. Atul Products Limited was established in 1952 for manufacturing textile-related chemicals and dyestuff. Atul formed joint ventures with Ciba-Geigy called Cibatul, with American Cynamid called Cynamid of India and with ICI of UK called Atic Industries. As time progressed the JV partners separated amicably and these companies exist in India today as full representatives of these global giants.

With the retirement of Kasturbhai and his younger brother Narottambhai from active business, the role of the patriarch fell on the shoulders of Arvindbhai. He along with his brother Niranjanbhai and his cousins Ashokbhai, Ajaybhai, Chinubhai and Vijaysinhbhai looked into the running of the textile mills, Siddharthbhai headed Atul Products, and Shrenikbhai, Anil starch. The group took over a sick company called Ahmedabad Laxmi Cotton Mills Co. Ltd. and merged with Arvind Limited and the unit was renamed as Ankur Textiles. The unit currently under Arvind Products Limited is today the countrys largest organized player in the voiles market. The group also invested in Anup Engineering Limited engaged in fabrication and set up Amol Dicalite in collaboration with General Refractories Limited, U.S.A for manufacturing filter aids and perlite products. With the third generation of Lalbhais retiring from business Sanjay, Sunil and Samveg Lalbhai, the fourth generation of Lalbhais, now oversee all the businesses. Apart from the field of business the Lalbhais over generations have contributed to education, social and religious causes. Their contribution to education starting from Gujarat Vernacular Society in late 1800s to the formation of Ahmedabad Education Society, (1936), which governs 11 leading colleges and 6 schools, and 4 other educational programs. Kasturbhai Lalbhai played a key role in establishing the Physical Research Laboratory (1948), ATIRA (1947) and the famed IIM Ahmedabad (1961). The Lalbhai family has been closely associated with the Jain trust called Anandji Kalyanji Trust, which is involved in propagating and maintaining Jain temples in western India. Shri Kasturbhai Lalbhai headed the trust for 50 years, followed by Shrenik Lalbhai for 30 years, and now, Samveg Lalbhai heads the trust. Sanjay Lalbhai heads Sharda Trust Arvinds CSR vehicle. Arvind is committed to upgrading the standard of municipal schools in Ahmedabad and work towards building a pool of bright employable youth.

Mission The underlying theme running across the broad spectrum of all business activities

at Arvind is that of enhancing lifestyles of people, across all diversities and demographics. To serve that end, the corporate vision for Arvind states: We will enable people to experience a better quality of life by providing enriching and inspiring lifestyle solutions. OUR PHILOSOPHY WE BELIEVE In people and their unlimited potential; in content and in focus on problem solving; in teams for effective performance, in the power of the intellect. WE ENDEAVOUR To select, train and coach people to obtain higher responsibilities; to nurture talent, and to build leaders for the corporations of tomorrow; to reward, celebrate and activate all intellectual business contributions. WE DREAM Of excellence in all endeavors; of mutual benefit and prosperity; of making the world a better place to live in.

Coporate person Corporate Jayesh Shah Director & CFO Anang Lalbhai MD - Arvind Products Lifestyle Fabrics Aamir Akhtar CEO, Lifestyle Fabrics - Denim

Susheel Kaul CEO, Knits & Woven Fabrics PD Chavda President, Voiles Lifestyle Apparel Ashish Kumar CEO, Lifestyle Apparel - Jeans & Shirts Brands & Retail J.Suresh Managing Director - Brands & Retail Anup Engineering Rishi Roop Kapoor CEO, Anup Engineering Arvind Accel Dinesh Yadav CEO, Arvind Accel

Telecom Business Vipen Malhotra President - Arvind Telecom

Arvind Infrastructure Kamal Singal CEO, Arvind Infrastructure

Knowledge Academy Milan Shah CEO, Knowledge Academy

MR. SANJAY S. LALBHAI (CHAIRMAN AND MANAGING DIRECTOR) Mr. Sanjay S. Lalbhai, 58 years, is the Chairman and Managing Director of the Company. He is a Science Graduate with a Master's degree in Business Management and has been associated with the Company for more than 33 years. He also holds directorships in Arvind Lifestyle Brands Limited, Arvind Retail Limited, Arvind Brands & Retail Limited, Amol Decalite Limited, Torrent Pharmaceuticals Limited, Arvind Worldwide Inc., USA, Arvind Worldwide (M) Inc., Arvind Overseas (M) Ltd. Arvind Spinning Ltd., Mauritius and Arvind Textile Mills Limited, Bangladesh.

MR. JAYESH SHAH (DIRECTOR AND CHIEF FINANCIAL OFFICER) Mr. Jayesh K. Shah, 52 years, is the Wholetime Director with the designation of Director and Chief Financial Officer of the Company. He is a Commerce Graduate and a Chartered Accountant and has been with the company since 1st July, 1993. He has a distinguished academic career and extensive administrative, financial, regulatory and managerial expertise. He also holds directorships in many other companies.

MR. PUNIT LALBHAI (EXECUTIVE DIRECTOR)

Mr. Punit Lalbhai, 30 years, is an MBA from INSEAD (France) specializing in Strategy and General Management, along with Post-Graduate degree in Masters of Environmental Science from Yale University, and a Bachelors degree in Science (Conservation Biology) from University of California, USA. He has several awards and honors during his career including Research Grants, Presidential Fellowship Grant, J.M. Long-Endowed Scholarship and inclusion in Deans Lists for consistent Academic Excellence. He is passionate about nature conservation and sustainability, and is currently serving as a Board Member for Sustainable Apparel Coalition, Council Member for Better Cotton Initiative (Geneva) and Member of CII for Family Business Network.

MR. KULIN LALBHAI (EXECUTIVE DIRECTOR) Mr. Kulin Lalbhai, 27years, is an MBA from Harvard Business School (USA), along with a Bachelors degree in Science (Electrical Engineering) from Stanford University, USA. He has held several leadership positions during his academic role including serving as Co-President of Family Business Club at Harvard, Associate Director for Stanford Asia Technology Initiative and also serving as Conference Co-Chair for the Harvard-India Conference. He is passionate about Retail Industry and B2C businesses and has researched extensively on Disruptive Business Models and Online space.

OTHER DIRECTORS Mr. Sudhir Mehta (Non-executive and Independent Director) Mr. Sudhir Mehta is a Science Graduate from Gujarat University. He was instrumental in the growth and progress of Torrent Pharmaceuticals Ltd., the flagship Company of the Torrent Group. He systematically expanded the power business of Torrent Group by acquiring significant stakes in the Torrent Power AEC Ltd. and Torrent Power SEC Ltd. and Torrent Power Generation Limited, now merged with Torrent Power Limited and one among the few successful independent power projects in India. He has managed strategic alliance with

leading international giants from U.K., Germany, France and USA. He is an Executive Chairman of Torrent Power Limited and a Chairman of Torrent Pharmaceuticals Limited, Torrent Private Limited, Torrent Pipavav Generation Limited, Torrent Energy Limited and Diamond Infrastructure Private Limited.

Dr. Bakul H. Dholakia (Non-executive and Independent Director) Dr. Bakul H. Dholakia is a Gold Medalist from Baroda University and he has a Doctorate in Economics. He has 41 years of professional experience including 33 years at IIM, Ahmedabad. He has been a consultant to various national and international organizations. He was awarded many awards including Padma Shri by the Government of India in recognition of his distinguished services in the field of education in 2007, Bharat Asmita National Award for his contribution to management education and teaching by the Honbe Chief Justice of India in 2 008 etc. In 2005, Dr. Bakul Dholakia was rated as one of the most powerful personalities of Gujarat by two separate media groups. Global Associations of Business Schools have also honoured Dr. Bakul Dholakia for his sterling contribution in the field of management education. The Global Foundation for Management Education (GFME), jointly formed by the Associations of American and European Business Schools, has nominated Dr. Bakul Dholakia as a Member of the Board of GFME representing Asia. Dr. Dholakia has been a Board Member of Reserve Bank of India Western Area Board from 1993 to 2001. He was appointed as the Chairman of the National Board of Accreditation for Technical Education in India. Over the last two decades, Dr. Dholakia has worked on numerous government committees. He has also been a member of the Jury for various Corporate Excellence Awards and Selection Committees for CEOs. Dr. Dholakia is the author of 12 books. Currently, Dr. Dholakia is leading the educational initiatives of Adani Group.

Mr. Munesh Khanna (Non-executive and Independent Director)

Mr. Munesh Khanna, 50 years, is a Chartered Accountant from ICAI. He has been with the Company since 27th October, 2007. He has over 20 years of experience in the financial, regulatory and taxation domain. He has an extensive network of relationships with Indian Corporates. In addition to management experience, he has been involved in Investment Banking and Corporate Advisory Services with special emphasis on raising resources from Capital Markets and Private Equity, Merger & Acquisitions, establishing joint ventures and corporate restructuring. He has a wide-range of experience in a number of sectors including Power, Energy, Telecom, Media & Pharma. Mr. Munesh Khanna has held senior position in organizations such as Arthur Andersen (Head of Corporate Finance), NM Rothschild & Sons (Country Head), DSP Merill Lynch (Head of Investments Banking) & Enam (Partner). Prior to joining Grant Thornton, he was the MD and Head of Investment Banking at Centrum Capital Ltd., a leading financial services firm and is responsible for providing strategic and financial advisory services in corporate finance, M&A, restructuring and strategic initiatives and is also responsible for all equities business. He is very active speaker and has spoken at several public forums and is regularly quoted in press and TV.

Ms. Renuka Ramnath (Non-executive and Independent Director) Ms. Renuka Ramnath is the Founder and Managing Director of Multiples Alternate Asset Management Pvt. Ltd. which seeks to manage circa $450 million of Indian and International capital. In her career spanning nearly two and a half decades in the Indian financial sector, Ms. Renuka Ramnath has been involved with building several businesses from scratch in the ICICI Group which include Investment Banking, Structured Finance and e-Commerce in the 1990s and Private Equity in 2000; much before each of these terms became ubiquitous in Indian marketplace.

Ms. Renuka Ramnath led ICICI Venture to become Indias largest private equity fund whilst transforming the firm from a banks investment arm to a traditional blue-chip private equity fund managing substantial amounts of third party capital both domestic and international. All four funds raised by her (aggregating to US$1.5 billion) have been the then largest domestic funds raised in the Indian market. Time and again, Ms. Renuka Ramnath has demonstrated her ability to identify and conceptualize new business opportunities, create high quality teams and quickly build these businesses to scale. As a result, she has featured in many prestigious listings, including the Top 25 Most Powerful Women in Business (Business Today, India), Indias most Powerful CEOs (Economic Times) and in the Top 25 Non Bank Women in Finance (US Bankers global list). In her new avatar, Ms. Renuka Ramnath looks to bring together her tremendous experience, long-standing credibility and enormous relationships to build Multiples as a platform to channelise long-term capital to create valuable enterprises and successful entrepreneurs. She draws motivation from the fact that supporting entrepreneurs to build sustainable businesses has the potential to generate employment, to create ripple effects in the Indian economy and to facilitate the greater process of nation building.

Mr. Prabhakar R. Dalal (Nominee Director of EXIM Bank of India) Mr. Prabhakar R. Dalal is the Executive Director of EXIM Bank of India having qualifications of M.Com, LL.B, CAIIB and PGDFERM and a fellow of the Indian Institute of Banking and Finance (FIIBF). He has six years experience in commercial banking after joining as PO and 28 years experience in International Trade Financing, Projecting Financing, Institutional Relations, Corporate Banking and Corporate Finance. Currently he is Executive Director in charge of Corporate Banking, Small & Medium Enterprises/ Agri business, Risk Analysis & Credit Management, Human Resources Management, Administration, Research & Planning, Banks Offices in India and Overseas, Legal, MIS and Risk Management.

He has served as Resident Representative In charge of Banks Offices in Johannesburg (South Africa) and Abidjan (Cote dIvoire). He is on the Board of Wanbury Limited, Mumbai.

Arvind is amongst a few organizations worldwide with a portfolio of brands that are as distinctive and relevant across diverse consumers. At Arvind, brands work across multiple channels, price points and consumer segments. The expanse of the Arvind brandscape is spread across the Indian market with around 273 standalone brand stores in addition to 975 counters selling through key accounts and multibrand outlets across India. Own Brands Mainstream Excalibur Gant Flying Machine Popular Ruf & Tuf New Port University Licensened Brands Bridge to Luxury U.S.A. 1949 Energie Premium USPA Arrow Izod Popular Cherokee Mossimo Joint Venture Brands Bridge to Luxury Tommy Hilfiger

Premium Lee Wrangler

Arvind runs India's largest Value Retail Chain - Megamart. The MegaMart format offers a unique and differentiated proposition to the consumers. It

offers mega brands at amazingly low prices and provides a retail experience of a high-end department store. The Megamart stores range in size from 2000 sq ft to 65000 sq ft. The larger stores are called Big Megamart and there are 6 such stores across Bangalore, Chennai, Pune and Mumbai. The smaller formats spreads across the country are 205 in number. Megamart is expanding rapidly and is expected to be a Rs. 1000 cr chain within the next two years. The brands sold exclusively in Megamart include: RUGGERS - SKINN - ELITUS - DONUTS - KARIGARI - MEA CASA AUBURN HILL BAY ISLAND - COLT - LEISHA- EDGE

Project and b&c Organic Cotton Project was born from a need to create value through innovation across the supply chain particularly in the area of raw material cotton. Arvind is a leading cotton textile manufacturer based in India with a significant global presence. With its dominance across the textile value chain, the company endeavors to be a one-stop shop for leading apparel brands. In order to complete the supply chain, Arvind has forayed into organic cotton production through contract farming model in order to source organic cotton that is of high quality; and a socio-environmental need to sustain cotton farming production in a socially fair manner that promotes the rural economy and creates a healthy ecosystem. Mission To encourage a transition from conventional fibre cultivation to an organic farming system by extending support and coordinating the dissemination of knowledge in a socially fair manner, this will promote the rural economy and create a healthy ecosystem. Vision

To promote a vibrant rural economy that is driven by the sustainable growth of agriculture. Objectives

To develop and promote a business model that is environmentally sustainable To improve farm productivity and farmer incomes To enhance biodiversity of the rural landscape To develop a lasting social infrastructure and support system in the region Organic Cotton Farming The cotton crop esentially requires a lot of water and extensive use of chemical fertilizers and pesticides. As such, it has a dramatic impact on the quality of the soil, and moreover, on the environment. Organic cotton farming is the process of growing cotton naturally without the use of synthetic pesticides and chemical fertilizers. The only additives come in the form of organic manures, and the soil quality is controlled by means of rotational crops. The impact on the environment is reduced drastically, producing clean and safe cotton while creating a sustainable cycle. Organic farming is best suited for marginal farms with poor quality of soil. Arvind is working closely with the farmers of the Vidarbha region in Akola to grow organic cotton. This initiative has helped to improve the livelihood of the farmers by dramatically increasing their per-acre income. A direct buyingat-doorstep policy and a seven day payment cycle, along with an elimination of all forms of exploitation by middlemen, has further helped improve the farmers income levels. What started out as a small project now encompasses 27,000 acres of farmland employing nearly 3,700 farmers. All the organic cotton produced at these organic farms is certified by the Control Union Certification, Netherlands. Better Cotton Initiative (BCI) With a focus on securing more and more sustainable cotton sources, we have closely involved ourselves with the Better Cotton Initiative (BCI), a Swiss association working to reduce environmental and social impacts of cotton growing . The concept is to grow cotton with very carefully controled application of water, chemical fertilizers and pesticides, dramatically reducing the environmental footprint of cotton farming. These techniques work well in fertile and irrigated regions where organic farming is not

economically viable. To ensure compliance, the BCI closely monitors and approves the farming practices carried out. Arvind initiated the first BCI approved project in India. The project covers over 10,000 acres of farmlands and involves working closely with nearly 1200 farmers. The project size is set to double within the next financial year

Export: A world without boundaries is a promise of a global marketplace. At Arvind, our range of fabrics is universal in appeal. We aim to inspire a diverse mix of customers enriching lifestyles globally. We have successfully established ourselves as a one-stop shop for apparel solutions catering to an array of national and international clients. Bottoms: 7.2 million pieces of jeans per annum Formal & Casual tops: 6 million pieces per annum Knit tops: 3.6 million pieces per annum Our specialized capabilities for adding value to our products include; Automated Placement Printing Machinery Indias largest washing facility with Tonello machines for wet proesses Bohemian machines and Laser tech for unique and automated dry processes Skilled artisans for hand processes Gap Inc Patagonia Tommy Hilfiger Quicksilver Brooks Brothers Silver Jeans Calvin Klein FCUK Pull & Bear Jack & Jones Energie Esprit S.Oliver Mexx Sisley Benetton Coin

Fabrics Arvinds knits department has an annual knitting capacity of 5,000 tons. The knits vertical has a fabric dyeing capacity of 5000 tons per annum and

yarn dyeing capacity of 1800 tons per annum. It has the ability to process both tubular and open-width fabrics and offers specialty finishes like mercerization, singeing and various forms of brushing and peaching. Basic knits:

Jersey, Pique, Rib, and Interlock Specialty knits: Yarn-dyed, Auto stripers, Jacquards, and Stretch fabric Fibres: Cotton, Excel, Viscose, Modal, Polyester Finishes: Mercerization, Brushing, Peaching, Aero-finish. Marks & Spencer Eddie Bauer Zara Josepha Banks FINANCE DEPARTMENT

Stock information

Name of the Stock Exchanges where the securities are listed Ahmedabad Stock Exchange Ltd. (Regional Stock Exchange) Kamdhenu Complex Opp. Sahajanand College Panjarapole, Ahmedabad - 380015 Bombay Stock Exchange Ltd. Phiroze Jeejeebhoy Towers Dalal Street Mumbai - 400 001 National Stock Exchange of India Limited Exchange Plaza, 5th Floor Plot No.C/1, G. Block Bandra Kurla Complex Bandra (E) Mumbai 400 051 The Luxembourg Stock Exchange { Listing only of Global Depository Receipts (GDRs)}

11 Avenue de la Porte-Neuve L-2227 Luxembourg

Social: Arvind prides its participation in works that contribute to the betterment of society. Arvinds CSR philosophy is based on the notion that society and the corporation are inextricably linked, and that a company can improve its own functioning by influencing the environment in which it operates. It is this philosophy that transcends through all of Arvinds CSR initiatives. Education Through SHARDA Trust, the companys CSR vehicle, Arvind is committed to upgrading the standards of municipal schools in Ahmedabad and work towards building a pool of bright and employable youth. Today, over 900 students each year from five municipal schools benefit from the supplemental English, Mathematics and Computer education provided at our three learning centers that are equipped with state of the art facilities. Urban infrastructure Development of C G road Ahmedabads most popular street in a manner offers the urban dweller and visitor a clean, organized and enjoyable shopping/recreational experience. Upgrading slums

Arvind in a partnership with the Ahmedabad Municipal Corporation developed a model to upgrade the slums of Ahmedabad. These slums house about 30% of the cities population that live in the most disadvantaged circumstances. In a highly documented and successful initiative a dwelling of over 181 hutments, housing 1200 people, was provided with improved surroundings and access to clean drinking water and proper sanitation facilities in individual houses. Vocational Training We initiated vocational training programmes to enhance and develop the skill of unemployed youth and help them take up Garment Operative jobs within Arvind and other garmentmanufacturing firms in Ahmedabad. In another initiative, Arvind has organized Programmes in English and Computer Application equip students with relevant knowledge and skills and find suitable job openings for them. This enables the students to seek better employment and function effectively in their respective organizational roles.

INSTITUTION: Since the early 20th century, Arvind and the Lalbhai Group have taken a keen interest in social development initiatives and have played a leading role in the establishment of various institutions promoting social welfare. They have made significant monetary and management contributions to the following organizations: MEDICAL CARE AND RESEARCH

GUJARAT CANCER SOCIETY JIVRAJ HOSPITAL SHARDABEN CHIMANBHAI MUNICIPAL HOSPITAL SHARDA SCHOOL OF MENTALLY RETARDED CHILDREN SUDHIR CHIMANBHAI REHABILITATION CENTRE EDUCATION PROFESSIONAL, CULTURAL, AND RESEARCH BODIES

AHMEDABAD EDUCATION SOCIETY LALBHAI DALPATBHAI INSTITUTE OF INDOLOGY AHMEDABAD TEXTILE INDUSTRIES RESEARCH ASSOCIATION

L. D. ENGINEERING COLLEGE L. D. ARTS COLLEGE INDIAN INSTITUTE OF MANAGEMENT, AHMEDABAD GUJARAT UNIVERSITY MOHINABA KANYA VIDHYALAYA RACHNA SCHOOL LALBHAI DALPATBHAI MUNICIPAL SCHOOL CONSUMER EDUCATION AND RESEARCH CENTRE HUMAN DEVELOPMENT SHARDA TRUST NAROTTAM LALBHAI RURAL DEVELOPMENT FUND CHANDRAPRASAD DESAI MEMORIAL FOUNDATION BLIND MENS ASSOCIATION SANKAT NIVARAN SAMHITY SHARDA TRUST: Arvind Limited established the "Strategic Help Alliance for Relief to Distressed Areas" (SHARDA) Trust in 1995. Registered as a Public Charitable Trust, its broad objective is to improve the quality of life of urban poor anywhere in India. Sanjay Nagar The SHARDA Trust worked to upgrade infrastructure of Sanjay Nagar, a slum pocket in Ahmedabad, in collaboration with the Ahmedabad Municipal Corporation, a local NGO, and the slum-dwellers themselves. The residents of the slums were provided with water connection and adequate sanitation facilities in their houses and the surroundings were significantly improved. The Sanjay Nagar experience has been hailed as a model for slum upgrading by international agencies, and has been included in the 100 Best Practices Global List by the United Nations Centre for Human Settlement (UNCHS). Training Garment Operatives The Trust has also undertaken programs to train youth as Sewing Machine Operatives in collaboration with National Institute of Fashion Technology (NIFT) Gandhinagar, and organized their placement with Arvind and other

Garment manufacturing firms. We trained and placed over 300 Garment operatives through this program. Practical English and Computer Applications Training The Trust has conducted training programs in Practical English and Computer Applications for unemployed youth. The skills of the youth were upgraded to a level where they could find employment in BPO, ITES, and Banking & Finance firms. The Trust organized the first placements. The Trust organized this program in association with a sister Trust Chandarprasad Desai Memorial Foundation, whose purpose is social, economic and cultural development of the Industrial areas. The Trust has so far trained about 250 youth from Industrial areas and placed majority of them with good jobs. More than half of the successful participants have achieved over 200% salary growth in last four years. Gyanda: Fountain of Knowledge Quality Education in Municipal Schools The current mission of the Trust is to improve the education in Ahmedabads Municipal Schools. The SHARDA Trusts model Gyanda fountain of knowledge ensures completion of education for the municipal school going children and demands active participation of the students and parents in the program. The Gyanda model is a unique model that has four basic components. This includes Partnership with the local Government, Development of Innovative-Teaching-Learning Method & Materials, continuous Monitoring, Evaluation & Tracking of every child and creation of supportive infrastructure. SHARDA Trust has set up Gyanada Education Centres in Municipal schools. These Centres are fully equipped with modern computers, broadband and projection facilities and have conducive environment where teaching is done through Trusts Instructors. The immediate extension of this program includes supporting education of children in Class VIII, IX & X who complete Trusts program. The program is set for a rapid expansion. The Trust also plans to work closely with other corporate houses to expand the reach and scope of this program. LALBHAI RULAR DEVELOPMENT FUND: Established in 1978, NLRDF is the rural CSR arm of the company. The Trust directly intervenes in the development process at the village level.

The present operational area in 16 districts of Gujarat state reaches out to a population of about 25000. NLRDFs strategy has been to link government programs with the rural poor and thereby increasing the efficiency and the effectiveness of the delivery process. Except contextual differences, the needs of the rural poor are very similar to the needs of the urban poor. Poor quality of education, and unemployment, are the banes of rural India. Consequently, the rural areas need vocational programs so that the poorly educated and unemployed youth can find better job prospects in nearby cities. Similarly, the poor children living in rural areas need a better infrastructure in their schools. Finally, the rural poor need help including financial help, for improving the yields in their farms so that they can improve their earnings. NLRDF has designed its programs to fill these needs. Vocational Programs for rural poor The Khedbrahma Taluka of Gujarats Sabarkantha district is a tribal and a hilly area. Except agriculture, there are no industries that can provide promising career opportunities for the rural youth who are poorly educated and have no marketable skills. Consequently, unemployment is a major problem facing the youth of that region. The irony is that Arvind Limited located in nearby Ahmedabad, is desperately looking for young persons with minimum educational qualifications to work in their garment factory. In this situation, we in NLRDF saw a unique opportunity to help the poor youth in the Khedbrahma taluka. NLRDFs team requested the Arvind Limited to provide training for about sixty youth from the Taluka for working in the companys garment factory. The company readily agreed to do so. Now these sixty young persons are working in the companys garment factory and earning a regular monthly income. More than earning a regular income, these young persons have found a direction for improving their career. If this experiment succeeds, the NLRDF would get more young persons from nearby rural areas to work in the citys emerging garment industry. Upgrading the infrastructure in a rural primary school The existing class room of a school in a village is old unsuitable for teaching the schools children studying in classes I, II, III, and IV. In the monsoon, rain water leaks into the schools building. Also, the school is short of space for teaching the growing number of children in the area. To meet this crying need for a better infrastructure, the NLRDF constructed in a nearby

primary school, a room with RCC structure. In addition, the NLRDF provided the minimum teaching material and equipment that a school needs. After completion of the classroom, the NLRDF handed over to the school the better-equipped classroom Helping the rural poor in improving the yields in their farms Non-availability of good quality seeds and poor irrigation facilities impede the productivity of agriculture in rural India. Realizing this need, the NLRDF team provided improved Seeds to sixty-six families in the Tandalia village. These improved seed resulted in better-quality and higher yield for the farmers and required the farmers to use less quantity of water in their farms. Consequently, the productivity of their farms improved. This experience of using better seeds motivated farmers to use good quality seeds in the future. In addition, the team supplied vegetable-seeds to the Self Help Groups of women in the area for their kitchen gardens. The Khedbrahma taluka of Gujarats Sabarkantha district, as we have pointed out above, is a hilly area. Consequently, the land of the area is extremely uneven and therefore, the rain water does not percolate. Obviously, the water table in the region is very low leading to poor crop yields. To remedy the situation, we decided to reduce the slope of the land. For doing so, we cut and filled the slopes, making the topography of the land less uneven. Upgrading the infrastructure in a rural schools The existing school buildings in villages Laxmipura, Kalol Naka and Tandalia in Sabarkanta district were old and unsuitable for teaching the schools children. Also, the school was short of space for teaching the growing number of children in the area. To meet this crying need for a better infrastructure, the NLRDF upgraded existing infrastructure and also constructed classrooms. In addition, the NLRDF provided the minimum teaching material and equipment that a school needed. After completion of the classroom, the NLRDF handed over to the school the better-equipped classroom. Training Widows for Entrepreneurship NLRDF is recognized by the Government of Gujarat as the lead institution to train widows in different entrepreneurial trainings. During 200711, in

the area of entrepreneurship training, NLRDF has trained 9600 widows in 16 districts of Gujarat. They were motivated for their own small businesses or service oriented skills to earn more for their livelihood. The biggest benefit that our Trainee widows got was the self-confidence. Another noticeable gain from this program is that they could step out of their houses confidently, which they could not do earlier. Promoting Biogas Other major contribution of NLRDF is to motivate people in rural areas to adopt biogas as an alternative source of energy. We helped install 962 bio gas plants in three districts of Gujarat namely Sabarkantha, Gandhinagar and Ahmedabad districts. Participation in National Aids Control Program Under National Aids Control Programme, NLRDF has brought remarkable change in the practices and behavior of the target group for HIV/AIDS control. The efforts of the Trust have been recognized by the Expert External Evaluators of the program and they have rated our performance as Very Good leading to our inclusion among top 5 NGOs in the State for 2009-10. We are working with 1050 key population of urban areas of Himmatnagar, Idar, and Khedbrahma of Sabarkanta District.

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