1957 - 30 000 Deferred shares converted into 240 No. of equity shares of Rs. 125 each.

1983 - Shares of Rs. 12.50 each sub-divided and then consolidated.

1984 - The name of the Company was changed from The India Jute Co. Ltd. to the present one with effect from 30th May.

1985 - Abundant availability of raw jute led to fall in its prices while there was recession in demand for finished goods both in domestic and international markets. In addition interruptions in manufacturing activity owing to strikes and lock-out from 10th July to 25th July and from 12th February 1986 to 7th March 1986 deprived the company of achieving the break-even level.

- Despite a two-fold increase in production poor demand at depressed prices and disturbed conditions in Punjab affected adversely the offtake of synthetic rayon. In addition hike in import duty on viscose staple fibre from 40% to 60% advalorem enhanced costs.

1986 - Unremunerative prices of cotton yarn and poor demand coupled with rising manufacturing costs resulted in trading loss in cotton division.

- Performance of Synthetic Section was not satisfactory due to weak demand lower unit value realisation and rising input costs.

1987 - Workers resorted to strike followed by lock-out from 19th June to 4th October and again from 9th March 1988 to 22nd March 1988. There was no improvement in the sagging demand for jute products.

- Following unrest by workmen lock-out was declared from 29th June which was lifted only on 2nd July 1988.

- Synthetic Section was kept under lock-out.

1988 - Slump in demand for jute goods coupled with severe competition from synthetic bags resulted in poor performance of the division.

- 8 73 000 Right shares issued at par in prop. 1:1.

1989 - The targetted level of production could not be achieved under the Textile Modernisation Fund Scheme. In addition to this hike in prices of fibres followed by non-availability of quality fibres added to the problem.

1990 - A lock-out had to be declared on 17th February due to serious inter/intra union rivalries.

- An agreement was reached between the management and the workers' union and the mill was reopened on 7th March.

- The recession in Jute Industries continued to persist while the company concentrated more on exports to reduce dependence on domestic market.

- The division could not attain reasonable levels of production due to the extremely cautious approach adopted regarding maintenance of quality.

- 8 34 000 Rights shares issued at par in April.

1991 - Workers in the cotton division indulged in unproductive practices which led to suspension of work since 14th July.

1992 - The jute industry continued to reel under recession due to the severe competition from synthetics and the violation of jute packaging order specially by the cement industry.

- The increase in yarn prices and unabated cost escalation in case of other inputs connected with production affected the productivity and profitability.

- Carpet Division started production of Acrylic pile jute carpets and P.P. pile jute carpets and the products were well received in the market.

- The modernisation and rehabilitation programme could not be completed within the stipulated period due to various unforeseen constraints such as delay in opening of Letter of Credit for import of machinery and the long delivery period involving 2 to 3 years for supply of indigenous machinery.

1994 - The company decided to segregate and isolate the jute unit so that its losses would cease to affect the company.

- The cotton division was adversely affected due to soaring up of raw material prices disproportionately without proportionate increase in the prices of finished products.