HIMALAYA GLOBAL HOLDINGS LTD.
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Timeline

1930

Riding through the forests of Burma (Myanmar), our founder, Mr. M. Manal, noticed restless elephants being fed the root of a plant that seemed to have a calming effect on them. The plant was Rauwolfia serpentina. Fascinated by the plant's effect on elephants, he had it scientifically evaluated and found that it possessed anti-hypertensive properties.

Mr. Manal could have sold the herb in the form of a powder or potion, which was a common practice at the time. Instead, he decided to make herbal tablets in a quest to contemporize Ayurveda and make it relevant to modern society.

While not a scientist himself, Mr. Manal had an investigative mind. He spent night after night, tirelessly punching tablets on his hand-cranked tableting machine. At first, he had little knowledge of making a tablet from powdered herbs. It was after several failed attempts that he realized the need for binders and only then succeeded in converting the herbs into a tablet! The trial and error process of learning took him four long years to perfect saleable tablets!

1930


Himalaya opened its first office in the picturesque city of Dehradun at the foothills of the Himalayas, in North India, hence the name. The building became a famous landmark.

1932

Mr. M. Misal, the brother of the founder, joined Himalaya two years later. The formidable duo worked long and hard to establish the company over a period of time. Misal saheb, as he was known, anchored the operations in Dehradun. This gelled well with his persona because he loved the forests.

Mr. Misal passed away on 7 July, 1972.

1934

Himalaya launched Serpina®, the world's first natural anti-hypertensive drug, derived from Rauwolfia serpentina. Later, allopathic companies launched a chemical drug Reserpine, for lowering blood pressure, which was also isolated from the dried root of Rauwolfia serpentina. However, Reserpine had several side-effects including nasal congestion, nausea, anorexia and depression. Serpina®, on the other hand, was free of side-effects since it was the powdered whole root rather than an isolated fraction. This convinced Mr. Manal of the benefits of well-researched herbal medicines based on plants in their natural state.

Mr. Manal listened intensely. He visited hakims, vaids, tribals, faith healers and anybody from whom he could learn. He put together thousands of reference cards loaded with all the information that he had gathered each day. These cards are a vital part of new product formulations to this day.

Dozens of formulations were created for a single health problem. He personally handed these out to family members and friends and, once again, listened to their feedback. Ultimately, mostly years later, a new product was born ready to be evaluated more scientifically.

Significantly, money never excited him. Being able to help the sick and feed the needy were the impulses that drove him to impossible distances. This came naturally to a child who trekked seven miles through the forests each day just to get to school and back!

1940

Back in the 1940s when advertising was still nascent, Himalaya found innovative ways to build awareness for its products. A Himalaya branded van, carrying advertisements of products for haircare and general health, is a good example of 'mobile branding'!

Himalaya's product packs in their early avatar told the brand story in a creative way, making use of graphic art and interesting product names.

1950

Dr. Roshan Captain joined Himalaya in 1950 as Head of Research and Development. Dr.Captain held a doctorate in English Literature. An articulate woman with an excellent command over the English language, she had a fair understanding of scientific writing. Dr. Captain put together Himalaya's first research team. Together they generated a corpus of scientific materials and journals that presented herbal research in the language of modern science, serving as effective marketing tools and building credibility for Himalaya's herbal pharmaceuticals.

1955

The year 1955 saw the launch of Liv.52, a hepato-protective, which soon became Himalaya's flagship brand. Five-plus decades later, Liv.52, has defied standard product cycles and continues to be a top seller! In India, it is the only herbal remedy to be ranked amongst the top ten best-selling medicines.

1964

Meraj Manal joined Himalaya in 1964, and for a year worked in the manufacturing department or the 'shop floor', learning to make perfect coated tablets. A chemistry/botany graduate, he understood the structure of plants and chemicals in the laboratory but was unfamiliar with the production process. This hands-on experience proved invaluable, as he learned the importance of systems and adherence to quality in the manufacturing of herbal medicines.

1965

While Himalaya's medicines were gaining popularity with practitioners, there was still a need to develop a more scientific approach to marketing. This is when Mr. Karstein, a pharmaceutical consultant and an ex-Pfizer man, was brought in with a mandate to train the sales force in the art of product detailing. He directed the focus of the company towards a strong field presence and helped build a culture of winning doctor prescriptions and orders using strong clinical evidence.

1965

It was upon Mr. Karstein's persuasion that the founder allowed his son to join the marketing team. Mr. Karstein had an evangelical passion for marketing, and he eagerly took Meraj under his wing, tutoring him in the art and science of marketing.

For nine years, the young Manal learnt the 'ins and outs' of marketing, growing the Himalaya business within India. By getting involved in the nitty-gritty of every aspect of the business, including restructuring the field force, he brought a renewed sense of energy and infused a fresh thinking into the organization. New products were launched, and the business grew steadily.

1975


In 1975, Meraj Manal decided to move a part of Himalaya's manufacturing to Bangalore, India. At the time, the city was relatively undeveloped, and the seven-acre plot which he identified for the future factory was located in the outskirts. It was an unpopular move, and even his father strongly disagreed. But Meraj believed that the growing business required better infrastructure, and for this, land was crucial. Bombay (Mumbai) was too expensive, so it made sense to move to a smaller, developing city. He sold his apartment in Bombay to raise funds to complete his beloved Bangalore dream.

An advanced manufacturing facility was set up in Bangalore. This facility was one of the first herbal manufacturing units in India to be granted a Good Manufacturing Practices (GMP) certificate. The modern manufacturing unit also reinforced the commitment to developing products that complied with best practices in safety and quality.

Over the years, the facility has expanded into a 28-acre sprawling campus and has become the headquarters of Himalaya's India operations.

1975

While Himalaya was on the growth path, Meraj remained restless. Young, enthusiastic, and with his father's entrepreneurial spirit, he dreamed of building a strong global presence, where people around the world could benefit from Himalaya products.

The seeds of this vision were sown in his childhood, when he had come across a coupon in a comic book that was to be redeemed for a free bubblegum. Excited, he filled the coupon and showed it to his father, only to be informed that the coupon was valid in Pennsylvania in the United States! A seemingly small incident, it left a deep impact on his young mind. He was saddened by the fact that he could not get something so small simply because he lived in a different country!

Another incident, also in his childhood, contributed to shaping his vision of building a global brand. Once, at the Bombay airport with his father, they ran into his father's friend, a gentleman named Mr. Patel. Apparently he had flown in from Nairobi for a business meeting over a cup of tea and was returning to Nairobi in a couple of hours. For a young boy, the ease of Mr. Patel's travel, unavailable to residents of India at that time, signaled freedom and endless possibilities, and Meraj grew up believing that Indians abroad could accomplish anything.

In 1975, he decided it was time to take Himalaya beyond Indian shores. This was during the pre-liberalization era, when India's regulatory environment did not support global expansion. Over the next 25 years, Meraj pursued his dream of building a global brand. It was more difficult than he had imagined but he stayed the course.

The day he landed in America, Meraj took a stroll down to the local grocery and bought himself a bubblegum!

1976


America taught the young Manal valuable lessons.

It was a huge market, with immense potential, but it was also an extremely difficult one for herbal products. In the absence of a separate regulatory framework for herbal medicines, all herbal products needed to be registered as "drugs" and had to be approved by the U.S. Food and Drug Administration (FDA) as per the guidelines set for conventional medicine. Registration was near impossible. Within a year, Mr. Manal realized that unless the regulatory environment changed in the U.S., there was no way he could sell Himalaya products in America. He would have to wait close to two decades for the regulations to become more herbal-friendly!

During this period, Mr. Manal set about building his own investment business in the U.S. His new venture taught him important lessons. In India, the Himalaya name was recognized, and he had his father's support. In America, he was on his own. There was certainly a sense of freedom, but it came with great anguish and responsibility. The initial years were tough. He made his share of mistakes. But, he had to get back on his feet quickly. Almost a decade later, when Mr. Manal's father visited him in the U.S., he was proud to see that his son had built his own, thriving business from scratch.

Setting up a business in the U.S. also helped Mr. Manal understand the market. The American way of working, what the consumers liked and disliked - these were lessons he relied on when launching the Himalaya brand much later.

Throughout this period, Mr. Manal remained closely involved with Himalaya's business in India. He traveled back and forth to India and never wavered from his vision of building a global Himalaya.

1986

Mr. M. Manal passed away in 1986. People close to him remember him as a man whose presence inspired those around him. He was a brilliant mind and a visionary, but above all else, he was a wonderful human being - humble, gentle, giving and with an amazing sense of humor. Mr. Manal overcame daunting challenges to build a successful company. His legacy lives on at Himalaya.

1991

In 1991, Himalaya set up a 70,000 square foot modern Research & Development (R&D) center in Bangalore, India. This center provided the infrastructure for advanced research in herbal healthcare. Steadily, the R&D team expanded, and research, which forms the core of Himalaya's product development philosophy, gained further momentum. Today, the R&D center houses high-tech laboratories with over 200 research scientists working on applying cutting-edge technology like nanotechnology and molecular biology to research herbs.

1994

It was in 1994, when the U.S. Food and Drug Administration (FDA) implemented the Dietary Supplement Health and Education Act, that there finally appeared a ray of hope. Herbal products that conformed to the new rules and regulations were permitted for sale in the U.S. as dietary supplements, but with no claims.

This was a eureka moment for Mr. Manal. The new regulatory environment paved the way for the entry of herbal products. Finally, Himalaya was able to gain a toehold in America. Meraj hired Dr. Philip Duterme, a known name in the pharmaceutical industry, to put the operations together.

Working out of a space above Mr. Manal's garage, which served as a makeshift office, Mr. Manal and Dr. Duterme spent months developing the packaging for the new range. The packs had to appeal to the Western consumer, and the product information had to be lucid and yet DSHEA-compliant. Mr. Manal personally proofread all the labels!

In early 1996, two years after DSHEA came into force, Himalaya launched its range of Dietary Supplements in America. It marked the beginning of a new era for Himalaya.

1996

Two and half hours from Houston, Texas, lies the island of Cayman. A scenic place, this tiny island is a popular holiday destination, frequented by tourists from around the world. Its proximity to the U.S. and its high tourist population presented an interesting opportunity for Meraj to interact and learn about the needs of a much-diversified audience. This information was crucial in the development of Himalaya to what it is today.

Riding his red Jeep late into the night, Meraj, ably assisted and encouraged by his Caymanian wife, hand-delivered Himalaya products home-to-home. Gradually, Himalaya became popular with tourists and the local Caymanian population.

At his wife's insistence, Meraj decided to invest in an exclusive Himalaya store, appropriately now called Store 1. On March 12, 1996, the store opened in George Town, Cayman's bustling city center. The Himalaya shop soon became an extension of the neighborhood pharmacy.

Over time, customers visiting the store asked for shampoos, creams, soaps and lotions. Until then, Himalaya was a pharmaceutical company. While personal care was unfamiliar territory for Himalaya, the idea of developing a personal care line had often crossed even the founder's mind. Meraj took the plunge into unchartered waters, directing Himalaya's research team to develop need-based personal care products for the store's customers, a decision that would change the face of the company in the years to come.

Himalaya now began selling personal care products along with the therapeutic range at the Cayman store. Feedback from customers helped improve formulations. The concept of Himalaya's 'head-to-heel' herbal wellness was born. Soon, customers asked for pet care products, and our research into animal health began, eventually leading to the launch of Himalaya's companion care range.

Cayman served as a perfect learning ground for Meraj, and the lessons learnt helped him make strategic decisions that had a lasting impact on the future of the brand. Forever, Store 1 became his mini-Himalaya!

1996



The growing demand for herbal and natural products in the U.S. led to the opening of a full-fledged Himalaya office in Houston, Texas. Himalaya launched its therapeutic range of products in the U.S. in a new avatar called the 'Care' range. Products like LiverCare (known in India as Liv.52), JointCare (known in India as Rumalaya forte) and ImmunoCare (known in India as Septilin) became popular with customers and helped build credibility for the entire portfolio. Subsequently, Himalaya opened offices in Dubai, Singapore, Riga and Johannesburg.

1998



Having developed a few pet healthcare products for the Cayman market, in 1998, Himalaya formally launched a range of natural and safe drugs for commercial livestock. Based on feedback from cattle and poultry owners who expressed a desire for herbal feed supplements, Himalaya entered this segment with a complete range of herbal formulations to improve the health of farm animals.

1999

Drawing on the experience gained in Cayman, Himalaya entered the personal care space in India, launching a range of 20 personal care products under the brand 'Ayurvedic Concepts'. With a growing interest in natural and herbal products for personal care, the timing of this launch was just right. Given Himalaya's credibility in the pharmaceutical space, the range soon gained acceptance. As with the pharmaceutical products, the personal care range was also backed by years of research. 'Hard-working, delivering on its promise and offering a tangible benefit', is what customers thought of this range.


The 'Dadima' (the Hindi word for grandmother) advertisement campaign popularized Ayurvedic Concepts in India. Dadima was conceptualized as a 'grandma with a degree in molecular biology'! In keeping with the Himalaya brand which represented Contemporary Ayurveda, the granny in the ad campaign signified a synthesis of age-old wisdom and modern trends. While she understood Ayurveda, she was also 'up to speed' on all the latest technology and trends, making her accessible to a younger and more discerning audience. The campaign became iconic, and Ayurvedic Concepts became a household name.

2000

Shailendra Malhotra joined Himalaya in 2000 as head of the Middle East operations. An engineering graduate from the Indian Institute of Technology (IIT) Kanpur with a management degree from the Indian Institute of Management (IIM) Bangalore, both among India's premier institutes, he came with 14 years of experience.

While Shailendra was familiar with Himalaya's success in India, he was aware of the brand's relative obscurity in the Middle East. It did little to dampen his spirits! Shailendra was confident that he would succeed in this part of the world. The Chairman, Mr. Meraj Manal, remained silently skeptical. The years of struggle in the U.S. had made him a little cautious.

Shailendra set up the Dubai office, and under his leadership, Himalaya became the first Indian pharmaceutical company to be registered with the Ministry of Health in the United Arab Emirates (UAE), launching our flagship products Liv.52 and Cystone. We also became the first Indian company to have our products at the prestigious Dubai Duty Free in 2004.

The brand also registered healthy growth in the personal care space. In 2009, Himalaya was ranked number one in the face wash category and as one of the top three brands in face masks and scrubs. Within a span of six years, our products raced ahead of leading international personal care brands, in several categories. In the pharmaceutical segment, Himalaya continued to grow as well. Today, Cystone is the market leader in most countries in the Middle East, and Liv.52 continues to record impressive sales!

Himalaya's success in the Middle East set the standard for other markets. This was the first international market where the brand came to enjoy credibility and visibility. Rows of shelves in leading supermarket chains and pharmacies were stocked with Himalaya products. Shailendra's tremendous growth story was instrumental in strengthening Meraj Manal's belief that Himalaya could indeed strongly compete in international markets.

In 2001, Shailendra launched Himalaya pharmaceuticals in Kenya and Uganda. Two years later, he introduced the personal care range in these countries along with South Africa and Tanzania. Today, Himalaya has three offices in Africa - Johannesburg in South Africa, Lagos in Nigeria and Cairo in Egypt, each servicing specific regions. Shailendra believes that the African continent presents a big opportunity for Himalaya, and it is set to become a growth driver for the business.

In 2008, Shailendra was given the additional role of expanding the business in the European market. His goal was to launch Himalaya in all the Central and East European countries within five years. He achieved this well ahead of time! In countries like Latvia, Lithuania and Estonia, Himalaya is a leading player in lip care, face cleansing and oral care. Hungary has become our top market in Europe where our face cleansers and toothpastes enjoy a higher market share than some leading personal care brands. Four years later, Himalaya's business in Russia and the Commonwealth of Independent States (CIS) was also added to Shailendra's portfolio. Today, Himalaya is available in 68 countries in Europe, the Middle East, CIS and Africa.

In early 2013, the Middle East operations achieved a significant milestone by manufacturing Himalaya products in Dubai. For the first time in the company's history, major manufacturing moved outside India. This has led to more efficiency in the supply chain and cost competitiveness. In fact, this facility is also being utilized to manufacture products for our office in Singapore!

Shailendra is now focused on Western Europe, where the market for natural and organic products is highly evolved. Since Himalaya is a new entrant in this market, he faces challenges similar to those he encountered when setting up the business in Dubai. Himalaya has already entered the Netherlands and Italy and is evaluating Germany and Finland. For Shailendra and his team, the bigger the challenge, the greater the ambition!

2000

Himalaya extended the animal health range and launched a special herbal 'Companion Care' range for pets in the year 2000. Veterinarians, farmers, dairy farmers and animal lovers increasingly opted for Himalaya's animal health products for their natural ingredients, safety and efficacy.

2001

With this one sweeping move, there was an immediate connect amongst all Himalaya users, be it pharmaceuticals, shampoos, soaps, lotions, face washes, toothpastes, vet and pet products. We believe this changed brand Himalaya forever.

2003

To provide customers internal wellness products, Himalaya launched a range of single herb formulations called Pure Herbs. This range consists of 28 single herb formulas of popular herbs in Ayurveda like Neem, Tulasi and Amalaki among others, that help maintain overall good health.

2003

Himalaya received the ISO 9001:2000 certification for the design, manufacture and marketing of herbal healthcare products.

2004


Himalaya entered the babycare segment with a range of herbal personal care products. Combining the wisdom of Ayurveda with modern science, the products offer gentle, safe and effective care for babies. Mothers who were themselves as children raised on Bonnisan and Septilin, enthusiastically adopted this new line of baby products.

2004

Nabeel was raised in America, so he understood the pulse of the American consumer. This knowledge of the local market helped him identify a new opportunity in organic products. A new line of body care products, Botanique by Himalaya®, made with active ingredients that are organically grown, was launched in the U.S. Recently, Botanique received the prestigious Whole Foods Premium Body Care Certification, the highest mark of quality and cleanliness in personal care products. Nabeel also launched a range of 24 single herb formulations, of which 19 are organically certified by the United States Department of Agriculture (USDA).

Entering the organic market with a range of differentiated products helped carve out a special place for Himalaya in the minds of the retailers and customers. The organic toothpaste and body lotion were featured in Whole Foods's top selling products. The toothpaste also won the 2013 Taste for Life Personal Care Essentials Award.

In 2012, Himalaya set up a new office in Sugar Land, Texas. The seven-acre campus houses the offices, warehouse and training center for Himalaya's operations in The Americas and is LEED Gold Certified, a benchmark of environmentally-conscious construction and sustainable operation. Incidentally, when Nabeel's father had moved the business from Bombay to Bangalore in 1975, it was also on a seven-acre plot!


Today, Nabeel is CEO of Himalaya for The Americas. Having achieved stability in the U.S. operations, he has turned his attention to the Latin American (LATAM) market. Like his father, he firmly believes that building a successful business requires thorough understanding of the customer. As he prepares to grow the business in LATAM, he is also learning to speak Spanish!

2005

Himalaya turned seventy-five. With a presence in more than 90 countries and a range of over 200 products, Himalaya's brand of 'Contemporary Ayurveda' now reaches out to millions of customers, making their lives healthier and happier! In fact, in 2012, every second eight Himalaya products were bought by somebody, somewhere in the world.

2006

Himalaya received the ISO 14001:2004 certification - the most recognized standard, globally, for environment management. The certification is granted by National Quality Assurance (NQA), UK's largest and longest established certification body. The certificate is granted to organizations with the infrastructure, systems and trained personnel to look after its surrounding environment, including the land, water, air and communities residing around its facility.

2006

Meraj Manal strongly believes in professional management. He inducted professionals into the team and promoted a performance-oriented culture. As Himalaya began expanding its operations and setting up offices around the world, he put in place structures that supported and encouraged professionalization.

In 2006, Himalaya Global Holdings Ltd. (HGH) was set up to separate family ownership from the professional management of worldwide operational hubs, each known as The Himalaya Drug Company.

HGH is a Manal-family investment entity that does not have any active business operations. It owns assets by virtue of being the parent of The Himalaya Drug Company worldwide. The assets include shares of stock in these companies, partnership interests, brands, patents, trademarks and copyrights. The idea of establishing the holding company was to enable the creation of multiple, wholly-owned subsidiary companies in different geographies with independent professional management for each business unit while retaining full family ownership control.

HGH is also Himalaya's global headquarters.

2007

Philipe Haydon was promoted to CEO of the pharmaceutical division in 2007. A second-generation Himalaya employee, Philipe started his career at Himalaya, at the age of 18, as a medical representative and spent two decades in the field.

As CEO, Philipe transformed the pharmaceutical division by creating new strategic business units for greater portfolio rationalization, launching new products and entering new segments like prescription oral care, nutrition and dermaceuticals. He increased the field force and divided the product portfolio to focus on different therapeutic segments, promoting products to specialists like cardiologists, endocrinologists and dermatologists.

Philipe also revitalized heritage brands like Liv.52 and Cystone, and it was under his leadership that Liv.52 achieved the high honor of being ranked India's number one best-selling medicine in July 2007. Today, Liv.52 is one of India's top ten medicines.

One of Philipe's most noteworthy achievements has been to reposition the Himalaya brand from a herbal company to a healthcare company, competing with pharmaceutical giants across serious therapeutic segments.

In 2009, Philipe took over Himalaya's babycare division, positioning it as a doctor-driven brand, promoted exclusively to doctors. The products registered healthy growth catapulting Himalaya into second position in this segment, within four years.

Today, Philipe is CEO of Himalaya India, responsible for the growth of the entire product portfolio in India. His rise within the organization, from a medical representative in his teens to the head of the India business, goes to the heart of Himalaya's work culture, where commitment and the right attitude can take anyone to the top! A musician and guitarist par excellence, Philipe continues to rock Himalaya, steering the Indian subsidiary to greater success.

2007

In 2007, Himalaya appointed Saket Gore, an FMCG veteran, to head personal care in India. This was about the time when Meraj Manal was beginning to doubt the viability and possibility of a Pharma company surviving in the personal care space. His late guru Karstein's advice was ringing in his ears: never go into personal care. Saket changed all that. Under his leadership, the personal care business grew dramatically. Himalaya today leads in several categories in India. Purifying Neem Face Wash is the number one face wash brand in India and Himalaya is the second largest player in this category, with close to 18% market share. In the packs and scrubs category, Himalaya is one amongst the top three players.

By launching innovative and effective products, true to Himalaya's DNA, Saket built on the company's core strengths. He also widened the distribution network, making Himalaya accessible in leading supermarkets.

Saket grew Himalaya's chain of exclusive outlets, opening stores in premium hotels and airports. Today, Himalaya has 118 exclusive stores across India.

As a recognition for his outstanding performance in India and given the growing importance of the Asian market, Saket was promoted to the position of CEO of Himalaya Asia-Pacific in 2012. He now works out of Singapore.

2007

Himalaya partnered with the U.S. based tree-planting organization, Trees for the Future, to plant trees in the southern Indian state of Andhra Pradesh. 100,000 trees were planted in the first year. The trees planted include a mix of fodder, fruit and nitrogen-fixing trees that support local communities. The project was later extended to the Western Ghats, a biodiversity-rich region of India. To date, 250,000 trees have been planted as part of this social forestry program.

2009

Himalaya was granted the Good Laboratory Practices (GLP) certificate, confirming compliance with international guidelines laid down by the Organization for Economic Co-operation and Development's (OECD) Principles of Good Laboratory Practices and Norms. These guidelines ensure the generation of high quality and reliable test data.

Himalaya is the first herbal drug manufacturer in India to have received the GLP certificate granted by the National GLP Compliance Monitoring Authority of India, established by the Department of Science & Technology, Government of India. The results of non-clinical chemical safety testing done by these facilities are accepted by all OECD member countries.

2010

Himalaya's manufacturing facility in Bangalore was approved for compliance with WHO-cGMP (World Health Organization-current Good Manufacturing Practices). The facility complies with GMP requirements as stipulated by the EU-GMP/EMEA (European Medical Agency) Guidelines, WHO-GMP and the United States Food and Drug Administration (FDA) guidelines for dietary supplements. The standards are at par with those prescribed for manufacturers of allopathic medicines. Himalaya's manufacturing unit ensures quality, safety and efficacy in every product and every batch.

2010

Himalaya made 'Biodiversity Protection' an integral part of its corporate social responsibility program. Several herbs that are either critically endangered or under the threat of extinction have been identified for biodiversity preservation. The objective of the program is to promote the cultivation of these herbs in their natural habitat. As part of the project, Himalaya is also exploring alternative methods like tissue culture to cultivate herbs commercially.

2010

Himalaya launched its first concept 'Green Store'. Made from ecofriendly materials, the store has a low carbon footprint. Maximum natural light from glass panels, nontoxic paints and in-store units made from wood shavings are some of the ways in which the carbon count has been reduced. The goal is to convert all exclusive Himalaya retail stores to 'Green'!

2012

Over the years, Himalaya has entered more than 90 countries. The Middle East, Africa and Europe, the Americas, India and Asia Pacific are to us all equally important markets. Each region functions as an independent business headed by a CEO reporting to the Chairman and the Executive Chairman of Himalaya Global Holdings Ltd. All four CEOs have their own unique style of functioning, and they have charted different roads to reach the common goal of building Himalaya into a much-loved and trusted brand. Himalaya continues to evolve from an India -centric company into a truly global organization.

2013

We started as a healthcare company evolving over the years into a wellness brand. Today, our head-to-heel products encompass therapeutics, supplements, personal care, baby care, nutrition and animal health. We stay committed to promoting wellness and enriching lives worldwide.

2014

To further reinforce the international perspective of Himalaya’s core DNA of being a research driven organization, the company established Himalaya Global Research Centre (HGRC) at Dubai Biotechnology Park.

2014

To further deepen the commitment to professionalization of management, Himalaya set up two new companies - Himalaya Global Ltd. (HGL) and Himalaya Wellness (Cayman) Ltd. (HWCL). These companies employ a team of specialist professionals who provide various services including that of agency and investment to the parent company and subsidiaries.

2014

The Chairman promoted Shailendra Malhotra, at Dubai, as Global CEO, consolidating new and currently served regions, other than India, under his leadership. He will also be responsible for HGRC and under the Chairman’s guidance, ensure that products developed at this facility reflect the soul of Himalaya and showcase our founder’s legacy of innovation.