The company notes that the combined share of its new-age and mainstream portfolio has scaled to 21 per cent of its domestic business, up from 7 per cent in FY20
Fast-moving consumer goods (FMCG) major Emami expects its strategic investments to contribute about a quarter of its consolidated turnover by the financial year 2030 from around 6 per cent currently, its Vice Chairman and Managing Director Harsha V Agarwal said.
“Strategic investments currently contribute around 6 per cent of our consolidated turnover and we expect this to scale roughly seven-fold to approximately 25 per cent by FY30, emerging as a meaningful growth driver within Emami’s portfolio,” Agarwal stated in the company’s annual report for FY26.
Emami’s strategic investments portfolio is increasingly becoming a critical pillar of its long-term growth strategy. These businesses operate in high-growth, structurally attractive categories such as premium grooming, science-led beauty, functional wellness and personalised care.
The combined share of the company’s new-age and mainstream portfolio has scaled to 21 per cent of its domestic business, up from 7 per cent in FY20. Its non-seasonal portfolio now contributes 56 per cent of domestic business, up from 50 per cent in FY20. The share of new-age and organised channels in its domestic business has tripled since FY20, from 11 per cent to 32 per cent.
Rationale Behind The Investments
The MD explained that founder-led direct-to-consumer (D2C) brands are strong at consumer insight and product innovation, but sustained scale requires omnichannel reach such as general trade, modern trade and quick commerce working in tandem.
“That is precisely Emami’s structural advantage: a nationwide distribution network, established retail relationships and manufacturing capability that most new-age brands spend years trying to build. Combining their innovation with our platform is a genuine value-creation model, not a portfolio diversification exercise,” he emphasised.
To support this ambition, the company has strengthened its organisational capabilities through the creation of a dedicated new-age business vertical based in Gurgaon. Growth through inorganic routes has long been part of Emami’s strategy, from Himani in 1978 through Zandu, Kesh King, Creme 21 and Dermicool, each of which has gone on to become a mainstay of its portfolio.
The MD added that emerging channels now account for a growing share of growth and a significant portion of the company’s incremental investment is directed towards strengthening its capabilities and accelerating execution across them. Ecommerce now contributes roughly 14 per cent of domestic revenue, quick commerce sales tripled during the year and digital media crossed 50 per cent of total media spend in FY26.
