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The Godrej family announces separation after 127 years: A look at the division of assets.

The founding family of the 127-year-old Godrej Group, known for its diverse businesses ranging from soaps and home appliances to real estate, has decided to split the conglomerate. Adi Godrej and his brother Nadir will retain control of Godrej Industries, which includes five publicly listed companies.

Meanwhile, their cousins Jamshyd and Smita will take over the unlisted Godrej and Boyce, along with its subsidiaries and a significant real estate portfolio, including prime property in Mumbai.

The split divides the group between two branches of the founding family: Adi and Nadir on one side, and Jamshyd and Smita on the other, according to a statement issued by the group.

Jamshyd Godrej will lead Godrej Industries Group, which includes Godrej and Boyce and its subsidiaries, spanning various industries from aerospace and defense to furniture and IT software. His niece Nyrika Holkar will serve as the executive director. This branch will also oversee a substantial land bank, including 3,400 acres of prime land in Mumbai.

Godrej Ventures Group, which comprises the publicly listed companies like Godrej Industries, Godrej Consumer Products, Godrej Properties, Godrej Agrovet, and Astec Lifesciences, will be chaired by Nadir Godrej, with Adi and Nadir, along with their immediate families, holding control.

Pirojsha Godrej, Adi's son, will become the vice-chairman of Godrej Industries Group and is slated to succeed Nadir as chairman in August 2026.

The family described the split as a "realignment of ownership" of the shareholdings in the Godrej companies, aimed at maintaining continuity and better aligning ownership with the differing visions of the family members. Both groups will continue to operate under the Godrej brand, committed to preserving and enhancing their shared legacy.

The Godrej Group, which began with a successful venture into locksmithing by Ardeshir Godrej and his brother in 1897, has grown into a diversified conglomerate over the years. The split follows the family lineage, with Adi and Nadir representing one branch and Jamshyd and Smita representing another.

To facilitate the split, family members on either side have resigned from the boards of companies associated with the opposing camps. Adi and Nadir Godrej have stepped down from the Godrej and Boyce Board, while Jamshyd Godrej has relinquished his position on the boards of GCPL and Godrej Properties.

Reports suggest that Adi and Nadir Godrej will divest their stakes in Godrej and Boyce to the other branch, while Jamshyd and his family will transfer interests in Godrej Consumer Products and Godrej Properties to their cousins through a family arrangement.

The vast real estate holdings, particularly in Mumbai, will remain under Godrej and Boyce, with plans underway to manage ownership rights separately. The Vikhroli property alone, purchased by Pirojsha in the 1940s, holds significant development potential and is estimated to be worth over ₹1 lakh crore.

Adi currently serves as the chairman of the Godrej Group, while Nadir chairs Godrej Enterprises and Godrej Agrovet. Jamshyd chairs the unlisted Godrej and Boyce Manufacturing Company, with Smita and Rishad Godrej also holding stakes in the company.

Jamshyd enlisted the help of investment banker Nimesh Kampani and lawyer Zia Mody to assist in dividing the land ownership. Adi sought advice from Uday Kotak of Kotak Mahindra Bank and Cyril Shroff of Cyril Amarchand Mangaldas.

The realignment will be implemented after obtaining the necessary regulatory approvals. Both groups remain committed to the Godrej brand and aim to leverage their shared heritage for sustainable long-term value creation.

Jamshyd Godrej expressed optimism about the future, emphasizing the group's longstanding commitment to nation-building and innovation-driven growth. Nadir Godrej reiterated the group's values of trust, respect, and community development, reaffirming their dedication to building on the company's legacy for generations to come.


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