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Divine Blessings in Silver: MMTC-PAMP Launches 99.99%+ Silver Char Dham 20gm Coin Series Honouring India's Spiritual Compass

Divine Blessings in Silver: MMTC-PAMP Launches 99.99%+ Silver Char Dham 20gm Coin Series Honouring India's Spiritual Compass

NewsVoir
New Delhi [India], July 21: Honouring the cultural and spiritual significance of the Char Dham Yatra, MMTC- PAMP, India's only LBMA accredited Good Delivery Gold & Silver refiner and recognised as the purest precious metal brand in Asia and India, has launched a set of four (20 gram each) purest silver coins paying homage to India's most revered pilgrimage destinations - Badrinath, Dwarka, Puri, and Rameswaram.
Each 20-gram coin in this exclusive set is crafted from 99.99%+ purest silver, ensuring the highest purity standards while celebrating the architectural grandeur and spiritual significance of these four sacred sites. Additionally, each coin captures the unique mythological significance and distinct architectural essence of the respective pilgrimage site, making this collection a comprehensive tribute to India's spiritual geography.
Speaking about the launch of the Char Dham collection, Mr Samit Guha, Interim CEO and CFTO of MMTC- PAMP, said, "Our Char Dham collection is a uniquely crafted tribute to the four holiest pilgrimage sites of India, spread across four corners - Badrinath in the north, Dwarka in the west, Puri in the east, and Rameswaram in the south. Each of the four coins in this set celebrates one of the Char Dhams, capturing the spiritual, cultural significance, architectural marvel, and the beautiful landscape. Each piece in this collection tells a centuries-old story of devotion, connecting contemporary collectors with India's timeless spiritual heritage through the finest Swiss craftsmanship."
Embodying centuries of devotion and mythology, the colour-embossed Char Dham collection is more than just precious metals. These coins represent the spiritual journey, or yugas, of India, encompassing the Char Dham across the country, as espoused by the 8th-century Vedic scholar and philosopher Shri Adi Shankaracharya.
MMTC-PAMP's Char Dham Collection offers an exceptional value proposition for collectors who appreciate quality craftsmanship and purity. This collection is ideal for spiritual customers looking to celebrate the auspiciousness of these pilgrimage sites for religious occasions, festivals, and ceremonial celebrations. Furthermore, investors benefit from a precious metal investment that combines cultural and historical significance with Swiss-quality manufacturing, ensuring premium collectable status and potential appreciation due to limited availability and deep thematic relevance.
The Char Dham pilgrimage is considered a spiritual journey, cleansing the soul and deepening connection with the divine. The Char Dham collection by MMTC-PAMP is a tribute to this sentiment offering the purest silver with a commitment to showcase India's deep rooted cultural, civilizational values and celebrating the test of endurance and faith through these coins.
Every product created by MMTC-PAMP goes through a rigorous purification process to ensure 999.9+ (99.99%+) the purity of the metal. To validate the authenticity, every MMTC-PAMP product carries a unique number and comes packaged in Assayer Certified Minted Cards. Each gold and silver product bought from MMTC-PAMP offers positive weight tolerance, which guarantees that every coin or bar one buys weighs more than the listed weight, ensuring customers receive the highest value for their investment. MMTC-PAMP products are available at their exclusive stores, leading jeweller partners, online marketplaces such as Amazon and Flipkart, or directly from MMTC-PAMP's own website, www.mmtcpamp.com/shop.
A joint venture between Switzerland-based bullion refinery, PAMP SA, and MMTC Ltd., a Miniratna and Government of India Undertaking. MMTC-PAMP is the only LBMA-accredited gold & silver good delivery refiner in India and is accepted across global commodity exchanges and central banks. The company seamlessly marries Swiss excellence with Indian insights. MMTC-PAMP India Pvt. Ltd. is internationally recognized as an industry leader in bringing global standards of excellence to the Indian precious metals industry.
MMTC-PAMP has received several awards since its inception from local and global industry bodies for Refining, Brand and Sustainability. Notably, MMTC-PAMP is India's First Precious Metals Company to have Science-based Emissions Reduction Targets Approved by SBTI. Recognized by the Asia and India Book of Records, MMTC-PAMP is acclaimed as the country's only brand providing the purest gold and silver coins and bars with 99.99%+ purity levels and positive weight tolerance to consumers. Adding to its laurels, MMTC-PAMP was honoured as India's Most Trusted Brand of the Nation at The Brand Story- Indian Brand and Leadership Conclave & Awards, 2024.
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Suresh Narayanan—the accidental CEO
Suresh Narayanan—the accidental CEO

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Suresh Narayanan—the accidental CEO

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While he respected Colgate's culture and values, the toothpaste and shampoo categories didn't appeal to him after years of being a 'foods guy". Narayanan joined Nestlé in 1999 as executive vice president for sales in India, a rare external hire into the company's core management committee at the time. 'What struck me about Nestlé was that it was a company with a huge premium on quality and safety and very strong brands," he told Mint in an interview earlier this month at the company's Gurugram office. What followed were over 25 years of service at the Swiss foods company, including international assignments in Nestlé Indochina, where he led sales, marketing, and food services across Thailand, Cambodia, Myanmar, Laos, and Vietnam. He also served as managing director of Nestlé Singapore Pte. Ltd, followed by chairman roles for Nestlé North Africa and Nestlé Philippines. He was chairman and CEO of Nestlé Philippines prior to joining Nestlé India as managing director. 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Since then, we have diversified our portfolio, expanding categories such as breakfast cereals, premium coffee, and pet food with over 150 new products that have contributed to 7% of sales," he said in the company's annual report for 2024-25. For instance, the company's pace of innovation is now 4X faster than it was a decade ago. 'We have become less failure-averse as a company," he added. In 2024-25, the KitKat chocolate maker reported sales worth ₹20,077.5 crore, more than double since Narayanan took over. PAT stood at ₹3,314.5 crore. 'Over the last decade, Nestlé India's revenue witnessed a compound annual growth rate of 10.3%, while the corresponding profits from operations grew by 13.5%.The capex levels have risen from 1.8% of sales in 2015 to 10.0% of sales in the fiscal year ending 2024-25," according to the company's annual report. Nestlé India's share price was around ₹654.86 when Narayanan took over. It has risen 248% to ₹2,279.20 as of 25 July. The Maggi troubles aside, the company has faced other challenges, such as skyrocketing coffee prices over the last year that have impacted margins and a sluggish demand for packaged foods in general. In the June quarter, profit fell because of input cost pressure and higher finance costs for the company. Analysts said Nestlé's volume growth was 'modest", and the company missed margin expectations due to input cost pressure. There were some misses, too, such as rival HUL outbidding it to buy health food drink brand Horlicks. However, Narayanan seems to have little regret over the deal now. 'Let us just say, we are a nutrition company," he said. In 2024, Nestlé India faced scrutiny over allegations of adding high levels of sugar to its baby food products, particularly Cerelac and Nodi infant cereals, sold in India and other developing countries. 'We were fully compliant with the laws of the land. We have launched products with low refined sugar," he said. 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It has also stepped up distribution in rural markets after years of being an 'urban" company. Rural markets now account for 20% of its domestic sales, albeit less than the industry average, but growing. While affordability remains an important plank for FMCG companies in the Indian market, Narayanan has been pointing to a trend of 'premiumization", with consumers increasingly willing to pay for quality products. Beyond business, Narayanan has rarely held back views on broader economic and social trends. He said consumption growth in India will depend on controlling food inflation and creating meaningful employment opportunities, especially in sectors like manufacturing. Greater spending on infrastructure could go up, "that's what's fueling growth in rural India", he added. Second innings As he transitions into his 'second innings", Narayanan plans to pursue teaching, particularly in executive education, starting initially with guest lectures. He is also in conversations with private equity firms for advisory roles. 'I've worked for 44 years and have had my fair share of operating and running businesses. I have no desire to uproot myself, but I'd rather give back. I want to also see more places in India, and travel a bit of the world," he said. On management lessons, Narayanan said humility and keeping one's ego in check are critical, especially as people move up within organizations. 'One of the biggest challenges of leadership is that you develop the plaque of ego and you're not able to scrape it off," he added.

India is key driver of future growth for Nestle, says MD Suresh Narayanan
India is key driver of future growth for Nestle, says MD Suresh Narayanan

Business Standard

time5 hours ago

  • Business Standard

India is key driver of future growth for Nestle, says MD Suresh Narayanan

India will be a 'key driver of growth for the future' for Nestle which has "faith" in the market that offers a 'large consumption basket', according to Suresh Narayanan, the outgoing Chairman & Managing Director of its Indian arm. The economic and political stability offered by India coupled with 'high consumer resonance' of the company's brands make it an attractive market, he told PTI in an interview. The Swiss FMCG major, which had faced an existential crisis with the Maggi fiasco in 2015, has long left behind the chapter and is investing to enhance capacity, product innovations, expansion of sales network to digitisation for having a "value added journey", said Narayanan who will be retiring by end of July. "I can foresee that even if I am not there at the helm, but the market attraction, the levels of investment and the future of Nestle will continue to be bright in this country," he said when asked how he saw Nestle in the next five years in India. Elaborating, he said, "I think we will then become a much larger entity, a much more robust entity in terms of products that we have, a much more deeper entity in terms of the geographies and the manufacturing presence that we have, and overall, a much more impactful company than even what we are today. So by 2030 I think we will have a double-digit growth." Nestle India's compounded annual growth rate (CAGR) for the last 10 years has been about 10 to 11 per cent, and despite the current patch, which has not been good, particularly for most consumer goods companies in India due to consumption slow down in the urban market, Narayanan said, adding he expects to get back to double-digit growth path. "Consumption will come back in this country and I think we will get back to the double-digit growth," he said. Asked if he saw India becoming among the top five global markets of the Swiss FMCG giant Nestle SA in the coming years, Narayanan said, "India (market) is very well placed. India has had a very good track record." In the last 10 years, investment by Nestle India has gone up from about 2 per cent of sales to about 10 per cent of sales. "So it's been almost dramatic. Almost Rs 6,000 crore to Rs 6,500 crore is the amount of money that we have invested in creating new capacities," he said. This investment is because of two factors - the performance of the Indian market and, more importantly, the "faith in India" market of Nestle, he added. India offers a large consumption basket with economic and political stability, and the relative stature of the company is high in the country, he said, adding, "the consumer resonance is high for our brands and therefore, we look at India as a very promising market". He expects Nestle India to be a "more robust entity" in terms of its geographies and manufacturing presence, regaining its double-digit growth journey with a revival in the consumption cycle. When asked about the next phase of Nestle's growth in India, Narayanan said it will look to accelerate its penetration-led volume growth journey, which has yielded positive results for the company over the last decade. He expects Nestle India, which is now an over Rs 20,000 crore (nearly USD 2.5 billion) entity, to "become a much larger entity, a much more robust entity in terms of products that we have, a much deeper entity in terms of the geographies and the manufacturing presence" in the next five years by 2030. India is among the top ten global markets for the Vevey (Switzerland)-based company. It is a globally leading market for food brand Maggi and the second largest for its confectionery brand KITKAT According to Narayanan, Nestle's "thinking globally and acting locally" policy helps to customise offerings and to customise products to the local context. "A lot of investments are guided by three things, opportunity, salience and future growth and returns that you can get all these three, I think India satisfies the checklist extremely well. So that's why I have the confidence that India can continue to be like it is for many, for some companies, can be a key, key driver of growth for the future," he said. Nestle India, which has been present in India for over a century, is now setting up its tenth factory, which is coming at Odisha. Narayanan expects it to be operational in next couple of years. About the next phase of Nestle's growth in India, Narayanan said it will look at accelerating its penetration-led volume growth journey which has given positive results to the company in the last decade. Nestle under its 'Rurban strategy" will continue to expand its presence in the small rural markets, as rural India is opening up. Nestle India is creating infrastructure for the portfolio in order to increase the penetration of its brands. Besides, Nestle India is also increasing its play in the premium segment, which is having fast growth after the pandemic, with shift in consumer purchase behaviour towards more value-based products. "Premium products, which have been growing at about 16 per cent for us in the last 10 years, will continue to accelerate. Therefore, whether it is Nespresso or Nescafe Gold or premium chocolates or premium food items or premium nutrition items, these will get accelerated in the country," he said. Nestle will also amplify its activity in the digital and analytics side, which will take a "quantum leap". "We have already made progress, but I think there is a lot more that can be done in this field. The company is preparing itself for it," said Narayanan. Moreover, Nestle will continue to pursue innovation-led growth, which was paced up by the company after the Maggi crisis, which happened a decade ago. "Innovation, which is today at about 7 per cent (of sales), we hope will reach about 10 per cent of sales," he said.

India key driver of future growth for Nestle: Suresh Narayanan
India key driver of future growth for Nestle: Suresh Narayanan

Time of India

time6 hours ago

  • Time of India

India key driver of future growth for Nestle: Suresh Narayanan

India will be a 'key driver of growth for the future' for Nestle which has "faith" in the market that offers a 'large consumption basket', according to Suresh Narayanan , the outgoing Chairman & Managing Director of its Indian arm. The economic and political stability offered by India coupled with 'high consumer resonance' of the company's brands make it an attractive market, he told PTI in an interview. Explore courses from Top Institutes in Please select course: Select a Course Category Artificial Intelligence Degree PGDM Technology Public Policy healthcare Product Management Healthcare Leadership Operations Management Management Digital Marketing Data Science Data Analytics Data Science Others CXO Finance others Project Management MCA Design Thinking MBA Cybersecurity Skills you'll gain: Duration: 7 Months S P Jain Institute of Management and Research CERT-SPJIMR Exec Cert Prog in AI for Biz India Starts on undefined Get Details The Swiss FMCG major, which had faced an existential crisis with the Maggi fiasco in 2015, has long left behind the chapter and is investing to enhance capacity, product innovations, expansion of sales network to digitisation for having a "value added journey", said Narayanan who will be retiring by end of July. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Play War Thunder now for free War Thunder Play Now Undo "I can foresee that even if I am not there at the helm, but the market attraction, the levels of investment and the future of Nestle will continue to be bright in this country," he said when asked how he saw Nestle in the next five years in India. Elaborating, he said, "I think we will then become a much larger entity, a much more robust entity in terms of products that we have, a much more deeper entity in terms of the geographies and the manufacturing presence that we have, and overall, a much more impactful company than even what we are today. So by 2030 I think we will have a double-digit growth." Live Events Nestle India's compounded annual growth rate (CAGR) for the last 10 years has been about 10 to 11 per cent, and despite the current patch, which has not been good, particularly for most consumer goods companies in India due to consumption slow down in the urban market, Narayanan said, adding he expects to get back to double-digit growth path. "Consumption will come back in this country and I think we will get back to the double-digit growth," he said. Asked if he saw India becoming among the top five global markets of the Swiss FMCG giant Nestle SA in the coming years, Narayanan said, "India (market) is very well placed. India has had a very good track record." In the last 10 years, investment by Nestle India has gone up from about 2 per cent of sales to about 10 per cent of sales. "So it's been almost dramatic. Almost Rs 6,000 crore to Rs 6,500 crore is the amount of money that we have invested in creating new capacities," he said. This investment is because of two factors - the performance of the Indian market and, more importantly, the "faith in India" market of Nestle, he added. India offers a large consumption basket with economic and political stability, and the relative stature of the company is high in the country, he said, adding, "the consumer resonance is high for our brands and therefore, we look at India as a very promising market". He expects Nestle India to be a "more robust entity" in terms of its geographies and manufacturing presence, regaining its double-digit growth journey with a revival in the consumption cycle. When asked about the next phase of Nestle's growth in India, Narayanan said it will look to accelerate its penetration-led volume growth journey, which has yielded positive results for the company over the last decade. He expects Nestle India, which is now an over Rs 20,000 crore (nearly USD 2.5 billion) entity, to "become a much larger entity, a much more robust entity in terms of products that we have, a much deeper entity in terms of the geographies and the manufacturing presence" in the next five years by 2030. India is among the top ten global markets for the Vevey (Switzerland)-based company. It is a globally leading market for food brand Maggi and the second largest for its confectionery brand KITKAT According to Narayanan , Nestle's "thinking globally and acting locally" policy helps to customise offerings and to customise products to the local context. "A lot of investments are guided by three things, opportunity, salience and future growth and returns that you can get all these three, I think India satisfies the checklist extremely well. So that's why I have the confidence that India can continue to be like it is for many, for some companies, can be a key, key driver of growth for the future," he said. Nestle India, which has been present in India for over a century, is now setting up its tenth factory, which is coming at Odisha. Narayanan expects it to be operational in next couple of years. About the next phase of Nestle's growth in India, Narayanan said it will look at accelerating its penetration-led volume growth journey which has given positive results to the company in the last decade. Nestle under its ' Rurban strategy" will continue to expand its presence in the small rural markets, as rural India is opening up. Nestle India is creating infrastructure for the portfolio in order to increase the penetration of its brands. Besides, Nestle India is also increasing its play in the premium segment, which is having fast growth after the pandemic, with shift in consumer purchase behaviour towards more value-based products. "Premium products, which have been growing at about 16 per cent for us in the last 10 years, will continue to accelerate. Therefore, whether it is Nespresso or Nescafe Gold or premium chocolates or premium food items or premium nutrition items, these will get accelerated in the country," he said. Nestle will also amplify its activity in the digital and analytics side, which will take a "quantum leap". "We have already made progress, but I think there is a lot more that can be done in this field. The company is preparing itself for it," said Narayanan. Moreover, Nestle will continue to pursue innovation-led growth, which was paced up by the company after the Maggi crisis, which happened a decade ago. "Innovation, which is today at about 7 per cent (of sales), we hope will reach about 10 per cent of sales," he said.

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