Godrej Industries Ltd
NSE:GODREJIND
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GODREJIND's latest stock split occurred on Jan 5, 2015
The company executed a 1251-for-1250 stock split, meaning that for every 1250 shares held, investors received 1251 new shares.
Before the split, GODREJIND traded at 295.55 per share. Afterward, the share price was about 289.6158.
The adjusted shares began trading on Jan 5, 2015. This was GODREJIND's 3rd stock split, following the previous one in Aug 25, 2006.
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688615
3541
Godrej Industries Ltd
Glance View
Godrej Industries Ltd. stands as a formidable force within the Indian conglomerate landscape, rooted in a storied legacy that began in 1897. Bharatiya Chemicals Manufacturing Company set the stage, while in subsequent years, the modern-day Godrej Industries diversified into a multifaceted corporate giant. As it navigates through different sectors, the company has carved out a broad business portfolio encompassing consumer goods, agriculture, real estate, chemicals, and financial services. This diversification strategy reflects its adherence to leveraging synergies across complementary domains, strategically positioning itself to capture value in every corner of its operations. The company derives revenue through several avenues. Its chemicals division—a key pillar—produces oleochemicals, surfactants, and related products, aligning with industrial needs ranging from textiles to pharmaceuticals. Meanwhile, Godrej Consumer Products focuses on FMCG, tapping into personal care, hair care, and home care, thriving on robust brand recognition and an expansive distribution network. The real estate segment, spearheaded by Godrej Properties, capitalizes on India's ever-growing urban landscapes by developing residential, commercial, and township projects. By astutely weaving together these diverse threads, Godrej Industries not only ensures a steady income stream but also secures an agile competitive stance, navigating complex market dynamics with a strategic foresight that honors its rich heritage while propelling its ambitious future.
