Organic India
IndustryOrganic foods, health supplements and Ayurvedic products
FoundersBharat Mitra, Bhavani Lev
FateAcquired by Tata Consumer Products
Key people
Bharat Mitra,Bhavani Lev),Vinod sharma,(founders)
ProductsOrganic Tulsi teas, health supplements and Commodities
BrandsTulsi green tea, Tulsi Original, Tulsi Masala Chai, Tulsi ginger,
Websitewww.organicindia.com

Organic India is a multi-national company founded in 1997 by couple Bharat Mitra and Bhavani Lev (née Holly Bronfman), in Lucknow, India, that produces halal certified organic herbal and Ayurvedic health products.[1][2] The company is most known for their line of organically grown tulsi teas, which are sold in India, the US, Canada, and the UK.

The company created an organic, natural, non-toxic, herbal version of the colourful dyes used in India's annual Holi celebration,[2] and operates a retail store in Maharashtra, India.[3] The company also exports organically-grown flowers, with Germany as its major market.[4]

Organic India works directly with marginal farmers in tribal villages, providing seeds, fertilisers, organic certification, and assumption of risk in case of crop failure. It has helped convert 10000 acres of arable land in Uttar Pradesh, Rajasthan, Uttarakhand, J&K and Madhya Pradesh

In January 2024, Organic India was acquired by Tata Consumer for ₹1,900 crore.[5]

References

  1. ↑ Srinivas, Nidhi Nath (14 December 2008). "Azamgarh gives a radical thumbs-up". Economic Times. Bennett Coleman & Co. Ltd. Retrieved 27 July 2009.
  2. 1 2 "Herbal gulals passe, it's now time for organic colours". The Hindu. 6 March 2009. Retrieved 27 July 2009.
  3. ↑ "Organic India initiates own chain of retail stores". The Economic Times]. 10 February 2010. Retrieved 15 January 2012.
  4. ↑ Singh Rawat, Virendra (9 May 2011). "Organic India forays into flower export segment". Business Standard. Retrieved 15 January 2012.
  5. ↑ Tandon, Suneera (13 January 2024). "Tata Consumer acquires Capital Foods, Organic India". mint. Retrieved 15 January 2024.
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