168 companies priced · closes adjusted for splits and bonuses
By market value what the sector's combined value did; its largest companies dominate it
1 day
+0.4%
1 week
+0.9%
1 month
−2.9%
3 months
−5.1%
6 months
+2.1%
1 year
−13.7%
3 years
−5.4%
The median company what the company in the middle did
1 day
+0.2%
1 week
+0.4%
1 month
−4.4%
3 months
−1.3%
6 months
+14.8%
1 year
−7.4%
3 years
−5.4%
Breadth, to the close of 2026-09-25: 46 of 168 companies are higher than a month ago, 65 of 143 closed above their 200-session average, 2 at a 52-week high and 3 at a 52-week low; in the last session 92 rose and 73 fell. A wide gap between the two lines means a few large companies moved the sector.
Beverages as a map
a company's area is its market value · grouped by basic industry · tinted by price change
−3%+3%
Area is market value; the tint is the price change over the last session, full strength at 3% either way, and grey where we hold no price that far back. 17 companies. Click a company to open it.
How Nifty FMCG is priced, against its own history
NSE's daily P/E, P/B and dividend yield for the index · 10 years
The same as a table, by year end
Month
P/E
P/B
Yield
Dec 2016
35.2
11.10
1.77%
Dec 2017
43.7
11.12
1.44%
Dec 2018
43.6
11.05
1.13%
Dec 2019
37.9
10.61
1.33%
Dec 2020
43.8
10.28
1.35%
Dec 2021
39.8
9.37
2.08%
Dec 2022
40.5
10.72
1.80%
Dec 2023
45.8
11.81
1.79%
Dec 2024
46.4
11.25
1.82%
Dec 2025
40.7
10.01
2.00%
Sept 2026
31.9
7.64
1.03%
Nifty FMCG's own figures as NSE publishes them each day, Sept 2016 to Sept 2026 (2,478 sessions). The shaded band is where the middle half of those days sit, the dashed line their median. It says where the index has been priced, not where it should be: a multiple can be low because earnings are about to fall.
Closes are end-of-day, adjusted for splits and bonuses. P/E and ROE come from the last four quarters of filings, for the companies whose filings we hold. A company's sector is the one the exchanges classify it in; these are facts about the companies, not a view on the sector.
