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Meerut Bullion Traders seek GJEPC support for proposed jewellery park

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A delegation from the Meerut Bullion Traders Association (MBTA) met Kirit Bhansali, Chairman, GJEPC, and Sabyasachi Ray, Executive Director, GJEPC, on the sidelines of IIJS Bharat Signature 2026 at the Jio World Convention Centre (JWCC), Mumbai, on 11th January 2026, to advance discussions on setting up a Jewellery Park in Meerut.

The delegation included Vijay Anand Agarwal, General Secretary, MBTA; Pradeep Agarwal, President, MBTA; Sandeep Agarwal, Vice President, MBTA; and Deepak Johri, General Secretary, National Institute of Jewellery Technology (NIJT), Meerut. Building on earlier engagements with GJEPC, the association outlined Meerut’s scale as a major bullion and jewellery cluster, supporting an estimated 30,000 artisans and over 5,000 jewellers, wholesalers and allied businesses, largely operating in the unorganised sector.

During the meeting, the association reiterated the need for a structured Jewellery Park to help the cluster transition towards organised manufacturing, modern machinery and compliance-driven growth. The delegation noted that the Meerut Development Authority has identified and reserved around 36,000 square metres of land for the proposed park, though pricing and policy approvals remain key challenges.

The delegation highlighted Meerut’s strategic advantages, including its location within the NCR, proximity to Delhi, access to rapid transport links, and a strong existing tax base. They cited significant GST contributions from the local jewellery trade as evidence of the cluster’s economic weight and growth potential.

GJEPC leadership advised a structured approach, emphasising the importance of an updated feasibility study and a robust Detailed Project Report (DPR) backed by credible agencies. Bhansali and Ray shared insights from the development of Jewellery Parks in Maharashtra, underlining how data-driven planning and coordinated engagement with state governments can accelerate approvals and execution.

The meeting concluded with an understanding that GJEPC would guide the association on next steps, including technical inputs, documentation and engagement frameworks, to strengthen the proposal before it is taken up with the Uttar Pradesh government. The association also sought GJEPC’s support in skill development initiatives for Meerut’s artisan base and greater regional representation at upcoming GJEPC-led trade shows.

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IBJA, SAARTHI 360 Sign MoU To Launch ‘NextGen CEO: Leadership for the Future’

Executive Education Initiative To Equip The Next Generation Of Jewellery Manufacturers With The Leadership Capabilities, Strategic Perspective and Decision-Making Skills Required To Lead Family Businesses.

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The India Bullion and Jewellers Association (IBJA) and SAARTHI 360 have signed a Memorandum of Understanding (MoU) to launch ‘NextGen CEO: Leadership for the Future’, an executive education programme designed to prepare the next generation of jewellery manufacturers for CEO and senior leadership roles in family-owned businesses.

The programme will help emerging leaders move beyond day-to-day operations by strengthening their strategic thinking, leadership judgement and managerial capabilities to improve organisational performance and support sustainable growth.

Building the Next Generation of Jewellery Business Leaders

Centred on ‘NextGen CEO — Becoming the CEO of a Family Jewellery Business’, the programme addresses leadership succession and executive decision-making in family-owned jewellery enterprises.

  • Understanding the CEO’s role: Defining a CEO’s responsibilities and expectations in a jewellery business.
  • Clarifying leadership and governance roles: Distinguishing among an owner, promoter, director, managing director and CEO.
  • Strategic leadership versus daily operations: Moving from routine management to long-term business direction and priorities.
  • Decision-making and strategic thinking: Applying structured frameworks to complex business situations.
  • Managing stakeholders: Navigating relationships with family members, shareholders, employees and other stakeholders.
  • Performance measurement: Using a CEO dashboard to monitor performance and support informed decisions.
  • The first 100 days as CEO: Establishing priorities for the transition into executive leadership.
  • Second-generation leadership challenges: Addressing succession, authority, accountability and organisational change.
  • Ethics and integrity: Building trust through responsible leadership, sound governance and ethical decision-making.

Surendra Mehta, National Secretary, IBJA, said:

“Family-owned jewellery businesses play a significant role in India’s gems and jewellery industry. As these businesses grow and prepare for generational transitions, developing capable and confident future leaders becomes increasingly important. Through this initiative, we aim to help the next generation build the clarity, discipline and leadership capabilities needed to take their businesses forward while preserving the strengths of their family legacy.”

Binit Bhatt, Partner, SAARTHI 360, said:

“Becoming a CEO is about much more than inheriting a title. It requires a fundamental shift in mindset—from managing day-to-day operations to setting direction, making informed decisions, building accountability and earning the confidence of family members, employees and other stakeholders. The NextGen CEO programme is designed to equip emerging leaders with practical frameworks and perspectives that they can apply to the realities of their own businesses.”

Hitesh Khandelwal, Partner, SAARTHI 360, said:

“Jewellery businesses are navigating an important generational transition, where preserving a strong legacy must go hand in hand with professional management and strategic thinking. Through NextGen CEO, we aim to help emerging leaders develop the confidence, capabilities and business perspective required to lead effectively, drive sustainable growth and prepare their organisations for the future.”

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