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Strategic Roadmap for
MAKING AYURVEDA
GLOBAL

Strategic Roadmap for Making Ayurveda Global
Publisher
NITI Aayog, Government of India, Sansad Marg, New Delhi–110001, India
Year of Publication: 2026
Language: English
ISBN: 978-81-991080-4-2
Authors:
NITI Aayog
Shri Rajib Kumar Sen, Programme Director, Health
Shri Hemant Kumar Meena, Director, Health
Dr Shobhit Kumar, OSD (Health)
Shri Manish Narayan, YP (Health)
PwC
Dr Rana Mehta, Partner
Dr Preet Matani, Partner
Dr Ashwani Aggarwal, Executive Director
Dr Shobhit Rastogi, Associate Director
Dr Rajat Kumar Mahobia, Manager
⁠Ms. Tamanna Sachdeva, Senior Consultant
Ms. Lavanya Puri, Specialist
Copyright and Disclaimer
Copyright© NITI Aayog, 2026
Disclaimer
This study was carried out with the financial support of NITI Aayog, Government of India, and
conducted by PricewaterhouseCoopers (PwC).
The PwC has received the financial assistance under the Research Scheme of NITI Aayog (RSNA) to
prepare this report. While due care has been exercised to prepare the report using the data from various
sources, NITI Aayog does not confirm the authenticity of data and accuracy of the methodology to
prepare the report/ research work. NITI Aayog shall not be held responsible for findings or opinions
expressed in the document. This responsibility completely rests with the PwC.

Strategic Roadmap for
MAKING AYURVEDA
GLOBAL

Abbreviations ��i
Executive Summary ��iii
Section 1: Introduction and Background ��1
1.1 Objectives of the Study ��8
1.2 SWOT Analysis of Ayurveda’s Potential for Globalisation ��9
1.3 Literature Survey ��14
Section 2: Approach and Methodology ��19
2.1 The Broad Study Design ��19
2.2 Cross-Industry Patterns to the Ayurveda-specific Framework ��20
2.3 Understanding Globalisation ��20
2.4 Understanding the Globalisation Status of Ayurveda �� 21
2.5 Research Design: Data Collection and Analysis �� 22
Section 3: Global Availability of Ayurveda ��23
A. Globalised Practice and Workforce ��23
B. Global Exports and Manufacturing ��30
C. International Research and Development ��35
D. Standardised Global Education ��40
Key Recommendations ��46
Section 4: Global Acceptability of Ayurveda ��49
A. Compliance with Regulations and Guidelines ��49
B. International Collaborations (Academic and Industrial) ��58
C. Insurance Coverage - Products & Services ��62
D. Localisation & Cultural Adaptability ��65
Key Recommendations ��68
Section 5: Global Propagation of Ayurveda ��71
A. Strategic Brand Positioning ��71
B. Global Visibility and Promotions ��76
C. Medical Value Travel ��79
D. Presence in Global Bodies like the UN ��82
Key Recommendations ��85
Section 6: Roadmap and Key Recommendations �� 87
6.1 Stakeholder-wise Goals and Action Plan ��88
6.2 Summary of Recommendations ��100
Section 7: Annexures ��103
A. Annexure 1 - Important Schemes ��103
B. Annexure 2 - Stakeholders Interviewed ��109
Section 8: References ��111
Table of Contents

Strategic Roadmap for Making Ayurveda Global List of Tables
Table No. Table Title Page No.
Table 1.1 Indicators-based comparison of TCM and Ayurveda 16
Table 3.1 Glance of Ayurveda in India 23
Table 3.2
Regulatory requirements for Ayurveda practice in key geographies
of the world
25
Table 5.1 Market Expansion 71
Table 5.2 Key Challenges in Global Branding 72
Table 6.1 Indicators based review of stakeholder’s involvement 99
List of Figures
Figure No. Figure Title Page No.
Figure 1 Traditional Medicine footprints around the Globe 3
Figure 2 Strengths of Ayush Systems 5
Figure 3 Ayurveda Globalisation Initiatives 6
Figure 4 Objectives of the study 8
Figure 5 SWOT Analysis 13
Figure 6 Approach and Methodology 19
Figure 7 Components of the study 21
Figure 8 Top 10 export destinations from India for Ayush and Herbal products30
Figure 9 Ayush Chair-Roles and Ways of Enhancement 41
Figure 10 Regulatory landscape around Ayush Drugs in India 51
Figure 11 Design principles of the recommendations 88
Figure 12 North star outcomes by 2047 89

iStrategic Roadmap for Making Ayurveda Global
AIIA All India Institute of Ayurveda
ASEAN Association of Southeast Asian Nations
Ayush Ayurveda, Yoga & Naturopathy, Unani, Siddha, Sowa Rigpa and Homoeopathy
BHU Banaras Hindu University
BIS Bureau of Indian Standards
BRICS Brazil, Russia, India, China and South Africa
CAGR Compound Annual Growth Rate
CAM Complementary and Alternative Medicine
CCRAS Central Council for Research in Ayurvedic Sciences
CDSCO Central Drugs Standard Control Organisation
CHC Community Health Centre(s)
CTRI Clinical Trials Registry – India
DSHEA Dietary Supplement Health and Education Act
FDA Food and Drug Administration
FICCI Federation of Indian Chambers of Commerce & Industry
FSSAI Food Safety and Standards Authority of India
GCP Good Clinical Practice
GTMC Global Traditional Medicine Centre
ICCR Indian Council for Cultural Relations
ICD-11 International Classification of Diseases, 11
th
Revision
ICH International Council for Harmonisation
IEC Information, Education, and Communication
IP Intellectual Property
IRDAI Insurance Regulatory and Development Authority of India
ISO International Organisation for Standardisation
ISO/TC 249 ISO Technical Committee 249 (Traditional Chinese Medicine)
ITRA Institute of Teaching and Research in Ayurveda
Abbreviations

ii
MAP Medicinal and Aromatic Plants
MDNIY Morarji Desai National Institute of Yoga
MVT Medical value Travel
NABH National Accreditation Board for Hospitals & Healthcare Providers
NCISM National Commission for Indian System of Medicine
NIA National Institute of Ayurveda (Jaipur)
NITI National Institution for Transforming India (NITI Aayog)
PCIM&H Pharmacopoeia Commission for Indian Medicine & Homoeopathy
PHC Primary Health Centre
R&D Research & Development
SCO Shanghai Cooperation Organisation
TCM Traditional Chinese Medicine
TKDL Traditional Knowledge Digital Library
TM Traditional Medicine
WFCMS World Federation of Chinese Medicine Societies
WHO World Health Organisation
WHO-GMP World Health Organisation - Good Manufacturing Practice
eCAM Evidence-based Complementary and Alternative Medicine (journal)

iiiStrategic Roadmap for Making Ayurveda Global
Introduction and Study Objectives
Ayurveda is a well-recognised and regulated system of traditional medicine in India. The Ministry of
Ayush has taken various initiatives to promote Ayurveda on the global stage, such as bilateral/multi-
lateral agreements and collaborative efforts in the fields of teaching, training, research, and Ayush
information cells established globally. The globalisation of Ayurveda has the potential to generate
significant economic opportunities, including growth in markets for health products, wellness services,
and medical value travel. The study aims to assess Ayurveda’s current global presence, identify barriers
and enablers for its international expansion, evaluate regulatory frameworks across major geographies,
map global demand patterns, and ultimately develop a structured implementation roadmap for
accelerating Ayurveda’s globalisation.
Methodology
The study adopts a mixed-methods approach combining extensive secondary research with in-
depth stakeholder consultations involving Ministries, Regulatory Bodies, Government and
Industry Associations, Academic Institutions, Research Organisations, International Bodies,
Manufacturers, and Service Providers. The analysis is anchored around a three-pillar framework
of Availability, Acceptability, and Propagation. Each pillar is assessed through four components.
Availability examines global workforce capacity, manufacturing and export readiness, international
research advancement, and education standardisation. Acceptability evaluates regulatory compliance,
international cooperation, insurance and reimbursement penetration, and cultural adaptability.
Propagation focuses on strategic brand positioning, global visibility, medical value travel, and
strengthening India’s presence across major international platforms.
Current Status of Globalisation of Ayurveda
Ayurveda’s global footprint is expanding steadily, with formal recognition in nearly 30 countries
through diverse licensing models, academic collaborations, and inclusion in national health policies.
India maintains a strong domestic ecosystem with over 355,000 trained Ayurveda practitioners
1
, but
international practitioner representation remains limited, with 95% of qualified professionals based in
India. Countries such as Sri Lanka, Nepal, Pakistan, Bangladesh, Mauritius, the United Arab Emirates
(UAE), South Africa, Tanzania, and several European Union (EU) member states recognize Ayurveda
to varying degrees, while practitioner communities in the United States, United Kingdom, and Australia
continue to grow through diaspora networks and integrative medicine centres.
The Availability pillar highlights legal recognition of Ayurveda practice around the world and availability
of trained Ayurveda professionals in different countries, manufacturing and export of Ayurveda products
to around 150 countries, and exports rising from USD 1.09 billion in 2014 to USD 2.16 billion in
2023. Despite growth, most Ayurveda products are exported as dietary supplements due to regulatory
constraints. International research in the field of Ayurveda now spans nearly 70 countries, strengthened
Executive Summary

ivStrategic Roadmap for Making Ayurveda Global
by global institutional collaborations and the World Health Organisation Global Traditional Medicine
Centre in Jamnagar. Educational outreach includes scholarships to 277 international students from 32
countries and Ayush academic chairs in global universities, though standardised global curricula are
still evolving.
2
Areas of Improvement
A comparative assessment of global best practices—particularly the internationalisation journey
of Traditional Chinese Medicine (TCM) highlights clear areas where Ayurveda can accelerate its
globalisation trajectory. Ayurveda, despite its strong domestic foundation, has yet to achieve similar
levels of penetration due to limited practitioner licensure frameworks, fragmented global research
leadership, low availability of harmonised pharmacopeial standards, and insufficient integration
of modern scientific validation pathways. Addressing these systemic gaps is essential for positioning
Ayurveda as a credible, scalable global healthcare system.
For availability, Ayurveda’s international expansion remains uneven, with services primarily limited to
wellness, spa, and complementary therapy settings in most countries. Global uptake is constrained by
the lack of standardised practitioner licensure, the absence of internationally recognised microcredential
programs for healthcare workers in host countries, and relatively low export of finished Ayurvedic
pharmaceuticals due to regulatory barriers—especially in the United States and European Union.
Although export value is rising, the dominance of raw material exports reflects untapped potential in
high-value finished products. Strengthening global research collaborations, establishing multi-country
clinical trial hubs with World Health Organization Collaborating Centres, building public-private
research partnerships, and expanding international educational pathways are critical to enhancing
availability.
For acceptability, bridging the wide gap between domestic quality standards and stringent international
regulatory expectations remains a priority. Manufacturers need clearer guidance through standardised
qualification playbooks, region-specific regulatory intelligence, and a centralised repository of
compliant Good Manufacturing Practices (GMP)-certified units. Upgrading Ayush GMP to WHO-GMP
levels, incentivizing Micro, Small and Medium Enterprises (MSME) manufacturing improvements,
and supporting more robust Quality Assurance / Quality Rating-linked transparency will strengthen
global confidence. Greater international presence through bilateral agreements, multilateral platforms,
insurance pilots demonstrating cost-effective outcomes, and localised care pathways aligned with
public health priorities of each geography will help deepen the clinical acceptability of Ayurveda.
For propagation, a coordinated global branding ecosystem is essential. Presently, fragmented messaging
by different stakeholders creates confusion about Ayurveda’s identity and value proposition. Ayurveda
needs unified, culturally adaptable communication strategies, multilingual consumer education, myth-
busting campaigns, and region-specific narratives emphasizing natural, holistic, and scientifically
validated healing. Addressing quality concerns through transparent sourcing and manufacturing
practices will reinforce credibility. Enhancing Medical Value Travel (MVT) through international
hubs, domestic wellness zones, simplified Ayush visas, teleconsultation-enabled pathways, and higher
NABH accreditation coverage can significantly strengthen global visibility and consumer confidence.
Comparative Analysis with Global Best Practices
Traditional Chinese Medicine (TCM) provides the most relevant benchmark for Ayurveda’s global
ambitions.Traditional Chinese Medicine’s international success is underpinned by mission-scale
state support, deep Research & Development funding, and proactive global standards diplomacy. Its

vStrategic Roadmap for Making Ayurveda Global
integration into national development plans, establishment of over 30 overseas Traditional Chinese
Medicine centres, inclusion in multiple free trade agreements, and recognition through ISO/TC 249
standards have significantly advanced its global adoption.
In contrast, Ayurveda—despite a strong domestic foundation—has comparatively limited international
penetration. Key lessons from Traditional Chinese Medicine include prioritizing practitioner licensure
frameworks, developing internationally harmonised pharmacopeial standards, establishing global
research hubs for multi-country trials, and building integrated educational pathways that blend
traditional knowledge with modern scientific validation. Ayurveda can accelerate its trajectory by
institutionalising similar globally aligned, evidence-driven mechanisms.
Strategic Roadmap and Recommendations
The strategic roadmap adopts a phased approach spanning 2025-2047, structured around three
implementation horizons with specific deliverables and performance indicators. Short-term priorities
(2025-2029) focus on establishing foundational infrastructure, including centralised export data
management, global professional registry, communication/awareness/branding campaigns, fast-
tracking WHO-GMP certification for major manufacturers, launching flagship international centres in
priority markets, and developing standardised clinical protocols for evidence generation.
Medium-term objectives (till 2035) emphasize market integration through Traditional Herbal Medicinal
Products Directive registrations for key formulations, pilot insurance programs in select countries,
and professional mobility program implementation. Long-term vision (till 2047) targets systematic
healthcare integration with formal recognition in at least 20 national health systems, sustainable
evidence generation ecosystems, and robust global quality assurance frameworks. The roadmap
emphasizes governance through a Mission Steering Group, performance-linked financing, and
transparent progress monitoring to ensure accountability and sustained momentum toward achieving
Ayurveda’s recognition as a globally respected healthcare system contributing to universal health
coverage and sustainable wellness worldwide.
India’s roadmap for the globalisation of Ayurveda calls for a transformative shift from a fragmented,
product-driven international presence to a holistic, evidence-anchored, regulation-ready global
health ecosystem. Central to this vision is building a globally mobile, professionally credible workforce
supported by a Global Ayurveda Register (GAR) with World Health Organization-aligned digital
credentials and a structured Continuous Professional Development (CPD) architecture under the
custodianship of National Commission for Indian System of Medicine(NCISM). Complementing this is
the creation of a Global Information Portal, functioning as a comprehensive, single-window system for
licensing pathways, country-specific regulations, visa norms, documentation checklists, and compliance
expectations—thereby reducing information asymmetry and enabling smooth practitioner mobility.
India must further leverage its diplomatic capital through Mutual Recognition Arrangements (MRAs)
across friendly nations and multilateral groupings such as G20, Brazil, Russia, India, China and
South Africa (BRICS), and Association of Southeast Asian Nations (ASEAN), while expanding the
global academic footprint through Ayurveda electives in international medical schools, strategically
integrated with the Ayush Chair initiative. These steps collectively strengthen global legitimacy,
normalize Ayurveda within integrative health education, and gradually widen recognition in countries
that already have pathways for Complementary and Alternative Medicine (CAM) practice.
Global expansion also hinges on building regulatory credibility through robust, internationally aligned
quality systems. This requires upgrading Schedule T to WHO-GMP equivalence , publishing a public
directory of certified units, and developing an Export Edition of the Ayurvedic Pharmacopoeia

viStrategic Roadmap for Making Ayurveda Global
aligned with international standards—complete with Good Agricultural and Collection Practices
based raw material sourcing, contaminant and heavy metal profiles, and chemical fingerprinting
for batch consistency.
India must adopt a differentiated strategy for priority markets as per the specific regulatory requirements
of these countries/regions, such as the United States of America, the European Union, the United Arab
Emirates, Australia, and Canada.
Strengthening regulatory preparedness also requires expanding AyushExcil into a well-resourced,
specialised market intelligence and compliance facilitation body with regions-specific desks, ready-to-
use regulatory playbooks, and pre-submission support systems.
Evidence generation needs to be scaled dramatically through multi-country WHO Collaborating
Centre (WHO-CC) trials, annual Global Evidence and Safety Reports, real-world data registries
leveraging IRDAI-mandated Ayush coverage, and targeted clinical research on high-impact global
health conditions where Ayurveda has strong therapeutic relevance.
Modernising Traditional Knowledge Digital Library(TKDL), operationalising World Intellectual
Property Organization-aligned disclosure frameworks, and implementing a national Patent Watch
Mechanism ensure both defensive and innovation-supportive IP stewardship, positioning Ayurveda as
scientifically robust and innovation-capable.
Trade growth requires India to move decisively from raw-material–heavy exports to a strong
presence of high-value finished products, backed by regulatory compliance, stability data, quality
documentation, and branding tailored to diverse international markets. This includes diversifying into
culturally aligned Asian and African countries, establishing localised finishing units abroad under
local Good Manufacturing Practice for faster approvals, and operationalizing a real-time Ayurveda
Trade Dashboard to consolidate HS-code intelligence, price-volume movements, regulatory alerts,
and competitor trends. On the services side, India must advance the Ayurveda-as-a-Service (AaaS)
model by establishing standardised clinics and integrative wellness centres overseas, supported
through bilateral agreements and initial viability facilitation.
The medical value travel (MVT) agenda should be strengthened by creating international Ayurveda
medical value travel hubs (beginning with Mauritius), developing domestic Ayurveda medical value
travel zones in heritage destinations creating regional medical hubs (integrative care) and offering
bundled Ayush Visa packages that include diagnostics, treatment, and structured tele-follow-ups
from NABH-accredited centres. Long-term acceptance can be advanced through insurance pilots in
Organisation for Economic Co-operation and Development (OECD) countries, progressing to
out-of-area insurance coverage for Ayurveda services delivered in India, positioning the country as a
global destination for effective and reimbursable integrative care.
A unified and coherent global branding for Ayurveda is essential to shift international perception
from fragmented herbal wellness to a credible, evidence-backed system of holistic healthcare.
This requires culturally resonant Ayurveda Localisation Toolkits, translation of dosha concepts into
medically relevant and ICD11-TM2-compatible language, localised digital commerce strategies, and
continuous myth-busting with transparent quality and safety data.
Embassies must be empowered as proactive Ayurveda information nodes through strengthened Ayush
Information Cells, crisis-response communication protocols, and curated multilingual IEC content
ecosystems. Strategic visibility can be amplified through premium Ayurveda Experience Centres at
global landmarks, including Geneva’s WHO HQ zone, New York’s United Nations Headquarter and
Times Square, London’s Trafalgar Square, Singapore’s Marina Bay, and Tokyo’s Shibuya Crossing—
and through structured partnerships with global hospitality, tourism, pharmacy, and retail chains.

viiStrategic Roadmap for Making Ayurveda Global
India must simultaneously deepen its global engagement through the WHO’s regional offices, the WHO
Global Traditional Medicine Centre (GTMC), and international bodies such as United Nations
Educational, Scientific and Cultural Organisation, World Intellectual Property Organization,
World Trade Organisation, Food and Agriculture Organisation, and United Nations Development
Programme, ensuring Ayurveda becomes an integral part of global health diplomacy, cultural heritage
promotion, trade standardisation, and sustainable development.
To coordinate this multi-dimensional effort, a high-level Mission Steering Group (MSG) chaired by
the Minister of Ayush is recommended, supported by a Global Ayurveda Forum for execution, inter-
ministerial alignment, milestone-linked Memorandum of Understanding, and transparent progress
dashboards. This governance architecture will ensure that research, regulation, diplomacy, trade,
education, and service delivery move in synchrony toward a shared vision.
Together, these interventions will position Ayurveda as a scientifically credible, regulation-ready,
globally accessible, and culturally adaptive system of medicine, capable of meaningful integration
into national health systems worldwide and contributing substantially to global wellness, universal
health coverage, and India’s soft power leadership.
These recommendations are further structured into actionable short-term (up to 2029), medium-
term (up to 2035), and long-term (up to 2047) measures in the form of a comprehensive roadmap.

1Strategic Roadmap for Making Ayurveda Global
Historical Evolution of Ayurveda
India has been a cradle of knowledge and the art of healthcare since ancient times. Ayurveda, regarded
as the mother of traditional medicine systems in the Indian subcontinent, originated over 3,000 years
ago. Ayurveda, the “Science of Life,” is embedded in hymns of the Rigveda and Atharvaveda (between
5000 BC - 1000 BC), which describe herbal remedies and healing practices for health.
Acharya Charaka and Sushruta, sages of lore, etched Ayurveda’s essence in the Charaka Samhita and
Sushruta Samhita (around 1000 BC). Charaka Samhita laid the foundation for internal medicine and
medical ethics. Sushruta Samhita made significant contributions to advanced surgery. Ashtanga Hridaya
integrated these teachings into a comprehensive and practical framework. These texts codified holistic
principles of diagnosis, treatment, and prevention, emphasizing balance among the three Doshas (Vata,
Pitta, Kapha), Panchamahabhuta (five elements), promoting individualized care through diet, lifestyle,
Rasayan (rejuvenation therapy), daily and seasonal regimens, herbal therapies, and Panchakarma
(detoxification).
In the 20th Century, the formal regulation and institutional development of Ayurveda have significantly
strengthened its credibility and practice. The Drugs & Cosmetics Act, 1940, along with the Drugs
& Cosmetics Rules, 1945, and subsequent amendments, established a legal framework to regulate
the manufacturing, quality, and safety of Ayurvedic formulations. The establishment of the Central
Council for Indian Medicine (CCIM) in 1970 marked a major step toward standardizing education
and professional training, leading to structured curricula such as the Bachelor of Ayurvedic Medicine
and Surgery (BAMS) degree. Furthermore, the creation of the Central Council for Research in
Ayurvedic Sciences (CCRAS) in 1969 facilitated systematic scientific research, validation of classical
formulations, and the promotion of evidence-based Ayurveda, thereby bridging traditional knowledge
with modern scientific approaches.
Unique Principles and Specializations
Ayurveda is distinguished by its preventive and holistic approach, focusing on addressing the root
cause of disease rather than merely managing symptoms. Its fundamental philosophy emphasizes
maintaining harmony between body, mind, and soul through natural and individualized interventions.
Central to this is the concept of Tridosha, i.e., Vata, Pitta, and Kapha- three vital bio-energies derived
from the Panchamahabhuta (five elements, namely space, air, fire, water, and earth) that regulate all
physiological and psychological functions. Health (Swasthya) is achieved through their equilibrium
(Samyavastha), while imbalance (Vaishamya) leads to disease. Other key principles include Prakriti
(individual body constitution), Dinacharya (daily regimen), Ritucharya (seasonal regimen), Rasayana
(rejuvenation), Sadvritta (good conduct), along with the concepts of Saptadhatu (seven body tissues)
and Malas (waste products).
Section 1: Introduction and
Background

2Strategic Roadmap for Making Ayurveda Global
Ayurveda encompasses eight classical clinical specialties (Ashtanga Ayurveda): Kayachikitsa (internal
medicine), Shalya Tantra (surgery), Shalakya Tantra (ENT and ophthalmology), Kaumarbhritya
(pediatrics), Bhutavidya (psychiatry), Agadatantra (toxicology), Rasayana (rejuvenation therapy), and
Vajikarana (reproductive health and vitality). At present, Ayurveda teaching systems offer structured
postgraduate training in 18 specialty areas, covering non clinical, para clinical, and clinical disciplines,
reflecting its comprehensive and multidisciplinary scope.
National Health Policy 2017
The National Health Policy 2017 underscores the importance of mainstreaming Ayurveda into the
public healthcare system as part of the broader Ayush framework. It promotes co-location of Ayurvedic
services with allopathic care, strengthening infrastructure and human resources, ensuring quality
control of drugs and practices, and encouraging research for evidence-based validation. The policy also
highlights Ayurveda’s role in preventive and promotive healthcare and supports its inclusion in national
health programs, aiming to enhance accessibility, patient choice, and progress toward universal health
coverage.
Current status of Ayurveda in India
At present, Ayurveda in India is supported by a well-structured system of undergraduate, postgraduate,
and doctoral education. A strong network of qualified practitioners and established manufacturers
contributes to its widespread practice and availability. Additionally, significant improvements in
infrastructure across both public and private sectors have enhanced service delivery, enabling broader
and more effective outreach of Ayurvedic healthcare to communities.
The Ministry of Ayush was elevated to full ministerial status in November 2014 from its prior Department
of Ayush. It serves as the nodal agency for promoting Ayurveda as a part of the other traditional medicine
systems (namely Yoga & Naturopathy, Unani, Siddha, Sowa-Rigpa and Homoeopathy), under the
umbrella of Ayush. The Indian government has institutionalised the development and regulation of
Ayush practices through dedicated ministry, academic institutions, and various schemes (Annexure 1),
fostering research, education, and standardisation.
Different Traditional Medicinal Systems of the World
Traditional medicine systems have been the foundation of healthcare for centuries, deeply rooted in
the cultural, spiritual, and ecological landscapes of societies across the world. These systems, passed
down through generations, represent a combination of empirical knowledge, natural remedies, spiritual
practices, and community-based healing. Despite the rapid advancements in modern medicine,
traditional systems continue to play a critical role, particularly in regions with limited access to formal
healthcare.
According to the World Health Organisation (WHO), approximately 88% of countries utilise traditional
medicine in some form. Over 170 WHO Member States have acknowledged traditional medicine in
their national health policies. Furthermore, about 40% of modern pharmaceuticals are derived from
natural substances traditionally used for healing, including globally recognised drugs like aspirin (from
willow bark) and artemisinin (from Artemisia annua).

3Strategic Roadmap for Making Ayurveda Global
Fig 1: Traditional Medicine footprints around the Globe
Some major Traditional Medicine systems include:
1. Traditional Chinese Medicine (China):
Traditional Chinese Medicine originated in China around 2,500 years ago. It is based on balancing the
flow of Qi (energy) in the body. TCM is a culmination of various components such as acupuncture,
herbal medicine, cupping and moxibustion, tui na, qi gong, and dietary therapy. It is widely practiced
in China and is integrated into their healthcare. It is widely recognised across the world as well,
making acupuncture one of the most prominent practices around the world.
2. Kampo Medicine (Japan):
Kampo or Kanpō, Japan’s traditional medicine system, was adapted from Chinese medicine during
the 5
th
and 6
th
centuries and later standardised. It uses a combination of herbs tailored to the patient’s
symptoms, often with simplified diagnostic processes. Kampo is backed by scientific evaluation
and is covered under national health insurance. Common formulations include shosaikoto and
keishibukuryogan for inflammation and circulation issues.
3

3. Traditional Korean Medicine System (TKM):
TKM incorporates acupuncture, herbal medicine, moxibustion, and a unique system called Sasang
Constitutional Medicine, which categorizes individuals based on physical and psychological traits.
Treatments are personalised according to one’s constitution and imbalances in Qi, blood, and bodily
fluids. TKM is fully institutionalised in Korea, with parallel education, licensing, and hospitals running
alongside modern medicine.
4. Jamu (Indonesia):
Jamu is Indonesia’s centuries-old herbal medicine system, widely consumed in liquid or powdered
form. It uses turmeric, ginger, tamarind, cinnamon, and other local ingredients to address conditions
ranging from fatigue and inflammation to postpartum recovery. Jamu is sold in markets, homes, and
modern clinics. The government promotes its use through national wellness programs and supports
research into its safety and efficacy.

4Strategic Roadmap for Making Ayurveda Global
5. Traditional Thai Medicine (Thailand):
Traditional Thai Medicine integrates elements from Ayurveda, Chinese medicine, and local Thai
knowledge. It views health as a balance of four elements (earth, water, wind, fire) and uses herbal
compresses, Thai massage (Nuad Thai), energy line therapy (Sen lines), meditation, and physical
exercise like Reusi Dat Ton (Thai yoga). It is supported by Thailand’s Ministry of Public Health and
is practiced both in local health centres and the wellness tourism industry.
4

6. Native American Traditional Medicine (North America):
Native American traditional medicine is deeply spiritual and holistic, viewing health as harmony
between the individual, nature, and the spirit world. Different tribes use various plant-based treatments
like echinacea and yarrow, along with ceremonial practices such as sweat lodges, smudging with sage,
and vision quests. Healers, often called medicine men or women, use rituals, prayers, and symbolic
objects to heal physical and emotional ailments, emphasizing balance, respect for nature, and ancestral
guidance.
7. Unani (Ancient Greece & Islamic World):
Unani medicine is based on Hippocratic and Galenic traditions, later advanced by Arab and Persian
scholars like Avicenna. It operates on the principle of balancing four humours and individual
temperament (Mizaj), with treatments including herbal formulations, cupping therapy, massages, diet
management, and lifestyle changes. It is officially practiced in countries like India and Pakistan, with
dedicated Unani colleges, hospitals, and research councils under the Ministry of Ayush in India.
8. Brazilian Traditional Medicine (Brazil):
Brazilian traditional medicine draws from Indigenous Amazonian, African, and Portuguese healing
traditions. It involves the use of native herbs, roots, and sacred plants such as ayahuasca, guaraná, and
jatobá for both physical and psycho-spiritual healing. Indigenous shamans and folk healers known
as ‘Benzedeiras’ use rituals, herbal baths, chants, and spiritual cleansing to address illnesses. This
practice is embedded in local culture and spirituality, especially in rural and forest communities.
5
9. African Traditional Medicine (Sub-Saharan Africa):
Practiced by over 80% of the population in many African countries, African traditional medicine
involves a combination of herbalism, ancestral rituals, spiritual healing, and manual techniques.
Common practices include the use of medicinal plants, bone- setting, midwifery, and divination using
items like cowrie shells. Traditional healers (sangomas or babalawos) are highly respected, often
regarded as custodians of communal health, knowledge, and spirituality.
10. Aboriginal Bush Medicine (Australia):
Aboriginal Bush Medicine is one of the world’s oldest continuous systems of healing, practiced for
tens of thousands of years. It uses native plants like tea tree, eucalyptus, and kangaroo apple for
antibacterial and anti-inflammatory purposes. Healing also involves smoke ceremonies, songlines,
and spiritual connection to “Country” and ancestors. Illness is often viewed as a disruption in spiritual
harmony, and treatment seeks to restore balance through rituals and nature-based care.
Strategic Imperatives for Globalisation of Ayurveda
Recent shifts in the worldwide healthcare paradigm underscore a pronounced focus on preventive
protocols, holistic wellness, and the integration of traditional modalities with conventional medical
practice. Within this evolving landscape, Ayurveda offers comprehensive frameworks rooted in

5Strategic Roadmap for Making Ayurveda Global
centuries-old wisdom. Its principles resonate strongly with contemporary demands for sustainable and
patient-centred care, making their global proliferation both timely and essential from an Indian policy
perspective.
• Economic opportunity: As the global wellness economy continues its rapid expansion, estimated
to reach multi-trillion-dollar valuations, there exists immense scope for Indian enterprises to
capitalise on the rising demand for authentic Ayurveda products, therapies, and services. This
growth potential extends beyond domestic markets, paving the way for increased exports, foreign
investment, and the development of new industry segments focused on research, education, and
innovation in traditional medicine.
• Public health contribution: Ayurveda has demonstrated efficacy in the management of chronic
illnesses, prevention of lifestyle-related disorders, and promotion of mental health and well-being.
Their integration with allopathic medicine can strengthen health system resilience, especially
in resource-constrained settings, by providing complementary interventions that are accessible,
affordable, and culturally relevant.
• Sustainability and accessibility: The use of locally available natural resources and the low-cost
nature of many Ayurveda treatments make these approaches particularly suitable for large-scale
implementation across diverse socio-economic and geographic contexts. Such attributes reinforce
the alignment between Ayurveda and the United Nations’ Sustainable Development Goals,
particularly in ensuring healthy lives and promoting well-being for all.
• Health diplomacy: The mainstreaming of Ayurveda methodologies offers India a unique avenue
to project soft power and augment its stature in global forums. By sharing indigenous knowledge
systems, India can foster bilateral and multilateral partnerships, support public health initiatives in
other nations, and facilitate cross-cultural exchange in medicinal traditions.
Fig 2: Strengths of Ayush Systems
• Integral part of WHO’s global strategy: The WHO Global Traditional Medicine Strategy 2025–
2034 underscores Ayurveda as a key component of the broader Traditional, Complementary, and
Integrative Healthcare (TCIH) framework. The draft strategy explicitly lists Ayurveda among
major traditional systems alongside Traditional Chinese Medicine and others, recognising its

6Strategic Roadmap for Making Ayurveda Global
cultural heritage and growing global relevance. WHO’s vision is to maximize the contribution of
TCIH, including Ayurveda, to universal health coverage and the Sustainable Development Goals
by promoting safe, effective, and evidence-based integration into health systems. WHO’s Global
Traditional Medicine Centre (GTMC) in Jamnagar, India, which serves as a global hub for policy
development, data analytics, and innovation in traditional medicine. This centre is pivotal for
Ayurveda, providing a platform for international collaborations, digital health initiatives, and the
development of standardised classifications.
In light of these compelling drivers, India is well-positioned to lead the global dissemination of
Ayurveda through robust institutional support, world-class research capabilities, and internationally
accredited educational programs. Realizing this objective will necessitate methodical planning, inter-
sectoral coordination, and a commitment to evidence-driven validation of Ayurveda interventions, thus
ensuring their credibility and acceptance within the global healthcare ecosystem.
Governance of Ayurveda and the Push Towards Globalisation
The governance of Ayurveda in India has evolved significantly since Independence in 1947, transitioning
from fragmented oversight to a structured institutional framework under the Central Government.
Initially, Ayurveda and other Indian systems of medicine were managed within the Ministry of Health
and Family Welfare without a dedicated department. Recognising the need for focused development,
the Department of Indian Systems of Medicine and Homoeopathy (ISM&H) was established in 1995.
This marked the first formal step toward organised governance of Ayurveda at the national level. In
2003, the department was renamed as the Department of Ayush (Ayurveda, Yoga & Naturopathy, Unani,
Siddha, and Homoeopathy), reflecting a broader mandate to promote all traditional systems. The most
significant milestone came in 2014, when the department was elevated to a full-fledged Ministry of
Ayush, signaling the government’s commitment to mainstreaming traditional medicine and positioning
it as a key component of India’s health strategy.
Fig 3: Ayurveda Globalisation Initiatives

7Strategic Roadmap for Making Ayurveda Global
Over the decades, several regulatory and institutional mechanisms were introduced to strengthen
Ayurveda’s education, research, and practice. The Indian Medicine Central Council Act, 1970,
established the Central Council of Indian Medicine (CCIM) to regulate education and professional
standards, later replaced by the National Commission for Indian System of Medicine (NCISM) in 2021
for modernised governance. Research was institutionalised through the Central Council for Research
in Ayurvedic Sciences (CCRAS), while pharmacopeial standards are maintained by the Pharmacopoeia
Commission for Indian Medicine & Homoeopathy (PCIM&H).
The globalisation of Ayurveda has been a strategic priority for the Government of India and the
Ministry of Ayush, reflecting the vision to position Ayurveda as a globally recognised system of holistic
healthcare.
Since the creation of the Ministry of Ayush in 2014, multiple initiatives have been launched to enhance
international visibility, regulatory alignment, and market access for Ayurveda products and services:
• The Ministry has signed over ~75 Memorandum of Understanding (MoUs) with foreign
governments and institutions. These MoUs are focused on cooperation in multiple areas and
sectors to promote Ayurveda (Ayush) globally.
• International Cooperation Scheme: Supports MoUs, academic chairs, and Ayush Information
Cells in 39 countries to promote Ayurveda education and services globally.
• WHO Global Traditional Medicine Centre (GTMC), Jamnagar: Established in 2022 as a global
knowledge hub for evidence-based traditional medicine in collaboration with WHO.
• Ayush Export Promotion Council (AyushExcil): Created to boost exports of Ayurveda products
and services.
• Ayush Visa: Initiated in 2022, the Ayush visa streamlines and facilitates medical value travel for
foreign nationals seeking Ayurveda and other Ayush treatments in India.
• ICD-11 Inclusion & ICHI Module Development: WHO’s classification now includes traditional
medicine codes, paving the way for Ayurveda’s integration into global health data systems.
• Digital and Research Platforms: Projects such as the Traditional Knowledge Digital Library
(TKDL), the Clinical Trials Registry of India (CTRI) and Ayush Research Portal contribute to
knowledge sharing and evidence-based research within the field.
• Scholarship and Exchange Programs: The Indian Council for Cultural Relations (ICCR) Organises
scholarships and international exchange initiatives, providing opportunities for overseas students
to pursue studies in Ayurveda within India.
• Digital Initiatives (Ayush Grid, m-Yoga App): Enhance global accessibility and standardisation of
Ayurveda practices.
• International Day of Yoga (UNGA, 2014): Elevated global awareness of holistic health, indirectly
promoting Ayurveda.
• WHO benchmarks for the training of Ayurveda: Defines the minimum requirement/criteria for
establishing training of Ayurveda in WHO Member States and provides the fundamental knowledge
requirements for all those involved in the practice and training of Ayurveda.
These initiatives collectively represent a focused strategy to position Ayush, particularly Ayurveda, as
an integral and credible component of global healthcare.
However, despite these steps and achievements, there are several gaps that need to be fulfilled for
Ayurveda to realize its true global potential. Regulatory harmonisation across countries is still limited,
evidence-based clinical research for global acceptance is inadequate, and integration into insurance
and reimbursement frameworks is minimal outside India. Additionally, challenges persist in ensuring
uniform quality standards, practitioner accreditation, and global supply chain compliance. Addressing

8Strategic Roadmap for Making Ayurveda Global
these gaps through coordinated policy, research, and industry action is essential for Ayurveda to have
a truly global presence.
1.1 Objectives of the Study
The overarching aim of this study is to chart a clear and actionable roadmap for positioning Ayurveda as
a globally recognised and accepted system of healthcare. To achieve this, the study addresses multiple
dimensions like policy framework, regulatory set-up, markets, and stakeholder engagement with the
following objectives:
Fig 4: Objectives of the study
1.1.1
Assess the Current Status of Ayurveda Globalisation
(i) Conduct a comprehensive review of the existing presence of Ayurveda in international
markets.
(ii) Map the extent of integration of Ayurveda practices in global healthcare systems, wellness
industries, and academic institutions.
(iii) Identify countries and regions where Ayurveda has gained traction and analyse the factors
contributing to this success.
1.1.2
Identify Barriers, Gaps, and Enablers
(i) Examine regulatory, infrastructural, and cultural barriers that hinder the global acceptance
of Ayurveda.
(ii) Highlight gaps in research, standardisation, and quality assurance that limit international
credibility.
(iii) Identify key enablers such as global wellness trends, demand for natural therapies, and
government initiatives that can accelerate globalisation.
1.1.3
Analyse Existing Schemes, Policies, and Regulatory Frameworks
(i) Review current national and international schemes, programs, and interventions supporting
Ayurveda.
(ii) Assess the effectiveness of existing regulatory provisions and certification standards in
meeting global requirements.

9Strategic Roadmap for Making Ayurveda Global
(iii) Recommend policy enhancements and harmonisation strategies to align Ayurveda with
international norms.
1.1.4
Map Global Demand and Opportunity Areas
(i) Provide an area-wise analysis of global demand for Ayurveda products and services,
including herbal medicines, wellness therapies, and educational programs.
(ii) Identify priority markets and emerging regions with high growth potential.
(iii) Highlight consumer trends and preferences shaping the Complementary and Alternative
Medicine (CAM) sector globally.
1.1.5
Developing an Implementation Roadmap
(i) Formulate a structured, phased roadmap for Ministries, State Governments, Ayurveda
industry players, and regulatory bodies.
(ii) Define actionable steps for capacity building, international collaborations, research and
development, and branding.
(iii) Suggest mechanisms for monitoring progress and measuring impact to ensure sustainable
globalisation.
1.2 SWOT Analysis of Ayurveda’s Potential for Globalisation
To understand Ayurveda’s current position and future potential in the global healthcare landscape,
we did a short SWOT analysis based on the information we could gather from different stakeholder
interactions and the secondary research that we undertook.
As one of the world’s oldest holistic medical systems, Ayurveda offers unique advantages such as
a preventive and personalised approach, natural therapies, and a strong cultural heritage. These
strengths align well with global trends favoring wellness, sustainability, and integrative medicine.
However, Ayurveda’s globalisation journey is not without challenges.
Weaknesses such as fragmented regulatory recognition, limited scientific evidence in globally accepted
formats, and inconsistent quality standards hinder its acceptance in mainstream healthcare systems. At
the same time, emerging opportunities, ranging from the booming wellness economy and nutraceutical
markets to digital health platforms and medical value travel, create significant growth avenues.
Conversely, threats such as a fragmented ecosystem, competition from the global expansion of other
traditional medicinal systems, and over-reliance on short-term strategies like focusing solely on
dietary supplements could dilute Ayurveda’s identity as a comprehensive medical system.
This SWOT analysis synthesizes insights from secondary research and stakeholder consultations to
provide a structured view of Ayurveda’s global positioning. It serves as a foundation for developing
a strategic roadmap that leverages strengths, addresses weaknesses, capitalizes on opportunities, and
mitigates threats to achieve sustainable globalisation.
1.2.1
Strengths of Ayurveda from a Globalisation Perspective
Focus on Holistic Wellness and a Preventive Approach
Ayurveda emphasizes balance between mind, body, and environment, focusing on prevention
rather than just cure. This aligns with the global shift toward wellness, lifestyle medicine, and
preventive healthcare, making it highly relevant in today’s health-conscious world.

10Strategic Roadmap for Making Ayurveda Global
Individualised Care
Unlike one-size-fits-all models of various other systems of medicine, Ayurveda offers
individualised treatment plans based on a person’s constitution (Prakriti). This resonates with
the growing trend of personalised medicine in modern healthcare.
Natural and Plant-based Therapies
Ayurveda relies on herbal formulations, diet, and lifestyle interventions, which appeal to
consumers seeking natural, chemical-free, and sustainable alternatives to synthetic drugs.
Cultural Heritage and Global Recognition
With a 5,000-year-old legacy, Ayurveda carries strong cultural credibility. The methods,
practices, and treatment modalities have a long history of remaining in popular use and being
effective, providing anecdotal evidence of the effectiveness of Ayurvedic therapies. In terms
of modern healthcare, with a long body of scientific research and evidence, its inclusion in the
WHO’s traditional medicine strategy and ICD-11 classification further enhances Ayurveda’s
legitimacy on international platforms.
Synergy with Yoga and Wellness Tourism
The global popularity of Yoga provides Ayurveda a natural gateway for expansion through
retreats, wellness resorts, and medical value travel, strengthening its visibility and acceptance.
Ayurveda’s reliance on plant-based, eco-friendly practices aligns with global sustainability
goals and the booming US$1 trillion wellness economy, positioning it as a future-ready system.
Integration Potential with Modern Medicine
Ayurveda’s principles complement modern medicine in areas like chronic disease management,
stress reduction, and rehabilitation, creating opportunities for integrative healthcare models.
Such integrative models are already being researched at multiple premier healthcare institutions
of the country.
1.2.2
Weaknesses of Ayurveda from a Globalisation Perspective
Lack of Recognition as a Formal System of Medicine Globally
A recurring concern is the lack of formal recognition of Ayurveda as a medical system in many
countries, which restricts practice rights, prescriptive authority, institutional presence, and payer
acceptance.
Absence of a Standardised Global Policy Framework
Regulations, categories, and claims differ widely across markets (e.g., dietary supplement vs.
herbal medicinal product routes), creating a patchwork that raises compliance costs and delays
market entry. Open-ended or non-binding MoUs without milestones were cited as insufficient
to unlock predictable access.
Workforce, Education, and Licensure
Outside India, there is a limited number of certified practitioners, uneven recognition of
credentials, and language/cultural barriers for international students. Stakeholders also flagged
outdated curricula and the need for globally oriented training, clinical exposure, and assessment
standards to enable safe, portable practice. The downstream effect: limited-service availability,
inconsistent quality, and reduced consumer trust in newer markets.

11Strategic Roadmap for Making Ayurveda Global
Evidence and Publishing Gaps
Stakeholders pointed to a methodology mismatch, i.e., Classical double blind Randomised
Controlled Trials (RCTs) are not always well-suited to personalised Ayurvedic protocols like
Panchakarma or multi-ingredient formulations, yet alternative designs and endpoints are not
uniformly accepted by regulators or journals. A documentation gap (terminology, language,
and indexing) further constrains publication in high-impact outlets, reducing global visibility of
positive findings and hampering payer or regulator confidence.
Regulatory Hurdles
Companies face regulatory complexities for registering Ayurvedic products, particularly when
formulations are polyherbal, dosage forms are unfamiliar to foreign agencies, or when quality
proofs and contaminants testing need to meet stricter local benchmarks (USFDA, EMA,
MHRA, etc.). The high cost of clinical evidence was repeatedly highlighted: estimates ranged
from ₹25–40 lakh per product for smaller studies and much higher for RCTs, especially outside
India. The result: fewer dossiers, slower approvals, and a reliance on low claim categories that
limit clinical narratives.
Quality-related Concerns
Multiple stakeholders raised quality assurance weaknesses like variability in raw materials by
geography, inconsistent GMP adoption, and perceived gaps in oversight of certifying bodies.
Concerns around contaminants or heavy metals (even when not applicable to a specific product)
have reputational spillovers for the entire category, complicating market positioning and retailer
onboarding. Shelf life and standardisation for traditional dosage forms also emerged as technical
stumbling blocks in overseas climates and distribution systems.
Insurance and Integration Gaps
In most countries, Ayurvedic services and products lack insurance coverage or are confined
to fringe wellness benefits. There are few structured pathways for integrative practice (dual
licensure, referral protocols, shared records), limiting collaboration with mainstream providers
and hospitals, and weakening real-world outcomes data capture.
1.2.3
Opportunities for Ayurveda from a Globalisation Perspective
Government Program and Bilateral levers
Ayush Academic Chairs, scholarships, foreign exchange programs, and international workshops
have created early mover beachheads in priority geographies. Flexible MoUs, when backed by
milestones, can bring in more international exposure for Ayurveda, like co-teaching, elective
modules, and joint clinics, enabling a bridge from awareness to structured adoption. The Ayush
Visa is a notable facilitation step for medical value travel. Export facilitation and other modes
of support provided by institutions like AyushExcil and financial support schemes reduce entry
friction for SMEs.
Coordination with WHO and Standardisation Efforts
Stakeholders consistently emphasised the strategic value of WHO collaboration, from
benchmark documents on training and practice to inclusion in ICD/related frameworks, and
the role of the Global Traditional Medicine Centre (GTMC) in Jamnagar as a convening and
knowledge platform. Progress on standardised terminology, pharmacovigilance schemes, and

12Strategic Roadmap for Making Ayurveda Global
engagement with WHO’s Uppsala Monitoring Centre are seen as credibility multipliers—if
fully operationalised and linked to industry and academia.
Service Quality Accreditation Mechanisms
NABH accreditation for Ayurveda facilities is emerging as a trust mark, with an expanding
pool of Ayurveda trained assessors and growing recognition beyond India. NABH accreditation
is gradually becoming a benchmark internationally as well. This recognition can enhance
the credibility and acceptance of Ayurveda practices on a global scale. Many stakeholders
consider quality accreditation not only as a local quality uplift but also as a signaling device for
international insurers, facilitators, and referral networks, especially if coupled with outcomes
reporting and patient experience standards.
Riding the ’Wellness’ and ‘Yoga’ Wave
Stakeholders mentioned seeing immediate runway in global wellness—stress, sleep, digestive
health, musculoskeletal disorders—where Ayurveda’s preventive and lifestyle strengths are
well‑matched to consumer demand. Nutraceutical and functional food pathways can enable
earlier market penetration, providing a bridge to higher‑evidence clinical indications over
time. Similarly, Yoga’s global acceptance gives Ayurveda an adjacent, culturally coherent
doorway. Curricula, retreats, and integrated programs can add Ayurvedic nutrition, Dinacharya/
Ritucharya, and basic therapies as modular layers atop existing yoga ecosystems. This “gateway”
can convert awareness into trial and, eventually, into insurance‑eligible, protocolised services
where local conditions allow.
Medical Value Travel
With the Ayush Visa and growing interest in integrative care, there is scope to build Ayurveda
MVT corridors anchored in NABH (and potentially JCI) accredited centres, standardised
protocols, and transparent outcomes dashboards. Bundled packages with diagnostics, follow‑up
tele‑care, and lifestyle coaching can enhance continuity and patient satisfaction, while creating
the data trails needed for eventual payer engagement.
Communication Reset
There is a strong opportunity to reframe Ayurveda’s narrative—from defensive to
evidence‑forward—by investing in consumer‑friendly scientific evidence-based
communications, developing country‑specific FAQs (e.g., metals policy, sourcing), and a “Myth
vs. Fact” playbook for priority herbs and therapies. Coordinated participation in global expos
and forums can amplify professional credibility and B2B partnerships.
1.2.4
Threats for Ayurveda from a globalisation perspective
Fragmented Ecosystem
Stakeholders repeatedly mentioned the risk of working in silos between practitioners and modern
scientists, or between academia and industry. The roadmap will need governance that convenes
all sides, creates comprehensive plans, sets shared milestones (e.g., priority indications, target
markets), and aligns funding to joint deliverables (dossiers, curricula, registries), not just
meetings and MoUs.
Short-term Commercial Gains Limiting the Growth of Ayurveda
This threat stems from the short-term, commercially driven strategies adopted by many Indian
exporters of Ayurveda products. Rather than investing in the rigorous regulatory pathways

13Strategic Roadmap for Making Ayurveda Global
required to position Ayurveda as a credible system of medicine globally, a large number of
manufacturers are opting for the easier route of classifying products as dietary supplements
or nutraceuticals. While this approach may offer quicker market access and fewer regulatory
hurdles, it undermines the scientific and therapeutic depth of Ayurveda. This strategy risks
diluting the identity of Ayurveda, reducing it to a collection of herbal products rather than a
holistic medical system with millennia of clinical wisdom.
Rapid Global Expansion of other Traditional Medicinal systems
A growing threat to the global positioning of Ayurveda is the rapid and strategic internationalisation
of other traditional medicine systems, particularly Traditional Chinese Medicine (TCM). Backed
by strong state support, scientific research, and structured regulatory engagement, TCM has
successfully established itself in global healthcare ecosystems. It enjoys formal recognition in
several countries, is integrated into insurance schemes, and is supported by a robust network of
international education and research institutions. This first-mover advantage has allowed TCM
to occupy the global space for traditional medicine, leaving limited room for Ayurveda to assert
itself as a comparable system.
Balancing Authenticity with Compliance
Another threat to Ayurveda’s growth is that while meeting modern regulatory expectations for
safety, quality, and clinical substantiation, the classical authenticity should remain intact. That
means agreeing where standardisation serves patient safety (e.g., contaminant limits, labelling)
and where personalisation must be protected (e.g., tailored protocols), then encoding those
decisions into protocols and dossiers acceptable to regulators and journals.
Fig 5: SWOT Analysis

14Strategic Roadmap for Making Ayurveda Global
1.3 Literature Survey
1.3.1 Introduction
This literature survey synthesizes peer‑reviewed research, global policy frameworks, and
authoritative market/industry analyses on the internationalisation of Ayurveda. It situates
India’s efforts within the broader Traditional, Complementary and Integrative Medicine
(TCIM) ecosystem, tracing four strands of evidence: (i) international policy momentum and
codification, (ii) current global footprint of Ayurveda, (iii) comparative insights from Traditional
Chinese Medicine (TCM) and other systems, and (iv) key gaps- quality, regulation, education,
and insurance, that shape mainstream acceptance.
1.3.2
International Visibility and Cultural Recognition
Global visibility for India’s traditional practices has grown steadily through cultural diplomacy
and formal recognition. Yoga was inscribed on UNESCO’s Representative List of the Intangible
Cultural Heritage of Humanity in 2016, underscoring its status as a living tradition promoting
mental, spiritual, and physical well‑being. WHO diplomacy and convenings further amplify
visibility. The WHO Traditional Medicine Summit (Gandhinagar, 2023) and subsequent global
dialogues positioned TCIM as relevant to Universal Health Coverage (UHC), health security,
and person‑centred care.
6
1.3.3 Global Policy and WHO’s Traditional Medicine Strategy
The new Global Traditional Medicine Strategy 2025–2034, adopted by the World Health Assembly
in May 2025, evolves the mandate to TCIM with four strategic objectives—strengthen evidence;
ensure safety via regulation; integrate into health systems; optimize cross sector value/empower
communities—and nine principles (evidence-informed, holism, sustainability & biodiversity, rights,
culture, people centred care, integrated services, equity). WHO’s Traditional, Complementary and
Integrative Medicine (TCI) portal and the World Health Assembly-78 decision record confirm
adoption and reporting milestones to 2030 and 2034.
7
1.3.4 Global Market Presence, Education, and Research Outputs
Market trackers estimate Ayurveda’s global market size and growth potential within the wider
wellness economy. India dominates the supply of Ayurvedic products and medicinal plants,
with exports spanning North America, EU (European Union), GCC (Gulf Cooperation Council)
and ASEAN (Association of Southeast Asian Nations). Comparative literature often contrasts
Ayurveda’s market share with TCM’s larger global footprint. Education capacity is strong
domestically but limited abroad; the WHO Benchmarks for Training in Ayurveda provide a
foundation for harmonisation. Research outputs have expanded, but systematic reviews flag
methodological challenges and evidence gaps compared to TCM’s prolific publication base.
1.3.5
Regulations, Standards, and Insurance: Towards Mainstreaming
International acceptance hinges on regulatory fit. In the US, most Ayurvedic products enter
as dietary supplements under DSHEA; advanced products may pursue FDA Botanical Drug

15Strategic Roadmap for Making Ayurveda Global
pathways. In the EU, THMPD offers a route for registrations based on traditional use evidence.
Insurance integration remains limited globally; payer inclusion follows localised evidence
and physician-supervised delivery models. Comparative precedents (Medicare acupuncture
coverage, Kampo reimbursement in Japan) show pathways Ayurveda can emulate.
8
1.3.6 Trade and Exports
RIS’s Ayush export report (2023) compiles market sizes, supplier/importer profiles, and barriers
across MAPs, extracts, and pharmaceuticals, with detailed US sections (dietary supplements
vs. botanical drugs), EU dossiers, and country wise regulatory navigation—this is the most
comprehensive public analysis to guide export strategies and “route to market” choices for
Ayurveda firms.
For official statistics/policy, the Ministry of Ayush Annual Report 2023–24 and 2024–25
summarize international cooperation, quality regulation, pharmacopeial efforts, and mission
programs (NAM, AOGUSY, PCIM&H, Ayush Chairs, Ayush Grid), providing the domestic
backbone that export readiness depends on. Recent Rajya Sabha data on Ayush exports (2019–
20 to 2023–24) sit on India’s Open Government Data portal for trend analysis and baselining.
RIS/FITM Ayush newsletters track globalisation updates (collaborating centres, insurance
dialogues, standards), and specific Switzerland policy notes regarding Ayurveda recognition
pathway
9
—critical for practitioner mobility and payer inclusion.
10
1.3.7 Comparative Lens: Global Best Practices Among Traditional Systems of
Medicine
The literature on TCM’s internationalisation attributes its globalisation success to mission‑scale
state support, R&D funding, professional licensure, and international standards diplomacy
(ISO/TC 249). China’s network of overseas TCM centres and service export bases under the
Belt and Road, plus physician‑delivered models, lower adoption friction and generate local
data. For Ayurveda, literature recommends flagship international hubs with embedded QA
labs and pragmatic trials; milestone‑based MoUs; standardised dose forms for THMPD; and
micro‑credential pathways mapped to WHO benchmarks.
11
1.3.8 Gap Synthesis
Four gap clusters recur in Ayurveda’s strategic globalisation push in the literature review:
1. Evidence & Methods—limited high‑impact, multi‑country trials; need for pragmatic
designs and ICD‑11 TM2 compatibility.
2. Quality & Standards—variability in raw material sourcing and GMP adoption.
3. Education & Licensure—few formal programs abroad; missing licensure.
4. Insurance Integration—absence of localised indication‑specific evidence inhibits payer
decisions.

16Strategic Roadmap for Making Ayurveda Global
Table 1.1: Indicators-based comparison of TCM and Ayurveda
Components
Traditional Chinese
Medicine (TCM)
Ayurveda
Strategic Gap /
Opportunity for
Ayurveda
Availability
Global
Workforce
• 34,000+ licensed
acupuncturists in US;
regulated in 47 states
• ~5,000 practitioners
abroad; mostly
diaspora-led
• Need for global
licensure &
practitioner registry
Global
Export and
Manufacturing
• $5.4B exports; overseas
GMP units
• $2.16B exports;
India-centric
production
• Promote overseas
finishing units &
THMPD dossiers
International
Research and
Development
• 8,000+ new products;
WHO-recognised trials
• Growing R&D;
limited global trials
• Leverage WHO
CCs for multi-
country trials
Standardised
Global
Education
• 42 TCM universities;
ISO/TC 249 standards
• ~415+ Ayurveda
colleges; limited
global recognition
• Develop global micro-
credentials & dual
degrees
Acceptability
Compliance with
Regulations and
Guidelines
• ICD-11 TM1; national
laws in China, Australia
• ICD-11 TM2 in
progress; UAE
recognition
• Accelerate TM2
adoption & regulatory
diplomacy
International
Collaborations
• Belt & Road TCM
centres; WHO CCs
• MoUs, Ayush Chairs,
GTMC
• Create flagship
international hubs
with embedded trials
Insurance
Coverage
• Covered in Medicare
(US), Japan, Germany
• Covered in India;
limited abroad
• Pilot insurance in
OECD countries
Localisation
and Cultural
Adaptability
• Kampo integration in
Japan; TCM centres
abroad
• Limited
reformulation;
Sanskrit barriers
• Standardise dosage
forms; translate core
texts
Propagation
Strategic Brand
Positioning
• Unified national strategy;
cultural diplomacy
• Fragmented efforts
across ministries
• Create Mission
Steering Group for
branding
Global Visibility
and Promotions
• TCM Belt & Road
centres; UNESCO
heritage
• WHO-GTMC in
India; Ayush Visa
• Launch global
Ayurveda Centres of
Excellence
Medical Value
Travel
• TCM clinics abroad;
inbound curiosity
• Ayush Visa launched;
modest uptake
• Bundle visa with care
& tele-follow-up
Presence in
Global Bodies
• ICD-11 TM1, ISO/TC
249, UNESCO, WIPO
• ICD-11 TM2, TKDL,
GTMC
• Expand presence in
WHO regional offices
& UN bodies

17Strategic Roadmap for Making Ayurveda Global
1.3.9 Contribution of the Present Study
This report bridges the critical gaps identified in the literature by moving from descriptive
analysis to an actionable, evidence-driven roadmap for Ayurveda’s globalisation. While
existing studies highlight fragmented regulatory frameworks, limited clinical evidence, and
weak international education and insurance integration, this study consolidates these insights
into a structured three-pillar strategy—Availability, Acceptability, and Propagation, supported
by measurable indicators and phased timelines. It operationalizes WHO’s TCIM principles and
ICD-11 TM2 coding into practical steps, proposes export-grade pharmacopoeia and WHO-
GMP alignment to address quality gaps, and introduces mechanisms like the Global Ayurveda
Register, milestone-based MoUs, and international centres of excellence to overcome workforce
and research limitations. By embedding insurance pilots, real-world data registries, and digital
outreach, the roadmap transforms conceptual recommendations into implementable actions,
ensuring Ayurveda’s transition from cultural heritage to a globally recognised, evidence-based
healthcare system.

19Strategic Roadmap for Making Ayurveda Global
This study is designed to build an evidence‑based, actionable roadmap for the globalisation of Ayurveda—
spanning people, products, exports, services, medical value travel, regulatory positioning, reimbursement,
education, collaborations, and visibility.
Fig 6: Approach and Methodology
2.1 The Broad Study Design
The study design presents a structured framework for progressing from analysis to strategic action in
advancing the globalisation of Ayurveda. It prioritises a thorough evaluation of Ayurveda’s current
status using defined indicators, allowing for the adaptation of these metrics as new evidence is obtained
throughout the study. This methodology incorporates benchmarking against globally established
traditional medicinal systems, examining growth opportunities through comprehensive stakeholder
engagement, and identifying policy gaps along with areas requiring intervention. A SWOT analysis
informs the development of strategic recommendations, culminating in detailed short, medium, and
long-term roadmaps and a stakeholder-specific action plan. This systematic approach ensures that
the resulting strategy is evidence-based, internationally benchmarked, and aligned with the broader
objective of integrating Ayurveda into global healthcare systems.
The main steps of this design are as follows:
1. Assess the current state of globalisation utilizing a comprehensive, framework-driven evaluation.
2. Apply the same framework to benchmark Ayurveda against leading traditional medical systems
(e.g., TCM) to calibrate objectives.
Section 2: Approach and
Methodology

20Strategic Roadmap for Making Ayurveda Global
3. Identify barriers, enablers, and growth opportunities through stakeholder engagement.
4. Map existing gaps and areas for policy intervention.
5. Develop actionable short-, medium-, and long-term plans based on the findings.
2.2 Cross-Industry Patterns to the Ayurveda-specific Framework
We began by studying how globalisation works outside the field of healthcare and then translated those
lessons systematically to Ayurveda. The definition we adopted frames globalisation as the interconnected
flow of goods, services, people, and ideas, enabled by institutions and policies that lower frictions, a
lens that forces us to measure both access and the rules of the game, not just popularity or anecdotes.
2.3 Understanding Globalisation
Step-1: Cross Domain Benchmarking: We deliberately juxtaposed three families of global exemplars:
cultural concepts, consumer brands, and treatment systems (Allopathy, Traditional Chinese Medicine),
to isolate common and repeatable “success ingredients.” These drivers describe how ideas scale
internationally, irrespective of sector.
Step-2: We condensed the drivers into a portable three-pillar architecture for health systems:
• Availability: whether people and institutions can reliably find, purchase, study, or access Ayurveda
across borders.
• Acceptability: whether policymakers, regulators, clinicians, payers, and consumers trust Ayurveda
(quality, safety, evidence, and fit with local norms).
• Propagation: whether there is a scalable engine and narrative that spreads Ayurveda (branding,
advocacy, international platforms, and medical value travel).
Step-3: We operatically implemented each pillar into concrete components that reflect Ayurveda’s
realities along the value chain:
• Availability: 1. Globalised practice & workforce; 2. Exports & Manufacturing; 3. International
R&D; 4. Standardised global education.
• Acceptability: 1. Regulatory compliance; 2. International collaborations (academic/industry); 3.
Insurance coverage; 4. Localisation & cultural adaptability.
• Propagation: 1. Strategic brand positioning; 2. Global visibility & promotions; 3. Medical value
travel; 4. Presence in global bodies (e.g., WHO).

21Strategic Roadmap for Making Ayurveda Global
Fig 7: Components of the study
2.4 Understanding the Globalisation Status of Ayurveda
According to the framework outlined above, the globalisation of Ayurveda is evaluated through a pillar-
wise assessment. The three principal pillars identified for this analysis are Availability, Acceptability,
and Propagation. Each of these pillars is examined in detail to assess the current status and future
potential of Ayurveda in the context of globalisation.
Availability Pillar:
• Practice & workforce: Ayurveda practitioners outside India; share of non-Indian practitioners;
countries permitting practice (wellness vs. medical scope).
• Exports & manufacturing: Exported Ayurveda products by destination, overseas manufacturing
sites, and herb-growing geographies; quality certifications/GMP status.
• International R&D: Countries with active Ayurveda research; collaborative trials; publications/
citations in indexed journals; registered clinical studies.
• Education: Universities offering Ayurveda (UG/PG/PhD/CPD) abroad; accreditation status.
Acceptability Pillar:
• Regulations: Products compliant with key regimes (e.g., supplement vs. medicine routes);
Ayurveda monographs in international pharmacopoeias; IP activity (patents filed/granted).

22Strategic Roadmap for Making Ayurveda Global
• Collaborations: Outcomes of country-level MoUs; institute-level partnerships; academic chairs;
recognition of Ayurveda pharmacopoeias/associations.
• Insurance coverage: countries where Ayurveda services/products receive public or private
coverage; extent of benefit design.
• Localisation: localised formulations/labels; number of languages and country-specific materials;
market-specific manufacturing/marketing strategies.
Propagation Pillar:
• Brand positioning: global campaigns to (re)position Ayurveda; share-of-voice and sentiment;
presence of Ayurveda firms among global leaders/public markets.
• Visibility: International conferences/expos with Ayurveda presence; earned media; social/digital
reach; e-commerce marketplace coverage; India-partnered events in BRICS/QUAD/SCO.
• Medical value travel: International patients seeking Ayurveda treatment in India; recognised
MVT hubs and accreditations.
• Global bodies: Partnerships with WHO/UN agencies; coding/standards wins; representation in
WHO regional processes. These indicators will be iterated as we test feasibility and signal strength
with stakeholders.
2.5 Research Design: Data Collection and Analysis
For this study, we followed a two-step approach. First, evidence was gathered through wide-angle
secondary research and targeted primary inputs (interviews and focus groups). Second, the data was
analysed to turn findings into reliable, actionable recommendations and a phased roadmap.
Data Collection:
We have combined wide-angle secondary research with deep primary engagement. Secondary sources
span government schemes and policies (Ayush, Commerce), multilateral publications and standards
compendia, market and trade data, academic literature, and curated media. Primary collection employs
Key Informant Interviews (KIIs) across ministries, regulators, manufacturers, hospital/retreat chains,
professional associations, payers, and international partners, and focus group discussions (FGDs)
to pressure test hypotheses and surface local constraints/enablers. A detailed list of Stakeholders
interviewed is attached in Annexure 2.
Data Analysis Plan:
• Quantitative: Data cleaning and descriptive statistics to establish baselines by component and
country.
• Qualitative: Thematic coding of interviews/FGDs to surface recurring barriers (e.g., labelling
variance, licensing gaps), enablers (e.g., WHO collaboration), and market-specific opportunities.
• Triangulation & Benchmarking: Cross-validation of primary and secondary evidence;
benchmarking Ayurveda against TCM and other medicinal systems for like indicators (e.g., coding,
pharmacopoeia, insurance pathways).
Outputs feed directly into a pillar-wise strategy option and the phased implementation roadmap. Based
on the roles and responsibilities of different stakeholders as elicited from primary and secondary
research, a short-, mid- and long-term action plan for each stakeholder has been developed.

23Strategic Roadmap for Making Ayurveda Global
Components
A Globalised Practice and Workforce
B
Global Exports and Manufacturing
C International Research and Development
D Standardised Global Education
A. Globalised Practice and Workforce
Current Status
Internationally, Ayurveda is expanding its footprint gradually and gaining formal recognition. As of
2024, around 30 countries officially permit the practice of Ayurveda as a medical discipline, either
through licensing frameworks, academic collaborations, or inclusion in national health policies. India
has over 355,000 Ayurvedic professionals, forming a strong domestic ecosystem.
12
But 95% of these
practitioners are working in India, leaving a very small minority of qualified Ayurveda practitioners
available in international locations. Countries such as Germany, Hungary, Romania, Latvia, the UAE,
and Sri Lanka have integrated Ayurveda into their healthcare systems to varying degrees.
13

Table 3.1: Glance of Ayurveda in India
Metric / Category Details / Numbers
Total Traditional Medicine
Practitioners
750,000+
Ayurvedic Professionals ~355,000
Countries Recognising ‘Ayurveda’ as
a system of Medicine
14,15
Nepal, Sri Lanka, Pakistan, Bangladesh, South Africa, Tanzania,
Mauritius, Saudi Arabia, Bahrain, the UAE, Oman, Qatar,
Malaysia, Colombia, Cuba, Brazil, Switzerland, Germany, Serbia,
Hungary
Outside the conventional Ayurveda-friendly geographies in India and neighbouring countries,
practitioner presence is growing in countries such as the United States (around 5,000 practitioners),
Germany (around 2,000), and Australia (around 1500), primarily through diaspora communities and
integrative medicine centres.
• South Asia: In neighbouring countries like Nepal, Sri Lanka, Bangladesh, Ayurveda is largely
institutionalised with dedicated departments and regulatory bodies.
16,17,18
Section 3: Global Availability of
Ayurveda

24Strategic Roadmap for Making Ayurveda Global
• Middle East: In the UAE, Ayurveda is an approved Medical System. Practitioners and therapists
must be licensed by health authorities (e.g., Dubai Health Authority in Dubai) to practice legally.
In Oman, Ayurveda is recognised as an approved medical system by the Ministry of Health
(MOH), while the Traditional, Complementary and Alternative Medicine(TCAM) section under
the Ministry of Health is the licensing authority. Practitioners must pass the TCAM-MOH
Examination for the license to practice in the country. In Saudi Arabia, Ayurveda is an approved
medical system integrated into the healthcare framework under Saudi Vision 2030. The National
Centre for Complementary and Alternative Medicine(NCCAM) serves as the main regulatory
body, and Practitioners must pass required evaluations and exams to secure a license to practice
from NCCAM.
19
• USA: Ayurveda is not legally recognised as a medical system. 11 states have passed “Health
Freedom” laws allowing Ayurveda practitioners to offer limited services legally without a medical
license, provided they do not practice medicine as defined by the state, including not prescribing
medicine or performing surgeries. Ayurveda practitioners can recommend dietary supplements to
their clients. In the other 39 states of the USA where these laws do not exist, practitioners almost
exclusively operate as educators or lifestyle consultants to avoid legal conflict.
20
Health Freedom Law in United States
Health Freedom Laws (also known as “Safe Harbor” laws) protect the right of individuals to access
complementary and alternative health care services that are not within the scope of conventional
medicine. They provide a legal framework that allows unlicensed professionals to practice openly as
long as they follow specific disclosure and prohibited-conduct rules.
• Mandatory Disclosure: Health care practitioner must inform the patient of the practitioner’s
education, experience, and credentials in relation to the complementary or alternative health care
treatment option.
• Prohibited Conduct: They cannot perform surgery, set fractures, prescribe drugs, or puncture the skin.
• Client Acknowledgement: Practitioner must inform the patient of the nature of the treatment and
must explain the benefits and risks associated with the treatment to the extent necessary for the
patient to make an informed and prudent decision regarding such treatment option.
As of recent legislation updates, 11 states have passed versions of these Health Freedom laws. These
states are:
1. California
2. Colorado
3. Minnesota
4. Arizona (only for
Homoeopathy)
5. Nevada
6. Oklahoma
7. Rhode Island
8. Idaho
9. Louisiana
10. New Mexico
11. Maine
• Europe: Switzerland, Germany, UK, Hungary, Latvia, and Romania have recognised Ayurveda in
varying degrees, allowing the practice of Ayurveda as an alternate system of Medicine. In Germany,
Heilpraktiker license (Naturopath) is provided for traditional medicine practitioners after a written
exam. Switzerland also offers nationally recognised certificates for non-physician practice of
Complementary and Alternative Medicine(CAM). There are countries in Europe with free choice of
therapy, and doctors are free to choose an alternate mode of therapy for treating their patients. Hence,
in countries like Austria and Netherlands there are no major restrictions on the practice of Ayurveda.
21

25Strategic Roadmap for Making Ayurveda Global
• Russia: Dual-regulatory framework. Since 2015, the National Classification of Occupations (OK 010
– 2014) has officially recognised the terms “Ayurvedic medicine” and “Doctor of Ayurvedic medicine”.
But clinical practice is allowed only for Doctors of Modern(Allopathic) medicine who have completed
additional state-approved 144-hour “Fundamental Principles of Ayurveda” courses.
• Africa: In countries like South Africa, Tanzania, and Mauritius, Ayurveda is integrated through formal
collaborations and health agreements.
• Australia: Ayurvedic practitioners are not regulated by the Australian Health Practitioner Regulation
Agency(AHPRA). Instead, they operate under a non-registered health practitioner model.
Non-AHPRA-
regulated practitioners must legally comply with the National Code of Conduct for Non-Registered
Health Practitioners, which sets standards for safety, transparency, and clinical conduct.
Table 3.2: Regulatory requirements for Ayurveda practice in key geographies of the world
Country Status of
Practice
Key Regulatory Requirements
United States of
America
Regulations
vary across
states
No federal license for Ayurveda; practitioners often work under
“Health Freedom” laws in specific states as health coaches or wellness
consultants.
United KingdomUnregulatedPractitioners are not legally regulated.
Australia UnregulatedPractitioners are not legally regulated.
Switzerland RegulatedAyurveda is officially recognised as a medical system. Practitioners
must meet specific Swiss federal diploma standards for complementary
medicine.
Germany RegulatedBAMS graduates can practice in wellness centres or clinics after
obtaining a “Heilpraktiker” (naturopath) license for clinical practice.
Saudi Arabia,
UAE, Oman
RegulatedAyurveda is an approved Medical System. Practitioners and therapists must
be licensed by health authorities (e.g., DHA in Dubai) to practice legally.
Canada RegulatedAyurveda is not recognised as a system of medicine, but authorities
grant permission to BAMS professionals to practice Ayurveda.
Russia
22
RegulatedClinical practice is allowed only for doctors of Allopathic medicine
who have completed additional state-approved 144-hour “Fundamental
Principles of Ayurveda” courses.
Malaysia RegulatedMandatory registration with the Traditional and Complementary
Medicine (T&CM) council.
Workforce portability and clinical acceptance hinge on training standards. WHO published Benchmarks
for the Practice of Ayurveda (2022), defining minimum standards for safety, quality, and regulation
of Ayurveda practice globally. These guidelines help countries integrate Ayurveda into their health
systems. These benchmarks set minimum requirements for curricula, competencies, and safety and
are useful for building micro-credentials with host universities, and for hospital CME frameworks in
countries where Ayurveda is not yet regulated as a profession.
The recent Free Trade Agreement (FTA) between India and the European Union in January 2026
mentions an intent among EU countries to provide a boost to Indian traditional medicine services
and practitioners. It mentions that in the EU Member States where regulations do not exist, Ayush
practitioners will be able to provide their services using the professional qualifications they gain in
India. Further, the FTA also provides future certainty and locks in the openness of the EU for the
establishment of Ayush wellness centres and clinics in the EU Member States.
23
As the FTA gets

26Strategic Roadmap for Making Ayurveda Global
implemented in the days to come, it may surely open new doors and opportunities for providing
regulatory approvals for the practice of Ayurveda.
Areas of Improvement
• Despite growing international presence, global service delivery of Ayurveda remains fragmented;
largely confined to wellness centres, spas, and complementary therapy clinics rather than fully
integrated healthcare systems.
24

• The inclusion of Ayurveda in ICD-11 Module 2, which codifies morbidity classifications
for traditional medicine systems, is a landmark development.
25
It enables better integration of
Ayurveda into global health systems, thereby making the practice more legitimate in countries and
markets where it was previously forbidden.
• There is a lack of availability of micro-credentials to build the capacities of healthcare professionals
of host countries in popular Ayurveda therapies and procedures. These micro-credentials can be
offered to multiple cadres of healthcare professionals, including nurses and paramedics. With the
necessary regulatory approvals, health professionals trained in these micro-credentials can create
a large global workforce trained in Ayurveda.
Global Best Practices
Among the traditional medicine systems, China has made significant investments in building a robust
TCM infrastructure domestically. 5100 TCM hospitals and 138 key TCM hospitals are operational,
with plans to establish 1,200 specialised TCM centres. TCM is integrated into community clinics,
with the number of such clinics growing from 195 in 2017 to 41,700 in 2024.
26
The domestically
developed integrated care delivery models have helped China to push TCM in overseas markets as
a more acceptable option of integrative medicine. China has aggressively internationalised TCM
through 30 overseas TCM centres and inclusion in 16 Free Trade Agreements. TCM practitioners
are supported by bilateral agreements and academic collaborations, enabling formal practice in
multiple countries.
27
Licensure footprints have been built in major markets by anchoring TCM around
acupuncture and Chinese herbal medicine credentials.
• US: Today 47 states (with the exception of Alabama, Oklahoma, and South Dakota), plus the District
of Columbia, have instituted acupuncture statutes and license the professional practice of acupuncture.
Licensure in most states requires candidates to pass the examinations provided by the National
Certification Commission for Acupuncture and Oriental Medicine (NCCAOM), with the exception
of California and Nevada, which have their own examinations.
28
The latest professional mapping
estimated around 34,500 active licensed acupuncturists in the US.
29
• Australia: Australia regulates “Chinese medicine” nationally with more than 4,800 practitioners
currently registered under the Chinese Medicine Board of Australia (CMBA). Australian Health
Practitioner Regulation Agency (AHPRA) is the national body that implements the National
Registration and Accreditation Scheme (NRAS) for health professionals in Australia, including
CMBA, which regulates traditional Chinese medicine practitioners. These regulatory anchors
normalize practice, ease insurer contracting, and underpin workforce mobility.
30
• Switzerland and Germany: A route for the restricted practice of the complementary system
of medicine, like TCM, has been created. In Germany, a Heilpraktiker license (Naturopath) is
provided to the traditional medicine practitioner after a written exam. Switzerland also offers
nationally recognised certificates for non-physician practice of complementary and alternative

27Strategic Roadmap for Making Ayurveda Global
medicine. TCM practitioners often register with the Swiss Professional Organisation for TCM
(SPO-TCM) for quality assurance and recognition.
31
How other systems have been able to do it: TCM has a more structured and expansive global
workforce pipeline, supported by strong academic and policy frameworks. Ayurveda, while rich in
practitioner base, lacks global academic visibility and integrated infrastructure. Both systems have
strong domestic education pipelines, but TCM ensures employment through integration mandates.
TCM practitioners benefit from ISO standards (123 published) and national laws supporting
integration with modern medicine, developing multiple employment pathways. Ayurveda has
WHO benchmarks for training, but needs mutual recognition agreements for practitioner mobility
across the world. The World Federation of Chinese Medicine Societies (WFCMS) plays a key role in
global standardisation and practitioner accreditation, enhancing mobility and recognition.
32,33,34
World Federation of Chinese Medicine Societies (WFCMS)
• WFCMS is an international non-profit academic organisation established in 2003, headquartered in
Beijing, China. It operates under the guidance of the State Administration of Traditional Chinese
Medicine and is recognised by global bodies such as the WHO and UNESCO.
• WFCMS currently has 300 group members and 191 branches across 77 countries and regions.
• Major Functions of WFCMS
»WFCMS connects TCM societies in these countries, works to introduce TCM into national
health systems by promoting modernisation and standardisation.
»WFCMS also facilitates global talent exchange and professional development for TCM
practitioners, creating a strong international presence for TCM.
How Ayurveda can Utilise these Learnings
India’s Ayurveda infrastructure, while growing, remains less expansive. The number of Ayurveda
practitioners is estimated to be around 3.55 lakh, but with limited global mobility and recognition.
Educational infrastructure includes over 415 Ayurveda colleges, but none are ranked globally. Within
India, integration with modern medicine is limited, mostly through co-located facilities rather
than fully integrated departments. As TCM shows, the integrative care model needs to be developed
and propagated domestically; only then would a meaningful expansion be possible abroad.
35
Workforce portability and clinical acceptance hinge on training standards. The WHO benchmarks for
training and practice of Ayurveda (2022) set minimum requirements for curricula, competencies, and
safety; useful for building micro-credentials with host universities, and for hospital CME frameworks
in countries where Ayurveda is not yet regulated as a profession.
36
Regarding building a robust global
workforce, some of the ways ahead for Ayurveda can be:
• Prioritise licensure: Treat Ayurveda practitioner licensing as an acupuncture style wedge. This
can be started with jurisdictions already friendly to complementary medicine (e.g., parts of the US,
Australia, Switzerland).
• Creating a global register, directed at portability: Ayurveda can mirror Australia’s AHPRA
model by piloting an Ayurveda Global Register with a standardised continuous professional
development component, and seek mutual recognition MoUs with host regulators drawing on
WHO Collaborating Centre networks.

28Strategic Roadmap for Making Ayurveda Global
Recommendations
Short Term (Up to 2029)
1. Creating a Global Information Portal for Ayurveda Practice: Establishing a comprehensive
digital portal dedicated to Ayurveda practitioners worldwide can serve as a single-window resource
for navigating international practice requirements. This platform should include country-specific
regulatory frameworks, licensing pathways, work visa guidelines, documentation checklists,
and compliance norms. By offering verified, up-to-date information, the portal would reduce
ambiguity and empower practitioners to make informed decisions about career opportunities
abroad. Additionally, it can host FAQs, legal advisories, and success stories, creating a knowledge
ecosystem that accelerates global mobility and fosters trust among regulators and practitioners
alike.
2. Create a Global Ayurveda Register (GAR): Creating an international register of country-wise
Ayurveda practitioners with a competency-based Continuous Professional Development (CPD)
component. This register may also have digital credentials aligned to WHO Benchmarks for
Training, as a portable reference for foreign regulators and insurers. NCISM can act as a custodian
of this register. An authentic and transparent institutional mechanism to certify and validate
Ayurveda practitioners globally would add weightage to the proposal for regularizing Ayurveda
practice in many countries.
3. Leveraging bilateral relationships and multi-country platforms for Mutual Recognition
Arrangements and Export of Services: MRAs to be negotiated for certificates and micro-
credentials (e.g., Ayurveda nutrition, rehabilitation, pain protocols) with countries having good
bilateral relationships with India, such as Russia, Italy, Japan, etc., and with the member countries
of those multi-country forums where India is an active member (G20, ASEAN, BRICS, etc.). This
can be a good starting point, which can later be leveraged along with the support from WHO CCs
and GTMC to co-design curricula with local professional bodies. Leverage trade agreements such
as the India–EU FTA to facilitate the cross-border mobility of Ayurveda physicians and the export
of related services.
4. Electives in global medical schools: Introduce Ayurveda-focused electives in global medical
schools by embedding 10–12 evidence-backed courses (e.g., Ayurveda in chronic pain, metabolic
health, oncology supportive care, women’s health) into curricula across the U.S., EU, Australia,
and ASEAN. These electives should be implemented through country or institution-level MoUs
and integrated into the Ayush Chair strategy to normalize integrative healthcare pathways.
5. Strategic approach towards recognition of Ayurveda and validation of practice: Validation
of Ayurveda practice in major geographies of the world may be a long process, but sustained
and focused strategic efforts surely would help in making gradual progress. In many countries,
some alternate mechanisms are available for limited practice of Complementary and Alternative
Medicine (CAM). Leveraging these existing pathways (e.g., Australia, parts of the U.S.,
Switzerland, Germany, Italy, etc.), focused efforts can be made to ensure all authentic Ayurveda
practitioners can practice. Gradually, efforts to strengthen and streamline the regulatory pathways
by influencing the authorities through local associations, alumni groups, Ayush chairs, and with
the support of local embassy and Ayush information cells (if available) can lead to success in
getting Ayurveda recognised as a full-fledged system of Medicine.

29Strategic Roadmap for Making Ayurveda Global
Medium (Up to 2035) and Long Term (Up to 2047)
1. Promotion of Integrative care models with modern medicine: Positioning Ayurveda as
a complementary and rehabilitative therapy within integrative care models can significantly
enhance its acceptance in countries where standalone recognition may face regulatory hurdles.
By collaborating with modern medicine and demonstrating evidence-based outcomes in a
domestic setup first, such as improved recovery rates, reduced side effects, and enhanced
patient well-being, Ayurveda can gain credibility as part of holistic treatment protocols.
This approach mirrors the success of Traditional Chinese Medicine, which leveraged integrative
frameworks to enter mainstream healthcare globally. Such partnerships not only validate Ayurveda
scientifically but also create sustainable pathways for its inclusion in public health systems.
2. Expanding the global spectrum of Ayurveda education: To build a strong international pipeline
of Ayurveda professionals, it is essential to broaden the reach of Ayurveda education globally. This
can be achieved by establishing Ayurveda colleges, accredited programs, collaborative degree
courses, and training modules in partnership with reputed universities and healthcare
institutions across different regions. Offering flexible formats such as online certifications,
exchange programs, and joint research fellowships will attract diverse learners and create a skilled
workforce capable of delivering authentic Ayurveda care worldwide. Such initiatives will not only
increase practitioner numbers but also embed Ayurveda into mainstream health education systems
internationally.
3. Promoting standardisation and evidence-based research: For Ayurveda to gain global
acceptance as a credible system of medicine, it must be positioned as a science-driven, evidence-
backed discipline. This requires rigorous clinical research, standardised protocols for therapies
and formulations, and transparent quality benchmarks for products and practices. By
publishing outcomes in peer-reviewed journals and aligning with international regulatory norms,
Ayurveda can strengthen its scientific image and dispel misconceptions. Demonstrating its efficacy
in holistic healing through natural methods will enhance trust among policymakers, practitioners,
and patients, paving the way for its integration into global healthcare frameworks.
4. Establish a World Federation of Ayurveda and Yoga as an international, non-profit umbrella
organization to network Ayurveda & Yoga societies/associations globally, advance standardization
and health system integration, and enable structured professional exchange and capacity building
for Ayurveda and Yoga practitioners for global placement.

30Strategic Roadmap for Making Ayurveda Global
B. Global Exports and Manufacturing
Current Status
Ayurvedic products are exported to 150 countries, primarily under the category of dietary supplements
and wellness goods. While most exports are non-medicinal, the scale of distribution highlights strong
global interest. However, the absence of centralised data on manufacturing and export volumes presents
a challenge. Addressing this gap could enhance transparency, traceability, and strategic branding—key
steps toward establishing Ayurveda as a globally trusted system of medicine.
183.31
62.64
36.20
27.9425.11
16.2216.1815.6814.9713.77
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
160.00
180.00
200.00
USAGermanyItalyChinaUAE FranceUK NepalAustraliaRussia
Export Value (USD Mn)
Country
Top 10 export destinations from India for Ayush and Herbal
products FY 2023-24 (Figures in USD Mn)
USAGermanyItalyChinaUAEFranceUKNepalAustraliaRussia
Fig 8: Top 10 export destinations from India for Ayush and Herbal products )
37
The export of Ayush products doubled from USD 1.09 billion in 2014 to USD 2.16 billion in 2023.
38
The
export basket includes Medicinal and Aromatic Plants (MAPs), extracts, pharmaceuticals, cosmetics,
and nutraceuticals. According to the Ayush Export Report, the herbal medicinal sector exports grew
from USD 0.86 billion in 2017 to USD 1.26 billion in 2021, registering a  CAGR of 7.82%.
39
The top
three markets—the USA (34.95%), EU (18.66%), and UAE (5.52%)—accounted for nearly  60% of
total Ayush exports in 2021 for all 3 categories of Ayush products. China and India are the two major
exporters of MAPs across the globe, accounting for around 25.65 and 17.25 per cent of the total
exported value of MAPs in 2021, respectively. While China registered a CAGR of -0.36 per cent in the
export of MAPs for 2017-21, India recorded a CAGR of 6.14 per cent.
40
• Medicine and Aromatic Plants (MAPs): USD 630.05 Mn | CAGR: 5.76% Major items: Psyllium
(48.42%), Turmeric (32.66%), Senna leaves, Zedovary roots
• Extracts: USD 438.47 Mn | CAGR: 11.60% High growth in EU countries like Sweden (112%),
Ireland (64%), Denmark (37%)
• Pharmaceuticals: USD 193.6 Mn | CAGR: 7.18% Major destinations: EU (17.08%), the USA
(11%), UAE (10.9%), Nepal (10.4%)
41
While India remains the primary hub for Ayurveda and other Ayush product manufacturing, overseas
production is gradually emerging to meet local regulatory requirements and reduce trade barriers.
Countries such as the United States, Germany, and Australia have seen Ayurvedic dietary supplements

31Strategic Roadmap for Making Ayurveda Global
and herbal formulations manufactured under local GMP standards to comply with FDA, TGA, and
EU directives.
42
Additionally, contract manufacturing partnerships in Southeast Asia and the Middle
East are growing, driven by rising consumer demand for natural wellness products and the need for
faster market access. These facilities often focus on nutraceuticals, herbal extracts, and Ayurveda-
inspired personal care products, ensuring compliance with local labelling, safety, and quality norms.
This trend not only supports localisation but also enhances consumer trust and facilitates integration
into mainstream retail and e-commerce channels.
• Dabur has manufacturing units in UAE, Egypt, South Africa, Turkey, Nigeria, and Nepal. The
main objective of these units is to cater to the Middle East, North Africa, and global markets with
localised compliance.
43
• Patanjali Ayurveda is registered with the US-FDA for export and compliance. They operate through
the international business division and have tie-ups for overseas distribution and manufacturing
partnership.
44
• Himalaya has subsidiaries and contract manufacturing arrangements in the UAE and the USA for
nutraceuticals and OTC herbal products. The major focus of these units is local GMP compliance
for supplements and cosmetics.
45
Areas of Improvement
• The majority of exports from India are in the form of raw products, i.e., MAPs and Extracts.
When it comes to the finished products in the form of Pharmaceuticals, the numbers are much lower.
Only 4.83% of total exports to the USA and 15.4% to the EU are in the form of pharmaceuticals. A
major factor behind this is the lack of regulatory approval for the marketing of Ayurveda products
as drugs in these markets.
• Relatively smaller markets like UAE and Nepal are among the biggest importers of Ayurveda
pharmaceuticals, signifying much larger untapped scope in other countries where Ayurveda
is recognised as a system of medicine and products are allowed to be marketed as drugs
like South Africa, Tanzania, Brazil, Columbia, Sri Lanka and others, especially the Asian
markets where there is significant scope of increasing the demand of Ayurveda products.
• Focused efforts need to be made to enter the US and EU markets as drugs. In the USA,
drug registration under the Botanical Drug category can be a market authorisation pathway for
Ayurveda. Psyllium alone accounts for more than 86% of MAPs export to the US, and it has
been included in the OTC drug review and the FDA has classified certain Psyllium substances
as Generally Recognised as Safe and Effective (GRASE). Registration strategies of Ayurveda
products, beginning with single-herb botanical drugs, may earn substantial exports similar to
Psyllium.
Global Best Practices
Global exports of TCM products reached ~US$5.46 billion in 2023, more than double Ayurveda’s
export value. TCM products are shipped to 190+ countries, with strong penetration in Asia (Japan, South
Korea), North America and Europe. Manufacturing units are also established in multiple international
locations, ensuring supply chain efficiencies. China accounts for ~25% of global Medicinal and
Aromatic Plant (MAP) exports, leveraging large-scale cultivation and industrial processing.
China
reports a distinct customs line for “medicinal materials and medicaments of Chinese type” with ~USD
1.21 bn exports in Jan–Nov 2023; plant extracts are now the largest TCM export category across
Regional Comprehensive Economic Partnership (RCEP), a free trade agreement among 15 Asia-

32Strategic Roadmap for Making Ayurveda Global
Pacific countries (including China, Japan, South Korea, Australia, New Zealand, and 10 ASEAN
nations). Aggressive standardisation as per international regulations has ensured steady demand for
TCM products overseas.
46
How other systems have been able to do it:
TCM is embedded in China’s Five-Year Plans, treated as a strategic industry. Dedicated industrial
parks, tax incentives, and R&D subsidies have created a robust manufacturing ecosystem.
• TCM is included in 16 Free Trade Agreements, reducing tariff barriers.
• Integration of TCM into national health insurance boosted domestic demand, creating economies
of scale for exports.
• ISO/TC 249 has published ~120 standards for TCM, covering raw materials, formulations,
and devices. Moreover, strategic efforts to secure regulatory approvals for TCM products in key
markets (working party in EDQM to ensure product approval in the EU) have also immensely
helped in boosting the demand for TCM products.
47
• TCM is recognised as a system of medicine, and the practice of TCM has also been legitimised
in a large number of countries. This has helped in increasing the demand for TCM products.
• China enforces traceability systems (blockchain-based) for TCM products, ensuring global
buyers trust quality and origin. Such measures for compliance with international norms accelerate
regulatory approvals abroad.
• Chinese firms have set up overseas manufacturing and processing units in Belt & Road countries
and Africa to reduce logistics costs and meet local regulatory norms.
How Ayurveda can Utilise these learnings
Ayurveda-led Ayush exports stand at ~US$2.16 billion, reaching 150+ countries. Export growth is
steady (CAGR ~11%), but the product mix is dominated by raw botanicals and basic formulations, with
limited high-value finished goods. No large-scale manufacturing hubs have been created in overseas
locations for Ayurveda; exports rely on India-based production only. Ayurveda R&D spend is ~US$234
million (2025); this is only a fraction of TCM’s investment. Regarding improving the export volumes,
some of the ways ahead for Ayurveda can be
• Use of trade corridors: Replicate TCM’s Belt and Road style alliances with India led Ayurveda supply
hubs (Africa, ASEAN, LATAM) and manufacturing units using AyushExcil and MEA platforms.
• Building export grade Standardisation: An Ayurvedic Pharmacopoeia “Export Edition” can
be developed, which is harmonised with ISO/TC  249 methods so that Indian plants/formulations
have standard monograph entries when tendering to EU/UK/ Canada/Australia markets.
Recommendations
Short Term (Up to 2029)
1. Trade geography diversification and shifting up the value chain: India’s Ayurveda exports are
currently concentrated in a few geographies (notably the US, EU, and UAE) and are dominated by
low-value-added categories such as herbs and extracts. A focused diversification strategy should
target Asian and African markets where traditional medicine systems are culturally accepted
and Ayurveda already has some degree of recognition; using country-prioritisation, in-market
partnerships, and targeted promotion through Indian missions, trade fairs and B2B buyer–seller
meets. In parallel, export strategy should explicitly aim to increase the share of finished

33Strategic Roadmap for Making Ayurveda Global
products (Ayurvedic pharmaceuticals, OTC wellness products and dietary supplements) by
supporting product adaptation for local regulations, strengthening brand-building and consumer
trust, and enabling manufacturer readiness (quality systems, packaging/labelling, stability data).
2. Ayurvedic Pharmacopoeia-Export Edition: We need to create a specialised version of India’s
Ayurvedic pharmacopoeia that meets international regulatory expectations, especially those of
the European Medicines Agency (EMA) and its Herbal Medicinal Products Committee (HMPC).
Moreover, we need to ensure that raw material sourcing follows Good Agricultural and Collection
Practices (GACP) and manufacturing follows Good Manufacturing Practices (GMP), data on
contaminants and heavy metals (heavy metals, pesticides, aflatoxins, microbes) is provided and
chemical fingerprinting is used to prove batch-to-batch consistency. All these steps are critical for
multiple international quality assurance standards (e.g., Europe), strengthening the case for Indian
manufacturers preparing regulatory dossiers under the Traditional Herbal Medicinal Products
Directive (THMPD) or equivalent national pathways in EU member states.
48,49
3. Capacity building of manufacturers for export promotion: AyushExcil is already doing a
wonderful job by helping the manufacturers in clearing the regulatory requirements of international
markets, well supported by bodies like FICCI, which continuously engage with manufacturers and
service providers. But with the existing limitations of human resources; there seems to be a need
for strengthening of AyushExcil. Specialised cells within AyushExcil for major markets; support
desk for exporters to guide them through complex international regulations like THMPD (EU),
DSHEA (US), NHP (Canada), TGA (Australia) permitted indications can be immediate next steps
for an expanded AyushExcil. Playbooks for each market can be prepared along with a dossier
diary, so that every manufacturer doesn’t have to reinvent the wheel every time.
4. Creating a real-time Ayurveda Trade Dashboard: To enable evidence-based trade policy
and industry decision-making, a dedicated Ayurveda Trade Dashboard should be instituted to
provide near real-time import–export intelligence across HS codes mapped to Ayurveda
product categories (raw herbs, extracts, formulations, nutraceuticals, cosmetics, devices,
etc.). The dashboard should integrate data from customs/export promotion bodies and relevant
ministries, and offer actionable analytics—market-wise trends, product-wise growth, price/
volume movements, top exporters/importers, port-wise flows, regulatory alerts, and competitor
benchmarks. A robust dashboard will help identify emerging markets early, monitor the
impact of policy interventions, detect supply-chain bottlenecks, and guide exporters toward
high-potential products and geographies, thereby improving responsiveness and reducing
information asymmetry.
5. Focused regulatory compliance strategy in Key Markets: A persistent barrier to scaling Ayurveda
exports is regulatory uncertainty and compliance complexity in major markets. India should adopt
a focused “pathfinder” strategy that concentrates resources on (i) qualifying a single high-potential
herb/ingredient (e.g., Psyllium/Isabgol) through the most credible pathway in the US (drug/OTC
monograph or other appropriate route, supported by safety, quality and clinical evidence where
needed), and (ii) instituting formal technical engagement in Europe through a structured working
party with EDQM to pursue Ayurveda-relevant monographs and quality standards.
6. Trade facilitation by reducing the pain points in export and leveraging FTAs: Harmonised System
(HS) codes are international customs codes used to classify goods for trade. Ayurveda products often
fall under broad herbal or food categories, which can cause confusion and delays in customs clearance.
Aligning HS codes specifically for Ayurveda items ensures consistent classification globally, reducing

34Strategic Roadmap for Making Ayurveda Global
trade friction. Leverage FTAs to facilitate market access, streamline regulatory approvals, and boost the
export of Ayurveda and herbal medicines to global markets.
Medium Term (Up to 2035)
1. Upgrading the local GMP guidelines to WHO-GMP guidelines: We need to upgrade Schedule
T, which is India’s GMP guideline, to WHO-GMP equivalence,
which is stricter and internationally
recognised, especially in regulated markets (EU, US). Adoption of the WHO-GMP guidelines
for export of Ayurveda products among export-oriented manufacturers needs to be encouraged.
An online database listing all Ayurveda manufacturers certified to WHO-GMP standards
can be created and published for building trust with foreign regulators and buyers. Batch-
wise Certificates of Analysis (COA) need to be published showing test results for (heavy metals,
aflatoxins, pesticides, microbes) with QR links on packs; these are key safety parameters demanded
by EMA, FDA, and other regulators.
50
2. Promoting overseas finishing Units: For regulatory agility and trust, we must promote establishing
more and localised finishing/packaging units abroad, especially in major markets (UAE/EU/US)
under local GMP for selected supplements/cosmetics. These units, while relying on raw materials
extracted and exported from India for value capture, would be very helpful in clearing regulatory
hurdles in major markets. Incentivizing the manufacturers who wish to set up manufacturing units
abroad can also be a good step to promote global trade.
3. Ayurveda as a Service (AaaS) model: Government can catalyze global demand by supporting
the establishment of Ayurveda service delivery centres abroad (Ayurveda hospitals/clinics and
wellness centres) through bilateral MoUs, facilitation of licensing, and viability support for initial
set-up. These centres would offer standardised Panchakarma, preventive care, rehabilitation,
and integrative wellness packages, backed by Indian-trained practitioners and accredited
protocols. Creating a “service export” channel (alongside product exports) builds trust, drives
destination-pull for Indian Ayurveda, and creates sustained demand for certified medicines,
therapies, and training.
Long Term (Up to 2047)
1. Work with WHO-GTMC to create ‘Global Safety and Efficacy Benchmarks’: Partner
with WHO– Global Traditional Medicine Centre (GTMC) to bring harmonisation in regulatory
requirements for traditional medicines worldwide and develop a globally acceptable benchmark
framework for Ayurveda covering safety, efficacy, and quality.
2. Publishing Annual global safety report and Global Evidence report: Institutionalize an annual
global report that consolidates post-market safety (pharmacovigilance/adverse event reporting),
real-world outcomes from accredited centres, and quality compliance trends across major markets.
Complement this with a Global Evidence Report that curates clinical studies, systematic reviews,
and priority evidence gaps—presented in a regulator- and clinician-friendly format. Consistent,
transparent reporting strengthens trust, supports responsible claims, and provides an evidence
backbone for policy dialogue and market access negotiations.
3. Building a distinct identity of Ayurveda: Position Ayurveda as a credible, evidence-backed
wellness and healthcare system, anchored in scientific validation, consistent quality, and measurable
outcomes rather than fragmented product messaging. A unified brand narrative should highlight
standardised protocols, GMP-grade manufacturing, traceable botanicals, and safety monitoring,
with clear differentiation from generic “herbal” products.

35Strategic Roadmap for Making Ayurveda Global
C. International Research and Development
Current Status
Ayurveda’s scientific relevance is gaining robust international recognition, with active research
initiatives now underway in approximately 70 countries. The Ministry of Ayush has strategically
fostered this growth through collaborations with premier institutions such as AIIMS, ICMR, CSIR,
DBT, and IITs, leading to landmark studies in areas like Ayurgenomics, gut microbiota, neuropsychiatric
disorders, and non-communicable diseases.
51
Notable research includes the Ayurtech initiative at IIT
Jodhpur, which integrates AI for predictive health interventions. Ayush–ICMR Advanced Centre
for Integrative Health Research (AI-ACIHR) program is a recent joint initiative to generate high-
quality evidence by integrating Ayurveda with conventional biomedicine and modern research methods,
and to develop evidence-based integrative care pathways (including mechanistic studies and cross-
referral guidelines). It is being implemented through four AIIMS-based branches covering priority
disease areas: AIIMS Delhi (Gastro-intestinal Disorders; Women & Child Health), AIIMS Nagpur
(Cancer Care), AIIMS Jodhpur (Geriatric Health), and AIIMS Rishikesh (Geriatric Health). Across
these branches, the work spans clinical trials and outcomes research, innovations across diagnostics,
prevention/health promotion and treatment, and development of integrative management protocols to
support wider acceptance and adoption.
52,53
Central Council for Research in Ayurvedic Sciences (CCRAS) under the Ministry of Ayush has signed
20 MoUs/LoIs with foreign universities and institutions for research and development in Ayurveda.
54

Examples include Charité University (Germany), NCNPR (the USA), Alberta University (Canada), and
University of Debrecen (Hungary) for establishing the European Institute of Ayurvedic Sciences. These
collaborations focus on clinical research, cancer research, and academic chairs in Ayurveda. Considering
the strategic importance and growing interest in Ayurveda research internationally, a dedicated International
Cooperation Section (IC-Section) was set up at CCRAS in 2016. This centre processes all issues related
to International Cooperation, coordinates collaborative studies, and supports the Ministry of Ayush in the
organisation of international meetings, conferences, etc.
One Herb, One Standard initiative: Pharmacopoeia Commission for Indian Medicine and
Homoeopathy (PCIM&H), Ministry of Ayush is working jointly with the Indian Pharmacopoeia
Commission (IPC) for harmonising herb monographs that currently exist in multiple official compendia
like Ayurvedic, Siddha, Unani, Homoeopathic Pharmacopoeias of India and the Indian Pharmacopoeia
into one unified, harmonised monograph, so that a single herb is not governed by divergent test
specifications and methods. This work is enabled by formal inter-ministerial collaboration to share
scientific information and reference materials/extracts and to jointly develop the technical content
of the harmonised monographs (with PCIM&H as the publishing authority), giving the harmonised
standards the same legal standing as existing pharmacopeial publications. Through this initiative, each
monograph will have Indian Standards along with the international quality requirements, so that all
Indian quality standards become contemporary with the global standards for the same botanicals.
55
CSIR–IGIB has pioneered research in the area of Ayurgenomics by integrating Ayurvedic Prakriti-
based phenotyping with genomic methods to characterize inter-individual variability in health, disease
susceptibility, and responses to diet, drugs, and lifestyle factors. Studies focusing on extreme Prakriti
types (Vata, Pitta, and Kapha) have identified distinct molecular signatures, including differential
gene-expression patterns across immune and other key biological pathways, providing a genomic
rationale for Prakriti stratification. These findings position Ayurgenomics to enable Prakriti-

36Strategic Roadmap for Making Ayurveda Global
informed precision approaches, supporting individualised risk assessment and diagnostics,
and strengthening the evidence base for elucidating mechanisms of action of Ayurvedic drugs
and clinical procedures—an area relevant to global regulatory acceptance. In parallel, systematic
mapping of molecular effects of Ayurvedic interventions to established disease pathways may facilitate
drug repurposing opportunities, particularly for conditions with limited therapeutic options in
contemporary medicine. One of the notable achievements by the Central Council for Research in
Ayurvedic Sciences (CCRAS) is that they have generated scientific evidence of clinical efficacy and
safety of approximately 182 classical Ayurveda formulations for 40 disease conditions.
56
During the
COVID-19 pandemic, Ayush-based interventions such as Ayush-64 and Kabasura Kudineer were
clinically evaluated and widely adopted, with results published in PubMed-indexed journals. Over
150 studies were conducted, and the Ayush Sanjivani app collected data from 1.35 crore respondents,
showing high public trust in Ayush measures.
57,58,59
WHO Global Traditional Medicine Centre
(GTMC) in Jamnagar acts as a neutral hub for standards, evidence generation, and policy dialogue.
It facilitates multi-country trials and harmonisation of outcome measures.
60
India currently has only
3 WHO Collaboration centres for Traditional Medicine, where one is dedicated to Ayurveda (ITRA-
Jamnagar), another for Yoga (Morarji Desai National Institute of Yoga-New Delhi), and the third
one in CCRAS-National Institute of Indian Medical Heritage, Hyderabad, is dedicated to formal and
literary research in traditional medicine.
The private sector research being conducted by Ayurveda drug manufacturers is limited and is mostly
focused on process optimisation and building quality parameters within the manufacturing processes to
achieve internationally accepted standards of good agriculture, collection and manufacturing practices.
Generating robust, regulator‑grade evidence on the safety and efficacy of Ayurveda products—
particularly where the intent is to support “drug” positioning in overseas markets—is largely expected
to be anchored by India’s publicly funded R&D ecosystem, including apex research bodies (e.g.,
CCRAS, CSIR) and institutions of excellence such as the All India Institute of Ayurveda (AIIA),
working in partnership with industry and regulators. In terms of funding, in FY 2024-25, CCRAS
was allocated ₹457 crore, and the allocation for AIIA in the same period was ₹251.2 crore.
61
While
this investment supports annual operational costs and vital domestic initiatives, it contrasts
sharply with the substantial capital requirements often exceeding USD 20 million
62
(around
₹180 crore) mandated for high-end clinical trials for a single drug and its global regulatory
entry. This resource gap highlights a significant opportunity for enhanced public-private partnerships
and international collaborative funding to bridge the path between traditional knowledge and global
pharmaceutical standards.
Areas of Improvement
• Strengthening international research collaborations by establishing additional Ayurveda‑aligned
research institutions abroad, developed in partnership with globally recognised WHO Collaborating
Centres, to support high‑quality, evidence‑based research and global knowledge exchange.
• India should also aim to open at least 5 more WHO collaboration centres, with 3 dedicated to
Ayurveda and one each for Siddha and Unani systems of Medicine.
• The gap between the research requirements of the Ayurveda industry and the focus of academic
and public institutional research organisations needs to be addressed through regular dialogue
and coordination between the two, along with building models of public-private partnerships and
collaborative funding.

37Strategic Roadmap for Making Ayurveda Global
Global Best Practices
China has invested USD 1.76 billion (2021) in TCM R&D, leading to the development of more than
8,800 new products. TCM research is integrated into China’s Five-Year Plans, with a focus on AI-based
diagnosis, system pharmacology, and drug discovery. China has embedded TCM R&D into national
strategies, backing national key labs, clinical research centres and inheritance/innovation centres.
Infrastructure includes 1,200 provincial research platforms, 7 national key laboratories, 5 engineering
research centres, and 4 innovation platforms.
63
These platforms support drug discovery, pharmacology
systems, AI-assisted diagnosis, and large-scale trials. TCM research output is prolific:
64,65
• 4,200+ papers in Journal of Ethnopharmacology
• 1,500+ in Phytomedicine
• 4,000+ in eCAM
• 2,900+ in Frontiers in Pharmacology
Chinese Academy of Chinese Medical Sciences (CACMS) is China’s leading, state-affiliated
platform for advancing Traditional Chinese Medicine (TCM) through systematic research, clinical
evaluation, and evidence generation. It operates as a comprehensive system that combines research
institutes, clinical hospitals, postgraduate training, and knowledge dissemination, enabling the
translation of TCM theory into clinical protocols and innovations.
include basic and applied research,
clinical research capacity building, standard setting support, technology platforms for new product
development, and facilitating translation and application of research outputs—all central to creating
“regulator-credible” evidence for TCM. CACMS has established joint laboratories with universities in
Australia and Netherlands to promote international research in TCM.
66
Among international research, initiatives like the Belt and Road, China has supported the creation of
TCM Overseas Centres in Asia, Europe, Africa, and US. These centres serve as hubs for clinical
practice, education, and research collaboration, addressing challenges in standardisation and
cultural adaptation.
67
Institutions like the China-Australia International Research Centre for Chinese
Medicine (RMIT University, Australia) conduct high-impact research, including clinical trials and
systematic reviews, to build evidence-based frameworks for TCM. The US Centre for Chinese Medicine
(USCCM), established by Beijing University of Chinese Medicine, promotes research and education in
the U.S., integrating TCM into local healthcare systems.
68
The World Health Organisation recognizes
multiple collaborating centres for traditional and complementary medicine worldwide. China already
has 4 WHO collaborative centres with a focus on TCM-related disciplines, namely- integration of
TCM and modern medicine, Acupuncture/moxibustion and Materia Medica, etc. Platforms like
the International Traditional Medicine Clinical Trial Registry (ITMCTR) facilitate global registration
of TCM clinical trials, supporting evidence-based integration into healthcare systems.
69

How other systems have been able to do it
TCM’s R&D ecosystem is significantly advanced, with higher funding, infrastructure, and global
standardisation. Ayurveda needs to scale up cross-disciplinary research and international collaborations.
TCM benefits from mission scale, state-funded R&D that flows into regulated products and publication/
patent outputs. The Chinese Government signed more than 40 bilateral agreements to bolster TCM,
the effect of which trickled down to research as well. Development of TCM Regulatory Science
(TCMRS) to standardize quality, safety, and efficacy using modern tools like systems biology, AI, and
network pharmacology has also been a significant factor.
70
Similarly, the establishment of overseas
TCM centres, training programs for local practitioners in Asia, Africa, Europe and America. WHO’s
inclusion of TCM in the International Classification of Diseases (ICD-11) gave it formal recognition,

38Strategic Roadmap for Making Ayurveda Global
accelerating adoption in insurance and clinical practice worldwide. Annual fiscal appropriation
(budget allocation) in the year 2024-25 for China’s premier TCM research agency CACMS was
around 1.72 billion Yuan (around ₹ 2000 crore), whereas its total income was somewhere around
11.75 billion Yuan (around 13000 crore).
How Ayurveda can Utilise these learnings
India has strengthened the public R&D backbone for Ayurveda under CCRAS, PCIM&H, and national
institutes, with increasing Ayurveda R&D allocations. Budget for the financial year 2025-26 increased
the Ministry of Ayush outlay to ₹3,992.90 crore, including ₹457.2 crore for CCRAS and ₹251.2 crore
for AIIA. But in comparison to the financial resources available with the premium TCM research
institution like CACMS, which is approximately around Rs.15000 crore, Ayurveda still has a long way
to go. For research abroad, Ayurveda should look to establish international research centres which can
act as hubs for international research and multi-country clinical trials. They can leverage the globally
spread out WHO Collaboration Centres and should also advocate to initiate more WHO CCs in India.
Globally, Ayurveda faces skepticism due to limited high-quality clinical evidence. Ayurveda needs to
adopt modern research tools (AI, pharmacogenomics, big data) and create global clinical trial registries
for Ayurveda, similar to TCM’s evidence-based approach. Also, Ayurveda can look to promote research,
evidence generation for prioritised therapies and treatment areas where acceptability and interest are
high to ensure comprehensive regulatory compliance for products, services, and insurance as well.
Promoting research on Integrative medicine is another important area where global interest has been
observed.
Recommendations
Short Term (Up to 2029)
1. Research focus on flagship conditions/drugs: There are high-impact, globally relevant
health problems where Ayurveda has already demonstrated measurable benefits. Conditions
like chronic low back pain, knee osteoarthritis, functional GI disorders, insomnia/stress,
metabolic syndrome, and women’s health are a stronghold for Ayurveda and more evidence
around these will certainly benefit in building international acceptability for Ayurveda therapies
and drugs associated with these conditions. Some of these conditions come with a payer precedent
(acupuncture coverage and Kampo drug reimbursement) as well; hence, building an acceptance
among international insurance agencies would also help the Ayurveda service industry. Moreover,
generating more evidence regarding the efficacy and safety of single herbs like Psyllium can
open doors for lots of new substances to be classified as a drug in the US markets.
71,72
2. Increased coordination between industry and academia: An ‘Ayurveda Research
Development Committee’ should be set up with nominated members from academia, research
institutions, Ayurveda industry (both product and services), Ministry of Ayush, and others to discuss
and coordinate overall research priorities in the field of Ayurveda. Promoting Public-Private
Partnerships and ensuring coordination between different stakeholders involved in Ayurveda-
related research should be the main agenda of this committee.
3. Real-world data (RWD): Leverage IRDAI-mandated Ayurveda coverage in India to build RWD
registries (outcomes, safety, utilisation, cost offsets) feeding payer dossiers overseas.
4. Promoting Ayurgenomics as an important research vertical in the international research being
planned with WHO Collaboration centres, building on IGIB’s translational unit model and the
field’s demonstrated translational opportunities (biomarkers, drug mechanisms, drug repurposing).

39Strategic Roadmap for Making Ayurveda Global
5. Clarity on available opportunities for private sector Ayurveda patents: It has been observed that a
reason for the lack of private sector participation in Ayurveda research is the lack of patent access for
them, citing India’s no patent policy for traditional knowledge. Communicating a simple policy line to the
private sector that “Traditional knowledge per se is not patentable, but substantial improvements
may be”, which is consistent with India’s patent position as well, would be very helpful in this regard.
Ministry of Ayush can publish and socialize “green lane” examples of patentable innovations like
novel extraction/standardisation processes, novel delivery systems, validated biomarkers/diagnostics,
formulation optimisation with demonstrated technical effect, and new manufacturing controls—while
ensuring claims don’t merely repackage known formulations.
Medium (Up to 2035) and Long Term (Up to 2047)
1. Establishing International Ayurveda Centres of Excellence: On the lines of the All India Institute
of Ayurveda established in India, similar centres of excellence for Ayurveda can be established in some
of the Ayurveda-friendly geographies as a collaboration between the host -country’s Universities and
Ayurveda CoEs in India, like AIIA/ITRA. Apart from academics, research can be a focus area for these
institutions, which can be conducted in coordination with WHO CCs.
2. WHO Collaboration Centre networked trials: Ayurveda can partner with globally spread out
WHO CCs to conduct multi-country clinical trials on safety, efficacy, and pharmacovigilance of
Ayurvedic therapies. University of Illinois at Chicago (UIC) is a WHO CC for herbal medicine
research, NAFKAM (Norway’s National Research Centre for Complementary and Alternative
Medicine) is a WHO CC for traditional and complementary medicine research, similarly Royal
London Hospital for Integrated Medicine (UK) which is the WHO CC for integrative medicine
can be leveraged for such multi country research and trials. Co-funding ensures shared ownership
and credibility.
Indian institutions like ITRA Jamnagar, AIIA Delhi, and CCRAS can serve as
central data hubs and quality assurance labs for these trials, ensuring compliance with WHO Good
Clinical Practice (GCP) and pharmacovigilance standards.
3. Establish 5 more WHO Collaboration Centres in India: Expanding the network of World Health
Organisation (WHO) Collaboration Centres within India would significantly enhance Ayurveda’s
global visibility and acceptance. These centres would serve as standardised hubs for data collection,
quality control protocols, and education, ensuring research findings are disseminated through a
globally recognised framework and facilitating consistent international collaboration. India should
push for 5 more WHO collaboration centres, with 3 of them dedicated to Ayurveda (focused on
Panchakarma, Pain management, Integrative medicine, Geriatric Health, etc.) and one each for
Siddha and Unani systems of medicine.
4. Build an International Ayurveda Research Alliance under WHO-GTMC: Creating a formal
International Ayurveda Research Alliance anchored within the WHO-
Global Traditional Medicine
Centre (GTMC) would provide a unified, authoritative platform for multi-country clinical trials
and research initiatives. This alliance would streamline regulatory harmonisation and shared
research agendas, leveraging the GTMC’s mandate to integrate traditional medicine evidence into
global health policies effectively.
5. Bring in newer technologies like network pharmacology and AI-based quality control:
Integrating cutting-edge methodologies like network pharmacology and AI-driven quality control
is crucial for providing a precise scientific understanding of the complex, multi-component nature
of Ayurvedic practices and ensuring rigorous, automated quality assurance.

40Strategic Roadmap for Making Ayurveda Global
D. Standardised Global Education
Current Status
In Western countries and East Asia, Ayurveda is mostly offered through private institutes, wellness
academies, or continuing education programs, not as part of accredited medical degrees. Ayurveda is
formally recognised and taught in government universities as part of medical education in neighbouring
countries like Nepal and Sri Lanka, almost like India, while in countries like Japan and Thailand,
Ayurveda is taught mainly through short-term courses, wellness programs, and collaborations with
Indian institutions, not as a full-fledged degree program.
The Ministry has launched the Ayush Scholarship Scheme, which currently supports 277
international students from 32 countries
73
(ICCR). While Traditional Chinese Medicine (TCM)
leads globally with around 180 accredited courses, Ayurveda is rapidly expanding its footprint. The
Ministry’s efforts to integrate Ayurveda into mainstream education include the NCISM Act, 2020, and
NCH Act, 2020, aligning Ayush education with the National Education Policy (NEP) 2020.
74
These
reforms have led to a surge in Ayush institutions, with ~415 colleges, and the establishment of Institutes
of national importance and all-India level like ITRA Jamnagar and AIIA Delhi.
The Ministry is also promoting dual PhD programs, simulation labs, and virtual anatomy tools to
modernize Ayush education. The Ayush Grid and Ayush Research Portal have digitised research
dissemination, with over 42,000 publications repository. Furthermore, India’s leadership in the WHO
Global Traditional Medicine Centre (GTMC) and the inclusion of Ayurveda in ICD-11 Module 2-mark
significant milestones in global academic and regulatory integration.
75
As part of India’s broader
strategy to integrate Ayush into global health systems, especially in the academic domain, the Ministry
of Ayush has established Ayush Chairs at multiple academic institutions abroad.
Ayush Chairs: These chairs serve as academic ambassadors for Indian traditional medicine. They
promote research and education on Ayush systems, advancing their recognition in the host countries.
Under this initiative, Indian experts are deployed at foreign institutions, and the Ministry provides
financial support, including salaries and travel expenses, while the host university offers accommodation
and local hospitality.
76
Their key roles include
• Curriculum Development: Designing short and medium-term Ayush courses for host universities.
• Teaching & Training: Delivering lectures, tutorials, and practical sessions.
• Research Collaboration: Exploring joint research projects with foreign institutions.
• Public Engagement: Conducting seminars, workshops, and at least two public lectures annually.

41Strategic Roadmap for Making Ayurveda Global
Fig 9: Ayush Chair-Roles and Ways of Enhancement
• Information Hub: Acting as a credible source of Ayush knowledge for the host-country.
• Clinical Demonstrations: Providing practical training and clinical services where applicable
Apart from India and neighbouring countries like Nepal and Sri Lanka, where Ayurveda education is
well developed, today, multiple universities across the world offer Ayurveda-related courses.
77
• United States: Maharishi International University (MIU) offers accredited Bachelor’s and
Master’s degrees in Ayurveda Wellness. Other key providers include Bastyr University, Southern
California University of Health Sciences (SCUHS), and Mount Madonna College of Ayurveda.
• Europe: The Rosenberg European Academy of Ayurveda offers an M.Sc. in Ayurveda
across Germany, Austria, and Switzerland. Charité University (Berlin) and the University of
Debrecen (Hungary) have active research and educational collaborations.
• Australia & New Zealand: Western Sydney University and the Australasian Institute of Ayurvedic
Studies provide clinical training and recognised diplomas.
• Latin America: The University of Buenos Aires and the National University of Cordoba in
Argentina incorporate Ayurveda into their medical school curricula.
Micro-credentials and Short-Term Courses: Institutes like the National Institute of Ayurveda (NIA),
Jaipur, run specialised modules for foreign nationals on Panchakarma, Ksharasutra, and Ayurvedic
Diet and Lifestyle. Specialised Procedure Training: Short-term certificates (often 1–3 months) are
available for Marma Sharir, Ayurveda Aahaar (food), and Ayurvedic Beauty Care.
78
Elective and Integrated Courses: Several G20 nations have introduced Ayurveda as an elective within
Complementary and Alternative Medicine (CAM) programs. India has established Ayush Academic
Chairs in countries such as Hungary, Thailand, Russia, Mauritius, and Argentina to facilitate elective
teaching and clinical research at the university level.

42Strategic Roadmap for Making Ayurveda Global
Areas of Improvement
• To strengthen Ayurveda’s global education ecosystem, a priority should be the standardisation and
quality assurance of curricula through the establishment of globally distributed International
Ayurveda Centres of Excellence that deliver authentic, competency-based training aligned with
agreed academic and clinical standards.
• To expand Ayurveda’s adoption as an integrative modality—particularly in rehabilitation and chronic
care—well-documented domestic models should be developed, evaluated, and packaged as replicable
best-practice frameworks. These integrative care models can then be translated into globally
relevant learning pathways by promoting short, stackable micro-credentials and elective offerings
in leading universities, enabling medical, allied health, and public health learners to access structured,
evidence-informed Ayurveda content within mainstream education systems.
Global Best Practices
China has built a comprehensive education ecosystem for TCM with 42 dedicated TCM
universities and 238 universities offering TCM programs. Over 50,000 undergraduates pass
out annually in TCM courses. TCM education is integrated into national policy and aligned
with international standards through ISO/TC 249.
TCM curricula include modern science integration, research methodology, and clinical training, making
graduates globally competitive. At least 50+ universities and colleges globally offer structured
TCM programs outside China, mainly in Australia, the USA, Canada, UK, Switzerland, and
Latin America.
China’s National Administration of TCM has explicitly prioritised supporting the
establishment of “high‑quality TCM centres overseas” as part of international cooperation. This
overseas-centre model is long-running; China has already established 17 overseas TCM centres in
Belt & Road–related countries/regions, alongside many other international education platforms.
• Australia: Australia’s Chinese Medicine Board publishes quarterly workforce data and runs
Objectively Structured Clinical Examinations (OSCEs) for overseas trained practitioners —
creating a transparent, portable talent pool.
• United States: The US ecosystem is anchored by the National Commission for Chinese and
Oriental Medicine (NCCAOM) examinations and accredited schools.
79
China has made headway in
promoting international cooperation in Traditional Chinese medicine (TCM) through establishing
Confucius Institutes overseas.
• Over 240 Confucius Institutes in 78 countries have introduced courses on TCM and Taichi as of
December 2019, attracting about 35,000 registered students as well as 185,000 people participating
in relevant experiential activities, according to data from the National Administration of Traditional
Chinese Medicine.
80,81,82

43Strategic Roadmap for Making Ayurveda Global
Confucius Institutes for TCM Education
Modeled after organisations like the British Council or Germany’s Goethe-Institut, Confucius Institutes
are not for-profit institutes established in partnership between Chinese universities and overseas
institutions with the primary objective to promote Chinese language, culture, and academic exchange.
There are 510 Confucius Institutes active worldwide spread across 164 countries.
Many of these CIs have expanded their scope to include Traditional Chinese Medicine education.
The Global Alliance of Confucius Institutes for Chinese Medicine connects these specialised institutes
to share resources, standardise education, and promote research.
• 19 Confucius Institutes in 19 countries are completely focused on TCM education and research.
• These TCM focused CIs are located in multiple continents with presence in the US, Cuba,
Brazil, South Africa, Japan, Thailand, South Korea, while 7 CIs are present in Europe itself.
• Approximately 2500-3000 students are registered in formal TCM courses globally through the
CI network.
• Multiple elective and Micro-credential courses are offered to local healthcare providers and
practitioners at these TCM CIs.
How other systems have been able to do it
ISO/TC 249 has published ~120 standards for TCM, covering terminology, materials, and clinical
practice. These standards enable mutual recognition of qualifications and facilitate TCM program
adoption abroad. TCM degrees are recognised in several countries, allowing graduates to practice
internationally. TCM curricula incorporate biomedical sciences, pharmacology, and evidence-based
research. This hybrid approach appeals to global academic institutions and regulators. China also
advances standardisation through academies and liaison bodies (e.g., WFCMS), and through cultural-
exchange institutions like Confucius Institutes, reflecting a coordinated diplomacy approach. China
has established overseas TCM centres that double as training hubs. Partnerships with universities in
Europe, the US, and Asia have led to joint degree programs and exchange initiatives.

How Ayurveda can Utilise these learnings
India has 415 Ayurveda colleges under NCISM, with 64,812 UG seats and 7,799 PG seats across
Ayush systems. Ayurveda education is largely domestic-focused, with limited global recognition.
• WHO has published Benchmarks for Training in Ayurveda (2022), but adoption by foreign
universities is minimal. Few Ayurveda chairs exist abroad, but there is no large-scale global
academic network comparable to TCM.
• India can increase coordination with universities abroad by making the signed MoUs milestone-
based and creating a similar milestone-based approach for Ayush chairs as well.
• Ayurveda can also look for the creation of courses focused on Micro-credentials instead of full-
fledged Ayurveda UG-PG-PhD courses; This would allow other professionals and cadres of
healthcare professionals also to study Ayurveda courses. This can initially target more popular
therapies for easier regulatory approvals.
• Use of modern technologies like digital courses, simulation-based learning, etc., offering courses
in more languages to make Ayurveda courses more user-friendly and interesting.

44Strategic Roadmap for Making Ayurveda Global
Recommendations
Short Term (Up to 2029)
1. Globalisation-ready Ayurveda Education Packs: To generate more interest and participation from
the global community towards the academic education and courses of Ayurveda, a curated set of
short-term, modular courses (around 1 year each) can be designed for international students
and professionals. The modules can include popular Ayurveda practices like Ayurvedic Nutrition
(diet and preventive health), Mind-Body Practices (stress management, yoga integration), Pain
Management (Ayurvedic approaches for musculoskeletal issues), and Panchakarma Techniques
adapted for out-patient settings (shorter, practical versions suitable for global clinics). As part
of an integrative study of Ayurveda with modern science courses, Ayurgenomics can also be
introduced as a micro‑credential/elective course at international universities, emphasizing its role
as a bridge discipline connecting Ayurveda with genomics, precision medicine, and integrative
care frameworks.
a. These programs would be developed in partnership with reputed global universities to enhance
credibility and attract international learners, while the National Commission for Indian System
of Medicine (NCISM) can define competency-based learning outcomes, ensuring quality and
alignment with WHO Benchmarks for Training in Ayurveda.
2. Use of modern technologies to make courses more user-friendly and exciting: Before setting
up physical training abroad, start with digital and simulation-based learning to make Ayurveda
education globally accessible and scalable. Online courses can be offered in English along with
local languages (e.g., German, French) to overcome language barriers. Modern technologies like
virtual reality or simulation tools can be used to teach practical skills like Panchakarma
techniques without requiring immediate physical presence.
A repository of clinical case
studies tagged with ICD-11 TM2 codes (Ayurveda diagnostic codes) can also be built so that the
learners understand how Ayurveda integrates with global health data systems.
3. Strengthen the ‘Ayush Chair’ initiative: To enhance the effectiveness of the Ayush Chair, it
should move from an individual-dependent model to an institutionally anchored one. This
requires clearly defined terms of reference—covering expected outputs in teaching, curriculum
development, research, partnerships, and outreach—along with a dedicated support structure
within host universities (e.g., administrative coordination, teaching assistants, and seed funding
for academic activities). To avoid loss of momentum when a Chair’s tenure ends, continuity
mechanisms should be institutionalised, including a structured handover process, overlap/
transition periods where feasible, and a rolling multi‑year workplan jointly owned by the
host university and the sponsoring agency. In addition, the program should be backed by an
active alumni network of former Chairs and trainees and reinforced through coordinated embassy-
level facilitation to support academic partnerships, visibility, and local stakeholder engagement.
4. Alumni as ambassadors: Alumni of Indian Ayurvedic Medical colleges working in international
locations can become the ambassadors of Ayurveda and can play an important role in its
globalisation. A formal alumni chapter can be initiated in 50 countries; this group may have KPIs
on workshops, CME, and policy engagement.

45Strategic Roadmap for Making Ayurveda Global
Medium (Up to 2035) and Long Term (Up to 2047)
1. Joint/dual degrees: Design and offer Joint and Dual degree programs for Ayurveda education in
coordination with leading medical universities across the world, and can also leverage the clout of
‘Ayush Chairs” for this purpose.
2. Establish International Ayurveda Centres of Excellence (IACoEs): On the lines of the All
India Institute of Ayurveda established in India, similar centres of excellence for Ayurveda can be
established in some of the Ayurveda-friendly geographies.
a. These IACoEs would be premier education institutions offering Ayurveda education outside
India, with regular faculty exchanges happening between CoEs in India and abroad in order to
provide quality exposure of Ayurveda education and teaching standards.
b. These countries should be close partners, along with having a favorable regulatory setup and
decent consumer base like UAE (Dubai/Abu Dhabi), Germany/Switzerland (insurance-
friendly), U.S. (East/West coast within academic health centres), Mauritius, South Africa
or Australia.
c. Some of these centres can be run in a partnership mode between top Indian Ayurveda
institutions like AIIA (All India Institute of Ayurveda), ITRA, CCRAS and host-country
universities or hospitals for local integration. Some IACoEs can also be completely owned
by the Ministry of Ayush, Government of India.
d. WHO Collaborating Centres (CCs) can act as technical advisors to ensure global standards in
these IACoEs.
e. These IACoEs will offer clinical Ayurveda services combining Ayurveda with modern
diagnostics and care. To ensure quality of care in these institutions, National Accreditation
Board for Hospitals (NABH) standards, customised for international settings, can be
used, while for clinical documentation,
ICD-11 Traditional Medicine Chapter (TM2) and
International Classification of Health Interventions (ICHI) can be used.
f. These centres can also be utilised to conduct embedded clinical trials on Ayurvedic therapies
and for product testing, release certification, and pharmacovigilance (monitoring safety).
3. Benchmarks adoption: Promote the uptake of the WHO Benchmarks for training of Ayurveda
in foreign continuing education systems.
83
WHO - Benchmarks for the Training of Ayurveda
WHO’s 2022 benchmark document (an update of the 2010 version) sets minimum requirements/
criteria for establishing and strengthening Ayurveda training in Member States, to support qualified
practice, patient safety, and regulatory standard-setting.
• It outlines training pathways for Ayurveda practitioners and associate Ayurveda service
providers and specifies competency-based learning outcomes alongside recommended
curriculum content and program structure, including attention to safety issues related to clinical
application and medicinal preparation.
• The document is intended to guide national authorities in quality assurance, accreditation/
licensure approaches, and harmonisation of training expectations, while aligning with
the WHO Traditional Medicine Strategy 2014–2023 and prioritising consumer protection and
patient safety as core objective.

46Strategic Roadmap for Making Ayurveda Global
Key Recommendations
The recommendations under Availability Pillar centre on strengthening Ayurveda’s global footprint
through reforms in practitioner mobility, exports, research, and education are as follows:
Short Term: (Up to 2029)
1. Create a Global Information Portal for Ayurveda Practice to serve a single-window resource
for navigating international practice requirements.
2. Create a Global Ayurveda Register (GAR) of country-wise Ayurveda practitioners with CPD
component.
3. Leverage bilateral relationships and multi-country platforms for Mutual Recognition
Arrangements (MRAs) and export of Ayurveda services.
4. Introduce Ayurveda related Elective/Micro-credential courses in Global Medical schools to
normalize integrative healthcare pathways.
5. Adopt strategic approach towards recognition of Ayurveda and validation of practice in major
geographies of the world to enable Ayurveda as a recognised full-fledged system of Medicine.
6. Prioritise trade geography diversification and shifting up the value chain to increase the share
of finished products export.
7. Create Ayurvedic Pharmacopoeia-Export Edition to meet international regulatory expectations.
8. Strengthen AyushExcil by establishing specialised cells for major markets for capacity building
of manufacturers for export promotion.
9. Create a real time Ayush/Ayurveda Trade Dashboard to enable evidence-based trade policy
and industry decision-making.
10. Adopt a focused regulatory compliance strategy in key markets to address regulatory
uncertainty and compliance complexity in major markets.
11. Align HS codes for Ayurveda products and leverage FTAs for Trade facilitation.
12. Increase research focus on flagship conditions/drugs to enhance international acceptability.
13. Increase coordination between Ayurveda Industry and Academia/Research bodies to discuss
and coordinate overall research priorities in the field of Ayurveda.
14. Bring clarity of available opportunities for private sector on Ayurveda patents to enhance their
participation in research.
15. Design globalisation ready Ayurveda Education Packs (set of short-term, modular courses)
to generate more interest and participation from the global community.
16. Leverage modern technologies to make courses more interesting and user friendly.
17. Strengthen the ‘Ayush Chair’ initiative by moving from an individual-dependent model to an
institutionally anchored one.
18. Build a community of Alumnus as Ambassadors of Ayurveda to enhance their contribution in
globalisation of Ayurveda.

47Strategic Roadmap for Making Ayurveda Global
Medium (Up to 2035) and Long Term (Up to 2047)
1. Promote Integrative care models with modern medicine to enhance acceptance in countries
where standalone care models may face regulatory hurdles.
2. Expand the global spectrum of Ayurveda education to build a strong international pipeline of
Ayurveda professionals.
3. Promote standardisation and evidence-based research to gain global acceptance as a
credible system of medicine.
4. Establish a World Federation of Ayurveda and Yoga to globally network Ayurveda & Yoga
societies/ associations, promote standardization and health system integration, and support
workforce mobility through professional exchange and capacity building for Ayurveda and
Yoga practitioners for global placement.
5. Upgrade the local GMP guidelines to WHO-GMP guidelines for better global acceptance.
6. Promote overseas finishing/ packaging Units, especially in major markets (UAE/EU/US)
for regulatory agility and trust.
7. Catalyze global demand by supporting the establishment of Ayurveda service delivery
centres (Ayurveda-as-a-Service model) abroad.
8. Work with WHO-GTMC to create ‘Global Safety and Efficacy Benchmarks’.
9. Publish Annual global safety report and Global Evidence report to strengthen trust, support
responsible claims, and provide an evidence backbone for policy dialogue and market access
negotiations.
10. Build a distinct identity of Ayurveda as a credible, evidence-backed wellness and healthcare
system, anchored in scientific validation, consistent quality, and measurable outcomes.
11. Establish International Ayurveda Centres of Excellence to promote academic and research
activities at global level.
12. Design and offer Joint and Dual degree programs for Ayurveda education in coordination
with leading medical universities across the world.
13. Partner with WHO Collaboration Centres to conduct multi-country clinical trials on safety,
efficacy, and pharmacovigilance of Ayurvedic therapies.
14. Establish 5 more WHO Collaboration Centres in India to enhance Ayurveda’s global
visibility and acceptance.
15. Build an International Ayurveda Research Alliance under WHO-GTMC to provide a
unified, authoritative platform for multi-country clinical trials and research initiatives.
16. Bring in newer technologies like network pharmacology and AI based quality control
to provide a precise scientific understanding of the complex, multi-component nature of
Ayurvedic practices and ensuring rigorous, automated quality assurance.

49Strategic Roadmap for Making Ayurveda Global
Components
A Compliance with Regulations and Guidelines
B
International Collaborations (Academic and Industrial)
C Insurance Coverage- Products & Services
D Localisation & Cultural Adaptability
A. Compliance with Regulations and Guidelines
Current Status
Despite the growing global popularity of Ayurvedic products, formal recognition by major international
regulatory bodies such as the U.S. FDA and European Medicines Agency (EMA) remains elusive, and
only a few markets, like the UAE, where Ayurveda has been able to achieve formal compliance.
84

• United States: Ayurveda pharmaceuticals are primarily marketed as dietary supplements under
the Dietary Supplement Health and Education Act (DSHEA).
85
This pathway allows for easier
market entry due to the absence of pre-market approval requirements. However, it also imposes
limitations—health claims are prohibited, and products cannot be marketed as treatments or cures,
which restricts their therapeutic positioning.
86
In contrast, the Botanical Drug pathway under the FDA offers a formal route for drug registration,
but it requires rigorous clinical trials and safety data.
87,88
Till date, no Ayurveda drug has been
registered under this category. However, single-herb products like Psyllium and Senna have been
included in the OTC drug monograph, suggesting that single-herb botanical drug registration
could be a viable strategy for India.
• European Union: Ayurveda products are mostly marketed as food supplements, governed by
Directive 2002/46/EC.
89
While this allows for market access via notification to national authorities,
it lacks harmonisation across member states. Each country maintains its own positive and negative
lists of permissible plant ingredients, and many Indian herbs are not listed, creating uncertainty for
exporters.
90
Additionally, Novel Food regulations require extensive documentation for ingredients
not consumed in Europe before 1997, posing a significant barrier for many Ayurveda herbs.
• UAE: It stands out as the only major market where Ayurveda pharmaceuticals are formally
registered as drugs. The UAE Ministry of Health has a simplified regulatory framework for
traditional medicines, including Ayurveda, Homoeopathy, and Unani.
91
Products must be registered
with supporting documents such as Certificates of Pharmaceutical Product (CoPP) and undergo
label approval. The UAE also issues professional licenses for Ayurveda practitioners, facilitating
the growth of Ayurveda system clinics and services.
92
Section 4: Global Acceptability of
Ayurveda

50Strategic Roadmap for Making Ayurveda Global
Regulatory hurdles- Barriers and Technical challenges
While tariff barriers are generally low in developed markets like the US and EU (not considering the
impact of recent tariffs imposed by the USA on India and the Free Trade Agreement between India and
UK as the repercussions have not yet been fully understood at the time of writing this report), non-tariff
barriers (NTBs) pose significant challenges. These include:
• Sanitary and Phytosanitary (SPS) measures: These involve restrictions on microbial
contamination, pesticide residues, and plant disease risks. Many Indian MAPs are wild-sourced,
making traceability and conformity assessment difficult.
93,94
• Technical Barriers to Trade (TBT): These include packaging, labelling, and testing requirements.
For example, the EU mandates Hazard Analysis and Critical Control Points (HACCP) compliance
for food supplements, which is stricter than US standards.
95,96
• Import Licensing: In the UAE, only companies with 51% local ownership can obtain import
licenses, limiting direct access for Indian exporters.
97,98
• Lack of Harmonised Plant Lists: The absence of a unified EU-wide list of permissible herbs
means exporters must navigate country-specific regulations, such as the BELFRIT list used by
Belgium, France, and Italy.
Indian Regulatory Landscape
The regulatory landscape within the country invariably affects the standards that the manufacturers can
meet worldwide, and that is why a conversation around the Indian regulatory landscape for Ayurveda is
important for the scope of this report. Within the Indian regulatory landscape, it is important to understand
the legal framework that governs the manufacturing, marketing, and advertising of Ayurvedic, Siddha,
and Unani (ASU) drugs. The Drugs and Cosmetics Act, 1940 and the Drugs and Cosmetics Rules,
1945, provide the foundational structure for ensuring safety, efficacy, and quality of ASU products.
Several specific provisions—such as Section 22E, Rule 161, Rule 158B, and Rule 170—play a critical
role in regulating various aspects of the Ayush sector, including inspection powers, labelling norms,
licensing requirements, and advertising controls. These rules reflect India’s commitment to balancing
traditional knowledge with modern regulatory standards, while also highlighting areas where reform
and harmonisation are needed to support domestic growth and international acceptance.
99

Section 22E – Powers of Inspectors (Specific to ASU Drugs)100
Section 22E of the Drugs and Cosmetics Act empowers inspectors appointed under the Act to inspect
premises where Ayurvedic, Siddha, and Unani (ASU) drugs are manufactured or sold. These inspectors
are authorised to take drug samples, examine records, and ensure that manufacturers and sellers
comply with licensing conditions and quality standards. Although the law is strict, there is inconsistent
enforcement across states due to the absence of harmonised inspection protocols and standard operating
procedures. This leads to variability in compliance and regulatory oversight.

51Strategic Roadmap for Making Ayurveda Global
Fig 10: Regulatory landscape around Ayush Drugs in India
Rule 161 – Labelling and Packaging of ASU Drugs
101
Rule 161 of the Drugs and Cosmetics Rules mandates that labels on Ayurvedic, Siddha, and Unani
(ASU) drugs must include a comprehensive and transparent set of information to ensure consumer
safety and regulatory compliance. Specifically, the rule requires that the label must list all ingredients
with their true botanical names and the specific plant parts used. It must also mention the method of
preparation as prescribed in authoritative classical texts, include cautionary statements for substances
listed under Schedule E(1) (which are known to have toxic properties), and provide essential details
such as the manufacturer’s name and address, batch number, expiry date, and usage instructions.
Rule 158B – Licensing Guidelines for ASU Drugs
102
Rule 158B of the Drugs and Cosmetics Rules outlines the regulatory framework for issuing manufacturing
licenses for Ayurvedic, Siddha, and Unani (ASU) drugs. According to this rule, classical formulations,
those that are prepared strictly in accordance with authoritative texts, are exempt from the requirement
of conducting safety studies, as their long-standing traditional use is considered sufficient evidence
of safety. However, for patent or proprietary formulations, manufacturers are required to provide
evidence of effectiveness. This can be in the form of published scientific literature or pilot studies as
well; full-scale clinical trials are not mandated. The rule emphasizes the need for proof of both safety
and efficacy, especially for new or modified formulations.
Rule 170 – Advertisement Approval for ASU Drugs
103
Introduced in 2018, Rule 170 of the Drugs and Cosmetics Rules was originally meant to regulate
the advertising of Ayurvedic, Siddha, and Unani (ASU) drugs. It required manufacturers to seek
prior approval from Licensing Authorities before publishing advertisements, particularly to prevent
misleading claims. Under this rule, companies had to submit textual references from authoritative
sources, safety data, and a scientific rationale to support the claims made in their advertisements.
However, in July 2024, the Ministry of Ayush issued a notification to omit Rule 170, citing its overlap
with the provisions of the Drugs and Magic Remedies (Objectionable Advertisements) Act, 1954.
Initially, the Supreme Court upheld this omission, effectively removing the requirement for prior
approval. Although the Court later vacated the stay, the omission of Rule 170 remains in effect, thereby
allowing advertisements of ASU drugs without mandatory pre-screening.

52Strategic Roadmap for Making Ayurveda Global
WHO-GMP & Ayush GMP Certification: Relevance, Challenges, and Impact on
Ayurveda
The WHO-GMP (World Health Organisation – Good Manufacturing Practices) and Ayush GMP
certifications are pivotal regulatory frameworks that ensure the safety, quality, and consistency of
Ayurvedic products. These certifications are essential for manufacturers aiming to establish credibility
in both domestic and international markets. WHO-GMP certification, governed by global standards,
is particularly relevant for export-oriented Ayurvedic companies. It mandates stringent quality
control across all stages of production, from raw material sourcing and in-process checks to final
product testing and documentation. Manufacturers must maintain detailed records such as Batch
Manufacturing Records (BMR), Standard Operating Procedures (SOPs), and stability testing reports
to ensure traceability and compliance.
104,105,106
On the other hand, Ayush GMP certification, regulated
under Schedule T of the Drugs and Cosmetics Act by the Ministry of Ayush, is mandatory for all
Ayurvedic manufacturers in India.
107,108
It focuses on hygiene, safety, and authenticity of ingredients
as per classical texts. The certification process involves inspection of manufacturing facilities,
verification of personnel qualifications, and adherence to pharmacopeial standards. Manufacturers can
apply for different types of licenses: Manufacturing, Loan, or Third-Party, based on their operational
model.
109,110
Despite their importance, these certifications face several challenges. There is also a lack
of harmonisation between domestic Ayush standards and international GMP norms, which creates
barriers for global market access. Additionally, the variability in raw material quality poses challenges
in standardisation and scientific validation.
The impact of GMP certification on the Ayurveda sector is profound. In the product segment, it enhances
consumer trust, facilitates exports, and opens access to regulated markets like the EU, US, and ASEAN.
Many Ayurveda product manufacturing companies have leveraged the WHO-GMP certification to
expand globally. In the service sector, NABH-certified facilities ensure safer Panchakarma therapies,
better hygiene standards, and improved clinical outcomes, thereby elevating the credibility of Ayurveda
clinics and wellness centres. Moreover, NABH compliance supports the integration of Ayurveda into
insurance schemes and hospital networks, further mainstreaming traditional medicine. Ultimately,
GMP/ NABH certification is not just a regulatory requirement; it is a strategic enabler for Ayurveda’s
global expansion and its transformation into a trusted, evidence-based healthcare system.
Indian Pharmacopeia
The Indian Pharmacopoeia (IP), published by the  Indian Pharmacopoeia Commission (IPC)  under the
Ministry of Health and Family Welfare, serves as the official compendium of drug standards in India.
It plays a vital role in ensuring the  quality, safety, and efficacy  of medicines, including Ayurvedic
formulations. The IP is regularly updated to reflect scientific advancements and best international
practices, and it serves as a benchmark for both domestic regulation and global trade. Global recognition
and acceptance: The Indian Pharmacopoeia is currently  recognised by at least 15 countries, including:
• Afghanistan, Nepal, Ghana, Mauritius, Suriname, Nicaragua
• Several African and Caribbean nations, such as  Liberia, Togo, Mali, Sierra Leone, Kenya, and
Barbados
• Switzerland, where Swissmedic has officially accepted over 200 monographs and 985 Ayurvedic
Formulary specifications for simplified drug registration
This recognition reflects India’s growing influence in global pharmaceutical regulation and its
commitment to harmonising standards across borders.

53Strategic Roadmap for Making Ayurveda Global
The Ayurvedic Pharmacopoeia of India (API) is a subset of IP and includes 665 monographs of
single drugs  (Part I), 224 monographs of compound formulations  (Part II) and over 985 classical
formulations  listed in the  Ayurvedic Formulary of India (AFI). These monographs provide standardised
references for identity, purity, strength, dosage, and therapeutic use, covering a wide range of herbs,
minerals, and classical preparations.
Many Ayurvedic formulations listed in the IP are actively exported.
For instance:
• Psyllium,  Turmeric,  Senna, and  Ashwagandha—all included in IP—are among the  top exported
medicinal plants from India.
• Psyllium alone accounts for over 86% of India’s MAPs export to the USA.
These standardised formulations benefit from easier regulatory navigation in countries that recognize
IP, enhancing  market access and credibility. However, despite recognition,  not all listed formulations
are being exported at scale, and many remain underutilised due to regulatory, market, or awareness
barriers. Some of the challenges that limit its full impact in international markets are
• Limited Harmonisation with Global Standards: IP is not yet fully aligned with major
pharmacopoeias like the  USP (United States)  or Ph. Eur. (Europe), which restricts its acceptance
in high-value markets.
• Underutilisation of Recognised Monographs: Even in countries that recognize IP, many
Ayurvedic formulations are not actively exported due to a lack of awareness, marketing
infrastructure, or regulatory clarity.
• Absence of a Dedicated Ayurveda Working Group in EDQM: Unlike Traditional Chinese
Medicine (TCM), Ayurveda lacks a formal  Working Party  at the  European Directorate for the
Quality of Medicines (EDQM), which hinders inclusion of Ayurvedic monographs in the European
Pharmacopoeia.
• Traceability and Quality Compliance Issues: Many Ayurvedic products, especially MAPs,
face non-tariff barriers  such as  Sanitary and Phytosanitary (SPS) measures, due to challenges in
traceability, wild sourcing, and lack of Good Agricultural & Collection Practices (GACP).
• Fragmented Export Strategy and Lack of Market Intelligence: Exporters often lack access
to country-specific plant lists, banned substances, or simplified registration pathways, leading to
missed opportunities in compliant markets.
• Regulatory Bottlenecks for Drug Classification: In most countries, Ayurvedic products are
marketed as  dietary supplements  rather than medicines due to the absence of clinical validation
and harmonised drug registration frameworks.
Areas of Improvement
• Increased awareness about the regulatory requirements of various international markets
among manufacturers. Creating qualification playbooks and sharing them with all. Strengthening
the capabilities of AyushExcil so that they can have a regionally focused approach having
specialised teams working on each specific market geography.
• Looking ahead, the scope for improvement includes developing a centralised digital repository
for GMP-certified manufacturers.
• Bridging the gap between domestic and international regulatory standards by aligning
Ayush GMP standards with WHO-GMP standards.

54Strategic Roadmap for Making Ayurveda Global
• To ensure that more manufacturers start achieving these licenses, incentivizing small
manufacturers to upgrade their facilities, ensuring quality assessment and licensing
procedure, will create a great incentive in the export market for Indian manufacturers.
• Training programs for quality assurance personnel and real-time pharmacovigilance systems can
also strengthen regulatory oversight.
Global Best Practices
In the United States, TCM’s clinical ecosystem benefits from state licensure for acupuncture (most states
require NCCAOM examinations/certification) and an accredited education pipeline through ACAHM,
a U.S. Department of Education recognised programmatic accreditor. This institutional infrastructure
standardizes training and creates clear, regulated practice pathways that support payer and policymaker
engagement—advantages Ayurveda has yet to match in the U.S. market. As for products, the North
American TCM market (mainly U.S.) was valued at $69.3 billion in 2024, projected to grow at 6%
CAGR through 2031. U.S. is among the top importers of Chinese herbal medicines and acupuncture-
related products. In the European Union, many TCM herbal products make use of the THMPD pathway,
drawing on HMPC monographs and EMA quality guidelines just as Ayurveda can. Firms that meet the
EU’s pharmacopeial expectations—GACP/GMP documentation, validated fingerprints, contaminant
testing—access a harmonised route to national registrations and pan EU recognition.
111
In Europe, since
2009, Chinese herbal drug quality monographs have been gradually established and elaborated by the
TCM working party in the European pharmacopoeia (Ph. Eur.).
112
In Australia, TCM is a statutorily
regulated profession. The Chinese Medicine Board of Australia (CMBA) under AHPRA registers
practitioners across divisions (acupuncture, Chinese herbal medicine, Chinese herbal dispensing) and
publishes practice/safety standards (e.g., infection prevention, safe herbal practice). As for products, the
Therapeutic Goods Administration (TGA) under the Therapeutic Goods Act 1989 is the main regulatory
agency in Australia with a two-tier registration system. Low-risk products with limited therapeutic claims
are classified as ‘Listed Medicines’, whereas higher-risk products with stronger claims are classified as
‘Registered Medicines’. TCM products focus on herbs already identified as low risk by TGA and use
WHO monographs and Chinese Pharmacopoeia references for traditional use claims.
How other systems have been able to do it
TCM currently leads in regulatory readiness because it invested early in professional regulations
and accredited education (U.S./Australia), achieving a recognised scope of practice and standardised
training footprints that aid payer recognition and clinical integration.
• TCM invested early in FDA-compliant manufacturing, quality testing, and facility registration to
penetrate the US market despite strict regulations.
• They submitted New Dietary Ingredient (NDI) notifications for herbs not marketed in the U.S.
before 1994, backed by toxicology and safety data.
• For European market, under directive 2004/24/EC, products can qualify for Traditional Use
Registration (TUR) if they demonstrate at least 30 years of medicinal use globally, including 15
years within the European Union. As TCM had an early start in Europe, they are able to show more
than 15 years of safe use in European geography.
• TCM’s extensive historical records and pharmacopoeias also provide strong bibliographic evidence
for safety and plausible efficacy, reducing the need for full clinical trials in certain categories.
• The ICD-11 Traditional Medicine Chapter (Module 1) for East Asian diagnostics further normalizes
TCM within international health information systems, strengthening health system legitimacy.

55Strategic Roadmap for Making Ayurveda Global
• China has invested heavily in TCM regulatory science (TCMRS), focusing on Good Agricultural and
Collection Practices (GACP), Good Manufacturing Practices (GMP), and chemical fingerprinting
for complex herbal formulations. These measures ensure batch-to-batch consistency, traceability,
and contaminant control, critical for meeting stringent EU and FDA quality standards.
• Advanced techniques like network pharmacology and AI-driven quality assurance have further
strengthened compliance. This systematic modernisation gives TCM an edge over a less
standardised traditional medicine system.
TCM has successfully penetrated major markets such as Australia, Canada, and the EU by leveraging
frameworks like natural health product licensing, traditional use evidence, and GMP-certified
manufacturing. These systems emphasize standardised formulations, pharmacopeial references,
and clinical documentation, often supported by government-backed research and international
collaborations. Additionally, China has also invested in regulatory diplomacy, ensuring mutual
recognition agreements and streamlined export certifications.
113
How Ayurveda can Utilise these Learnings
Licensure and education accreditation (U.S.), statutory registration (Australia), and acceptance
into ICD-11 TM Module-1 have normalised TCM across systems. Ayurveda is poised to narrow
this gap as the WHO advances the planned ICD-11 Module 2 derived from Ayurveda and as Indian
manufacturers systematically meet EMA-grade quality expectations for EU registrations. Many
Ayurveda manufacturers operate under Ayush GMP, which does not fully match EU GMP
standards; further strengthening of domestic regulatory standards will help these products
comply with European regulatory norms. Overall, it’s clear that as a policy, India needs to invest
in strengthening the regulatory aspects, especially with respect to quality manufacturing. Use of
modern technologies and quality assurance mechanisms can help more manufacturers and products to
fulfill the stringent regulatory requirements of major international markets. For each specific market,
specific strategies to comply with the regulatory requirements need to be prepared and templatised.
Supportive bodies like AyushExcil can help in creating such templates and subsequently building
the capacities of manufacturers on them.
Recommendations
1. Country-wise playbooks: Creating country and market-specific playbooks for all major
international markets will enable the manufacturers to undertake the required procedures swiftly
and make their entry into the international markets much easier without reinventing the wheel.
Agencies like AyushExcil can be strengthened to maintain and update these playbooks and organise
regular webinars, meetings, and sensitisation sessions for each market every now and then.
a. United States (DSHEA first, then step-ups)
i. Supplements: Ayurveda products can enter the US market under the Dietary Supplement
Health and Education Act (DSHEA). It allows herbal products to be sold as dietary
supplements without pre-market FDA approval, provided they meet safety and labelling.
These supplements cannot claim to diagnose, treat, cure, or prevent diseases. They can
only make general wellness or structure–function claims (e.g., “supports joint health”).

After initial entry, companies can add structure–function claims, supported by real-world
data (RWD) and pragmatic clinical trials to strengthen credibility.
This phased approach
allows Ayurveda brands to enter the U.S. market quickly as supplements, build trust with
compliance, and then expand claims based on evidence without violating FDA rules.
114

56Strategic Roadmap for Making Ayurveda Global
ii. Botanical Drug Pilots: Instead of only selling Ayurveda products as dietary supplements,
some of the promising candidates should be selected to register as botanical drugs as
well with the U.S. FDA. To develop a botanical drug in the U.S., companies must file an
Investigational New Drug (IND) application under the FDA’s Botanical Drug Development
Guidance. This allows clinical trials for prescription drug approval.
We can start with
herbs that already have strong safety and efficacy data (e.g., Ashwagandha, Boswellia)
because multi-herb formulations are harder to standardize and approve.
Botanical drug
development is expensive and time-consuming (clinical trials, GMP compliance, FDA
reviews). So, a few high-potential products should only be picked initially rather than
trying to convert all Ayurveda formulations.
This strategy helps Ayurveda move beyond
supplements into regulated drug status, which brings higher credibility, insurance coverage
potential, and integration into mainstream healthcare.
iii. Procedure integration-two-pronged strategy: Map Ayurveda procedures to ICHI as
that module matures, which would ensure that Ayurveda starts getting recognised in
global health data systems, making it easier for integration into mainstream healthcare and
reimbursement frameworks. While international coding evolves, in parallel, credentialing
of Ayurveda providers within integrative medicine clinics under physician supervision
(mirrors early acupuncture integration pre-licensure) can allow immediate clinical
integration of Ayurveda procedures.
b. European Union (THMPD/National)
i. Prepare Regulatory Dossiers: As mentioned in previous sections, the most important
method to enter the EU market should be through motivating and promoting manufacturers
to prepare regulatory dossiers under the Traditional Herbal Medicinal Products Directive
(THMPD) or equivalent national pathways in EU member states. Where this is not
feasible, national traditional registrations or food supplement routes can be pursued while
monographs mature.
To avoid novel food triggers for non-history food supplements,
safety packages need to be planned in advance with comprehensive documentation of
toxicology, pharmacology, and clinical safety data to satisfy EU regulators or reformulated
by adjusting ingredients or dosage to align with EU norms.
c. GCC / UAE
i. Drug registration: The UAE already has a simplified traditional medicine pathway and
professional licensure for Ayurveda. For Ayurveda products with medical claims, Ministry
of Health and Prevention (MOHAP) registration is mandatory. MOHAP classifies products
based on composition, intended use, and risk level; Ayurveda medicines with therapeutic
claims fall under the herbal medicinal products category. By following the stepwise
procedure laid out for this registration, the products can be registered and marketed as a
drug in the UAE. Ayurveda industry can use the UAE as a service & product lighthouse
for the Gulf countries, combining clinics with compliant manufacturing/finishing.
d. Australia: In Australia, the Therapeutic Goods Administration (TGA) regulates complementary
medicines. Most Ayurveda products would enter as “Listed Medicines” under the TGA system.

They must meet GMP standards, use permitted ingredients, and make only approved low-risk
claims (e.g., “supports digestive health”). TGA provides a list of approved health claims for
listed medicines. Ayurveda products must align with these indications (e.g., stress relief, joint
health) rather than making disease treatment claims.

57Strategic Roadmap for Making Ayurveda Global
e. Canada: In Canada, herbal and traditional medicine products are regulated as Natural Health
Products under Health Canada’s NHP Regulations. To sell Ayurveda products, companies
must obtain an NPN (Natural Product Number) by submitting safety, quality, and evidence
data. Products must use standardised formulations, meet GMP standards, and comply with
labelling rules. This approach allows Ayurveda to legally enter the Canadian market through
compliant products and gradually integrate services into wellness and insurance ecosystems.
Other Recommendations
2. Strengthen AyushExcil: AyushExcil should be scaled from a small, generalist setup into a market-
intelligence and compliance support body. Creating dedicated country/region desks (e.g., EU/UK,
US, GCC, ASEAN, Africa), staffed with specialists who track evolving regulatory requirements,
import procedures, labelling norms, claims restrictions, and documentation expectations as needed.
Each desk should maintain ready-to-use “market playbooks” (step-by-step export guidance),
standard dossiers (product, quality, safety, and traceability templates), and a helpdesk that supports
exporters with pre-submission checks, regulator queries, and risk mitigation—reducing rejections,
delays, and compliance costs.
3. Encourage adoption of WHO-GMP guidelines by export-oriented manufacturers and
creating a dashboard of WHO-GMP certified Units: To align Indian Ayurveda products with
international manufacturing expectations, encourage adoption of WHO‑GMP standards among
export-oriented units. This should be backed by a public, searchable online dashboard listing
verified WHO‑GMP certified facilities, product categories, certification validity, audit dates
(where permissible), and corrective-action status. Transparent publication of certified units will
improve buyer confidence, regulator trust, and brand credibility, while also incentivizing industry-
wide quality upgrades and reducing compliance friction in high-regulation markets.
4. Working Party at EDQM for Ayurveda: Establishing a dedicated Ayurveda Working Party at
EDQM would provide a structured platform to develop and refine Ayurvedic herbal monographs
in line with European Pharmacopoeia expectations—similar to how other traditional systems
have benefited from sustained technical engagement. This working party should include EDQM
experts, European pharmacopeial stakeholders, and Indian technical institutions to harmonize
identity, purity, contaminants, analytical methods, and reference standards. Over time, stronger
monographs and standards setting can support broader recognition, regulatory clarity, and smoother
market access for Ayurveda ingredients and finished products in Europe.
5. Patent Protection Measures
a. The recent WIPO Treaty on Intellectual Property, Genetic Resources and Associated
Traditional Knowledge (adopted May 24, 2024) introduces an international disclosure
requirement for patent applicants when inventions are “based on” genetic resources and/or
associated Traditional Knowledge. India should operationalize domestic processes and digital
systems that make such disclosure workable and verifiable.
115
b. Create ‘Patent Watch and Rapid Opposition Cell’: Institutionalize a national capability to
continuously monitor global patent filings in herbal/plant-based medicines, formulations,
and delivery technologies; flag risky claims early; and file oppositions/third-party observations
quickly using TKDL-backed prior art. Defensive protection is explicitly recognised as a
strategy to prevent illegitimate IP rights over TK.

58Strategic Roadmap for Making Ayurveda Global
c. Upgradation and Strengthening of TKDL: Make TKDL the central “always-on”
infrastructure for preventing misappropriation; expand its coverage, modernize search options,
and strengthen multilingual/semantic retrieval so examiners can rapidly find prior art across
Ayurveda texts and formulations. Further, rolling out “widened access with safeguards” (tiered
access for R&D/academia/industry) to support innovation while protecting against misuse,
which has already been approved by the union cabinet.
Medium (Up to 2035) and Long Term (Up to 2047)
1. Expand AOGUSY and make it efficient: Broaden the scope of ‘Ayurveda Oushadhi Gunvatta
evam Utpaadan Samvardhan Yojana (AOGUSY) scheme to provide practical compliance support
for SMEs, including documentation, testing, quality systems, and market-access readiness,
through standardised toolkits and technical assistance. The fund support should be shifted to a
milestone-linked disbursement model instead of the current utilisation-linked model, improving
accountability, outcomes, and efficient utilisation.
2. Expanding the Horizon of Formal Recognition as a System of Medicine: Adopt a structured
advocacy strategy to secure formal inclusion of Ayurveda within national health policies
and reimbursement frameworks, including insurance coverage where feasible. This should
be supported by evidence packages (safety, quality, outcomes, and cost-effectiveness) and
engagement with health ministries, payers, and professional bodies to transition Ayurveda from a
purely complementary modality to a recognised, regulated, and accessible care option in priority
countries.
B. International Collaborations (Academic and Industrial)
Current Status
India’s active participation in global platforms such as BRICS, SCO, G20, and the WHO Traditional
Medicine Summit has amplified Ayurveda’s visibility and credibility on the world stage. To support
this momentum, the Ministry of Ayush has signed over 75 international Memoranda of Understanding
(MoUs), including 25 country-to-country agreements, 52 institute-level MoUs, and 15 MoUs for
Ayush Academic Chairs in foreign universities. These MoUs span areas such as collaborative research,
academic exchange, clinical training, and product promotion. Ayush Information Cells have been
established in 43 locations across 39 countries, serving as cultural and educational bridges for Ayurveda.
However, despite the scale of these collaborations, current public domain data lacks clarity on
the operational status and outcomes of many MoUs. There is limited visibility into whether these
agreements have translated into measurable academic programs, clinical services, or product approvals.
Many MoUs appear to be ceremonial or exploratory, without milestone-based implementation plans or
performance indicators. This raises concerns about their effectiveness and sustainability. For instance,
while Ayush Chairs have been established in countries like Bangladesh, Australia, Latvia, Mauritius,
and Malaysia, there is little publicly available data on curriculum development, student enrollment, or
research output.
Areas of Improvement
• MoUs should be designed with clear, measurable deliverables and an embedded progress‑monitoring
mechanism, including defined milestones, timelines, and accountability for both parties.

59Strategic Roadmap for Making Ayurveda Global
• India should leverage its strong bilateral relationships to advance structured cultural and health
cooperation aimed at improving recognition and responsible practice of Ayurveda through a
comprehensive, phased plan.
• In parallel, India should use its influence in multilateral platforms to position Ayurveda as a
credible traditional health system with preventive, therapeutic, and rehabilitative value, supported
by consistent messaging and evidence-based advocacy.
Global Best Practices
International collaborations have provided traditional medicine systems with three critical enablers:
scientific legitimacy through research, market access via trade agreements, and policy support through
global health strategies. These factors have collectively fueled a global growth story, transforming
traditional practices into integrated healthcare solutions that cater to rising demand for holistic,
evidence-based, and culturally diverse medical options.
• China has pursued a state-supported internationalisation strategy for Traditional Chinese Medicine
(TCM). Under the Belt and Road Initiative, it reports establishing 30+ overseas TCM centres and 31
national TCM service export bases to expand clinical services, training, and technology cooperation.
These platforms have strengthened TCM’s education and research footprint while also improving
awareness and acceptance across regions. China also plans to train approximately 1,300 TCM
practitioners annually from BRI countries through training programs conducted in China.
• Official narratives place TCM activities in more than 196 countries/regions, underpinning a
pervasive presence from Europe to Central Asia. These centres double as demonstration and
training hubs, producing local partnerships and regulatory familiarity that facilitate service uptake
and product registrations.
• WHO Collaborating Centres (WHO-CC) for Traditional Medicine are specialised institutions
designated by the World Health Organisation to support its work in Traditional, Complementary,
and Integrative Medicine (TCIM). These centres act as technical arms of WHO, providing
expertise, research, and capacity-building to advance safe, evidence-based integration of traditional
medicine into health systems globally. There are around 25 such WHO CCs spread across the
world to ensure geographical diversity. TCM works extensively in collaboration with the WHO
CCs, especially in the field of research and clinical trials.
• Academic collaborations have been equally transformative. Partnerships between Chinese
universities and global institutions—such as the Medical University of Graz in Austria and
WHO-backed research networks—have advanced clinical research, pharmacological studies, and
technology-driven innovations like AI-based quality control and network pharmacology. These
collaborations have produced peer-reviewed evidence supporting TCM’s efficacy in areas like
pain management and chronic disease care, addressing skepticism and meeting Western regulatory
standards. Moreover, joint research platforms, including the WHO’s Global Traditional Medicine
Centre, have prioritised evidence generation and standardisation, enabling traditional systems to
align with modern scientific paradigms.
How other systems have been able to do it
Many countries have international collaborations and agreements, but the major difference in China’s
approach for TCM is that China has turned collaborations into physical, co-funded assets—overseas
centres of excellence, service export bases, and teaching clinics; which create trust, train local clinicians,

60Strategic Roadmap for Making Ayurveda Global
and generate in-market data. TCM’s overseas centres/export bases convert policy into presence,
enabling training, local data, and public familiarity. Ayurveda’s MoUs, academic chairs, and WHO
GTMC are valuable, but should culminate in co-funded centres in priority markets with embedded
trials and QA labs.
How Ayurveda can Utilise these Learnings
• India’s Ministry of Ayush has expanded Ayurveda’s global footprint through diplomacy and
programs: More than ~75 MoUs with multiple countries and educational institutions, academic
chairs and Ayush Information Cells. These initiatives foster collaborative research, education,
and public awareness. Ayurveda’s MoUs and academic chairs are valuable foundations to match
TCM’s momentum.
• Ayurveda stakeholders in large international markets will need flagship international hubs (EU,
US, Japan, GCC) with embedded trials units and joint Quality Assurance labs (for GACP and
release testing) that can speed herbal registrations and retailer acceptance. WHO GTMC can act
as the neutral forum for core outcome sets and data standards that make multi-country research
comparable and compelling for regulators.
Ayurveda can also leverage the global network of WHO Collaboration Centres, the recognised hubs
for scientific research and clinical trials. Ayurveda can partner with these centres to conduct multi-
country studies on safety, efficacy, and pharmacovigilance of Ayurvedic formulations and therapies.
Such evidence is critical for meeting regulatory requirements in markets like the EU and U.S., where
scientific validation is mandatory for product registration. Collaborative research also helps Ayurveda
transition from anecdotal heritage to evidence-based medicine, increasing global trust. The WHO
GTMC in Jamnagar, established via agreement with WHO- anchors a neutral platform for evidence
and standards.
Recommendations
Short Term (Up to 2029)
1. Milestone-based MoUs with progress dashboard: Instead of signing generic Memorandums of
Understanding (MoUs) with foreign governments or institutions, these MoUs can be specific and
measurable. Clear metrics for each deliverable can be defined as the number of courses started,
the number of trials registered, or the number of products registered.
The Ministry of Ayush or
its designated authority/body should maintain an online dashboard showing the progress of these
agreements. This ensures transparency for stakeholders, accountability for the implementation
of agreed action items, and global visibility of Ayurveda’s expansion efforts. This approach
moves from symbolic MoUs to actionable partnerships, making it easier to track impact and build
credibility internationally.
2. Establish flagship hubs across the globe in friendly countries: India should establish a network
of flagship Ayurveda hubs in strategically selected, friendly countries across key regions (e.g.,
Europe, ASEAN, GCC, Africa, and the Americas). They should also serve as in‑region coordination
nodes for regulatory facilitation, quality assurance, and market intelligence to reduce compliance
frictions for exporters. By anchoring partnerships with local universities, hospitals, and regulators,
the hubs can accelerate mainstream acceptance and responsible practice of Ayurveda. Over time,
a hub‑and‑spoke model can support coordinated promotion, distribution, and trade development
from within each region. These hubs can gradually be upgraded into education and research
institutes of repute and become International Ayurveda Centres of Excellence.

61Strategic Roadmap for Making Ayurveda Global
3. Leverage the WHO CCs network: as neutral conveners to co-design trials, pharmacopeial
harmonisation, and practitioner standards with host-country regulators; ensure geographic spread
(Americas, Europe, Western Pacific).
116
4. Leverage GTMC and its role as a global hub for research and policy: The WHO Global
Traditional Medicine Centre (GTMC) in Jamnagar acts as a global hub for research, standards, and
policy on traditional medicine.
India, through GTMC, should actively participate in and co-lead
the WHO’s global consultations that decide which research questions and disease areas get priority
funding and attention in traditional medicine.
By influencing these priority-setting exercises,
Ayurveda-related research topics (e.g., chronic pain, metabolic disorders, and integrative care) can
be included in the WHO’s regional and global research agendas. This will eventually ensure more
funding opportunities for Ayurveda trials, inclusion in WHO-supported multi-country studies, and
greater visibility in policy and health system integration discussions. This would be a strategic
move to make Ayurveda a core part of WHO’s evidence-generation roadmap, rather than being
sidelined by other traditional systems like TCM.
Medium (Up to 2035) and Long Term (Up to 2047)
1. Create an overarching administrative structure for Ayurveda globalisation: Given the multi-
stakeholder nature of the Ayurveda industry—spanning multiple ministries, departments, and
sectors—a clear governance structure to drive globalisation efforts in a focused and accountable
manner is strongly recommended. At the apex, a Mission Steering Group (MSG), chaired by
the Hon’ble Minister of Ayush, would provide strategic direction and oversight. Key supporting
ministries—such as the Ministry of Health & Family Welfare (MoHFW), Ministry of Commerce,
Ministry of External Affairs (MEA) and Ministry of Environment, Forest and Climate Change—
would be represented, alongside stakeholders from industry (manufacturers and service providers),
academia, research institutions, WHO representatives, and other reputed agencies.
a. The MSG would serve as the overall guardian of the globalisation mission, setting priorities,
aligning stakeholders, and monitoring progress. Reporting to the MSG, a Global Ayurveda
Forum would function as the primary working platform, with participation from
Secretaries of relevant ministries. This forum would translate the MSG’s direction into
actionable strategies and implementation plans, while operating under the MSG’s guidance
and governance.
2. Establish International Ayurveda Centres of Excellence: On the lines of the All India Institute
of Ayurveda established in India, similar centres of excellence for Ayurveda can be established
in some of the Ayurveda-friendly geographies as a collaboration between the host-country’s
Universities and Ayurveda CoEs in India, like AIIA/ITRA. Apart from academics, research can be
a focus area for these institutions, which can be conducted in coordination with WHO CCs.
3. Assume strategic leadership position in Traditional Medicine: Use the WHO Global Traditional
Medicine Centre (GTMC), Jamnagar as a strategic platform to shape the global traditional
medicine agenda—not only as a knowledge hub but as an active co-leader of WHO consultations.
This would include:
a. Co-leading WHO technical consultations and expert working groups on evidence standards,
safety/quality, education benchmarks, and integrative care models.
b. Hosting recurring “global consensus” roundtables to align countries on priority research
questions, data standards, and outcome measures relevant to Ayurveda.

62Strategic Roadmap for Making Ayurveda Global
4. Global Policy Inclusion: Influencing priority-setting for global research funding by developing
WHO-aligned research roadmaps (e.g., multi-country trials, real-world evidence protocols, and
implementation research for integrative care) to build stronger global legitimacy for Ayurveda,
clearer evidence expectations, and sustained alignment between India’s Ayurveda priorities and
WHO’s technical agenda.
C. Insurance Coverage- Products & Services
Current Status
Ayurveda is increasingly being integrated into health insurance frameworks across multiple countries,
reflecting its growing acceptance as a legitimate and insurable healthcare system. In India, the Insurance
Regulatory and Development Authority of India (IRDAI) has mandated that all insurers include Ayush
treatments, comprising Ayurveda, Yoga, Unani, Siddha, and Homoeopathy, at par with allopathic
treatments. Leading insurers such as Niva Bupa, Reliance Health, Manipal-Cigna, Care Health, and
Aditya Birla Health Insurance offer comprehensive Ayurveda treatment coverage under plans like
ReAssure 2.0, Health Infinity, and ProHealth Prime. These plans cover therapies such as Panchakarma,
Abhyanga, Shirodhara, Nasya, and herbal treatments, including in-patient costs, medicines, room rent,
and pre/post-hospitalisation expenses.
Beyond India, Ayurveda is gaining insurance recognition in countries such as Sri Lanka, Nepal, UAE,
Oman, Malaysia, Hungary, Switzerland, Germany, Brazil, South Africa, and Serbia. In Australia,
Canada, South Africa, and parts of Europe, professional indemnity and liability insurance for Ayurvedic
practitioners is available through organisations like IICT and Alternative Balance, enabling coverage for
therapies like Marma therapy, herbal detox, and Ayurvedic nutrition counseling. The recent inclusion
of Ayurveda and other traditional systems in the ICD-11 and ICHI frameworks further reinforces their
global legitimacy and further increases their chances of getting covered in insurance in more countries.
There are 6 countries where Ayurveda-based treatments are covered in Insurance:
1. UAE: Dubai’s basic health insurance (Essential Benefits Plan) was expanded to cover alternative
medicine such as Ayurveda (reported as a DHA circular update with annual limits and co-
insurance).
117
2. Sri Lanka: Many Sri Lankan insurer products explicitly include reimbursement for OPD/IPD
charges for Ayurvedic therapies/products.
118
3. Switzerland: Swiss insurance companies also list Ayurveda among complementary medicine
therapies discussed for coverage (often via supplementary insurance and recognised providers).
119
4. Netherlands: Ayurveda is explicitly listed as reimbursable under Dutch supplementary insurance.
120
5. Germany: Ayurveda is explicitly referenced in insurance products among reimbursable alternative
therapy forms for eligible tariffs.
6. South Africa: Ayurveda is explicitly named as a complementary therapy that is reimbursed by
medical aid schemes.
121
Although limited, the acceptance of Ayurveda therapy and products is improving across continents.
However, challenges remain in harmonising regulatory standards, validating therapies scientifically,
and ensuring uniform coverage across regions. To expand Ayurveda’s insurance footprint, efforts are
underway to standardize clinical guidelines, promote international certifications, and engage insurers
in OECD countries for policy portability. This would allow foreign nationals receiving Ayurvedic

63Strategic Roadmap for Making Ayurveda Global
treatment in India to claim reimbursement under their home country’s insurance plans, provided the
treatment meets internationally accepted standards.
Areas of Improvement
• While Ayurveda’s insurance coverage is expanding, especially in wellness-focused and
complementary health markets, it still trails behind TCM in terms of global integration.
• Strategic collaborations, regulatory reforms, and consumer education will be key to positioning
Ayurveda as a credible, insurable, and globally accessible healthcare system.
• Pilots with select insurers to demonstrate that Ayurveda can deliver safe, effective recovery and
improved outcomes at a lower total cost of care compared to conventional treatment pathways—
helping build payer confidence and expand coverage.
Global Best Practices
TCM has notable insurance inroads in multiple high-income markets. In the United
States, Medicare covers acupuncture for chronic low back pain (12 treatments in 90 days; up to 20/
year upon improvement), reflecting policy acceptance of a TCM modality for a defined indication.
In Germany, after large, randomised trials (the GERAC program), the Federal Joint Committee
(GBA) added acupuncture to statutory benefits for chronic low back pain and knee osteoarthritis.
122

Switzerland provides a further model: acupuncture/TCM is covered by basic insurance (LAMal) when
delivered by certified physicians. Other European countries, like Netherlands, etc., also include
Acupuncture and TCM treatment amongst the CAM therapies covered in insurance schemes.
123
In Japan, Kampo medicines, standardised formulas derived from classical TCM, are reimbursed under
National Health Insurance as physician-prescribed drugs, integrating traditional herbal medicine into
mainstream prescribing and pharmacovigilance. For Ayurveda and other complementary therapies,
coverage under supplementary insurance is provided, not under basic insurance. Korean Medicine
(acupuncture, moxibustion, cupping, and many KM treatments) has been covered by National Health
Insurance since 1987; the benefit scope continues to expand (e.g., Chuna, movement therapy).
Kampo
in Japan is fully integrated; 148 Kampo prescriptions are reimbursed under National Health Insurance;
>80% of physicians prescribe them. National Health Insurance (NHI) in Korea has covered Korean
medicine (KM) services, including acupuncture, moxibustion, cupping, and herbal preparations, since
1987, which represents the first time that an entire traditional medicine system was insured by an NHI
scheme anywhere in the world.
124
How other systems have been able to do it
TCM’s reimbursement advantage rests on three pillars: condition-specific evidence produced in the target
health system (e.g., GERAC in Germany leading directly to coverage decisions); physician-delivered
models that fit insurer governance (e.g., Kampo prescriptions in Japan; physician-delivered acupuncture
in Switzerland); and standardisation that derisks payer adoption (clear dosing, quality controls, and billing
codes). TCM followed country-specific strategies and followed different routes for ensuring insurance
coverage in different countries. It demonstrated indication-specific coverage (Medicare for chronic low
back pain) and national drug reimbursement (Kampo, Japan), whereas it focused on integrative care models
in Switzerland, where TCM treatments were overseen by licensed practitioners to address initial safety
concerns and facilitate their coverage under insurance plans.
How Ayurveda can Utilise these learnings
Domestically, India has created a reimbursement base for Ayush. From April 1, 2024, the Insurance
Regulatory and Development Authority of India (IRDAI) has directed all health insurers to provide

64Strategic Roadmap for Making Ayurveda Global
Ayush coverage at par with allopathic care, with requirements for network empanelment, quality
parameters, SOPs, and engagement with the Ministry of Ayush’s Core Group. This parity is crucial
for generating real-world outcomes and cost-offset data that can be presented to international payers.
• Outside India, however, Ayurveda coverage remains limited in OECD markets, generally confined
to wellness benefits or supplementary insurance.
• Ayurveda’s domestic IRDAI parity creates an invaluable evidence engine at scale; translating this
to OECD settings will require pragmatic trials in priority indications (pain, metabolic health),
designed with local investigators and outcomes aligned to payer guidance.
• Ayurveda can propose limited indication pilots with insurers in Switzerland, the Netherlands,
Australia, and select US plans using TM 2 codes (e.g., low back pain, functional dyspepsia) to
reimburse Ayurveda consults/protocols delivered by accredited clinicians; evaluate outcomes and
cost-offsets.
• Bundling care with rehabilitation and wellness may also be a good alternative for insurance
coverage. Ayurveda can leverage medical value travel to package insured post-acute rehabilitation
with Ayurveda wellness for European and Middle Eastern markets.
Recommendations
Short Term (Up to 2029)
1. Domestic RWD engine: Since the Insurance Regulatory and Development Authority of India
(IRDAI) has mandated that Ayush treatments (including Ayurveda) be covered at par with allopathic
care, there is now a large insured patient base. This creates an opportunity to systematically
capture treatment data. A Real-World Data (RWD) system in India can be built to collect and
analyse actual patient outcomes from Ayurveda treatments delivered under insurance coverage.
This data can be utilised to show clinical outcomes (e.g., pain reduction, improved quality of life)
and economic benefits (e.g., reduced use of NSAIDs, fewer out-patient visits, shorter hospital
stays). This evidence can be used to convince global insurers and regulators of Ayurveda’s value,
support coverage decisions in OECD markets and Strengthen Ayurveda’s credibility as a cost-
effective healthcare option.
125
2. OECD pilots: Pilot projects can be launched at international locations, especially in OECD
countries (e.g., Switzerland, Netherlands, Australia, and select U.S. health plans), to test insurance
reimbursement models for Ayurveda, where Ayurveda consultations and standardised treatment
protocols (not ad-hoc therapies) are offered as reimbursable services under health insurance.
We
can start with specific conditions where Ayurveda has strong evidence and global relevance, such as
chronic Low Back Pain (cLBP), digestive disorders, etc. To gain insurers’ trust, Ayurveda services
should be provided by qualified, accredited Ayurveda practitioners and should be provided within
or alongside physician-supervised clinics, ensuring integration with mainstream healthcare.
Medium (Up to 2035) and Long Term (Up to 2047)
1. Benefit Expansion and Ensuring National Coverage: Scale successful pilots into mainstream
supplemental benefits by introducing standardised, protocol-based bundled Ayurveda packages for
post-acute rehabilitation and chronic pain. Target at least three national coverage/adoption decisions
for Ayurveda in insurance packages by demonstrating consistent outcomes, quality assurance, and
cost-effectiveness—leveraging precedent pathways used for services like acupuncture.

65Strategic Roadmap for Making Ayurveda Global
2. Contracts with US/EU/Gulf insurers for out-of-area coverage for Ayurveda-based Medical
Value Travel: Secure contracts with major US/EU/Gulf insurers to enable “out-of-area” coverage
for Ayurveda-led medical value travel—offering bundled, end-to-end care pathways delivered
at NABH-accredited Indian centres. Package pricing defined clinical protocols, and outcomes
reporting should be built in to simplify payer approvals and enable repeatable scale-up.
D. Localisation & Cultural Adaptability
Current Status
India’s proactive representation of Ayurveda in international forums such as BRICS, SCO, Quad, and
G20 has significantly elevated its visibility. The Ministry of Ayush’s participation in global expos,
trade fairs, and the launch of the Ayush Visa for medical value travel are strategic moves to position
India as a global hub for traditional medicine. Additionally, the establishment of the Ayush Export
Promotion Council (AyushExcil) has enabled branding and entrepreneurship support for Ayurvedic
products and services abroad.
Ayurveda’s global expansion is increasingly driven by its ability to adapt to local cultures and consumer
expectations. In markets like the United States, Ayurvedic herbs and nutraceuticals are often rebranded
and reformulated to align with local preferences, wellness trends, and regulatory frameworks. This
cultural adaptability is further supported by multilingual educational and promotional content, enhancing
accessibility and consumer trust. In many Western markets, Ayurveda is often remarketed through niche
functional segments like immune-boosting teas (e.g., Tulsi or Ginger) or stress-relief supplements (e.g.,
Ashwagandha) rather than entire holistic systems.
In Europe and North America, Ayurvedic treatments like
Panchakarma are frequently re-marketed as “Luxury Wellness Retreats” or “Holistic Detox Programs”
in spas and resorts, blending them with local natural therapies to suit a high-end demographic.
New startups
are leveraging Artificial Intelligence to provide personalised health recommendations based on an
individual’s dosha (body constitution), making the complex traditional system accessible and engaging for
digital-native users.
One of the limitations in Ayurveda’s internationalisation is its language of communication, which is
Sanskrit. While Sanskrit preserves the authenticity and depth of Ayurvedic knowledge, it poses a barrier
for global learners and practitioners, especially in Europe and other non-Indian regions. Although
with the growing demand from so many countries where Ayurveda is now being taught, textbooks of
Ayurveda have been translated into all major languages of the world and Ayurveda is being taught in all
these languages as well. But the technical terminologies of Ayurveda and diagnostic concepts such as
Vata, Pitta, and Kapha are still rooted in Sanskrit, making them difficult to understand for students and
regulators unfamiliar with the language. This restricts the adoption of Ayurveda in mainstream medical
education abroad and complicates regulatory documentation. For Ayurveda to expand effectively
in Europe, it is essential to translate core texts, clinical protocols, and pharmacopeial standards
into widely spoken languages like English, German, French, and Spanish, while also rephrasing
traditional concepts into medically relevant terms mapped to global coding systems like ICD-11 TM2.
Such linguistic adaptation will not only enhance accessibility but also foster trust and integration into
international health systems. There is also a lack of structured support for cultural adaptation of
Ayurveda in non-Indian contexts, such as integrating local health beliefs or consumer behavior
insights into product design and outreach. Understanding local epidemiology and treating the
conditions by using locally grown herbs and medicines requires research and with the advent of more
regional presence of Ayurveda training and research institutions globally, such research might reveal
localised cure of global disease conditions through using basic principles of Ayurveda.

66Strategic Roadmap for Making Ayurveda Global
Areas of Improvement
• It is important to position Ayurveda as a clinically relevant system of medicine by tailoring its
application to the priority health conditions of each geography. Moreover, care pathways and
service packages also should adapt to local patient needs and preferences—without compromising
Ayurveda’s core principles.
• India must invest in global regulatory engagement, develop region-specific branding toolkits, and
promote collaborative research on the cultural integration of Ayurveda.
• Building regional hubs across multiple continents of the world with research and development
components would allow specialised teams to understand local epidemiology and community
preferences and expectations from therapies like Ayurveda. These inputs would ensure the
adaptation of Ayurveda as per regional preferences and more acceptability across the world.
• Strengthening digital infrastructure for e-commerce, multilingual content creation, and consumer
education will further enhance Ayurveda’s global appeal and acceptance.
Global Best Practices
Japan adapted Traditional Chinese Medicine into standardised Kampo extracts integrated with national
formularies and physician workflows. Japan’s Kampo is the benchmark for product localisation:
classic formulas have been reformulated into spray-dried extract granules, standardised for quality,
and prescribed by physicians—making them compatible with Japan’s regulatory, clinical, and payer
ecosystems. Kampo’s inclusion in National Health Insurance transformed use from niche to mainstream
and built robust pharmacovigilance datasets. Separately, under the Belt and Road umbrella, overseas
TCM centres combine clinical services with cultural engagement (e.g., Tai Chi/Qigong), building
community familiarity and multidisciplinary referral networks in host countries.
How other systems have been able to do it
TCM’s localisation success is rooted in product standardisation (Kampo extracts), physician-centric
delivery, and cultural programming that resonates with local wellness narratives. Kampo shows
how reformulation and physician prescribing change payer and prescriber behavior.
How Ayurveda can Utilise these Learnings
• In the EU, Ayurveda can reduce adoption friction by pairing the THMPD framework with dosage
forms familiar to local consumers; standardised tablets, capsules, or teas—alongside classical
preparations. This approach resonates with pharmacists and clinicians accustomed to pharmacopeial
monographs and quality dossiers.
• Ayurveda is taking important steps; EU-grade quality, TAS recognition, and WHO-aligned
training—but can accelerate by:
»Standardizing extracts and ready-to-use formulations alongside classical dosage;
»Developing shortcycle, day-care variants of therapies (e.g., Panchakarma modules) that fit
work-life patterns and out-patient settings; and
»Embedding yoga/meditation as culturally intelligible adjuncts, comparable to Tai Chi in TCM
centres.

67Strategic Roadmap for Making Ayurveda Global
»Ayurveda should accelerate standardised dosage forms and context-sensitive protocols, while
leveraging Ayush Visa/MVT to prototype exportable clinic models that can be transplanted
with local dietetics and follow-up pathways.
»Develop localised Ayurveda SKUs (dosage forms, labelling languages, claims) aligned with
local diets and seasons (e.g., EU herbal lists, Australia’s permitted indications) and translate
“dosha” language into consumer-friendly terms mapped to TM 2/ICD constructs.
Recommendations
Short Term (Up to 2029)
1. Regimen adaptation:
Service providers can introduce day-care Panchakarma formats optimised
for out-patient and workplace wellness needs.
126

2. Ayurveda Localisation Toolkits: Create region-specific “Ayurveda Localisation Toolkits” that
adapt messaging, imagery, and service design to local cultural norms and health priorities. Each
toolkit should include: target-condition positioning (e.g., stress/sleep, metabolic health, pain),
culturally appropriate narratives, do’s/don’ts for claims, and locally resonant patient journeys
(clinic, wellness, home-care).
3. Addressing the language barrier: Rephrasing dosha-related insights in simple, medically
relevant terms that patients can understand, which is also mapped to ICD TM2 (e.g., patternbased
phenotypes) for clinical notes and marketing compliance.
127
4. Co-narratives with Yoga/Meditation: Package Ayurveda with mind-body practices (similar to
Taichi/Qigong in TCM centres) to meet local wellness expectations. Yoga already has a global
name, popularity and user base. This can be leveraged by designing procedures and therapies
combining Yoga with other Ayurveda components for holistic wellness and mindfulness.
5. Digital Commerce Localisation: Strengthen end-to-end digital commerce readiness by building
compliant, region-ready e-commerce capabilities: localised product catalogs, local payment
methods, country-specific labelling/claims governance, pharmacovigilance workflows, and
reliable last-mile delivery partnerships.
6. Culturally relevant IEC and communication strategy: Create a multilingual content factory
(not just translation) that produces culturally relevant content across languages and formats—short
videos, explainers, FAQs, practitioner-led webinars, and condition-focused pathways. Ensure
content is localised for tone, metaphors, dietary context, and regulatory boundaries. In case myths
and misconceptions are spread in local media, the relevant content and responses can be shared in
local languages.
Medium (Up to 2035) and Long Term (Up to 2047)
1. Understand local epidemiology and localised solutions: It is important to position Ayurveda as
a clinically relevant system of medicine by tailoring its application to the priority health conditions
of each geography. Moreover, care pathways and service packages also should adapt to local
patient needs and preferences—without compromising Ayurveda’s core principles.
2. Collaborative research programs with local universities/health systems: To study “cultural
fit” and adoption drivers (belief systems, trust, expectations, adherence). Prioritise research on:
acceptability of dietary advice, perceptions of herbal preparations, willingness for long-term
regimens, and integration with local standards of care.

68Strategic Roadmap for Making Ayurveda Global
Key Recommendations
The Acceptability Pillar lays out a comprehensive strategy to enhance global trust, regulatory legitimacy,
and system‑level integration of Ayurveda by strengthening regulatory compliance, expanding
international collaborations, building insurance pathways, and ensuring cultural and local adaptability
of products and services.
Short Term: (Up to 2029)
1. Create country and market specific playbooks for regulatory compliance for all major
international markets to facilitate manufacturers.
1. Strengthen AyushExcil from a small, generalist setup into a market-intelligence and compliance
support body.
2. Encourage adoption of WHO-GMP standards by export-oriented manufacturers to improve
buyer confidence, regulator trust, and brand credibility.
3. Establish a dedicated Ayurveda Working Party at EDQM to provide a structured platform
to develop and refine Ayurvedic herbal monographs in line with European Pharmacopoeia
expectations.
4. Institutionalize a ‘Patent Watch and Rapid Opposition Cell’ to continuously monitor global
patent filings in herbal/plant-based medicines, formulations, and delivery technologies.
5. Upgrade and strengthen TKDL to prevent misappropriation: expand its coverage, modernize
search options, and strengthen multilingual/semantic retrieval.
6. Adopt strategy of milestone-based MoUs with progress dashboard to ensure transparency for
stakeholders, accountability for implementation on agreed action items and global visibility of
Ayurveda’s expansion efforts.
7. Establish flagship hubs across the globe in friendly countries as in-region coordination nodes
for regulatory facilitation, quality assurance, and market intelligence to reduce compliance
frictions for exporters.
8. Leverage WHO CCs network as neutral conveners to co-design trials, pharmacopeial
harmonisation, and practitioner standards with host-country regulators; while ensuring
geographic spread.
9. Leverage GTMC and its role as global hub for research, standard and policy on traditional
medicine to ensure more funding opportunities for Ayurveda trials.
10. Create domestic RWD (Real World Data) engine to collect and analyse actual patient outcomes
from Ayurveda treatment to show clinical outcomes and economic benefits.
11. Launch pilot projects at international locations, especially in OECD countries to test insurance
reimbursement models for Ayurveda.
12. Create region-specific “Ayurveda Localisation Toolkits” that adapt messaging, imagery, and
service design to local cultural norms and health priorities.
13. Package Ayurveda with Yoga/Meditation by designing procedures and therapies combining Yoga
with other Ayurveda components for holistic wellness and mindfulness.
14. Strengthen Digital Commerce Localisation by building compliant, region-ready e-commerce
capabilities.
15. Create a culturally relevant IEC and communication strategy for effective messaging and
response to address myths and misconceptions.

69Strategic Roadmap for Making Ayurveda Global
Medium (Up to 2035) and Long Term (Up to 2047)
1. Expand & Strengthen AOGUSY to provide practical compliance support for SMEs.
2. Adopt a structured advocacy strategy to secure formal inclusion of Ayurveda within national
health policies and reimbursement frameworks.
3. Create an overarching administrative structure for Ayurveda globalisation to drive
globalisation efforts in a focused and accountable manner.
4. Establish International Ayurveda Centres of Excellence to promote academic and research
activities at global level.
5. Use the WHO GTMC, Jamnagar as a strategic platform to shape the global traditional medicine
agenda as an active co-leader of WHO consultations.
6. Influence priority-setting for global research funding by developing WHO-aligned research
roadmaps to build stronger global legitimacy for Ayurveda.
7. Mainstream standardised Ayurveda packages for post-acute rehabilitation and chronic pain
into insurance, targeting at least three national coverage decisions based on proven outcomes
and cost-effectiveness.
8. Secure contracts with US/EU/Gulf insurers to enable out-of-area coverage for Ayurveda
based MVT offering by enabling bundled, end-to-end care pathways delivered at NABH-
accredited Indian centres.
9. Tailor application of Ayurveda to the priority health conditions of each geography by
understanding local epidemiology and customizing solutions based on local needs.
10. Initiate collaborative research programs with local universities/health systems to study
“cultural fit” and adoption drivers.

71Strategic Roadmap for Making Ayurveda Global
Components
A Strategic Brand Positioning
B
Global Visibility and Promotions
C Medical Value Travel (MVT)
D Presence in Global bodies
A. Strategic Brand Positioning
Current Status
Ayurveda has transitioned from being a traditional Indian healing system to a globally recognised
wellness and therapeutic brand, with its products increasingly occupying premium and mainstream
segments in international markets. This transformation is driven by a strategic blend of cultural
authenticity, scientific validation, and modern branding techniques. Leading Ayurvedic companies have
successfully positioned their products in global markets by aligning them with consumer preferences
for natural, holistic, and sustainable health solutions. These brands have expanded their footprints
across North America, Europe, the Middle East, and Southeast Asia, often competing directly with
established multinational wellness and personal care companies.
128

Table 5.1: Market Expansion
Aspect Details
Global Presence North America, Europe, Middle East, Southeast Asia
129
Consumer Trends Preference for natural, holistic, sustainable health solutions
130
Competitive PositioningCompeting with multinational wellness and personal care companies
The global positioning of Ayurveda products is supported by a growing demand for clean-label, plant-
based, and preventive healthcare solutions. Consumers are increasingly seeking alternatives to synthetic
pharmaceuticals, and Ayurveda offers a compelling proposition rooted in centuries-old wisdom and
personalised wellness. Companies have leveraged digital platforms, e-commerce, and wellness tourism
to enhance visibility and accessibility. Branding strategies emphasize purity, tradition, and efficacy, often
supported by storytelling that connects consumers to the cultural and historical roots of Ayurveda.
131
In summary, Ayurveda products are increasingly positioned not just as therapeutic solutions but as
lifestyle brands that embody wellness, sustainability, and cultural depth. With continued innovation,
regulatory support, and strategic branding, Ayurveda is poised to become a cornerstone of the global
wellness economy.
132
Section 5: Global Propagation of
Ayurveda

72Strategic Roadmap for Making Ayurveda Global
Table 5.2: Key Challenges in Global Branding
Challenge Area Details
Recognition as a Medical SystemLimited formal recognition restricts branding in regulated markets
Product Classification Often categorised as dietary supplements due to a lack of harmonised
standards
SME Barriers Complex export documentation, multilingual labelling, and digital
marketing
Cultural Integration Lack of structured support for adapting Ayurveda to local health
beliefs
Ayurveda products have faced recurring quality and safety scrutiny in major international markets,
largely driven by findings of harmful elemental impurities and product adulteration. Regulators and
public health agencies in the US, Canada, Australia, and New Zealand have issued alerts after
testing (or poisoning investigations)
133
identified elevated levels of heavy metals such as lead,
mercury, and arsenic in certain imported or unapproved Ayurvedic products, sometimes linked
to documented cases of toxicity. In some instances, authorities also detected undeclared prescription
medicines (e.g., heavy metals) in products marketed as “natural,” raising concerns about intentional
adulteration, weak labelling/traceability, and supply through unregulated channels (online sales,
personal imports, or unauthorised clinics).
134
Overall, these examples have reinforced a consistent
message from regulators: the highest risks cluster around unregistered/unauthorised products,
inadequate quality control, and insufficient disclosure—underscoring the need for stronger GMP-
aligned manufacturing, standardised testing (especially for metals), and clearer compliance with local
regulatory frameworks.
Areas of Improvement
• Coordinated approach towards building Ayurveda as a healing brand across the world:
In the multi-stakeholder environment, each stakeholder is creating their own strategies and
implementing, leading to an uncoordinated messaging about Ayurveda in the global markets.
• Addressing the Quality concerns: There are multiple concerns around the quality of Ayurveda
products. Ayurveda needs to position itself as a natural, holistic healing brand with utmost care to
ensure good quality agriculture, collection, and manufacturing practices.
• Acceptability across the world: In many countries, Ayurveda has not been able to solidify its
position as a recognised system of medicine. This creates doubt in a consumer’s mind about the
safety of the products and services. Ayurveda should focus on getting legitimised and accepted in
all major markets of the world through focused efforts and strategies.
• Increasing the awareness of the consumer and busting the myths/misconceptions: Creating
education/marketing campaigns focused on the natural healing components of Ayurveda and
making people aware about the modern manufacturing processes and assuring them about the
overall quality of Ayurveda products. Responding to multiple myths/misconceptions being floated
on social media in local languages, so that people are not misinformed.

73Strategic Roadmap for Making Ayurveda Global
Global Best Practices
Traditional medicine systems across the world have undertaken strategic brand positioning to expand
globally, often aligning with national policy, cultural diplomacy, and scientific validation. While
Ayurveda is gaining momentum, systems like Traditional Chinese Medicine (TCM), Kampo (Japan),
Unani, and African Traditional Medicine have made notable strides in branding and global integration.
TCM-China: China elevated TCM as a national strategy through the outline of the Strategic Plan on
the Development of TCM (2016–2030) and the TCM Law (effective July 2017), embedding TCM into
the “Healthy China 2030” blueprint and codifying development, services, education, and research.
Earlier, there was considerable skepticism of TCM in the face of Western medicine, particularly
over the former’s training and funding, and an aversion to using modern clinical tests. Animal-
rights activists had also raised questions. With a history of more than 2,000 years, TCM is seen by
many as a national treasure in China for its unique theories and practices, such as herbal medicine,
acupuncture, massage, and dietetics; Tu Youyou won the 2015 Nobel Prize for her work using
artemisinin to treat malaria. Considering these, the government of China decided to make some
structural changes so as to change the face/image of Traditional Chinese Medicine and give it a more
mainstream and modern outlook. Under the TCM law passed in 2016;
• China puts TCM and Western medicine on equal footing within the country, with better training
for TCM professionals, so that TCM and Western medicine learn from each other and start
complementing each other.
• County-level governments and above to set up TCM institutions in public-funded general hospitals
and mother and childcare centres. Private investment will be encouraged in these institutions.
• All TCM practitioners must pass tests. Apprentices and previously unlicensed specialists with
considerable medical experience may only begin practice when they have recommendations from
at least two qualified practitioners and pass relevant tests.
135
Acupuncture & moxibustion’s inscription as UNESCO Intangible Cultural Heritage in 2010
136
provided much needed cultural capital for the proliferation and acceptance of TCM in the US
and EU markets. China invested in scientific research, cultural diplomacy, and standardised education
programs for international students.
This multi-pronged approach has positioned TCM not just as a
healthcare system but as a soft power tool and economic asset.
Kempo-Japan: Derived from Chinese medicine but adapted to Japanese needs, Kempo has
fully
integrated into Japan’s national health insurance system.
It has maintained pharmaceutical-grade
production standards, making Kampo medicines widely acceptable in clinical settings.
Kempo
focused on scientific validation and positioned itself as a complementary therapy in hospitals, especially
for chronic conditions and palliative care. Kempo’s strategic positioning was more on the lines of
clinical credibility and regulatory alignment, rather than cultural branding.
African Traditional Medicine: The African Union has promoted traditional medicine through
regional harmonisation efforts for herbal medicine regulation, collaboration with WHO AFRO
to integrate traditional medicine into primary healthcare. They have kept a strong emphasis
on community-based knowledge systems and biodiversity conservation; on August 31
st
‘African
Traditional Medicine Day’ is celebrated, raising awareness and policy support. While branding for
African traditional medicine is only evolving, the strategic positioning here is local empowerment and
health equity.

74Strategic Roadmap for Making Ayurveda Global
How other systems have been able to do it
TCM benefitted from earlier inclusion in ICD-11 (TM1) and a 15-year head start in ISO standardisation
via ISO/TC 249 (since 2009) hence, TCM has accumulated more years of coded data, standards, and
policy familiarity among regulators/insurers. This technical superiority allowed TCM the edge to push
towards global recognition and policy approvals. China’s TCM Law and national plans translate
into coordinated funding, internationalisation goals,
proactive global standardisation and brand
unification, which has resulted in the growing stature of brand TCM. Systems like Kempo and
African traditional medicines chose a different strategic approach and coordinated multi-pronged
national efforts in those directions have allowed these systems to create a strategic brand identity on a
global scale.
How Ayurveda can Utilise these Learnings
Since 2014, India has a dedicated Ministry of Ayush with a mandate to develop and globalize Ayurveda
and allied systems. In 2022, the WHO Global Traditional Medicine Centre (GTMC) was established in
Jamnagar with the Government of India support, positioning India, and by extension Ayurveda, at the
centre of the WHO’s traditional medicine agenda. But despite all this
• Ayurveda’s global expansion has been fragmented, with efforts spread across ministries, manufacturers,
researchers, and practitioners, often without a unified strategy. To address this gap, it is imperative
to establish a multi-stakeholder driven governance framework dedicated to coordinate multi-pronged
efforts, design and implement a strategic effort towards the globalisation of Ayurveda.
• Various misconceptions and myths around Ayurveda and its products have hampered the growth
of Ayurvedic export in many countries; it is therefore very important to create reference material
in local languages, specifically targeting these myths and creating a robust and evidence driven
information library for Ayurveda.
Recommendations
Short Term (Up to 2029)
1. Reposition Ayurveda and ride on the Yoga wave: A global brand positioning strategy to be
drafted and implemented, projecting Ayurveda as a preventive, evidence-backed, natural system
of medicine focused on holistic healing, rejuvenation and wellness. Yoga has already received a
great following and acceptance from the world community; Ayurveda should be projected as its
natural extension for a holistic and natural wellness partnership.
2. Mission Steering Group for coordinated implementation of Ayurveda’s globalisation strategy:
Since 2014, India has a dedicated Ministry of Ayush with a mandate to develop and globalize
Ayurveda and allied systems. Still, due to the multi-stakeholder nature of Ayurveda’s globalisation
efforts, results for Ayurveda’s global expansion have been limited, often without a unified strategy
with efforts spread across ministries, manufacturers, academicians, researchers, and practitioners.
To address this, it is imperative to establish a ‘Mission Steering Group (MSG)’ dedicated to
plan and implement these efforts in a coordinated and focused manner on a global scale.
This MSG would serve as a central coordinating body to define and execute a global repositioning
strategy for Ayurveda, aligning efforts across policy, research, regulation, industry, and diplomacy
for Ayurveda’s globalisation.

75Strategic Roadmap for Making Ayurveda Global
At the apex, a Mission Steering Group (MSG), chaired by the Union Minister of Ayush,
would provide strategic direction and oversight. Key supporting ministries—such as the
Ministry of Health & Family Welfare (MoHFW), Ministry of Commerce, Ministry of Tourism and
Ministry of External Affairs (MEA)—would be represented, alongside stakeholders from industry
(manufacturers and service providers), academia, research institutions, WHO representatives, and
other reputed agencies.
The MSG would serve as the overall guardian of the globalisation mission, setting priorities,
aligning stakeholders, and monitoring progress. Reporting to the MSG, a Global Ayurveda
Forum would function as the primary working platform, with participation from Secretaries of
relevant ministries. This forum would translate the MSG’s direction into actionable strategies
and implementation plans, while operating under the MSG’s guidance and governance.
3. Increase consumer awareness: Standard evidence-based IEC materials in multiple international
languages should be shared with the consumer for overall community awareness. Many consumers
and regulators outside India have skepticism or misconceptions about Ayurveda, especially around
product safety, quality, heavy metal content, sourcing of raw materials, and contamination risks.
We can create localised Frequently Asked Questions (FAQ) documents tailored to each country’s
regulatory requirements, consumer expectations, and cultural sensitivities. These documents may
also have third-party lab attestations for safety and product quality. These FAQs will serve as trust-
building tools for regulators, healthcare professionals, and consumers.
137
4. Strengthen the Quality framework: We need to upgrade Schedule T, which is India’s GMP
guideline, to WHO-GMP equivalence,
which is stricter and internationally recognised, especially
in regulated markets (EU, US). The industry should be encouraged to adopt the WHO-GMP
guidelines, specifically for the export of Ayurveda products. An online database listing all
Ayurveda manufacturers certified to WHO-GMP standards can be created and published for
building trust with foreign regulators and buyers. Batch-wise Certificates of Analysis (COA)
need to be published showing test results for (heavy metals, aflatoxins, pesticides, microbes)
with QR links on packs; these are key safety parameters demanded by EMA, FDA, and other
regulators.
138
Medium (Up to 2035) and Long Term (Up to 2047)
1. Claim the global thought leadership: Annual Ayurveda Global Evidence Report should be
prepared and published (in partnership with GTMC), tracking publications, trials, safety signals,
and payer pilots in the field of Ayurveda.
139

2. Global campaign to connect with consumers and create demand: A global publicity campaign
can be planned and implemented, focused on building an emotional connection with consumers
and creating confidence in their minds for using Ayurveda products through relatable, data-backed
storytelling. These campaigns can emphasize Ayurveda’s strengths in managing lifestyle issues
like sleep, stress, digestion, and individualised wellness by sharing real-life success stories or
testimonials. QR codes can be used on packaging or websites to link to lab reports, usage guides,
or patient stories, enhancing transparency and engagement.

76Strategic Roadmap for Making Ayurveda Global
B. Global Visibility and Promotions
Current Status
Ayurveda, India’s ancient system of holistic health and healing, has made significant strides in gaining
global visibility. The current approach to global visibility and promotion of Ayurveda is multi-
pronged, involving government initiatives, institutional collaborations, cultural diplomacy, and
emerging digital platforms. One of the most notable milestones in Ayurveda’s global positioning
is the establishment of the WHO Global Traditional Medicine Centre (GTMC) in Jamnagar, Gujarat.
This centre, backed by the Government of India and the World Health Organisation, serves as a global
reference point for traditional medicine systems, with Ayurveda at its core.
140
India has also introduced
the Ayush Visa, a specialised visa category aimed at promoting medical value tourism for Ayurveda and
other traditional systems. This initiative supports international patients seeking Ayurvedic treatments
in India, thereby linking wellness tourism with global outreach.
141

On the promotional front, Ayurveda has been featured in international health and wellness expos,
G20 health tracks, and bilateral health dialogues with multiple countries. The Ministry of Ayush
has partnered with Indian embassies and cultural centres abroad to celebrate Ayurveda Day, Organise
wellness camps, and conduct practitioner training programs. These efforts aim to build awareness and
trust among foreign consumers and regulators. Despite these initiatives, Ayurveda’s visibility in global
regulatory and insurance systems remains limited. Unlike TCM, which has been included in ICD-11
TM1 and has a dedicated ISO technical committee (ISO/TC 249), Ayurveda is only beginning to align
with ICD TM2 and ISO standards.
142
This delay affects its integration into clinical documentation,
insurance reimbursement, and health system interoperability. Marketing-wise, Ayurveda is increasingly
leveraging e-commerce enabled digital platforms to engage international consumers.
Areas of Improvement
• Strategic approach for promotion, visibility planning, and implementation.
• One size doesn’t fit all; a location-specific and problem-specific approach towards communication
needs to be adopted.
• A well-planned and implemented global promotional campaign might be a very helpful strategy
for the globalisation of Ayurveda.
Global Best Practices
China uses its Belt and Road Initiative (BRI), a global infrastructure and trade strategy, as a tool
for health diplomacy, specifically to promote Traditional Chinese Medicine. BRI spans over 140
countries across Asia, Africa, Europe, and Latin America.
China has actively used this network to
establish international hubs for Traditional Chinese Medicine (TCM) and even set up manufacturing
units abroad as part of its health diplomacy and strategic global expansion.
China includes TCM in its
health cooperation agreements, offering TCM clinics and hospitals in partner countries, training
programs for local practitioners, joint research and public health initiatives. It also supports TCM
product exports, regulatory harmonisation, and inclusion in local insurance systems. Recently, China
announced a plan to train 1,300 overseas health professionals from BRI countries in acupuncture,
herbal medicine, and evidence-based TCM research over three years. China has established over 30
TCM centres abroad, especially in countries with large Chinese diaspora populations. These centres
provide clinical services, train local practitioners, and serve as cultural and medical outreach hubs.
Over 1 million foreigners have received treatment at these centres.
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77Strategic Roadmap for Making Ayurveda Global
State Council Information Office of China published a white paper on TCM, emphasizing TCM’s
contribution to global health and its role in China’s medical diplomacy, including its integration into
WHO strategies, ICD-11, and ISO standardisation. The document was designed to educate global
stakeholders, governments, regulators, insurers, and researchers about TCM’s value and legitimacy.
144
How other systems were able to do it
TCM’s promotional ecosystem (NATCM/State Council) has operated for decades with consistent
narratives. It invested timely in scientific evidence generation, standardisation and inclusion in ICD-11
classification. Moreover, the utilisation of multi-country platforms to create opportunities for TCM and
build its soft power has been a continuous strategy.
How Ayurveda can Utilise these Learnings
India has already leveraged its advantage through the establishment of the WHO’s Global Traditional
Medicine Centre (GTMC) in the country. Moreover, using the popularity of Yoga to advance the agenda
of Ayurveda has also been a strategy that has been tried. UN General Assembly proclaimed 21 June
as International Day of Yoga (A/RES/69/131), and the WHO mYoga app (codeveloped with Ministry
of Ayush) scaled the message globally, building halo effects for Ayurveda within the broader Ayush
brand. India also led the creation of the Group of Friends of Traditional Medicine (GFTM) at WHO in
2023; periodic meetings in Geneva align member states on integrating traditional medicine into health
systems have created a buzz in favor of Ayurveda. But India has not fully utilised the potential of its
multi-country platforms or close relationships with countries to build Ayurveda promotional hubs,
creating advancement in Ayurveda education, research, manufacturing, and clinical services. India can
do well to create educational and research centres of excellence (like AIIA, ITRA, etc.) in favorable
international locations having a good Ayurveda alumni base, presence of Indian diaspora, and demand
for Ayurveda services.
Recommendations
1. Leverage the International Platforms: Use India’s leadership roles to promote Ayurveda in
health diplomacy, wellness tourism, and regulatory harmonisation. China utilised its international
presence in multi-country platforms by going a step further and creating TCM hubs in those
countries which are involved in the research and manufacturing of TCM products, thereby creating
a large market and consumer base. Similarly, for Ayurveda, India will have to utilise its multi-
country international platforms like G20, SAARC, QUAD, etc., and other close relationships with
countries in promoting Ayurveda by establishing Ayurveda promotional hubs, which will support
the establishment of manufacturing units, hospitals, and wellness centres, apart from promoting
targeted quality research as well.
2. Strategic Promotional Activities
a. Bring the embassies into action:
i. Position Indian embassies worldwide as the first line of credible information and
rapid response for Ayurveda in their respective geographies. This requires capacity
building of embassy communication teams through structured orientation on Ayurveda
fundamentals, evidence standards, regulatory sensitivities, and common misconceptions
so they can proactively address misinformation and reputational risks.
ii. Strengthen Ayush Information Cells at embassies by deploying trained manpower with
defined roles (outreach, partnerships, media response), clear annual workplans, and measurable
targets (events conducted, partnerships formed, media engagements, inquiries resolved).

78Strategic Roadmap for Making Ayurveda Global
iii. Ensure every embassy maintains a well-stocked, standardised repository of IEC
materials (print + digital) and a simple “crisis response playbook” (FAQs, approved
statements, escalation matrix) to ensure consistent messaging across regions.
b. Design and make innovative IEC materials available:
Create a modern, digital-first IEC
suite that can be localised and distributed through embassies, diaspora networks, and partner
platforms.
i. Apart from printed IEC materials/pamphlets, also focus on short-form video content
(reels, explainer clips, animated myth-busters), high-quality promotional videos, and
easy-to-share infographics designed for social platforms.
ii. Prioritise multilingual production in key global languages (and region-specific dialects
where relevant) to improve accessibility and adoption.
iii. Establish a centralised content engine that provides embassies with regularly refreshed
materials, including “plug-and-play” campaign kits (topic-wise: stress/sleep, gut health,
pain/rehab, women’s wellness).
iv. Vetted roster of credible influencers, clinicians, and culturally relevant advocates
(including selective celebrity partnerships where appropriate) to amplify reach while
maintaining authenticity and compliance.
c. Collaboration with top global brands of the hospitality industry and resorts: Build
strategic collaborations with leading global hospitality chains and destination resorts, especially
in high-footfall tourist hubs, to integrate Ayurveda as a visible, premium wellness offering.
This can include co-branded Ayurveda wellness menus, standardised therapies delivered by
qualified practitioners, and curated “Ayurveda + Yoga” retreat packages aligned to global
wellness trends (stress reduction, sleep optimisation, detoxification, pain management). These
partnerships can serve as high-impact “experience-based marketing,” converting first-time
global consumers through credible, high-quality exposure in trusted environments.
d. Pharmacy chains and Supermarkets: Collaboration with leading Pharmacy and Supermarket
chains in all major markets to showcase and sell Ayurveda OTC products.
3. Strategic Visibility Initiatives
a. Ayurveda centres and stores at strategically important domestic and global destinations:

Establish a high-visibility “Ayurveda Experience + Retail” footprint in locations where
footfall, trust, and discovery are naturally high.
♦WHO HQ area, Geneva
♦United Nations HQ area, New York
♦Eiffel Tower area, Paris
♦Times Square, New York
♦Trafalgar Square, London
♦Red Square, Moscow
♦Shibuya Scramble Crossing, Tokyo
♦Angkor Wat Temple area, Siem Reap
♦Marina Bay area, Singapore
♦Colosseum-Roman Forum area, Rome

79Strategic Roadmap for Making Ayurveda Global
4. Establish International Ayurveda Centres of Excellence: As a bold and ambitious move,
pushing Ayurveda on a global stage in the truest sense, India can look to establish International
Ayurveda Centres of Excellence in selected countries.
C. Medical Value Travel
Current Status
India’s traditional medicine systems, particularly Ayurveda, are increasingly becoming a cornerstone
of the country’s medical value travel (MVT) strategy. The launch of the Ayush Visa in July 2023
marked a significant policy shift, enabling foreign nationals to travel to India specifically for treatment
under Ayurveda, Yoga, Naturopathy, Unani, Siddha, and Homoeopathy. The visa is available in four
sub-categories: AY-1 (treatment), AY-2 (attendant), and their respective e-visa counterparts. However,
despite the policy’s potential, uptake has been modest—only 2,000 regular Ayush Visas were issued
as of December 2024.
Due to the lesser uptake of Ayush visa, the real numbers of MVT for Ayurveda
also remain speculative. For better planning and implementation of strategic efforts in this regard,
actual MVT numbers are essential. The process of Ayush Visa needs to be modified so that it becomes
a necessary first step for all Ayurveda-related MVTs.
145
This low uptake of the Ayush visa highlights
several implementation challenges:
• Limited awareness among international patients and facilitators.
• Cumbersome documentation and a lack of streamlined visa processing.
• Insufficient global marketing of Ayush-based medical tourism.
• Inadequate international accreditation of Ayush facilities, which affects trust and insurance
coverage.
A critical enabler of MVT is the quality assurance of Ayush facilities. The National Accreditation Board
for Hospitals & Healthcare Providers (NABH) has developed dedicated standards for Ayush hospitals
and wellness centres. As of 2025, nationally, 375 Ayush Hospitals and 127 Panchkarma centres
have received full accreditation from NABH, including public and private medical colleges
and hospitals. Over 250 Ayurveda institutions in Kerala alone have obtained NABH accreditation.
However, this still represents a small fraction of the 4,000+ Ayush hospitals and 36,000+ dispensaries
across India.
Despite these efforts, key gaps remain; like a lack of global insurance integration for Ayurveda
treatments, limited post-treatment follow-up systems, such as telemedicine for international patients (as
per prevailing legal provisions), absence of standardised clinical protocols and outcome documentation
for Ayurveda therapies, underutilisation of digital platforms for patient onboarding, multilingual
support, and virtual consultations. There have been multiple efforts to create a single portal for MVT
where the entire gamut of information about different healthcare facilities and professionals can be
made available. Earlier, by the Ministry of Tourism and recently by the Ministry of Health and Family
Welfare, through the launch of the portal “Heal in India”, these efforts have been made. However,
due to inadequate updates, these portals could not fulfill the requirements of users, leaving patients
dependent on agents and fragmented sources for guidance. To fully realize the potential of Ayurveda
in global healthcare, India must expand NABH certification to more Ayurveda hospitals and wellness
centres, simplify Ayush Visa processing and integrate it with the global medical tourism ecosystem,
and promote international collaborations for clinical research and accreditation.

80Strategic Roadmap for Making Ayurveda Global
Areas of Improvement
• Increased visibility, awareness, and communication regarding Ayurveda-related Medical Value
Travel among the consumers.
• Creating international Ayurveda MVT Hubs and domestic Ayurveda MVT Hot Zones in strategic
locations like Heritage cities like Varanasi, Prayagraj, Rishikesh, Ujjain, etc., and regional medical
hubs.
• Making the Ayush Visa process easier and bundling it with other facilities like Teleconsultation-
based initial assessment and follow-up, insurance coverage, etc., to make it a more beneficial
proposition for the users.
• Increased NABH accreditation of Ayurveda Hospitals without compromising on the quality.
Global Best Practices
The globalisation strategy of TCM focuses on overseas centres, training, and Belt and Road Initiative-
aligned clinics rather than classic direct medical tourism. This outward approach builds global
familiarity and trust, which indirectly drives patient interest and inbound flow to China. Policy targets
and reporting highlight dozens of overseas TCM centres and plans for 30 “high-quality TCM centres”
along the BRI by 2025. TCM is positioned internationally for chronic disease management and
rehabilitation, with universities/hospitals running satellite clinics in Russia, Central Asia, and parts
of Europe.
Among major Medical Tourism hubs of the world, Thailand is famous for affordable cosmetic and
dental procedures and has branded itself as a “Medical and wellness hub” through government
support. It boasts of world-class hospitals with international accreditation (e.g., JCI) and seamless
integration of tourism and healthcare. Similarly, South Korea, which is known for cosmetic surgery,
fertility, and cancer care, has received support from government-backed branding while it has
strengthened its infrastructure through cutting-edge technology and a focus on innovation and safety.
How other systems have done well
A major factor in the success of the MVT industry has been the strong backing provided by their
respective governments for strengthening the healthcare infrastructure and branding the industry
on a global scale. Thailand and Korea integrated traditional systems into wellness/medical tourism
offers, underpinned by strong accreditation and government marketing, giving international patients
structured, insurable options for integrative care. Countries like South Korea and Thailand have
worked with international insurers to ensure that foreign patients can claim reimbursement for
treatments received abroad. Private insurance partnerships allow patients from the EU, GCC, and
North America to access care with out-of-area benefits, especially for elective procedures like dental,
cosmetic, and rehabilitation services. Many of these hubs offer ‘bundled packages’ of services like
pre-arrival consultations, diagnostics and treatment, accommodation, wellness services, and post-
treatment telehealth follow-up as well. These packages are marketed transparently with fixed pricing,
reducing uncertainty for international patients.
TCM’s “go out” model (centres abroad) reduces patient travel friction and nurtures local
adoption, thereby allowing both the development of TCM infrastructure and base in those
countries and boosting Medical Value Travel for TCM.

81Strategic Roadmap for Making Ayurveda Global
How Ayurveda can Utilise these learnings
• Emulating China’s ‘go-out’ model, India can also look to establish Ayurveda Centres of Excellence
abroad and market in those countries and nearby regions as MVT hubs to rope in more patients towards
Ayurveda who might not be making the move currently, due to long distance and high travel costs.
• Create bundled healthcare packages and a single window information system that offers
comprehensive details on hospital quality, accreditation standards, treatment costs, and other key
patient information.
• Initiate pilots with international private insurance providers to include Ayurveda procedures in
their package as ‘out-of-area’ benefits.
Recommendations
1. Increase Visibility for Ayurveda-based Medical Value Travel offerings: To make the prospective
international consumers more aware about the wellness-based Ayurveda offerings in India and
abroad; visibility focused steps need to be implemented. Some of them can be
a. Create an International Ayurveda Medical Value Travel Hub: Establish one or more
overseas “Ayurveda Medical Value Travel Hub” in well-connected, tourism-friendly
countries (starting with Mauritius) to serve as a regional gateway. These hubs should
act as integrated platforms for patient acquisition, pre-travel tele-consults, documentation/
visa support, standardised package selling, and post-care follow-up—linking international
consumers to accredited Ayurveda providers and bundled care pathways in India.
b. Domestic Ayurveda Medical Value Travel Zones: Create Ayurveda-based “MVT Zones” in
i. Heritage destinations like Varanasi, Prayagraj, Rishikesh, Ujjain, Tirupathi, etc.
ii. High foreign-tourist circuits such as Agra, Khajuraho, Kerala, Rajasthan, etc.
Each zone should offer a cluster of accredited centres with standardised protocols, transparent
pricing, multilingual navigation/concierge, and combined itineraries (treatment + culture),
making Ayurveda easy to discover, trust, and purchase as a destination-led wellness product.
c. Regional Medical Hubs: As announced in the Budget 2026–27, the proposed Regional
Medical Hubs integrating modern medicine and Ayush healthcare, education, and research
facilities can serve as an important enabler for the propagation of Ayurveda.
2. Bundled offerings with Ayush Visa and care at accredited institutions: Ayush visa was
launched with an objective to make it easier for foreign nationals to visit India specifically for
Ayurveda-based wellness or therapeutic care. Although the response for this effort has been
average, in order to increase the utilisation of Ayush visa, there is a need to add more value for
the beneficiaries. Ministry of Ayush can promote bundled models of Ayush visa plus care delivery
in NABH-accredited Ayurveda hospitals/retreats with transparent outcomes and pricing bundles.
The bundled offering may include initial diagnostics (initial assessments, lab tests), therapy
(Ayurvedic treatments like Panchakarma, herbal regimens), and
tele follow-ups from their
own countries (post-visit virtual consultations as per the legal framework). Apart from being
extremely convenient for international consumers, these bundled offerings would ensure quality,
affordability, and continuity of care for international patients and position India as a trusted global
destination for Ayurveda-based medical and wellness tourism.

82Strategic Roadmap for Making Ayurveda Global
3. Insurance portability: As an indirect way to promote MVT in India, India should try to work
with private insurance providers in the EU and GCC (Gulf Cooperation Council) regions to make
Ayurveda services reimbursable for international patients receiving their Ayurveda treatments
in JCI/NABH-accredited centres in India. These “out-of-area benefits” will make Ayurveda
financially accessible to international patients, integrate it into mainstream insurance ecosystems
internationally, and
position India as a global hub for integrative, reimbursable care.
4. Global finder: A single verified portal listing accredited centres, specialists, packages, with
grievance redressal and outcomes dashboards.
5. Sensitisation of the Medical Value Travel ecosystem about Ayurveda offerings: Engage and
onboard established Medical Value Travel facilitators, who strongly influence international patient
flows, into the MVT ecosystem. Create a structured sensitisation and orientation program to
familiarize them with Ayurveda care offerings, accredited institutions, standardised packages, and
patient pathways (pre-arrival consults, in-country coordination, and post-care follow-up), so they
can confidently guide international patients on how Ayurveda can complement treatment through
integrative care and accelerate recovery by creating pathways for follow-up care.
D. Presence in Global Bodies like the UN
Current Status
Ayurveda has begun to make its presence felt across various United Nations bodies. While the journey
is still in its early stages compared to Traditional Chinese Medicine (TCM), Ayurveda is now actively
seeking visibility and legitimacy through strategic partnerships and institutional representation. Similar to
the global visibility component, regarding presence in UN bodies as well, the most significant milestone
for Ayurveda is the establishment of the WHO Global Traditional Medicine Centre (GTMC) in Jamnagar,
Gujarat.
146,147
This centre, launched in collaboration with the World Health Organisation and the Government
of India, serves as a global reference point for traditional medicine systems, with Ayurveda at its core. The
GTMC is expected to play a pivotal role in evidence generation, policy dialogue, and capacity building,
thereby enhancing Ayurveda’s credibility and visibility within WHO’s global health framework. However,
Ayurveda’s presence in WHO’s regional offices such as AFRO, EMRO, PAHO, and WPRO is still
limited.
148,149
Expanding Ayurveda’s footprint in these regional offices is essential for integrating it into local
health systems, insurance frameworks, and public health programs.
Beyond WHO, Ayurveda’s engagement with other UN bodies is emerging but not yet fully
institutionalised. For example, WIPO (World Intellectual Property Organisation) offers a platform
for protecting traditional knowledge and intellectual property. India’s Traditional Knowledge Digital
Library (TKDL) is a valuable resource that documents Ayurvedic formulations and practices to prevent
biopiracy and support patent examination. However, Ayurveda’s proactive use of WIPO frameworks
for global IP protection, branding, and geographical indications (GIs) remains under-leveraged.
In the cultural domain, UNESCO has recognised Yoga as an intangible cultural heritage
150
, but Ayurveda
is yet to receive similar recognition. A strategic push to include Ayurveda in UNESCO’s heritage list
could significantly boost its cultural legitimacy and global visibility. Ayurveda can also benefit from
partnerships with UNDP, UNCTAD, and FAO for sustainable development, trade, and biodiversity
conservation linked to medicinal plants.

83Strategic Roadmap for Making Ayurveda Global
Global Best Practices
China has been a strong supporter of the WHO Traditional Medicine Strategy, hosting high-level side
events at the World Health Assembly to promote TCM’s role in universal health coverage. In 2024,
China committed $5 million over five years to support the WHO’s Traditional, Complementary, and
Integrative Medicine (TCIM) Program. It also launched the International Traditional Medicine Clinical
Trial Registration Platform, certified by WHO, to support global research credibility. China’s National
Administration of Traditional Chinese Medicine (NATCM) collaborates with the WHO to develop
global norms and standards, promote ICD-11 TM1 coding, and support the integration of TCM into
national health systems.
Among other UN bodies, TCM practices like acupuncture and moxibustion were inscribed in
UNESCO’s Intangible Cultural Heritage list in 2010. The World Federation of Chinese Medicine
Societies (WFCMS) is an accredited NGO with UNESCO, actively involved in preserving and
promoting TCM culture globally.
China hosts the World Congress of Chinese Medicine at UNESCO
venues, such as the 2024 event in Paris, attended by delegates from 34 countries. With the World
Intellectual Property Organisation (WIPO), China has actively worked to protect TCM-related
intellectual property, including patent registration for herbal formulations, traditional knowledge
databases, and Geographical Indications (GIs) for TCM products.
How other systems have been able to do it
China has strategically engaged with multiple United Nations bodies to promote Traditional Chinese
Medicine (TCM) globally, using a combination of policy alignment, funding, cultural diplomacy, and
institutional partnerships.
How Ayurveda can Utilise these Learnings
Ayurveda should deepen collaboration with the WHO, especially through the Global Traditional
Medicine Centre (GTMC) in Jamnagar. We should push for UNESCO Intangible Cultural Heritage
status for Ayurveda, like Yoga. For intellectual property rights, India should work with WIPO to
register Ayurvedic formulations and therapies under Traditional Knowledge frameworks and expand
the Traditional Knowledge Digital Library (TKDL) for global access.
Recommendations
1. Expand Presence in WHO regional offices: WHO has six regional offices (AFRO, EMRO, EURO,
PAHO, SEARO, WPRO), each influencing health policy in their respective regions. Ayurveda’s
presence in these regional offices can enable regional policy integration, support local capacity
building, and promote Ayurveda-based public health models in these regions. For this purpose, the
Ministry of Ayurveda can deploy regional Ayurveda advisors or secondments from India to
each WHO regional office. These advisors can collaborate on regional health priorities (e.g., non-
communicable diseases, mental health, aging) using Ayurveda-based interventions, host regional
Ayurveda symposia under the WHO umbrella and support regional TM2 coding pilots using
Ayurveda patterns in clinical settings.
2. World Intellectual Property Organisation (WIPO): WIPO governs global IP frameworks,
including traditional knowledge protection, patent classification and geographical indications.
Ayurveda can start engaging with WIPO by registering Ayurvedic formulations and procedures
under WIPO’s Traditional Knowledge Division,
promoting India’s Traditional Knowledge Digital
Library (TKDL) as a global reference for patent decisions. In WIPO, TKDL should be showcased

84Strategic Roadmap for Making Ayurveda Global
as India’s flagship “implementation model,” with proposals for technical sessions on traditional
knowledge databases, governance mechanisms, and examiner training. This is particularly relevant
as WIPO’s Intergovernmental Committee (IGC) remains the principal forum for negotiating
international instruments on Traditional Knowledge (TK), Traditional Cultural Expressions
(TCEs), and Genetic Resources (GRs), while also providing documentation toolkits and guidance
on defensive protection strategies. Further, India should push for Ayurveda-specific GI tags
(e.g., Kerala Panchakarma, Himalayan herbs) and collaborate on IP education and awareness for
Ayurveda startups and manufacturers with WIPO.
3. Presence in other UN bodies: There are multiple UN bodies with whom India can engage to
support the globalisation of Ayurveda. India should engage with UNESCO to position Ayurveda
as an intangible cultural heritage, similar to Yoga. We can also engage with the WTO to push
for harmonised trade standards for Ayurvedic products under Trade-Related Aspects of Intellectual
Property Rights (TRIPS) and Technical Barriers to Trade (TBT) agreements, while with UNDP, we
can push for integrating Ayurveda into community health and SDG-linked programs. With bodies
like FAO, India can collaborate on Ayurvedic agriculture and medicinal plant conservation.

85Strategic Roadmap for Making Ayurveda Global
Key Recommendations
The Propagation Pillar outlines a comprehensive strategy to elevate Ayurveda’s global visibility,
credibility, and influence by strengthening brand positioning, international presence, communication,
medical value travel, and global partnerships.
Short Term: (Up to 2029)
1. Reposition Ayurveda and riding on the Yoga wave as a preventive, evidence-backed, natural
system of medicine focused on holistic healing, rejuvenation and wellness.
2. Constitute a “Mission Steering Group” for coordinated implementation of Ayurveda’s
globalisation strategy.
3. Formulate standard evidence-based IEC materials in multiple international languages to
increase consumer awareness.
4. Strengthen the Quality framework by encouraging adoption of WHO-GMP standards by export-
oriented manufacturers to improve buyer confidence, regulator trust, and brand credibility.
5. Use India’s leadership roles to promote Ayurveda in health diplomacy, wellness tourism, and
regulatory harmonisation by leveraging the international platforms.
6. Position Indian embassies worldwide as the first line of credible information and rapid
response for Ayurveda in their respective geographies.
7. Create a modern, digital-first IEC suite that can be localised and distributed through embassies,
diaspora networks, and partner platforms.
8. Collaborate with top global brands of hospitality industry and resorts to integrate Ayurveda as
a visible, premium wellness offering.
9. Establish Ayurveda centres and stores at strategically important domestic and global
destinations to enable higher-visibility.
10. Increase visibility for Ayurveda based Medical Value Travel offerings by establsihing
international MVT hubs/zones and regional medical hubs to enhance awareness among
prospective international consumers.
11. Bundle offerings with Ayush Visa and care at accredited institutions to increase utilisation of
Ayush Visa and to ensure quality, affordability, and continuity of care for international patients.
12. Work with private insurance providers in the EU and GCC regions to make Ayurveda services
reimbursable for international patients receiving their Ayurveda treatments in JCI/ NABH
accredited centres in India.
13. Engage and onboard established Medical Value Travel facilitators about Ayurveda MVT to
guide international patients toward integrative care options.
14. Expanding Presence of Ayurveda in WHO regional offices, WIPO, WTO & Other UN bodies.
Medium (Up to 2035) and Long Term (Up to 2047)
1. Claim the global thought leadership by publishing annual Ayurveda Global Evidence Report.
2. Plan and implement Global campaign to connect with consumers and create demand.

87Strategic Roadmap for Making Ayurveda Global
A. Strategic Roadmap and Key Recommendations for
Globalisation of Ayurveda
The recommendations outlined under each pillar—already discussed in detail in the previous sections—
have been developed in alignment with certain design principles. Building on these recommendations,
this section presents a structured, stakeholder‑wise action plan. It translates strategic priorities into
clear responsibilities and expected outcomes for each stakeholder. This structured view reinforces role
clarity, promotes accountability, and enables seamless execution across all stakeholders.
Design Principles
1. Quality-centric, evidence-driven approach: Every outward-facing initiative must be anchored in
GMP, GACP, pharmacovigilance, and publishable clinical designs.
2. Bridging the Gap between domestic and international: The regulatory gap between product
quality, manufacturing practices, and ingredient standardisation between domestic and international
markets needs to be bridged by strengthening the local regulatory landscape as well.
3. “Wedge, then widen”: Enter through regulatory-permitted categories (e.g., supplements under
DSHEA in the U.S., THMPD in the EU, complementary medicine routes elsewhere), then expand
indications and coverage as evidence accrues.
7,8,9
4. Standardize to integrate: Map Ayurveda diagnostics/procedures to ICD-11 TM2 and the emerging
ICHI traditional medicine module to enable EHR, claims and reimbursement pathways.
4
5. Flagship proof, then scale: Prioritise 6–8 selected conditions/therapies with pragmatic evidence
pathways, build 3–4 flagship international hubs, then replicate.
6. Whole-of-system governance: A cross-ministerial Mission Steering Group (MSG) for coordinated
planning, implementation, along with shared KPIs across Ayush, Health, Commerce, MEA,
NCISM/CCRAS/PCIM&H, AyushExcil, QCI/NABH and industry associations.
Why this, why now
• The WHO Traditional Medicine Strategy 2025–2034 explicitly calls on Member States to
integrate traditional, complementary and integrative medicine (TCIM) into health systems
through evidence, regulation and standards; a tailwind we should fully harness.
151
• India hosts the WHO Global Traditional Medicine Centre (GTMC) in Jamnagar, a neutral, global
knowledge hub for research, standards and digital assets; it can be our launchpad for collaborative
evidence and codification.
• Technical infrastructure for health data integration exists: ICD-11 already includes traditional
medicine chapters; TM2 brings Ayurveda/Siddha/Unani diagnostics into the coding rail, while
WHO and the Ministry of Ayush have advanced a Traditional Medicine module under ICHI to
standardize procedures—essential for billing, insurance, and hospital IT adoption abroad.
152
Section 6: Roadmap and Key
Recommendations

88Strategic Roadmap for Making Ayurveda Global
Fig 11: Design principles of the recommendations
6.1 Stakeholder-wise Goals and Action Plan
Purpose and Framing
This section turns the strategic intent for globalisation of Ayurveda into a time-sequenced implementation
plan. For each stakeholder, it sets outcomes, actions, dependencies, risks, and quantitative indicators so
the program can be governed like a mission. Horizons are aligned to your roadmap:
• Short term: now through 2029
• Medium term: Till 2035
• Long term: Till 2047
North-star Outcomes by 2047
1. Integration and recognition: Ayurveda is formally recognised or integrated in at least 20 national
health systems through education modules, regulated practice pathways, product registrations, and
reimbursement for selected indications.
2. Insurance inclusion: Defined Ayurveda indications (chronic low back pain, knee osteoarthritis,
functional gastrointestinal disorders, sleep and stress management, metabolic syndrome, women’s
health) receive insurance coverage in at least 10 countries, either through statutory benefits or
private plans.
3. Global centres and data: A network of International Ayurveda Centres of Excellence functions
across regions, combining clinical services, education, quality assurance laboratories, and research
units, with routine use of internationally compatible diagnostic and procedure coding and public
outcomes dashboards.
4. Quality and safety at scale: A mature ecosystem of farms, manufacturers, hospitals, and
clinics follows Good Agricultural and Collection Practices, Good Manufacturing Practices, and
clinical accreditation standards with transparent batch-wise certificates and pharmacovigilance
mechanisms connected to global safety databases.

89Strategic Roadmap for Making Ayurveda Global
5. Trusted brand and narrative: A sustained, evidence-forward global narrative for Ayurveda
reaches consumers, clinicians, policymakers, and payers through neutral platforms, scientific
reporting, and country-specific myth-busting materials in local languages.
Fig 12: North star outcomes by 2047
6.1.1
Ministry of Ayush
Mission Leadership, Policy, Financing, and Accountability Related
Short Term (up to 2029)
1. Create an inter-ministerial Mission Steering Group: Notify a Mission Steering Group
that includes the Ministry of Health and Family Welfare, Ministry of External Affairs,
Department of Commerce and Industry, Ministry of Tourism, National Commission for
Indian System of Medicine, Central Council for Research in Ayurvedic Sciences (CCRAS),
Pharmacopoeia Commission for Indian Medicine and Homoeopathy, Ayush Export
Promotion Council (AyushExcil), Quality Council of India/National Accreditation Board
for Hospitals (QCI/NABH) and Healthcare Providers, National Medicinal Plants Board,
leading educational institutes and industry bodies.
Deliverables: Mission charter; roles and responsibilities; quarterly review calendar; an
outcomes and indicators framework; a public progress dashboard.
Indicators: Mission notified within six months; dashboard live in nine months; quarterly
reports published thereafter.

90Strategic Roadmap for Making Ayurveda Global
2. Formulate an export-oriented pharmacopoeia package: Publish an Export Edition
of Ayurvedic Pharmacopoeia that specifies identity, purity, potency, contaminant limits
(heavy metals, pesticides, aflatoxins, microbial counts) and chemical fingerprints; issue
a Good Manufacturing Practices equivalence checklist to reach internationally accepted
standards; create a public registry of compliant plants linked to batch-wise certificates
through quickresponse codes.
Indicators: 100 updated monographs; 150 manufacturing plants audited to equivalence by
2029; registry publicly accessible.
3. Upgrade Medical Value Travel: Work with the Ministry of External Affairs (MEA) to
bring flexibility in Ayush Visa 2.0 norms so that NABH-accredited service providers and
MVT facilitators can offer international consumers bundled pathways (visa plus care at
accredited centres plus followup teleconsultation), with transparent packages, grievance
redressal, and outcomes reporting.
Indicators: 25 accredited centres listed; 10 standardised bundles launched; patient
satisfaction scores maintained at or above 70 on a 100 point scale. Industry discussion for
creating an International Ayurveda MVT hub, domestic MVT Zones and regional medical
hubs.
4. Strengthen Academic Chairs Abroad: For each Ayush Chair, set annual deliverables
(electives, curriculum codevelopment, joint seminars, research projects, and two public
lectures).
Indicators: 10 additional chairs; 20 new electives activated.
5. Create a Global Practitioner Register: In partnership with the National Commission for
Indian System of Medicine (NCISM), create a Global Register of Ayurveda Practitioners
with competency-based continuing education mapped to international training benchmarks,
to support dialogue with foreign regulators and payers.
Indicators: 10,000 practitioners enrolled by 2029; modular credentials prepared in nutrition,
musculoskeletal pain, rehabilitation, women’s health, and integrative support.
6. Milestone-based MoUs with Dashboard: To ensure steady progress, milestone-based
MoUs are to be signed with other countries and academic institutions for collaboration
in the field of Ayurveda/traditional Medicine. The progress against the milestones is to
be regularly tracked and displayed through a dashboard, which can be maintained by
AyushExcil or MoA.
7. Strengthen the Research Framework: Ensuring increased coordination between Industry
and Academia by the constitution of a Research Development Council and organising
monthly meetings to discuss research priorities. Also, ensuring a plan for Institutional
strengthening and utilisation of increased funding for Ayurveda research is prepared.
Medium Term (up to 2035)
1. Establish International Ayurveda Centres of Excellence: Create 10 International
Ayurveda Centres of Excellence (IACoEs) across regions (for example, continental Europe,
United States east and west coasts, Gulf region, Australia, and Southeast Asia) as joint
ventures between leading Indian institutes and host universities or hospitals. These centres
should host embedded research units, quality assurance laboratories, and clinical registries
with internationally compatible coding for diagnoses and procedures.

91Strategic Roadmap for Making Ayurveda Global
Indicators: 10 operational centres; 25 multi-country trials initiated; 30 traditional medicine
registrations secured in Europe and other regions.
2. Establish a World Federation of Ayurveda and Yoga: An international, non-profit
umbrella organization to network Ayurveda & Yoga societies/ associations globally. This
federation will consolidate efforts to promote standardization of Ayurveda and enable
formal recognition of Ayurveda and Yoga practitioners globally.
3. Strengthen domestic regulations: Regulations for quality manufacturing, agriculture and
collection practices need to be strengthened. Adoption of WHO-GMP standards should be
encouraged among industry stakeholders engaged in export-oriented manufacturing.
4. Secure mutual recognition for micro-credentials: Negotiate at least 10 mutual recognition
arrangements that grant limited scopes of practice under clearly defined conditions for
holders of modular/micro-credentials.
Indicators: 25,000 practitioners listed in the global register; 10 mutual recognition
arrangements in force.
Long Term (up to 2047)
1. Insurance inclusion and steady adoption: Achieve coverage decisions for selected
indications in at least 10 markets, maintain 20 international centres, and ensure 300
manufacturing plants meet internationally accepted Good Manufacturing Practices.
Indicators: Coverage in 10 markets; 50,000 practitioners in the register; annual publication
of a Global Ayurveda Evidence Report cited by payers and regulators.
Brand, Visibility, and Public Communication Related
Short Term (Up to 2029)
1. Country specific IEC kits: Publish materials in local languages addressing safety,
heavy metals, sourcing, and quality; pair with neutral scientific storytelling from trials
and registries; host an Ayurveda side event at global health assemblies in collaboration
with the World Health Organisation. Also, to create a communication plan for different
embassies and along with MEA; start the orientation of Ayush Information Cells and
existing communication teams in embassies regarding basic principles of Ayurveda.
Indicators: Kits live in 10 markets; the annual perception tracker shows improvement.
2. Industry level discussions to ensure visibility of Ayurveda products and services at
strategic locations around the world.
Medium Term (Up to 2035)
1. Flagship campaigns: Tie campaigns to insurer pilots and international centres; co-curate
Ayurveda Weeks with embassies and host universities.
Indicators: 10 campaigns; higher patient and learner funnels to centres.
Long Term (Up to 2047)
1. Durable presence: Maintain a presence across United Nations bodies and global congresses;
ensure the annual evidence report is adopted by neutral platforms.
Indicators: Annual adoption; sustained visibility.

92Strategic Roadmap for Making Ayurveda Global
6.1.2 Ministry of External Affairs and Indian Missions (including cultural outreach)
— Health diplomacy and local enablement
Short term (Up to 2029)
1. Modify Ayush Visa process: Allowing the NABH-accredited service providers and MVT
facilitators to offer bundled packages with Ayush visa, care delivery, and tele-follow-up
care (as per the legal framework) to the international customers for better marketing gains.
2. Convert memoranda into delivery plans: Rework existing agreements into milestone-
based instruments with clear outputs (courses launched, trials registered, products filed,
clinics accredited).
Indicators: 20 agreements converted; a public progress dashboard hosted on embassy sites.
3. Strengthen Ayurveda-related capabilities of Indian Embassies: Ensuring availability
of Ayurveda related IEC materials at embassies. Orientation of embassy staff on Ayurveda
business priorities and capacity building of communication teams to handle/respond to any
myths/negative campaigns regarding Ayurveda.
Medium term (Up to 2035)
1. Regulator roundtables: Organise embassy-led structured dialogues with host authorities
to secure ingredient recognitions, traditional registration routes, pilot reimbursement and
portable credentials.
Indicators: 10 roundtables; eight regulator agreements documented.
Long term (Up to 2047)
1. Institutionalise Ayurveda in the United Nations ecosystem: Advance the dossier for
intangible cultural heritage recognition, facilitate secondments to World Health Organisation
regional offices, and support engagement with the World Intellectual Property Organisation
for traditional knowledge protection
Indicators: Dossier advanced; regional advisors placed; knowledge protection activities in
motion.
6.1.3
National Commission for Indian System of Medicine — Education, Licensure,
and Portability
Short term (Up to 2029)
1. Globalisation-ready education packages: Offer one-year modular programs for
international learners (Ayurvedic nutrition and preventive health, stress and sleep,
musculoskeletal pain, out-patient Panchakarma adapted to local contexts) with clearly
defined competencies mapped to international training benchmarks
Indicators: 25 partner universities; 2,000 international learners annually.
2. Global practitioners register pilots: Launch the global register; design objective skills
assessments for international portability; activate alumni ambassador groups in 50 countries.
Indicators: 10,000 enrollments; pilot assessments by 2029.
3. Live Ayurveda practitioners register dashboard: Establish a live, centrally maintained
dashboard of registered Ayurveda practitioners to enable transparency and real-time
verification by global regulators and stakeholders.

93Strategic Roadmap for Making Ayurveda Global
Medium term (Up to 2035)
1. Dual and stacked degrees: Co-create degree combinations with international universities
(for example, Ayurveda with public health; Ayurveda with pain science) and secure at least
10 arrangements for limited scopes of practice.
Indicators: Six-to-eight-degree pathways; 25,000 enrollments in the register.
Long term (Up to 2047)
1. Global adoption of training benchmarks: Achieve formal referencing of Ayurveda
training benchmarks by 10 foreign licensing or continuing education bodies.
Indicators: 50,000 enrollments; 50 practice arrangements.
6.1.4
Central Council for Research in Ayurvedic Sciences (CCRAS), the World
Health Organisation’s Global Traditional Medicine Centre and Other Science
Institutions (INIs/ICMR/CSIR/DBT, etc.) — Evidence generation
Short term (Up to 2029)
1. Flagship indication portfolio: Prioritise research in areas where Ayurveda and traditional
therapies already have an edge, like chronic low back pain, knee osteoarthritis, functional
gastrointestinal disorders, sleep and stress, metabolic syndrome, and women’s health.
Design pragmatic and cluster trials that reflect personalised care and multi-component
interventions; standardize core outcome sets; register trials across multiple countries; and
create real-world data registries through Indian insurer coverage.
Indicators: 10 multi-country trials registered; 50% published in indexed journals; national
real-world registry live.
2. Dossier development: Prepare template dossiers for traditional registrations in Europe and
other regions (or food supplement routes where appropriate) and identify a small number
of botanical drug candidates for the United States Food and Drug Administration and the
European Medicines Agency that are amenable to standardisation.
Medium term (Up to 2035)
1. Regulatory success: Secure at least 25 traditional registrations in Europe or national routes,
and two investigative applications for botanical drugs.
Indicators: Acceptance letters on file; trial progression documented.
2. Publication of a Global Ayurveda Evidence Report and Global Clinical Trial Registry:
To capture global thought leadership, especially in the domain of traditional medicine, an
annual Global Ayurveda Evidence Report should be prepared and published (in partnership
with GTMC), tracking publications, trials, safety signals, and payer pilots in the field of
Ayurveda. This will also help in creating a Global Ayurveda Clinical Trial Registry linked
to WHO platforms for transparency and credibility.
Indicators: Reports cited by payers and regulators; coverage decisions referencing
Ayurveda evidence, Global clinical trial registry launched on a public platform.

94Strategic Roadmap for Making Ayurveda Global
Long Term (Up to 2047)
1. Regulatory Science and Standards: Harmonize Ayurvedic pharmacopoeia with
international standards (European Pharmacopoeia, USP). Develop ISO-compliant
standards for raw materials, formulations, and clinical protocols under WHO guidance.
2. Establish the research and clinical trial component in the International Ayurveda
Centres of Excellence in collaboration with WHO-GTMC and leading universities for
clinical trials, QA labs, and practitioner training.
6.1.5
Pharmacopoeia Commission, Bureau of Standards, drug regulators, food safety
authority, and NABH — Quality and safety backbone
Short Term (Up to 2029)
1. Publish upgraded monographs and testing protocols suited to exports; adopt chemical
fingerprinting for complex formulations; build a public plant registry with batch certificates.
Indicators: 100 monographs upgraded; 150 plants declared Good Manufacturing Practices-
equivalent; 150 hospitals/clinics newly accredited.
2. Accreditation scale-up: Expand accreditation for Ayurveda hospitals and Panchakarma
clinics; include outcomes and safety reporting (patient-reported outcome measures and
adverse events).
Medium Term (Up to 2035)
1. Compatibility with European and other standards: Develop a set of monographs
compatible with European expectations for at least 200 herbs and formulations and finalize
mapping between Indian accreditation standards and international accreditation frameworks
so insurers can accept documentation
Indicators: 300 accredited centres; acceptance notes for 50 monographs published.
Long Term (Up to 2047)
1. Every year, CCRAS and WHO-GTMC should jointly release reports summarizing real-
world safety signals and clinical outcomes from accredited Ayurveda centres worldwide.
This transparency builds confidence among regulators, insurers, and consumers.
Indicators: 80% of accredited centres using internationally compatible coding (ICD-11 TM2
for diagnoses and ICHI for interventions); no critical quality breaches reported, meaning zero
major violations, such as contamination or unsafe practices across the global network.
6.1.6
Ayush Export Promotion Council and the Department of Commerce — Export
enablement
Short Term (Up to 2029)
1. Country playbooks and helpdesks: Set up market cells for the United States, Europe,
Gulf region, Australia, Canada, Japan. Provide dossiers templates, labelling and claims
guidance, and retail onboarding protocols; run dossier clinics for small and medium
manufacturers.
Indicators: Monthly webinars with sellers/buyers on trade/regulatory issues for each cell,
500 exporters onboard; 100 dossiers in pipeline.

95Strategic Roadmap for Making Ayurveda Global
2. Trade facilitation: Align customs classifications for Ayurveda items; publish buyer toolkits
and Organise annual buyer–seller meets. Leverage trade agreements such as the India–EU
FTA to facilitate the cross-border mobility of Ayurveda physicians and the export of related
services.
3. Service Sector support: Prepare hospital establishment template with rules/regulations/
guidelines for each major market. Ensure all support from the government is extended to
the provider.
Medium Term (Up to 2035)
1. Overseas finishing and packaging: Support the creation of six finishing units in the Gulf,
Europe, and the United States so products meet local packaging and labelling rules quickly.
Link clusters of farms and manufacturers in India to these units.
Indicators: Lead time reduced by 30%; 10 supply clusters linked to retail chains.
Long Term (Up to 2047)
1. Route progression: Transition hero products from food supplement categories to traditional
medicine registrations where possible; deepen presence in mainstream retail chains.
Indicators: Double-digit export growth sustained; shelf presence in leading chains across
10 markets.
6.1.7
Manufacturers (large companies and small/medium enterprises)
Short Term (Up to 2029)
1. Manufacturing upgrades: Reach internationally accepted Good Manufacturing Practices;
publish batch-wise certificates on packs through quick response codes that display
contaminant test results and identity/potency verification.
Indicators: 150 plants upgraded; 100 localised products in forms familiar to overseas
consumers (for example, tablets, capsules, teas).
2. Localisation and claims: Reformulate to local dietary habits and regulation; use permitted
claims only; establish post-market safety data collection pipelines.
Medium Term (Up to 2035)
1. Clinical-grade products: Build a set of 10 to 12 standardised extracts with shared core
dossiers for national registrations in Europe; enter chain retailers in five markets.
Indicators: 25 registrations; five retail markets secured.
Long Term (Up to 2047)
1. Advanced regulatory pathways: Progress two or three botanical drug candidates through
midstage trials; maintain pharmacovigilance connection to global safety databases.
Indicators: Two Phase II/III programs underway; periodic safety updates published.
2. Risk Management
• Compliance costs: Access blended finance from the Ayurveda Globalisation Fund;
use shared core dossiers; partner with public–private laboratories for testing.
• Testing capacity: Leverage laboratories inside international centres of excellence.

96Strategic Roadmap for Making Ayurveda Global
6.1.8 Service providers (hospitals, retreats, clinics)
Short Term (Up to 2029)
1. Accreditation and care bundles: Secure clinical accreditation; launch standardised
treatment bundles for international patients with transparent pricing, clear clinical protocols,
and scheduled tele-follow-ups.
Indicators: 100 new accreditations; 10 bundles launched; patientreported outcomes
dashboards live.
Medium Term (Up to 2035)
1. Insurer pilots: Conduct pilots with payers in Switzerland, the Netherlands, Australia, and
selected plans in the United States for limited indications, measuring outcomes and cost
offsets against usual care.
Indicators: At least five pilots; cost offsets of 15–20 percent; clinically meaningful
improvements in patient outcome measures (for example, reductions in pain scores or
improvements in function).
Long Term (Up to 2047)
1. International clinic networks: Operate 50 clinics linked to centres of excellence;
establish shared-care protocols with host physicians and documentation compatible with
international claims systems.
Indicators: Contracts with insurers in eight markets; routine use of compatible coding.
6.1.9
Indian Academic Institutes (AIIA/ITRA,NIA, etc.)
Short Term (Up to 2029)
1. Export curricula and lead trials: Offer electives and faculty exchanges; lead multi-
centre trials with foreign principal investigators; publish joint guidance on standards and
outcomes.
Indicators: 20 electives abroad; 10 trials initiated.
Medium Term (Up to 2035)
1. Joint centres: Establish 10 joint centres inside international centres of excellence that
combine teaching, trials, and quality assurance laboratories; launch dual degrees with host
universities.
Indicators: 100 co-publications; dual degree cohorts graduating.
Long term (Up to 2047)
1. Global Recognition: Seek designation as World Health Organisation Collaborating Centres
and appear in international subject rankings for traditional medicine and integrative health.
Indicators: Five collaborating centres; international ranking visibility.

97Strategic Roadmap for Making Ayurveda Global
6.1.10 World Health Organisation & Global Traditional Medicine Centre and
collaborating centres
Short Term (Up to 2029)
1. Core outcome sets and data standards: Publish condition-specific outcome sets for
Ayurveda trials and registries; convene dialogues with payers and regulators on evidence
thresholds and safety reporting.
Indicators: Outcome sets adopted by trials; five payer/regulator roundtables completed.
Medium Term (Up to 2035)
1. Multi-country trials and annual reporting: Lead pragmatic and cluster trials; issue an
Annual Global Evidence Report with India.
Indicators: 30 trials by 2035; reports cited by decision-makers.
Long Term (Up to 2047)
1. Regional integration: Work through regional offices to embed Ayurveda in policy notes,
coding pilots, and continuing education frameworks.
Indicators: Pilots in four regions; joint guidance documents published.
6.1.11
National Medicinal Plants Board, state agriculture and forest departments,
export promotion agencies and farmer-producer organisations
Short Term
1. Good Agricultural and Collection Practices clusters: Create 25 clusters for top
botanicals; implement traceability from farm to finished product using digital identifiers;
pilot minimum support prices where volatility is high.
Indicators: Traceability live for 20 botanicals; price stability indicators improving.
Medium Term (Up to 2035)
1. Contract farming and geographical indications: Anchor quality through long-term
contracts with exporters; secure geographical indication tags for region-specific botanicals
and traditional processes (for example, botanicals used in classical therapies in Kerala or
Himalayan herbs).
Indicators: 15 geographical indications; 10 long-term contracts between farmer groups
and exporters.
Long Term (Up to 2047)
1. Sustainability at scale: Ensure 80% of export products originate from audited clusters;
publish annual sustainability and biodiversity reports.
Indicators: Coverage at 80%, independent sustainability verification.

98Strategic Roadmap for Making Ayurveda Global
6.1.12 Insurance Regulatory and Development Authority of India and Indian insurers
— Real-world data engine and pathway to overseas portability
Short Term (Up to 2029)
1. Standardised claims and outcomes capture: With domestic parity for traditional
medicine, capture standardised outcomes and claims data; establish a national real-world
data registry for comparative analyses.
Indicators: 1,00,000 thousand cases per year coded; first comparative effectiveness reports
published.
Medium Term (Up to 2035)
1. Comparative effectiveness and benefit design: Conduct studies in insurer cohorts for
selected indications; design portable benefits for overseas coverage at accredited Indian
centres.
Indicators: Five studies; two portable benefit designs ready.
Long Term (Up to 2047)
1. International payer contracts: Sign contracts with payers in the European Union and
Gulf region for out-of-area coverage of bundled Ayurveda pathways at accredited Indian
centres.
Indicators: Three contracts; 50,000 covered lives.

99Strategic Roadmap for Making Ayurveda Global
Table 6.1: Indicators-based review of stakeholder’s involvement
Stakeholders
Indicators
AvailabilityAcceptabilityPropagation
Globalised
Practice and
workforce
Global
Exports and
Manufactur-
ing
International
Research &
Development
Standardised
Global Edu-
cation
Compli-
ance to
Regula-
tions and
Guide -
lines
International
Collabora-
tions (Aca -
demic and
Industrial)
Insurance
coverage-
products &
services
Localisation
& Cultural
Adaptability
Stra -
tegic
Brand
posi -
tioning
Global
visibility and
promotions
Medical Val -
ue travel
Presence in
Global bod -
ies (WHO)
Ministries
Ministry of Ayush✓✓✓✓✓✓✓✓✓✓✓✓
Ministry of Health & Family Welfare✓✗✗✗✓✗✓✗✗✗✓✓
Ministry of Tourism✗✗✗✗✗✗✗✗✓✓✓✗
Ministry of External Affairs✓✗✗✗✗✗✗✗✓✓✗✓
Ministry of Culture✗✗✗✗✗✗✗✓✓✓✗✗
Ministry of Commerce✗✓✗✗✗✗✗✓✓✓✗✗
Regulatory Bodies
NCISM✓✗✗✓✗✓✗✗✗✗✗✗
CDSCO✗✓✗✗✓✗✗✗✗✗✗✗
Govt./Industry Bodies
AyushExcil✗✓✗✗✗✓✗✓✓✓✗✗
FSSAI✗✓✗✗✓✗✗✓✗✗✗✗
FICCI✗✓✗✗✗✓✗✗✓✓✓✗
BIS✗✓✗✗✓✗✗✓✗✗✗✗
NABH✗✗✗✗✗✗✗✗✗✗✓✗
Invest India✗✓✗✗✗✓✗✓✓✓✓✗
Academic Institutes
All India Institute of Ayurveda, New
Delhi
✗✗✓✓✗✓✗✗✗✓✓✗
Institute of teachings & Research in
Ayurveda, Jamnagar, Gujarat
✗✗✓✓✗✓✗✗✗✓✗✗
Research Institutes
CCRAS✗✗✓✗✗✓✗✗✗✓✗✗
RIS✗✗✓✗✗✓✗✗✗✓✗✗
International Organisations
WHO✓✗✓✓✓✓✗✗✗✓✗✓
GTMC✓✗✓✓✓✓✗✗✓✓✗✓
Others
Manufacturers✗✓✗✗✓✗✗✓✓✓✗✗
Service Providers✗✗✗✗✗✗✗✗✗✓✗✗

100Strategic Roadmap for Making Ayurveda Global
6.2 Summary-Recommendations
Components   Short term (Up to 2029)
Medium Term (Up to
2035)
Long Term (Up to
2047)
Availability
Global Workforce* Create a Global Information Portal
for Ayurveda Practice
* Create a Global Ayurveda Register
(GAR)
* Leverage bilateral relationships and
multi-country platforms for Mutual
Recognition Arrangements and export
of Ayurveda services
* Introduce Ayurveda electives in
global medical schools
* Adopt strategic approach towards
recognition of Ayurveda and validation
of practice
* Promote Integrative care models with modern
medicine
* Expand the global spectrum of Ayurveda
education
* Promote standardisation and evidence-based
research
* Establish a World Federation of Ayurveda and
Yoga.
Global Export and
Manufacturing
* Prioritise trade geography
diversification and shifting up the
value chain
* Formulate Ayurvedic
Pharmacopoeia-Export Edition
* Strengthen AyushExcil to enable
capacity building of manufacturers for
export promotion
* Create a real time Ayurveda Trade
Dashboard
* Adopt a focused regulatory
compliance strategy in Key Markets
* Strengthen trade facilitation by
reducing the pain points in export and
leveraging FTAs
* Upgrade the local GMP
guidelines to WHO-GMP
guidelines
* Promote overseas
finishing Units
* Catalyze Ayurveda as a
Service (AaaS) model
* Work with WHO-
GTMC to create
‘Global Safety and
Efficacy Benchmarks’
* Publish Annual
global safety report
and Global Evidence
report
* Build a distinct
identity of Ayurveda
International
Research and
Development
* Increase research focus on flagship
conditions/drugs
* Increase coordination between
industry and academia
* Create Real-world data (RWD)
Registries
* Bring clarity of available
opportunities for private sector
Ayurveda patents
* Establish International Ayurveda Centres of
Excellence
* Establish WHO Collaboration Centre networked trials
* Establish five more WHO Collaboration Centres in
India
* Build an International Ayurveda Research Alliance
under WHO-GTMC
* Bring in newer technologies like network
pharmacology and AI based quality control
Standardised
Global Education
* Design Globalisation ready Ayurveda
Education Packs
* Leverage modern technologies to
make courses more user friendly and
exciting
* Strengthen the ‘Ayush Chair’ initiative
* Build a community of Alumni as
ambassadors of Ayurveda
* Initiate Joint/dual degrees
* Establish International Ayurveda Centres of
Excellence (IACoEs)

101Strategic Roadmap for Making Ayurveda Global
Components   Short term (Up to 2029)
Medium Term (Up to
2035)
Long Term (Up to
2047)
Acceptability
Compliance with
Regulations and
Guidelines
* Create Country and market specific
playbooks
* Strengthen AyushExcil
* Encourage adoption of WHO-GMP
standards by exporters and create a
dashboard of WHO-GMP certified
Units
* Establish a Working Party at EDQM
for Ayurveda
* Take Patent protection measures
* Create a ‘Patent Watch and Rapid
Opposition Cell’
* Upgrade and strengthen TKDL
* Expand & Strengthen AOGUSY
International
Collaborations
* Make strategy of Milestone based
MoUs with progress dashboard
* Establish flagship hubs across the
globe in friendly countries
* Leverage WHO CCs network
* Leverage GTMC and its role as
global hub for research and policy
* Create an overarching administrative structure
for Ayurveda globalisation
* Establish International Ayurveda Centres of
Excellence
* Make efforts for strategic leadership position in
Traditional Medicine
* Ensure Global Policy Inclusion
Insurance
Coverage
* Create Domestic RWD (Real World
Data) engine
* Launch OECD pilots

* Make strategy for Benefit Expansion and
Ensuring National Coverage
* Secure contracts with US/EU/Gulf insurers for
out-of-area coverage for Ayurveda based MVT
offerings
Localisation and
Cultural
Adaptability
* Make strategy for Small Regimen
adaptation
* Create Ayurveda Localisation
Toolkits
* Address the language barrier
* Package Ayurveda with Yoga/
Meditation
* Strengthen Digital Commerce
Localisation
* Create a culturally relevant IEC and
communication strategy
* Tailor application of Ayurveda to the priority
health conditions by understanding local
epidemiology and localised solutions
* Initiate collaborative research programs with
local universities/health systems

102Strategic Roadmap for Making Ayurveda Global
Components   Short term (Up to 2029)
Medium Term (Up to
2035)
Long Term (Up to
2047)
Propagation
Strategic Brand
Positioning
* Reposition Ayurveda and riding on
the Yoga wave
* Constitute a “Mission Steering
Group” for coordinated
implementation of Ayurveda’s globali-
sation strategy
* Enhance efforts to increase consumer
awareness
* Strengthen the Quality framework
* Claim the global thought leadership
* Plan and implement global campaign to connect
with consumers and create demand
Global Visibility
and Promotions
* Leverage India’s presence in the international platforms
* Bring the embassies into action
* Design and make innovative IEC materials available
* Collaborate with top global brands of hospitality industry and resorts
* Establish Ayurveda centres and stores at strategically important domestic and global
destinations
* Establish International Ayurveda Centres of Excellence
Medical Value
Travel
* Increase Visibility for Ayurveda based MVT offerings
* Enable bundled offerings with Ayush Visa and care at accredited institutions
* Work with private insurance providers for insurance portability
* Sensitize MVT facilitators about Ayurveda offerings
Presence in Global
Bodies
* Expand presence in WHO regional offices, WIPO and other UN bodies

103Strategic Roadmap for Making Ayurveda Global
A. Annexure 1- Important Schemes
1.1 Promotion of International Cooperation (IC) Scheme
153
The Ministry of Ayush implements the Central Sector Scheme for Promotion of International
Cooperation (IC Scheme) to enhance the global presence, acceptance, and integration of Ayush
systems—Ayurveda, Yoga, Unani, Siddha, and Homoeopathy. The scheme supports Indian Ayush
manufacturers and service providers in expanding exports, promotes international collaborations, and
strengthens global awareness through academic, research, and capacity-building initiatives.
1. Objective of the Scheme
The Central Sector Scheme for Promotion of International Co-operation (IC) in Ayush aims
to enhance global awareness, acceptance, and integration of Ayush systems—Ayurveda, Yoga,
Naturopathy, Unani, Siddha, SowaRigpa, and Homoeopathy.
The scheme seeks to:
»Promote international recognition of Ayush.
»Foster collaboration among global stakeholders.
»Support export promotion of Ayush products and services.
»Facilitate the exchange of experts, knowledge, and research.
»Establish Ayush Academic Chairs and research partnerships abroad.
»Strengthen global presence through Ayush Information Cells and training programs.
2. Key Components of the IC Scheme
a. International Exchange of Experts & Officers
»Facilitates the deputation of experts/officers for global meetings, conferences, workshops,
and trainings.
»Supports incoming foreign delegations.
»Provides financial assistance for travel, accommodation, per diem, insurance, and medical
needs.
b. Incentive to Ayush Entrepreneurs & Institutions
»Encourages participation in international trade fairs, expos, and roadshows.
»Covers reimbursement for airfare, stall costs, freight, and promotional materials.
»Supports Ayush manufacturers, service providers, startups, and exporters.
Section 7: Annexures

104Strategic Roadmap for Making Ayurveda Global
c. Support for International Market Development
»Market surveys and international branding initiatives.
»Collaboration with foreign governments, universities, hospitals, and research bodies.
»Establishment of Ayush Academic Chairs in global universities.
»Participation in major international conferences, seminars, and exhibitions.
d. Translation & Publication of Ayush Literature
»Translates classical texts and key Ayush literature into foreign languages.
»Provides financial support for translation, printing, and international distribution.
»Ensures availability of authentic, standardised global Ayush content.
e. Establishment of Ayush Information Cells & Health Centres
»Establishes Ayush Information Cells in foreign nations for outreach, OPDs, seminars,
and public awareness.
»Supports Ayush Health Centres and institutions abroad.
»Includes one-time establishment grants and recurring support for operations.
f. International Fellowship / Scholarship Programme
»Provides scholarships for foreign students to study Ayush systems in leading Indian
institutions.
»Covers tuition, stipend, books, hostel facilities, and medical support.
»Conducted through ICCR and Ministry of Ayush.
g. Establishment of International Institutes / Research Centres
»Supports creation of Ayush-affiliated research centres, collaborative labs, and institutes abroad.
»Promotes joint clinical research, curriculum exchange, faculty exchange, and capacity building.
3. Major International Collaborations – Especially with WHO
WHO Global Traditional Medicine Centre (GTMC), Jamnagar
»India and WHO established the WHO Global Traditional Medicine Centre (GTMC) in
Jamnagar, Gujarat—the first global out-posted office dedicated to Traditional, Complementary
and Integrative Medicine (TCIM).
»GTMC aims to support the global traditional medicine strategy, develop evidence-based
standards, build global TM data platforms, and train international professionals in Ayurveda,
Unani, and other systems.
»Supports the implementation of the WHO Traditional Medicine Strategy.
»Acts as a global knowledge hub for evidence-based Traditional, Complementary, and
Integrative Medicine (TCIM).
»Key Functions Include:
▫Developing global standards, guidelines, and terminologies.
▫Creating TM informatics platforms and virtual libraries.
▫Supporting capacity-building and training programs in collaboration with the WHO
Academy.

105Strategic Roadmap for Making Ayurveda Global
WHO Project Collaboration Outcomes
»Benchmark documents for training and practice in Ayurveda and Unani (2022).
»Terminology documents for Ayurveda, Unani, and Siddha.
»In 2025, India and the WHO initiated work on:
▫Traditional Medicine intervention categories and index for ICHI,
▫Creation of a dedicated Traditional Medicine module for global health classification.
4. Ministry’s International Footprint
»~25 country-to-country MoUs in Traditional Medicine & Homoeopathy.
»~15 Ayush Academic Chairs established in foreign universities.
»~50+ Institute-level MoUs for joint research and academic collaboration.
»~43 Ayush Information Cells in 39 countries.
»~260+ foreign students supported under Ayush scholarship programs.
5. Beneficiaries & Benefits
Beneficiary Scheme Benefits
Ayush Industry Export support, incentives, and global promotion
Ayush Experts International exposure, training, and workshops
Foreign Students Fellowships and scholarships in India
Embassies/Missions Support for Ayush promotion activities
Government Officers Capacity building and international exposure
While the IC Scheme has significantly boosted global recognition of Ayurveda and Ayush, challenges
persist—such as differing foreign regulatory requirements, limited awareness in non-diaspora markets,
inconsistent product branding, and barriers in product registration abroad. However, emerging
opportunities include WHO partnerships, AyushExcil-led export promotion, and increasing global
acceptance of Ayurveda through frameworks like ICD-11 and the developing ICHI module.
Perspective on Globalisation: The Ministry of Ayush envisions positioning Ayurveda and other
traditional medicine systems as integral components of global healthcare.
• While Traditional Chinese Medicine (TCM) has gained international recognition, Ayush
advocates for a more inclusive approach that promotes diverse traditional systems globally. A key
milestone is the strategic collaboration with the World Health Organisation (WHO), which led to
the inclusion of traditional medicine in ICD-11, enhancing Ayurveda’s credibility and enabling
integration into national health systems.
• To expand global outreach, the Ministry has signed flexible, non-financial MoUs with multiple
countries. These open-ended agreements allow for tailored collaborations based on each country’s
needs. Following MoU signings, Joint Working Groups are formed to facilitate institutional
engagement, leading to targeted research, capacity-building, and knowledge exchange initiatives.
• The Ministry has also established Ayush Chairs in foreign universities, which serve as academic
and policy bridges, promoting Ayurveda education, identifying research gaps, and fostering
bilateral dialogue. Plans to further strengthen and leverage the MoUs and Ayush chairs are under
consideration.

106Strategic Roadmap for Making Ayurveda Global
• The Global Traditional Medicine Centre (GTMC) in Jamnagar acts as a hub for international
collaboration, while India’s participation in the Group of Friends of Traditional Medicine (GFTM)
supports global policy advocacy and joint research efforts.
• Educational initiatives include a Foreign Exchange Program involving 102 countries, with over
70 international students annually enrolling in Indian Ayurveda colleges. These students receive
both theoretical and practical training, including immersive experiences at institutions like the
All-India Institute of Ayurveda (AIIA).
• Ministry is currently considering a proposal to establish an Ayurveda Training and Accreditation
Board to standardize different short- and long-term courses being offered globally. This will help
in legitimizing the practice of Ayurveda by professionals of different other streams of health
practitioners who learn and obtain different micro-credentials and short-term skill-based courses
in different therapies of Ayurveda.
Strengthening drug policy is critical for the global acceptance of Ayush systems. The Ministry is
focusing on robust licensing and quality standards by enforcing Good Manufacturing Practices
(GMP), batch-wise testing, and adherence to BIS benchmarks for raw materials to ensure safety,
purity, and efficacy. Regulatory oversight is being reinforced through committees such as ASUDTAB
(Ayurveda, Siddha, Unani Drugs Technical Advisory Board) and ASUDCC (Ayurveda, Siddha, Unani
Drugs Consultative Committee), along with the Ministry of Ayush and State Licensing Authorities,
despite challenges like manpower shortages. Documentation and traceability are prioritised through
mandatory batch manufacturing records and linking products to raw materials for transparency and
accountability. Patent and IPR considerations are also being addressed by clarifying limitations in
patenting natural products, ensuring novelty, and managing prior art issues. With the recent addition of
Ayush drugs in the scope of the scheme for Promotion of Research and Innovation in Pharmaceutical
and Med-Tech sector (PRIP), a significant support of around 4250 crore is available for research
and development of new Ayurveda drugs. Ministry is very confident that the major pharmaceutical
companies from the Ayurveda sector will utilise the resources being offered under this scheme to
bolster research and innovation in the Ayurveda sector.
Looking ahead, the Ministry also emphasizes the need for Mutual Recognition Arrangements (MRAs) to
formalize acceptance of Ayush qualifications and products. It also advocates for policy standardisation
across international engagements and the use of measurable indicators to ensure consistency, credibility,
and impact. The Ministry is considering a proposal to create a global repository of trained Ayurveda
professionals practicing across the world. The Ministry is also contemplating a global campaign to push
for Ayurveda, along with plans to build the capacity of existing Ayush information cells to counter the
myths and misconceptions that sometimes negatively affect the growth of Ayurveda in specific regions.
Few countries, like Mauritius, Japan and Hungary, are under consideration to establish international
centres of excellence for Ayurveda.
1.2 National Ayush Mission (NAM)
The National Ayush Mission (NAM), launched in 2014, is the flagship initiative of the Ministry of
Ayush aimed at integrating Ayush systems, particularly Ayurveda, into the public healthcare framework.
It supports the establishment of Ayush Health and Wellness Centres (AHWCs), infrastructure
development of Ayush hospitals and dispensaries, and the co-location of Ayush services in existing
health facilities. As of 2025, over 12,500 AHWCs, now rebranded as ‘Ayushman Arogya Mandirs’
have been operationalised, and more than 5,000 dispensaries and 189 integrated hospitals have been
supported. Despite this progress, the scheme faces several challenges, including underutilisation of

107Strategic Roadmap for Making Ayurveda Global
funds, delays in infrastructure completion, and a shortage of trained Ayush professionals, especially
in rural areas. The service sector suffers from limited integration with allopathic systems, while the
product sector is hampered by inconsistent quality standards and a lack of global certifications.
1.3 Ayurgyan Scheme
The Ayurgyan scheme, introduced for the period 2021–2026, focuses on strengthening the educational
and research ecosystem of Ayurveda. It consolidates earlier initiatives like Continuing Medical
Education (CME) and Extra-Mural Research (EMR) and supports capacity building, teacher training,
and interdisciplinary research through programs like Ayurveda Biology Integrated Health Research
(ABIHR). While the scheme has enabled some progress in academic collaboration, its impact is limited
by low awareness, underutilisation of research grants, and inadequate infrastructure in many Ayurveda
institutions. The scheme offers immense potential for fostering innovation through joint research with
premier institutions like AIIMS and IITs, global academic exchanges, and the incubation of Ayurveda-
based startups. Strengthening intellectual property rights (IPR) frameworks and incentivizing
translational research could further enhance its impact.
1.4 Ayurswasthya Yojana
Ayurswasthya Yojana is a central sector scheme that merges two earlier programs—Public Health
Initiatives (PHI) and Centres of Excellence (CoE) to promote the use of Ayush systems in public
health and support institutional excellence. The scheme funds projects that demonstrate the efficacy of
Ayurveda in managing lifestyle diseases, maternal and child health, and geriatric care. As of the latest
data, 67 PHI projects and 34 CoE projects have been sanctioned.
1.5 Ayush Oushadhi Gunvatta Evam Uttpadan Samvardhan Yojana
(AOGUSY)
AOGUSY is a central sector scheme aimed at improving the quality, safety, and manufacturing
standards of Ayush drugs. It provides financial assistance to Ayush drug manufacturers, pharmacies, and
testing laboratories for upgrading infrastructure, achieving WHO-GMP certification, and strengthening
regulatory frameworks. The scheme is crucial for addressing the long-standing issues of substandard
products and lack of quality assurance in the Ayush pharmaceutical sector. However, adoption of WHO-
GMP standards remains low, especially among small and medium enterprises (SMEs), due to high
compliance costs and lack of technical know-how. Testing infrastructure is inadequate in many states,
and there is a shortage of trained regulatory personnel. The scheme presents opportunities for creating
cluster-based manufacturing hubs, implementing digital traceability systems, and enhancing export
readiness through global certifications.
1.6 Conservation, Development and Sustainable Management of
Medicinal Plants
This scheme, implemented by the National Medicinal Plants Board (NMPB), focuses on the conservation
and sustainable use of medicinal plants that form the backbone of Ayurveda. It supports in-situ and ex-
situ conservation, cultivation, and value chain development. Over 1,000 Medicinal Plants Conservation
Areas (MPCDAs) have been established, and support has been extended for nurseries, herbal gardens,
and post-harvest infrastructure.

108Strategic Roadmap for Making Ayurveda Global
Despite these efforts, the sector faces challenges such as over-reliance on wild sourcing, lack of
Minimum Support Price (MSP), and fragmented supply chains. Farmers often lack access to reliable
market information and face price volatility. The scheme offers opportunities for contract farming,
cluster development, and export-oriented cultivation of high-demand species. Integration with digital
platforms and Agri-markets can further enhance transparency and profitability.
1.7 National Medicinal Plants Board (NMPB) Schemes
The NMPB oversees a range of schemes aimed at promoting the trade, export, conservation, and
cultivation of medicinal plants. It supports the formation of Farmer Producer Companies (FPCs),
the development of digital platforms like e-CHARAK for trade and knowledge exchange, and the
establishment of specialty warehousing and supply chains. However, the sector is constrained by
data gaps in demand-supply trends, a lack of integration with mainstream Agri-markets, and limited
awareness among farmers. Coordination between central and state-level boards is also weak.
Nevertheless, the NMPB’s initiatives hold promise for boosting exports, enhancing traceability, and
integrating medicinal plant cultivation with national agricultural missions. Strengthening linkages with
Krishi Vigyan Kendra (KVKs) and leveraging digital tools can significantly improve outcomes for
cultivators and manufacturers alike.

109Strategic Roadmap for Making Ayurveda Global
B. Annexure 2- Stakeholders Interviewed
Institutions:
1.Ministry of Ayush 9.
AyushExcil-Ayush Export Promotion
Council
2.
NCISM-National Commission for Indian
System of Medicine
10.
NABH-National Accreditation Board for
Hospitals & Healthcare Providers
3.
CCRAS-Central Council for Research in
Ayurvedic Sciences
11.
CSIR- Institute of Genomics and
Integrative Biology
4.
AIIA – All India Institute of Ayurveda (New
Delhi)
12.
WHO-World Health Organisation-
Traditional, Complementary and
Integrative Medicine Unit
5.
ITRA- Institute of Teaching & Research in
Ayurveda, Jamnagar, Gujarat
13.GTMC-Global Traditional Medicine Centre
6.BIS-Bureau of Indian Standards 14.
FICCI-Federation of Indian Chambers of
Commerce & Industry
7.
FSSAI-Food Safety and Standards Authority
of India
15.
Manufacturers & Exporters of Ayurveda
Products
8.
Research and Information Systems (RIS) for
Developing Countries
16.
Ayurveda based Health-facility owners
(national & international)
Experts:
1. Vaidya Rajesh Kotecha, Secretary, Ministry of Ayush.
2. Prof. Sanjeev Sharma, VC, NIA, Deemed to be University, Jaipur.
3. Prof. Tanuja Nesari, Director, ITRA, Jamnagar, Gujarat.
4. Dr. Manoj Nesari, CMO (SAG), CGHS, New Delhi.
5. Dr. Kousthubha Upadhyaya, Adviser, Ministry of Ayush.
6. Dr. V. M. Katoch, Former-DG, ICMR.
7. Sh. Jasvinder Singh, Director, Ministry of Ayush.
8. Dr. N. Srikanth, DDG, CCRAS, New Delhi.
9. Dr. Pradeep Dua, Technical Officer, TCIM Unit, WHO, Geneva.
10. Dr. Geetha Krishnan Gopalakrishnan Pillai, Unit Head, Traditional Medicine Research,
Data and Innovation, GTMC, Health Systems Division, Jamnagar, Gujarat.
11. Dr. Bhavana Prashar, Senior Principal Scientist, CSIR- IGIB, Delhi.
12. Dr. Kashinath Samagandi, Director, MDNIY, New Delhi.
13. Dr. Rajiv Vasudevan, Founder & CEO, AyurVAID Hospitals.

111Strategic Roadmap for Making Ayurveda Global
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118Strategic Roadmap for Making Ayurveda Global