Brands
GEM Enviro Management and Mamaearth recycle 7500 metric tons to achieve plastic neutrality
Mumbai: GEM Enviro’s proactive strategy entails the strategic implementation of cutting-edge recycling solutions nationwide. Under this collaboration, GEM Enviro is spearheading the collection of Rigid, Flexible, and MLP plastic waste nationwide for Honasa Consumer Limited (Mamaearth), directing it to registered Plastic Waste Processing Facilities (PWPFs) for recycling. This progressive initiative aims to redirect gathered plastic away from initial collection points, mitigating the harmful effects on oceans and landfills. The collaboration is dedicated to addressing the plastic waste crisis through inventive solutions, promoting a circular economy mindset.
In addition to these pivotal efforts, GEM Enviro has conducted over 100 sustainability awareness activities. This holistic approach underscores the commitment to not only efficiently managing plastic waste but also initiating widespread awareness to drive sustainable change. In line with Mamaearth’s Plastic Positive mission, the company has effectively managed to recycle more than 7500 metric tons of plastic waste. Mamaearth, recognised as India’s fastest-growing toxin-free personal care brand, has been in collaboration with GEM Enviro since 2018 to drive forward this crucial sustainability initiative.
Offering a spectrum of services, including EPR (Plastic, E-Waste, Battery, Tyre), ESG consulting (Environment, Social, and Governance), BRSR (Business Responsibility and Sustainability Reporting), and project advisory and management for plastic credits, GEM Enviro is commitment to assisting Mamaearth in implementing a comprehensive waste management program, consumer education and awareness and thereby achieving complete plastic circularity. This aligns with the objective of becoming a plastic-neutral organization and fulfilling Extended Producer Responsibility (EPR) as per the Plastic Waste Management Rules 2016 and subsequent amendments.
Commenting on the collaboration, “Our partnership with Mamaearth marks a transformative step in reshaping our approach to plastic pollution. Together, we are committed to creating a sustainable, plastic-neutral ecosystem by pioneering innovative solutions, redirecting plastic from landfills, and championing a circular economy. This collaboration showcases our dedication to a greener future, where responsible waste management is fundamental to our shared values.
GEM Enviro Management Limited founder and director Sachin Sharma said, “At Mamaearth, our commitment to creating a positive impact has always been guided by environmental consciousness. We employ effective strategies to address waste challenges, and our Plastic Positive initiative in partnership with GEM ENVIRO has enhanced our ability to broaden this impact. This ensures that our dedication to sustainable practices is not only reflected in our products but also in our waste management approach”.
Honasa Consumer (parent company of Mamaearth) EVP and chief marketing officer, Anuja Mishra said, GEM Enviro collaborates with over 200 brands, including multinational and Indian companies like Bisleri International Private Limited, Coca-Cola India Pvt Ltd, Jk Lakshmi Cement, Bajaj Consumer Care Limited, Huwai Telecommunication, and government-owned organizations like National Fertilizers Limited (Miniratna Company) and Kribhco Fertilizers Limited, fulfilling their waste management and EPR obligations.
Brands
Estée Lauder to shed 10,000 jobs as new boss bets on digital shift
The cosmetics giant raises its profit outlook but stays silent on a possible merger with Spain’s Puig, as job cuts deepen and a three-year sales slump weighs on the turnaround
NEW YORK: Stéphane de La Faverie is not done cutting. Estée Lauder announced on Friday that it plans to eliminate as many as 3,000 additional jobs, taking its total redundancy programme to as many as 10,000 roles, up from a previous target of 7,000 announced a year ago. The company, which owns La Mer, The Ordinary, Tom Ford, and Aveda, employs roughly 57,000 people worldwide. The mathematics of what is now being contemplated is stark.
The fresh round of cuts is expected to generate a further $200 million in savings, bringing the total annual savings from the programme to as much as $1.2 billion before taxes. That money, De La Faverie has made clear, will be ploughed back into the turnaround.
A CEO in a hurry
De La Faverie, who took the helm in January 2025, inherited a company that had endured three consecutive years of annual sales declines. His response has been to move fast and cut deep. A significant portion of the latest redundancies reflects his push to reduce headcount at US department stores, long a cornerstone of Estée Lauder’s distribution model but now a channel in structural decline. In their place, he is accelerating the shift toward faster-growing online platforms, including Amazon.com and TikTok Shop, a pivot that is reshaping not just where Estée Lauder sells but how it thinks about its customers.
The numbers are moving in the right direction
Despite the pain, there are signs the medicine is working. Estée Lauder raised its profit outlook for the remainder of the fiscal year, guiding for adjusted earnings per share in the range of $2.35 to $2.45, above analyst estimates and a notable step up from the $2.05 to $2.25 range it had guided for in February. Organic net sales growth is expected to come in at 3 per cent, the company said, at the high end of the range it set out in February.
The share price tells a mixed story. After De La Faverie took charge, the stock surged nearly 60 per cent, buoyed by investor optimism that a longtime company insider could finally arrest the decline. But 2026 has been rougher: the shares have fallen 27 per cent this year, weighed down by disappointing February results and the overhang of unresolved merger talks with Spanish beauty giant Puig Brands SA. The company gave no additional details about those discussions on Friday, leaving the market to guess.
Silence on Puig
The proposed tie-up with Puig remains the most consequential unknown hanging over Estée Lauder. A deal with the Barcelona-based group, which owns brands including Carolina Herrera and Rabanne, would reshape the global luxury beauty landscape. But with nothing new to say and a turnaround still very much in progress, De La Faverie is asking investors to trust the process.
Three years of sales declines, 10,000 job cuts, and a merger that may or may not happen. At Estée Lauder, the overhaul has barely started.
