MAM
Coca-Cola turns plastic waste into Mela structures
Maidaan Saaf brings recycled rooms towers and 25000 liners to 8 crore pilgrims.
MUMBAI: At a gathering where faith flows as freely as the Ganga, sustainability has quietly taken root underfoot.
At Magh Mela 2026 in Prayagraj, one of India’s largest annual congregations, recycled plastic waste is no longer a problem to be managed but a resource reshaped into public infrastructure. The effort comes under the Maidaan Saaf campaign led by Anandana – The Coca-Cola India Foundation, in collaboration with implementation partner Econscious.
Held from 3 January to 15 February 2026, the 44 day congregation is expected to draw nearly 8 crore visitors. For that duration, the ghats transform into a sprawling temporary city, complete with bathing areas, walkways and service hubs that must withstand relentless footfall, shifting weather and round the clock use.
This year, part of that city has been built from what was once discarded. Across the Mela grounds, 20 changing rooms, four police watch towers, public benches and 25000 dustbin liners manufactured from recycled plastic waste have been installed. Positioned strategically along bathing zones and key pathways, the structures are designed to support crowd movement while reinforcing organised waste collection at source.
The idea is not merely to place bins, but to make responsible disposal visible and intuitive. Econscious co-founder Vaibhav Verma said the intention was to integrate waste management into spaces that pilgrims already use throughout the Mela. Visible infrastructure, he noted, can act as behavioural cues, nudging people towards cleaner practices over time.
For Coca-Cola India, the focus is on embedding waste handling into the daily rhythm of the event rather than treating it as an afterthought. Coca-Cola India vice president of public affairs, communications and sustainability for Southwest Asia Devyani R L Rana described Magh Mela as a unique cultural congregation that operates like a full-fledged city for several weeks. Given its scale, she said, the priority is to ensure that waste systems are practical, relevant to local conditions and consistently maintained.
The initiative draws from operational learnings at earlier large-scale gatherings, including Maha Kumbh 2025, where coordination mechanisms were developed to ensure that facilities remained functional under sustained pressure.
In a place where millions gather for spiritual renewal, the presence of recycled plastic changing rooms and watch towers may not be the headline attraction. Yet, in a congregation of nearly 8 crore people, small shifts in infrastructure can create significant impact.
At Magh Mela 2026, the message is subtle but clear, what was once waste can, quite literally, support the weight of a city.
Brands
Kwality Wall’s reports standalone losses following strategic HUL demerger
Ice cream major faces Rs 64 crore Ebitda loss amid commodity inflation and muted Q3 sales
MUMBAI: Kwality Wall’s (India) Limited (KWIL) has released its first set of financial results as a standalone entity, revealing a challenging start to its independent journey. Following its successful demerger from Hindustan Unilever Limited (HUL) on 1st December 2025 and its subsequent listing on 16th February 2026, the company is navigating a transition period marked by structural changes and high input costs.
For the quarter ended 31st December 2025, the company reported revenue of Rs 222 crores. Despite the revenue base, the bottom line was impacted by several factors, resulting in an Ebitda loss of Rs 64.2 crores. When calculated on a Pre-IND AS 116 basis, the Ebitda loss stood at Rs 83.8 crores.
Organic Sales Growth (OSG) declined by 6.5 per cent year-on-year during the quarter. Volume growth, however, saw a marginal increase of 1.2 per cent. The company reported a gross margin of 41.5 per cent. Additionally, exceptional expenses amounting to Rs 94 crores were recorded, primarily linked to non-recurring costs during the transition phase.
Performance across portfolios and channels was mixed. Within the impulse portfolio, brands such as Magnum and Cornetto recorded mid-single digit volume growth, indicating steady demand in on-the-go consumption. However, the in-home portfolio, which includes take-home packs, experienced muted consumption. The company is planning a relaunch of this category with improved offerings ahead of the 2026 season.
Quick commerce (Q-Com) continued to emerge as a strong growth driver, delivering robust double-digit growth during the quarter. Meanwhile, the company also expanded its physical distribution network by increasing the number of company-owned cabinets across markets.
Margin pressure during the quarter was driven by a combination of one-off factors and broader cost inflation. Gross margins were impacted by around 600 basis points due to trade investments made for stock liquidation. Additionally, cocoa price inflation contributed to another 400 basis points of pressure on margins.
Deputy managing director Chitrank Goel attributed the muted performance partly to prolonged monsoons and transitional challenges linked to the GST framework. Operating expenses also increased as the company invested in establishing its standalone supply chain, operational systems and corporate infrastructure following the demerger.
Looking ahead, the management remains focused on a volume-driven growth strategy. To restore profitability, the company has initiated a cost productivity programme aimed at reducing non-consumer-facing costs. It is also working on building regional manufacturing networks to optimise logistics expenses and improve operational efficiency.
The commodity outlook for the near term remains mixed. Dairy prices are expected to remain firm due to tight supply conditions and rising fodder costs. Sugar prices may also move higher following increases in the Minimum Selling Price (MSP). While cocoa prices have moderated recently, currency depreciation has offset some of the potential cost relief for the company.
