Brands
Guest column: Post Covid, food hygiene is the top priority for F&B brands
NEW DELHI: One of the most desirable consequences of Covid2019 has been the increased all-round consciousness for hygiene. And among several types of hygiene such as personal hygiene, environmental hygiene etc which impact our day-to-day lives, food hygiene has naturally emerged as a major issue for regulators, consumers and above all, food manufacturers and companies. The constant need to be watchful of what is ingested or goes inside of our bodies can never be exaggerated enough. The recent pandemic has only further highlighted the need for making food hygiene a priority for all.
What makes for unhygienic food: Unpackaged food an invitation to disaster
There has been repeated reporting of how the open and unpackaged food sold in the streets fashionably called street food has in a way been responsible for unsafe and unhygienic food consumption in the country. Particularly in these times of Covid2019, if the food maker doesn’t maintain personal hygiene, wears masks and gloves and keeps sufficient physical distance from fellow workers, the food prepared is highly risky to consume. The unhygienic and unsafe food leads to a vicious cycle of disease and sickness particularly impacting the elderly, the sick and the children, adding to the already high burden of disease pervading in the country.
Food-borne diseases have an economic cost
Yet, the rise in outbreak of food borne diseases and safety cases has continued to be reported periodically from different parts of the country. In fact, unsafe food and water have been cited to be the biggest cause of preventable infection in India. Not pursuing basic food safety practices such as wearing an apron, accessing and using tap water, using soap for cleaning utensils, and storing food in proper refrigerated facilities is an invitation to food-borne diseases. This also has an economic cost. It has been estimated that food-borne diseases cost the country a whopping $15 billion.
The numbers are far too scary to ignore
In India, food-borne diseases (FBD) lead to 120,000 deaths each year imposing a burden of over eight million Disability Adjusted Life Years (DALYs). In fact, little children under five years are at 40 per cent more risk with around 30,000 deaths each year. These are frightening figures which are only expected to rise further in the coming years.
The Covid-driven exigency
These ongoing measures were given a new impetus when Covid2019 showed up resulting in a new set of guidelines. In addition to the existing food safety protocols, the food businesses were directed to ensure that food handlers and workers are made aware of the symptoms of the virus, the risks emanating from it as well as the good practices to circumvent those risks. Training programmes on risk factors, safe food handling, social distancing and other protective behaviours such as wearing of face mask, hand washing with soap or using alcohol-based sanitisers were made mandatory. In addition, food premises including areas of food establishment such as preparation, storage and packing areas, equipment and containers besides toilets and washrooms were to be periodically sanitized without fail. There should be limited food workers/handlers in a kitchen or areas of food preparation, packaging etc with each worker strictly maintaining personal/social distancing. Further, the personnel involved in delivery, transport and distribution mechanisms must also rigorously observe Covid-related social distancing and personal hygiene norms and practices.
Therefore, for food to be finally consumed in a safe and hygienic manner, it must become high priority for the entire ecosystem of food manufacturing, distribution and consumption. From hospitality and restaurants to food manufacturers and food vendors to food handlers and finally the food-consuming individual, everyone needs to be aware of and engage in hygienic food practices. “A man is what he eats,” a German philosopher had once said. Good food hygiene practices not only reduce morbidity and mortality but also relieve pressure on the already overburdened health infrastructure and services in the country. And even more importantly, by keeping more people healthy and thereby raising the quality of human capital, the much-touted demographic dividend in the country can truly be tapped.
(The author is director, Bikano. The views expressed in this article are his own and indiantelevision.com may not subscribe to them.)
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.
