Brands
“TBOF adopted organic farming practices to prioritize sustainability and health”: TBOF’s Satyajit Hange
Mumbai: Two Brothers Organic Farms (TBOF), founded by fourth-generation farmers Satyajit and Ajinkya Hange, is making waves not only in the world of organic farming but also in the promotion of Indian farming traditions and healthy living. Their recent community outreach into the United States has opened up a fascinating narrative of determination, cultural exchange, and sustainable agriculture.
TBOF has trained over 16,000 farmers in organic farming and helped convert over 2000 acres of farmloand to organic and sustainable practices, and now employs over 300 local village men and women in its procesing facilities.
Under Satyajit’s leadership, Two Brothers Organic Farms has become a platform for organic farmers to take their produce to market under a common seal of trust. The company offers a range of natural products made from ingredients like Cultured A2 Ghee, Khapli Whole wheat atta, Groundnut wood-pressed oil, and Amlaprash. Two Brothers has a regenerative organic, ECOCERT-certified 21-acre farm in Maharashtra, which gives the company a supply chain advantage. The company has set up farmer institutions to teach local farmers about the benefits of organic farming and how to do it correctly.
Indiantelevision.com caught up in an email interaction with one of the founders Satyajit Hange, who shared some insights of their brand…
Edited excerpts
On the story behind the founding of Two Brothers Organic Farms
The journey of Two Brothers Organic Farms (TBOF) began when the two founders, Ajinkya Hange and I (Satyajit Hange), decided to leave our lucrative careers in banking to return to our roots and become farmers. We were inspired by our childhood memories of life on a farm and the allure of native, nourishing, and natural food. Despite warnings from peers, we chose to pursue farming as a noble and healing profession. TBOF is located in Bhodani, Maharashtra, India, and spans 23 acres. It is a Regenerative Organic Farm, ECOCERT Certified, focused on biodiversity and self-sustainability.
On your brand establishing a strong connection with consumers
TBOF adopted organic farming practices to prioritize sustainability and health. Our commitment to organic farming is driven by the desire to heal soil, improve soil nutrition, and create food that is free from chemicals and rich in nutrition. We have also focused on sequestering carbon from the atmosphere, contributing to efforts to combat desertification and climate change. TBOF’s work is guided by the principles of Regenerative Organic farming, and we aim to create a hopeful future for the planet by restoring soil and promoting rural livelihoods.
Moreover, organic certification is essential to building trust with consumers. At TBOF we follow a rigorous organic certification process from recognized bodies. These certifications validate the farm’s commitment to organic practices and ensure the quality and integrity of our products. The certifications demonstrate compliance with strict organic standards, further building confidence among consumers in TBOF’s organic offerings.
On any food alternatives that your brand has undertaken to promote eco-friendly practices?
Transparency is a core value for TBOF, and we maintain open communication with customers about our farming practices, sourcing, and production methods. We provide detailed information about organic farming techniques, natural fertilizers, composting, and crop rotation. We also emphasize our direct partnerships with small farmers across India who practice 100% natural farming and grow native variety crops. We use various communication channels, including our website and social media, to ensure transparency and build trust with customers.
On the International Year of Millets
The International Year of Millets is a global initiative that aims to raise awareness about the nutritional and environmental benefits of millets. Millets are drought-resistant, nutrient-rich grains that have the potential to contribute to food security and climate resilience. The significance of this initiative lies in promoting millets as a sustainable and eco-friendly alternative to traditional grains like rice and wheat. Millets require less water and are well-suited to marginal and arid lands, making them a valuable crop for sustainable agriculture and addressing global food security challenges.
On future plans or innovations that your brand has in store for their brand and products?
We have developed a comprehensive set of plans to drive future growth and expansion. One key strategy involves a shift in our marketing approach, moving from selling directly to vendors to partnering with prominent retailers like Star Bazaar in malls. This transition is driven by the need for cold chain storage facilities to maintain the freshness of their food products.
As part of this strategic shift, TBOF has introduced new product offerings to cater to consumer preferences and market demands. For example, we have expanded our product line to include A2 Cultured Ghee as a prominent item. We have also transformed sugarcanes into jaggery and shifted our focus from selling groundnuts to marketing groundnut oil. Notably, our A2 ghee has gained significant popularity, positioning the business primarily as a business-to-consumer (B2C) firm. While B2B operations continue, we are now exclusively conducted in Dubai.
To further augment our growth prospects, TBOF is actively seeking strategic partnerships. These collaborations aim to extend TBOF’s market presence to the United States and Europe, allowing us to tap into new markets and establish a robust international footprint. By leveraging such strategic partnerships and expanding our product portfolio, we aim to grow our customer base, penetrate new markets, and continue our journey as a leading and innovative organic grocery brand.
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.
