The Estée Lauder Companies (ELC) has experienced a 6% drop in net sales for the second quarter of its fiscal year 2025, accompanied by a net loss of USD 590 million. The downturn is attributed to restructuring costs and asset depreciation. In response, the company's new President and CEO, Stéphane de La Faverie, introduced an ambitious plan called “Beauty Reimagined.” This initiative aims to streamline operations, enhance profitability, and reposition ELC as a leading consumer-centric prestige beauty brand. Key aspects include significant workforce adjustments, procurement reforms, and organizational restructuring.

Redefining Operational Efficiency Through Workforce and Process Adjustments

The “Beauty Reimagined” plan includes substantial changes to the company’s operational structure. By the end of 2026, ELC plans to reduce its workforce by 5,800 to 7,000 employees. These reductions aim to make the company leaner and more agile, enabling it to expand consumer coverage and increase investments in innovation. The company will also simplify processes and outsource certain services to global partners. The goal is to eliminate unnecessary complexity and improve overall efficiency.

To achieve these objectives, ELC will reorganize and rightsize specific areas while redeploying and retraining some employees. The company intends to evolve its go-to-market footprint and selling models, making them more adaptable and efficient. De La Faverie emphasized that the company had lost its agility and failed to capitalize on growth opportunities quickly enough. By implementing these changes, ELC hopes to regain its competitive edge and drive profitability. The company will also focus on expanding consumer acquisition and enhancing customer-facing investments to better capture market opportunities.

Strategic Procurement and Organizational Restructuring to Boost Profitability

In addition to workforce adjustments, ELC is overhauling its procurement processes and organizational structure. The company plans to adopt a more competitive approach to procurement, consolidating spending and re-evaluating key supplier relationships. This strategy is seen as a critical pillar of savings under the new plan. ELC also aims to improve supply chain efficiencies through a zero-waste approach, minimizing excess inventory and product destruction. The company will further outsource select services to proven global partners, transforming its innovation approach with expanded external partnerships across R&D and the value chain.

ELC has also announced a new organizational structure and leadership changes. The regional organization will be consolidated into four geographic clusters: EMEA, the Americas, mainland China, and Asia-Pacific (excluding China). The brand portfolio will be reorganized into category clusters such as Skin Care, Makeup, Lifestyle Fragrance, Luxury Fragrance, and Hair Care. These changes are designed to address challenges in the Chinese market, where ELC has faced declining consumption. The company anticipates continued volatility in the near term but remains focused on long-term growth and profitability through its strategic overhaul.