Mahindra Group Raises the Bar: Visionary Sustainability Practices with Significance across APAC

NEW DELHI, September 15, 2025 — In its recently published Sustainability Report 2024-25, the India-based Mahindra Group has laid out an ambitious, multi-pronged roadmap that underscores India’s rise in corporate climate leadership — with implications that ripple well beyond its borders, into the Asia-Pacific region.

Drawing from its “Planet Positive” strategy, Mahindra is pushing forward on multiple fronts: emissions, energy productivity, water, waste, nature, governance and community. Several of its practices stand out for their innovation and potential scalability across Asia-Pacific, especially in fast-emerging markets.

Key Highlights: What Mahindra is Doing Differently

Carbon Neutrality by 2040 (Scope 1 & 2), 100% Renewable Energy by 2030
Mahindra has committed itself to becoming carbon neutral in its direct emissions (Scopes 1 & 2) by 2040, while sourcing all its electricity from renewables by 2030. These are high-stakes targets, especially for a diversified conglomerate with heavy manufacturing, real estate, agribusiness and mobility arms.

Doubling Energy Productivity & Internal Carbon Pricing
The group is not merely focusing on switching to clean energy, but on using energy more efficiently. It has committed to doubling its energy productivity by 2030. To provide internal incentives, Mahindra uses carbon pricing in its decision-making.

Zero Waste to Landfill & Water Positive Operations
Mahindra has set a target of 100% zero waste to landfill across its sites by 2030. At the same time, it wants to become water positive at group level — meaning it will replenish more water than it consumes.

Nature Regeneration and Biodiversity
The “Hariyali” project, which involves tree planting and afforestation, has been one of its long-standing nature initiatives. Mahindra has planted tens of millions of trees over decades, with a strong survival rate. Efforts go beyond merely planting: conserving biodiversity, regenerating land, and integrating nature into operational footprints.

Sustainability Embedded in Real Estate & Built Environment
The group’s real estate arm, Mahindra Lifespaces, is pursuing net zero (energy, waste, water) certified buildings by 2030. They have adopted science-based targets, both for their own operations and for their building projects. For example, Mahindra World City in Chennai is certified zero waste to landfill; Eden in Bengaluru is developing net zero energy homes.

Supply Chain Engagement and Circularity
Mahindra is working with its suppliers, dealers, and distributors to raise their sustainability performance. There are training and assessments for sustainability, waste recycling, and innovations such as automotive recycling (with their CERO facility for recycling end-of-life vehicles).

Strong Leadership & Governance, Linking ESG with Core Strategy
Sustainability is not siloed: Mahindra has established ESG commitments as central to strategy; senior leadership involvement; a Sustainability Council; and integration of sustainability units in different business verticals.

Relevance & Lessons for Asia-Pacific

The Asia-Pacific region is home to countries with rapid urbanization, growing industrial activity, increasing climate risks (from water stress, sea level rise, extreme weather), and varying capacities in environmental regulation. In that landscape, Mahindra’s model offers several lessons:

Ambitious Targets with Clear Timelines: For many Asia-Pacific corporations, commitments like “100% renewable by 2030,” “zero waste to landfill by 2030,” or “carbon neutrality by 2040” are still rare or vague. Mahindra not only sets these, but aligns its different business verticals to them, increasing credibility.

Energy Productivity vs. Renewable Only Strategy: Because energy infrastructure and renewable energy availability are uneven across Asia-Pacific, improving efficiency (energy productivity) is often more immediately feasible. Mahindra’s emphasis on both efficiency and clean energy offers a dual path that other companies in the region could emulate.

Water Positive and Nature Regeneration: Many Asia-Pacific regions face water scarcity and ecosystem degradation. The idea of becoming water positive, plus reforestation or afforestation, provides a model for companies to mitigate their environmental footprint while potentially contributing to climate adaptation and biodiversity.

Built Environment Innovation: Urbanization in Asia is projected to continue (e.g. housing, industrial parks, transport hubs). Net zero buildings, zero waste industrial clusters, and sustainable building materials are essential for lowering emissions in this sector. Mahindra’s experience with Zero Waste to Landfill cities or industrial clusters can act as proof of concept.

Sustainability Across the Value Chain: Companies in Asia with complex supply chains (e.g., automotive, electronics, agriculture) need to work upstream and downstream. Mahindra is training suppliers, implementing recycling systems (vehicles), etc. This holistic view is needed especially in markets where regulation is catching up but supply chain scrutiny is rising (e.g. ESG‐risk investors, export markets).

Challenges and What’s Next: While Mahindra’s agenda is strong, some challenges remain:

Measuring Scope 3 Emissions: While the report focuses significantly on Scope 1 & 2 emissions, full carbon accountability requires measurement and mitigation of Scope 3 (upstream & downstream) emissions. For many Asia-Pacific firms, this measurement is a barrier.

Finance & Investment: Transitioning large manufacturing footprints, real estate developments, etc., to net zero or zero waste require capital. Access to green financing, favorable policy, or subsidies will be critical.

Scale and Replicability: Some of Mahindra’s successes have benefitted from scale, diversified portfolio, and leadership buy-in. Smaller firms or those with less margin may find similar investment more difficult.

Regulatory Variability Across Asia-Pacific: Policy, incentivisation, and environmental regulation differ widely among countries. For many entities, some elements of Mahindra’s model might face headwinds due to lack of supportive regulation, weak enforcement, or infrastructure constraints (renewable grid, recycling, etc.).

Implications

For investors interested in Asia-Pacific: Mahindra’s approach shows that sustainability leadership correlates with risk mitigation and long-term business resilience. Companies that adopt similar practices may gain competitive advantage in markets where ESG standards are increasingly important.

For governments & regulators: The Mahindra case illustrates how corporate commitments can dovetail with national climate goals (e.g. India’s net zero ambitions) when supported by policy (renewable energy procurement, waste management norms, water regulations).

For other corporates in Asia-Pacific: The paths Mahindra is taking—energy productivity, internal carbon pricing, zero waste to landfill, water positivity—are not just aspirational but actionable. They provide a framework for companies of different sectors and sizes to plan their sustainability journeys.

Mahindra Group’s 2024-25 Sustainability Report signals more than just incremental progress. It stakes out a vision where environmental responsibility, social equity, and economic performance are intertwined. In the context of Asia-Pacific’s climate vulnerabilities and developmental aspirations, Mahindra’s model offers both inspiration and a blueprint.

As the region grapples with the twin imperatives of growth and decarbonization, what companies and policymakers do in the next 5-10 years will define trajectories for climate risk and opportunity alike. If scaled, Mahindra’s roadmap could help accelerate a more sustainable, resilient Asia-Pacific.