FROM GREY TO GREEN
HOW ADANI CEMENT IS SHAPING TOMORROW

Concrete may be the backbone of modern civilisation, but in today’s climate-conscious world it must also become smarter and greener. In this edition of Concrete Talks, we speak with VINOD BAHETY, CEO – Cement Business, Adani Group, on how Adani Cement is redefining concrete through sustainability, digital innovation, and future-ready solutions. His vision sets out not just how we will build faster, but how we will build responsibly—aligning India’s infrastructure growth with its climate goals.

Q Concrete is often described as the backbone of civilisation. In an era defined by rapid urbanisation and climate challenges, how is Adani Cement reimagining this material as a force for sustainability as well as growth?

Concrete is the second most consumed material on the planet after water, and its importance to human civilisation cannot be overstated. It is versatile in its mouldability, aesthetics, durability, and strength, which makes it indispensable to infrastructure and urbanisation. Yet, in a climate-sensitive world, the challenge is no longer just to build with concrete but to build responsibly with it. At Adani Cement, we believe concrete can become one of the most sustainable materials if used wisely. This begins with developing ultra-high strength concretes that allow us to use less material while achieving more, thereby conserving natural resources such as aggregates and water. It extends to incorporating mineral and chemical admixtures that optimise performance and reduce cement consumption, and finally to producing blended cements that cut clinker usage and conserve limestone, one of our most critical natural resources.

Our brand itself has recently undergone a transition to underline this commitment. Under the tagline “Strong Foundation, Lasting Impression”, Adani Concrete has reaffirmed its role as a leader in Ready-Mix Concrete while simultaneously becoming a catalyst for sustainable practices. We have launched the ECOMaxX range of green concrete solutions, integrated renewable power into our plants, and deployed cleaner fleets such as CNG-powered and electric transit mixers to lower our carbon footprint. At the same time, our R&D teams are pioneering advanced technologies like self-healing concrete, ultra-high-performance concrete, and fibre-reinforced composites, while also embedding circular economy practices such as recycling concrete and using industrial by-products. We are even creating region-specific concrete formulations tailored to India’s diverse climates—from coastal belts to seismic zones—ensuring our solutions are not only innovative but contextually relevant.

Equally important is the dissemination of knowledge. Through the Adani Knowledge Initiative, we run awareness workshops and training programmes to skill the ecosystem in sustainable concrete futures. We also publish the Indian Concrete Journal, India’s oldest technical publication since 1927, which continues to shape thought leadership in this sector. In short, we are not just producing concrete; we are reimagining its role in building stronger, greener cities.

Sustainability has to move from being a slogan to a measurable commitment.

Q The cement sector is often criticised for its high carbon intensity. What concrete steps is Adani Cement taking to embed low-carbon innovation into its products, particularly with supplementary materials such as fly ash and GGBS?

Sustainability has to move from being a slogan to a measurable commitment, and at Adani Cement we have taken this seriously. Our focus is on developing low-carbon and, eventually, carbon-neutral formulations. One way we do this

is by maximising the use of supplementary cementitious materials such as fly ash, ground granulated blast furnace slag (GGBS), and even rice husk ash. These materials not only replace clinker, thereby lowering emissions, but also improve durability when used judiciously. Our research teams continually refine mix designs to use the least amount of cementitious material required while maintaining structural performance. This also means optimising water content and employing admixtures that enable higher levels of cement replacement without sacrificing strength or long-term durability.

At our R&D centre in Kalamboli, Navi Mumbai—which is the largest cement and concrete laboratory in India—we are pushing these innovations forward at scale. Thanks to advanced technology and stringent quality controls, blended cements such as PPC, PSC, and composite cement today account for more than 80 per cent of our production. Through our value-added products such as ECOMaxX, SustainoCrete, and PermeCrete, we have demonstrated that it is possible to reduce the carbon footprint of concrete by as much as 70 per cent.

This commitment has also been recognised globally. We are the fourth-largest cement company in the world to have our Net-Zero 2050 and near-term 2030 targets validated by the Science Based Targets initiative (SBTi). Beyond carbon, we have become leaders in water stewardship, achieving a status of being twelve times water positive, and are pioneering innovations such as waterless curing sheets that can save up to 12,000 litres of water per 100 square metres of slab. This is how we see sustainability—not as an add-on, but as an integral part of our business model and our responsibility to future generations.

Q The global conversation around concrete is shifting from strength to intelligence—3D printing, self-healing, fibre reinforcement. How is Adani Cement engaging with these frontier technologies, and what breakthroughs have you already achieved?

We see next-generation concrete not as a distant ambition but as an immediate necessity. At Adani Cement and Adani Concrete, we are actively developing and deploying advanced solutions that will redefine how the material behaves and how it can be used. For instance, we are working on bacterial formulations for self-healing concrete that can automatically seal non-structural cracks below 0.8 mm, extending the life of structures without the need for repairs. We have also successfully developed M150 grade ultra-high-performance concrete, a material that sets new benchmarks for strength and resilience.

Our FibreCrete range, which integrates a variety of micro and macro fibres including polypropylene, steel, and glass, is already being supplied in significant volumes and is proving to be transformative for projects that require enhanced toughness and crack resistance. At the same time, our R&D teams are exploring 3D-printable mortars and concrete, experimenting with polymers and additives that will allow us to move towards large-scale 3D-printed structures.

We are also innovating within precast applications, where we have developed high early strength concretes capable of reaching 30 MPa in just 12 hours and self-compacting concretes with extended slump retention. For mass concrete applications, we are now using low-carbon thermally controlled mixes with high GGBS content to manage heat gradients effectively. Together, these advances are not only reshaping construction practices but also directly supporting green building certifications such as LEED, where our Environmental Product Declaration (EPD) for PPC provides lifecycle data that helps developers secure sustainability credits.

For us, this is the future of concrete—intelligent, adaptive, and aligned with the global demand for low-carbon construction. It is where performance meets sustainability, and where innovation becomes the foundation of progress.

Q Cement manufacturing is often energy and water intensive. How are you addressing these challenges, particularly with waste heat recovery, water recycling, and energy efficiency across your plants?

At Adani Cement, we view energy and water stewardship as central pillars of sustainable manufacturing. Our ambition is not only to reduce intensity but to align fully with global climate goals. Both Ambuja and ACC, part of our group, are among the very few companies worldwide whose Net-Zero 2050 and near-term 2030 targets have been validated by the Science Based Targets initiative (SBTi). This validation, aligned with the Paris Agreement, sets us apart as leaders committed to direct decarbonisation rather than relying on offsets. By 2030, our Scope 1 and 2 emissions will reduce significantly, driven

by greater use of blended cements, alternative fuels, and advanced technologies. On the energy side, our intensity today stands at 2.6 GJ per tonne of cementitious material, with specific thermal energy at 757 kCal per kilogram of clinker and electrical energy at 76 kWh per tonne of cement. These are already industry benchmarks, but we are determined to go further. Our target is to bring thermal energy down to 710 kCal and electrical consumption to 63 kWh per tonne by 2030. Much of this will come through efficiency improvements, but also through scaling up our Waste Heat Recovery Systems (WHRS), which are central to lowering grid dependency. By FY’28, we plan to expand WHRS capacity to 376 MW, a step that will significantly cut emissions.

Equally important is our transition to renewable power. Already, 28 per cent of our energy portfolio is green, and by FY’27–28 we aim to take that number to 60 per cent. Water management complements this energy journey. We are proud to be twelve times water positive—replenishing far more than we withdraw. Over half of our operational needs are met through harvested rainwater, while 14 per cent of the water we use is recycled. Every one of our plants operates on a Zero Liquid Discharge model, ensuring no wastewater ever leaves our sites. Through such initiatives, we have improved water intensity from 206 litres per tonne last year to 172 litres per tonne this year. For us, efficiency is not simply operational discipline; it is a responsibility we owe to society and the planet.

Q Sustainability is also about rethinking resources. How does Adani Cement embed circular economy principles—through recycling, alternative fuels, or innovative waste management?

Circularity has become the defining test of a modern manufacturer, and at Adani Cement we are embedding it deeply across our value chain. By 2030, Ambuja and ACC together aim to utilise nearly 50 million tonnes of waste annually. This includes municipal, industrial, and agricultural waste, which serve as alternative fuels in place of fossil sources. It also includes fly ash, slag, and waste gypsum, which are now integral to our blended cements—helping us reduce the clinker factor while conserving mined resources.

Our waste management arm, Geoclean, has become a national benchmark. In FY’25 alone, it co-processed over 0.57 million tonnes of waste in partnership with more than 50 municipalities, remediating over 20 legacy landfill sites. This not only reduces environmental load but also supports circular flows of material back into the economy. We have already achieved a thermal substitution rate of about 10 per cent, meaning one-tenth of our thermal energy now comes from such alternative fuels. Our target is to take this to 23 per cent by 2030.

Plastic is another area where we are pushing the envelope. By FY’25, we reached 11 times plastic negativity, meaning we co-process eleven times more plastic than what we consume in packaging. At the same time, our commitment to zero waste to landfill ensures that all hazardous by-products are either reused or responsibly processed. With over 78 per cent of our production already being blended cement and extensive integration of construction debris into our processes, we are proving that waste does not need to be discarded—it can be transformed into value. This, I believe, is the essence of circular economy in action.

Q India’s geography is as diverse as its people—extreme heat, monsoons, corrosive coastlines, and seismic zones. How is Adani Cement responding with region-specific concrete formulations that are climate-responsive?

India’s vastness presents unique challenges for concrete, and our philosophy has always been to design solutions that respect local environments. For instance, in the intense summers of northern India, we have introduced value-added products such as Coolcrete

and ECOMaxX, which are designed to lower the heat generated during hydration and control temperature differentials in mass pours. This not only reduces thermal stress but also prevents cracking, ensuring longer durability of structures under extreme heat conditions. In coastal regions, durability is threatened by salinity, sulphates, and moisture. Here we adopt a different approach, increasing the use of supplementary materials such as GGBS and fly ash, while adding corrosion-inhibiting admixtures that extend the life of structures exposed to aggressive sea water and saline soils. For seismic zones, where resilience is paramount, we provide high-grade concretes with superior compressive and flexural strength, customised to meet the demands of earthquake-resistant design.

What ties all this together is our emphasis on tailoring, not templating. Every climatic region has its own set of stresses, and we believe concrete should respond intelligently to them. That is why our teams work closely with clients to provide customised mix designs that surpass performance benchmarks while addressing local realities. Beyond structural applications, we have also developed curing-free dry mix mortars for masonry and plastering—innovations that save water and improve workability. This is how we see our role: not just supplying concrete, but engineering it for India’s unique geographies and the climate challenges they bring.

Q While the benefits of green and advanced concrete are evident, adoption in India still faces hurdles. From your perspective, what are the biggest roadblocks, and what role should policymakers play in accelerating change?

The adoption of green or advanced concrete in India is not a question of technology—it is a question of economics, awareness, and regulation. One of the most significant roadblocks is cost. Sustainable concretes, whether low-carbon or advanced formulations, often have higher upfront production costs, which makes them appear less competitive in a market that remains highly price-sensitive. Many customers, including contractors and even institutional buyers, still see concrete as a commodity rather than a performance material. This is compounded by limited awareness. Engineers, contractors, and end-users are sometimes sceptical about the performance of green concrete, simply because they are less familiar with it. Education and demonstration are critical to changing this perception.

Another challenge lies in regulation and standards. While India has made impressive strides in sustainability, our codes and standards for new concrete technologies are still evolving. There is often a lag between innovation and regulatory acceptance. For example, public procurement rules still favour ordinary Portland cement in many cases, which can discourage the use of blended or alternative formulations. Without clear performance-based standards that recognise low-carbon mixes, adoption remains slower than it could be.

On the production side, scaling up new cement chemistries demands steady supply chains for industrial by-products like fly ash or slag, which are not always consistent. Technologies like LC3 or geopolymers require significant R&D and capital investment, which not all producers are in a position to make. This makes collaboration between industry, government, and academia even more essential.

Policymakers, in my view, have a pivotal role. Incentives such as tax breaks, subsidies, or green financing schemes would make early adoption more viable. Mandating a minimum share of blended or low-CO₂ cements in public projects would create guaranteed demand and build confidence. Regulators must also fast-track the development of performance-based standards so that engineers and builders know they can rely on these new materials for durability and safety. Public-private partnerships, particularly with institutions like the IITs, can accelerate innovation, while the rollout of carbon markets will provide economic motivation for decarbonisation.

Ultimately, what India needs is a performance-driven mindset. Instead of prescribing what materials must be used, our codes and procurement practices should define the outcomes—strength, durability, service life, and carbon footprint—and allow industry to innovate to meet them. That, I believe, will be the real catalyst for mainstreaming green concrete in India.

RISING RESPONSIBLY IN INDIA’S VERTICAL MOBILITY LANDSCAPE
KARL DIVECHA
CMD, Eros Group

For decades, Eros Group has stood for trust and reliability in India’s vertical mobility sector. Under the leadership of CMD, KARL DIVECHA, the company has consistently focused on innovation while staying rooted in a philosophy of safety and service. In this conversation, he reflects on Eros’s journey and how the brand continues to shape mobility for a changing India.

Q Could you share your brand’s journey and how your elevator and escalator offerings have evolved to meet the growing needs of urban infrastructure?
At Eros, our journey in India has always been driven by a single, unwavering purpose — to elevate lives through innovation, reliability, and trust. What began decades ago as a commitment to building quality infrastructure has evolved into a mission to redefine vertical mobility across the country.

Over the years, as India’s cities have grown taller and faster, so have we. Our elevator offerings have transformed from basic transport systems into intelligent, efficient, and highly safe mobility solutions — tailored to the needs of modern urban infrastructure. Our focus has been clear: to stay ahead of the curve while staying grounded in quality.

With the launch of our new manufacturing facility in Pune, we’re further expanding our capabilities — not just in scale, but in technological depth.

Q How has the Indian vertical mobility landscape changed over the last decade, and what role do you envision your company playing in shaping its next chapter?
Over the last decade, India’s vertical mobility landscape has undergone a remarkable transformation. What was once seen as a luxury has now become an essential infrastructure component — not just in metros, but across Tier 2 and Tier 3 cities as well. We’ve moved from basic elevator systems to smarter, safer, and more sustainable solutions that align with global benchmarks.

At Eros, we’ve witnessed this evolution up close — and we’ve been proud to be part of it. From integrating AI and IoT to enhancing user safety and energy efficiency, our systems today are built not just to move people, but to support the growth of modern India.

As urban centres expand and smart cities take shape, our role is clear: to

Lead the shift from conventional vertical transport to intelligent vertical ecosystems. We’re investing in advanced R&D, building agile manufacturing setups like our upcoming Pune facility, and expanding our footprint to meet the demands of tomorrow. Eros isn’t just adapting to change — we’re shaping what’s next.

Q: What are some of the most significant technological innovations your brand has introduced recently in the elevator segment?
At Eros, we believe innovation is not just about technology — it’s about improving everyday experiences and ensuring long-term value for our customers. In recent years, we’ve introduced several breakthrough features that reflect this philosophy. One advancement is the integration of Automatic Rescue Devices (ARDs) as a standard safety feature, ensuring passengers are never stranded during power failures. Our gearless, energy-efficient motors and regenerative drives are helping clients reduce power consumption and operational costs, while our touchless, app-based elevator controls are meeting the demands of a post-pandemic world. Additionally, we’ve focused heavily on customisable design solutions that blend seamlessly with modern architecture — without compromising functionality. We’re not just building elevators — we’re building future-ready mobility solutions designed to serve a smarter, safer, and more sustainable India.

Q: In high-rise buildings and high-footfall environments, what measures do you take to ensure maximum safety and operational reliability?
When it comes to high-rise buildings and high-footfall environments, we understand that even the smallest lapse can have a large impact. That’s why at Eros, safety and reliability are embedded into the very DNA of our systems. We take a comprehensive approach — combining cutting-edge technology, robust engineering, and stringent quality control. Our elevators come equipped with features like Automatic Rescue Devices, overload sensors, fire-rated doors, and IS/EN 81-compliant safety systems to handle emergency scenarios with confidence. Operationally, we deploy AI-enabled group control systems and smart dispatch logic to manage high-traffic movement efficiently — reducing congestion and wait times. We also enable real-time monitoring through IoT-based diagnostics, ensuring that service teams can respond even before an issue disrupts operations. Ultimately, we don’t just design for vertical movement — we design for peace of mind. In every high-rise, mall, metro, or hospital we serve, our goal is to ensure that every passenger feels safe, and every ride is smooth, consistent, and dependable.

Q: What initiatives has your company taken to reduce the energy consumption and carbon footprint of your vertical mobility systems?
As a company rooted in building the future, we recognise that our responsibility goes beyond just vertical mobility — it extends to the environment we’re helping shape. At Eros, sustainability is not an add-on; it’s embedded in how we design, manufacture, and maintain our systems. We’ve invested in energy-efficient gearless motors, regenerative drives that return unused energy to the grid, and eco-mode functionalities that optimise power use during off-peak hours. Our elevators use LED lighting with smart dimming, and our control systems are designed for low standby power consumption. On the manufacturing side, we’re focused on green production processes, responsible sourcing, and building modular systems that minimise waste and extend lifecycle value. Our modernisation offerings also help clients replace legacy systems with eco-friendly upgrades — a small change with a big environmental impact. Ultimately, our goal is to build elevators that don’t just move people — but move us closer to a more energy-efficient and sustainable tomorrow.

Q: Looking ahead, what major trends or disruptions do you foresee in the vertical mobility space, and how is your brand preparing to lead the transformation?
The vertical mobility space is at the cusp of a generational shift — where elevators are no longer just modes of transport, but intelligent systems that are becoming integral to the smart buildings and cities of tomorrow. We’re seeing clear trends: the rise of AI-enabled traffic management, IoT-driven predictive maintenance, touchless user interfaces, and sustainability-first designs. There’s also a growing demand for hyper-customised, modular systems that cater to unique architectural and functional needs across sectors. At Eros, we are investing heavily in future-ready manufacturing, R&D innovation, and digital transformation to lead this change. Our upcoming smart factory in Pune is a reflection of that commitment — enabling us to deliver smarter, faster, and more sustainable solutions at scale. But beyond technology, we believe the true disruption will come from how seamlessly mobility integrates into people’s lives — safely, silently, and intelligently. And that’s where we aim to lead — by shaping not just the future of elevators, but the future of everyday movement.

Rethinking Vertical Mobility in India

With over two decades in India, TK Elevator has grown in lockstep with the nation’s vertical transformation—bringing global innovation, local manufacturing, and a strong sustainability focus to the heart of urban mobility. From predictive maintenance powered by AI and IoT to rope-free elevator technology that redefines architectural possibilities, the company has consistently pushed the boundaries of what elevators and escalators can deliver. In this exclusive conversation with Homes & Buildings Magazine, Manish Mehan, CEO & MD – TK Elevator India, discusses the macro trends reshaping vertical mobility, the technologies setting new industry benchmarks, and the company’s vision to make urban transportation smarter, safer, and greener for India’s next decade of growth.

TWIN, TK Elevator’s dual-passenger system in a single shaft

Q: Over the last two decades, TK Elevator has grown alongside India’s vertical expansion. How would you characterise this journey, and in what ways has your product strategy evolved to address the country’s increasingly complex urban mobility demands?

“Predictive maintenance has shifted our approach from reactive fixes to proactive, intelligent service.”
— Manish Mehan, CEO & MD, TK Elevator India

Our journey in India has been one of steady growth, innovation, and alignment with the country’s urban transformation. Over two decades ago, TK Elevator entered the market with a long-term vision—to be more than just a supplier, to become a trusted partner in India’s vertical mobility story.

We invested early in local operations and manufacturing with our state-of-the-art Pune facility, supporting the Make in India mission and ensuring we could respond rapidly to customer needs. Today, we operate through an extensive network of offices and service centres, giving us the reach and agility required in a high-density, high-demand market.

Our product portfolio has evolved with India’s changing skyline—high-speed, gearless, and machine-room-less elevators, space-saving designs, and energy-efficient models for high-rise developments, complemented by durable escalators and moving walks for metro networks, airports, and high-traffic commercial hubs.

At the heart of this is innovation. Our MAX platform, a cloud-based predictive maintenance solution, uses AI and IoT to reduce downtime dramatically. We’ve rolled out touchless controls and connected systems to enhance safety,and convenience, and our eco-efficient solutions—featuring regenerativedrives and green materials—help buildings achieve LEED certification.From iconic metro projects in Delhi, Bengaluru, and Pune to landmarkhigh-rises in Mumbai and Hyderabad,TK Elevator has become synonymouswith safe, efficient, and sustainable urban mobility in India

Q: From rope-free elevators to advanced destination control, TK Elevator has introduced disruptive technologies globally. Which recent innovations in India stand out as true game-changers in terms of performance, safety, and space optimisation?

Manish Mehan:
We’ve pioneered several innovations reshaping the industry:

• MAX platform: predicts and prevents failures before they occur.
• AGILE Destination Control System: optimises passenger flow by intelligently grouping users by destination, cutting wait times and easing congestion.
• TWIN system: two independent cabins operating in one shaft, boosting capacity while saving space.
• MULTI: rope-free elevator moving vertically and horizontally using linear motor technology, enabling new architectural possibilities.

Post-pandemic, we introduced touchless controls, smartphone integration, and open APIs for building system interoperability. Sustainability is embedded in all innovations—gearless traction machines, regenerative drives, and eco-friendly materials reduce energy use and support green certifications.

Escalators have also advanced with real-time monitoring, enhanced safety features, variable-speed drives, and vandal-resistant construction for high-footfall public spaces. These innovations reflect our vision: smarter, safer, and greener mobility.

Q: Predictive maintenance and connected services are transforming lifecycle management for vertical transportation. How is TK Elevator integrating IoT, AI, and data analytics to deliver measurable gains in uptime, safety, and customer value?

Manish Mehan:
The MAX platform is central to our approach. IoT-connected sensors capture real-time performance data, which AI analyses to predict issues before they cause downtime. This allows dynamic, need-based maintenance instead of rigid schedules, improving uptime and efficiency.

Building managers receive instant alerts, usage analytics, and predictive reports, enabling proactive planning. In emergencies, connected systems trigger immediate service notifications. Destination control systems like AGILE enhance efficiency by streamlining passenger movement in busy buildings.

Our goal is to shift from reactive service to predictive, intelligent maintenance, maximising reliability and safety.

Q: In high-rise, heavy-footfall towers and infrastructure, equipment failure is not an option. What specific engineering redundancies, safety protocols, and traffic management systems do you deploy to ensure resilience?

Manish Mehan:
We build redundancy into safety: automatic emergency rescue devices, multi-level braking, overspeed governors, load sensors, and advanced door protection.

High-traffic escalators feature heavy-duty components, vandal-resistant materials, anti-slip steps, and additional safety measures such as skirt deflectors, comb plate impact devices, and step gap lighting.

The MAX platform ensures constant monitoring, enabling proactive interventions before failures occur. AGILE manages traffic flow efficiently in high-rises. All solutions comply with EN81, ISO, and NBC standards and are supported by 24/7 service and genuine spare parts.

Q: What steps are you taking to reduce energy consumption and carbon footprint?

Manish Mehan:
Sustainability is embedded in our design: regenerative drives, gearless machines, LED lighting with auto shut-off, and smart group controls optimise traffic and reduce idle runs.

Escalators feature variable-speed drives and standby modes to cut energy use during low-traffic periods. We invest in low-carbon manufacturing, eco-friendly materials, and digital solutions like MAX to reduce service-related emissions. Our target: carbon neutrality by 2050.

Q: Looking ahead, what major trends or disruptions do you foresee in vertical mobility, and how is TK Elevator preparing to lead?

Manish Mehan:
We see four major shifts:

1. AI-driven predictive service
2. Green mobility
3. Smart city integration
4. Mobility-as-a-service

We are delivering on AI and IoT via MAX, expanding our green portfolio, building APIs for integration, and designing scalable solutions for Tier 2 and Tier 3 cities.

Our vision: shape the future of vertical mobility—intelligent, sustainable, and universally accessible.

Q The home elevator segment in India is evolving rapidly. What specific market gaps and regulatory realities shaped Wittur’s decision to develop as a purpose-built residential mobility solution?

The idea behind QUARTZ-i was born from a fundamental insight that homeowners deserve the same level of safety, performance, and design integrity as users of commercial elevators. The growing presence of multilevel villas, duplex homes, and penthouses in India has created a clear demand for intelligent vertical mobility solutions tailored for private residences.

However, many builders and homeowners often don’t fully grasp the engineering and safety distinctions between home and commercial elevators. From power supply to pit depth, from load cycles to regulatory norms—home elevators are a completely separate category, governed by the Lift Act and IS 15259, India’s specific safety code for private residential lifts.

With QUARTZ-i, our mission was clear: to create a purpose-built, regulation-compliant home elevator that is compact, customisable, and capable of operating in low-pit, low-overhead conditions common in Indian homes. It’s not a scaled-down commercial unit—it’s an elevator engineered specifically for homes, with safety at its core.

REIMAGINING RESIDENTIAL MOBILITY

As the Indian residential landscape evolves, home elevators are no longer a luxury—they are becoming an integral part of modern living. From multi-generational villas to sleek penthouses, homeowners are seeking mobility solutions that are safe, compliant, and aesthetically integrated. In this exclusive interview for the Elevator Innovations Special Edition of Homes & Buildings Magazine, SURAJ THODIMARATH, Managing Director – APAC Region, Wittur Group, discusses how Wittur is redefining personal mobility with German engineering, local manufacturing, and uncompromising safety standards.

Q The Indian market offers a variety of home lift technologies—some compliant, others not. How does Wittur Group differentiate itself technically and in terms of long-term safety, especially against popular but non-compliant options?

We’ve observed that home elevators are often treated like appliances, and that leads to the adoption of solutions that may look appealing but fall short on engineering and compliance.

Take vacuum elevators, for instance. They’re novel, but currently not compliant with Indian safety codes, making them unsuitable for regulated applications. Hydraulic elevators, while lower in upfront cost, bring higher maintenance burdens and risks like hydraulic oil leakage over time.

In contrast, QUARTZ-i is a traction-based system—a platform we strongly recommend for home applications. It ensures reliable, low-maintenance performance for up to 20 metres of travel—ideal for villas, duplexes, and G+5 structures.

What makes QUARTZ-i unique is that it’s a fully integrated system, including our Cabin, Doors, and Sling (CDS) kit, plug-and-play controller, and factory-tested components. This drastically reduces on-site errors, simplifies civil coordination, and accelerates timelines for builders and homeowners alike.

Critically, QUARTZ-i is one of the few home elevators in India that fully complies with IS 15259. Our doors are

Equipped with toe guards by default, and we offer patented anti-drop sill hook technology, which prevents the door from dislodging even under pressure from children or adults. These safety features go far beyond aesthetic appeal—they’re real safeguards for families.

Q Wittur has an established global safety reputation in commercial mobility systems. How have you translated that safety DNA into the engineering of a residential elevator?

Safety isn’t a feature at Wittur—it’s a design philosophy. With QUARTZ-i, safety has been integrated from the ground up.

For example, our anti-drop sill hook—standard in every QUARTZ-i system—secures the door in its track, even under external force. We also use infrared light curtains at the cabin entrance to prevent operation when any obstruction is detected.

For added peace of mind, we provide both mechanical and electrical rescue systems, so that in the event of a power failure, safe evacuation is possible. Our smart alerts even monitor ARD (Automatic Rescue Device) performance, ensuring proactive response if any malfunction is detected.

The future of home mobility is safe, compliant, and seamlessly integrated into the living space.

Q With home elevators shifting from a luxury item to an essential utility for accessibility and aging-in-place, what macro trends and user behaviours are shaping your R&D and product roadmap?

Vertical mobility inside the home is no longer aspirational—it’s becoming essential. Whether it’s multi-generational living, aging-in-place convenience, or disability-friendly design, homeowners are looking at elevators as integral, long-term investments.

Wittur is preparing for this shift by creating solutions that are smart, safe, and standardised. Our focus is on improving adaptability across home types, ensuring easier retrofits, shorter installation cycles, and systems that are robust enough to last for decades.

The future will demand not just elevators—but smart, family-ready mobility systems that are compliant, elegant, and easy to live with. QUARTZ-i is our answer to that future.

Q Many developers and homeowners still conflate home elevators with smaller versions of commercial lifts. What are the critical engineering, regulatory, and operational distinctions they must understand before specifying a home elevator?

This is a fundamental question, and one that’s often misunderstood. Home elevators are not downsized commercial lifts. They’re governed by different usage requirements, power supply formats, safety regulations, and speed/load limits.

Here’s a quick breakdown:

• Power Supply: Home elevators like QUARTZ-i run on single-phase power, unlike commercial elevators that need 3-phase supply.

• Standards: Home elevators must comply with IS 15259, while commercial elevators follow IS 14665.

• Capacity & Speed: Home elevators are capped at 4 persons and 0.2 m/s, as per BIS guidelines—far lower than commercial systems.

Unfortunately, some builders install non-compliant options like vacuum or hydraulic lifts, which may bring issues later. QUARTZ-i is built specifically to BIS specs, and we advise every builder to ensure compliance from day one.

Q Safe and reliable mobility solutions depend as much on installation and maintenance quality as on product design. How is Wittur building installer capacity and technical competency across India?

Safety is only as strong as the person installing it. That’s why we run comprehensive training programs across India—free of cost—for our partner installers and OEMs.

Our curriculum covers technical installation, safety protocols, compliance understanding, and emergency procedures. By investing in local talent and installer readiness, we’re creating a network of professionals who can uphold Wittur’s global standards right here in India.

It’s about building not just better elevators—but a better ecosystem of reliability.

Q Finally, for homeowners and decision-makers weighing the investment, what guiding principles should define the choice of a residential elevator?

A home elevator is more than a convenience—it’s a functional investment in safety, lifestyle, and future-proof living.

Don’t treat it as just another appliance. Choose a solution that offers full compliance, elegant design, safety innovation, and long-term performance. QUARTZ-i brings all of this together in one package—German-engineered, locally manufactured, and tailored for Indian homes

MICL has a strong legacy in Mumbai’s construction and infrastructure ecosystem, yet real estate development was not the company’s starting point. Over three generations, each leader has left a distinct imprint, shaping the business into what it is today.

The journey of MICL spans six decades and three distinct phases of growth, all bound by a shared DNA — excellence in construction. The story began in 1964 when Man Infra Construction Limited was founded as a civil contracting company. During this initial phase, the focus was on building for others — executing complex projects with precision and reliability.

The second phase emerged in the early 1990s when the founder’s son joined the business and ventured into a completely new frontier: port infrastructure. One of his most significant achievements was executing India’s first private port project in 1996 in collaboration with P&O Ports at JNPT in Nhava Sheva. This project was not only a technical milestone but also a statement that private players could successfully deliver world-class maritime infrastructure in India. Building on this, MICL developed a robust portfolio of over eight private port projects across the country — from Cochin and Dighi to Vallarpadam, including multiple expansions at Nhava Sheva. This phase firmly established MICL as a specialist in mission-critical infrastructure.

The third phase began in 2013 when the current leadership joined the business and spearheaded the company’s entry into full-fledged real estate development. Today, MICL focuses on high-end residential projects in India, while the international real estate vertical is led from the global headquarters in Miami. Together, the team is taking Indian construction expertise global. Despite this new focus, MICL’s infrastructure legacy continues, with ongoing execution of Asia’s largest port for the Port of Singapore at Nhava Sheva — a project that symbolizes a full-circle moment for the family.

Q When you entered the business, you could have stayed within infrastructure. Yet you chose to venture into real estate — a sector with its own risks and complexities. What triggered that shift for you personally?

It began with a very personal moment during my school days. My father would drive me around Mumbai, pointing out buildings he had built. But our company’s name was never on them. As contractors, we were the unseen hands — the developer’s name went on the board. I remember telling him, half-jokingly at the time: “If I ever build something, my name will be on it — or I’m not doing it at all.” That planted the seed. By the time I joined in 2013, I knew I wanted to be on the other side of the equation — the side that not only builds but also envisions, brands, and owns the final product. I started small, exploring land parcels in and around Bhandup, which is our family’s home turf in Mumbai’s central suburbs. Our first project, Aaradhya Atal, marked the formal transition from civil contracting and port infrastructure into integrated real estate development. From the outset, we decided MICL would be fully self-reliant — every inch of construction handled in-house, ensuring the same quality control and accountability that defined our contracting days. For me, it was about taking that legacy of execution and marrying it with creativity and ownership. That’s when MICL Real Estate was truly born.

Q You’ve often been in the news for developing what’s being called India’s tallest tower. Beyond the engineering feat, what’s the larger vision you have for these buildings?

Yes, we are currently constructing a tower that will stand over 300 metres tall — the first structure of any kind in India to cross that height. What excites me even more is that two additional towers we’re working on will also surpass the 300-metre mark. To the best of my knowledge, I will be the only Indian to have constructed three such supertall towers, all in Mumbai — one at Marine Lines and two in Tardeo. But for me, height is just one dimension of ambition. The true measure is the lifestyle we’re creating within these structures. More than the prestige of a 400007 pin code, what we’re offering is a healthier, more enriching way of living. Our tagline, “Live Better,” reflects that philosophy. You may already be living well, but when you move into an MICL home, we aim to help you live even better.

At our Tardeo project, for example, we’ve redesigned the resident’s journey. Typically, someone comes home from work, parks their car, takes the lift, and goes straight to their apartment. We’ve changed that flow. Instead, you first pass through a beautifully designed club space — an intentional pause that allows you to decompress before stepping into your home. One highlight of this experience is our world-first “escape room” — a unique fusion of wellness, technology, and immersive design. The space is infused with purified oxygen through advanced HVAC systems and oxygen cylinders, addressing Mumbai’s consistently poor air quality, where even the cleanest days see AQI levels above 150 (when the ideal is below 20). Most people don’t realise how much constant fatigue, stress, or low energy comes from simply not breathing clean air. In the escape room, you press a button — perhaps selecting “Northern Lights” — and the entire environment transforms. The ceiling becomes a sky awash with aurora-like visuals, the temperature drops, a gentle breeze flows through, and specific aromas fill the air. Within moments, you could be in Scandinavia. It’s a multi-sensory environment designed to restore your mind and body, and an example of what I mean when I say we’re not just building homes — we’re crafting experiences that truly help people live better.

Q You’ve also introduced the concept of the “zero gravity position” into your wellness amenities — something that sounds more like aerospace engineering than residential design. How does it work, and what benefits does it offer?

Most people have never truly experienced a zero gravity position, yet it’s one of the most restorative postures for the human body. Your head and feet are aligned, but your midsection — particularly your stomach — is elevated at about a 45-degree angle. You’re not lying flat, and you’re not sitting upright. What this does is redistribute your body weight in a way that reduces gravitational strain by almost 50%. You feel lighter, almost as if you’re floating. Muscles relax, blood circulation improves, and your mind slips into a deeply relaxed state. We’ve engineered ergonomic chairs that recreate this position in our wellness zones. It’s not just about seating — it’s part of a complete sensory therapy environment. You’re breathing purified oxygen, surrounded by calming light, subtle temperature drops, ambient soundscapes, and scent-based therapy. In 10 minutes, your body feels recharged — as if you’ve taken a power nap or had a spa treatment. And here’s the real impact: when you walk into your home in this calmer, more balanced state, you’re more present with your family, less irritable, and more energised. It’s wellness designed not just for the individual, but for the relationships inside the home.

Q This is clearly a departure from traditional real estate thinking. Many developers still focus on optimising FSI and adding checklist amenities. What made you commit to a more service-driven, post-possession mindset?

For too long, real estate has been defined by the handover. Once the keys are given, the developer’s job is considered done. I reject that idea. The real challenge — and the real opportunity — lies in the years after possession. That’s why our approach is about creating ecosystems where people’s daily lives are made easier, healthier, and richer. The 50-plus amenities we integrate into each project aren’t just for brochure appeal — they’re designed to be used, to create human connection, and to make the resident feel their home is the best part of their lifestyle.

Q Mumbai is famously price-sensitive, even in its luxury segment. How do you balance premium design and amenities with the realities of cost and affordability?

It starts with reframing the conversation. If you reduce a home to just a “rate per square foot,” you’re missing the point — and so is the buyer. The real question is: what do those square feet do for you? We design spaces to elevate everyday living. That means healthier environments, better privacy, smarter amenities, and richer community experiences. Buyers today — especially in Mumbai — are willing to pay a premium for these intangibles because they’re tangible in impact. The value proposition isn’t just marble floors or high ceilings; it’s about ensuring the place you spend the most time in actively contributes to your quality of life.

Q Design plays a big role in luxury skyscrapers. How involved are you personally in the design process, and how do you choose your collaborators?

The vision and concept for every project start in-house, and I’m hands-on in that phase. Once we’ve set the creative and functional direction, we bring in the best partners to execute it. For example, we work with Hafeez Contractor on our Tardeo and Marine Lines projects. On the engineering side, we collaborate with RWDI — global specialists in wind engineering for skyscrapers up to 800 metres. My brief to them was simple: I want windows that fully open, even on the 80th floor. In Mumbai, people value fresh air and open views; they don’t want to live in sealed glass boxes. At Tardeo, we’ve even shaped the tower like our MICL logo — a world-first — because I want every building to carry a visual signature of the brand. For me, design isn’t just about beauty or efficiency; it’s about embedding identity and emotion into the skyline.

Q With such ambitious projects, what’s the biggest hurdle you face in Mumbai’s real estate market today?

If I had to sum it up in one word — mindset. And I mean that both in terms of consumer expectations and, more critically, the approach of approving authorities. On the consumer side, we’re still in transition from seeing real estate purely as a financial asset to recognising it as a lifestyle investment. On the government side, the mindset is still highly procedural. We have a tunnel-vision approach to approvals, where the focus is on compliance checklists rather than enabling visionary ideas. Why can’t India have a skyline that rivals New York, Shanghai, or Hong Kong? Why shouldn’t our buildings be the kind of architectural icons that become wallpapers on global phones? That’s the ambition I have for Mumbai — but it requires intent and support at the policy level.

Q We have recently analysed the numbers and found that, factoring 40 plus premiums, and then adding GST and other statutory costs on top, the government has become the single largest stakeholder in real estate business with a share of 30–35% of a project’s cost. How do you see this impacting the sector?

You’re right — on paper, many say it’s 35%, but if you add all the statutory outflows, it’s closer to 50%. That’s an extraordinary share for a “silent partner” who assumes no development risk. There have been glimpses of what a supportive policy can do. Take the temporary reduction of stamp duty to 2% — it triggered historic sales volumes in Maharashtra. That one move showed us that when affordability improves, everyone benefits: the state earns more in absolute terms from higher transaction volumes, and developers get the cash flow to launch more projects. Unfortunately, that kind of long-term, consistent policy thinking is rare. We’re also the only industry in India that doesn’t get input tax credit. It’s fundamentally unfair and reduces the viability of doing business, especially for developers who are investing heavily in quality and innovation.

Q If you had to distil it, what’s your core message to policymakers?

It’s simple: cities are judged by what

Gets built in them. Developers are as vital to a nation’s growth story as infrastructure builders. If we don’t create world-class homes, offices, and urban ecosystems, how will we attract HNIs, NRIs, and global talent? Last year, India saw the highest outmigration of ultra-high-net-worth individuals. That’s not just people leaving — that’s capital, spending power, and ambition flowing out.

Much of it comes down to ease of living — good amenities, good design, and environments where people want to stay. If a developer is willing to go beyond the bare minimum, like we do, why not incentivise that? We’re not asking for special treatment out of ego; we’re asking for it because of the impact. Don’t lump every developer into the same basket. Create a framework that rewards quality, integrity, and vision. Give us the room to build cities that future generations will be proud of.

Q You’re building some of Mumbai’s tallest towers, many along the coastline. Ambition and scale are clear, but how do you reconcile that with environmental responsibility and sustainability?

For us, sustainability is not a checkbox to be ticked — it’s embedded into the way we conceive and execute projects. The goal is to create buildings that are not only iconic in design, but responsible in their impact. We start with structural choices. Our towers use composite columns — a hybrid of steel and concrete — which provide greater strength with lower material consumption over the building’s lifespan. It’s a more efficient use of resources and also improves construction timelines.

On the façade, we avoid traditional paint entirely. Instead, we use heat-resistant, sound-insulated glass cladding. This achieves multiple objectives: it reduces internal heat gain, lowers ambient noise, eliminates the chemical emissions associated with repainting every five years, and significantly cuts long-term maintenance waste. Inside the homes, we prioritise natural ventilation, especially in bathrooms, so that residents don’t have to rely on artificial lighting or exhaust systems during the day. It’s part of a broader passive design philosophy — using orientation, shading, insulation, and airflow to reduce energy consumption before adding active systems like solar panels.

And of course, the fundamentals are always in place: rainwater harvesting, energy-efficient lighting, solar integration for common areas, and low-maintenance, long-life landscaping.

Q Do you find that buyers today value these ESG measures, or are they still more influenced by visible luxuries?

It’s evolving. A few years ago, most buyers looked at ESG features as “nice to have” add-ons. Today, especially in the premium and luxury segments, there’s a growing appreciation for what these measures actually mean in day-to-day living. When you tell a resident that their apartment will naturally be 2–3 degrees cooler year-round, reducing air conditioning costs and improving sleep quality, they see the direct benefit. When you explain that a building won’t need repainting for decades, they understand the savings and reduced disruption.

So yes, people still appreciate the Italian marble and designer chandeliers, but increasingly, they also value the invisible luxuries — lower energy bills, cleaner air, quieter interiors, and a building that ages gracefully. In my view, that’s where the future of luxury real estate lies: in merging aspiration with responsibility.

Q Where do you see the Mumbai real estate market in 2030 — and what’s your aspiration for MICL within that landscape?

While the market’s exact trajectory will always depend on economic cycles, policy, and infrastructure, my vision for MICL is very clear: I want us to be recognised not just for the height or scale of our projects, but for their meaning. Too many developments are remembered for their launch, but fade into anonymity within a few years. I want every MICL project to stand out decades later — not just as an address, but as part of a family’s personal story. Whether it’s a lifestyle we’ve made possible, a legacy we’ve helped create, or the ease of living we’ve delivered, the emotional connection must be as strong as the physical one.

When someone says, “I want a home where I feel safe, secure, and proud,” I want MICL to be the natural answer. If we can consistently create homes that people don’t just live in, but truly cherish for life, then the brand will grow organically — one word-of-mouth recommendation at a time.

REAL ESTATE WITHOUT CHARACTER IS JUST CONCRETE

VIJAY WADHWA SPEAKS

In an exclusive interview with TITTO EAPEN, industry veteran VIJAY WADHWA opens up about his five-decade-long journey that mirrors Mumbai’s transformation — from chawls and soda factories to soaring skyscrapers and townships. With candour and conviction, he reflects on the values that shaped The Wadhwa Group, the challenges of navigating approvals and the pitfalls of an over-reliance on FSI, and why he believes cross-ventilation, conscience, and character are more important than concrete. Looking ahead to 2030, he offers both a warning and a vision: redevelopment can either rebuild Mumbai with balance or drown it in oversupply if greed overtakes foresight.

VIJAY WADHWA
Chairman Emeritus, The Wadhwa Group

“Redevelopment can either rebuild Mumbai with balance or drown it in oversupply if greed overtakes foresight.”

Q The Wadhwa Group’s journey is deeply woven into Mumbai’s own story — from chawls and mills to malls and mega towers. Take us back to the beginning: how did it all start?

Our story begins in 1964, when my father left Mathura with nothing but ₹10,000 and big dreams. He had no connections, no financial cushion — only ambition. He began with money lending, then cautiously stepped into land transactions. One early deal in Goregaon nearly sank him because the plot had no access. But instead of walking away, he fought to resolve it. That moment taught him — and later me — that in real estate, setbacks are classrooms.

By 1969, I joined him. I was 17, restless with studies, but hungry to learn on the ground. I still remember the date: 5th May 1969. That year we bought the Duke Soda Water Factory land for ₹19 lakh, when we barely had ₹2 lakh in our accounts. It became front-page news — an “unknown builder” taking such a leap. Soon after, Dr. Maker, father of today’s Maker developers, offered us a hefty profit if we walked away. My father refused after a discussion with my mother. His reason was simple but profound: “Money will come again, but this is about shaping our son’s future.”

That decision changed me. From then on, I was on site every morning at 6:30 and back home close to midnight. Real estate is more than just numbers on an Excel sheet; it’s about sweat, grit, and human connection. Over 55 years, across 250 projects, that principle has never left me. Whether a buyer spends ₹25 lakh or ₹100 crore, their emotional investment is the same. And if you lose that connect, you lose trust. And without trust, this business crumbles.

Q You entered the business at a time when the industry was still unstructured. What was real estate like in those early years, and how did it evolve into today’s organised sector?

It was a different world. There was no bank funding, no formal approval systems. Developers ran on credibility alone. Offices were small, rarely more than 30 people. The problems may sound trivial today, but in that era, they were real hurdles.

The turning point came in the late 1970s. We realised that individually clearing files with the government wasn’t enough. One builder’s effort didn’t help the industry. That’s when the idea of a collective voice was born, which later became the Maharashtra Chamber of Housing Industry (MCHI).

I remember those meetings vividly. There was no office; we gathered at the Sea Lounge in the Taj. Industry pioneers like G.L. Raheja, Babubhai Majithia, Lalit Gandhi, Parmeshwar Mittal, and my father were there. G.L., being an architect, also started PEATA, an association for architects, which seeded the idea of MCHI.

Regular discussions in his office gave us clarity — rules had to be codified, not left to interpretation. As individuals, we had no weight. But as an association, suddenly, officers listened. We could negotiate, resolve ambiguities, and create standards.

That was the beginning of Mumbai’s developers speaking in one voice. It gave the industry legitimacy and also responsibility. Looking back, it wasn’t just about lobbying — it was about building the scaffolding for Mumbai’s urban growth story.

Q You touched on reputation. Even today, real estate continues to suffer from an image problem — whenever there’s a scam, the narrative quickly turns to ‘all developers are thieves.’ Why has this stigma stayed?

The biggest reason lies in the lack of entry barriers. Real estate doesn’t demand a license, a degree, or any formal qualification — anyone can walk in. And the temptation is massive. On paper, in an Excel sheet, the profits look dazzling. But what most don’t realise is the price you pay in the interim: months, sometimes even years, of zero income while carrying enormous liabilities.

If you’re not prepared for that reality, you end up cutting corners. And once you cut corners, you’re trapped — approvals get delayed, payments dry up, commitments are broken, and suddenly the entire profession gets painted with the same brush. That is why I always maintain: being a developer is not just about constructing towers, it’s about building patience, resilience, and credibility to withstand cycles. Everybody thinks it’s easy. It is not.

Q In our study, we found that the government has become the single largest stakeholder in Mumbai’s real estate—earning nearly 30–40% of a project’s value through premiums, taxes, GST, and duties. Meanwhile, developer margins are shrinking. How sustainable is this model?

A builder is always drawn to FSI—the Floor Space Index. But if you really want to ruin a builder, give him more FSI for free. He’ll chase it endlessly, while the government quietly collects its revenue. After all, FSI costs the government nothing—it’s just air. But it fills the coffers through premiums and levies.

I’ll give you an example. We had approvals for a 60-storey tower in Matunga. On paper, it looked magnificent. But when we worked out the economics, we cut it down to 39 floors. Why? Because the extra 20 floors would have taken another two and a half years, draining resources and delaying

delivery. Finishing earlier made more sense. That’s the irony—the government earns more by granting extra FSI, while the builder bleeds more time, money, and interest.

To be fair, this government has delivered visible progress—roads, expressways, metro lines. Life is easier in some ways. But infrastructure growth is not in proportion to vertical growth. Where are the new hospitals, schools, playgrounds? Try getting a hospital bed in Mumbai today—it’s a challenge. Within three years, FSI availability will multiply nearly twofold. But have our trains doubled capacity? Have our schools doubled intake? Unless civic and social infrastructure keeps pace, the common citizen will suffer most.

The wealthy can still fly abroad for treatment or education. But the poor cannot. If municipal lands are reserved, let them be used for schools and hospitals, not left idle. Support existing schools to expand. Give concessions to hospitals to grow. Otherwise, even your own child might struggle to find admission. My appeal is simple: development must grow in proportion, or vertical growth will collapse under its own weight.

Q Where are we going wrong? And realistically, can this be corrected in the next 5–10 years—especially with the added climate challenge?

We must accept that the government has enormous responsibilities beyond real estate. They must prioritise the poor, and their resources are stretched. So, the responsibility must be shared. Builders must contribute by planning responsibly—designing homes that nurture health and well-being.

If children grow up in healthy homes—with Air, Height, Light and safe spaces—there will be fewer hospital visits. That is the true social responsibility of a developer. But sadly, today too many projects are driven only by the spreadsheet—profit margins and “saleability.” The question of how people will actually live often gets ignored.

Q But is it really practical to ensure cross-ventilation in Mumbai’s dense geography?

Absolutely. Come and see our plans—we ensure that every home, big or small, has cross-ventilation. If it’s a three-bedroom home, at least two of those rooms must have proper cross-ventilation. Even in smaller apartments, we make sure this is there.

Q Why?

Because the housewife standing in the kitchen, after a long day at work, deserves to breathe fresh air while cooking for her family. If she feels suffocated in her own home, then what is the use of all the builder’s money or flashy designs? This isn’t about luxury—it’s about dignity. Even an 800 sq. ft. home should have ventilation. In fact, I would say the person living in a smaller flat needs it more than the one in a 3,000 sq. ft. apartment, because he cannot simply switch on air-conditioning everywhere. That is why I strongly believe that cross-ventilation is not a privilege; it is a basic right in good housing design.

Tulip Towers at Wadhwa Wise City, Panvel

Q Real estate often gets labelled as intellectually submissive compared to other industries. Yet, The Wadhwa Group has shown otherwise—particularly with the six-to-seven-month study you undertook before launching Wadhwa Wise City. Could you share what this study involved and how it shaped the township?

A I believe such things only come with passion. Nobody asked me to do that study—I felt it was my duty to do justice to my profession. In Mumbai, land parcels are usually small. Years ago, we built in Khar, Bandra, and Santacruz, but with a 2,000 sq. ft. plot, what can you really create? How do you give children space to play or residents a proper clubhouse? Even in larger plots like our 18.5-acre project at Ghatkopar, my guiding thought was simple: I must build as if I myself was the homebuyer.

Every home, whether 300 sq. ft. or a penthouse, deserves Air, Height, Light and Privacy, and sadly most illnesses today are not genetic—they are caused by faulty planning. Architects and developers have a moral duty here. You are not just erecting structures, you are continuing the work of Vishwakarma. Stick to ethics, respect Vastu, and design homes where people remain healthy. But today’s young architects often compromise just to please the client. My appeal is: have some discipline, and never forget the dignity of the person who will live in that home.

When you take on a township, your responsibility multiplies. It is no longer about one building; it is about four to five lakh lives who will inhabit that ecosystem. That is why, before Wadhwa Wise City at Panvel, we studied everything from climate change to rising sea levels. This was 10 years ago, when people weren’t even discussing these issues. I told my team: the land must be above sea level, with natural wind flow and abundant water. Because in 2050 or 2060, wars will not be fought over oil—they will be fought over water.

For this, we collaborated with Hong Kong University. Their team helped us model flood levels, wind patterns, and sun paths. The findings were stark—many places in Plush Locales of Mumbai and Navi Mumbai could sink by 2040. Even many emerging coastal micro markets may face the same risk if

sea levels rise. Now imagine a developer who ignores this. If he builds without study, the township will sink—and so will the lives of thousands of families. That is why ethics must precede greed. Earn less if you must, but earn with respect.

We even adjusted building orientations in Panvel so that every home caught the valley’s natural airflow. We studied water, sunlight, and wind—not because rules forced us to, but because conscience demanded it. Developers must self-regulate, like other industries do. It is like running medical tests before prescribing medicine. You invest time, not extraordinary money. What you get in return is a township that offers city living with village soul—birds, butterflies, walking trails, and healthier lives.

Ultimately, customers don’t care about brand endorsements. They care about how your home makes them feel. That is what I strive to deliver.

Q In many global industries, self-regulation has become the norm. Do you believe Indian real estate should adopt a similar approach—where developers collectively set benchmarks and conduct studies before launching projects?

Absolutely. Think of it like a medical test. Before prescribing medicine, a good doctor will first ask you to undergo tests. Similarly, before planning a township, a builder must carry out detailed studies—on wind flow, water availability, flood levels, environmental risks, and long-term liveability. I did that for Wadhwa Wise City, Panvel. Not because someone told me to, but because my conscience demanded it.

This doesn’t cost much—it only requires passion and time. I travelled to Hong Kong three times, met professors, and commissioned studies with their university teams. People said, “He’s gone mad.” But when you see ghost cities in China—lifeless, soulless, emotionally draining for people—you understand why such studies are critical. A township is not just concrete. It is home to four or five lakh people. If you make a mistake there, it impacts generations.

That’s why, in Panvel, I wanted city living with a village soul. Trails, birds, butterflies, green lungs within concrete. In our Atmosphere O2 project too, we filled six feet of soil on the podium and planted fruit trees. Today, they’ve grown 20 feet tall, birds come every morning, and residents wake up to chirping instead of traffic horns. That, to me, is real income—not profit sheets.

Ultimately, customers don’t care who is your brand ambassador. They care about whether the home you build gives them health, privacy, ventilation, sunlight, and a connection to nature. Artificial gimmicks don’t last; nature does. In fact, residents at Atmosphere O2 often tell me that when birds sing at 6 am, they feel a joy no marketing brochure can match.

This is what I want my legacy to be: not just buildings, but healthy communities. Builders must remember—we are Vishwakarma’s children. We carry the responsibility of creating spaces that heal, not harm. Connect people back to nature, and you will automatically build trust.

Ultimately, customers don’t care who is your brand ambassador. They care whether the home you build gives them health, privacy, ventilation, sunlight, and a connection to nature.

Mumbai is heading into a phase of massive redevelopment. Every second plot today seems to be under negotiation for redevelopment. On paper, it looks exciting—more supply, better buildings, improved amenities. But my honest request to the industry is: don’t get carried away by the rat race.

The government sees redevelopment as the easiest source of revenue, so permissions and incentives will keep flowing. Builders are flying high, buying land parcels in haste, assuming demand will always match supply. But let me warn you—supply will outstrip demand in ways we haven’t seen before. And when that happens, many investors and homebuyers will cancel bookings the moment they see prices softening. Developers will then be forced into refunds, creating financial stress across the chain.

I say this from experience. Real estate is cyclical, and we must learn from the past. Redevelopment should not be reduced to a gold rush. Every builder must ask themselves: where will the customers come from for this huge supply? Mumbai in 2030 will either be a city of balanced, sustainable redevelopment—or a city flooded with unsold inventory if we allow greed to dictate decisions.

The future of this city depends not on how many towers we build, but on whether we build responsibly, with foresight. My advice: go slow, go steady, and build with character. Mumbai deserves that.

Dharavi has always defied definition — a city within a city, where a million dreams jostle in two square kilometres, and where the hum of industry rises from lanes barely wide enough for two people to pass. It is Asia’s largest slum, but also one of its most extraordinary engines of enterprise. Now, for the first time in its history, this labyrinth of lives and livelihoods is on the cusp of transformation — not by erasure, but by reinvention.

At the helm was SVR SRINIVAS, a man known in bureaucratic and political circles for taking on the assignments others call impossible. As CEO of the Dharavi Redevelopment Project, he was orchestrating the world’s largest peacetime urban renewal movement — a plan to rebuild not just homes, but hope.

In this exclusive conversation with TITTO EAPEN, Srinivas reveals the vision, the hurdles, and the policy innovations that could turn Dharavi into a global model for inclusive, sustainable city-making.

Q In both scale and ambition, how does Dharavi compare to your earlier assignments, and what makes it a “movement” rather than just another infrastructure project? The Dharavi redevelopment has a planned timeline of seven years — ambitious by any standard. But let’s be clear: Dharavi isn’t just Asia’s largest slum. It’s the largest peacetime urban renewal project in the world. Globally, nothing of this density and scale has been attempted before.

The numbers are staggering — around 250,000 people per square kilometre, compared to Mumbai’s average density of 25,000 and India’s average of 800. That’s ten times denser than the city itself. This is why I often call it a “movement” rather than a “project.” The challenges aren’t only financial or technical — they’re deeply social. Dharavi is a living, breathing ecosystem, home to over 14,000 industries and commercial units, generating an estimated billion dollars in annual exports — almost entirely from the informal sector.

The absence of formal entitlements means residents rarely invest beyond the bare minimum needed for survival. Redevelopment changes that — it brings security, dignity, and long-term vision. The greatest challenge is ensuring that livelihoods are protected and enhanced alongside new housing and infrastructure. If we succeed — and I believe we will — Dharavi will stand shoulder to shoulder with Mumbai’s most prominent central business districts. It will be a model of inclusive, sustainable urban regeneration, not just for India, but for the world.

Q What structural and policy measures are being taken to ensure these industries are not just preserved but also integrated into the formal economy and positioned for future growth? Dharavi’s economy is built on five primary pillars: textiles, leather manufacturing and exports, pottery, recycling, and women-led home enterprises like papad-making and other self-employment activities. Add to this a dense network of retail activity, and you have an economic ecosystem unlike any other in the country — not just for livelihoods but for the city’s sustainability.

In our rehabilitation plan, we’ve categorised these industries to ensure their unique needs are met. The transition period — during construction — is the most critical. For the first time, the government has taken a bold step by announcing a five-year reimbursement of state GST for all these industrial units. This move will cushion the financial impact during redevelopment and encourage integration into the formal economy.

We are also mapping the operational needs of each sector — potters need brick kilns, leather workers require dedicated washing and dyeing spaces, and recyclers need large processing zones. Dharavi is home to India’s largest recycling industry, and its continuity is vital. In parallel, we are working with the National Skill Development Corporation to upskill Dharavi’s workforce, preparing them for a future where traditional industries will blend with new technologies. The goal is not merely to preserve these industries, but to help them evolve and prosper in the post-redevelopment era.

Q Dharavi’s redevelopment has been attempted for over 25 years, without success. What makes this initiative different? The difference this time lies in policy innovation. For the first time, every eligible occupant — residential or

Commercial — will get in-situ rehabilitation within Dharavi. This includes both residents and business owners, which is a major departure from past approaches. However, eligibility criteria remain — for example, residents of mezzanine or upper floors, or those who arrived after 2011 (even if they live on the ground floor), do not qualify. This excluded group accounts for more than half of Dharavi’s population.

Instead of displacing them, the government has introduced a rental housing model within Mumbai. These units will be available for long-term occupancy and can eventually be purchased at a government-fixed price, with payments going directly to the government — bypassing private developers entirely. This is a game-changer. It ensures that even those previously left out can transition into formal homeownership over time. It’s an inclusive, future-ready approach that balances urban planning discipline with social equity.

Q Eligibility criteria have long been a flashpoint in slum redevelopment. With more than half of Dharavi’s current residents potentially falling outside in-situ rehabilitation norms, how is the project balancing the need for policy discipline with the imperative of social inclusion? In any slum redevelopment, there are two groups — those who are eligible for in-situ rehabilitation, and those who are not. For eligible residents and businesses, the principle is clear: they will be rehabilitated within Dharavi itself.

For the non-eligible — those without the necessary documentation or those who arrived after the cut-off date — rehabilitation will happen in locations identified by the government. Our commitment is to handle this process sensitively, ensuring that livelihoods and dignity are preserved. But the eligibility framework is non-negotiable — those outside it will not be accommodated within Dharavi, though they will be provided proper alternative housing.

Q Given Mumbai’s chronic land scarcity, securing suitable parcels for non-eligible residents is a massive undertaking. Could you walk us through the land strategy? Land availability in Mumbai is always the starting challenge — and often the biggest one. But we’ve made tangible progress. Two significant parcels are already in the pipeline. One is a 25–28 acre site near Kurla, where we’ve taken full possession. The other is a much larger 150-acre tract in Aksa, near Borivali, which is in the process of acquisition. Both will be used to house those not eligible for in-situ relocation under the Dharavi Redevelopment Project. While Aksa presents some access-related challenges, it remains a strategically valuable site.

Beyond these, we’re tapping into a largely underutilised resource — Mumbai’s salt pan lands. These are classified into developable and

Non-developable zones. The non-developable areas, such as mangrove belts and CRZ-1 zones, are ecologically sensitive and will be preserved as conservation spaces. The developable salt pans, mostly on the landward side, are now being earmarked for affordable housing. This hasn’t been without its hurdles. Many of these lands were encroached upon or held under informal leases to private parties. We’ve begun systematically extinguishing such leases and redirecting the parcels toward public housing, including Dharavi’s rehabilitation.

We’ve already secured significant tracts of salt pan land for development. This includes the Arthur and Jenkins Salt Works in Kanjurmarg and Bhandup—covering a combined 197 acres (120.5 acres from the Arthur parcel and 76.9 acres from Jenkins). Alongside this, the Jamasp Salt Works land in Mulund, part of a larger 256-acre holding, has also been earmarked for upcoming projects.

To operationalise these developments, a Special Purpose Vehicle (SPV), Navbharat Mega Developers Private Limited (NMDPL), has taken charge. In April 2025, NMDPL formally assumed possession of 42 acres out of the 58-acre Mulund parcel, marking a decisive step in bringing these large-scale projects to life. Importantly, these allocations are not “free transfers.” The Special Purpose Vehicle (SPV) pays for each parcel, and the land ultimately reverts to government control via the DRP. This creates a governance and financing framework where public interest is safeguarded, and accountability is built into the process.

Q You are also planning Deonar Dumping ground as another option, but they come with severe health and environmental risks. Could they be used for rehabilitation, and if so, how will you ensure they’re safe for habitation? Let me be absolutely clear — no rehabilitation will be allowed on former dumping ground land unless it’s proven to be 100% environmentally safe for human habitation. That means undergoing a full scientific closure of the landfill, securing all necessary environmental clearances, and ensuring comprehensive remediation.

These sites have been used for waste disposal for over a century, making them inherently toxic. The first priority is to neutralise the hazard. Scientific closure involves capping the site, managing leachate, and capturing methane — one of the most potent greenhouse gases — to prevent environmental harm. Only after such remediation can we even consider construction.

We’re also exploring waste-to-energy initiatives. The BMC already has advanced plans in this direction, which could help in both managing legacy waste and generating renewable energy. While dumping grounds remain a theoretical option, they are the last resort. We will only turn to them once all other land avenues are exhausted — and even then, only if rigorous environmental vetting confirms that the land is safe for people to live and work on.

Q Dharavi’s recycling sector, powered by over a lakh ragpickers, plays an indispensable role in Mumbai’s waste management and climate resilience. How will the redevelopment formalise and protect this workforce while modernising waste management practices? Dharavi — along with Govandi — is at the heart of Mumbai’s recycling network. Around 70% of the city’s waste is recycled, thanks to the work of ragpickers and recyclers, many of whom operate in unsafe and unregulated conditions.

Currently, much of this work is informal and environmentally unsound, with dumping grounds still used in violation of legal norms. Our aim is to shift to a formal, scientific waste management system — with engineered landfills, methane capture, and waste-to-energy facilities.

As we formalise the sector, we are determined to bring these workers with us. That means granting them legal recognition, industry status, and access to health care, insurance, and financial services. It also means targeted livelihood programmes to ensure their skills remain relevant as the sector modernises.

These individuals are vital not just to Mumbai’s waste economy, but to its environmental health. By integrating them into the formal system, we safeguard their economic role, improve their quality of life, and align with broader climate and social justice goals.

Q Transfer of Development Rights (TDR) is central to the project’s financing model, but it is also an area of market sensitivity and public concern. How is the framework structured to prevent monopolisation, ensure fair pricing, and maintain a competitive marketplace? TDR is a cornerstone of the project’s

Funding architecture. It allows us to monetise unutilised development rights without placing a direct fiscal burden on the exchequer. That said, concerns about potential monopolisation are not true as we’ve put in place a clear, regulated framework.

For Dharavi, TDR can only be sold at a maximum of 90% of the government’s ready reckoner rate. Moreover, developers are required to purchase only half of their TDR requirement from Dharavi; the remaining 50% can come from other sources. This ensures a competitive, open market rather than a closed system.

The fear that one developer could hoard Dharavi TDR doesn’t align with the project’s financial logic. If the SPV doesn’t sell its TDR, it loses liquidity — and without liquidity, the project simply cannot progress. TDR, like any market instrument, is subject to demand and supply: greater availability drives prices down, not up.

The guiding principle here is fairness. Urban renewal cannot become urban exclusion. Our model is designed to keep the market competitive, the funding viable, and the benefits of redevelopment equitably distributed — especially to the most vulnerable stakeholders.

Q Critics also argue that prioritising Dharavi’s TDR could distort Mumbai’s real estate market or lead to imbalance. Given the project’s scale, how do you justify this prioritisation without overburdening the system? It’s important to remember that Dharavi’s redevelopment isn’t simply about constructing buildings — it’s about financing dignity, infrastructure, and long-overdue equity for over a million people. A public-private partnership of this magnitude requires tens of thousands of crores in funding. We need mechanisms that bring in liquidity early, without straining public finances.

Dharavi faces height restrictions and planning constraints, meaning it can’t consume all its entitled FSI on-site. The surplus FSI becomes TDR, which can be sold for use elsewhere in the city. Historically, slum TDR has been undervalued compared to other categories like road TDR or reservation TDR. But if we are serious about making Mumbai slum-free, slum TDR must be viable and prioritised — which is exactly what the government has done for Dharavi. Without an assured market or precedence for Dharavi TDR, we would struggle to raise early-stage funding for rehabilitation. Prioritising it is not a favour; it is a structural necessity for financial sustainability and timely execution.

Q Even so, is there a risk that this prioritisation could still distort the market or favour a single player? How do you ensure the system remains fair? There is no scope for monopoly here. First, prices are capped — no TDR from Dharavi can be sold above 90% of the ready reckoner rate. Second, developers are only mandated to source 50% of their TDR needs from Dharavi, leaving the other half open to the wider market.

This creates a competitive environment. If Dharavi generates more TDR, prices will naturally adjust downwards due to supply pressure — there is no room for artificial inflation. The SPV has no incentive to withhold stock, because without selling TDR, it has no liquidity, and without liquidity, the project cannot move forward.

It’s important to recognise that this is a liquidity-starved project in its initial years. There may be some profit decades later, but right now, the challenge is massive upfront investment. TDR is one of the few tools that is both market-aligned and debt-free, making it essential to the project’s viability.

You’ve often described the Dharavi project as a mammoth redevelopment effort — one with no precedent in India. What does that mean in terms of execution? Will it be handled by a single developer, or will multiple stakeholders be involved? And what’s the broader vision behind working at this scale? You’re right — to my knowledge, nothing of this scale has been attempted anywhere in the country. That alone dictates that it cannot be the job of one man, two men, or even two companies. While the execution framework is anchored by a single Special Purpose Vehicle (SPV), the SPV will engage multiple contractors and expert agencies as needed. The mandate allows for that flexibility, and it’s essential for a project of this complexity.

To understand the scale, you have to look at its three core dimensions. First is housing and commercial rehabilitation — constructing tenements not just for eligible residents but also for commercial and industrial occupants. Those who are ineligible for in-situ relocation will be provided with rental housing, so the building component is significant. Second is physical infrastructure. In many parts of Dharavi, lanes are barely two feet wide; most roads exist only on paper. There’s virtually no functioning stormwater drainage or sewerage — everything flows into the Mithi River, adding to its pollution. We need to build real roads, proper drainage, sewerage systems, legal electricity connections, and bridges. The SPV will handle all internal infrastructure, while the government will take responsibility for external and offset infrastructure. Third — and to me, the most socially significant — is social infrastructure. We are not just redeveloping; we are building a new city. That means schools, colleges, hospitals, community centres, playgrounds, post offices, police stations, sports facilities, and more. Dharavi also has 300–400 religious structures — temples, mosques, churches, and others. These will need sensitive handling, with careful surveys and community consultation before relocation or rebuilding. For this, we have a special committee led by two former High Court judges, of which I am also a member. When you put all three together — housing, infrastructure, and social fabric — you realise this is not just redevelopment. It’s the creation of a city within a city.

With such an immense scope, who exactly are the stakeholders? How do you balance public and private interests, and where does the community fit into this framework? The foremost stakeholder is the people of Dharavi — they are the soul of this project and must be brought on board first. Second is the government, which drives the vision and ensures public interest is safeguarded. Third is the private investor — the developer — who brings the financial muscle to make it viable. And finally, there are the contractors and builders who will execute the work on the ground. While the SPV is the single legal entity steering the project, it will rely on a network of partners, subcontractors, and specialised agencies. That flexibility is critical. We’re managing a live, dynamic ecosystem, with multiple players aligned toward one central goal: transforming Dharavi without displacing its people.

You’ve spoken about the possibility of selling a portion of the project. Will this follow a build-and-sell model, or could we see land being marked and sold to private equity, as in some MMRDA-led ventures? Both models are on the table. One option is the MMRDA approach — demarcating land and auctioning it to private equity players. The other is to construct units and sell them. Both are feasible, but our priority right now is clear: rehabilitation first. We are already building on land purchased from the railways, with construction underway. The sequence is deliberate — secure land, start building, relocate and rehabilitate residents, and only then evaluate monetisation options like sales or equity. Commercial considerations will follow; human rehabilitation comes first.

You’ve called this a vital step toward a slum-free Mumbai. How does this vision tie into broader urban policy? You cannot have a slum-free Mumbai while Dharavi — Asia’s largest slum — still stands in the heart of the city. Addressing Dharavi is the government’s most decisive move toward that larger goal. This is not just a project; it is a template for the future. If we can integrate Dharavi into the formal city fabric while safeguarding its economy and community, we can replicate the model across Mumbai’s other informal settlements. It’s urban policy at its most ambitious — and, I would argue, its most humane.