Reza Kabul Centralise Planning The Key to Unlocking Mumbai’s Land Potential

“The issue in Mumbai is not just the scarcity of land but the fragmented ownership of available land. Various entities, such as MMRDA, MHADA, BPT, and slum rehabilitation agencies, control large parcels. This fragmented ownership makes coordinated development extremely difficult. For example, a few refineries own over 2,000 acres of and, while Bombay Port Trust controls vast waterfront areas that need greater utilisation. A centralised authority to oversee urban planning could resolve this issue”

With these insights, Reza Kabul, Founder and Principal Architect at ARK Reza Kabul Architects, shares his perspective on Mumbai’s urban challenges in an exclusive interaction with Titto Eapen.

Mumbai has changed significantly over the past three decades. As someone who has contributed to its transformation, how do you view the city’s evolution?

Over the last three decades, Mumbai has undergone a profound transformation, particularly in housing and urban planning. When I began my practice in 1988, the city was already grappling with rapid urbanisation. Population growth, combined with migration, significantly increased the demand for housing. This led to a rise in Floor Space Index (FSI) utilisation and the need for vertical development. Over time, redevelopment became critical, replacing older structures with modern, more efficient buildings to optimise land use. However,
Mumbai’s evolution has not been without its challenges. The city’s geographical limitation as a cluster of seven islands has made land scarce, forcing us to build vertically. However, the supporting infrastructure hasn’t kept pace with this vertical growth. Outdated policies, high premiums, and fragmented land ownership have also constrained redevelopment efforts. Today, the focus is shifting towards mixeduse developments integrating residential, commercial, and recreational spaces. These projects aim to reduce travel, lower fossil fuel consumption, and create more self-sufficient communities. With new infrastructure like the coastal road and metro lines underway, Mumbai is on the path to becoming a more connected and efficient metropolis.

Mumbai has yet to develop vital IT hubs like Bengaluru and Hyderabad. Did it miss an opportunity in business infrastructure?

Mumbai’s lack of large IT parks and commercial hubs is primarily due to its high land costs. IT developments require expansive plots with flexible layouts, but such land is scarce in the city, making it financially unviable for many IT companies to establish large campuses. As a result, businesses often move to cities like Pune, Bengaluru, and Hyderabad, where land is more affordable and policies are more conducive. Another major challenge is the rigid approval system and high premiums faced by developers in Mumbai. Around 30-40 percent of project costs are attributed to government taxes and premiums, which ultimately get passed on to the consumer, creating a barrier for businesses looking to set up large-scale operations. To remain competitive, Mumbai must address these issues by reducing premiums, streamlining approvals, and incentivizing commercial developments. Without these changes, the city risks losing its status as a business hub to more affordable and business-friendly cities.

How can Mumbai justify land scarcity when 75 percent of its land remains underutilised, including 10,000 acres held by a handful of entities like Indian Oil, MMRDA, RCF, BARC, and Bombay Port Trust?

As you mentioned, the issue in Mumbai is not just the scarcity of land but the fragmented ownership of available land. Various entities, such as MMRDA, MHADA, and slum rehabilitation agencies, control large parcels. This fragmented ownership makes coordinated development extremely difficult. For example, a few refineries own over 2,000 acres of land, while Bombay Port Trust controls vast waterfront areas that need greater utilization. A centralized authority to oversee urban planning could resolve this issue. Developers face delays and inefficiencies due to overlapping jurisdictions and a lack of coordination among these agencies. By streamlining these processes under one governing body, Mumbai could unlock its development potential and address the housing and infrastructure deficits.

Despite government efforts, challenges like slum redevelopment persist. Why hasn’t there been significant progress?

One of the primary reasons for the lack of progress in slum redevelopment is the inconsistency in policies. With every change in government, new rules are introduced, disrupting ongoing projects and creating uncertainty for developers and residents. This lack of stability discourages long-term planning and investment. Political factors also play a role. Slums are often seen as vote banks, and policies sometimes unintentionally incentivize their growth by offering excessive benefits to slum dwellers. For redevelopment to succeed, there needs to be a unified, long-term approach that focuses on sustainable solutions rather than short-term political gains. The government must also create a transparent framework encouraging private developers to participate in slum rehabilitation projects. This includes streamlining approvals, offering financial incentives, and ensuring that projects are executed fairly. We can address this complex issue through a collective effort involving all stakeholders.

Millennials and Gen Z seem hesitant about investing in real estate. How do you view their aspirations, and how are you addressing them?

Millennials, often called the “renting generation,” prioritize flexibility and experiences over long-term commitments. They prefer renting homes as it aligns with their lifestyle of mobility and short-term decision-making. Homeownership becomes a priority for most of them only after they achieve financial stability, typically in their late 30s or 40s. To cater to this demographic, the real estate industry needs to innovate. Flexible ownership models, such as rent-to-own schemes or co-living spaces, could appeal to younger buyers. Projects incorporating modern amenities and tech-enabled features can also attract Millennials and Gen Z by aligning with their aspirations.

Is sustainable architecture practically achievable, given the increasing urbanization?

Sustainability is no longer a choice but a necessity. While building at scale presents challenges, innovation in materials and technology makes sustainable architecture more achievable. For instance, vertical development helps conserve farmland and reduces urban sprawl, while renewable energy solutions can offset the environmental impact of large projects. City planning must prioritize eco-friendly practices, such as integrating mass transit systems and using energy-efficient construction materials. While transitioning to sustainable architecture requires upfront investment, the long-term benefits outweigh the costs.

Can Mumbai’s infrastructure handle the pressure of vertical growth?

Mumbai’s infrastructure is currently struggling to support its vertical expansion. Overcrowded trains and congested roads highlight the urgent need for efficient mass transit systems, such as fast railways and electric buses. Without these systems, the city cannot sustain its growth. Cities like Gujarat have shown that prioritizing infrastructure before development leads to more balanced urban growth. Mumbai must adopt a similar approach, ensuring that new projects are supported by robust infrastructure.

What changes do you foresee in Mumbai’s skyline by 2030?

By 2030, Mumbai’s skyline will become more decentralized as luxury housing and commercial developments expand into suburbs like Borivali, Malad, and Thane. Infrastructure projects like the coastal road and metro lines will make these areas more accessible, reducing the dependency on South Mumbai as the primary hub. Mixed-use developments will gain prominence, creating self-sustaining communities where residents can live, work, and socialize within a compact area. This shift will reduce commute times and promote a more sustainable urban lifestyle.

What is your vision for Mumbai’s future?

Mumbai has the potential to rival global cities like Dubai, but its growth must be sustainable and inclusive. While technological advancements enable us to build taller and more efficient structures, we must prioritize environmental conservation and equitable urban planning. With the right policies, infrastructure, and collective effort, Mumbai can achieve its vision of becoming a world-class metropolis.

BOMAN IRANI, President of CREDAI and Chairman & MD of Rustomjee, in an exclusive interview with ADITI THAKUR, reflects on his illustrious journey in the real estate sector. From championing sustainable practices and addressing climate change to fostering inclusivity in the workforce, Irani shares his insights on navigating market shifts, regulatory reforms, and customer aspirations while shaping the future of Indian real estate.

Can you share the legacy of the Rustomjee Group and how it has evolved over the years?

There’s an old saying, “When life throws you a lemon, make lemonade.” That’s exactly how I got into this business, quite by chance. At 19, I was tasked with selling my family property to fund our existing business. During this process, I interacted with developers, brokers, architects, and others in real estate, and I realised it was the best industry to be in, provided you follow a few fundamental principles:

a) Be process-driven.

b) Your integrity must be unchallengeable.

c) Stay focused on customer needs.

d) Build a great team that embodies these values.

Mumbai has always fascinated me, and architecture has been my passion since childhood. I remember standing outside the VT station, mesmerised by its beauty and intricate design. These experiences and my real estate encounters led me into this field. We began with a modest project in Dahisar developing 21-25 sq mt of property into 54 apartments.

We are living in an era of tremendous opportunity. India is at a point where paradigm shifts in development are not just possible they are happening

With just four team members, from the chairman to the watchman, everyone pitched in. We delivered on our promises and built a reputation by exceeding customer expectations. My late mother insisted the company bear my father’s name, Rustom, as a mark of respect. Naming the company after him became a personal commitment to deliver the best, and this philosophy remains central to our operations. At Rustomjee, we prioritise customer satisfaction. Every homebuyer becomes a lifelong member of the Rustomjee family, and we strive to keep the brand top-ofmind through trust and excellence. That’s how Rustomjee has grown, step by step, to where we are today.

How did your focus shift to the core luxury market, considering you explored markets in Virar and Thane a decade ago?

Let me clarify, we’re not just a luxury developer we operate across all five residential price segments. From affordable housing in Virar to mid-mass projects in Thane and Borivali   (1-3 cr), aspirational housing in Andheri to Bandra (3-7 cr), and premium and uber luxury developments, we cover it all. Our approach is data-driven. We study market trends, infrastructure developments, and consumer needs to determine locations and price points. Infrastructure is a crucial indicator where infrastructure grows, prosperity follows, and we align our projects accordingly

While our luxury projects, like Elements and Paramount, have elevated the brand’s perception, we remain committed to midmass and aspirational housing. We adapt lessons from luxury projects design, amenities, or experiences for mid-segment developments.
This cross-learning has allowed us to serve a diverse customer base while maintaining our reputation for excellence.

How have customer aspirations changed post-COVID, especially among Mumbai home buyers?

COVID significantly accelerated changes in consumer behaviour. The “YOLO” (You Only Live Once) mindset became prominent, leading people to prioritise quality of life over saving exclusively for future generations. At Rustomjee, we’ve always been ahead of trends. For instance, we introduced large balconies in our projects even when the idea wasn’t mainstream. Post-COVID, we observed a surge in demand for such features and gated communities that offer open spaces, amenities, and flexibility.

HNIs and well-travelled residents also seek international standards of living. Our partnership with Keppel Land, a government-backed Singaporean company, reflects this. We’ve elevated Thane’s residential offerings with projects like Word & Pistas. We also focus on lifestyle-enhancing amenities, from business centres and spas to distinct children’s zones. Our approach is data-driven, we collect feedback from completed projects to refine future developments. Every Rustomjee project is designed to cater to evolving customer needs, making each home a holistic experience.

“Real estate is evolving, and women will lead companies in future. Their empathy and understanding of homebuyers’ need gives them a unique perspective”

How have structural reforms like GST and RERA impacted the real estate sector in the last 10 years? How has it given a level of players for a few, and how harsh has it been on others?

Through CREDAI, the largest real estate developer body in India with over 14,000 members, we have consistently educated our members about the importance of regulator changes. While reforms like GST and RERA may initially seem harsh, they bring long-term benefits. GST, for instance, brought all developers into the formal economy. It created a level playing field by ensuring transactions occurred within a structured framework, aligning developers and suppliers with compliance requirements. However, there’s room for improvement. We’ve recommended that developers be free to choose between the assessment mode (12 percent GST with input tax credits) and the 5 percent composite scheme at the project’s outset. This flexibility would be revenue-neutral for the government but greatly benefit developers.

RERA, on the other hand, has been transformative. It introduced transparency and accountability, giving buyers confidence to invest in real estate. Like a stock market regulator reassures investors, RERA has brought trust to real estate transactions. The industry has embraced this change wholeheartedly, leading to significant growth across all segments. Combined with the government’s vision, these reforms will lead to sustained growth that benefits consumers, developers, and the economy.

Could more significant consultation and a phased implementation by the government have mitigated the initial disruptions caused by structural reforms such as GST, RERA, and demonetisation?

One critical challenge with structural reforms is their abrupt implementation. Sudden changes, such as announcing a reform overnight, can disrupt the ecosystem. Transition periods are crucial. Even breaking or developing habits requires time. Take demonetisation,
for example. While a three-month transition period was provided, it could have been implemented more thoughtfully. The process might have been smoother if the 2000 note had been phased out gradually over 15 days instead of becoming invalid overnight.

That said, structural reforms are essential, reflecting the larger vision of our Prime Minister’s goal of Viksit Bharat by 2047. As a real estate sector, we play a pivotal role in this vision. We drive GDP growth, work with over 250 allied industries, generate significant
employment, and contribute taxes to enrich both state and country. The adage “first you build your home, and then your home builds you” captures real estate’s profound impact. Homes shape lifestyles, communities, and prosperity. While regulatory changes are vital, introducing them with transition mechanisms will ease implementation and benefit all
stakeholders.

Could you share your thoughts on achieving a carbon-neutral future in real estate? How are Rustomjee, as a brand, and CREDAI, the nation’s nodal agency for real estate, addressing climate change?

At Rustomjee, we understood early on that sustainability is no longer optional but essential. Nearly two years ago, we committed to making our developments net carbonzero, taking proactive steps before legislation mandates such practices. One of our landmark projects, Kasara, is a testament to this vision. It has been designed with net carbon-zero principles, focusing on reducing environmental impact while creating a development aligned with global sustainability goals.

Achieving carbon neutrality involves rethinking how we build. It’s about using less resource-intensive materials, adopting renewable energy, and integrating green technologies into every construction and operation phase. This includes solar energy installations, rainwater harvesting systems, waste recycling mechanisms, and energy-efficient designs that reduce the carbon footprint of our developments.

At CREDAI, we are championing these practices across the real estate sector. We’re equipping developers with the knowledge and tools to embrace sustainable practices through collaborations with leading institutions like IIM Bangalore, IGBC, and GRIHA. This involves educating developers on energy-efficient building techniques, sustainable materials, and best practices for reducing emissions.

India has set an ambitious target of achieving net carbon neutrality by 2070. However, at CREDAI, we’ve raised the bar. Our former president, Harshavardhan Ji, proposed achieving this by 2050. We can do even better, our goal should be 2047, the centenary of India’s
independence. Achieving this would align with the national vision of Viksit Bharat and place Indian real estate at the forefront of global sustainability efforts. This isn’t just about compliance; it’s about responsibility. As developers, we must recognise that our actions
directly impact the planet. We can’t continue taking from the earth without giving back. Sustainability has to become an intrinsic part of our mindset, guiding every decision. We are living in an era of tremendous opportunity. India is at a point where paradigm shifts in development are not just possible, they are happening. If we, as an industry, commit ourselves to sustainable and carbon-neutral practices, we can drive a change that benefits not only our businesses but also future generations. The time to act is now, and I am optimistic that together, we can create a greener, more sustainable future for real estate and the nation.

How is Rustomjee encouraging women’s participation in the workforce, particularly in leadership roles?

Good. You asked this question since I’m particularly passionate about it. Women have been given a secondary status in many industries for too long. At Rustomjee, we’re committed to changing that narrative. We actively promote women engineers on our sites and encourage them to take on leadership roles. Beyond gender inclusivity, we also work with differently abled individuals, providing opportunities for self-reliance and growth. Inspired by the Tata Group, we focus on equal opportunities across all levels. Talent and capability, not gender or physical ability, are the only criteria for selection. This approach delivers better results and fosters a sense of purpose and fairness within the organisation. Real estate is evolving, and women will lead companies in future. Their empathy and understanding of homebuyers’ need gives them a unique perspective. I’m optimistic about this future and committed to supporting initiatives that drive inclusivity and diversity in the workforce.

Hon. Chief Secretary of Maharashtra outlines the state’s ambitious vision for integrated development, connectivity, and economic opportunities to meet future urban challenges.

In an exclusive interview with Ronita D’souza for H&B Media Network, Smt. Sujata Saunik, Hon. Chief Secretary of Maharashtra, shares her visionary approach to transforming the state into an economic and urban powerhouse. She outlines Maharashtra’s roadmap to becoming a $2 trillion economy while fostering inclusive, sustainable growth, from enhancing connectivity and infrastructure to addressing climate challenges and empowering women

Driving Maharashtra’s Transformation

You scripted history by becoming Maharashtra’s first female Chief Secretary after 64 years; how does that feel? And why do you think it took so long from a gender equity perspective?

It is truly an honour and privilege to serve as the first female Chief Secretary of Maharashtra, one of the critical states of the Indian Union. This milestone represents the progress our State is making towards greater gender inclusivity. This is one of the first steps towards the journey of equity that the State has initiated, and we still have a long way ahead of us. With greater involvement of women in setting development agendas with policies promoting gender equity and greater acceptability of capable and eligible women in key leadership roles, we can slowly dismantle the barriers women face for selection in leadership posts across sectors.

As someone of immense responsibility, how do you see your leadership influencing policy and inspiring more women to pursue leadership roles in government and public administration?

My effort is always that my tenure sets an example of efficient and effective governance that prioritises innovation and a fresh approach to chronic problems and allows more views to be a part of the policy-making process. I hope that by my example, I can inspire more women not only in public administration but in other streams as well to aim to reach the pinnacle of their professions on merit. And that women are unafraid to explore their full potential professionally. Ultimately, leadership is not only about holding positions but being able to deliver on shared goals and pave the way for others to follow. I am committed to ensuring my legacy reflects all the above and contributes to the overall empowerment of women.

What are the first five priority tasks on your agenda to make Maharashtra a vibrant destination for investment?

The government is advancing Maharashtra as a prime investment destination through key initiatives that are: Lay the groundwork by ensuring safety and liveability across Maharashtra. Initiatives like expanded CCTV surveillance, Nirbhaya squads, and advanced AI tools like MARVEL will prevent crime and provide rapid response. In addition, a focus on creating green spaces and disaster-resilient infrastructure will improve the quality of life. End-to-end connectivity will transform how people and goods move across the state. MMRDA will deliver seamless integration of 14 metro lines covering 337 km. Projects like Atal Setu, Coastal Road, and the planned service between Mumbai and Navi Mumbai Airport will improve transit options. Strengthening efforts will be made to enhance existing regional development boards in Pune, Nagpur, and Nashik, and we will establish new regional development and investment boards to create opportunities across the state, preparing our cities for the projected 50 per cent urban population by 2047.

We will also enhance Direct Benefit Transfers (DBT) to empower citizens, particularly in rural areas. More than 80 DBT schemes will focus on school education, health, and skill development. These efforts will ensure citizens receive the education and skills needed to meet future industry demands, fostering equitable growth across the state.

Today, MSMEs contribute 30 percent to the nation’s GDP. Maharashtra will solidify its position as a hub for MSMEs and start-ups by providing soft loans, training, and capacity-building programmes to encourage entrepreneurial activity. Collaborations with foreign universities will enhance startups’ capabilities in advanced technologies. Incubation programmes, MUDRA loans, and robust industry linkages will ensure start-ups thrive. Maharashtra, already leading with 50 lakh MSME registrations, will continue to empower
entrepreneurs, particularly women, with 20 percent of these enterprises already women-led. Finally, we are driving efforts to attract new industrial setups in Maharashtra. The upcoming Industrial Policy will prioritise providing land, skilled manpower, and streamlined processes to make Maharashtra the first choice for investors. We are developing corporate and logistics parks, such as the 500-acre semiconductor park in Taloja, which has already secured investments from RRP Electronics. These initiatives will create jobs, boost the economy, and establish Maharashtra as an industrial powerhouse. We are also planning to develop the Konkan and Marathwada region further. These plans are not aspirations; we will deliver actions to ensure Maharashtra emerges as a safe, connected, and investment-ready destination, fostering growth for all.

The government has set a bold target to become a $2 trillion economy by 2035. Given the current economic scenario, how achievable is this goal, and what is your roadmap?

Maharashtra’s strategy to achieve a $2 trillion economy by 2035 closely aligns with the vision of the Viksit Bharat 2047 and the Global Growth Hub Report for MMR. The state emphasises infrastructure and industrial expansion, focusing on data centres, ports, and industrial hubs as crucial drivers of national economic growth. Women-led development is another cornerstone, with initiatives in affordable housing, skill development, and entrepreneurship aimed at increasing women’s participation across sectors, including leadership roles, to foster inclusive growth. Collaborative efforts between state and Central governments are also crucial for executing large-scale projects, supported by policies promoting FDI and infrastructure development to attract investments and ensure sustained progress for Maharashtra and India.

Economic prosperity must be aligned with sustainability. What is the Maharashtra government’s roadmap for achieving carbon neutrality, especially in a densely
populated city like Mumbai?

Maharashtra is working to balance economic growth with sustainability, especially in a bustling city like Mumbai. Disaster Management and Climate Action Plans, such as the Maharashtra State Action Plan on Climate Change (MSAPCC), the Mumbai Climate Action Plan (MCAP), and heat action plans for cities like Nagpur and Thane, are at the heart of this vision, shaping city planning to address challenges like heatwaves and flooding. These plans focus on building resilience through early warning systems, adaptive infrastructure, and targeted use of SDRF funds to protect vulnerable areas. Programs like AMRUT complement this by driving green projects, using solar energy, and more green spaces, while partnerships boost initiatives like electric vehicles. Most importantly, citizens are adopting small but impactful habits, creating a carbon-neutral, climate-resilient future for everyone.

MMR is often assumed to become a $1 trillion economy independently to achieve the $2 trillion economy target. What initiatives or strategies have you planned for MMR to contribute significantly to Maharashtra’s vision?

To achieve this, the government is focusing on seven major growth drivers, which will be shaped through the concerted efforts of various vital agencies such as MMRDA, CIDCO, MHADA, SRA, MTDC, MIDC, NMMC, MCGM, and TMC. These seven growth drivers are:

• Global Services Hub: Establishing data centres across various locations in Maharashtra is a priority that aims to position the state as a major hub for global services and digital infrastructure.
• Affordable Housing and Slum Redevelopment: We are committed to addressing housing shortages by planning for 3 million affordable housing units and creating women’s hostels to uplift marginalised communities and contribute to urbanisation.
• Global Tourism and Urban Recreation Hub: Developing world-class recreational and tourism projects like the Biome in Gorai will enhance Maharashtra’s global tourism profile and attract investment in the hospitality and service sectors.
• Port-Proximate Integrated Manufacturing and Logistics Hub: By developing warehouses, logistic and industrial parks, a new ring road, and the Vadhavan Port, we will establish Maharashtra as a critical player in the manufacturing and logistics sector and improve trade and economic linkages.
• Planned Urbanisation: We focus on efficient town planning and regional development, utilising advanced technologies such as GIS mapping to ensure sustainable growth. Key agencies like CIDCO, MHADA, and SRA are at the forefront of driving this transformation.
• Inclusivity and Sustainability: Maharashtra aims to become a leader in inclusivity and sustainability by focusing on equitable growth that benefits all sections of society and ensures environmental sustainability.
• World-Class Urban Infrastructure and Transport: We are committed to upgrading urban infrastructure and transport systems to world-class standards, ensuring smooth connectivity and enhancing citizens’ quality of life. These strategic initiatives, underpinned by strong collaboration among government agencies, will ensure that MMR contributes significantly to Maharashtra’s growth. In line with this, we have also set
  up two committees, chaired by me, with directives to roll out this comprehensive plan and drive its successful implementation.

Mumbai’s land-scarce location presents uniquechallenges in expansion and development. How do you plan to address these challenges, and what is your long-term vision for Mumbai as a global city?

As the nation’s financial capital, Mumbai has seen increasing demand for expansion beyond the city to neighbouring districts and new cities. To manage this growth, the Maharashtra government has appointed MMRDA as the special planning authority to develop comprehensive plans for the North and South regions beyond Mumbai. In collaboration with CIDCO for Navi Mumbai, the government has identified land for key development projects, focusing on:

Affordable Housing: Ensuring accessible homes for a growing population.

Integrated Industrial and Logistics Parks: Promoting manufacturing, trade, and commerce.

Liveability & Talent Attraction: Providing quality amenities to attract skilled professionals.

Tourism & Heritage Preservation: Developing tourism infrastructure while preserving the cultural heritage.

Disaster Management & Green Spaces: Creating resilient urban spaces with adequate environmental conservation

An example of this planned approach is the NAINA City (Navi Mumbai Airport Influence Notified Area), which spans 226 sq. km. This city will be a model of balanced growth, maintaining the original cultural identity of the region while modernising infrastructure. My vision for Mumbai is to continue developing the city as a global city interconnected with its neighbouring areas. This expansion will help create a more distributed economy, where Mumbai no longer bears the entire economic burden but thrives alongside cities like Navi Mumbai and others. This will allow for financial resilience and provide opportunities for growth in sectors like manufacturing, logistics, services, and tourism. Soon, we aim to build a self-sustained economy in the region by fostering talent, encouraging investments in both traditional and emerging sectors and creating a thriving urban ecosystem that can compete with the world’s leading cities while retaining its cultural identity.

Vidarbha is becoming a hotbed of extreme heat, while Mumbai risks sinking due to rising sea levels. How is the government addressing these critical climate change crises, and what action plan is in place to mitigate their effects?

The Maharashtra government is taking a multi-faceted approach to address climate crises in Vidarbha and Mumbai. The Climate Action Plan for the region focuses on renewable energy, climate-resilient agriculture, afforestation, and water conservation measures like
Jalyukta Shivar and rainwater harvesting. Heat Action Plans in the region emphasise public awareness, emergency responses, and health advisories. At the same time, initiatives like Saur Krushi Pump Yojana and agro-meteorological support enable farmers to adapt to heat and drought. In Mumbai, improved stormwater systems mitigate rising sea levels and urban flooding risks. Preserving mangroves, sustainable urban planning, and adherence to updated building codes strengthen the city’s resilience. The BMC and Railways coordinate,
supported by dedicated funds, to ensure effective management during heavy rains. The BMC has also introduced the MyBMC mobile application, leveraging IT to provide quick and reliable access to information and services, enhancing citizen engagement during
emergencies. Solar power initiatives and sub-city-level heat resilience assessments shape policies for longterm sustainability and disaster preparedness

Looking ahead, where do you see Maharashtra in 2030 in the context of India’s $7 trillion economy dream? What key sectors or areas do you see contributing the most to this ambitious goal?

By 2030, Maharashtra aims to play a pivotal role in realising India’s $7 trillion economy dream, leveraging its strengths across diverse sectors. Agriculture focuses on transitioning to intelligent farming practices and adding value by turning perishables into long-lasting,
market-ready products. This boosts farmers’ income and enhances the agricultural supply chain. The state drives equitable industrial expansion across regions, fostering balanced growth and creating job opportunities. A key priority is increasing women’s workforce participation, engaging Self-Help Groups (SHGs) through cluster  development, and empowering them to contribute significantly to the economy. Additionally, Maharashtra is investing in skill development and upskilling programs to ensure a workforce ready to meet domestic industry demands and secure jobs abroad. These efforts collectively position the state as a leader in economic growth, innovation, and inclusivity by 2030.