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RISING RESPONSIBLY IN INDIA’S VERTICAL MOBILITY LANDSCAPE

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    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

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      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.

      ENGINEERING THE FUTURE OF GEARLESS MOBILITY

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        ENGINEERING THE FUTURE OF GEARLESS MOBILITY

        In an industry where mechanical designs have remained largely unchanged for decades, Tectronics Techworld Pvt. Ltd. has built its reputation on proving that even a “mature” technology can be reimagined. From pioneering compact, silent, and energy-efficient gearless elevator machines to securing a global footprint across Europe, the Middle East, and Asia, the company has positioned itself as both an engineering innovator and a reliability benchmark.

        In this exclusive conversation with Homes & Buildings Magazine, NAYAN MOVALIYA, Director, shares how Tectronics is merging precision engineering with sustainability, customer-driven design, and a value-led corporate culture—while setting its sights on redefining vertical mobility for the decade ahead.

        Q Tectronics has been an early adopter of gearless elevator machines—celebrated for their compact size, silent operation, and energy efficiency. What drove that early shift, and how have you kept innovation alive in a mechanically mature industry?

        Our early transition to gearless technology was fuelled by a clear, future-focused vision—to make mobility solutions more efficient, sustainable, and space-conscious. Traditional geared systems were bulky, noisy, and energy-intensive. The gearless platform allowed us to deliver quieter, smoother, and space-saving machines, aligning perfectly with the needs of modern urban infrastructure.

        But adoption was just the first step. We’ve continued to evolve through torque control precision, rotor design advancements, thermal resilience improvements, NAYAN MOVALIYA, Director, Tectronics Techworld Pvt. Ltd., and smart drive compatibility. Even in an industry considered “mature,” we see endless opportunities to rethink, refine, and reimagine core engineering.

        Q Your patented RTG 32P series has gained industry attention for performance and reliability across diverse applications. What’s the R&D philosophy behind it, and how do you balance customisation with scalable manufacturing?

        The RTG 32P emerged from applied innovation—developed not in isolation, but in constant dialogue with OEMs and installers. Our R&D process blends simulation-led modelling with real-world performance feedback.

        We work on modular base platforms for rotors, stators, and brakes, enabling customisation without disrupting large-scale manufacturing. Every design undergoes rapid prototyping, rigorous field testing, and continuous iteration, ensuring that we can respond to project-specific needs while maintaining production efficiency at scale. This balance between flexibility and standardisation is key to our success.

        Q Offering a five-year warranty on core products is rare in industrial manufacturing. What quality systems enable Tectronics to make that promise?

        A five-year warranty rests on uncompromising quality control and engineering rigour. We follow a multi-layer QA framework—from incoming material checks to in-line inspections at every assembly stage, dynamic balancing, and full-load tests before dispatch.

        We deploy ISO-certified processes and statistical failure prediction models to ensure reliability. Lifetime stress simulations in our R&D labs further validate product durability. This discipline in engineering gives us—and our customers—long-term confidence.

        Q Sustainability is a global engineering mandate. How is Tectronics aligning its design, materials, and manufacturing to meet environmental benchmarks, and how do you measure impact?

        We’ve embedded Design for Sustainability into our product philosophy. Our gearless machines are optimised for energy efficiency, and we apply Life Cycle Assessment (LCA) to reduce environmental impact at every stage.

        We prioritise RoHS-compliant, recyclable materials, source from ISO 14001-certified vendors, and optimise material usage through advanced simulations.

        On the manufacturing side, we use solar and hybrid energy, implement lean waste-reduction processes, and embrace circular economy principles.

        Our progress is tracked through carbon footprint accounting (Scope 1, 2, and 3) and KPIs such as energy consumption per unit produced.

        We’re also aligning with UN SDGs, particularly Goals 9 and 12, with net-zero ambitions in sight.

        Q Your portfolio covers machines from 300 kg to 3000 kg load capacity. How do you engineer for both lightweight residential and heavy-duty industrial applications?

        Q Can you share an example where designing for such a broad spectrum demands precise application-specific engineering.

        For low-load residential use, we focus on silent operation, compact form factors, and energy efficiency. For heavy-duty industrial systems, we prioritise torque delivery, thermal resilience, and reinforced structural integrity.

        Each product undergoes digital stress simulations, heat behaviour modelling, and vibration analysis. Material choices and component configurations are tailored to load class, duty cycle, and geographic installation conditions.

        Q Your export strategy is visibly strong. What have been the key enablers and challenges in meeting certifications, building partnerships, and managing customer expectations globally?

        Exporting is both a privilege and a challenge. Certifications—CE marking, EN 81-20/50 compliance, and local safety codes—require constant vigilance.

        Our strengths lie in modular product design, agile supply chains, and building local service ecosystems in partner markets. Challenges like voltage variations, cultural service expectations, and after-sales speed have been met with global training programs and real-time diagnostics to ensure we remain close to our customers, wherever they are.

        Q Can you share an example where customer feedback led to a meaningful product innovation now part of your standard line-up?

        One standout example came from an OEM partner in Delhi. They faced repeated delays and added labour because the base C-channel had to be cut during installation of our machines.

        We redesigned the machine base to eliminate all on-site C-channel modifications. This change saved time, improved standardisation, and is now a permanent feature in our products. It’s a textbook case of customer-driven innovation.

        Gearless Elevator Machine by Tectronics

        Q After-sales service can define brand trust in the elevator industry. How does Tectronics approach lifecycle support?

        Our after-sales service is one of our strongest differentiators. We operate one of the largest organised field service teams in our segment, backed by trained engineers, certified technicians, and dedicated customer care managers.

        Our 5-year warranty isn’t just a marketing statement—it’s backed by free-of-cost service and replacements for manufacturing issues during the warranty period.

        We use digital tracking, remote diagnostics, and are integrating IoT monitoring for predictive maintenance. For us, after-sales is not an obligation—it’s a responsibility.

        Q Looking ahead to 2030, what’s the vision for Tectronics in terms of leadership, sustainability, and shaping the next chapter of vertical mobility?

        We aim to help define the next era of vertical transportation—intelligent, user-centric, and environmentally responsible.

        Our ambition is to be recognised globally as a leader in gearless elevator technology—driving innovation, sustainability, and reliability.

        We’re expanding into key international markets, pushing energy efficiency, and reducing lifecycle carbon emissions. By combining smarter engineering, stronger global partnerships, and sustainable manufacturing, we aim to help define the next era of vertical transportation—intelligent, user-centric, and environmentally responsible.

        REIMAGINING RESIDENTIAL MOBILITY

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          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?

          SURAJ THODIMARATH
          Managing Director, APAC Region, Wittur Group

          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.

          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.

          THE NEXT MUMBAI :TALLER, SMARTER, BUILT TO LIVE BETTER

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            Q MICL has a strong legacy in Mumbai’s construction and infrastructure ecosystem. Yet, real estate development wasn’t your starting point. Over three generations, each leader has left a distinct imprint. Could you take us through how the business has evolved from its founding days to where it stands today?

            Our journey spans six decades and three distinct phases of growth, each led by a different generation but all bound by a shared DNA — excellence in construction.

            MICL’s story began in 1964, when my grandfather founded Man Infra Construction Limited as a civil contracting company. The focus then was on building for others — executing complex projects with precision and reliability.

            The second phase began in the early 1990s, when my father joined the business and opened up a completely new frontier — port infrastructure. One of his most significant contributions was executing India’s first private port project in 1996, a landmark collaboration with P&O Ports at JNPT in Nhava Sheva. That project wasn’t just a technical milestone; it was a statement that private players could successfully deliver world-class maritime infrastructure in India.

            From there, we built a robust portfolio of over eight private port projects across India — from Cochin and Dighi to Vallarpadam and multiple expansions at Nhava Sheva. This phase cemented our credentials as specialists in mission-critical infrastructure.

            The third phase began when I joined in 2013 and spearheaded our entry into full-fledged real estate development. Today, while I manage the India operations with a focus on high-end residential projects, my younger brother leads our international real estate vertical from our global headquarters in Miami. Together, we’re taking Indian construction expertise global. And even now, our infrastructure legacy continues — we’re currently executing Asia’s largest port for the Port of Singapore at Nhava Sheva, a project that feels like coming full circle for our family.

            THE NEXT MUMBAI

            In this edition of Young Turks Series, TITTO EAPEN sits down with MANAN SHAH, Managing Director of MICL Group, to explore how a three-generation legacy has evolved from civil contracting to shaping Mumbai’s most ambitious residential landmarks.

            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 they build, the experiences they offer residents, and the vision they embed into their skylines. A supportive policy framework is not just regulation; it’s enabling the country to realise world-class urban development.

            Q 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

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              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, 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

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

              Vijay Wadhwa: Our story begins in 1964, when my father left Mathura with nothing but ₹10,000 and big dreams. 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 offered us a hefty profit if we walked away. My father refused. 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 numbers; 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. Lose that connect, and you lose trust. Without trust, this business crumbles.

              Q: You entered the business when the industry was still unstructured. What was real estate like then, and how did it evolve?

              Vijay Wadhwa: It was a different world. No bank funding, no formal approvals. Developers ran on credibility alone. Offices were small, rarely more than 30 people. Problems that sound trivial today were real hurdles then.

              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 early meetings at the Sea Lounge in the Taj with pioneers like G.L. Raheja, Babubhai Majithia, Lalit Gandhi, Parmeshwar Mittal, and my father. Together, we codified rules and created standards. One builder alone had no weight; together, we could negotiate, resolve ambiguities, and give Mumbai’s developers legitimacy and responsibility. It was the scaffolding for Mumbai’s urban growth story.

              Q: Even today, real estate suffers from an image problem. Why has this stigma persisted?

              Vijay Wadhwa: The biggest reason is the lack of entry barriers. Real estate requires no license, degree, or qualification — anyone can walk in. The temptation is massive. Profits look dazzling on paper, but months — sometimes years — of zero income and enormous liabilities follow. If unprepared, people cut corners. Approvals get delayed, payments dry up, commitments are broken, and suddenly the whole profession is painted with the same brush.

              Being a developer isn’t just about constructing towers. It’s about patience, resilience, and credibility to withstand cycles. Everybody thinks it’s easy. It is not.

              Q: With the government earning nearly 30–40% of a project’s value through premiums, taxes, GST, and duties, while developer margins shrink, how sustainable is this model?

              Vijay Wadhwa: Builders are drawn to FSI — Floor Space Index. But if you want to ruin a builder, give him more FSI for free. He’ll chase it endlessly, while the government quietly collects revenue. FSI costs the government nothing — it’s just air — but fills the coffers through premiums and levies.

              For example, we had approvals for a 60-storey tower in Matunga. On paper, it looked magnificent. But the extra 20 floors would have added two and a half years, drained resources, and delayed execution. We cut it down to 39 floors.

              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,

              The Wadhwa Group’s Head Quarters – Platina, BKC

              Q Where do you see Mumbai by 2030?

              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 home buyers 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.

              THE DHARAVI RENAISSANCE : SVR SRINIVAS ON REBUILDING HOPE AND HOMES

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                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.

                Q 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.

                Q 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.

                Q 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.

                Q 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.

                BEYOND BALANCE SHEETS : YUKTI NAGPAL ON DESIGNING LEGACY LUXURY & LEADERSHIP

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                  WHILE many developers speak of scale and ambition, Yukti speaks of balance—between form and feeling, heritage and innovation, aspiration and accessibility. From integrating sustainability into luxury to crafting homes that reflect the rhythm of modern lives, her leadership is rewriting what it means to build with purpose.

                  In a male-dominated sector, she hasn’t just claimed a seat at the table—she’s quietly reshaped it. As a woman leading from the front, Yukti is proving that emotional intelligence, inclusive vision, and thoughtful design aren’t just values—they’re competitive advantages.

                  In this exclusive Woman Power feature, she shares her journey, design mind and the deeper blueprint she’s building—not just for homes, but for the future of Indian real estate.

                  Q In a legacy-driven industry like real estate, how do you approach the dual responsibility of honouring heritage while driving contemporary relevance?

                  YUKTI NAGPAL
                  Director of Gulshan Group

                  BEYOND BALANCE SHEETS
                  YUKTI NAGPAL ON DESIGNING LEGACY, LUXURY & LEADERSHIP

                  In the fast-evolving world of Indian real estate, few voices stand out for their clarity, conviction, and quiet power. YUKTI NAGPAL, Director of Gulshan Group, is one of them. Steering a legacy brand into the future, she brings with her not just a celebrated name—but a new philosophy. One that redefines luxury through the lens of empathy, wellness, and conscious design.

                  Carrying forward a legacy is both an honour and a responsibility. At Gulshan, the values of trust, quality, and customer-centricity are non-negotiable—those are our roots. But relevance demands evolution. My leadership has focused on preserving our foundation while expanding our future.

                  Whether it’s embracing wellness architecture, integrating smart technologies, or curating customer experiences, innovation is not about deviating from who we are—it’s about deepening our meaning in today’s context. We continuously assess evolving consumer lifestyles and aspirations to stay ahead. Design, sustainability, and digital adaptability are now inseparable from our planning process. We are also building internal capabilities to ensure our team grows alongside the brand. Legacy gives us strength, and innovation gives us direction.

                  Q The pandemic redefined what people expect from their homes. How has that impacted your thinking around luxury and wellness?

                  Luxury today begins with well-being. The home is no longer just a shelter; it’s a sanctuary. We’ve redefined our offerings with low-density layouts, integrated air purification, wellness pods, and nature pockets. Our planning now prioritises privacy zones, natural ventilation, and spaces that nurture the mind. It’s about building homes where health, comfort, and elegance coexist seamlessly.

                  We are also focusing on creating multi-functional spaces—studios that double as yoga rooms, balconies that breathe, and flexible interiors that adapt. Touchless technology, natural materials, and biophilic design are now essentials, not extras. Residents want both solitude and connection, so we’re curating shared spaces with intention. The new luxury is deeply personal—rooted in balance, resilience, and peace.

                  Q Finally, when you think about your own legacy—not just as a daughter of the brand, but as a leader—what do you hope to leave behind?

                  I don’t see legacy as a lineage to protect; I see it as a platform to expand. I want to leave behind spaces that people feel proud to belong to. I want to be remembered not just for what I built, but for how I led—with clarity, courage, and care.

                  If my journey inspires more women to lead from the front, more professionals to blend creativity with compassion, and more organisations to value balance over burnout—then that’s a legacy worth striving for. I’m here not to repeat history, but to help rewrite what leadership in real estate looks and feels like.

                  Q Do you consciously integrate inclusive and women-centric features into your projects?

                  Absolutely. Our focus has been to make luxury inclusive—well-lit pathways, security-enhanced zones, family-centric clubhouses, and multi-functional spaces that support diverse lifestyles. When you design with empathy, the outcome benefits everyone. Planning for women leads to better homes for all.

                  We also prioritise intuitive layouts, private nooks, safe community areas, and amenities that ease daily life—from stroller-friendly ramps to meditation corners. Inclusivity means recognising the rhythms of different users—working mothers, elderly residents, caregivers, and children. By embedding these needs into our planning, we elevate both function and experience. Real luxury today is rooted in thoughtfulness.

                  Q What does sustainability mean in the context of luxury—and how is Gulshan building it into its core?

                  Sustainability is now a cornerstone of our design narrative. From IGBC-certified green buildings to solar lighting, greywater reuse, and orientation-optimized layouts, we’re embedding conscious living into every blueprint. We’re also leveraging smart home tech for energy efficiency and security. Tomorrow’s luxury will be defined by responsibility—and we’re building that today.

                  Material selection has also evolved—from low-VOC paints and responsibly harvested wood to thermally intelligent façades, our choices reflect a conscious commitment to the future. We don’t design for the now—we design for legacy. Native, water-wise landscapes and low-waste construction methods aren’t trends for us—they’re principles. Because true luxury isn’t excess. It’s enduring harmony with the environment.

                  Q How are the expectations of today’s younger homebuyers influencing your development approach?

                  They’re evolved buyers—design-savvy, purpose-driven, digitally connected. They want flexibility, community living, and climate consciousness. We’ve responded by offering adaptable layouts and rich, curated amenities that support modern lifestyles. Our storytelling now speaks to their values, not just their aspirations.

                  They’re also more research-led and emotionally invested in their choices. We’ve integrated immersive digital experiences—virtual tours and transparent updates—to build trust. Our developments now reflect hybrid lifestyles, wellness needs, and sustainability as a lifestyle, not a feature. For them, a home isn’t just a milestone—it’s an extension of identity.

                  Q You’re challenging the industry’s gender norms with quiet authority. What’s your message to women aspiring to enter and lead in real estate?

                  Take your space—unapologetically. Real estate needs more diverse voices, and women bring an emotional intelligence that this industry urgently needs. Equip yourself, own your journey, and never dim your light to fit the room. This sector isn’t just open to you—it needs you.

                  Build credibility through action, not just ambition. Seek mentors, but also become one. Learn every aspect of the business—from site visits to balance sheets—so your confidence comes from competence. And remember, redefining the rules isn’t rebellion—it’s leadership. The future of real estate must be more inclusive, and your presence is the change.

                  Q What’s the one myth about women in real estate leadership that still needs dismantling?

                  The myth that women can’t handle “hard” parts like negotiations or execution. But in truth, emotional intelligence, strategic empathy, and multi-layered thinking are essential leadership skills—especially in real estate. At an industry level, we need more mentorship, active representation, and systemic support across all functions—not just tokenism.

                  We must normalise women in decision-making roles—not as exceptions, but as essentials. Change starts with visibility, inclusive hiring, and leadership development tailored to diverse strengths. The narrative needs to move from capability doubt to capability trust. A more balanced industry benefits not just women—but the business.

                  FROM INDIA TO THE WORLD : OMEGA’S 40 YEAR ASCENT IN VERTICAL MOBILITY

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                    FROM INDIA TO THE WORLD
                    OMEGA’S 40-YEAR ASCENT IN VERTICAL MOBILITY

                    For over four decades, Omega Elevators has been part of India’s journey skyward. Founded in 1984 by IIT graduate Kumarpal Desai, the company transformed vertical mobility from a rare luxury into an essential part of everyday urban life. Today, under the leadership of Sameep Desai, Omega is blending engineering excellence with smart technology to meet the demands of modern cities, infrastructure projects, and high-performance buildings across India and beyond.

                    In this exclusive Homes & Buildings Magazine conversation, Sameep talks about Omega’s evolution, its pioneering innovations, and the trends that will define vertical transportation in the decade ahead.

                    From Vision to Vertical Leadership

                    In the early ’80s, even five- or six-storey buildings often didn’t have elevators. It was only much later that lifts became mandatory in buildings three storeys or taller. My father, Kumarpal Desai, saw this as an opportunity to make vertical mobility not just accessible but reliable and safe.

                    We started small, but with a strong focus on service. In 1989, Omega Services was launched under my mother, Damini K. Desai, to ensure quick and effective maintenance. Her proactive programmes significantly reduced downtime and extended operational lifespans.

                    From those early days, Omega has grown into a trusted name in vertical transportation, with over 55,000 installations in India and worldwide. We offer passenger, goods, commercial, capsule, car, home, and hospital elevators, as well as premium escalators, travellators, and moving walks.

                    Our portfolio includes some of India’s most iconic projects — BAPS Akshardham Mandir, Patang Revolving Restaurant (220 ft), Palladium Mall, Gujarat Vidhansabha, Club-07 Ahmedabad, Rajasthan International Centre, The Park Lodha Mumbai, BARC Kakrapar & Mumbai, IIT Kharagpur, IIM Ahmedabad, multiple airports, Mumbai’s busiest railway stations, Somnath Mandir, Siddhivinayak Mandir, and, most recently, Ahmedabad–Gandhinagar Metro Phase 2.

                    We pioneered smart elevators in India in 2014, integrating remote monitoring systems for predictive, preventive, and analytical maintenance — keeping us ahead of the curve. That ability to think like a founder and act quickly is still at the heart of Omega’s culture.

                    An Exclusive Conversation with Sameep Desai, Managing Director, Omega Elevators

                    The Changing Skyline

                    India is now the fifth-largest economy in the world and its most populous nation. Cities are becoming denser, smarter, and taller. In Tier 2 and Tier 3 cities, we’re already seeing 17–18 storey buildings becoming the norm. Even luxury bungalows and multi-generational homes now integrate private lifts into their design.

                    Our 450,000 sq. ft. manufacturing facility in India gives us the ability to design and produce equipment tailored to Indian conditions — from climate extremes to voltage fluctuations — while creating local jobs.

                    Vertical mobility will be at the heart of India’s next phase of urbanisation. Omega is ready to deliver the technology and capacity to meet that challenge.

                    Engineering That Adapts to Every Challenge

                    We have always approached innovation through the lens of real-world problem solving. Some of our notable advancements include:

                    • Fire Evacuation Elevators — specially designed with pressurised shafts to prevent smoke infiltration during emergencies, usable by trained fire safety officers.

                    • 90° Door Opening Elevators — for buildings with spatial constraints, allowing entry and exit from different sides.

                    • Extreme-Climate Lifts — built for challenging environments like Ladakh, capable of withstanding sub-zero conditions.

                    • Pitless Elevators — ideal for retrofits where creating a pit is impractical

                    • Machine Room-Less (MRL) Elevators — efficient, space-saving solutions for low-rise buildings.

                    • Cabin Disinfecting Systems — introduced during the COVID-19 pandemic to ensure hygiene after each use.

                    • AI-Powered SMART Connect — IoT-enabled systems with QR-based access, Wi-Fi connectivity, and custom algorithms tailored for individual buildings.

                      In escalators, Omega is experimenting with stainless steel tube structures instead of traditional galvanised steel for superior corrosion resistance in outdoor installations. The company has also developed patent-pending rescue systems, slot-less bottom sills, and folding cabin doors, all designed to simplify installation and enhance durability.

                      Smart Technology in Motion

                      Elevators today are sophisticated electro-mechanical systems with intelligent control software. At Omega, this includes:

                      • AI-driven traffic flow optimisation — studies passenger patterns, predicts peak usage, reduces wait times, and optimises travel routes.

                      • IoT integration — enables real-time monitoring, predictive maintenance, and remote diagnostics.

                      • Touchless operation — through mobile apps and voice commands, enhancing hygiene and accessibility.

                      These features make systems smarter, safer, and more efficient — especially in high-traffic environments.

                      Safety as a Non-Negotiable

                      Omega employs the CAN bus protocol for precise communication between components, conducts 48-hour burnout testing on all PCBs and control cards, and designs for resilience in high-temperature and high-humidity conditions. All electronics receive a conformal coating to protect against moisture, condensation, and corrosive gases.

                      The engineering precision is such that motors operate with extraordinary stability — a 50-paisa coin can balance on its edge in a moving cabin without toppling.

                      From Ladakh’s icy terrain to Mumbai’s railway stations to Ahmedabad Metro, Omega is built for the environment it serves.

                      Global Standards with Local Relevance

                      Omega meets EN 81, ISO, and NBC codes, while adapting these standards to Indian realities. Innovations include:

                      • Fire-compliant designs using heat-detection mechanisms and fire-resistant materials.

                      • Touchless and voice-activated controls for hygiene and accessibility.

                      • Regenerative drive technology to store and reuse energy generated during operation.

                      • Secure digital access control to prevent unauthorised floor entry.

                      Sustainability at the Core

                      Sustainability is embedded in operations:

                      • A 10 MW rooftop solar system at the manufacturing plant.

                      • Oil-free permanent magnet synchronous (PMS) motors, eliminating waste and improving recyclability.

                      • Regenerative drives in high-speed elevators that recover up to 80% of energy during deceleration.

                      • LED lighting and low-VOC interior materials to reduce environmental impact and improve indoor air quality.

                      These measures support IGBC and LEED green building certifications while lowering operational costs.

                      Scaling with Smart Cities

                      Omega delivers customised vertical transport solutions for metros, airports, railways, dams, industrial facilities, and large residential developments. For Tier 2 and Tier 3 cities, systems are designed to handle voltage fluctuations and prolonged outages, with high-capacity battery backups, remote diagnostics, and simplified interiors for cost efficiency without compromising safety.

                      The Road Ahead

                      Land scarcity will continue to drive vertical development. Omega anticipates:

                      • More towers in the 17–20 storey range in Tier 1 and Tier 2 cities.

                      • Faster elevators, with speeds from 2.5 to 7.5 m/s becoming standard in high-rises.

                      • Multi-storey smart parking systems with advanced car lifts as essential urban infrastructure.

                      As India modernises, Omega continues to lead with technology, innovation, and expertise, ensuring that every ride is faster, safer, and more sustainable.

                    INDIA’S VERTICAL FUTURE : ELEVATORS AT THE INTERSECTION OF TECH SAFETY AND SUSTAINABILITY

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                    ELEVATORS AT THE INTERSECTION OF TECH, SAFETY AND SUSTAINABILITY

                    As Indian cities grow taller and denser, elevators have become the invisible engines powering urban life. No longer just mechanical boxes moving people up and down, they are now intelligent, connected systems shaping how metros operate, how families live, and how green buildings perform.

                    From Wittur’s sustainable components to Tectronics’ India-specific solutions, and from Omega’s smart systems to KONE’s people-flow intelligence, the elevator industry is quietly redefining what it means to build cities in the 21st century.

                    ELEVATORS AS ENGINES OF URBAN INNOVATION

                    India’s rapid urbanisation has forced its cities to rethink infrastructure, not just on the ground but vertically. With land scarce and density rising, the elevator has quietly become one of the most transformative technologies in shaping urban India. No metro station, high-rise redevelopment, or transit hub can function without vertical transport that is safe, efficient, and reliable.

                    But the elevator industry today is about far more than moving people up and down. It sits at the intersection of technology, urban planning, and sustainability. Elevators are now embedded with AI algorithms that predict traffic flows, IoT-enabled systems for real-time diagnostics, and regenerative drives that feed power back into the grid. They are as much about software, energy efficiency, and safety protocols as they are about steel cables and motors.

                    The innovation is happening at multiple layers of the ecosystem. Wittur, a leading global components supplier, is setting benchmarks with energy-efficient designs and recyclable materials, ensuring Indian elevators align with international sustainability norms. Tectronics, an Indian manufacturer, is localising this innovation — adapting elevators to India’s unique realities of voltage fluctuation, high humidity, and cost-sensitive markets.

                    For legacy operators like Omega and Eros, the shift has been about embedding intelligence and reliability into systems that once were purely mechanical. As Sameep Desai of Omega observes, “Elevators have evolved from simple mechanical devices to intelligent, software-driven systems.” Karl Divecha of Eros adds a human dimension: “Our purpose has always been to elevate lives through innovation, reliability, and trust.”

                    Global giants bring another dimension. TK Elevator pushes predictive maintenance and IoT-driven service models; Mitsubishi sets benchmarks in safety and precision engineering; and KONE is advancing “people flow intelligence,” critical to keeping metros and high-footfall transit hubs moving smoothly. Elevators in India are no longer hidden shafts of machinery. They are urban engines shaping how cities expand, how people live together, and how infrastructure keeps pace with India’s vertical future.

                    SMARTER SYSTEMS: AI, IOT & PREDICTIVE ANALYTICS

                    The elevator of yesterday was a mechanical marvel. The elevator of today is a digital ecosystem — one that thinks, predicts, and adapts in real time. In India’s crowded cities, where millions depend on vertical transport daily, this shift from machine to intelligent system has been transformative.

                    AI and IoT are now at the heart of this transition. Elevators embedded with smart sensors and connected platforms can detect faults before they occur, optimise passenger traffic during peak hours, and provide remote diagnostics that cut downtime dramatically. In metros, this means reduced bottlenecks; in high-rise housing, it translates into shorter waiting times and smoother operations.

                    “AI-driven traffic optimisation studies passenger flow to reduce wait times and maximise efficiency,” explains Sameep Desai of Omega, noting how data analytics is directly shaping user experience in residential and commercial towers.

                    Global players are pushing these capabilities further. TK Elevator has been pioneering predictive maintenance models that use cloud platforms to monitor entire fleets of elevators in real time. These systems not only forecast potential breakdowns but schedule servicing proactively, making safety and uptime non-negotiables.

                    For KONE, the emphasis is on what it calls “people flow intelligence” — mapping how people move through airports, malls, and metros to ensure elevators, escalators, and travellators are integrated into seamless mobility corridors. This is particularly critical in India’s rapidly expanding metro systems, where peak-hour ridership runs into the millions.

                    Local innovation is equally vital. Tectronics, a homegrown manufacturer, is bridging the global-to-local gap by designing control systems and IoT-enabled solutions that are tailored for India’s realities — from erratic voltage supply to congested retrofits in older buildings. These are not stripped-down versions of global tech but re-engineered products that bring smart connectivity to markets where affordability and resilience matter most.

                    Together, these innovations mark a turning point. The elevator is no longer a reactive piece of infrastructure; it is an intelligent node within India’s urban mobility ecosystem. It senses, learns, and adapts — keeping pace with the rhythms of cities that never stand still.

                    SAFETY REDEFINED: RELIABILITY IN A VERTICAL NATION

                    If intelligence defines the future of elevators, safety defines their credibility. In high-rise housing, where families depend on lifts multiple times a day, and in metros or airports where millions ride escalators daily, reliability is not a feature — it is the baseline expectation.

                    In India, the stakes are even higher. With redevelopment driving denser towers, and metro systems expanding across multiple cities, the margin for error has narrowed. As Mitsubishi engineers emphasise, safety is not about minimum compliance but about building redundancies into every system — from braking mechanisms to fire-resistant shafts — to ensure passenger confidence.

                    Omega Elevators illustrates this point with a simple metaphor. “Our motors are so smooth you could balance a 50-paisa coin during the ride — and it won’t fall,” says Sameep Desai. The anecdote underscores years of engineering refinement to eliminate vibration and jerks, providing not only comfort but assurance that systems are finely tuned.

                    TK Elevator, leveraging its global R&D, has pushed predictive maintenance as a safety strategy. Instead of reacting to breakdowns, its IoT systems identify stress points, forecast component wear, and alert service teams before problems surface. This proactive approach reduces risks while improving availability — critical for commercial and public spaces.

                    For KONE, the challenge is scale. In metro stations and airports, uptime is a non-negotiable. “In India’s metros and airports, uptime is not an option — it’s a necessity,” the company has emphasised, highlighting how its systems are built with redundancy and rescue protocols to handle extreme footfalls without disruption.

                    Taken together, these innovations reveal that safety in India’s elevator sector is being redefined not only as compliance with EN 81, NBC, and ISO codes, but as a commitment to resilience, passenger trust, and seamless urban movement.

                    SUSTAINABILITY AS A CORE DRIVER

                    As Indian cities climb higher, the question is no longer only how to move people but how to do so without exhausting resources. Elevators and escalators are intensive energy consumers — often running 24/7 in commercial towers, metro hubs, and hospitals. The industry’s next great leap, therefore, is in sustainability: designing systems that use less, waste less, and contribute actively to greener cities.

                    Wittur, one of the world’s largest suppliers of elevator components, has made this the heart of its innovation agenda. Its energy-efficient drives, recyclable materials, and low-VOC cabin finishes are setting benchmarks for how elevators can meet global sustainability norms while being adapted for Indian projects. “Green design and energy efficiency are no longer optional — they are central to every project,” stresses a senior Wittur executive. For architects and developers seeking IGBC or LEED certifications, components like Wittur’s are becoming critical enablers of green building points.

                    On the ground, Tectronics is localising this sustainability push. By focusing on manufacturing in India, it reduces the carbon footprint of imported supply chains while tailoring designs to Indian realities — voltage fluctuation, high humidity, and cost sensitivity. Its innovation lies not in replicating Western solutions but in re-engineering them for environments where reliability and affordability must coexist. This is not an elite choice, but a mainstream option even in Tier 2 and Tier 3 cities.

                    Legacy companies are also embedding green thinking into operations. Omega Elevators runs its Ahmedabad facility on a 10 MW rooftop solar plant and uses oil-free permanent magnet synchronous (PMS) motors, eliminating lubricants that are difficult to recycle. Regenerative drives in their high-speed systems recover up to 80% of energy during descent — savings that matter in tall towers consuming electricity round the clock.

                    Global players like TK Elevator have aligned their India operations with international climate targets, introducing regenerative technologies and energy-efficient designs across their product lines. These innovations ensure that as India builds vertically, it does so with a smaller environmental footprint.

                    Sustainability, once a peripheral consideration, is now becoming a competitive advantage in India’s elevator industry. As demand for green buildings rises and regulations tighten, elevators are no longer just about mobility — they are about aligning India’s cities with the global climate agenda.

                    DESIGNING FOR INDIA’S DIVERSE REALITIES

                    India’s urban fabric is unlike any other. Cities must accommodate both gleaming new towers and crumbling retrofits, climates that range from the icy cold of Ladakh to the humidity of Chennai, and power supplies that fluctuate unpredictably in Tier 2 and Tier 3 towns. For the elevator industry, innovation is not just about speed or aesthetics — it is about engineering for resilience, adaptability, and inclusivity.

                    Tectronics exemplifies this localisation imperative. Its systems are engineered to withstand voltage fluctuations, integrate higher battery back-ups for power outages, and function reliably in semi-urban markets where service access can be limited. This approach ensures that residents in smaller cities and towns experience the same safety and comfort as those in metropolitan high-rises. By designing specifically for India’s diverse electrical and structural contexts, Tectronics is demonstrating that advanced mobility solutions need not be imported — they can be made for India, in India.

                    Omega Elevators has taken a similar route, building solutions for extreme environments. In Ladakh, where sub-zero winters would cripple conventional systems, Omega installed lifts engineered to withstand the cold.

                    THE ROAD AHEAD — ELEVATORS AS CITY-MAKERS

                    The future of India’s cities will not be measured only in kilometres of road or square feet of construction, but in vertical mobility — how fast, safe, and sustainable people can move through tall buildings and transit hubs. Elevators are emerging as city-making infrastructure, woven into the very logic of how metros, airports, housing towers, and workplaces are planned.

                    Omega sees speed and specialisation as central to this future. With land scarcity driving vertical development, high-rises of 20–30 floors even in Tier 2 cities are becoming the norm. “Expect faster high-speed lifts of 2.5 to 7.5 metres per second to become standard in Indian towers,” says Sameep Desai, adding that specialised car lifts integrated with smart parking systems will be vital to solving urban congestion.

                    For KONE, the elevator of the future is not just about speed, but integration into people-flow ecosystems. As metro ridership expands into the tens of millions, airports become mega-hubs, and

                    Its pitless elevators allow retrofitting in older buildings without major civil work, making them particularly valuable in Mumbai’s dense redevelopment projects where space is scarce. “From Ladakh’s icy terrain to Mumbai’s metro stations, every installation must be built for the environment it serves,” notes Sameep Desai.

                    For Eros, the design challenge has been about reliability in day-to-day living. In India, where three generations often share the same home, elevators have become extensions of domestic life. “Our purpose has always been to elevate lives through innovation, reliability, and trust,” says CMD Karl Divecha, underscoring the role of lifts not just as machines but as enablers of family convenience.

                    Precision engineering has also been critical in mega-projects. Mitsubishi, with its Japanese legacy of quality, has brought in safety-critical redundancies and design modifications for high-footfall environments like airports and public buildings. Its systems demonstrate how global best practices can be adapted to Indian requirements, where infrastructure must operate continuously under heavy stress loads.

                    These examples point to a common thread: in India, elevators must be versatile. They must work in luxury skyscrapers as well as compact housing blocks; they must survive climate extremes and erratic electricity; they must deliver reliability in places where uptime is not just desirable but life-critical. Designing for India means designing for diversity — and the sector’s innovations reflect precisely that.

                    Malls morph into multi-use spaces, elevators must work in concert with escalators, travellators, and digital wayfinding systems. This requires predictive modelling of human movement — a field KONE describes as “people flow intelligence.”

                    TK Elevator brings a global R&D perspective, positioning predictive maintenance and fleet monitoring as the nervous system of future urban mobility. By tracking thousands of elevators across cities simultaneously, their systems promise not only efficiency but also resilience in crisis situations — a dimension critical for infrastructure such as hospitals and transit hubs.

                    At the component layer, Wittur continues to anticipate the sector’s long game: sustainability. Its next generation of components aims to be lighter, stronger, and recyclable, reducing energy consumption while improving lifecycle performance. This isn’t just about compliance; it’s about ensuring that as India builds vertically, it also builds sustainably.

                    The trajectory is clear. In the coming decade, elevators in India will no longer be standalone machines hidden in shafts. They will become integrated nodes in smart city ecosystems — intelligent, connected, and sustainable. Elevators will not just carry passengers; they will carry the weight of India’s urban future.

                    BEYOND THE SHAFT

                    The story of elevators in India is no longer about vertical transport alone. It is a story of how technology, sustainability, and design innovation are converging to meet the demands of a rapidly urbanising nation. In the process, elevators have become urban engines: shaping density, enabling inclusivity, and defining how India’s cities function.

                    From Wittur’s global focus on green components to Tectronics’ localised solutions for Tier 2 and 3 cities, from Omega’s shift to smart, software-driven systems to Eros’ emphasis on reliability for family living, the domestic industry is responding to India’s unique realities. Meanwhile, global leaders — TK Elevator with predictive maintenance, Mitsubishi with safety precision, and KONE with people-flow intelligence — are embedding global best practices into Indian projects.

                     

                     

                     

                     

                     

                    The cumulative effect is profound. Elevators now touch every layer of urban life: reducing congestion in metros, powering retail complexes, providing independence in homes, and lowering the carbon footprint of buildings. They represent not just a market valued at billions, but an industry that is redefining how cities evolve in an era of climate challenges and rapid growth.

                    As India’s cities push higher, elevators will remain the hidden yet indispensable infrastructure that makes vertical living possible. They will continue to integrate AI, sustainability, and resilience, ensuring that the country’s urban future is not only taller — but smarter, safer, and greener.

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