India is evolving through heavy spending on infrastructure through smart construction equipment.

Dr. Niranjan Hiranandani

National Vice Chairman – NAREDCO & MD, Hiranandani Group

Tell us about how far and wide Hiranandani Group currently operates, with possibly a few examples of how you are leveraging ‘smart technology’ in your urban infrastructure projects?

The Hiranandani Group, in the real estate and construction sector, creates integrated townships which are ‘smart cities’. There are three aspects: planning process, construction process and sales and marketing, and the Hiranandani Group leverages cutting edge technology to offer some of the best real estate offerings.

The success of our projects is largely driven by leveraging smart technology; be it in the planning stage (artificial intelligence, machine learning), the aspect of ensuring safety and stability right from the inception through 3D rendering and digital mock-ups of the planned project; the utilization of automation and technology (shuttering; increased usage of high-rise cranes) as also the use of additives and products in the concrete which enables quicker setting, thereby enabling lesser time taken for construction – not to forget leveraging of digital platforms to market and sell.

From residential townships which also offer commercial real estate options (retail, work and office spaces etc) we are now also in the process of creating an integrated township model which includes light industrial, warehousing and logistics along with housing for the human resources. We have also forayed into data centres as also retail, and in all these segments, smart technology is leveraged to ensure safe and structurally stable real estate development which is green and sustainable.

How would you describe Hiranandani’s principal focus, capabilities and value in the urban infrastructure sector?

The Hiranandani Group is acknowledged to be an industry leader; and it has been all about ‘creating landmarks which set benchmarks’. We have always strived to recreate the city skyline with world-class real estate offerings, which have features which are at that point in time, new – literally, being the market leader. Our projects are about large quantum, quality and ensuring customer satisfaction. The Group has created integrated townships in Powai (Mumbai), Thane, Panvel and Chennai. Logistics and Warehousing as also Data Centres are ‘sunrise’ segment, and we are ‘on the drawing board’ in leading locations across the country.  We built what was then the world’s highest residential tower (21 Marina, Dubai, UAE) as also completed in a record 13 months the first operational commercial building in GIFT City, Gandhinagar, Gujarat.  Teamwork is the operative term in the functioning aspect; and ‘ensuring customer delight’ drives the motivation to do better.

How do you see the urban infrastructure sector emerging compared to other sectors in India?

Initially, it was seen as two separate categories – construction of living and working spaces on one side; and the infrastructure which facilitated usage of these on the other. Over the years, the paradigm has changed; now it is seen as being two sides of the same coin. Over three decades back, when we started work on Hiranandani Gardens, Powai; we created the township with this as the driving policy. Over three decades down the line, even as we start work on new phases and new towers within the township, it is primarily the infrastructure which comes up first; the actual property, be it commercial, retail or residential; comes next.

This has ensured that our projects do not suffer the challenges which most of India’s real estate development does – traditionally, in India, we create homes and then go about creating infrastructure for the residents/ employees. Now, the ‘smart city’ initiative by the Prime Minister seeks to retrofit existing cities by providing the urban infrastructure which should have been created long before. This is a pointer on how important urban infrastructure sector has emerged – economic growth will be driven by business enterprises, from real estate offerings which will be functional as also reached through urban infrastructure – I don’t think there’s a better way of expressing the importance.

What impact do you foresee from the heavy infrastructure spending in terms of smart construction equipment?

To create infrastructure of global standards, we need to leverage new technologies as also automation. India needs to move beyond traditional human resource driven construction to one that incorporates mechanization, automation and enhanced use of technical know-how. So, consider the Metro rail projects in Cities like Mumbai; for underground tunneling, we are using the latest technology-driven implements: the process is automated and leverages smart construction equipment. Or, consider India’s railways and the revolution which the bullet train projects will result in, especially when it comes to the construction aspect, which is a sea-change from traditional railway track laying. Add to this, the positives of technology transfer, which will positively impact the locomotives operated by Indian Railways.

These are but two examples; India is evolving through heavy spending on infrastructure through smart construction equipment; and the impact will be positive.

What do you think are the challenges and suggestions in terms of the construction equipment sector in terms of finance, policy changes, skilling and labour?

While there are challenges across all four – finance, policy changes, skilling and labour – the basic problem is that there is no policy initiative which actively supports large-scale utilization of automation when it comes to construction equipment. This has a simple rationale: India, from a policy perspective, cannot be seen to be opting for automation over the large number of jobs manual work supports. In response to this, I give the example of banking: when automation was introduced, there was a huge hue and cry over jobs that would be lost. Today, we see a situation where jobs have multiplied in IT and ITeS which supports automated banking; as also in the different spin-off aspects which have emerged. So, jobs get transferred, not lost when automation happens. Accepting this, to my mind, is the biggest challenge vis-à-vis policy making in India.

Yes, finance is a challenge – getting institutional credit at market friendly interest rates is not easy. Then, the procedures are time consuming. Skilling is a challenge, not so much at primary skill development level as at reskilling and upskilling stages. Getting labour to first get skilled and next, remain within the geographical area so that the advantage of their learning can be accrued over a larger time frame is a major challenge.

What are some of the goals of Hiranandani Group in the construction sector over the next five years?

From our beginnings to the future, the goals have remained constant- the only probable change being in terms of quantum of work to be done and the geographies over which it is spread. Our goals include construction of smart and sustainable eco cities, as also urban development which ensures least climate change.  We are looking at long term, resilient infrastructure development while leveraging global best practices in housing technology, which would ensure real estate development which protects against earthquakes, extreme weather, offers thermal insulation and is storm and cyclone proof.

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