TOUCHING LIVES THROUGH ENGINEERING

Vision and leadership

“What sets us apart is not scale alone, but the philosophy guiding every step. We view technology as a tool for human progress, and each decision prioritises lasting impact over short-term gains. New technologies excite us not as an end in themselves, but as a means to empower people, address real-world challenges, and create sustainable change. This proactive mind set and readiness to embrace opportunities fuel our journey toward a meaningful and sustainable future.”

– P.V. Krishna Reddy, Managing Director, MEIL Group

Who we are

MEIL Group has evolved into a diversified infrastructure and engineering company with a significant global presence, boasting a portfolio exceeding $30 billion across more than 20 countries. Our expertise spans tunnels, ports, highways, water systems, renewable and thermal power, heavy engineering, and hydrocarbons, creating a footprint that links remote villages to thriving cities while fuelling inclusive growth. Group companies such as Olectra Greentech Limited and EveyTrans manufacture and operate electric buses that reduce carbon emissions, while Megha Gas lays natural gas networks that fuel vehicles, homes, and factories. Drillmec supplies drilling rigs to global oil fields, and ICOMM delivers strategic communications systems.

A workforce of more than 40,000 people is directly employed across our projects and offices, while our extended ecosystem of vendors, partners, and service providers supports the livelihoods of nearly half a million individuals. Quality certifications anchor our commitment to flawless execution, on-time delivery drives economic progress, and environmental responsibility is embedded in our DNA, ensuring that every project not only meets today’s needs but also builds sustainable infrastructure that serves communities for generations to come.

MEIL Group’s journey began in 1989 with a modest fabrication unit in Balanagar, Hyderabad, and has since expanded into a diversified infrastructure and engineering company. Over the past 36 years, our growth has been driven by rigorous project management and a culture that values collaboration and flat organisational structures. Throughout this journey, a strong “one family” spirit has emerged, bringing together colleagues at different life stages, from young professionals to experienced seniors, so that guidance, energy, and fresh ideas work in a balanced and unified manner. This approach has enabled the company to achieve every milestone by prioritising teamwork and shared responsibility over hierarchy, laying the foundation for a diversified global infrastructure leader.

The University of York was founded in 1963 and is a member of the esteemed Russell Group of Universities - which brings together 24 of the UK’s most prestigious research intensive universities. York is recognised as one of the leading universities in the UK and globally renowned for its excellence in teaching, research, and innovation.

York's global reputation rests on its outstanding achievements in teaching and research and is one of only four universities in the UK - alongside Oxford, Cambridge and Imperial College London - which is both in the top 10 in the UK for the quality of its research and has a gold ranking for the quality of its teaching.

Since its inception, the University has consistently ranked among the top 150 universities worldwide (Times Higher Education World University Rankings), renowned for its pioneering work across the sciences, humanities and social sciences, and globally renowned for its excellence in teaching, research, and innovation. With Nobel Prize-winning alumni, award-winning faculty, and interdisciplinary research centers tackling global challenges – from sustainability and digital futures to public health and conflict resolution – York is uniquely positioned to offer Indian students a transformative learning experience aligned with the needs of the 21st century.

With over 600 courses across 40 Schools, Departments and Centres, the University proudly serves a diverse community of more than 20,000 students from over 150 countries. Its vision is clear: to be a world leader in transforming education, delivering impactful research, and shaping positive change on a global scale.

What truly sets York apart is its unwavering commitment to being a ‘University for public good’ with a focus on advancing human life and conditions-a mission that has been at the heart of the University since its inception.

The University of York has strong and enduring ties with India through a vibrant alumni network, academic collaborations, and joint research initiatives. These collaborations with India have led to enhancement of talent in conservation, better allocation of health resources, improvements to resilience of edible crops, among others.

Marking a bold new chapter in UK-India higher educational opportunities, the University of York-one of the UK’s most prestigious research-intensive institutions and a member of the elite Russell Group-has announced plans to open a new campus in Mumbai. It will initially offer undergraduate and postgraduate courses in computer science with AI and cyber security, business, economics and creative industries.

A distinctive feature will be a strong emphasis on research from the outset. This commitment to research will underpin teaching and the student experience, but also contribute significantly to India’s growing demand and drive for research development and innovation in areas such as food security, environmental change and future technologies.

Vice-Chancellor of the University of York, Professor Charlie Jeffery, who also met with Narendra Modi, the Indian Prime Minister, to discuss York’s vision, said:

“The quality of what we do here in York, and our purposes as a university for public good, will be critical to the future success of this venture in India. We’re taking our values-driven approach to education and research, working with a country that has an ambitious drive for global influence, skills development and economic growth.

“This is a really exciting venture and we are committed to building and strengthening our connections in India and contributing to the education of its future leaders and entrepreneurs.”

The Mumbai campus intends to extend the University’s focus on India further, as York actively engages with Indian academic partners, regulators, and industry leaders to shape a campus that meets national and global standards of excellence.

Quality and purpose for public good

York's global reputation rests on its outstanding achievements in teaching and research, and it is one of only four universities in the UK - alongside Oxford, Cambridge and Imperial College London - which is both in the top ten in the UK for the quality of its research and has a gold ranking for the quality of its teaching.

It will initially open its doors in an existing building in Powai, Mumbai, with plans to develop a full campus complex over the coming years. The campus in Mumbai will have its own dedicated staff, underpinned by the University of York’s curriculum and quality assurance framework. All programmes will be delivered in line with York’s academic standards, with students graduating with a University of York degree, enabling York to bring its world-class academic model directly to one of the fastest-growing education markets in the world.

Building on strengths

The University of York has strong and enduring ties with India through a vibrant alumni network, academic collaborations, and joint research initiatives. The Mumbai campus intends to be a natural extension of this relationship, reflecting the University’s commitment to accessible, inclusive and globally relevant higher education, and through actively engaging with Indian academic partners, regulators and industry leaders to shape a campus that meets national and global standards of excellence.

Alongside academic excellence, employability and industry engagement will be embedded into the DNA of the Mumbai campus from day one. As part of this vision, the University of York is exploring a strategic Memorandum of Understanding with the Institute of Directors (IoD) to create a two-campus industry engagement platform connecting York in the UK with York Mumbai. The ambition is to work with IoD’s extensive director and corporate network to help create new pathways for executive education, boardroom capability development, and thought leadership collaboration. By aligning university talent pipelines with director-level industry insight across both countries, the partnership aims to create a distinctive employability ecosystem that benefits students, employers, and the wider economy.

Maharashtra, located in western India, is a vibrant state renowned for its rich cultural heritage, diverse natural landscapes, and dynamic urban centres. As one of India’s leading states, Maharashtra offers a compelling blend of history, spirituality, adventure, and modernity, making it a prime destination for global tourists. With a vision to establish Maharashtra as a sustainable, world-class tourism destination, the state is committed to leveraging its cultural, historical, and natural assets to create unforgettable experiences for visitors while fostering inclusive and sustainable development.

Maharashtra, a vibrant state in western India, aspires to become a globally recognized, sustainable tourism destination by showcasing its rich cultural heritage, diverse natural landscapes, and dynamic urban centers. The state is committed to leveraging its historical, spiritual, and natural assets to offer unforgettable experiences while fostering inclusive and eco-friendly development.

The vision is to establish Maharashtra as a premier tourism hub, celebrated for its heritage, biodiversity, and cultural vibrancy. The mission focuses on strategic promotion to position the state as a top national and international destination through innovative, sustainable practices. This includes developing eco-conscious tourism models, enhancing infrastructure, and integrating advanced technology to deliver world-class experiences. Maharashtra aims to create employment opportunities and promote inclusive tourism by engaging local communities, particularly tribal and rural populations, while preserving and promoting its cultural, historical, and natural heritage. Maharashtra’s tourism offerings are diverse and captivating. Its cultural and historical legacy includes UNESCO World Heritage Sites like the Ajanta and Ellora Caves, Elephanta Caves, and Chhatrapati Shivaji Maharaj Terminus, alongside over 350 historic forts narrating the Maratha Empire’s legacy. Vibrant festivals like Ganesh Chaturthi and traditional arts such as Warli painting and Lavani dance enrich the cultural tapestry. The state’s natural beauty spans the Western Ghats, a UNESCO site with lush hill stations, a 720-km coastline with pristine beaches, and wildlife sanctuaries like Tadoba-Andhari Tiger Reserve. Spiritual tourism thrives with sacred sites like Shirdi and Nashik, complemented by wellness retreats offering Ayurveda and yoga. Adventure enthusiasts can explore trekking trails, water sports, and eco-tourism initiatives, while urban centers like Mumbai and Pune blend modernity with historical charm. Agro-tourism and GI-tagged products like Paithani sarees and Alphonso mangoes further enhance rural experiences.

To elevate the tourist experience, Maharashtra is upgrading infrastructure, improving connectivity, and adopting digital tools like AI-enabled itinerary planners and online booking systems. Sustainable practices, including waste management and community empowerment, ensure environmental and social benefits. The state promotes its destinations through global marketing campaigns, digital platforms, and participation in international tourism events, fostering partnerships with global tourism boards and embassies. Maharashtra invites international collaboration through tourism exchange programs, investment in infrastructure, and cultural initiatives. By integrating innovation, preserving heritage, and empowering communities, the state offers a unique blend of tradition and modernity.

Email id – diot@maharashtratourism.gov.in
Web: www.maharashtratourism.gov.in
Booking Portal: - mahabooking.com

Larsen & Toubro is an Indian multinational engaged in EPC Projects, Hi-Tech Manufacturing and Services. It operates in over 50 countries worldwide. A strong, customer-focused approach and the constant quest for top-class quality have enabled L&T to attain and sustain leadership in its major lines of business for over eight decades.

We are engaged in core, high impact sectors of the economy and our integrated capabilities span the entire spectrum of ‘design to delivery’. Every aspect of L&T’s businesses is characterised by professionalism and high standards of corporate governance.

Sustainability is embedded into our long-term strategy for growth. The Company’s manufacturing footprint extends across eight countries in addition to India. L&T has several international offices and a supply chain that extends around the globe.

Jindal Steel is one of India’s foremost integrated steel producers, renowned for its scale, efficiency, and commitment to excellence. Operating on a robust mine-to-metal model, the Company leverages captive resources, advanced manufacturing capabilities, and a global distribution network to deliver high-performance steel solutions. With an investment footprint exceeding USD 12 billion, Jindal Steel runs state-of-the-art facilities in Angul, Raigarh, and Patratu, and maintains strategic operations across India and Africa. Its diversified and future-ready product portfolio underpins core sectors such as infrastructure, construction, and manufacturing, powering progress through strength and sustainability.

Gujarat Mineral Development Corporation Ltd. (GMDC) is one of India’s leading mining and mineral processing companies. For more than five decades, we have been engaged in the development of the ample mineral resources of the state. A zero-debt company, we’re ranked 469th among India's Fortune 500 Companies (2023) and among the Top-5 organisations by market capitalisation in the mining sector.

GMDC is India's second largest Lignite-producing company. We’re the leaders in Lignite exploration and supply in Gujarat. Mining lignite from deposit-rich areas across the state, we market it to various high-growth industries, including textiles, chemicals, ceramics, bricks and captive power.

We’re also involved in the exploration of Bauxite, Fluorspar, Manganese, Silica Sand, Limestone, Bentonite and Ball Clay. They find application across diverse industries, from manufacturing of hydrofluoric acid and purifying water to manufacturing glass and ceramic ware, and drilling oil.

GMDC has a sizeable presence in the energy sector. We have a diversified portfolio of Thermal power projects and renewable power generation projects comprising wind and solar power. We ventured into harnessing renewable sources of energy more than a decade ago and are readying for a sustainable future. Over the years, we’ve generated 2522416+ MWhr of Green Energy.

GMDC has embarked on a journey of transformation. GMDC has a huge stock of mined out Silica Sand and similar in-situ deposits in one of its upcoming projects. As a part of forward integration, GMDC is seeking to explore new avenues in diversified sector in silica sand as well as other allied industries by value addition for manufacturing of float glass, solar panels, etc. Envisaging suitable market potential, we’re investigating new avenues in diversified sector in bauxite and other allied industries by value addition of plant and non-plant grades of bauxite.

As a high demand is being forecast for cement, we’re exploring new opportunities for utilisation of cement grade Limestone for cement industry and focusing on capacity augmentation, introduction of alternate market structures, possible diversification prospects, value additions and opportunities that the industry might require.

Our sustained efforts at consolidating our leadership position are complemented by appointing professionals with proven expertise. Additionally, there is an increased focus on working with strategies advisory consultancies and project management consultants. Combined with initiatives in value addition, forward integration and portfolio expansion, they will help augment our financial standing as befitting a stalwart in mining and mineral processing.

CIDCO is an acronym of the City and Industrial Development Corporation of Maharashtra Limited (CIDCO). Completely owned by the State Government incorporated as a company on 17th march 1970 it is a public sector undertaking of the Government. CIDCO is notified by the State Government as the New Town Development Authority (NTDA). The Government later widened the scope of CIDCO’s activities delegating the responsibility as the Special Development Authority (SPA). Today CIDCO has earned a reputation as the premier town planning and development agency in the country.

Need for a New City

Mumbai’s increasing industrial and commercial importance attracted the people coming here from other parts of the county in search of livelihood. Due to insular nature, the city grew up vertically taking the natural diversion since it had horizontally reached to a dead-end. This gave rise to suburbs. The haphazard growth of residential units resulted in meagre civic amenities such as good drainage, recreation and playground facilities for children, school facilities, hospital and other medical facilities. Industrial and residential areas sprung up mingling with each other resulting in certain health problems. Slums like Dharavi, tagged as the largest slums in Asia, had sprung by this time.

The idea of a new city adjacent to Mumbai is the brainchild of Mr. H. Foster King, an architect and planner of the Gregson, Batley and King Company. He was also a partner of the company. On 14th June 1945 in his speech at the Indian Institute of Architects he asserted, “It is the time to think of setting up a city on the East of Bombay across the (Thane) harbour”.

In 1947, an American Architect and Town Planning Consultant Mr. Albert Mayer and the then engineer of Bombay Municipal Corporation Mr. N. V. Modak, published a paper ‘A Master Plan in Outline’ for the new city. Mr.Mayer-Modak focused sharply on the issue of population congestion, with the major concern being traffic flow. They suggested moving industries to the peripheries of Greater Bombay and the creation of a new township at Bassein (Vasai). The writers admitted that “it is just an envelope to be filled with details and not a final blueprint”. They also recommended connecting the hinterland at Uran via a bridge from Trombay, implying East-West extension of the city instead of South-North.

In 1948, Renowned Economist and Social Thinker Prof. Dhananjay Ramchandra Gadgil, in his paper on the future of Mumbai City, highlighted the problems of rising population and its fallout on city’s infrastructure. He recommended curbing industrialization in Mumbai setting 1941 as the cut-off year. The industries set up thereafter should be shifted beyond the limits of Ambarnath suburb, he suggested.

On realising the emerging problems of population boom and consequent health hazards, the then Government of Bombay appointed a study group chaired by the then Secretary of the Public Works Department, Mr. Sadashiv Govind Barve in 1958 to consider the problems of traffic congestion, deficiency of open spaces and play fields, shortage of housing and over-concentration of industry in the metropolitan and suburban areas of the city; and to recommend specific measures to deal with them.

The Barve Group submitted its report in February 1959. One of its major recommendations was that a rail-cum-road bridge be built across the Thane Creek to connect peninsular Bombay with the mainland. The Group felt that the bridge would accelerate development across the creek, relieve pressure on the city's railways and roadways, and draw away industrial and residential concentrations eastward to the mainland. The Group emphasized on the orderly and planned development.

On 1st May 1960, the State of Maharashtra was born. The census of 1961 found 38.66% rise in population. Migrants in Mumbai were 64%. Employees in the State Government offices rose to 35% between 1961 and 1967. In 1964, percentage of industrial workers was 13.3. Pondering over the grave situation arising out of the population explosion and taking a serious cognizance of the Barve Panel Report, the government in March 1964 appointed a well-known socio-economist, Prof. D. R. Gadgil, who had dealt with urban issues. The task given to the committee was to formulate broad principles of planning for the metropolitan regions of Bombay (now Mumbai), Panvel and Pune.

He recommended decentralization of industries in the State so that Mumbai’s history should not be repeated elsewhere. The panel also recommended the creation of Regional Planning Boards for notified regions, initially for Bombay and Pune regions for preparation and execution of such plans. To establish such boards, it also suggested Regional Planning Act.

In the meantime in 1965, Modern Architectural Research Group (MARG) journal published an article, ‘Bombay – Planning and Dreaming’ jointly written by Mr. Shirish Patel, Mr. Charles Correa and Mrs. Pravina Mehta. They showcased a plan for the new city in their well-drafted article.

The Gadgil Committee submitted its report in March 1966. On receiving the report, the government passed Maharashtra Regional and Town Planning Act in the same year. The Act was brought into force in January 1967 notifying the Bombay Metropolitan Region. In June 1967, Bombay Metropolitan Region Planning Board was constituted under the chairmanship of an ICS officer, Mr. L. G. Rajwade.

The board outlined the draft Regional Plan in January 1970 and endorsed the earlier recommendations that the new metro-centre, New Bombay, as it was then called, be developed across the harbour. This alternative growth pole, as a counter-magnet to the office concentration taking place at the Southern tip of Bombay, would siphon off the over-concentration of jobs and population re-allocating them on the mainland, it opined.

In the state of Maharashtra, the Maharashtra Pollution Control Board (MPCB) is implementing various laws, mainly the Water (Prevention and Control of Pollution) Act, 1974, the Air (Prevention and Control of Pollution) Act, 1981 along with some provisions under the Environment (Protection) Act, 1986 and the rules made thereunder like Bio-Medical Waste (M&H) Rules, 1998, Hazardous Waste (M&H) Rules, 2000, Municipal Solid Waste Rules, 2000 etc. The Maharashtra Pollution Control Board is functioning under the administrative control of the Environment Department, Government of Maharashtra. Some of the important functions of the Maharashtra Pollution Control Board are as follows.

Some important functions of the MPRA:

(1.) To plan comprehensive programs for the prevention, control or prohibition of pollution and its safety.

(2.) Collecting and disseminating information on pollution and its prevention, control and abatement.

(3.) Inspecting wastewater or commercial wastewater and solid waste disposal facilities as well as air pollution control systems and reviewing plans, specifications or other information regarding treatment plants, disposal systems and air pollution control systems.

(4.) To support and encourage development in the areas of pollution control, recycling and reuse of waste materials, environmentally friendly practices, etc.

(5.) Educating and guiding entrepreneurs for environmental improvement through appropriate pollution control technologies and practices.

(6.) To create public awareness about a clean and healthy environment and to address public complaints regarding pollution.

GAIL (India) Limited is India’s leading natural gas company, with a robust and diversified presence across the entire natural gas value chain and beyond. Its operations encompass the transmission and marketing of Natural Gas, production of Liquefied Petroleum Gas (LPG) and other liquid hydrocarbons, LPG transmission, Polymer production and marketing, City Gas Distribution, LNG sourcing, shipping and regasification, renewable energy initiatives and upstream exploration and production activities.

GAIL owns and operates an extensive network of approximately 18001 km of natural gas pipelines, spanning the length and breadth of India. The company is actively engaged in the execution of multiple pipeline projects aimed at further expanding its nationwide coverage, commanding approximately 65% of the natural gas transmission market in India.

Natural Gas trading is GAIL’s core business, and the company holds a significant ~47% share of the domestic natural gas market. GAIL supplies approximately two-thirds of the gas consumed by the fertilizer sector and around 45% of the gas used by gas-based power plants across India.

In Liquified Petroleum Gas (LPG) and other Liquid Hydrocarbons (LHC) portfolio, GAIL has five Gas Processing Units (GPUs) at four locations in the country i.e. Vijaipur (2 Units), Pata, Gandhar & Vaghodia, to extract higher fractions from natural gas, having a total LPG & LHC production capacity of 1425 KTA.

GAIL owns and operates 2,040 km of LPG pipeline network for LPG transmission consisting mainly of 1,427 km Jamnagar-Loni Pipeline (JLPL) which connects the western and northern parts of India and 610 km Vizag-Secunderabad Pipeline (VSPL) which is in the southern part of the country connecting the Eastern Coast. GAIL is augmenting Jamnagar- Loni Pipeline capacity from 3.25 MMTPA to 6.5 MMTPA. GAIL is also executing Uran- Usar Propane Pipeline and Vijaipur- Pata C2/C3 pipeline.

GAIL is also a pioneer in using natural gas for producing petrochemicals, with a total polymer capacity of 810 KTA at its Pata complex. Its subsidiary, Brahmaputra Cracker & Polymer Limited (BCPL), adds another 280 KTA. GAIL will soon be producing Polypropylene products at its upcoming PP Plants at Usar & Pata under the brand name ‘G-Pro’ and will soon diversify its product range in Polyester value chain through production of Pure Terephthalic Acid (PTA) which is branded as ‘G- Tex‘ at its wholly owned subsidiary, GAIL Mangalore Petrochemicals Limited (GMPL).

In the Liquefied Natural Gas (LNG) market, GAIL has significantly large portfolio of around 16.57 MMTPA from USA, Qatar, Australia etc., GAIL has emerged as one of the leading global LNG players and is actively involved in the LNG trading business in the international market. GAIL strengthens its LNG sourcing portfolio by securing several long-term deals, importing LNG cargoes to meet its demand, and expanding LNG infrastructure from import terminals to transportation and city gas distribution network. GAIL has also expanded its LNG shipping capacity by bringing 6 LNG vessels namely: GAIL Bhuwan, GAIL Sagar, GAIL Urja, Grace Emilia, Maran Gas Pericles & Maran Gas Ulysses, and through number of spots. Company also operates LNG Terminal at Dabhol through its subsidiary Konkan LNG Limited. The terminal is designated an all-weather port.

GAIL has participating interest in 10 E&P blocks of which 8 are in India, 2 blocks in Myanmar) and additionally in 1 Shale Gas acreage in Eagle Ford Basin, Texas, USA through wholly owned subsidiary – GAIL Global (USA) Inc.

GAIL is a pioneer in City Gas Distribution business in India with 8 JVs and 3 subsidiaries in India for its CGD business. GAIL group companies are authorized in 72 GAs across the nation, catering to ~10.1 million PNG customers and 3165+ CNG stations across the country.

GAIL has a strong international presence through its overseas business operations. In the USA, GAIL operates through GAIL Global (USA) Inc., GAIL Global (USA) LNG LLC and Eagle Ford Shale Acreage. In Singapore, its presence is established through GAIL Global (Singapore) Pte. Limited. GAIL also has strategic participation in China Gas Holding Limited in China and operates in Russia through LLC Bharat Energy Office. In Egypt, GAIL is associated with Fayum Gas and Natgas, while in Myanmar, it is involved in the A1 and A3 E&P Blocks through SEAGP Co. Ltd. Additionally, GAIL has a presence in Cyprus through LNG Japonica Shipping Corporation Limited.

In the Renewable Segment, GAIL focuses on developing captive RE Power projects and enhancing in-house competencies to meet its internal consumption targets. GAIL has a total installed capacity of 145 MW of Renewable Energy, out of which ~118 MW is from wind energy and ~27 MW is from solar energy. As part of its foray into alternate energy and aligned with the National Green Hydrogen Mission, GAIL has commissioned its first Green Hydrogen Plant at Vijaipur, Madhya Pradesh, with a 10 MW PEM electrolyser producing 4.3 TPD of high-purity hydrogen using renewable power.

GAIL is advancing the CBG-CGD Synchronisation scheme to supply biogas to the City Gas Distribution (CGD) sector across India. The company has initiated biogas supplies in 86 geographical areas and commissioned its first Compressed Biogas (CBG) plant with a 5 TPD production capacity at Ranchi.

GAIL has set an ambitious Net Zero target, aiming to achieve 100% reduction in Scope I and Scope 2 by 2035, and 35% reduction in Scope 3 emission by 2040. The company has developed a robust roadmap for execution, focusing on multiple decarbonization strategies. These include electrification of natural gas-based equipment, integration of renewable energy, deployment of compressed biogas (CBG), green hydrogen initiatives, CO₂ vaporization, energy efficiency improvements, and carbon offsetting through afforestation and first-generation ethanol.

The KVIC is charged with the planning, promotion, organisation and implementation of programs for the development of Khadi and other village industries in the rural areas in coordination with other agencies engaged in rural development wherever necessary.

Its functions also comprise building up of a reserve of raw materials and implements for supply to producers, creation of common service facilities for processing of raw materials as semi-finished goods and provisions of facilities for marketing of KVI products apart from organisation of training of artisans engaged in these industries and encouragement of co-operative efforts amongst them. To promote the sale and marketing of khadi and/or products of village industries or handicrafts, the KVIC may forge linkages with established marketing agencies wherever feasible and necessary.

The KVIC is also charged with the responsibility of encouraging and promoting research in the production techniques and equipment employed in the Khadi and Village Industries sector and providing facilities for the study of the problems relating to it, including the use of non-conventional energy and electric power with a view to increasing productivity, eliminating drudgery and otherwise enhancing their competitive capacity and arranging for dissemination of salient results obtained from such research. Further, the KVIC is entrusted with the task of providing financial assistance to institutions and individuals for development and operation of Khadi and village industries and guiding them through supply of designs, prototypes and other technical information. In implementing KVI activities, the KVIC may take such steps as to ensure genuineness of the products and to set standards of quality and ensure that the products of Khadi and village industries do conform to the standards.

The KVIC may also undertake directly or through other agencies studies concerning the problems of Khadi and/or village industries besides research or establishing pilot projects for the development of Khadi and village industries.

The KVIC is authorized to establish and maintain separate organisations for the purpose of carrying out any or all of the above matters besides carrying out any other matters incidental to its activities.

MAITRI: Empowering Maharashtra’s Investment Landscape

MAITRI is Maharashtra’s dedicated agency for driving economic growth, fostering innovation, and simplifying the investment process in the state. Established by the Government of Maharashtra, it plays a key role in making Maharashtra a preferred destination for investors.

Key Features of MAITRI:

(1.) Strategic Investment Facilitation: MAITRI actively works to position Maharashtra as a top investment destination by offering investors a clear, efficient, and transparent process to set up and expand their businesses.

(2.) Collaborative Ecosystem: Works closely with government bodies, industry associations, and investors to create a supportive environment for business growth.

(3.) Seamless Investment Process: Provides investors with essential information, guides them through regulatory requirements, and accelerates approvals for timely project execution.

(4.) Focus on Sustainable Growth: Prioritizes long-term value creation, fostering innovation, and ensuring the state remains competitive in key sectors like manufacturing, IT, infrastructure, and services.

(5.) Global Market Engagement: Positions Maharashtra as a leader in global business by adapting to emerging market trends and offering businesses new opportunities for growth.

Maharashtra offers world-class infrastructure, a skilled workforce, and access to a vast consumer market, making it an ideal state for business expansion and innovation.

EKI Energy Services Ltd. (EKI), erstwhile EnKing International in the climate sector globally, is a leading Carbon Credit Developer & Supplier across the globe. The Indore head quartered company is listed on the Bombay Stock Exchange (BSE).

EKI is 15+ years old and is global market leader with its deep expertise. The company works in the realm of climate change, carbon offset solutions and carbon asset management. The company is today present in 16+ countries and has 3500+ clients across 40+ countries worldwide. As on date, EKI has supplied over 200+ million offsets.

Founded in 2008, EKI has been passionately working towards rehabilitating the planet to a future of net-zero carbon emissions. The company offers sustainable solutions for climate change and carbon offsets with global standards like CDM, VCS, Gold Standard, GCC, IREC, TIGR and others.

With an aim to contribute to the development of a climate-resilient global economy, the company offers strategic solutions to businesses and organizations globally to achieve their climate ambition. EKI offerings span across Carbon Credit/Asset Management, Carbon Credit Generation, Carbon Credit Supply, Carbon Credit Offsetting, Carbon Footprint Management, Sustainability Audits, as well as Carbon Neutrality and Climate Positive initiatives.

We are commitment to become net-zero by year 2030 in addition to defining a target to mobilize up to 1 billion credits within the next 5 years (by 2027). As part of this renewed vision, the company also embraced a new brand identity that brings together the sky, nature and oceans to Steer the Planet to a net-zero future.

EKI is the first ever company to lists a Plastic Project from India with Verra – a global accreditation standard located in Washington, USA. The company also specialises in driving community-based projects like green cooking for efficient cook stoves in rural homes and nature inspired solutions (NBS) for climate action.

SICOM: Catalyzing industry for over three decades

Since its inception in 1966, SICOM has dedicated itself to providing entrepreneurs with a range of fund-based and non fund-based products and services. For more than 5 decades SICOM has been responsible for catalyzing the development of infrastructure and industry in the State of Maharashtra.

After 1994 SICOM has been offering its services for projects located anywhere in India.

SICOM has regional offices at Delhi and Nagpur, in addition to the HO at Mumbai. SICOM's belief in continuously upgrading it's products and providing a wide range of financial and advisory services to Indian and international investors is reflected in its vision.

Our Vision

(1.) To emerge as a leading public financial institution in the country devoted to achieving sustainable and balanced economic development through value based financial services

(2.) To excel on the strength of professional competence, innovation, customer orientation, enrichment of all stakeholders and empowerment of employees

(3.) To set an example of enlightened Corporate Governance and Citizenship.

An Institution with a Glorious Track Record

(1.) SICOM was the first State Industrial Development Corporation (SIDC) in the country to introduce the marketing concept in development banking. The backward regions of the State were actively marketed to the established industrialists and the new entrepreneurs, using a bouquet of Industrial Escort Services apart from financial assistance.

(2.) SICOM helped Maharashtra achieve "The Most Industrialized State" status by adopting "Growth Centre" concept in attracting Industries to the backward regions, thereby transforming cities like Nashik, Aurangabad, Nagpur, Mahad and several other areas of the State into booming industrial centers.

(3.) SICOM actively participated in the formulation and implementation of policies of the State pertaining to Industrialisation such as the Package Scheme of Incentives, which continues to act as an incentive for Industrial Investment.

(4.) Several established industrialists in the State owe their success to the hand holding done by SICOM in their initial years in the selection of project idea, preparation of project report, site and machinery supplier selection and financial assistance by way of the term loan, seed capital / venture capital assistance.

(5.) SICOM promoted projects in the remote areas of the State to create employment and to better utilise the natural resources available locally, at a time when private entrepreneurs were reluctant to establish projects in such areas.

(6.) SICOM also co-promoted several projects by joining hands with private entrepreneurs in diverse industries.

(8.) SICOM promoted The City and Industrial Development Corporation (CIDCO) and set the ball rolling for development of the city of Navi Mumbai.

(9.) SICOM pioneered financing of Roads and Bridges on Build Operate and Transfer (BOT) model in mid-nineties. Several large companies in the Road Development Sector were benefited from loans extended by SICOM in their initial years when Banks were yet to adopt road financing in a big way.

NLCIL is one of India's most respected Public sector company engaged in lignite mining and power generation. Established in 1956, its operations are spreading throughout the country. In all its years service to the Nation, this brown Coal Company has been a pioneer and trend-setter for breaking its achievements in lignite mining and power generation year by year. Keeping face with the changing business trends, NLCIL has diversified into renewable energy and coal mining business in India and abroad.NLCIL has included its commitment to environment protection and Sustainable development as its corporate objective since inception. NLCIL undertakes wide range of Sustainability development projects and Corporate Social Responsibility measures for the environment protection and community and rural development thus ensuring the sustainable development of the company. NLCIL, Neyveli is a Navratna Company which believes that “Community is not another entity but it is part and parcel of its very existence.”

NLCIL does not believe in profit alone as its prime objective but follows the policy of integrating People, Planet and Profit. Corporate Sustainability vision addresses Society, Environment, and Economy for the success of the company and for the well being of the various stakeholders. Its philosophy on sustainability is to contribute for a greener and healthier planet and hand it over to the future generations. NLCIL maintains a strong focus on sustainable development with conservation of natural resources being integrated into all activities. NLCIL's strategy is to have minimum impact on environment and fulfil the aspirations of various stakeholders. Thrust areas include environment improvement programme such as eco restoration in mines, massive afforestation programmes, rainwater harvesting, waste utilization, and conservation of bio-diversity, effective water and energy management, pollution control, mitigating the impact of climate change. NLCIL is proactive in training its employees in Environment Management.

The company also pursues appropriate standards in safety, quality, energy efficiency, clean mining techniques, emission controls and environment management Further to NLCIL's implementation of the philosophy on sustainability, NLCIL also meets the statutory requirement as stipulated by the Department of Public Enterprises (DPE) over its Guidelines on Sustainable Development for Central Public Sector Enterprises (CPSE).

The Jawaharlal Nehru Port Authority (JNPA) in Navi Mumbai is India's Best-performing port, accounting for around 50% of the total containerised cargo volume across the major ports of the country. Commissioned on 26 May 1989, JNPA transformed from a bulk cargo terminal to the leading container port in India in less than three decades. It is the country’s first 100% Landlord Major Port. Ranked 23rd among the top 100 container ports in the world, JNPA is connected to over 200 ports globally.

Currently, five container terminals operate at JNPA: Nhava Sheva Free Port Terminals (NSFT), Nhava Sheva International Container Terminal (NSICT), Gateway Terminals India Pvt. Ltd. (GTIPL), Nhava Sheva International Gateway Terminal (NSIGT), and the newly commissioned Bharat Mumbai Container Terminals Private Limited (BMCT). The port also features a coastal berth to facilitate coastal cargo, a shallow water berth for general cargo operated by Nhava Sheva Distribution Terminal Pvt. Ltd. (NSDT), and a liquid cargo terminal managed by the BPCL-IOCL consortium. Another liquid cargo terminal developed by JNPA will be operated by M/s JSW - JNPT Liquid Terminal Pvt. Ltd. The second phase of the Fourth Container Terminal is under development and is expected to be fully operational by April 2025, adding an additional quay length of 1,000 meters and an annual capacity of 2.4 million TEUs.

To meet the increasing demand from EXIM trade, JNPA is continuously upgrading its capabilities to offer cost-effective, integrated logistics solutions through infrastructure expansion plans and the implementation of several ‘Ease of Doing Business’ initiatives. These steps include gate automation, an inter-terminal transfer system linking all terminals, Direct Port Delivery (DPD) services for faster delivery of import consignments at reduced costs, the creation of a logistics data bank to track container movements, and the introduction of new tariff incentives for rail cargo to promote modal shift.

In addition, JNPA has also developed a multi-product SEZ in its owned freehold land of 277 hectares to attract international capital and global giants in manufacturing. In addition, the JNPA is also developing a satellite port at Vadhvan and Dry Ports at Jalna and Wardha, to promote the industrialization of the hinterland.

These expansion plans are being developed in an eco-friendly manner and adequate measures are being taken to maintain ecological balance. Today nearly 34% of the port area is under green cover including mangroves and the Port has taken up various other initiatives as a Green Port. JNPA has also undertaken various social initiatives to develop a healthy relationship with the port and the local population. With a view to improving the employable abilities of the local PAPs and other local population, JNPA is in the process of developing – JNPA CIDCO Multi-Skill Development Center to provide and impart proper technical training in different disciplines to PAPs and local persons in order to create suitable skilled labour force by improving/imparting necessary skill to cater to diverse requirements of labour for maritime logistics in Port terminals, requirements of Maritime and other industries, Port Users, Airports and Service Sector.

As India’s leading container port, JNPA is constantly upscaling its operations to provide state-of-the-art technology, efficiency and manpower which comply with international standards. JNPA has firmly anchored itself as the major catalyst for trade and commerce in the country and is strongly committed to providing seamless services to the world that docks here.

The Corporation was established on 13.3.1974 vide Government Resolution, Home Department No. CRP 0174/XV dt. 14.2.1974. It is registered under the Companies Act 1956 vide Registration No. 17281/1973-74. The authorized share capital is Rs. 10.00 crores and paid up capital of 7.96 crores. The Main objective of the Corporation is to construct houses & administrative buildings and to formulate & execute welfare schemes for constituent and affiliated offices of Home Department, Government of Maharashtra including, but not limited to Police and Prison Departments.

Mumbai Metro Rail Corporation Limited (MMRC) is the nodal agency responsible for the implementation of Mumbai Metro Line–3(MML-3) project. Mumbai Metro Line - 3 (MML - 3) is one of such key projects to improve the transportation scenario in the financial capital of India i.e., Mumbai. MML-3 project - 33.5Km. a long corridor running along Colaba-Bandra-SEEPZ, envisages to decongest the traffic situation in Greater Mumbai. It has been constituted as a JV of the Govt. of India (GOI) and the Government of Maharashtra(GOM). It aims to provide a Mass Rapid Transit System that would supplement the inadequate suburban railway system of Mumbai by bringing the metro closer to the doorsteps of the people. With full-scale operations of MML-3, the city would witness significant reduction in traffic volumes and the local transit facility would get a boost. The MML-3 would bring multiple benefits such as comfortable Air-conditioned travel for more than 16 lakh commuters daily, reduction in travel time, reduction in air & noise pollution, improving safety & security of the citizens etc. Upon completion, this fully underground corridor with 27 stations would connect Six business districts, 30 educational institutes, 30 recreational facilities and domestic as well as international airport terminals. It will have five interchange points for suburban railway and one each for Monorail and ‘Versova-Andheri-Ghatkopar’ Metro-1.

Essar Foundation: Empowering Communities, Transforming Lives

At Essar, growth has never been measured by business alone. For decades, the company has paired its commercial success with a deep commitment to creating lasting social impact. Through the Essar Foundation, its social development arm, Essar has worked quietly yet consistently to uplift communities across India, providing tools, skills, and opportunities that empower individuals to shape their own futures. From education and healthcare to women’s empowerment, livelihoods, sports, and disaster relief, the Foundation’s initiatives are diverse-but the goal is singular: inclusive, sustainable development that transforms lives.

Education is the cornerstone of Essar Foundation’s mission. Recognising that learning builds confidence as much as it builds skills, the Foundation works with schools, local institutions, and community organisations to strengthen teaching, enhance learning environments, and introduce digital literacy programs. Scholarships for underprivileged children and vocational training for young adults open doors that were once closed, giving them the confidence and competence to dream bigger and pursue their ambitions.

Good health is another foundation for thriving communities. Essar Foundation’s initiatives span maternal and child health, nutrition awareness, hygiene education, and disease prevention, bringing essential services to regions that are often underserved. Medical camps, health drives, and collaborations with local healthcare providers ensure that healthcare is not a privilege but a shared right, because resilient communities begin with healthy individuals.

Youth empowerment extends beyond the classroom and the clinic. Through sports, Essar Foundation nurtures discipline, teamwork, and perseverance. Coaching camps, tournaments, and talent scouting initiatives help young people discover hidden potential while building leadership skills and self-confidence. Similarly, women’s empowerment remains a critical focus. Programs like Sahej provide skill training, financial and digital literacy, and support for micro-enterprises, enabling women in rural and semi-urban areas to achieve independence, lead initiatives, and contribute meaningfully to their communities.

Livelihood and skill development initiatives complement these efforts, creating sustainable income opportunities for families. Vocational training, entrepreneurship programs, and digital literacy initiatives ensure that communities can achieve financial stability and long-term resilience. The Foundation’s work also extends to urgent crisis response. From natural disasters to the COVID-19 pandemic, Essar Foundation has mobilised resources for immediate relief and long-term rehabilitation. Initiatives such as Essar Cares delivered over two million meals and thousands of PPE kits, while innovations like the Walk-in Sample Kiosk in Chennai ensured safe, contactless testing for frontline workers.

Through all these programs, one thing is clear: Essar Foundation measures impact not by one-off gestures, but by sustained engagement and commitment. Its initiatives empower communities to take charge of their own development, creating lasting change that touches every facet of life. As Essar continues to grow, its legacy of compassion, empowerment, and community partnership stands as a testament to what responsible corporate citizenship can achieve-turning opportunity into transformation for generations to come.

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