After taking a closer look at Nagpur’s water project conducted by Vishvaraj Infrastructure Limited’s (VIL), The World Health Organisation (WHO), has been quite content. The project aims to bring continuous water supply and better quality of water in the city
Working with French company, Veolia Water, VIL has set up a 50:50 joint venture SPV company called ‘Orange City Water Ltd‘. Its objective is to provide 24 x 7 water supply to 100% population including hutment-dwellers in five years. The cost for this project is $ 95 million.
The need for innovation is the truest form through which a company can survive, especially in a competitive environment, the need is more relevant. Luckily or maybe a good business practice by Vishvaraj Infrastructure Limited (VIL) is its need for consistent innovations.
These key innovations are seen in all its projects from the ones based in India to the ones conducted abroad. VIL’s core strength is its unique ability to design innovative structuring of Public Private Partnership projects themselves.
Arun Lakhani shares, VIL’s core strength is its unique ability to design innovative structuring of Public Private Partnership projects.
When it comes to making a sustainable and often accurate and useful corporate social responsibility (CSR) initiative, many forget the P in a Public—Private Partnership (PPP). At Vishvaraj Infrastructure Limited (VIL), the P is revered. After all, at VIL the fourth hidden P in PPP is people.
With such a philosophy, Arun Lakhani, VIL’s chairman and director, is able to transform PPP to a division which is more humane face and greater sensitivity towards its largest stakeholder- the people. “The factoring in of this fourth P as a central focus has a completely transformative impact on the long-term success of the project,” the chairman says.
In fact, every PPP project at Vishvaraj Infra is conceived to benefit the people. But the reality of the corporate world remains in numbers, and maybe that’s where people get lost. Studies done prove that the reasons behind the failure of certain CSR initiative’s is the erosion of not including people. “Without the active involvement of ‘People’ from conceptualisation to the final execution no PPP project can hope for long-term success,” Arun Lakhani says.
Thus, the only way to truly find a solution which can bring about a sustainable and often accurate and useful corporate social responsibility is through open communication and transparency by bringing people in the fold. This clearly is a business imperative for PPP rather than a CSR initiative.