The issue of urban infrastructure must be treated as a national priority, with work undertaken at a war footing to improve the lives of India’s citizens, who spend hours in traffic jams and endure poor air quality, KP Singh, Chairman Emeritus, DLF, told ET. In a conversation with ET’s Faizan Haidar, Singh talks about current issues plaguing urban development, how this wasn’t his vision for Gurgaon, and planning his succession. Edited excerpts:
Q: You have been an advocate for urban planning. How satisfied are you with India’s progress on infrastructure and urban planning?
A: I am not satisfied. The test of good urban planning is its ability to accommodate everything related to urban life, enabling citizens to live comfortably and in good health.
If we consider this broad parameter, do we see citizens living in a good environment that promotes health? The answer, as you know, is no. Air quality index (AQI) levels are poor, traffic congestion is severe, roads are narrow, and people are crowded into small apartments with inadequate parking, water supply, and drainage. All of this highlights a lack of vision in the country's development.
A good planner should think nearly 100 years ahead to anticipate population growth and urban needs. India has a thriving workforce and entrepreneurs, and with pro-development government policies, growth is inevitable. As growth continues, there will be increased movement, migration, and a need for expanded infrastructure. Addressing this critical issue is, in my view, the most urgent task before the country.
India is not yet the third-largest economy; we are fifth, moving towards fourth. According to the World Bank and IMF, India is on track to become the third-largest economy. This growth demands substantial urban infrastructure to handle increasing traffic and population movement. Currently, even Gurgaon, which is only 40-50% developed, is congested. Urban planners must think in terms of 100 years and aim for surplus capacity to ensure there’s space for future expansion, rather than taking a myopic approach.
India’s growth today is comparable to the best countries in the world, and it requires top-level government attention.
I may not be here in a few years, but I am concerned about India’s future. If India doesn’t maintain its growth momentum, it will be detrimental. India is dynamic—its entrepreneurs are dynamic, and its government is proactive. Then, why hasn’t sufficient attention been given to urban infrastructure? Who will bear the brunt? Future generations will suffer; if the AQI remains high, what will happen to their health?
Q: Why do you think we are unable to provide better infrastructure and living standards? You have been advocating for this for a long time.
A: To understand the current status, we must look back. In many sectors—like steel, manufacturing, and education—India excels. Our entrepreneurs produce high-quality goods at competitive prices. However, urban infrastructure lags behind.
When the Planning Commission was introduced, the country was focused on managing shortages. At the time, this was relevant. The mistake was applying this shortage mindset to urban infrastructure as well. Forward-thinking planners would have anticipated urban growth, as seen in Chandigarh, Lutyens' Delhi, and Jaipur, where roads are still wide. However, short-sighted planning prevailed, compounded by a 1958 regulation that placed urban land development under public agencies.
Q: What is the way forward?
A: This issue needs immediate action, almost like a war effort. The government must prioritise citizens’ health and well-being. India’s urban planning should shift from a myopic to a surplus mindset. The private and public sectors must collaborate, with visionary leadership driving the change. NITI Aayog should release a white paper on the topic to raise awareness about pollution’s impact on health.
The media can play a crucial role in urging the government to act. Growth will happen regardless, driven by our entrepreneurs and favourable government policies. But without correcting past mistakes and planning for the future, we risk neglecting citizens’ needs for health and quality of life. A course correction must come from the Prime Minister. A blend of visionary bureaucrats and private sector experts should be accountable to the PMO.
Q: You have spent your life developing Gurgaon. Is it what you envisioned?
A: No, initially Gurgaon was meant to be a model of greenery and open space. Regulations changed to allow private development, and NCR was created with green buffers around Delhi and Haryana. But that green vision is lost, likely due to lax enforcement. Strict and punishable enforcement is necessary to ensure adherence to plans.
Q: So, you’re not satisfied with Gurgaon’s growth?
A: While I am pleased with certain amendments by the Haryana government, the initial planning was flawed. To support India’s growth, urban infrastructure planning must be ahead of the growth curve. This is now a war footing priority.
Q: Apartments in DLF V are selling for Rs 100 crore, on par with Lutyens' Delhi. When you began acquiring land, did you imagine this would happen?
A: DLF V has exceeded expectations. If all of Gurgaon had followed this model, the outcomes could have been transformative. The current focus on intensive land use, transitioning to vertical developments, reflects the evolving economic demands of urban areas.
Q: In your latest book, Why The Heck Not, you have discuss the hard work that went into building DLF. If you started today, would you be able to replicate it?
A: No, the current environment makes it difficult to consolidate land on the scale we did. Government acquisition should prioritise efficiency over cost in land allocation.
Q: India is seeing an influx of startups. What is your perspective?
A: The government has fostered a supportive environment for startups, which is the right approach. Many startups will succeed, though some may fail.
Q: Many Indian corporates face succession challenges. You sold your share in DLF—was that to avoid succession issues?
A: My approach was different. Instead of waiting to pass on my legacy through a will, I decided in 2006 to plan for the “autumn” of my life. DLF’s continuity was paramount, and my son, Rajeev, is highly competent. I believe in sharing responsibilities and upholding ethics in business. One piece of advice I always give to Rajiv is to ensure 100% compliance with the law, however complex the regulations may be, and to run the company with ethics and moral values, as I have done throughout my life, never yielding to the temptation of cutting corners. Lastly, whatever you achieve in life, you must share those opportunities with others who are associated with you.
Q: You have been an advocate for urban planning. How satisfied are you with India’s progress on infrastructure and urban planning?
A: I am not satisfied. The test of good urban planning is its ability to accommodate everything related to urban life, enabling citizens to live comfortably and in good health.
If we consider this broad parameter, do we see citizens living in a good environment that promotes health? The answer, as you know, is no. Air quality index (AQI) levels are poor, traffic congestion is severe, roads are narrow, and people are crowded into small apartments with inadequate parking, water supply, and drainage. All of this highlights a lack of vision in the country's development.
A good planner should think nearly 100 years ahead to anticipate population growth and urban needs. India has a thriving workforce and entrepreneurs, and with pro-development government policies, growth is inevitable. As growth continues, there will be increased movement, migration, and a need for expanded infrastructure. Addressing this critical issue is, in my view, the most urgent task before the country.
India is not yet the third-largest economy; we are fifth, moving towards fourth. According to the World Bank and IMF, India is on track to become the third-largest economy. This growth demands substantial urban infrastructure to handle increasing traffic and population movement. Currently, even Gurgaon, which is only 40-50% developed, is congested. Urban planners must think in terms of 100 years and aim for surplus capacity to ensure there’s space for future expansion, rather than taking a myopic approach.
India’s growth today is comparable to the best countries in the world, and it requires top-level government attention.
I may not be here in a few years, but I am concerned about India’s future. If India doesn’t maintain its growth momentum, it will be detrimental. India is dynamic—its entrepreneurs are dynamic, and its government is proactive. Then, why hasn’t sufficient attention been given to urban infrastructure? Who will bear the brunt? Future generations will suffer; if the AQI remains high, what will happen to their health?
Q: Why do you think we are unable to provide better infrastructure and living standards? You have been advocating for this for a long time.
A: To understand the current status, we must look back. In many sectors—like steel, manufacturing, and education—India excels. Our entrepreneurs produce high-quality goods at competitive prices. However, urban infrastructure lags behind.
When the Planning Commission was introduced, the country was focused on managing shortages. At the time, this was relevant. The mistake was applying this shortage mindset to urban infrastructure as well. Forward-thinking planners would have anticipated urban growth, as seen in Chandigarh, Lutyens' Delhi, and Jaipur, where roads are still wide. However, short-sighted planning prevailed, compounded by a 1958 regulation that placed urban land development under public agencies.
Q: What is the way forward?
A: This issue needs immediate action, almost like a war effort. The government must prioritise citizens’ health and well-being. India’s urban planning should shift from a myopic to a surplus mindset. The private and public sectors must collaborate, with visionary leadership driving the change. NITI Aayog should release a white paper on the topic to raise awareness about pollution’s impact on health.
The media can play a crucial role in urging the government to act. Growth will happen regardless, driven by our entrepreneurs and favourable government policies. But without correcting past mistakes and planning for the future, we risk neglecting citizens’ needs for health and quality of life. A course correction must come from the Prime Minister. A blend of visionary bureaucrats and private sector experts should be accountable to the PMO.
Q: You have spent your life developing Gurgaon. Is it what you envisioned?
A: No, initially Gurgaon was meant to be a model of greenery and open space. Regulations changed to allow private development, and NCR was created with green buffers around Delhi and Haryana. But that green vision is lost, likely due to lax enforcement. Strict and punishable enforcement is necessary to ensure adherence to plans.
Q: So, you’re not satisfied with Gurgaon’s growth?
A: While I am pleased with certain amendments by the Haryana government, the initial planning was flawed. To support India’s growth, urban infrastructure planning must be ahead of the growth curve. This is now a war footing priority.
Q: Apartments in DLF V are selling for Rs 100 crore, on par with Lutyens' Delhi. When you began acquiring land, did you imagine this would happen?
A: DLF V has exceeded expectations. If all of Gurgaon had followed this model, the outcomes could have been transformative. The current focus on intensive land use, transitioning to vertical developments, reflects the evolving economic demands of urban areas.
Q: In your latest book, Why The Heck Not, you have discuss the hard work that went into building DLF. If you started today, would you be able to replicate it?
A: No, the current environment makes it difficult to consolidate land on the scale we did. Government acquisition should prioritise efficiency over cost in land allocation.
Q: India is seeing an influx of startups. What is your perspective?
A: The government has fostered a supportive environment for startups, which is the right approach. Many startups will succeed, though some may fail.
Q: Many Indian corporates face succession challenges. You sold your share in DLF—was that to avoid succession issues?
A: My approach was different. Instead of waiting to pass on my legacy through a will, I decided in 2006 to plan for the “autumn” of my life. DLF’s continuity was paramount, and my son, Rajeev, is highly competent. I believe in sharing responsibilities and upholding ethics in business. One piece of advice I always give to Rajiv is to ensure 100% compliance with the law, however complex the regulations may be, and to run the company with ethics and moral values, as I have done throughout my life, never yielding to the temptation of cutting corners. Lastly, whatever you achieve in life, you must share those opportunities with others who are associated with you.
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