World Environment Day The Westin Gurgaon, New Delhi Reaffirms Commitment to Sustainable Hospitality

New Delhi, Jun 3: As the hospitality industry continues to redefine luxury through the lens of responsibility and environmental consciousness, The Westin Gurgaon, New Delhi is strengthening its commitment to sustainable operations through a comprehensive framework of initiatives designed to reduce environmental impact while enhancing guest experiences.

On the occasion of World Environment Day, the hotel highlights its ongoing efforts to embed sustainability across every aspect of its operations, demonstrating that exceptional hospitality and environmental stewardship can go hand in hand. Guided by the belief that true wellness extends beyond guests to the planet itself, The Westin Gurgaon has adopted a holistic approach that focuses on resource conservation, energy efficiency, responsible waste management and healthier built environments.

Water conservation remains a key priority for the hotel. Through its on-site Sewage Treatment Plant (STP), the property operates a closed-loop system that enables treated water to be reused for flushing and landscaping purposes, significantly reducing freshwater consumption. Additional measures including rainwater harvesting, smart irrigation systems, sensor-based faucets, low-flow showerheads and dual-flush systems further support efficient water management across the property.

The hotel has also invested significantly in energy-efficient infrastructure and smart technologies to optimize consumption and reduce its carbon footprint. The adoption of PNG-based boilers and solar-powered hot water systems has helped reduce reliance on conventional energy sources, while advanced technologies such as the Building Management System (BMS), Energy Management System (EMS) and Chiller Plant Manager (CPM) continuously monitor and optimize energy usage across operations. Intelligent LED lighting equipped with photodetectors, coupled with insulated building materials and natural stone cladding, further contribute to lowering overall energy demand.

Recognising the growing importance of sustainable mobility, The Westin Gurgaon has installed dedicated EV charging stations to support cleaner transportation alternatives for guests and visitors. The hotel also encourages associates to adopt environmentally conscious commuting practices through shared transportation and public transit options, contributing to a reduction in overall emissions.

Aligned with circular economy principles, the property has implemented comprehensive waste management initiatives aimed at minimizing landfill contribution. An on-site Organic Waste Composter converts food waste into nutrient-rich manure, while partnerships with authorised recycling partners ensure responsible disposal and recycling of dry waste. Sustainable materials including recyclable carpeting, eco-friendly furnishings and non-toxic bedding have also been thoughtfully incorporated throughout the property.

Environmental wellness extends beyond resource management to indoor air quality and guest well-being. Advanced air filtration systems, supported by centralised monitoring technologies, help maintain healthy indoor environments throughout the hotel. The use of non-CFC refrigerants, biodegradable cleaning products, eco-friendly laundry detergents and non-toxic pest control solutions further reflects the hotel’s commitment to minimizing environmental impact without compromising guest comfort.

The property also conducts regular government-approved air and soil quality assessments and remains focused on continuous improvement through globally recognised sustainability standards. Its ISO 10001 Sustainability Certification underscores this commitment and serves as a testament to the hotel’s dedication to responsible hospitality practices.

Recognising that sustainability is a collective responsibility, The Westin Gurgaon actively invests in training and awareness programmes for associates, empowering teams across departments to adopt resource-conscious practices and contribute meaningfully towards the hotel’s environmental goals.

As climate action becomes an increasingly important priority for the hospitality sector, The Westin Gurgaon, New Delhi continues to demonstrate how responsible luxury can create lasting value for guests, communities and the environment alike, setting a benchmark for sustainable hospitality in the region.

Study reveals family offices need to strengthen cyber risk defence

June 03: New global research from Ocorian, the specialist global provider of services for asset managers and owners, including private client, fund administration, capital markets, corporate, and regulatory solutions, shows that many family offices are putting themselves at greater risk of a potential cyber attack and don’t have plans in place to recover if they are hit.

It’s estimated that 43% of family offices globally have suffered a cyber attack in the past two years but Ocorian’s study among family members and senior family office employees handling total wealth of $119.37 billion shows almost a fifth (19%) don’t have any defence plans in place to protect themselves from a potential attack. However, 18% of them say that they do plan to put one in place.

This compares to three quarters (75%) of respondents who have taken steps to strengthen their defences against a potential cyber attack in the past two years. Just 7% say they had plans in place more than two years ago.

Should they suffer a cyber attack more than a fifth (22%) of those surveyed say they don’t currently have an incident plan in place to respond and recover. Around 78% say they do have an incident plan ready.

More than one in 10 (11%) family offices surveyed admit that they feel significantly challenged when it comes to delivering the level and quality of cyber security expertise they need to operate effectively. Almost half (49%) say they currently receive advice and support from third-party professionals over cyber security, but this is set to significantly increase, with 72% saying they see the levels of outsourcing around cyber security to increase over the next three years. Of these 41% say they expect a dramatic increase.

 Ian Rumens, Head of Private Client – Jersey, at Ocorian said: “A cyber security attack is becoming an increasing reality and can have huge implications for family offices, damaging reputations, triggering loss of stakeholder confidence and putting long-term relationships at risk. While many are taking steps to put the necessary precautions and defences in place, such as getting expert third-party advice, there are still too many who are highly susceptible.

 “The financial impact can also be significant, from direct theft and fraud to business interruption, incident response costs, regulatory fines and potential litigation. It’s also vital that family offices work closely with all their service providers and suppliers to make sure those partners have the right protections in place too, helping reduce the risk of a cyber incident spreading through the wider ecosystem.

 “Finally, organisations should ensure strong backup and recovery arrangements are tested regularly to help protect against data loss or corruption, so critical records and reporting can be restored quickly and accurately. On top of this, with no incident plan in place, it could also take those affected by an attack much longer to respond and recover afterwards.”

 Ocorian’s award winning dedicated family office team provides a seamless and holistic approach to the challenges and opportunities families face. Its service is built on long-term personal relationships that are founded on a deep understanding of what matters to family office clients. Its global presence means Ocorian can provide bespoke structures and services for international families no matter where they live.

 Key services include formation and administration of family offices, HR support services, support with lifestyle and luxury assets, family governance, resident and relocation services and specialist support with immigration, visas, payroll, marine and aircraft crew management and financial reporting.

Clean Energy Sector to Generate 44 Lakh Jobs by 2030, Rooftop Solar Leads Growth: CEEW-NRDC

New Delhi, June 3 : India’s 500 GW non-fossil fuel capacity target and goals under the National Green Hydrogen Mission could generate over 44 lakh full-time equivalent  jobs, according to a new independent study launched today by the Council on Energy, Environment and Water  and the Natural Resources Defense Council India. Rooftop solar is projected to be the single largest employment engine, accounting for ~43 per cent of these estimated jobs.

The study, Driving Energy Transition: Workforce, Skills, and Gender in India’s Renewable Energy Sector, was conducted with technical guidance from the Ministry of New and Renewable Energy  . It is based on a primary survey of companies conducted in 2024–25 across the solar, wind, bioenergy, and hydropower sectors. The study developed new FTE employment coefficients to estimate workforce intensity across different clean energy technologies and business phases across solar, wind, bioenergy, and hydropower sectors, and estimates direct jobs created during component manufacturing, project deployment, and operations. India now ranks third globally in renewable energy installed capacity and achieved its target of meeting 50 per cent of cumulative electric power installed capacity from non-fossil sources in 2025, five years ahead of schedule.

Speaking about the prospects of job creation in clean energy sectors, Shri Santosh Kumar Sarangi, Secretary, MNRE said,

 “The element of people’s involvement is intrinsic to a successful green transition. The positive externalities involved in keeping people as the focus of this green transition is intrinsic, and India has shown that our economic growth trajectory as well as sustainability goals can be pretty well aligned. Last year, we achieved about 51 gigawatts of solar and wind, and hopefully, this momentum will continue and expand in the subsequent years..”

Dr Arunabha Ghosh, CEO, CEEW, said,

“India’s energy transition must also be a workforce transition. The opportunity is about creating livelihoods, building skills, deepening domestic supply chains, and ensuring that the benefits of clean energy reach households, farmers, workers, and entrepreneurs while also adding gigawatts. Rooftop solar shows why distributed renewables matter: they generate clean power while creating more jobs per MW than utility-scale projects. To convert India’s clean-energy ambition into a durable employment engine, India must continue to invest in high-quality skilling, transparent workforce data, and inclusive participation.”

Rooftop solar leads workforce addition

The findings are significant as rooftop solar gains momentum. The CEEW-NRDC study finds that of the 6.5 lakh clean energy workers added between FY23 and FY26, the largest share came from rooftop solar, which accounted for 62 per cent of the total workforce addition. This was followed by PM-KUSUM at 16.3 per cent, biomass power at 12.6 per cent, ground-mounted solar at 6 per cent, etc.

Rooftop solar creates more jobs because it has to be installed home by home, shop by shop, and building by building, unlike large solar or wind projects that are built at a single site. This means more workers are needed for customer outreach, site surveys, design, installation, grid connection, and maintenance. For instance, rooftop solar generates 44 times more FTE job-years per MW than utility-scale solar. The study estimates that rooftop solar generates ~45 FTE job-years/MW, compared to 1 FTE job-year/MW for ground-mounted solar and ~0.6 FTE job-year/MW for wind. Decentralised clean energy systems were found to be significantly more jobs-intensive than large-scale systems.

Dipa Singh Bagai, Country Director, NRDC India, said,

“Clean energy jobs are essential to India’s economic growth, energy security, and climate goals. This study shows that distributed renewable energy, especially rooftop solar, can create employment across cities, small towns, and rural areas. But job creation will require deliberate planning, credible workforce reporting, and stronger industry-training partnerships so that workers are ready for the next phase of India’s energy transition.”

Women remain underrepresented in solar and wind energy jobs

The CEEW-NRDC study finds that women account for only 11 per cent of the total workforce in solar and wind deployment and manufacturing sectors. Women’s participation is highest in rooftop solar at 15 per cent, followed by solar module manufacturing at 13 per cent, floating solar at 12 per cent, and ground-mounted solar at 11 per cent. The study also finds that 61 per cent of women in the clean energy workforce are employed in non-technological roles such as human resources, accounting, and administration.

Clean energy jobs will require higher skills

The study also finds that ~13 lakh FTE jobs could be in operations and maintenance and manufacturing roles, sustained over the lifetime of projects or manufacturing facilities. However, realising this employment opportunity will require a stronger skills ecosystem. Around 60 per cent of jobs in clean-energy project deployment require highly skilled or semi-skilled workers. In manufacturing sectors, this rises to 80–90 per cent, underscoring the need for technical training, practical field exposure, and career progression pathways.

Recommendations

The study recommends that MNRE and related institutions institutionalise mandatory workforce reporting through existing processes such as subsidy disbursement, tenders, and regulatory frameworks. It also calls on clean-energy companies to invest in gender inclusion and career advancement programmes, while training institutes should strengthen hands-on learning and keep curricula aligned with changing industry needs. As India scales towards its 2030 clean-energy targets and long-term net-zero goal, the CEEW-NRDC report emphasises that workforce planning, skilling, gender inclusion, and reliable jobs data will be essential to ensure that the clean-energy transition creates not just capacity, but quality livelihoods.

Staying Without Leaving a Scar: How EkoStay Is Building a Travel Brand That Works With Nature, Not Against It

Mumbai, June 03: Every year on World Environment Day, the conversation turns to what must be changed. At EkoStay, the conversation has always been about what should never be built in the first place.

Founded in 2018, EkoStay is India’s fastest-growing professionally managed villa brand with 150+ curated homes across 12+ leisure destinations, ₹40 crore in revenue for FY 2025–26, and not a single rupee of external funding. But behind those numbers is a model that, by its very design, treads lightly on the planet.

In an industry where growth typically means breaking ground, pouring concrete, and consuming energy at scale, EkoStay has grown by doing the opposite: unlocking the potential of homes that already exist.

THE GREENEST HOTEL IS ONE THAT WAS NEVER CONSTRUCTED

India’s hospitality sector is booming and so is its construction footprint. New hotels, resorts, and mega-developments continue to consume land, water, and natural resources across the country’s most ecologically sensitive destinations.

EkoStay’s model is structurally different. Rather than erecting new buildings, the brand brings underutilised second homes and private properties into its professionally managed portfolio. Every villa onboarded is an existing structure renovated, not built; restored, not razed.

This approach means that EkoStay’s growth does not directly increase the construction footprint on India’s natural landscapes. The hillsides of Ooty remain hillsides. The coastline in Alibaug remains a coastline. EkoStay simply creates a better-managed way for travellers to experience them within homes that were already there.

“Our expansion is not just about increasing numbers. It is about deepening our connection with travellers across India. Each new property is a step toward our vision of creating immersive, design-led spaces that feel like a second home while delivering exceptional hospitality.” Husain Khatumdi, MD & Co-Founder, EkoStay

NATURE IS NOT THE BACKDROP-IT IS THE BUSINESS

EkoStay’s portfolio spans some of India’s most ecologically rich and environmentally significant destinations: the Nilgiris (Ooty, Kodaikanal), the Western Ghats (Lonavala, Mahabaleshwar, Igatpuri, Karjat), the Konkan Coast (Alibaug), wine country (Nashik), and the shores of Goa.

These are not generic tourist zones. They are biodiverse, often fragile environments that benefit from responsible, low-density travel rather than mass tourism infrastructure. By channelling travel demand into existing private homes, EkoStay inherently distributes visitor footfall across residential spaces rather than concentrating it in large, resource-intensive hotel complexes.

The brand’s deliberate, demand-led expansion strategy selecting only high-traction micro-markets with structurally strong demand also acts as a check against overdevelopment. EkoStay does not expand for the sake of scale. It expands where the ecosystem of travellers and destinations can genuinely sustain it.

“Our focus has always been on identifying destinations where demand is structurally strong and aligning our supply accordingly.” Zishan Khan, Chief Acquisition Officer & Co-Founder, EkoStay

REVIVING PROPERTIES, EMPOWERING COMMUNITIES

EkoStay’s Villa Makeover Programme which transforms underutilised second homes into professionally managed vacation villas is as much a community initiative as it is a business one.

When a property is onboarded onto EkoStay’s platform, renovation and beautification work is carried out by skilled local manpower sourced from the surrounding community. This is not incidental it is a stated commitment of the programme, ensuring that the economic benefits of tourism flow directly to the people who live closest to these natural destinations.

The logic is simple and powerful: when local communities have a material stake in the health and attractiveness of their surroundings, conservation becomes self-sustaining. A local carpenter who builds the furniture for a villa, a local caretaker who maintains the garden, a local cook who serves guests each has a reason to care about the quality and preservation of the place they call home.

This model mirrors the foundational principle of responsible tourism: that travel should leave communities better off, not just passed through.

“This initiative strengthens our long-term vision to not only expand EkoStay’s presence across new regions but also to create sustainable, profitable models for property owners.” Sohail Mirchandani, COO & Co-Founder, EkoStay

A PRIVATE VILLA STAY IS ALSO A QUIETER FOOTPRINT

The environmental case for private villa stays over conventional hotels is straightforward. A group of eight travellers sharing a villa uses one kitchen, one water supply, one set of common spaces. The same group in a hotel occupies eight separate rooms, eight separate sets of air conditioning, eight separate housekeeping cycles, eight sets of daily linen changes.

Villa stays are inherently resource-efficient not because EkoStay mandates specific green practices at each property, but because the format itself consolidates consumption. Guests cook together, share spaces, and self-manage many of the daily resource decisions that hotels manage centrally and wastefully.

As India’s travel preferences shift toward private, experience-led stays a shift that EkoStay both reflects and leads this structural efficiency becomes a meaningful environmental dividend.

BOOTSTRAPPED, PROFITABLE, AND BUILT TO LAST

There is an environmental argument for financial sustainability too. Businesses that rely on external capital to fund growth often prioritise speed over responsibility expanding inventory before the operational discipline is in place to manage it well.

EkoStay’s eight-year journey without a single rupee of external funding tells a different story. The brand has grown because guests come back. Revenue is reinvested. Properties are chosen carefully. Operations are scaled only when the capability to serve guests well is already in place.

This is, at its core, a philosophy of sufficiency the same philosophy that underpins sustainable living. Take what you need. Grow at the pace the ecosystem supports. Build things that last.

“India’s travel behaviour has fundamentally shifted towards private, experience-led stays where travellers seek space, flexibility, and curated hospitality. We are focused on building depth within high-performing micro-markets while simultaneously unlocking new leisure destinations that show strong long-term potential.”  Varun Arora, CEO & Co-Founder, EkoStay

EKOSTAY: BY THE NUMBERS

•Founded: 2018 | Headquarters: Worli, Mumbai

•Portfolio: 150+ professionally managed villas | Target: 220+ properties

•Destinations: 12+ leisure micro-markets across India

•Revenue FY 2025–26: ₹40 crore | YoY Growth: 43% | EBITDA Margin: ~10%

•External Funding Raised: Nil — entirely bootstrapped

•Occupancy Rate: ~56%

•Key natural destinations served: Nilgiris, Western Ghats, Konkan Coast, Goa, Nashik wine country

•Community impact: Local labour and manpower engaged for all property renovations under Villa Makeover Programme

Bhartiya Mall of Bengaluru Strengthens its Experiential Retail Portfolio with Sorele, Kameleo and Frido

Bengaluru, June 3: Bhartiya Mall of Bengaluru continues to strengthen its position as one of North Bengaluru’s premier lifestyle and experiential retail destinations with the addition of emerging D2C and innovation-driven brands Sorele, Kameleo, and Frido.

The latest additions reflect a larger shift in consumer preferences, as shoppers increasingly seek brands that combine individuality, comfort, wellness, and experience-driven retail. As digitally native brands continue expanding into offline spaces, Bhartiya Mall of Bengaluru is evolving its retail mix to offer immersive and community-driven shopping experiences tailored to Bengaluru’s young, aspirational, and fast-growing consumer base.

Among the newest additions is Sorele, a contemporary fashion jewellery brand known for its minimalist yet modern and versatile collections, crafted with 18K gold plating and lab-grown Moissanite diamonds. Catering to Gen Z, working professionals, and urban families, the brand offers conscious luxury designed to transition seamlessly from workwear to occasion wear.

Enhancing the mall’s fashion portfolio is Kameleo, a customised fashion footwear brand focused on creativity and self-expression. Kameleo allows shoppers to personalise footwear by mixing and matching soles and straps across collections such as Candy, Poppi, and Twin, combining vibrant aesthetics with lightweight, all-day comfort for younger consumers seeking personalised fashion experiences.

The launch of Sorele and Kameleo at Bhartiya Mall of Bengaluru also marks the brands’ first-ever store within a mall format, reflecting a broader shift from high-street retail to destination-led experiential spaces.

Further strengthening the mall’s lifestyle and wellness offerings, Frido brings its ergonomics and comfort-led product range focused on posture support, mobility, and everyday wellness. As health-conscious living and functional lifestyle products gain traction among urban consumers, brands like Frido offering strongly aligns with the needs of today’s consumers, particularly young tech professionals within the Bhartiya Center of Information Technology ( a tech park within the Bhartiya City ecosystem), alongside families and wellness-conscious shoppers seeking comfort-driven innovations in their daily lives.

The addition of brands such as Sorele, Kameleo, and Frido highlights the growing momentum of digitally native and experiential brands expanding beyond online-first models to build stronger consumer engagement through physical retail environments. Increasingly, consumers want to physically experience and interact with the D2C brands they discover online, and Bhartiya Mall of Bengaluru is enabling that transition by bringing these brands closer to customers within an integrated lifestyle destination.

As North Bengaluru rapidly evolves into one of the city’s most dynamic residential and commercial growth corridors, Bhartiya Mall of Bengaluru continues to build a future-ready retail ecosystem that seamlessly integrates fashion, lifestyle, wellness, dining, and entertainment experiences under one destination. With over 5,000 families moving into North Bengaluru every month, the region is fast emerging as one of Bengaluru’s most high-growth real estate markets.

“At Bhartiya Mall of Bengaluru, we are seeing a strong shift in how digitally native brands approach offline retail. Today’s consumers discover brands online, but they increasingly want immersive physical experiences before making purchase decisions. Brands like Sorele and Kameleo choosing Bhartiya Mall of Bengaluru for their first mall stores reflects the strength of our ecosystem and the kind of consumer community we cater to, from young residents and working professionals to families and aspirational shoppers across North Bengaluru. With additions like Frido, we are also strengthening categories centred around wellness, comfort, and lifestyle innovation, which are becoming increasingly relevant for modern urban consumers,” said Jermina Menon, Brand & Marketing Strategist, Bhartiya Urban.

With an expanding mix of fashion, lifestyle, wellness, dining, and entertainment offerings, Bhartiya Mall of Bengaluru remains committed to delivering curated retail experiences aligned with the aspirations of Bengaluru’s next-generation consumers.