HCL Group and UpLink Launch Fourth Global Aquapreneur Innovation Challenge to Boost Water Resilience
DELHI, India & TIANJIN, China--(BUSINESS WIRE)--Global conglomerate HCL Group and UpLink, early-stage innovation initiative of the World Economic Forum, have announced the fourth challenge of the Aquapreneur Innovation Initiative, the Water Resilience Challenge. The announcement was made at the Annual Meeting of the New Champions in Tianjin, China. Applications are open until August 4, 2025, with winners to be announced in January 2026. The top 10 winners will receive a total financial award of CHF1.75 million divided amongst the innovators. For detailed information and eligibility criteria, visit: https://wef.ch/4kTNwHD
The Aquapreneur Innovation Initiative is a 5-year, 15 million CHF collaboration between UpLink, HCL Group and the World Economic Forum's Food and Water team, to create a first-of-its-kind innovation ecosystem for freshwater. The Innovation Challenge aims to empower global change-makers pioneering groundbreaking technologies, strategies and approaches to conserve, manage and protect water resources.
The Water Resilience Challenge seeks scalable, pioneering solutions that enhance the resilience of water systems facing mounting pressures from climate change, pollution and increasing demand. Submissions are invited across three critical sectors:
Strengthening Infrastructure Resilience – Solutions to strengthen urban and rural water systems including drainage, enhancing their ability to withstand extreme weather (including extreme heat, droughts, floods and stormwater), addressing infrastructure gaps and vulnerabilities, and meeting growing demand.
Rethinking Agri-food Water Use – Solutions to transform agricultural surface water and groundwater use through regenerative and nature-based approaches, improved irrigation practices, and innovations to conserve, reuse, and replenish water resources across food systems.
Optimising Water in the Tech Sector and Energy Systems – Technologies to improve water efficiency and reduce water-related risks in industries such as AI data centres, semiconductor manufacturing, along with solutions that improve water-efficiency in energy generation and recover energy from wastewater.
Sundar Mahalingam, President of Strategy at HCL Group, said, 'Through HCL's collaboration with the World Economic Forum and UpLink, we are helping build a global ecosystem for water innovation — one changemaker at a time. We focus on strategic support — enabling promising innovators to access global platforms, visibility, investors, policymakers, and peer networks. In just three years, 30 innovators supported through this initiative have raised over $90 million and saved over 12 billion litres of water. Our goal is to empower at least 50 such changemakers — and many more in the years ahead.'
John Dutton, Head of UpLink, World Economic Forum, added, ' UpLink and HCL Group's Aquapreneur Innovation Initiative recognizes that solving the water crisis demands a dynamic ecosystem to scale effective solutions. Together with the World Economic Forum's Food and Water Initiative, we are proud to launch the Water Resilience Challenge, calling on bold early-stage start-ups addressing the most urgent water needs of our time, from rising demands in the tech and agritech sectors to climate-driven infrastructure vulnerabilities. By supporting breakthrough innovators and fostering cross-sector collaboration, we're working together to build the water resilience every industry needs to thrive in a water-stressed world.'
'Being part of the Aquapreneur Innovation Initiative has been transformative. For a company at our stage, the credibility from HCL, UpLink, and the World Economic Forum has opened doors to high-level partners and investors we couldn't have reached otherwise, including HCL itself. The financial award and global recognition have positioned us for our next stage of growth, and we've joined a powerful community of innovators tackling the world's biggest water challenges,' said Mansi Jain, Co-founder and CEO of DigitalPaani, a grantee from the previous cohort.
An official announcement regarding the launch of the Water Resilience Challenge will also be made on June 26 at the Chief Sustainability Officers (CSO) Meeting at the ongoing London Climate Action Week organized by the World Economic Forum.
In response to the growing climate variability, groundwater depletion and water-intensive industrial demands, the Water Resilience Challenge seeks to catalyze a new generation of sustainable, scalable and equitable solutions. Selected participants will gain access to funding, mentorship, global visibility, and a powerful network of experts, investors and partners.
About HCL
Founded in 1976 as one of India's original IT garage start-ups, HCL Group is a pioneer of modern computing with many firsts to its credit, including the introduction of the 8-bit microprocessor-based computer in 1978 well before its global peers. Today, the HCL Group has a presence across varied sectors that include technology, healthcare and talent management solutions and comprises three companies – HCL Infosystems, HCLTech and HCL Healthcare. The enterprise generates annual revenues of over US$13.8 billion with 220,000 employees operating across 60 countries. For further information, visit www.hcl.com
About UpLink
UpLink is a World Economic Forum initiative, founded in collaboration with Deloitte and Salesforce, designed to unlock the power of entrepreneurship to tackle the world's most urgent challenges. UpLink builds ecosystems that enable purpose-driven, early-stage entrepreneurs to scale their businesses for the markets and economies that are essential to a net-zero, nature-positive and equitable future. For further information, click here.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Forbes
2 hours ago
- Forbes
How To Earn Up To $150,000+ With AI In 2025
AI consulting is a multi-billion dollar industry projected to grow by 34% by 2028 If you wanted to know what's one of the best ways to make six figures using AI in 2025, look no further than AI consulting. AI consulting is one of the fastest-growing high-ticket business models right now, and what's even more, you don't need to have a tech background to capitalize on this AI boom. Some projects have been known to pay upwards of $150,000. This is especially in-demand and lucrative as more companies seek to prioritize AI integration and implementation as well as strategy, like Andy Jassy, Amazon CEO made clear in a memo released two weeks ago. But first, let's create some context. In 2020, the World Economic Forum predicted that the impact of AI and technology would result in a net increase of 97 million new roles. New job titles would be created, and existing titles would surge thanks to the heavy demand in powering this new technology. That's why we're seeing an uptake in demand for roles like data analysts, data scientists, machine learning engineers, and software developers, and a few new titles that have popped up on the scene. Two years ago, no one would have ever thought of a chief AI officer. Now, that's happening. An AI agent who's essentially your co-worker? Now, what seemed like sci-fi is becoming more of a reality. What about an AI consultant? That's happening too. And below, you'll learn how you can cash in and launch a lucrative AI consulting freelance business. What Do AI Consultants Do? As an AI consultant, your service is more of a strategy role than a tech-focused development one. Some core services you'd perform for your business clients would include (this data is taken from my previous article) How Much Does AI Consulting Pay? The global AI consulting services market is already a lucrative one, and is projected to surge to $64.3 billion, at a compound annual growth rate (CAGR) of 34.2% from 2023 through 2028. This 'indicates accelerated market expansion,' BCC Research states. Some sources point to consulting projects earning up to $175,000 per project, while others, like Glassdoor, note that AI consultants make $199,000 on average in the United States. This indicates that either the likelihood of making nearly $200,000 on a project is not so common, or, it could mean that AI consultants in the employed sense (not contractors) or "underpaid" and would earn more as freelancers or setting up their own agency. How To Start AI Consulting Follow these simple steps to set up your own AI consulting freelance business: Quick Recap As a freelance AI consultant, your job is not to code; your role is to educate, provide support, and strategize with key company decision-makers as they roll out artificial intelligence tools and collaborate with AI agents. There's a strong market for your expertise and services, so focus on applied AI for your field and leverage the current hype to establish yourself as an expert. Having prior knowledge and experience in a specific industry is advantageous as far as understanding ... More regulations is concerned FAQs Can I make money with AI? Artificial intelligence has plenty of scope for income and career-boosting potential. You can launch side hustles, build passive income, and start an AI-powered freelance business. How do I market myself to get clients as an AI consultant? LinkedIn is probably one of the best platforms you can use to market yourself, because that's where the key decision-makers are. Optimize your profile and use it as a space to position yourself as a thought leader, boosting your credibility through unique, practical content posted consistently.
Forbes
8 hours ago
- Forbes
Elka Watch Co. Introduces Arinis X Loch Lãt Swiss Inspired Diver
Arinis x Loch lãt Elka Watch Co. has launched the Arinis x Loch Lãt, a new dive watch that draws on the regional history of Saint-Blaise, a small town on the edge of Lake Neuchâtel. This collaborative release connects modern watchmaking with a local heritage that spans over 4,000 years, including Roman-era construction and early engineering milestones. Whisky dial The name Arinis refers to the ancient designation for Saint-Blaise, where in 80 BCE sandstone was quarried and shipped across the lake to help construct Aventicum, the Helvetian capital of the Roman Empire. Long before that, around 2600 BCE, the now-symbolic Wheel of Saint-Blaise marked an early mechanical innovation. That artifact later became the emblem of Loch Lãt, a local whisky brand involved in the project. The Arinis x Loch Lãt features a 41 mm stainless steel case with a 200-meter water resistance rating, a unidirectional ceramic bezel, and a chevé box-style sapphire crystal with anti-reflective coating. Inside is the La Joux-Perret G100 movement, a modern automatic calibre running at 4 Hz with a 68-hour power reserve and stop-second function. Single malt Loch Lat FEATURED | Frase ByForbes™ Unscramble The Anagram To Reveal The Phrase Pinpoint By Linkedin Guess The Category Queens By Linkedin Crown Each Region Crossclimb By Linkedin Unlock A Trivia Ladder Dial accents and case tones are designed in amber to reflect both the color of Loch Lãt whisky and the sandstone once transported by Roman barges. The hands and markers are filled with Superluminova for underwater legibility, and the crown and caseback are both screw-down for added durability. Buyers can choose from a range of strap options including NATO, leather, rubber, Milanese mesh, or a rice grain steel bracelet. Swiss retail prices range from 1,895 to 1,995 CHF, with international pricing starting at 1,755 CHF excluding VAT.
Forbes
12 hours ago
- Forbes
Why Everyday Development Is Crucial To Closing The Skills Gap
The companies that will thrive aren't those with the most sophisticated training catalogs, they are ... More the ones whose managers can turn everyday interactions into accelerated learning experiences. Research by the World Economic Forum suggests that skill gaps are the "biggest barrier to transformation" as new AI and robotics technologies automate the workplace in the next five years—with 59% of workers needing upskilling or reskilling. Leaders face a challenge of cultivating the mindset, skills and organizational culture to support learning. But are their managers equipped to support this development effort? The Development Dilemma Hiding in Plain Sight Managers are expected to drive performance, deliver results and guide their teams toward organizational objectives. But in today's pressure-cooker environment, where deadlines dominate and resources are constrained, employee development can often feel like just another item on an already overcrowded to-do list. Even well-intentioned managers find development work squeezed out of congested schedules and relegated to quarterly reviews, formal training sessions and the occasional feedback conversations. The result? Inefficient and slow skill development that is bad for business and bad for morale. Employees struggle to apply what they've learned, managers become bottlenecks for problem-solving, and organizations fail to build the adaptive capacity they need to thrive. But what if development didn't require separate meetings or additional time blocks? What if the conversations already happening—team check-ins, problem-solving sessions, project debriefs—became powerful learning moments? This is the core insight behind everyday development: transforming routine managerial interactions into opportunities for growth. Rather than adding new responsibilities, it's about bringing developmental intention to existing conversations. The goal isn't more meetings or separate meetings for learning and development; it's making everyday interactions matter more. The Research Behind How People Actually Learn The idea of everyday development aligns with the 70-20-10 model, an observation dating back to the mid-1980s about how humans acquire skills. The model suggests that about 70% of our development comes from what we learn while doing our jobs, 20% through our engagement with peers and only about 10% from formal training. Many organizations focus their development efforts (and budgets) on the 10%—courses and training—while neglecting the 90% where most learning happens. It's not an argument against formal training; it's an argument for reinforcing formal training by incorporating its lessons into the routine of how we work, from putting things into practice, how we interact with others and the feedback we receive naturally as we get things done. The Manager's Critical Role in Learning Transfer Research by Professors Brian Blume, J. Kevin Ford, and Jason Huang confirms what the 70-20-10 model suggests: managers play a crucial role in whether learning translates into improved performance. Their comprehensive review of studies on informal learning found that managers who effectively support employee development typically provide three types of support: Direct Assistance: Managers provide resources and remove obstacles to learning. They can hold casual conversations or formalized reviews where they discuss gaps in skills and help employees develop learning plans. Managers can then create opportunities where these new skills will be used and conduct regular check-ins on how skills are being put into practice. Guidance: Managers offer feedback, help employees reflect on their experiences and provide advice on how and where to apply new learning. They coach employees through the learning process, making room for failure and encouraging experimentation. Managers can boost motivation by discussing how a new skill will benefit the team member and the company. Emotional Support: Managers should foster a safe environment where employees feel valued and motivated to learn. Throughout their discussions with team members, managers should also respect the employee's current abilities and agency. Finally, managers can play a role in boosting employees' confidence as they learn new skills by showing interest in their development. The researchers say managers are 'a key source of support for employees and assist employees in navigating the opportunities for informal learning that exist in their environment. Managers can inspire and encourage learners to be self-driven in learning the information they need, which fosters curiosity.' Without this support, even the best training programs fail to translate into improved performance. Everyday Development in Practice Managers and leaders constantly give feedback, from notes on an active task to long-term strategic guidance. Sometimes an employee comes to the manager for help. At other times, the manager notices an area for improvement. In both cases, the default is to "fix and tell." This approach can occasionally resolve the immediate issue, but it ensures that when an employee encounters a future problem, they'll return to you to solve it. That takes up your time and takes away an opportunity for growth. Everyday development is as simple as switching a directive to a question. So the next time an employee asks for help, instead of saying "Here's what you should do," you can ask "What are the barriers getting in your way?" or "What do you think we should do next?" That's it! That question becomes an invitation for the employee to share what's really going on—and for the manager to really listen. The difference isn't more training, it's developmental intention in everyday interactions. Building Learning Velocity: Three Core Skills Organizations that master everyday development create the ability to acquire and apply new skills faster than change happens around them. This requires managers to develop three foundational capabilities: 1. Listening to Learn Move beyond listening-to-respond or solve problems. Focus on understanding what's really happening for the other person. Practice asking "What else?" to go deeper into their thinking. 2. Powerful Inquiry Ask questions that expand possibilities rather than narrow them. Replace "Did you follow my suggestion?" with: "What options are you considering?" or "What's your take on this situation?" 3. Practical Empathy Acknowledge the emotional reality of learning something new. Sometimes the observation, "That sounds challenging," provides more value than immediate technical advice. Three Questions That Transform Any Conversation Here are three questions that can turn routine interactions into development opportunities: These questions work because they respect the other person's thinking while creating space for growth. Making It Work: Start with Your Next Conversation The beauty of everyday development is its accessibility. You don't need budget approval or formal programs to begin. You need intention and practice with the three core skills. Feedback is an abundant entry point for everyday development, but there are other routine interactions: The Competitive Advantage Hidden in Plain Sight In a world where AI can automate routine tasks faster than organizations can retrain workers, the companies that will thrive aren't those with the most sophisticated training catalogs, they are the ones whose managers can turn everyday interactions into accelerated learning experiences. This isn't about adding more to managers' plates. It's about being more intentional with conversations they're already having. The 59% of workers who need reskilling won't develop new capabilities through training programs alone. They'll grow through thousands of everyday interactions with managers who understand that development doesn't require special occasions—it requires special attention to ordinary moments. Your next conversation is an opportunity. Will it be just another status update, or will it be a moment that helps someone grow?
