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Our main goal is to understand the user

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Dr Andreas Echelmeyer, Director Conveying & Loading Systems, BEUMER Group speaks on how the company serves customers around the globe, across a wide range of industries.

You have been Director of Conveying & Loading Systems at BEUMER Group in Beckum for a few months now. What are your responsibilities and what would you like to achieve?
Since August 2015, I have been the head of the new Centre of Competence (CoC) for the Conveying & Loading Systems (CL Systems) segment. Under the leadership of the CoC, we would like to globally develop and implement complex system solutions for various industries, such as the mining and raw materials industries, and port handling. In order to achieve this, the customers have to notice us in those fields.

BEUMER is known for providing innovative intra-logistics solutions. Some are still surprised to learn how fast the BEUMER Group has grown in recent years. Today BEUMER also offers complex system solutions in the raw materials industry, a sector in which business was traditionally limited to sales of single machines. Our goal is to become internationally known as a reliable partner in the area of plant engineering as well. We have fewer inquiries from Germany, and increasingly more from Australia, the Far East, Africa, South America and the US. Our mission is to build an international team for conveying & loading Systems that works together on specific projects. In order to ensure a high standard internationally, we must get qualified colleagues from all our local companies on board in all regions.

?Qualified? means that they have to understand the customers in order to precisely communicate their needs with us and develop the perfect solution together with our team in Beckum. This means that we need to stay curious and open-minded for this type of teamwork.

What has changed now for the BEUMER Group with the introduction of the CL Systems segment?
We are rooted in material handling, which is specifically about the efficient movement of bulk materials. However, each industry we serve has very specific requirements. The cement industry, for example, relies increasingly on alternative fuels and raw materials to reduce the use of expensive primary fuels, such as coal and oil. This can also be achieved with household waste that is processed for a particular application. Due to the differing composition of this material, its handling is often very complex. We consult with our customers based on our extensive knowledge of system solutions and provide entire systems, starting from receiving the material at the factory gate, to storing, mixing, conveying and introducing it into the cement production process via the main burner or calcinator.

How do you define expertise in system solutions for your work?
In order to customise a solution, we have to listen very carefully and ask the right questions. These are often questions the customer has not even thought about. Some customers can also have very specific ideas about the solution. Together we analyse the task, and in this dialogue the user learns that we can supply the perfect system solution that can sometimes differ considerably from the original ideas. Our main goal is to understand the user. Another important prerequisite for us as a system manufacturer is flexibility. In order to successfully tackle specific tasks, we sometimes have to learn to let go of established solutions and find an entirely new approach, depending on the application.

How do you get in touch with the users?
Our globally operating colleagues are in close contact with our customers. We are constantly exchanging ideas. Our local colleagues are familiar with the country-specific customs, speak the language and know the market and customer-specific requirements. They can pinpoint the relevant potentials and priority areas. Ideally, the customers themselves approach us at an early stage. Together, we then develop the perfect system. If a new customer comes to us, we will send out experts from our Beckum site in Germany. A team from the local company, accompanied by experts from the CoC, will then discuss the problem in detail with the customer. As a third possibility, the customer sends us a request for quotation. We analyse and examine the request in regards to completeness, and whether all of our questions have been sufficiently answered, and then we evaluate the request. Together with our local colleagues from the responsible group company, we then develop a fitting solution.

Your administrative field is called Centre of Competence (CoC), a globally centralised organisation within a matrix structure. Do you also work together with other CoCs?
In the case of orders from the cement industry, for example, we work closely with our colleagues from the CoC Cement. We can mutually benefit from our respective expertise. Those collaborations are always project-specific.

From which industries do you get requests?
This can vary a lot, because our system solutions are used wherever you need to transport large quantities of bulk material. This is particularly the case for the ore and raw materials industry, but we also deal with applications outside of these core areas, such as food transport.

In ports, for example, we ensure that different materials are efficiently loaded onto ships.

What skills are you looking for in your colleagues?
As you can imagine, the engineers for this task are very experienced and highly qualified, and are able to think outside the box. Often they need to find new ways in order to find the perfect system solution. Particularly with large conveyor systems, the demands on engineers are becoming increasingly complex. Public acceptance of road transport by truck is declining throughout the world, which means that our conveyors have to deal with greater and greater challenges in overcoming topography. For example, we are designing systems with a length of more than 12 km that transport material over extremely steep inclines and declines ?and without transferring material on the way.

If we don?t want to send an expedition team first, we will have to use special software that allows us to merge satellite and aerial images of different resolutions with the respective topographical data. The challenge now for my colleagues is to estimate and analyse the project, in order to make a concrete offer to the customer. We usually don?t have a lot of time for this. It is only possible with an excellent global team.

What experiences do you bring into your new position?
I am familiar with the system manufacturing side, as well as the user side. I was working in the cement industry for eight years. As production manager, I had to oversee complex systems that manufacture more than 13,000 tonnes of steel per day. This is how I am familiar with the demands on system manufacturing coming from the users. I then switched sides and have now worked in systems manufacturing for 12 years. During this time I have set up a global customer support division, among other activities, and I therefore know the expectations of customers: they have ever increasing demands on machine availability and, therefore, on customer support.

How would you assess the current development for plant design in mining?
The prices for raw materials like iron ore or copper have been extremely low for the last two or three years now. This is why the market situation is very difficult at the moment. We feel the effects of companies cutting investments and stopping projects. We expect this low level of investment to continue for another two, three years, until the market stabilises. What else has changed? There is a general trend towards larger tonnages and throughputs because larger production facilities are more efficient. Many users don?t want to set up several parallel systems, but want to cover their entire requirements with one line or as few as possible. This trend considerably influences the development of our systems.

Today, the trend is towards a comprehensive product portfolio in order to offer complete solutions for the entire production process to the customer. Do all components come from BEUMER?
We want to offer comprehensive services to our customers, so that we can also avoid unnecessary interfaces. This is why we deliver everything from one single source. For many of the components that are not part of our portfolio, we always ask ourselves whether to purchase or manufacture them in-house. For gear units and electric motors, as well as systems to quantify material flows, we use selected partners. We also attend trade shows to get a clear picture of the current market developments. It?s the only way to make sure to provide the perfect solution to our customer in terms of profitability. It is not uncommon for plant manufacturers to purchase many of the components. This way we focus on our core competence and always provide the perfect solutions. Our goal is to always supply turnkey systems that allow the customer to work efficiently.

Are you planning on becoming an EPC (Engineering, Procurement and Construction) company for bulk material ? or even an EPCM (Engineering, Procurement and Construction Management) supplier for large-scale plants, also in order to avoid interfaces?
Not necessarily. As plant manufacturers, we want to focus more on the required system solutions and less on industrial construction, excavation and concrete construction. In addition, climate conditions and legislation can vary greatly from China to Tierra del Fuego, Australia or Alaska. This is why for every project we decide if we will be the single provider or if we will work together with a reliable partner in the region. Local partners are familiar with their environment and the pricing, and are usually well connected. We always want to be well aware of the interfaces. We usually decide on a case-by-case basis whether or not to use a local partner. We keep a very close eye on the EPC topic, however. Our customers appreciate that we are a competent expert. They don?t want to buy a tunnel or a foundation. They want a system that solves their problems.

Quick Takes

  • We are known for providing innovative intra-logistics solutions.
  • Our mission is to build an international team for conveying & loading systems that works together on specific projects.
  • In order to customise a solution, we have to listen very carefully and ask the right questions.
  • In the dialogue, the user learns that we can supply the perfect system solution that can sometimes differ considerably from the original ideas.
  • We want to offer comprehensive services to our customers, so that we can also avoid unnecessary interfaces.

Picture credits: BEUMER Group GmbH & Co. KG

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Economy & Market

From Vision to Action: Fornnax Global Growth Strategy for 2026

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Jignesh Kundaria, Director & CEO, Fornnax Recycling Technology

As 2026 begins, Fornnax is accelerating its global growth through strategic expansion, large-scale export-led installations, and technology-driven innovation across multiple recycling streams. Backed by manufacturing scale-up and a strong people-first culture, the company aims to lead sustainable, high-capacity recycling solutions worldwide.

As 2026 begins, Fornnax stands at a pivotal stage in its growth journey. Over the past few years, the company has built a strong foundation rooted in engineering excellence, innovation, and a firm commitment to sustainable recycling. The focus ahead is clear: to grow faster, stronger, and on a truly global scale.

“Our 2026 strategy is driven by four key priorities,” explains Mr. Jignesh Kundaria, Director & CEO of Fornnax.

First, Global Expansion

We will strengthen our presence in major markets such as Europe, Australia, and the GCC, while continuing to grow across our existing regions. By aligning with local regulations and customer requirements, we aim to establish ourselves as a trusted global partner for advanced recycling solutions.

A major milestone in this journey will be export-led global installations. In 2026, we will commission Europe’s highest-capacity shredding line, reinforcing our leadership in high-capacity recycling solutions.

Second, Product Innovation and Technology Leadership

Innovation remains at the heart of our vision to become a global leader in recycling technology by 2030. Our focus is on developing solutions that are state-of-the-art, economical, efficient, reliable, and environmentally responsible.

Building on a decade-long legacy in tyre recycling, we have expanded our portfolio into new recycling applications, including municipal solid waste (MSW), e-waste, cable, and aluminium recycling. This diversification has already created strong momentum across the industry, marked by key milestones scheduled to become operational this year, such as:

  • Installation of India’s largest e-waste and cable recycling line.
  • Commissioning of a high-capacity MSW RDF recycling line.

“Sustainable growth must be scalable and profitable,” emphasizes Mr. Kundaria. In 2026, Fornnax will complete Phase One of our capacity expansion by establishing the world’s largest shredding equipment manufacturing facility. This 23-acre manufacturing unit, scheduled for completion in July 2026, will significantly enhance our production capability and global delivery capacity.

Alongside this, we will continue to improve efficiency across manufacturing, supply chain, and service operations, while strengthening our service network across India, Australia, and Europe to ensure faster and more reliable customer support.

Finally: People and Culture

“People remain the foundation of Fornnax’s success. We will continue to invest in talent, leadership development, and a culture built on ownership, collaboration, and continuous improvement,” states Mr. Kundaria.

With a strong commitment to sustainability in everything we do, our ambition is not only to grow our business, but also to actively support the circular economy and contribute to a cleaner, more sustainable future.

Guided by a shared vision and disciplined execution, 2026 is set to be a defining year for us, driven by innovation across diverse recycling applications, large-scale global installations, and manufacturing excellence.

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Concrete

Technology plays a critical role in achieving our goals

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Arasu Shanmugam, Director and CEO-India, IFGL, discusses the diversification of the refractory sector into the cement industry with sustainable and innovative solutions, including green refractories and advanced technologies like shotcrete.

Tell us about your company, it being India’s first refractory all Indian MNC.
IFGL Refractories has traditionally focused on the steel industry. However, as part of our diversification strategy, we decided to expand into the cement sector a year ago, offering a comprehensive range of solutions. These solutions cover the entire process, from the preheater stage to the cooler. On the product side, we provide a full range, including alumina bricks, monolithics, castables, and basic refractories.
In a remarkably short span of time, we have built the capability to offer complete solutions to the cement industry using our own products. Although the cement segment is new for IFGL, the team handling this business vertical has 30 years of experience in the cement industry. This expertise has been instrumental in establishing a brand-new greenfield project for alumina bricks, which is now operational. Since production began in May, we are fully booked for the next six months, with orders extending until May 2025. This demonstrates the credibility we have quickly established, driven by our team’s experience and the company’s agility, which has been a core strength for us in the steel industry and will now benefit our cement initiatives.
As a 100 per cent Indian-owned multinational company, IFGL stands out in the refractory sector, where most leading players providing cement solutions are foreign-owned. We are listed on the stock exchange and have a global footprint, including plants in the United Kingdom, where we are the largest refractory producer, thanks to our operations with Sheffield Refractories and Monocon. Additionally, we have a plant in the United States that produces state-of-the-art black refractories for critical steel applications, a plant in Germany providing filtering solutions for the foundry sector, and a base in China, ensuring secure access to high-quality raw materials.
China, as a major source of pure raw materials for refractories, is critical to the global supply chain. We have strategically developed our own base there, ensuring both raw material security and technological advancements. For instance, Sheffield Refractories is a leader in cutting-edge shotcreting technology, which is particularly relevant to the cement industry. Since downtime in cement plants incurs costs far greater than refractory expenses, this technology, which enables rapid repairs and quicker return to production, is a game-changer. Leading cement manufacturers in the country have already expressed significant interest in this service, which we plan to launch in March 2025.
With this strong foundation, we are entering the cement industry with confidence and a commitment to delivering innovative and efficient solutions.
Could you share any differences you’ve observed in business operations between regions like Europe, India, and China? How do their functionalities and approaches vary?
When it comes to business functionality, Europe is unfortunately a shrinking market. There is a noticeable lack of enthusiasm, and companies there often face challenges in forming partnerships with vendors. In contrast, India presents an evolving scenario where close partnerships with vendors have become a key trend. About 15 years ago, refractory suppliers were viewed merely as vendors supplying commodities. Today, however, they are integral to the customer’s value creation chain.
We now have a deep understanding of our customers’ process variations and advancements. This integration allows us to align our refractory solutions with their evolving processes, strengthening our role as a value chain partner. This collaborative approach is a major differentiator, and I don’t see it happening anywhere else on the same scale. Additionally, India is the only region globally experiencing significant growth. As a result, international players are increasingly looking at India as a potential market for expansion. Given this, we take pride in being an Indian company for over four decades and aim to contribute to making Aatma Nirbhar Bharat (self-reliant India) a reality.
Moving on to the net-zero mission, it’s crucial to discuss our contributions to sustainability in the cement industry. Traditionally, we focused on providing burnt bricks, which require significant fuel consumption during firing and result in higher greenhouse gas emissions, particularly CO2. With the introduction of Sheffield Refractories’ green technology, we are now promoting the use of green refractories in cement production. Increasing the share of green refractories naturally reduces CO2 emissions per ton of clinker produced.
Our honourable Prime Minister has set the goal of achieving net-zero emissions by 2070. We are committed to being key enablers of this vision by expanding the use of green refractories and providing sustainable solutions to the cement industry, reducing reliance on burnt refractories.

Technology is advancing rapidly. What role does it play in helping you achieve your targets and support the cement industry?
Technology plays a critical role in achieving our goals and supporting the cement industry. As I mentioned earlier, the reduction in specific refractory consumption is driven by two key factors: refining customer processes and enhancing refractory quality. By working closely as partners with our customers, we gain a deeper understanding of their evolving needs, enabling us to continuously innovate. For example, in November 2022, we established a state-of-the-art research centre in India for IFGL, something we didn’t have before.
The primary objective of this centre is to leverage in-house technology to enhance the utilisation of recycled materials in manufacturing our products. By increasing the proportion of recycled materials, we reduce the depletion of natural resources and greenhouse gas emissions. In essence, our focus is on developing sustainable, green refractories while promoting circularity in our business processes. This multi-faceted approach ensures we contribute to environmental sustainability while meeting the industry’s demands.

Of course, this all sounds promising, but there must be challenges you’re facing along the way. Could you elaborate on those?
One challenge we face is related to India’s mineral resources. For instance, there are oxide deposits in the Saurashtra region of Gujarat, but unfortunately, they contain a higher percentage of impurities. On the magnesite side, India has deposits in three regions: Salem in Tamil Nadu, Almora in Uttarakhand, and Jammu. However, these magnesite deposits also have impurities. We believe the government should take up research and development initiatives to beneficiate these minerals, which are abundantly available in India, and make them suitable for producing high-end refractories. This task is beyond the capacity of an individual refractories company and requires focused policy intervention. While the government is undertaking several initiatives, beneficiation of minerals like Indian magnesite and Indian oxide needs to become a key area of focus.
Another crucial policy support we require is recognising the importance of refractories in industrial production. The reality is that without refractories, not even a single kilogram of steel or cement can be produced. Despite this, refractories are not included in the list of core industries. We urge the government to designate refractories as a core industry, which would ensure dedicated focus, including R&D allocations for initiatives like raw material beneficiation. At IFGL, we are taking proactive steps to address some of these challenges. For instance, we own Sheffield Refractories, a global leader in shotcrete technology. We are bringing this technology to India, with implementation planned from March onwards. Additionally, our partnership with Marvel Refractories in China enables us to leverage their expertise in providing high-quality refractories for steel and cement industries worldwide.
While we are making significant efforts at our level, policy support from the government—such as recognising refractories as a core industry and fostering research for local raw material beneficiation—would accelerate progress. This combined effort would greatly enhance India’s capability to produce high-end refractories and meet the growing demands of critical industries.

Could you share your opinion on the journey toward achieving net-zero emissions? How do you envision this journey unfolding?
The journey toward net zero is progressing steadily. For instance, even at this conference, we can observe the commitment as a country toward this goal. Achieving net zero involves having a clear starting point, a defined objective, and a pace to progress. I believe we are already moving at an impressive speed toward realising this goal. One example is the significant reduction in energy consumption per ton of clinker, which has halved over the past 7–8 years—a remarkable achievement.
Another critical aspect is the emphasis on circularity in the cement industry. The use of gypsum, which is a byproduct of the fertiliser and chemical industries, as well as fly ash generated by the power industry, has been effectively incorporated into cement production. Additionally, a recent advancement involves the use of calcined clay as an active component in cement. I am particularly encouraged by discussions around incorporating 12 per cent to 15 per cent limestone into the mix without the need for burning, which does not compromise the quality of the final product. These strategies demonstrate the cement industry’s constructive and innovative approach toward achieving net-zero emissions. The pace at which these advancements are being adopted is highly encouraging, and I believe we are on a fast track to reaching this critical milestone.

– Kanika Mathur

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Technology

ARAPL Reports 175% EBITDA Growth, Expands Global Robotics Footprint

Affordable Robotic & Automation posts strong Q2 and H1 FY26 results driven by innovation and overseas orders

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Affordable Robotic & Automation Limited (ARAPL), India’s first listed robotics firm and a pioneer in industrial automation and smart robotic solutions, has reported robust financial results for the second quarter and half year ended September 30, 2025.
The company achieved a 175 per cent year-on-year rise in standalone EBITDA and strong revenue growth across its automation and robotics segments. The Board of Directors approved the unaudited financial results on October 10, 2025.

Key Highlights – Q2 FY2026
• Strong momentum across core automation and robotics divisions
• Secured the first order for the Atlas AC2000, an autonomous truck loading and unloading forklift, from a leading US logistics player
• Rebranded its RaaS product line as Humro (Human + Robot), symbolising collaborative automation between people and machines
• Expanded its Humro range in global warehouse automation markets
• Continued investment in deep-tech innovations, including AI-based route optimisation, autonomy kits, vehicle controllers, and digital twins
Global Milestone: First Atlas AC2000 Order in the US

ARAPL’s US-based subsidiary, ARAPL RaaS (Humro), received its first order for the next-generation Atlas AC2000 autonomous forklift from a leading logistics company. Following successful prototype trials, the client placed an order for two robots valued at Rs 36 million under a three-year lease. The project opens opportunities for scaling up to 15–16 robots per site across 15 US warehouses within two years.
The product addresses an untapped market of 10 million loading docks across 21,000 warehouses in the US, positioning ARAPL for exponential growth.

Financial Performance – Q2 FY2026 (Standalone)
Net Revenue: Rs 25.7587 million, up 37 per cent quarter-on-quarter
EBITDA: Rs 5.9632 million, up 396 per cent QoQ
Profit Before Tax: Rs 4.3808 million, compared to a Rs 360.46 lakh loss in Q1
Profit After Tax: Rs 4.1854 lakh, representing 216 per cent QoQ growth
On a half-year basis, ARAPL reported a 175 per cent rise in EBITDA and returned to profitability with Rs 58.08 lakh PAT, highlighting strong operational efficiency and improved contribution from core businesses.
Consolidated Performance – Q2 FY2026
Net Revenue: Rs 29.566 million, up 57% QoQ
EBITDA: Rs 6.2608 million, up 418 per cent QoQ
Profit After Tax: Rs 4.5672 million, marking a 224 per cent QoQ improvement

Milind Padole, Managing Director, ARAPL said, “Our Q2 results reflect the success of our innovation-led growth strategy and the growing global confidence in ARAPL’s technology. The Atlas AC2000 order marks a defining milestone that validates our engineering strength and accelerates our global expansion. With a healthy order book and continued investment in AI and autonomous systems, ARAPL is positioned to lead the next phase of intelligent industrial transformation.”
Founded in 2005 and headquartered in Pune, Affordable Robotic & Automation Ltd (ARAPL) delivers turnkey robotic and automation solutions across automotive, general manufacturing, and government sectors. Its offerings include robotic welding, automated inspection, assembly automation, automated parking systems, and autonomous driverless forklifts.
ARAPL operates five advanced plants in Pune spanning 350,000 sq ft, supported by over 400 engineers in India and seven team members in the US. The company also maintains facilities in North Carolina and California, and service centres in Faridabad, Mumbai, and San Francisco.

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