Economy & Market

Brand Stand

Published

10 years ago

October 31, 2016

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The Indian cement industry is paying sub-optimum attention to brand management, despite two-thirds of its volumes being in the consumer market, says YOGI VASHISHTA.

Today, most successful businesses are valued far more than the value of their tangible assets by the market. Globally, brands as assets are estimated to account for approximately one-third of all corporate wealth. In this context, it is important to interrogate how brands are being paid attention by the Indian cement industry.

One quick way to judge the importance of branding by an industry is to peer into its M&As and see how much have the brands been valued in those transactions. It is informative indeed to see what assets have been prioritised as sources of value in arriving at fair valuation in some of the recent M&As in the cement industry in India. Brands as assets have hardly featured in arriving at the enterprise value. Most mid- and small-size cement companies have had their enterprise value lower than even the current replacement cost of the tangible assets. An enterprise value even marginally higher than the replacement cost is considered admirable for a cement company – such is the pre-eminence of the tangible assets in valuing a business in this industry! Even those assets that have had their enterprise value higher than their replacement value were so valued because of their operational efficiencies and higher productivity. Brands didn’t feature much for what value they brought to the business.

Every industry has its unique complexities that inform its valuation perspective. The cement industry has its own reasons to prioritise the quality and strategic fit of the tangible operating assets, but does it have to be at almost a complete exclusion of the value of brand as an asset?

Granted, it doesn’t help that most cement brands are actually the corporate names, which, in an acquisition scenario, present their own unique use/ownership issues. However, the corporate history world over is replete with examples when a corporate brand name has been bought over for the consumer goodwill and equity of the brand, and the new owners have carefully transferred the said equity to another brand. Obviously the concerned brands presented significant equity to have commanded premium valuation despite the effort involved in transferring the equity to another brand. Closer home, L&T Cement name changeover to UltraTech is one such example.

Value proposition
It is beyond any debate that out of all that a corporation owns, the brand is the most important and the most sustainable asset. Even at operational levels, companies driven by strong brands have delivered significantly superior financial performance compared to their peers not driven by strong brands. In sum, strong brands mean better returns, period. And the Indian cement industry is certainly paying sub-optimum attention to brand management, despite two-thirds of its volume being in the consumer market.

Brand creation is not a priority
For FY 2015-16, the Indian cement industry collectively spent about Rs 220 crore on advertising across TV, print and radio – the above the line (ATL) media. Arguably, the industry does spend a significant part of its advertising budget on media like billboards and wall painting. Though it is hard to estimate these spends, we may not be too off the mark if we were to assume the total advertising spend at double the amount spent in ATL. At Rs 440 crore, the spend makes it a miniscule 0.28 per cent of revenue of this mammoth Rs 153,000 crore industry! Clearly the industry doesn’t consider advertising an important business tool. And what is even more revealing is what this much-less-than-optimum budget gets spent on – very generic, mere salience building advertising. Most advertising discourse is focused on the core expectation from the category – strength/durability or even more general things like quality, trust etc. The quality of advertising betrays the fact that neither deep consumer insights nor rigorous competitive product analysis to drive differentiation is being deployed.

A large study owned by Young and Rubicam that tracks hundreds of brands across a large spectrum of categories, shows that ‘differentiation’ is a large prerequisite for a brand to start getting created, a meaningful differentiation of course. But the cement brands, as revealed from their advertising, are hardly making efforts to create differentiation.

And yet, advertising is not even the core of genuine brand building. It is at best one of the tools, only one of the ingredients in brand creation.

Not just about advertising
Before it gains ground, it is critical to perish the thought quickly and early on in this article, that brand is all about advertising. In fact the cement industry’s skin-deep engagement with brand creation and management suggests it might be afflicted with this notion. Being brand driven is much deeper than being mere advertising driven. It is a strategic shift in the way an organisation conducts its business.

Closely related to advertising, but a very basic and fundamental brand prerequisite is to be consumer driven. Brand-driven organisations will be strongly consumer-knowledge and understanding driven. In the cement industry, even the most basic exercises like segmentation and differentiation, the building blocks of basic brand management and marketing construct, are missing – something that one would expect from an industry with such a large number of players as an approach to competitive engagement.

Branding is a commitment at the business strategy level. Who will the brand serve most, what will the brand promise, and how will it back that promise up in each and every act, where will it spend most of its R&D efforts, which aspects of its operations will it seek to excel in, what kind of internal business review matrices will it deploy, what kind of talents it will hire, etc., are the kind of alignment being branding driven demands.

Branding-driven organisations are constantly chasing deeper and deeper consumer understanding, seeking product and service innovations, and seeking points of meaningful differentiation and departure. They are essentially seeking sustainable competitive advantages that are harder to beat or compete with.

Isn’t cement a commodity?
So what?
It might be the best news, from a branding point of view.
Cement being a commodity is an often-heard refrain in the industry. And, just like its belief that mere advertising equals branding, even this could count as a self-defeating belief. It is not that it is a commodity, but the fact is that this over-arching belief might be making us put fewer efforts in creating deeper brand assets. Is salt any less of a commodity? What about flour, cooking oil? And drinking water, coffee, tea, sugar, milk, hair oil? It is a secret that not many are in the know of; biggest brands have indeed been created and built in commodity categories! Only the last 20-odd years have been somewhat of an exception where technology products might have taken the centre-stage in brand creation and investment. Otherwise the biggest brand battles have been fought in the commodity space, and some of the biggest brand values too have been created in the commodity or near commodity space.

If one were to ask what, between a coffee and a cement, might feature as carrying higher stakes to the customer, we might discover an even happier news that not only is cement just like many commodities that are best amenable to brand creation, it is one of the most important commodities in terms of the stakes it carries. Even a cursory interrogation of the category makes one wonder why some of the most obvious unique customer needs haven’t been used to create market segmentation and brand positioning, e.g., cements best suited for structures in coastal areas or high rain areas or for areas of extreme temperatures, cements best suited for different parts of a structure like foundation and slabs, cements for those who seek quicker construction time, cements that need less water for regions that are water deficit, etc. Why are there no attempts at SKU (stock keeping unit) sizes? Yes, it does call for a significant disruption in the entire supply chain, but that exactly is the difference between an industry that is consumer driven and the one that is inside out.

Consumer-driven organisations will make all efforts to overcome the current constraints to fulfil customer expectations while the inside-out organisations will make compromises with their existing constraints and in the process miss out on creating customer delight by finding solutions they want. If fresh cement is a big deal, it may make sense to for a player to think of a logistics innovation that minimises time taken for the cement to travel from manufacturing to the site, something that allows the cement to arrive ‘hot and fresh’ on the construction site.v Admittedly, there have been attempts, but so feeble that they seem to have lacked conviction and served to only reiterate the existing self-limiting belief that cement is a commodity that is best treated as a commodity.

Hurdles
Hard to tell, but mostly it is about an industry’s belief system that the industry defines itself with. What you consider as a belief to live with and perpetuate, and what you challenge makes all the difference.

Even the way an organisation structures itself gives higher or lower emphasis to various aspects of business. Branding in cement companies is largely relegated to some marcom teams, seen as fiddling around with logos and colours etc. The brand spends are mostly seen as those painful line item expenditures that, unfortunately, can’t be avoided. For want of robust brand strength matrices and their proven co-relationship with business impact, the finance guys, and rightfully so, remain ambivalent about it. The industry, driven mostly by those who have come up at the leadership positions from the manufacturing side, possibly sees itself as a hard, masculine industry and, seeing branding only as cosmetic advertising, views it as a rather soft subject that some designers are left to deal with.

The stage at which branding kicks in is another key determinant of what stops an organisation from making the best use of branding. If it is at the fag end of an organisation’s core work – ‘product is ready, now let us create some advertising’, the branding will be superficial, cosmetic and sub-impactful. For it to be effective, branding has to be the starting point of an organisation’s business and competitive strategy. It is what should be driving what kind of product differentiation to work towards, what quality standards to chase, what kind of packaging, how many SKUs, what kind of logistics and time to delivery, what kind of distribution strategy, what kind of stock keeping both at the warehouses and at the retail counters etc., to have. The organization as a whole must align itself to deliver on the brand strategy and not just the brand or marketing head. After all, a brand represents the entire organization’s commitment and efforts to get the all-important competitive advantage. It is a promise that the entire organization has to fulfil in all its functions.

Branding benefits
If managed well, brands bring immense operational and strategic benefits. They prompt business re-thinks from what product one is selling to what benefits one delivers and stands for. This in turn, in the cement industry for example, could lead to questions like what other product category could one extend a brand to. It is shocking to realise that most of what goes into building a house is unbranded material from the unorganised sector. Cement represents only about 10-15 per cent. Why should a cement organisation not consider extending itself into some of the other materials needed for construction – like sand and bricks?

Good brand management cultures would also make organisations ask questions like licensing and franchising as possible low cost/low capital ways to business growth. Though hard work, brands bring disproportionate operational and strategic rewards. They not only have influence on the consumer, they even influence talent attraction and attrition. Beyond the organisation’s immediate concerns, brands even have significant social influence and serve as buffers of goodwill in moments of rare organisational failures or crisis.

Brands certainly drive customer loyalty and advocacy and fetch higher market shares and price premium. They even drive significant operational efficiencies and eventually, stakeholder value. What the brand thinking delivers beyond the financial parameters is even more precious – like organisational alignment and clarity; it unleashes collective energy and blesses the practicing organisation with the most sustainable competitive advantage called a ‘brand’ and a most prized culture of being ‘consumer driven’. So it not whether or when, but how should the cement industry start creating mega brands out of their huge businesses. Branding is a critical business enabler that key stakeholders of the cement industry should start demanding without any further loss of time, and that too in a fundamental, comprehensive and scientific approach. It will only surprise the industry by its impact and value creation. And we may soon see valuations in the sector that gladden the hearts of shareholders even more.

Yogi Vashishta is a brand strategy consultant. He is presently CEO, Minority Brand Creation and Management LLP. Yogi has worked in leadership roles across ad agencies, market research, manufacturing, and marketing organisations, India and abroad. He has experience across diverse categories and brands like VIP Skybags, Orient Fans, Levers, Cadbury’s, McDonald’s, Reliance Cement, Servo and Kinetic Honda.

Economy & Market

The Road Ahead Begins Here

Published

1 day ago

August 11, 2026

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The future of India’s roads took centrestage at RAHSTA Expo 2026, where policymakers, contractors and industry leaders came together under one roof. The event blended thought leadership, technology showcase and industry recognition into a single powerful platform.

India’s roads and highways community gathered in full strength at the Jio World Convention Centre, Mumbai, for the 16th edition of the RAHSTA Expo (Roads and Highways Sustainable Technologies & Advancement). Over two action-packed days, the event brought together policymakers, contractors, consultants, developers, equipment manufacturers, material suppliers, technology providers and investors to deliberate on the future of India’s ,infrastructure while showcasing the latest innovations driving the sector.

The event culminated in the prestigious RAHSTA Awards, where Shri. Ajay Tamta, Union Minister of State for Road Transport & Highways, felicitated organisations and professionals for their outstanding contributions to road construction, engineering, safety, sustainability and technology. With leading contractors, senior government officials, industry veterans and technology providers under one roof, the event reaffirmed RAHSTA’s position as one of India’s most influential platforms for the roads, highways, bridges and tunnels ecosystem.

Organised by FIRST Construction Council in association with ASAPP Info Global Group, RAHSTA has steadily evolved beyond an exhibition into a platform where policy, technology, engineering and business converge to address the opportunities and challenges shaping India’s next generation of transport infrastructure.

Beyond expansion, towards value

The conference opened with a thought-provoking address by Pratap Padode, Founder and Editor-in-Chief, Construction World, who observed that India’s highways sector has reached an important inflection point. Introducing this year’s theme – ‘From Expansion to Value: The Next Phase of India’s Highways’ – he noted that while the country has successfully expanded its road network over the past two decades, the industry’s priorities are now shifting towards building infrastructure that delivers greater lifecycle value, durability, safety and operational efficiency. With funding pressures, asset monetisation and evolving project models changing the sector’s dynamics, he said the focus must now move beyond kilometres constructed to the quality and long-term performance of every asset.

Dr Brijesh Dixit, Managing Director, Maharashtra State Infrastructure Development Corporation (MSIDC), reminded delegates that successful infrastructure delivery is ultimately a collective effort. Emphasising on collaboration between government, industry and engineering professionals, he remarked, “There is no loser in a winning team, and there is no winner in a losing team,” urging stakeholders to work together to deliver projects with quality, financial sustainability and technological excellence.

Delivering the keynote address, Bidur Kant Jha, Director, New Technologies for Highway Development, Ministry of Road Transport & Highways (MoRTH), outlined the Government’s long-term vision for India’s highway network. Highlighting the country’s 6.26 million km roads network, he spoke about the growing adoption of digital planning tools such as BIM and GIS, bridge health monitoring systems and Integrated Smart Transport Corridors under the Vision 2047 roadmap. He emphasised that while India remains open to global innovations, every new technology must be adapted to Indian conditions before large-scale deployment.

Addressing the gathering during the awards ceremony, Tamta underlined the increasing role of specialised equipment and modern construction technologies in executing complex infrastructure projects across diverse terrains. Referring to challenging tunnel projects in Uttarakhand, he noted how advanced machinery has transformed execution capabilities, while also acknowledging the rapid evolution of Indian contractors into globally competitive infrastructure companies. Recognising excellence through industry awards, he said, motivates organisations to continually raise performance standards and embrace innovation.

Meanwhile, Dr Sanjay Mukherjee, IAS, Metropolitan Commissioner, MMRDA, highlighted that infrastructure development must increasingly focus on integrated urban mobility. Reflecting on Mumbai’s engineering journey – from its historic underground utility network to the Coastal Road and other transformative projects – he underlined that future infrastructure planning must seamlessly integrate roads, metro systems and public transport to create efficient, multimodal cities.

Uttar Pradesh takes centrestage

One of the highlights of the second day was Uttar Pradesh’s comprehensive presentation on its infrastructure-led industrial transformation.

Srihari Pratap Shahi, IAS, Additional CEO, Uttar Pradesh Expressways Industrial Development Authority (UPEIDA), demonstrated how the state’s expanding expressway network is evolving into a catalyst for industrial development through integrated manufacturing and logistics clusters. Expressways, he noted, are no longer merely transport corridors but engines of economic competitiveness.

Building on this narrative, Deeksha Jain, IAS, Additional Chief Executive Officer, Uttar Pradesh State Industrial Development Authority (UPSIDA), showcased the state’s rapidly expanding industrial ecosystem supported by extensive expressway connectivity, dedicated freight corridors, airports, industrial townships and investor-friendly policies. She highlighted Uttar Pradesh’s strong manufacturing growth, expanding industrial land bank, plug-and-play infrastructure and increasing use of digital governance to facilitate investments.

Further underlining the significance of the platform, Deepak Kumar, IAS, Infrastructure & Industrial Development Commissioner, Government of Uttar Pradesh, remarked, “RAHSTA provides an excellent platform for states to showcase our infrastructure progress and investment ecosystem. Uttar Pradesh has transformed significantly over the past decade, backed by more than 34 investor-friendly industrial policies, and platforms like RAHSTA help communicate these developments to industry stakeholders from across the country.”

Ideas that shaped the industry conversation

The two-day conference featured seven panel discussions, each examining a critical dimension of India’s evolving roads and highways sector.

The opening discussion on ‘Financing Roads & Highways in a Capital-Constrained Era’ brought together experts from Cube Highways, NIIF, SBI Capital Markets, Centrum Capital and Bandhan Infra Fund, who examined how the financing landscape is changing. Discussions revolved around asset monetisation, InvITs, institutional investments and new funding structures, with panellists agreeing that better project preparation, transparent governance and predictable returns will be crucial for attracting long-term capital into infrastructure.

Attention then shifted to execution realities during the panel on ‘Contractors’ Perspective: Execution Realities, Risks & the Quality Imperative.’ Representatives from GHV Infra Projects, PNC Infratech, NCC and Maccaferri candidly discussed the challenges of delivering projects amid contractual complexities, land acquisition delays, rising costs and tight timelines. While execution pressures remain significant, the discussion reinforced that better collaboration across the project value chain is essential for achieving both speed and quality.

Day 2 opened with a technically rich discussion on ‘Designing Roads for Sustainability, Durability & Climate Resilience’. Experts from CSIR-CRRI, IIT Bombay, IIT Madras, Zydex Group and SRMB Steel explored advanced pavement technologies, recycled materials, climate-resilient designs and scientific construction practices that can significantly improve durability while lowering lifecycle costs. Sustainability, they agreed, must become an integral part of road design rather than an afterthought.

The subsequent session on ‘Bridges & Tunnels: Complex Engineering, Safety & Future Readiness’ highlighted the growing complexity of India’s infrastructure projects. Panellists discussed advances in structural engineering, digital monitoring, risk management and safety practices that are enabling the successful delivery of increasingly ambitious bridge and tunnel projects across the country.

Technology remained a recurring theme during the discussion on ‘Technology as a Risk-Mitigation Tool for Developers & Investors’. Experts explained how AI, BIM, drones, predictive analytics, digital twins and intelligent monitoring systems are helping improve project planning, minimise execution risks, strengthen quality assurance and enhance asset management throughout the infrastructure lifecycle.

The construction equipment panel brought together leading industry experts to examine how technology, sustainability and digitalisation are redefining construction equipment in an era of rising cost pressures. Discussions centred on enhancing productivity, reducing lifecycle costs and preparing the industry for India’s infrastructure ambitions leading up to 2047.

The conference concluded with an engaging CXO Forum on ‘Rebuilding Confidence in India’s Roads & Highways Sector’, where senior industry leaders emphasised that stronger governance, better project preparation, digitalisation, transparent contracting and closer public-private collaboration will be essential to sustain India’s infrastructure growth over the coming decades.

Technology and recognition under one roof

Beyond the conference halls, RAHSTA Expo reflected the technological transformation underway across India’s road infrastructure ecosystem. Leading equipment manufacturers, technology companies and material suppliers showcased advanced construction equipment, intelligent digital platforms, pavement technologies, structural materials and productivity-enhancing solutions designed to improve project efficiency and asset performance. The exhibition created valuable opportunities for contractors, consultants, government agencies and project developers to evaluate new technologies while interacting directly with solution providers.

The event also served as a celebration of excellence through the RAHSTA Awards 2026, which recognised outstanding achievements across road construction, contracting, materials, equipment, technology, safety, sustainability and infrastructure development. Presented by Minister Tamta, the awards honoured organisations that are setting new benchmarks for quality, innovation and execution across India’s roads sector.

RAHSTA Expo 2026 also received extensive support from across the infrastructure ecosystem. Alongside leading corporate sponsors, the event was backed by industry bodies including the Builders Association of India (BAI), Construction Equipment Rental Association (CERA), Consulting Engineers Association of India (CEAI), International Road Federation (IRF), CSIR-CRRI, CILT India, All India Transporters Welfare Association, Hydraulic Trailer Owners Association (HTOA), Gujarat Contractors Association, Bitumen Forum, Fluid Power Society of India, Indian Institute of Material Management, Ministry of Ports, Shipping and Waterways, Gati Shakti Vishwavidyalaya and Mumbai First, reflecting the industry’s collective commitment to advancing India’s road infrastructure.

As the curtains came down on the two-day event, one message resonated throughout the conference: India’s highways story is entering a new chapter. While expansion will continue, the future will increasingly be defined by smarter planning, stronger partnerships, digital transformation, sustainable engineering and long-term value creation. By bringing together the entire infrastructure value chain on a single platform, RAHSTA Expo 2026 once again demonstrated why it has become one of the country’s most influential forums for shaping the future of roads, highways, bridges and tunnels.

Economy & Market

Fornnax Names Lukas Baur as Authorised Service Partner to Bolster EU Operations

Published

3 weeks ago

July 23, 2026

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Strapline: Fornnax Technology has appointed NOBA Maschinenservice’s Lukas Baur as its authorised service partner for the European Union, strengthening its commitment to delivering fast, reliable, and localised after-sales support across the region.

Fornnax Technology, a leading manufacturer of industrial shredding solutions, has announced the appointment of Mr. Lukas Baur of NOBA Maschinenservice as its authorised service partner for the European Union. The partnership, formalised under the authorisation of Fornnax CEO Mr. Jignesh Kundaria, reinforces the company’s commitment to providing dependable, localised service support to its expanding customer base across Europe.

Strengthening Service Through Proven Expertise

With over two decades of experience in servicing, maintaining, and overhauling industrial shredders, Mr. Baur brings extensive technical expertise to the partnership. His capabilities span welding, hardfacing, shaft and knife rebuilding, complex assembly, hydraulics, and complete electrical engineering services, delivered in collaboration with a trusted partner company based in Halle/Saale.

Operating from Worbis, Germany, Mr. Baur is strategically positioned to provide emergency support across the European Union within 24 hours, covering an operational radius of approximately 1,000 kilometres.

Supporting this capability is a well-equipped service infrastructure comprising 12 Mercedes Sprinter service vans, a team of 24 skilled technicians, specialised bearing-change tools, a fully equipped hydraulic workshop, and a 1,000-square-metre facility with a five-ton crane track. Together, these resources position his team to manage the complete spectrum of Fornnax’s European service requirements efficiently and reliably.

Partnership Driven by Industry Insight

Having spent years servicing Eldan, Lindner, and Vecoplan shredders across the European recycling industry, Mr. Baur’s decision to collaborate with Fornnax is rooted in his understanding of market needs and customer expectations. His experience has provided valuable insight into what recycling plant operators require—not only from their machinery but also from the service teams supporting them.

According to Mr. Baur, Fornnax’s reputation for robust machine construction, superior wear protection, and maintenance-friendly design made the partnership a natural fit.

The collaboration comes at a time when Europe’s tyre recycling industry is facing mounting challenges, including rising cost pressures, shrinking margins, delayed investments, and a shortage of skilled labour. Mr. Baur believes these conditions reinforce the need for technically strong service partners capable of delivering rapid, dependable support.

Commenting on the partnership, he said, “Fornnax, with its exceptional price-performance ratio and superior quality, has the potential to become a market leader in Europe. We would like to be their service partner in this journey.”

Comprehensive Support Across the Equipment Lifecycle

As Fornnax’s authorised service partner, Mr. Baur will oversee the complete lifecycle support of the company’s equipment throughout the European Union. His responsibilities will include installation, commissioning, preventive maintenance, emergency repairs, and spare parts support across mechanical, hydraulic, and electrical systems.

Looking ahead, he also plans to develop a centralised spare parts distribution hub for European customers, particularly if Fornnax establishes a warehouse facility in Worbis to facilitate faster deliveries. To further strengthen service coverage, Mr. Baur intends to expand operations by adding two to three additional service teams and vehicles each year, progressively increasing capacity across the continent.

A Shared Commitment to Customer Excellence

Highlighting the strategic importance of the partnership, Mr. Jignesh Kundaria, Director and CEO of Fornnax, said:

“We strongly believe that by continuously improving our service quality and customer satisfaction index, we can build long-term relationships with our customers. Higher customer satisfaction leads to greater trust, which significantly increases repeat orders and ultimately drives sustained growth in our sales revenue.”

This customer-first philosophy underpins Fornnax’s strategy of building a dedicated European service partner network instead of relying solely on remote support. With Mr. Baur joining this network, customers across the European Union will benefit from faster response times, expert technical assistance, and dedicated on-ground support from a partner with extensive experience in high-throughput shredding operations.

Mr. Baur’s appointment also reflects Fornnax’s broader ambition to establish itself as the preferred shredding solutions provider for the European recycling industry, marking another important milestone in the company’s international growth strategy.

Concrete

Nuvoco Vistas launches Limla cement plant, expands Gujarat footprint

Published

1 month ago

July 13, 2026

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Nuvoco Vistas opens a 2 MMTPA grinding unit at Limla, entering Gujarat and advancing its target of 35 MMTPA capacity by FY 2028.

Surat (Gujarat)

Nuvoco Vistas Corporation Ltd, a part of Nirma Group and one of India’s leading building materials company, has inaugurated the Limla Cement Plant in Surat (Gujarat), one of Vadraj Cement Limited’s (VCL) principal manufacturing facilities. The commissioning represents a key milestone in Nuvoco’s acquisition and restoration of VCL, while supporting the company’s expansion across the Western Indian cement market.

Vadraj Cement Limited is a subsidiary of Nuvoco Vistas Corporation Limited and has installed cement capacity of 6 MMTPA across its assets. The Limla inauguration therefore represents the first operational step in the acquired platform’s wider revival, while the Kutch facilities provide clinker supply, mineral security and coastal logistics support for the western business.

Nuvoco completed its acquisition of Vadraj Cement Limited, then under the Corporate Insolvency Resolution Process, after paying a consideration of Rs 1,800 crore in June 2025. VCL’s asset portfolio comprises a clinker unit at Kutch and a grinding unit at Limla in Surat. It also includes high-quality captive limestone reserves and a captive jetty at Kutch, supporting more efficient logistics. Following the takeover, Nuvoco began an extensive programme of restoration, refurbishment and expansion at both locations, leading to the commissioning of the Limla plant.

The Limla Cement Plant is expected to support a phased increase in sales volumes across Gujarat. It will also help Nuvoco supply neighbouring markets in Western Maharashtra and release cement capacity from its northern plants, which can consequently be redirected towards markets in North India. The plant will manufacture a full portfolio comprising Ordinary Portland Cement, Portland Slag Cement, Portland Pozzolana Cement and Portland Composite Cement. It will additionally produce the complete Nuvoco Duraguard range, including the premium Nuvoco Duraguard Microfibre product. The acquisition is also expected to generate operational synergies with Nuvoco’s existing plants at Nimbol and Chittorgarh in Rajasthan, improving logistics optimisation and market reach across important regional markets.

The grinding unit at the Limla Cement Plant was completed ahead of schedule, with 2 MMTPA of capacity now inaugurated to expand Nuvoco’s operating scale and customer reach. After Vadraj Cement’s assets become fully operational, plants in North and West India are expected to account for nearly 40 per cent of Nuvoco’s total cement capacity. This will broaden the company’s manufacturing network, strengthen access to high-growth markets and support its plan to increase consolidated cement capacity to 35 MMTPA by FY 2028, reinforcing its longer-term growth strategy.

Commenting on the development, Jayakumar Krishnaswamy, Managing Director, Nuvoco Vistas Corp Ltd, said: “The inauguration of the Limla Grinding Unit in Surat is an important milestone in Nuvoco’s growth journey and demonstrates our commitment to disciplined, value-accretive expansion. Gujarat is strategically significant for Nuvoco, with substantial opportunities arising from infrastructure investment, industrial growth, rapid urbanisation and continuing demand from the housing and construction sectors. The facility strengthens our regional footprint, improves operational flexibility and increases our ability to serve customers across northern and western markets with greater reliability and efficiency.”

He added: “Through the Vadraj acquisition, we have refurbished and restarted a strategically important asset, returning it to operations in record time through strong execution and collaboration between teams. The achievement demonstrates our ability to create value from acquired assets, fulfil our commitments and retain the confidence of stakeholders. It also highlights the strength of our project delivery capabilities and our continued focus on building sustainable, profitable growth over the long term.”

Nuvoco Vistas Corporation Limited is a building materials company whose vision is to build a safer, smarter and more sustainable world. It is among the leading players in East India and has a significant presence across North and West India. Nuvoco began operations in 2014 with a greenfield cement plant at Nimbol, Rajasthan. It later acquired Lafarge India Limited, which had entered India in 1999, followed by Emami Cement Limited in 2020 and Vadraj Cement Limited in April 2025. The company has also announced an expansion in eastern India through a new grinding mill at the Arasmeta Cement Plant, supported by several debottlenecking programmes involving equipment upgrades, process improvements and internal capacity initiatives. These developments place Nuvoco on track to achieve total cement capacity of approximately 35 MMTPA. The company reported total income of Rs 11,362 crore in FY 2025-26, reflecting its continuing growth trajectory.

Nuvoco operates a diversified portfolio across three segments: Cement, Ready-Mix Concrete and Modern Building Materials. Its cement portfolio includes Concreto, Duraguard, Double Bull, PSC, Nirmax and Infracem, covering Ordinary Portland Cement, Portland Slag Cement, Portland Pozzolana Cement and Portland Composite Cement. Its pan-India RMX business provides value-added products under Concreto for performance concrete, Artiste for decorative concrete, InstaMix for ready-to-use bagged concrete, X-Con covering M20 to M60 grades, and Ecodure for specialised green concrete. Nuvoco has supplied materials to projects including the Mumbai-Ahmedabad Bullet Train, Birsa Munda Hockey Stadium in Rourkela, Aquatic Gallery at Science City in Ahmedabad, and metro railway projects in Delhi, Jaipur, Noida and Mumbai.