Economy & Market

Social Dialogue for Effective Industrial Relations

Published

6 years ago

October 31, 2018

admin

We are well conversant with John T Dunlop’s "System Model", which considered Industrial Relations as a subsystem of society, distinct from, but overlapping other subsystems. He suggested that Industrial Relations system could be divided into four interrelated elements comprising of certain actors, certain context, an ideology which binds the industrial relations system together and a body of rules created to govern the actors at the workplace.

Each enterprise has a history of industrial relations and knowledge of the history facilitates in developing enterprise specific strategy for an effective industrial relations climate in the present and the future. Industrial relations in an enterprise, is also dependent upon the organisation’s culture, governance practices, style of management of the owners/top management as well as the approach and style of functioning of the union/s and the methods deployed by them for handling of industrial relations issues of the organisation. Industrial relations in an enterprise is dependent on applicable relevant labour laws, contract of employment, rules and regulations of the enterprise, as well as past agreements between the management and the trade union that are supposed to be complied with by both management and trade unions.

At times there are differences in approach between managements and trade unions on the methodology to be adopted on resolution of disputes, which at times do create industrial relation problems. Industrial relations issues in an enterprise can be on various issues some of which are recognition of union/s, aspects of work, terms and conditions of employment, compensation, welfare measures, promotion policy, rewards, and punishments arising out of disciplinary proceedings. Both the management and the trade union of an enterprise need to have an approach on finding solutions to the problems, while maintaining discipline, improved quality, and improved productivity coupled with uninterrupted operations and continuity of growth of the enterprise and development of the workforce. Hence, an effective communication involving social dialogue from both management and union does act as a catalyst in building an effective industrial relations climate.

Industrial relations climate is enterprise specific; the industrial relations climate differs from one enterprise to another and from one region to the other, depending upon the attitude and behaviour of the top management towards trade union and of trade union towards top management and also amongst the trade unions.

The ratio of permanent workers to contract workers over a period of time has become skewed; earlier i.e. till 1990s, there used to be higher number of permanent workers than the contract workers. In the decade of 1991 to 2000 the number of above two types of workforce changed drastically, which did gave rise to series of litigation concerning permanency, equal pay for equal work etc. i.e. contract workers desiring parity with the permanent workers. Beyond 2000, the number of contract workers has surpassed the number of permanent workers in many enterprises. Presently large number of enterprises are engaging substantial number of contract workers at the workplace, both in the manufacturing and the service sector, hence wage and service conditions of contract workers working for an enterprise is becoming a major issue for trade unions and workers, hence this is bound to continue to have Industrial Relations implications.

The areas of labour legislation impacting industrial relations in India are governed by The Trade Union Act, 1926, The Industrial Employment [Standing Orders] Act, 1946, The Payment of Wages Act, 1936, The Minimum Wages Act, 1948, The Payment of Bonus Act, 1965, The Equal Remuneration Act, 1976, The Industrial Disputes Act, 1947 and The Contract Labour (Regulation & Abolition) Act, 1970 apart from certain state legislations applicable to certain States of India.

The present National Democratic Alliance (NDA) Government, under the Ministry of Labour and Employment, has looked at clubbing (i) Laws governing wages by consolidating: The Minimum Wages Act, 1948, The Payment of Wages Act, 1936, The Payment of Bonus Act, 1965 and The Equal Remuneration Act, 1976 under Labour Code on Wages Bill, 2017 and (ii) Laws governing terms and conditions of employment by consolidating: Trade Unions Act, 1926, Industrial Employment [Standing Orders] Act, 1946 and Industrial Disputes Act, 1947 under Labour Code on Industrial Relations Bill, 2015. The conversion of these present Acts into two Codes will lead to a commonality of definition under each of the Codes, but the contents of the existing laws have been copied under the Code, with hardly any change in the content of the Acts incorporated in the Code. These two new codes will be the new labour legislations impacting Industrial Relations in India, once they become laws.

ILO convention No. 144 on social dialogue
The ILO is moving towards its centenary in 2019, and the ILO Office has stepped up its efforts to encourage universal ratification of ILO Convention No. 144 passed in 1976 dealing with Tripartite Consultation also referred to as Social Dialogue. The ILO Declaration on Social Justice for a Fair Globalisation, adopted unanimously at the International Labour Conference in 2008, identified this convention as one of the four most significant instruments from the viewpoint of governance.

ILO has been propagating "Social Dialogue" at the international, national and enterprise level with an objective of finding solution to problems and hence developed ILO Convention No. 144 dealing with "Social Dialogue" which was ratified by India in 1978.

The ILO definition on "Social Dialogue" is ‘All types of negotiations, consultation or simply exchange of information between or amongst representatives of governments, employers and workers on issues of common interest to economic and social policy’. This ILO Convention No. 144 dealing with Social Dialogue is an approach at finding solutions to problems and hence the International Labour Organization does propagate this convention to the Governments, Employer Organizations and Trade Unions of each member coutry, so as to improve the climate for effective Industrial Relations.

Employment model post 1991
In India post 1991, majority of the enterprises in the manufacturing as well as service sector undertook voluntary retirement schemes and heavily reduced the unionised workforce; hence the industrial relations climate in enterprises has gone through a major change, as unionised work force in the formal sector, who were employees of the enterprise and members of trade unions, fell drastically. These enterprises in the future limited the employment of unionised workforce and met future requirement of workforce by and large, through recruitment of employees in the management cadre, and in quite many case by obtaining contract work force through a contractor / service provider or outsourced quite a few activities.

Enterprises born post 1991, both in the manufacturing and service sector have built an employment model wherein maximum employees are in the management cadre; few employees are in the worker category. Enterprises engage a substantial number of contract workers, who work for the enterprise through a contractor/service provider and their working for the enterprise are governed by the The Contract Labour (Regulation & Abolition) Act, 1970.

This employment model has brought in new dimensions in Industrial Relations wherein the enterprise claim that the contract workers are employees of the contractor and not of the enterprise, though they continue to work for the enterprise , through the contractor / service provider for many years. In certain enterprises break in service is given to these contract workers through the contractor/service provider, who transfers their service to another enterprise or terminates their employment periodically. Presently there are many contractors/service providers supplying large number of workforce to enterprises. Some of these contractors employ more than 30,000 workers and supply contract labour to various enterprises.

Human resource development initiatives
Post 1991, enterprises in India have undertaken various human resource development initiatives for employees that belong to the management cadre. For an effective and conducive industrial relations climate there are enterprises that have undertaken human resource development initiative/activity, which impacts the workers in the enterprise, who could be or are members of a trade union. Very few enterprises extend these human resource development initiative/activity to contract workers engaged by the enterprise, as these workers are employees of the contractor/service provider and not of the enterprise where they work.

In a training programme on "Improving Industrial Relations" conducted by me for an enterprise, I was explaining ILO Convention No. 144 dealing with Social Dialogue to the participants. I conducted a brainstorming exercise with the participants and they evolved a list of Human Resource Initiative / Engagement Activity that can be undertaken by the enterprise for improved communication and building a conducive and positive work culture. The list that emerged is by and large the type of initiatives that most enterprises presently undertake. I then divided the participants which comprised of management personnel and internal trade union leaders to form groups of management team and trade union team and then look at each of the Human Resource Initiative / Activity and identify the perception of benefit to the Management and perception of benefits to the Trade Union / Workers. The result that emerged in the exercise is given in the table.

The perceptions that emerged during the exercise was to make both the management and trade union participants understand each other’s perspective, and the need to have social dialogue with an objective of building a conducive and effective industrial relations climate in the enterprise and building a culture of collaboration rather than confrontation.

These human resource development initiatives/engagement activities are long term in nature.

It cannot do a magic to change the union-management relationship in a short period. It needs involvement of the entire workforce at the site plus their unions. It takes a lot of time for the union-management relationship to mature and be institutionalised where both sides trust each other. The principle of trust is that trust is built on trust and never on mistrust.

A conducive and effective Industrial Relations climate can facilitate in avoiding a culture which could lead to strikes / lockouts, as they are expensive remedies for both sides.

Conclusion
In India post 1991, the employment model in most enterprises has changed and the engagement of contract workers through contractors/service providers both in manufacturing and service sector enterprises is not marginal but substantially high. In quite many enterprises the contract workers working is more than the total permanent employees (management staff plus permanent workers).

The labour codes drafted by the present National Democratic Alliance (NDA) Government under the Ministry of Labour & Employment have still not dealt with the issue of Contract Labour which is covered under The Contract Labour (Regulation & Abolition) Act, 1970. To reduce litigation / dispute on contract labour there is a need to define core and noncore jobs and defining areas of engagement of contract labour and permanent employees by Government of India. Andhra Pradesh Government under the Rules of Andhra Pradesh dealing with The Contract Labour (Regulation & Abolition) Act, 1970 permits engagement of contract labour only in defined noncore jobs. This has helped in ensuring that contract labour is not engaged in core jobs of an enterprise and the same are carried out by permanent workers.

In majority of the enterprises in India the contract workers are engaged in noncore and core jobs, paid only the statutory minimum wages or marginally higher, while they continue to serve the enterprise for years, just like permanent employees (management staff plus permanent workers). In most cases, the contract workers do not enjoy benefits of any annual rise in wages like the permanent employees (management staff plus permanent workers) or the long term settlement benefits received by permanent workers. There is a need for social dialogue between management and unions and work on a constructive approach, as employers/top management desire flexibility linked to business needs, as a step towards ease of doing business; at the same time the unions desire reasonable remuneration plus a safety net, when they lose employment, because of the employers decision to restructure workforce based on business needs.

This present business model on contract workers being paid minimum wages along with negligible security of employment is bound to lead to industrial relations issues when this workforce compares its remuneration and working conditions with the employees who are directly employed by the enterprise. There is need for managements and trade unions to find solutions to the problem of contract workers through social dialogue at the enterprise level, otherwise this will one day lead to reemergence of unpleasant Industrial Relations climate at enterprise levels, similar to those that we witnessed in the 1960’s, 1970’s and 1980’s in certain parts of India.

About the author Dr. Rajen Mehrotra is immediate past president of Industrial Relations Institute of India (IRII), Former Senior Employers’ Specialist for South Asian Region with International Labour Organization (ILO) and Former Corporate Headof HR with ACC Ltd and Former Corporate Head of Manufacturing and HR with Novartis India Ltd.

He can be contacted on: Email: rajenmehrotra@gmail.com

Concrete

Lohia Corp Expands Global Footprint With Acquisitionof J.j. Jenkins Inc and Strategic Joint Venture With Omgm

Published

3 weeks ago

October 22, 2024

admin

Lohia Corp Limited (LCL) is pleased to announce two significant milestones that mark our
expansion in the global market.

We have successfully acquired J.J. Jenkins Inc. a respected name in machine manufacturing for
high-tech industries, through our US subsidiary, Leesona Corp, a 130-year-old pioneer in winding
machines. This acquisition aligns perfectly with our strategic vision to expand our specialty yarns
and tapes portfolio in medical and defence applications.

In addition, we have formed a strategic Joint Venture with Italy’s O.M.G.M. sas, leading to the
creation of OMGM Extrusiontechnik Srl. With LCL holding the majority stake. This JV represents
a significant diversification of our product portfolio, introducing solutions in Extrusion and
Winding systems for a variety of technical applications.

These advancements are not just about growth; they’re about bringing cutting-edge solutions to
our customers and contributing to industries that make a difference. Stay tuned for more updates
as we continue to push the boundaries of technology and engineering excellence.

Mr. R K Lohia, Chairman & Managing Director of Lohia Corp Limited, expressed his enthusiasm
about the new ventures “Both these new partnerships are a pivotal move that will broaden our
product offerings and provide our customers with even more choices and will enhance our
presence in the North America and European market, at the same time strengthen our presence
in all other global markets.”

About Lohia Corp Limited
Lohia Corp Limited (LCL) stands as a testament to the power of innovation and commitment to
excellence. As the flagship company of the Lohia Group, LCL has established itself as a global
leader in providing comprehensive solutions for the raffia industry.

With an impressive installation base of over 2,250 extrusion lines and 95,000 Circular Looms
across more than 100 countries, LCL’s influence in the plastic woven fabric and bag sector is
unparalleled. The company’s dedication to quality and efficiency has resulted in an astounding
plastic processing capacity of 7.7 million metric tons per annum of PP & PE.

LCL’s products, ranging from packaging systems for solid bulk materials to roof underlays and
tarpaulins, are not just industrial applications; they are the building blocks of industries
worldwide.

The company’s commitment to sustainability and innovation is the driving force that makes it the
world’s largest producer of machines for the raffia sector. As we look to the future, LCL’s legacy
of excellence is more than just a benchmark; it is a continuous journey towards pushing the
boundaries of possibility.

About J. J. Jenkins, Inc
J. J. Jenkins Inc. is a very respected name based out of North Carolina, USA. They remain at the
forefront of the synthetic fiber and monofilament industries. Their unwavering commitment to
innovation, quality, and customer satisfaction has not only set industry standards but also
fostered enduring partnerships with Fortune 500 companies including some in the medical and
defence industries.

Their holistic approach, combining state-of-the-art technology with unparalleled after-sales
support, exemplifies their dedication to client success. With a vast inventory ensuring rapid
response times, J. J. Jenkins, Inc. is synonymous with reliability and efficiency.

About OMGM sas
Since 1965, OMGM sas is a distinguished Italian leader and has been at the forefront of the plastic
processing industry, pioneering in Monofilament Extrusion, straps, ropes and various other niche
applications. Their commitment to excellence is evident in their advanced technologies and
versatile extrusion lines, handling a variety of materials for diverse industries.

As we look ahead, it’s clear that OMGM Extrusiontechnik Srl will continue to lead and transform
the industry with their precision, innovation, and bespoke solutions. They are more than a
company; they are a trusted partner in progress.

Concrete

Adani acquires Orient Cement at INR 8,100 crore equity value

Published

3 weeks ago

October 22, 2024

admin

Acquisition adds 16.6 MTPA capacity (8.5 MTPA operational, 8.1 MTPA Ready to Execute).

Accelerates Ambuja’s journey to achieve 100+ MTPA operational capacity in FY 25

Provides 6 MTPA potential additional capacity in North India, leveraging OCL’s high quality limestone reserves in Rajasthan

EDITOR’S SYNOPSIS

Ambuja enters into a binding agreement to acquire 46.8% stake in Orient Cement Ltd (OCL). The acquisition helps to move towards target capacity of 140 MTPA by 2028.
OCL has an existing 5.6 MTPA clinker and 8.5 MTPA cement operational capacity, 95 MW CPP, 10 MW WHRS, 33 MW Renewable Energy spread across the states of Telangana, Karnataka and Maharashtra. It improves Adani Group’s market share pan-India by 2% in the cement industry.
OCL has secured a concession from Madhya Pradesh Power Generating Company Ltd (“MPPGCL”) to set up 2.0 MTPA Cement GU within the premises of Satpura Thermal Power Station in Sarni, MP.
OCL also has a large high quality limestone mining lease in Chittorgarh, Rajasthan, providing the potential to set up additional 6 MTPA capacity in North India.
The acquisition of OCL complements Ambuja’s existing cement footprint, reducing overall lead distances and logistics costs for the cement business and improving market share in our core markets.
Acquisition will be funded through internal accruals, Ambuja remains debt free.

Ahmedabad, 22 October 2024: Ambuja Cements, the cement and building material company of Adani Cement and part of the diversified Adani Group, today announced the signing of a binding agreement for the acquisition of Orient Cement Ltd (OCL) at an equity value of Rs. 8,100 crore. Ambuja will acquire 46.8% shares of OCL from its current promoters and certain public shareholders. The acquisition will be fully funded through internal accruals.

“This timed acquisition marks another significant step forward in Ambuja Cements’ accelerated growth journey, increasing cement capacity by ~30 MTPA within two years of Ambuja’s acquisition,” said Mr Karan Adani, Director of Ambuja Cements. “By acquiring OCL, Ambuja is poised to reach 100 MTPA cement capacity in FY 25. The acquisition will help to expand Adani Cement’s presence in core markets and improve its pan-India market share by 2%. OCL’s assets are highly efficient, equipped with railway sidings and well supported by captive power plants, renewable energy, WHRS and AFR facilities. OCL’s strategic locations, high-quality limestone reserves and requisite statutory approvals present an opportunity to increase cement capacity in the near term to 16.6 MTPA.”

Mr CK Birla, Chairman of Orient Cement and the CK Birla Group, said, “The CK Birla Group is continuously reallocating capital to sharpen its focus on consumer centric, technology driven and service-based businesses. I take pride in Orient Cement’s impressive track record of building premium brands and maintaining a leading market share in the geographies it operates in. We are confident that the Adani Group, with its strong focus on cement and infrastructure, is the ideal new owner to drive continued growth at Orient Cement for our people and stakeholders”.

Ms Amita Birla, Co-Chairman, CK Birla Group, added, “Orient Cement has a strong market presence, with sustainability initiatives, particularly in renewable energy, being a significant part of its DNA. I am convinced that Ambuja Cements is the right home for all our colleagues at Orient Cement, as well as our customers.”

OCL has 5.6 MTPA clinker capacity and 8.5 MTPA cement capacity along with statutory clearance to increase the clinker capacity by another 6.0 MTPA and cement capacity by another 8.1 MTPA. In addition, OCL also has a limestone mining lease in Chittorgarh for setting up an Integrated Unit (IU) with clinker of 4 MTPA and a split Grinding Unit (GU) of 6 MTPA in North India. OCL has also secured a concession from MPPGCL, Madhya Pradesh for setting up a Grinding Unit within the premises of Satpura Thermal Power Plant. Both these complement the Adani Group’s existing cement footprint. (Refer Annexure – 1 for OCL’s location wise cement capacity and other assets and Annexure – 2 for Adani Cement’s footprint post-acquisition of OCL.)

OCL has recently commissioned a WHRS in Chittapur IU and is in the final stage of commissioning 16 MW solar in Chittapur and 3.7 MW solar in Jalgaon. OCL’s efficient plants, highly motivated teams, strong balance sheet and well-distributed dealer network will be excellent additions to the Adani Group’s existing cement business. OCL’s existing dealers will move to Adani Cement’s market network, creating formidable synergies.

Ambuja plans to optimize OCL’s overall capacity utilization to enhance its cost and competitiveness and improve its operating performance while leveraging the synergies inherent in the existing cement business.

About Ambuja Cements Ltd (ACL)

Ambuja Cements Ltd is one of India’s leading cement companies and a member of the diversified Adani Group – the largest and fastest growing portfolio of diversified sustainable businesses. Ambuja, with its subsidiaries ACC Ltd, Penna Cement Industries Ltd and Sanghi Industries Ltd, has taken the Adani Group’s cement capacity to 88.9 MTPA, with 20 integrated cement manufacturing plants, 20 cement grinding units and 12 bulk terminals across the country. Ambuja has been recognized among ‘India’s Most Trusted Cement Brand’ by TRA Research in its Brand Trust Report, 2024 and among ‘Iconic Brands of India’ by The Economic Times. Ambuja has provided hassle-free, home-building solutions with its unique sustainable development projects and environment-friendly practices since it started operations. The company has many firsts to its credit – a captive port with six terminals that facilitates timely, cost-effective and cleaner shipments of bulk cement to its customers. Its innovative products like Ambuja Cement, Ambuja Plus, Ambuja Compocem and Ambuja Kawach are now listed in the GRIHA product catalogue. These products not only fulfil important customer needs but also help in significantly reducing their carbon footprints. Being a frontrunner in sustainable business practices, Ambuja Cements ranks among ‘India’s Top 50 companies contributing to inclusive growth’ by SKOCH and ‘India’s Top 50 Most Sustainable Companies’ Cross-Industry by BW Businessworld.

For further information on this release, please contact: roy.paul@adani.com

Annexure -1 | Existing Cement Assets of Orient Cement Limited

Plant	Clinker (MTPA)	Cement (MTPA)	CPP/WHRS/Solar	Railway Siding
Devapur IU, Telangana	3.5	3.5	CPP – 50 MW	Yes
Chittapur IU, Karnataka	2.1	3.0	CPP – 45 MW WHRS – 10 MW Solar – 16 MW*	Yes
Jalgaon GU, Maharashtra	–	2.0	Solar – 13.5 MW+ 3.7 MW*	Yes
Operational Capacity	5.6	8.5

* capacity is in commissioning stage

Annexure – 2 | Footprint of Adani Group – Cement business post OCL Acquisition

Economy & Market

Fornnax Announces a Major Launch With Sr Max Series: Sr-max2500 Primary Shredder a Revolutionary and Game-changer

Published

4 weeks ago

October 18, 2024

admin

Fornnax, a renowned shredding and recycling equipment provider with years of experience in designing and developing SR-Series dual shaft shredders, has unveiled its advanced level SR-MAX2500 shredder specially designed for the Municipal Solid Waste category.

The launch was held IFAT India 2024, a most prestigious event in the waste management industry, on October 16th, 2024, at the Bombay Exhibition Centre in Mumbai.

Fornnax’s successful track record of developing many proven machines for different types of tires, ferrous and non-ferrous metals, which are the most difficult applications has made them a pioneer in the shredding and recycling equipment manufacturing global market over the decade now. The design of the SR-Series machine, a legacy that has prevailed for over a decade, continues to be used in the design of SR-MAX series machines. The advanced SR-MAX2500 shredder features high capacity, modern engineering, and innovative technology.

The remarkable event was inaugurated by Mr Ulhas Parlikar, Ex-Director of Geocycle India; Mr Sanjay Shripatrao Katkar IAS (Municipal Commissioner and Administrator) MBMC; Mr Sharad Nanegaonkar Executive Engineer (Water Supply and Sewerage Department) MBMC; Mr Deepak Khambit (City Engineer) MBMC; Mr Jignesh Kundaria CEO & Director of Fornnax Technology Pvt. Ltd.;

Mr Manoj Kumar Sure, JK Cement Head AFR; Mr Manoj Kumar Modha, Director of Millennium Multi Trade Pvt. Ltd.

Jignesh Kundaria, CEO and Director of Fornnax, shared insights into their newly launched innovation, “With the SR-MAX2500, we’re poised to transform the waste management landscape in India and beyond. Our goal is to line up municipal waste recycling industries with a robust, efficient, and sustainable solution. Our commitment to sustainability and enhancing recycling process is a step forward towards achieving PM’s vision of a Net Zero emissions future by 2050.”

Revolutionizing Waste Reduction: The SR-MAX2500 Advantage We’re excited to introduce the Fornnax SR-MAX2500, a revolutionary primary shredder designed for efficient volume reduction of diverse materials. This high-capacity machine boasts advanced modern engineering and technology, featuring hydraulic motors driving each shaft for optimal power and torque. Its unique cutter design, replaceable cutting table, and shaft design make it an ideal solution for various applications.

Waste Management Reimagined! SR-MAX2500 Primary Applications Our primary focus for the SR-MAX2500 is serving large-scale municipal waste recyclers, cement plants, waste-to-energy plants, mechanical biological treatment facilities, materials recovery centres, construction and demolition recyclers, aluminium recyclers, and other applications requiring highcapacity machines and robust technology.

The SR-MAX2500’s Impressive ROI Streak The SR-MAX2500 offers several commercial benefits, including increased efficiency, reduced operational costs, and enhanced productivity as it is specially designed for the Indian market. Its robust design and advanced technology ensure minimal downtime, maximizing profitability for our customers. Additionally, our commitment to quality and reliability helps build long-term relationships with clients, fostering loyalty and repeat business.

Innovation Meets Efficiency: Why Choose the SR-MAX2500? Fornnax has carved out a distinctive niche in the highly competitive market and its relevance stems from a unique, tailored approach that addresses specific needs. Thus, the SR-MAX2500 shredder differentiates itself through its versatility, catering to a diverse array of waste management and user needs, specifically designed for Indian waste, which is highly contaminated compared to global waste. Additionally, our unwavering focus on innovation, quality, and customer-centricity sets us apart from competitors and establishes our position in the market.

Turning Trash into Treasure with MSW Waste As you see due to the rapid urbanization and over population, India is among the world’s top 10 countries generating municipal solid waste (MSW) and generates around 62 million tons of waste in a year. Therefore, it is extremely critical to prioritize recycling and conversion of MSW into RDF fuel. Cement industry, which uses a significant amount of coal. Cement industries substituting coal with RDF or alternate fuel to reduce the greenhouse gas emissions, conserve natural resources like coal and more and ultimately minimise the waste disposal issues.

Fornnax’s Exceptional Contribution to India’s Sustainability Goals India has made significant strides in waste management and recycling, and with continued investment, innovation, and policy support, there’s no doubt it can achieve its goals. Fornnax is committed to contributing to India’s sustainability and waste management journey through their advanced recycling solutions, supporting the country’s transition to a more circular and environmentally conscious economy.

Fornnax’s Unwavering Commitment to R&D and Innovative Solutions Fornnax stays updated with global advancements in recycling technology and sustainability practices through several key strategies, such as we invest heavily in research and development to ensure our equipment are at the forefront of technological innovation. Our team closely monitors industry trends, emerging technologies, and regulatory changes to identify potential opportunities for improvement. We also actively seek feedbacks from our valued clients to understand their evolving needs and challenges. This input helps us identify areas where we can boost our meet market demands.

Expanding Horizons: Fornnax’s Growth Plans for the Year Ahead The SR-MAX2500 launch is a strategic step towards expanding our market presence and strengthening our position as a leading shredder manufacturer around the globe.

Also, we are optimistic about the coming year, driven by the growing demand for sustainable waste management solutions and the increasing awareness of environmental issues. We are actively investing in equipment enhancement, engineering, and strengthening our partnerships to meet the evolving needs of our customers. Fornnax’s focus areas for the next year include expanding the manufacturing capacity to meet the rising demand and we already started working on it by acquiring 23-acre land parcel in Ahmedabad, Gujarat. The new site is expected to become operational by March 2025. Its focus will be on producing high-capacity machinery applicable in tyre, cable recycling, ewaste, metal processing and more.

About Fornnax FORNNAX is one of the world’s leading shredding and recycling equipment manufacturers, offering Primary shredders, Secondary shredders and Granulators for tyres, municipal solid waste, cables, e-waste, aluminium and many other industrial applications. Quick after-sales services that increase our customer’s uptime and productivity.

We are committed to shaping the landscape for sustainable recycling solutions in the future. Because we’re not just selling equipment, we’re building business. That’s what we believe. That’s who we are. Fornnax Equipment is built with the idea that the simple, most significant and heaviest is better. Our equipment is an evolution of advanced products designed for the challenges of the recycling world.

The global sales partner network makes us successful worldwide. Our corporate culture is based on our history of providing value to our customers’ success worldwide. This motivates our employees to work together, develop innovative products, and produce high-quality equipment.