Economy & Market

Social Dialogue for Effective Industrial Relations

Published

8 years ago

October 31, 2018

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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

Economy & Market

The Road Ahead Begins Here

Published

16 hours 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

4 weeks 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.