Economy & Market

Cement Cracks

Published

6 years ago

January 5, 2020

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An unprecedented lockdown have made companies across the board to device uncon-ventional methods to run business here on.

The course of a river can change over night, that is true in the case of almost all business sectors across the world. Cement is neither insulated nor isolated from the strong currents of COVID-19.

Real estate and infrastructure the two key employment generators in the country. With the pandemic spreading like a wild fire, has impacted them fiercely. Though the year 2019 has been a mixed bag for the Indian real estate industry, it was expected that the segments would lead the revival of the Indian economy from the second quarter of FY21.

Major contributors of real estate like steel and cement have been impacted too. The country wide lockdown has halted the manufacturing activities of cement, steel and other building materials. The impact its seen on sourcing of building material and labour.

However, things have taken a new direction with nation getting into a complete lockdown extending over a month. The major movements were seen in commercial real estate in the last year is expected to be a downward ride this year. A report released by global consulting firm, KPMG titled "Possible impact of COVID-19 on the Indian Economy’ says, "With possible slowdown in the US and European economies, the existing demand for commercial real estate may either get curtailed or postponed till H2 of the current year."

In the first week of March 2020 when the last financial year was coming to a close, the prediction for cement segment was that the FY 21 would be healthy. The report released by rating agency CRISIL in March 2020 says,"Cement maker profitability to remain healthy next fiscal at 20 percent next fiscal on an expected recovery in demand driven by the infrastructure and affordable housing sectors, stable realisations, and benign input prices."

The report further stated, this fiscal (FY21), operating profitability is expected to touch a seven-year high of approximately 21 percent, which translates to a 350-400 basis points (bps) on-year surge.

All appeared rosy and promising but in less than a month the entire scenario changed. The same agency released another report (April 2020) saying, "Covid-19 has cast a long shadow over a much-anticipated mild recovery in Indian economy in fiscal 2021. Along with external factors such as weak global demand, supply disruptions, and global financial shocks, the economy is grappling with lockdown, factory shutdowns, reduced discretionary spending, and delayed capex cycle."

The report further elaborated on two scenarios for recovery for cement sector, "All this is expected to affect construction, and thereby cement demand. Given the uncertainty in the current environment, we have based our analysis on two possible scenarios based on spread and containment period of the pandemic. 1) Our baseline view assumes lockdown/ other social distancing measures to continue till April end and construction activity to resume in mid-May, and 2) Our pessimistic view assumes extended vulnerability to the virus with construction activity beginning only in the second half of this fiscal."

Though the reports were not so encouraging, KPMG report suggested the possible way forward.

Courtesy: KPMG report

While the companies companies laments on the losses that happened over the past few years, they also at the same time prepared the employees and the team to move to a new business regime atet is being redefined by COVID -19 attack. Let us hear from some of the stalwarts of the industry how they utilised the lockdown period efficiently and fruitfully.

Anil Banchhor, MD and CEO, RDC Concrete India
During the lockdown time, we conduct daily toolbox talk meetings with the workers and our own staff. All Business Head, Business Manager and the Plant in charges are all part of this Tool Box Talk. The discussion includes precautions to be taken on health and safety. The team leaders were given the task of creating a document on the wellbeing of the employees like recording, whether any one has cough, fever, sore throat or another symptoms? This also carries information about the family members as well.

It is also important to have regular communication with staff and workers to keep the morale of the workforce high with positivity, as a underlining theme.

We also focused on skill development of various level employees. The critical issues are given attention and preparing ourselves to move forward post COVID-19. Our focus is also readying the workforce in multi-tasking. The aim is to enable each person capable of doing different department jobs. To make this possible we have designed a lot of modules that are accessed by employees from home. Once the modules are completed the employees are required to go thru the test like any other training programme.

Plant in-chargers / Reporting Managers have been talking to labourers on day today basis. Some workers are stuck in the plants, and for them all rations and essential items are provided.

After the Janta curfew, we were certain of a lockdown. We used the few days in-between to replace the non IP based cameras with IP cameras, overlooking all assets and particularly office and cement godown.

At the same time we have conducted a mask making competition involving the family members of employees. These masks are bought by the company and that would be distributed to the workforce once the lockdown is over.

Jagdish Chandra Toshniwal, MD, Wonder Cement
We kept our employees engaged in different works and used video platform to communicate with them on a regular basis.

Marketing teams are to be prepared for future with plans in case of continuation of lockdown. National heads are tasked to prepare contingency plans. Similarly the network partners are also being reached out in order to maintain confidence. The lockdown period has been utilised on closing the financial year and performance reprisal. In this time we have also conducted training programs through OEM’s which was long pending. There were discussions on how to improve the plant performance, also on an annual plan and maintenance. The overall aim is to bring in efficiency. All this was possible as the workforce was diced into small groups of four to five people.

We are slowly restarting the offices. It will not be 100 per cent of the workforce. We will continue working on development jobs, training jobs and future plans. First, only 20 to 25 per cent of the workforce will be asked to resume work. For eg; we have 3 kilns, we will start only 1 kiln because we don’t expect demand to come immediately. Thermal scanning and sanitisation and social distancing are the new norms. With 2/3 of the workforce, it would be easily controllable at the gate. We will ensure all government guidelines be strictly followed like wearing a mask at work. Also every employee has to give a declaration about their places of visit in the last 15 days.

In office we will work in two shits to spread the manpower and to avoid crowding. Meeting will continue to be through digital mode like video chats. Will focus on safety as the utmost priority.

Subhash Sethi, Chairman, SPML Infra
As soon as the lock down was announced all work both offices and project sites were-closed and employees was advised not to travel. Started remote working with the support of digital applications. Our teams spread across different cities held discussions and review meetings kept us abreast with the situation. We have in fact resumed project execution work in some states after the government has relaxed working of important sectors related to water and power projects.

The technological intervention in the construction industry and the use of robotics and automation were existed at the emerging stage but with the lock down and new working norms, it has expedited the trend. I believe that once the impediment of corona virus will end, the construction industry will witness the application of service robotics and high level of automation of functionalities. It will also embrace new digital technologies that have significant long-term benefits. The R&D spending which was minimal in construction sector is bound to increase with enhanced spending on information technology and new software solutions. For the difficult nature of work in construction sector, big efforts will be needed to increase the level of automation and to coordinate with involved processes in order to improve its productivity.

There is going to be a very strict protocol related to regular health check-ups of workers, cleaning and disinfection of work spaces with maintaining proper distance between each employee. We will also encourage all our employees and other staff members to wear face masks at all times and practice proper healthcare practices. Our teams, clients and partners are fully inspired and committed to continue developing the critical infrastructure for drinking water, wastewater and electricity for the well-being of our people.

Puneet Vidyarthi, Brand Leader, CASE India
The company has devised video calls twice a week with the Business Unit HR Head. It is a great way to liaise with the whole team and share anecdotes etc, which keep us connected and simulates a regular work day, with catch up sessions.

There were daily messages like the Thought for the day / motivational messages to bring positivity among the work force. Webinars were conducted 4 times a week (Tuesdays to Fridays) with topics ranging from professional to personal well-being and self-help.

Weekly Updates from the rest of the world (CNH ecosystem). E-meetings with the management team (Once a month): This is like an online town hall.

E-Training for Dealers: Product training and refresher courses are conducted weekly. These are online training sessions where dealers log in from home. Both customers and dealers were given information how to store the construction equipment during lockdown. Communication from leadership on measures taken to alleviate the circumstances such as extension of warranties etc. Critical communication from leadership to dealers and how CNH will help them bounce back soon as this is over – involves relaxation of certain protocols. To prospects generated over last month (not customers yet) bi-weekly communication to stay in touch and assure them that our offer still stands.

– Renjini Liza Varghese

Economy & Market

RAHSTA Roundtable Sets Agenda for Smarter, Safer Highways

Published

2 days ago

March 16, 2026

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Roundtable discussions focus on innovation for safer highways.

Held on 12 March 2026 at Courtyard by Marriott, Mumbai, alongside the Infrastructure Today Airport Conclave, the RAHSTA Roundtable brought together stakeholders from across the highways and infrastructure ecosystem to shape the agenda for the 16th RAHSTA 2026, scheduled for 8–9 July 2026 at the Jio Convention Centre, Mumbai. The session focused on key industry themes including road construction, technology, safety and long-term sustainability.

Opening the discussion, Pratap Padode, Founder, FIRST Construction Council, said the roundtable marked the beginning of a broader consultative process leading up to the July event. The aim, he noted, is to bring together industry stakeholders to refine the agenda for discussions on the future of roads, bridges, tunnels and allied infrastructure.

Padode noted that while central road project awards have slowed in recent years, states are increasingly driving the next phase of infrastructure growth. Maharashtra, with its long-term road development plans and agencies such as MSRDC and MSIDC, is expected to play a significant role in this expansion.

RAHSTA Expo 2026 as a specialised platform dedicated to road infrastructure, covering highways, tunnels, bridges and flyovers along with construction technologies, safety systems and maintenance solutions. He also highlighted the growing importance of rural connectivity and said the organisers are engaging with government bodies to highlight rural road development initiatives.

Tanveer Padode, CIO, ASAPP Info Group, presented insights from IMPACCT, the group’s infrastructure intelligence platform. He pointed to a strong project pipeline despite slower highway awards earlier in the year, noting that states such as Maharashtra, Odisha and Arunachal Pradesh are emerging as key drivers of new projects. The data also revealed that only a small group of contractors participates in large-value infrastructure bids.

Lt Gen Rajeev Chaudhary, former Director General, Border Roads Organisation and Chairman of the RAHSTA Expo Committee, emphasised the need for stronger collaboration across the ecosystem, including policymakers, contractors, technology providers and financiers. He also called for addressing systemic issues within the sector and encouraged greater participation of women in infrastructure leadership.

The discussion also explored the evolving economics of road development. Phani Prasad Mandalaparthy, Associate Director, CRISIL Intelligence, noted that the slowdown in project awards reflects a shift towards higher-value logistics corridors rather than simple road widening projects. However, private participation through BOT and TOT models remains limited.

From the contractors’ perspective, Sudhir Hoshing, Whole-Time Director, Ceigall, said companies are becoming more selective in bidding, favouring projects with clearer payment mechanisms and efficient processes. While NHAI continues to offer greater operational clarity, states such as Uttar Pradesh and Bihar were cited as relatively supportive environments for project execution.

Durability and sustainability also emerged as key themes. Himanshu Agarwal, COO – Road & Infrastructure, Zydex Group India, highlighted the need to prioritise lifecycle performance and resilient pavements, while participants discussed the potential of alternative materials such as plastic waste, steel slag and industrial by-products in road construction.

Dr LR Manjunatha, Vice President, JSW Cement, emphasised that India has abundant fly ash, slag and other industrial materials that can improve durability and sustainability if integrated into specifications and policy frameworks.

Technology and equipment challenges were also discussed. Dr Lakshmana Rao Mantri, Dy General Manager, Afcons Infrastructure, highlighted the shortage of tunnel boring machines (TBMs), which is delaying several underground infrastructure projects. Participants agreed that developing domestic TBM manufacturing capabilities will be critical for future infrastructure expansion.

The future of concrete pavements was another area of discussion. Dr V Ramachandra, President, Indian Concrete Institute, stressed that the debate should focus on lifecycle performance rather than material choice alone, noting that evolving design standards are improving the feasibility of concrete roads.

Prof Dharamveer Singh of IIT Bombay added that while India has made significant progress in infrastructure development, stronger capacity building and better execution practices are essential to ensure consistent road quality.

The discussion also touched upon technology adoption in the sector. Rushabh Mamania, Partner & CBO, Roadvision, highlighted the growing role of AI in road infrastructure, noting that AI-driven monitoring systems are already being deployed across large stretches of national highways.

Overall, the roundtable underscored that the future of highway infrastructure will depend not only on the pace of construction but also on durability, safety, technology integration and sustainable materials. The discussions offered valuable insights that will help shape the agenda for RAHSTA 2026 and guide future collaboration within the industry.

Economy & Market

CTS Roundtable Charts Tech-Led Roadmap for Construction

Published

2 days ago

March 16, 2026

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CTS Roundtable Maps Technology Roadmap for Construction

Ahead of the Construction Technology Show (Con Tech Show) 2026, industry leaders, technology innovators and academia came together in Mumbai to deliberate on how digitalisation, automation and industrialised construction can reshape the sector. The discussion made one thing clear: construction can no longer afford to treat technology as optional.

Held on 12 March 2026 at Courtyard by Marriott, Mumbai, alongside the Infrastructure Today Airport Conclave, the CTS Roundtable served as a precursor to the Construction Technology Show 2026, scheduled for 19–20 August 2026 at NESCO, Mumbai.

A platform to move from discussion to deployment

Opening the session, Pratap Padode, Founder and Editor-in-Chief, ASAPP Info Global Group, said construction technology has long remained close to his heart, especially given the sector’s traditionally slow pace of technology adoption. He noted that over the years, the Construction Technology Summit had steadily built interest, and the next step was now to expand it into a larger, more meaningful platform that could bring together technology providers, users, startups and innovators under one roof.

Padode said the vision for CTS is not limited to software alone. The platform aims to embrace all forms of technology that can improve construction efficiency, quality and execution—from digital tools and project management systems to lean construction, off-site fabrication and startup-led innovation. He also highlighted plans to deepen startup participation and create space for young companies to showcase emerging construction solutions.

Industry at a turning point

Moderating the roundtable, Naushad Panjwani, Chairman, Mandarus Partners, set the context by pointing out that the global construction industry, despite being a multi-trillion-dollar sector, continues to lag in productivity. He noted that while manufacturing has consistently improved efficiency, construction has remained slow to modernise.

Referring to both global and Indian trends, Panjwani underlined that the industry is now at a decisive moment. India, he said, is entering a major build cycle, and delivering the next phase of infrastructure and real estate growth through traditional methods alone is no longer viable. The goal of the roundtable, therefore, was not to debate technology in isolation, but to identify the most critical conversations that would bridge the gap between innovation and implementation.

His central message was clear: CTS 2026 must be shaped around themes that make CEOs, CIOs and CTOs feel they cannot afford to miss the event.

From BIM to AI, data to governance

A major theme that emerged through the discussion was the need for better data, better visibility and better decision-making. Dr Venkata Santosh Kumar of IIT Bombay echoed this, saying that the underlying data infrastructure itself needs attention. Construction projects, particularly remote ones, often face issues around connectivity, data collection and data use. Without this foundation, more advanced technologies cannot deliver their full value.

Chandra Vasireddy, CEO & Co-founder, Inncircles, expanded the discussion to governance, arguing that technology must help connect the many moving parts of a construction business. For him, the real value of digital transformation lies in creating better governance, clearer visibility and stronger business outcomes.

Tejas Vara of Inncircles stressed the importance of timely site data for leadership teams, especially in large and remote projects where decisions on materials, machinery and manpower often get delayed because information does not reach headquarters in time.

The role of AI also featured prominently. Rushabh Mamania, Partner and CBO, Roadvision said that while AI and machine learning are now common terms, vision intelligence and language intelligence have still not deeply penetrated the construction sector. He emphasised that startups in India are building relevant AI-led solutions and are already attracting international interest, showing that innovation need not be imported—it can be built locally and scaled globally.

Industrialised construction gains ground

The roundtable also placed strong emphasis on industrialised construction methods. Kalyan Vaidyanathan, CTO – Construction & R&D, Tvasta, called for greater focus on off-site fabrication and the broader industrialisation of construction. Bhargav Jog, General Manager, Dextra, highlighted precast technology and alternative sustainable materials as areas with immediate relevance.

Several participants agreed that modular, precast and pre-engineered approaches are no longer niche ideas. They are increasingly becoming practical responses to the sector’s challenges around labour shortage, timelines, quality control and predictability.

Anup Mathew, Sr VP & Business Head, Godrej, argued that the industry needs a fully integrated approach—from design and procurement to execution and asset management. Unless these are connected, technology adoption will remain fragmented and sub-optimal. He pointed to pre-engineered and modular systems as examples of how industrial thinking can compress timelines, improve quality and reduce dependence on difficult on-site conditions.

Adoption remains the biggest hurdle

While there was broad agreement on the promise of technology, the discussion repeatedly returned to one fundamental challenge: adoption.

Abhishek Kumar, COO, LivSYT, observed that the market is crowded with solutions, but many buyers still struggle to evaluate which technology suits which use case. According to him, the industry needs clearer frameworks to help users select, compare and adopt solutions, rather than expecting a single platform to solve every problem.

Dr Tenepalli JaiSai, Associate Professor, School of Construction(SoC), NICMAR University, noted that isolated technologies will not solve the productivity problem by themselves. What is required is an integrated Construction 4.0 approach, where digital, physical and cyber-physical systems work together rather than in silos.

That concern around silos was reinforced by Subodh Dixit, former Director, Shapoorji Pallonji, who said the issue is not just that technologies are disconnected, but that stakeholders are as well. Clients, consultants, contractors and partners often operate with different priorities. Unless these silos are broken, technology will struggle to percolate across the full project value chain.

Harleen Oberoi, Project Management, Tata Realty shared a practical perspective from the client side, saying that successful BIM implementation requires investment across the ecosystem, not just within one organisation. Trade partners, vendors and other stakeholders must also be trained and aligned if the technology is to deliver its intended results.

Beyond buzzwords

A notable takeaway from the session was that the industry is moving past the phase of treating technology as a buzzword. Participants repeatedly stressed that the real question is not whether technology should be used, but where it creates measurable value and how that value can be scaled.

The conversation also expanded beyond mainstream themes to include repairs and rehabilitation, construction and demolition waste, sustainability, circular economy, green sourcing, carbon measurement, design interoperability, generative design, robotics, and the role of horticulture and greener built environments.

Setting the agenda for CTS 2026

By the close of the session, the roundtable had surfaced a strong set of themes for the upcoming show: BIM and digital twins, AI and data platforms, industrialised construction, startup innovation, governance-led technology adoption, robotics, sustainable materials, and integrated project delivery.

More importantly, the session established CTS 2026 as more than an exhibition. It is shaping up to be a serious industry platform where users, technology providers, researchers and policymakers can collectively define the future of construction.

As Padode noted in his closing remarks, the conversation will continue through further consultations and possibly webinars in the run-up to the show. If the roundtable is any indication, CTS 2026 will aim not merely to showcase technology, but to push the industry towards meaningful adoption at scale.

Economy & Market

Smart Pumping for Rock Blasting

Published

2 weeks ago

March 2, 2026

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SEEPEX introduces BN pumps with Smart Joint Access (SJA) to improve efficiency, reliability, and inspection speed in demanding rock blasting operations.
Designed for abrasive and chemical media, the solution supports precise dosing, reduced downtime, and enhanced operational safety.

SEEPEX has introduced BN pumps with Smart Joint Access (SJA), engineered for the reliable and precise transfer of abrasive, corrosive, and chemical media in mining and construction. Designed for rock blasting, the pump features a large inspection opening for quick joint checks, a compact footprint for mobile or skid-mounted installations, and flexible drive and material options for consistent performance and uptime.

“Operators can inspect joints quickly and rely on precise pumping of shear-sensitive and abrasive emulsions,” said Magalie Levray, Global Business Development Manager Mining at SEEPEX. “This is particularly critical in rock blasting, where every borehole counts for productivity.” Industry Context

Rock blasting is essential for extracting hard rock and shaping safe excavation profiles in mining and construction. Accurate and consistent loading of explosive emulsions ensures controlled fragmentation, protects personnel, and maximizes productivity. Even minor deviations in pumping can cause delays or reduce product quality. BN pumps with SJA support routine maintenance and pre-operation checks by allowing fast verification of joint integrity, enabling more efficient operations.

Always Inspection Ready

Smart Joint Access is designed for inspection-friendly operations. The large inspection opening in the suction housing provides direct access to both joints, enabling rapid pre-operation checks while maintaining high operational reliability. Technicians can assess joint condition quickly, supporting continuous, reliable operation.

Key Features

Compact Footprint: Fits truck-mounted mobile units, skid-mounted systems, and factory installations.
Flexible Drive Options: Compact hydraulic drive or electric drive configurations.
Hydraulic Efficiency: Low-displacement design reduces oil requirements and supports low total cost of ownership.
Equal Wall Stator Design: Ensures high-pressure performance in a compact footprint.
Material Flexibility: Stainless steel or steel housings, chrome-plated rotors, and stators in NBR, EPDM, or FKM.

Operators benefit from shorter inspection cycles, reliable dosing, seamless integration, and fast delivery through framework agreements, helping to maintain uptime in critical rock blasting processes.

Applications – Optimized for Rock Blasting

BN pumps with SJA are designed for mining, tunneling, quarrying, civil works, dam construction, and other sectors requiring precise handling of abrasive or chemical media. They provide robust performance while enabling fast, reliable inspection and maintenance.With SJA, operators can quickly access both joints without disassembly, ensuring emulsions are transferred accurately and consistently. This reduces downtime, preserves product integrity, and supports uniform dosing across multiple bore holes.

With the Smart Joint Access inspection opening, operators can quickly access and assess the condition of both joints without disassembly, enabling immediate verification of pump readiness prior to blast hole loading. This allows operators to confirm that emulsions are transferred accurately and consistently, protecting personnel, minimizing product degradation, and maintaining uniform dosing across multiple bore holes.

The combination of equal wall stator design, compact integration, flexible drives, and progressive cavity pump technology ensures continuous, reliable operation even in space-limited, high-pressure environments.

From Inspection to Operation

A leading explosives provider implemented BN pumps with SJA in open pit and underground operations. By replacing legacy pumps, inspection cycles were significantly shortened, allowing crews to complete pre-operation checks and return mobile units to productive work faster. Direct joint access through SJA enabled immediate verification, consistent emulsion dosing, and reduced downtime caused by joint-related deviations.

“The inspection opening gives immediate confidence that each joint is secure before proceeding to bore holes,” said a site technician. “It allows us to act quickly, keeping blasting schedules on track.”

Framework agreements ensured rapid pump supply and minimal downtime, supporting multi-site operations across continents