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Deccan Pride

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Hyderabad Metro Rail is now the second largest operational metro network in the country covering 69.2 km, with Corridor 2, the 11-km Green Line stretch, becoming operational.

With Corridor 2-the 11-km Green Line stretch from JBS Parade Ground (JBS) to Mahatma Gandhi Bus Station (MGBS)-going operational, the Hyderabad Metro Rail Project becomes the second largest operational metro network in the country covering 69.2 km (Corridor 1 from Miyapur to LB Nagar: 29.2 km; Corridor 2 from JBS to MGBS: 11 km; Corridor 3 from Nagole to Raidurgam: 29 km). With a total project cost of about Rs 200 billion and the world’s largest metro project in a PPP mode, the Hyderabad Metro Rail is already playing a key role in the growth and development of the city.

Salient features
The 11-km-long Green Line of Corridor 2 with nine stations connects the twin cities of Secunderabad and Hyderabad, from JBS to MGBS on the Musi River, and reduces travel time to just 16 minutes, end to end, compared to 45 minutes by road.

The stations JBS and MGBS are interchange stations, with the former located near the second largest bus terminus in the city. JBS Station is one of the tallest in the project with five levels: Street, lower concourse, upper concourse, lower and upper platforms. The station has been designed as a portal frame-type RCC structure with columns on either side of the road and another in the central median. Entry and exit structures facilitate easy approaches for the passengers coming from JBS. One entry-exit connects to the Corridor 3 Parade Grounds Station (interchange) through a skywalk. The Secunderabad West and Gandhi Hospital stations have four entry-exits from all directions with lifts and escalators, apart from staircases.

MGBS -The star station
Spread over 3 lakh sq ft, the Mahatma Gandhi Bus Station Interchange station is one of the country’s largest, with several outstanding features. Uniquely built, it houses the interchange of two corridors (Corridor 2 – JBS to MGBS at the higher level and Corridor 1 – Miyapurto LB Nagar at the lower level). "There are three levels with each level again split into two, as one corridor passes over the other; in this passenger-friendly station, passengers can easily and smoothly transit from one corridor to the other," says KVB Reddy, Managing Director & CEO, L&T Hyderabad Metro Rail. The station has been entirely conceptualised and executed in-house by the L&TMRHL team. It is 142-m-long, 60-m-wide and designed spaciously to accommodate retail outlets, entertainment zones and convenience outlets at the concourse level, from where one can cross over from one end of the Musi watercourse to the other. The platform level of Corridor 2 is at a height of 23 m and the roof that is at 33 m is designed with tetrahedron-supported columns placed at the edge to resemble a modern airport, for unobstructed view and enhanced aesthetics.

The intermediate floors between the slabs accommodate the technical services. The station has two entry-exits and wide skywalks from both sides of the waterfront for passenger convenience. An additional entry-exit is at the foot of the existing bus facility for alighting passengers arriving from the station along with four escalators and two lifts. The main area of the station is magnificently adorned with jaguar brown granite flooring. The integrated station has four lifts, 12 escalators and sufficient staircases. Further, a service connection can switch the movement of trains from Corridors 1 and 2.

JBS – Parade Ground Station
Spread over 2 lakh sq ft, Parade Ground Interchange Metro station is one of the prominent metro stations in the country with many special features. Considering the topographical features of the location, the stations – Parade Grounds on Blue line and JBS Parade Ground on Green line are engineered to build in perpendicular directions, integrated with a skywalk for seamless movement of passengers from one corridor to another.

The station box is 140-m-long and 25-m-wide and the station has five levels namely street, lower Concourse-1, lower Concourse-2, Upper Concourse and Platform levels. Around 10,520 cu m of concrete and 1,200 MT of steel was used in the construction. Designed spaciously, the station accommodates retail outlets, entertainment zones and convenience outlets spread in multiple levels spread over 33,000 sq ft area. Platform level is at 28.5 m height and roof level at 35.7 m. The roof has been designed for unobstructed view. The station has four lifts, 16 escalators, sufficient number of staircases and 68 cameras for end to end surveillance The station, JBS Parade Ground, is a terminal station on the Green line (JBS to MGBS). The station is remotely located next to second largest bus terminus in the city.

Passenger facilities
All the stations are eco-friendly with natural light, ventilation and specially designed tactile paths for the blind and are wheelchair-friendly. All facilities, including medical, are readily available and seamlessly integrated.

"Several of our initiatives are to improve ride experience, like providing free water, free toilets, exclusive ladies section, cross-sell offers, complimentary newspapers, etc," adds Reddy. "We have also introduced various last-mile connectivity options like electric vehicles, rent-a-bicycle services, cab aggregator and bus services at metro stations."

Overcoming challenges
Evidently, a project of this nature and scale is likely to experience several challenges. Reddy highlights them below:

Preconstruction: Underground utilities with no readily available drawings led to many surprises; involvement of too many government agencies and lengthy procedures; clash of interest between various departments.

Land: Responsibility of procuring right of way (ROW) and land resting with the government resulted delay in acquisition of private properties, due to changes in land acquisition law; risk for concessionaire if construction commences before availability of complete land parcels and unhindered availability of ROW; lack of continuous ROW in a linear project like a metro.

Alignment finalisation: Limitation on sharp curve <130 ? as the viaduct passes through busy roads and the rolling stock cannot take sharp curves; frequent changes even after the finalisation of alignment necessitated owing to challenges in property acquisition.

Design: Reworks because of uncertain ground features; standardisation of technical specifications and unification; frequent changes even after finalisation of design owing to underground utility diversions and frequent changes in finalised alignments.

Traffic management: Limited availability of ROW and limited road width in core areas of the city.

Ridership: Lack of definitive data on the city’s ridership pattern that is mostly dependent on city development; first and last-mile connectivity with feeder services to the metro.

Financial challenges: Volatile financial market; interest-rate fluctuations during construction; large foreign exchange exposure with volatility of Rs vs the US Dollar and Euro; risk of cost overrun – delays resulting in cost increase and inflation of inputs.

Operation and maintenance risk.

Success galore
Despite the challenges, the Hyderabad Metro Rail is an iconic Indian infrastructure project that has already triggered robust economic activity and transformed Hyderabad into one of India’s most futuristic cities, with integrated urban transportation using inter-modal connectivity. Connecting major bus stations, rail terminals, malls and MMTS services, it is an efficient, safe, reliable and comfortable public transportation system laying emphasis on transit-oriented development (TOD), thus contributing significantly to improving the liveability index of the city.

This metro project brings together best-in-class resources and technology in every aspect: Stations, station planning, rolling stock, track work, depots, AFC, power supply, traction and SCADA system, signalling and train control system, telecom system and MEP. It features elevated world-class station buildings at approximately every kilometre. Further, the project has promoted a green and eco-friendly mode of travel by reducing carbon emission, fuel consumption and pollution, and has 17 IGBC LEED Platinum-certified metro stations. The stations are designed to be user-friendly with lifts, staircases and facilities for the disabled.

What’s more! The advanced signalling and train control technology, Communication-Based Train Control (CBTC), has been adopted by Hyderabad Metro. Notably, this is the first metro project in India to claim train control by CBTC technology. Also, the trains use regenerative electric braking, thereby converting momentum into electrical energy and feeding back to the power supply system while braking. This will reduce the energy requirement from the grid. Another highlight is the automatic fare collection system, which enables hassle-free entry and exit from the stations – the Savaari App and QR Code ticketing system are proving to be a boon for commuters for hassle-free ticketing. "The completion of all three corridors will mark the beginning of an era of seamless and hassle-free commuting in Hyderabad," concludes Reddy. "We are committed to enhance quality of life for the people through a sustainable transport network, integrated with vibrant urban spaces, making Hyderabad Metro an integral part of one’s daily life."

The model
The Hyderabad Metro Rail project has seen the transformation of Larsen & Toubro (L&T) from contractor to concessionaire, a pioneering concept adopted for the first time in the world. As followed in Hong Kong and other metros, transit-oriented development (TOD) plays a significant role in L&T’s operations and maintenance (O&M) model, which also features intra modal transportation (physical, operational, fare integration) with emphasis on reliability, availability, maintainability, safety (RAMS) and customer satisfaction.

L&T’s prime focus is on-life cycle costing, development of an efficient and lean organisation for O&M and building capability in a structured manner. Efficient project execution and O&M strategies, employment generation and skill development are significant features of this model, resulting in overall economic development. However, the continued success of PPP projects will depend on the introduction of system-based approval systems, better risk identification and mitigation, uniform technical specifications across the country and easy coordination between the various agencies involved, both at the Centre and state government levels.

PPPs are all about balance: Maintaining equilibrium between the public and private, risk and reward, cost and impact. A PPP structure ensures better value for money, higher performance incentives, faster construction, cost-effective delivery, and well-defined accountability with the risk on the PPP player. With respect to metro-rail projects, it is important to have a robust model for execution with a clear change of mindset across the board. A robust mechanism for redressal and risk sharing is also essential.

– SERAPHINA D’SOUZA

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Economy & Market

From Vision to Action: Fornnax Global Growth Strategy for 2026

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2 weeks ago

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January 19, 2026

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Jignesh Kundaria, Director & CEO, Fornnax Recycling Technology

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

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

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

First, Global Expansion

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

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

Second, Product Innovation and Technology Leadership

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

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

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

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

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

Finally: People and Culture

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

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

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

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Concrete

Technology plays a critical role in achieving our goals

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1 month ago

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December 24, 2025

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

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

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

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

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

– Kanika Mathur

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Technology

ARAPL Reports 175% EBITDA Growth, Expands Global Robotics Footprint

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

Published

4 months ago

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October 15, 2025

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

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

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

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

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

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Technology

Deccan Pride

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6 years ago

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Hyderabad Metro Rail is now the second largest operational metro network in the country covering 69.2 km, with Corridor 2, the 11-km Green Line stretch, becoming operational.

With Corridor 2-the 11-km Green Line stretch from JBS Parade Ground (JBS) to Mahatma Gandhi Bus Station (MGBS)-going operational, the Hyderabad Metro Rail Project becomes the second largest operational metro network in the country covering 69.2 km (Corridor 1 from Miyapur to LB Nagar: 29.2 km; Corridor 2 from JBS to MGBS: 11 km; Corridor 3 from Nagole to Raidurgam: 29 km). With a total project cost of about Rs 200 billion and the world’s largest metro project in a PPP mode, the Hyderabad Metro Rail is already playing a key role in the growth and development of the city.

Salient features
The 11-km-long Green Line of Corridor 2 with nine stations connects the twin cities of Secunderabad and Hyderabad, from JBS to MGBS on the Musi River, and reduces travel time to just 16 minutes, end to end, compared to 45 minutes by road.

The stations JBS and MGBS are interchange stations, with the former located near the second largest bus terminus in the city. JBS Station is one of the tallest in the project with five levels: Street, lower concourse, upper concourse, lower and upper platforms. The station has been designed as a portal frame-type RCC structure with columns on either side of the road and another in the central median. Entry and exit structures facilitate easy approaches for the passengers coming from JBS. One entry-exit connects to the Corridor 3 Parade Grounds Station (interchange) through a skywalk. The Secunderabad West and Gandhi Hospital stations have four entry-exits from all directions with lifts and escalators, apart from staircases.

MGBS -The star station
Spread over 3 lakh sq ft, the Mahatma Gandhi Bus Station Interchange station is one of the country’s largest, with several outstanding features. Uniquely built, it houses the interchange of two corridors (Corridor 2 – JBS to MGBS at the higher level and Corridor 1 – Miyapurto LB Nagar at the lower level). "There are three levels with each level again split into two, as one corridor passes over the other; in this passenger-friendly station, passengers can easily and smoothly transit from one corridor to the other," says KVB Reddy, Managing Director & CEO, L&T Hyderabad Metro Rail. The station has been entirely conceptualised and executed in-house by the L&TMRHL team. It is 142-m-long, 60-m-wide and designed spaciously to accommodate retail outlets, entertainment zones and convenience outlets at the concourse level, from where one can cross over from one end of the Musi watercourse to the other. The platform level of Corridor 2 is at a height of 23 m and the roof that is at 33 m is designed with tetrahedron-supported columns placed at the edge to resemble a modern airport, for unobstructed view and enhanced aesthetics.

The intermediate floors between the slabs accommodate the technical services. The station has two entry-exits and wide skywalks from both sides of the waterfront for passenger convenience. An additional entry-exit is at the foot of the existing bus facility for alighting passengers arriving from the station along with four escalators and two lifts. The main area of the station is magnificently adorned with jaguar brown granite flooring. The integrated station has four lifts, 12 escalators and sufficient staircases. Further, a service connection can switch the movement of trains from Corridors 1 and 2.

JBS – Parade Ground Station
Spread over 2 lakh sq ft, Parade Ground Interchange Metro station is one of the prominent metro stations in the country with many special features. Considering the topographical features of the location, the stations – Parade Grounds on Blue line and JBS Parade Ground on Green line are engineered to build in perpendicular directions, integrated with a skywalk for seamless movement of passengers from one corridor to another.

The station box is 140-m-long and 25-m-wide and the station has five levels namely street, lower Concourse-1, lower Concourse-2, Upper Concourse and Platform levels. Around 10,520 cu m of concrete and 1,200 MT of steel was used in the construction. Designed spaciously, the station accommodates retail outlets, entertainment zones and convenience outlets spread in multiple levels spread over 33,000 sq ft area. Platform level is at 28.5 m height and roof level at 35.7 m. The roof has been designed for unobstructed view. The station has four lifts, 16 escalators, sufficient number of staircases and 68 cameras for end to end surveillance The station, JBS Parade Ground, is a terminal station on the Green line (JBS to MGBS). The station is remotely located next to second largest bus terminus in the city.

Passenger facilities
All the stations are eco-friendly with natural light, ventilation and specially designed tactile paths for the blind and are wheelchair-friendly. All facilities, including medical, are readily available and seamlessly integrated.

"Several of our initiatives are to improve ride experience, like providing free water, free toilets, exclusive ladies section, cross-sell offers, complimentary newspapers, etc," adds Reddy. "We have also introduced various last-mile connectivity options like electric vehicles, rent-a-bicycle services, cab aggregator and bus services at metro stations."

Overcoming challenges
Evidently, a project of this nature and scale is likely to experience several challenges. Reddy highlights them below:

Preconstruction: Underground utilities with no readily available drawings led to many surprises; involvement of too many government agencies and lengthy procedures; clash of interest between various departments.

Land: Responsibility of procuring right of way (ROW) and land resting with the government resulted delay in acquisition of private properties, due to changes in land acquisition law; risk for concessionaire if construction commences before availability of complete land parcels and unhindered availability of ROW; lack of continuous ROW in a linear project like a metro.

Alignment finalisation: Limitation on sharp curve <130 ? as the viaduct passes through busy roads and the rolling stock cannot take sharp curves; frequent changes even after the finalisation of alignment necessitated owing to challenges in property acquisition.

Design: Reworks because of uncertain ground features; standardisation of technical specifications and unification; frequent changes even after finalisation of design owing to underground utility diversions and frequent changes in finalised alignments.

Traffic management: Limited availability of ROW and limited road width in core areas of the city.

Ridership: Lack of definitive data on the city’s ridership pattern that is mostly dependent on city development; first and last-mile connectivity with feeder services to the metro.

Financial challenges: Volatile financial market; interest-rate fluctuations during construction; large foreign exchange exposure with volatility of Rs vs the US Dollar and Euro; risk of cost overrun – delays resulting in cost increase and inflation of inputs.

Operation and maintenance risk.

Success galore
Despite the challenges, the Hyderabad Metro Rail is an iconic Indian infrastructure project that has already triggered robust economic activity and transformed Hyderabad into one of India’s most futuristic cities, with integrated urban transportation using inter-modal connectivity. Connecting major bus stations, rail terminals, malls and MMTS services, it is an efficient, safe, reliable and comfortable public transportation system laying emphasis on transit-oriented development (TOD), thus contributing significantly to improving the liveability index of the city.

This metro project brings together best-in-class resources and technology in every aspect: Stations, station planning, rolling stock, track work, depots, AFC, power supply, traction and SCADA system, signalling and train control system, telecom system and MEP. It features elevated world-class station buildings at approximately every kilometre. Further, the project has promoted a green and eco-friendly mode of travel by reducing carbon emission, fuel consumption and pollution, and has 17 IGBC LEED Platinum-certified metro stations. The stations are designed to be user-friendly with lifts, staircases and facilities for the disabled.

What’s more! The advanced signalling and train control technology, Communication-Based Train Control (CBTC), has been adopted by Hyderabad Metro. Notably, this is the first metro project in India to claim train control by CBTC technology. Also, the trains use regenerative electric braking, thereby converting momentum into electrical energy and feeding back to the power supply system while braking. This will reduce the energy requirement from the grid. Another highlight is the automatic fare collection system, which enables hassle-free entry and exit from the stations – the Savaari App and QR Code ticketing system are proving to be a boon for commuters for hassle-free ticketing. "The completion of all three corridors will mark the beginning of an era of seamless and hassle-free commuting in Hyderabad," concludes Reddy. "We are committed to enhance quality of life for the people through a sustainable transport network, integrated with vibrant urban spaces, making Hyderabad Metro an integral part of one’s daily life."

The model
The Hyderabad Metro Rail project has seen the transformation of Larsen & Toubro (L&T) from contractor to concessionaire, a pioneering concept adopted for the first time in the world. As followed in Hong Kong and other metros, transit-oriented development (TOD) plays a significant role in L&T’s operations and maintenance (O&M) model, which also features intra modal transportation (physical, operational, fare integration) with emphasis on reliability, availability, maintainability, safety (RAMS) and customer satisfaction.

L&T’s prime focus is on-life cycle costing, development of an efficient and lean organisation for O&M and building capability in a structured manner. Efficient project execution and O&M strategies, employment generation and skill development are significant features of this model, resulting in overall economic development. However, the continued success of PPP projects will depend on the introduction of system-based approval systems, better risk identification and mitigation, uniform technical specifications across the country and easy coordination between the various agencies involved, both at the Centre and state government levels.

PPPs are all about balance: Maintaining equilibrium between the public and private, risk and reward, cost and impact. A PPP structure ensures better value for money, higher performance incentives, faster construction, cost-effective delivery, and well-defined accountability with the risk on the PPP player. With respect to metro-rail projects, it is important to have a robust model for execution with a clear change of mindset across the board. A robust mechanism for redressal and risk sharing is also essential.

– SERAPHINA D’SOUZA

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Economy & Market

From Vision to Action: Fornnax Global Growth Strategy for 2026

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2 weeks ago

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January 19, 2026

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Jignesh Kundaria, Director & CEO, Fornnax Recycling Technology

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

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

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

First, Global Expansion

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

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

Second, Product Innovation and Technology Leadership

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

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

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

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

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

Finally: People and Culture

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

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

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

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Concrete

Technology plays a critical role in achieving our goals

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1 month ago

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December 24, 2025

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

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

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

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

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

– Kanika Mathur

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Technology

ARAPL Reports 175% EBITDA Growth, Expands Global Robotics Footprint

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

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4 months ago

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October 15, 2025

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

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

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

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

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

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