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Mining: A Necessary Evil

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Diesel engines have long been the industry convention for mining, despite they are inefficient at transforming fuel energy into work. Diesel engines for mining have about 45 per cent efficiency. On the other hand, electric drivetrains can have an energy efficiency of around 90 per cent. The cover story takes a look at what is the future ahead of us on sustainable mining.

Mine exploration, operation and maintenance majorly results in change of land use. It is often associated with negative impacts on environments, including deforestation, erosion, contamination and alteration of soil profiles, local streams and wetlands.

Increase in noise level, dust, pollutants, etc. are very common. A major damage is received by the locals around the mine. On this background let us look at some sustainability aspects of mining.

Sustainable mining is a buzzword today. A step in the direction of sustainability, the electrification of mining vehicles will likely to gain momentum as mines age, technology advances and mining operations extract ore deeper and deeper into the Earth.* According to a projection by IDTechEx, electric mining vehicles mining will be a $9 billion market by 2028, with businesses like Sandvik, Komatsu, and Caterpillar currently working on completely electric equipment.

Why go electric?
There are very solid reasons why the diesel engine has been the dominant drivetrain technology in the mining industry for so long. The working conditions for these vehicles can be very difficult, and the diesel engine is able to tolerate many challenges, including extreme temperatures, heavy vibration, frequent start/stop cycles, exposure to corrosive substances and harsh working conditions. When it comes to emissions alone, reducing the usage of diesel fuel can have considerable cost benefits for the industry, as much as 40 per cent of an underground mine’s energy expenditure is invested in massive ventilation systems. For us in the cement industry, it is an open cast mine but for coal it can be underground mine. However, the initial cost of purchasing an electric vehicle would be about double that of a conventional diesel vehicle. Although this is compensated by reduced long-term fuel and energy costs, the primary costs might be restrictive.

Manufacturers are however taking steps to mitigate up-front investment costs. In an effort to increase sales, mining equipment maker Epiroc announced it would lease batteries for its electric vehicles, making the up-front investment only somewhat greater than it would be for a conventional machine.

As times change in face of countries and industries making ambitious commitments to phase out use of diesel and petrol-fueled motor vehicles. Is it the case that these commitments are now extending to the industries that need it the most? The electrification of mining vehicles has an interesting role to play as mines age and operations continue to extract lower ore grades at deeper levels, a recent mine project feasibility featured in the report outlines reductions in capital and operational expenditure costs due to a reduction in ventilation/cooling requirements of these machines up to 20 per cent and 25 per cent respectively. As the mining industry continues, this focus on increased productivity, efficiency and improved safety, feasibility figures such as these can go some way to justify the profitability of a project.

Price factor
The spread of electric mining equipment will depend not just on the vehicles, but also associated technologies. For instance, advancements in battery technology can lead to a decrease in the price of battery packs for electric mining vehicles. Regenerative energy to power the world’s biggest electric vehicle.

Commonly used in mining operations, a standard dumper truck uses between 50,000 and 100,000 liters of diesel each year, based on its usage. It also typically emits between 130 and 270 tonnes of carbon dioxide. A few steps have been initiated to develop a storage battery pack of 700 KWh for Komatsu truck, world’s largest electric vehicle which are at an advance stage.

The drive controls the flow of energy and transforms kinetic or potential energy into electric energy. Regenerative drives developed for mining vehicles are leading to superior overall efficiency through savings in energy usage and ventilation systems. Dumper trucks are particularly well-suited to regenerative drive systems due to their heavy usage on hills and in mine shafts. While a diesel dumper truck may burn fuel while going down a mine, electric vehicles could actually gain energy on their way down. The Swiss Federal Laboratories for Materials Science and Technology (EMPA) said the converted Komatsu truck may be capable of gaining 40 kWh of its way downhill, something the standard mining truck does 20 times each day. This means 800 kWh of energy capacity could be gained through a regenerative drive.

Electric mining truck
Indeed investing in innovation through technology costs upfront and takes time. In the case of mining this is essential in establishing longevity in productivity gains.

Leading equipment manufacturers-Komatsu, Caterpillar and Hitachi-have had notable success in the role out of autonomous haulage systems, with economic and safety benefits identified as primary drivers and noted increase in productivity up to 30 per cent in some operations.

The proliferation of electric mining equipment whether loaders or trucks will depend not only on the vehicles themselves but enabling and associated technologies. Advancements in Li-ion battery technology in terms of electric range, energy and power capacity will continue to lead a reduction in the cost of battery packs used in electric mining vehicles making the technology more viable.

The battery driven trucks are robust machines built for demanding underground applications. The trucks have been constructed with zero emissions in mind and battery power which leads to lower operational costs. Energy regeneration and the efficient drivetrain configuration will ensure low energy consumption and extend driving range. With the electric drive, battery mine trucks will outperform diesel equivalents, especially on grade.

Electric mining trucks are optimised for productivity in many ways. The drivetrain has been optimised to reduce losses and reduce the number of components. One high power electrical motor is connected to each axel. The electrical drivetrain provides unheard of speed on grades, both up and down the ramp. Hydraulic functions are powered from a separate auxiliary motor that delivers hydraulic power on-demand. Extended battery autonomy is achieved through energy regeneration and high energy density battery design.

Working environment
This zero-emission machine helps to create a healthier work environment and reduces the carbon foot print. In case of open cast mines pollution is not a major problem except dust. But in case of underground mines considerable cost is incurred on ventilation that can be reduced to a large extent by using electric vehicles. High capacity and productivity, thanks to the highly efficient drive train, battery driven trucks hauls material faster than its diesel-driven counterparts.

Maintenance
Safety, productivity and operator comfort is important. But so is service and maintenance to keep the truck up and running. Intrinsically electric trucks require less maintenance and with various smart service areas make daily inspections very easy. Countries, industries and individual companies have all been taking serious steps toward the phasing out of conventional diesel and petrol-fuelled vehicles, and these changes are now being seen in the mining industry.

Contract mining
Contract mining is not uncommon in India. More specifically it is seen in coal mining. In the past for gold mining, we understand there was a contractual firm involved. However, cement industry is not very conversant with contract mining. But there are cases where the transportation of lime stone is given on contract basis. Maintenance of vehicles is given to a few firms. Removal of over burden is often handled by a contractor. These are primarily non-core activities. The core mining activity remains with the plant/ owner. The scene outside our country is different like mines operated in South Africa or Australia where mining industry contributes significantly to the exchequer. The operation of mines that includes core mining activity is handled by a professional contractor. There is a myth that contract mining means labour broking.

What is it?
Generally contractors are appointed for core and non-core services based on bids and tenders. These bids are won on the strength of the proposals and the reputation of these bidders, which is a standard procurement procedure. Contract mining provides mine owners with some of the following advantages according to industry opinion:

  • Economies of scale and scope through access to capital equipment and human resources
  • Optimised mining, plant, and equipment utilisation rates and labour productivity
  • Minimisation of the owner’s capital exposure, which allows the company to better utilise capital
  • Better equip (or re-equip) mines with restricted capital budget
  • However there is a flipside also, e.g. more than often safety might be compromised while extracting minerals. The interest of the locals is at stake which may take a back seat. The commercial terms of the contract may overtake the overall sustainability. The legislation that enforces laws often has to be very strong, if we as a country are serious to introduce contract mining in limestone or in other minerals.

    *More information on the report can be obtained by visiting to: https://www.idtechex.com/en/research-report/electric-vehicles-and-autonomous-vehicles-in-mining-2018-2028/597

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    Economy & Market

    From Vision to Action: Fornnax Global Growth Strategy for 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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    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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    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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