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A for Accountability…

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I had once visited Anand Bhawan in Allahabad, which is like a museum today. The Annexe Building, which houses the Nehru Family memorabilia, was closed for renovations, but the notice did not say anything about when it was to reopen. This in India is not an isolated example, and every now and then, we do encounter such flagrant lack of public accountability, and a propensity to avoid making promises, so much so that we as citizens of the country have by now accepted this state of affairs, and consider this quite normal to announce the start date of a project, and be silent about the promised end date! "Until further notice" is an obnoxious expression, which not only displays our apathy but also our lack of respect for our own roles as project leaders! I am labouring this point because, the starting point of project management is accountability – accountability to complete the project in time, within cost budgets, and to ultimately deliver the complete project as promised, to its stakeholders.

In continuity of our discussion in the last issue, when we talked about project management in nation building, we collected some data from the website of the Ministry of Statistics and Programme Implementation. According to this body (which is tasked with tracking large projects in the central sector) 227 projects above Rs 150 crore in value, are delayed by a (simple, not weighted!) average of 31 months each. The interest cost of this delay alone, is a staggering Rs 1 lakh crore already, not to talk about the opportunity cost of such delayed projects – this could be even larger. If we were to add the impact of projects delayed in State and private sectors, the loss will easily top 5 lakh crore of Rupees, and one can well imagine how much value we can add to the GDP of our nation if we were to just do our projects right.

And, what are the reasons for the delay of these government projects? According to this website, the reasons are:

  • Delay in regulatory approvals
  • Delay in land acquisitions
  • Financing issues and non-availability of funds
  • Contractual disputes
  • Law and order problems
  • Delay in decision making, etc.
  • Do you see "lack of accountability (and commensurate authority) "as a reason for delay? Funnily, you don’t! Goes to show that we are either ignorant of the real root cause of project delays, or we know, but we do not want to talk about it. The real reason why all the above-cited "apparent" reasons were allowed to cause delays in the projects, is the total absence of ownership and accountability in these projects. We need to reflect on why, as a nation, we have developed this aversion to accountability. It was not always so; the epitome of an accountable person, in our mind, will always be someone like Lal Bahadur Shastri, who resigned as Railway Minister taking moral responsibility of a major accident. But sadly, gone are those days. Could it be, that today we believe more in witch-hunting and shooting the messenger, to find the easy way out of failures, without bothering to determine the real reasons for such failures, and that, this has resulted in everyone trying to pass the buck around and successfully avoid being accountable.

    During the recent event, an eminent colleague on the dais pointed out that, when it comes to fixing responsibility at lower levels, we immediately suspend or transfer or even sack people, while we start talking about enquiries and process improvements when the muck hits the higher echelons. Nothing can be more tellingly closer to the reality. We must bring back the culture of ownership and accountability, and for this to happen, we must be objective in determining the "real" root causes of delays, and take corrective actions. This can only happen over time, and with collective efforts of the project management fraternity across government and private sectors alike.

    Bottom line is, there has to be a project owner for every project, and s/he has to be fully accountable for delivering the project – the buck must stop with her/him. This owner has to be empowered to do her job well, principally by two means; firstly, by giving her the appropriate authority of decision making, and secondly, by giving her the knowledge to do her job well. Hope we contribute to this, in some small measure, through this column.

    – Sumit Banerjee

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    Economy & Market

    Leonard Unveils Dual-Head Robotic Arm for Hazardous Industrial Demolition

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     Leonard unveils Descender Duo, a dual-head robotic demolition arm designed to improve industrial safety and reduce shutdown time by up to 50 per cent.

    Industrial robotics and refractory services specialist Leonard has launched Descender Duo, a dual-head robotic demolition arm designed to improve safety, accelerate maintenance and reduce shutdown times in hazardous industrial environments. The system made its debut at Lisahally Power Station in Northern Ireland, removing 25 tonnes of slag material within hours.

    Developed for the cement, metals, waste-to-energy and petrochemical industries, Descender Duo enables remote-controlled refractory demolition, anchor cutting and welding, and refractory spraying inside boilers, calciners and silos. Its vertical-access design eliminates the need for personnel to enter confined, high-risk spaces during these operations.

    Weighing less than two tonnes, the pre-assembled system requires an access opening of just 1.2 m². Supported by an external overhead hoist, it uses electrically operated hydraulic stabilising legs to secure itself inside vessels. The robotic arm offers 360-degree rotation and is suited to vessels approximately 9 m in diameter, with its operating reach extendable through strategically positioned access points.

    Equipped with two independently controlled robotic heads, Descender Duo can perform identical or different tasks simultaneously, including refractory demolition, anchor cutting and spraying. Its remote-control system incorporates live camera feeds, allowing operators to monitor operations without entering hazardous environments.

    According to Leonard, the technology can deliver time savings of up to 50 per cent compared with manual methods. Its ability to operate at temperatures exceeding 100°C allows maintenance to begin as early as 24 hours after burner shutdown. An all-electric power supply further supports cleaner and more cost-efficient operations.

    First Deployment Demonstrates Shutdown Efficiency

    The system was first deployed at Burmeister & Wain Scandinavian Contractor’s (BWSC) Lisahally Power Station in Londonderry, Northern Ireland. The facility generates electricity from grade C waste wood, supplying approximately 40,000 homes and businesses.

    Leonard and BWSC collaborated to develop a customised solution for the plant’s 26-metre furnace, where extensive external pipework created significant access challenges.

    Mark Leonard, Managing Director, Leonard, said, “It required new thinking and rather than step away from the problem we were committed to solving it for the customer, with the customer. We’re relentless in our approach to tackling complex challenges, head-on. We took our years of cement plant experience, coupled with our working knowledge of the BWSC plant, and designed, engineered and tested a completely new vertical solution within just seven weeks from that initial conversation with the customer. That solution was the Descender Duo as we know it today.”

    Traditionally, the furnace required a cooling period of up to 36 hours before preparatory work could begin, followed by manual slag removal using rope-access personnel. With Descender Duo, work commenced just 24 hours after shutdown, reducing downtime by up to one day.

    The deployment removed 25 tonnes of slag within hours, eliminated the need for at least six workers to enter the hazardous furnace interior and saved 26 hours in the shutdown programme.

    “The effectiveness exceeded expectation,” said Martin Doran, Plant Manager at Lisahally Power Station.

    “When the Descender Duo concept was first discussed, we had to spend some time with the team from Leonard looking at how it was going to be moved into the furnace. Every site is different and that presented its own challenges, but nothing that the team couldn’t overcome. Once it was installed we were hugely impressed by its efficiency.”

    Expanding Industrial Robotics Applications

    Descender Duo joins Leonard’s existing portfolio of robotic maintenance solutions, including the Axis horizontal-access arm, Nano confined-space access arm, Charger cement mill media recharging system and Calibre cement mill media grading system.

    Headquartered in Northern Ireland, Leonard provides robotic refractory demolition, installation, inspection and industrial maintenance services across the cement, metals, energy, biomass, glass and civil engineering sectors.

    Formerly known as G Leonard, the company has more than 35 years of industry experience and operates across Europe, North America, the Middle East, Africa and Asia-Pacific.

    The latest innovation reinforces Leonard’s focus on replacing hazardous manual processes with robotic systems that improve workforce safety, enhance operational efficiency and minimise industrial downtime.

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    Concrete

    Martin Engineering Appoints Ashwini Khunte as India General Manager

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    Martin Engineering names Ashwini Khunte India General Manager to strengthen operations and drive growth across key bulk material handling sectors.

    Pune

    Martin Engineering, a global provider of bulk material handling solutions, has appointed Ashwini Khunte as General Manager of its India business, strengthening its leadership as the company expands its presence across the country’s cement, mining, steel, power and infrastructure sectors.

    Khunte brings more than a decade of experience with Martin Engineering, having joined its Indian operations in 2013 as a Design Engineer, shortly after the company established its presence in the country in 2012.

    A mechanical engineer by qualification, she spent her initial five years developing bulk material handling solutions in collaboration with the company’s operations team. During this period, she gained extensive experience addressing operational challenges in the steel, cement and coal industries. She subsequently moved into project engineering, managing major engineering, procurement and construction (EPC) and original equipment manufacturer (OEM) projects from initial enquiry to commissioning. Her responsibilities later expanded to overseeing Martin Engineering’s conveyor product portfolio in India, involving customer engagement, technical presentations and site visits across heavy industries.

    In 2024, Khunte was promoted to Head of Sales & Marketing for the company’s Europe, Middle East, Africa and India (EMEAI) region. The position broadened her international market exposure and strengthened her strategic and commercial leadership capabilities.

    Commenting on her appointment, Ashwini Khunte, General Manager, Martin Engineering India, said: “India represents a tremendous opportunity for Martin Engineering. The country’s continued investment in cement, mining, steel, power and infrastructure is creating increasing demand for safer, cleaner and more productive bulk material handling, and that’s exactly what we do. My priority will be to build on the strong foundations already established in India, while continuing to develop our people, strengthen customer relationships and bring practical solutions to the challenges faced by our industry.”

    Robert Whetstone, Area Vice President – EMEAI, Martin Engineering, highlighted Khunte’s technical expertise, market understanding and leadership experience.

    “Ashwini brings an exceptional combination of technical understanding, customer knowledge and commercial leadership. She has grown as Martin Engineering has grown, and has consistently demonstrated outstanding capability to transform her expertise into practical solutions. Her knowledge of the Indian market, together with her international experience, makes her ideally suited to lead our India business through its next stage of growth for years to come.”

    Since establishing its Indian business in 2012, Martin Engineering has expanded its local workforce, manufacturing capabilities and dealership network. The company supplies conveyor products, transfer point solutions, material flow aids, training and technical support to bulk material handling industries. Khunte’s appointment positions the company to further strengthen customer relationships and expand its solutions portfolio in India’s growing industrial and infrastructure markets.

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    Concrete

    Fornnax Wins AIRIA’s Special Export Award for Rubber Machinery in 2025-26

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    Fornnax Technology Pvt. Ltd. has been honoured with the Special Export Award – Rubber Machinery for 2025–26 by the All-India Rubber Industries Association (AIRIA), in recognition of its highest exports of tyre recycling plants to the European region.

    With more than a decade of experience in India’s tyre recycling industry, Fornnax has contributed to the development of advanced recycling technologies and infrastructure. The company currently holds a 90% market share in India’s domestic tyre recycling sector, while exports account for 30% of its business, spanning markets such as Europe, Australia and the GCC.

    The award marks another milestone for Fornnax, whose tyre recycling lines and advanced shredding technologies are supporting the growth of the circular economy in India and international markets.

    Commenting on the recognition, Mr. Jignesh Kundaria, Founder and Director of Fornnax, said:

    “This honour from AIRIA is a reflection of an incredible journey we have undertaken over the years. When we started Fornnax, there was no established recycling industry in India to follow. We chose to build for the future instead. Today, when you see India’s tyre recycling sector, it has already transformed into a dynamic, high-growth industry and we are extremely proud to have played our part in building it.”

    Unlike standalone equipment suppliers, Fornnax focuses on developing complete, high-capacity recycling infrastructure. Its integrated systems combine multiple stages of shredding and size reduction to enable efficient, continuous operations. This system-level engineering approach helps recycling operators improve throughput, equipment reliability and operational consistency.

    The recognition reinforces Fornnax’s commitment to developing engineering technologies that contribute to a more efficient and circular recycling ecosystem.

    Looking ahead, the company aims to expand its international presence while continuing to develop advanced shredding and recycling solutions to address the growing volumes and evolving requirements of the global recycling industry.

    For more information, visit: www.fornnax.com

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