Connect with us

Economy & Market

Corresponding to the huge demand for housing, the demand for cement is going to…

Published

on

Shares

Anand Gupta, General Secretary, Builders Association of India To meet the fast growing demand, we must build at least 30 lakh houses every year in urban areas alone, up from the current 7-8 lakh in number. Housing which consumes more than 67 per cent of cement consumption will continue to be a major growth driver. There are however, a few obstacles to be taken out of the way, says Anand Gupta, General Secretary, Builders Association of India. Excerpts from the interview.

How was the demand-supply scenario for the housing sector in 2013? What can we expect in the year 2014?

Going by Planning Commission figures in 2011, the urban population was in short supply of 80 lakh houses. Also, more than 2 crore houses were needed in the rural areas. Today, urban dwellers constitute 28-29 per cent of the total population which by 2030 is likely to go up to 40 per cent at least. The population too, will grow from the current level of 1.27 billion to around more than 1.5 billion by that time. So, approximately 600 million people will be staying in urban areas. This will increase the housing demand drastically. 80 lakh houses are already needed and by 2030, we will need more than 2 crore houses!

Presently, only 33-34 million houses are available in urban areas. At this given moment, we are building only 8 to 9 lakh houses in urban areas in the whole country every year. To meet the fast growing demand, we must build at least 30 lakh houses every year in urban areas up from the present 7-8 lakh. So there is going to be a huge demand.

In spite of such heavy demand, why was the housing sector sluggish in 2013?

Presently the need for houses is there but people want houses that can fit their budget. It is mainly because we have never made any long-term affordable housing policy in this country.

None of the city corporations have any idea that in another 50 years how much more area they will have, to expand. And when we say expand; first we have to think of infrastructure. There is no 50- year or 100- year planning for infrastructure development. For example, Mumbai has been developing for the last 150 years and now there is no place for housing development. So for the same property which cost Rs 100, now costs Rs 200. And that is the way we have been functioning not only in Mumbai but in practically every urban area of this country. These rates are not logical. The costs are pushed up due to scarcity. We have to have good policies about FSI in place to tackle these problems. It is strange that in a country where we have huge capacity to produce cement and where we have a high demand for houses, we are not able to deliver housing to the people who need it. The government needs to give an in-depth thought to the issue and come up with a solution that will help bringing down the cost of owning a house.

What reform in the loan sanctioning process can help the housing sector?

RBI loan granting norms are a bit convoluted. RBI has given guidelines to all the banks that no fund can be given against land. I don´t understand this. Any bank would be interested in the security of their money and assured returns on investments. So any land with a clear title and which is going to give returns, should be automatically eligible for loans. Instead, the banks have taken a stand that they will finance only home loan or projects.

As a result, builders are forced to borrow money from private lenders who charge exorbitant interest. Consequently, the extra prices are passed on to the customer. If the RBI corrects itself, things can become very easy. In cities like Mumbai, 80 per cent of the construction cost is land.

How do you assess the approval system for projects?

We have made such a lengthy approval system that sometimes it takes one-and-a-half years to get all approvals in place. It is like a very long hurdle race. In the Mumbai Municipal Corporation, we need more than 55 permissions which consist of 35-36 from the BMC, 11-12 from the state government and 5-6 from the central government. The system seems to be designed in such a way that you are bound to default in something or the other. This system must change.

Cement prices have been increasing. How has this impacted the market and what is BAI doing about it?

As you know, we are absolutely sure that cement manufactures are forming a price cartel. Today, rates in the market are not natural rates. They are not driven by demand and supply, or based on the production costs. Since only a few people are manufacturing most of the cement in the whole country, they are controlling the prices.

With many methodologies, we have shown that there is some price fixing arrangement going on. BAI had filed a case against such companies under the Competition Commission of India and they have been fined for Rs 6,600 crore. Against that, they had gone to the tribunal which refused to hear them unless they paid the money. Against that order, they then went to the Supreme Court which said that as ordered by the Competition Commission Tribunal, ten per cent of the fine must be deposited.

Accordingly, they paid the penalty of Rs 600 crore and may have to pay the remaining Rs 6,000 crore once the tribunal decides.

BAI has taken up the issue with all parliamentarians; we have written personally to each and every parliamentarian of the Lok Sabha and the Rajya Sabha, we have taken up this matter with the Standing Committee of Commerce. However, despite the fine, there is no improvement. Recently, we wrote another letter to the Competition Committee pointing out the different rates in different parts of the country in a given month and tried to prove that though the intention of our order was to warn them to desist from such activities, they have not done so. We have urged the committee to do something in the legal forum.

The cement production cost according to us, is less than Rs 200; this includes all production costs, excise, transport, loading, unloading, and delivery. Today, the rate is around Rs 300, so they are making an extra profit of Rs 100 per bag. If the government of India or the Competition Commission had agreed to our suggestion to set up a cement regulatory authority, like they have done for the stock exchange, or for insurance, then the price would have been under control.

Today because of this undue price hike, every consumer of this country has to pay Rs 50 more per sq ft of the flat. If you ask me, this is due to bad governance. In housing, per sq ft, half-a-bag goes into construction. So if I am constructing a house of 1000 sq ft, from foundation to finished product 500 bags will be used.

What are the alternatives?

BAI has suggested other ways to control prices. Presently there is a ten per cent custom duty and a few more taxes on the imported cement. We have suggested that they be removed. The imported cement from Pakistan, Malaysia, Indonesia, Ukraine will be cheaper here. This will automatically force all the cement manufacturers and factories to correct prices. So, two wrong things are happening here. First we are not allowing others to enter the market with this artificial tax and duty barrier. Secondly, we are allowing them to continue with cartelisation since no harsh action has been taken. And even if it is taken, it is not seen on the ground.

How much are we importing?

Presently, I don´t think we are importing anything. Other than the taxation system, we have also created unnecessary barriers to imports. One of them is the approval process. If I have to import cement, then I will have to send ISI officers to the importing country for a factory and material audit. Why do we have to go through this route? If the cement confirms to the global standards, then why do we have to redo the approval process as per Indian specification? Is there any document that says that Indian standard specifications for cement are better than global standards? Naturally, such systems serve as nothing more than barriers.

How do you see cement demand in coming year?

Corresponding to the huge demand for housing, which is a major consumer of cement, the demand is going to rise significantly.

What is the future of RMC in India?

I think in the last 15-20 years, RMC has reached every big or small town. Particularly in cities, the use of RMC is very high. However, in certain far-off regions, even if you want it, RMC is not available. We have to set up our own RMC plant. This is not possible for everybody. Then again, the future of RMC in this country is very bright.

Continue Reading
Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *

Economy & Market

Leonard Unveils Dual-Head Robotic Arm for Hazardous Industrial Demolition

Published

on

By

Shares

 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.

Continue Reading

Concrete

Martin Engineering Appoints Ashwini Khunte as India General Manager

Published

on

By

Shares

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.

Continue Reading

Concrete

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

Published

on

By

Shares

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

Continue Reading

Video Thumbnail
▶

    SIGN-UP FOR OUR GENERAL NEWSLETTER

    Trending News

    SUBSCRIBE TO THE NEWSLETTER

     

    Don't miss out on valuable insights and opportunities to connect with like minded professionals.

     


      This will close in 0 seconds