Technology

M-sand boards new terrain

Published

4 years ago

December 21, 2021

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From dry to wet technology, the manufactured sand segment is gearing for the next level of growth. Rising demand from the RMC and retails segment will create a conducive environment for m-sand, and propel its growth in India

The Indian aggregate industry is the second largest industry in the world. According to estimates, the aggregate market in India currently stands at 4000 million tons per year amounting to $20 billion industry and is growing at CAGR of 8.5 percent. Currently the country has more than 16,000 crusher plants and 1200 plants are added every year. (Typically, one plant needs investment of Rs 4-5 crore and additional facilities like air classification or washing facility). Besides, the industry employs more than 5,00,000 lakh workforces (direct and indirect).

Growth drivers:

As per a report published by Expert Market Research, “The India sand market attained a volume of 833 million tons in 2020. The market for sand in India will grow at a CAGR of 6-7 percent between 2021-2026.”

Rapid urbanization and increased demand for construction materials including sand as a crucial ingredient is driving the aggregator segment growth. While lack of availability of river sand triggered the evolution of m-sand in India, fast paced infrastructure projects propelled it further it further.

Interestingly, the retail market is also shifting towards m-sand. Many construction players in the real market are opting for manufactured sand for plaster. The enhanced quality provides finer grades that doesn’t pose a challenge when used for plastering.

Impediments

Though industry stakeholders are supportive of regulatory measures, they also concede that the regulations should be industry friendly. Key industry players feel that regulations by different state governments are impacting the industry in a major way. According to a top player in the segment, “Stricter regulations are important to protect the environment. But the lack of quality checks provide manufacturers of low-quality products an easy access to the market. This hampers the industry in a bigger way.”

Joseph Jacob, Director, POABS GROUP, said, “In 2012, Kerala implemented a law that made it mandatory for quarries to obtain environmental clearance certificate. While the law was enforced to plug the damage caused to the western ghats of the state, it has drastically reduced the number of quarries and the crusher plants in the state.”

Although mining is an integral part of a crushing plant, the compliance laws for mining and the crusher plants are different.

However, the stricter implementation of ban of rivers and use for construction is opening up the market for manufactured sand. As per the available reports, the use of m-sand in RMC has increased by 50 percent in the recent past. The industry is hopeful to meet the rising demand as the capacities are being built in.

Also, manufactured sand or engineered sand (m-sand), which is still categorized under the unorganized sector, often attracts attention for mostly wrong reasons (non-compliance with the regulatory parameters, illegal mining, sand mafia). However, with the entry of larger corporates foraying into the segment, the bad-boy image is gradually changing.

Globally, large cement companies are expanding their presence in the RMC and manufactured sand segments. However, the uptake in India is slow as the sector hasn’t evolved yet. Presence of large players, better technology, meeting compliances will drastically change the industry segment.

South India was the first state in India to impose restriction on use of river sand. Other states especially—the western and the north central regions have imposed either a partial or complete ban on river sand usage. East and north-east India is yet to impose any restrictions on the usage of sand.

Challenges faced by the m-sand manufacturers inside the unit:

First is the fine power generated during manufacturing. As per Indian standards only 10 percent of 75 microns can be removed. However, depending on the type of the stone and the location of production, the percentage can go up to fifteen to thirty percent. Washing is the best solution but, it consumes a lot of water.

Secondly, slurry handling is a big pain point. But the gradation needs to be improved between 300-600 micron and line 1.18 (which decides the strength of the concrete). “Washing will not help here. This requires a dry engineering dry technology,” informs an industry expert. The produce will have higher percentage of coarser portion. The dry technology helps reduce it to required levels. Plus, dry technology enhances the shape of the sand particle.

Overall, the advantages of m-sand outnumber all inhibitions.

Advantages of m-sand

According to industry experts m-sand is:

Well graded and in the required proportion
Does not contain any organic and soluble compound that affects the setting time and properties of cement, thus the required strength of concrete can be maintained
Does not have the presence of impurities such as clay, dust and silt coatings; increases water requirement in case river sand impairs the bond between cement paste and aggregate. This increases the quality and durability of concrete

Additionally, M-sand is obtained from specific hard rock by using state- of-the-art international technology. This retains the required property of the sand.

Plus, it is cubical in shape and is manufactured by using technology like high carbon steel followed by the rock process which is synonymous with natural processes in river sand information. Also, modern and imported machines are used to produce m-sand to ensure the required grading zone for the sand.

Opportunities:

A big push for the m-sand demand comes from the construction industry which is looking at alternates for natural or river sand to protect the environment and arrest the depletion of natural resources. For e.g., crusher byproducts are now being recycled instead of being used for landfills. Secondly, strict banks imposed by the state governments on river sand usage for construction purposes accelerated demand for m-sand. Hence, the rise of manufactured sand plants is expected to propel the market for sand in India.

RMC, that started evolving in the year 2000—the same year as m-sand, was scoping solutions to improve the quality of concrete. This led to increased demand for high quality sand and m-sand manufacturers. These manufacturers in turn, were forced to adapt new technologies to supply the fine grade material to capture the new demand. Infrastructure projects— metros, flyovers, airports, rail projects require concrete that offers durability, strength and speed, also propelled the demand for m-sand.

Said, Prashant Jha, Chief Ready-Mix Business, Nuvoco Vistas Corp, “While some customers still believe that natural sand and river sand are better than m-sand, the market is gradually shifting toward m-sand. This is definitely a sustainable solution for the scarcity of natural sand in big cities such as Mumbai. General awareness that RMC is a high-grade concrete, a cost-effective product with the benefit of retaining the quality and ease of execution, among consumers.”

Technology

There are two types of m- sand available in the market— the coarse sand and the fine sand. The former is used in concrete and the latter for plastering. Technology has improved to the level that fine materials of both segments are available.

Sanjay Nikam, CEO and Principal Business Consultant with Suru09 Business Services, said, “Globally, Japan is the first country to develop technology in the engineered sand segment because of the shortage of river sand. In Europe and US, there is no restriction on river sand dredging. But the problem exists in Asia and other continents. China is the second country to move in the same direction because of the shortfall faced. Now that India also faces challenges with river sand, the country has adopted Japanese technology to manufacture m- sand.”

Anil Banchhor, Managing Director & CEO, RDC Concrete said, “The industry has moved from three stage crushers to four-stage crushers and that has improved the quality of the manufactured sand available. In lieu of compliance standards by the Indian Bureau of Standards, many m-sand manufacturers have installed classification system in plants that can remove the particles present in the sand above the permissible limit. Additionally, water is being used in the washing facility to improve the quality of the sand. The modern technology allows one to replace river sand with manufactured sand.”

The way forward

A new segment where manufactured sand is being used is in water applications. Many water companies are increasingly dependent on engineered sand. This certainly will give a huge thrust to the m-sand segment.

Increased investments, new crusher plants not only in tier-1 cities but also in tier-2 and tier-3 cities with modern equipment are mushrooming. This is a clear indication of the anticipated growth spreading beyond the metro or large cities in India. Also, as the construction segment gains momentum with more infrastructure projects being fast tracked across the country, the m-sand industry expects a 15-20 percent growth going forward.

Renjini Liza Varghese

Economy & Market

From Vision to Action: Fornnax Global Growth Strategy for 2026

Published

2 weeks ago

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.

Concrete

Technology plays a critical role in achieving our goals

Published

1 month ago

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

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

October 15, 2025

admin

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.