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Skilling Cement for Industry 5.0

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In the concluding part of this article on skilling, Dr SB Hegde highlights the changes that are imminent in the new Cement 5.0 era.

In the first part of this two-part series, we read about the simple, step-by-step plan for cement industry leaders to train their teams, build flexibility and develop future-ready leaders. Let us continue to understand the important aspects of the cement sector that require specialised training and skilling.

Cybersecurity
As cement plants use more smart devices and digital systems, they face higher risks from cyberattacks. A 2024 Kaspersky report says that 60 per cent of industrial IoT systems are attacked each year. Cement plants are especially at risk because they now rely heavily on connected technology.
One cyberattacks can stop production, cause huge financial losses and leak important data—like emission reports needed for government rules such as the EU’s GDPR.
To avoid this, workers need to learn cybersecurity basics, like how to spot fake emails (phishing) and advanced skills like protecting industrial control systems. Certifications like CompTIA Security+ can help employees build the right skills.
UltraTech Cement started a cybersecurity program in 2024, training 200 IT staff and successfully reduced cyber incidents by 40 per cent in its digital centres.
Companies should also run cybersecurity drills, helping workers practice how to respond quickly to attacks. These drills can cut response time by 25 per cent, limiting damage when real threats happen.
Cybersecurity training must be part of all digital command centre programmes, since safe data systems are key to running the plant smoothly.
By building strong cybersecurity skills,
cement companies can protect their technology, avoid shutdowns and keep the trust of customers and regulators.

Using extended reality
Extended reality (XR), which includes virtual reality (VR) and augmented reality (AR), is changing how cement workers are trained. These tools offer realistic and hands-on training experiences without real-world risks.
With VR, workers can practice difficult jobs like fixing kilns or running carbon capture systems in a safe digital setup. A 2024 PwC study found that VR training reduces learning time by 40 per cent and helps workers remember more—by up to 75 per cent—compared to traditional training.
AR, using devices like Microsoft HoloLens, can show step-by-step instructions on real equipment, helping workers do tasks like maintenance with 15 per cent fewer mistakes.
In 2024, Cemex in Mexico used VR to train 300 operators on automated kilns. This led to a 20 per cent cut in training costs and 15 per cent fewer errors.
Companies should build XR labs to train at least 10 per cent of their workers every year, especially for high-risk tasks like carbon capture maintenance. These labs can also help workers understand net-zero goals by simulating situations like storing carbon dioxide.
Partnering with tech companies like Microsoft can make these tools more affordable. XR can
also boost teamwork, allowing workers to practice working together in virtual spaces—supporting agile team building.
By using extended reality, cement companies can train workers faster, reduce risks and prepare their teams for the advanced technologies of Cement 5.0.

Diversity, equity and inclusion
Diversity, equity and inclusion (DEI) are important for Cement 5.0 because they help bring in new talent and fresh ideas, especially in an industry that has mostly been male-dominated. Right now, only 15 per cent of cement industry workers are women, according to a 2024 report by the Global Cement and Concrete Association. This limits the talent pool, especially for roles in data science and sustainability.
A 2024 McKinsey study shows that diverse teams are 25% more innovative and can perform 20 per cent better financially. Also, when workplaces are inclusive, 70 per cent of employees feel more motivated to join training and development programmes.
Holcim started a ‘Women in Cement’ programme in 2023. It trained 500 women for technical and leadership roles and helped increase the number of women working in its European plants by 10 per cent.
Cement companies should work with groups like Women in Mining to create special training programs for women and other underrepresented groups. Unconscious bias training—which helps people become aware of hidden prejudices—can cut down workplace conflicts by 30 per cent, according to a 2024 Deloitte study, and make the work environment more friendly for everyone.
Setting clear targets, such as having 25 per cent women in technical jobs by 2030, can help companies stay on track. When teams include people with different backgrounds and viewpoints, they are better at solving big problems like making low-carbon cement.
In short, by focusing on DEI, cement companies can build stronger teams, attract top talent and lead the way in innovation.

Employee well-being
Cement 5.0 brings many changes, such as new technologies and sustainability goals. These changes can create stress and burnout for workers. A 2024 Mercer study found that 80 per cent of employees feel burned out because of the pressure from digital changes. This can lower productivity and make more people want to leave their jobs.
Taking care of employee well-being helps improve training participation and overall morale. A 2024 Gallup study shows that when employees feel good and are engaged, 70 per cent of them are more likely to share new ideas.
In 2024, LafargeHolcim started a wellness programme in North America for 2,000 employees. It included mental health support and led to a 20 per cent increase in training participation and 10 per cent drop in absenteeism.
Cement companies can partner with wellness apps like Headspace to offer mindfulness training, which helps workers manage stress. Also, giving flexible work schedules, especially during intense training periods, can improve work-life balance and reduce employee turnover by 15 per cent.
Managers should also track well-being as part of performance reviews. This includes things like stress levels and job satisfaction, which can help them better support their teams.
By focusing on employee well-being, cement companies can build a stronger, healthier and more motivated workforce—one that is ready to learn, adapt and succeed in the Cement 5.0 era.

Leadership pipelines
In the Cement 5.0 era, leaders need a mix of technical skills, sustainability knowledge, and people management abilities to guide their companies through fast changes. A 2024 KPMG report says that leaders who use AI and data analytics help increase innovation by 25 per cent.
Leaders also need to handle new rules, like the EU’s Carbon Border Adjustment Mechanism, and manage supply chain issues. For example, in 2024, ACC Limited started a leadership academy that trained 60 managers in AI-based decision-making and sustainability. This led to a 20 per cent rise in important project approvals and 15 per cent better employee engagement.
Companies should build leadership programs that focus on analytical thinking (which will be 10 per cent of training by 2027) and creative problem-solving (8 per cent). Leaders should also practice scenario planning to prepare for sudden changes, like new policies or supply disruptions.
Mentoring 5-10 per cent of high-potential employees for future leadership roles is also important. Using 360-degree feedback, where feedback comes from peers and team members, can improve leadership by 20 per cent by helping leaders build emotional intelligence.
By developing strong leaders, cement companies can move faster toward net-zero goals and create a culture that supports innovation and growth.

Cross-industry collaboration
The cement industry can learn from other sectors, like steel and energy, because they face similar challenges such as reducing carbon emissions and using new digital technologies. A 2024 World Economic Forum report says that sharing skills between industries can make training 30 per cent more efficient and help companies learn important things like how to use carbon capture or AI tools.
In 2024, the First Movers Coalition, including companies like Heidelberg Materials and ArcelorMittal, trained 1,000 workers from both cement and steel industries in carbon capture. This led to a 10 per cent drop in emissions in trial projects.
Cement companies should join global groups like the Cement and Concrete Breakthrough initiative, which was started at COP28, to share training materials and ideas. Creating common training programs for skills like data science or automation can lower training costs by 25 per cent.
Events like cross-industry hackathons, where workers from different sectors work together on solving problems like low-carbon cement, can lead to new ideas and faster progress. These partnerships give cement companies access to expertise, tools, and faster innovation, helping them move forward in the Cement 5.0 era.
Global talent mobility
The cement industry works across the world. Countries like Europe lead in new technologies such as carbon capture, while countries like India and Africa have fast-growing demand. A 2024 EY report says that moving skilled workers across countries helps increase innovation by 20 per cent and fills skill gaps in different regions.
In 2024, Dalmia Bharat started a programme that sent 50 Indian engineers to work in cement plants in Europe. This helped them learn carbon capture technology faster and cut emissions by 10 per cent in test projects.
Cement companies should build global learning centres, where experts can teach others using online tools, which also saves 30 per cent on travel costs. AI-powered translation tools can help workers understand training in different languages, making learning easier for everyone.
Companies can also encourage workers to take international assignments by offering rewards like promotions. Sharing knowledge across borders means good ideas and smart methods—like advanced automation—spread quickly, helping every region keep up with Cement 5.0 progress.

Overcoming barriers
Training workers with new skills is important, but it often faces problems like employee resistance, high costs and old-fashioned training methods. A 2024 ScienceDirect study showed that when workers are more open to learning, training works much better. That’s why training should be personalised.
In 2024, Ambuja Cement launched its ‘Skill Up’ programme, which used artificial intelligence to create training plans based on each person’s needs. This helped 1,500 employees, increased participation by 40 per cent, and reduced skill gaps by 25 per cent.
Companies can use platforms like Degreed to build custom learning paths. Giving rewards like digital badges or bonuses can increase interest in training by 35 per cent, as per a 2023 LinkedIn report. Sharing examples of success—like how AT&T reduced employee turnover by 34 per cent through upskilling—can encourage others to join in.
Also, clearly explaining how training can lead to better jobs or higher pay makes workers 40 per cent less likely to resist. By creating a workplace culture that values learning, cement companies can prepare their people for the future.

A simple roadmap for success
To succeed in the Cement 5.0 Era, companies need a clear plan to train and prepare their workers for new technologies and sustainability goals. This includes teaching employee’s data science to improve operations, helping them learn automation skills to manage smart factories and training them in green practices to meet climate targets.
Agile teams help companies adapt quickly. Digital command centres give real-time updates, while cybersecurity keeps all systems safe. Virtual and augmented reality tools make training faster, safer, and more engaging.
Building a team that includes people from different backgrounds and supports mental health creates a motivated and inclusive workforce. Good leaders are key to pushing new ideas and driving change. Working with other industries and countries helps companies learn faster and grow quicker.
Companies should spend 5-10 per cent of their budgets on training, just like Holcim did when it invested $100 million between 2020 and 2024. Creating a Cement 5.0 task force can help match employee training plans with digital and environmental goals.
Using AI-based tools and virtual training to reach 20 per cent of employees every year will help speed up skill development. Partnering with tech companies like Siemens and top universities will bring in the latest training programmes.
Since half of all workers will need new skills by 2025, it’s important to start now to stay ahead in the industry.

Conclusion
The Cement 5.0 era is a big opportunity for the cement industry to lead in both sustainability and new technologies. But success will depend mostly on people.
By training employees in data science, automation, and green practices, companies can lower costs, reduce pollution, and meet the rising demand for cement. Agile teams and digital control centres help work run more smoothly, while cybersecurity keeps systems safe.
Using tools like virtual and augmented reality makes training more interesting and effective. Focusing on diversity and inclusion brings fresh ideas to solve difficult problems. Taking care of employees’ mental and physical well-being keeps them motivated.
Strong leaders are needed to guide the industry toward its climate goals. Working together with other industries and sharing talent across countries helps speed up progress.
By putting people first—through smart investments in training and building a culture that values learning—cement companies can become leaders in a cleaner, smarter future. The time to act is now, so the industry can hit its net-zero target by 2040 and stay competitive in a changing world.

References
1. World Economic Forum. (2023). Future of Jobs Report 2023.
2. International Energy Agency. (2023). Cement Technology Roadmap.
3. Deloitte. (2024). Industry 5.0: The Future of Manufacturing.
4. McKinsey & Company. (2024). The Future of Cement: Digital Transformation and Sustainability.
5. OECD. (2023). Automation and the Future of Work.
6. Global Cement and Concrete Association. (2024). Cement Industry Roadmap to Net Zero.
7. PwC. (2024). VR and AR in Workforce Training.
8. AIHR. (2024). Agile HR: Transforming Talent Management.
9. BCG. (2024). Digital Command Centres in Industry.
10. Kaspersky. (2024). Cybersecurity in Industrial IoT.
11. KPMG. (2024). Human-Centric Leadership in Industry 5.0.
12. ScienceDirect. (2024). Psychological Factors in Workforce Upskilling.
13. LinkedIn. (2023). Workplace Learning Report.
14. Holcim. (2024). Plants of Tomorrow Initiative.
15. Heidelberg Materials. (2024). Cement 4.0 Programme.
16. Cemex. (2024). Sustainability and Automation Report.
17. Lafarge Canada. (2025). Bath Plant CCUS Project.
18. UltraTech Cement. (2023). Digital Command Centre Case Study.
19. Dalmia Bharat. (2024). Agile Team Implementation.
20. Ambuja Cement. (2024). Skill Up Programme.
21. Mercer. (2024). Global Talent Trends Report.
22. Gallup. (2024). State of the Global Workplace.
23. EY. (2024). Global Talent Mobility Report.
24. European Cement Research Academy. (2024). Automation in Cement Production.

About the author:
Dr SB Hegde, a global cement industry leader with over 30 years of experience, is a Professor at Jain College of Engineering, India, and a Visiting Professor at Pennsylvania State University, USA.

Economy & Market

RAHSTA Roundtable Sets Agenda for Smarter, Safer Highways

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Roundtable discussions focus on innovation for safer highways.

Held on 12 March 2026 at Courtyard by Marriott, Mumbai, alongside the Infrastructure Today Airport Conclave, the RAHSTA Roundtable brought together stakeholders from across the highways and infrastructure ecosystem to shape the agenda for the 16th RAHSTA 2026, scheduled for 8–9 July 2026 at the Jio Convention Centre, Mumbai. The session focused on key industry themes including road construction, technology, safety and long-term sustainability.

Opening the discussion, Pratap Padode, Founder, FIRST Construction Council, said the roundtable marked the beginning of a broader consultative process leading up to the July event. The aim, he noted, is to bring together industry stakeholders to refine the agenda for discussions on the future of roads, bridges, tunnels and allied infrastructure.

Padode noted that while central road project awards have slowed in recent years, states are increasingly driving the next phase of infrastructure growth. Maharashtra, with its long-term road development plans and agencies such as MSRDC and MSIDC, is expected to play a significant role in this expansion.

RAHSTA Expo 2026 as a specialised platform dedicated to road infrastructure, covering highways, tunnels, bridges and flyovers along with construction technologies, safety systems and maintenance solutions. He also highlighted the growing importance of rural connectivity and said the organisers are engaging with government bodies to highlight rural road development initiatives.

Tanveer Padode, CIO, ASAPP Info Group, presented insights from IMPACCT, the group’s infrastructure intelligence platform. He pointed to a strong project pipeline despite slower highway awards earlier in the year, noting that states such as Maharashtra, Odisha and Arunachal Pradesh are emerging as key drivers of new projects. The data also revealed that only a small group of contractors participates in large-value infrastructure bids.

Lt Gen Rajeev Chaudhary, former Director General, Border Roads Organisation and Chairman of the RAHSTA Expo Committee, emphasised the need for stronger collaboration across the ecosystem, including policymakers, contractors, technology providers and financiers. He also called for addressing systemic issues within the sector and encouraged greater participation of women in infrastructure leadership.

The discussion also explored the evolving economics of road development. Phani Prasad Mandalaparthy, Associate Director, CRISIL Intelligence, noted that the slowdown in project awards reflects a shift towards higher-value logistics corridors rather than simple road widening projects. However, private participation through BOT and TOT models remains limited.

From the contractors’ perspective, Sudhir Hoshing, Whole-Time Director, Ceigall, said companies are becoming more selective in bidding, favouring projects with clearer payment mechanisms and efficient processes. While NHAI continues to offer greater operational clarity, states such as Uttar Pradesh and Bihar were cited as relatively supportive environments for project execution.

Durability and sustainability also emerged as key themes. Himanshu Agarwal, COO – Road & Infrastructure, Zydex Group India, highlighted the need to prioritise lifecycle performance and resilient pavements, while participants discussed the potential of alternative materials such as plastic waste, steel slag and industrial by-products in road construction.

Dr LR Manjunatha, Vice President, JSW Cement, emphasised that India has abundant fly ash, slag and other industrial materials that can improve durability and sustainability if integrated into specifications and policy frameworks.

Technology and equipment challenges were also discussed. Dr Lakshmana Rao Mantri, Dy General Manager, Afcons Infrastructure, highlighted the shortage of tunnel boring machines (TBMs), which is delaying several underground infrastructure projects. Participants agreed that developing domestic TBM manufacturing capabilities will be critical for future infrastructure expansion.

The future of concrete pavements was another area of discussion. Dr V Ramachandra, President, Indian Concrete Institute, stressed that the debate should focus on lifecycle performance rather than material choice alone, noting that evolving design standards are improving the feasibility of concrete roads.

Prof Dharamveer Singh of IIT Bombay added that while India has made significant progress in infrastructure development, stronger capacity building and better execution practices are essential to ensure consistent road quality.

The discussion also touched upon technology adoption in the sector. Rushabh Mamania, Partner & CBO, Roadvision, highlighted the growing role of AI in road infrastructure, noting that AI-driven monitoring systems are already being deployed across large stretches of national highways.

Overall, the roundtable underscored that the future of highway infrastructure will depend not only on the pace of construction but also on durability, safety, technology integration and sustainable materials. The discussions offered valuable insights that will help shape the agenda for RAHSTA 2026 and guide future collaboration within the industry.

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Economy & Market

CTS Roundtable Charts Tech-Led Roadmap for Construction

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CTS Roundtable Maps Technology Roadmap for Construction

Ahead of the Construction Technology Show (Con Tech Show) 2026, industry leaders, technology innovators and academia came together in Mumbai to deliberate on how digitalisation, automation and industrialised construction can reshape the sector. The discussion made one thing clear: construction can no longer afford to treat technology as optional.

Held on 12 March 2026 at Courtyard by Marriott, Mumbai, alongside the Infrastructure Today Airport Conclave, the CTS Roundtable served as a precursor to the Construction Technology Show 2026, scheduled for 19–20 August 2026 at NESCO, Mumbai.

A platform to move from discussion to deployment

Opening the session, Pratap Padode, Founder and Editor-in-Chief, ASAPP Info Global Group, said construction technology has long remained close to his heart, especially given the sector’s traditionally slow pace of technology adoption. He noted that over the years, the Construction Technology Summit had steadily built interest, and the next step was now to expand it into a larger, more meaningful platform that could bring together technology providers, users, startups and innovators under one roof.

Padode said the vision for CTS is not limited to software alone. The platform aims to embrace all forms of technology that can improve construction efficiency, quality and execution—from digital tools and project management systems to lean construction, off-site fabrication and startup-led innovation. He also highlighted plans to deepen startup participation and create space for young companies to showcase emerging construction solutions.

Industry at a turning point

Moderating the roundtable, Naushad Panjwani, Chairman, Mandarus Partners, set the context by pointing out that the global construction industry, despite being a multi-trillion-dollar sector, continues to lag in productivity. He noted that while manufacturing has consistently improved efficiency, construction has remained slow to modernise.

Referring to both global and Indian trends, Panjwani underlined that the industry is now at a decisive moment. India, he said, is entering a major build cycle, and delivering the next phase of infrastructure and real estate growth through traditional methods alone is no longer viable. The goal of the roundtable, therefore, was not to debate technology in isolation, but to identify the most critical conversations that would bridge the gap between innovation and implementation.

His central message was clear: CTS 2026 must be shaped around themes that make CEOs, CIOs and CTOs feel they cannot afford to miss the event.

From BIM to AI, data to governance

A major theme that emerged through the discussion was the need for better data, better visibility and better decision-making. Dr Venkata Santosh Kumar of IIT Bombay echoed this, saying that the underlying data infrastructure itself needs attention. Construction projects, particularly remote ones, often face issues around connectivity, data collection and data use. Without this foundation, more advanced technologies cannot deliver their full value.

Chandra Vasireddy, CEO & Co-founder, Inncircles, expanded the discussion to governance, arguing that technology must help connect the many moving parts of a construction business. For him, the real value of digital transformation lies in creating better governance, clearer visibility and stronger business outcomes.

Tejas Vara of Inncircles stressed the importance of timely site data for leadership teams, especially in large and remote projects where decisions on materials, machinery and manpower often get delayed because information does not reach headquarters in time.

The role of AI also featured prominently. Rushabh Mamania, Partner and CBO, Roadvision said that while AI and machine learning are now common terms, vision intelligence and language intelligence have still not deeply penetrated the construction sector. He emphasised that startups in India are building relevant AI-led solutions and are already attracting international interest, showing that innovation need not be imported—it can be built locally and scaled globally.

Industrialised construction gains ground

The roundtable also placed strong emphasis on industrialised construction methods. Kalyan Vaidyanathan, CTO – Construction & R&D, Tvasta, called for greater focus on off-site fabrication and the broader industrialisation of construction. Bhargav Jog, General Manager, Dextra, highlighted precast technology and alternative sustainable materials as areas with immediate relevance.

Several participants agreed that modular, precast and pre-engineered approaches are no longer niche ideas. They are increasingly becoming practical responses to the sector’s challenges around labour shortage, timelines, quality control and predictability.

Anup Mathew, Sr VP & Business Head, Godrej, argued that the industry needs a fully integrated approach—from design and procurement to execution and asset management. Unless these are connected, technology adoption will remain fragmented and sub-optimal. He pointed to pre-engineered and modular systems as examples of how industrial thinking can compress timelines, improve quality and reduce dependence on difficult on-site conditions.

Adoption remains the biggest hurdle

While there was broad agreement on the promise of technology, the discussion repeatedly returned to one fundamental challenge: adoption.

Abhishek Kumar, COO, LivSYT, observed that the market is crowded with solutions, but many buyers still struggle to evaluate which technology suits which use case. According to him, the industry needs clearer frameworks to help users select, compare and adopt solutions, rather than expecting a single platform to solve every problem.

Dr Tenepalli JaiSai, Associate Professor, School of Construction(SoC), NICMAR University, noted that isolated technologies will not solve the productivity problem by themselves. What is required is an integrated Construction 4.0 approach, where digital, physical and cyber-physical systems work together rather than in silos.

That concern around silos was reinforced by Subodh Dixit, former Director, Shapoorji Pallonji, who said the issue is not just that technologies are disconnected, but that stakeholders are as well. Clients, consultants, contractors and partners often operate with different priorities. Unless these silos are broken, technology will struggle to percolate across the full project value chain.

Harleen Oberoi, Project Management, Tata Realty shared a practical perspective from the client side, saying that successful BIM implementation requires investment across the ecosystem, not just within one organisation. Trade partners, vendors and other stakeholders must also be trained and aligned if the technology is to deliver its intended results.

Beyond buzzwords

A notable takeaway from the session was that the industry is moving past the phase of treating technology as a buzzword. Participants repeatedly stressed that the real question is not whether technology should be used, but where it creates measurable value and how that value can be scaled.

The conversation also expanded beyond mainstream themes to include repairs and rehabilitation, construction and demolition waste, sustainability, circular economy, green sourcing, carbon measurement, design interoperability, generative design, robotics, and the role of horticulture and greener built environments.

Setting the agenda for CTS 2026

By the close of the session, the roundtable had surfaced a strong set of themes for the upcoming show: BIM and digital twins, AI and data platforms, industrialised construction, startup innovation, governance-led technology adoption, robotics, sustainable materials, and integrated project delivery.

More importantly, the session established CTS 2026 as more than an exhibition. It is shaping up to be a serious industry platform where users, technology providers, researchers and policymakers can collectively define the future of construction.

As Padode noted in his closing remarks, the conversation will continue through further consultations and possibly webinars in the run-up to the show. If the roundtable is any indication, CTS 2026 will aim not merely to showcase technology, but to push the industry towards meaningful adoption at scale.

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Economy & Market

Smart Pumping for Rock Blasting

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SEEPEX introduces BN pumps with Smart Joint Access (SJA) to improve efficiency, reliability, and inspection speed in demanding rock blasting operations.
Designed for abrasive and chemical media, the solution supports precise dosing, reduced downtime, and enhanced operational safety.

SEEPEX has introduced BN pumps with Smart Joint Access (SJA), engineered for the reliable and precise transfer of abrasive, corrosive, and chemical media in mining and construction. Designed for rock blasting, the pump features a large inspection opening for quick joint checks, a compact footprint for mobile or skid-mounted installations, and flexible drive and material options for consistent performance and uptime.

“Operators can inspect joints quickly and rely on precise pumping of shear-sensitive and abrasive emulsions,” said Magalie Levray, Global Business Development Manager Mining at SEEPEX. “This is particularly critical in rock blasting, where every borehole counts for productivity.” Industry Context

Rock blasting is essential for extracting hard rock and shaping safe excavation profiles in mining and construction. Accurate and consistent loading of explosive emulsions ensures controlled fragmentation, protects personnel, and maximizes productivity. Even minor deviations in pumping can cause delays or reduce product quality. BN pumps with SJA support routine maintenance and pre-operation checks by allowing fast verification of joint integrity, enabling more efficient operations.

Always Inspection Ready

Smart Joint Access is designed for inspection-friendly operations. The large inspection opening in the suction housing provides direct access to both joints, enabling rapid pre-operation checks while maintaining high operational reliability. Technicians can assess joint condition quickly, supporting continuous, reliable operation.

Key Features

  • Compact Footprint: Fits truck-mounted mobile units, skid-mounted systems, and factory installations.
  • Flexible Drive Options: Compact hydraulic drive or electric drive configurations.
  • Hydraulic Efficiency: Low-displacement design reduces oil requirements and supports low total cost of ownership.
  • Equal Wall Stator Design: Ensures high-pressure performance in a compact footprint.
  • Material Flexibility: Stainless steel or steel housings, chrome-plated rotors, and stators in NBR, EPDM, or FKM.

Operators benefit from shorter inspection cycles, reliable dosing, seamless integration, and fast delivery through framework agreements, helping to maintain uptime in critical rock blasting processes.

Applications – Optimized for Rock Blasting

BN pumps with SJA are designed for mining, tunneling, quarrying, civil works, dam construction, and other sectors requiring precise handling of abrasive or chemical media. They provide robust performance while enabling fast, reliable inspection and maintenance.With SJA, operators can quickly access both joints without disassembly, ensuring emulsions are transferred accurately and consistently. This reduces downtime, preserves product integrity, and supports uniform dosing across multiple bore holes.

With the Smart Joint Access inspection opening, operators can quickly access and assess the condition of both joints without disassembly, enabling immediate verification of pump readiness prior to blast hole loading. This allows operators to confirm that emulsions are transferred accurately and consistently, protecting personnel, minimizing product degradation, and maintaining uniform dosing across multiple bore holes.

The combination of equal wall stator design, compact integration, flexible drives, and progressive cavity pump technology ensures continuous, reliable operation even in space-limited, high-pressure environments.

From Inspection to Operation

A leading explosives provider implemented BN pumps with SJA in open pit and underground operations. By replacing legacy pumps, inspection cycles were significantly shortened, allowing crews to complete pre-operation checks and return mobile units to productive work faster. Direct joint access through SJA enabled immediate verification, consistent emulsion dosing, and reduced downtime caused by joint-related deviations.

“The inspection opening gives immediate confidence that each joint is secure before proceeding to bore holes,” said a site technician. “It allows us to act quickly, keeping blasting schedules on track.”

Framework agreements ensured rapid pump supply and minimal downtime, supporting multi-site operations across continents

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