Economy & Market

Milestone event of the last century

Published

7 years ago

January 6, 2020

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The author has long experience and exposure in the industry at executive level and has worked with ILO as Senior Employers’ Specialist for South Asian Region. He has taken stock of the situation in view of the present Covid-19 pandemic, its antecedence and impact on enterprises today.

There were three milestone events of the last century that impacted people, nations and enterprises. The first milestone event of last century was end of First World War in 1918. The end of the First World War saw the spread of Spanish flu pandemic in various countries of the world including India. The Spanish flu, also known as the 1918 flu pandemic, was an unusually deadly influenza pandemic caused by the H1N1 influenza A virus. Lasting from spring 1918 through spring or early summer 1919, it infected 500 million people, i.e. about a third of the world’s population at that time. It is estimated, that in India, nearly 18 million people which was 6 per cent of the population at that time, lost their lives in this disease, which locally was called plague. This pandemic impacted many families in India. Mahatma Gandhi lost his daughter-in-law and a grandchild in this pandemic, and was himself a victim and was cured and we all know his contribution to India in the freedom struggle.

The second milestone event of last century was end of Second World War in 1945. Second World War was a major conflict in human history, which marked the death of 70 to 85 million people in the world, most of whom were civilians in the Soviet Union and China. Following the end of Second World War, most countries became independent nations between 1945 and 1965 varying from a peaceful to protracted revolutionary process. Also, the end of Second World War led to the birth of the United Nations. Also, the International Labour Organization (ILO), which was born at the end of First World War, became a specialised agency of United Nations. Also, at the end of Second World War, countries in Europe gradually lost their colonies.

Hence, the European countries opened their economies with reference to movement of people, currency, goods and information by becoming open economies. At the same time colonies that became independent nations, took an approach of being closed or open or mixed economies depending upon their choice. India on independence in 1947 chose to be a mixed economy, with the core sector such as cement, steel, coal, electricity, interstate bus transport, railways, airlines, etc. being price controlled or/and state controlled; and also setting up a large number of public sector undertakings later and also nationalising sick private sector units plus the banks and insurance business plus the oil companies. We in India had strict control on movement of foreign currency in terms of a monitored exchange rate, high import duties coupled with Rupee trade with USSR, strict rules with reference to visas on employment of foreign nationals.

The third milestone event of last century was end of Cold War in 1989. The Cold War finally came to an end in 1989 with the fall of the Berlin Wall and the collapse of the communist regimes in Eastern Europe as well as USSR, a former communist country in eastern Europe and northern Asia. This led to all countries in the world that were closed or mixed economies becoming to varying degree open economies including India. It is in 1991, that India shifted gear from a mixed economy to an open economy, by devaluing the currency, permitting flow of foreign direct investment plus foreign institutional investment, reducing and rationalising the import duty based on WTO tariffs and permitting foreign made goods to be easily imported and available, relaxation on movement of persons from foreign countries to work in India.

The impact of the opening up of the economy in India was that large number of domestic enterprises post 1991 restructured their product portfolios as well as resources, including the permanent workforce working for the enterprise through voluntary retirement scheme (VRS), as labour laws did not go through change. The restructuring exercise of enterprises led to enterprises getting various activities, which were done inhouse being outsourced and/or subcontracted resulting in substantial growth of ancillaries, as well as the supply chain. Certain enterprises got acquired under new ownership and in certain cases also closed down.

New milestone event
In the present century, we had SARS (Severe Acute Respiratory Syndrome) coronavirus (SARS-CoV) "identified in 2003 infecting humans in the Guangdong province of Southern China in 2002. Then Middle East Respiratory Syndrome (MERS) a viral respiratory disease identified in Saudi Arabia in 2012. Then Ebola Virus Disease (EVD), formerly known as Ebola haemorrhagic fever outbreak in 2014-2016 in West Africa covering Guinea, Sierra Leone and Liberia, but none of these impacted the world and the enterprises of every country.

However, Coronavirus disease 19 (Covid-19), which is a highly transmittable and pathogenic viral infection caused by severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2), emerged in Wuhan in 2019 has affected 212 countries and territories around the world. Covid-19 has impacted every country of the world, and this pandemic is a mile stone event of the current century which is impacting life, livelihood, enterprises and the economy of every country in the world.

There is no easy solution to preventing the spread of the Covid-19, unless the citizens fully cooperate in implementing the lockdown guidelines laid by the government of the country. Countries will have to review their public health expenditure percentage to country’s GDP for the future and bring it to at least three to five percent and this is not easy.

Post Covid-19, the international trade will go through a change, as countries are likely to reduce their dependence on China, which had become a manufacturing hub for a large number of items for many countries after the end of cold war 1989. Countries world over will review their policies on global supply chain, as countries would work on strategies for being self-reliant in certain specific sectors to protect domestic enterprises and reduce dependence on imports and also safe guard jobs for the locals arising from the downturn. International deglobalisation is likely to be an approach by certain countries to reduce dependence of imports in specific areas.

Also, there might be reluctance by countries depending upon their size and economic strength, to abide by the agreed WTO tariffs; and probably WTO itself may get a jolt and be restructured, wherein its role could go through a change. Also, the funding of international agencies like WHO from some of the countries has already gone through a change, though the role of an organisation like WHO becomes vital and relevant, when such a pandemic impacting countries of the world occurs and needs to be reported and acted upon to prevent the spread. Also, WHO will have to do serious introspection with reference to its funding, performance plus its role and this could result in some restructuring of the organisation.

Impact on Indian enterprises
The Government of India adopted the lock down approach from March 25, 2020 initially for 21 days which in phases got extended till May 31, 2020 and may get further extended if needed, so as to reduce the spread of coronavirus disease 19 (Covid-19) amongst the citizens and also to improve the preparedness of the various states and districts in the country medically for tackling the epidemic. The annual public health expenditure by states and union territories together in India amounted to around Rs 1.58 trillion, which is estimated to be around 1.28 per cent of the country’s GDP and this will have to go up in the future.

The Government of India has come forward with an economic package for enterprises, farmers, migrant workers and individuals for reducing the negative impact of the lock down. Enterprises and individuals need to look at the economic package and see how it would benefit them in reducing their financial stress and take benefit of the same wherever possible. The intensity of the impact of the Covid-19 for each enterprise differs based on the sector in which it operates, cash liquidity, profitability and location.

There are certain sectors like aviation, travel, tourism, hotels, restaurants, automobiles, capital goods, film production, movie theatres, entertainment, trade fairs, event management, malls, real estate, etc., where the dip in revenue for enterprises in the financial year 2020-21 is likely to be more than 50 per cent because of substantial fall in demand. If an enterprise in these sectors has a low cash liquidity, coupled with low profitability, then these enterprises are likely to have a tough future for independent existence and in the worst case could lead to continue to be sick or being acquired by interested buyers, unless innovative steps are taken by the management to undertake heavy cut in fixed cost to survive. However, if they have a high cash liquidity and low or negligible debt to equity, then they would be able to sail through the turbulent duration of Covid-19 period, survive and later also grow.

There are certain sectors like pharmaceuticals, hospitals, medical equipment, PPE, IT, mobile networks, mobile phones, app-based platforms doing home delivery, FMCG, agrochemicals, fertilizers, seed growing and processing, dairy and dairy products, food processing, cash crops, tobacco, cigarettes, alcohol, etc. where the dip in revenue for the financial year 2020-21 for enterprises in this sector is likely to be low. Even if an enterprise in this sector has a low cash liquidity coupled with a medium/high debt to equity and low profitability, it will survive in the post Covid-19 period, though there will be some negative impact to enterprises in these sectors if they are located in the red zone.

Situation of enterprises in India
The impact of COVID-19 is that the smooth functioning of every enterprise whether in the informal or the formal sector (micro, small medium or large) in India has been tripped and each enterprise will continue to have a time period of tripping based on which colour zone (i.e. red, orange or green) they are located, as activity and movement will be hampered in red zones. Also, the duration for enterprises to operate before a cure for Covid-19 is available could be from two quarters to six quarters starting April 1, 2020, thus various scenarios will emerge for enterprises.

The duration of the tripping for an enterprise will depend on the sector and zone in which it operates, and this could result in a V shaped curve or a U-shaped curve or a L shaped curve. Functioning of each enterprise has been hampered due to the lockdown; there is a fall in income for practically every enterprise because of the lock down, likely continuation of a certain stagnation of demand for certain time period will be there in certain sectors, and there will be a revival of demand later for all. Every enterprise will have to assess in which curve they fall. For an enterprise falling in a L shaped curve, because of the sector and zone in which it operates, a long duration of low negligible demand will adversely affect them and all-out effort needs to be made to move to a U-shaped curve by innovative strategies.

One thing good on present date is that the number of mobile telecom subscribers in India as of December 2019 is over one billion, that means practically every working individual, including workers in the informal sector have mobile phone connectivity, though everybody will not have a smart phone. Also, internet usage in India has exceeded half a billion people and is estimated to be over 600 million users in end 2019. Enterprises continued their operations by asking employees to work from home wherever possible. The option of working from home has limitations in the case of manufacturing enterprises, as the input material has to be converted into a finished product, which involves movement and processing of the input material coupled with physical presence cum activity of persons to ensure completion of the operations safely. The present manufacturing facilities in the factories in India are not designed such, that they can operate without the physical presence of people. However, manufacturing enterprises are learning to operate their factories with limited workforce, at the same time ensuring compliance of the safety protocols laid down by the Government arising from Covid-19 pandemic in the country.

Physical distancing norms at work place will impact every enterprise, however the labour intensive enterprises will have a higher negative impact, as either the numbers engaged have to be reduced and/or the working method modified, so as to ensure maintenance of the required physical distance while working. Enterprises functioning in remote areas and small towns will be less impacted for availability of work force, than the ones situated in or near metropolis or large city.

Tackling the situation
Each enterprise in India will have to find its own solution for tackling the situation, as this is a phase of disruption for everybody. However, some things are common which the top management of each enterprise will have to work upon.

Ensure cash availability as top priority for sustainability
Continuously communicate with employees using available technology and if possible, also with their families to boost their morale to face the Covid-19 pandemic situations
Seek the suggestions of employees to tide over the problems
Seek employees, trade unions cooperation to tide over the crisis by continuously communicating with them
Ensure that the workplace of the enterprise is safe for employees to work, ensuring rigorous implementation of protocols and SOP to prevent any spread of Covid-19
Ensure insurance coverage and treatment of employees including contract workforce, if infected with Covid-19
Move to digitisation wherever possible
Move to work from home wherever feasible
Top management of the enterprise needs to ensure visible austerity measures with the need to cut fixed and variable costs wherever possible
Defer capital expenditure unless it is absolutely necessary
Measurement of impact because of this crisis on company’s brand image and reputation
Lessons learnt from this major crisis needs to be documented, so that the same is available for reference by "next set of management" during next major crisis

Conclusion
The business and employment model of enterprise in India post Covid-19 will drastically change compared to the business and employment model pre Covid-19. We all have to adapt to a new lifestyle as well as a different working style of enterprises as the Covid-19 is a tsunami, which has affected the world. It will take time before a vaccine to prevent the spread of Covid-19 is available to all of us.

Enterprises are likely to restructure their fixed as well as variable cost, and this could impact the persons that are presently employed at all levels in certain enterprises. Most enterprise post 1991 in India adopted a work force model wherein the enterprise had people to work and not employees. Hence, most enterprises presently have maximum executives, limited workers, and maximum contract workers through contractors/service providers. Presently in India, the contract workers in most enterprises are interstate migrants. The interstate migrant contract workers presently are making all-out effort to return to their home state by modes of transport that they consider viable, and substantial numbers have moved and will move.

It is a reality that Covid-19 has negatively impacted life, lifestyle of every individual and every enterprise whether in the informal or the formal sector (micro, small medium or large) in India. We, Indians have made all-out effort to ensure that we lose minimum lives of our citizens as our first priority. At the same time, we need to ensure that the enterprises and businesses in the informal and the formal sector while going through the hardship survive and continue to live which I am confident we all will do.

ABOUT THE AUTHOR: Dr. Rajen Mehrotra is Past President of Industrial Relations Institute of India (IRII), Former Senior Employers’ Specialist for South Asian Region with Internation.al Labour Organization (ILO) and Former Corporate Head of HR with ACC Ltd. and Former Corporate Head of Manufacturing and HR with Novartis India Ltd.

E-Mail: rajenmehrotra@gmail.com

Published in April – May – June 2020 issue of Current Labour Reports and Arbiter.

Economy & Market

The Road Ahead Begins Here

Published

1 day ago

August 11, 2026

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The future of India’s roads took centrestage at RAHSTA Expo 2026, where policymakers, contractors and industry leaders came together under one roof. The event blended thought leadership, technology showcase and industry recognition into a single powerful platform.

India’s roads and highways community gathered in full strength at the Jio World Convention Centre, Mumbai, for the 16th edition of the RAHSTA Expo (Roads and Highways Sustainable Technologies & Advancement). Over two action-packed days, the event brought together policymakers, contractors, consultants, developers, equipment manufacturers, material suppliers, technology providers and investors to deliberate on the future of India’s ,infrastructure while showcasing the latest innovations driving the sector.

The event culminated in the prestigious RAHSTA Awards, where Shri. Ajay Tamta, Union Minister of State for Road Transport & Highways, felicitated organisations and professionals for their outstanding contributions to road construction, engineering, safety, sustainability and technology. With leading contractors, senior government officials, industry veterans and technology providers under one roof, the event reaffirmed RAHSTA’s position as one of India’s most influential platforms for the roads, highways, bridges and tunnels ecosystem.

Organised by FIRST Construction Council in association with ASAPP Info Global Group, RAHSTA has steadily evolved beyond an exhibition into a platform where policy, technology, engineering and business converge to address the opportunities and challenges shaping India’s next generation of transport infrastructure.

Beyond expansion, towards value

The conference opened with a thought-provoking address by Pratap Padode, Founder and Editor-in-Chief, Construction World, who observed that India’s highways sector has reached an important inflection point. Introducing this year’s theme – ‘From Expansion to Value: The Next Phase of India’s Highways’ – he noted that while the country has successfully expanded its road network over the past two decades, the industry’s priorities are now shifting towards building infrastructure that delivers greater lifecycle value, durability, safety and operational efficiency. With funding pressures, asset monetisation and evolving project models changing the sector’s dynamics, he said the focus must now move beyond kilometres constructed to the quality and long-term performance of every asset.

Dr Brijesh Dixit, Managing Director, Maharashtra State Infrastructure Development Corporation (MSIDC), reminded delegates that successful infrastructure delivery is ultimately a collective effort. Emphasising on collaboration between government, industry and engineering professionals, he remarked, “There is no loser in a winning team, and there is no winner in a losing team,” urging stakeholders to work together to deliver projects with quality, financial sustainability and technological excellence.

Delivering the keynote address, Bidur Kant Jha, Director, New Technologies for Highway Development, Ministry of Road Transport & Highways (MoRTH), outlined the Government’s long-term vision for India’s highway network. Highlighting the country’s 6.26 million km roads network, he spoke about the growing adoption of digital planning tools such as BIM and GIS, bridge health monitoring systems and Integrated Smart Transport Corridors under the Vision 2047 roadmap. He emphasised that while India remains open to global innovations, every new technology must be adapted to Indian conditions before large-scale deployment.

Addressing the gathering during the awards ceremony, Tamta underlined the increasing role of specialised equipment and modern construction technologies in executing complex infrastructure projects across diverse terrains. Referring to challenging tunnel projects in Uttarakhand, he noted how advanced machinery has transformed execution capabilities, while also acknowledging the rapid evolution of Indian contractors into globally competitive infrastructure companies. Recognising excellence through industry awards, he said, motivates organisations to continually raise performance standards and embrace innovation.

Meanwhile, Dr Sanjay Mukherjee, IAS, Metropolitan Commissioner, MMRDA, highlighted that infrastructure development must increasingly focus on integrated urban mobility. Reflecting on Mumbai’s engineering journey – from its historic underground utility network to the Coastal Road and other transformative projects – he underlined that future infrastructure planning must seamlessly integrate roads, metro systems and public transport to create efficient, multimodal cities.

Uttar Pradesh takes centrestage

One of the highlights of the second day was Uttar Pradesh’s comprehensive presentation on its infrastructure-led industrial transformation.

Srihari Pratap Shahi, IAS, Additional CEO, Uttar Pradesh Expressways Industrial Development Authority (UPEIDA), demonstrated how the state’s expanding expressway network is evolving into a catalyst for industrial development through integrated manufacturing and logistics clusters. Expressways, he noted, are no longer merely transport corridors but engines of economic competitiveness.

Building on this narrative, Deeksha Jain, IAS, Additional Chief Executive Officer, Uttar Pradesh State Industrial Development Authority (UPSIDA), showcased the state’s rapidly expanding industrial ecosystem supported by extensive expressway connectivity, dedicated freight corridors, airports, industrial townships and investor-friendly policies. She highlighted Uttar Pradesh’s strong manufacturing growth, expanding industrial land bank, plug-and-play infrastructure and increasing use of digital governance to facilitate investments.

Further underlining the significance of the platform, Deepak Kumar, IAS, Infrastructure & Industrial Development Commissioner, Government of Uttar Pradesh, remarked, “RAHSTA provides an excellent platform for states to showcase our infrastructure progress and investment ecosystem. Uttar Pradesh has transformed significantly over the past decade, backed by more than 34 investor-friendly industrial policies, and platforms like RAHSTA help communicate these developments to industry stakeholders from across the country.”

Ideas that shaped the industry conversation

The two-day conference featured seven panel discussions, each examining a critical dimension of India’s evolving roads and highways sector.

The opening discussion on ‘Financing Roads & Highways in a Capital-Constrained Era’ brought together experts from Cube Highways, NIIF, SBI Capital Markets, Centrum Capital and Bandhan Infra Fund, who examined how the financing landscape is changing. Discussions revolved around asset monetisation, InvITs, institutional investments and new funding structures, with panellists agreeing that better project preparation, transparent governance and predictable returns will be crucial for attracting long-term capital into infrastructure.

Attention then shifted to execution realities during the panel on ‘Contractors’ Perspective: Execution Realities, Risks & the Quality Imperative.’ Representatives from GHV Infra Projects, PNC Infratech, NCC and Maccaferri candidly discussed the challenges of delivering projects amid contractual complexities, land acquisition delays, rising costs and tight timelines. While execution pressures remain significant, the discussion reinforced that better collaboration across the project value chain is essential for achieving both speed and quality.

Day 2 opened with a technically rich discussion on ‘Designing Roads for Sustainability, Durability & Climate Resilience’. Experts from CSIR-CRRI, IIT Bombay, IIT Madras, Zydex Group and SRMB Steel explored advanced pavement technologies, recycled materials, climate-resilient designs and scientific construction practices that can significantly improve durability while lowering lifecycle costs. Sustainability, they agreed, must become an integral part of road design rather than an afterthought.

The subsequent session on ‘Bridges & Tunnels: Complex Engineering, Safety & Future Readiness’ highlighted the growing complexity of India’s infrastructure projects. Panellists discussed advances in structural engineering, digital monitoring, risk management and safety practices that are enabling the successful delivery of increasingly ambitious bridge and tunnel projects across the country.

Technology remained a recurring theme during the discussion on ‘Technology as a Risk-Mitigation Tool for Developers & Investors’. Experts explained how AI, BIM, drones, predictive analytics, digital twins and intelligent monitoring systems are helping improve project planning, minimise execution risks, strengthen quality assurance and enhance asset management throughout the infrastructure lifecycle.

The construction equipment panel brought together leading industry experts to examine how technology, sustainability and digitalisation are redefining construction equipment in an era of rising cost pressures. Discussions centred on enhancing productivity, reducing lifecycle costs and preparing the industry for India’s infrastructure ambitions leading up to 2047.

The conference concluded with an engaging CXO Forum on ‘Rebuilding Confidence in India’s Roads & Highways Sector’, where senior industry leaders emphasised that stronger governance, better project preparation, digitalisation, transparent contracting and closer public-private collaboration will be essential to sustain India’s infrastructure growth over the coming decades.

Technology and recognition under one roof

Beyond the conference halls, RAHSTA Expo reflected the technological transformation underway across India’s road infrastructure ecosystem. Leading equipment manufacturers, technology companies and material suppliers showcased advanced construction equipment, intelligent digital platforms, pavement technologies, structural materials and productivity-enhancing solutions designed to improve project efficiency and asset performance. The exhibition created valuable opportunities for contractors, consultants, government agencies and project developers to evaluate new technologies while interacting directly with solution providers.

The event also served as a celebration of excellence through the RAHSTA Awards 2026, which recognised outstanding achievements across road construction, contracting, materials, equipment, technology, safety, sustainability and infrastructure development. Presented by Minister Tamta, the awards honoured organisations that are setting new benchmarks for quality, innovation and execution across India’s roads sector.

RAHSTA Expo 2026 also received extensive support from across the infrastructure ecosystem. Alongside leading corporate sponsors, the event was backed by industry bodies including the Builders Association of India (BAI), Construction Equipment Rental Association (CERA), Consulting Engineers Association of India (CEAI), International Road Federation (IRF), CSIR-CRRI, CILT India, All India Transporters Welfare Association, Hydraulic Trailer Owners Association (HTOA), Gujarat Contractors Association, Bitumen Forum, Fluid Power Society of India, Indian Institute of Material Management, Ministry of Ports, Shipping and Waterways, Gati Shakti Vishwavidyalaya and Mumbai First, reflecting the industry’s collective commitment to advancing India’s road infrastructure.

As the curtains came down on the two-day event, one message resonated throughout the conference: India’s highways story is entering a new chapter. While expansion will continue, the future will increasingly be defined by smarter planning, stronger partnerships, digital transformation, sustainable engineering and long-term value creation. By bringing together the entire infrastructure value chain on a single platform, RAHSTA Expo 2026 once again demonstrated why it has become one of the country’s most influential forums for shaping the future of roads, highways, bridges and tunnels.

Economy & Market

Fornnax Names Lukas Baur as Authorised Service Partner to Bolster EU Operations

Published

3 weeks ago

July 23, 2026

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Strapline: Fornnax Technology has appointed NOBA Maschinenservice’s Lukas Baur as its authorised service partner for the European Union, strengthening its commitment to delivering fast, reliable, and localised after-sales support across the region.

Fornnax Technology, a leading manufacturer of industrial shredding solutions, has announced the appointment of Mr. Lukas Baur of NOBA Maschinenservice as its authorised service partner for the European Union. The partnership, formalised under the authorisation of Fornnax CEO Mr. Jignesh Kundaria, reinforces the company’s commitment to providing dependable, localised service support to its expanding customer base across Europe.

Strengthening Service Through Proven Expertise

With over two decades of experience in servicing, maintaining, and overhauling industrial shredders, Mr. Baur brings extensive technical expertise to the partnership. His capabilities span welding, hardfacing, shaft and knife rebuilding, complex assembly, hydraulics, and complete electrical engineering services, delivered in collaboration with a trusted partner company based in Halle/Saale.

Operating from Worbis, Germany, Mr. Baur is strategically positioned to provide emergency support across the European Union within 24 hours, covering an operational radius of approximately 1,000 kilometres.

Supporting this capability is a well-equipped service infrastructure comprising 12 Mercedes Sprinter service vans, a team of 24 skilled technicians, specialised bearing-change tools, a fully equipped hydraulic workshop, and a 1,000-square-metre facility with a five-ton crane track. Together, these resources position his team to manage the complete spectrum of Fornnax’s European service requirements efficiently and reliably.

Partnership Driven by Industry Insight

Having spent years servicing Eldan, Lindner, and Vecoplan shredders across the European recycling industry, Mr. Baur’s decision to collaborate with Fornnax is rooted in his understanding of market needs and customer expectations. His experience has provided valuable insight into what recycling plant operators require—not only from their machinery but also from the service teams supporting them.

According to Mr. Baur, Fornnax’s reputation for robust machine construction, superior wear protection, and maintenance-friendly design made the partnership a natural fit.

The collaboration comes at a time when Europe’s tyre recycling industry is facing mounting challenges, including rising cost pressures, shrinking margins, delayed investments, and a shortage of skilled labour. Mr. Baur believes these conditions reinforce the need for technically strong service partners capable of delivering rapid, dependable support.

Commenting on the partnership, he said, “Fornnax, with its exceptional price-performance ratio and superior quality, has the potential to become a market leader in Europe. We would like to be their service partner in this journey.”

Comprehensive Support Across the Equipment Lifecycle

As Fornnax’s authorised service partner, Mr. Baur will oversee the complete lifecycle support of the company’s equipment throughout the European Union. His responsibilities will include installation, commissioning, preventive maintenance, emergency repairs, and spare parts support across mechanical, hydraulic, and electrical systems.

Looking ahead, he also plans to develop a centralised spare parts distribution hub for European customers, particularly if Fornnax establishes a warehouse facility in Worbis to facilitate faster deliveries. To further strengthen service coverage, Mr. Baur intends to expand operations by adding two to three additional service teams and vehicles each year, progressively increasing capacity across the continent.

A Shared Commitment to Customer Excellence

Highlighting the strategic importance of the partnership, Mr. Jignesh Kundaria, Director and CEO of Fornnax, said:

“We strongly believe that by continuously improving our service quality and customer satisfaction index, we can build long-term relationships with our customers. Higher customer satisfaction leads to greater trust, which significantly increases repeat orders and ultimately drives sustained growth in our sales revenue.”

This customer-first philosophy underpins Fornnax’s strategy of building a dedicated European service partner network instead of relying solely on remote support. With Mr. Baur joining this network, customers across the European Union will benefit from faster response times, expert technical assistance, and dedicated on-ground support from a partner with extensive experience in high-throughput shredding operations.

Mr. Baur’s appointment also reflects Fornnax’s broader ambition to establish itself as the preferred shredding solutions provider for the European recycling industry, marking another important milestone in the company’s international growth strategy.

Concrete

Nuvoco Vistas launches Limla cement plant, expands Gujarat footprint

Published

1 month ago

July 13, 2026

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Nuvoco Vistas opens a 2 MMTPA grinding unit at Limla, entering Gujarat and advancing its target of 35 MMTPA capacity by FY 2028.

Surat (Gujarat)

Nuvoco Vistas Corporation Ltd, a part of Nirma Group and one of India’s leading building materials company, has inaugurated the Limla Cement Plant in Surat (Gujarat), one of Vadraj Cement Limited’s (VCL) principal manufacturing facilities. The commissioning represents a key milestone in Nuvoco’s acquisition and restoration of VCL, while supporting the company’s expansion across the Western Indian cement market.

Vadraj Cement Limited is a subsidiary of Nuvoco Vistas Corporation Limited and has installed cement capacity of 6 MMTPA across its assets. The Limla inauguration therefore represents the first operational step in the acquired platform’s wider revival, while the Kutch facilities provide clinker supply, mineral security and coastal logistics support for the western business.

Nuvoco completed its acquisition of Vadraj Cement Limited, then under the Corporate Insolvency Resolution Process, after paying a consideration of Rs 1,800 crore in June 2025. VCL’s asset portfolio comprises a clinker unit at Kutch and a grinding unit at Limla in Surat. It also includes high-quality captive limestone reserves and a captive jetty at Kutch, supporting more efficient logistics. Following the takeover, Nuvoco began an extensive programme of restoration, refurbishment and expansion at both locations, leading to the commissioning of the Limla plant.

The Limla Cement Plant is expected to support a phased increase in sales volumes across Gujarat. It will also help Nuvoco supply neighbouring markets in Western Maharashtra and release cement capacity from its northern plants, which can consequently be redirected towards markets in North India. The plant will manufacture a full portfolio comprising Ordinary Portland Cement, Portland Slag Cement, Portland Pozzolana Cement and Portland Composite Cement. It will additionally produce the complete Nuvoco Duraguard range, including the premium Nuvoco Duraguard Microfibre product. The acquisition is also expected to generate operational synergies with Nuvoco’s existing plants at Nimbol and Chittorgarh in Rajasthan, improving logistics optimisation and market reach across important regional markets.

The grinding unit at the Limla Cement Plant was completed ahead of schedule, with 2 MMTPA of capacity now inaugurated to expand Nuvoco’s operating scale and customer reach. After Vadraj Cement’s assets become fully operational, plants in North and West India are expected to account for nearly 40 per cent of Nuvoco’s total cement capacity. This will broaden the company’s manufacturing network, strengthen access to high-growth markets and support its plan to increase consolidated cement capacity to 35 MMTPA by FY 2028, reinforcing its longer-term growth strategy.

Commenting on the development, Jayakumar Krishnaswamy, Managing Director, Nuvoco Vistas Corp Ltd, said: “The inauguration of the Limla Grinding Unit in Surat is an important milestone in Nuvoco’s growth journey and demonstrates our commitment to disciplined, value-accretive expansion. Gujarat is strategically significant for Nuvoco, with substantial opportunities arising from infrastructure investment, industrial growth, rapid urbanisation and continuing demand from the housing and construction sectors. The facility strengthens our regional footprint, improves operational flexibility and increases our ability to serve customers across northern and western markets with greater reliability and efficiency.”

He added: “Through the Vadraj acquisition, we have refurbished and restarted a strategically important asset, returning it to operations in record time through strong execution and collaboration between teams. The achievement demonstrates our ability to create value from acquired assets, fulfil our commitments and retain the confidence of stakeholders. It also highlights the strength of our project delivery capabilities and our continued focus on building sustainable, profitable growth over the long term.”

Nuvoco Vistas Corporation Limited is a building materials company whose vision is to build a safer, smarter and more sustainable world. It is among the leading players in East India and has a significant presence across North and West India. Nuvoco began operations in 2014 with a greenfield cement plant at Nimbol, Rajasthan. It later acquired Lafarge India Limited, which had entered India in 1999, followed by Emami Cement Limited in 2020 and Vadraj Cement Limited in April 2025. The company has also announced an expansion in eastern India through a new grinding mill at the Arasmeta Cement Plant, supported by several debottlenecking programmes involving equipment upgrades, process improvements and internal capacity initiatives. These developments place Nuvoco on track to achieve total cement capacity of approximately 35 MMTPA. The company reported total income of Rs 11,362 crore in FY 2025-26, reflecting its continuing growth trajectory.

Nuvoco operates a diversified portfolio across three segments: Cement, Ready-Mix Concrete and Modern Building Materials. Its cement portfolio includes Concreto, Duraguard, Double Bull, PSC, Nirmax and Infracem, covering Ordinary Portland Cement, Portland Slag Cement, Portland Pozzolana Cement and Portland Composite Cement. Its pan-India RMX business provides value-added products under Concreto for performance concrete, Artiste for decorative concrete, InstaMix for ready-to-use bagged concrete, X-Con covering M20 to M60 grades, and Ecodure for specialised green concrete. Nuvoco has supplied materials to projects including the Mumbai-Ahmedabad Bullet Train, Birsa Munda Hockey Stadium in Rourkela, Aquatic Gallery at Science City in Ahmedabad, and metro railway projects in Delhi, Jaipur, Noida and Mumbai.