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Make in Steel 2020 seeks forging of stronger ties for growth

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Given the long-term pipeline of infrastructure projects in India, the growth opportunity for the country’s steel sector is immense. But as it looks towards future expansion, the industry also needs to collaborate as well as imbibe new technologies and best practices to become a truly global force.

Collaboration, adoption of new technologies and focus on sustainable manufacturing practices will enable the Indian steel industry to become a global force, a cross-section of industry experts averred at the third edition of Make in Steel conference in New Delhi in February.

They also said that given the country’s need for new infrastructure projects and consistent GDP growth, the opportunities that would be created for all stakeholders were humongous.

Guest of honour, AK Khandelwal, Executive Director (TKMC), Railway Board, explained that developments like electrification of railways lines, construction of pedestrian bridges, and the introduction of high-speed railway and complete mechanisation of maintenance-related work will all create a huge business opportunity. For instance, the Railways order for maintenance equipment is alone estimated to cost Rs 120 billion.

"There is a huge market and we are planning an investment of Rs 8.5 trillion on infrastructure development at the Indian Railways over the next five years. This would need a lot of steel. At least 20 million tonnes (MT) of new rakes will be required annually. This would also need some high-grade steel. About 7 MT of steel will be required for building wagons, coaches and other infrastructure," informed Khandelwal.

According to some estimates, the public sector transporter directly or indirectly consumes up to 15 per cent of the total steel produced in the country. While sounding caution in the backdrop of the ongoing US-China war and Coronavirus pandemic, N Sainathan, Chief Sales Manager (North India), Tata Steel, called for teamwork within the industry.

"For this industry to grow every participant in the value chain needs to elevate their role to become more efficient and value accretive. I would like to take the example of the automobile industry, which 20 years ago used to import 30-40 per cent of its steel because the domestic industry was unable to provide the desired quality or service. But today that has reduced to less than 5 per cent. This has been made possible by the partnership between the steel companies and automakers," he opined.

Need to standardise
The experts also agreed that despite overtaking Japan to become the world’s number two steelmaker, India’s steel sector needed to address a multitude of challenges. One of the priority areas for the country was to significantly encourage domestic steel consumption. The share of steel-based construction in India is around 10 per cent while in the developed Western economies it hovers at nearly 80 per cent.

The forum also raised the demand for the rollout of a proper code for steel-intensive buildings. In this regard, speakers said that China’s much-acclaimed feat of constructing a 1,000-bed hospital for coronavirus patients in a matter of days was made possible only due to the successful implementation of such a framework there.

V Suresh, Chief General Manager & Regional Manager (Northern Region), Steel Authority of India (SAIL), said that the sector played a critical role in not only GDP growth but also job creation. "The steel industry is an important constituent in the growth and development of an economy. The performance of the steel industry has a major bearing on industry segments such as infrastructure, construction, peripherals, etc., with the multiplier effect of 1.4 times on the GDP. But the greater impact comes from employment generation, where the multiplier effect is around 6.8," he emphasised.

He felt that the low percentage use of steel in housing and other construction was attributable to the inability to both provide as well as accurately gauge the quantity and quality of steel required in such construction. He sought for immediate revision of BIS 800 code regarding the use of steel in construction to also include high-grade steels.

"The other issue is about the design part. There is somehow a mismatch between what we can produce, what we intend to produce and what is required by the industry. Although architects and designers appreciate that steel-intensive construction is the way forward, there is reluctance due to various reasons such as availability and acceptance by the end-user. So, there is a need for us to have a forum and, perhaps, Make in Steel can help us in this regard to some extent," added Suresh.

Hervinder Singh, President & Business Unit Head Long Products, Jindal Steel & Power, made a forceful pitch for a cleaner steel industry through the use of cleaner and greener technologies that helped in curbing pollution and prevent wastage of resources.

"The focus should be on making quality steel of higher strength through a cost-effective production process," he opined.

Welcoming the delegates to the conference, Pratap Padode, President and Founder, First Construction Council (FCC), said, "The year has begun on a tumultuous note. But I think through challenges also emerge top stories. When some of the leading multinationals and foreign companies come here for the first time, they don’t look at the chaos. They look at the opportunities. Because if everything were hunky-dory, why would there be a need for new infrastructure or new buildings?" FCC, which had organised the event, is an infrastructure think tank dedicated to serving the causes and needs of the Indian construction sector. It was established in 2003.

Two panel discussions, "Smart Steel for Smart Urbanisation: New Products and Dimensions in Steel"and "Growing Use of Stainless Steel", were also organised during the day-long conference. Panelists included Arun Sahai, COO, Ahluwalia Contracts; Rajiv Nehru, Director Product Development & Training, RICS South Asia; Mili Majumdar, Managing Director, GBCI India; S Krishnakumar, CEO Building Solutions, Everest Industries; Sahil Agarwal, Senior Technologist, Tata Steel; Debashis Dutta, Structural Engineer, Institute for Steel Development & Growth; and NK Vijayvargia, Consultant, Indian Stainless Steel Development Association.

The report "TMT ReBar: A Key Pillar in Indian Infrastructure" was also released at 2020 Make in Steel conference. This one-of-its-kind analysis on reinforcement bars-also called thermo-mechanically treated (TMT) bars-has come to be regarded as an important study in its segment.

– MANISH PANT

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Concrete

Adani’s Strategic Emergence in India’s Cement Landscape

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Milind Khangan, Marketing Head, Vertex Market Research, sheds light on Adani’s rapid cement consolidation under its ‘One Business, One Company’ strategy while positioning it to rival UltraTech, and thus, shaping a potential duopoly in India’s booming cement market.

India is the second-largest cement-producing country in the world, following China. This expansion is being driven by tremendous public investment in the housing and infrastructure sectors. The industry is accelerating, with a boost from schemes such as PM Gati Shakti, Bharatmala, and the Vande Bharat corridors. An upsurge in affordable housing under the Pradhan Mantri Awas Yojana (PMAY) further supports this expansion. In May 2025, local cement production increased about 9 per cent from last year to about 40 million metric tonnes for the month. The combined cement capacity in India was recorded at 670 million metric tonnes in the 2025 fiscal year, according to the Cement Manufacturers’ Association (CMA). For the financial year 2026, this is set to grow by another 9 per cent.
In spite of the growing demand, the Indian cement industry is highly competitive. UltraTech Cement (Aditya Birla Group) is still the market leader with domestic installed capacity of more than 186 MTPA as on 2025. It is targeted to achieve 200 MTPA. Adani Cement recently became a major player and is now India’s second-largest cement company. It did this through aggressive consolidation, operational synergies, and scale efficiencies. Indian players in the cement industry are increasingly valuing operational efficiency and sustainability. Some of the strategies with high impact are alternative fuels and materials (AFR) adoption, green cement expansion, and digital technology investments to offset changing regulatory pressure and increasing energy prices.

Building Adani Cement brand
Vertex Market Research explains that the Adani Group is executing a comprehensive reorganisation and consolidation of its cement business under the ‘One Business, One Company’ strategy. The plan is to integrate its diversified holdings into one consolidated corporate entity named Adani Cement. The focus is on operating integration, governance streamlining, and cost reduction in its expanding cement business.
Integration roadmap and key milestones:

  • September 2022: The consolidation process started with the $6.4 billion buyout of Holcim’s majority stakes in Ambuja Cements and ACC, with Ambuja becoming the focal point of the consolidation.
  • December 2023: Bought Sanghi Industries to strengthen the firm’s presence in western India.
  • August 2024: Added Penna Cement to the portfolio, improving penetration of the southern market of India.
  • April 2025: Further holding addition in Orient Cement to 46.66 per cent by purchasing the same from CK Birla Group, becoming the promoter with control.
  • Ambuja Cements amalgamated with Adani Cement: This was sanctioned by the NCLT on 18th July 2025 with effect from April 1, 2024. This amalgamation brings in limestone reserves and fresh assets into Ambuja.
  • Subject to Sanghi and Penna merger with Ambuja: Board approvals in December 2024 with the aim to finish between September to December 2025.
  • Ambuja-ACC future integration: The latter is being contemplated as the final step towards consolidation.
  • Orient Cement: It would serve as a principal manufacturing facility following the merger.

Scale, capacity expansion and market position
In financial year-2025, Adani Cement, including Ambuja, surpassed 100 MTPA. This makes it one of the world’s top ten cement companies. Along with ACC’s operations, it is now firmly placed as India’s second-largest cement company. In FY25, the Adani group’s sales volume per annum clocked 65 million metric tonnes. Adani Group claims that it now supplies close to 30 per cent of the cement consumed in India’s homes and infrastructure as of June 2025.
The organisation is pursuing aggressive brownfield expansion:

  • By FY 2026: Reach 118 MTPA
  • By FY 2028: Target 140 MTPA

These goals will be driven by commissioning new clinker and grinding units at key sites, with civil and mechanical works underway.
As of 2024, Adani Cement had its market share pegged at around 14 to 15 per cent, with an ambition to scale this up to 20 per cent by FY?2028, emerging as a potent competitor to UltraTech’s 192?MTPA capacity (186 domestic and overseas).

Strategic advantages and competitive benefits
The consolidation simplifies decision-making by reducing legal entities, centralising oversight, and removing redundant functions. This drives compliance efficiency and transparent reporting. Using procurement power for raw materials and energy lowers costs per ton. Integrated logistics with Adani Ports and freight infrastructure has resulted in an estimated 6 per cent savings in logistics. The group aims for additional savings of INR 500 to 550 per tonne by FY 2028 by integrating green energy, using alternative fuel resources, and improving sourcing methods.

Market coverage and brand consistency
Brand integration under one strategy will provide uniform product quality and easier distribution networks. Integration with Orient Cement’s dealer base, 60 per cent of which already distributes Ambuja/ACC products, enhances outreach and responsiveness.
By having captive limestone reserves at Lakhpat (approximately 275 million tonnes) and proposed new manufacturing facilities in Raigad, Maharashtra, Adani Cement derives cost advantage, raw material security, and long-term operational robustness.

Strategic implications and risks
Consolidation at Adani Cement makes it not just a capacity leader but also an operationally agile competitor with the ability to reap digital and sustainability benefits. Its vertically integrated platform enables cost leadership, market responsiveness, and scalability.

Challenges potentially include:

  • Integration challenges across systems, corporate cultures, and plant operations
  • Regulatory sanctions for pending mergers and new capacity additions
  • Environmental clearances in environmentally sensitive areas and debt management with input price volatility

When materialised, this revolution would create a formidable Adani–UltraTech duopoly, redefining Indian cement on the basis of scale, innovation, and sustainability. India’s leading four cement players such as Adani (ACC and Ambuja), Dalmia Cement, Shree Cement, and UltraTech are expected to dominate the cement market.

Conclusion
Adani’s aggressive consolidation under the ‘One Business, One Company’ strategy signals a decisive shift in the Indian cement industry, positioning the group as a formidable challenger to UltraTech and setting the stage for a potential duopoly that could dominate the sector for years to come. By unifying operations, leveraging economies of scale, and securing vertical integration—from raw material reserves to distribution networks—Adani Cement is building both capacity and resilience, with clear advantages in cost efficiency, market reach, and sustainability. While integration complexities, regulatory hurdles, and environmental approvals remain key challenges, the scale and strategic alignment of this consolidation promise to redefine competition, pricing dynamics, and operational benchmarks in one of the world’s fastest-growing cement markets.

About the author:
Milind Khangan is the Marketing Head at Vertex Market Research and comes with over five years of experience in market research, lead generation and team management.

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Concrete

Precision in Motion: A Deep Dive into PowerBuild’s Core Gear Series

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PowerBuild’s flagship Series M, C, F, and K geared motors deliver robust, efficient, and versatile power transmission solutions for industries worldwide.

Products – M, C, F, K: At the heart of every high-performance industrial system lies the need for robust, reliable, and efficient power transmission. PowerBuild answers this need with its flagship geared motor series: M, C, F, and K. Each series is meticulously engineered to serve specific operational demands while maintaining the universal promise of durability, efficiency, and performance.
Series M – Helical Inline Geared Motors: Compact and powerful, the Series M delivers exceptional drive solutions for a broad range of applications. With power handling up to 160kW and torque capacity reaching 20,000 Nm, it is the trusted solution for industries requiring quiet operation, high efficiency, and space-saving design. Series M is available with multiple mounting and motor options, making it a versatile choice for manufacturers and OEMs globally.
Series C – Right Angled Heli-Worm Geared Motors: Combining the benefits of helical and worm gearing, the Series C is designed for right-angled power transmission. With gear ratios of up to 16,000:1 and torque capacities of up to 10,000 Nm, this series is optimal for applications demanding precision in compact spaces. Industries looking for a smooth, low-noise operation with maximum torque efficiency rely on Series C for dependable performance.
Series F – Parallel Shaft Mounted Geared Motors: Built for endurance in the most demanding environments, Series F is widely adopted in steel plants, hoists, cranes, and heavy-duty conveyors. Offering torque up to 10,000 Nm and high gear ratios up to 20,000:1, this product features an integral torque arm and diverse output configurations to meet industry-specific challenges head-on.
Series K – Right Angle Helical Bevel Geared Motors: For industries seeking high efficiency and torque-heavy performance, Series K is the answer. This right-angled geared motor series delivers torque up to 50,000 Nm, making it a preferred choice in core infrastructure sectors such as cement, power, mining, and material handling. Its flexibility in mounting and broad motor options offer engineers’ freedom in design and reliability in execution.
Together, these four series reflect PowerBuild’s commitment to excellence in mechanical power transmission. From compact inline designs to robust right-angle drives, each geared motor is a result of decades of engineering innovation, customer-focused design, and field-tested reliability. Whether the requirement is speed control, torque multiplication, or space efficiency, Radicon’s Series M, C, F, and K stand as trusted powerhouses for global industries.

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Concrete

Driving Measurable Gains

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Klüber Lubrication India’s Klübersynth GEM 4-320 N upgrades synthetic gear oil for energy efficiency.

Klüber Lubrication India has introduced a strategic upgrade for the tyre manufacturing industry by retrofitting its high-performance synthetic gear oil, Klübersynth GEM 4-320 N, into Barrel Cold Feed Extruder gearboxes. This smart substitution, requiring no hardware changes, delivered energy savings of 4-6 per cent, as validated by an internationally recognised energy audit firm under IPMVP – Option B protocols, aligned with
ISO 50015 standards.

Beyond energy efficiency, the retrofit significantly improved operational parameters:

  • Lower thermal stress on equipment
  • Extended lubricant drain intervals
  • Reduction in CO2 emissions and operational costs

These benefits position Klübersynth GEM 4-320 N as a powerful enabler of sustainability goals in line with India’s Business Responsibility and Sustainability Reporting (BRSR) guidelines and global Net Zero commitments.

Verified sustainability, zero compromise
This retrofit case illustrates that meaningful environmental impact doesn’t always require capital-intensive overhauls. Klübersynth GEM 4-320 N demonstrated high performance in demanding operating environments, offering:

  • Enhanced component protection
  • Extended oil life under high loads
  • Stable performance across fluctuating temperatures

By enabling quick wins in efficiency and sustainability without disrupting operations, Klüber reinforces its role as a trusted partner in India’s evolving industrial landscape.

Klüber wins EcoVadis Gold again
Further affirming its global leadership in responsible business practices, Klüber Lubrication has been awarded the EcoVadis Gold certification for the fourth consecutive year in 2025. This recognition places it in the top three per cent
of over 150,000 companies worldwide evaluated for environmental, ethical and sustainable procurement practices.
Klüber’s ongoing investments in R&D and product innovation reflect its commitment to providing data-backed, application-specific lubrication solutions that exceed industry expectations and support long-term sustainability goals.

A trusted industrial ally
Backed by 90+ years of tribology expertise and a global support network, Klüber Lubrication is helping customers transition toward a greener tomorrow. With Klübersynth GEM 4-320 N, tyre manufacturers can take measurable, low-risk steps to boost energy efficiency and regulatory alignment—proving that even the smallest change can spark a significant transformation.

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