Economy & Market

Bridging the Skill Gap in Manufacturing

Published

1 year ago

April 18, 2025

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Dr SB Hegde analyses the changing trend in the cement industry as it faces a growing skill gap as ageing workers retire and new talent turns away, threatening efficiency and sustainability.

Cement is the backbone of roads, buildings and cities worldwide. In 2023, the world produced 4.1 billion tonnes of cement, and that number could grow to 4.7 billion tonnes by 2030 (US Geological Survey, 2024). However, there’s a big problem — the cement workforce is ageing and not enough young workers have the skills to operate modern machines or meet new environmental standards. This skill gap — the difference between what the industry needs and what workers can do — is growing quickly. It’s a hidden threat that could slow down construction projects and
hurt economies.
Cement drives development worldwide, but countries like India are feeling the pressure the most. In 2022, India produced 410 million tonnes of cement, making it the second-largest producer after China (Statista, 2024a). With major infrastructure plans for roads and railways, India needs skilled workers more than ever. However, many cement plants are struggling to find workers who understand modern tools or environmentally friendly methods.
This article explores why this skill gap exists, how it impacts the industry, and what can be done to fix it—both globally and in India. With updated statistics and real-world examples, it sends a clear message: cement companies must take action before the problem gets worse.

The hidden crisis
The skill gap in the cement industry is a growing problem that’s not always easy to see. Across the world, experienced workers who have spent decades mastering cement production are retiring. A 2023 report shows that 30 per cent of them are over 50, and new workers aren’t stepping in fast enough, especially in Europe and the US (World Cement Association, 2024).
At the same time, cement plants are becoming more advanced, using technology like smart sensors, automated systems and robots. These systems require workers with technical and computer skills—not just physical strength and basic knowledge.
India is also feeling the heat. With the capacity to produce 690 million tonnes of cement yearly, the industry employs over 1 million people (IBEF, 2024). But according to a 2024 study, 65 per cent of plant managers report not having enough skilled workers to handle modern machinery (CII, 2024). This problem is even worse in southern India, where too many plants compete for limited talent, and low wages push skilled workers to better-paying city jobs.
This skill shortage affects the industry in several ways:

Higher maintenance costs: Without skilled workers, machines break down more often.
Reduced cement quality: Poorly operated machinery affects the consistency and quality of cement.
Increased production costs: Inefficiencies lead to higher operational costs.

The crisis is reshaping how cement is made and forcing companies to rethink their strategies. If the industry doesn’t tackle this problem soon, it could face severe setbacks in productivity, quality and profitability.

From skill to crisis
Cement production used to rely heavily on hands-on skills. Workers learned through experience—breaking rocks, firing kilns and mixing materials. But today, machines handle most of that work. Around 80 per cent of the world’s cement now comes from dry processes, which require less labour but more technical expertise (Rhodium Group, 2024).
The older generation of workers, who mastered traditional methods, often struggle to adapt to modern systems. Meanwhile, younger workers are not being trained quickly enough to fill the gap. This shift is making the industry less efficient and more vulnerable.
India is a prime example of this transformation. Small cement plants once thrived on local skills and traditional methods. But now, large companies like UltraTech, which produces 79 million tonnes of cement annually, are using advanced technologies like waste heat recovery systems (WHRS) to save energy and reduce emissions (IBEF, 2024).
However, a 2023 survey by the National Skill Development Corporation (NSDC) revealed that only 20 per cent of cement workers in India are capable of handling these modern systems (NSDC, 2024). This lack of expertise leads to several problems:

Inefficiencies in production: Poorly operated technology slows down manufacturing.
Reduced sustainability efforts: Without skilled workers, eco-friendly systems like WHRS are not fully effective.
Higher operating costs: More downtime and maintenance result from improper handling of equipment.

The old craftsmanship is fading, leaving the industry at a crossroads. Without immediate action, this skill shortage could severely impact cement production’s ability to meet growing demands and adopt sustainable practices.

Technology’s double-edged sword
Technology is both a solution and a challenge for the cement industry. Around the world, new tech is making cement production faster, cleaner and more efficient. For example, Cemex tested solar-powered cement in 2023, aiming for eco-friendly production, while Heidelberg invested €450 million in carbon capture technology in Belgium (World Cement Association, 2024). These innovations are part of why the global cement market could reach $686 billion by 2032 (Fortune Business Insights, 2025).
However, the catch is that these high-tech solutions require skilled workers who understand how to operate and maintain advanced systems—not just traditional manual labour.
India is also riding the wave of automation. Cement plants are now getting 20–25 per cent of their power from WHRS, which save energy and reduce costs (World Cement, 2025). When Adani acquired Sanghi Industries for $606.5 million in 2023, it added more advanced technology to its operations. But the problem remains: local workers often lack the skills needed to handle this new machinery effectively.
While technological advancements have helped India produce 375 million tonnes of cement in 2023, they are also creating a divide within the workforce. The industry is splitting into two groups:

Tech-savvy workers: A small group trained to handle automation, digital systems and advanced equipment.
Traditional workers: A much larger group lacking the skills needed to work with modern technology.

This divide leads to several challenges:

Underutilised technology: Many high-tech systems are not fully used due to a lack of trained operators.
Increased operational costs: Companies spend more on training and maintenance when technology is poorly managed.
Job insecurity: As automation grows, workers with outdated skills face the risk of being left behind.

The cement industry must find a balance between adopting new technologies and ensuring workers have the skills to operate them effectively. Without doing so, the push for efficiency and sustainability could leave a large part of the workforce struggling to keep up.

Why is the young talent avoiding the cement industry?
Young people are not interested in working in the cement industry. Globally, only about 5 per cent of engineering graduates from the US and Europe consider manufacturing jobs, according to a 2023 report (McKinsey, 2023). They see cement jobs as dirty, boring and outdated compared to high-paying tech jobs with modern offices and exciting projects.
India faces the same problem. Although the cement industry contributes around 6 per cent to the country’s economy, it struggles to attract fresh talent. In 2023, the IT sector hired 1.5 million graduates, while the cement industry managed to recruit only about 50,000 (NSDC, 2024). Cities like Bengaluru, known for their booming tech hubs, lure young engineers who prefer coding jobs over working in hot, dusty cement plants in places like Rajasthan.
The perception problem is real. A 2024 survey revealed that 70 per cent of Indian engineering students described cement work as ‘dull’ and ‘unappealing,’ even though starting salaries can be quite competitive, ranging from `8 to Rs.12 lakh per year (CII, 2024). They don’t see cement as a modern, innovative field with growth opportunities.

Beyond the factory floor
The skill shortage in the cement industry isn’t just a factory problem—it’s a major issue for big construction projects worldwide. When cement plants struggle to find skilled workers, everything slows down, causing costly delays.
In the US, the $1.2 trillion infrastructure plan aimed at upgrading roads, bridges and railways is already feeling the pressure. Cement shortages caused by untrained workers are holding back progress (Fortune Business Insights, 2025).
Africa faces a similar problem. Cement demand on the continent is expected to grow by 77 per cent by 2030. But without skilled workers, meeting that demand will be nearly impossible, stalling economic growth and infrastructure development (World Cement Association, 2024).
India is feeling the pinch more than most. The country’s $14.59 billion infrastructure plan, which includes building highways, smart cities and bullet train projects, heavily relies on cement (IBEF, 2024). One of the most ambitious projects, the Mumbai-Ahmedabad Bullet Train, requires a staggering 20,000 cubic metres of cement daily. But skill shortages are disrupting supply, leading to delays.
The problem isn’t just limited to mega-projects. For example, Chennai’s metro expansion faced major delays in 2023 because local cement plants couldn’t meet demand on time. The skill gap is directly impacting the speed and quality of these projects.

What’s at risk?

Job creation: India’s construction boom is expected to create around 1 million jobs, but if the cement industry can’t keep up, those opportunities will be lost.
Economic growth: Infrastructure development contributes significantly to GDP. Delays in cement supply can slow down the entire economy.
Global competitiveness: If India and other countries can’t resolve this skill gap, their ability to compete on a global scale will be compromised.

Bridging the gap
The skill gap in the cement industry isn’t impossible to fix—new training models worldwide are making a difference. Countries and companies are trying out fresh ideas to build a skilled workforce.
In Germany, a dual education system that combines classroom learning with hands-on factory training is producing 60,000 skilled workers every year (IEA, 2023). It’s a practical approach where students gain real-world experience while studying, making them job-ready from day one.
Companies are also stepping up. Holcim introduced virtual reality (VR) training in 2024, allowing workers to practice operating complex cement plants in a simulated environment. This approach saves time, money, and reduces accidents during training.
India is making efforts too. UltraTech’s skill centres trained 10,000 workers in 2023, focusing on areas like automation, machine handling, and safety (IBEF, 2024). The company is trying to bridge the skill gap by equipping workers with modern technical skills.
Collaborations are also happening. Shree Cement has partnered with IIT Kharagpur, producing 500 skilled engineers annually since 2022. This initiative aims to bring fresh talent into the industry, particularly in high-tech areas.
The National Skill Development Corporation (NSDC) and Ambuja Cement have even bigger plans. They aim to train 50,000 young people by 2029, with a special focus on green technologies and sustainable manufacturing.

Why this matters:

Reducing the skill gap: If these training programmes expand successfully, India’s 65 per cent skill shortage could be significantly reduced by 2030.
Improving productivity: Better-trained workers mean fewer machine breakdowns, improved cement quality and reduced costs.
Boosting economic growth: Skilled workers are essential for completing big infrastructure projects on time, directly supporting economic development.

Sustainability at risk
Achieving sustainability in cement production isn’t just about technology—it’s about having skilled workers who can operate and maintain green systems. The cement industry is responsible for 6–8 per cent of the world’s CO2 emissions, pushing companies to find eco-friendly solutions (IEA, 2023).
In 2024, a plant in the UK managed to cut its emissions by 85 per cent by adopting advanced technologies. But here’s the catch: running these systems needs highly trained workers who understand how to use and maintain them.
India is also striving for greener cement production. Major companies like JK Cement have set ambitious targets, aiming to use 50 per cent biomass fuel by 2030. However, only 15 per cent of the workforce currently has the necessary skills to handle this transition effectively (CII, 2024).
Ambuja Cement’s Concrete Futures Lab is one initiative trying to close the skill gap by training 2,000 workers each year in eco-friendly cement production. But compared to the scale of the industry, that’s not nearly enough.

Why this matters:

Carbon-neutral goals at risk: India’s target of achieving carbon-neutral cement production by 2050 is in danger if the workforce isn’t adequately skilled.
Need for better training programmes: Without widespread and advanced training programmes, green technologies will remain underutilised, slowing down the progress toward sustainability.
Global impact: What’s true for India is true for the world—if we don’t bridge the skill gap, the dream of reducing cement’s carbon footprint may stay out of reach.
The solution is clear: We need more training centres, better courses, and partnerships between companies, educational institutions, and the government to make green cement production a reality.

The global skill gap
The skill gap in cement manufacturing is a worldwide problem, but it looks different depending on where you are.
In the US, which produced 91 million tonnes of cement in 2023, the main issue is a shortage of workers with digital skills to operate advanced systems (World Cement, 2025).
In Africa, the problem is more basic. The industry lacks trained workers altogether, which could severely impact its cement demand expected to rise by 77 per cent by 2030 (World Cement Association, 2024).
India faces a mixed challenge. Northern cement plants struggle to find workers with the technical expertise to handle modern, automated systems. In contrast, southern plants have a surplus of workers, but their skills are outdated or irrelevant. NSDC trains around 50,000 workers annually, but that’s far too little compared to the rapidly growing demand (World Cement, 2025).
In China, the government takes a proactive approach, training 200,000 workers each year through organised programmes to support its massive production of 2.1 billion tonnes in 2022 (Statista, 2024b).

Why this matters:

India’s demand boom: Cement demand in India is projected to increase by 42 per cent by 2030, but without the right skills, meeting that demand will be difficult.
Learning from others: Countries need to collaborate, sharing training models and technologies to address skill shortages effectively.
Bridging the gap: Without the right skillsets, the cement industry’s growth and sustainability goals are at serious risk worldwide.

The urgent need to address the skill shortage
Time is running out. By 2024, the world will have a surplus of 1 billion tonnes of cement, but only skilled workers can make sure it’s used properly (World Cement Association, 2024). In India, the demand for cement could grow by 7–8 per cent every year through 2027, needing $14.89 billion in new plants (CRISIL, 2024). But without the right skills, this growth is at risk.
Here’s the hard truth for cement companies: current efforts aren’t enough. Training 10,000 workers, like UltraTech did, is a good start, but India needs 500,000 more skilled workers by 2030 to keep up with demand. Globally, companies are hoarding technology but aren’t sharing the necessary training, leaving developing regions behind. In India, companies often focus more on profits than on developing talent. Southern plants, for example, lower wages instead of investing in training, causing skilled workers to leave for better-paying jobs in IT. As for sustainability? Many green projects are just for show unless workers have the skills to run them.
So, what’s the solution? Companies need to think bigger. Globally, the cement industry should pool resources and create an industry fund for training, like the oil industry does for research and development. They should share training tools, like virtual reality, to help regions like Africa catch up. In India, companies like UltraTech and Adani should take the lead by partnering with all engineering colleges—not just the top ones—and offering scholarships to attract young talent. Rural plants should raise wages to compete with city jobs. Governments can help too, like India’s 2025 budget could offer tax cuts to companies that train workers, similar to Germany’s model.
But here’s the tough reality: many cement companies resist change. They prefer to squeeze more out of their current workforce rather than investing in new talent. That approach won’t work. If they don’t act now—really act—plants will shut down, projects will be delayed, and sustainability goals will fail. The choice is clear: build a skilled future or watch everything collapse. Which path will you take?

Conclusion
The skill shortage in cement manufacturing is a serious issue, both globally and in India, and it can’t be ignored any longer. As older workers retire, technology is taking over, but young people aren’t interested in cement jobs. This is causing growth to slow down and impacting green initiatives worldwide. In India, with its massive cement production of 410 million tonnes a year and big plans for the future, the situation is even more critical—65 per cent of plants lack skilled workers, putting jobs and infrastructure at risk.
However, there’s hope. New training programmes, like UltraTech’s centres or global VR training tools, show progress, but these efforts aren’t enough yet. Companies must act quickly, share ideas and invest more in training their workforce. If India makes the right moves, it could boost its production to 599.7 million tonnes by 2032 (IMARC Group, 2024). The global cement industry can also thrive with the right investment in skills.
Ignoring the skill gap means risking the foundation of the cement industry—and the future of construction worldwide. Cement companies must decide now: invest in skilled workers and grow, or let the industry’s progress crumble.

References
1. Confederation of Indian Industry (CII). (2024). Skill shortages in Indian manufacturing: A sector-wise analysis. New Delhi: CII.
2. CRISIL. (2024). Cement sector to invest US$ 14.89 billion as capex by FY27. Mumbai: CRISIL Ratings.
3. Fortune Business Insights. (2025). Cement market size, share & trends: Growth report [2032].
4. India Brand Equity Foundation (IBEF). (2024). Indian cement industry analysis.
5. International Energy Agency (IEA). (2023). Cement: Reducing CO2 emissions while meeting demand.
6. IMARC Group. (2024). India cement market size, share, demand & growth – 2032.
7. McKinsey & Company. (2023). The future of manufacturing: Talent trends in 2023.
8. National Skill Development Corporation (NSDC). (2024). Skill gap assessment in the Indian cement sector. New Delhi: NSDC.
9. Rhodium Group. (2024). The global cement challenge.
10. Statista. (2024a). India’s cement production volume 2008–2022.
11. Statista. (2024b). China’s cement production volume 2010–2023.
12. Statista. (2025). Cement production global 2023.
13. US Geological Survey. (2024). Major countries in worldwide cement production in 2023.
14. World Cement Association. (2024). Global cement industry outlook: Trends and forecasts.
15. World Cement. (2025). India in focus: A comprehensive analysis of the Indian cement industry.

About the author:
Dr SB Hegde is a Professor with the Department of Civil Engineering, Jain College of Engineering and Technology, Hubli, India and a Visiting Professor at Pennsylvania State University, USA. He is a globally recognised cement industry expert and academic leader with over three decades of experience. He has held senior positions in leading cement companies and has authored over 235 research papers, holds 10 patents and guided 2 PhDs.

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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.