Economy & Market

Skilling Cement for Industry 5.0

Published

11 months ago

September 10, 2025

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

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

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

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

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

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

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

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

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

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

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

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

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

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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.