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Packing Equipment Lifespans

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Rüdiger Reckmann, Technical Sales Manager, HAVER & BOECKER, favours targeted rebuilding of controls, dosing systems and wear components to extend machine life and efficiency.

Cement, chemical, food and building material producers can’t afford downtime as their success depends on maintaining continuous production. Trucks keep arriving, production orders pile up, and packing demands don’t stop. This constant barrage of activity can strain equipment nearing the end of or exceeding its intended design life. While a packing machine isn’t likely to stop working entirely, its control systems, human-machine interfaces (HMIs) and dosing components are usually the first to fail.
Although machines can be replaced, upgrading critical components during scheduled maintenance is often the most practical solution, especially when the hardware is still in good condition. Planned upgrades not only extend operational life and performance but also significantly reduce disruption by replacing worn components during scheduled maintenance intervals rather than reacting to a sudden failure. Equipment upgraded before a breakdown typically avoids long lead times after unplanned outages. This allows companies to maintain high operational performance without having to invest time and money in purchasing and installing new machinery.

Why modernisation matters
Facilities with outdated systems are operating with two major risks: equipment breakdowns and falling short of regulatory requirements that govern safety, environmental impact and product quality. In many plants, the first problems appear in the control system and electronics rather than in the machine’s steel structure. As components such as PLCs, weighing electronics and HMIs age, they become harder to support, generate nuisance alarms or lose diagnostic capabilities, even though the mechanical frame is still sound.
Modernisation projects usually follow a structured logic with two main upgrade paths. The first path ensures continued supportability by replacing components that have become obsolete or are close to the end of their lifecycle. This often involves migrating to a new weighing system, controller or HMI platform so that spare parts, software updates and service expertise remain available over the long term. To guide these decisions, service teams use a standardised evaluation sheet that classifies each component as a ‘must change,’ ‘change soon if possible’ or ‘can remain in operation,’ allowing plants to prioritise investments instead of replacing everything at once.
The second path focuses on performance enhancements by adding dedicated upgrade or performance kits. These kits extend the machine’s functionality, improve efficiency or remove recurring pain points in daily operation, such as frequent cleaning stops, hard-to-access components or unstable bag weights. One example is a motor upgrade that replaced a drive requiring brake-shoe changes every six months with a modern system that entirely eliminates this maintenance step. The result is fewer planned stoppages, less manual work for technicians and more available production time from the same machine.
Together, these two types of upgrades allow plants to tailor modernisation to their current situation: securing long-term service for critical assets while selectively boosting performance. This makes it easier for decision-makers to understand what a rebuild actually includes and why it can be more attractive than a full machine replacement at certain points in the lifecycle.

What rebuilds can deliver
Targeted rebuilds focus on critical components rather than the entire machine, which helps minimise downtime and avoids large-scale interventions on foundations and building structures. Many companies find that such projects can significantly extend equipment life while improving precision and reducing maintenance effort.
In many cases, comprehensive rebuilds and upgrades can extend the service life of existing packing equipment by as much as 10 years, especially when the mechanical structure is still sound, and the focus is on modernising controls and key wear components. In one series of retrofit projects, replacing a sliding gate with a rotary lock in the dosing and discharge section cut maintenance time by up to 50 per cent. In the same installations, combining the new discharge design with additional cleanliness measures reduced product loss at the packing line by up to 25 per cent, because bags left the machine cleaner and required less rework.
Beyond the technical scope, the overall project effort for a rebuild is often lower than for a new machine. Time-consuming project engineering and major building modifications are usually minimal or not required. In many cases, approvals can be obtained through operating budgets rather than large capital projects, and installation can be scheduled into planned outages or carried out around shifts, which reduces organisational effort compared with installing a completely new line.

A real-world example of modernisation
A cement plant running a 20-year-old packing machine that remained mechanically sound found success when implementing a rebuild. The machine’s outdated control panel needed to be replaced because it lacked remote diagnostics, had unsupported programmable logic controller (PLC) and HMI systems and generated frequent false alarms. The search for a proper replacement panel or new machine would have taken several months, which would have been extended further by shipping lead times and on-site installation and commissioning. To reduce downtime, the facility collaborated with the equipment’s manufacturer to execute a strategic, phased plan where the service team analysed which critical components needed modernisation and identified how to minimise outage times.
The strategic plan followed four steps: reviewing performance, prioritising upgrades, phasing in
changes with operator training and verifying results before handover.
The rebuild started with new controls: modern HMIs, simpler interfaces and remote monitoring. These upgrades reduced errors and downtime while giving operators a clearer view of operations in real time. The equipment manufacturer introduced several targeted mechanical improvements. The team installed a servo-driven system to keep weights accurate at full speed, and an air-flush seal reduces wear while maintaining precise discharge times. A redesigned filling tube prevents material from building up and produces better bag shapes. This cuts down on cleaning stops and frees operators to concentrate on production work instead of performing continuous maintenance. Additionally, the team implemented a new discharge valve that stabilised bag formation and kept product moving smoothly through the line. All these improvements offer the performance of a brand-new packing machine without the heavy price tag. The plant reported that the modernised machine currently operates at its best performance level since its initial installation, with significantly fewer unplanned stops.

What plants gain from modernisation
Modernisation doesn’t just extend equipment life; it can also improve the day-to-day experience on the floor. Beyond digital and control system updates, plants can also realise major performance gains through targeted mechanical and safety upgrades. Fewer stoppages result from specific upgrades such as sealed or redesigned filling tubes that reduce spillage, improved dust collection and interlocks that limit dust accumulation. Smart diagnostics and alarm systems help maximise plant availability by avoiding unnecessary shutdowns. These same changes make it easier to meet safety and explosion-protection requirements while cutting the time spent clearing waste and responding to emergency maintenance requirements. Staff can concentrate instead on keeping the line moving, rather than dealing with failing controls.
Many managers believe upgrades only delay the inevitable. However, operations should see modernisation as a better option when the base frame and drivetrain remain sound. As long as the base structure of the machine continues to hold, rebuilds and upgrades can simply bring the machine into the 21st century. Replacement, on the other hand, is most appropriate when structural components or core drives are at the end of life. Keeping this in mind ensures that the capital is applied where it delivers the most value. Most of the parts upgrades involved in a rebuild function to maintain operational stability while extending maximum machine value.
In some cases, modernisation can also expand capacity. Modular performance upgrades such as adding additional filling spouts along with optimised feeding systems allow plants to increase output while maintaining product quality and consistency. This flexibility ensures production systems can evolve with market demand, without the cost and delay of full equipment replacement.
Modernisation can also assist with better spare-part management. Standardised platforms enable consolidation to common PLC families, drives and sensor SKUs across lines, which simplifies inventory, shortens lead times and lowers the risk of stockouts for essential parts.
So, where should a plant start when considering an upgrade?

How to plan an effective upgrade
Good upgrade plans always start with clear data from the production floor. This includes stoppage logs, weight-deviation records, maintenance tickets and compliance notes to map failures, chronic wear points and obsolete technology or parts. Together, this information highlights where breakdowns happen most, which parts are wearing out and where safety or compliance risks exist. This baseline can be used to quantify downtime, quality loss and safety gaps and to prioritise the biggest value levers.
Packing plants should work together with their equipment manufacturer to turn findings into a practical recommendation. Using the gathered data and safety checks, the OEM or service team can propose targeted replacements versus system upgrades (such as controls, HMI, sensors, drives and valves/mechanics). They also should define acceptance criteria, estimate downtime windows and plan the work in a way that keeps production running as much as possible.
Safety and regulations should be a top priority. Facilities should plan for necessary safety and regulatory measures, such as upgrades to comply with explosion-protection standards, dust-control systems or improved guarding, and schedule system shutdowns to ensure these measures are carried out safely and with minimal disruption.
Implementation should be phased. Plants often schedule upgrades during planned outages, use preassembled parts wherever possible, test systems offline and train operators in advance. This step-by-step approach limits downtime and ensures a smoother transition. Finally, upgrades should be validated before full production resumes. This includes verifying weight accuracy, operating the system at full speed, reviewing updated maintenance procedures and ensuring the functionality of new diagnostic systems to identify issues early and maintain consistent performance over the long term.

Moving forward with confidence
Modernisation through rebuilds and upgrades provides a proven path to extend machine life, stabilise performance and meet safety and compliance needs without the cost and delay of a full machine replacement. As a result, capital is focused on where it delivers the most value, allowing mechanically sound machines to operate reliably beyond their original design life. This approach keeps lines running safely and efficiently, supports regulatory readiness and gives teams the ability to meet production demands as market needs evolve. For plants unsure where to start, a system audit or lifecycle assessment can reveal which upgrades will deliver the quickest return.

About the author:
Rüdiger Reckmann is a Technical Sales Manager at HAVER & BOECKER, with extensive hands-on experience in machinery assembly, commissioning and equipment modernisation. He specialises in rebuilds and retrofit solutions that extend machine life, improve performance and minimise downtime.

Concrete

Shree Cement Expands Bangur Concrete Network with Patna Plant

New facility takes the company’s national RMC network to 36 plants

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Shree Cement has inaugurated a 60 m³/hour ready-mix concrete plant in Patna, Bihar, under its Bangur Concrete brand. The facility takes the company’s ready-mix concrete (RMC) network to 36 plants across India and strengthens its presence in eastern markets.

The plant was inaugurated by Neeraj Akhoury, managing director of Shree Cement, in the presence of senior company officials and other guests. It has been established to serve demand for ready-mix concrete in Patna and neighbouring areas, where infrastructure development, urban expansion and real estate activity are supporting construction growth.

The facility is designed to supply construction projects across Patna and surrounding markets. Its installed capacity of 60 m³/hour will enable Bangur Concrete to serve customers across the region while improving distribution and supply capabilities in eastern India.

The expansion is intended to improve customer service, strengthen the company’s market presence and support development activity in Bihar. The plant incorporates modern batching technology, material handling systems and quality control processes aimed at maintaining consistency in production and improving operational efficiency.

With the addition of the Patna facility, Bangur Concrete now operates 36 RMC plants across India. The business is expanding its footprint in key construction markets to improve customer access to ready-mix concrete, which is increasingly used in infrastructure, commercial and residential projects because it supports controlled production, consistent quality and more efficient material management at construction sites.

The facility will also follow environmentally responsible operating practices, in line with Shree Cement’s focus on sustainable construction solutions. The latest addition adds capacity to the company’s RMC operations and supports its efforts to serve regional construction markets as development activity continues across Bihar.

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Ambuja Plans 2.9 MTPA Godda Cement Unit

Proposed unit forms part of Ambuja Cements’ Rs. 145 bn expansion

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Ambuja Cements has proposed a 2.9 mn tonnes per annum (MTPA) cement grinding unit in Godda district, Jharkhand, as part of a Rs. 145 bn expansion programme. The plan is intended to lift the company’s overall cement capacity to 155 MTPA by financial year 2029-30 (FY30), from its current 113.5 MTPA.

The proposal forms part of the Adani Group company’s wider manufacturing expansion across eastern and northeastern India, according to a company statement issued on Monday. The Godda unit would add grinding capacity to Ambuja Cements’ network and is intended to help serve demand in Jharkhand and neighbouring states.

Locating production closer to these markets is expected to reduce transportation costs and delivery times, while the project could support employment in plant operations, maintenance, logistics and administration. The company also linked the facility to indirect activity in transportation, contract services, construction, warehousing and local supply chains.

The expansion plan includes a 2.9 MTPA grinding unit each in Assam and Bihar, as well as additional clinker capacity in Assam. Together, the projects are designed to distribute manufacturing capacity more widely and improve the connection between clinker production and grinding operations, Ambuja Cements’ cement-business chief executive Vinod Bahety said.

Clinker is the intermediate material produced before it is ground and blended to make cement, making the Godda proposal part of a broader materials and logistics network rather than an isolated facility. Ambuja Cements has not provided a commissioning timeline, a Godda-specific investment breakdown, land details or a detailed employment estimate in the supplied announcement.

The project’s impact will depend on implementation of the plant, associated transport links and local supply chains. The announcement sets out the capacity objective but does not specify the project’s construction schedule or operational start date.

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Cement Breaks Ground

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India produced nearly 491 million tonne of cement in FY2026, however the next tonne will not look like the last. From LC3 and AI-run kilns to carbon capture and circular mining, we explore the innovations moving from pilot projects to the plant floor across the cement value chain.

India’s cement industry is at a critical juncture, with infrastructure investment, urbanisation and housing demand driving production growth. According to the India Brand Equity Foundation (IBEF), India’s cement production reached approximately 491.4 million tonne in FY2025–26. This growth is intensifying the need for greater energy efficiency and lower environmental impact, making AI, automation, advanced process control, low-carbon cement and alternative fuels increasingly important.
Decarbonisation remains a major challenge, as emissions arise from both fuel combustion and clinker production. According to NITI Aayog’s Roadmap for Cement Sector Decarbonisation, the sector emitted approximately 246 million tonnes of CO2 equivalent in 2023, with an emissions intensity of around 0.63 tonnes of CO2 equivalent per tonne of cement. Addressing this requires innovations in clinker substitution, waste heat recovery, renewable energy and carbon capture. The International Energy Agency (IEA) identifies carbon capture and low emissions production technologies as key to the sector’s net zero transition, making commercially viable innovation essential for balancing growth, competitiveness and sustainability.

Next generation cement and low carbon materials
Reducing clinker dependency is one of the most practical pathways to lowering cement’s carbon footprint. Traditional Ordinary Portland Cement (OPC) typically contains 90 per cent to 95 per cent clinker, whose production releases significant process emissions. According to NITI Aayog’s Roadmap for Cement Sector Decarbonisation, blended cements already account for approximately 73 per cent of India’s cement production, reflecting the growing role of alternatives such as fly ash and blast furnace slag. Supplementary cementitious materials (SCMs) can replace a portion of clinker, reduce emissions while supporting resource efficiency. The next wave of innovation includes limestone calcined clay cement (LC3), Portland limestone cement and multi component blends, which offer opportunities to reduce clinker content while maintaining the performance required for different construction applications.
The focus is now shifting towards expanding the range of low carbon materials available to manufacturers. NITI Aayog’s Scenarios Towards Viksit Bharat and Net Zero – Sectoral Insights: Buildings notes that LC3 can reduce the clinker ratio to approximately 50 per cent, compared with the 90 per cent to 95 per cent typically found in OPC. India also has an estimated 1.5 billion tonnes of utilisable calcined clay reserves, according to NITI Aayog’s cement decarbonisation roadmap, offering significant potential for wider adoption.
However, scaling these materials will require reliable supply chains, performance based standards, further research and industry acceptance. The long term opportunity lies in developing innovative cement formulations that reduce emissions while delivering the strength, durability and cost effectiveness required by India’s expanding construction sector.

Smart manufacturing: AI, automation and digital twins
Digitalisation is transforming cement plants from conventional production facilities into data driven operations. Artificial intelligence (AI), machine learning and advanced process control can optimise kiln temperatures, stabilise raw mill operations, improve fuel efficiency and reduce equipment downtime. Predictive maintenance uses sensor data to identify potential equipment failures before they disrupt production, while digital twins enable operators to simulate process changes and evaluate their impact. These technologies are particularly valuable in an energy intensive industry where even small improvements in process stability can translate into significant operational savings.
Prerak Manisha Shah, Founder and CTO, Cogniify.ai, says, “When unexpected breakdowns happen in manufacturing, it can produce a vast amount of disruption in manufacturing. With predictive maintenance, AI programmes use data about vibration, temperature of bearings, electric current of the motor and operating time of the equipment in order to determine when the machine is likely to break.”
The benefits are increasingly quantifiable: a study published in Energy and AI in September 2026 by researchers at Lawrence Berkeley National Laboratory estimated that AI deployment could potentially reduce primary energy demand and associated CO2 emissions in cement manufacturing by 3 per cent to 9 per cent, subject to the assumptions used in its scenarios. Meanwhile, the Cement Manufacturers’ Association highlights that advanced process control can reduce fuel consumption by 3 per cent to 5 per cent and increase throughput by 2 per cent to 3 per cent.
Digital twins, as demonstrated in Holcim’s 2023 launch of a real time virtual model of a cement plant in Switzerland, further combine sensor data, analytics and machine learning to support predictive maintenance and more reliable operations. Together, these innovations show how smart manufacturing can deliver measurable gains in productivity, energy efficiency and emissions performance.

Alternative fuels and renewable power
Energy innovation is central to reducing the cement industry’s dependence on coal and other conventional fossil fuels. Manufacturers are increasingly exploring refuse derived fuel (RDF), biomass and other waste derived fuels, alongside waste heat recovery systems that convert excess process heat into electricity. Renewable energy integration through solar and wind power can further reduce emissions associated with electricity consumption, while modern kiln technologies and improved combustion control help optimise thermal efficiency. Together, these solutions offer opportunities to reduce fuel costs, divert waste from landfills and strengthen the industry’s energy resilience.
Kiranmai Sanagavarapu, Director – Low Carbon Solutions, Fuller Technologies, says “ Flash calcination relies on rapid heating and short residence times, meaning the process responds quickly to changing conditions. For clays tested by Fuller, the useful activation range was about 750–850°C; however, the optimum varies with the clay. Insufficient thermal treatment can leave activation incomplete, while excessive heating can cause sintering and reduce reactivity. Gas-solids contact and residence-time distribution must also be controlled.”
According to NITI Aayog’s Roadmap for Cement Sector Decarbonisation, alternative fuels currently provide only around 4 per cent of the Indian cement industry’s total energy input, highlighting the potential to replace coal and pet coke with biomass and refuse derived fuel (RDF). The roadmap identifies municipal solid waste as a significant opportunity, projecting that its use could help meet approximately 20 per cent of the sector’s thermal energy requirements by 2030, provided collection, processing and supply chains are strengthened.
Dr SB Hegde, Professor, Jain College of Engineering and Technology, Hubballi, says, “Every major decarbonisation route, from alternative fuels and LC3 to carbon capture, depends on precise, data-driven control. A kiln that already wobbles on coal will wobble far more on refuse-derived fuel, and a carbon capture unit will only be as efficient as the kiln feeding it. In my view, the large wave of new Indian capacity is a once-in-a-generation chance to build plants that are digital from day one, rather than retrofitting them later at higher cost.”
Renewable power and waste heat recovery offer complementary opportunities to cut energy costs and emissions. According to the Confederation of Indian Industry’s energy benchmarking data, India’s cement industry has developed more than 1,000 MW of waste heat recovery capacity, while leading plants have achieved thermal substitution rates of up to 30 per cent, compared with an industry average of 2 per cent to 7 per cent. Scaling these solutions, alongside efficient kiln technologies and greater solar and wind power integration, will require investment, reliable fuel supplies and infrastructure that enables manufacturers to move towards cleaner, more resilient energy systems.

Breaking new ground in carbon capture and emissions control
Reducing emissions from cement plants requires solutions that address both fuel combustion and the chemical reactions involved in clinker production. Advanced electrostatic precipitators and bag filters help control particulate matter, while selective catalytic reduction (SCR) and selective non catalytic reduction (SNCR) technologies target nitrogen oxides (NOx). Sulphur oxide (SOx) emissions can be managed through process optimisation and suitable gas cleaning systems. Beyond conventional controls, carbon capture, utilisation and storage (CCUS) is emerging as a critical technology for tackling process emissions that cannot be eliminated through energy efficiency or fuel switching alone.
The scale of the opportunity is significant. NITI Aayog’s Roadmap for Cement Sector Decarbonisation identifies CCUS as a technology capable of mitigating up to 50 per cent of process emissions, provided it can be deployed at scale. The roadmap also highlights the need for demonstration projects, investment and supportive policies to accelerate adoption. For Indian cement manufacturers, combining advanced pollution control systems with carbon capture and utilisation technologies could help address both conventional air pollutants and hard to abate CO2 emissions, making emissions control a key frontier for industrial innovation.

Mining, raw materials and circular economy innovations
Innovation in mining and raw material management is helping cement manufacturers reduce dependence on virgin resources and improve resource efficiency. Advanced quarry planning, drone surveys and digital geological mapping can support more precise extraction, while industrial by products such as fly ash and blast furnace slag can replace a portion of conventional raw materials and clinker. According to the Ministry of Power’s Annual Report 2023–24, cement and concrete accounted for 29.96 per cent of India’s fly ash utilisation in 2022–23, highlighting the sector’s role in converting industrial waste into useful construction materials.
Dr KV Reddy, Chairman, CMA Committee, says “One of the most distinctive contributions of the cement industry to water stewardship comes from limestone mining operations, where responsibly managed mine pits can capture and store substantial quantities of monsoon rainfall, serving as water reservoirs for operational needs, reducing freshwater dependence and, where hydrogeologically appropriate, supporting groundwater recharge. The industry’s water stewardship experience includes mine pit reservoirs, check dams, percolation tanks, recharge shafts and rejuvenated village ponds as complementary water conservation measures. The distinction between harvested rainwater and groundwater is particularly important. Rainwater accumulated in mine pits is already being used for dust suppression, mining operations, greenbelt development and other purposes while reducing dependence on groundwater.”
The opportunity continues to grow: according to the Press Information Bureau, India generated 340.11 million tonnes of fly ash in 2024–25, of which 332.63 million tonnes was utilised; the cement industry accounted for 27 per cent of the total generated. Cement manufacturers are also investing in water recycling and reuse. For example, Dalmia Bharat’s Integrated Annual Report 2024–25 reports specific water consumption of 167 litres per tonne of cementitious material, down from 171 litres in FY2023–24. Together, circular material use, efficient quarrying and water recycling can conserve natural resources, reduce waste and strengthen the industry’s long-term resilience.

Innovations in logistics, quality and supply chains
Logistics and supply chain innovation is becoming increasingly important as cement manufacturers seek to reduce costs, improve delivery reliability and minimise material losses. According to the Cement Manufacturers’ Association (CMA), logistics costs can account for 30 per cent to 35 per cent of total costs in the cement industry, making efficient transportation and material handling critical to competitiveness. Technologies such as GPS enabled fleet tracking, RFID tags, automated weighbridges, digital dispatch systems and logistics control towers are helping manufacturers improve shipment visibility, optimise routes and reduce truck turnaround times.
Rüdiger Reckmann, Technical Sales Manager, HAVER & BOECKER, says, “Modernisation doesn’t just extend equipment life; it can also improve the day-to-day experience on the floor. Beyond digital and control system updates, plants can also realise major performance gains through targeted mechanical and safety upgrades. Fewer stoppages result from specific upgrades such as sealed or redesigned filling tubes that reduce spillage, improved dust collection and interlocks that limit dust accumulation. Smart diagnostics and alarm systems help maximise plant availability by avoiding unnecessary shutdowns. These same changes make it easier to meet safety and explosion-protection requirements while cutting the time spent clearing waste and responding to emergency maintenance requirements. Staff can concentrate instead on keeping the line moving, rather than dealing with failing controls.”
Digitalisation is also transforming quality assurance and supply chain planning. In its Integrated Report 2024–25, JSW Cement describes the use of GPS tracking, a Logistics Control Tower and a Yard Management System to improve fleet visibility, truck sequencing and internal material movement. Meanwhile, Ambuja Cements’ Integrated Report 2025–26 reports that logistics turnaround at 17 plants improved by approximately 25 per cent through digital and operational initiatives. Integrating these systems with automated quality testing, bag tracking and data driven inventory planning can help cement producers strengthen traceability, reduce dispatch errors and ensure consistent product quality from the plant to the customer.

Conclusion
Path breaking innovation in the cement industry is no longer confined to individual technological breakthroughs; it lies in integrating advances across materials, manufacturing, energy, emissions control, mining and logistics. From low carbon cement formulations and AI driven process optimisation to alternative fuels, carbon capture and circular resource utilisation, these developments offer opportunities to improve productivity while reducing environmental impact. However, translating innovation into measurable outcomes requires sustained investment in research and development, modern infrastructure, skilled talent and collaboration between cement manufacturers, technology providers, research institutions and policymakers.
As India’s cement demand continues to grow, the industry must focus not only on adopting emerging technologies but also on scaling solutions that are commercially viable, operationally reliable and environmentally effective. Greater emphasis on measurable performance, technology integration and industry wide knowledge sharing will be essential to accelerating this transition. The future of cement manufacturing will be shaped by companies that can balance production efficiency, cost competitiveness and decarbonisation, transforming innovation from a strategic ambition into a tangible driver of long-term industrial growth.

  • Kanika Mathur

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