Technology
Research and development including product review of FLSmidth…
Published
14 years agoon
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admin
Being at the forefront of technological advancement since 1882, FLSmidth today offers complete solutions and process improvements in order to reduce cost of ownership, say Bjarne Moltke Hansen, Group Exec. VP, MD & CEO, Country Head – FLSmidth India.
FLSmidth supplies cement plants and technology to cement producers. How does the company keep pace with the latest trends and developments in cement plants and technology?
Research and development including product review of FLSmidth is all about exploring and developing new solutions, products, processes and technologies. We do this in cooperation with our customers, and get feedback from our customer services or via input from the comprehensive knowledge and experience we get from the operation and maintenance contracts we do on cement plants. Through research, we assist our business to find medium and long-term solutions to support our customers and to address key industry strategic concerns. Research allows us to glean knowledge of the basic principles and understand what is happening. We follow the trends in the marketplace and, through research, do our best to get ahead of the competition in the market. Development primarily used to be focused on products; but today we have turned our attention to complete solutions and process improvements which all reduces the total cost of ownership.
How do FLSmidth’s environmental solutions help companies control air pollution?The cement industry counts for about five per cent of the global carbon dioxide (CO2) emissions, which naturally creates demand for reductions. Furthermore, energy consumption is one of the largest costs of running a cement plant. If energy consumption is reduced, both costs and emission of CO2 will also be reduced. As a worldwide leading provider of sustainable technologies we offer engineered solutions that minimize gaseous and particulate emissions and ensure that specific emission requirements are continuously met.For example, our fabric filters and electrostatic precipitators can reduce the dust emission level as low as less than 5 mg/Nm3. A low level of NOx in emissions can be achieved because of our low NOx ILC calciner and our low NOx DUOFLEXTM burner in the burning process. Further reduction of NOx is also possible with our Selective Non-Catalytic Reduction (SNCR) solution. The D-SOx???system, exclusively developed by FLSmidth, is a proven and simple method that provides an SO2 emissions reduction in the range of 25-30 per cent, without addition of reagents.Other solutions we provide include FLS-GSA gas suspension absorber for a high level of SO2, HCl and mercury removal, hydrated lime injection system to reduce SO2 emission, and FLSmidth’s patent-pending mercury roaster system to reduce mercury emissions. Recently we have introduced a new air pollution control solution called CataMaxTM due to our rigorous R&D efforts to go below the requirements of the USA NESHAP regulations. Additionally, we offer a range of services to help maintain, improve and operate air pollution control equipment more efficiently.During 2010, global growth partnership company, Frost & Sullivan acknowledged FLSmidth’s contribution to emissions control, for its commitment and innovative approach to increase the efficiency of its air pollution control equipment in order to reduce emissions from cement and minerals plants. What kind of equipments and projects does the company supply to cement manufacturers for utilizing alternative fuels and reducing fuel costs? In addition to reducing the usage of fossil fuels and reducing fuel costs, adopting alternative fuels technology in cement plants provides a safe alternative to conventional disposal of waste in dedicated waste incinerators or in landfills, thus reducing environmental burden.In the Indian cement industry, many types of alternative fuels are applied, ranging from hazardous to non-hazardous and they may be in the liquid or solid state. Of these alternative fuels, solid state fuels presently account for the largest part, and in particular, agro-waste and biomass accounts for the most significant alternative fuel energy contributors.In FLSmidth, we develop and supply specific equipment and/or complete projects, giving cement producers the ability to use alternative fuel in pyro processing installations. Our service covers everything from consultancy to complete solutions.Some specific products developed for the purpose of utilizing alternative fuels are:HOTDISC Reactor: The HOTDISC is a safe, simple and effective combustion device integrated with the pre-heater and calciner for utilising alternative fuels. It has proven to be the best available technology for substituting calciner fuel with coarse alternative fuels. The HOTDISC combustion device provides the flexibility to burn all kinds of solid waste in sizes upto 1.2 metres in diameter, from sludge or grains to huge whole truck tyres. This eliminates the need for expensive shredding of lumpy waste material. In India, we are supplying the HOTDISC reactor to Vasavadatta Cement.DUOFLEX Burner: The DUOFLEX burner fires rotary kilns with pulverised coal or coke, oil, natural gas or any mixture of these fuels. The burner can be fitted with extra pipes for secondary fuels such as plastic chips, wood chips, sewage sludge etc. In India, for MyHome Cement, we have incorporated a burner to fire pharmaceutical liquid waste into the main burner.Pfister TRW-S/D + ProsCon: We have developed the Pfister TRW-S/D for accurately dosing any alternative fuels, whether extremely light or heavy, fine or coarse products or even potentially explosive bulk materials such as FLUFF, RDF, sewage sludge, plastics, wood chips or animal meal. FLSmidth KOCH Live Bottom Hopper is a robust and flexible system for receiving and extracting bulk waste fuels. It is suitable for both front end loaders and truck tipplers.What kind of after-sales services does the company presently offer to cement companies? In what way do these services enhance the productivity of cement companies?
We consider after-sales service as an important part of our business. We provide a whole range of services that include basic spare parts, providing plant optimization services, providing upgrade solutions, and even complete outsourcing solutions of operation and maintenance of cement plants.Many cement plants in India have enhanced their productivity and reduced their energy costs through our optimization and upgrade solutions. We conduct thorough audits and provide customized solutions.Which were the major cement projects and services executed by FLSmidth in India? What has been FLSmidth’s experience in execution of cement projects in India?
We have been executing major projects in India since 1904, when we supplied our first rotary kiln in India. Some of our recent major projects are:??13000 tpd project for Associated Cement Company in Wadi, Karnataka (2007) ??10,000 TPD project for ABG Cement Ltd in Kutch, Gujarat (2008) ??10,000 TPD project for Jaypee Group in Andhra Pradesh (2007) ??7,000 TPD Project for Associated Cement Company in Chanda, India ??6,000 TPD project for Jaiprakash Associates Ltd, in kutch, Gujarat (2010) ??6,000 TPD project for Chettinad Cement in Gulbarga, Karnataka (2010) ??5,500 TPD project for Zuari Cement, Yerraguntala, Andhrapradesh (2007) ??5000 TPD Project for Heidelberg Cement, Damoh (2010)FLSmidth has very positive experience about our Indian projects. The industry has a high knowledge levels. As a result, Indian cement projects are completed quicker in general, and Indian cement plants operate at a much higher productivity compared to global standards.What innovations have been pioneered by FLSmidth for the cement industry? What is the R&D spending of FLSmidth globally?
FLSmidth has been in the forefront on technological advancement in cement industry right from its inception in 1882. As early as 1890, FLSmidth introduced Shofer vertical shaft kiln that consumed 1/3rd of fuel used by an ordinary kiln at that time. We also introduced tube mills that were far better at crushing hard clinker than previous technology in 1893. In 1925, we introduced Symmetro gear for tube mills, the first such central gear unit in the industry. More recently in 1998, we introduced the SF Cross bar cooler that revolutionized clinker coolers in the way they were designed and operated, while reducing the fuel consumption in the cement plant. In 2001, we launched our HOTDISC reactor to burn big size waste fuels such as full automobile tyres. In 2011, FLSmidth’s R&D costs totalled USD 50 million.What is your view about the prospects of the cement companies in general and the cement plant and equipments industry in particular in India?
After China, India is the largest cement producer in the world with a total installed capacity of 310 mtpa. Southern region dominates the industry with 35 per cent business space and the demand for the product has grown by 9.4 per cent over the last decade time. India has 107 integrated cement plants and 37 grinding units and the largest producer is Holcim, through investments in Ambuja Cement and ACC. Though the last two years are somewhat sluggish, government’s continuous thrust on infrastructure improvement and strong demand for construction and housing sector has been the keen grown drivers of the industry. Housing contributes 60 per cent of the demand for cement, where the growing infrastructure demand foresees to support the growth in cement demand by 8-9 per cent in the coming years. The per capita consumption of cement in India is 220 kg annually, which is the lowest among BRIC countries. Hence there is potential for high growth in India.The overall driver for sales in FLSmidth’s cement business is the level of new global contracted kiln capacity, linked closely to local or regional demand/supply imbalances for cement. This is particularly relevant in key markets as India where FLSmidth has a strong presence, and where cement consumption is rising fast on the back of strong economic growth and rural demand.What is your growth strategy for the Indian market? Do you see FLSmidth emerging as the market leader in its businesses in India? If yes, when?
We definitely consider ourselves as market leaders in India today within supply of cement plants and customer services where we hold a market share of 50 – 60 per cent based on kiln capacity. Our strategy in India will focus on being even closer to the customers via increasing the customer service business and also catering to the requirements of EPC (engineering procurement and construction – turnkey) projects in the cement industryWhat are the future plans of FLSmidth in India?We have been in India for more than 100 years and our strategy is to continue to strengthen the position. Today we are 4000 very skilled employees in India in various locations and we will proceed to develop our people. People are key and our most valuable resource. We have done several acquisitions over the last years and we will continue to do this going forward together with new greenfield workshops to make sure we have both high quality and are competitive. Half of our employees work on international projects which is also a stabilizing factor e.g. when India like now has a growth pause. What steps are needed to be taken by the Indian government to make the cement plants and equipments industry more profitable and competitive?
Two topics are important here, namely, infrastructure and power. A huge country in a high growth pace needs a very well working infrastructure – this goes for harbours, airports, railways, roads, houses etc. If infrastructure is in place, transport is easier and mobility will start increasing plus new industries will be attracted. Secondly, the country lacks electrical power, which again is needed for not only the cement industry but for all industries. Finally, access to raw materials and permits for new cement plants are crucial for the dynamic in this fantastic industry.
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Economy & Market
RAHSTA Roundtable Sets Agenda for Smarter, Safer Highways
Published
2 days agoon
March 16, 2026By
admin
Roundtable discussions focus on innovation for safer highways.
Held on 12 March 2026 at Courtyard by Marriott, Mumbai, alongside the Infrastructure Today Airport Conclave, the RAHSTA Roundtable brought together stakeholders from across the highways and infrastructure ecosystem to shape the agenda for the 16th RAHSTA 2026, scheduled for 8–9 July 2026 at the Jio Convention Centre, Mumbai. The session focused on key industry themes including road construction, technology, safety and long-term sustainability.
Opening the discussion, Pratap Padode, Founder, FIRST Construction Council, said the roundtable marked the beginning of a broader consultative process leading up to the July event. The aim, he noted, is to bring together industry stakeholders to refine the agenda for discussions on the future of roads, bridges, tunnels and allied infrastructure.
Padode noted that while central road project awards have slowed in recent years, states are increasingly driving the next phase of infrastructure growth. Maharashtra, with its long-term road development plans and agencies such as MSRDC and MSIDC, is expected to play a significant role in this expansion.
RAHSTA Expo 2026 as a specialised platform dedicated to road infrastructure, covering highways, tunnels, bridges and flyovers along with construction technologies, safety systems and maintenance solutions. He also highlighted the growing importance of rural connectivity and said the organisers are engaging with government bodies to highlight rural road development initiatives.
Tanveer Padode, CIO, ASAPP Info Group, presented insights from IMPACCT, the group’s infrastructure intelligence platform. He pointed to a strong project pipeline despite slower highway awards earlier in the year, noting that states such as Maharashtra, Odisha and Arunachal Pradesh are emerging as key drivers of new projects. The data also revealed that only a small group of contractors participates in large-value infrastructure bids.
Lt Gen Rajeev Chaudhary, former Director General, Border Roads Organisation and Chairman of the RAHSTA Expo Committee, emphasised the need for stronger collaboration across the ecosystem, including policymakers, contractors, technology providers and financiers. He also called for addressing systemic issues within the sector and encouraged greater participation of women in infrastructure leadership.
The discussion also explored the evolving economics of road development. Phani Prasad Mandalaparthy, Associate Director, CRISIL Intelligence, noted that the slowdown in project awards reflects a shift towards higher-value logistics corridors rather than simple road widening projects. However, private participation through BOT and TOT models remains limited.
From the contractors’ perspective, Sudhir Hoshing, Whole-Time Director, Ceigall, said companies are becoming more selective in bidding, favouring projects with clearer payment mechanisms and efficient processes. While NHAI continues to offer greater operational clarity, states such as Uttar Pradesh and Bihar were cited as relatively supportive environments for project execution.
Durability and sustainability also emerged as key themes. Himanshu Agarwal, COO – Road & Infrastructure, Zydex Group India, highlighted the need to prioritise lifecycle performance and resilient pavements, while participants discussed the potential of alternative materials such as plastic waste, steel slag and industrial by-products in road construction.
Dr LR Manjunatha, Vice President, JSW Cement, emphasised that India has abundant fly ash, slag and other industrial materials that can improve durability and sustainability if integrated into specifications and policy frameworks.
Technology and equipment challenges were also discussed. Dr Lakshmana Rao Mantri, Dy General Manager, Afcons Infrastructure, highlighted the shortage of tunnel boring machines (TBMs), which is delaying several underground infrastructure projects. Participants agreed that developing domestic TBM manufacturing capabilities will be critical for future infrastructure expansion.
The future of concrete pavements was another area of discussion. Dr V Ramachandra, President, Indian Concrete Institute, stressed that the debate should focus on lifecycle performance rather than material choice alone, noting that evolving design standards are improving the feasibility of concrete roads.
Prof Dharamveer Singh of IIT Bombay added that while India has made significant progress in infrastructure development, stronger capacity building and better execution practices are essential to ensure consistent road quality.
The discussion also touched upon technology adoption in the sector. Rushabh Mamania, Partner & CBO, Roadvision, highlighted the growing role of AI in road infrastructure, noting that AI-driven monitoring systems are already being deployed across large stretches of national highways.
Overall, the roundtable underscored that the future of highway infrastructure will depend not only on the pace of construction but also on durability, safety, technology integration and sustainable materials. The discussions offered valuable insights that will help shape the agenda for RAHSTA 2026 and guide future collaboration within the industry.
Economy & Market
CTS Roundtable Charts Tech-Led Roadmap for Construction
Published
2 days agoon
March 16, 2026By
admin
CTS Roundtable Maps Technology Roadmap for Construction
Ahead of the Construction Technology Show (Con Tech Show) 2026, industry leaders, technology innovators and academia came together in Mumbai to deliberate on how digitalisation, automation and industrialised construction can reshape the sector. The discussion made one thing clear: construction can no longer afford to treat technology as optional.
Held on 12 March 2026 at Courtyard by Marriott, Mumbai, alongside the Infrastructure Today Airport Conclave, the CTS Roundtable served as a precursor to the Construction Technology Show 2026, scheduled for 19–20 August 2026 at NESCO, Mumbai.
A platform to move from discussion to deployment
Opening the session, Pratap Padode, Founder and Editor-in-Chief, ASAPP Info Global Group, said construction technology has long remained close to his heart, especially given the sector’s traditionally slow pace of technology adoption. He noted that over the years, the Construction Technology Summit had steadily built interest, and the next step was now to expand it into a larger, more meaningful platform that could bring together technology providers, users, startups and innovators under one roof.
Padode said the vision for CTS is not limited to software alone. The platform aims to embrace all forms of technology that can improve construction efficiency, quality and execution—from digital tools and project management systems to lean construction, off-site fabrication and startup-led innovation. He also highlighted plans to deepen startup participation and create space for young companies to showcase emerging construction solutions.
Industry at a turning point
Moderating the roundtable, Naushad Panjwani, Chairman, Mandarus Partners, set the context by pointing out that the global construction industry, despite being a multi-trillion-dollar sector, continues to lag in productivity. He noted that while manufacturing has consistently improved efficiency, construction has remained slow to modernise.
Referring to both global and Indian trends, Panjwani underlined that the industry is now at a decisive moment. India, he said, is entering a major build cycle, and delivering the next phase of infrastructure and real estate growth through traditional methods alone is no longer viable. The goal of the roundtable, therefore, was not to debate technology in isolation, but to identify the most critical conversations that would bridge the gap between innovation and implementation.
His central message was clear: CTS 2026 must be shaped around themes that make CEOs, CIOs and CTOs feel they cannot afford to miss the event.
From BIM to AI, data to governance
A major theme that emerged through the discussion was the need for better data, better visibility and better decision-making. Dr Venkata Santosh Kumar of IIT Bombay echoed this, saying that the underlying data infrastructure itself needs attention. Construction projects, particularly remote ones, often face issues around connectivity, data collection and data use. Without this foundation, more advanced technologies cannot deliver their full value.
Chandra Vasireddy, CEO & Co-founder, Inncircles, expanded the discussion to governance, arguing that technology must help connect the many moving parts of a construction business. For him, the real value of digital transformation lies in creating better governance, clearer visibility and stronger business outcomes.
Tejas Vara of Inncircles stressed the importance of timely site data for leadership teams, especially in large and remote projects where decisions on materials, machinery and manpower often get delayed because information does not reach headquarters in time.
The role of AI also featured prominently. Rushabh Mamania, Partner and CBO, Roadvision said that while AI and machine learning are now common terms, vision intelligence and language intelligence have still not deeply penetrated the construction sector. He emphasised that startups in India are building relevant AI-led solutions and are already attracting international interest, showing that innovation need not be imported—it can be built locally and scaled globally.
Industrialised construction gains ground
The roundtable also placed strong emphasis on industrialised construction methods. Kalyan Vaidyanathan, CTO – Construction & R&D, Tvasta, called for greater focus on off-site fabrication and the broader industrialisation of construction. Bhargav Jog, General Manager, Dextra, highlighted precast technology and alternative sustainable materials as areas with immediate relevance.
Several participants agreed that modular, precast and pre-engineered approaches are no longer niche ideas. They are increasingly becoming practical responses to the sector’s challenges around labour shortage, timelines, quality control and predictability.
Anup Mathew, Sr VP & Business Head, Godrej, argued that the industry needs a fully integrated approach—from design and procurement to execution and asset management. Unless these are connected, technology adoption will remain fragmented and sub-optimal. He pointed to pre-engineered and modular systems as examples of how industrial thinking can compress timelines, improve quality and reduce dependence on difficult on-site conditions.
Adoption remains the biggest hurdle
While there was broad agreement on the promise of technology, the discussion repeatedly returned to one fundamental challenge: adoption.
Abhishek Kumar, COO, LivSYT, observed that the market is crowded with solutions, but many buyers still struggle to evaluate which technology suits which use case. According to him, the industry needs clearer frameworks to help users select, compare and adopt solutions, rather than expecting a single platform to solve every problem.
Dr Tenepalli JaiSai, Associate Professor, School of Construction(SoC), NICMAR University, noted that isolated technologies will not solve the productivity problem by themselves. What is required is an integrated Construction 4.0 approach, where digital, physical and cyber-physical systems work together rather than in silos.
That concern around silos was reinforced by Subodh Dixit, former Director, Shapoorji Pallonji, who said the issue is not just that technologies are disconnected, but that stakeholders are as well. Clients, consultants, contractors and partners often operate with different priorities. Unless these silos are broken, technology will struggle to percolate across the full project value chain.
Harleen Oberoi, Project Management, Tata Realty shared a practical perspective from the client side, saying that successful BIM implementation requires investment across the ecosystem, not just within one organisation. Trade partners, vendors and other stakeholders must also be trained and aligned if the technology is to deliver its intended results.
Beyond buzzwords
A notable takeaway from the session was that the industry is moving past the phase of treating technology as a buzzword. Participants repeatedly stressed that the real question is not whether technology should be used, but where it creates measurable value and how that value can be scaled.
The conversation also expanded beyond mainstream themes to include repairs and rehabilitation, construction and demolition waste, sustainability, circular economy, green sourcing, carbon measurement, design interoperability, generative design, robotics, and the role of horticulture and greener built environments.
Setting the agenda for CTS 2026
By the close of the session, the roundtable had surfaced a strong set of themes for the upcoming show: BIM and digital twins, AI and data platforms, industrialised construction, startup innovation, governance-led technology adoption, robotics, sustainable materials, and integrated project delivery.
More importantly, the session established CTS 2026 as more than an exhibition. It is shaping up to be a serious industry platform where users, technology providers, researchers and policymakers can collectively define the future of construction.
As Padode noted in his closing remarks, the conversation will continue through further consultations and possibly webinars in the run-up to the show. If the roundtable is any indication, CTS 2026 will aim not merely to showcase technology, but to push the industry towards meaningful adoption at scale.
Ponnusamy Sampathkumar, Consultant – Process Optimisation and Training, discusses the role of skilled operators as the decisive link between advanced additives, digital control and world-class mill performance.
The industry always tries to reduce the number of operators in the Centre Control Room. (CCR) Though the concept was succeeded to certain extent, still we need a skilled person in the CCR.
In an era where artificial intelligence (AI) grinding aids, performance enhancers, and digital optimisation tools are becoming increasingly sophisticated, it’s tempting to believe that chemistry alone can solve the challenges of mill efficiency. Yet plants that consistently outperform their peers share one common trait: highly skilled operators who understand the mill as a living system, not just a machine.
Additives can improve flowability, reduce agglomeration, and enhance separator efficiency, but they cannot replace the nuanced judgement that comes from experience. Grinding is a dynamic process influenced by raw material variability, moisture, liner wear, ball charge distribution, ventilation, and separator loading. No additive can fully compensate for poor control of these fundamentals.
Operators see what additives cannot
When I joined the cement industry in 1981, not much modernisation was available then. Mostly the equipment was run from the local panel. Once I was visiting the cement mills section. The cement mills were water sprayed over the shell to reduce the temperature to avoid the gypsum disintegration.
The operator stopped the feeding for one of the mills. When I asked the reason, he replied that mill was getting jammed, and he added that he could understand the mill condition by its sound. I also learned that and it was useful throughout my career. In another plant I saw the ‘Electronic Ear,’ which checked the sound of the mill and the signal was looped with feed control!
Whatever modernisation we achieve, it is from the human factor that the development starts.
Additives respond to conditions; operators interpret them.
A skilled operator can detect subtle shifts, like a change in mill sound, a slight variation in circulating load, or a drift in separator cut point. It’s long before instrumentation flags a problem. These micro-observations often prevent major efficiency losses.
Additives work best when the process is stable
I would like to share one real time incident. The mill was running on auto mode looped with the mill outlet bucket elevator kilowatt. (KW)There was a decrease in the KW, and the mill feed was increased by the auto control (PID). After a while, the operator stopped both the feed and the mill. He asked the local operator to check the airslide between mill outlet and the elevator. They found the airslide was jammed and no material flow to the elevator!
The operator deduced the abnormality by his experience by seeing the conditions and the rate of increase of the feed by the auto control.
It’s always the human factor that adds value to the optimisation.
Grinding aids are multipliers,
not magicians.
They deliver maximum benefit only when:
• Mill ventilation is correct
• Ball charge is balanced
• Feed moisture is controlled
• Separator speed and loading are improved
• Blaine targets are realistic
Without these fundamentals, even advanced additives may become costly investments. The operator is responsible for ensuring process stability, whether using a ball mill or a vertical mill. After ensuring the system is stable, the operator observes it briefly before transitioning to automatic control. If there is any anomaly in the system the operator at once takes control of the system, stabilises and bring back to auto control.
Skilled operators adapt in real time
It will be interesting to note that the operators who operate from local panel start to operate from DCS also. They have the experience and the ability to adapt the changes. Operator checks each parameter deeply. Any meagre change in the parameters is also visible to him.
Raw materials change. Weather changes. Wear patterns change.
A skilled operator adjusts:
• Feed rate
• Water injection
• Separator speed
• Grinding pressure (in VRMs)
• Mill load distribution.
These adjustments require intuition built from years of experience, something no additive can replicate.
Human insight prevents over reliance on additives
Plants sometimes increase additive dosage to mask deeper issues like:
• Poor clinker quality
• Inadequate drying capacity
• Incorrect ball gradation
• High residue due to worn separator internals.
A knowledgeable operator finds root causes instead of chasing temporary chemical fixes.
The real optimisation sweet spot is reached when:
• Operators understand how additives interact with their specific mill.
• Additive suppliers collaborate with plant teams.
• Process data is interpreted by humans who know the mill’s behaviour.
This constructive collaboration consistently delivers:
• Lower kWh/t
• Higher throughput
• Better product consistency
• Optimum standard deviation.
Advanced additives are powerful tools, but they are not substitutes for human ability. Grinding optimisation is ultimately a human driven discipline, where skilled operators make the difference between average performance and world class efficiency. Additives enhance the process but operators
control it.
About the author:
Ponnusamy Sampathkumar, Consultant – Process Optimisation and Training, is a seasoned cement process consultant with 43+ years of global experience in plant operations, process optimisation, refractory management, safety systems and training multicultural teams across international cement plants.
Cement is once again our primary focus
Modernisation is a leadership mindset
Modernised plants allow tighter control over quality
Establishing New Benchmarks in Plant Construction
Cement Plant Modernisation
Cement is once again our primary focus
Modernisation is a leadership mindset
Modernised plants allow tighter control over quality
Establishing New Benchmarks in Plant Construction


