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The government needs to encourage the use of RMC.

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Current production of RMC is around 15 to 20 million cu m a year as against a total concrete market of approximately 300 million cubic m a year. In terms of volume, the RMC market has grown around 25 to 30 per cent since last year,´ says Shyam Bagri, Partner, Dwarka Agencies. Excerpts from the interview.

Where is the current demand for RMC coming from?

The RMC market is evolving rapidly in India, even though the slow-down has been quite insignificant since 1993-94, but in recent times all the metro cities, and all the A class cities have witnessed brisk expansion in RMC and also in areas ancillary to it. The rising demand in infrastructure, metros, and housing projects in India encourages the growth of the RMC industry.

Today there has been a change in the point of view of an individual house builder (IHB), who is on look out for quality at a reasonable cost. In addition, the use of RMC also reduces the hassles of dealing and depending on unskilled labours. At an outset, I would say that the current demand of RMC may be distributed as 40 per cent from infrastructure segment, 40 per cent from builders and developers, and 20 per cent from IHB segment.

Why is the demand for RMC in India not as high as it is in developed countries?

The ready -mix concrete business in India is still in its infancy; whereas in developed countries, nearly 80 per cent of cement consumption is in the form of ready- mix concrete and 20 per cent in the form of recast. In India, ready- mix concrete accounts for less than 5 per cent of consumption, and as much as 82 per cent of cement consumption is in the form of site-mixed concrete. The current market size of RMC is estimated to be Rs 5,000 crore to Rs 6,000 crore, approximately. Current production of RMC is around 15 to 20 million cu m a year as against a total concrete market of approximately 300 million cubic m a year. In terms of volume, the RMC market has grown around 25 to 30 per cent since last year.

What needs to be done to boost this demand?

RMC production is a highly mechanised activity and entails an initial high cost, especially due to the import of basic equipment and machinery, although now indigenous ones are also available. Besides this, a lot of encouragement is needed from the government for the use of RMC into various construction sites, which is seen as being a major challenge since even today; most of the construction is done using the concrete developed at the site by unskilled labour. Thus, inappropriate use of materials with poor proportionate of admixtures is done for RMC which then leads to poor quality of concrete. As a result, the construction projects turn out to be weak and with a shorter life span. The Indian concrete market is about 300 million cubic m a year, which is huge. The cement consumption in the RMC industry is rising, and today, it´s approximately eight per cent of the total cement produced by the country, but this sector still needs to be developed since our country is found lagging on the international front. Nearly 75 to 80 per cent of cement that is produced in developed countries is RMC- based.

How do you assess the availability of RMC equipment such as batching plants, transit mixers and concrete pumps?

The major players who manufacture plants and equipments, transit mixers (TM) and pumps are all from abroad. Though we also have indigenously made plants and equipment with some imported parts, the basic parts of pumps still are all imported. The quantity of pumps and TM and the capacity of batching plants, etc, depend on the present and projected future requirement of concrete and the size of the market which can be quantified and assessed in regular course.

What are the hassles related to supplying RMC?

In addition to supplying a quality product, RMC business is also a service oriented business. There are many challenges here.

  • Supply in crowded areas and No Entry zones.
  • Setting up of pumps supply line and unloading the TM in narrow lanes.
  • Assessing the quantity and deciding the quantity of the last TM.
  • Planning in advance the day and night supply plans of pumping and dumping. Delay at one site, for any reason, will change the schedule of the entire line.
  • The regular repairs and maintenance of the plant, pump and TM during peak season.
  • The coordination and timing of dispatch of TM from the plant and pumping at the site.
  • The lead / distance of the site from the plant.

Are our local engineers/contractors technically competent enough to work with RMC?

Yes, the professionals, the architects, engineers and contractors here are fully updated and aware of the benefits of RMC. They plan the structure in accordance to the strength of RMC as compared to hand- mix concrete, and have trained their team down the line to match the quality and speed of RMC. Due to the homogenous quality and strength of concrete done by RMC, other factors remaining same, they rather prefer RMC.

Is availability of aggregates impacting RMC business in any way?

Shortage of aggregates is indeed an issue for us. Since they are a part of the basic raw material, the availability of aggregates does have considerable impact on RMC. Like the unavailability of sand in current times, is impacting on the costs, and this has been accepted by the consumers all over.

Tell us a bit about your organisation, products you supply and your geographical reach.

Rock solid in fundamentals, Dwarka Agencies has earned its goodwill in business since the last 60 years. We are popularly known as `House of Cement` and we deal in:

  • Cement bags in the trade segment in Chattisgarh.
  • Cement bags and bulkers (loose cement) in the project segment across India, in bulk quantity.
  • Ready- mix concrete in and around Raipur.
  • Devoted RMC plants and units for bulk requirements at the site.

Located in a developing state in central India gives us a geographical edge with regards to information, reach and contacts.

Moreover, with the changing times and advancement in technology, we continuously adapt and upgrade ourselves with the latest and most advanced of the product lines associated with top brands and quality service. Our group nurtures a culture where success does not come in the way of learning afresh, experimenting.

RMC is usually ordered by customers directly from the manufacturer. In what way can dealers participate in the process?

As we cherish a long- term bond with the people here and have goodwill for quality product and services at the best of prices, they gladly welcome and indeed, prefer our involvement as an assurance factor. Furthermore, we have been known to get the best of bargains / deals in season and off- season for both the companies and the consumers

Anything else that you would like to share with us?

I am also a corporate coach by profession and have travelled all over India on coaching assignments. I have seen the changing trend and acceptability in the last five years in the corporate sectors and the infrastructural projects in different Indian states. The future is of RMC is bright and the conversion, though slow, is a definite one.

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Concrete

Turning Downtime into Actionable Intelligence

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Stoppage Insights instantly identifies root causes and maps their full operational impact.

In cement, mining and minerals processing operations, every unplanned stoppage equals lost production and reduced profitability. Yet identifying what caused a stoppage remains frustratingly complex. A single motor failure can trigger cascading interlocks and alarm floods, burying the root cause under layers of secondary events. Operators and maintenance teams waste valuable time tracing event chains when they should be solving problems. Until now.
Our latest innovation to our ECS Process Control Solution(1) eliminates this complexity. Stoppage Insights, available with the combined updates to our ECS/ControlCenter™ (ECS) software and ACESYS programming library, transforms stoppage events into clear, actionable intelligence. The system automatically identifies the root cause of every stoppage – whether triggered by alarms, interlocks, or operator actions – and maps all affected equipment. Operators can click any stopped motor’s faceplate to view what caused the shutdown instantly. The Stoppage UI provides a complete record of all stoppages with drill-down capabilities, replacing manual investigation with immediate answers.

Understanding root cause in Stoppage Insights
In Stoppage Insights, ‘root cause’ refers to the first alarm, interlock, or operator action detected by the control system. While this may not reveal the underlying mechanical, electrical or process failure that a maintenance team may later discover, it provides an actionable starting point for rapid troubleshooting and response. And this is where Stoppage Insights steps ahead of traditional first-out alarm systems (ISA 18.2). In this older type of system, the first alarm is identified in a group. This is useful, but limited, as it doesn’t show the complete cascade of events, distinguish between operator-initiated and alarm-triggered stoppages, or map downstream impacts. In contrast, Stoppage Insights provides complete transparency:

  • Comprehensive capture: Records both regular operator stops and alarm-triggered shutdowns.
  • Complete impact visibility: Maps all affected equipment automatically.
  • Contextual clarity: Eliminates manual tracing through alarm floods, saving critical response time.


David Campain, Global Product Manager for Process Control Systems, says, “Stoppage Insights takes fault analysis to the next level. Operators and maintenance engineers no longer need to trace complex event chains. They see the root cause clearly and can respond quickly.”

Driving results
1.Driving results for operations teams
Stoppage Insights maximises clarity to minimise downtime, enabling operators to:
• Rapidly identify root causes to shorten recovery time.
• View initiating events and all affected units in one intuitive interface.
• Access complete records of both planned and unplanned stoppages

  1. Driving results for maintenance and reliability teams
    Stoppage Insights helps prioritise work based on evidence, not guesswork:
    • Access structured stoppage data for reliability programmes.
    • Replace manual logging with automated, exportable records for CMMS, ERP or MES.(2)
    • Identify recurring issues and target preventive maintenance effectively.

  2. A future-proof and cybersecure foundation
    Our Stoppage Insights feature is built on the latest (version 9) update to our ACESYS advanced programming library. This industry-leading solution lies at the heart of the ECS process control system. Its structured approach enables fast engineering and consistent control logic across hardware platforms from Siemens, Schneider, Rockwell, and others.
    In addition to powering Stoppage Insights, ACESYS v9 positions the ECS system for open, interoperable architectures and future-proof automation. The same structured data used by Stoppage Insights supports AI-driven process control, providing the foundation for machine learning models and advanced analytics.
    The latest releases also respond to the growing risk of cyberattacks on industrial operational technology (OT) infrastructure, delivering robust cybersecurity. The latest ECS software update (version 9.2) is certified to IEC 62443-4-1 international cybersecurity standards, protecting your process operations and reducing system vulnerability.

What’s available now and what’s coming next?
The ECS/ControlCenter 9.2 and ACESYS 9 updates, featuring Stoppage Insights, are available now for:

  • Greenfield projects.
  • ECS system upgrades.
  • Brownfield replacement of competitor systems.
    Stoppage Insights will also soon integrate with our ECS/UptimeGo downtime analysis software. Stoppage records, including root cause identification and affected equipment, will flow seamlessly into UptimeGo for advanced analytics, trending and long-term reliability reporting. This integration creates a complete ecosystem for managing and improving plant uptime.

(1) The ECS Process Control Solution for cement, mining and minerals processing combines proven control strategies with modern automation architecture to optimise plant performance, reduce downtime and support operational excellence.
(2) CMMS refers to computerised maintenance management systems; ERP, to enterprise resource planning; and MES to manufacturing execution systems.

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Economy & Market

FORNNAX Appoints Dieter Jerschl as Sales Partner for Central Europe

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FORNNAX TECHNOLOGY has appointed industry veteran Dieter Jerschl as its new sales partner in Germany to strengthen its presence across Central Europe. The partnership aims to accelerate the adoption of FORNNAX’s high-capacity, sustainable recycling solutions while building long-term regional capabilities.

FORNNAX TECHNOLOGY, one of the leading advanced recycling equipment manufacturers, has announced the appointment of a new sales partner in Germany as part of its strategic expansion into Central Europe. The company has entered into a collaborative agreement with Mr. Dieter Jerschl, a seasoned industry professional with over 20 years of experience in the shredding and recycling sector, to represent and promote FORNNAX’s solutions across key European markets.

Mr. Jerschl brings extensive expertise from his work with renowned companies such as BHS, Eldan, Vecoplan, and others. Over the course of his career, he has successfully led the deployment of both single machines and complete turnkey installations for a wide range of applications, including tyre recycling, cable recycling, municipal solid waste, e-waste, and industrial waste processing.

Speaking about the partnership, Mr. Jerschl said,
“I’ve known FORNNAX for over a decade and have followed their growth closely. What attracted me to this collaboration is their state-of-the-art & high-capacity technology, it is powerful, sustainable, and economically viable. There is great potential to introduce FORNNAX’s innovative systems to more markets across Europe, and I am excited to be part of that journey.”

The partnership will primarily focus on Central Europe, including Germany, Austria, and neighbouring countries, with the flexibility to extend the geographical scope based on project requirements and mutual agreement. The collaboration is structured to evolve over time, with performance-driven expansion and ongoing strategic discussions with FORNNAX’s management. The immediate priority is to build a strong project pipeline and enhance FORNNAX’s brand presence across the region.

FORNNAX’s portfolio of high-performance shredding and pre-processing solutions is well aligned with Europe’s growing demand for sustainable and efficient waste treatment technologies. By partnering with Mr. Jerschl—who brings deep market insight and established industry relationships—FORNNAX aims to accelerate adoption of its solutions and participate in upcoming recycling projects across the region.

As part of the partnership, Mr. Jerschl will also deliver value-added services, including equipment installation, maintenance, and spare parts support through a dedicated technical team. This local service capability is expected to ensure faster project execution, minimise downtime, and enhance overall customer experience.

Commenting on the long-term vision, Mr. Jerschl added,
“We are committed to increasing market awareness and establishing new reference projects across the region. My goal is not only to generate business but to lay the foundation for long-term growth. Ideally, we aim to establish a dedicated FORNNAX legal entity or operational site in Germany over the next five to ten years.”

For FORNNAX, this partnership aligns closely with its global strategy of expanding into key markets through strong regional representation. The company believes that local partnerships are critical for navigating complex market dynamics and delivering solutions tailored to region-specific waste management challenges.

“We see tremendous potential in the Central European market,” said Mr. Jignesh Kundaria, Director and CEO of FORNNAX.
“Partnering with someone as experienced and well-established as Mr. Jerschl gives us a strong foothold and allows us to better serve our customers. This marks a major milestone in our efforts to promote reliable, efficient and future-ready recycling solutions globally,” he added.

This collaboration further strengthens FORNNAX’s commitment to environmental stewardship, innovation, and sustainable waste management, supporting the transition toward a greener and more circular future.

 

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Economy & Market

Budget 2026–27 infra thrust and CCUS outlay to lift cement sector outlook

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Higher capex, city-led growth and CCUS funding improve demand visibility and decarbonisation prospects for cement

Mumbai

Cement manufacturers have welcomed the Union Budget 2026–27’s strong infrastructure thrust, with public capital expenditure increased to Rs 12.2 trillion, saying it reinforces infrastructure as the central engine of economic growth and strengthens medium-term prospects for the cement sector. In a statement, the Cement Manufacturers’ Association (CMA) has welcomed the Union budget 2026-27 for reinforcing the ambitions for the nation’s growth balancing the aspirations of the people through inclusivity inspired by the vision of Narendra Modi, Prime Minister of India, for a Viksit Bharat by 2047 and Atmanirbharta.

The budget underscores India’s steady economic trajectory over the past 12 years, marked by fiscal discipline, sustained growth and moderate inflation, and offers strong demand visibility for infrastructure linked sectors such as cement.

The Budget’s strong infrastructure push, with public capital expenditure rising from Rs 11.2 trillion in fiscal year 2025–26 to Rs 12.2 trillion in fiscal year 2026–27, recognises infrastructure as the primary anchor for economic growth creating positive prospects for the Indian cement industry and improving long term visibility for the cement sector. The emphasis on Tier 2 and Tier 3 cities with populations above 5 lakh and the creation of City Economic Regions (CERs) with an allocation of Rs 50 billion per CER over five years, should accelerate construction activity across housing, transport and urban services, supporting broad based cement consumption.

Logistics and connectivity measures announced in the budget are particularly significant for the cement industry. The announcement of new dedicated freight corridors, the operationalisation of 20 additional National Waterways over the next five years, the launch of the Coastal Cargo Promotion Scheme to raise the modal share of waterways and coastal shipping from 6 per cent to 12 per cent by 2047, and the development of ship repair ecosystems should enhance multimodal freight efficiency, reduce logistics costs and improve the sector’s carbon footprint. The announcement of seven high speed rail corridors as growth corridors can be expected to further stimulate regional development and construction demand.

Commenting on the budget, Parth Jindal, President, Cement Manufacturers’ Association (CMA), said, “As India advances towards a Viksit Bharat, the three kartavya articulated in the Union Budget provide a clear context for the Nation’s growth and aspirations, combining economic momentum with capacity building and inclusive progress. The Cement Manufacturers’ Association (CMA) appreciates the Union Budget 2026-27 for the continued emphasis on manufacturing competitiveness, urban development and infrastructure modernisation, supported by over 350 reforms spanning GST simplification, labour codes, quality control rationalisation and coordinated deregulation with States. These reforms, alongside the Budget’s focus on Youth Power and domestic manufacturing capacity under Atmanirbharta, stand to strengthen the investment environment for capital intensive sectors such as Cement. The Union Budget 2026-27 reflects the Government’s focus on infrastructure led development emerging as a structural pillar of India’s growth strategy.”

He added, “The Rs 200 billion CCUS outlay for various sectors, including Cement, fundamentally alters the decarbonisation landscape for India’s emissions intensive industries. CCUS is a significant enabler for large scale decarbonisation of industries such as Cement and this intervention directly addresses the technology and cost requirements of the Cement sector in context. The Cement Industry, fully aligned with the Government of India’s Net Zero commitment by 2070, views this support as critical to enabling the adoption and scale up of CCUS technologies while continuing to meet the Country’s long term infrastructure needs.”

Dr Raghavpat Singhania, Vice President, CMA, said, “The government’s sustained infrastructure push supports employment, regional development and stronger local supply chains. Cement manufacturing clusters act as economic anchors across regions, generating livelihoods in construction, logistics and allied sectors. The budget’s focus on inclusive growth, execution and system level enablers creates a supportive environment for responsible and efficient expansion offering opportunities for economic growth and lending momentum to the cement sector. The increase in public capex to Rs 12.2 trillion, the focus on Tier 2 and Tier 3 cities, and the creation of City Economic Regions stand to strengthen the growth of the cement sector. We welcome the budget’s emphasis on tourism, cultural and social infrastructure, which should broaden construction activity across regions. Investments in tourism facilities, heritage and Buddhist circuits, regional connectivity in Purvodaya and North Eastern States, and the strengthening of emergency and trauma care infrastructure in district hospitals reinforce the cement sector’s role in enabling inclusive growth.”

CMA also noted the Government’s continued commitment to fiscal discipline, with the fiscal deficit estimated at 4.3 per cent of GDP in FY27, reinforcing macroeconomic stability and investor confidence.

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