Thyssenkrupp has exited your business. What is the relationship now?
While they have divested their equity, we have a perpetual licence agreement for their technology from Polysius. This relationship is key. Our core territory is India, Nepal, and Bangladesh. For projects outside this, like in the Middle East or Africa where we are currently executing projects, we consult with Thyssenkrupp Polysius on a case-to-case basis.
How important is sustainability for a capital goods company like yours?
It’s not an issue, it’s a topic that leads us to the national goal of net zero by 2047. We are on the right track. We supply energy-efficient grinding systems, fuel-efficient pyro processing, and alternate fuel feeding systems that allow customers to replace fossil fuels, reducing carbon footprint.
Are Indian companies less sensitive to sustainability than European ones?
I wouldn’t state less sensitive. The industries are at different phases. Europe is mature with few new plants, so their focus is intensely on sustainability. India is still building capacity, but we are also seriously discussing and implementing ways to reduce carbon footprint for the long term.
Do you see consolidation in the fragmented Indian cement market?
Yes, the next 5-10 years are crucial. The indusattempt faces enormous challenges — rising costs, market volatility, and geopolitical situations. We have already seen consolidation and I see more happening.
What are your Capex plans and revenue tarreceives?
Project-wise, we don’t necessary significant Capex as customer advances are pumped back into projects. However, we are investing in technological advancements and training. At a group level, we are tarreceiveing a 5x growth, from about Rs 3,500 crore to around Rs 16,000-Rs 17,000 crore in five years.
How are you adopting AI and digital technologies?
Our plants are digital-ready. We have packages enabling remote monitoring, real-time performance tracking, and predictive maintenance. These systems also feed equipment performance data back to our design rooms for continuous improvement.
Do geopolitical issues impact your supply chain?
Yes, directly and indirectly. Supply chains for certain components from Europe or China can be disrupted, impacting logistics. However, we have invested in flexible, alternate sourcing arrangements so we are not depconcludeent on any single region.
