BEML CMD Shantanu Roy on Tech & Big Orders | EXCON 2025
Shantanu Roy, Chairman & Managing Director of BEML Ltd, outlines the company’s renewed focus on construction equipment, indigenous mining technology, rail and metro expansion, exports, and his long-term vision aligned with Atmanirbhar Bharat. Excerpts from his interview with Subhajit Roy.
WATCH: https://bit.ly/beml-m4i
Q: How does EXCON reflect BEML’s current strategic priorities?
BEML was founded over 60 years ago with heavy earthmoving machinery as its backbone. Our first manufacturing unit at KGF was dedicated to this segment, and it continues to be central to our strategy. Over time, we diversified into rail, defence, and mining, but infrastructure equipment remains core.
After restructuring BEML into 14 Strategic Business Units in April 2024, we consciously decided to refocus on the construction equipment space. India’s infrastructure spending now exceeds ₹45,000 crore, and that presents a huge opportunity. At EXCON, we have relaunched several upgraded machines, including the 20-tonne BE220 excavator, motor graders, wheel dozers, and smaller equipment variants – products that have been significantly reworked to meet current market needs.
Q: You are showcasing the BRS 21 rope shovel. Why is it significant?
The BRS 21 is a landmark achievement. It is a 21-cubic-metre rope shovel that was earlier fully imported into India. Coal India placed an order with us for indigenous development, and within just three years we designed, developed, manufactured, assembled, and commissioned it in-house.
The machine has already clocked over 2,700 operating hours successfully. This project clearly demonstrates BEML’s capability in heavy mining equipment and its contribution to Atmanirbhar Bharat.
Q: BEML has partnered with HD Hyundai in the marine segment. What is the strategic rationale?
India’s maritime ecosystem is poised for strong growth under initiatives like Maritime Vision 2030 and Amrit Kaal Vision 2047. Shipbuilding and ports will need advanced cranes—ship-to-shore, level-luffing, Goliath cranes, and port handling equipment. Currently, India depends heavily on imports for these.
BEML has strong capabilities in heavy fabrication, hydraulics, and power systems, which are essential for crane manufacturing. Our partnership with a leading global OEM like HD Hyundai is the first step in building indigenous capability in this segment. It will take time to mature, but the foundation is firmly in place.
Q: Rail and metro are major contributors to your order book. What are the recent milestones?
Indian Railways is replacing ICF coaches with LHB coaches, and a large fleet still needs to be upgraded. BEML will be supplying 600 LHB coaches and is well-positioned to scale up if required.
Metro rail is another fast-growing segment, with projects coming up in Tier-II and Tier-III cities such as Bengaluru, Chennai, Hyderabad, and Andhra Pradesh, along with upcoming tenders from Delhi Metro. Over the next two to three years, the market could require around 2,500 metro coaches.
Our current order book stands at ₹16,000–18,000 crore, with rail accounting for 60–65%. Metro and rail are currently split almost evenly, but commuter rail is expected to grow significantly in the coming year.
Q: How important are exports to BEML’s growth strategy?
A 5–6% export share of turnover is healthy, but our aim is to cross 10%. We are not limiting exports to mining equipment alone. We have already secured a rolling stock upgradation order from Malaysia and are actively pursuing opportunities in Africa, the Middle East, GCC, Asia-Pacific, Australia, and the CIS region.
Q: What is your vision for BEML as it moves towards 2030?
My vision is clear—achieve a five-digit top line and a four-digit bottom line, establish BEML as a global leader in rolling stock manufacturing, and significantly strengthen and diversify our defence portfolio so that we can serve the nation in a larger and more meaningful way.
