BEML is actively pursuing export opportunities beyond India, with a particular focus on the ASEAN and West Asian markets regions. In an exclusive conversation, BEML Chairman and Managing Director Shantanu Roy shares the company’s export roadmap, sector-wise growth strategy, and order book goals.
BEML has been looking at markets beyond India. What’s the export outlook like for the company?
We are actively pursuing export opportunities, particularly in the ASEAN and West Asia regions. We have already submitted bids for metro coach exports in some areas and are awaiting the outcome. Over the next three to four years, we are projecting export revenues of ₹1,500–2,000 crore, on demand for our metro coaches.
Could you elaborate on your current projects in the rail sector?
In the rail sector, we operate in two verticals — mainline commuter rail and urban mobility or metro. For metro, we currently have an order of about 900 coaches, which we need to deliver over the next two to three years. In addition, we have bid for several other projects, and 800 to 900 coaches are expected to be finalised in the next 12 to 15 months.
On the commuter rail side, we are working on the Vande Bharat sleeper version. The first rake has already been cleared by the Commissioner of Railway Safety (CRS) and we are aiming to complete the remaining nine rakes in the next four to five months. We are also developing a prototype for a high-speed train, which we plan to roll out in the next 20 to 21 months.
What is the next technological leap for BEML in rail manufacturing?
We are preparing for the next generation of trains with aluminium coaches. These will be lighter and more energy-efficient. We want to position ourselves ahead of the curve in this segment.
What is the defence outlook like for BEML?
We are working on several initiatives, including maritime cranes, which are currently being imported. Our focus is on indigenising key aggregates and equipment that contribute to the country’s strategic autonomy. We want to play a meaningful role in enhancing national security through localisation.
How has the mining equipment segment performed?
The mining vertical has done phenomenally well in the financial year that just ended. We are focusing on high-end mining equipment and are deeply aligned with the country’s target of reaching 1.5 billion tonnes of coal extraction over the next four to five years. We supply critical equipment — excavators, bulldozers, motor graders, dump trucks, water sprinklers, and tyre handlers — for overburden removal in open-cast mines.
On an average, we receive 2,000–2,500 mining-related orders annually and can execute most of them within the same year. Some do spill over to the next fiscal, but our execution capability in this segment is quite strong.
What is the company’s broader strategic vision over the next few years?
The theme for the next five years is execution — without which everything remains on paper. We are working with what I call a lean strategy. It’s not just about cutting costs but also about manufacturing products in the safest and simplest manner, in the least possible time and cost.
