Mumbai, Maharashtra, India, October 19, 2026 (Maritime News): India’s maritime sector is at a pivotal juncture, with growing ambitions to strengthen domestic shipbuilding, modernise shipyards and establish itself as a globally competitive maritime manufacturing hub. As the industry scales up to build more sophisticated vessels, the focus is increasingly shifting towards advanced welding technologies, robotic automation, digitalisation and sustainable fabrication practices. From ensuring precision in complex hull structures to improving productivity, reducing rework and strengthening indigenous manufacturing capabilities, welding is emerging as a critical enabler of the next phase of India’s shipbuilding journey.
In this conversation, Lajpat Yadav, COO – India Welding Business, Ador Welding Limited, shares his perspective on the evolving demands of the maritime industry and the role of advanced welding solutions in shaping the future of shipbuilding. He discusses how AI, robotics and Industry 4.0 can transform shipyard operations, the challenges of integrating new technologies and developing a future-ready workforce, and the importance of localisation, sustainability and global technology partnerships. Drawing on Ador’s legacy of over seven decades in India’s welding and fabrication ecosystem, he also explores how the company is positioning itself to support Indian shipyards with advanced welding consumables, equipment, automation and application expertise as the country strengthens its maritime manufacturing capabilities and global competitiveness.
India Shipbuilding & Welding – Interview Q&A
- India has set ambitious targets for expanding its shipbuilding capacity. From the manufacturing side, what is the biggest gap India needs to close to become globally competitive in shipbuilding?
Lajpat Yadav: India has all the ingredients required to become a major shipbuilding nation.
The real challenge is not talent or engineering capability; it is creating shipyards that operate as integrated manufacturing systems.
Global shipbuilding leaders have mastered the coordination of design, material handling, cutting, welding, inspection and assembly. When these processes are disconnected, productivity drops, rework increases and delivery schedules become difficult to predict.
For India, the next step is to move from project-driven execution to manufacturing-driven execution through greater standardisation, mechanisation, digital traceability and process discipline. Success will not be defined by the size of our shipyards alone, but by how consistently they can deliver high-quality vessels on time and at scale.
- Welding is fundamental to ship fabrication. Where do Indian shipyards currently lose the most productivity, time or quality during welding and fabrication?
Lajpat Yadav: When people think about welding productivity, they often focus only on the time the arc is actually running. In reality, a lot of inefficiencies happen before and after the weld itself. Time is lost in material preparation, fit-up, alignment, movement of components, inspections and, unfortunately, rework when quality is inconsistent.
In many shipyards, welding is still viewed as an individual operation rather than part of a larger manufacturing process. The most productive yards globally are the ones that look at the entire fabrication cycle as a connected system. Small improvements in cutting accuracy, joint preparation, workflow and process control can have a significant impact on overall productivity and quality.
The good news is that the opportunity for improvement is substantial. With better process discipline, greater mechanisation and the right mix of welding technology and automation, shipyards can improve productivity while achieving greater consistency and weld quality. In a highly competitive industry like shipbuilding, those gains can make a meaningful difference to both delivery schedules and profitability.
- When a shipyard looks at welding, should it be looking primarily at the price of welding consumables and equipment, or at the total cost and time required to produce a quality weld?
Lajpat Yadav: In shipbuilding, every delay, every instance of rework and every quality issue have a ripple effect on project schedules and costs. That’s why the most successful shipyards take a much broader view of welding than simply looking at the price of a consumable or a piece of equipment.
Factors such as productivity, weld quality, repair rates, labour efficiency and turnaround times often have a far greater impact on overall project economics than the initial procurement cost. A lower-cost solution can quickly become expensive if it leads to inconsistent quality, additional grinding, rework or production bottlenecks.
The industry’s focus should therefore be on achieving the desired quality with maximum efficiency and repeatability. The shipyards that consistently outperform are the ones that evaluate welding through the lens of productivity, reliability and lifecycle value.
- Ador has been part of India’s industrial journey since 1951. What does “Make in India” mean today when much of the world’s advanced manufacturing technology is globally interconnected? How can domestic welding and automation manufacturers contribute to India’s shipbuilding ambitions?
Lajpat Yadav: The evolution of Make in India has never been about choosing between local capability and global technology. The real opportunity lies in combining the best of both. Today, manufacturing is part of a connected global ecosystem, and success comes from our ability to adopt world-class technologies, adapt them to Indian requirements and build strong local expertise around them.
That is how India can accelerate its shipbuilding ambitions. Domestic manufacturers have a much larger role to play than simply supplying products. They need to help shipyards improve productivity, integrate automation, develop application-specific solutions, build technical capabilities and support the workforce with training and service throughout the lifecycle of a project.
For us, this philosophy has been at the heart of our journey since 1951. While we bring global technologies and best practices to Indian industries, we also invest in local manufacturing, R&D, engineering and skill development. We believe India’s competitiveness will be built not only by making products in India, but by creating technology, expertise and manufacturing excellence in India.
- Ador has technology relationships with global companies including Hypertherm, ITW Miller, Liburdi Dimetrics and Inrotech. What specific capabilities or technologies do these partnerships bring to India, and how are these solutions being adapted to the requirements of Indian shipyards and heavy fabrication?
Follow-up: Are these partnerships primarily about bringing products into India, or are they also helping build local engineering, integration, training and technology capability?
Lajpat Yadav: As manufacturing becomes more sophisticated, the real differentiator is no longer access to technology, but the ability to convert technology into productivity, quality and long-term capability.
Our collaboration with Hypertherm brings advanced cutting solutions that improve precision, efficiency and downstream fabrication performance. Through ITW Miller, we are able to offer high-productivity welding technologies that support demanding heavy fabrication applications, helping customers improve throughput and consistency. Liburdi Dimetrics adds specialised automation and precision welding expertise for critical industrial applications, while our partnership with Inrotech strengthens our automation portfolio through mobile robotic welding and adaptive multi-pass welding technologies equipped with intelligent software and scanning capabilities. These solutions are particularly relevant for shipbuilding, offshore construction and heavy engineering, where productivity, flexibility and weld quality are critical.
More importantly, these partnerships are not just about bringing products into India. They are about building capability. By combining global technology leadership with Ador’s extensive sales, customer and distribution network, we are able to support localisation, application engineering, system integration, training and after-sales support much closer to the customer.
- Which critical welding, fabrication or automation technologies does India still need to develop stronger domestic capability in?
Lajpat Yadav: As manufacturing becomes more technology-driven, competitive advantage is no longer determined by capacity alone. It is increasingly defined by how efficiently, consistently and intelligently that capacity is utilised.
For India, the next phase of capability building will be around technologies that improve productivity, repeatability and quality at scale. Areas such as advanced automation, robotic welding, intelligent process monitoring, digital traceability, adaptive welding systems and integrated quality management will play an important role in defining the future of fabrication and shipbuilding.
At the same time, self-reliance should not be viewed as manufacturing every component domestically. The bigger opportunity lies in building strong capabilities in engineering, system integration, application development and lifecycle support. The ability to adapt technology to local requirements, optimise its performance and support customers over the long term will ultimately determine competitiveness.
- Automation and robotic welding are increasingly important in heavy fabrication. Where can intelligent automation and robotic welding platforms make the biggest difference in an Indian shipyard, particularly in terms of productivity, consistency and weld quality?
Lajpat Yadav: Automation is becoming increasingly important as shipyards strive for higher productivity, consistency and quality. The biggest opportunities lie in areas such as panel fabrication, stiffener welding, long seam welding, pipe fabrication and block assembly, where repeatability and throughput have a direct impact on project performance.
Beyond improving productivity, intelligent automation helps reduce process variability, improve weld quality and minimise rework. Its greatest impact, however, comes when it is integrated with strong process discipline, accurate fit-up practices and a skilled workforce. In that environment, automation becomes a powerful enabler of predictable execution, helping shipyards maintain consistent standards while meeting increasingly demanding delivery schedules.
- India is looking at both new shipyards and the modernisation of existing facilities. How different is the automation and technology challenge for a brownfield shipyard compared with a greenfield shipyard?
Lajpat Yadav: The challenge is not really about technology; it is about starting points. A greenfield shipyard has the advantage of building efficiency into its DNA, while a brownfield shipyard must improve efficiency without disrupting ongoing operations.
A greenfield shipyard can be designed around optimal material flow, automation and digital infrastructure from the outset. Everything from layout and equipment placement to production processes can be engineered for maximum productivity.
A brownfield shipyard faces a different reality. It must modernise within existing layouts, legacy systems and established operating practices while continuing to meet production commitments. As a result, greenfield projects often have the flexibility to adopt a more integrated approach, whereas brownfield facilities typically benefit from phased upgrades focused on specific bottlenecks and operational constraints.
- There is often concern that robotics will replace skilled workers. In your experience, does automation actually reduce employment, or does it fundamentally change the skills that workers need?
Lajpat Yadav: Whenever automation is discussed, the conversation often turns to whether jobs will be replaced. In reality, what we have seen across industries is that automation changes the nature of work far more than it eliminates it.
As manufacturing becomes more advanced, the demand shifts from purely manual execution to a combination of technical expertise, process knowledge and digital skills. The industry will increasingly need people who can operate, program, maintain and optimise automated systems, alongside experienced welders and fabrication professionals who understand the fundamentals of the process.
In sectors such as shipbuilding, skilled human expertise will continue to play a critical role. Large structures, complex assemblies, repair work and specialised fabrication activities still require experience, judgment and craftsmanship that cannot be fully automated.
- What will the Indian welder of 2030 look like — a traditional manual welder, a robotic welding operator, or a technician who combines welding expertise with digital and automation skills?
Lajpat Yadav: Every generation of manufacturing has redefined what it means to be skilled, and welding will be no different. By 2030, the industry’s most valuable professionals will not be those who possess only traditional welding expertise or only digital capabilities, but those who can bring both together.
As manufacturing environments become more automated, connected and data-driven, welders will increasingly work alongside robotic systems, digital interfaces and intelligent production technologies. At the same time, the fundamentals of welding, metallurgy, fabrication and quality assurance will remain as important as ever. Technology can enhance productivity and consistency, but it cannot replace the practical knowledge, judgment and problem-solving ability that experienced professionals bring to the shop floor.
The role of the welder will continue to evolve, creating opportunities in areas such as robotic welding, automation, quality management, inspection and production supervision.
- India can build shipyards, but does it currently have enough skilled welders, welding engineers, technicians and automation specialists to operate the capacity it wants to create?
Lajpat Yadav: India has a strong foundation of manufacturing talent, but the scale of growth envisioned for shipbuilding will require a much larger pool of specialised skills across welding, automation and engineering.
In my view, the focus now should be on developing industry-ready talent through training that reflects real production environments and emerging technologies. Having seen the impact of training more than 50,000 welders through globally recognised programmes, it is clear that skills development will remain one of the most important enablers of growth.
The next step is stronger collaboration between industry, training institutions and certification bodies to ensure workforce capability evolves in line with the needs of modern shipbuilding and advanced manufacturing.
- Ador has highlighted its GreenCo Silver journey. What measurable ESG outcomes have you achieved through this programme — particularly in energy consumption, emissions, water, waste, material efficiency and resource utilisation — and how can advanced welding technology contribute further to sustainable manufacturing?
Lajpat Yadav: Our GreenCo Silver recognition at the Silvassa plant reflects a sustained effort to make our operations more resource-efficient while reducing our environmental footprint.
Over the years, these efforts have translated into tangible outcomes, including a 50% reduction in water consumption through initiatives such as rainwater harvesting, installation of water sensors and elimination of leakages. We have also reduced plastic consumption by 9.6 MT, transitioned to more sustainable packaging solutions and eliminated thermocol packaging, while undertaking afforestation initiatives that have resulted in the planting of more than 2,000 trees.
What is particularly encouraging is that many of these improvements have come not through one large intervention, but through a continuous focus on efficiency, resource optimisation and responsible manufacturing practices. In many ways, sustainability and operational excellence are two sides of the same coin.
Looking ahead, advanced welding and fabrication technologies will play an increasingly important role in supporting sustainable manufacturing. More efficient welding processes can help reduce rework, optimise consumable usage, minimise material wastage and improve productivity. Automation and better process control can further enhance resource efficiency by delivering greater consistency, reducing defects and maximising output from the same set of resources.
- A shipyard cannot become globally competitive in isolation. What does India need to build around its shipyards — in terms of equipment manufacturers, steel, MSMEs, technology providers, logistics and skilled workers — to create a complete shipbuilding ecosystem?
Lajpat Yadav: India is at a unique point in its shipbuilding journey. With growing investments, policy support and increasing demand for domestic manufacturing, the foundation for a globally competitive shipbuilding ecosystem is steadily taking shape.
The next phase of growth will depend on strengthening the ecosystem around the shipyard. Globally successful shipbuilding nations have built strong networks of steel producers, equipment manufacturers, technology providers, logistics partners, MSMEs, design and engineering firms, training institutions and service providers that work together seamlessly to support production.
For India, the opportunity lies in developing these capabilities in parallel. A strong supplier ecosystem, access to advanced fabrication and automation technologies, efficient logistics infrastructure and a steady pipeline of skilled talent will all be critical to supporting long-term growth and competitiveness.
Equally important is stronger collaboration across the value chain. When shipyards, suppliers and technology partners work together from the early stages of planning, the entire ecosystem becomes more productive, efficient and competitive.
- If you could change three things in India’s shipbuilding ecosystem tomorrow, what would they be?
Lajpat Yadav: India’s shipbuilding sector is entering an exciting phase of growth, and the opportunity now is to accelerate the foundations that will support long-term competitiveness.
One area that can have a transformative impact is greater visibility of future demand. When shipyards, technology providers and suppliers have the confidence to plan ahead, they are far more willing to invest in capacity, modernisation, innovation and workforce development.
Equally important is the relentless focus on productivity. Global competitiveness is ultimately driven by how efficiently a shipyard converts resources into output. Greater adoption of data-led decision-making, process optimisation and advanced manufacturing practices can significantly improve quality, throughput and delivery performance.
The third area is skills. As shipbuilding becomes increasingly technology-enabled, the industry will require a new generation of welders, technicians, engineers and automation specialists who are equipped for modern manufacturing environments. Creating stronger linkages between industry, training institutions and certification frameworks will be essential to meeting future demand.
- Looking towards 2030 and 2047, what would convince you that India has genuinely become a globally competitive shipbuilding nation — not simply that it has created more shipyard capacity?
Lajpat Yadav: The next two decades represent a defining opportunity for India to establish itself as a trusted global centre for maritime manufacturing. The true measure of success, however, will not be the number of shipyards we build or the capacity we create. It will be our ability to consistently deliver quality, reliability, innovation and execution at globally competitive standards.
By 2030, the focus should be on strengthening the foundations of competitiveness through higher productivity, wider adoption of advanced manufacturing technologies, stronger engineering capabilities and a skilled workforce that can support the industry’s ambitions. Equally important will be the growth of a robust ecosystem of suppliers, technology providers and manufacturing partners that creates value across the entire shipbuilding value chain.
Looking towards 2047, the aspiration should be far greater. India should be recognised as a nation capable of designing and building complex vessels, developing indigenous technologies, exporting engineering expertise and setting benchmarks in quality, sustainability and manufacturing excellence. The long-term goal is not simply to participate in global shipbuilding, but to shape its future.
Global competitiveness is ultimately built on trust. When customers around the world associate India with dependable delivery, high-quality vessels, technological capability and innovation, that will be a far stronger indicator of success than capacity figures alone.
