When we started out, we approached the cement business with an open mind. Some things struck us immediately. To compete with the older, established players who had already written off their plant cost, it was important to have the lowest capital cost per ton of cement. Our plants would have to be set up in record time. Our capacity utilization would have to be above 100%. And our power consumption would have to set a record low.

Given this line of thinking, empowerment was not just a fashionable term, it was the only way to achieve our goals.

If costs had to be controlled, it seemed absurd for engineers to check back with their seniors for every little decision. The time lost would be far more expensive than any errors they would make. It was the same with controlling power consumption. Who better than the engineers to suggest ways to cut costs. They knew the plants inside out. It made sense to listen to them.

Over time this has become a natural company culture: I can..

Code of Business Conduct.