Robbins Offers Advanced TBM Solutions for Complex Global Tunneling
In an exclusive interview with Lok Home, President, Robbins, and Rajat Jain, General Manager, Robbins India, Maria R, uncovers how the company is blending innovation, local strategy, and decades of expertise to drive tunneling, both in India and around the world. Here's a look at how the company is adapting to the dynamic challenges in the tunneling world.
With Robbins delivering advanced TBMs across the globe to tackle diverse geological challenges, how is Robbins adapting its engineering capabilities to deal with the complex environments during underground construction?
Lok Home: Robbins has always been at the forefront of tunneling innovation, and our global footprint continues to grow. We're currently delivering specialized TBMs for complex geological conditions in countries like the U.S., Norway, India, China, and Canada. The various projects reflect our ability to adapt our technology to the world’s most challenging environments. With nearly 70 years of experience, our strong in-house engineering team continues to design powerful, efficient machines that push the boundaries of what’s possible in underground construction.
Beyond machines, we offer end-to-end support from spare parts and cutter agreements to on-site commissioning and operational personnel. Safety is a top priority at Robbins and our equipment meets international safety standards like CE, OSHA, and CSA. We also provide comprehensive training modules to ensure safe and effective machine operation on every project.
Being a part of the International Tunneling Association and its affiliates keeps us connected with the tunneling community, which ensures that we stay abreast of global industry trends and contribute towards its advancement. Our legacy is built on innovation, and we're committed to ensure efficient, safe, and sustainable underground construction through collaborations in technology and best practices.
Are Chinese TBMs entering markets like the U.S. and India
Lok Home: We don’t see an influx of Chinese machines in the U.S. and India. They tend to enter with lower prices, and I believe this trend will continue. The challenge for Chinese suppliers is that their domestic market is shrinking, so they’re under pressure to export.
Globally, Chinese exports are growing, but in India, it's more complex. While there’s no official embargo, recent restrictions have limited their entry. India is a key growth market for us, much like China was in the early ’90s. We’re expanding significantly in India, and we are expanding our manufacturing facilities in India.
How many Robbins machines are currently operating in India, and which projects are they working on?
Lok Home: We currently have around 10 Robbins machines operating in India, most of which are engaged in active metro projects. One of our machines has recently completed work in Katni, in Madhya Pradesh, and is now being disassembled. We also have TBMs working on the metro projects in Agra, Delhi, and Chennai, as well as at other key tunneling sites. Among these, the largest is a 10-meter-diameter double-shield hard rock TBM—one of the biggest of its kind in use in the country.
Globally, we've supplied up to 14.5 meters in diameter. If we get large-diameter projects, we might also technically collaborate with UGITEC of Japan.
"We’re more focused on India now than ever before. With its competitive advantage in talent and cost, the country is becoming a global hub for tunneling innovation, and Robbins is here to stay."
Lok Home
Since Robbins machines operate globally, what differences do you notice when working in the Indian market—both in business and in project requirements?
Lok Home: India is a unique market for us. We are focusing on building a strong sub-supplier base in India. We’re sourcing cylinders and major electrical components locally in India. The quality of Indian suppliers is improving rapidly, and we’re able to get reliable components at good prices. To localize more manufacturing in India is clearly the right strategy for us to align with the government’s Make in India priority.
Where India truly stands apart is in its procurement practices. The market is extremely price-sensitive, with a strong focus on payment terms — often prioritizing cost over quality. This approach can lead to challenges. We've observed projects face delays or complications due to under-specified or improperly used machines, chosen primarily for their lower price or faster delivery. Striking the right balance between cost-efficiency and long-term performance remains a key consideration in the Indian tunnelling sector.
One major advantage is the widespread use of the English language, which eases communication, though regional variations still exist—much like within the U.S.
How do you ensure Robbins TBMs perform efficiently in India’s varied geology? Do you customize them for each project?
Rajat Jain: Customization is vital. Every Robbins TBM is tailored not only to geological conditions—whether it’s hard rock, mixed face, or soft ground—but also to site-specific constraints like transporting logistics in mountainous regions.
However, this need for customization often runs into budget limitations. Clients may choose to exclude critical features to reduce upfront costs, which can lead to operational setbacks.
We’ve seen cases where we recommended high-torque cutterheads or advanced wear protection—based on clear geological risks—but these features were omitted due to budget constraints—and then problems occurred during operation. In the long run, investing in the right customization pays off through smoother operations and reduced downtime.
It takes 6 to 12 months to properly study a project. Usually, we get that much time since consultants engage us early in the process to advise on machine type. Negotiations and pricing discussions also take time. If we’re importing a TBM, delivery can take 12 to 18 months. But if we manufacture standardized metro machines locally in India, we can reduce that to 10–12 months. Plus, once Robbins supplies a TBM, we provide on-site technicians for the entire project.
Are there any plans for Robbins to set up their own manufacturing unit in India?
Lok Home: Yes, we do have plans to set up our own manufacturing unit in India. In fact, we've been refurbishing machines here for over 10 years. Robbins India was established back in 2005, so we've had a presence in the country for nearly two decades. We already operate factories and warehouse facilities in multiple locations, including Hyderabad and Gurgaon, set up strategically at different project sites. We are currently manufacturing our TBMs in Bangalore.
How many refurbishment projects has Robbins completed recently in India?
Rajat Jain: Over the past three to four years, we’ve refurbished around six machines—two for the Agra Metro and four for the Kolkata Metro. We're currently working on refurbishments for the Bhopal Metro from our facility in Bangalore.
In addition, we’ve brought in TBMs from Singapore, which were refurbished and supplied to contractors in India. Some of these machines were even bought back from contractors.
In fact, it’s more accurate to say they’re re-manufactured rather than just refurbished. We replace all critical components, including the main bearings, making them as good as new. Each machine is carefully assessed, and components are replaced based on the geological requirements of the project.
If you look at the last three or four years, most projects have only demanded refurbished TBMs due to their lower costs. The last batch of new TBMs was supplied around three years ago. Since then, every machine has been rotated.
"From refurbishments to real-time project support, our strength lies in delivering reliable solutions tailored to India's unique tunneling challenges."
Rajat Jain
Given the safety challenges in tunnel construction, how does Robbins ensure rapid responsive support in case of emergencies?
Lok Home: Safety falls into multiple categories. Tunnel safety is often considered a national issue. There are standards like IP and European norms, but India currently lacks a clear and enforceable tunnel safety standard, which should be developed.
We include safety features like guardrails, emergency switches, and conveyor trip protections. But aspects like the number of rescue shafts or placement of rescue chambers are not clearly regulated in India like they are in the U.S. or Europe.
Our TBMs are equipped with AI-based systems that alert operators to changing geological conditions. Similar systems have been developed in countries like Switzerland, where early warnings are built into the tunneling process.
However, there's an important distinction between receiving an alert and taking appropriate action. Often, the responsibility for acting on these warnings isn’t clearly defined. In cost-sensitive markets like India, contractors work with tight margins and may overlook or under-invest in critical safety features. While we, as manufacturers, can provide advanced systems and support, it's ultimately up to the clients and contractors to implement the necessary actions based on these alerts.
Contractors globally are raising the issue—if clients aren’t willing to pay extra for advanced technology, who should bear the cost?
Lok Home: That’s a valid concern. This issue needs to be addressed collectively, through platforms like ITA and similar forums. We’ve actively contributed to ITA by developing standards for TBM rebuilding, bearing design, and other technical improvements. The ultimate goal is to drive overall industry progress.
What new technological developments are Robbins currently working on?
Lok Home: We take on the hardest projects at the lowest price and focus on making them successful, often requiring innovation on the go. We’ve been working on rectangular machines for more space-efficient road tunnels, and we're investing in mining-related tunneling solutions due to the huge potential we see there. We're also focusing on improving cutter designs—not just making them stronger but ensuring that they last longer.
We have always manufactured our own cutters. In fact, Robbins invented the disc cutter, and many of them in the market today are based on our designs. We don’t outsource cutter manufacturing because it's key to our performance. Cutter changes and downtime make up a significant portion of tunneling delays, so having durable, reliable cutters is crucial.
What steps does Robbins take to minimize its environmental impact during tunneling operations?
Lok Home: We're actively working on reducing the environmental impact, particularly in how we line tunnels. Traditionally, rock tunnels use thick concrete segments that are bolted together. But concrete, as you know, isn’t environmentally friendly. We're developing a lining system that uses significantly less cement. We're working with three or four companies in the tunnel lining business to develop a more efficient, less cement-intensive system. That’s probably the biggest thing we can do environmentally.
Our TBMs are already 100% electric—long before electric cars became mainstream. Our conveyor haulage systems are also fully electric. In fact, we introduced conveyor haulage before diesel systems became common, so we’ve always been sensitive to environmental issues. It’s been a personal mission for me to ensure safer, cleaner environments for workers underground.
How do you ensure operator training in India so that they can operate your machines skillfully?
Lok Home: Our training team has been operating in India for 15 to 20 years. It’s a challenge though as operators often face pressure from their supervisors to produce “one more meter,” even when they know it’s not the right way to operate. This is a major concern as it puts both safety and machine longevity at risk.
We also bring Indian technicians to our factory in the U.S. for further training. In fact, we’ve taken Indian engineers to various international projects to see first-hand how work is done in other countries. Indian engineers are amongst the best: they’re hardworking, dedicated, and willing to work longer hours compared to their counterparts in Europe or the U.S. One of our strengths is that we provide our Indian engineers with hands-on training on global projects and in the U.S., ensuring they gain international exposure and develop the skills and expertise.
What has been the biggest challenge for Robbins in the Indian market so far?
Lok Home: One of the biggest challenges is collecting payments. That’s just part of doing business in India—it’s the business culture. I'm not complaining; we just have to adapt to it and work within those norms. It’s a two-way street. If you’re doing your job, things eventually work out. But yes, it does take more time and requires patience.
What are Robbins' future plans for India and its tunneling industry?
Rajat Jain: We’ll be more present in India in the coming years than ever before. Globally, we’ve seen tunneling markets rise and fall—in Japan, the U.S., and now China. But India is clearly on the rise. And we aim to be part of this growth.
The world is betting on India; many international companies are entering this market — making products here and serving both local and global needs. And this is exactly what our company is aiming for. We’ve developed our suppliers, our people, and our base in India, and all the machines that we have delivered over the last 4–5 years for India, were made in India.
We're also exploring two or three partnerships and will likely act on one within the next three or four months.
What scope do you see for your company’s growth in the India’s tunneling segment?
Lok Home: The global market is becoming increasingly complicated, especially with U.S. policies and tariffs. These can disrupt not just the U.S. market but have global repercussions. Political tensions among major powers also affect us—impacting sourcing, suppliers, and cost structures.
If India develops good-quality, cost-effective suppliers - for cylinders for instance—there’s always the question: will we face import tariffs elsewhere? That’s something we’ll have to manage. But if you can build high-quality, lower-cost products, that’ll always give you an edge. That’s why India is such a key focus for us.
Ultimately, what matters most is that your customer has a successful project. That’s how you earn their trust and long-term business. Our customers also include the end-users — the people who ride the subways or depend on the water supply. We have a social responsibility to deliver infrastructure quickly, efficiently, and affordably.
