Elevator Modernization Market by Modernization Type (Control System Modernization, Door Modernization, Door Operator Modernization), Elevator Type (Hydraulic Elevators, Traction Elevators), Service, End User, Service Provider - Global Forecast 2025-2032
Description
The Elevator Modernization Market was valued at USD 9.35 billion in 2024 and is projected to grow to USD 10.15 billion in 2025, with a CAGR of 8.89%, reaching USD 18.50 billion by 2032.
A strategic framing of elevator modernization challenges and decision imperatives driven by aging infrastructure, safety expectations, and operational continuity
The elevator modernization sector sits at the intersection of urban densification, aging infrastructure, and advancing digital control systems. Organizations responsible for vertical transportation are confronting a complex set of pressures: legacy mechanical systems reaching the end of useful life, building code evolutions that raise compliance thresholds, and occupant expectations that prioritize safety, accessibility, and uninterrupted service. Within this environment, modernization is no longer a routine maintenance activity but a strategic program that touches asset management, capital budgeting, tenant satisfaction, and regulatory risk mitigation.
As stakeholders assess pathways forward, they require a clear synthesis of technological options, service delivery models, and regional considerations that influence timing and scope. Decision-makers need insight into the practical trade-offs between partial retrofits and comprehensive system upgrades, the operational impacts during modernization campaigns, and the workforce competencies required to execute complex projects safely and efficiently. This section frames the operational and strategic context that informs subsequent analysis and recommendations, highlighting the critical levers that building owners, facilities managers, and service providers must consider when prioritizing modernization work.
How digital controls, enhanced safety mandates, and evolving service delivery models are redefining modernization priorities and supplier relationships
Recent technological advances and shifting regulatory landscapes are reshaping what modernization programs aim to achieve. Digital controls and sensor-enabled monitoring are moving from optional enhancements to core components that enable predictive maintenance, reduced downtime, and improved energy performance. Simultaneously, heightened emphasis on accessibility and occupant safety has prompted more rigorous door and control system requirements, influencing upgrade specifications and contractor selection criteria.
At the same time, evolving service delivery models are altering competitive dynamics. Integrations between original equipment manufacturers, independent contractors, and specialized retrofit teams are becoming more collaborative, with bundled offerings that combine hardware upgrades and long-term performance services. These shifts are accompanied by an increasing expectation from building owners for transparent service-level agreements and outcome-based warranties that align payments to uptime and energy savings. Taken together, these trends are transforming modernization from a piecemeal activity into a strategic program that requires cross-functional coordination across procurement, facilities, and capital planning teams.
The cumulative operational and procurement implications of 2025 tariff changes and how they are reshaping vendor selection, sourcing strategies, and project timelines
Trade policy developments and tariff adjustments have introduced new considerations for procurement strategies and supply chain design. For organizations undertaking modernization, materials sourcing and component origin can materially affect project timelines and installed costs, particularly where long lead-time electronic components or door assemblies are involved. As tariffs change the relative economics of importing versus sourcing domestically, procurement teams are reassessing vendor panels, negotiating revised contract terms, and building contingency buffers into project schedules.
In response, many stakeholders are diversifying supplier bases and increasing emphasis on transparency in supplier pricing and origin declarations. Some asset owners are also exploring phased procurements or hybrid sourcing strategies that mix imported and domestically produced components to balance cost exposure and delivery risk. Importantly, these procurement adaptations are being implemented alongside ongoing modernization priorities rather than in lieu of them, which means project managers must reconcile tariff-driven adjustments with operational continuity and tenant impact mitigation throughout upgrade campaigns.
Distinct modernization pathways and operational trade-offs revealed through analysis across type, elevator configuration, service approach, end user priorities, and provider models
Segmentation analysis reveals distinct decision pathways and operational considerations across modernization programs. Based on modernization type, projects that focus on control system modernization demand close alignment between software compatibility, retrofit complexity, and remote monitoring capabilities, whereas door modernization and door operator modernization prioritize mechanical reliability, safety interlocks, and traffic-flow optimization. Electrical system modernization brings a different set of challenges, including coordination with building power upgrades and compliance with updated electrical codes, while safety modernization often requires cross-disciplinary audits and certified component replacements to meet contemporary standards.
Based on elevator type, hydraulic elevators present different modernization profiles than traction elevators; hydraulic systems frequently involve considerations around fluid handling, pit access, and local maintenance competencies, while traction systems commonly necessitate attention to machine-room layouts, geared versus gearless drives, and governor and braking subsystems. Based on service, the distinction between full replacement and retrofit is fundamental to project planning: full replacement programs typically involve longer outages and higher capex but deliver comprehensive lifecycle benefits, whereas retrofits can be staged to preserve service continuity and target highest-risk subsystems first.
Based on end user, commercial owners such as hotels, offices, and retail facilities emphasize guest experience and uptime; government institutions including educational campuses, healthcare facilities, and municipal buildings often balance accessibility mandates and public safety imperatives with constrained capital cycles; industrial end users focus on reliability and integration with production workflows; and residential stakeholders prioritize minimal disruption and long-term living standards. Finally, based on service provider, the choice between in-house teams, independent contractors, and OEM providers affects governance, warranty structures, and the availability of specialized diagnostic tools. Each segmentation dimension carries unique cost drivers, operational risks, and stakeholder expectations that should inform tailored modernization strategies.
How regional regulatory frameworks, urban density, and supply chain structures shape modernization priorities across the Americas, EMEA, and Asia-Pacific
Regional dynamics play a decisive role in shaping modernization priorities, procurement norms, and regulatory compliance practices. In the Americas, large metropolitan markets contend with dense legacy building stocks and strong demand for energy-efficient upgrades, driving a focus on technologies that reduce operating costs and enhance tenant amenities. Procurement in this region often reflects a mix of competitive tendering and negotiated long-term service agreements, influenced by regional certification standards and labor market structures.
In Europe, Middle East & Africa, regulatory frameworks and diverse building typologies create a patchwork of compliance drivers. Energy codes and accessibility laws in many European countries elevate the technical requirements for modernization, while markets in the Middle East and Africa face accelerating urbanization and high-rise construction pressures that emphasize rapid deployment and durability under extreme climatic conditions. Across these subregions, multilingual supply chains and varied standards necessitate flexible technical specifications and culturally attuned stakeholder engagement.
Asia-Pacific markets present a combination of high-growth urban corridors and rapidly modernizing existing buildings. Here, speed to delivery, mass-manufactured component availability, and strong OEM presence shape procurement choices. In addition, regional labor practices and densely populated sites increase the operational complexity of executing modernization with limited service windows. Recognizing these regional distinctions enables organizations to align their programmatic approaches with local supplier capabilities, regulatory expectations, and tenant service benchmarks.
Competitive differentiation driven by integrated service models, technician capability, digital diagnostics, and proven compliance across diverse modernization portfolios
Competitive dynamics among companies operating in the modernization landscape are driven by relative strengths in engineering expertise, aftermarket service networks, and digital offerings. Leaders differentiate through integrated solutions that bundle hardware upgrades with remote diagnostics, lifecycle maintenance plans, and outcome-based service agreements. Their competitive advantage often stems from investments in field technician training, proprietary diagnostic platforms, and strategic partnerships that expand regional reach without the overhead of fully owned service footprints.
Smaller and mid-sized providers frequently compete on responsiveness, cost flexibility, and niche technical capabilities that address specific subsystems or building typologies. Independent contractors and specialized retrofit teams can offer faster mobilization and competitive pricing for localized projects, while OEM providers leverage spare-parts availability and original-spec compatibility to secure long-term service contracts. Across the competitive landscape, the capacity to demonstrate validated safety compliance, documented performance improvements, and robust warranty commitments has become a differentiator that materially influences buyer confidence and contracting decisions.
Actionable strategies for owners and service providers to optimize modernization outcomes through contracting, workforce development, procurement diversification, and digital enablement
Industry leaders should prioritize a set of actionable steps that address technical, contractual, and organizational dimensions of modernization programs. First, align procurement specifications with lifecycle objectives by explicitly integrating service-level expectations, warranty terms, and remote monitoring requirements into contractual documents. Doing so clarifies performance incentives and reduces disputes over scope during implementation. Next, invest in training and certification for in-house teams or preferred contractors to ensure safe execution and to maintain institutional knowledge that reduces reliance on single-source providers.
Additionally, adopt a phased modernization strategy that sequences high-risk subsystems for early attention while preserving tenant service levels through targeted retrofits. Integrate supplier diversification into sourcing policies to mitigate tariff and delivery risks, and prioritize vendors that can demonstrate robust supply transparency and regional parts availability. Finally, embed digital monitoring platforms and condition-based maintenance protocols to shift from reactive repairs to predictive interventions, thereby minimizing downtime and enabling performance-based contract structures that align incentives across stakeholders.
A transparent, multi-method research approach combining primary interviews, technical standards review, and expert triangulation to ensure validated modernization insights
This research is grounded in a multi-method approach that combines qualitative interviews, technical document review, and targeted secondary analysis to ensure a robust evidentiary foundation. Primary data was obtained through structured interviews with facility managers, procurement leaders, safety auditors, and service providers to capture real-world experiences and decision criteria. These insights were supplemented by a systematic review of technical standards, code updates, and product technical specifications to validate compliance-related implications.
To ensure analytical rigor, findings underwent triangulation across multiple information sources, and technical assertions were cross-checked with industry subject-matter experts. The methodology also incorporated sensitivity checking of procurement scenarios to understand how policy shifts and supply chain disruptions could influence program design choices. Limitations of the approach are acknowledged: stakeholder perspectives may vary by local market nuances, and rapidly evolving component technologies require ongoing monitoring. Nonetheless, the combination of primary insights and corroborated technical review provides a defensible basis for the strategic conclusions and recommendations presented.
Concluding strategic priorities that reconcile safety, service continuity, and procurement clarity to enable effective and resilient modernization programs
Effective modernization programs balance technical rigor with pragmatic operational planning. Practitioners must reconcile the need for upgraded safety and control systems with the realities of tenant disruption, procurement complexity, and regional regulatory variance. By focusing on modular upgrades that address the highest-risk components first, organizations can achieve immediate safety and performance gains while deferring noncritical investments to optimized budget cycles.
Moreover, embedding contractual clarity around performance expectations and investing in workforce capabilities will reduce execution risk and support predictable operating outcomes. Lastly, leveraging digital monitoring and condition-based maintenance practices allows organizations to transition from calendar-based servicing to data-driven uptime assurance. Collectively, these principles create a roadmap for modernization that reduces risk, improves occupant experience, and enhances asset longevity without sacrificing operational continuity.
Note: PDF & Excel + Online Access - 1 Year
A strategic framing of elevator modernization challenges and decision imperatives driven by aging infrastructure, safety expectations, and operational continuity
The elevator modernization sector sits at the intersection of urban densification, aging infrastructure, and advancing digital control systems. Organizations responsible for vertical transportation are confronting a complex set of pressures: legacy mechanical systems reaching the end of useful life, building code evolutions that raise compliance thresholds, and occupant expectations that prioritize safety, accessibility, and uninterrupted service. Within this environment, modernization is no longer a routine maintenance activity but a strategic program that touches asset management, capital budgeting, tenant satisfaction, and regulatory risk mitigation.
As stakeholders assess pathways forward, they require a clear synthesis of technological options, service delivery models, and regional considerations that influence timing and scope. Decision-makers need insight into the practical trade-offs between partial retrofits and comprehensive system upgrades, the operational impacts during modernization campaigns, and the workforce competencies required to execute complex projects safely and efficiently. This section frames the operational and strategic context that informs subsequent analysis and recommendations, highlighting the critical levers that building owners, facilities managers, and service providers must consider when prioritizing modernization work.
How digital controls, enhanced safety mandates, and evolving service delivery models are redefining modernization priorities and supplier relationships
Recent technological advances and shifting regulatory landscapes are reshaping what modernization programs aim to achieve. Digital controls and sensor-enabled monitoring are moving from optional enhancements to core components that enable predictive maintenance, reduced downtime, and improved energy performance. Simultaneously, heightened emphasis on accessibility and occupant safety has prompted more rigorous door and control system requirements, influencing upgrade specifications and contractor selection criteria.
At the same time, evolving service delivery models are altering competitive dynamics. Integrations between original equipment manufacturers, independent contractors, and specialized retrofit teams are becoming more collaborative, with bundled offerings that combine hardware upgrades and long-term performance services. These shifts are accompanied by an increasing expectation from building owners for transparent service-level agreements and outcome-based warranties that align payments to uptime and energy savings. Taken together, these trends are transforming modernization from a piecemeal activity into a strategic program that requires cross-functional coordination across procurement, facilities, and capital planning teams.
The cumulative operational and procurement implications of 2025 tariff changes and how they are reshaping vendor selection, sourcing strategies, and project timelines
Trade policy developments and tariff adjustments have introduced new considerations for procurement strategies and supply chain design. For organizations undertaking modernization, materials sourcing and component origin can materially affect project timelines and installed costs, particularly where long lead-time electronic components or door assemblies are involved. As tariffs change the relative economics of importing versus sourcing domestically, procurement teams are reassessing vendor panels, negotiating revised contract terms, and building contingency buffers into project schedules.
In response, many stakeholders are diversifying supplier bases and increasing emphasis on transparency in supplier pricing and origin declarations. Some asset owners are also exploring phased procurements or hybrid sourcing strategies that mix imported and domestically produced components to balance cost exposure and delivery risk. Importantly, these procurement adaptations are being implemented alongside ongoing modernization priorities rather than in lieu of them, which means project managers must reconcile tariff-driven adjustments with operational continuity and tenant impact mitigation throughout upgrade campaigns.
Distinct modernization pathways and operational trade-offs revealed through analysis across type, elevator configuration, service approach, end user priorities, and provider models
Segmentation analysis reveals distinct decision pathways and operational considerations across modernization programs. Based on modernization type, projects that focus on control system modernization demand close alignment between software compatibility, retrofit complexity, and remote monitoring capabilities, whereas door modernization and door operator modernization prioritize mechanical reliability, safety interlocks, and traffic-flow optimization. Electrical system modernization brings a different set of challenges, including coordination with building power upgrades and compliance with updated electrical codes, while safety modernization often requires cross-disciplinary audits and certified component replacements to meet contemporary standards.
Based on elevator type, hydraulic elevators present different modernization profiles than traction elevators; hydraulic systems frequently involve considerations around fluid handling, pit access, and local maintenance competencies, while traction systems commonly necessitate attention to machine-room layouts, geared versus gearless drives, and governor and braking subsystems. Based on service, the distinction between full replacement and retrofit is fundamental to project planning: full replacement programs typically involve longer outages and higher capex but deliver comprehensive lifecycle benefits, whereas retrofits can be staged to preserve service continuity and target highest-risk subsystems first.
Based on end user, commercial owners such as hotels, offices, and retail facilities emphasize guest experience and uptime; government institutions including educational campuses, healthcare facilities, and municipal buildings often balance accessibility mandates and public safety imperatives with constrained capital cycles; industrial end users focus on reliability and integration with production workflows; and residential stakeholders prioritize minimal disruption and long-term living standards. Finally, based on service provider, the choice between in-house teams, independent contractors, and OEM providers affects governance, warranty structures, and the availability of specialized diagnostic tools. Each segmentation dimension carries unique cost drivers, operational risks, and stakeholder expectations that should inform tailored modernization strategies.
How regional regulatory frameworks, urban density, and supply chain structures shape modernization priorities across the Americas, EMEA, and Asia-Pacific
Regional dynamics play a decisive role in shaping modernization priorities, procurement norms, and regulatory compliance practices. In the Americas, large metropolitan markets contend with dense legacy building stocks and strong demand for energy-efficient upgrades, driving a focus on technologies that reduce operating costs and enhance tenant amenities. Procurement in this region often reflects a mix of competitive tendering and negotiated long-term service agreements, influenced by regional certification standards and labor market structures.
In Europe, Middle East & Africa, regulatory frameworks and diverse building typologies create a patchwork of compliance drivers. Energy codes and accessibility laws in many European countries elevate the technical requirements for modernization, while markets in the Middle East and Africa face accelerating urbanization and high-rise construction pressures that emphasize rapid deployment and durability under extreme climatic conditions. Across these subregions, multilingual supply chains and varied standards necessitate flexible technical specifications and culturally attuned stakeholder engagement.
Asia-Pacific markets present a combination of high-growth urban corridors and rapidly modernizing existing buildings. Here, speed to delivery, mass-manufactured component availability, and strong OEM presence shape procurement choices. In addition, regional labor practices and densely populated sites increase the operational complexity of executing modernization with limited service windows. Recognizing these regional distinctions enables organizations to align their programmatic approaches with local supplier capabilities, regulatory expectations, and tenant service benchmarks.
Competitive differentiation driven by integrated service models, technician capability, digital diagnostics, and proven compliance across diverse modernization portfolios
Competitive dynamics among companies operating in the modernization landscape are driven by relative strengths in engineering expertise, aftermarket service networks, and digital offerings. Leaders differentiate through integrated solutions that bundle hardware upgrades with remote diagnostics, lifecycle maintenance plans, and outcome-based service agreements. Their competitive advantage often stems from investments in field technician training, proprietary diagnostic platforms, and strategic partnerships that expand regional reach without the overhead of fully owned service footprints.
Smaller and mid-sized providers frequently compete on responsiveness, cost flexibility, and niche technical capabilities that address specific subsystems or building typologies. Independent contractors and specialized retrofit teams can offer faster mobilization and competitive pricing for localized projects, while OEM providers leverage spare-parts availability and original-spec compatibility to secure long-term service contracts. Across the competitive landscape, the capacity to demonstrate validated safety compliance, documented performance improvements, and robust warranty commitments has become a differentiator that materially influences buyer confidence and contracting decisions.
Actionable strategies for owners and service providers to optimize modernization outcomes through contracting, workforce development, procurement diversification, and digital enablement
Industry leaders should prioritize a set of actionable steps that address technical, contractual, and organizational dimensions of modernization programs. First, align procurement specifications with lifecycle objectives by explicitly integrating service-level expectations, warranty terms, and remote monitoring requirements into contractual documents. Doing so clarifies performance incentives and reduces disputes over scope during implementation. Next, invest in training and certification for in-house teams or preferred contractors to ensure safe execution and to maintain institutional knowledge that reduces reliance on single-source providers.
Additionally, adopt a phased modernization strategy that sequences high-risk subsystems for early attention while preserving tenant service levels through targeted retrofits. Integrate supplier diversification into sourcing policies to mitigate tariff and delivery risks, and prioritize vendors that can demonstrate robust supply transparency and regional parts availability. Finally, embed digital monitoring platforms and condition-based maintenance protocols to shift from reactive repairs to predictive interventions, thereby minimizing downtime and enabling performance-based contract structures that align incentives across stakeholders.
A transparent, multi-method research approach combining primary interviews, technical standards review, and expert triangulation to ensure validated modernization insights
This research is grounded in a multi-method approach that combines qualitative interviews, technical document review, and targeted secondary analysis to ensure a robust evidentiary foundation. Primary data was obtained through structured interviews with facility managers, procurement leaders, safety auditors, and service providers to capture real-world experiences and decision criteria. These insights were supplemented by a systematic review of technical standards, code updates, and product technical specifications to validate compliance-related implications.
To ensure analytical rigor, findings underwent triangulation across multiple information sources, and technical assertions were cross-checked with industry subject-matter experts. The methodology also incorporated sensitivity checking of procurement scenarios to understand how policy shifts and supply chain disruptions could influence program design choices. Limitations of the approach are acknowledged: stakeholder perspectives may vary by local market nuances, and rapidly evolving component technologies require ongoing monitoring. Nonetheless, the combination of primary insights and corroborated technical review provides a defensible basis for the strategic conclusions and recommendations presented.
Concluding strategic priorities that reconcile safety, service continuity, and procurement clarity to enable effective and resilient modernization programs
Effective modernization programs balance technical rigor with pragmatic operational planning. Practitioners must reconcile the need for upgraded safety and control systems with the realities of tenant disruption, procurement complexity, and regional regulatory variance. By focusing on modular upgrades that address the highest-risk components first, organizations can achieve immediate safety and performance gains while deferring noncritical investments to optimized budget cycles.
Moreover, embedding contractual clarity around performance expectations and investing in workforce capabilities will reduce execution risk and support predictable operating outcomes. Lastly, leveraging digital monitoring and condition-based maintenance practices allows organizations to transition from calendar-based servicing to data-driven uptime assurance. Collectively, these principles create a roadmap for modernization that reduces risk, improves occupant experience, and enhances asset longevity without sacrificing operational continuity.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
184 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Adoption of IoT-enabled predictive maintenance platforms for elevator modernization and safety improvements
- 5.2. Implementation of energy-efficient regenerative drive systems in elevator modernization projects
- 5.3. Integration of AI-driven traffic management algorithms to optimize elevator scheduling and reduce wait times
- 5.4. Deployment of cloud-based elevator monitoring and analytics solutions for real-time performance insights
- 5.5. Retrofitting legacy elevator control systems to comply with modern safety and accessibility regulations
- 5.6. Utilization of digital twin simulation technology to model and enhance elevator modernization outcomes
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Elevator Modernization Market, by Modernization Type
- 8.1. Control System Modernization
- 8.2. Door Modernization
- 8.3. Door Operator Modernization
- 8.4. Electrical System Modernization
- 8.5. Safety Modernization
- 9. Elevator Modernization Market, by Elevator Type
- 9.1. Hydraulic Elevators
- 9.2. Traction Elevators
- 10. Elevator Modernization Market, by Service
- 10.1. Full Replacement
- 10.2. Retrofit
- 11. Elevator Modernization Market, by End User
- 11.1. Commercial
- 11.1.1. Hotels
- 11.1.2. Offices
- 11.1.3. Retail
- 11.2. Government
- 11.2.1. Educational Institutions
- 11.2.2. Healthcare Facilities
- 11.2.3. Municipal Buildings
- 11.3. Industrial
- 11.4. Residential
- 12. Elevator Modernization Market, by Service Provider
- 12.1. In-House Teams
- 12.2. Independent Contractors
- 12.3. OEM Providers
- 13. Elevator Modernization Market, by Region
- 13.1. Americas
- 13.1.1. North America
- 13.1.2. Latin America
- 13.2. Europe, Middle East & Africa
- 13.2.1. Europe
- 13.2.2. Middle East
- 13.2.3. Africa
- 13.3. Asia-Pacific
- 14. Elevator Modernization Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Elevator Modernization Market, by Country
- 15.1. United States
- 15.2. Canada
- 15.3. Mexico
- 15.4. Brazil
- 15.5. United Kingdom
- 15.6. Germany
- 15.7. France
- 15.8. Russia
- 15.9. Italy
- 15.10. Spain
- 15.11. China
- 15.12. India
- 15.13. Japan
- 15.14. Australia
- 15.15. South Korea
- 16. Competitive Landscape
- 16.1. Market Share Analysis, 2024
- 16.2. FPNV Positioning Matrix, 2024
- 16.3. Competitive Analysis
- 16.3.1. Adams Elevator Company Private Limited
- 16.3.2. AOYAMA Elevator Co.,Ltd
- 16.3.3. Columbia Elevator Products Co., Inc.
- 16.3.4. Eita Elevator (Malaysia) Sdn. Bhd.
- 16.3.5. Escon Elevators Pvt Ltd.
- 16.3.6. Fujitec Co., Ltd.
- 16.3.7. Henning GmbH & Co. KG
- 16.3.8. Hitachi Ltd.
- 16.3.9. Hollister-Whitney Elevator Corporation by Vantage Elevator Solutions
- 16.3.10. Hyundai Elevator Co., Ltd.
- 16.3.11. KONE Corporation
- 16.3.12. Mas Industries Private Limited
- 16.3.13. MEILLER Aufzugtüren GmbH
- 16.3.14. Mitsubishi Electric Corporation
- 16.3.15. Nidec Motor Corporation
- 16.3.16. Ningbo Hosting Elevator Co., Ltd.
- 16.3.17. Olympia Elevators Pvt. Ltd.
- 16.3.18. Orona S.C.
- 16.3.19. Otis Elevator Company by United Technologies Corporation
- 16.3.20. Prysmian Group
- 16.3.21. Schindler Group
- 16.3.22. Thyssenkrupp AG
- 16.3.23. TK Elevator GmbH
- 16.3.24. TOSHIBA JOHNSON ELEVATORS PRIVATE LIMITED
- 16.3.25. Wittur Holding GmbH
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