Economy & Market

A top of the range A-grade boiler could have as much as 96 per cent efficiency

Published

5 years ago

October 14, 2021

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Shridhar Nambi, Director & CEO, Greenesol Power Systems

Greenesol Power Systems is one of the leading equipment suppliers for cement companies. Shridhar Nambi, Director and CEO, Greenesol Power Systems, explains how to get the best from boilers, critical equipment in manufacturing facilities. Excerpts from the interview.

What is the range of boiler technologies offered?

We have a very wide range in boilers in terms of capacity ranging from 10 mw to 500 mw and fuel flexibility with systems running on coal, bio mass, bagasse, natural gas, waste heat recovery.

Which are the latest innovations in boiler design?

The latest in the market is the new boiler master concept, which combines the benefits of throttle pressure firing (return to the throttle pressure set point) and drum pressure firing (dynamic stability). It consists of a throttle pressure controller (reset action plus feed-forward signal) working in parallel with a drum pressure controller (proportional and derivative action). Since they are separated in the time domain, the controllers do not interact. This approach has proven particularly effective at stabilising the operation of boilers equipped with low-NOX burners.

The new arrangement is much more stable than traditional throttle pressure firing. It has been successfully deployed on several units and should be of great interest to owners of subcritical coal-fired units because it offers a quick and inexpensive solution to pressure stability problems.

How does drum pressure compares with throttle pressure for boiler control?

Drum pressure is far superior to throttle pressure as a boiler control index. Drum pressure, as a function of energy balance, is represented by a first-order lag, whereas throttle pressure is represented by a third-order lag.

A standard proportional-integral-derivative algorithm cannot execute its derivative function properly on a third-order process feedback variable such as throttle pressure.

Drum pressure reacts more quickly than throttle pressure to changes in heat input, in some cases up to 45 seconds faster. Faster feedback improves control loop stability. Since drum pressure reacts faster, using it for feedback improves boiler stability. Changes in drum pressure are linear, with respect to changes in energy balance.

There’s a good reason why most boilers are still fired by throttle pressure: Throttle pressure is the final, visible product. It is what impacts steam turbine performance. Drum pressure is an intermediate result; the control system has to be stable and maintain throttle pressure as constant as possible.

What are the major factors that reduce boiler lifecycle and reliability?

Boiler tube failures remain a leading behind the breakdown in power boilers. The need for strategic planning with regards to inspections, preventative maintenance and targeted replacements is great. Identifying where and how to begin a boiler management program can be viewed as an insurmountable obstacle by many utility operators and owners. In addition, the cookie-cutter approach established in many cases results in poor reliability improvement due to specific operating and design conditions is not identified and evaluated. Each boiler has its own unique operational history and condition. To improve a boiler’s reliability, it is imperative to consider the boiler’s unique conditions and develop a strategic plan to improve safety and reliability.

What are the challenges for companies in boiler design and manufacture?

Depending on where they are located on the production circle, companies should prioritise four broad areas for resource productivity: production, product design, value recovery, and supply-circle management.

Production

Most manufacturers have already made tremendous gains by implementing programmes to improve labour and capital productivity, for example, through lean manufacturing. Such efforts can improve resource productivity if they are adapted to include criteria for reducing the consumption of energy and raw materials. Here we focus on energy, a particular concern for upstream manufacturers, since energy costs can account for as much as 20 per cent of their overall production costs. Manufacturers can take four steps to increase energy productivity. Companies can adapt methodology for lean-value-add identification to map energy consumption at every step of their operating processes. This will enable them to calculate the thermodynamically minimum energy required and evaluate actual consumption relative to this theoretical limit (an approach known as pinch analysis). The analysis reveals where energy is wasted and how losses can be avoided.

One US surfactant maker that conducted a heat-value-add analysis found that only 10 per cent of its steam-heat inputs were thermo-dynamically required to make its products; 90 per cent were wasted. The manufacturer implemented about 20 measures and captured steam savings worth 30 percent of its baseline energy costs, enabling it to recoup what it invested to launch the effort within three years. One measure, which involved implementing a new software algorithm to control the company’s heating and cooling control loop, enabled it to reduce its need for steam by 5 per cent.

Moving beyond pinch analysis, companies can extend their lean programmes to improve energy efficiency by optimising energy integration in heating and cooling operations. For instance, one chemical company changed its process to release heat more quickly during polymerisation, allowing evaporation to start sooner, thus reducing the energy it used in the subsequent drying stage by 10 per cent.

Companies can use lean approaches to identify process-design and equipment changes that can deliver greater energy efficiency. One Chinese steel mill saved 8 million renminbi (about $1.2 million) annually by lowering the levelling bar in a coke furnace an extra few centimetres, which reduced the mill’s total energy cost by 0.4 percent. The mill achieved an additional 5 million renminbi ($730,000) in annual savings by adding an insulation layer to ladles used in steelmaking.

Lean-energy approaches can eliminate waste and capture savings by optimising the interface between producers-for example, steam-boiler operators, cooling-water-unit operators, and power suppliersÃ¹and consumers. One chemical plant managed to avoid a $2 million investment to increase its boiler capacity by improving consumption planning-specifically, ensuring that demand would not pass the threshold that triggered pressure drops during demand spikes.

Product design

By incorporating energy and materials parameters into their product-design approaches, companies could reduce the use of materials that are hazardous, non-renewable, difficult to source, or expensive. Changes to product design could increase opportunities for recycling and reusing components and materials at the end of a product’s life cycle. And designers could prioritise the incorporation of sustainable features into their products to reduce the impact products have on the environment. These principles constitute a philosophy known as circular design, which extends beyond products to systems and business models.

Companies that take these steps could reduce costs and facilitate compliance with regulations while bolstering their reputation and building relationships with consumers and other stakeholders. Additionally, they can often expand existing design to cost methodologies to quantify the financial or brand impact of incorporating sustainable features in their products.

Where do customers usually go wrong while picking up the right boiler technology?

Choosing the right boiler can be complicated. As well as the costs involved, you have to consider the type that works it needed.

All new boilers must now be high-efficiency condensing boilers unless it is too difficult to fit one. Condensing boilers capture the heat that is normally lost by traditional boilers and reuses it. This means that a top of the range A-grade boiler could have as much as 96 per cent efficiency.

Concrete

Cement Makers Reaffirm Commitment to Sustainable Growth

Published

2 weeks ago

June 5, 2026

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World Environment Day spotlight on innovation and circularity

On World Environment Day, the Indian cement industry reiterated its commitment to supporting India’s climate ambitions through sustainable manufacturing, resource efficiency and the adoption of cleaner technologies.

The Cement Manufacturers’ Association (CMA) said the sector remains aligned with the Government of India’s Net Zero commitments and is accelerating efforts to reduce its environmental footprint while supporting the country’s infrastructure and development agenda.

Parth Jindal, President, CMA and Managing Director, JSW Cement, said the industry is increasingly adopting cleaner technologies, improving energy efficiency and expanding the use of alternative fuels and raw materials. He also highlighted the growing importance of circular economy practices, where industrial by-products and waste streams from one sector are utilised as resources in another.

“The Indian Cement Industry is aligned to the Government’s commitments on carbon mitigation and is accelerating the adoption of cleaner technologies, resource efficiency and circular economy practices while actively exploring the potential of Carbon Capture, Utilisation and Storage (CCUS) as a critical pathway for deep decarbonisation,” said Jindal.

He added that coprocessing industrial waste and by-products helps conserve natural resources, reduce disposal requirements and lower the environmental footprint across multiple sectors.

According to Jindal, sustainability is no longer limited to manufacturing processes but is increasingly influencing investment decisions, innovation strategies and long-term growth plans within the industry.

Echoing similar views, Dr Raghavpat Singhania, Vice President, CMA and Managing Director, JK Cement, said sustainable development extends beyond emissions reduction and must also focus on responsible resource utilisation and waste minimisation.

“Sustainability in the built environment cannot be measured by emissions alone. It is equally about how efficiently we use resources, how effectively we minimise waste and how responsibly we create the infrastructure that will serve future generations,” said Singhania.

He noted that the cement industry is advancing its sustainability agenda through greater resource efficiency, increased circularity, technological innovation and continuous improvements in manufacturing practices. As a key contributor to India’s infrastructure development, the sector has a critical role to play in balancing economic growth with environmental responsibility.

On the occasion of World Environment Day, industry leaders reaffirmed their commitment to supporting India’s climate goals while delivering the materials required for resilient, durable and sustainable infrastructure.

Concrete

Building a Greener Future Together

Published

2 weeks ago

June 4, 2026

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Environmental sustainability requires immediate action, not just long-term commitments and discussions. Recycling, circular economy practices, and technology-driven waste management can help industries reduce environmental impact while supporting sustainable growth.

Author: Jignesh Kundaria, Director and CEO, Fornnax Technology

World Environment Day serves as an important reminder that environmental sustainability can no longer remain confined to discussions, reports, or long-term commitments. The environmental challenges facing the world today demand immediate, measurable, and collective action. Across industries and communities, waste generation continues to outpace our ability to process it responsibly, placing increasing pressure on ecosystems, natural resources, public health, and the well-being of future generations.

One of the most significant shifts required today is a change in how society perceives waste. Rather than being viewed as a material to be discarded, waste must be recognised as a valuable resource that can contribute to both economic growth and environmental protection when managed through the right technologies and systems. This mindset forms the foundation of the circular economy model that countries across the world are increasingly adopting to reduce landfill dependence, recover valuable materials, and create more sustainable industrial ecosystems.

India has made meaningful progress in strengthening awareness around sustainability, recycling, and environmental responsibility over the past decade. Significant efforts are being made to formalise the recycling sector through improved infrastructure, technology adoption, policy implementation, and broader stakeholder participation. These developments are creating a stronger foundation for responsible waste management and resource recovery across the country.

However, achieving long-term environmental impact requires collaboration from all stakeholders. Industries, policymakers, technology providers, and communities must work together with greater accountability to strengthen recycling ecosystems, encourage responsible waste management practices, and create sustainable outcomes through consistent execution rather than temporary interventions.

As someone closely associated with the recycling industry, I firmly believe that technology will play a decisive role in addressing future environmental challenges. Advanced recycling systems have the potential to recover valuable resources, reduce pollution, minimise landfill burdens, and conserve energy, creating a more sustainable future for generations to come. This belief is deeply reflected in Fornnax’s motto, “Committed to Create a Green Future,” which embodies our commitment to building long-term environmental value through innovation and responsible action.

At the same time, technology alone cannot deliver meaningful change. Real progress requires intent, awareness, participation, and a shared sense of responsibility. Sustainable development can only be achieved when innovation is supported by collective action and a genuine commitment to environmental stewardship.

On this World Environment Day, let us move beyond conversations and take meaningful steps towards creating a cleaner, greener, and more sustainable planet. By embracing innovation, strengthening recycling ecosystems, and acting responsibly today, we can create lasting environmental impact and secure a better future for generations to come.

Concrete

Dalmia Bharat Acquires Jaiprakash Associates Cement Assets for ₹2,850 Crore

Published

3 weeks ago

May 25, 2026

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Dalmia Cement executed a Business Transfer Agreement with Jaiprakash Associates and Adani Infra, to acquire 5.2 MnTPA of cement capacity across Madhya Pradesh and Uttar Pradesh.

Dalmia Cement (Bharat) announced on May 22, 2026 that it had signed a Business Transfer Agreement with Jaiprakash Associates Limited and Adani Infra (India) Limited for the acquisition of cement plants located at Rewa in Madhya Pradesh and Churk, Chunar and Sadwa in Uttar Pradesh. The deal was struck at an enterprise value of ₹2,850 crore and is expected to close within two weeks of execution.

The acquired assets from Jaiprakash Associates include 5.2 MnTPA of cement capacity and 3.3 MnTPA of clinker capacity. The package also covers 99 MW of thermal power capacity and railway sidings at Rewa, Chunar, and a common siding at Churk. This infrastructure gives the acquisition immediate operational utility beyond just production tonnage.

The transaction has a long backstory. Dalmia Cement had originally entered into a framework agreement with Jaiprakash Associates in December 2022, covering the sale of these business assets along with a long-term clinker supply arrangement. However, before the deal could be completed, Jaiprakash Associates was admitted to insolvency proceedings under the Insolvency and Bankruptcy Code. The earlier agreements could not be consummated as a result.

In an official statement, Puneet Dalmia, Managing Director & CEO, Dalmia Bharat, said, “I am very excited about addition of these assets in our portfolio. This serves as a great strategic fit for Dalmia. It helps us move forward in our journey to be a pan India player and provide a strong head start to serve the high potential markets in Central region. I am optimistic that the expansion potential of these assets along with close proximity with Dalmia’s captive mines will help us create a capacity hub for the future”.

Following the approval of Adani Group’s resolution plan for Jaiprakash Associates under the IBC framework, Dalmia approached the new management to revive discussions. The fresh Business Transfer Agreement was executed to settle all pending disputes, legal proceedings, and arbitration matters arising from the original framework agreement with Jaiprakash Associates.

Expanding market reach

Dalmia added, “Our familiarity with these assets under the earlier tolling arrangement gives us a deep understanding of the facilities and helps us establish strong connect with channel partners and vendors. We believe that this will help us in faster ramp up of capacities and quicker inroads into the market. As we look forward, I am very confident that we will be able to leverage the strengths of Dalmia to operate these assets in a manner where we can maximise value creation for all our stakeholders.”

With the addition of these plants, Dalmia Bharat’s total installed cement capacity will rise to 54.7 MnTPA upon consummation. The company has further expansion projects underway at Belgaum, Pune, and Kadapa, which are expected to take overall capacity to 66.7 MnTPA by Q2 to Q3 FY28.

The Central India location of the Jaiprakash Associates plants gives Dalmia Bharat faster access to markets in Madhya Pradesh and Uttar Pradesh than a greenfield build would have allowed. The company also cited debottlenecking and brownfield expansion as near-term opportunities at the acquired sites. Dalmia Bharat said the assets were expected to contribute positively to EBITDA and overall returns, given the pricing environment in the region and the company’s cost structure.