Concrete

CSR is an enabler of aspirations and achievements

Published

5 years ago

October 19, 2021

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Dalmia Bharat Foundation has an internal monitoring and evaluation wing that provides actionable insights to better execute CSR projects, shares Vishal Bhardwaj, Group Head- CSR, Dalmia Bharat Group and CEO of Dalmia Bharat Foundation.

Please tell us about CSR activities done in Dalmia? Do you believe that it helps in building a strong brand name and good customer base?

It is broadly divided into three buckets. So the first bucket is the livelihoods bucket wherein we work both on the farm and the non-farm sector. The second bucket under climate action is about our work on water and access to clean energy while the third is social development where the focus is largely on infrastructure building. The needs and requirements vary from geography to geography. We try to fill existing gaps in villages around us, be it in the schools, Anganwadis or health facilities. So, these are the three major buckets where we keep our CSR focus.

We sincerely believe that there cannot be a complete disassociation between CSR and business. Water is very important to us. Wherever we have our cement plants, we share the aquifers with the local communities that need water for agriculture and domestic consumption. We do not want to put any pressure on the available water resources. Even though cement is not a very water-intensive manufacturing process, still, even if we draw 1 per cent of water from the aquifers, we want to give back many times of that to the communities. It gives us immense pride to share that Dalmia Cement is almost 10 times water positive. So for every litre of freshwater that we take from the shared resources, we make sure that we create a harvesting and conservation capacity of 10 litres. It ensures the long-term sustainability of the business and acts as a risk management tool to avert any conflicts between us and the communities related to resource sharing.

Further, the cement business is a pretty energy-intensive business. Dalmia is one of the most sustainable and least carbon footprint cement manufacturers. despite that, we do not lose out on any opportunity to offset our footprints. Taking a step further, we also assist communities around us to offset some of their footprints by adopting clean energy solutions. At least 10-15 Kgs of wood is burnt in each household around us in kitchens and one can only imagine the level of carbon emissions and the impact of fumes on the health of women and children. So, we provided them access to fuel-efficient cook-stoves and alternative fuels like biogas and LPGs. Then we saw people burning kerosene for lighting purposes, which is the biggest cause of burn injuries in rural areas. We encouraged such households to switch to solar lighting solutions. Our intent is to make the environment around us as clean as possible. We cannot ignore the issue of livelihood of our stakeholders. Our work on water gives us a good opportunity to work with the farmers on improving their productivity, yield, and therefore income. Besides, in sync with the Skill India initiative, we started to skill individuals who didn?? work on farms with the aim of creating alternative employment opportunities for them.

What were your CSR spending for the year 2020 and 2021? What is the strategy for planning CSR spending?

CSR in Dalmia is more than 80 years old. We started CSR ever since our genesis, even though it was not called CSR back then. But the trusteeship approach was similar to CSR. A decade before the CSR laws were promulgated, we had already established our Dalmia Bharat Foundation and were proactively engaging with our stakeholder communities. Our CSR budgets are driven by program needs. The 2 per cent limit doesn?? restrict us from investing in CSR when it is required. It is a beginning point to ensure that we spend what is mandated. But more often than not, we have actually gone beyond the mandate.

How do you evaluate and monitor CSR activities?

We proactively seek to measure the change brought out by our initiatives. In the last five years, we have carried out some independent assessments. One of the most important of them was the social returns on investment (SROI). We have used it to measure the impact of our work and have seen encouraging results. For every rupee that we invest in the livelihoods and water space, we get a return of about Rs 7 and Rs 3 respectively. We have also undertaken participatory appraisals through independent partners. Recently E&Y conducted an impact assessment of our work on livelihood, skilling and water. This is integrated into our strategy also. We have a theory of change that encompasses what we aspire to do and how do we achieve it. We also have an internal monitoring and evaluation wing that provides us with actionable insights to better execute our projects.

What has been the impact of the pandemic on CSR activities in cement and other industries?

It is noteworthy that we didn?? lose the momentum of what we were doing with respect to the three buckets even during the pandemic. Covid 19 brought in a different kind of challenge and we thought that it was our responsibility to work for all the stakeholders and not just the villages around us. During the first phase of Covid with the national lockdown imposed, we offered shelter, ration and medical assistance to the needy. We contributed financially to the PM Care Funds and various Chief Minister Relief funds. We extended a mix of financial and material support to our stakeholders.

The challenge of the second wave was principally around oxygen supply. We actively set up isolation facilities, Covid treatment centres, supplied oxygen and other medical equipment to hospitals. We believe that vaccination is now key to control the third wave. Due to the digital divide, we helped the villagers in getting registered on the vaccination portal. Eventually, we organised vaccination camps and arranged for their to-and-fro transportation. In the last month (June 2021), we assisted about 17,000 people to get vaccinated and I am sure that we will surpass that number this month.

What kind of feedback do you get from stakeholders in terms of meeting business objectives and how does CSR help in achieving the ultimate business goals of a company?

While the structures that we create for our projects like water harvesting are clearly visible, the need is to go much beyond that. That’s where studies and assessments step in. The E&Y study looked at various indicators to assess the quality of life in our communities. Through the study, we were able to understand whether the spending of the individuals went up, have they shifted from kacha house to pakka house, or has their mode of transportation changed. From a business point of view, many community members look at Dalmia as a potential employer. We absorb many of them into our workforce and provide upskilling opportunities for others to find an alternative source of livelihood. This creates harmony between us and the communities.

What are the key challenges while undertaking CSR activities? What best practices would you recommend overcoming those challenges?

During the initial days, we faced challenges in terms of deciding the organization?? priorities and strategies. We have come a long way from that. Until a decade back, we collaborated with NGO partners who delivered quality work but there was no direct link with the communities. That?? when we decided to capacitate our foundation to forge direct relationships with the people. Today, the Dalmia Bharat Foundation has been able to garner partnerships with communities, government and other corporates. This has enabled us to amplify our work and bring in more resources. We have institutionalised our CSR roadmap for 2030. In 2015, we aligned our CSR objectives with millennium development goals and later incorporated sustainable development goals to ensure that there is continuity throughout. So, there are more opportunities than challenges for us in CSR.

What is your CSR budget and roadmap for the next few years?

In terms of the roadmap, we propose to continue working largely on the issues of livelihood and climate action, with skilling and water being the major focus of these verticals. This is going to be our focus for the next 8 to 10 years, in line with our roadmap for 2030. In terms of the budget, this year our cement business is mandated to spend about Rs 13 crore. But with our ongoing projects, my hunch is that we would be exceeding the budget. Upon adding the contributions of other group companies and our partners, the entire resource pool would be in the range of Rs 40-45 crore.

Concrete

ABB Extends Drive Lifespan at ACC Cement Plant Without Production Shutdown

Published

2 days ago

November 12, 2026

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ABB reconditions 25 drives at ACC’s Jamul cement plant, avoiding 16 tonnes of CO₂ emissions while improving reliability through predictive maintenance.
Chhattisgarh

ABB has signed a multi-year Motion OneCare service agreement with ACC Limited, part of the Adani Group, to modernise ageing industrial drives at its Jamul cement plant in Chhattisgarh, improving operational reliability while avoiding approximately 16 tonnes of carbon dioxide (CO₂) emissions without disrupting production.

Announced on 27 October 2026, the agreement combines scheduled drive reconditioning, digital condition monitoring and energy appraisals to extend equipment lifespan, improve plant uptime and optimise maintenance costs. The initiative marks a shift from conventional equipment replacement towards a more resource-efficient approach to industrial asset management.

The first phase, completed in April 2026, involved the on-site reconditioning of 25 ABB ACS800 variable speed drives without a major plant shutdown. By retaining the existing cabinets and restoring the drive modules rather than replacing entire panels, ABB helped ACC preserve capital investment, minimise material consumption and avoid approximately 16 tonnes of CO₂ emissions.

A second phase, covering an additional 25 ACS800 drive modules, is scheduled for the fourth quarter of 2026. The programme is designed to improve long-term equipment reliability while allowing maintenance activities to be aligned with the plant’s operational schedules.

The ACS800 drives, installed at Jamul in 2010, had delivered more than a decade of near-continuous service in demanding cement manufacturing conditions. However, ageing electrical components and changing fault patterns had begun to affect their ability to meet the plant’s reliability requirements.

Rather than opting for complete equipment replacement, ACC engaged ABB’s certified engineers to conduct a comprehensive asset health assessment. The evaluation found that the existing cabinets and enclosures remained structurally sound, making targeted reconditioning a technically viable and cost-effective alternative to full replacement.

Drawing on nearly two decades of experience with ACC’s equipment and operating requirements, ABB developed a maintenance framework tailored to the plant’s shutdown windows, budget cycles and production priorities.

The Motion OneCare agreement incorporates planned equipment restoration, condition-based monitoring and energy assessments, enabling ACC to adopt a more systematic approach to maintaining critical electrical infrastructure.

As part of the programme, ACC has implemented ABB Ability™ Digital Powertrain Insights to monitor drive performance and identify emerging operational issues before they result in equipment failures.

The digital platform provides continuous visibility into parameters such as temperature, current, vibration and fault patterns. These insights allow maintenance teams to detect early signs of equipment deterioration, schedule interventions more effectively and reduce the likelihood of unexpected downtime.

Amit Gupta, Local Division Manager, Motion Services, ABB India, said: “We know what unchecked wear costs over time: a small inefficiency that eats away at ROI for years. At Jamul, the evidence pointed clearly to assets with productive life still in them.”

“Our job was to restore them properly and give the team the tools to stay ahead of the next problem. At ABB, we don’t just fix what fails. We want to protect what works.”

The initiative also demonstrates the growing relevance of circular economy principles in cement manufacturing, where extending the service life of existing industrial equipment can reduce capital expenditure, material consumption and the environmental impact associated with manufacturing replacement components.

According to ABB, drive reconditioning can reduce lifecycle emissions by 50 to 80 per cent compared with complete equipment replacement. By preserving functional components and restoring critical modules, the process helps retain the economic and material value of existing industrial assets.

The addition of energy appraisals in subsequent phases will further expand the programme beyond equipment restoration, enabling ACC to assess drive performance, identify energy-saving opportunities and improve operating efficiency.

For cement manufacturers, variable speed drives play an important role in controlling motors and optimising energy consumption across production processes. Maintaining their reliability and efficiency is essential for minimising operational disruptions and managing electricity costs.

Vinod Bahety, CEO – Cement Business, Adani Group, said: “Moving from reactive firefighting to a structured maintenance plan was exactly what this operation needed. That kind of peace of mind doesn’t come easily. It comes from a partner that understands how your business runs.”

“We didn’t need a full system overhaul; we needed expert support, actionable insights, and a plan we could execute around our schedule. That’s what we got.”

The project supports ACC’s broader strategy to improve manufacturing efficiency through digital transformation, preventive maintenance and sustainable asset management.

ACC, a subsidiary of Ambuja Cements and part of the Adani Group, operates 20 cement manufacturing facilities and 119 ready-mix concrete plants across India. The company has been advancing initiatives focused on renewable energy, circular economy practices and technology-driven operational improvements.

Alongside Ambuja Cements, ACC is part of a large-scale building materials business committed to achieving net-zero emissions by 2050, with near-term and net-zero targets validated by the Science Based Targets initiative (SBTi).

The Jamul initiative aligns with these sustainability objectives by demonstrating how equipment life extension and digital monitoring can contribute to resource efficiency without requiring large-scale replacement of existing infrastructure.

ABB, a global technology company specialising in electrification and automation, brings more than 140 years of industrial expertise and employs approximately 110,000 people worldwide. Its Motion Services business supports industrial customers through equipment maintenance, modernisation, digital monitoring and lifecycle management solutions.

The agreement also reflects a wider shift in industrial maintenance practices, with manufacturers increasingly adopting predictive technologies to improve equipment availability, manage costs and reduce unplanned shutdowns.

With 25 drives already reconditioned and another 25 scheduled for restoration, ABB’s collaboration with ACC illustrates how targeted modernisation, digital monitoring and circular maintenance practices can extend the operational life of critical equipment while supporting more efficient and sustainable cement production.

Concrete

ABB Drives Digital Transformation at TCI MAX Cement Plant in J&K

Published

2 days ago

November 12, 2026

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ABB deploys advanced process control at TCI MAX’s Srinagar cement plant to improve clinker quality, energy efficiency and sustainable manufacturing.

Kashmir

ABB has deployed its advanced process control technology at TCI MAX Cement’s Srinagar facility in Jammu and Kashmir, marking the region’s first reported implementation of advanced process control (APC) in cement manufacturing and strengthening efforts towards more efficient, digitally enabled production.

Announced on 5 November 2026, the deployment of ABB Ability™ Expert Optimizer at the facility, operated by Trumboo Industries Pvt. Ltd., aims to improve process stability, clinker quality, energy efficiency and overall plant productivity. The implementation forms part of TCI MAX’s strategy to modernise its manufacturing operations through automation and digital technologies.

Following the integration of ABB’s advanced process control solution and supporting IT infrastructure, TCI MAX has reported improvements in operational productivity, product quality and sustainability-related performance indicators. The technology focuses on optimising the cement pyro process, a critical stage of production involving high-temperature processing and clinker formation.

Waseem Ahmed Trumboo, Director, Trumboo Industries Pvt. Ltd., said: “Introducing advanced process control at TCI MAX is an important step in how we are evolving our operations. Our focus is on improving the stability and efficiency of our processes while maintaining consistent clinker quality. We have been encouraged by the performance of the solution during commissioning and by the support from the ABB team, and we look forward to realizing its full potential.”

ABB Ability™ Expert Optimizer combines advanced process control, model predictive control (MPC) and artificial intelligence (AI) to continuously monitor and optimise manufacturing operations. By analysing process conditions, predicting operational behaviour and automatically adjusting key parameters, the system enables more consistent production while reducing process variability.

In cement manufacturing, maintaining stable pyro-processing conditions is essential for achieving uniform clinker quality and optimising thermal energy consumption. Fluctuations in operating parameters can affect fuel efficiency, production output and product consistency.

The deployment is designed to address these challenges through real-time process optimisation, helping operators maintain more stable kiln operations while improving the utilisation of fuel, electricity and raw materials.

Kapil Agarwal, Senior Vice President and Local Division Manager, Process Industries Division, ABB India, said: “Cement producers are increasingly looking to adopt digital technologies to achieve greater consistency and efficiency while addressing their sustainability priorities. ABB Ability™ Expert Optimizer brings advanced process control and deep cement process expertise together to help operators make their processes more stable and efficient. We are pleased to support TCI MAX as it takes this important step in its digital transformation.”

The technology also supports sustainability objectives by optimising fuel consumption, improving electrical energy efficiency and minimising process waste. More stable operations can contribute to lower energy intensity and reduced emissions associated with cement production.

For TCI MAX, the investment represents a move towards data-driven manufacturing, where automated control systems complement operator expertise to improve production performance and operational reliability.

The implementation is particularly significant for Jammu and Kashmir’s cement industry, as it introduces advanced process optimisation technology to a regional manufacturing facility. Its deployment could demonstrate the potential for wider adoption of digital automation across cement plants seeking to modernise their operations.

The project builds on ABB’s experience in delivering advanced process control solutions to cement manufacturers worldwide. Through the integration of industrial automation, predictive technologies and process engineering expertise, the company supports manufacturers in improving resource efficiency and maintaining consistent production quality.

As cement producers face increasing pressure to manage energy costs, improve productivity and reduce their environmental footprint, technologies such as AI-enabled process control and predictive optimisation are becoming important components of plant modernisation strategies.

ABB’s Expert Optimizer provides a platform for addressing these priorities by enabling automated adjustments based on changing process conditions, reducing reliance on manual intervention and supporting more efficient plant operation.

ABB, a global technology company specialising in electrification and automation, has more than 140 years of industrial experience and approximately 110,000 employees worldwide. Its Automation business employs around 26,000 people and provides technologies and services across process, hybrid and maritime industries.

The TCI MAX deployment reinforces ABB’s growing role in the digital transformation of cement manufacturing in India, where improving process efficiency and reducing energy consumption remain critical to the industry’s long-term sustainability.

With the advanced process control system now implemented at its Srinagar facility, TCI MAX aims to build on the initial operational improvements and further optimise production efficiency, clinker consistency and environmental performance.

Concrete

Ramco Cements’ Hard Worker Wins Eight Awards at ‘Love of Advertising Awards 2026’

Published

2 days ago

November 12, 2026

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Ramco Cements’ Hard Worker brand wins eight awards for excellence in advertising, packaging and brand identity at the Love of Advertising Awards 2026.

Hyderabad

The Ramco Cements Limited’s construction chemicals brand, Hard Worker, has secured eight awards at the Love of Advertising Awards 2026, recognising its creative excellence across television, digital advertising, packaging design and brand identity.

Organised by the Advertising Club of Trivandrum, the awards were presented at a ceremony held at The Leela Raviz, Kovalam, on 24 October 2026. The recognition highlights Hard Worker’s integrated marketing strategy and its efforts to establish a distinctive presence in India’s competitive construction chemicals market.

The eight awards span multiple creative categories, reflecting the brand’s approach to combining product-focused communication with engaging storytelling, humour and innovative design. Through its campaigns, Hard Worker has sought to simplify technical product benefits and make construction chemicals more accessible and relatable to consumers and construction professionals.

Built around the philosophy of “Hard-working products for hardworking people”, the brand focuses on communicating practical product advantages through memorable advertising narratives while maintaining a consistent identity across different marketing platforms.

Its campaigns for Ramco Hard Worker Eco Plaster and Tile Fix have been central to this approach. The Eco Plaster campaign highlights water conservation through the product’s self-curing properties, positioning it as a solution that supports more efficient construction practices. Meanwhile, Tile Fix promotes specialised tile-fixing solutions by presenting their practical benefits through relatable situations and creative storytelling.

Beyond advertising, Hard Worker has invested in distinctive packaging and brand identity development to improve product recognition and maintain consistency across customer touchpoints. This integrated approach has helped the brand differentiate itself in a category where marketing communication has traditionally focused on technical specifications and functional performance.

A V Dharmakrishnan, CEO, Ramco Cements, said, “Winning eight awards at the Love of Advertising Awards is a proud moment for Ramco Cements and the Hard Worker team. We believe that building a strong brand requires not only quality products but also the ability to communicate their value in a compelling and differentiated manner. Hard Worker’s journey reflects our commitment to combining product performance with innovative marketing to create meaningful connections with our customers and strengthen our presence in the construction chemicals market.”

The recognition comes as building materials manufacturers increasingly focus on brand differentiation, product awareness and customer engagement to strengthen their position in the construction chemicals segment.

By using humour and storytelling to explain product applications and benefits, Hard Worker aims to bridge the communication gap between technical construction solutions and the practical requirements of contractors, applicators and end-users.

Balaji K. Moorthy, Executive Director – Marketing, Ramco Cements, said, “Hard Worker was conceived to bring a fresh perspective to the construction chemicals category, where product communication has traditionally been functional and technical. Our endeavour has been to break through the clutter with distinctive ideas, humour and storytelling, while keeping the product proposition at the heart of every campaign. The recognition across TV and digital advertising, packaging design and brand identity design demonstrates our integrated approach to building the brand. These eight awards are an encouraging recognition of the creative thinking and collaborative effort behind Hard Worker’s marketing initiatives.”

The awards add to Hard Worker’s growing portfolio of creative recognitions and reinforce Ramco Cements’ emphasis on integrating product innovation with strategic marketing.

The brand’s communication initiatives also reflect a wider shift in the construction materials industry, where manufacturers are increasingly adopting consumer-focused marketing strategies to improve product understanding and strengthen relationships with construction professionals.

With its portfolio of construction chemicals, Hard Worker aims to address evolving requirements for durability, application efficiency and construction quality. Its marketing efforts seek to complement these product attributes by building stronger awareness and encouraging the adoption of specialised construction solutions.

Ramco Cements, one of India’s established cement manufacturers, operates across cement and allied building solutions. Through Hard Worker, the company is expanding its presence in the construction chemicals segment with products designed to enhance performance, quality and durability in modern construction applications.

The latest recognition strengthens Hard Worker’s brand visibility and underscores the growing importance of creative communication in promoting technical building materials. Ramco Cements intends to continue combining product development with distinctive marketing initiatives to support the brand’s growth in India’s construction chemicals market.