Connect with us

Concrete

How Energy-Efficient Are We?

Published

on

Shares

As the cement sector moves towards a sustainable future, energy conservation takes centrestage. ICR looks at the efforts taken and challenges faced in achieving energy-efficient manufacturing processes

The power or energy generation in India is shared between national public utilities (around 40 per cent), state utilities and private companies (around 30 per cent each). This management sector of energy is split between several ministries: the Ministry of Power (MoP) for electricity and the coordination of energy conservation programmes; the Ministry of Petroleum and Natural Gas (MoPNG); the Ministry of Coal; and, finally, the Ministry of New and Renewable Energy (MNRE).

According to the India Energy Report, 2021 by Enerdata, the total energy consumption per capita remained around 0.7 tonne of oil equivalent (toe) in 2021, which was about half of the Asian average consumption. Electricity consumption per capita reached 970 kWh in 2021, about a third of the Asian average. Total energy consumption reached 927 Mtoe in 2021 (+4.7 per cent), which was still 1.2 per cent below the 2019 level. It had increased rapidly over 2010-2019 (4 per cent per year). Coal is the country›s top energy source with a share of 44 per cent in 2021, followed by oil (24 per cent) and biomass (22 per cent). Natural gas covered 6 per cent and primary electricity (hydro, nuclear, solar, and wind) was at 4 per cent.

The energy sector aims to achieve an ambitious target of 450 GW of solar and wind in 2030 as it has pledged to reach carbon neutrality by 2070. What makes this target seem achievable is that the renewable capacity of the Indian energy sector (excluding large hydro) overtook 100 GW in 2021. While three quarters of the energy requirement is still met by fossil fuels, the overall consumption of energy has gone down by 5 per cent in 2021.

Cement plays a vital role in building the economy of a nation. The sector is largely dominated by players with large manufacturing capacities, making the cement industry one of the largest in the country and one that is energy intensive.

The Perform Achieve and Trade (PAT) scheme of the Ministry of Power, Government of India has so far covered 126 numbers of cement plants in India targeting to reduce specific energy consumption since its inception from 2012 onwards.

The Bureau of Energy Efficiency states that based on the threshold defined, 85 numbers of cement plants were included as DCs and their cumulative energy consumption was 15.01 million MTOE in PAT Cycle-1. Based on their specific energy consumption level, these DCs were given SEC target reduction of an average 5.43 per cent resulting in 0.815 million TOE energy consumption reduction in absolute terms. The cement sector constituted 12.19 per cent of the overall energy saving target under PAT Cycle-1.

The total savings achieved by the cement sector covering 75 numbers of designated consumers in PAT Cycle-1 is 1.48 million MTOE which is 0.665 million MTOE in excess of the target. At present, the energy consumption of these cement units as designated consumers is 23.246 million tonnes of oil equivalent. The target given for them from PAT Cycle –II onwards is 0.94 million tonnes of oil equivalent.

The cement sector is highly energy-intensive, consuming approximately 7 per cent of global industrial energy consumption each year. The manufacturing process is carried out in stages. From grinding of raw material in raw mill grinders, to pyroprocessing and clinkerisation and then grinding of clinker in roller press mills, vertical mills, balls mills etc., to obtain the final product, cement. Each stage consumes a significant amount of energy and organisations are constantly looking at solutions, technology, automation and better equipment to optimise the quantum of energy consumed in the process.

Pictorial depiction of cement manufacturing process.

Given the significant impact that the manufacturing industry has on global sustainability and considering the increasing economic pressure introduced by a competitive market and the reduction of available energy resources, optimising the energy efficiency of production systems has become a primary concern.

According to the Technological Energy Efficiency Improvements in Cement Industries Report, 2021 published at MDPI, energy consumption in the cement industry is provided by electricity and fuels.

Over 90 per cent of fuels used are consumed in the production of clinker. Electric energy, on the other hand, is used for about 39 per cent for the finishing process, for around 28 per cent for both processing the raw materials and burning the clinker, and for less than 5 per cent for other operations.

“An area where energy is majorly consumed is the grinding stage of cement manufacturing. Here is where there is a large scope of reduction of the same. The industry has worked upon the same and come up with solutions to make that happen. At one point of time, cement grinding used to take up to 50 units to 60 units of power. With the new, energy efficient mills we are able to grind clinker while using 20 units to 25 units of energy and this is a major benefit that the industry has been able to derive of the vertical roller mills or the pre-pressed grinding mills,” says Jamshed Cooper, Managing Director, HeidelbergCement India Ltd. and Zuari Cement Ltd.

“With the use of EFR and alternative fuels also the industry can save on energy. These are not directly energy efficient. Yes, the quantum of heat generation requirement for the clinkerisation process will be the same, but that can be substituted with alternative sources. Also, recycling the waste heat with the Waste Heat Recovery (WHR) unit is also a great way to save energy and use it for further processes,” he adds.

Automation and Technology
The world is moving towards digitalisation. From switching on your home lights to a manufacturing unit, the controls are moving from human to digital across the board. Technological advancement in the area of cement manufacturing has led to a lot of advancement in its functioning and has led towards achieving the goal of energy conservation by reducing its usage in the operations.

“The role of automation in the cement industry is very high. If we look back, the cement plants in the later part of 1970 or early 1980s used to have local substations or local control systems. But today with automation, plants are operated and controlled from a single location (CCR). The control room operator can see the entire plant operation from a single monitor. Functions like start or stop, alarms, process interlocks etc., are major benefits of automation that a cement plant experiences” says Kiran Patil, Managing Director, Wonder Cement.

“Furthermore, industries have used robotics in the plant, and Wonder Cement is one of the cement plants to have robotics for quality control. In this digital world, we cannot be behind and so, we are working towards the implementation of digitalisation in operation and maintenance to get better efficiency” he adds.

The cement industry is realising the importance of process control and automation to achieve their goals of energy efficiency and for a trouble free continuous operation leading to improved productivity at optimal energy levels. Automation also takes care of optimal operation in mining and hence longer life of mines and consistent desired cement quality is assured. Instrumentation and control logic can also be used effectively for taking care of human and equipment safety and to monitor equipment health and implement preventive maintenance in the manufacturing facility.

Organisations are continuously analysing and seeking advanced technical equipment that help streamline their processes and align them with the goals of achieving a similar or higher productivity level with a lower amount of energy input. This not only saves on their costs and enhances profitability for the organisation but also helps achieve their sustainability targets by reducing direct or indirect emissions caused by the cement manufacturing unit’s energy requirement.

While the input of energy is optimised by technology and automation, audits support the need of constant monitoring of the performance of the units individually as well as on a group level. A dedicated professional, certified in the area of energy consumption is stationed at every unit with the key goal of monitoring everyday consumption. Audits play a key role in achieving this goal.

Energy management bodies like Centre for Mining, Environment, Plant Engineering and Operations (CME), under the National Council for Cement and Building Materials (NCCBM), run programmes that offer technical services related to Energy Audits and WHR feasibility studies to cement plants of India.

Their services include energy audit studies in cement plants including captive power plants, management, monitoring and target setting, heat and gas balance studies, identification of potential for thermal and electrical energy savings and recommendations for remedial measures and Techno economic feasibility studies for waste heat recovery system (WHRS) in cement plants.

These audits are conducted by means of site visits and data collection, preliminary data analysis and detailed data analysis. Post which a detailed report and recommendations on economic viability is presented to the organisation in audit.

Hitesh Sukhwal, Dy General Manager – Environment, Udaipur Cement Works, says, “Our company is covered under PAT scheme. We are an ISO 50001 certified company under energy management. We have a dedicated resource under the designation of ‘energy manager,’ who is qualified to keep a check on the energy consumption of the plant and continuously optimise the same.” A periodic energy audit (once in three years) as per EC Act is done. Half yearly internal audits and external audits once a year are performed under energy management. Moreover, power monitoring reports are discussed on an everyday basis during the desktop production meeting” he adds.

Many cement producers have lowered energy costs up to 20 per cent by adopting a holistic approach to industrial energy management. The Petroleum Conservation Research Association lists some key areas where cement manufacturing units can work upon for having a more energy efficient plant:

Use improved insulating bricks/blocks in kilns and preheaters.Use energy efficient equipment like high efficiency fans, improved ball mill internals etc.

  • Recover waste heat from the preheater and use it for cogeneration of power.
  • Prevent idle running of equipment by providing The interlocking arrangement and operating with PLC system. Generate daily reports on idle running of equipment, also in terms of monetary losses.
  • Optimise the fuel mix and raw mix by including alternative fuels and supplementary cementitious materials.
  • Establish an efficient management information system for identifying various important parameters for efficient operation of the equipment and taking timely remedial measures.
  • Regularly monitor and calibrate flow metres.

Carry out regular audits.
Other areas that it focuses on apart from the main manufacturing process are the various overheads and other operations where energy is consumed in smaller quantities but when clubbed together can be a large value of consumption.

“The cement industry affects climate change as it contributes 7 per cent to 8 per cent to the global carbon pool. To curtail this, stakeholders that include members of the United Nations Principal of Responsible Investment and such have begun to reach out to cement industry players across the globe to come up with solutions to cut down on CO2 emissions to see investments flow in.” says Dr Arvind Bodhankar, Executive Director, ESG & CRO, Dalmia Bharat Limited.

“Dalmia Bharat are leading the pack with commitments that encourage the circular economy. Global visionaries such as our honourable Prime Minister, Narendra Modi, have also stated that India will become a carbon-neutral country by 2070 and committed to 520 GW of renewable energy by 2030.

This has helped ease new policies as far as renewable energy is concerned and enabled sector leaders such as us to stay the course to meet our goal of becoming carbon negative by 2040,” he adds.

Alternative sources of energy like solar power plants and Waste Heat Recovery (WHR) are also a key in achieving energy efficiency and sustainability goals for every cement organisation. UltraTech has imbibed Sustainable Development Goals (SDGs) as a business objective and is working towards reducing its energy consumption and carbon emissions. It was one of the first in the Indian cement industry to embrace the technology of WHRS. Waste heat recovery has proved to be an inexpensive energy source in addition to moderating the carbon footprint.

This has enhanced energy security (accounting for 20 per cent of power needs) for the company. UltraTech Cement has an aggregate capacity of about 59 MW in waste heat recovery systems.

In a report published at SAUR Energy International, May 2022, a major issue in the cement industry is the very high particulate matter (PM) emissions from production processes. The pollutants commonly emitted by cement plants are dust or particulate matter, NOx, SOx, carbon oxides and methane and others. Energy consumption is also an issue, with the approximate required per tonne of cement, roughly two thirds of which is used for particle size reduction.

About 65 per cent of the total electrical energy used in a cement plant is utilised for the grinding of coal, raw materials and clinker.

Some of the key players are adaption to alternative sources of energy. Ultratech Cement has a power generation capacity of 156 MW through waste heat recovery systems. The waste heat recovery capacity is expected to reach 302 MW by FY2024. In the area of renewable energy, the firm professes plans to invest in solar power generation for captive usage.

This is in addition to existing contract capacity of 148 MW renewable energy plants. UltraTech is committed to increase the share of green energy in its electricity mix to 34 per cent by 2024 from the current level of 13 per cent.

Utilising its waste heat recovery plants, and solar and wind power plants, Shree Cement boasts a renewable energy portfolio of over 234 MW. Consequently, during FY 2019-20, 45 per cent of the total energy needs of the company was fulfilled by renewable energy. The firm has a 62 kW Solar PV Power Plant at Beawar.

In 2021, Ambuja Cement and ACC announced investments in Waste Heat Recovery Systems (WHRS) across six sites in India to reduce 5.61 lakhs tons of CO2 emissions per year. ACC committed to reducing scope 1 GHG emissions by 21.3 per cent per tonne of cementitious material and scope 2 GHG emissions by 21.3 per cent per tonne of cementitious material by 2030.

Dalmia Bharat’s carbon footprint is 40 per cent lower than the global average for a cement company which places it at the top, globally in the race of decarbonising the cement sector. Dalmia Cement has been progressively producing cement with ‘greener’ alternatives.

Energy is key to the cement sector, however, the time has come to re-look at the conventional sources and to tap into the more readily available alternative sources of energy. With advancement of technology and automation across the globe, there are various equipment and machinery that make these alternative sources more effective and affordable for the cement manufacturers. It is a conscious choice that the industry shall have to make to safeguard the environment for the future generations to come in terms of availability of energy sources and the quality of surroundings they leave behind.

Continue Reading

Concrete

Merlin Prime Spaces Acquires 13,185 Sq M Land Parcel In Pune

Rs 273 crore purchase broadens the developer’s Pune presence

Published

on

By

Shares



Merlin Prime Spaces (MPS) has acquired a 13,185 sq m land parcel in Pune for Rs 273 crore, marking a notable expansion of its footprint in the city.

The transaction value converts to Rs 2,730 mn or Rs 2.73 bn.

The parcel is located in a strategic area of Pune and the firm described the acquisition as aligned with its growth objectives.

The deal follows recent activity in the region and will be watched by investors and developers.

MPS said the acquisition will support its planned development pipeline and enable delivery of commercial and residential space to meet local demand.

The company expects the site to provide flexibility in product design and phased development to respond to market conditions.

The move reflects an emphasis on land ownership in key suburban markets.

The emphasis on land acquisition reflects a strategy to secure inventory ahead of demand cycles.

The purchase follows a period of sustained investor interest in Pune real estate, driven by expanding office ecosystems and residential demand from professionals.

MPS will integrate the new holding into its existing portfolio and plans to engage with local authorities and stakeholders to progress approvals and infrastructure readiness.

No financial partners were disclosed in the announcement.

The firm indicated that timelines will depend on approvals and prevailing market conditions.

Analysts note that strategic land acquisitions at scale can help developers manage costs and timelines while preserving optionality for future projects.

MPS will now hold an enlarged land bank in the region as it pursues growth, and the acquisition underlines continued corporate appetite for measured expansion in second tier cities.

The company intends to move forward with detailed planning in the coming months.

Stakeholders will assess how the site is positioned relative to existing infrastructure and connectivity.

Continue Reading

Concrete

Adani Cement and Naredco Partner to Promote Sustainable Construction

Collaboration to focus on skills, technology and greener practices

Published

on

By

Shares



Adani Cement has entered a strategic partnership with the National Real Estate Development Council (Naredco) to support India’s construction needs with a focus on sustainability, workforce capability and modern building technologies. The collaboration brings together Adani Cement’s building materials portfolio, research and development strengths and technical expertise with Naredco’s nationwide network of more than 15,000 member organisations. The agreement aims to address evolving demand across housing, commercial and infrastructure sectors.

Under the partnership, the organisations will roll out skill development and certification programmes for masons, contractors and site supervisors, with training to emphasise contemporary construction techniques, safety practices and quality standards. The programmes are intended to improve project execution and on-site efficiency and to raise labour productivity through standardised competencies. Emphasis will be placed on practical training and certification pathways that can be scaled across regions.

The alliance will function as a platform for knowledge sharing and technology exchange, facilitating access to advanced concrete solutions, innovative construction practices and modern materials. The effort is intended to enhance structural durability, execution quality and environmental responsibility across developments while promoting adoption of low-carbon technologies and green cement alternatives. Companies expect these measures to contribute to longer term resilience of built assets.

Senior executives conveyed that the partnership reflects a shared commitment to strengthening quality and sustainability in construction and that closer engagement with developers will help integrate advanced materials and technical support throughout the project lifecycle. Leadership noted the need for responsible construction practices as urbanisation accelerates and indicated that the association should encourage wider adoption of green building norms and collaboration within the real estate and construction ecosystem.

The organisations said they will also explore integrated building solutions, including ready-mix concrete offerings, while supporting initiatives aligned with affordable and inclusive housing. The partnership will progress through engagements, conferences and joint training programmes targeting rapidly urbanising cities and growth centres where demand for efficient and environmentally responsible construction grows. Naredco, established under the aegis of the Ministry of Housing and Urban Affairs, will leverage its policy and advocacy role to support implementation.

Continue Reading

Concrete

Operational Excellence Redefined!

Published

on

By

Shares

Operational excellence in cement is no longer about producing more—it is about producing smarter, cleaner and more reliably, where cost per tonne meets carbon per tonne.

Operational excellence in cement has moved far beyond the old pursuit of ‘more tonne’. The new benchmark is smarter, cleaner, more reliable production—delivered with discipline across process, people and data. In an industry where energy can account for nearly 30 per cent of manufacturing cost, even marginal gains translate into meaningful value. As Dr SB Hegde, Professor, Jain College of Engineering & Technology, Hubli and Visiting Professor, Pennsylvania State University, USA, puts it, “Operational excellence… is no longer about producing more. It is about producing smarter, cleaner, more reliably, and more sustainably.” The shift is structural: carbon per tonne will increasingly matter as much as cost per tonne, and competitiveness will be defined by the ability to stabilise operations while steadily lowering emissions.

From control rooms to command centres

The modern cement plant is no longer a handful of loops watched by a few operators. Control rooms have evolved from a few hundred signals to thousands—today, up to 25,000 signals can compete for attention. Dr Rizwan Sabjan, Head – Global Sales and Proposals, Process Control and Optimization, Fuller Technologies, frames the core problem plainly: plants have added WHRS circuits, alternative fuels, higher line capacities and tighter quality expectations, but human attention remains finite. “It is very impossible for an operator to operate the plant with so many things being added,” he says. “We need somebody who can operate 24×7… without any tiredness, without any distraction… The software can do that for us better.”

This is where advanced process control shifts from ‘automation spend’ to a financial lever. Dr Hegde underlines the logic: “Automation is not a technology expense. It is a financial strategy.” In large kilns, a one per cent improvement is not incremental—it is compounding.

Stability is the new productivity

At the heart of operational excellence lies stability. Not because stability is comfortable, but because it is profitable—and increasingly, low-carbon. When setpoints drift and operators chase variability, costs hide in refractory damage, thermal shocks, stop-start losses and quality swings. Dr Sabjan argues that algorithmic control can absorb process disturbances faster than any operator, acting as ‘a co-pilot or an autopilot’, making changes ‘as quick as possible’ rather than waiting for manual intervention. The result is not just fuel saving—it is steadier operation that extends refractory life and reduces avoidable downtime.

The pay-off can be seen through the lens of variability: manual operation often amplifies swings, while closed-loop optimisation tightens control. As Dr Sabjan notes, “It’s not only about savings… there are many indirect benefits, like increasing the refractory life, because we are avoiding the thermal shocks.”

Quality control

If stability is the base, quality is the multiplier. A high-capacity plant can dispatch enormous volumes daily, and quality cannot be a periodic check—it must be continuous. Yet, as Dr Sabjan points out, the biggest error is not in analysis equipment but upstream: “80 per cent of the error is happening at the sampling level.” If sampling is inconsistent, even the best XRF and XRD become expensive spectators.

Automation closes the loop by standardising sample collection, transport, preparation, analysis and corrective action. “We do invest a lot of money on analytical equipment like XRD and XRF, but if it is not put on the closed loop then there’s no use of it,” he says, because results become person-dependent and slow.

Raju Ramachandran, Chief Manufacturing Officer (East), Nuvoco Vistas Corp, reinforces the operational impact from the plant floor: “There’s a stark difference in what a RoboLab does… ensuring that the consistent quality is there… starts right from the sample collection.” For him, automation is not about removing people; it is about making outcomes repeatable.

Human-centric automation

One of the biggest barriers to performance is not hardware—it is fear. Dr Sabjan describes a persistent concern that digital tools exist to replace operators. “That’s not the way,” he says. “The technology is here to help operator… not to replace them… but to complement them.” The plants that realise this early tend to sustain performance because adoption becomes collaborative rather than forced.

Dr Hegde adds an important caveat: tools can mislead without competence. “If you don’t have the knowledge about the data… this will mislead you… it is like… using ChatGPT… it may tell the garbage.” His point is not anti-technology; it is pro-capability. Operational excellence now requires multidisciplinary teams—process, chemistry, physics, automation and reliability—working as one.

GS Daga, Managing Director, SecMec Consultants, takes the argument further, warning that the technology curve can outpace human readiness: “Our technology movement AI will move fast, and our people will be lagging behind.” For him, the industry’s most urgent intervention is systematic skilling—paired with the environment to apply those skills. Without that, even high-end systems remain underutilised.

Digital energy management

Digital optimisation is no longer confined to pilots; its impact is increasingly quantifiable. Raghu Vokuda, Chief Digital Officer, JSW Cement, describes the outcomes in practical terms: reductions in specific power consumption ‘close to 3 per cent to 7 per cent’, improvements in process stability ‘10 per cent to 20 per cent’, and thermal energy reductions ‘2–5 per cent’. He also highlights value beyond the process line—demand optimisation through forecasting models can reduce peak charges, and optimisation of WHRS can deliver ‘1 per cent to 3 per cent’ efficiency gains.

What matters is the operating approach. Rather than patchwork point solutions, he advocates blueprinting a model digital plant across pillars—maintenance, quality, energy, process, people, safety and sustainability—and then scaling. The difference is governance: defined ownership of data, harmonised OT–IT integration, and dashboards designed for each decision layer—from shopfloor to plant head to network leadership.

Predictive maintenance

Reliability has become a boardroom priority because the cost of failure is blunt and immediate. Dr Hegde captures it crisply: “One day of kiln stoppage can cost several crores.” Predictive maintenance and condition monitoring change reliability from reaction to anticipation—provided plants invest in the right sensors and a holistic architecture.

Dr Sabjan stresses the need for ‘extra investment’ where existing instrumentation is insufficient—kiln shell monitoring, refractory monitoring and other critical measurements. The goal is early warning: “How to have those pre-warnings… where the failures are going to come… and then ensure that the plant availability is high, the downtime is low.”

Ramachandran adds that IoT sensors are increasingly enabling early intervention—temperature rise in bearings, vibration patterns, motor and gearbox signals—moving from prediction to prescription. The operational advantage is not only fewer failures, but planned shutdowns: “Once the shutdown is planned in advance… you have lesser… unpredictable downtimes… and overall… you gain on the productivity.”

Alternative fuels and raw materials

As decarbonisation tightens, AFR becomes central—but scaling it is not simply a procurement decision. Vimal Kumar Jain, Technical Director, Heidelberg Cement, frames AFR as a structured programme built on three foundations: strong pre-processing infrastructure, consistent AFR quality, and a stable pyro process. “Only with the fundamentals in place can AFR be scaled safely—without compromising clinker quality or production stability.”

He also flags a ground reality: India’s AFR streams are often seasonal and variable. “In one season to another season, there is major change… high variation in the quality,” he says, making preprocessing capacity and quality discipline mandatory.

Ramachandran argues the sector also needs ecosystem support: a framework for AFR preprocessing ‘hand-in-hand’ between government and private players, so fuels arrive in forms that can be used efficiently and consistently.

Design and execution discipline

Operational excellence is increasingly determined upstream—by the choices made in concept, layout, technology selection, operability and maintainability. Jain puts it unambiguously: “Long term performance is largely decided before the plant is commissioned.” A disciplined design avoids bottlenecks that are expensive to fix later; disciplined execution ensures safe, smooth start-up with fewer issues.

He highlights an often-missed factor: continuity between project and operations teams. “When knowledge transfer is strong and ownership carries beyond commissioning, the plant stabilises much faster… and lifecycle costs reduce significantly.”

What will define the next decade

Across the value chain, the future benchmark is clear: carbon intensity. “Carbon per ton will matter as much as cost per ton,” says Dr Hegde. Vokuda echoes it: the industry will shift from optimising cost per tonne to carbon per ton.

The pathway, however, is practical rather than idealistic—low-clinker and blended cements, higher thermal substitution, renewable power integration, WHRS scaling and tighter energy efficiency. Jain argues for policy realism: if blended cement can meet quality, why it shall not be allowed more widely, particularly in government projects, and why supplementary materials cannot be used more ambitiously where performance is proven.

At the same time, the sector must prepare for CCUS without waiting for it. Jain calls for CCUS readiness—designing plants so capture can be added later without disruptive retrofits—while acknowledging that large-scale rollout may take time as costs remain high.

Ultimately, operational excellence will belong to plants that integrate—not isolate—the levers: process stability, quality automation, structured AFR, predictive reliability, disciplined execution, secure digitalisation and continuous learning. As Dr Sabjan notes, success will not come from one department owning the change: “Everybody has to own it… then only… the results could be wonderful.”

And as Daga reminds the industry, the future will reward those who keep their feet on the ground while adopting the new: “I don’t buy technology for the sake of technology. It has to make a commercial sense.” In the next decade, that commercial sense will be written in two numbers—cost per tonne and carbon per tonne—delivered through stable, skilled and digitally disciplined operations.

Continue Reading

Trending News

SUBSCRIBE TO THE NEWSLETTER

 

Don't miss out on valuable insights and opportunities to connect with like minded professionals.

 


    This will close in 0 seconds