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Stringent safety protocols, strict adherence to safety norms and mandatory audits and risk assessments are required to make the cement manufacturing process less hazardous and accident-prone. ICR looks at the various measures that companies are implementing in order to remain on top of the safety game.

The oil and gas industries of the world have witnessed catastrophic blasts and hazards at their plants. Safety is always a matter of concern and conversation in the said industries. The cement industry, though less volatile when compared to the oil and gas industry, is also adept to hazardous working conditions, and safety is of paramount importance at the cement plants as well.
Cement is one of the most widely used substances in the world. It has the second highest consumption worldwide after water, studies have noted. Making this high demand product is labour- and resource-intensive and this has an impact on the environment as well as the health and safety of those involved in the process. The process of making cement begins at the mining site and ends when the product is packaged and loaded in trucks to move out of the plant. Safety in operations and for personnel must be looked after at each step in the process.
Health and safety at a cement plant is a two-way street. It is the organisation’s responsibility to create a workplace environment in order to protect their employees from the various risks. It is also the duty of every personnel to adhere to the safety rules and compliances ensued by the organisation. To streamline this and to look after the safety of the plant, specific experts and departments are set in place. Audits are also conducted from time to time to understand the maintenance and adherence to safety standards and best practices at cement plants.

Risk Assessment
Cement making is a continuous process. Right from the excavation of raw material to the movement of finished goods, safety concerns arise at each point in practice.
Quarrying involves extraction of limestone by the process of drilling, blasting and extracting. This large stone is then transported to a crusher that breaks it down into smaller pieces which make it easier to prepare the raw mix. During this process, workmen are exposed to dust, noise and movement of heavy equipment and vehicles. Each touchpoint has potential hazards.
Once the raw mix is fed to the kiln, the chemical reaction begins with the help of heat, which is primarily achieved from coal. These plants are huge and the feeding process is automated, however, working in such a high temperature zone can be a potential cause of a hazard due to negligence or human error.
At the end of the cement making process, the final product is loaded in trucks. This is done manually. Multiple accidents can take place at this point as well. From loading vehicles harming the labour to the workmen tripping or falling, hazards can occur at any point.
These are the major areas of concern every organisation must keep a lookout for. Besides the physical accidents or hazards, health of the employees and workers is of primary concern for the organisation. Coming in contact with pollutants or particles may cause respiratory or skin issues, while the noise may cause hearing damage.
According to a Risk Assessment Report published by Ultratech Cement, the cement industry experiences risk of several hazards inherent to the cement production process that mainly impact those working within the industry. Some health hazards can also create an impact on local communities. The potentially hazardous areas and the likely incidents with the concerned area have been enlisted below in Table – 1.

The International Research Journal of Engineering and Technology (IRJET) Volume 4 describes major hazards being an associated term with material, which is a measure or the likelihood of the human working with or studying the material in question.
All the probable potential hazards are classified under different heads, namely:
• Fire hazards
• Toxic gas release hazards
• Explosion hazards
• Corrosion hazards
Fire is dangerous if it occurs in an uncontrolled manner. It is important to understand in a plant environment that use of liquid with its flash point below the normal ambient temperature, in suitable circumstances could liberate enough vapours to give rise to flammable mixtures with air. Thus, causing a fire hazard in the cement plant.
Toxic hazards are caused by ingestion, absorption and inhalation of toxic substances that may be released in the open environment due to a glitch or imperfection in the equipment. These toxins could enter the human body and cause irritation or inflammation.
Corrosion hazards take place when chemicals or other corrosive materials touch the surface of equipment, thus, deteriorating their strength and performance which may lead to accidents or harm to the plant and those working there.
Uncontrolled release or capture of energy leads to explosion hazards. This can be very dangerous for those around the same.
In addition to specific hazards, there are also general hazards in all of the cement manufacturing processes such as safe behaviour, work equipment, safety labelling, personal protective equipment (PPE), manual load handling (TRIA Project) etc.

Health and safety is the number one priority for
the cement industry, for its employees, contractors and
end-users.

Health Hazards
Respiratory health has a long history within the cement industry, and it is a topic of consistent focus. Cement manufacturing is multifaceted, and companies formulate, implement and periodically evaluate respiratory protection among employees to guard against dust exposures. Cement plants consider all other conditions affecting miners’ health, such as exposure to excessive noise and hazardous materials. Hearing conservation programmes require baseline audio testing and subsequent tests.
Dust emissions are one of the most significant impacts of cement manufacturing and associated with handling and storage of raw materials (including crushing and grinding of raw materials), solid fuels, transportation of materials (e.g., by trucks or conveyor belts), kiln systems, clinker coolers, and mills, including clinker and limestone burning and packaging/bagging activities. Packaging is the most polluting process (in terms of dust) in cement production. Nitrogen oxide (NOx) emissions are emitted from the high temperature combustion process of the cement kiln. Carbon dioxide defined as greenhouse gas is mainly associated with fuel combustion and with the decarbonation of limestone. These can be the reasons for causing respiratory or other health disorders.

Safety Needs Good Practices
As much as it is the responsibility of the organisation to ensure the safety of its employees, staff and workmen, it is equally their responsibility as well to be aware, alert and follow rules and regulations for their safety and for others safety as well. Audits are a key to maintaining good plant safety and understanding the gaps that may occur at the cement plant or unit.
Kanishk Khanna, CEO, Elion Technologies and Consulting, says, “In general, it is a good practice to conduct safety audits at least once a year, but some companies may choose to conduct them more frequently. Cement plants possess multiple hazards so it is also important to conduct safety audits following any significant changes to the facility or its operations, such as new equipment or processes or after any incidents or accidents. Annual Safety Audits are also mandatory as per factory rules. For these audits, the rules vary from state to state.”
The cement manufacturing industry is labour intensive and uses large scale and potentially hazardous manufacturing processes. Therefore, health and safety is the number one priority for the cement industry for its employees, contractors, end-users and all those associated with the workings of the cement manufacturing process.

Uncontrolled release or capture of energy may lead to explosion hazards.


Exposure to dust and high temperatures, contact with allergic substances, and noise exposure can be defined as hazards associated with health; while falling / impact with objects; hot surface burns; and transportation, working at height, slip/trips/falls can be defined as hazards associated with safety. It is a critical issue that ensures a health and safety culture in workplaces.
For this purpose, health and safety policy should be adapted with other policies of the company. Additionally, the risk management policy of the company should be developed and risk assessment should be performed regularly and efficiently.
“At UCWL, we have well planned, systematically designed safety guidelines/ standards for safety in our organisation. We have consequence management standards for employees / workers who do not follow safety or break any safety rules and guidelines at the workplace and penalties are imposed. Here, we have comprehensive safety guidelines in our
plant for achieving our vision ‘Zero Harm.’ These guidelines keep employees safe and protect their well-being,” says Nirmal K Jain, Safety Head, JK Lakshmi Cement.
“By following the safety guidelines employees can perform their jobs more effectively and confidently without fear of being injured or suffering from an illness. We have separate safety guidelines for road safety, lifting safety, working at height, hot work, confined space working, covid-19 etc.,” he adds.

Using fall protections when working on heights like
harness, helmet etc. are part of basic safety rules at
Indian cement plants.


The objective of the safety managers of the organisation as well as every individual should be to maintain the utmost responsible approach towards the safety of self, fellow workmen and the plant as a whole.
Basic safety rules to be followed in a cement plant are as follows:
• Wearing job specific personal protective equipment. Some processes may require a basic PPE
while some may require additions like earplugs, gloves etc.
• Ensuring all guards are in place before starting a process. Machines have safety guards or valves which must be in place before operating them. Any alteration done to the guards would require written permission from authorised personnel.
• Regular inspections of machinery health and safety standards. This would involve checking for any kind of cracks, leaks, unlocked
guards, safety equipment, personal protective equipment etc.
• Using fall protections when working on heights like harness, helmet etc.
• Masks and shields for confined spaces and activities involving dust or fumes
• Any kind of distractions like mobile phones
are discouraged to be used in the plant while performing high risk activities or processes in the cement plant.
Manufacturers of safety equipment for the cement, Hemanshu Hashia, Country Head, Safety Joggers India says, “In India, typically safety equipment manufacturers have been following only one standard of norms for their quality tests. However, the times have changed and globally the demand is for all standard certifications in one product. Therefore, we are also educating the users of safety equipment in India to ask for global quality standard norms and are making it available for them at the same price.”

Safety in the Technology Era
Digitalisation of plants, its machinery and functions has not only positively impacted the efficiency and productivity of cement manufacturing, but has also contributed towards making plants safer.

Cement plant technician wearing safety gear according
to the protocol and safety standards


Cement manufacturers are moving towards installation of monitoring equipment and softwares at maximum machineries for every process which helps them monitor functions in real time as well as understand indicators and preventive maintenance signals. Once such signals are noticed, action can be taken in time to prevent a breakdown of any function, which may lead to a certain hazard in the cement plant.
Similarly, automation in processes has reduced manual intervention in the functionality of cement manufacturing, thus, making machines work on the more difficult and risky tasks that were earlier performed by workmen or skilled personnel. Thus, avoiding accidents and hazards in the plant.
Technology is also enabling tracking and maintenance of protective gear in the plant. It allows those responsible for sourcing and restocking of the PPE to call for required gear when they are running down on inventory. It also allows them to monitor feedback and function of this gear as well as keep track of every person wearing the gear and working in the plant.

Conclusion
Safety is a matter of life and death in industries like cement where plants function with heat, pressure and combustible matter. Thus, it becomes important for organisations to have concrete guidelines in place for their employees and workmen and have all standards and protocols followed for the functions of the plant. Protective gear or function specific PPE should be always available for those who have to perform tasks in the plant.
Organisations should provide training at all levels of working professionals to educate them on the safety measures and protocol. These training should be revised and repeated at regular intervals for old employees and be a part of orientation and induction for new employees and workers. In case of negligence, there should be strict punishment for not following safety protocols.
Accidents not only cost money, but lives, too.

-Kanika Mathur

Economy & Market

RAHSTA Roundtable Sets Agenda for Smarter, Safer Highways

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Roundtable discussions focus on innovation for safer highways.

Held on 12 March 2026 at Courtyard by Marriott, Mumbai, alongside the Infrastructure Today Airport Conclave, the RAHSTA Roundtable brought together stakeholders from across the highways and infrastructure ecosystem to shape the agenda for the 16th RAHSTA 2026, scheduled for 8–9 July 2026 at the Jio Convention Centre, Mumbai. The session focused on key industry themes including road construction, technology, safety and long-term sustainability.

Opening the discussion, Pratap Padode, Founder, FIRST Construction Council, said the roundtable marked the beginning of a broader consultative process leading up to the July event. The aim, he noted, is to bring together industry stakeholders to refine the agenda for discussions on the future of roads, bridges, tunnels and allied infrastructure.

Padode noted that while central road project awards have slowed in recent years, states are increasingly driving the next phase of infrastructure growth. Maharashtra, with its long-term road development plans and agencies such as MSRDC and MSIDC, is expected to play a significant role in this expansion.

RAHSTA Expo 2026 as a specialised platform dedicated to road infrastructure, covering highways, tunnels, bridges and flyovers along with construction technologies, safety systems and maintenance solutions. He also highlighted the growing importance of rural connectivity and said the organisers are engaging with government bodies to highlight rural road development initiatives.

Tanveer Padode, CIO, ASAPP Info Group, presented insights from IMPACCT, the group’s infrastructure intelligence platform. He pointed to a strong project pipeline despite slower highway awards earlier in the year, noting that states such as Maharashtra, Odisha and Arunachal Pradesh are emerging as key drivers of new projects. The data also revealed that only a small group of contractors participates in large-value infrastructure bids.

Lt Gen Rajeev Chaudhary, former Director General, Border Roads Organisation and Chairman of the RAHSTA Expo Committee, emphasised the need for stronger collaboration across the ecosystem, including policymakers, contractors, technology providers and financiers. He also called for addressing systemic issues within the sector and encouraged greater participation of women in infrastructure leadership.

The discussion also explored the evolving economics of road development. Phani Prasad Mandalaparthy, Associate Director, CRISIL Intelligence, noted that the slowdown in project awards reflects a shift towards higher-value logistics corridors rather than simple road widening projects. However, private participation through BOT and TOT models remains limited.

From the contractors’ perspective, Sudhir Hoshing, Whole-Time Director, Ceigall, said companies are becoming more selective in bidding, favouring projects with clearer payment mechanisms and efficient processes. While NHAI continues to offer greater operational clarity, states such as Uttar Pradesh and Bihar were cited as relatively supportive environments for project execution.

Durability and sustainability also emerged as key themes. Himanshu Agarwal, COO – Road & Infrastructure, Zydex Group India, highlighted the need to prioritise lifecycle performance and resilient pavements, while participants discussed the potential of alternative materials such as plastic waste, steel slag and industrial by-products in road construction.

Dr LR Manjunatha, Vice President, JSW Cement, emphasised that India has abundant fly ash, slag and other industrial materials that can improve durability and sustainability if integrated into specifications and policy frameworks.

Technology and equipment challenges were also discussed. Dr Lakshmana Rao Mantri, Dy General Manager, Afcons Infrastructure, highlighted the shortage of tunnel boring machines (TBMs), which is delaying several underground infrastructure projects. Participants agreed that developing domestic TBM manufacturing capabilities will be critical for future infrastructure expansion.

The future of concrete pavements was another area of discussion. Dr V Ramachandra, President, Indian Concrete Institute, stressed that the debate should focus on lifecycle performance rather than material choice alone, noting that evolving design standards are improving the feasibility of concrete roads.

Prof Dharamveer Singh of IIT Bombay added that while India has made significant progress in infrastructure development, stronger capacity building and better execution practices are essential to ensure consistent road quality.

The discussion also touched upon technology adoption in the sector. Rushabh Mamania, Partner & CBO, Roadvision, highlighted the growing role of AI in road infrastructure, noting that AI-driven monitoring systems are already being deployed across large stretches of national highways.

Overall, the roundtable underscored that the future of highway infrastructure will depend not only on the pace of construction but also on durability, safety, technology integration and sustainable materials. The discussions offered valuable insights that will help shape the agenda for RAHSTA 2026 and guide future collaboration within the industry.

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Economy & Market

CTS Roundtable Charts Tech-Led Roadmap for Construction

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CTS Roundtable Maps Technology Roadmap for Construction

Ahead of the Construction Technology Show (Con Tech Show) 2026, industry leaders, technology innovators and academia came together in Mumbai to deliberate on how digitalisation, automation and industrialised construction can reshape the sector. The discussion made one thing clear: construction can no longer afford to treat technology as optional.

Held on 12 March 2026 at Courtyard by Marriott, Mumbai, alongside the Infrastructure Today Airport Conclave, the CTS Roundtable served as a precursor to the Construction Technology Show 2026, scheduled for 19–20 August 2026 at NESCO, Mumbai.

A platform to move from discussion to deployment

Opening the session, Pratap Padode, Founder and Editor-in-Chief, ASAPP Info Global Group, said construction technology has long remained close to his heart, especially given the sector’s traditionally slow pace of technology adoption. He noted that over the years, the Construction Technology Summit had steadily built interest, and the next step was now to expand it into a larger, more meaningful platform that could bring together technology providers, users, startups and innovators under one roof.

Padode said the vision for CTS is not limited to software alone. The platform aims to embrace all forms of technology that can improve construction efficiency, quality and execution—from digital tools and project management systems to lean construction, off-site fabrication and startup-led innovation. He also highlighted plans to deepen startup participation and create space for young companies to showcase emerging construction solutions.

Industry at a turning point

Moderating the roundtable, Naushad Panjwani, Chairman, Mandarus Partners, set the context by pointing out that the global construction industry, despite being a multi-trillion-dollar sector, continues to lag in productivity. He noted that while manufacturing has consistently improved efficiency, construction has remained slow to modernise.

Referring to both global and Indian trends, Panjwani underlined that the industry is now at a decisive moment. India, he said, is entering a major build cycle, and delivering the next phase of infrastructure and real estate growth through traditional methods alone is no longer viable. The goal of the roundtable, therefore, was not to debate technology in isolation, but to identify the most critical conversations that would bridge the gap between innovation and implementation.

His central message was clear: CTS 2026 must be shaped around themes that make CEOs, CIOs and CTOs feel they cannot afford to miss the event.

From BIM to AI, data to governance

A major theme that emerged through the discussion was the need for better data, better visibility and better decision-making. Dr Venkata Santosh Kumar of IIT Bombay echoed this, saying that the underlying data infrastructure itself needs attention. Construction projects, particularly remote ones, often face issues around connectivity, data collection and data use. Without this foundation, more advanced technologies cannot deliver their full value.

Chandra Vasireddy, CEO & Co-founder, Inncircles, expanded the discussion to governance, arguing that technology must help connect the many moving parts of a construction business. For him, the real value of digital transformation lies in creating better governance, clearer visibility and stronger business outcomes.

Tejas Vara of Inncircles stressed the importance of timely site data for leadership teams, especially in large and remote projects where decisions on materials, machinery and manpower often get delayed because information does not reach headquarters in time.

The role of AI also featured prominently. Rushabh Mamania, Partner and CBO, Roadvision said that while AI and machine learning are now common terms, vision intelligence and language intelligence have still not deeply penetrated the construction sector. He emphasised that startups in India are building relevant AI-led solutions and are already attracting international interest, showing that innovation need not be imported—it can be built locally and scaled globally.

Industrialised construction gains ground

The roundtable also placed strong emphasis on industrialised construction methods. Kalyan Vaidyanathan, CTO – Construction & R&D, Tvasta, called for greater focus on off-site fabrication and the broader industrialisation of construction. Bhargav Jog, General Manager, Dextra, highlighted precast technology and alternative sustainable materials as areas with immediate relevance.

Several participants agreed that modular, precast and pre-engineered approaches are no longer niche ideas. They are increasingly becoming practical responses to the sector’s challenges around labour shortage, timelines, quality control and predictability.

Anup Mathew, Sr VP & Business Head, Godrej, argued that the industry needs a fully integrated approach—from design and procurement to execution and asset management. Unless these are connected, technology adoption will remain fragmented and sub-optimal. He pointed to pre-engineered and modular systems as examples of how industrial thinking can compress timelines, improve quality and reduce dependence on difficult on-site conditions.

Adoption remains the biggest hurdle

While there was broad agreement on the promise of technology, the discussion repeatedly returned to one fundamental challenge: adoption.

Abhishek Kumar, COO, LivSYT, observed that the market is crowded with solutions, but many buyers still struggle to evaluate which technology suits which use case. According to him, the industry needs clearer frameworks to help users select, compare and adopt solutions, rather than expecting a single platform to solve every problem.

Dr Tenepalli JaiSai, Associate Professor, School of Construction(SoC), NICMAR University, noted that isolated technologies will not solve the productivity problem by themselves. What is required is an integrated Construction 4.0 approach, where digital, physical and cyber-physical systems work together rather than in silos.

That concern around silos was reinforced by Subodh Dixit, former Director, Shapoorji Pallonji, who said the issue is not just that technologies are disconnected, but that stakeholders are as well. Clients, consultants, contractors and partners often operate with different priorities. Unless these silos are broken, technology will struggle to percolate across the full project value chain.

Harleen Oberoi, Project Management, Tata Realty shared a practical perspective from the client side, saying that successful BIM implementation requires investment across the ecosystem, not just within one organisation. Trade partners, vendors and other stakeholders must also be trained and aligned if the technology is to deliver its intended results.

Beyond buzzwords

A notable takeaway from the session was that the industry is moving past the phase of treating technology as a buzzword. Participants repeatedly stressed that the real question is not whether technology should be used, but where it creates measurable value and how that value can be scaled.

The conversation also expanded beyond mainstream themes to include repairs and rehabilitation, construction and demolition waste, sustainability, circular economy, green sourcing, carbon measurement, design interoperability, generative design, robotics, and the role of horticulture and greener built environments.

Setting the agenda for CTS 2026

By the close of the session, the roundtable had surfaced a strong set of themes for the upcoming show: BIM and digital twins, AI and data platforms, industrialised construction, startup innovation, governance-led technology adoption, robotics, sustainable materials, and integrated project delivery.

More importantly, the session established CTS 2026 as more than an exhibition. It is shaping up to be a serious industry platform where users, technology providers, researchers and policymakers can collectively define the future of construction.

As Padode noted in his closing remarks, the conversation will continue through further consultations and possibly webinars in the run-up to the show. If the roundtable is any indication, CTS 2026 will aim not merely to showcase technology, but to push the industry towards meaningful adoption at scale.

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Concrete

Human Factor in Grinding Optimisation

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Ponnusamy Sampathkumar, Consultant – Process Optimisation and Training, discusses the role of skilled operators as the decisive link between advanced additives, digital control and world-class mill performance.

The industry always tries to reduce the number of operators in the Centre Control Room. (CCR) Though the concept was succeeded to certain extent, still we need a skilled person in the CCR.
In an era where artificial intelligence (AI) grinding aids, performance enhancers, and digital optimisation tools are becoming increasingly sophisticated, it’s tempting to believe that chemistry alone can solve the challenges of mill efficiency. Yet plants that consistently outperform their peers share one common trait: highly skilled operators who understand the mill as a living system, not just a machine.
Additives can improve flowability, reduce agglomeration, and enhance separator efficiency, but they cannot replace the nuanced judgement that comes from experience. Grinding is a dynamic process influenced by raw material variability, moisture, liner wear, ball charge distribution, ventilation, and separator loading. No additive can fully compensate for poor control of these fundamentals.

Operators see what additives cannot
When I joined the cement industry in 1981, not much modernisation was available then. Mostly the equipment was run from the local panel. Once I was visiting the cement mills section. The cement mills were water sprayed over the shell to reduce the temperature to avoid the gypsum disintegration.
The operator stopped the feeding for one of the mills. When I asked the reason, he replied that mill was getting jammed, and he added that he could understand the mill condition by its sound. I also learned that and it was useful throughout my career. In another plant I saw the ‘Electronic Ear,’ which checked the sound of the mill and the signal was looped with feed control!
Whatever modernisation we achieve, it is from the human factor that the development starts.
Additives respond to conditions; operators interpret them.
A skilled operator can detect subtle shifts, like a change in mill sound, a slight variation in circulating load, or a drift in separator cut point. It’s long before instrumentation flags a problem. These micro-observations often prevent major efficiency losses.
Additives work best when the process is stable
I would like to share one real time incident. The mill was running on auto mode looped with the mill outlet bucket elevator kilowatt. (KW)There was a decrease in the KW, and the mill feed was increased by the auto control (PID). After a while, the operator stopped both the feed and the mill. He asked the local operator to check the airslide between mill outlet and the elevator. They found the airslide was jammed and no material flow to the elevator!
The operator deduced the abnormality by his experience by seeing the conditions and the rate of increase of the feed by the auto control.
It’s always the human factor that adds value to the optimisation.

Grinding aids are multipliers,
not magicians.
They deliver maximum benefit only when:
• Mill ventilation is correct
• Ball charge is balanced
• Feed moisture is controlled
• Separator speed and loading are improved
• Blaine targets are realistic
Without these fundamentals, even advanced additives may become costly investments. The operator is responsible for ensuring process stability, whether using a ball mill or a vertical mill. After ensuring the system is stable, the operator observes it briefly before transitioning to automatic control. If there is any anomaly in the system the operator at once takes control of the system, stabilises and bring back to auto control.

Skilled operators adapt in real time
It will be interesting to note that the operators who operate from local panel start to operate from DCS also. They have the experience and the ability to adapt the changes. Operator checks each parameter deeply. Any meagre change in the parameters is also visible to him.
Raw materials change. Weather changes. Wear patterns change.
A skilled operator adjusts:
• Feed rate
• Water injection
• Separator speed
• Grinding pressure (in VRMs)
• Mill load distribution.
These adjustments require intuition built from years of experience, something no additive can replicate.

Human insight prevents over reliance on additives
Plants sometimes increase additive dosage to mask deeper issues like:
• Poor clinker quality
• Inadequate drying capacity
• Incorrect ball gradation
• High residue due to worn separator internals.


A knowledgeable operator finds root causes instead of chasing temporary chemical fixes.
The real optimisation sweet spot is reached when:
• Operators understand how additives interact with their specific mill.
• Additive suppliers collaborate with plant teams.
• Process data is interpreted by humans who know the mill’s behaviour.
This constructive collaboration consistently delivers:
• Lower kWh/t
• Higher throughput
• Better product consistency
• Optimum standard deviation.

Advanced additives are powerful tools, but they are not substitutes for human ability. Grinding optimisation is ultimately a human driven discipline, where skilled operators make the difference between average performance and world class efficiency. Additives enhance the process but operators
control it.

About the author:
Ponnusamy Sampathkumar, Consultant – Process Optimisation and Training, is a seasoned cement process consultant with 43+ years of global experience in plant operations, process optimisation, refractory management, safety systems and training multicultural teams across international cement plants.

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