Concrete
Driving Efficiency
Published
3 years agoon
By
admin
Advancements in technology are positively helping innovation in machine management at cement plants, thereby enhancing efficiency, resulting in cost savings. ICR delves into the latest updates in gears, drives and motors, which are key components for smooth functioning of equipment in cement manufacturing.
Gears, drives, and motors are essential components that play vital roles in the operations of a cement plant in India. Gears, with their toothed structure, are employed in various critical applications throughout the plant. One significant application is in the rotation of the cement kiln. The kiln is a large, cylindrical structure where raw materials are heated to high temperatures to produce clinker. Gears enable the smooth and controlled rotation of the kiln, ensuring the efficient and consistent processing of materials. Additionally, gears are utilised in cement mills, which are responsible for grinding the raw materials or clinker into a fine powder. By driving the rotation of the mill, gears facilitate the grinding process, enabling the materials to be finely ground and transformed into cement.
Gears are also integral to the functioning of conveyors and elevators within the plant. These systems are responsible for the movement of raw materials, clinker, and finished cement from one area to another. Gears assist in driving these mechanisms, ensuring the smooth and reliable transportation of materials throughout the plant.
Drives are responsible for providing the necessary power to operate various equipment within the cement plant. Motor drives are commonly used and are essential in controlling the speed and torque of electric motors. They enable precise control over equipment such as kilns, mills, crushers, and conveyors, ensuring optimal performance and efficiency in their operations. In addition to motor drives, hydraulic drives and pneumatic drives are employed in specific applications. Hydraulic drives utilise fluid power to generate motion and force, typically employed in heavy-duty machinery like crushers and clinker cooler systems. Pneumatic drives, on the other hand, utilise compressed air to provide motion and power and can be found
in systems such as air compressors and pneumatic conveyors.

Motors serve as the primary power sources for the various equipment in a cement plant. Electric motors are extensively used, driving fans, blowers, pumps, crushers, mills, and kilns. They convert electrical energy into mechanical energy, enabling the machinery to perform their intended functions efficiently. In larger-scale cement plants, high voltage motors are utilised to handle the higher power requirements. These motors are designed to operate at higher voltages and can effectively drive heavy machinery within the plant. Induction motors are also commonly employed due to their reliability and robustness, offering good performance and energy efficiency in various applications throughout the cement plant.
Collectively, gears, drives, and motors are integral components that ensure the smooth and efficient operation of a cement plant in India. They facilitate critical processes involved in cement production, such as raw material grinding, kiln rotation, and material transportation. By providing reliable power, precise control, and optimal performance, these components contribute significantly to the overall functionality and productivity of the cement plant.
“The manufacturing of cement involves an elaborate process, starting from the mining of necessary mineral resources to the processing of these minerals to obtain the final products with desired physical and chemical properties. In this process, rotary drive systems play a crucial role in powering heavy-duty critical equipment that operates under harsh conditions and heavy loads. These systems are utilised for various applications such as crushing, grinding, melting, mixing and conveying,” says Krishnaraj Sreedharan, Head of Customer Service, Flender Drives.
ACHIEVING EFFICIENCY WITH ACCURACY
Gears, drives, and motors play a crucial role in helping cement plants achieve efficiency in cement production, reduce costs, and save electricity and fuel. These components contribute to the overall optimisation of various processes, leading to improved performance and sustainability in the industry.
One significant aspect of gears, drives, and motors is their ability to provide enhanced process control. With precise control over speed, torque and operation, these components enable cement plants to enhance process parameters. For example, in the case of kilns and mills, the rotation speed can be adjusted to maintain optimal conditions for efficient and consistent cement production. This level of control minimises waste, reduces energy consumption, and enhances overall production efficiency.
Energy optimisation is another area where gears, drives, and motors play a vital role. Modern motor drives offer features such as variable speed control, allowing operators to match motor speeds to the load demand. By adjusting the motor speed according to the process requirements, energy consumption can be significantly reduced. This capability is particularly beneficial for equipment such as fans, blowers, and pumps, which consume a significant amount of energy in cement plants.
These components also contribute to improved equipment reliability. High-quality gears and drives help minimise the risk of unexpected failures and breakdowns. Furthermore, motors with efficient designs and robust construction can operate reliably under challenging conditions, reducing the need for frequent repairs and replacements. This leads to reduced downtime and maintenance costs, enhancing overall cost efficiency.
Gears, drives, and motors also contribute to fuel efficiency in cement plants. By optimising the operation of grinding mills, these components ensure effective pulverisation of raw materials or clinker while minimising energy consumption. Additionally, precise control over kiln rotation allows for better heat transfer, ensuring efficient fuel utilisation during the clinker production process. The result is reduced fuel consumption, leading to cost savings and lower environmental impact.
Another advantage of integrating gears, drives, and motors is the potential for process automation. By leveraging advanced control systems, these components enable real-time monitoring, data analysis, and decision-making based on process variables. Automation facilitates optimised equipment operation, energy management, and production scheduling. By automating repetitive tasks and optimising processes, cement plants can achieve higher efficiency, reduce human errors, and save both electricity and fuel.
Furthermore, gears, drives, and motors provide valuable data on their operating conditions, allowing for predictive maintenance planning. Through condition monitoring and sensor technology, these components can detect potential issues and provide insights on temperature, vibration, and other relevant parameters. This data enables proactive maintenance planning, minimising unplanned downtime and optimising maintenance costs.

MAINTENANCE OF GEARS, DRIVES AND MOTORS
To increase the lifetime and optimise the performance of gears, drives, and motors in cement plants, several maintenance practices can be implemented. Regular inspections should be conducted to visually assess the condition of these components and monitor temperature, vibration, and noise levels. This helps identify any signs of wear, misalignment, or damage early on.
Proper lubrication is crucial for the smooth operation of gears, drives, and motors. Following manufacturer recommendations for the type of lubricant, quantity, and frequency of lubrication is essential. Regularly checking lubrication levels and performing timely lubrication prevents excessive friction, wear and overheating.
Ensuring proper alignment of gears, drives, and motors is vital to avoid excessive loads and uneven wear. Precision alignment tools and techniques should be utilised to align shafts, couplings, and belts accurately. Dynamic balancing of rotating components should also be carried out to minimise vibrations, which can lead to premature failure and reduced lifespan.
Maintaining cleanliness around gears, drives, and motors is crucial to prevent the accumulation of dust, debris, and contaminants. Regular cleaning and removal of any buildup help maintain optimal performance and reduce the risk of overheating or component failure. Implementing dust prevention measures in the plant can minimise the ingress of dust into critical equipment.
Monitoring the temperature of gears, drives, and motors is important to detect abnormal heating patterns. Excessive heat can indicate issues such as inadequate lubrication, misalignment, or overloading. Temperature sensors and monitoring systems should be installed to identify and address temperature anomalies promptly.
Performing regular vibration analysis on gears, drives, and motors can help identify potential faults or imbalances. Vibration monitoring systems detect abnormal vibration patterns, indicating misalignment, worn components, or impending failures. Analysing vibration data enables maintenance personnel to schedule corrective actions and prevent major breakdowns.
Providing adequate training and expertise to maintenance personnel is crucial. They should be trained in inspecting, maintaining, and troubleshooting gears, drives, and motors. Continuous professional development programs and access to technical resources enhance their knowledge and skills, facilitating effective maintenance practices.
Developing a proactive replacement strategy based on the anticipated lifespan of gears, drives, and motors is important. Monitoring their performance and condition regularly enables scheduling replacements before they reach the end of their operational life. This approach prevents unexpected failures and minimises costly downtime.
Maintaining detailed records of maintenance activities, inspections, repairs, and component history is essential. This documentation provides valuable insights into the performance, maintenance requirements, and lifespan of gears, drives, and motors. It helps identify recurring issues, analyse trends, and make informed decisions regarding maintenance and replacement strategies.
By implementing these maintenance practices, cement plants can extend the lifetime of gears, drives, and motors. Regular inspections, proper lubrication, alignment, cleaning, temperature monitoring, vibration analysis, training, proactive replacements and comprehensive record-keeping contribute to their optimal performance, reliability and longevity.
IMPACT OF TECHNOLOGY ON MOTOR WORKINGS
Gears, drives and motors manufacturers are embracing digitalisation and leveraging technology to enhance their products and provide better solutions to customers. One significant area of advancement is in digital design and simulation. Manufacturers are utilising advanced computer-aided design (CAD) software and simulation tools to create highly optimised gears, drives, and motors. These tools allow for precise modeling and analysis, enabling manufacturers to test various configurations, evaluate performance, and identify potential issues before physical prototypes are produced. This digital design process significantly improves efficiency, reduces development time and enhances product quality.
Another key aspect of digitalisation is performance monitoring and analytics. By integrating sensors and monitoring systems into gears, drives, and motors, manufacturers can collect real-time data on operating conditions, performance parameters, and health status. This data is then processed and analysed using data analytics techniques, enabling predictive maintenance, performance optimisation, and early fault detection. Manufacturers can provide smarter products that offer valuable insights to customers, leading to increased reliability, reduced downtime and improved operations.
Connectivity and remote monitoring capabilities are also being incorporated into gears, drives, and motors. By integrating with Industrial Internet of Things (IIoT) platforms, manufacturers enable remote diagnostics, condition monitoring, and performance optimisation. Customers can access real-time data, receive alerts, and remotely manage their equipment, resulting in improved efficiency, reduced maintenance costs, and enhanced productivity. This connectivity enhances the overall functionality and value of the products.
“The cement industry has also been emphasising on digitalisation and ABB has been a front runner in developing ways and means to do things better. We now have the option of getting every drive functioning in an industry connected remotely to our remote monitoring centres, which enable 24×7 watch on the critical performance parameters of the drives and proactively advise the plant engineers for taking preventive actions if any negative trend is shown on any critical parameters,” says Anoop Anand, Motion System Drives Division President, ABB India.
“The challenge has always been that it was not economically viable to extend monitoring to a much greater scope of equipment across a plant. That has now changed with the introduction of a new generation of wireless smart sensors for motors. The availability of cloud computing, data analytics, and mobile data transmission, has paved the way for the arrival of low-cost, IoT-based wireless sensors. With no hard wiring requirements, they allow for permanent monitoring at a fraction of the cost of traditional condition monitoring systems,” he adds.
Digitalisation is also being used to improve energy efficiency and sustainability. Manufacturers develop intelligent control algorithms and energy management systems that enhance the operation of gears, drives, and motors, thereby reducing energy consumption and environmental impact. Digital technologies enable the integration of renewable energy sources and energy recovery systems, further enhancing the sustainability of these products and supporting the industry’s efforts towards a greener future.
“We believe in offering efficient and futuristic technology to customers. Globally, we have stopped offering IE1 and IE2 class motors and offer more energy efficient IE3 and IE4 motors and soon IE5 efficiency motors will be available in a complete product range. As the world is adapting to Industry 4.0, hence, we have made our products suitable for new edge technology and we can get all kinds of data like temperature, speed, vibration, bearing life etc., from our product, process through our drives and store on the cloud for periodic analysis sitting at remote locations. This will be useful for the maintenance team to keep their machinery operative and avert breakdowns with proper and accurate feedback in advance,” says Amit Deokule, Director- Sales & Marketing, Nord.
Manufacturers are also developing collaborative platforms and digital services to enhance customer engagement and support. These platforms provide access to technical documentation, manuals, and online support, facilitating efficient communication between manufacturers and customers. Digital services such as remote technical assistance, spare parts ordering and performance optimisation consulting further enhance customer support and provide value-added services.
By embracing digitalisation and leveraging technology, gears, drives, and motors manufacturers are advancing product design, performance monitoring, connectivity, energy efficiency and customer support. These innovations result in more intelligent, reliable, and sustainable products that meet the evolving needs of customers in various industries. The integration of digitalisation and technology is transforming the industry and paving the way for more efficient and innovative solutions in the future.
CONCLUSION
Gears, drives, and motors play crucial roles in cement plants in India. They facilitate the movement and control of heavy machinery, such as crushers, kilns and mills, enabling efficient cement production. By using advanced technology and digitalisation, manufacturers are enhancing the design, performance and sustainability of these components.
Digital design and simulation improve their functionality, while performance monitoring and analytics enable predictive maintenance and fault detection. Connectivity and remote monitoring capabilities allow for real-time data access and control, leading to improved efficiency and reduced downtime.
Energy efficiency and sustainability are prioritised through intelligent control algorithms and the integration of renewable energy sources. Augmented reality and virtual reality support product design, training, and maintenance. Collaborative platforms and digital services enhance customer support and engagement. Overall, the integration of digitalisation and technology in gears, drives and motors drives innovation, improves efficiency and delivers smarter and more sustainable solutions for the cement industry.
Concrete
Merlin Prime Spaces Acquires 13,185 Sq M Land Parcel In Pune
Rs 273 crore purchase broadens the developer’s Pune presence
Published
18 hours agoon
March 6, 2026By
admin
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.
Concrete
Adani Cement and Naredco Partner to Promote Sustainable Construction
Collaboration to focus on skills, technology and greener practices
Published
18 hours agoon
March 6, 2026By
admin
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.
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.
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