Concrete
Brand differentiation happens at every touch point
Published
3 years agoon
By
admin
R Parthasarathy, Chief Marketing Officer, India Cements, talks about the importance of a comprehensive marketing and branding strategy to create awareness about cement and its USPs.
How important do you think branding is for a cement manufacturer in today’s competitive market?
Branding for any product category is important and more demand is getting generated day by day. Earlier, if you see the way, the behaviour of how a person buys a house would determine the demand. Around 30, 40 or 50 years back, one would just go and buy one product, without giving any importance to the kind of a steel, cement, etc. People would buy whatever was available closer to their homes and was the most cost effective.
Over a period of time, people started getting aware because their liquidity started increasing, they started earning more and got more exposure by travelling abroad and even within the country. This led them to come across and experience different kinds of products and thus, the need and curiosity to use them also got generated.
This is when the marketers chanced upon the opportunity of making their products into brands and creating a distinct branding, which would make their product stand apart from the others. The idea is to get their product or brand as a preference amongst the consumers and bring it to their top of the mind recall.
As far as cement is concerned, the product is in the commodity segment unlike tiles or sanitary ware, where people see a brand and say that they need a Kohler or an American Standard product. That kind of a preference is still not happening in cement. However, the requirement of branding and product differentiation has started picking up. Consumers are looking for a product connected to a brand. Their thought being that the house they construct should be strong and that strength is provided by a certain brand.
What specific strategies or initiatives do you undertake to differentiate your cement brand from competitors in terms of branding?
Brand differentiation happens at every touch point.
Firstly, it’s about the communication done by the brand to their customers. Secondly, it is about the communication and if the brand is holding up to their communication. Next is the grooming of the representatives of the brand, their dressing, the shop experience, the exchange of information and the overall consumer experience at every touch point. It could be a builder, a mason or a sub dealer, they all collectively make up the brand.
We do not say this while we sit in a room at the headquarters. We make an effort to make our product excellent by differentiating our brand from competitors at every level. From the team grooming, to signboards to the colours used for communicating information about the brand i.e., a combination of blue and yellow, we do not allow anyone to dilute wherever, whoever it may be across India. The idea is that the moment consumers see this combination, they realise it is India Cements. This also translates to the style of writing, the font and every branding aspect that helps us differentiate our brand from the competition. This being from the visual and experiential point of view.
We also differentiate ourselves from the competition from the product stand point in terms of quality and features offered. We try to provide features of the product that are a notch higher. To maintain the same, we regularly get samples from the market and see where we stand and where our competition stands. Our aim is to get customers to choose our brand.
How do you ensure consistency in branding across different product lines and markets?
We have a central marketing team and state marketing teams. But all approvals happen from the central team at the headquarters. We have a marketing and branding book that must be followed by all stakeholders across regions. For example, it would not be the case that Tamil Nadu has a different branding than Karnataka.
From the font, colour, statements we make and even the locations where branding is done, we are very particular about the same. The banners at particular spots are also decided and thought of by the central marketing team. We ensure that the brand image and positioning is not diluted and there is control from the headquarters. We have a designated person overseeing the marketing operations pan India.
Have you conducted any market research or surveys to gauge the effectiveness of your cement brand? If so, what were the key findings and how did you respond to them?
We do market research from time to time, but not frequently. One time in our research we found out that we had been promoting our sub brand to a greater extent than the parent brand.
We have three sub brands at India Cements – Coramandel King Cement, Sankar Superpower (SSP) and Raasi Gold. We have been spending a lot of time, energy and money on these sub brands. This made us realise that there was disconnect in the consumer’s mind about these brands from the parent brand – India Cements.
For example, on the ground, if the consumers asked for Coramandel King, our sellers would ask them if they would like to buy India Cements, and their response would be ‘Yes’. This made us understand they were not aware of us being the parent organisation and that the communication was also directed more towards the sub brands than the main brand. To make amendments, we started bringing the mention of India Cements in all our collaterals and in all our marketing tools as well be it magazine ads, wall paintings or shop paintings. Thus, marketing research gave us this insight and we have taken correcting actions for the same.
What role does sustainability play in your cement branding? How do you communicate your sustainability efforts to customers?
In terms of sustainability for marketing, we try to push PPC as it has 40 per cent to 45 per cent fly ash, which is basically a waste product of thermal power plants or steel plants used in the making of cement. Thus, we emphasise more a push towards PPC than OPC.
We are also working with a team of PhD students and researchers at IIT Chennai in developing a very low carbon footprint cement. The work right now is at a nascent stage. We know that there is a high need to reduce the carbon footprint on the plant and we are developing this cement with a low carbon footprint with this goal in mind. A few years down the line, we will take up the project and manufacture that cement.
How do you leverage digital platforms and social media to enhance the visibility and reach of your cement brand?
I must admit that we must do a lot more on the digital front. We haven’t done much, but digital platforms are picking up and India Cements should also be present there. We have recently started a few things on YouTube, Instagram, etc., on our handle. We depend quite a lot on Chennai Super Kings (CSK) social media handles as we are their sponsors. Their followers are quite high and we leverage their platform to bring forward our brand. But yes, we do realise that we need a more concrete effort to consistently build our digital platforms.
What is the marketing budget that you usually keep aside per year?
We normally keep about Rs 50 crores as our marketing budget for a financial year. While this may not be a great number for a brand, that is where we stand right now. As our sales will pick up and stabilise, we plan on expanding our markets, and subsequently increasing our marketing budgets as well.
Can you share any examples of successful marketing campaigns that have significantly boosted your cement brand’s recognition and sales?
We have done a couple of marketing initiatives that have really helped us. We launched a cricket tournament India Cements Pro League (ICPL) inspired by the IPL and Tamil Nadu Premier League.
With ICPL, we targeted approximately 8000 to 9000 practicing civil engineers. Our goal was to connect with them and make them recommend our brand for construction activities. Usually, in smaller towns, it is the end consumer who makes the engineer make the final decision since they believe that the engineers have an in-depth knowledge of construction and all its related activities. So, we started this tournament spread across 45 days with civil engineers from various cities and districts playing in teams against each other and it turned out to be a super success. The result of this tournament was that approximately 1200 civil engineers started recommending our brand. We plan to continue doing so, and to organise more such tournaments. Based on available cash flow and budgets, we plan to extend this tournament to other states as well.
Our other initiative is with the Chennai Super Kings. IPL is like a 45-day festival in India and in that duration, we ran a consumer promo which said, buy 25 bags of cement and get a lucky draw coupon to get a chance to watch CSK matches at the Chepauk Stadium, Chennai. CSK played 7 matches in Chennai out of the 14 matches during the IPL. During every match we did a lucky draw and gave out about 120 tickets to our end consumers. So, this was another campaign that helped promote our brand and increase sales as well.
How do you handle any negative brand perception or reputation challenges that may arise?
We have 10 factories across India. Eight integrated plants and two grinding plants. One of the mantras we keep promoting is back-to-back consistency. We say one can pick a bag of cement of our brand from Rajasthan or Tamil Nadu, they will find the quality to be consistent and similar to one another. That is something we propagate in our communication as well. However, complaints do arise due to the negligence of or human errors of distributors or masons. We have a call centre where if someone has an issue with the quality of the products from our brands, they can register their complaint. Our technical team, spread across the country, resolves or addresses the problem within 24 hours.
How do you measure the success of your cement brand’s marketing efforts?
It is very difficult to measure every marketing activity. Many things done in a marketing campaign are based on perception and may not be quantified. For example, if we advertise on television, we still cannot guarantee how many people will accept India Cements. It is not quantifiable.
Whenever we do an event, we set certain parameters. For example, we get data on how many sub dealers already have our product. Post the event we analyse how many more sub dealers have our product and basis that we measure the success of the event. It also helps us understand if our scheme is working or not. If it is not working, we fine tune our scheme and relaunch it in the market at a later date.
-Kanika Mathur
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Concrete
Cement Makers’ Margins To Fall Rs 50-75 Per Tonne Amid West Asia Conflict
Crisil Sees Margins Easing Despite Steady Demand
Published
3 weeks agoon
July 29, 2026By
admin
Crisil said operating margins of Indian cement manufacturers are expected to decline by Rs 50-75 per tonne (t) this fiscal to Rs 925-950 per t due to higher input costs triggered by the West Asia conflict. The analysis covered 18 cement companies accounting for nearly 90 per cent of India’s domestic cement capacity and noted margins had improved sharply to around Rs 1,000 per t in fiscal 2026.
Crisil noted that the reduction would be driven mainly by higher power and fuel costs, which account for about 30 per cent of total costs, as petcoke and imported coal prices have surged amid geopolitical uncertainties. Freight costs, which account for about a quarter of total costs, are also expected to remain elevated because of higher diesel prices. The impact on profitability is likely to be more pronounced in the first half of the fiscal year before easing commodity prices moderate cost pressures later.
The rating agency said steady domestic demand and strong balance sheets should keep credit profiles stable despite the moderation in margins. Green energy currently accounts for 35-40 per cent of the sector’s total electricity consumption and is expected to partly cushion higher energy costs. Operating cash flows are likely to remain resilient, supported by projected 6-7 per cent growth in cement demand this fiscal.
Crisil highlighted that demand growth will be driven primarily by infrastructure spending, which meets about one-third of sector consumption, and by a nearly 18 per cent higher budgetary allocation for core ministries that should support project execution. Weaker rural housing demand amid pressure on agricultural incomes from a possible below-average monsoon may be offset by improved urban housing demand supported by favourable home-loan rates and a strong pipeline of Pradhan Mantri Awas Yojana-Urban projects. Ongoing capacity additions will keep capital expenditure elevated and may lift net debt to EBITDA to between 1.2 and 1.4 times from around 1.0 time last fiscal, though ratios are expected to remain healthy.
Concrete
UltraTech Board Approves Rs 50 bn Fundraise Via NCDs
Company to issue half a million debentures for expansion plan
Published
3 weeks agoon
July 28, 2026By
admin
UltraTech Cement’s board of directors has approved raising Rs 5,000 crore (Rs 50 bn) through non?convertible debentures issued in rupees.
The finance committee cleared a proposal to issue up to 500,000 fully paid, unsecured, listed, rated, redeemable, rupee?denominated, non?convertible, non?cumulative debentures of Rs 1 lakh each (Rs 0.1 mn each), aggregating to the Rs 5,000 crore programme.
As of June 2026 the firm reported net debt of Rs 15,875 crore (Rs 158.75 bn) and said its capacity expansion projects under execution are backed by capital expenditure of about Rs 17,000 crore (Rs 170 bn) over the next two to two?and?a?half years.
UltraTech spent Rs 9,500 crore (Rs 95 bn) on capital expenditure in financial year 2026 and in April the group crossed 200.1 mn tonnes per annum of domestic grey cement capacity and 205.5 mn tonnes per annum of global capacity.
The chief financial officer indicated the company would take consolidated capacity beyond 242 mn tonnes per annum, with grey cement capacity reaching 212.7 mn tonnes per annum by the end of financial year 2027. He noted the net debt?to?earnings before interest, taxes, depreciation and amortisation ratio stood at 0.87 times as of June 2026 and the company was confident of ending financial year 2027 with the ratio below one time.
In the first quarter of financial year 2026?27 UltraTech’s net profit attributable to owners rose 16.8 per cent year?on?year to Rs 2,599.3 crore (Rs 25.993 bn) and revenue from operations increased 15.9 per cent to Rs 24,648.20 crore (Rs 246.482 bn). The board approval is expected to complement internal cash flows as the company advances its expansion programme.
From LC3 and AI-driven kilns to RDF gasification, ICR explores the full breadth of technological innovation reshaping India’s cement industry. Low-carbon materials, digital manufacturing, alternative fuels and breakthrough concrete science are collectively advancing the sector’s transition from high-emission commodity producer toward a net-zero, infrastructure-ready future.
Innovation has become the defining force shaping the future of the cement industry. As the world’s second-largest cement producer, India is witnessing rising demand driven by infrastructure development, urbanisation, affordable housing, and industrial growth. At the same time, the International Energy Agency (IEA) estimates that cement production accounts for nearly 7 per cent to 8 per cent of global CO2 emissions, with clinker manufacturing contributing the largest share, making innovation an operational necessity. The industry is therefore investing heavily in low-carbon cement technologies, artificial intelligence (AI), digital manufacturing, alternative fuels, renewable energy and carbon capture, utilisation and storage (CCUS). Innovations such as limestone calcined
clay cement (LC3), supplementary cementitious materials (SCMs), AI-driven process optimisation and automated quality control are enabling manufacturers to produce more sustainable, efficient, and high-performance cement.
According to the Global Cement and Concrete Association (GCCA), achieving net-zero emissions will require a combination of material innovation, digital transformation, circular economy practices and collaborative research, making innovation central to the industry’s long-term competitiveness and India’s sustainable infrastructure growth.
Next-generation cement
The future of cement lies in reducing its dependence on clinker-the most carbon-intensive component of cement-through the adoption of low-carbon materials and advanced blended cement technologies. Products such as Portland Pozzolana Cement (PPC), Portland Slag Cement (PSC), Portland Composite Cement (PCC), and LC3 are driving this shift by replacing clinker with SCMs like fly ash, GGBS, calcined clay and limestone.
According to GCCA, SCMs can replace 30 to 50 per cent of clinker, with some applications exceeding 70 per cent, significantly reducing carbon emissions without compromising strength or durability. These blended cements also improve concrete performance by enhancing durability, reducing permeability, and increasing resistance to chloride and sulphate attacks. As the availability of traditional SCMs declines with the decarbonisation of the power and steel sectors, the industry is increasingly exploring alternative materials and next-generation cement formulations to support long-term sustainability.
Shrivats Singhania, Deputy Managing Director, JK Lakshmi Cement, says, “Innovation is enabling the cement industry to address one of its most important challenges – producing more with fewer resources and lower emissions. Across the value chain, manufacturers are deploying technologies that simultaneously improve operational efficiency and advance sustainability goals. For example, greater adoption of alternative fuels, waste heat recovery systems, renewable energy, and digital process controls is helping reduce energy consumption and optimise resource utilisation. Data-driven manufacturing allows plants to monitor operations in real time, improve equipment reliability, minimise downtime, and reduce wastage, resulting in both environmental and economic benefits.”
“Meaningful progress is also being achieved through material innovation. The growing use of blended cements and next-generation products such as LC3 reduces dependence on clinker, the most carbon-intensive component of cement production, thereby lowering embodied carbon without compromising performance,” he adds.
Among emerging technologies, LC3 has gained global recognition as one of the most promising low-carbon cement innovations. In a standard formulation, LC3 comprises approximately 50 per cent clinker, 30 per cent calcined clay, 15 per cent limestone, and 5 per cent gypsum. LC3 can reduce CO2 emissions by up to 40 per cent compared with Ordinary Portland Cement (OPC) while delivering comparable strength and enhanced durability. Its reliance on abundant, locally available raw materials, rather than industrial by-products, makes it highly scalable and well suited to countries like India.
According to the LC3 Project, nearly 75 per cent of cement plants worldwide could adopt LC3 using existing manufacturing infrastructure, potentially reducing global CO2 emissions by over 400 million tonnes annually, if adopted at scale globally. India’s introduction of BIS standard IS 18189:2023 for LC3, coupled with its adoption in projects such as the Noida International Airport, marks a step toward commercial implementation. As demand for sustainable construction grows, LC3 is poised to become a cornerstone of low-carbon infrastructure development.
Making of a smart cement plant
The modern cement plant is rapidly evolving into a digitally connected, AI-enabled manufacturing ecosystem where data drives every aspect of production – from raw material proportioning and kiln operations to quality control, maintenance and energy management.
According to IEA, digital technologies can improve energy efficiency in heavy industries by 10 per cent to 20 per cent. Advanced process control systems in cement plants have demonstrated the potential to reduce thermal energy consumption by 3 to 5 per cent, lower electricity consumption by 2 to 10 per cent, and improve kiln throughput and clinker quality. AI-powered predictive maintenance further helps reduce unplanned equipment downtime by 30 to 50 per cent and extend equipment life by continuously analysing sensor data to detect failures before
they occur.
Jignesh Kundaria, Director and CEO, Fornnax Technology, says, “AFR is no longer viewed solely as a sustainability initiative. It has become a strategic business priority for cement manufacturers. Rising fuel costs, stricter environmental regulations, and growing pressure to reduce dependence on conventional fuels are accelerating AFR adoption across the industry. However, the success of an AFR project depends heavily on how effectively waste is processed before it reaches the kiln. Poor preprocessing can negatively impact kiln performance, fuel efficiency, and emission control systems. Inconsistent fuel
quality often forces operators to make frequent adjustments, reducing throughput and increasing energy consumption.”
Dr Kapil Kukreja, General Manager, NCCBM, says, “Variations in composition, particle size, and calorific value can lead to inconsistent combustion behaviour resulting in fluctuating heat release patterns. These fluctuations can affect process stability, temperature control and clinker quality. Additionally, incomplete combustion of RDF particles can result in increased emissions, higher unburnt carbon content, and operational difficulties within the calciner system. Higher ash and inert content of RDF can dilute the clinker quality and reduce calciner efficiency.”
Meanwhile, digital twins are allowing manufacturers to simulate entire production processes, optimise kiln performance, evaluate process changes virtually, and reduce operational risks before implementation. Automated Laboratory Information Management Systems (LIMS), coupled with online and offline XRF and XRD analysers, are delivering real-time monitoring of clinker chemistry and mineralogy, ensuring tighter quality control, lower clinker variability and more consistent cement performance.
Dr Prateek Sharma, Group Project Manager, NCCBM, explains, “Chlorides and alkalis present in RDF can lead to excess buildup and blockages in the kiln and calciner increasing the downtime of cement plants. Hence, issues with direct utilisation of RDF establishes the need for fuel conditioning and alternative utilisation approaches that can maximise the energy potential of RDF while minimising adverse impacts on plant operation. RDF gasification emerges as an efficient tool for converting solid RDF into syngas which can be used as a fuel with improved characteristics.”
Digitalisation and intelligent manufacturing will be among the most critical enablers of achieving the cement industry’s net-zero ambitions by improving operational efficiency while simultaneously reducing energy consumption and greenhouse gas emissions, confirms a GCCA report.
From research to reality
While the cement industry has made remarkable progress in developing breakthrough technologies, the transition from laboratory research to large-scale commercial deployment remains one of its greatest challenges. The successful adoption of innovations such as LC3), CCUS, advanced alternative fuels, green hydrogen and novel SCMs depend not only on technical feasibility but also on economic viability, regulatory support, raw material availability, and market acceptance.
Veerendra Jamdade, CEO and Founder, Vritti Solutions, states, “The cement industry has a market that is constantly in flux, due to factors such as infrastructure investment, seasonality of demand, fuel costs, building activity by region and general economic cycles; therefore, having accurate forecasts is very important in this type of market. Traditional ERP systems are primarily data repositories with limited analytic functionality; thus, they capture transactional and operational information but generally lack advanced analytical capabilities for converting captured data into actionable information. This
affects everything from demand forecasting and inventory planning through procurement and production scheduling.”
According to IEA, technologies that are still at the demonstration or early commercial stage-including CCUS and next-generation low-carbon binders-are expected to contribute nearly 40 per cent of the emissions reductions required for the global cement sector to achieve net-zero emissions by 2050, underscoring the importance of accelerating their scale-up. This requires robust R&D ecosystems, stronger collaboration between cement manufacturers, research institutions, technology providers,
equipment suppliers, and policymakers, as well as supportive standards and financial incentives to reduce investment risks.
Ashutosh Pandita, Director – Head, Cement Business, TKIL Industries, elaborates, “The cement industry’s most transformative innovation today is the increased use of alternative fuels and raw materials (AFR), supported by advanced feeding systems and process technologies that are driving both operational efficiency and decarbonisation. Looking ahead, oxyfuel combustion and carbon capture technologies remain underappreciated but hold immense potential for enabling deep reductions in carbon emissions and accelerating the industry’s journey towards net-zero production. By 2030, cement manufacturing is expected to become significantly more sustainable, energy-efficient, and technology-driven, with widespread adoption of AFR, low-clinker cement technologies, greater digitalisation and automation, and the early commercial deployment of carbon capture solutions, all supported by stronger industry collaboration and a shared commitment to achieving long-term sustainability goals.”
In India, organisations such as the National Council for Cement and Building Materials (NCCBM), leading academic institutions, and major cement companies are working together to develop and validate emerging technologies, while the introduction of standards such as IS 18189:2023 for Limestone Calcined Clay Cement (LC3) marks a significant step towards commercial adoption. However, challenges such as high capital investment, long validation cycles, limited infrastructure for technologies like CCUS, fluctuating availability of alternative raw materials, and customer acceptance continue to slow implementation. Bridging the gap between research and commercial reality will therefore require sustained investment in innovation, knowledge-sharing, pilot projects, policy support, and industry-wide collaboration to ensure that promising technologies evolve into scalable, economically viable solutions capable of transforming the future of cement manufacturing.
Creating a green future
Clinker production will increasingly rely on low-carbon technologies such as LC3, high-volume SCMs, AFR, renewable energy, waste heat recovery, and eventually CCUS, enabling manufacturers to significantly reduce their environmental footprint.
Achieving net-zero concrete by 2050 will require a combination of clinker substitution (around 37 per cent of cumulative CO2 reductions), carbon capture technologies (approximately 36 per cent), and improvements in thermal efficiency, renewable energy, and circular economy practices.
Industry Expert SA Khadilkar comments, “Customer requirements are a key driver of innovation in the cement industry, influencing product development, process improvements, sustainability initiatives, and digital solutions. Innovation is most effective when it addresses real market needs, particularly in areas such as performance, durability, and application-specific requirements. Around a decade ago, ACC and Ambuja Cements (now Adani Cement) recognised this shift and introduced performance-oriented blended cement brands with enhanced durability, reduced water penetration, and OPC-like properties. Their success encouraged other major cement manufacturers to develop specialised cement brands with unique performance characteristics, demonstrating how product innovation has evolved to meet changing customer expectations.”
“Ultimately, customer expectations have transformed innovation from a technology-driven exercise into a market-driven strategy, ensuring that new developments create measurable value across the construction value chain,” he adds.
India is expected to add nearly 500 million square metres of urban built-up area by 2030, driving sustained demand for greener, more durable, and higher-performing construction materials, according to NITI Aayog. Meeting this demand will require cement manufacturers to evolve from commodity producers into integrated providers of sustainable building solutions, supported by data-driven manufacturing, collaborative R&D, customer-centric product innovation, and circular resource management. The cement plant of tomorrow will therefore be defined not only by its production capacity but also by its ability to manufacture smarter, cleaner, and more sustainable construction materials that support India’s ambitious infrastructure and climate goals.
Conclusion
The path ahead is clear in its direction, if not yet in its pace. India’s position as the world’s second-largest cement producer, combined with its infrastructure ambitions and its 2070 net-zero commitment, makes this transition both urgent
and consequential.
What this article has made evident is that no single technology will carry the industry to net zero. LC3 addresses clinker dependency. Digital manufacturing addresses efficiency and waste. Alternative fuels address fossil fuel dependence. CCUS addresses the residual process emissions that no other lever can reach. Each is necessary. None is sufficient alone. The industry’s task is to advance all of them simultaneously, at a pace that matches the scale of the challenge.
The plants that will build tomorrow’s highways, airports and homes will need to do so with a fraction of today’s carbon footprint.
Innovations in cement and concrete
- Carbon mineralisation in concrete: A 2026 peer-reviewed study in the Journal of the American Ceramic Society by MIT’s Masic Lab and CarbonCure Technologies used in-situ Raman microspectroscopy to show that CO2 injected during cement mixing triggers a three-stage hydration sequence, producing a more uniform microstructure with approximately 13 per cent higher early strength while permanently sequestering carbon within the concrete matrix.
Source: www.carboncure.com
- Zero-clinker geopolymer blocks: Theseus Development manufactures geopolymer blocks using upcycled aluminosilicate waste from quarries and mines through an inorganic polymerisation process, achieving up to 80 per cent lower embodied carbon compared to conventional cement blocks. An interlocking block design reduces mortar requirements, lowering construction costs while eliminating clinker entirely from the production process.
Source: www.rmi.org
- 3D-printed basalt fibre grids: Austrian startup Fiber Elements, founded in 2023, uses robotically wound continuous basalt fibres arranged into three-dimensional reinforcement grids that replace steel in concrete structures. The resulting composites are three times stronger than steel, weigh two-thirds less, resist corrosion entirely and reduce CO2 emissions by up to 70 per cent compared to conventional steel-reinforced concrete.
Source: www.eitmanufacturing.eu
- Self-healing concrete: Dutch company Basilisk leads commercial deployment of bacteria-based self-healing concrete, with licensed production now active in Japan and a highway viaduct pilot planned for 2026. Dormant Bacillus bacteria embedded in the mix activate upon crack formation, metabolising nutrients to precipitate calcium carbonate that autonomously seals fractures. The global self-healing concrete market is projected to grow significantly through 2031, driven by green building mandates and infrastructure agencies targeting lower maintenance costs and extended structural life.
Sources: www.thelegaljournalontechnology.com and www.mordorintelligence.com
The Road Ahead Begins Here
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