Concrete
Reskilling Cement for Net Zero
Published
2 months agoon
By
admin
Dr SB Hegde highlights the changes that are imminent in the new Cement 5.0 era, which combines advanced technologies with human intelligence and sustainability, in part one of this two-part series.
The cement industry plays a key role in building global infrastructure and is now entering a new phase called Industry 5.0. This phase blends advanced technology with human creativity and puts strong focus on sustainability.
Today, cement production is responsible for about 7 per cent to 8 per cent of the world’s carbon dioxide emissions—roughly 2.7 billion tonnes each year. As the demand for cement is expected to rise to 5.5 billion tonnes by 2030—especially in fast-growing regions like Africa and Asia—companies must find ways to meet this need while cutting down their emissions to reach net-zero by 2040. This goal matches global efforts to limit temperature rise to 1.5°C, as outlined in the Paris Agreement.
This new era, called Cement 5.0, needs a workforce that understands new technologies like artificial intelligence (AI), the Internet of Things (IoT) and robotics, as well as eco-friendly solutions such as carbon capture and the use of alternative raw materials. Industry 5.0 builds on the progress of Industry 4.0 but adds a more human touch—focusing on collaboration between people and machines to make production smarter, greener and more customised.
According to a 2023 report by the World Economic Forum, half of all workers will need new skills by 2025, and 40 per cent of current job tasks will change due to technology. In the cement industry, this means workers must learn to use data for better decision-making, handle automated equipment and support environmental goals.
Companies also need flexible teams that can adapt to change, advanced control rooms to oversee operations and strong leadership to guide these changes. It’s also important to focus on diversity, cybersecurity, virtual reality training, partnerships with other industries, global knowledge sharing and employee well-being.
This article shares a simple, step-by-step plan for cement industry leaders to train their teams, build flexibility and develop future-ready leaders. By doing this, the industry can stay competitive and meet its climate goals in a smart, sustainable way.
The Cement 5.0 paradigm
Industry 5.0 is a new phase for the cement industry where human creativity and advanced technology work together to make cement production more sustainable. While Industry 4.0 mainly focused on automation and smart systems, Industry 5.0 highlights teamwork between people and technologies like AI, IoT and robotics to build cleaner, more efficient cement plants.
To meet global climate goals, the cement industry must cut its carbon emissions by 25 per cent by 2030, as per the International Energy Agency’s 2023 guidance. This is especially important because making clinker—the main part of cement—causes about 88 per cent of the industry’s emissions due to its energy-heavy process and chemical reactions in kilns.
However, many cement plants still use old systems and depend on traditional job roles like manual machine operators. A 2024 Deloitte report found that 70 per cent of companies in industries like cement don’t have workers with the skills needed for digital upgrades which I highlighted earlier.
To thrive in the Cement 5.0 era, companies need workers who can use data to make operations more efficient, manage modern machines, and use green technologies like carbon capture. For instance, the Global Cement and Concrete Association reported in 2024 that cement companies using digital tools improved their energy use by 12 per cent on average.
Training workers to use these tools is now a top priority, especially as global cement demand is expected to grow by 10 per cent by 2030—mostly in developing countries. Companies should check what skills their workers currently have and identify gaps in areas like data handling or sustainability. Tools like Gloat’s AI platform have helped companies understand and plan for the skills of over 20,000 employees.
Working with groups like the European Federation of Building and Wood Workers can also help create training programmes that match the needs of Industry 5.0. Encouraging workers to keep learning through online courses and digital certificates can boost training participation by 30 per cent, according to a 2023 LinkedIn study.
One strong example is Holcim’s ‘Plants of Tomorrow’ programme, which started in 2020. It trained 20,000 workers at 270 plants in areas like IoT and eco-friendly practices. By 2024, this helped reduce energy use by 10 per cent at pilot locations.
Such efforts show that with the right training and mindset, the cement industry can prepare its workforce for the technical and environmental challenges of Cement 5.0.
Upskilling for data science
Data science is changing how cement is made by helping companies predict equipment problems, save energy and keep product quality high. According to a 2024 McKinsey report, using AI and data analysis can reduce kiln breakdowns by 15 per cent to 20 per cent, cut energy use by 10 per cent to 12 per cent and improve cement quality by 25 per cent.
But 85 per cent of companies don’t have enough workers who know how to analyse data, which makes it harder for them to use these new tools. More cement plants are now using digital twins—virtual copies of equipment that collect real-time data through sensors—to make their operations more efficient.
To work with these systems, employees need to learn tools like Python (a coding language). For example, predictive maintenance systems can look at sensor data to guess when a machine might break down. These systems are up to 90 per cent accurate and can save up to 15 per cent on repair costs.
Plant workers can use this information to adjust machines like kilns, and managers can use it to make better decisions. One good example is Heidelberg Materials’ ‘Cement 4.0’ programme in Germany. By 2024, it had trained 1,500 employees in data science, which led to a 12 per cent improvement in plant efficiency and a 7 per cent drop in energy costs at the Lengfurt plant.
To achieve similar results, companies should offer targeted training, like six-month bootcamps that teach Python to operators and advanced data skills to engineers. Online learning platforms like Coursera and IBM’s SkillsBuild offer low-cost courses that can help companies train about 15 per cent of their workforce each year.
Companies can also start in-house ‘data academies’ where experienced data experts teach others using real data from the plant. This helps workers learn practical skills they can use right away.
By investing in data science training, cement companies can save money, work more efficiently and stay ahead in a digital world.
Reskilling for process automation
Automation is helping cement plants become smart factories, where machines do routine work and people manage and control the systems. A 2023 OECD report says that by 2030, 14 per cent of industrial jobs could disappear due to automation, and 32 per cent of jobs will change. This means workers will need to move from manual jobs, like running kilns, to new roles such as programming and supervising automated machines.
For example, automated kilns can lower fuel use by 8 per cent to 10 per cent and reduce emissions by 5 per cent to 7 per cent, according to a 2024 study by the European Cement Research Academy. To work in this environment, employees need to learn how to use systems like programmable logic controllers (PLCs), which control machines and SCADA systems, which help monitor the plant. They also need to understand robotics so they can manage equipment like robotic arms used to move materials.
Cemex’s plants in Mexico show how this works. In 2023 and 2024, they trained 1,000 workers to operate AI-powered kilns. This led to an 8 per cent cut in fuel use and a 6 per cent drop in emissions at five of their plants.
To make this kind of change, companies should work with tech partners like Siemens or Rockwell Automation to offer hands-on training in automation. They can also use virtual reality (VR) to let workers practice on digital versions of equipment. A 2024 PwC study found this method can reduce training time by 40 per cent.
Another useful method is job rotation—letting employees work in different departments like production and maintenance—so they understand how automation affects the whole plant. This makes workers more flexible and better prepared for the smart factories of the future.
By teaching workers new automation skills, cement companies can boost productivity and meet their sustainability goals. That makes automation a key part of the shift to Cement 5.0.
Embedding sustainability
Sustainability is a key part of Cement 5.0, as the cement industry works toward reaching net-zero emissions by 2040. According to the Global Cement and Concrete Association, carbon capture, use, and storage (CCUS) systems will help reduce 36 per cent of emissions by 2050. To make this happen, workers need to know how to run and take care of these systems.
New materials like Limestone Calcined Clay Cement can reduce emissions by 20 per cent to 40 per cent compared to regular cement, but using them requires knowledge of material science and environmental rules. Training programmes should also cover carbon accounting (measuring emissions during production) and circular economy practices, such as recycling old construction waste into new cement.
For example, carbon dioxide mineralisation—where captured CO2 is turned into solid building materials—can create low-carbon products. But this needs special training to apply correctly.
Lafarge Canada’s Bath plant is a great example. By 2025, they trained 250 workers in carbon capture and circular economy skills. This supported a pilot project that captures 1 million tonnes of CO2 each year, reducing emissions by 15 per cent.
To build these skills, companies can partner with top universities like MIT or ETH Zurich, which offer courses and certifications in sustainable engineering. Workers can also learn through AI simulations, which help them practice running carbon capture systems in real-life-like situations.
Sustainability training should be offered to everyone in the company, from workers on the shop floor to senior managers. A 2024 study from ScienceDirect found that giving employees this kind of training increased their engagement by 25 per cent, which also helps companies keep skilled staff.
By including sustainability in all training and job roles, cement companies can hit their green targets and build a strong reputation as leaders in clean, eco-friendly innovation.
Building agile teams
Agile teams are very important for Cement 5.0 because they help companies quickly adjust to new technologies and market changes. Industry 5.0 focuses on working together with machines, so workers need to be good at teamwork, solving problems and
being flexible.
But as of 2024, only 26 per cent of companies use platforms that match people’s skills to projects, which shows they aren’t using their teams as effectively as they could. Agile methods like Scrum, where teams work in short, focused cycles, can help complete projects 20 per cent to 30 per cent faster.
Besides technical skills, soft skills like communication and emotional intelligence are also critical. A 2023 study from PMI says 80 per cent of project failures happen because of poor teamwork.
A good example is Dalmia Bharat, which in 2024 trained 500 employees in Scrum. This helped them finish projects 25 per cent faster and come up with new ideas for low-carbon cement.
To support agile work, companies should teach employees how to use tools like Jira, which helps manage tasks and track progress. They can also use peer coaching, where experienced staff help guide others, improving team bonding by 25 per cent.
Setting up internal talent platforms—where workers are matched to projects based on their skills—can improve how people are used by 30 per cent. This makes it easier to quickly build teams for urgent jobs, like testing carbon capture systems or improving automated kilns.
By building agile teams, cement companies can react faster to changes, solve problems quickly and create a workforce that’s ready for the fast-moving, tech-driven future.
Digital command centres
Digital command centres are becoming the nerve centres of cement plants, using IoT, AI and automation to provide real-time insights into operations. These centres can reduce costs by 10 to 15 percent and speed up decision-making by 30 percent, according to a 2024 BCG study. They rely on data from sensors and digital twins to monitor equipment, predict failures and optimise energy use. Workers need skills in data visualisation tools like Microsoft Power BI to create dashboards and cloud computing platforms like AWS IoT Core to manage data flows.
UltraTech Cement’s digital command centre in India, launched in 2023, trained 400 employees in these skills, cutting downtime by 15 percent and improving energy efficiency by 10 percent. Training programmes should focus on teaching operators to monitor real-time data and make quick decisions, such as adjusting kiln temperatures to save energy. Information technology teams need training in cloud computing to ensure systems run smoothly.
Partnerships with technology companies like Amazon, through programmes like the Skills to Jobs Tech Alliance, can provide access to advanced training resources. Digital command centres also enable predictive analytics, which can reduce unplanned equipment failures by 20 percent, saving millions in repair costs. By centralising data-driven decisions, these centres help cement companies operate
more efficiently and stay competitive in the Cement 5.0 Era.
About the author:
Dr SB Hegde, a global cement industry leader with over 30 years of experience, is a Professor at Jain College of Engineering, India, and a Visiting Professor at Pennsylvania State University, USA.
Part two of the article to be published in the August issue of ICR.
Concrete
Cement Margins Seen Rising 12–18 per cent in FY26
Healthy demand and GST cut to boost cement profits per tonne.
Published
6 days agoon
September 29, 2025By
admin
Concrete
Adani’s Strategic Emergence in India’s Cement Landscape
Published
3 weeks agoon
September 16, 2025By
admin
Milind Khangan, Marketing Head, Vertex Market Research, sheds light on Adani’s rapid cement consolidation under its ‘One Business, One Company’ strategy while positioning it to rival UltraTech, and thus, shaping a potential duopoly in India’s booming cement market.
India is the second-largest cement-producing country in the world, following China. This expansion is being driven by tremendous public investment in the housing and infrastructure sectors. The industry is accelerating, with a boost from schemes such as PM Gati Shakti, Bharatmala, and the Vande Bharat corridors. An upsurge in affordable housing under the Pradhan Mantri Awas Yojana (PMAY) further supports this expansion. In May 2025, local cement production increased about 9 per cent from last year to about 40 million metric tonnes for the month. The combined cement capacity in India was recorded at 670 million metric tonnes in the 2025 fiscal year, according to the Cement Manufacturers’ Association (CMA). For the financial year 2026, this is set to grow by another 9 per cent.
In spite of the growing demand, the Indian cement industry is highly competitive. UltraTech Cement (Aditya Birla Group) is still the market leader with domestic installed capacity of more than 186 MTPA as on 2025. It is targeted to achieve 200 MTPA. Adani Cement recently became a major player and is now India’s second-largest cement company. It did this through aggressive consolidation, operational synergies, and scale efficiencies. Indian players in the cement industry are increasingly valuing operational efficiency and sustainability. Some of the strategies with high impact are alternative fuels and materials (AFR) adoption, green cement expansion, and digital technology investments to offset changing regulatory pressure and increasing energy prices.
Building Adani Cement brand
Vertex Market Research explains that the Adani Group is executing a comprehensive reorganisation and consolidation of its cement business under the ‘One Business, One Company’ strategy. The plan is to integrate its diversified holdings into one consolidated corporate entity named Adani Cement. The focus is on operating integration, governance streamlining, and cost reduction in its expanding cement business.
Integration roadmap and key milestones:
- September 2022: The consolidation process started with the $6.4 billion buyout of Holcim’s majority stakes in Ambuja Cements and ACC, with Ambuja becoming the focal point of the consolidation.
- December 2023: Bought Sanghi Industries to strengthen the firm’s presence in western India.
- August 2024: Added Penna Cement to the portfolio, improving penetration of the southern market of India.
- April 2025: Further holding addition in Orient Cement to 46.66 per cent by purchasing the same from CK Birla Group, becoming the promoter with control.
- Ambuja Cements amalgamated with Adani Cement: This was sanctioned by the NCLT on 18th July 2025 with effect from April 1, 2024. This amalgamation brings in limestone reserves and fresh assets into Ambuja.
- Subject to Sanghi and Penna merger with Ambuja: Board approvals in December 2024 with the aim to finish between September to December 2025.
- Ambuja-ACC future integration: The latter is being contemplated as the final step towards consolidation.
- Orient Cement: It would serve as a principal manufacturing facility following the merger.
Scale, capacity expansion and market position
In financial year-2025, Adani Cement, including Ambuja, surpassed 100 MTPA. This makes it one of the world’s top ten cement companies. Along with ACC’s operations, it is now firmly placed as India’s second-largest cement company. In FY25, the Adani group’s sales volume per annum clocked 65 million metric tonnes. Adani Group claims that it now supplies close to 30 per cent of the cement consumed in India’s homes and infrastructure as of June 2025.
The organisation is pursuing aggressive brownfield expansion:
- By FY 2026: Reach 118 MTPA
- By FY 2028: Target 140 MTPA
These goals will be driven by commissioning new clinker and grinding units at key sites, with civil and mechanical works underway.
As of 2024, Adani Cement had its market share pegged at around 14 to 15 per cent, with an ambition to scale this up to 20 per cent by FY?2028, emerging as a potent competitor to UltraTech’s 192?MTPA capacity (186 domestic and overseas).
Strategic advantages and competitive benefits
The consolidation simplifies decision-making by reducing legal entities, centralising oversight, and removing redundant functions. This drives compliance efficiency and transparent reporting. Using procurement power for raw materials and energy lowers costs per ton. Integrated logistics with Adani Ports and freight infrastructure has resulted in an estimated 6 per cent savings in logistics. The group aims for additional savings of INR 500 to 550 per tonne by FY 2028 by integrating green energy, using alternative fuel resources, and improving sourcing methods.
Market coverage and brand consistency
Brand integration under one strategy will provide uniform product quality and easier distribution networks. Integration with Orient Cement’s dealer base, 60 per cent of which already distributes Ambuja/ACC products, enhances outreach and responsiveness.
By having captive limestone reserves at Lakhpat (approximately 275 million tonnes) and proposed new manufacturing facilities in Raigad, Maharashtra, Adani Cement derives cost advantage, raw material security, and long-term operational robustness.
Strategic implications and risks
Consolidation at Adani Cement makes it not just a capacity leader but also an operationally agile competitor with the ability to reap digital and sustainability benefits. Its vertically integrated platform enables cost leadership, market responsiveness, and scalability.
Challenges potentially include:
- Integration challenges across systems, corporate cultures, and plant operations
- Regulatory sanctions for pending mergers and new capacity additions
- Environmental clearances in environmentally sensitive areas and debt management with input price volatility
When materialised, this revolution would create a formidable Adani–UltraTech duopoly, redefining Indian cement on the basis of scale, innovation, and sustainability. India’s leading four cement players such as Adani (ACC and Ambuja), Dalmia Cement, Shree Cement, and UltraTech are expected to dominate the cement market.
Conclusion
Adani’s aggressive consolidation under the ‘One Business, One Company’ strategy signals a decisive shift in the Indian cement industry, positioning the group as a formidable challenger to UltraTech and setting the stage for a potential duopoly that could dominate the sector for years to come. By unifying operations, leveraging economies of scale, and securing vertical integration—from raw material reserves to distribution networks—Adani Cement is building both capacity and resilience, with clear advantages in cost efficiency, market reach, and sustainability. While integration complexities, regulatory hurdles, and environmental approvals remain key challenges, the scale and strategic alignment of this consolidation promise to redefine competition, pricing dynamics, and operational benchmarks in one of the world’s fastest-growing cement markets.
About the author:
Milind Khangan is the Marketing Head at Vertex Market Research and comes with over five years of experience in market research, lead generation and team management.
Concrete
Precision in Motion: A Deep Dive into PowerBuild’s Core Gear Series
Published
2 months agoon
August 16, 2025By
admin
PowerBuild’s flagship Series M, C, F, and K geared motors deliver robust, efficient, and versatile power transmission solutions for industries worldwide.
Products – M, C, F, K: At the heart of every high-performance industrial system lies the need for robust, reliable, and efficient power transmission. PowerBuild answers this need with its flagship geared motor series: M, C, F, and K. Each series is meticulously engineered to serve specific operational demands while maintaining the universal promise of durability, efficiency, and performance.
Series M – Helical Inline Geared Motors: Compact and powerful, the Series M delivers exceptional drive solutions for a broad range of applications. With power handling up to 160kW and torque capacity reaching 20,000 Nm, it is the trusted solution for industries requiring quiet operation, high efficiency, and space-saving design. Series M is available with multiple mounting and motor options, making it a versatile choice for manufacturers and OEMs globally.
Series C – Right Angled Heli-Worm Geared Motors: Combining the benefits of helical and worm gearing, the Series C is designed for right-angled power transmission. With gear ratios of up to 16,000:1 and torque capacities of up to 10,000 Nm, this series is optimal for applications demanding precision in compact spaces. Industries looking for a smooth, low-noise operation with maximum torque efficiency rely on Series C for dependable performance.
Series F – Parallel Shaft Mounted Geared Motors: Built for endurance in the most demanding environments, Series F is widely adopted in steel plants, hoists, cranes, and heavy-duty conveyors. Offering torque up to 10,000 Nm and high gear ratios up to 20,000:1, this product features an integral torque arm and diverse output configurations to meet industry-specific challenges head-on.
Series K – Right Angle Helical Bevel Geared Motors: For industries seeking high efficiency and torque-heavy performance, Series K is the answer. This right-angled geared motor series delivers torque up to 50,000 Nm, making it a preferred choice in core infrastructure sectors such as cement, power, mining, and material handling. Its flexibility in mounting and broad motor options offer engineers’ freedom in design and reliability in execution.
Together, these four series reflect PowerBuild’s commitment to excellence in mechanical power transmission. From compact inline designs to robust right-angle drives, each geared motor is a result of decades of engineering innovation, customer-focused design, and field-tested reliability. Whether the requirement is speed control, torque multiplication, or space efficiency, Radicon’s Series M, C, F, and K stand as trusted powerhouses for global industries.

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