Concrete

Reskilling Cement for Net Zero

Published

7 months ago

July 23, 2025

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.

Up Next

Waste co-processing and RDF adoption are key pillars

Don't Miss

Efficient Cooling Solution Boosts Gearbox Uptime

Concrete

Refractory demands in our kiln have changed

Published

3 days ago

February 20, 2026

admin

Radha Singh, Senior Manager (P&Q), Shree Digvijay Cement, points out why performance, predictability and life-cycle value now matter more than routine replacement in cement kilns.

As Indian cement plants push for higher throughput, increased alternative fuel usage and tighter shutdown cycles, refractory performance in kilns and pyro-processing systems is under growing pressure. In this interview, Radha Singh, Senior Manager (P&Q), Shree Digvijay Cement, shares how refractory demands have evolved on the ground and how smarter digital monitoring is improving kiln stability, uptime and clinker quality.

How have refractory demands changed in your kiln and pyro-processing line over the last five years?
Over the last five years, refractory demands in our kiln and pyro line have changed. Earlier, the focus was mostly on standard grades and routine shutdown-based replacement. But now, because of higher production loads, more alternative fuels and raw materials (AFR) usage and greater temperature variation, the expectation from refractory has increased.
In our own case, the current kiln refractory has already completed around 1.5 years, which itself shows how much more we now rely on materials that can handle thermal shock, alkali attack and coating fluctuations. We have moved towards more stable, high-performance linings so that we don’t have to enter the kiln frequently for repairs.
Overall, the shift has been from just ‘installation and run’ to selecting refractories that give longer life, better coating behaviour and more predictable performance under tougher operating conditions.

What are the biggest refractory challenges in the preheater, calciner and cooler zones?
• Preheater: Coating instability, chloride/sulphur cycles and brick erosion.
• Calciner: AFR firing, thermal shock and alkali infiltration.
• Cooler: Severe abrasion, red-river formation and mechanical stress on linings.
Overall, the biggest challenge is maintaining lining stability under highly variable operating conditions.

How do you evaluate and select refractory partners for long-term performance?
In real plant conditions, we don’t select a refractory partner just by looking at price. First, we see their past performance in similar kilns and whether their material has actually survived our operating conditions. We also check how strong their technical support is during shutdowns, because installation quality matters as much as the material itself.
Another key point is how quickly they respond during breakdowns or hot spots. A good partner should be available on short notice. We also look at their failure analysis capability, whether they can explain why a lining failed and suggest improvements.
On top of this, we review the life they delivered in the last few campaigns, their supply reliability and their willingness to offer plant-specific custom solutions instead of generic grades. Only a partner who supports us throughout the life cycle, which includes selection, installation, monitoring and post-failure analysis, fits our long-term requirement.

Can you share a recent example where better refractory selection improved uptime or clinker quality?
Recently, we upgraded to a high-abrasion basic brick at the kiln outlet. Earlier we had frequent chipping and coating loss. With the new lining, thermal stability improved and the coating became much more stable. As a result, our shutdown interval increased and clinker quality remained more consistent. It had a direct impact on our uptime.

How is increased AFR use affecting refractory behaviour?
Increased AFR use is definitely putting more stress on the refractory. The biggest issue we see daily is the rise in chlorine, alkalis and volatiles, which directly attack the lining, especially in the calciner and kiln inlet. AFR firing is also not as stable as conventional fuel, so we face frequent temperature fluctuations, which cause more thermal shock and small cracks in the lining.
Another real problem is coating instability. Some days the coating builds too fast, other days it suddenly drops, and both conditions impact refractory life. We also notice more dust circulation and buildup inside the calciner whenever the AFR mix changes, which again increases erosion.
Because of these practical issues, we have started relying more on alkali-resistant, low-porosity and better thermal shock–resistant materials to handle the additional stress coming from AFR.

What role does digital monitoring or thermal profiling play in your refractory strategy?
Digital tools like kiln shell scanners, IR imaging and thermal profiling help us detect weakening areas much earlier. This reduces unplanned shutdowns, helps identify hotspots accurately and allows us to replace only the critical sections. Overall, our maintenance has shifted from reactive to predictive, improving lining life significantly.

How do you balance cost, durability and installation speed during refractory shutdowns?
We focus on three points:
• Material quality that suits our thermal profile and chemistry.
• Installation speed, in fast turnarounds, we prefer monolithic.
• Life-cycle cost—the cheapest material is not the most economical. We look at durability, future downtime and total cost of ownership.
This balance ensures reliable performance without unnecessary expenditure.

What refractory or pyro-processing innovations could transform Indian cement operations?
Some promising developments include:
• High-performance, low-porosity and nano-bonded refractories
• Precast modular linings to drastically reduce shutdown time
• AI-driven kiln thermal analytics
• Advanced coating management solutions
• More AFR-compatible refractory mixes

These innovations can significantly improve kiln stability, efficiency and maintenance planning across the industry.

Concrete

Digital supply chain visibility is critical

Published

3 days ago

February 20, 2026

admin

MSR Kali Prasad, Chief Digital and Information Officer, Shree Cement, discusses how data, discipline and scale are turning Industry 4.0 into everyday business reality.

Over the past five years, digitalisation in Indian cement manufacturing has moved decisively beyond experimentation. Today, it is a strategic lever for cost control, operational resilience and sustainability. In this interview, MSR Kali Prasad, Chief Digital and Information Officer, Shree Cement, explains how integrated digital foundations, advanced analytics and real-time visibility are helping deliver measurable business outcomes.

How has digitalisation moved from pilot projects to core strategy in Indian cement manufacturing over the past five years?
Digitalisation in Indian cement has evolved from isolated pilot initiatives into a core business strategy because outcomes are now measurable, repeatable and scalable. The key shift has been the move away from standalone solutions toward an integrated digital foundation built on standardised processes, governed data and enterprise platforms that can be deployed consistently across plants and functions.
At Shree Cement, this transition has been very pragmatic. The early phase focused on visibility through dashboards, reporting, and digitisation of critical workflows. Over time, this has progressed into enterprise-level analytics and decision support across manufacturing and the supply chain,
with clear outcomes in cost optimisation, margin protection and revenue improvement through enhanced customer experience.
Equally important, digital is no longer the responsibility of a single function. It is embedded into day-to-day operations across planning, production, maintenance, despatch and customer servicing, supported by enterprise systems, Industrial Internet of Things (IIoT) data platforms, and a structured approach to change management.

Which digital interventions are delivering the highest ROI across mining, production and logistics today?
In a capital- and cost-intensive sector like cement, the highest returns come from digital interventions that directly reduce unit costs or unlock latent capacity without significant capex.
Supply chain and planning (advanced analytics): Tools for demand forecasting, S&OP, network optimisation and scheduling deliver strong returns by lowering logistics costs, improving service levels, and aligning production with demand in a fragmented and regionally diverse market.
Mining (fleet and productivity analytics): Data-led mine planning, fleet analytics, despatch discipline, and idle-time reduction improve fuel efficiency and equipment utilisation, generating meaningful savings in a cost-heavy operation.
Manufacturing (APC and process analytics): Advanced Process Control, mill optimisation, and variability reduction improve thermal and electrical efficiency, stabilise quality and reduce rework and unplanned stoppages.
Customer experience and revenue enablement (digital platforms): Dealer and retailer apps, order visibility and digitally enabled technical services improve ease of doing business and responsiveness. We are also empowering channel partners with transparent, real-time information on schemes, including eligibility, utilisation status and actionable recommendations, which improves channel satisfaction and market execution while supporting revenue growth.
Overall, while Artificial Intelligence (AI) and IIoT are powerful enablers, it is advanced analytics anchored in strong processes that typically delivers the fastest and most reliable ROI.

How is real-time data helping plants shift from reactive maintenance to predictive and prescriptive operations?
Real-time and near real-time data is driving a more proactive and disciplined maintenance culture, beginning with visibility and progressively moving toward prediction and prescription.
At Shree Cement, we have implemented a robust SAP Plant Maintenance framework to standardise maintenance workflows. This is complemented by IIoT-driven condition monitoring, ensuring consistent capture of equipment health indicators such as vibration, temperature, load, operating patterns and alarms.
Real-time visibility enables early detection of abnormal conditions, allowing teams to intervene before failures occur. As data quality improves and failure histories become structured, predictive models can anticipate likely failure modes and recommend timely interventions, improving MTBF and reducing downtime. Over time, these insights will evolve into prescriptive actions, including spares readiness, maintenance scheduling, and operating parameter adjustments, enabling reliability optimisation with minimal disruption.
A critical success factor is adoption. Predictive insights deliver value only when they are embedded into daily workflows, roles and accountability structures. Without this, they remain insights without action.

In a cost-sensitive market like India, how do cement companies balance digital investment with price competitiveness?
In India’s intensely competitive cement market, digital investments must be tightly linked to tangible business outcomes, particularly cost reduction, service improvement, and faster decision-making.
This balance is achieved by prioritising high-impact use cases such as planning efficiency, logistics optimisation, asset reliability, and process stability, all of which typically deliver quick payback. Equally important is building scalable and governed digital foundations that reduce the marginal cost of rolling out new use cases across plants.
Digitally enabled order management, live despatch visibility, and channel partner platforms also improve customer centricity while controlling cost-to-serve, allowing service levels to improve without proportionate increases in headcount or overheads.
In essence, the most effective digital investments do not add cost. They protect margins by reducing variability, improving planning accuracy, and strengthening execution discipline.

How is digitalisation enabling measurable reductions in energy consumption, emissions, and overall carbon footprint?
Digitalisation plays a pivotal role in improving energy efficiency, reducing emissions and lowering overall carbon intensity.
Real-time monitoring and analytics enable near real-time tracking of energy consumption and critical operating parameters, allowing inefficiencies to be identified quickly and corrective actions to be implemented. Centralised data consolidation across plants enables benchmarking, accelerates best-practice adoption, and drives consistent improvements in energy performance.
Improved asset reliability through predictive maintenance reduces unplanned downtime and process instability, directly lowering energy losses. Digital platforms also support more effective planning and control of renewable energy sources and waste heat recovery systems, reducing dependence on fossil fuels.
Most importantly, digitalisation enables sustainability progress to be tracked with greater accuracy and consistency, supporting long-term ESG commitments.

What role does digital supply chain visibility play in managing demand volatility and regional market dynamics in India?
Digital supply chain visibility is critical in India, where demand is highly regional, seasonality is pronounced, and logistics constraints can shift rapidly.
At Shree Cement, planning operates across multiple horizons. Annual planning focuses on capacity, network footprint and medium-term demand. Monthly S&OP aligns demand, production and logistics, while daily scheduling drives execution-level decisions on despatch, sourcing and prioritisation.
As digital maturity increases, this structure is being augmented by central command-and-control capabilities that manage exceptions such as plant constraints, demand spikes, route disruptions and order prioritisation. Planning is also shifting from aggregated averages to granular, cost-to-serve and exception-based decision-making, improving responsiveness, lowering logistics costs and strengthening service reliability.

How prepared is the current workforce for Industry 4.0, and what reskilling strategies are proving most effective?
Workforce preparedness for Industry 4.0 is improving, though the primary challenge lies in scaling capabilities consistently across diverse roles.
The most effective approach is to define capability requirements by role and tailor enablement accordingly. Senior leadership focuses on digital literacy for governance, investment prioritisation, and value tracking. Middle management is enabled to use analytics for execution discipline and adoption. Frontline sales and service teams benefit from
mobile-first tools and KPI-driven workflows, while shop-floor and plant teams focus on data-driven operations, APC usage, maintenance discipline, safety and quality routines.
Personalised, role-based learning paths, supported by on-ground champions and a clear articulation of practical benefits, drive adoption far more effectively than generic training programmes.

Which emerging digital technologies will fundamentally reshape cement manufacturing in the next decade?
AI and GenAI are expected to have the most significant impact, particularly when combined with connected operations and disciplined processes.
Key technologies likely to reshape the sector include GenAI and agentic AI for faster root-cause analysis, knowledge access, and standardisation of best practices; industrial foundation models that learn patterns across large sensor datasets; digital twins that allow simulation of process changes before implementation; and increasingly autonomous control systems that integrate sensors, AI, and APC to maintain stability with minimal manual intervention.
Over time, this will enable more centralised monitoring and management of plant operations, supported by strong processes, training and capability-building.

Concrete

Redefining Efficiency with Digitalisation

Published

3 days ago

February 20, 2026

admin

Professor Procyon Mukherjee discusses how as the cement industry accelerates its shift towards digitalisation, data-driven technologies are becoming the mainstay of sustainability and control across the value chain.

The cement industry, long perceived as traditional and resistant to change, is undergoing a profound transformation driven by digital technologies. As global infrastructure demand grows alongside increasing pressure to decarbonise and improve productivity, cement manufacturers are adopting data-centric tools to enhance performance across the value chain. Nowhere is this shift more impactful than in grinding, which is the energy-intensive final stage of cement production, and in the materials that make grinding more efficient: grinding media and grinding aids.

The imperative for digitalisation
Cement production accounts for roughly 7 per cent to 8 per cent of global CO2 emissions, largely due to the energy intensity of clinker production and grinding processes. Digital solutions, such as AI-driven process controls and digital twins, are helping plants improve stability, cut fuel use and reduce emissions while maintaining consistent product quality. In one deployment alongside ABB’s process controls at a Heidelberg plant in Czechia, AI tools cut fuel use by 4 per cent and emissions by 2 per cent, while also improving operational stability.
Digitalisation in cement manufacturing encompasses a suite of technologies, broadly termed as Industrial Internet of Things (IIoT), AI and machine learning, predictive analytics, cloud-based platforms, advanced process control and digital twins, each playing a role in optimising various stages of production from quarrying to despatch.

Grinding: The crucible of efficiency and cost
Of all the stages in cement production, grinding is among the most energy-intensive, historically consuming large amounts of electricity and representing a significant portion of plant operating costs. As a result, optimising grinding operations has become central to digital transformation strategies.
Modern digital systems are transforming grinding mills from mechanical workhorses into intelligent, interconnected assets. Sensors throughout the mill measure parameters such as mill load, vibration, mill speed, particle size distribution, and power consumption. This real-time data, fed into machine learning and advanced process control (APC) systems, can dynamically adjust operating conditions to maintain optimal throughput and energy usage.
For example, advanced grinding systems now predict inefficient conditions, such as impending mill overload, by continuously analysing acoustic and vibration signatures. The system can then proactively adjust clinker feed rates and grinding media distribution to sustain optimal conditions, reducing energy consumption and improving consistency.

Digital twins: Seeing grinding in the virtual world
One of the most transformative digital tools applied in cement grinding is the digital twin, which a real-time virtual replica of physical equipment and processes. By integrating sensor data and
process models, digital twins enable engineers to simulate process variations and run ‘what-if’
scenarios without disrupting actual production. These simulations support decisions on variables such as grinding media charge, mill speed and classifier settings, allowing optimisation of energy use and product fineness.
Digital twins have been used to optimise kilns and grinding circuits in plants worldwide, reducing unplanned downtime and allowing predictive maintenance to extend the life of expensive grinding assets.

Grinding media and grinding aids in a digital era
While digital technologies improve control and prediction, materials science innovations in grinding media and grinding aids have become equally crucial for achieving performance gains.
Grinding media, which comprise the balls or cylinders inside mills, directly influence the efficiency of clinker comminution. Traditionally composed of high-chrome cast iron or forged steel, grinding media account for nearly a quarter of global grinding media consumption by application, with efficiency improvements translating directly to lower energy intensity.
Recent advancements include ceramic and hybrid media that combine hardness and toughness to reduce wear and energy losses. For example, manufacturers such as Sanxin New Materials in China and Tosoh Corporation in Japan have developed sub-nano and zirconia media with exceptional wear resistance. Other innovations include smart media embedded with sensors to monitor wear, temperature, and impact forces in real time, enabling predictive maintenance and optimal media replacement scheduling. These digitally-enabled media solutions can increase grinding efficiency by as much as 15 per cent.
Complementing grinding media are grinding aids, which are chemical additives that improve mill throughput and reduce energy consumption by altering the surface properties of particles, trapping air, and preventing re-agglomeration. Technology leaders like SIKA AG and GCP Applied Technologies have invested in tailored grinding aids compatible with AI-driven dosing platforms that automatically adjust additive concentrations based on real-time mill conditions. Trials in South America reported throughput improvements nearing 19 per cent when integrating such digital assistive dosing with process control systems.
The integration of grinding media data and digital dosing of grinding aids moves the mill closer to a self-optimising system, where AI not only predicts media wear or energy losses but prescribes optimal interventions through automated dosing and operational adjustments.

Global case studies in digital adoption
Several cement companies around the world exemplify digital transformation in practice.
Heidelberg Materials has deployed digital twin technologies across global plants, achieving up to 15 per cent increases in production efficiency and 20 per cent reductions in energy consumption by leveraging real-time analytics and predictive algorithms.
Holcim’s Siggenthal plant in Switzerland piloted AI controllers that autonomously adjusted kiln operations, boosting throughput while reducing specific energy consumption and emissions.
Cemex, through its AI and predictive maintenance initiatives, improved kiln availability and reduced maintenance costs by predicting failures before they occurred. Global efforts also include AI process optimisation initiatives to reduce energy consumption and environmental impact.

Challenges and the road ahead
Despite these advances, digitalisation in cement grinding faces challenges. Legacy equipment may lack sensor readiness, requiring retrofits and edge-cloud connectivity upgrades. Data governance and integration across plants and systems remains a barrier for many mid-tier producers. Yet, digital transformation statistics show momentum: more than half of cement companies have implemented IoT sensors for equipment monitoring, and digital twin adoption is growing rapidly as part of broader Industry 4.0 strategies.
Furthermore, as digital systems mature, they increasingly support sustainability goals: reduced energy use, optimised media consumption and lower greenhouse gas emissions. By embedding intelligence into grinding circuits and material inputs like grinding aids, cement manufacturers can strike a balance between efficiency and environmental stewardship.
Conclusion
Digitalisation is not merely an add-on to cement manufacturing. It is reshaping the competitive and sustainability landscape of an industry often perceived as inertia-bound. With grinding representing a nexus of energy intensity and cost, digital technologies from sensor networks and predictive analytics to digital twins offer new levers of control. When paired with innovations in grinding media and grinding aids, particularly those with embedded digital capabilities, plants can achieve unprecedented gains in efficiency, predictability and performance.
For global cement producers aiming to reduce costs and carbon footprints simultaneously, the future belongs to those who harness digital intelligence not just to monitor operations, but to optimise and evolve them continuously.

About the author:
Professor Procyon Mukherjee, ex-CPO Lafarge-Holcim India, ex-President Hindalco, ex-VP Supply Chain Novelis Europe, has been an industry leader in logistics, procurement, operations and supply chain management. His career spans 38 years starting from Philips, Alcan Inc (Indian Aluminum Company), Hindalco, Novelis and Holcim. He authored the book, ‘The Search for Value in Supply Chains’. He serves now as Visiting Professor in SP Jain Global, SIOM and as the Adjunct Professor at SBUP. He advises leading Global Firms including Consulting firms on SCM and Industrial Leadership and is a subject matter expert in aluminum and cement. An Alumnus of IIM Calcutta and Jadavpur University, he has completed the LH Senior Leadership Programme at IVEY Academy at Western University, Canada.