Concrete

Reskilling Cement for Net Zero

Published

1 year ago

July 23, 2025

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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.

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ABB Extends Drive Lifespan at ACC Cement Plant Without Production Shutdown

Published

2 days ago

November 12, 2026

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ABB reconditions 25 drives at ACC’s Jamul cement plant, avoiding 16 tonnes of CO₂ emissions while improving reliability through predictive maintenance.
Chhattisgarh

ABB has signed a multi-year Motion OneCare service agreement with ACC Limited, part of the Adani Group, to modernise ageing industrial drives at its Jamul cement plant in Chhattisgarh, improving operational reliability while avoiding approximately 16 tonnes of carbon dioxide (CO₂) emissions without disrupting production.

Announced on 27 October 2026, the agreement combines scheduled drive reconditioning, digital condition monitoring and energy appraisals to extend equipment lifespan, improve plant uptime and optimise maintenance costs. The initiative marks a shift from conventional equipment replacement towards a more resource-efficient approach to industrial asset management.

The first phase, completed in April 2026, involved the on-site reconditioning of 25 ABB ACS800 variable speed drives without a major plant shutdown. By retaining the existing cabinets and restoring the drive modules rather than replacing entire panels, ABB helped ACC preserve capital investment, minimise material consumption and avoid approximately 16 tonnes of CO₂ emissions.

A second phase, covering an additional 25 ACS800 drive modules, is scheduled for the fourth quarter of 2026. The programme is designed to improve long-term equipment reliability while allowing maintenance activities to be aligned with the plant’s operational schedules.

The ACS800 drives, installed at Jamul in 2010, had delivered more than a decade of near-continuous service in demanding cement manufacturing conditions. However, ageing electrical components and changing fault patterns had begun to affect their ability to meet the plant’s reliability requirements.

Rather than opting for complete equipment replacement, ACC engaged ABB’s certified engineers to conduct a comprehensive asset health assessment. The evaluation found that the existing cabinets and enclosures remained structurally sound, making targeted reconditioning a technically viable and cost-effective alternative to full replacement.

Drawing on nearly two decades of experience with ACC’s equipment and operating requirements, ABB developed a maintenance framework tailored to the plant’s shutdown windows, budget cycles and production priorities.

The Motion OneCare agreement incorporates planned equipment restoration, condition-based monitoring and energy assessments, enabling ACC to adopt a more systematic approach to maintaining critical electrical infrastructure.

As part of the programme, ACC has implemented ABB Ability™ Digital Powertrain Insights to monitor drive performance and identify emerging operational issues before they result in equipment failures.

The digital platform provides continuous visibility into parameters such as temperature, current, vibration and fault patterns. These insights allow maintenance teams to detect early signs of equipment deterioration, schedule interventions more effectively and reduce the likelihood of unexpected downtime.

Amit Gupta, Local Division Manager, Motion Services, ABB India, said: “We know what unchecked wear costs over time: a small inefficiency that eats away at ROI for years. At Jamul, the evidence pointed clearly to assets with productive life still in them.”

“Our job was to restore them properly and give the team the tools to stay ahead of the next problem. At ABB, we don’t just fix what fails. We want to protect what works.”

The initiative also demonstrates the growing relevance of circular economy principles in cement manufacturing, where extending the service life of existing industrial equipment can reduce capital expenditure, material consumption and the environmental impact associated with manufacturing replacement components.

According to ABB, drive reconditioning can reduce lifecycle emissions by 50 to 80 per cent compared with complete equipment replacement. By preserving functional components and restoring critical modules, the process helps retain the economic and material value of existing industrial assets.

The addition of energy appraisals in subsequent phases will further expand the programme beyond equipment restoration, enabling ACC to assess drive performance, identify energy-saving opportunities and improve operating efficiency.

For cement manufacturers, variable speed drives play an important role in controlling motors and optimising energy consumption across production processes. Maintaining their reliability and efficiency is essential for minimising operational disruptions and managing electricity costs.

Vinod Bahety, CEO – Cement Business, Adani Group, said: “Moving from reactive firefighting to a structured maintenance plan was exactly what this operation needed. That kind of peace of mind doesn’t come easily. It comes from a partner that understands how your business runs.”

“We didn’t need a full system overhaul; we needed expert support, actionable insights, and a plan we could execute around our schedule. That’s what we got.”

The project supports ACC’s broader strategy to improve manufacturing efficiency through digital transformation, preventive maintenance and sustainable asset management.

ACC, a subsidiary of Ambuja Cements and part of the Adani Group, operates 20 cement manufacturing facilities and 119 ready-mix concrete plants across India. The company has been advancing initiatives focused on renewable energy, circular economy practices and technology-driven operational improvements.

Alongside Ambuja Cements, ACC is part of a large-scale building materials business committed to achieving net-zero emissions by 2050, with near-term and net-zero targets validated by the Science Based Targets initiative (SBTi).

The Jamul initiative aligns with these sustainability objectives by demonstrating how equipment life extension and digital monitoring can contribute to resource efficiency without requiring large-scale replacement of existing infrastructure.

ABB, a global technology company specialising in electrification and automation, brings more than 140 years of industrial expertise and employs approximately 110,000 people worldwide. Its Motion Services business supports industrial customers through equipment maintenance, modernisation, digital monitoring and lifecycle management solutions.

The agreement also reflects a wider shift in industrial maintenance practices, with manufacturers increasingly adopting predictive technologies to improve equipment availability, manage costs and reduce unplanned shutdowns.

With 25 drives already reconditioned and another 25 scheduled for restoration, ABB’s collaboration with ACC illustrates how targeted modernisation, digital monitoring and circular maintenance practices can extend the operational life of critical equipment while supporting more efficient and sustainable cement production.

Concrete

ABB Drives Digital Transformation at TCI MAX Cement Plant in J&K

Published

2 days ago

November 12, 2026

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ABB deploys advanced process control at TCI MAX’s Srinagar cement plant to improve clinker quality, energy efficiency and sustainable manufacturing.

Kashmir

ABB has deployed its advanced process control technology at TCI MAX Cement’s Srinagar facility in Jammu and Kashmir, marking the region’s first reported implementation of advanced process control (APC) in cement manufacturing and strengthening efforts towards more efficient, digitally enabled production.

Announced on 5 November 2026, the deployment of ABB Ability™ Expert Optimizer at the facility, operated by Trumboo Industries Pvt. Ltd., aims to improve process stability, clinker quality, energy efficiency and overall plant productivity. The implementation forms part of TCI MAX’s strategy to modernise its manufacturing operations through automation and digital technologies.

Following the integration of ABB’s advanced process control solution and supporting IT infrastructure, TCI MAX has reported improvements in operational productivity, product quality and sustainability-related performance indicators. The technology focuses on optimising the cement pyro process, a critical stage of production involving high-temperature processing and clinker formation.

Waseem Ahmed Trumboo, Director, Trumboo Industries Pvt. Ltd., said: “Introducing advanced process control at TCI MAX is an important step in how we are evolving our operations. Our focus is on improving the stability and efficiency of our processes while maintaining consistent clinker quality. We have been encouraged by the performance of the solution during commissioning and by the support from the ABB team, and we look forward to realizing its full potential.”

ABB Ability™ Expert Optimizer combines advanced process control, model predictive control (MPC) and artificial intelligence (AI) to continuously monitor and optimise manufacturing operations. By analysing process conditions, predicting operational behaviour and automatically adjusting key parameters, the system enables more consistent production while reducing process variability.

In cement manufacturing, maintaining stable pyro-processing conditions is essential for achieving uniform clinker quality and optimising thermal energy consumption. Fluctuations in operating parameters can affect fuel efficiency, production output and product consistency.

The deployment is designed to address these challenges through real-time process optimisation, helping operators maintain more stable kiln operations while improving the utilisation of fuel, electricity and raw materials.

Kapil Agarwal, Senior Vice President and Local Division Manager, Process Industries Division, ABB India, said: “Cement producers are increasingly looking to adopt digital technologies to achieve greater consistency and efficiency while addressing their sustainability priorities. ABB Ability™ Expert Optimizer brings advanced process control and deep cement process expertise together to help operators make their processes more stable and efficient. We are pleased to support TCI MAX as it takes this important step in its digital transformation.”

The technology also supports sustainability objectives by optimising fuel consumption, improving electrical energy efficiency and minimising process waste. More stable operations can contribute to lower energy intensity and reduced emissions associated with cement production.

For TCI MAX, the investment represents a move towards data-driven manufacturing, where automated control systems complement operator expertise to improve production performance and operational reliability.

The implementation is particularly significant for Jammu and Kashmir’s cement industry, as it introduces advanced process optimisation technology to a regional manufacturing facility. Its deployment could demonstrate the potential for wider adoption of digital automation across cement plants seeking to modernise their operations.

The project builds on ABB’s experience in delivering advanced process control solutions to cement manufacturers worldwide. Through the integration of industrial automation, predictive technologies and process engineering expertise, the company supports manufacturers in improving resource efficiency and maintaining consistent production quality.

As cement producers face increasing pressure to manage energy costs, improve productivity and reduce their environmental footprint, technologies such as AI-enabled process control and predictive optimisation are becoming important components of plant modernisation strategies.

ABB’s Expert Optimizer provides a platform for addressing these priorities by enabling automated adjustments based on changing process conditions, reducing reliance on manual intervention and supporting more efficient plant operation.

ABB, a global technology company specialising in electrification and automation, has more than 140 years of industrial experience and approximately 110,000 employees worldwide. Its Automation business employs around 26,000 people and provides technologies and services across process, hybrid and maritime industries.

The TCI MAX deployment reinforces ABB’s growing role in the digital transformation of cement manufacturing in India, where improving process efficiency and reducing energy consumption remain critical to the industry’s long-term sustainability.

With the advanced process control system now implemented at its Srinagar facility, TCI MAX aims to build on the initial operational improvements and further optimise production efficiency, clinker consistency and environmental performance.

Concrete

Ramco Cements’ Hard Worker Wins Eight Awards at ‘Love of Advertising Awards 2026’

Published

2 days ago

November 12, 2026

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Ramco Cements’ Hard Worker brand wins eight awards for excellence in advertising, packaging and brand identity at the Love of Advertising Awards 2026.

Hyderabad

The Ramco Cements Limited’s construction chemicals brand, Hard Worker, has secured eight awards at the Love of Advertising Awards 2026, recognising its creative excellence across television, digital advertising, packaging design and brand identity.

Organised by the Advertising Club of Trivandrum, the awards were presented at a ceremony held at The Leela Raviz, Kovalam, on 24 October 2026. The recognition highlights Hard Worker’s integrated marketing strategy and its efforts to establish a distinctive presence in India’s competitive construction chemicals market.

The eight awards span multiple creative categories, reflecting the brand’s approach to combining product-focused communication with engaging storytelling, humour and innovative design. Through its campaigns, Hard Worker has sought to simplify technical product benefits and make construction chemicals more accessible and relatable to consumers and construction professionals.

Built around the philosophy of “Hard-working products for hardworking people”, the brand focuses on communicating practical product advantages through memorable advertising narratives while maintaining a consistent identity across different marketing platforms.

Its campaigns for Ramco Hard Worker Eco Plaster and Tile Fix have been central to this approach. The Eco Plaster campaign highlights water conservation through the product’s self-curing properties, positioning it as a solution that supports more efficient construction practices. Meanwhile, Tile Fix promotes specialised tile-fixing solutions by presenting their practical benefits through relatable situations and creative storytelling.

Beyond advertising, Hard Worker has invested in distinctive packaging and brand identity development to improve product recognition and maintain consistency across customer touchpoints. This integrated approach has helped the brand differentiate itself in a category where marketing communication has traditionally focused on technical specifications and functional performance.

A V Dharmakrishnan, CEO, Ramco Cements, said, “Winning eight awards at the Love of Advertising Awards is a proud moment for Ramco Cements and the Hard Worker team. We believe that building a strong brand requires not only quality products but also the ability to communicate their value in a compelling and differentiated manner. Hard Worker’s journey reflects our commitment to combining product performance with innovative marketing to create meaningful connections with our customers and strengthen our presence in the construction chemicals market.”

The recognition comes as building materials manufacturers increasingly focus on brand differentiation, product awareness and customer engagement to strengthen their position in the construction chemicals segment.

By using humour and storytelling to explain product applications and benefits, Hard Worker aims to bridge the communication gap between technical construction solutions and the practical requirements of contractors, applicators and end-users.

Balaji K. Moorthy, Executive Director – Marketing, Ramco Cements, said, “Hard Worker was conceived to bring a fresh perspective to the construction chemicals category, where product communication has traditionally been functional and technical. Our endeavour has been to break through the clutter with distinctive ideas, humour and storytelling, while keeping the product proposition at the heart of every campaign. The recognition across TV and digital advertising, packaging design and brand identity design demonstrates our integrated approach to building the brand. These eight awards are an encouraging recognition of the creative thinking and collaborative effort behind Hard Worker’s marketing initiatives.”

The awards add to Hard Worker’s growing portfolio of creative recognitions and reinforce Ramco Cements’ emphasis on integrating product innovation with strategic marketing.

The brand’s communication initiatives also reflect a wider shift in the construction materials industry, where manufacturers are increasingly adopting consumer-focused marketing strategies to improve product understanding and strengthen relationships with construction professionals.

With its portfolio of construction chemicals, Hard Worker aims to address evolving requirements for durability, application efficiency and construction quality. Its marketing efforts seek to complement these product attributes by building stronger awareness and encouraging the adoption of specialised construction solutions.

Ramco Cements, one of India’s established cement manufacturers, operates across cement and allied building solutions. Through Hard Worker, the company is expanding its presence in the construction chemicals segment with products designed to enhance performance, quality and durability in modern construction applications.

The latest recognition strengthens Hard Worker’s brand visibility and underscores the growing importance of creative communication in promoting technical building materials. Ramco Cements intends to continue combining product development with distinctive marketing initiatives to support the brand’s growth in India’s construction chemicals market.