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Green cement is a competitive advantage

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Professor Procyon Mukherjee follows the progress of green cement across Europe and China, as carbon capture, clinker substitution and alternative fuels are converging to redefine what it means to build sustainably at scale.

In the race to decarbonise heavy industry, cement has long been considered the immovable object. Responsible for approximately eight per cent of global CO2 emissions, the sector sits at the uncomfortable intersection of necessity and intractability-essential to infrastructure, yet fundamentally carbon-intensive by design. However, something has shifted. Across Europe and China, green cement is no longer confined to pilot projects and academic optimism. It is entering markets, commanding premiums, and reshaping competitive dynamics. The transformation is not incremental-it is structural. And companies that once competed on cost and scale are now competing on carbon.

Why cement is so hard to decarbonise
Unlike many industries, cement’s emissions are not just about energy-they are embedded in chemistry. Nearly two-thirds of emissions come from calcination, the process of heating limestone to create clinker, the binding agent in cement. These emissions are ‘process emissions,’ meaning they cannot simply be eliminated by switching to renewable energy.
This makes cement one of the most difficult sectors to decarbonise-and explains why progress has historically lagged-behind industries like power or mobility. Yet that constraint has also forced innovation along multiple fronts simultaneously.

Europe: Turning regulation into innovation
Europe has emerged as the global testbed for green cement-not by accident, but by design. Strict carbon pricing under the EU Emissions Trading System (ETS), combined with subsidies like the EU Innovation Fund, has created a powerful push toward industrial decarbonisation. The result is a wave of first-of-its-kind projects that are now moving from concept to commercialisation.

The Heidelberg breakthrough
Few companies illustrate this shift better than Heidelberg Materials. At its Brevik plant in Norway, the company has launched what is widely considered the world’s first commercial-scale carbon-captured cement, branded as evoZero. The facility captures around 400,000 tonnes of CO2 annually-roughly 50 per cent of plant emissions-and stores it beneath the North Sea.
This is not a laboratory experiment. It is already supplying real construction projects, including infrastructure in Oslo and 3D-printed housing in Germany. Even more telling, early production has effectively been pre-sold, despite higher costs. Demand is not waiting for cost parity-it is being pulled by sustainability commitments across construction and real estate.
Heidelberg is doubling down. Its ‘GeZero’ project in Germany aims to capture 700,000 tonnes of CO2 annually, supported by significant public funding and designed as a replicable blueprint for inland plants.

Productisation of green cement
What is striking in Europe’s cement transition is not just the pace of innovation, but its productisation. A sector long defined by undifferentiated bulk material is now seeing the emergence of branded, strategically distinct green offerings. Heidelberg Materials’ evoZero signals leadership in carbon capture-enabled cement, while Cementir Holding’s FUTURECEM reflects a pragmatic pathway built on clinker substitution and immediate scalability. At the other end of the spectrum, Hoffmann Green Cement Technologies is redefining the category itself with its zero-clinker formulations, challenging the very chemistry of cement.
Meanwhile, incumbents like Holcim and CEMEX are pursuing portfolio strategies through brands such as ECOPlanet and Vertua, embedding low-carbon options across their product lines. The implication is profound: carbon is no longer an invisible externality-it is becoming a core dimension of competition, with companies differentiating not just on cost and scale, but on the technological pathway they choose to decarbonise.

A portfolio approach to decarbonisation
European players are not relying on a single solution. Instead, they are combining four levers:

  1. Carbon Capture, Utilisation, and Storage (CCUS) to address unavoidable process emissions
  2. Clinker substitution to replace high-carbon clinker with materials like fly ash, slag and calcined clay
  3. Alternative fuels to include biomass and waste-derived fuels (often exceeding 80 per cent substitution rates)
  4. Circularity to recycle demolition concrete and optimising material use
    No single technology solves cement’s carbon problem. But together, they create a viable pathway to near-zero emissions.

China: Scaling through systems innovation
If Europe is pioneering, China is industrialising. As the world’s largest cement producer-accounting for more than half of global output-China’s role is decisive. While regulatory pressure has historically been lower than in Europe, the country is now accelerating decarbonisation through scale, integration, and system-level innovation.
Integration as a cost advantage
Recent research highlights a uniquely Chinese approach: integrating cement production with adjacent industries such as hydrogen and chemicals. For example, coupling green hydrogen production with carbon capture in cement plants can reduce abatement costs to $41-53 per tonne, significantly lower than standalone solutions. This reflects a broader strategic pattern: rather than treating decarbonisation as a cost centre, Chinese firms are embedding it within industrial ecosystems.

Material innovation at scale
China is also aggressively pursuing clinker substitution and alternative binders, often leveraging industrial by-products such as fly ash and slag. The progress on calcined clay in Europe is also noteworthy. These approaches can reduce emissions without fundamentally altering existing infrastructure-making them easier to scale rapidly. At the same time, pilot projects are exploring breakthrough technologies, including electrochemical processes and novel cement chemistries, though these remain at earlier stages of commercialisation.

The emerging competitive divide
What is becoming clear is that green cement is not just a sustainability story-it is a competitive one.
Three shifts are reshaping the industry:

  1. Carbon is becoming a product attribute
    Traditionally, cement was a commodity differentiated mainly by price and logistics. That is changing. Products like evoZero demonstrate that carbon intensity itself can be monetised. Early adopters-developers, governments, and corporates-are willing to pay a premium for low-carbon materials to meet ESG commitments and regulatory requirements.
  2. First movers are building structural advantages
    Projects like Brevik or GeZero are capital-intensive and technologically complex. But they create capabilities that are difficult to replicate quickly:
    • Access to CO2 transport and storage infrastructure
    • Expertise in CCUS integration
    • Early relationships with sustainability-focused customers
    This mirrors patterns seen in renewable energy and electric vehicles, where early investments created enduring competitive moats.
  3. Policy is shaping market demand
    Public procurement and regulation are becoming decisive demand drivers. Initiatives such as low-carbon building standards, carbon pricing, and coalitions like ConcreteZero are effectively creating guaranteed markets for green cement. In this environment, companies are not just responding to regulation-they are positioning themselves to benefit from it.

The economics challenge: Who pays?
Despite rapid progress, one challenge remains unresolved: Cost.
Carbon capture and advanced materials increase production costs significantly. Projects like Brevik rely heavily on government support, and long-term viability depends on closing the gap between green and conventional cement.
Three mechanisms are emerging to address this:
• Carbon pricing, which penalises high-emission cement
• Green premiums, paid by early adopters
• Subsidies and incentives, to de-risk early investments
Over time, scale and learning effects are expected to reduce costs-just as they did in solar and wind energy. But the transition period will require careful coordination between industry and policy.

What leaders should take away
For executives, whether in construction, infrastructure, or manufacturing-the implications are immediate:
• Supply chains will decarbonise unevenly.
Access to green cement will vary by region and supplier capability.
• Procurement strategies must evolve. Carbon intensity will become as important as cost and reliability.
• Partnerships will matter. Collaboration with suppliers, governments, and technology providers will be essential to secure low-carbon materials.
Most importantly, green cement is no longer a distant innovation-it is entering the mainstream of strategic decision-making.

From constraint to catalyst
For decades, cement has symbolised the limits of industrial decarbonisation-a sector where physics and chemistry seemed to resist change.
Today, it is becoming something else: a proving ground. Europe has shown that regulation can
catalyse innovation. China is demonstrating that scale and integration can drive cost reductions. Companies like Heidelberg are proving that even the hardest-to-abate industries can move from ambition to execution.
The lesson extends far beyond cement. When constraints are fundamental, transformation does not come from a single breakthrough. It comes from orchestrating multiple solutions-technology, policy, and business models-into a coherent system.
Green cement is not yet the norm. But it is no longer the exception. And in a world where infrastructure demand continues to surge, the companies that master this transition will not just reduce emissions, they will define the future of construction itself.

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.

Concrete

ABB Extends Drive Lifespan at ACC Cement Plant Without Production Shutdown

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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.

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

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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.

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

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