Concrete

Brand Power: Winning With Visibility

Published

4 weeks ago

July 21, 2026

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Strategic branding brings assured return on investment in the form of intangible gains such as brand recall, loyalty and product preference amongst the stakeholders of the construction value chain. ICR explores the impact of branding on a commodity that is categorically moving beyond its price-driven definition.

When a commodity such as cement is affected by market dynamics, the most important aspect to be considered is the price. It affects the demand, it dictates the customer’s choice. With our country claiming the position of being the second-largest cement producer globally, with an installed capacity of over 650 million tonnes per annum, should Indian manufacturers look beyond the obvious? What is the key competitive differentiator that allows companies to evolve and grow in a price-driven category? The answer is branding. But if you are thinking in terms of traditional branding exercises, you need to think again.
According to the India Brand Equity Foundation (IBEF), India’s cement demand is expected to grow by six to seven per cent annually, driven by infrastructure, urbanisation, affordable housing and industrial expansion. At the same time, the rise of the Individual Home Builder (IHB) has transformed the customer journey. Unlike earlier generations, today’s consumers are digitally connected, research-driven and actively involved in selecting construction materials. According to Kantar, over 90 per cent of Indian consumers research products online before making significant purchase decisions.
When we put these findings under a macro perspective, the picture begins to clear. Cement companies are investing beyond traditional advertising into digital engagement, customer education, influencer outreach, dealer partnerships and purpose led communication. In the age of social media,
branding is no longer about creating awareness, it has become a strategic business asset that drives customer preference, dealer confidence, premium pricing and long-term loyalty.

From commodity to choice
As manufacturing technology standardises and product specifications converge, the traditional levers of price, availability and dealer push are losing their grip on customer preference. The manufacturers who recognise this shift early are doing something their competitors are not: they are building brands that give customers a reason to choose before the contractor, the dealer, or the price tag enters the conversation.
When asked about the single most important factor behind a successful cement brant, Pushp Raj Singh, Group President – Sales and Marketing, JK Cement, said, “Trust. It is built through consistent product quality, reliable performance and fulfilling every promise made to customers over time.”
“Digital media has transformed branding from one-way communication into continuous engagement. It enables brands to educate stakeholders, build communities, gather customer insights and create meaningful interactions across the construction change value chain to ecosystem,” he added.
Isha Vyas, Co-founder and CEO, Yellow Pebble, stated, “When products begin to converge, industry leadership shifts from the specification sheet to the customer’s mind. In high-stakes purchases like cement, the leading brand is ultimately the one that feels like the safest decision. That confidence is built through a clear and ownable point of view rather than generic claims of ‘quality’ and ‘trust’ that every competitor makes. It is strengthened through consistency across every customer touchpoint, where the brand experience reinforces the same promise over time, much like Apple has done through its stores, website, advertising, and products. Finally, lasting leadership comes from proof over promise, where decades of successful projects, structures that continue to stand strong, measurable outcomes, and customer testimonials become more powerful than marketing claims, creating a reputation that competitors cannot easily replicate.”
“For traditionally functional industries like cement, emotional relevance comes not from changing the product but from changing the story around it. Cement is not merely about construction; it represents permanence, safety, reputation, and the confidence of building a family’s dream home or a contractor’s legacy. Brands can create deeper customer preference by focusing on what their products enable rather than what they contain, positioning the customer-not the product-as the hero. Just as Asian Paints celebrates the homeowner rather than the paint itself, cement brands can own emotional territories such as strength, endurance, nation-building, and legacy. By communicating these values through authentic storytelling and meaningful customer experiences, brands move beyond product attributes to build
lasting trust, emotional relevance, and long-term preference” she adds.
According to NielsenIQ, nearly 70 per cent of purchase decisions are influenced at the point of sale, while Google Consumer Insights show that most Indian consumers research extensively before making high-value purchases. As a result, cement companies are moving beyond product-centric communication towards customer education, digital engagement, sustainability, and value-added services. Today, strong brands differentiate themselves
through consistent quality, technical support, and meaningful customer experiences that build lasting trust and loyalty.

Pillars of a strong brand
A strong cement brand is built not through advertising alone, but by consistently delivering quality, reliability, and value at every customer touchpoint. While product performance remains the foundation, lasting brand equity is created through consistent quality, dependable supply, trusted dealer relationships, responsive technical support, continuous innovation, and an emotional connection with homeowners who view their house as a lifetime investment.
Illustrating an example from a parallel industry, Vijay Sharma, Director, Jindal Stainless, explained, “Companies that command preference are the ones that build trust across their entire ecosystem, not just through transactional behaviour. Price and supply reliability remain important and cannot be overlooked, but in a technical and commoditised category like stainless steel, competing on these alone caps how much value a company can ultimately create, both for itself and for the buyer.”
“Preference is also built through category education and trust building. When the whole ecosystem becomes aware of lifecycle value and cost benefits of a long-term material, upfront price consideration becomes secondary to trust and confidence. Ultimately, in any B2B industry, preference is earned, not specified. Specifications can be matched. Trust, sustained over time, cannot be replicated overnight,” he added.
It is important for the brand to be clear about its identity and communication while selecting its branding protocol. Singh explained, “JK Super Cement stands for strength, trust, innovation, and sustainability. Our commitment is to deliver world-class quality, enable stronger and more durable construction, and continuously innovate to meet the evolving needs of customers while contributing responsibly to the future of infrastructure and nation-building.”
The new customer journey
The Indian cement buying journey has evolved significantly with the rise of the Individual Home Builder (IHB) as a key decision-maker. Once driven mainly by contractors, dealers, and price, cement purchases are now increasingly influenced by informed homeowners who actively research brands before making one of their largest lifetime investments. According to Kantar, consumers today rely on digital content, expert recommendations, and peer opinions throughout a buying journey that spans online research, dealer interactions, contractors, architects, and on-site consultations.
Kaushlesh Maheshwari, President (Sales & Marketing), Mangalam Cement, said, “A successful cement brand is built on trust, as structures are expected to last for generations and customers rely on consistent quality and performance. Digital media has strengthened this trust by transforming branding from one-way communication into continuous engagement, enabling brands to educate customers, build relationships across the construction ecosystem, and create meaningful conversations beyond product promotion. At Mangalam Cement, this philosophy is reflected in a commitment to trust, quality, innovation, and responsible growth, delivered through products like Mangalam ProMaxX, campaigns such as Jal Kam, Jalan Kam, and community initiatives like Uttam Shiksha Pehal, all aimed at creating long-term value for customers, channel partners, society, and the environment.”
At the same time, studies on cement purchasing behaviour show that product quality, brand reputation, dealer recommendation, availability, and after-sales support are among the strongest drivers of brand preference. As a result, cement companies are expanding beyond traditional advertising into digital engagement, technical education, social media, and dealer enablement, recognising that brands delivering trust, guidance, and a superior customer experience across every touchpoint are best positioned to build long-term preference and loyalty.
Payal Babbar, Head – Marketing, Shree Cement, stated, “A successful cement brand is built on a genuine understanding of the consumer, particularly the unspoken anxieties of the Individual Home Builder, for whom building a home is one of life’s biggest financial and emotional decisions. The brands that lead the market are those that address this need for confidence rather than merely promoting product specifications. Digital media has accelerated this shift by enabling brands to engage directly with consumers at the precise moment they are researching construction, while also increasing accountability as buyers can now compare, question, and validate brand promises in real time. At Shree and Bangur Cement, this philosophy is reflected in a brand promise centred on confidence, backed by uncompromising product quality, technical support, and a deep respect for the significance of helping families build not just a structure, but a secure future and lasting legacy.”
Here are some key points to consider:
• AI-driven personalisation is enabling brands to deliver relevant content to their customers at every stage of their construction journey.
• Digital-first customer behaviour is making brand visibility a prerequisite, not an advantage.
• Sustainability credentials are moving from
corporate reporting into active procurement requirements, with developers and infrastructure agencies beginning to specify low-carbon materials by name.
• Regional brands with disciplined equity investment are scaling into national players, with a strong focus on branding.

The cost of standing still
The commercial consequences of under-investing in branding are measurable and compounding. Without brand equity, cement manufacturers become discount-dependent as price becomes the only tool available to hold volume when a competitor enters the market or demand softens. Dealer churn accelerates when channel partners see no brand pull supporting their recommendation. Private-label and regional substitutes gain ground precisely in the segments where branded players have failed to build preference. During demand downturns, under-invested
brands are the first to suffer margin erosion, because customers feel no loyalty strong enough to absorb a price difference.
According to the Edelman Trust Barometer, 81 per cent of consumers say they must trust a brand before making a purchase, while NielsenIQ reports that 59 per cent of consumers prefer buying brands they know and trust over unfamiliar alternatives.
While branding is steadily gaining prominence in India, the industry’s marketing investment still lags behind that of leading global cement companies. Global majors such as Holcim, Heidelberg Materials and CEMEX invest significantly in brand building through sustainability leadership, digital transformation, innovation, customer education and stakeholder engagement, rather than relying solely on conventional advertising. According to Statista, the global advertising market averages around 0.7 per cent to 1.0 per cent of revenue across industrial sectors, while leading B2B companies often allocate an additional 2 per cent to 5 per cent of revenue towards marketing, digital engagement, customer experience and brand-building initiatives. In comparison, most Indian cement companies are estimated to spend 0.2 per cent to 0.5 per cent of revenue on advertising and brand communication, with a significant portion still directed towards trade schemes and dealer-led promotions rather than long-term brand equity. As competition intensifies and the Individual Home Builder (IHB) becomes increasingly influential, this gap presents a strategic opportunity for Indian manufacturers to invest beyond visibility and build differentiated brands capable of commanding stronger customer preference, dealer advocacy and premium pricing over the long term.
For cement companies selling to institutional buyers, developers and infrastructure contractors, brand reputation is evaluated long before a tender is opened. Decision-makers at this level assess consistency, technical credibility and sustainability credentials – all of which are shaped by brand exposure at industry conferences, trade exhibitions and sector-specific platforms. Presence at forums and expos signals seriousness, builds relationships with specifiers, and places a brand directly in front of the procurement conversations that determine large-volume contracts.

Digital, data and experience
Digital transformation has fundamentally changed how cement brands engage with customers, shifting from one-way communication to continuous, data-driven relationships across the value chain. Today, IHB, contractors, architects and dealers increasingly rely on digital platforms to research products and make informed decisions.
Mohammed Albawardi, Sales & Marketing Director, Riyadh Cement Company, elaborated, “A successful cement brand is built on consistent product quality, delivered reliably batch after batch. Quality builds trust, trust enables premium pricing, and premium pricing supports continued investment in innovation and customer service. Digital media has further strengthened this by democratising brand-building while increasing accountability, allowing technically strong brands to reach customers through digital platforms, social media, and contractor testimonials, while also ensuring that quality issues or broken promises are quickly exposed. The brands that succeed use digital as a two-way platform to educate, engage, and respond rather than simply broadcast messages.”
“Our brand stands for quality, trust, innovation, and sustainable growth-not as values on paper, but as everyday operating commitments. Quality means consistently meeting product specifications, trust means delivering on every promise, innovation means developing lower-carbon and higher-performance solutions, and sustainable growth means creating long-term value for customers, communities, and the environment. Every customer choosing our brand should experience all four commitments in every interaction” he added.
According to the IAMAI – Kantar Internet in India Report 2024, India has 886 million internet users, with 69 per cent engaging in e-commerce, 81 per cent watching online videos, and 57 per cent preferring content in Indic languages, highlighting the growing importance of regional digital communication. Cement companies are therefore investing in AI-powered customer engagement, social media, educational content, CRM systems, and dealer management platforms to build trust and enhance customer experience.
According to the India Brand Equity Foundation (IBEF), digital media now accounts for 44 per cent of India’s total advertising expenditure, reflecting the shift towards measurable, customer-centric marketing. Today, digital is no longer just a communication channel, it is a strategic enabler that strengthens dealer relationships, improves service delivery, personalises customer engagement, and builds long-term brand loyalty.
Sharma stated, “Branding is a strategic asset because it shapes how stakeholders assess risk, reliability, and long-term value, often well before a transaction begins. It isn’t a shift away from a company’s B2B focus, but a strategic extension of it. For industrial leaders, the larger shift is recognising that brand equity directly shapes commercial outcomes like adoption, premium realisation and resilience through market cycles. Companies that treat branding as strategy, not a support function, will be the ones setting standards their industries eventually adopt.”
Leading cement companies are measuring branding through both brand health indicators-such as recall, preference, Net Promoter Score (NPS), and dealer satisfaction-and business outcomes including market share growth, premium realisation, repeat purchases and revenue contribution, reinforcing branding as a long-term driver of business growth rather than just a marketing expense.

The economics of brand premium
The financial case for brand investment in cement is more direct than most marketing conversations acknowledge. Research by McKinsey & Company shows that companies with strong brand equity outperform industry peers by up to 20 per cent in EBITDA margins over a sustained period. The logic is straightforward: brand investment builds dealer preference, which reduces dependence on discounting and that flows directly into premium realisation and margin expansion.
In India’s cement market, where the difference between a branded and unbranded product at the retail counter can range from 10 to40 per bag, this premium compounds significantly at scale. According to the Kantar BrandZ India report, purpose-led brands with consistent equity investment demonstrate stronger pricing resilience during demand downturns. These are precisely the conditions where under-invested brands are forced into discount-driven volume recovery. For CFOs evaluating marketing budgets, the question is not what branding costs. It is what the absence of brand equity entails when the next price war arrives.

Sustainability, purpose and innovation
The next generation of cement brands will be defined not only by product quality but also by their commitment to sustainability, transparency, and purpose-driven innovation. As ESG expectations continue to rise, branding is shifting from promoting product features to demonstrating measurable environmental impact.
Sharvani Saxena, Co-Founder, Oneiric Lifestyles, said, “For a cement company, branding isn’t about making concrete look exciting. It’s about making reliability visible. It’s reflected in how technical information is communicated, how digital platforms simplify decision making, how dealers represent the business, how projects are showcased, and how every customer interaction reinforces confidence. The future belongs to companies that understand they are not simply selling products. They are shaping trust. And in markets where products become increasingly comparable, trust often becomes the deciding factor.”
According to the Global Cement and Concrete Association (GCCA), the industry has committed to achieving net-zero concrete by 2050, with clinker reduction, low-carbon cements, carbon capture, and circular economy practices expected to deliver the majority of emissions reductions. Meanwhile, the International Energy Agency (IEA) estimates that cement production accounts for nearly 7 per cent to 8 per cent of global CO2 emissions, accelerating the adoption of green cement technologies such as LC3, supplementary cementitious materials (SCMs), renewable energy, and digital traceability. In the future, the strongest cement brands will be those that combine innovation with transparent sustainability practices, customer education, and a consistent commitment to environmental and social responsibility.
Cricket, cement and the consumer
No platform in India reaches the IHB quite like the Indian Premier League (IPL). Cement companies have recognised this for years. India Cements built one of the country’s most enduring sports-brand associations through its long-term ownership of Chennai Super Kings. JSW Cement has reinforced national brand presence through the Delhi Capitals, while JK Lakshmi Cement has leveraged jersey sponsorships with Rajasthan Royals and Sunrisers Hyderabad alongside league-wide broadcast campaigns. UltraTech Cement has consistently used IPL’s nationwide television reach to reinforce its home-building positioning. The pattern is deliberate. With over 500 million viewers annually, IPL delivers simultaneous access to homeowners, contractors, dealers and architects — an audience no other media platform aggregates at comparable scale or emotional intensity.

Conclusion
The next decade of Indian cement will be won in the customer’s mind, built through years of consistent brand investment, disciplined channel relationships, and the credibility that only a sustained brand presence can create. The manufacturers who have treated branding as a strategic asset will enter that decade with pricing power, dealer loyalty and customer preference already banked. Those who have treated it as an expense will face a market that has moved on without them. The commercial imperative is clear: invest in your brand now, or spend the next decade explaining why your cement costs less than the competition.

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Cement Makers’ Margins To Fall Rs 50-75 Per Tonne Amid West Asia Conflict

Crisil Sees Margins Easing Despite Steady Demand

Published

3 weeks ago

July 29, 2026

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Crisil said operating margins of Indian cement manufacturers are expected to decline by Rs 50-75 per tonne (t) this fiscal to Rs 925-950 per t due to higher input costs triggered by the West Asia conflict. The analysis covered 18 cement companies accounting for nearly 90 per cent of India’s domestic cement capacity and noted margins had improved sharply to around Rs 1,000 per t in fiscal 2026.

Crisil noted that the reduction would be driven mainly by higher power and fuel costs, which account for about 30 per cent of total costs, as petcoke and imported coal prices have surged amid geopolitical uncertainties. Freight costs, which account for about a quarter of total costs, are also expected to remain elevated because of higher diesel prices. The impact on profitability is likely to be more pronounced in the first half of the fiscal year before easing commodity prices moderate cost pressures later.

The rating agency said steady domestic demand and strong balance sheets should keep credit profiles stable despite the moderation in margins. Green energy currently accounts for 35-40 per cent of the sector’s total electricity consumption and is expected to partly cushion higher energy costs. Operating cash flows are likely to remain resilient, supported by projected 6-7 per cent growth in cement demand this fiscal.

Crisil highlighted that demand growth will be driven primarily by infrastructure spending, which meets about one-third of sector consumption, and by a nearly 18 per cent higher budgetary allocation for core ministries that should support project execution. Weaker rural housing demand amid pressure on agricultural incomes from a possible below-average monsoon may be offset by improved urban housing demand supported by favourable home-loan rates and a strong pipeline of Pradhan Mantri Awas Yojana-Urban projects. Ongoing capacity additions will keep capital expenditure elevated and may lift net debt to EBITDA to between 1.2 and 1.4 times from around 1.0 time last fiscal, though ratios are expected to remain healthy.

Concrete

UltraTech Board Approves Rs 50 bn Fundraise Via NCDs

Company to issue half a million debentures for expansion plan

Published

3 weeks ago

July 28, 2026

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UltraTech Cement’s board of directors has approved raising Rs 5,000 crore (Rs 50 bn) through non?convertible debentures issued in rupees.

The finance committee cleared a proposal to issue up to 500,000 fully paid, unsecured, listed, rated, redeemable, rupee?denominated, non?convertible, non?cumulative debentures of Rs 1 lakh each (Rs 0.1 mn each), aggregating to the Rs 5,000 crore programme.

As of June 2026 the firm reported net debt of Rs 15,875 crore (Rs 158.75 bn) and said its capacity expansion projects under execution are backed by capital expenditure of about Rs 17,000 crore (Rs 170 bn) over the next two to two?and?a?half years.

UltraTech spent Rs 9,500 crore (Rs 95 bn) on capital expenditure in financial year 2026 and in April the group crossed 200.1 mn tonnes per annum of domestic grey cement capacity and 205.5 mn tonnes per annum of global capacity.

The chief financial officer indicated the company would take consolidated capacity beyond 242 mn tonnes per annum, with grey cement capacity reaching 212.7 mn tonnes per annum by the end of financial year 2027. He noted the net debt?to?earnings before interest, taxes, depreciation and amortisation ratio stood at 0.87 times as of June 2026 and the company was confident of ending financial year 2027 with the ratio below one time.

In the first quarter of financial year 2026?27 UltraTech’s net profit attributable to owners rose 16.8 per cent year?on?year to Rs 2,599.3 crore (Rs 25.993 bn) and revenue from operations increased 15.9 per cent to Rs 24,648.20 crore (Rs 246.482 bn). The board approval is expected to complement internal cash flows as the company advances its expansion programme.

Concrete

Reimagining the Future

Published

4 weeks ago

July 21, 2026

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From LC3 and AI-driven kilns to RDF gasification, ICR explores the full breadth of technological innovation reshaping India’s cement industry. Low-carbon materials, digital manufacturing, alternative fuels and breakthrough concrete science are collectively advancing the sector’s transition from high-emission commodity producer toward a net-zero, infrastructure-ready future.

Innovation has become the defining force shaping the future of the cement industry. As the world’s second-largest cement producer, India is witnessing rising demand driven by infrastructure development, urbanisation, affordable housing, and industrial growth. At the same time, the International Energy Agency (IEA) estimates that cement production accounts for nearly 7 per cent to 8 per cent of global CO2 emissions, with clinker manufacturing contributing the largest share, making innovation an operational necessity. The industry is therefore investing heavily in low-carbon cement technologies, artificial intelligence (AI), digital manufacturing, alternative fuels, renewable energy and carbon capture, utilisation and storage (CCUS). Innovations such as limestone calcined
clay cement (LC3), supplementary cementitious materials (SCMs), AI-driven process optimisation and automated quality control are enabling manufacturers to produce more sustainable, efficient, and high-performance cement.
According to the Global Cement and Concrete Association (GCCA), achieving net-zero emissions will require a combination of material innovation, digital transformation, circular economy practices and collaborative research, making innovation central to the industry’s long-term competitiveness and India’s sustainable infrastructure growth.

Next-generation cement
The future of cement lies in reducing its dependence on clinker-the most carbon-intensive component of cement-through the adoption of low-carbon materials and advanced blended cement technologies. Products such as Portland Pozzolana Cement (PPC), Portland Slag Cement (PSC), Portland Composite Cement (PCC), and LC3 are driving this shift by replacing clinker with SCMs like fly ash, GGBS, calcined clay and limestone.
According to GCCA, SCMs can replace 30 to 50 per cent of clinker, with some applications exceeding 70 per cent, significantly reducing carbon emissions without compromising strength or durability. These blended cements also improve concrete performance by enhancing durability, reducing permeability, and increasing resistance to chloride and sulphate attacks. As the availability of traditional SCMs declines with the decarbonisation of the power and steel sectors, the industry is increasingly exploring alternative materials and next-generation cement formulations to support long-term sustainability.
Shrivats Singhania, Deputy Managing Director, JK Lakshmi Cement, says, “Innovation is enabling the cement industry to address one of its most important challenges – producing more with fewer resources and lower emissions. Across the value chain, manufacturers are deploying technologies that simultaneously improve operational efficiency and advance sustainability goals. For example, greater adoption of alternative fuels, waste heat recovery systems, renewable energy, and digital process controls is helping reduce energy consumption and optimise resource utilisation. Data-driven manufacturing allows plants to monitor operations in real time, improve equipment reliability, minimise downtime, and reduce wastage, resulting in both environmental and economic benefits.”
“Meaningful progress is also being achieved through material innovation. The growing use of blended cements and next-generation products such as LC3 reduces dependence on clinker, the most carbon-intensive component of cement production, thereby lowering embodied carbon without compromising performance,” he adds.
Among emerging technologies, LC3 has gained global recognition as one of the most promising low-carbon cement innovations. In a standard formulation, LC3 comprises approximately 50 per cent clinker, 30 per cent calcined clay, 15 per cent limestone, and 5 per cent gypsum. LC3 can reduce CO2 emissions by up to 40 per cent compared with Ordinary Portland Cement (OPC) while delivering comparable strength and enhanced durability. Its reliance on abundant, locally available raw materials, rather than industrial by-products, makes it highly scalable and well suited to countries like India.
According to the LC3 Project, nearly 75 per cent of cement plants worldwide could adopt LC3 using existing manufacturing infrastructure, potentially reducing global CO2 emissions by over 400 million tonnes annually, if adopted at scale globally. India’s introduction of BIS standard IS 18189:2023 for LC3, coupled with its adoption in projects such as the Noida International Airport, marks a step toward commercial implementation. As demand for sustainable construction grows, LC3 is poised to become a cornerstone of low-carbon infrastructure development.

Making of a smart cement plant
The modern cement plant is rapidly evolving into a digitally connected, AI-enabled manufacturing ecosystem where data drives every aspect of production – from raw material proportioning and kiln operations to quality control, maintenance and energy management.
According to IEA, digital technologies can improve energy efficiency in heavy industries by 10 per cent to 20 per cent. Advanced process control systems in cement plants have demonstrated the potential to reduce thermal energy consumption by 3 to 5 per cent, lower electricity consumption by 2 to 10 per cent, and improve kiln throughput and clinker quality. AI-powered predictive maintenance further helps reduce unplanned equipment downtime by 30 to 50 per cent and extend equipment life by continuously analysing sensor data to detect failures before
they occur.
Jignesh Kundaria, Director and CEO, Fornnax Technology, says, “AFR is no longer viewed solely as a sustainability initiative. It has become a strategic business priority for cement manufacturers. Rising fuel costs, stricter environmental regulations, and growing pressure to reduce dependence on conventional fuels are accelerating AFR adoption across the industry. However, the success of an AFR project depends heavily on how effectively waste is processed before it reaches the kiln. Poor preprocessing can negatively impact kiln performance, fuel efficiency, and emission control systems. Inconsistent fuel
quality often forces operators to make frequent adjustments, reducing throughput and increasing energy consumption.”
Dr Kapil Kukreja, General Manager, NCCBM, says, “Variations in composition, particle size, and calorific value can lead to inconsistent combustion behaviour resulting in fluctuating heat release patterns. These fluctuations can affect process stability, temperature control and clinker quality. Additionally, incomplete combustion of RDF particles can result in increased emissions, higher unburnt carbon content, and operational difficulties within the calciner system. Higher ash and inert content of RDF can dilute the clinker quality and reduce calciner efficiency.”
Meanwhile, digital twins are allowing manufacturers to simulate entire production processes, optimise kiln performance, evaluate process changes virtually, and reduce operational risks before implementation. Automated Laboratory Information Management Systems (LIMS), coupled with online and offline XRF and XRD analysers, are delivering real-time monitoring of clinker chemistry and mineralogy, ensuring tighter quality control, lower clinker variability and more consistent cement performance.
Dr Prateek Sharma, Group Project Manager, NCCBM, explains, “Chlorides and alkalis present in RDF can lead to excess buildup and blockages in the kiln and calciner increasing the downtime of cement plants. Hence, issues with direct utilisation of RDF establishes the need for fuel conditioning and alternative utilisation approaches that can maximise the energy potential of RDF while minimising adverse impacts on plant operation. RDF gasification emerges as an efficient tool for converting solid RDF into syngas which can be used as a fuel with improved characteristics.”
Digitalisation and intelligent manufacturing will be among the most critical enablers of achieving the cement industry’s net-zero ambitions by improving operational efficiency while simultaneously reducing energy consumption and greenhouse gas emissions, confirms a GCCA report.

From research to reality
While the cement industry has made remarkable progress in developing breakthrough technologies, the transition from laboratory research to large-scale commercial deployment remains one of its greatest challenges. The successful adoption of innovations such as LC3), CCUS, advanced alternative fuels, green hydrogen and novel SCMs depend not only on technical feasibility but also on economic viability, regulatory support, raw material availability, and market acceptance.
Veerendra Jamdade, CEO and Founder, Vritti Solutions, states, “The cement industry has a market that is constantly in flux, due to factors such as infrastructure investment, seasonality of demand, fuel costs, building activity by region and general economic cycles; therefore, having accurate forecasts is very important in this type of market. Traditional ERP systems are primarily data repositories with limited analytic functionality; thus, they capture transactional and operational information but generally lack advanced analytical capabilities for converting captured data into actionable information. This
affects everything from demand forecasting and inventory planning through procurement and production scheduling.”
According to IEA, technologies that are still at the demonstration or early commercial stage-including CCUS and next-generation low-carbon binders-are expected to contribute nearly 40 per cent of the emissions reductions required for the global cement sector to achieve net-zero emissions by 2050, underscoring the importance of accelerating their scale-up. This requires robust R&D ecosystems, stronger collaboration between cement manufacturers, research institutions, technology providers,
equipment suppliers, and policymakers, as well as supportive standards and financial incentives to reduce investment risks.
Ashutosh Pandita, Director – Head, Cement Business, TKIL Industries, elaborates, “The cement industry’s most transformative innovation today is the increased use of alternative fuels and raw materials (AFR), supported by advanced feeding systems and process technologies that are driving both operational efficiency and decarbonisation. Looking ahead, oxyfuel combustion and carbon capture technologies remain underappreciated but hold immense potential for enabling deep reductions in carbon emissions and accelerating the industry’s journey towards net-zero production. By 2030, cement manufacturing is expected to become significantly more sustainable, energy-efficient, and technology-driven, with widespread adoption of AFR, low-clinker cement technologies, greater digitalisation and automation, and the early commercial deployment of carbon capture solutions, all supported by stronger industry collaboration and a shared commitment to achieving long-term sustainability goals.”
In India, organisations such as the National Council for Cement and Building Materials (NCCBM), leading academic institutions, and major cement companies are working together to develop and validate emerging technologies, while the introduction of standards such as IS 18189:2023 for Limestone Calcined Clay Cement (LC3) marks a significant step towards commercial adoption. However, challenges such as high capital investment, long validation cycles, limited infrastructure for technologies like CCUS, fluctuating availability of alternative raw materials, and customer acceptance continue to slow implementation. Bridging the gap between research and commercial reality will therefore require sustained investment in innovation, knowledge-sharing, pilot projects, policy support, and industry-wide collaboration to ensure that promising technologies evolve into scalable, economically viable solutions capable of transforming the future of cement manufacturing.

Creating a green future
Clinker production will increasingly rely on low-carbon technologies such as LC3, high-volume SCMs, AFR, renewable energy, waste heat recovery, and eventually CCUS, enabling manufacturers to significantly reduce their environmental footprint.
Achieving net-zero concrete by 2050 will require a combination of clinker substitution (around 37 per cent of cumulative CO2 reductions), carbon capture technologies (approximately 36 per cent), and improvements in thermal efficiency, renewable energy, and circular economy practices.
Industry Expert SA Khadilkar comments, “Customer requirements are a key driver of innovation in the cement industry, influencing product development, process improvements, sustainability initiatives, and digital solutions. Innovation is most effective when it addresses real market needs, particularly in areas such as performance, durability, and application-specific requirements. Around a decade ago, ACC and Ambuja Cements (now Adani Cement) recognised this shift and introduced performance-oriented blended cement brands with enhanced durability, reduced water penetration, and OPC-like properties. Their success encouraged other major cement manufacturers to develop specialised cement brands with unique performance characteristics, demonstrating how product innovation has evolved to meet changing customer expectations.”
“Ultimately, customer expectations have transformed innovation from a technology-driven exercise into a market-driven strategy, ensuring that new developments create measurable value across the construction value chain,” he adds.
India is expected to add nearly 500 million square metres of urban built-up area by 2030, driving sustained demand for greener, more durable, and higher-performing construction materials, according to NITI Aayog. Meeting this demand will require cement manufacturers to evolve from commodity producers into integrated providers of sustainable building solutions, supported by data-driven manufacturing, collaborative R&D, customer-centric product innovation, and circular resource management. The cement plant of tomorrow will therefore be defined not only by its production capacity but also by its ability to manufacture smarter, cleaner, and more sustainable construction materials that support India’s ambitious infrastructure and climate goals.

Conclusion
The path ahead is clear in its direction, if not yet in its pace. India’s position as the world’s second-largest cement producer, combined with its infrastructure ambitions and its 2070 net-zero commitment, makes this transition both urgent
and consequential.
What this article has made evident is that no single technology will carry the industry to net zero. LC3 addresses clinker dependency. Digital manufacturing addresses efficiency and waste. Alternative fuels address fossil fuel dependence. CCUS addresses the residual process emissions that no other lever can reach. Each is necessary. None is sufficient alone. The industry’s task is to advance all of them simultaneously, at a pace that matches the scale of the challenge.
The plants that will build tomorrow’s highways, airports and homes will need to do so with a fraction of today’s carbon footprint.

Innovations in cement and concrete

Carbon mineralisation in concrete: A 2026 peer-reviewed study in the Journal of the American Ceramic Society by MIT’s Masic Lab and CarbonCure Technologies used in-situ Raman microspectroscopy to show that CO2 injected during cement mixing triggers a three-stage hydration sequence, producing a more uniform microstructure with approximately 13 per cent higher early strength while permanently sequestering carbon within the concrete matrix.

Source: www.carboncure.com

Zero-clinker geopolymer blocks: Theseus Development manufactures geopolymer blocks using upcycled aluminosilicate waste from quarries and mines through an inorganic polymerisation process, achieving up to 80 per cent lower embodied carbon compared to conventional cement blocks. An interlocking block design reduces mortar requirements, lowering construction costs while eliminating clinker entirely from the production process.

Source: www.rmi.org

3D-printed basalt fibre grids: Austrian startup Fiber Elements, founded in 2023, uses robotically wound continuous basalt fibres arranged into three-dimensional reinforcement grids that replace steel in concrete structures. The resulting composites are three times stronger than steel, weigh two-thirds less, resist corrosion entirely and reduce CO2 emissions by up to 70 per cent compared to conventional steel-reinforced concrete.

Source: www.eitmanufacturing.eu

Self-healing concrete: Dutch company Basilisk leads commercial deployment of bacteria-based self-healing concrete, with licensed production now active in Japan and a highway viaduct pilot planned for 2026. Dormant Bacillus bacteria embedded in the mix activate upon crack formation, metabolising nutrients to precipitate calcium carbonate that autonomously seals fractures. The global self-healing concrete market is projected to grow significantly through 2031, driven by green building mandates and infrastructure agencies targeting lower maintenance costs and extended structural life.

Sources: www.thelegaljournalontechnology.com and www.mordorintelligence.com