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Innovation, Sustainability and Future-Ready Strategies

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Dr SB Hegde, Professor, Department of Civil Engineering, Jain College of Engineering and Technology, Hubli, and Visiting Professor, Pennsylvania State University, USA, discusses the role of technology in pioneering the global cement industry in a two-part series.

In the dynamic realm of construction, the global cement industry plays an indispensable role as the bedrock of infrastructure development. As we navigate an era defined by rapid technological evolution and an escalating call for sustainability, our cement enterprise stands at the forefront of transformative change. This article explores our vision, strategies and initiatives, meticulously designed to pioneer innovation, champion sustainability and pave the way for a future-ready cement industry.
In a world where construction demands are ever-expanding, our commitment goes beyond mere production — we are architects of change, shaping the industry’s trajectory towards a more sustainable and technologically advanced future. From the heart of our cement plants to the far reaches of our marketing endeavours and educational initiatives, we are driving innovation, fostering global collaboration, and embracing cutting-edge technologies.
An attempt has been made to discuss Industry 4.0 integration, emission-free aspirations, electrification, hydrogen revolution and robotic workforce converging to redefine cement production.
Witness how our marketing strategies, with a virtual global presence, augmented reality engagement, and AI-powered personalisation, transcend traditional boundaries. Explore how we are dedicated to teaching customers through online knowledge sharing and global educational partnerships. Our goal is to imagine a world where eco-friendly building practices and environmental responsibility take the lead.

Industry 4.0 integration
The integration of Industry 4.0 technologies in cement plants represents a revolutionary step towards enhancing efficiency and sustainability on a global scale. Industry 4.0, often referred to as the fourth industrial revolution, involves the intelligent interconnectivity of various technologies to optimise industrial processes. Let’s explore the current status of Industry 4.0 integration in cement plants globally, supported by relevant numbers.

Global overview
A. Adoption rate
Globally, the adoption of Industry 4.0 in cement plants has gained significant momentum. As of the latest data, approximately 30 per cent of major cement plants worldwide have implemented Industry 4.0 technologies in various stages of their production processes.
B. Investments in technology
The global cement industry has witnessed substantial investments in technology upgrades to align with Industry 4.0 principles. Major cement manufacturers have collectively invested over $ 1.5 billion in the past three years to implement smart
technologies, automation and data-driven solutions.
C. Operational efficiency
Industry 4.0 integration has led to a remarkable improvement in operational efficiency. Cement plants leveraging smart sensors, IoT devices and real-time data analytics have reported up to a 20 per cent increase in overall production efficiency.
D. Resource optimisation
The utilisation of Industry 4.0 technologies has enabled better resource optimisation. Cement plants globally have experienced a 15 per cent reduction in energy consumption and a 10 per cent decrease in raw material wastage, contributing to both economic and environmental sustainability.

The India overview
A. Current adoption rate
In India, the adoption of Industry 4.0 in cement plants is gaining traction, albeit at a slightly slower pace compared to global counterparts. Approximately 15 per cent of major cement plants in India have initiated the integration of Industry 4.0 technologies into their manufacturing processes.
B. Investments in technology
Indian cement manufacturers have recognised the importance of technology investments. Over the last two years, the industry has invested around `5.00 billion (approximately $ 67 million) collectively in upgrading technologies to align with Industry
4.0 standards.
C. Operational impact

Early adopters in India have reported positive operational impacts. Cement plants that have embraced Industry 4.0 technologies are witnessing a 12 per cent improvement in production efficiency, showcasing the immediate benefits of intelligent automation and data-driven decision-making.
D. Challenges and opportunities
While the Indian cement industry is on the path to Industry 4.0 integration, challenges such as infrastructure constraints and the need for upskilling the workforce persist. However, the government’s focus on promoting smart manufacturing and the availability of skilled IT professionals present opportunities for rapid advancements.
E. Future trajectory
The global cement industry is expected to witness an accelerated adoption of Industry 4.0 in the coming years. Investments in technology are projected to double, reaching $ 3 billion by 2025. For India, the trajectory is optimistic, with the industry poised to increase its adoption rate to 25 per cent in the next three years, supported by government initiatives and a growing awareness of the benefits of Industry 4.0. Its integration in cement plants is transforming the industry globally, with significant strides in operational efficiency and sustainability. While India is on its journey to catch up with the global trend, the future holds promising prospects for the widespread adoption of intelligent technologies, reshaping the landscape of cement production.

Emission-free aspirations

Carbon capture and storage mechanism
The pursuit of emission-free aspirations in cement plants is a paramount challenge for the global industry, driven by a commitment to sustainability and environmental responsibility. Let’s delve into the current status of emission-free initiatives in cement plants worldwide, accompanied by relevant numbers, and then explore the specific scenario in India.

Global overview
A. Carbon capture and utilisation (CCU)

Globally, cement plants are increasingly adopting cutting-edge Carbon Capture and Utilisation technologies. As of the latest data, approximately 20 per cent of major cement manufacturing facilities worldwide have implemented CCU solutions, capturing and repurposing carbon dioxide emissions.
B. Renewable energy integration
The integration of renewable energy sources into cement production processes is a key strategy for emission reduction. Globally, around 15 per cent of cement plants have transitioned to renewable energy, harnessing solar, wind, and biomass to power various stages of production.
C. Strategic partnerships
Cement manufacturers globally are forming strategic partnerships with technology providers and environmental organisations to accelerate emission-free initiatives. These collaborations have resulted in a 25 per cent increase in the implementation of advanced technologies focused on emission reduction.
D. Zero-emission targets
A notable trend is the establishment of zero-emission targets by leading cement companies. Approximately 10 per cent of major players globally have set ambitious goals to achieve zero net emissions, driving the industry towards a more sustainable future.

Indian scenario
A. CCU initiatives

In India, the adoption of CCU technologies in cement plants is gaining momentum. Around 8 per cent of major cement manufacturers have initiated CCU projects, aiming to capture and repurpose carbon emissions. This aligns with India’s commitment to reduce its carbon footprint.
B. Renewable energy transition
Cement plants in India are increasingly embracing renewable energy sources. As of the latest statistics, approximately 12 per cent of cement facilities in the country have integrated renewable energy solutions, with a focus on solar and wind power.
C. Government initiatives
The Indian government’s emphasis on sustainability and clean energy has catalysed emission-free aspirations in the cement sector. Policies incentivising the adoption of CCU technologies and renewable energy integration have led to a 30 per cent increase in government-supported initiatives.
D. Zero-emission targets in India
While zero-emission targets are in the early stages in India, a notable 5 per cent of major cement companies have set ambitious goals to achieve zero net emissions. This reflects a growing awareness of the need for sustainable practices in the Indian
cement industry.

Challenges and opportunities

  1. Global challenges
  • High initial costs of implementing emission-free technologies.
  • Technical challenges in large-scale deployment of carbon capture solutions.
  • Resistance to change and traditional manufacturing practices.
  1. Global opportunities
  • Increasing availability of government incentives and grants.
  • Growing demand for sustainable and eco-friendly construction materials.
  • Advances in technology and increased collaboration among industry stakeholders.
  1. Indian challenges
  • Infrastructural limitations for widespread adoption of emission-free technologies.
  • Need for financial support and incentives to accelerate initiatives.
  • Limited awareness and education on the benefits of emission-free practices.
  1. Indian opportunities
  • Government initiatives like the National Clean Air Programme (NCAP).
  • Access to abundant sunlight for solar energy generation.
  • Potential for collaboration with international partners for technology transfer.

Future trajectory
The global cement industry is poised for a transformative shift towards emission-free aspirations. Anticipated advancements in technology, coupled with increased government support, are expected to drive widespread adoption. In India, while challenges persist, the commitment to sustainability, coupled with government initiatives, is paving the way for a future where emission-free practices become the norm in the cement sector.

Electrifying Kiln Technology
On the global stage, the initiative to electrify kiln technology in the cement industry is gaining momentum, ushering in a new era of efficiency and sustainability. This ambitious move is not just about reducing carbon footprints; it’s a transformative step that is opening new horizons and setting the stage for a more sustainable future in cement production.
A. Current global initiatives
Several leading cement manufacturers around the world have embraced the electrification of kiln technology, recognising its potential to revolutionise traditional manufacturing processes. As of the latest data, the global cement industry contributes to approximately 8 per cent of total carbon dioxide emissions. Electrification is emerging as a key strategy to address this environmental challenge.
B. Investments and impact
Global investments in electrifying kiln technology are substantial, reflecting a commitment to sustainable practices. For instance, a major cement plant in Europe has invested over €80 million (approximately $ 90 million) in retrofitting its kilns with advanced electric heating systems. This investment is projected to lead to a 30 per cent reduction in carbon emissions from the kiln operations.
C. Technology adoption and innovations
Cutting-edge electric heating elements and control systems are being implemented globally to replace traditional fuel-based kiln technologies. These innovations not only facilitate a significant reduction in greenhouse gas emissions but also offer enhanced temperature control and efficiency, thereby improving overall production quality.

The cement industry looks at solar energy as a beacon of sustainability but there are challenges that need to be addressed to make it more feasible


D. Collaborations and knowledge exchange
The global cement industry is witnessing collaborative efforts between manufacturers, technology providers, and research institutions to accelerate the adoption of electrification technologies. Knowledge exchange platforms and industry collaborations are contributing to a collective understanding of best practices and challenges associated with the electrification transition.
E. Environmental impact
The environmental impact of electrifying kiln technology is substantial. By reducing reliance on fossil fuels, the cement industry can significantly lower its carbon footprint. The precise control afforded by electric heating systems also contributes to a more energy-efficient and environmentally friendly production process.
F. Regulatory drivers
Governments and regulatory bodies worldwide are increasingly recognising the importance of sustainable industrial practices. Incentives, policies, and regulations supporting the adoption of clean technologies are serving as catalysts for the global cement industry to prioritise electrification in kiln operations.
G. Future trajectory
As the global cement industry continues its journey toward electrification, the future trajectory looks promising. Anticipated advancements in technology, increased investments, and collaborative research efforts are expected to drive widespread adoption. This not only benefits individual cement plants but also contributes to the industry’s collective efforts in mitigating climate change.


H. Robust electrification cement plants
In the Indian cement industry, a paradigm shift is underway with a strategic focus on robust electrification. This transformative initiative involves the electrification of kiln technology, a move that not only reduces the industry’s carbon footprint but also opens new horizons in efficient and sustainable cement production.

Current Status
As of now, several prominent Indian cement plants are actively engaged in transitioning their
kiln technology from conventional fossil fuel-based systems to electrified alternatives. The aim is to achieve a substantial reduction in greenhouse gas emissions associated with traditional cement manufacturing processes.

Investments
The investments made in the electrification of kiln technology are both substantial and indicative of the industry’s commitment to sustainability. To provide a concrete example, a leading cement manufacturer in India has allocated over `1.50 billion (approximately $ 20 million) to implement electrified kiln technology. This investment is anticipated to result in an immediate 25 per cent reduction in carbon emissions from the kiln operation.

Technology implementation
Electrification of kiln technology involves the integration of electrically-powered heating systems in lieu of traditional fuel-fired methods. Advanced electrical heating elements are employed to achieve the high temperatures required for the cement manufacturing process, eliminating the reliance on fossil fuels and significantly reducing emissions.

Efficiency gains
Beyond the environmental benefits, the electrification of kiln technology is poised to enhance operational efficiency in cement plants. The precision and controllability of electric heating systems allow for better temperature management, leading to improved product quality and energy efficiency.

Renewable energy integration
In conjunction with electrification, many Indian cement plants are exploring the integration of renewable energy sources to power their operations. Solar and wind energy installations are being considered to meet the electricity demand of electrified kilns,further reducing the carbon intensity of the cement production process.

Governmental support
The Indian government’s push for sustainable industrial practices aligns with the cement industry’s electrification efforts. Incentives, subsidies and favourable policies supporting the adoption of clean technologies play a crucial role in encouraging cement manufacturers to embrace electrification.

Future landscape
Looking ahead, electrification is poised to become a cornerstone of sustainable cement production in India. Continued investments, technology advancements, and industry collaborations are expected to drive widespread adoption, reshaping the sector’s environmental impact and bolstering India’s position in sustainable manufacturing.

List of references will be featured in the concluding part.

ABOUT THE AUTHOR:


Dr SB Hegde is an industrial leader with expertise in cement plant operation and optimisation, plant commissioning, new cement plant establishment, etc. His industry knowledge cover manufacturing, product development, concrete technology and technical services.

Concrete

Merlin Prime Spaces Acquires 13,185 Sq M Land Parcel In Pune

Rs 273 crore purchase broadens the developer’s Pune presence

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Merlin Prime Spaces (MPS) has acquired a 13,185 sq m land parcel in Pune for Rs 273 crore, marking a notable expansion of its footprint in the city.

The transaction value converts to Rs 2,730 mn or Rs 2.73 bn.

The parcel is located in a strategic area of Pune and the firm described the acquisition as aligned with its growth objectives.

The deal follows recent activity in the region and will be watched by investors and developers.

MPS said the acquisition will support its planned development pipeline and enable delivery of commercial and residential space to meet local demand.

The company expects the site to provide flexibility in product design and phased development to respond to market conditions.

The move reflects an emphasis on land ownership in key suburban markets.

The emphasis on land acquisition reflects a strategy to secure inventory ahead of demand cycles.

The purchase follows a period of sustained investor interest in Pune real estate, driven by expanding office ecosystems and residential demand from professionals.

MPS will integrate the new holding into its existing portfolio and plans to engage with local authorities and stakeholders to progress approvals and infrastructure readiness.

No financial partners were disclosed in the announcement.

The firm indicated that timelines will depend on approvals and prevailing market conditions.

Analysts note that strategic land acquisitions at scale can help developers manage costs and timelines while preserving optionality for future projects.

MPS will now hold an enlarged land bank in the region as it pursues growth, and the acquisition underlines continued corporate appetite for measured expansion in second tier cities.

The company intends to move forward with detailed planning in the coming months.

Stakeholders will assess how the site is positioned relative to existing infrastructure and connectivity.

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Concrete

Adani Cement and Naredco Partner to Promote Sustainable Construction

Collaboration to focus on skills, technology and greener practices

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Adani Cement has entered a strategic partnership with the National Real Estate Development Council (Naredco) to support India’s construction needs with a focus on sustainability, workforce capability and modern building technologies. The collaboration brings together Adani Cement’s building materials portfolio, research and development strengths and technical expertise with Naredco’s nationwide network of more than 15,000 member organisations. The agreement aims to address evolving demand across housing, commercial and infrastructure sectors.

Under the partnership, the organisations will roll out skill development and certification programmes for masons, contractors and site supervisors, with training to emphasise contemporary construction techniques, safety practices and quality standards. The programmes are intended to improve project execution and on-site efficiency and to raise labour productivity through standardised competencies. Emphasis will be placed on practical training and certification pathways that can be scaled across regions.

The alliance will function as a platform for knowledge sharing and technology exchange, facilitating access to advanced concrete solutions, innovative construction practices and modern materials. The effort is intended to enhance structural durability, execution quality and environmental responsibility across developments while promoting adoption of low-carbon technologies and green cement alternatives. Companies expect these measures to contribute to longer term resilience of built assets.

Senior executives conveyed that the partnership reflects a shared commitment to strengthening quality and sustainability in construction and that closer engagement with developers will help integrate advanced materials and technical support throughout the project lifecycle. Leadership noted the need for responsible construction practices as urbanisation accelerates and indicated that the association should encourage wider adoption of green building norms and collaboration within the real estate and construction ecosystem.

The organisations said they will also explore integrated building solutions, including ready-mix concrete offerings, while supporting initiatives aligned with affordable and inclusive housing. The partnership will progress through engagements, conferences and joint training programmes targeting rapidly urbanising cities and growth centres where demand for efficient and environmentally responsible construction grows. Naredco, established under the aegis of the Ministry of Housing and Urban Affairs, will leverage its policy and advocacy role to support implementation.

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Concrete

Operational Excellence Redefined!

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Operational excellence in cement is no longer about producing more—it is about producing smarter, cleaner and more reliably, where cost per tonne meets carbon per tonne.

Operational excellence in cement has moved far beyond the old pursuit of ‘more tonne’. The new benchmark is smarter, cleaner, more reliable production—delivered with discipline across process, people and data. In an industry where energy can account for nearly 30 per cent of manufacturing cost, even marginal gains translate into meaningful value. As Dr SB Hegde, Professor, Jain College of Engineering & Technology, Hubli and Visiting Professor, Pennsylvania State University, USA, puts it, “Operational excellence… is no longer about producing more. It is about producing smarter, cleaner, more reliably, and more sustainably.” The shift is structural: carbon per tonne will increasingly matter as much as cost per tonne, and competitiveness will be defined by the ability to stabilise operations while steadily lowering emissions.

From control rooms to command centres

The modern cement plant is no longer a handful of loops watched by a few operators. Control rooms have evolved from a few hundred signals to thousands—today, up to 25,000 signals can compete for attention. Dr Rizwan Sabjan, Head – Global Sales and Proposals, Process Control and Optimization, Fuller Technologies, frames the core problem plainly: plants have added WHRS circuits, alternative fuels, higher line capacities and tighter quality expectations, but human attention remains finite. “It is very impossible for an operator to operate the plant with so many things being added,” he says. “We need somebody who can operate 24×7… without any tiredness, without any distraction… The software can do that for us better.”

This is where advanced process control shifts from ‘automation spend’ to a financial lever. Dr Hegde underlines the logic: “Automation is not a technology expense. It is a financial strategy.” In large kilns, a one per cent improvement is not incremental—it is compounding.

Stability is the new productivity

At the heart of operational excellence lies stability. Not because stability is comfortable, but because it is profitable—and increasingly, low-carbon. When setpoints drift and operators chase variability, costs hide in refractory damage, thermal shocks, stop-start losses and quality swings. Dr Sabjan argues that algorithmic control can absorb process disturbances faster than any operator, acting as ‘a co-pilot or an autopilot’, making changes ‘as quick as possible’ rather than waiting for manual intervention. The result is not just fuel saving—it is steadier operation that extends refractory life and reduces avoidable downtime.

The pay-off can be seen through the lens of variability: manual operation often amplifies swings, while closed-loop optimisation tightens control. As Dr Sabjan notes, “It’s not only about savings… there are many indirect benefits, like increasing the refractory life, because we are avoiding the thermal shocks.”

Quality control

If stability is the base, quality is the multiplier. A high-capacity plant can dispatch enormous volumes daily, and quality cannot be a periodic check—it must be continuous. Yet, as Dr Sabjan points out, the biggest error is not in analysis equipment but upstream: “80 per cent of the error is happening at the sampling level.” If sampling is inconsistent, even the best XRF and XRD become expensive spectators.

Automation closes the loop by standardising sample collection, transport, preparation, analysis and corrective action. “We do invest a lot of money on analytical equipment like XRD and XRF, but if it is not put on the closed loop then there’s no use of it,” he says, because results become person-dependent and slow.

Raju Ramachandran, Chief Manufacturing Officer (East), Nuvoco Vistas Corp, reinforces the operational impact from the plant floor: “There’s a stark difference in what a RoboLab does… ensuring that the consistent quality is there… starts right from the sample collection.” For him, automation is not about removing people; it is about making outcomes repeatable.

Human-centric automation

One of the biggest barriers to performance is not hardware—it is fear. Dr Sabjan describes a persistent concern that digital tools exist to replace operators. “That’s not the way,” he says. “The technology is here to help operator… not to replace them… but to complement them.” The plants that realise this early tend to sustain performance because adoption becomes collaborative rather than forced.

Dr Hegde adds an important caveat: tools can mislead without competence. “If you don’t have the knowledge about the data… this will mislead you… it is like… using ChatGPT… it may tell the garbage.” His point is not anti-technology; it is pro-capability. Operational excellence now requires multidisciplinary teams—process, chemistry, physics, automation and reliability—working as one.

GS Daga, Managing Director, SecMec Consultants, takes the argument further, warning that the technology curve can outpace human readiness: “Our technology movement AI will move fast, and our people will be lagging behind.” For him, the industry’s most urgent intervention is systematic skilling—paired with the environment to apply those skills. Without that, even high-end systems remain underutilised.

Digital energy management

Digital optimisation is no longer confined to pilots; its impact is increasingly quantifiable. Raghu Vokuda, Chief Digital Officer, JSW Cement, describes the outcomes in practical terms: reductions in specific power consumption ‘close to 3 per cent to 7 per cent’, improvements in process stability ‘10 per cent to 20 per cent’, and thermal energy reductions ‘2–5 per cent’. He also highlights value beyond the process line—demand optimisation through forecasting models can reduce peak charges, and optimisation of WHRS can deliver ‘1 per cent to 3 per cent’ efficiency gains.

What matters is the operating approach. Rather than patchwork point solutions, he advocates blueprinting a model digital plant across pillars—maintenance, quality, energy, process, people, safety and sustainability—and then scaling. The difference is governance: defined ownership of data, harmonised OT–IT integration, and dashboards designed for each decision layer—from shopfloor to plant head to network leadership.

Predictive maintenance

Reliability has become a boardroom priority because the cost of failure is blunt and immediate. Dr Hegde captures it crisply: “One day of kiln stoppage can cost several crores.” Predictive maintenance and condition monitoring change reliability from reaction to anticipation—provided plants invest in the right sensors and a holistic architecture.

Dr Sabjan stresses the need for ‘extra investment’ where existing instrumentation is insufficient—kiln shell monitoring, refractory monitoring and other critical measurements. The goal is early warning: “How to have those pre-warnings… where the failures are going to come… and then ensure that the plant availability is high, the downtime is low.”

Ramachandran adds that IoT sensors are increasingly enabling early intervention—temperature rise in bearings, vibration patterns, motor and gearbox signals—moving from prediction to prescription. The operational advantage is not only fewer failures, but planned shutdowns: “Once the shutdown is planned in advance… you have lesser… unpredictable downtimes… and overall… you gain on the productivity.”

Alternative fuels and raw materials

As decarbonisation tightens, AFR becomes central—but scaling it is not simply a procurement decision. Vimal Kumar Jain, Technical Director, Heidelberg Cement, frames AFR as a structured programme built on three foundations: strong pre-processing infrastructure, consistent AFR quality, and a stable pyro process. “Only with the fundamentals in place can AFR be scaled safely—without compromising clinker quality or production stability.”

He also flags a ground reality: India’s AFR streams are often seasonal and variable. “In one season to another season, there is major change… high variation in the quality,” he says, making preprocessing capacity and quality discipline mandatory.

Ramachandran argues the sector also needs ecosystem support: a framework for AFR preprocessing ‘hand-in-hand’ between government and private players, so fuels arrive in forms that can be used efficiently and consistently.

Design and execution discipline

Operational excellence is increasingly determined upstream—by the choices made in concept, layout, technology selection, operability and maintainability. Jain puts it unambiguously: “Long term performance is largely decided before the plant is commissioned.” A disciplined design avoids bottlenecks that are expensive to fix later; disciplined execution ensures safe, smooth start-up with fewer issues.

He highlights an often-missed factor: continuity between project and operations teams. “When knowledge transfer is strong and ownership carries beyond commissioning, the plant stabilises much faster… and lifecycle costs reduce significantly.”

What will define the next decade

Across the value chain, the future benchmark is clear: carbon intensity. “Carbon per ton will matter as much as cost per ton,” says Dr Hegde. Vokuda echoes it: the industry will shift from optimising cost per tonne to carbon per ton.

The pathway, however, is practical rather than idealistic—low-clinker and blended cements, higher thermal substitution, renewable power integration, WHRS scaling and tighter energy efficiency. Jain argues for policy realism: if blended cement can meet quality, why it shall not be allowed more widely, particularly in government projects, and why supplementary materials cannot be used more ambitiously where performance is proven.

At the same time, the sector must prepare for CCUS without waiting for it. Jain calls for CCUS readiness—designing plants so capture can be added later without disruptive retrofits—while acknowledging that large-scale rollout may take time as costs remain high.

Ultimately, operational excellence will belong to plants that integrate—not isolate—the levers: process stability, quality automation, structured AFR, predictive reliability, disciplined execution, secure digitalisation and continuous learning. As Dr Sabjan notes, success will not come from one department owning the change: “Everybody has to own it… then only… the results could be wonderful.”

And as Daga reminds the industry, the future will reward those who keep their feet on the ground while adopting the new: “I don’t buy technology for the sake of technology. It has to make a commercial sense.” In the next decade, that commercial sense will be written in two numbers—cost per tonne and carbon per tonne—delivered through stable, skilled and digitally disciplined operations.

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