US: Ash Grove Cement Company has announced that Stuart E Tomlinson has joined the company as its vice president of manufacturing for the Midwest region and will be based in the company's home office in Overland Park, Kansas. He join will Ash Grove on 15 August 2013 and replaces Edwin Pierce, who will retire on 31 December 2013.

"Stu is a cement industry veteran and he possesses more than three decades of experience," said Ash Grove's senior vice president of manufacturing. "He is an industry leader and will be an important part of the Ash Grove leadership team."

In his new role, Tomlinson will direct Ash Grove's cement operations in the Midwest region, which includes four cement manufacturing plants in Chanute (Kansas), Foreman (Arkansas), Louisville (Nebraska) and Midlothian (Texas).

Ireland: Irish cement conglomerate Cement Roadstone Holdings (CRH) has announced that Albert Manifold will become group chief executive on 1 January 2014 following the retirement of current chief executive Myles Lee after 32 years with the group.

Manifold, a board member and CRH's CEO since January 2009, has held a variety of senior positions within the company, including managing director of the Europe Materials Division and group development director. Prior to joining CRH in 1998, he was CEO with a private equity group.

Commenting on the appointment, CRH's chairman, Nicky Hartery, said, "I am delighted to announce Albert's appointment as the next chief executive of CRH. This follows a comprehensive selection process led by the Board's Succession Committee."

"Albert will succeed Myles in the New Year, facilitating an orderly transition at chief executive level," continued Hartery. "Albert brings to his new role a deep knowledge of the industry and proven international executive experience."

New Cement Sustainability Initiative (CSI) data for 2011 shows that the global cement industry has reduced its specific net CO₂ emissions per tonne of cementitious product by 17% since 1990. This represents a serious amount of carbon prevented from entering the atmosphere. Using United States Geological Survey (USGS) world production data, if cement producers in 2011 were still emitting C0₂ at 1990 levels 456Bt of additional CO₂ would have been released between 1990 and 2011.

Unfortunately there are a couple of problems.

Firstly, submitting data for the project is voluntary. As the CSI points out in its press release the data set comprises 55% of cement production outside of China. A rough calculation based on global cement production capacity suggests that this could only account for about one third of cement made. So how much carbon does the other two-thirds of cement made emit?

Secondly, although CO₂ emissions per tonne of cement have gone down by a sixth since 1990, global cement production more than tripled (!) in the same time period. USGS data placed world production at 1.40Bt in 1990. It estimated 3.59Bt in 2011. In terms of net CO₂ released into the atmosphere, in 1990 this was 1058Bt. In 2011 it was 2260Bt.

The big cement producers compare as follows to the CSI data, which reports emissions of 629kg/t. Lafarge reported 592kg/t cementitious in 2011 and 585kg/t in 2012. Holcim reported 584kg/t in 2011 and 579kg/t in 2012. HeidelbergCement reported 621kg/t in 2011. Cemex reported 612kg/t in 2011 and 2012. No data on specific net CO₂ emissions were available for the major Chinese cement producers.

The CSI data shows that the cement industry has made an effort to reduce CO₂ emissions since 1990. Yet this has been counteracted by a rise in cement production. To compensate for the rise in production between 1990 and 2011 the specific net CO₂ emissions per tonne of cementitious product would have had to have fallen to below 300kg/t, a drop of 60%.

Environmentally sensitive readers shouldn't despair yet though as the CSI has demonstrated that emissions and production are gradually separating in the cement industry. From 2010 to 2011 specific net CO₂ emissions per tonne of cementitious product fell from 638kg/t to 629kg/t. If this trend continues - and if it is representative for the cement producers the CSI doesn't cover – then the industry may be getting a handle on its emissions. We may be about to hit peak emissions for the cement industry sooner rather than later.

Pakistan: Muhammad Arif Habib has resigned as director from the board of directors of Thatta Cement with immediate effect. Habib bought Thatta Cement with Al-Abbas Group in 2004 when the cement producer was privatised. The company has since become part of Arif Habib Group.

Following on from last week's analysis column (Global Cement Weekly #107: Gimmie Water - water conservation in the cement industry) Irish cement producer CRH has released its 2012 Sustainability Report.

Unfortunately, no comparable figures for water usage per cement production were published and CRH noted usage measurement as a group objective. Its best estimate was that the group used 36Mm³ of water in 2012, with 12% of that figure (4.4Mm³) used in cement production.

Otherwise plenty of good news filled the report with improvements shown for most of the key indicators. Notably chief executive office Myles Lee pointed out that CRH had substantially increased alternative fuel usage in its European cement operations in 2012 and that this helped with rising energy costs.

Sticking with CRH, the Irish cement producer recently released information on its development strategy for the first half of 2013.

Despite - or perhaps because – of decreasing profits in 2012, CRH's development spend has nearly doubled year-on-year to Euro470m from Euro250m. The increase is mainly due to the asset swap with Cementos Portland Valderrivas (CPV), which was announced in February 2013. CRH agreed to transfer a 26% stake in Corporacion Uniland to CPV. In return, CPV agreed to transfer its 99% stake in Cementos Lemona to CRH, as well as giving CRH its UK-based cement importer Southern Cement.

In its press release CPV specifically mentioned that the asset swap would reduce its exposure to the Spanish cement market. On CRH's side the inclusion into the deal of a UK cement importer may be incidental but having an additional destination for potential excess Spanish cement production capacity can only be prudent.

Elsewhere this week, Turkmenistan's decision to protect domestic cement production with a 100% import duty raises interesting implications for exporters in the region such as Iran. It is unclear whether Turkmenistan is blocking Iranian exports altogether or just taxing them more. Either way, following news of a Iraqi block on Iranian exports, it seems likely to dent Iran's ambition to reach 18Mt of exports in the 2013 – 2014 Iranian calendar year, which will end on 20 March 2014.

France: Lafarge has announced changes to its Executive Committee due to start from 1 September 2013. Sonia Artinian and Peter Hoddinott will join existing committee members Eric Olsen, Guillaume Roux and Alexandra Rocca.

Sonia Artinian, currently Country CEO for Romania, is appointed as Executive Vice-President of Organization and Human Resources, taking over from Eric Olsen.

Artinian, a French national, joined Lafarge in 2008 as Senior Vice-President Organization, Learning and Development. She started her career as a strategy consultant, notably working for Cap Gemini Consulting. She is a graduate of École nationale de génie rural des eaux et forêts and of Ecole Normale Supérieure de Lyon (section biology).

Peter Hoddinott, currently Head of Energy and Strategic Sourcing at the Performance department, is appointed as Executive Vice-President of Performance, taking over from Guillaume Roux.

Hoddinott, a British national, joined Lafarge in 2001 with the acquisition of Blue Circle by Lafarge. He worked for the mining industry before joining Blue Circle in 1995, where he held several operational positions in the UK, before being appointed General Director for the Philippines in 1999. He is a graduate of Imperial College and holds a Master of Business Administration from London University.

Eric Olsen, currently Executive Vice-President Organization and Human Resources, is appointed Executive Vice-President of Operations, taking over from Jean-Carlos Angulo, who has decided to retire.

Olsen, a US national, joined Lafarge in 1999 after starting his career at Deloitte & Touche. He became Chief Financial Officer of Lafarge North America in 2004.

Olsen holds a Bachelor of Science degree in finance and accounting from the University of Colorado, and an MBA from the HEC international business school in Paris.

Alexandra Rocca, currently Senior Vice-President Group Communications, is appointed as Executive Vice-President Communications, Public Affairs and Sustainable Development.

Rocca, a French national, joined Lafarge in 2010 as Senior Vice-President Group of Communications and has been a member of the group Executive Committee since January 2012. She began her career at Printemps Group in 1986 with subsequent roles at Air Liquide Group, Galeries Lafayette and Crédit Agricole S.A. group. She is a graduate from the HEC international business school in Paris, the Institut d'Etudes Politiques in Paris and holds a BA in French literature.

Guillaume Roux, currently Executive Vice-President Performance, is appointed Executive Vice-President of Operations.

Roux, a US-French dual national, has spent his entire career with Lafarge which he joined in 1980 as an internal auditor. Subsequent roles since have included Chief Executive for Turkey in 1999, taking responsibility for Lafarge's cement operations in South-East Asia in 2002 and becoming Executive Vice President and Co-President of the Cement Division with the responsibility for the Cement business in Eastern Europe, the Middle East and Africa in 2006. In 2008 he supervised the integration of Orascom's operations with Lafarge. He is a graduate of the Institut d'Etudes Politiques in Paris.

It's been a cold and rainy 'summer' so far in 2013 in the UK. So much so that crowds at the Glastonbury Music Festival watching the Rolling Stones this weekend were lucky they didn't get drenched during 'Jumpin' Jack Flash.' However, cement producers around the world are increasingly tackling the opposite problem as they concentrate on water conservation measures.

As we see this week, the Cement Manufacturers' Association of the Philippines (CeMAP) has started advocating the use of rainwater for cement production. According to figures put out by CeMAP, an average dry-process cement plant uses 100-200L of water per tonne of clinker produced. The Philippines uses around 3.2BnL/yr of water for its cement production capacity of 21Mt/yr, which operated at an 85% capacity utilisation rate in 2012. A simple calculation reveals a water usage rate of 179L/t of cement produced in the Philippines. Though close to the top of CeMAP's dry-process water use range, it is actually less than some of the multinational cement producers (see below).

Water conservation among multinational cement producers has become increasingly high-profile in recent years. In January 2013 Cemex announced that it had developed a methodology to standardise water measurement and management across all of the company's operations. This followed a three year partnership between Cemex and the International Union for Conservation of Nature (IUCN). In its 2012 Sustainability Report Cemex reported that 12% of its cement operations were in water-scarce or water-stressed locations. Its water consumption for cement was 305L/t. This compares to Holcim's water consumption for cement of 260L/t in 2012.

Other multinational cement producers have put into place similar measures. Lafarge started to assess its 'water risk' in 2011. It found that 25% of its cement production sites were located in areas of water scarcity or high water scarcity, based on 2025 projections of annual renewable water supplies per person. A follow-up with the WWF Water Risk Filter (WRF) continued the assessment, identifying 15 Lafarge cement sites as being located in 'high-risk' basins, with 10 particular sites identified in Pakistan, India, Algeria, Mexico, Jordan, China, South Africa, Iraq and Uganda.

It is worth noting here that most of these countries are currently growth areas for cement demand and so producers with plans to expand in these regions need to tread a careful line. Cement makers that use vast amounts of water in water-scarce regions will be less desirable neighbours for local populations than those that use less water. This, like consumer and regulatory pressures in developed markets, could turn into a major driving factor for improved environmental performance in developing regions. Investing in water conservation measures therefore appears to make sense socially, environmentally and (ultimately) economically.

Switzerland: Xavier Dedullen has been appointed Head of the newly-created Legal and Compliance function at international cement producer Holcim, as well as Group General Counsel. As Corporate Functional Manager, he became a member of Holcim Senior Management, effective 28 June 2013. He reports directly to the Group CEO. As Chief Legal and Compliance Officer and Group General Counsel, Xavier Dedullen assumes responsibility for all legal and compliance matters.

Chile: Cementos Bío Bío has appointed Iñaki Otegui as its new CEO, effective 1 August 2013. Otegui replaces Jorge Matus, who has resigned after 39 years with the company.

A recent BBC television documentary explained the rise of low-cost airlines in the UK in the early 1990s. With news of an independent cement grinding plant in western France doing the rounds this week, we ask could the same revolution happen in the cement industry?

Back in the early 1990s following deregulation in the European aviation industry, smaller airlines took the opportunity to try a different model to the larger national carriers. Taking cost-cutting ideas from the US-based Southwest Airlines (deregulation had occurred earlier in the US) new companies like Ryanair and EasyJet burst into the short haul market, seizing market share and changing people's attitudes to air travel. For example, low to medium income males going on a 'British Gentlemen' stag (bachelor) party to a European destination such as Ayia Napa or Riga would have been unthinkable before the mid-1990s.

Flying passengers around Europe and producing cement are clearly radically different businesses. However, Kercim Cements' objective to produce 600,000t of cement and take a 10% share of the local market near Saint-Nazaire in Loire-Atlantique department of France stands out. With the European cement industry in decline and endless stories about cement exporting nations flooding developing markets, taking a grinding-led business model suddenly sounds considerably more competitive.

In addition, an independent company importing clinker from non-EU countries might also benefit from not being subject to quota allocations of CO₂. This issue was raised from a different angle earlier in 2013, when Irish company Ecocem complained about large cement producers making profits from the EU Emissions Trading Scheme (ETS) despite reduced production.

Thinking around grinding as the model for an industry step-change, one of the presenters at the Global CemTrader conference in May 2013 was Moisés Nunez of Cemengal. He spoke about 'Plug&Grind', his company's low-cost modular grinding plant technology. Essentially, the Spanish company can fit a grinding station into 15 shipping containers and assemble the grinding unit wherever the client can transport it to. Once again, this sounds perfect for a global cement industry that is making too much clinker.

As this column has reported previously, Africa is the ideal target for a low-cost grinding-led business model given its overall high level of demand for cement. Any cement business near the coast has been under intense competition from imports. So much so, that former PPC (Portland Pretoria Cement) head Paul Stuiver stated that any African facility built within 200km of a port was at risk. Could French and other EU-based coastal cement plants also be at risk? With the cost of production and transport on the rise, the low-cost grinding model may even work in Europe. The beauty of the Cemengal system is that it is mobile so that it can follow market opportunity.

As the Economist recently pointed out in a review of the global cement industry, it is an industry dominated by a small number of companies. High cost of entry, high transport costs by road and other factors mean that this is unlikely to change anytime soon. Yet, exports by sea provide some level of increased competition. Both of the grinding projects mentioned above rely on this fact. Let's wait and see what happens.