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It’s not every week that a ‘new’ cement producer gains hold of nearly 30Mt/yr of production capacity.¹ Back in 2022, a few readers studying the North America pages of the year’s Global Cement Directory probably wondered “Where’s Lafarge gone?” following the dissolution of the France-based producer’s corporate identity into Holcim in June 2021. Now, in the upcoming Global Cement Directory 2026, readers will be able to search in vain for another name among the cement maps of Canada and the US – that of Holcim itself. A decade on from the completion of the Lafarge/Holcim merger, the combination of the two in North America has precipitated something entirely new: Amrize.

On 23 June 2025, Amrize assumed the entire business of Canada and US market leader Holcim North America, following its successful spin-off from Switzerland-based Holcim. Amrize occupies its predecessor’s operational headquarters in Chicago, US, with registered offices in Zug, Switzerland, and is dual-listed in the US and Switzerland.² For those interested in finance, shares in Amrize debuted on the New York Stock Exchange in the US at US$50. Meanwhile on the SIX Swiss Exchange, they dropped by 13% from reference price, to US$49.30, while those in its erstwhile parent rose by 14%.

Table 1 (below) gives the relative size of the entities, based on their latest published figures and the Global Cement Directory 2025. Amrize and Holcims’ respective percentages of the former Holcim total are given in brackets:

Metric                                     Amrize                        Rump Holcim            TOTAL

Integrated cement plants     18 (17%)                     88 (83%)                     106

Capacity                                 28.7Mt/yr (11%)          224.9Mt/yr (89%)        253.6Mt/yr

Employees                             19,000 (29%)              46,000 (71%)              65,000                        

Revenues                               US$7.85bn (24%)       US$24.95 (76%)         US$32.8bn

Amrize chair and CEO Jan Jenisch stated the company’s aims in a post to LinkedIn: to be partner of choice for the US$2tn/yr North American construction sector, to deliver ‘advanced’ materials ‘from foundation to rooftop’ and to serve customers in every province and state.³ This paraphrases Amrize’s Five Strategic Drivers: 100% North America focus; unparalleled footprint and resources; value creation; unlocking growth and driving shareholder value. The menu on the company website offers not ‘products,’ but ‘solutions,’ categorised by type of construction. For cement, users can navigate to Our Businesses > Building Materials > Cement.⁴ Behind this new messaging, the Canadians and Americans who rely on Amrize’s cement business might like to know what exact role cement will play.

Holcim’s global cement revenues first fell below 50% of group sales in 2024, at US$16.4bn (49%). In North America, its recent acquisitions include both those within the cement value chain (British-Columbia based Langley Concrete Group in June 2025) and outside it (OX Engineered Products in November 2024).

Amrize is organised into Building Materials (cement, concrete, aggregates and asphalt) and Building Envelope (insulation, roofing, sealants and weatherproofing). It operates in five regions: Central (Alberta, Manitoba, Saskatchewan and inland US west of the Mississippi, from Missouri to Nevada northward), Great Lakes (Ontario and the US Midwest), Northeast (Quebec, Nova Scotia and the eastern US from Maryland northward), Pacific (British Columbia, California, Oregon and Washington) and South (southern US, west to Arizona, and Ohio).

Setting aside its extensive grinding and logistics infrastructure, the geographical footprint of North America’s largest cement producer breaks down as follows:

Region            Integrated cement plants     Capacity

Central           4                                              9.8

South              5                                              7.6

Northeast       5                                              5.5

Great Lakes   3                                              4.7

Pacific            1                                              1.1

TOTAL            18                                            28.7

Four of these geographies – all except South – are transnational. This at a time when Canada and the US are diverging in industrial policy and engaged in a trade war… Supposedly, regional directors will be juggling ambitious projects like Amrize’s on-going Bath, Ontario, and Richmond, British Columbia, carbon capture projects in Canada with a complement of lower-cost strategies in the US.

Just as important for the future of the company is the team in charge. Leadership is structured similarly to Holcim, with some names even reprising the same role. Chair and CEO Jan Jenisch previously chaired Holcim from May 2023, and was its CEO between September 2023 and April 2024. Jenisch first joined Holcim from Switzerland-based Sika, where he had been CEO, in 2017. He obtained his Master’s of Business Administration degree from the University of Fribourg in Switzerland, though Jenisch is in fact a German national.

Ian Johnston steps into the Amrize chief financial officer (CFO) position. A long-time Lafarge and Holcim mover in North America, he holds an accountancy degree from the University of Ottawa in Canada. Building Materials division president Jaime Hill came up through the Holcim corporate structure in the group’s Latin America region, including stints as CEO of Holcim Colombia in 2015 – 2019 and Holcim Mexico in 2019 – 2024, before entering the North American region as regional head in September 2024. However, his familiarity with the region goes back to his completion of a bachelor’s in Business Administration, Management and Marketing at Georgetown University in Washington, US.

Nollaig Forrest was Holcim’s chief sustainability officer (CSO) in September 2023 – June 2025; Amrize doesn’t have one. Instead, Forrest moves across to the chief marketing and corporate affairs officer spot. It’s possible that her intended role had a larger sustainability component during planning in 2024, that might have been struck off after US President Donald Trump withdrew his country from the Paris Accords and suspended, then withdrew, new decarbonisation funding. If this is correct, then Amrize may be giving strategic primacy to the larger US over Canada. Whatever the case, its enormous undertakings towards reaching net zero in Canada do not appear to have a dedicated champion on the leadership team. Forrest is another European, and brings leadership experience at chemicals companies Firmenich, Dow and Dupont and the World Economic Forum, grounded in a master’s in International Relations from the Geneva Graduate Institute in her home country of Switzerland.

Also of interest is Patrick Cleary, who steps up as senior vice president commercial cement for the US, and previously worked with Holcim US and LafargeHolcim US in Chicago. Only cement has a dedicated commercial director at this level, and then only in the US. Meanwhile, Samuel Poletti will serve as chief strategy and mergers and acquisitions. He was previously Holcim’s head of mergers and acquisitions since July 2018, before which time he was high up in the group’s South Asia subregion, including serving as Ambuja Cements’ head of strategy and commercial development in India. Poletti, presumably, will be responsible for sustaining the inorganic growth of the Holcim North America era. The flip side of this strategy for Holcim was flash market exits, including from Brazil, Zimbabwe and India in 2022. Insofar as there is a pattern to Holcim’s geographical realignment, it may be towards growth in ‘mature markets’ – a description to which all of Amrize’s regions conform. Ultimately, Amrize is a whole different company to Holcim. Whatever strategy the team is going in with, there is likely to be a transition phase and time needed to feel things out.

Overall, the Amrize leadership displays a thorough grounding in the Holcim way of doing things and a record of responsibility in a variety of its markets. Above them sits the board, with Nicholas Gangestad beside chair Jan Jenisch as lead independent director. Amrize’s 10-seat board includes four (40%) women: Theresa Drew, Holli Ladhani, Katja Roth Pellanda and Maria Cristina Wilbur.

Amrize has arisen. What makes the spin-off so interesting, besides its unprecedented scale, is the strangeness of the market into which it emerges. Spin-off plans went public in January 2024, at a time when the Infrastructure Investment and Jobs Act (IIJA) and Inflation Reduction Act (IRA) were set to unleash over US$1.9tn in additional public spending into the medium-term future. This is not now going to happen. Yet Amrize’s new website proclaims that “The US and Canada are modernising their infrastructure” for ‘greater efficiency and resilience.’ Of course, building materials consumption will continue in other forms, but the level of visibility is less than ideal. One of Holcim’s partner start-ups, Sublime Systems, appeared on a government list on 30 May 2025 and lost US$87m funding at a stroke.

As for Holcim, it enters the second half of the 2020s in a different shape to that in which it began the decade. Only the geographical signature of its North and West African and Latin American subsidiaries (as well as in Bangladesh and the Philippines) confirm this European producer as having once been the closest thing ever to a global cement hegemon. Holcim’s Latin American holdings look distinctly peripheral without the multi-megatonne bookends of Holcim Brazil and, now, Holcim US.

Amrize inherits an environmental, social and governance (ESG) apparatus from Holcim that suits Canada but is now inappropriate for the US. It has chosen to strip out sustainability from its corporate structure, messaging and Strategic Drivers. The wisdom of this decision can only be measured in the longer term. On the other hand, Amrize’s efforts to mitigate its impacts may continue quietly, in a kind of reverse greenwashing – ‘brownwashing’? – until political conditions are suitable to emphasise them once again.

References

1. Global Cement Directory 2025, www.globalcement.com/directory

2. Amrize, ‘Contact Us,’ accessed 25 June 2025, www.amrize.com/us/en/contact-us.html

3. Jan Jenisch, post to LinkedIn, 23 June 2025, www.linkedin.com/feed/update/urn:li:activity:7342995000399421440/

4. Amrize, ‘Our Cement,’ accessed 25 June 2025, www.amrize.com/us/en/our-businesses/building-materials/cement.html

The Portland Cement Association (PCA) is currently considering changing its name as part of a wider rebranding exercise. As the PCA’s president and CEO Mike Ireland puts it, “Portland cement no longer adequately represents the products PCA member companies manufacture, as they increasingly produce blended cements in today's environmentally conscious marketplace.” The exercise opens up a host of issues about the promotion of cement and concrete and the role of a trade association in the 21st century.

The reason the PCA holds its name is because ordinary Portland cement (OPC) became the most popular type of cement used to make concrete (and other building materials) in the second half of the 19th century. This continued in the 20th century without any issues. So naming a national cement association after the sector’s key product made sense at the time. The parent organisation that became the PCA was formed in 1902 and the PCA proper officially started in 1916 when cement producers met in Chicago and agreed to set up an expanded organisation.

One topic that was less of an issue in 1916, was considering a national cement association in an international context. Or in other words, should a national or regional cement association say where it is from in its name? Many associations do so elsewhere in the world but not all. Cembureau in Europe, the Cement Manufacturers’ Association in India and the Mineral Products Association in the UK for instance are three examples that do not. The PCA’s current name does not indicate where it is based and it has appeared to have coped for over 100 years. Curiously though, most of the suggestions that the PCA has put forward for its potential new name do include ‘America’ in some shape or form. Another connected problem is whether the general public in the US make the assumption that the PCA is a smaller group based in Portland, Oregon!

Mike Ireland points out another dilemma facing the PCA today with the rise in popularity of blended cements. The PCA, for example, worked on supporting the use of Portland Limestone Cement in the 2010s before lots of US producers started making it in the 2020s. To illustrate the scale of the change that this and other initiatives have created, United States Geological Survey (USGS) data shows that shipments of blended cements doubled from 26Mt in 2022 to just under 55Mt 2023. At the same time, shipments of Portland Cement fell by 37% year-on-year to around 52Mt from 83Mt. More blended cements were shipped in the US than OPC in 2023. So the PCA finds itself named after a minority cement product.

The other issue that Ireland touches upon is the environmental perception of cement by the general public and the problems for marketing, branding and advocacy this presents to a trade association. Simply put, it is far easier for the environmental lobby in developed economies to portray cement as ‘bad’ than it is for the cement sector to publicise the many small but incremental changes it has made or the monumental effect that cement and concrete have made upon human society over the last 150 years. Although it may not mean much to the wider public, to whom ‘cement is cement,’ the rise of blended cements in the US has handed the PCA the opportunity to differentiate cement into ‘good’ and ‘bad’ offerings. In this case high CO₂ emitting OPC becomes the old dirty product of the past and blended cements become clean shiny symbols of the future. It follows, therefore, that retaining the name of an old product for one of the biggest cement associations in the world might be considered unhelpful.

In some respects OPC and the PCA have become victims of their own success. Cement built the modern world and has become ubiquitous. So commonplace in most countries, in fact, that people outside of the building industry often fail to realise how crucial the stuff is. The tricky proposition for those marketing cement today is to somehow recognise the historical contribution that it has made to build our world whilst also conveying how it is changing to become more sustainable. Unfortunately for fans of OPC though this may mean dumping it from the name of the PCA.

Greece: Titan has launched a new, refreshed logo and branding to symbolise its commitment to sustainability and green growth. The logo features the familiar blue globe of the former Titan Cement Group emblem, now interspersed with bright green lines. The producer says that the new branding preserves its heritage, while signalling the modernity of its dynamic, forward-looking strategy. Titan’s new slogan, accompanying the visual identity, is ‘Building a better world together.’

Titan serves 25 markets, complementing its regular operations with over 100 current decarbonisation initiatives.

India: Dalmia Cement has launched new branding identifying itself as a Roof Column Foundation Expert. The identity is accompanied by the slogan ‘Roof, column, foundation strong, home strong.’ The company says that the branding will help it to position its cement as first choice in business-to-consumer (B2C) building materials retailing. The campaign especially targets towns of 20,000 – 100,000 people, outside of India’s metropolitan centres. The producer aims to raise its B2C sales from 65% to 70% in the 2025 financial year. It now operates a 45,000-strong retail network. In order to support further growth in the segment, the company plans to deploy 600 technical staff and 150 vans across India.

Chief operating officer Sameer Nagpal said “We believe that the brand must play a vital role in consumer’s lives so that they can make informed choices. Dalmia Cement has over the years developed proprietary know-how of optimising cement recipes that makes it most suitable for roof, column and foundation.”

Managing director and CEO Shri Puneet Dalmia said “Our new brand campaign manifests not just an eminent legacy, but also a commitment to consumer centricity – it conveys a core message that building a home with due care means building it for generations to come.”

India: Sanghi Industries has received shareholder approval to supply its cement and clinker to ACC and Ambuja Cements. Additionally, Sanghi Industries will begin to purchase of coal from fellow Adani Group subsidiary Adani Enterprises, according to the Economic Times newspaper. Under the new arrangements, ACC and Ambuja Cements will sell Sanghi Industries’ cement and clinker under their own brands, at a price 10% above production cost. This is reportedly below industry pricing standards for comparable deals of 25 - 30% higher pricing over costs.

Adani Group subsidiary Ambuja Cements acquired a 57% stake in Sanghi Industries on 5 December 2023.

India: Shah Rukh Khan (SRK) has become the latest Bollywood superstar to help advertise cement in India. Khan appears in UltraTech Cement’s Build and It Will Grow (Banega Toh Badhega) advertising campaign, launched on 15 January 2023. The opening advert shows the Aśoka star among workers, school pupils and the Indian Army carrying out different activities facilitated by infrastructure.

UltraTech Cement said “SRK is a shining example of the rise and aspirations of India. His personal journey is one of resetting boundaries and aiming high. We thus believe that he is aptly suited to represent UltraTech’s credo.”

France: Refractories supplier Calderys has announced the launch of its new brand platform following its integration of HWI (formerly HarbisonWalker International) earlier in 2023. The platform is comprised of four values, reflecting the personality of Calderys’ company culture, namely accountability, authenticity, multiculturalism and tenacity.

Chief people officer Melissa Bihary and global vice president communications Aurélie de Chassey-Hayot said “These new values and the overall platform have been developed through an employee-led exercise. Therefore, they truly define the essence of who we are and how we do business. They guide our actions and behaviors and help us make the best decisions for the benefit of our customers.”

China: China Resources Cement (CRC) has rebranded to China Resources Building Materials Technology (CRBMT). The producer says that this reflects its business positioning and development strategy, and marks the launch of its transformation into a building materials group around its existing cement business.

UK: Germany-based Heidelberg Materials has introduced customers and investors to Heidelberg Materials UK, its UK subsidiary formerly known as Hanson UK. The latest rebrand signifies increasing collaboration across the group’s geographies as a global business with one voice. Heidelberg Materials UK will launch rebranded packaging for its cement and other products in early 2024 and transition its branding across its sites and vehicles by October 2025.

Heidelberg Materials UK CEO Simon Willis said “The construction sector faces global challenges such as climate change and the digitalisation of our industry; challenges we are better placed to meet as a strong, united group. Having a single brand name and identity sends a clear and consistent message to our increasingly global customers.” Willis added “It will allow us to work together to lead the field in driving down carbon emissions; promote the circular economy by recycling and reusing construction waste; develop digital solutions to provide added value to our customers and develop sustainable and innovative building materials.”

Mexico: Cemex said that it has successfully implemented labelling showing the environmental impacts of all of its main products across its ‘most important markets.’ Depending on prevailing practices in each market, products’ packaging either displays an Environmental Product Declaration (EPD) or Cemex’s own third-party validated C_ERO₂ designation.

General director Fernando González Olivieri said “We are committed to being the leading partner in sustainable construction for our clients. In this way, our clients have environmental impact information that they can use to develop sustainable construction.” He added “We continue to expand our portfolio of sustainable products, allowing our clients to effectively design and manage the carbon footprint of their construction projects.”