Halil İbrahim Kırşan
Chairman of the Mining Council at the Union of Chambers and Commodity Exchanges of Türkiye (TOBB) – CEO of Çiftay Holding
Mining and cement sectors are recognized as complementary fields in terms of efficient use of natural resources and achieving sustainable production goals. Close collaboration between these two sectors plays a critical role in both enhancing cost efficiency and supporting the transition to a low-carbon economy. When cement production processes—from raw material quarries to the kiln and concrete sites—are integrated with mining operations, they not only deliver gains in efficiency and quality but also create new opportunities for innovation and green transformation projects.
The mining and cement industries are built on similar foundations in terms of the efficient use of natural resources. In your opinion, what strategic steps should be taken for these two sectors to establish a stronger collaboration under the same umbrella?
The mining and cement industries are closely linked, both due to raw material supply and increasing sustainability pressures. From a national perspective, closer cooperation between these two sectors would not only reduce costs but also significantly support green transformation goals. When viewed as a single value chain in practice, the process naturally begins with cement raw material quarries, continues with clinker production in the kiln, and concludes with concrete applications on-site. This integrated structure requires a unified ecosystem approach at the corporate and strategic levels. The critical steps in this regard can be outlined as follows:
• Integrated supply chain models should be developed by aligning drilling, blasting, excavation, stockpiling and blending with cement process control technologies (such as on-belt analyzers, online XRF systems, etc.).
• Through joint mining–cement supply planning, demand–supply projections for essential raw materials—such as limestone, clay, tuff, pozzolanic materials, and industrial by-products like slag and fly ash—should be established collaboratively.
• Quarry engineers and process engineers should conduct annual joint planning, developing long-term strategies based not only on production volumes but also on quality parameters, in line with raw material reserve planning and kiln demand requirements.
• Investments in material-handling systems—such as conveyors and enclosed belt lines—between quarries and plants should be jointly evaluated, as they offer significant short-term advantages.
• In regions where multiple cement plants or mining sites operate, shared crushing-screening facilities, shared railway loading systems, and joint port infrastructure can generate substantial capital expenditure and operational cost benefits.
• The mining and cement sectors can establish joint R&D centers focused on the use of raw materials with different properties suitable for cement production, as well as on green transformation programs (low-carbon cement production, carbon capture, and recycling of waste and by-products).
• Mining and cement companies operating within the same basin may manage environmental permits, rehabilitation plans, and community engagement activities through a unified master plan rather than fragmented approaches.
The mining and cement industries are closely linked, both due to raw material supply and increasing sustainability pressures. From a national perspective, closer cooperation between these two sectors would not only reduce costs but also significantly support green transformation goals.
How does the close relationship between the cement and mining industries shape cross-sector collaboration and innovation opportunities in your view?
The development of the cement industry is directly connected to the capacity, efficiency, and level of innovation in the mining sector. By its nature, cement relies on mining products (limestone, clay, tuff, pozzolans, bauxite, iron ore, etc.), and this dependency creates a natural “strategic proximity” between the two sectors. When managed effectively, this relationship not only enhances the efficiency of the cement industry but also opens up new avenues for innovation for both sectors.
The closer the collaboration between cement producers and miners, the more effective and rapid innovation becomes; otherwise, it remains largely theoretical. Below are observations and recommendations regarding the quality feedback loop, mine-to-kiln optimization, and the facilitation of new product development processes:
• By integrating geological data, drilling results, 3D block models, online XRF, and process data, AI models covering the entire chain “from geology to clinker” can be established. This enables reserve planning to be optimized not only in terms of tonnage and grade but also considering energy consumption and CO₂ impact.
• If data is shared consistently, the mining side can immediately see how each stage, blasting pattern, or blend affects the kiln, allowing blasting, selective excavation, and blending strategies to be optimized accordingly.
• If the mining sector expands its portfolio beyond limestone to include pozzolanic tuffs, clay, laterite, iron ore by-products, bauxite residues, etc., the cement side can develop new binders and blends that reduce clinker factor. In other words, when both sectors collaborate, a lowcarbon product range utilizing local raw materials can be developed much more rapidly.
• The massive volumes of waste generated in the mining sector can present significant opportunities for cement production. Tailings from ore beneficiation, ceramic/marble waste, and fly ash from thermal power plants can be transformed into valuable pozzolans for the cement industry. In this way, the two sectors have the potential to create a circular material economy at the national level.
• Both mining operations and cement production are energy-intensive processes. Implementing alternative fuel technologies that prioritize energy efficiency—such as renewable energy investments, integration of crushing/screening technologies into the cement process, and waste heat recovery systems—can reduce energy costs while also contributing to lower carbon emissions.
• Through innovation initiatives in this area, mining and cement can be transformed from two separate sectors into a single integrated value chain. This close collaboration enables lower costs, more predictable quality, reduced carbon footprint, stronger domestic production capacity, and increased investment in advanced technologies.
The raw material chain used in cement production is closely linked to mining activities. In your view, how could technological transformation in mining impact the sustainability goals of the cement sector?
The connection between mining and cement is direct, strategic, and decisive. The sustainability performance of the cement industry largely depends on how the raw material supply chain is managed. Advances in mining technology directly influence cement’s CO₂ footprint, energy efficiency, and raw material utilization. If selective mining and geology– quality integration can be achieved:
• By employing high-resolution drilling, 3D geological modeling, dronebased LIDAR/photogrammetry, inline XRF, and sensor-based ore sorting, the material extracted from the quarry can achieve greater homogeneity and chemical properties closer to target specifications. This results in reduced corrective measures in kilns, lower energy consumption, and more consistent clinker quality.
For low-carbon mining operations, measures such as electric/ hybrid trucks, conveyor belt systems, crushing and screening powered by renewable energy, and waste heat recovery (WHR) reduce CO₂ emissions per ton and help lower the overall carbon footprint of cement.
For the integration of alternative raw materials and waste streams, mining by-products (such as low-grade zones, clay/schist within the overburden of ore deposits, fly ash from coal-fired power plants, etc.) can be characterized and converted into low-clinker binder inputs. This not only reduces the volume of waste but also helps lower the clinker factor in cement production and, consequently, the CO₂ emissions associated with the process.
Thanks to digital twins—which allow mining engineers to evaluate engineering data and identify areas requiring improved monitoring or data processing—companies can direct their efforts to the areas of greatest need and impact. When these life cycle analyses (LCAs) are integrated with a cement plant’s 2050/2053 net-zero scenarios, even the timing of which reserve block to operate can be determined according to the CO₂ budget.
If mining is conducted in a modern, digital, low-carbon, and environmentally compatible manner, lower-carbon cement production becomes feasible. In summary, technological transformation makes the mine not only “cost-effective” but also a strategic, low-carbon raw material source for cement.
Within the framework of resource management and reserve reporting, what measures should be taken to ensure more transparent and sustainable management of cement raw material sites?
Sustainable and transparent management of raw material sites in the cement industry is no longer merely a matter of “mining operations.” It is a strategic necessity for corporate sustainability, ESG compliance, operational efficiency, investor confidence, and international competitiveness. There are two key aspects in this regard. First, institutionalizing reporting, and second, making data open, accountable, and as transparent as possible.
Most cement quarries are still managed at the level of “operating license + internal net present value” and do not prepare Mineral Resource/Reserve reporting according to international standards (CRIRSCO Template Codes: JORC, PERC, SAMREC, UMREK). However, for the sustainable management of cement raw material sites (such as limestone, clay, tuff, and other industrial materials):
• Technical Transparency: Reserve reporting in accordance with international standards,
• Sustainability: Integration of ESG criteria into the reserve process,
• Digitalization: Database-driven resource management and traceability model.
Implementing these three pillars not only reduces the carbon footprint of the cement industry but also makes the supply chain far more reliable and competitive.
Each cement raw material site’s 3D block model, production plan, waste management strategy, rehabilitation stages, and life cycle plan should be maintained within a single digital model. This model must be updated at least once a year and reported to both the company and regulatory authorities. In terms of data sharing and stakeholder engagement, key indicators such as reserve lifespan, operational rate, and rehabilitation plan should be transparently disclosed to the public to reduce perceptions of “resource depletion.” Environmental data—such as biodiversity monitoring, groundwater models, and dust-noise maps—should also be included within this framework. Projects that extend reserve life, optimize pickling, and execute rehabilitation on schedule should be rewarded; success should be measured not only by annual tonnage but also by reserve quality and environmental performance, which should be established as measurable KPIs.
The massive volumes of waste generated in the mining sector can present significant opportunities for cement production. Tailings from ore beneficiation, ceramic/marble waste, and fly ash from thermal power plants can be transformed into valuable pozzolans for the cement industry.
Energy efficiency and carbon reduction are currently high on the agenda for both the mining and cement sectors. In your view, what joint role should these two industries play in the transition to a low-carbon economy?
The mining and cement sectors are two complementary strategic industries in the shift toward a low-carbon economy. One provides the raw material, while the other produces a highly energy-intensive product from it. Therefore, technological transformation in mining directly affects the cement sector’s environmental footprint and its competitive strength.
Globally, the cement sector is responsible for approximately 7–8% of CO₂ emissions and is one of the key players in net-zero scenarios. According to JRC Publications+1, the Global Cement and Concrete Association (GCCA) and similar initiatives have set targets to reduce CO₂ intensity per cement product by an additional 25% by 2030 and to achieve full decarbonization by 2050. In this context, Türkiye is also part of this transition, with a net-zero target for 2053 and an updated Nationally Determined Contribution (NDC), the fundamental climate action document that all parties to the Paris Agreement are obliged to prepare. In this context, the joint roles can be outlined as follows:
• Mining: Identifying sources, characterizing, and sustainably operating suitable pozzolanic materials, clays, tuffs, and by-products.
• Cement: Developing high-performance, low-clinker binders that utilize these materials (e.g., limestone-calcined clay cements, hightuff cements, etc.).
• Post-rehabilitation conversion of mining sites into solar or wind farms, enabling cement plants to use these renewable energy sources.
• Shared infrastructure between mining and cement sectors for the logistics and preparation of alternative fuels such as waste tires, RDF, and biomass.
• Basaltic/basic rocks and mining by-products are significant potential for mineral carbonation.
• CO₂ captured from cement plants can be sequestered in suitable mining wastes, converting it into stable carbonate minerals, thereby reducing waste and storing carbon.
• Recycling concrete waste for clinker production with a low carbon footprint is of critical importance.
• The quarry–plant–port corridor can significantly reduce CO₂ per ton-km through shared solutions such as electric fleets, rail, inland waterways, or conveyors.
In short, the low-carbon economy inevitably compels mining and cement to adopt a joint climate strategy. In essence, mining produces low-carbon raw materials, while cement provides lowcarbon construction products—provided that a shared ecosystem is established between them
For the integration of alternative raw materials and waste streams, mining by-products can be characterized and converted into low-clinker binder inputs. This not only reduces the volume of waste but also helps lower the clinker factor in cement production and, consequently, the CO₂ emissions associated with the process.
Digitalization and AI applications are now becoming widespread in both the cement and mining sectors. In your view, how is this technological transformation shaping the balance between efficiency and safety in these industries?
Digitalization and artificial intelligence are no longer merely “improvement tools” in the mining and cement sectors; they have become fundamental elements that redefine the way business is conducted. This transformation has the potential to drive a leap in productivity, establish new safety standards (approaching zero risk), and reshape the balance between efficiency and safety.
Artificial intelligence has now become a direct driver of productivity, safety, and sustainability for both mining and cement. Various studies report that AI-enabled mines achieve around 15–20% improvements in efficiency and cost reduction, while also reducing operational risks. In the sector, the following aspects have gained particular importance in terms of productivity and safety:
• Fleet optimization in mines, real-time monitoring of loading– unloading cycles, and dynamic optimization of production plans,
• In cement plants, advanced process control and AI-supported setpoint optimization for kilns, mills, filters, and WHR systems, enabling lower specific energy consumption and more consistent product quality.
• Consolidation of quarry quality, stock homogeneity, kiln feed, and product performance into a single model through shared data acquisition.
• Computer vision–based monitoring of pedestrian–machine interactions, detection of entry into hazardous zones, and enforcement of personal protective equipment (PPE) compliance.
• Early-warning management of risks such as landslides and rockfalls through real-time location systems (RTLS), gas sensors, and slope–stability monitoring.
• As plants and mines are increasingly dependent on operational technology/IT integration, cyberattacks can directly translate into production and safety risks.
When implemented correctly, digitalization and artificial intelligence can break the “either productivity or safety” dilemma, enhancing both simultaneously and providing a more stable operational environment. In the mining and cement sectors, these technologies have become the most powerful lever for redefining the productivity– safety balance. They enable higher production with lower energy consumption, safer operations with reduced human risk, and more predictable and sustainable production models.
From your perspective, what should be the priorities of the cement and mining sectors in Türkiye over the next 10 years?
The priorities of Türkiye’s cement and mining sectors over the next decade should largely revolve around sustainability, digitalization, and enhancing international competitiveness. Both sectors are critically important for national and global development.
Following Türkiye’s accession to the Paris Agreement in 2021, the country aims to achieve net-zero emissions by 2053, with a target to reduce emissions by 21% by 2030 according to its Nationally Determined Contribution (NDC). In this context, the cement sector— being responsible for a significant portion of global CO2 emissions— must place “green transformation” at the center of its priorities. Within the sector, it is estimated that achieving this target will require investments of approximately USD 30 billion.
Alongside its mission of supplying critical raw materials to the country’s industry, the mining sector should operate with environmental and social responsibilities as a priority. In particular, it should focus on carbon and energy transition, establishing a domestic value chain for critical minerals, achieving operational excellence through digitalization, managing water and waste, and securing social license and community consent, in line with global developments.
Critical minerals and rare-earth elements (REEs)—which have become indispensable components in a wide range of technologies, from electric vehicles to solar panels and wind turbines, and from semiconductors to defense systems—are emerging as the strategic resources of the 21st century. Given their importance, the mining sector should give special attention to this area, and the preparation of a National Critical Minerals Strategy Document as well as the establishment of a Critical Minerals Technology Institute or a Critical Minerals Directorate in Türkiye would be crucial for supply chain security.
The joint priorities for field operations in the cement and mining sectors over the next 10 years can be summarized as follows:
• Cement and related mining activities should clarify net-zero roadmaps that are compatible with the European Union’s Carbon Border Adjustment Mechanism (CBAM) and the global climate regime,
• Mandatory and transparent reporting for metrics such as clinker factor, alternative fuel ratio, CO₂ per ton, and energy intensity,
• Long-term protection of high-quality limestone and clay resources, and a strategic reserve approach to counter speculative licensing practices,
• Systematic integration of construction and demolition waste, steel slag, fly ash, blast furnace slag, and other by-products as secondary raw materials within the mining–cement ecosystem,
• Support for domestic software and AI solutions for geological modeling, mine planning, fleet management, process optimization, and maintenance planning,
• Creation of innovation clusters around major producers, involving start-ups and academic initiatives from universities,
• Training the next generation of mining and cement engineers in data science, geostatistics, process control, sustainability, and Environmental, Social, and Governance (ESG) issues,
• Implementation of behavioral safety programs and AI-supported safety systems to achieve the “zero-accident” target.
• Testing mineral carbonation (using mining waste) or other utilization pathways for a portion of captured CO₂,
• Adoption of a model approach in which quarry operations and cement plants transparently report their environmental and social impacts, maintain regular dialogue with local communities, and convert rehabilitated sites into public spaces.
Years ago, you authored a book on the “restructuring” process of the mining sector in Türkiye. Looking back from today, to what extent has the transformation you anticipated at that time materialized?
My book, titled “Restructuring in the Mining Sector”, was published years ago. While some of the issues I highlighted at the time remain relevant, both the global mining industry and Türkiye’s mining sector have undergone significant changes and transformations, resulting in a fundamentally different structure. At that time, approximately 85% of mining activities were carried out by the public sector and 15% by the private sector. In line with global liberal policies, all mines in Türkiye have since been privatized, meaning that today, with the exception of boron mining, all operations are conducted by the private sector. This substantial structural transformation alone explains many developments in the sector.
Many of the legal regulations we proposed in our book to address certain issues arising from legislation have been implemented over time through amendments to the Mining Law No. 3213. Likewise, some of the institutional reforms we recommended structurally have also been enacted. More importantly, in line with global changes and transformations, environmental, social, and governance (ESG) issues—which were not applied in practice at that time—have, like in other sectors, entered the priorities of our industry under the umbrella of sustainability. Consequently, responsible mining practices encompassing environmental protection, occupational health and safety, accountability and transparency, as well as social license and community consent, have become the main agenda items and the defining codes of the new era in our mining sector.
Following Türkiye’s accession to the Paris Agreement in 2021, the country aims to achieve net-zero emissions by 2053, with a target to reduce emissions by 21% by 2030 according to its Nationally Determined Contribution (NDC).
What experiences have shaped you the most in your career journey, and how have they influenced your management approach?
A person’s career journey is a process that directly shapes their personal values, leadership style, way of working, and future decisions. This journey is not limited to the technical knowledge acquired; the experiences lived, challenges encountered, and observations made profoundly influence one’s management approach and perspective on life. In short, a career journey is filled with countless experiences that shape an individual’s management philosophy and leadership style, affecting them both professionally and personally. The experiences gained throughout one’s career directly shape their management philosophy and approach to leadership.
From this perspective, I can say that my 29 years in the public sector and 10 years in the private sector have witnessed a journey that shaped my professional career. My career began in 1987 when I graduated at the first in my class from the Mining Engineering Department of Dokuz Eylül University and started working at the MTA General Directorate with a scholarship. Today, I continue my career as a senior executive at a company operating in the mining sector. Since the majority of the period that shaped my career was spent in the mining sector, and part of it in the energy sector, I had the opportunity to be involved in numerous projects and lead them. Over this nearly 40-year career, 25 years were spent in managerial positions, which provided me with the chance to work with and meet many people. Throughout this time, my guiding principle was to remain open to knowledge without assuming I knew everything and to maintain humility in leadership without falling into pride or arrogance. My core priorities have been demonstrating work discipline, professional ethics, empathy, fostering corporate culture, fair management, transparency, and open communication. The challenges we faced, the difficulties we experienced, the successes and failures, the right and wrong decisions, the risks and opportunities during crises—all these experiences in professional life have played a crucial role in shaping my career, equipping me with knowledge, experience, and expertise, and bringing me to where I am today. Now, our most important duty is to share this knowledge, experience, and expertise with younger generations as role models.
Our career journey is, in essence, our leadership story. Every experience along this path has shaped us into more mindful, strategic, and people oriented leaders. The small lessons we each encounter throughout our careers play a crucial role in guiding the major decisions we make in the future. Thus, a career journey is not merely a professional story; it is also a journey of personal growth and maturation.
