# Ceramic Tile Manufacturing Market Research Report - Europe

**Generated on:** 2026-09-06 21:54:23.262352  
**Industry:** Ceramic Tile Manufacturing  
**Geography:** Europe  
**Details:** None specified

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# Europe Ceramic Tile Manufacturing: A Selective Recovery Playbook

## Executive Summary

- **A Mature Market Is Resetting, Not Collapsing**: Europe produced **1.615B sqm** of ceramic tile in 2024, or 10.9% of global output. EU production increased 1.4% to 1.054B sqm after falling 18% in 2023, while non-EU European output fell 8.8% to 561M sqm [4]. -> Plan capacity around a slow, uneven recovery rather than a rapid return to the previous peak.

- **Market Value Requires a Range, Not False Precision**: Two 2026-published studies place the 2025 European market at very different levels: **USD 8.12B** and **USD 21.14B** [7][6]. -> Use square-metre volumes, country-association statistics, and company sell-through as operating indicators; treat market-value forecasts as scenario bounds.

- **Italy and Spain Remain the Industrial Core**: Italy produced 369.8M sqm and generated EUR 6.062B in tile revenue in 2024, with exports providing 82% of revenue [18]. Spain's preliminary 2025 results were 427M sqm of output, EUR 4.834B of sales, and exports equal to 72% of turnover [12]. -> Suppliers should maintain cluster-level commercial, logistics, and technical strategies for Sassuolo and Castellon rather than treating Europe as one homogeneous market.

- **Renovation Is the Main Demand Stabilizer**: Renovation and replacement represented an estimated **64.12%** of the 2025 market, while flooring held 60.12% of volume and residential applications 43.45% [6]. -> Prioritize installer-friendly formats, replacement systems, showrooms, architects, and renovation distributors; do not depend only on housing starts.

- **Energy Is the Main Cost-Curve Variable**: Energy can represent up to **30% of ceramic production costs** [9]. A Spanish industrial electric-kiln trial reported up to 50% energy savings without reducing production speed or quality, but sector-wide electrification would require major grid expansion [34][37]. -> Combine immediate heat recovery and process control with staged electrification rather than waiting for one breakthrough fuel.

- **Premiumization Is More Defensible Than Commodity Volume**: Porcelain accounted for an estimated 47.23% of European product revenue in 2025, while Italy's product portfolio was already 93% porcelain in 2024 [6][18]. -> Direct capital toward porcelain, large-format surfaces, technically documented products, and complete surface systems.

- **Trade Protection Helps but Does Not Remove Import Risk**: The European Commission acted against dumped ceramic tiles from India and Turkiye, while active import competition persists across value tiers [11][6]. EU exports were almost flat at 768M sqm in 2024 even as global exports declined [4]. -> Manage to a competitive landed cost and differentiated service proposition, not to the assumption that duties will permanently protect margins.

- **Scale and Specialization Coexist**: Mohawk's Global Ceramics division produced an estimated 300M-plus sqm and earned USD 4.2B in 2024, but strong regional specialists such as Pamesa, Porcelanosa, Panariagroup, Concorde, Iris Ceramica, Victoria, and Cersanit remain important [20]. -> Acquisition, brand partnerships, specification access, and distribution density are often better growth levers than greenfield commodity capacity.

## 1. Europe Produces 1.6B sqm, but Market Value Is Ambiguous

This report covers the manufacture and sale of ceramic and porcelain floor and wall tiles in Europe, including products for interior walls, exterior walls, floors, and related architectural applications. The production chain runs from clay and mineral preparation through mixing, pressing or extrusion, drying, glazing or decoration, high-temperature firing, finishing, sorting, packaging, and distribution. European Commission process documentation notes that ceramics are shaped by pressing, casting, or extrusion, followed by drying and firing, commonly in continuously operated kilns [21].

The most reliable macro indicator is physical output. Global production fell 6.2% to 14.95B sqm in 2024, and Europe accounted for 1.615B sqm [4]. The regional total masks a sharp divergence: EU output recovered modestly to 1.054B sqm, while non-EU Europe dropped to 561M sqm, mainly because of lower Turkish output [4]. This is a cyclical stabilization inside a structurally mature region, not broad-based high growth.

| Market metric | Latest reported value | Decision implication |
|---|---:|---|
| Europe production, 2024 | 1.615B sqm, 10.9% of world output [4] | Europe remains a major manufacturing base but not the global volume center. |
| EU production, 2024 | 1.054B sqm, up 1.4% [4] | Recovery began from a depressed 2023 base. |
| Non-EU Europe production, 2024 | 561M sqm, down 8.8% [4] | Turkish and neighboring capacity adds volatility to regional supply. |
| EU exports, 2024 | 768M sqm, down 0.2% [4] | Export dependence remains high despite weak global trade. |
| Mordor 2025 market value | USD 8.12B [6] | Use as a narrow-market estimate. |
| MarketsandMarkets 2025 value | USD 21.139B [7] | Use as a broader scenario estimate, not as directly comparable. |
| Published forecast | 1.31% CAGR to 2030 or 1.97% CAGR to 2031 [7][6] | Both point to mature-market growth rather than a volume boom. |

The value estimates differ by more than 2.5 times. One source also contains internally inconsistent scope figures, reinforcing the need for caution [7]. The practical answer is not to average the studies. Investors and manufacturers should build country-level models from square metres, product mix, manufacturer revenue, import flows, and channel inventory.

**Decision-ready insight:** European tile manufacturing is investable as a mix, productivity, and consolidation story. It is not supported by evidence as a simple market-volume growth story.

## 2. Italy and Spain Lead, but Their Competitive Models Differ

Italy and Spain are the two largest EU manufacturing centers, but they should not be treated as interchangeable. Italy's 2024 industry comprised 122 tile companies, 212 plants, and 18,009 direct employees. It produced 369.8M sqm, sold 378.3M sqm, and generated EUR 6.062B [18]. Approximately 86.7% of output came from the Modena-Reggio district, creating deep supplier, labor, design, and logistics specialization [18].

Spain is similarly concentrated: approximately 94% of national output originates in Castellon, where 80% of industry factories are located [37]. Preliminary 2025 data show EUR 4.834B in turnover, EUR 3.484B in exports, EUR 1.350B in domestic sales, 427M sqm of production, and 15,939 direct jobs [12].

| Cluster metric | Italy | Spain | Strategic reading |
|---|---:|---:|---|
| Latest production | 369.8M sqm in 2024; preliminary 388M in 2025 [18][17] | Preliminary 427M sqm in 2025 [12] | Spain leads in current physical volume; Italy emphasizes value and porcelain intensity. |
| Latest turnover | EUR 6.062B in 2024 [18] | EUR 4.834B in 2025 [12] | Periods differ, but Italy's higher revenue despite lower volume indicates a more premium mix. |
| Export exposure | 293M-plus sqm and 82% of revenue in 2024 [18] | EUR 3.484B and 72% of turnover in 2025 [12] | Both clusters are exposed to foreign construction and exchange-rate cycles. |
| Direct employment | 18,009 in 2024 [18] | 15,939 preliminary in 2025 [12] | Cluster skills remain a barrier to entry. |
| Key cost pressure | ETS and energy | Natural gas and electricity infrastructure | Decarbonization pathways must be cluster-specific. |

**Case study - Italy's value model.** Italy's portfolio was 93% porcelain in 2024, and exports represented 82% of revenue [18]. Preliminary 2025 production rose 5% to 388M sqm, but recovery in major EU destinations was restrained by weak conditions in France and Germany; Eastern Europe performed better [17]. This shows why Italian producers cannot rely on broad European construction growth. Their defense is design, porcelain, specification, overseas distribution, and premium price realization.

The model has a cost. Italian industry investment fell 19.4% to EUR 382M in 2024, although it still represented 6.3% of turnover [18]. Producers must therefore rank projects by measurable energy savings, product-mix improvement, or distribution access rather than spreading capital across undifferentiated capacity.

**Decision-ready insight:** Use Italy as the benchmark for premium product economics and Spain as the benchmark for scaled, export-oriented manufacturing. Poland, Portugal, Bulgaria, Germany, and other centers matter, but the two southern clusters set Europe's competitive frontier.

## 3. Renovation Supports Demand While New Housing Recovers Slowly

The demand mix favors stability over rapid expansion. In 2025 estimates, renovation and replacement held 64.12% of the European market, floors represented 60.12% of volume, residential uses held 43.45%, and specialist tile and stone stores accounted for 34.34% of distribution [6]. Germany was estimated at 21.34% of regional revenue, while BENELUX and Poland were identified among the faster-growing areas [6].

Renovation is not recession-proof. It depends on consumer confidence, mortgage conditions, transaction volumes, installer availability, and public retrofit funding. It is, however, less dependent on complete new-building starts than commodity structural materials. The revised EU Energy Performance of Buildings Directive aims at a fully decarbonized building stock by 2050 [29]. Market analysis expects EPBD implementation and public retrofit programs to concentrate some demand in 2027 and 2028, although energy renovation does not automatically create tile demand [6].

| Demand pool | Market evidence | Manufacturer response |
|---|---|---|
| Residential renovation | Largest construction type at 64.12% [6] | Offer coordinated floor-wall systems, thin renovation products, rapid delivery, and installer support. |
| Commercial and institutional | Durable surfaces serve hospitals, schools, hotels, transport, and high-traffic facilities [6] | Strengthen EPDs, slip resistance, hygiene, maintenance, and project specifications. |
| New residential | Expected to grow faster once housing investment recovers [6] | Preserve flexible capacity rather than building ahead of uncertain starts. |
| Specialty showrooms | 34.34% channel share [6] | Protect samples, merchandising, training, and local stock. |
| Online retail | Forecast 4.32% CAGR through 2031 [6] | Digitize discovery and ordering, but integrate with physical samples and technical advice. |

**Case study - Porcelanosa turns tile into a system sale.** Porcelanosa's seven-company group reached 1,089 points of sale in 137 countries, with 2022 turnover approaching EUR 903M [32]. Its portfolio extends from tile into kitchens, bathrooms, facades, installation systems, and large surfaces. This route-to-market raises the value per project and reduces dependence on commodity square-metre pricing.

The group has also invested EUR 55M in a 36,000 sqm automated large-format porcelain plant with expected annual output of 1.3M sqm and 125 new jobs [32]. The lesson is not simply to copy large slabs. It is to align specialized manufacturing with owned showrooms, architect relationships, installation systems, and cross-selling.

**Decision-ready insight:** The most defensible demand strategy is renovation-led and specification-driven, with digital discovery connected to local samples, installers, and project support.

## 4. Kilns, Carbon, and Circularity Are Redefining the Cost Curve

Ceramic tiles require drying and firing at temperatures that can range from 800 to 2,000 degrees C across ceramic processes. Natural gas remains the common kiln fuel [21]. Besides carbon dioxide, production can emit dust, nitrogen oxides, sulphur oxides, fluorine and chlorine compounds, organic compounds, and heavy metals, depending on materials and processes [21]. Energy can reach 30% of ceramic production cost, making kiln utilization and fuel procurement central to margin management [9].

Near-term decarbonization should follow a merit order: kiln and dryer optimization, heat recovery, yield improvement, renewable electricity, electric or hybrid equipment where technically suitable, then lower-carbon gases for hard-to-electrify loads. The EU BREF notes that cooling-zone kiln heat can be reused in dryers, while process losses can often be recycled internally [21]. These measures are less dependent on future hydrogen economics than a full fuel switch.

| Technology lever | Evidence | Constraint | Priority |
|---|---|---|---|
| Heat recovery and process control | Kiln cooling heat can supply dryers [21] | Requires plant integration and stable schedules | Immediate |
| Electric firing | A Spanish trial reported up to 50% energy savings and no loss of speed or quality [34] | Electricity price, grid capacity, product range, and capital cost | Pilot and scale selectively |
| Renewable hydrogen | ORANGE.BAT proposed a 100 MW electrolyser and ceramic off-takers [33] | The source projected operation by early 2024 but does not verify that outcome [33] | Treat as an option, not a base-case solution |
| Closed-loop water and waste | Marazzi reported 100% wastewater recovery and 99.6% waste recycling in 2023 [36] | Measurement boundaries must be checked | Scale proven systems |
| Product documentation | EPD and lifecycle data support green-building procurement [35] | Data governance and audit cost | Commercial necessity |

**Case study - Castellon's electric-kiln opportunity and grid bottleneck.** More than 300 kilns in the Spanish cluster still operate on fossil fuels [34]. An industrial electric-kiln validation at Equipe Ceramicas reported direct combustion-emission elimination, better temperature control, and up to 50% energy savings [34]. These are vendor-reported results, so manufacturers should validate them against their own body composition, dimensions, cycle times, and electricity contracts.

The system constraint is larger than the kiln. Iberdrola estimates that cluster electrification could add more than 5 TWh of annual electricity demand by 2050 and require 1,200 to 1,600 MW of additional installed capacity [37]. The strategic implication is to coordinate plant roadmaps with utilities, substations, renewable-power contracts, and local authorities. Buying electric equipment without securing grid access simply exchanges fuel risk for connection risk.

**Case study - Marazzi closes material loops.** Marazzi reports recovery of 100% of process wastewater and recycled content of 30% to 40% in 63 collections [36]. It also uses ISO 14001 and ISO 50001 management systems and lifecycle-based EPDs [36][35]. A reported 120% water recycling rate includes water accepted from other companies, demonstrating why buyers must examine denominator and boundary definitions rather than comparing sustainability percentages at face value [36].

**Decision-ready insight:** The winning decarbonization plan is a portfolio of bankable efficiency projects, verified circularity, selective electrification, and credible product data. Hydrogen should remain a monitored option until operating economics and infrastructure are demonstrated.

## 5. Porcelain, Large Formats, and Documentation Shift Margin Pools

Porcelain is the industry's central value pool. It represented an estimated 47.23% of European product revenue in 2025, while Italian producers had already moved 93% of their portfolio into porcelain by 2024 [6][18]. Large-format panels extend ceramic surfaces from floors and walls into facades, worktops, furniture, and integrated architectural systems. Mosaics, antimicrobial surfaces, digital decoration, and environmental declarations add further differentiation [6].

The manufacturing economics differ from conventional tile. Large formats require specialized presses or forming systems, controlled drying and firing, handling automation, inspection, cutting, packaging, and installer capability. Breakage and yield can destroy the apparent price premium. Therefore, the correct KPI is contribution margin per kiln hour or saleable square metre after scrap, not catalogue price.

| Trend | Commercial opportunity | Execution risk |
|---|---|---|
| Porcelain leadership | Durability, indoor-outdoor continuity, premium floors and walls | Crowded competition and capital intensity |
| Large slabs and panels | Facades, countertops, furniture, and fewer grout lines | Handling, breakage, fabrication, and installation complexity |
| Digital surfaces | Fast design refresh, stone and wood effects, shorter collections | Design imitation reduces differentiation unless paired with brand and service |
| EPD and lifecycle documentation | Access to architects, public projects, and certified buildings | Inconsistent datasets or unsupported environmental claims |
| Online specification | Wider reach and lower search friction | Samples, color variation, freight, and technical advice still require physical support |

**Case study - Pamesa invests through the downturn.** Pamesa acquired specialist producer Natucer in January 2025 and announced EUR 65M of 2025 capital investment covering slab presses, a kiln, and a digital printer [6]. The combination matters: acquisition adds product capability, while new equipment supports format, throughput, and decoration. It is a portfolio strategy rather than a pure capacity bet.

**Case study - Porcelanosa links plant and channel.** Porcelanosa's large-format plant has expected annual output of only 1.3M sqm against a European market measured in billions of square metres [32]. Its strategic significance is therefore not volume share. It creates differentiated supply for a group with a broad international showroom and system-sales network. This is the model manufacturers should emulate: specialized production attached to an identifiable route to premium demand.

The EU's Digital Product Passport framework will progressively hold standardized product information covering origin, materials, environmental performance, reuse, and recycling. Construction-product requirements were expected around Q2 2027 in the Commission's implementation timeline [22]. Even if timing changes, manufacturers should build item-level product master data, EPD links, composition records, and auditable claims now.

**Decision-ready insight:** Product innovation creates value only when supported by yield control, fabrication and installation capability, channel access, and trusted environmental data.

## 6. Major Players: Scale Leaders and Focused European Specialists

The European market is fragmented, with hundreds of mid-sized manufacturers and importers [6]. Scale leaders coexist with family-controlled specialists, national champions, and design brands. Because private-company disclosures vary, revenue and volume figures below use different periods and should not be treated as a like-for-like ranking.

| Company or group | European position and evidence | Strategic posture |
|---|---|---|
| Mohawk Industries / Marazzi / Ragno | Global Ceramics operates in Italy, Spain, Poland, Bulgaria, Russia and other regions; estimated 300M-plus sqm and USD 4.2B revenue in 2024 [20] | Global scale, broad brands, productivity, and mix management |
| Grupo Pamesa | Named among Europe's leading groups; acquired Natucer and announced EUR 65M 2025 capex [6] | Iberian scale, consolidation, slabs, and digital production |
| Porcelanosa Grupo | 1,089 points of sale in 137 countries; near EUR 903M turnover in 2022 [32] | Vertically integrated showrooms and complete building solutions |
| Lamosa / Roca Tiles / Baldocer | Two Spanish plants; global tile capacity reached 272M sqm and actual output 195M sqm in 2024 [20] | Cross-border manufacturing scale and portfolio consolidation |
| Panariagroup | Seven plants, 20M-plus sqm annual production, 130-plus-country sales, and EUR 401M 2023 turnover [28] | Premium and luxury specialization across Italy, Portugal, and the US |
| Gruppo Concorde / Atlas Concorde | Recognized as a major European group, but production volume was unavailable for the 2024 global ranking [6][20] | Italian design, specification, and premium surfaces |
| Iris Ceramica Group / Florim | Iris is listed among European leaders; Florim was excluded from volume ranking because data were unavailable [6][20] | High-design and architectural positioning |
| Victoria, Cersanit, Lasselsberger, Kale, Vitra | Identified as significant British, Polish, Austrian, and Turkish participants [20] | Regional scale and multi-price-tier competition |

**Case study - Mohawk protects profit through mix and productivity.** Mohawk Global Ceramics' first-half 2025 sales fell 2.1% to USD 2.115B, while operating profit was almost stable at USD 130M, down only 0.7%. The cited drivers were productivity and improved product mix [20]. This is a useful operating benchmark: in a low-growth market, margin resilience can matter more than nominal volume share.

The trade-off is organizational complexity. A global group must manage multiple brands, countries, fuels, channels, and local construction cycles. Regional specialists can respond faster in design niches or customer service, while global groups gain purchasing, technology, and distribution advantages. No single scale model dominates every segment.

**Decision-ready insight:** Competitor analysis should segment firms by economic model - global scale, Iberian volume, Italian design, system-selling, or regional cost position - rather than produce an unsupported single league table.

## 7. Risk Matrix and 2026-2030 Scenarios

| Risk | Evidence and mechanism | Exposure | Recommended mitigation |
|---|---|---|---|
| Construction-cycle weakness | France and Germany constrained Italian export recovery in 2025 [17] | High for commodity and new-build portfolios | Increase renovation, Eastern European, institutional, and overseas exposure. |
| Energy and carbon cost | Energy can reach 30% of production cost [9] | Highest for older kilns and low-value products | Heat recovery, yield control, flexible energy procurement, and staged electrification. |
| ETS cash drain | Italian industry reports average ETS cost of EUR 130M annually in 2021-2025, rising under its forward estimate [17] | High for EU plants without abatement options | Add internal carbon prices to capex decisions and engage in policy planning. |
| Low-cost imports and dumping | EU action covers dumped tiles from India and Turkiye; imports compete across price tiers [11][6] | Highest in standardized formats | Differentiate on availability, documentation, design, systems, and service. |
| Export dependence | Italy receives 82% and Spain 72% of tile turnover from exports [18][12] | Currency, tariff, freight, and foreign-cycle risk | Diversify markets and place stock near major customers. |
| Raw-material volatility | Italy cited elevated raw-material prices and geopolitical uncertainty [18] | Glazes, pigments, feldspar, zircon, packaging | Dual-source, reformulate selectively, and maintain critical inventory. |
| Grid and technology risk | Castellon electrification could require 1,200-1,600 MW of added capacity [37] | Plants adopting electric kilns early | Secure connection studies, power contracts, and phased modules before ordering. |
| Data and compliance burden | DPPs are intended to standardize lifecycle and compliance information [22] | SMEs and firms with weak product master data | Centralize product, EPD, composition, and supplier records. |

### Scenario framework

| Scenario | Trigger set | Likely market outcome | Management action |
|---|---|---|---|
| Downside | Prolonged French and German weakness, high gas and carbon costs, import-price pressure | Capacity utilization and commodity margins remain weak; consolidation accelerates | Protect cash, close inefficient lines, reduce SKUs, and acquire distribution rather than production. |
| Base case | Renovation remains dominant, housing gradually stabilizes, energy costs normalize unevenly | Market value grows near the published mature-market range of 1.31%-1.97% CAGR [7][6] | Fund productivity, premium porcelain, selective slabs, and channel digitization. |
| Upside | Faster housing recovery, effective retrofit funding, strong Eastern Europe, timely grid investment | Higher utilization and improved operating leverage, especially for modern plants | Pre-qualify modular capacity projects and lock in installers and distributors before expanding. |

Published forecasts should not be converted into precise factory-loading assumptions. One study projects USD 22.56B by 2030, while another projects USD 9.16B by 2031 [7][6]. The directional agreement - low-single-digit mature-market growth - is more decision-useful than the incompatible absolute values.

**Decision-ready insight:** Set investment gates around utilization, energy intensity, saleable yield, order lead time, and premium-product share. Trigger expansion only when demand and infrastructure conditions are both met.

## Synthesis: Win on Mix, Energy, and Route to Market

Europe's ceramic tile market supports several viable strategies, but each wins through a different mechanism. The central mistake would be to combine them into a generic "European manufacturer" model.

| Strategic archetype | Mechanism | Scope and time horizon | Main trade-off | Best evidence |
|---|---|---|---|---|
| Italian premium exporter | Porcelain intensity, design, specification, brand | Global, long-term | High export and ETS exposure | Italy's 93% porcelain mix and 82% export-revenue share [18] |
| Spanish scale producer | Cluster density, export volume, modern equipment | Europe and global, medium-term | Acute gas and grid dependence | Castellon holds 94% of Spanish output [37] |
| Global consolidator | Purchasing, multi-brand distribution, productivity | Multi-continent, long-term | Organizational complexity | Mohawk's 300M-plus sqm scale and stable profit despite softer sales [20] |
| System-selling brand | Showrooms, complete-room solutions, installation systems | Premium residential and contract | High channel and working-capital cost | Porcelanosa's 1,089 points of sale in 137 countries [32] |
| Technology-led specialist | Slabs, digital surfaces, certified products | Architectural niches, medium-term | Yield, handling, and installer constraints | Porcelanosa's EUR 55M large-format plant and Pamesa's EUR 65M program [32][6] |
| Low-carbon operator | Efficiency, electrification, circular inputs, EPD data | Plant-specific, long-term | Capital cost and infrastructure uncertainty | Electric-kiln and Marazzi circularity cases [34][36] |

Three tensions define the market. First, **volume versus value**: Spain's larger current output does not negate Italy's higher-value premium model. Second, **decarbonization versus competitiveness**: carbon reduction protects long-term market access, but premature investment without affordable power or grid capacity can weaken near-term economics. Third, **digital versus physical channels**: online retail is growing faster, yet tile still requires samples, advice, freight handling, fabrication, and installation.

A strong manufacturer should therefore pursue four linked actions. First, defend utilization through renovation, institutional specifications, and geographically diversified exports. Second, improve the cost curve through yield, heat recovery, automation, and disciplined energy procurement before undertaking a wholesale fuel switch. Third, shift the portfolio toward porcelain and differentiated systems only where the company controls fabrication, installation support, or channel access. Fourth, build auditable product and lifecycle data as commercial infrastructure, not merely as a compliance exercise.

The market's slow forecast growth does not imply weak returns for every participant. It implies widening dispersion. Plants with high energy intensity, commodity products, and weak distribution are likely to lose share or consolidate. Producers combining efficient assets, premium mix, documented sustainability, and dense routes to market can grow faster than the market even if total European demand remains subdued.

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