Economy & Market
Budget 2011: A mixed bag
Published
16 years agoon
By
admin
Given the favourable economic conditions and government’s endeavour to stimulate inclusive growth by increased spending, the cement industry will see a quick resurgence from the demand pangs. In 2011-12 demand is likely to revert to its high growth path increasing by more than 11 per cent from the five per cent in the current fiscal year, predicts Nitin Madkaikar, Economist, FirstInfo Centre.
The cement sector which has been reeling under the severe margin pressure amidst demand crunch and rising raw material costs, has not received the any immediate relief from the Union Budget 2011-12. Overall, the Budget would sustain the buoyant economic growth rate through increased spending on infrastructure creating demand for cement in the long term, while the tax proposals are likely to create implementation issues in the interim period. The Budget, within its perimeters called to resolved tax anomaly, has consolidated the specified and ad-valorem rates, the move likely to push up effective prices. As a token, it has also announced cuts in customs duty on petroleum coke and gypsum from 5 per cent to 2.5 per cent. While there are not many manufacturers using pet coke, gypsum is used in small quantities, and hence, the benefit of the cut in duty will be limited.
Further, the Budget has imposed one per cent excise duty on coal, a new introduction. It will add to the cost of coal and increased coal price will have a huge negative impact on the cement industry. Prices of A and B grade non-coking coal have already up by over 100 per cent in recent times while price rise in rest of the coal categories is about 30 per cent. Coal India, the major supplier of coal in India, has decided to revise coal prices upwards. This move would be detrimental for cement makers. Coal India, although did not devolve the quantum, the hikes are likely to be steep when they come. The imported coal contract costs continue to be firm, reeling above $228 a tonne. These hikes will increase input costs for cement majors, exerting pressure on their margins. Looking at the sluggish demand, it will not be easy for the manufacturers to pass on the hike in input costs.
During the first 10 months of 2010-11, cement production inched up four per cent while dispatches were shade higher at 4.2 per cent. The same period of 2009-10 had recorded production growth of more than 11 per cent, and dispatches were up 11.5 per cent.
In his Budget Speech on 28 February 2011, the Finance Minister said, "As a measure of relief to cement industry, I propose to replace the existing excise duty rates with composite rates having an ad-valorem and specific component with some rationalisation. The basic customs duty on two critical raw materials of this industry viz. pet coke and gypsum is proposed to be reduced to 2.5 per cent".
The new tax duty, many opine, is likely to raise the per bag price of cement and would lead to additional burden on cement makers negating their margins. A day after the Union Budget was presented, prices in the Mumbai market, the largest domestic one, were raised by Rs 10 for a 50-kg bag. Analysts and dealers believe that other regions would soon follow suit, especially northern and eastern markets. The average all-India price of a bag has surpassed Rs 265, the highest since the industry entered its downturn. Interestingly, in November the prices were around Rs 220-225 a bag. In Mumbai alone, prices have touched Rs 280 a bag of late and they may soon reach Rs 300 a bag as the peak season set in.
The Cement Manufacturers’ Association estimates the restructuring of duties would lead to an extra burden of Rs 3-4 a bag. Looking at the sluggish demand, it will not be easy for the manufacturers to pass on the hike in input costs.
Infra spending push
Historically, government spending on infrastructure, particularly in road sector had a positive impact on cement demand. The Budget proposes to increase the spending by 13 per cent to Rs 1257,729 crore in 2011-12 from the budget estimates for 2010-11. For 2011-12, an allocation of over Rs 214,000 crore is being made for the development of infrastructure sector. This implies a 23.3 per cent increase over the allocations in 2010-11. It also accounts for 48.5 per cent of the gross budgetary support to plan expenditure. Further, in order to boost infrastructure development in railways, ports, housing and
highways development, the Budget proposed to allow tax-free bonds of Rs 30,000 crore to be issued by various government undertakings in 2011-12. This includes Indian Railway Finance Corporation Rs 10,000 crore, National Highway Authority of India (NHAI) Rs 10,000 crore, HUDCO Rs 5,000 crore and Ports Rs 5,000 crore.
Housing push
Besides the infrastructure sector, the Budget has provided ample stimulant to the housing sector. It has liberalised the existing scheme of interest subvention of one per cent on housing loans by extending it to housing loan up to Rs 15 lakh where the cost of the house does not exceed Rs 25 lakh from the present limit of Rs 10 lakh and Rs 20 lakh respectively. On account of increase in prices of residential properties in urban areas, the Budget has enhanced the existing housing loan limit from Rs 20 lakh to Rs 25 lakh for dwelling units under priority sector lending. To provide housing finance to targeted groups in rural areas at competitive rates, the provision under Rural Housing Fund is enhanced from Rs 2,000 crore to Rs 3,000 crore. To enable credit flow to Economically Weaker Sections (EWS) and LIG households a Mortgage Risk Guarantee Fund is proposed to be created under Rajiv Awas Yojana. This would guarantee housing loans taken by EWS and LIG households and enhance their credit worthiness.
Buoyant future
Demand for cement is expected to enter new growth trajectory as infrastructure spending has been stepped up, besides a growing demand for housing. Except the aberration of 2010-11, cement demand has been growing at an average rate of close to 10 per cent since 2004-05. The year 2010-11 saw production up by just five per cent while demand increased 5.1 per cent. In 2011-12, cement demand would revert back to the inflection point as growth trajectory is estimated to shift upwards from its historical average of 10 per cent to 10-12 per cent over next 5-10 years. According to industry reports, all the ingredients are in place for the cement industry to move from a cyclical to a secular growth story.
A higher GDP growth rate of nine per cent, coupled with lower population growth will accelerate per capita GDP growth. Fiscal 2011-12 will add Rs 11 trillion to the GDP, which is expected to have a higher intensity of cement consumption driven by:
- A significant increase in infrastructure investment, and
- Significant impetus to housing, especially rural/mass housing
Intensity of cement consumption will jump from 1.25 times of real GDP to 1.5 times in coming years.
Road to cement
Road projects having a significant potential to drive cement demand, has not lived up to expectations in India. India’s track record on road development has been dismal over the period between 2004-05 and 2010-11, when road projects awarded totalled just over 12,000 km. Some of the major reasons for the delay in project awards were the restructuring of NHAI, the formation of the PPP models and the introduction of the Model concession agreement. Besides, factors such as land acquisition, shifting of utilities and execution challenges impacted the projects.
According to the Economic Survey in 2010-11, the achievement under various phases of the NHDP up to November 2010 has been about 1,007 km and projects have been awarded for a total length of about 3,780 km. Steps have been taken to expedite the progress of the NHDP including regular monitoring of contracts and progress reviews, appointment of senior officials by state governments as nodal officers for resolving problems associated with implementation of the NHDP, setting up of a Committee of Secretaries under the Cabinet Secretary to address inter-ministerial and Centre-State issues such as land acquisition, utility shifting, environment approvals and clearances of railway over-bridges (ROBs), simplification of the procedure of issue of land acquisition (LA) notifications, and posting of a Railways officer to the NHAI to coordinate with the Ministry of Railways in expediting the construction of ROBs.
The NHAI formulated Work Plans (Work Plans I and II) for awarding of about 12,000 km each during the years 2009-10 and 2010-11. These plans lay down a specific time frame for various activities and are being monitored very closely at various levels. Under Work Plan I so far 73 projects of 6,426 km length have been awarded and bids for a further nine are at various stages. Under Work Plan II, one project of 170 km length was awarded and bids for five more projects are under various stages of process. Given that a large part of the administrative issues have been sorted, it is expected that the pace of project awards will accelerate.
Rural/mass housing
According to a working group of the Eleventh Five Year Plan, the housing shortage was estimated at 47.4 million at the start of the Eleventh Plan in 2007 and will touch 74 million at the end of the Plan in 2012. More than 90 per cent of the housing shortage is for the people in the EWS and LIG. Rural housing is expected to be a key beneficiary of higher farm income and alternative avenues of income generation due to higher government spending through the National Rural Employment Guarantee Scheme (NREGS).
While urban housing will continue to provide the much needed base for demand for the cement industry, a strong demand pull is expected from infrastructure and rural/individual housing. Due to a slowdown in real estate during the global crisis period, cement demand from this vertical had declined significantly. Despite this, the cement industry’s volumes grew close to 10 per cent during that period. Recovery in the real estate sector is critical to sustain 10-12 per cent growth over the long term, as it provides base demand for the cement industry. The real estate sector is recovering. Pick-up in demand is coupled with significant increase in the number of new project launches in the housing segment while the retail and commercial segments are expected to follow suit. This would translate into cement demand from these new projects with a lag of 6-9 months from the launch.
Slum rehabilitation: Can open up opportunity
With over 20 per cent of India’s urban population living in slums, slum rehabilitation has assumed major significance for the government to ensure inclusive growth. The Jawaharlal Nehru Urban Renewal Mission has been playing a vital role in slum improvement and in-situ slum rehabilitation. It aims to provide shelter to the urban poor at their present location or near their place of work.
To attract private investment in slum rehabilitation, there will be consideration of transferable development rights (TDR) and additional floor space index (FSI) ratio in provision of shelter to the poor. Rehabilitation of slum dwellers can provide a significant demand pull, as providing permanent housing to 62 million people would consume 75 to 80 million tonne of cement. Besides, construction of related infrastructure would enhance cement consumption.
Poised for healthy growth
Given the favourable economic conditions and government’s endeavour for inclusive growth and increased spending, the cement industry will see a quick resurgence from the pangs of demand crunch. In 2011-12 production is likely to increase by over 11 per cent from the current five per cent expected this year. Though cost would continue to dog the industry, higher demand would negate this impact.
Reactions
ML Pachisia, Managing Director, Orient Paper & Industries Ltd.
The biggest impact on cement industry is on account of the recent abnormal increase in prices of coal announced by Coal India in an off-Budget announcement. The price increase has been anywhere between 30 per cent to 100 per cent. This has indeed come as a major shock to the industry and will have an impact on cost of coal used both in the process as well in the captive power plants.
The reduction in import duties on pet coke and gypsum will have minimal impact, although the move is most welcome.
Increased spending on infrastructure is the need of the hour for India and the higher allocation is a step in the right direction. This will certainly help the cement industry through higher demand for cement from this sector, subject to swift implementation of the planned projects.
The revised excise duty structure will apparently result in increased excise outlay.
Bijay Kumar Garodia, Chairman, Barak Valley Cements Ltd
The reduction in customs duty on input materials is the only relief for the cement industry in the Budget 2011. In the Budget, Finance Minister has proposed to reduce basic customs duty on pet coke and gypsum to 2.5 per cent from the existing 5 per cent. Only gypsum is used for manufacturing of cement in our company but since it does not have a significant use in the production, the change of import duty will not have material effect on our production cost. Further, the Budget also came out with restructured excise duty. In our case, if we sell the cement on FOR basis then due to the change in excise duty there will not be any significant effect on our company. In context of reduced surcharge limit on corporate tax and increase in percentage of MAT, the said increase will be nullified by the reduced surcharge limit. Thus in conclusion, the Budget 2011 has not brought anything significant to us.
Concrete
UltraTech Cement expands green logistics with 600+ electric truck fleet
Published
4 days agoon
September 3, 2026By
admin
The e-truck fleet will be used to transport five million MT of clinker and other key materials with potential of over 1,17,000 tonnes of net annual CO₂ reduction, displacing the equivalent of 39 million litres of diesel per year.
Mumbai
UltraTech Cement Limited, an Aditya Birla Group company and the world’s largest cement company by sales volume and capacity outside China, has announced that it will scale up its electric vehicle fleet in its logistics operations to 600+ EV trucks by December 2026.
UltraTech has signed service contracts with leading EV prime mover manufacturers including Tata Motors, Ashok Leyland, IPLTech, Energy in Motion and Sany, along with their subsidiaries and other third-party logistics providers, to deploy EV trucks.
The total fleet of 600+ EV trucks will transport about five million MT of clinker and other key materials per annum across Gujarat, Uttar Pradesh, Madhya Pradesh, Rajasthan, Chhattisgarh, Maharashtra and Odisha. Once fully operational, this fleet of over 600 EV trucks will enable a net annual CO₂ reduction of more than 1,17,000 tonnes, displacing the equivalent of 39 million litres of diesel per year.
K C Jhanwar, Managing Director, UltraTech Cement Limited, said, “UltraTech is expanding sustainability beyond its plants by adopting greener logistics solutions. This large-scale transition to green logistics underscores our focus on decarbonising every link of our value chain and supports our commitment to achieving Net Zero.”
UltraTech has been a pioneer in advancing sustainable transport in the cement sector, being the first cement company to deploy heavy-duty electric trucks for long-haul transport of clinker and other materials at scale. The company was among the first in India to introduce green logistics, deploying CNG trucks in 2021 and electric trucks in 2024. UltraTech currently operates 850+ trucks as part of its green logistics operations, including CNG and electric trucks.
UltraTech, with a grey cement capacity of over 200 MTPA in India, operates one of the country’s most complex logistics networks. Its electrification strategy covers the entire supply chain—from mine-to-plant movement to inter-plant transport of clinker and other key materials.
The $ 10 billion UltraTech, the cement flagship company of the Aditya Birla Group, has a total Grey Cement capacity of 205.5 MTPA and White Cement/Putty capacity of 3.2 MTPA. It is a signatory to the GCCA Climate Ambition 2050 and has committed to the Net Zero Concrete roadmap announced by GCCA.
In a research-backed article, Dr SB Hegde examines why carbon-adjusted profitability and LC3 will decide the next set of winners in cement manufacturing.
The Indian cement industry has achieved world-class operational efficiency through lower specific energy consumption, high plant utilisation and a reduced average clinker factor of approximately 67.5 per cent. These traditional measures of operational excellence remain essential. However, they are no longer sufficient. Carbon now carries a measurable financial cost under India’s Carbon Credit Trading Scheme (CCTS) and under European carbon markets. Future leadership will be defined by carbon-adjusted profitability, the ability to generate strong returns while systematically lowering the carbon intensity of every ton sold.
Limestone calcined clay cement (LC3) offers a practical, scalable pathway to achieve this dual objective. By replacing up to 50 per cent of clinker with calcined clay and limestone, LC3 can reduce CO2 emissions by 30–40 per cent while delivering comparable or superior durability performance.
This article examines the technical foundations of LC3, European industrial practices, the emerging Indian carbon market and a concrete roadmap for Indian companies to embed carbon-adjusted metrics and LC3 into daily operations, incentives and commercial strategy.
Limits of traditional operational excellence
For many years, plant performance has been judged primarily by five indicators: specific heat consumption, specific power consumption, kiln and mill utilisation, clinker factor and overall equipment effectiveness. These metrics drove continuous improvement and helped the industry reduce energy use and increase the share of blended cement. Three structural changes have rendered them incomplete as sole measures of success.
First, carbon now carries a real or opportunity cost. Plants that improve volume or lower cash cost while raising or stagnating emissions intensity create a hidden liability that will surface as CCTS trading matures and as green procurement expands.
Second, lower-carbon products such as LC3 and high-performance blended cements are creating differentiated market segments. Customers in infrastructure, real estate and export-oriented construction are beginning to specify embodied-carbon limits.
Third, investors and lenders increasingly treat carbon intensity as a financial risk factor. Traditional KPIs can mask the divergence between short-term cash profit and long-term carbon-adjusted value.
What is carbon-adjusted profitability?
Carbon-adjusted profitability evaluates normal profit after explicit adjustment for carbon performance. A practical expression is:
Carbon-Adjusted EBITDA = Conventional EBITDA – Carbon Cost + Green Premium Income
Carbon cost may be an internal carbon price, the actual cost of purchasing Carbon Credit Certificates under CCTS, or the opportunity cost of high emissions relative to peers. Green premium income arises when customers pay more for verified lower-carbon cement or when the company sells surplus credits. Tracking both conventional and carbon-adjusted profit side-by-side gives management a clearer picture of value creation under evolving market rules.
Table 1. Traditional KPIs versus Carbon-Adjusted Leadership Metrics
Traditional Focus New Leadership Metric Why It Matters
Specific energy consumption Emissions intensity (kg CO2/t cement) Directly linked to future CCTS and CBAM costs
Kiln utilisation Carbon-adjusted contribution margin Reveals true value of incremental volume
Clinker factor Share of lower-carbon products sold (incl. LC3) Measures commercial success of the transition
Power cost per tonne Effective carbon cost per tonne sold Expose hidden liabilities
Absolute EBITDA Carbon-adjusted EBITDA + green premium Aligning profit with future market reality
LC3: Technical foundations and performance advantages
LC3 is a ternary blended cement that typically combines approximately 50 per cent clinker, 30 per cent calcined clay, 15 per cent limestone and 5 per cent gypsum (the classic LC3-50 formulation). The decisive technical advantage is that clay is calcined at 700–850 °C, far below the 1,450 °C required for clinker production. This lower temperature, together with the substantial reduction in clinker content, delivers CO2 reductions of 30–40 per cent relative to ordinary Portland cement (OPC).
Chemistry is synergistic. Calcined kaolinitic clay (metakaolin) reacts with calcium hydroxide from clinker hydration and with limestone to form additional C-A-S-H gel and carboaluminate phases. These phases densify the microstructure, reduce porosity and improve durability.
Field experience shows superior resistance to chloride ingress, sulphate attack and alkali–silica reaction. Early-age strength can match OPC with high-reactivity clays; later-age strengths routinely meet 42.5 and 52.5 grade requirements.
Importantly, LC3 does not require high-purity kaolin. Clays with 40 per cent or even lower kaolinite content can be activated successfully, expanding raw-material availability across India. Calcination can use adapted rotary kilns or dedicated flash calciners, making the technology compatible with existing plant infrastructure and far less capital-intensive than carbon capture.
Economic analyses show that LC3 can be produced at equal or lower cost than OPC in many locations because of reduced energy demand and cheaper clay. Life-cycle assessments consistently report 30–40 per cent lower embodied CO2 per tonne of cement.
Table 2. Comparative profile: OPC versus LC3-50
Parameter OPC LC3-50
Typical clinker content ~95 per cent ~50 per cent
CO2 emissions (relative) Baseline (≈0.85 t CO2/t cement process + fuel) 30–40 per cent lower
Clay calcination temperature Not applicable 700–850 °C
Key hydration products C-S-H, portlandite, ettringite C-A-S-H + carboaluminates
Chloride & sulphate resistance Good Superior
Production cost potential Baseline Equal or lower in most locations
Infrastructure compatibility Existing High (minor adaptations)
In India, commercial adoption has begun in earnest. JK Cement commenced the first commercial production of LC3 in the Indian subcontinent at its Mangrol plant in Rajasthan in 2025 under BIS standard IS 18189.
By early 2026, approximately 2,000 tonnes had been produced and sold, avoiding an estimated 500 tonnes of CO2. JK Lakshmi Cement followed with commercial launch of its Green PRO LC3 grade from the Jaykaypuram plant. As of mid-2026, two producers are supplying LC3 to the market. The first large-scale infrastructure application is the Noida International Airport (Jewar), where LC3 was used in the runway and a building complex, demonstrating full constructability and performance under demanding conditions. These early volumes are still small relative to national cement demand, but they mark the critical transition from pilot to commercial reality. Companies that scale capacity now will be positioned to capture both CCTS credits and emerging green-procurement demand.
Why the shift is accelerating
According to the World Bank’s State and Trends of Carbon Pricing 2026, direct carbon pricing now covers nearly 30 per cent of global greenhouse-gas emissions and generated more than US$107 billion in public revenue in 2025. The average global carbon price stands at approximately US$21 per tonne, although regional prices vary widely.
In Europe, the EU ETS price has traded near €80–85 per tonen in mid-2026. Free allocation for cement is being withdrawn in parallel with CBAM. European producers therefore face a clear signal: every tonne of avoided CO2 improves both compliance and competitiveness. Holcim has scaled calcined-clay production, including Europe’s first dedicated line at Saint-Pierre-la-Cour (France) and a second line in the Czech Republic (2026). Heidelberg Materials, Cementir (FUTURECEM) and others have commercialised low-clinker calcined-clay blends across multiple markets, showing that carbon-adjusted profitability is already reshaping capital allocation in the world’s most mature carbon market.India’s CCTS is now operational. Binding emission intensity targets apply to 186 cement facilities for FY 2025–26 and FY 2026–27. Average required reductions for integrated plants are modest (around 2.7 per cent by FY 2027), yet the direction is clear.
Trading of Carbon Credit Certificates is expected in the second half of 2026, with early prices likely in the `800–1,500 per tonne range. Plants that outperform targets can sell credits; those that underperform must buy them or face compensation. Cement is well positioned to be a net supplier of credits if clinker factor continues to fall through LC3 and other low-clinker systems.
Way forward for India
India starts from a strong baseline, world-class energy efficiency and a clinker factor already lower than the global average. The next competitive frontier is the deliberate reduction of process emissions through clinker substitution at scale. LC3 is uniquely suited to Indian conditions because suitable clays are widely distributed, the technology fits existing kiln and grinding infrastructure, and the resulting product can meet the performance demands of both infrastructure and building construction.
A practical national pathway contains five interlocking elements:
- Standards and acceptance: Accelerated finalisation and promotion of BIS specifications for calcined-clay and limestone–calcined-clay cements will remove a key barrier to commercial uptake. Alignment with European practice (EN 197-5) can facilitate knowledge transfer and export readiness.
- Supply-chain development: Investment in flash calcination capacity and systematic characterisation of regional clay deposits will secure reliable, low-cost feedstock. Existing rotary kilns can be adapted for initial volumes while dedicated calciners are built.
- Incentive alignment: Part of variable compensation for plant managers, sales teams and senior leadership should be linked to emissions intensity reduction and to the volume of lower-carbon products (including LC3) sold. Without this link, traditional volume and cost targets will continue to dominate behaviour.
- Product-level carbon accounting: Reliable measurement of emissions intensity at the individual cement grade level, supported by third-party verification where required, is essential for both CCTS compliance and credible green claims.
- Demand-side pull: Green public procurement policies that specify maximum embodied-carbon thresholds for major infrastructure projects will create a predictable market for LC3 and other low-carbon cements, accelerating scale and cost reduction.
Companies that treat LC3 as a strategic product line rather than a niche offering will be better positioned to generate surplus Carbon Credit Certificates, capture any emerging green premium, and protect margins as carbon costs rise.
Organisational changes required
Technical capability alone is insufficient. Three organisational shifts are required.
Daily management: Emissions intensity must appear on the same daily and monthly dashboards as heat consumption, power consumption and utilization. Plant reviews should examine both conventional and carbon-adjusted results.
Incentives: A meaningful portion of bonuses for plant heads, technical teams and sales leadership should be tied to lower emissions intensity and successful commercialisation of LC3 and other low-carbon grades.
Commercial approach: Sales teams need clear volume and pricing targets for lower-carbon products, supported by technical service that helps customers specify and place the material correctly. Without commercial pull, excellent technical performance remains under-utilised.
Table 3. Three-stage roadmap to carbon-adjusted profitability
Time Horizon Priority Actions Expected Outcome
Next 12 months Add emissions intensity to plant dashboards; establish internal carbon price; initiate LC3 pilot production and customer trials Visibility and early organisational learning
12–24 months Revise incentive systems; scale LC3 and other low-carbon grades to key accounts; secure third-party verification capability People and sales aligned with carbon goals
24–36 months Embed carbon-adjusted metrics in board reporting and capital allocation; expand calcined-clay capacity Full system integration and competitive advantage
Questions senior leaders should ask
Boards can accelerate the transition by insisting on answers to a short list of questions:
• Is our carbon-adjusted profit improving, stable or declining relative to conventional EBITDA?
• Did recent volume growth improve or worsen our emissions intensity?
• What share of sales already comes from lower-carbon products, including LC3, and what is the trajectory?
• How exposed is our capital expenditure plan to rising carbon costs under CCTS and potential CBAM-related requirements?
• Do our incentive systems still reward only volume and cost, or have they been updated to include carbon performance?
Treating carbon with the same seriousness as energy cost or kiln utilization does not diminish operational excellence; it expands the definition of excellence to match the new competitive reality.
Looking ahead
By 2030 the gap between leading and lagging cement companies will not be decided by who records the lowest specific heat consumption. It will be decided by who delivers the strongest carbon-adjusted profits.
Absolute emissions may still rise as national production grows. That is not the issue. Companies that reduce intensity year after year and successfully sell cleaner products will pull ahead in both domestic and export markets. Those that do not will fall behind, even if their traditional efficiency numbers look strong.
Operational excellence built the Indian cement industry. It remains the foundation. It is no longer the complete picture. Carbon-adjusted profitability is the clearer measure of success.
LC3 is not a distant technology. It is available now. It cuts CO3 by 30–40 per cent, works with existing plants, and is already in commercial production in India. Companies that treat it as a strategic product, not a pilot, will protect their margins and generate tradable credits.
Leaders who act now will place carbon metrics on daily dashboards, link incentives to intensity reduction and LC3 sales, invest in calcined-clay capacity, and build commercial capability to sell lower-carbon products. They will shape the next chapter of the industry.
References
- World Bank. (2026). State and Trends of Carbon Pricing 2026. Washington, DC: World Bank Group.
- International Carbon Action Partnership (ICAP). (2026). India Carbon Credit Trading Scheme – Status and Coverage. Berlin: ICAP.
- Ministry of Environment, Forest and Climate Change / Bureau of Energy Efficiency. (2025). Greenhouse Gases Emission Intensity Target Rules, 2025. New Delhi: Government of India.
- Scrivener, K., Martirena, F., Bishnoi, S., & Maity, S. (2018). Calcined clay limestone cements (LC3). Cement and Concrete Research, 114, 49–56.
- RMI. (2024). The Business Case for LC3. Rocky Mountain Institute.
- European Commission. (2026). EU Emissions Trading System – Allowance Price Data and Free Allocation Phase-out Schedule. Brussels.
- Holcim. (2025–2026). Scaling Calcined Clay for Sustainable Building – Corporate Updates on European and Latin American Capacity. Zurich: Holcim Ltd.
- LC3 Project / EPFL. (2026). LC3 – A Guide to Best Practices for Scalable, Affordable and Sustainable Low-Carbon Building. Lausanne: École Polytechnique Fédérale de Lausanne.
- Business Today / Industry Reports. (2026). First Large-Scale LC3 Application at Noida International Airport, Jewar. New Delhi.
- NITI Aayog / Industry Analyses. (2026). Roadmap and Baseline Performance Indicators for the Indian Cement Sector. New Delhi.
- Springer / Innovative Infrastructure Solutions. (2026). LC3 Systems: A Review of Chemistry, Performance, Durability and Sustainability toward Market Adoption.
- Cementir Holding / Industry Sources. (2025–2026). FUTURECEM and Related Low-Clinker Technologies in Europe.
- Climate Risk Horizons & Independent Analyses. (2026). Assessment of Emission Intensity Targets under India’s CCTS for Cement and Other Hard-to-Abate Sectors.
- GCCA / TERI. (Various years). Decarbonization Roadmaps for the Indian Cement Industry.
- EN 197-5:2021. Cement – Part 5: Portland-composite cement CEM II/C-M and Composite cement CEM VI. European Committee for Standardization.
Concrete
More Oversight Makes Cement Plants Less Safe
Published
1 week agoon
August 28, 2026By
admin
Dijam Panigrahi makes a counterintuitive but data-backed argument that routing every sensor alert through human approval does not make cement plants safer.
India’s cement industry has spent the last two years wiring kilns, mills and coolers with sensors and automated control systems, and the safety case for doing so is strong on paper. Contract workers still make up the majority of the industry’s workforce, and fatal accidents remain a recurring problem. The Indian National Cement Workers Federation has noted that around 83 per cent of workers in the sector hold precarious positions, a fact that resurfaced after an oxygen cylinder explosion killed three contract workers at a plant in Chhattisgarh.
Industry tallies compiled by IndustriALL found cement plants recorded at least seventeen accidents in one year with 21 workers killed, and ten accidents the following year with nine killed, most of them contract staff. Automated monitoring, in theory, closes that gap. A sensor never gets complacent and never skips a check because a shift is short staffed.
However, plants that respond by routing every anomaly reading to a person for approval are quietly building a system that fails the same way understaffing does. When operators receive dozens of flagged deviations a shift, most of them minor, they learn a simple lesson: the fastest way through the queue is to approve without reading closely. The safety benefit disappears, not because the technology failed, but because the humans supervising it adapted to the volume.
Why alerts get ignored
A study cited by manufacturing technology publisher Applied SmartFactory found more than 95 per cent of alarms in a semiconductor fab were low priority, and only about 4 per cent ever triggered an action, with just 100 out of 5,000 alarms accounting for 70 per cent of all alarm activity. The mechanism is the same whether the trigger is a vibration sensor or an AI model flagging a kiln temperature swing. Once the ratio of noise to signal crosses a threshold, workers stop treating the system as a decision aid and start treating it as a formality to clear.
The scale of AI deployment underway makes this more than a theoretical risk. Stanford’s 2026 AI Index Report found organisational adoption of AI has reached 88 per cent, even as documented AI incidents rose to 362 in 2025, up sharply from 233 the year before, according to analysis of the report. The Index also found only about a third of organisations have adopted a formal governance framework, with NIST’s AI Risk Management Framework cited by 33 per cent and ISO/IEC 42001 cited by 36 per cent.
Most manufacturers are deploying monitoring systems faster than they are building the judgment for when a flagged event actually needs a person’s attention. In India, plants run by JK Cement have begun pairing CCTV feeds with AI to define safe zones around heavy machinery, a promising direction that still depends on operators trusting and reading the alerts the system generates.
A three-tier model for cement plant
The fix is not less monitoring or more monitoring. It is classifying decisions by risk and by novelty, rather than treating human oversight as a single switch that is either on or off. A workable model sorts factory floor events into three tiers.
The first tier, proceed, covers deviations the plant has seen before that fall within known safe bounds, such as a kiln feed rate adjustment within an established range. These should run without a stop for approval, because routing them to a person only trains that person to click through.
The second tier, pause, covers events that are unusual but not yet dangerous, such as a vibration reading trending toward a limit or a fuel blend shifting outside its typical mix. These warrant a brief human check before the system proceeds, giving an operator the chance to apply judgment the model does not yet have.
The third tier, escalate, covers events that are both high risk and unfamiliar, such as a pressure reading combined with a temperature spike that has no close precedent in the plant’s history. These should stop the process entirely and require a decision from someone with the authority to shut down a line.
Who should set the threshold
Where these tiers get drawn matters as much as the framework itself. Threshold setting is frequently handed to the vendor supplying the monitoring software or to a plant’s IT department, both of which understand the technology but not the specific tolerances of a given kiln, mill or line. Operations staff, who know that a particular grinding unit runs hotter under monsoon humidity or that a calciner behaves differently after a refractory reline, are better positioned to calibrate what counts as routine on their own equipment.
Handing threshold ownership to operations does not remove IT or vendors from the process, but it puts the calibration decision closest to the people who live with its consequences on the floor.
Signals that oversight is actually working
A few concrete indicators reveal whether a monitoring setup is functioning as intended or simply providing the appearance of safety. The escalation rate over time is the first: a rate that stays flat or climbs slowly as operations mature is healthy, while one that spikes and then falls sharply often means operators have started overriding the system rather than engaging with it. Time to resolution is the second: escalations that take progressively longer to close suggest fatigue or confusion about ownership, not diligence. The third, and most telling, is how accurate the system’s own uncertainty estimates turn out to be, meaning whether events flagged as high risk actually correlated with real incidents, and whether events waved through stayed incident free. A system whose escalations do not track with actual outcomes trains operators toward the same complacency that unmonitored equipment produces.
None of this argues against automation in Indian cement manufacturing, where a labor structure built on contract work and a track record of serious accidents make better monitoring an urgent need. It argues for treating human oversight as a design problem with three distinct settings, rather than a single
dial turned up whenever a plant wants to look safer on paper.
About the author:
Dijam Panigrahi, Co-founder and COO, GridRaster, is a spatial computing platform for industrial enterprises and manufacturers.
Kirby India Breaks Ground on Fourth PEB Plant in Tamil Nadu
UltraTech to Deploy 600+ Electric Trucks by Dec 2026
UltraTech Cement expands green logistics with 600+ electric truck fleet
CarbonStrong Raises Rs 125 Million To Scale Low Carbon Cement Tech
Protect Your Margins
Kirby India Breaks Ground on Fourth PEB Plant in Tamil Nadu
UltraTech to Deploy 600+ Electric Trucks by Dec 2026
UltraTech Cement expands green logistics with 600+ electric truck fleet
CarbonStrong Raises Rs 125 Million To Scale Low Carbon Cement Tech

