Economy & Market
Challenging Days Ahead
Published
15 years agoon
By
admin
Bad news never comes singly. India’s economic growth has slumped to its lowest in more than two years while output expansion at key industries tumbled to a six-year low and even the finance minister, Pranab Mukherjee, has warned that there are tough times ahead. There has been a sharp deceleration in industrial growth with output growth in eight core industries, including steel, cement and coal, dropping to near-zero in October, a sharp decline from 7.2 per cent one year back. Under the circumstances, the cement sector needs to remain vigilant and while bracing itself for weaker growth, seek out newer strategies to ensure that targeted capacity and production stays on line while staying in line with environmental demands and limitations in raw material availability.It is worrying indeed that fiscal deficit for the first seven months of the year has already reached 75 per cent of the year’s estimate. Experts concur with the finance minister that a combination of domestic and international issues are going to impact the country’s growth. GDP data released by the government on in the last week of November 2011 has revealed broad-based weakness in the economy, with mining contracting 2.9 per cent and manufacturing rising by 2.7 per cent in the last quarter. Despite the gloomy outlook, the finance ministry is hopeful that the economy will recover some of its lost momentum and is expecting 7.3 per cent GDP as against last year’s 8.5 per cent.According to Research & Markets report on the Indian cement sector, economic recovery, which had gained momentum in the first half of FY11, started showing signs of moderation in the second half. The biggest hindrance to growth momentum, however, has been high inflation. Inflation refuses to abate and has forced RBI to pursue monetary tightening measures even at the cost of growth. Rising energy prices and interest rates will continue to pose a challenge for businesses in the near future. Despite these short term challenges, the overall economic sentiment remains healthy and a good growth rate for the next year is expected.FY11 was quite challenging for the cement industry. On the one hand, demand growth weakened due to lower realty and infrastructure spending, while on the other, extended monsoons and logistical constraints dampened construction activity.On the supply front, overcapacity continued to plague the industry. During the year, the industry witnessed capacity addition of around 28 million TPA in addition to the 60 million TPA added in the previous year. Industry capacity utilization was at 75 per cent against 84 per cent recorded in the previous year. Surplus cement scenario together with sluggish demand and volatile prices adversely impacted domestic realizations which were lower by 4 per cent as compared to the previous year. On the cost front, the higher price of both domestic and imported coal resulted in a 25 per cent increase in energy costs, which rose substantially from 671 per ton to 838 per ton. During the year, imported coal prices rose by 36 per cent from CIF $ 89 per ton to $ 121 per ton. In addition to the normal price hike in domestic coal, there was a further increase in domestic coal prices in the range of 30 per cent -150 per cent from 1st March, 2011, according to the report.While the larger economic issues play out a crucial role on the industry’s performance, it is left to the sector to analyse the various other shortcomings it faces and seek remedies for the same.PRESENT STATUS
- Capacity and Production:
The installed capacity of cement in the country has grown during the period 1991 to 2011 at an average rate of 8.3 per cent CAGR while the production has grown at the rate of 8 per cent during the same period. The table -1 gives the installed capacity and production of cement between 1991-2011.
- Thermal Energy:
The weighted average of thermal energy consumption of major 26 plants is shown in figure – 1. It would be seen that very little improvement is made over the years between 2005-2006 to 2007-2008. The world’s best ranges between 680-690 Kcal/kg clinker. Though there are some cement plants in India which are able to fall in this category but industry as a whole has challenge before it to further improve on this account.
- Electric Energy Efficiency:
The weighted average of consumption of electric energy of 26 plants is given in figure – 2. The electric consumption has virtually reached at plateau and showing very little further improvement. The best operated plants have brought down the consumption in the range of 65-68 kwh/t cement, however, industry as a whole has scope for further improvement. Environmental Performance of Cement Plants:The National Ambient Air Quality Requirement as per CPCB is given in table – 2.The modern cement plants are able to adhere to these norms. The new generation plants with capacity 8000TPD and above are even excelling the norms.
- Product Mix:
The Indian cement industry has undergone major shift in product mix especially during the last decade. The environmental and sustainability issues may demand same trend to continue in the future. The table -3 gives product mix during the different periods;CHALLENGES AHEAD
- Lime Stone:
Lime stone will continue to be the life line of cement manufacture. As per thumb rule, for every ton of clinker produced, 1.75 tonnes mineable line stone deposits of proven variety should be available. For 350 million tons installed targeted capacity by the end of XI plan (2012), nearly 600 mn.t of cement grade lime stone have to be made available annually. Keeping in view the rapid expansion of Indian Cement Industry, NCB initiated the task of preparation of national inventory of cement grade lime stone. As on 31st March, 2002, India’s total reserves have been estimated as given in table – 4.Table – 4 Lime Stone ReservesSizable reserves are located in inaccessible areas, difficult terrains reserved forests, bio-zones and coastal regulatory Zones, etc. The proven category reserves are only 22,476mn.t which are likely to last for next 35 to 40 years at the present rate of production.Apart from limited availability of measured reserve for green field projects, about 27 per cent of total reserves are of marginal grade which can only be utilized with sweetener or after up-gradation through beneficiation. Availability of cement grade limestone will be becoming a major challenge for the cement industry in the future.
- Coal :
Availability of coal is proving another bottleneck in the growth of cement industry. The coal demand of cement industry is given in table -5.During the last decade the coal demand has gone almost four times. The infrastructure deficiencies at ports are causing problems in importing coal and availability of indigenous coal to cement industry is not assured. The first preference is being given to Thermal Power Plants and then to steel industry in allocation of coal by the Govt. The cost of coal is escalating every year and posing challenge before the cement industry. The situation is likely to aggravate in future.BLENDING MATERIALS
- Fly Ash:
Large quality of fly ash is generated in India but in many cases, the location of major Thermal Power Plants is far away from cement plants and in absence of proper infrastructure for transportation and handing of fly ash, most of it cannot be utilized. The availability of fly ash is given in table – 6The cost of fly ash is continuously increasing due to transportation and permission given to thermal power plants to charge for it instead of giving free. The mega thermal plants located in East UP, West Bengal, North Bihar and generally in Eastern part of India have very few cement plants in close vicinity. The mismatch in location of Thermal Power Plants and cement plants is shown in Figure – 3The availability of good quality fly ash at reasonable cost is also going to be major factor before the cement industry in coming years.
- GGBS
Ground Granulated Blastfurnace Slag (GGBS) cement is a by-product of the steel industry. Molten slag lying on top of the molten iron in the blastfurnace comprises silicates (glass), and is the raw material for GGBS cement. The molten slag – of no use to the steel making process – is cooled and then finely ground to form GGBS cement. Currently around 200 kg of slag is generated for each ton of steel produced in India making it 11 to 12 mt slag annually. Most of the slag is produced in the eastern part of the country where it is used in production of slag cement. The availability of blast furnace slag will continue to remain limited and possibilities need to be explored to use slags other than blast furnace like zinc slag, copper slag, steel slag for manufacture of slag cement. At present these slags are not permitted by BIS for production of slag cement.HIGH INPUT COSTS AND INFRASTRUCTURAL WEAKNESS
At present, the cement industry is facing two fold problems of high input costs and infrastructural weakness. The inputs with spiraling cost increase are coal, power and transport by rail or road. The coal from public sector is of poor quality, high ash and low calorific value content and at times costlier than imported coal. There is need to introduce competition for improving quality, regularity in supply and reduced prices. The power from public utilities is of poor quality due to frequent power cuts and fluctuating voltage. Power sector reforms if taken up seriously will enable quality power to cement plants at reasonable cost.Transport by rail or road is a cost-intensive component and amounts to almost 15 per cent to 20 per cent of the delivered cost to the consumers. The railway tariff is high and need to be rationalized for an essential product like cement. Road transport on the other hand, provides limited alternative because of inadequacy of road network and rising cost of road transport due to continuously rising fuel cost. Inland water transport is a low investment, eco-friendly and cheap mode especially for bulk commodities like cement. Coastal shipping and inland waterways will help in bringing down the transportation cost. Due to increasing use of cement in bilk, more and more bulk terminals will be needed in the years to come and inland water transport and coastal shipping can be of great help in this regard.TO INCREASE USE OF CEMENTCement is not the end-use product for the consumer. Concrete and mortar are the real end-products. Use of concrete at present is very low, about 0.5t per head annually against World’s average of 1.0t. Use of concrete and cement based products need to be promoted especially in the following sectors to increase the demand of cement.
- Concrete roads
- White topping over existing bitumen roads
- Cement based bricks/blocks for walling in lieu of clay bricks
- Pre-fab components for mass housing in lieu of conventional systems for roofing, flooring, walling etc.
- Cement concrete lining to canals to reduce seepage losses.
- Development of inland water ways and linking of rivers.
The average consumption of cement per head is very low in India, in the range of 180-190 kg while world average is about 400kg and in developed countries it is 600-800kg. Cement-concrete is more durable than other conventional materials and the use of concrete in construction will bring down the life cycle of civil works and will be more eco-friendly and sustainable.ENVIRONMENTAL CONSCIOUSNESS AND CUSTOMER ORIENTATION
The main global concerns at present are conservation of energy and pollution control. In future pressure will mount on the industry to reduce energy and GHG emissions. The energy consumption of many of the cement plants in India is comparable with the "best practices". However, there is still a scope to bring down the energy consumption by improving operational efficiency and plant technology. Though many plants have won environmental excellence awards but industry as a whole can still achieve better results on this front.The future initiatives have to be directed for using hazardous or waste materials (pet coke, used tyres, municipal and agricultural waste etc.) as fuel and larger use of fly ash, ggbs and other industrial waster like Zinc-lead slag, copper slag, steel slag etc. Both these ventures would contribute to environmental improvement and legislative and statutory authorities should support these initiatives.The customers have to be educated in proper use of cement and to avoid wastages at site. The inhibition to use mineral admixtures like fly ash, ggbs and blended cements should be removed through proper training and demonstrations at construction sites. The new code on concrete mix proportioning IS 10262 has been issued by BIS in 2009, rationalizing the use of binding materials and to avoid excessive use of cementing materials in concrete. The good construction practices should be encouraged by upgrading the skills of construction professionals for increasing the life of construction and to avoid the wasteful consumption of materials in repairs and rehabilitation. The mechanization in construction is another area which would need focus in future. The promotion of RMC during the last decade has brought numerous benefits in making concrete more reliable, durable and cost effective material. Similarly the pre-cast industry, which is in very nascent stage has potential to provide speed, quality and sustainability to construction projects. Promotion of these technologies and practices would provide additional impetus to the growth of cement industry in the coming decade.TOUGH TIMES CALL FOR TOUGH MEASURESThe industry has to overcome new challenges to be vibrant and healthy in future. The major hurdles are likely to be availability of quality raw materials at reasonable cost, energy sources, compatible infrastructure for movement of raw materials and finished goods, skilled man power and commensurate financial resources for continued technological up-gradations and innovations to meet the future aspirations of the construction industry and the society at large. These challenges can be met by combined efforts of industry friendly legislative frame work, boost of infrastructure by government, adoption of technologies to increase demand for cement and the cement industry by continuously striving for technological excellence and innovations in all fields of its operation. The Indian cement industry will emerge stronger, more efficient, sustainable and vibrant in future by virtue of its dedication and an intense urge to serve the construction industry in best possible manner.A.K. Jain is Technical Advisor, Ultratech Cement Ltd
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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
2 days 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.
Concrete
The biggest gap arises from inconsistent leadership
Published
2 days agoon
August 28, 2026By
admin
Anuj Kumar Mathur, Safety Consultant, stresses on the importance of closing the enduring gap between what safety systems say on paper and what actually happens on the plant floor.
Robust safety manuals, certified PPE and digital monitoring systems mean little if the culture on the plant floor does not enforce them. Safety Consultant Anuj Kumar Mathur has spent enough time in high-risk operations to know precisely where that gap opens and why it persists. In this exclusive interaction, he suggests feasible ways to strengthen the safety culture at a manufacturing unit.
Having led safety across high-risk fuel operations, what lessons can the cement industry adopt to strengthen its safety culture beyond regulatory compliance?
Beyond regulatory compliance, the cement industry should embed visible leadership commitment, proactive risk assessment, process safety management, strong contractor control, near-miss learning, and employee engagement to build a resilient safety culture that prioritises prevention, operational discipline and continuous improvement over mere compliance.
As cement plants become increasingly automated and digitally connected, how should organisations redefine their approach to process safety and operational risk?
As cement plants become increasingly automated, organisations should integrate process safety with digital risk management by strengthening cybersecurity, real-time monitoring, predictive maintenance, management of change and workforce competency to ensure safe, reliable and resilient operations.
What are the most common gaps between having robust safety systems on paper and achieving consistent safety performance on the ground?
The biggest gap arises from inconsistent leadership commitment on ground, weak safety culture, inadequate supervision, poor risk communication, insufficient workforce engagement specially, ineffective training and failure to translate procedures into disciplined execution, accountability and continuous monitoring at the operational level.
How can cement manufacturers better integrate contractor safety, leadership accountability and workforce behaviour to build a truly zero-harm workplace?
Manufacturers can achieve a zero-harm workplace by enforcing uniform safety standards for employees and contractors, strengthening leadership accountability, promoting proactive hazard reporting, enhancing competency through continuous training and fostering a culture where safe behaviour is recognised, expected and consistently practiced
What emerging technologies and safety practices do you believe will have the greatest impact on risk prevention in cement manufacturing over the next decade?
Artificial intelligence, IoT-enabled monitoring, predictive analytics, digital twins, wearable safety devices, drones, robotics and advanced process automation will significantly enhance hazard detection, predictive maintenance, real-time risk management, and worker protection, enabling safer and more resilient cement manufacturing.
IoT-enabled monitoring is the use of interconnected sensors and smart devices to continuously collect, transmit and analyse real-time data from equipment, processes and the work environment. This enables early detection of unsafe conditions, equipment failures, or abnormal operating parameters, allowing timely intervention before incidents occur.
In cement manufacturing, IoT-enabled monitoring can be used for:
• Monitoring kiln, crusher, and mill temperatures, pressures, and vibrations.
• Detecting overheating of bearings and motors to prevent failures.
• Monitoring dust concentration, gas leaks (CO, SO2, NOx), and oxygen levels.
• Tracking conveyor belt alignment and condition.
• Monitoring structural health of silos and
storage facilities.
• Tracking worker location and exposure to hazardous environments using wearable devices.
• Providing real-time alerts and predictive maintenance recommendations.
Benefits:
• Early hazard detection
• Reduced equipment downtime
• Improved process safety and reliability
• Lower maintenance costs
• Enhanced regulatory compliance
• Better decision-making through real-time data and analytics
In simple terms, IoT-enabled monitoring transforms periodic manual inspections into continuous, real-time surveillance of plant safety and equipment health.
CarbonStrong Raises Rs 125 Million To Scale Low Carbon Cement Tech
Protect Your Margins
More Oversight Makes Cement Plants Less Safe
The biggest gap arises from inconsistent leadership
The Future of Vertical Material Handling
CarbonStrong Raises Rs 125 Million To Scale Low Carbon Cement Tech
Protect Your Margins
More Oversight Makes Cement Plants Less Safe
The biggest gap arises from inconsistent leadership

