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Safety Beyond Compliance

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In the dynamic realm of India›s cement industry, safety emerges as a paramount concern, with rigorous risk assessments, cutting-edge safety equipment and a culture of vigilance forming the foundational pillars. ICR delves into the various tenets of safety and the evolving parameters that cement companies should reckon with, in order to ensure a safe working environment for their workforce.

In the heart of India›s bustling industrial landscape, the cement sector stands tall as a cornerstone of growth, supplying the building blocks for progress. Yet, within the colossal structures and ceaseless machinery lies an inherent need for caution—a commitment to safeguarding the lifeblood of this vital industry: its workforce. As we delve into the intricacies of safety and safety equipment for the Indian cement industry, we unravel a narrative where resilience meets responsibility, and where the quest for growth harmonises with an unwavering commitment to the well-being of those who build the future.
In an era marked by technological leaps and infrastructural marvels, the need for stringent safety measures is more pronounced than ever. This article aims to cast a spotlight on the multifaceted landscape of safety within the Indian cement industry, exploring not only the regulatory frameworks that shape its contours but also the proactive strategies and cutting-edge safety equipment that elevate the industry›s preparedness for unforeseen challenges.
Health and safety at a cement plant is a two-way street. It is the organisation’s responsibility to create a workplace environment in order to protect their employees from the various risks. It is also the duty of every personnel to adhere to the safety rules and compliances ensued by the organisation. To streamline this and to look after the safety of the plant, specific experts and departments are set in place. Audits are also conducted from time to time to understand the maintenance and adherence to safety standards and best practices at cement plants.

RISK ASSESSMENT
In the bustling world of cement production, where raw materials transform into the very infrastructure that defines progress, the paramount significance of conducting thorough risk assessments and implementing effective risk management strategies cannot be overstated. Cement plants operate within a complex ecosystem, where machinery, human interactions and hazardous materials coalesce, presenting a mosaic of potential risks. By conducting meticulous risk assessments, the industry not only acknowledges these potential hazards but endeavours to systematically understand, evaluate and address them.
The core rationale behind such diligence lies in the preservation of human capital and the continuity of operations. Comprehensive risk assessments serve as a preemptive strike against the perils that lurk within the cement manufacturing process. Whether it is the handling of raw materials, the operation of heavy machinery, or the management of intricate production processes, each facet carries its own set of potential risks. Through a meticulous assessment of these variables, cement plants can identify weak points in their operational structure, allowing for the implementation of targeted risk management strategies.
The essence of effective risk management lies not only in the identification of potential pitfalls but in the strategic deployment of measures to mitigate, if not eliminate, these risks. From deploying state-of-the-art safety equipment to instituting stringent protocols, cement plants that embrace a holistic risk management approach bolster their resilience against unforeseen challenges. Beyond the immediate safety benefits, this approach also contributes to the overall efficiency of operations, ensuring that the gears of production continue to turn smoothly even in the face of adversity.
Anuj Kumar Mathur, Industry Expert and Consultant, and (retired) DGM – Safety, Health & Environment, Indian Oil Corporation, says, “Upholding safety standards in a manufacturing unit is a complex challenge, encompassing various facets. Human behaviour is a significant hurdle, where despite thorough safety training, factors like complacency or shortcuts can introduce risks. Shifting or reinforcing behaviours to prioritise safety demands continual focus on education, communication and cultivating a safety-conscious culture.”
“The monotony of work adds another layer to this challenge, as routine tasks may diminish vigilance towards safety protocols. Combating this involves introducing task variety, implementing job rotation and incorporating regular breaks to sustain employee engagement and attention to safety,” he adds.
In essence, the importance of risk assessment and management within cement plants transcends the realm of compliance; it becomes a cornerstone for fostering a workplace culture that values the well-being of its workforce and the sustained success of the industry. As cement plants navigate the intricate terrain of production, the vigilance afforded by robust risk assessments and management strategies becomes a beacon guiding them towards a future where safety and productivity coexist harmoniously.

PERSONAL PROTECTIVE EQUIPMENT
In the cement industry progress is orchestrated by the hands of skilled workers, the role of Personal Protective Equipment (PPE) emerges as a paramount safeguard. Workers engaged in various roles within the cement production process are exposed to unique hazards, demanding a tailored arsenal of safety gear to ensure their well-being. From the bustling quarries to the intricate machinery of production lines, the careful selection and utilisation of PPE become the first line of defence against potential risks.
For those toiling in the quarries and handling raw materials, heavy-duty gloves, steel-toed boots, and sturdy helmets become indispensable shields. The relentless tasks of material handling and excavation demand protection against falling debris and potential impact, making these gear essentials for the frontline warriors of the cement industry. Moving along the production line, workers involved in the intricate machinery operations find solace in specialised eye protection, ear defenders, and full-face respirators. The cacophony of machinery and the dust-laden atmosphere necessitate a tailored approach to PPE, shielding these workers from both immediate and long-term occupational hazards.
Sanjay Joshi, Chief – Projects and Manufacturing Officer (North), Nuvoco Vistas Corp, says, “For specific job requirements, we provide essential job-specific PPEs, such as full body safety harness for tasks involving fall protection, ear plugs for hearing safety, electrical safety gadgets to prevent electrical hazards, hand gloves for hand protection, welding aprons, and other specialised equipment tailored to the unique risks associated with specific tasks performed by our associates. This approach ensures that our personnel have the right safety gear to address the specific hazards they may encounter in their respective work areas, promoting a comprehensive and secure working environment.”
Navigating through the labyrinth of cement production, it becomes evident that the selection of PPE is not a one-size-fits-all endeavour. Each role demands a strategic combination of safety gear to ensure comprehensive protection. From high-visibility vests for those managing logistics to respiratory protection for those amidst dust-intensive tasks, the array of PPE paints a canvas of safety, where each brushstroke is precisely chosen to fortify against the unique challenges of the cement manufacturing process. In essence, PPE is not just equipment; it becomes a personalised armour for the dedicated workforce, ensuring that they can confront challenges with confidence and emerge unscathed in their journey to build the foundations of progress.
HAZARDS IN THE CEMENT INDUSTRY
Within the robust machinery and towering structures of the cement industry lies a tapestry of hazards and hazardous product handling that demands meticulous attention. The production process involves the manipulation of raw materials and the transformation of substances into the fundamental components of construction. Amidst this intricate dance, hazards ranging from the inhalation of dust particles to the handling of potent chemicals cast their shadows. Dust, a common byproduct of cement production, poses a respiratory hazard, necessitating vigilant measures to protect workers from potential health implications. The industry›s commitment to the well-being of its workforce is underscored by stringent protocols and advanced ventilation systems designed to minimise dust exposure and mitigate associated risks.
According to the report Risk Assessment in Cement Manufacturing Process, published in April 2019, the hazards faced in cement manufacturing process are as follows:

  • Exposure to dust: Transferring of material as well as storage of material excessive dust create major problems
  • Unclean platform: To do work in presence of unclean surfaces high risk should be created
  • Poor supervision: Travelling over and under the transportation system
  • Electrical hazards: Electrical parts such as cables, sometime shocks, and vibration possibility
  • Exposure to noise: In crushing operation excessive noise created
  • Falling of material: Falling of material at certain height
  • Hurling of mill parts: From the mill platform high risk built up
  • Kiln thermal load hazards: Thermal disturbance which affects the surface property
  • In the intricate world of cement production, hazards and the handling of hazardous materials weave a narrative of caution and strategic management. Take, for instance, the omnipresent dust generated during the crushing and grinding of raw materials like limestone. This dust, laden with silica particles, poses a respiratory hazard for workers. To counter this, modern cement plants are equipped with advanced ventilation systems, dust collectors, and air filtration units. These measures not only protect workers from immediate health risks but also contribute to a long-term commitment to employee well-being.


Furthermore, the handling of raw materials introduces the industry to a range of hazards. Silica, a common component in raw materials, can lead to silicosis, a respiratory disease, if not managed carefully. Cement manufacturers invest in comprehensive training programmes to educate workers on the potential risks associated with specific materials and the correct usage of PPE. Workers involved in the extraction and transportation of raw materials are equipped with PPE such as respiratory protection, gloves, and eye protection to minimise direct contact and inhalation risks.
Transporting and storing hazardous materials also demands stringent safety measures. For instance, the storage and handling of cement additives like fly ash or slag require careful attention to prevent chemical reactions that may pose risks. Robust spill containment protocols and emergency response plans are established to swiftly address any accidental release of hazardous materials, minimising potential environmental impact and safeguarding workers and surrounding communities.
According to Ashutosh Shrivastava, Head – Corporate Safety, JK Cement, “For all the activities safety management system adopted safety management systems tools are:

  • Elimination of hazards
  • Process substitution
  • Engineering controls like machine / equipment guarding, log out / tag out, hard barications etc.
  • Administrative controls like permit to work system for high risk activities, Activity SOPs/OCP, activity risk assessment, job specific safety training, tool box talks, workplace safety inspection, safety observation tours, hazards reporting, near miss reporting, incident reporting, safety meetings, etc.”


In essence, the cement industry’s commitment to hazard management extends beyond the production process to encompass the entire lifecycle of its materials. By incorporating proactive measures, training initiatives, and the strategic use of advanced technologies, the industry not only constructs the physical foundations of progress but also ensures a resilient and secure environment for the workforce.

TECHNOLOGY AND SAFETY
Technology plays a pivotal role in elevating safety standards within cement plants, ushering in an era where innovation becomes the cornerstone of accident prevention and emergency response. One significant contribution comes in the form of real-time monitoring systems powered by sensors and Internet of Things (IoT) devices. These sensors are strategically deployed throughout the plant to continuously assess variables such as temperature, pressure, and equipment performance. By providing instant feedback, these technologies enable the early detection of anomalies, allowing for timely interventions to prevent potential accidents.
Automation is another technological ally in the quest for safety. Cement plants increasingly integrate automated processes, reducing the need for manual interventions in high-risk areas. This not only minimises the exposure of workers to hazardous environments but also enhances the precision and efficiency of operations. Automated controls can manage critical parameters, ensuring that equipment operates within safe thresholds and reducing the likelihood of accidents caused by human error.
The integration of Artificial Intelligence (AI) in predictive maintenance is transforming safety measures within cement plants. AI algorithms analyse data from equipment sensors to predict potential failures, allowing for proactive maintenance and minimising the risk of sudden breakdowns that could lead to accidents. This predictive approach not only enhances safety but also optimises the lifespan of critical machinery.
Drones are also finding applications in safety inspections, particularly in large and complex cement plants. Drones equipped with cameras and sensors can access hard-to-reach or hazardous areas, providing a comprehensive view of the plant›s condition. This not only improves the efficiency of inspections but also reduces the need for manual inspections in potentially risky environments.
Technology acts as a force multiplier in maintaining safety at cement plants, offering real-time monitoring, automation, immersive training, predictive maintenance and innovative inspection methods. As the industry continues to embrace these technological advancements, it not only fortifies its safety protocols but also paves the way for a future where the well-being of the workforce remains at the forefront of progress.

SAFETY POLICY
Safety policies serve as a comprehensive roadmap, weaving a tapestry of proactive measures and strategic initiatives to navigate the inherent challenges of cement manufacturing. At the heart of these policies lies a dedication to fostering a culture where safety is not merely a compliance requirement but an intrinsic value ingrained in every operation.
One cornerstone of safety policies in cement plants is the meticulous risk assessment process. Prioritising the identification and evaluation of potential hazards, these policies ensure that each facet of the manufacturing process undergoes thorough scrutiny. From the initial stages of raw material extraction to the final steps of product distribution, safety policies create a blueprint that anticipates, addresses and mitigates risks proactively.
The dissemination of a robust safety culture is a linchpin of these policies, underscoring the shared responsibility of every individual within the cement plant. Regular training programmes, workshops and awareness campaigns are instrumental in instilling a collective consciousness about safety protocols. This not only empowers the workforce with the knowledge to navigate potential hazards but also establishes a sense of ownership in maintaining a secure work environment.

CONCLUSION
From meticulous risk assessments to the cultivation of a robust safety culture and the integration of cutting-edge technologies, the safety policies within cement plants stand as guardians of progress. They represent a commitment to safeguarding the invaluable workforce, fostering resilience against potential hazards and creating an environment where every individual plays an active role in their well-being.
The intersection of tradition and innovation has forged an environment where not only the physical structures of progress are built but where the very foundations of safety are laid, ensuring a sustainable and secure future for the Indian cement sector. As the industry continues to evolve, its commitment to safety becomes firmer, marking a testament to its unwavering dedication to the welfare of its workforce and the enduring legacy of progress it constructs.

  • Kanika Mathur

Concrete

CarbonStrong Raises Rs 125 Million To Scale Low Carbon Cement Tech

To build capacity of 100,000 tonnes a year

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CarbonStrong has raised Rs 125 million (125 mn) to scale a low carbon cement technology and build commercial production capacity. The startup was founded in 2022 by Harsh Jain and Vikramaditya Singh and has moved from customer trials to plans for industrial supply. The company said its material replaces up to 50 per cent of cement in concrete while reducing costs and improving durability.

CarbonStrong states the product is around 30 per cent cheaper than cement and compatible with existing concrete plants, reducing the need for new equipment and operational disruption. Trials and paid pilots have been conducted in Bengaluru, Hyderabad and Chennai with demonstration projects involving ready-mix firms and precast manufacturers. Compatibility with current workflows forms a central part of the commercial strategy, aiming to ease adoption by builders and contractors.

The funding will support construction of a facility with capacity of up to 100,000 tonnes (100,000 t) a year over the next two years to supply early customers commercially. The firm is also developing materials from steel slag, copper slag and mine tailings to expand its feedstock base, while noting the technical challenge of homogenising different waste streams. Recognition by HCL ClimaForce in 2026 and by the Avaana-Startup India-NITI Aayog AIM Grand Challenge in 2025 has underscored progress.

Industry adoption remains the principal test and will require consistent material performance, supply reliability and competitive economics. CarbonStrong projects the Indian market for cement substitutes could reach Rs 250 billion (250 bn) by 2030 and has set an ambition to produce 10 million tonnes a year by 2035 (10 mn t), a target far above its near term capacity. Moving from pilots to production demands capital, manufacturing discipline and customers willing to specify the material beyond demonstrations. The recent Rs 125 million raise is intended to fund the next phase of scale and to demonstrate that industrial waste can become a dependable input for lower carbon construction.

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Protect Your Margins

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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:

  1. 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.
  2. 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.
  3. 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.
  4. 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.
  5. 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

  1. World Bank. (2026). State and Trends of Carbon Pricing 2026. Washington, DC: World Bank Group.
  2. International Carbon Action Partnership (ICAP). (2026). India Carbon Credit Trading Scheme – Status and Coverage. Berlin: ICAP.
  3. Ministry of Environment, Forest and Climate Change / Bureau of Energy Efficiency. (2025). Greenhouse Gases Emission Intensity Target Rules, 2025. New Delhi: Government of India.
  4. Scrivener, K., Martirena, F., Bishnoi, S., & Maity, S. (2018). Calcined clay limestone cements (LC3). Cement and Concrete Research, 114, 49–56.
  5. RMI. (2024). The Business Case for LC3. Rocky Mountain Institute.
  6. European Commission. (2026). EU Emissions Trading System – Allowance Price Data and Free Allocation Phase-out Schedule. Brussels.
  7. Holcim. (2025–2026). Scaling Calcined Clay for Sustainable Building – Corporate Updates on European and Latin American Capacity. Zurich: Holcim Ltd.
  8. LC3 Project / EPFL. (2026). LC3 – A Guide to Best Practices for Scalable, Affordable and Sustainable Low-Carbon Building. Lausanne: École Polytechnique Fédérale de Lausanne.
  9. Business Today / Industry Reports. (2026). First Large-Scale LC3 Application at Noida International Airport, Jewar. New Delhi.
  10. NITI Aayog / Industry Analyses. (2026). Roadmap and Baseline Performance Indicators for the Indian Cement Sector. New Delhi.
  11. Springer / Innovative Infrastructure Solutions. (2026). LC3 Systems: A Review of Chemistry, Performance, Durability and Sustainability toward Market Adoption.
  12. Cementir Holding / Industry Sources. (2025–2026). FUTURECEM and Related Low-Clinker Technologies in Europe.
  13. Climate Risk Horizons & Independent Analyses. (2026). Assessment of Emission Intensity Targets under India’s CCTS for Cement and Other Hard-to-Abate Sectors.
  14. GCCA / TERI. (Various years). Decarbonization Roadmaps for the Indian Cement Industry.
  15. EN 197-5:2021. Cement – Part 5: Portland-composite cement CEM II/C-M and Composite cement CEM VI. European Committee for Standardization.

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More Oversight Makes Cement Plants Less Safe

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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.

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