Economy & Market
Smart Motion Systems Power Cement Plants
Published
1 year agoon
By
admin
ICR explores how advanced gears, drives, and motors are transforming cement manufacturing by enhancing reliability, reducing energy use, and enabling predictive maintenance. With digitalisation, electrification, and sustainability at the forefront, motion systems now play a strategic role in driving operational excellence and Net Zero goals.
Gears are the unsung workhorses of cement plants, critical to the operation of equipment ranging from crushers and conveyors to milling units and kilns. Built to endure heavy-duty conditions—dust, heat, shock and continuous load—they are often made from carburised, electro-welded steel, precision-ground to withstand high torque and ensure longevity. The failure of a single girth gear or pinion can halt an entire production line, emphasising the importance of quality-focused design and maintenance.
In grinding applications, such as those involving ball mills and vertical roller mills (VRMs), gearboxes play a pivotal role in power transmission. For instance, ring gears and planetary gear systems manage loads up to 8?MW, balancing efficiency with structural resilience. While planetary drives may add a 5 per cent –15 per cent premium over conventional girth-drive systems, their improved lifecycle, reduced maintenance and enhanced control often justify the higher upfront cost.
Gears also facilitate the precise rotation of kilns. Dual-drive systems, each powering pinions on opposite sides of the kiln, ensure balanced torque delivery and smooth operation. This configuration reduces shell distortion, mechanical stress, and vibration, extending component life and reducing unplanned downtime. Regular maintenance, alignment checks and vibration monitoring underpin the reliability of these high-capacity systems.
Innovation continues to advance gear performance. Companies like MAAG Gear and others have embraced high-strength materials, optimised tooth profiles and modular gearbox architectures to improve serviceability and energy efficiency. The coexistence of traditional weld-and-grind gearboxes and modern planetary or gearless drives reflects the balance between proven reliability and future readiness in cement plant design.
Lifecycle costs and return on investment
In capital-intensive industries like cement, the upfront cost of gears, motors and drives is only one piece of the financial puzzle. What truly matters over time is the total cost of ownership (TCO)—including maintenance, energy use, downtime losses and equipment lifespan. High-efficiency gearboxes or premium VFDs may appear costlier initially, but they often deliver far superior ROI through reduced power consumption and longer operational life. For example, using a high-efficiency IE4 motor can save up to 30 per cent in energy costs over a decade compared to IE1-rated models.
Modern procurement is increasingly driven by this lifecycle approach. Maintenance teams, once focused on price, now calculate costs over a 10–15-year horizon. A planetary gearbox with precision-machined gears and sealed lubrication may offer double the life of a conventional pinion system, with 40 per cent fewer breakdowns. When downtime in a cement plant can cost lakhs per hour, these savings become significant. The ability to track and predict maintenance intervals using sensor-based diagnostics only improves financial predictability.
Pradip Kalra, CEO, Stotz Gears, says, “Kiln shells, like other critical cement plant components, are manufactured in accordance with international quality standards. These standards are set by OEMs and well-known across the cement industry. I believe the foundation of delivering high-quality products lies in honesty—honesty towards quality standards, material procurement, and the will to achieve excellence. Personally, I have always repeated to myself: I must achieve it, I must achieve it. That self-motivation and conviction have taken me a long way. Every kiln shell we produce reflects that commitment. We source certified raw materials, maintain stringent manufacturing controls, and ensure precision across every stage. The final product not only meets OEM specifications but also earns the long-term trust of our clients.”
Additionally, energy audits and drive optimisation programs have become key tools in ROI evaluation. By measuring baseline power usage and simulating post-retrofit performance, plant heads can make data-backed investment decisions. For instance, the ROI period for installing VFDs on ID fans or mill motors has dropped from 3 years to under 18 months in many Indian plants, thanks to energy savings and extended motor life.
Some cement companies are also entering into performance-based contracts with OEMs—where vendors guarantee uptime, energy efficiency, or availability, with penalties and bonuses linked to performance. This shifts the focus from product cost to value delivered, and aligns all stakeholders toward plant profitability. Lifecycle thinking is no longer optional—it’s a strategic lens for both capital budgeting and operational optimisation.
Drives and motors: Energy efficiency and control
Electric motors and drives constitute one of the largest operational cost centres in cement manufacturing—accounting for as much as 75 per cent of electrical energy usage. Motors power crushers, grinders, fans, pumps and conveyors. Without precise speed control, these systems operate inefficiently, especially under partial load conditions. As the industry strives to reduce energy intensity—currently averaging 4.69?GJ/t of clinker with a 0.69?GJ/t potential improvement—the role of drives is critical.
Variable Frequency Drives (VFDs) or Variable Speed Drives (VSDs) optimise motor operation by adjusting speed to load. Since power consumption follows a cubic relationship with speed, even a 10 per cent reduction in fan speed can yield up to 27 per cent energy savings. ABB estimates VSD adoption can cut fan energy use by up to 60 per cent, and similar savings apply to pumps and conveyors. Additionally, soft-start capabilities reduce mechanical wear and electricity demand.
Medium-voltage drives are increasingly favoured in kilns and mills, offering efficient and controlled propulsion for large motors (>375?kW). These include design variants like scalar, vector and direct torque control, each enhancing process stability and reliability. Smart motor-control centres and digital monitoring add predictive maintenance capabilities, lowering downtime and protecting components from damage.
Digitalisation helps further boosts efficiency. Sensors track vibration, temperature and torque, sending alerts when anomalies appear—allowing proactive intervention. Coupled with cloud-enabled dashboards, these systems give plant managers real-time operational visuals. Emerging strategies include motor-driven kilns, optimised compressor control and regenerative braking in conveyors—all promising integrated energy savings and system longevity.
Maintenance and digital condition monitoring
Robust gear and motor performance depends as much on diligent maintenance as on quality hardware. Cement plants operate in abrasive environments, where dust ingress and heat accelerate wear on gearboxes and bearings. Traditional preventive schedules are being enhanced with condition-based monitoring (CBM), employing vibration, oil quality and thermal sensors to detect anomalies before breakdowns occur.
“The products we manufacture are primarily made from 42CrMo4 alloy steel, which is well-known for its strength and durability. This type of steel is highly resistant to corrosion and mechanical stress, which is essential in an environment like a cement plant. We also advise our customers to use protective covers while the machines are operating to further reduce environmental wear and tear. As for material performance, the tensile strength of the steel we use is around 900 N/mm². In comparison, many competitor products fail at around 600 N/mm². This shows that we never compromise on material quality, even if it means our costs are higher. Our philosophy is to prioritise long-term durability over short-term price reductions, and this approach has helped us build a strong reputation for reliability,” says Dheepan Ramalingam, Managing Director, Ringfeder Power Transmission (I).
CBM-enabled gearboxes report early signs of wear—uneven vibration, tooth damage, or gearbox play—well in advance of delays. Remote monitoring allows engineers to schedule maintenance during planned shutdowns, reducing unplanned downtime. This approach is especially valuable for critical components like kiln pinions or mill drives, where failures can stall production lines for hours or
even days.
For motors, performance data such as current fluctuations, temperature rise, and RPM deviations are tracked. Alerts flag performance drift or impending failure, triggering targeted maintenance and preventing catastrophic breakdowns. Coupled with operator training, these data-driven tools build a maintenance culture that extends asset longevity and optimises operational costs.
As plants scale in complexity, digital twins are gaining traction. By simulating gear stresses and motor behaviours under load scenarios, engineers can anticipate and resolve potential issues. Predictive analytics, powered by AI, further enhance reliability, enabling asset care programs that are cost-effective and aligned with safety and sustainability objectives.
Safety, reliability and compliance standards
In heavy industries like cement, safety and compliance are non-negotiable—and the gear and drive systems play a central role in risk prevention. Gear failures can result in catastrophic downtime or physical hazards such as shattered components or oil fires. Similarly, motor overheating, shaft misalignment, or electrical surges can pose serious threats to personnel and equipment. Therefore, selecting systems that comply with international standards like ISO 9001, IEC 60034, ISO 6336, or OSHA guidelines is critical.
Many high-performance drives now come equipped with built-in safety features: torque limiting, electronic braking, soft-start functions, thermal overload protection, and arc-flash prevention systems. These features not only protect the drive system itself but also safeguard connected equipment and operators. For example, a kiln drive motor with real-time torque monitoring can alert operators before any mechanical over-torque incident occurs, reducing the risk of accidents or
gear damage.
Regulatory compliance is another layer cement manufacturers cannot afford to overlook. Indian plants, especially those supplying to government or infrastructure projects, are now required to submit compliance records for emissions, energy consumption, and equipment safety. Components like drives and motors are increasingly scrutinised for CE marking, RoHS conformity, and BIS certification. This has elevated the importance of sourcing from certified vendors who can provide full documentation and after-sales support.
Training is also part of the safety ecosystem. OEMs and drive manufacturers now offer onsite and digital certification programs for plant technicians, enabling them to detect faults, align motors and gearboxes correctly, and safely shut down systems when needed. The result is not just improved compliance—but also a more resilient and skilled maintenance workforce, better equipped to manage evolving plant demands.
Sustainability impact and energy savings
Driven by climate targets and energy cost pressures, the cement industry is elevating energy efficiency as a sustainability imperative. Cement plants are working to reduce their energy-intensity—both in electricity (e) and thermal—through advanced drives, efficient gears, and digital controls. They aim to reduce electrical use toward 4?GJ/t and overall energy consumption below global best-practice levels.
The switch to VSD-equipped fans, pumps, and kilns reduces CO2 emissions and energy expenses. For example, a kiln fan retrofitted with VFDs at a Chinese plant lowered annual energy consumption by 10 per cent, saving US?$124,000. In India,
embracing dry-process technology and VSDs has helped most plants meet or outperform PAT-II efficiency benchmarks.
Gear innovations also contribute to sustainability. High-efficiency planetary and helical gear systems reduce friction losses and require less frequent oil changes and part replacements. Gearboxes designed with optimised tooth profiles and high-strength alloys, such as carburised steel, cut mechanical drag and electrical demand. Brands are also exploring low-lubricant and sealed gearbox systems to reduce environmental contamination.
Energy savings compound when drives and gears are integrated with alternative energy sources. Waste Heat Recovery (WHR) systems supply power to drives, reducing grid load. Solar/battery systems and kinetic energy recovery (e.g., regenerative braking) help close the efficiency loop. Together, these measures support the industry’s decarbonisation ambition toward Net Zero by 2070.
Smart factories, electrification trends
As Industry 4.0 gains momentum, gears, motors, and drives are no longer just mechanical components—they are becoming intelligent nodes in the cement plant’s digital nervous system. The integration of sensors, IoT-enabled monitoring and cloud-based analytics is turning static assets into dynamic, responsive systems.
Today, predictive maintenance dashboards allow engineers to visualise gearbox temperature trends, motor vibration or torque fluctuations in real time—enabling proactive interventions and optimising asset life.
Ramalingam exemplifies, “One of the most exciting developments is the integration of electronic feedback systems into our product lines. This represents a step toward smart technology, where products can provide real-time performance data. We are currently working on embedding sensors and feedback modules into our systems, which can give users predictive insights and maintenance alerts.”
One major trend is the emergence of digital twins—virtual replicas of physical systems that simulate their behaviour under real-world conditions. In cement applications, digital twins can model gearbox loads, monitor motor efficiency curves, and forecast failure modes. Paired with machine learning algorithms, they enable optimisation of process parameters, drive tuning, and asset scheduling without physical trials—cutting downtime and testing costs.
Another exciting development is the shift toward fully electrified drive systems, especially in rotary kilns and large vertical mills. While traditional hydraulic or mechanical drive systems still dominate in many plants, high-torque electric drives are gaining adoption due to their precision, lower maintenance, and ability to integrate with control systems. These drives also support energy recovery strategies—such as regenerative braking—enabling significant reductions in net power consumption.
Looking ahead, innovations like sensorless motor control, self-healing gear coatings, and edge AI processors for real-time condition assessment will redefine how cement plants view motion systems. These advancements won’t just boost uptime—they will provide the agility, traceability, and efficiency required for the future-ready, low-carbon smart
cement plant.
Conclusion
In cement manufacturing, gears, drives and motors serve as the backbone of plant operations—ensuring continuous, controlled motion across critical processes like crushing, grinding, kiln rotation and material handling. Today, these systems are evolving rapidly, with high-efficiency gearboxes, VFD-integrated motors and digital condition monitoring helping plants improve uptime, reduce energy use and extend equipment life.
Keeping up with the changing needs of the cement sector is mandatory for component providers. Kalra states, “Challenges are constant, especially in engineering and manufacturing. One of the biggest challenges is the increasing demand for precision and reliability from cement plants. Every year, the expectations rise. Clients demand tighter tolerances, better materials and longer-lasting components—even if the products we supplied years ago are still running without a single complaint.”
As India’s cement industry scales up capacity while pushing for sustainability and operational excellence, investing in reliable, customisable, and digitally enabled motion systems is no longer optional—it’s strategic. Whether it’s through localised innovation, safety compliance, or predictive maintenance, the performance of gears, drives, and motors will remain central to meeting future efficiency and Net
Zero goals.
– Kanika Mathur
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
5 hours 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
5 hours agoon
August 28, 2026By
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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

