Concrete

Evolving with Time

Published

3 years ago

September 22, 2023

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Concrete and precast shapes are playing an increasingly important role in the construction sector today. We look at the challenges and innovations in this segment.

The journey of precast concrete has been long. Joseph Aspdin patented the making of Portland cement in late 1700 and much later Joseph Monier was the first to use reinforced concrete in 1867. He went on to patent concrete pipes, basins, beams and panels. These panels proved to be the precursor to precast concrete production for construction. In 1905, city engineer John Alexander Brodie invented the first modern example of precast concrete in Liverpool, England. Although precast concrete forming of panels wasn’t popular in England, it flourished around the world.
Advances in the precast concrete industry continue to make the material indispensable. In addition to precast/prestressed concrete structural members that keep parking garages and bridges upright, it’s the concrete used underground that make it so valuable.
Precast concrete is a construction product produced by casting concrete in a reusable mould or ‘form,’ which is then cured in a controlled environment, transported to the construction site and maneuvered into place. Examples include precast beams, and wall panels for tilt-up construction. In contrast, cast-in-place concrete is poured into site-specific forms and cured on site. Recently lightweight expanded polystyrene foam is being used as the cores of precast wall panels, saving weight and increasing thermal insulation.
Precast concrete is employed in both interior and exterior applications, from highway, bridge and hi-rise projects to tilt-up building construction. By producing precast concrete in a controlled environment (typically referred to as a precast plant), it is afforded the opportunity to properly cure and be closely monitored by the plant employees. Using a precast concrete system offers many potential advantages over onsite casting. Precast concrete production can be performed on ground level, which maximises safety in its casting. There is greater control over material quality and workmanship in a precast plant compared to a construction site. The forms used in a precast plant can be reused hundreds to thousands of times before they have to be replaced, often making it cheaper than onsite casting in terms of cost per unit of formwork.
Precast concrete forming systems for architectural applications differ in size, function and cost. Precast architectural panels are also used to clad all or part of a building facade or erect free-standing walls for landscaping, soundproofing and security. In appropriate instances precast products – such as beams for bridges, highways and parking structure decks – can be prestressed structural elements. Stormwater drainage, water and sewage pipes as well as tunnels also make use of precast concrete units.
Precast concrete moulds can be made of timber, steel, plastic, rubber, fibreglass or other synthetic materials, with each giving a unique finish. In addition, many surface finishes for the four precast wall panel types – sandwich, plastered sandwich, inner layer and cladding panels – are available, including those creating the looks of horizontal boards and
ashlar stone. Colour may be added to the concrete mix, and the proportions and size aggregate
also affect the appearance and texture of finished concrete surfaces.
Some of the examples of precast concrete products and shapes are given below:

Precast concrete products for foundations
Isolated footings: They are commonly used for shallow foundations to carry and spread concentrated loads, caused for example by columns or pillars. Isolated footings can consist either of reinforced or non-reinforced material. These are used for smaller structures and residential buildings.
Pocket footings: They offer more strength to shallow foundations to carry and spread concentrated loads. They are used for commercial and
industrial buildings.
Combined footings: These concrete footings are usually rectangular and support two or more columns that are so close to each other their footings would overlap. They are used for commercial and industrial buildings.
Precast piles: They are prefabricated piles made of prestressed concrete that are driven into the ground using diesel or hydraulic hammer. The piles are made of prestressed concrete and have fixed dimensions. These piles are used for the most conventional foundation method.
RCC beams: These are structural elements designed to carry transverse external loads that cause bending moment, shear forces, and in some cases torsion across their length. RCC beams generally have concrete resisting on the compression region and steel resisting applied loads on the tension region. It can be classified as per size into- rectangular, T-Beam, I-Beam, Circular Beam and L-Beam. It is used to support the building’s floors, roof, walls
and cladding.
Prestressed beams: FRP-prestressed beams are greater than those of steel-prestressed beams.
It is very easy to install with reduced on-site labour needs and costs. It comes in a wide range of depths to meet exact building needs It provides much-needed reinforcement for multi-story buildings and industrial applications.
Shell beams: Shell beams are commonly used with precast floor systems to streamline building programmes and reduce on-site labour. Pre-stressed shell beam units, with the addition of a reinforcing cage and on-site concrete. Band depths of 290mm to 600mm and widths of 600mm to 2,400mm are possible.
RCC slabs: This type of slabs is used for support conditions in buildings. RCC slabs, with thickness that ranges from 10 to 50 centimetres, are most often used for the construction of floors and ceilings. Thin RCC slabs are also used for exterior paving purposes. In domestic and industrial buildings, a thick concrete slab, supported on foundations or directly on the subsoil, is used to construct the ground floor of a building. In high rises buildings and skyscrapers, thinner, precast concrete slabs are slung between the steel frames to form the floors and ceilings on each level.
Prestressed hollow core slabs: A hollow core slab, also known as a voided slab, hollow core plank, or simply a concrete plank is a precast slab of prestressed concrete typically used in the construction of floors in multi-story apartment buildings. The production of these elements is achieved using our Extruder and Slipformer machines that cast in one phase along a production bed without the need for any formworks.
Prestressed solid slabs: The solid slab is a customised, loosely reinforced, full concrete slab that is used in residential and industrial construction. Mounting parts, such as electrical outlets, wiring, openings, etc. or even heating conduits can be previously installed in the solid slab in the precast plant.
Double tee slabs: A double tee or double-T beam is a load-bearing structure that resembles two T-beams connected side by side. The strong bond of the flange (horizontal section) and the two webs (vertical members, also known as stems) creates a structure that is capable of withstanding high loads while having a long span. It can be applied in roofing, parking and bridges.

Precast concrete products for walls
Load bearing external walls: This wall is constructed to support the above slab or other building elements in a structure. These walls are generally 125 mm to 200 mm thick. The thickness depends on the load pattern.
Non-load-bearing walls: This wall holds up only itself as it carries only its own weight and may be any one of the types discussed under load-bearing walls. This type of wall is used to close in a steel or concrete frame building. It is usually carried by supports, normally steel shelf angles on each floor. These walls are generally 50 mm to 100 mm thick.

Precast joist roof
Precast joist roof is a building system in which precast reinforced cement concrete planks – rectangular slab elements – are placed on precast RCC joists. The roof gets completed with in-situ concrete poured over the haunches in planks and over the partially precast joists, thus ensuring monolithic action of individual precast elements.

Precast façade
Precast sandwich panels enable the strict requirements for thermal insulation to be met. Concrete structures have great insulation qualities, keeping the building warm in cold weather and cool when it is hot, stabilising the moisture and temperature inside. For the precast facade, a calculated age can be defined. One special feature of a precast façade is the panel joints

Glass Fibre-Reinforced Concrete (GFRC)
Glass fibre-reinforced concrete consists of high-strength, alkali-resistant glass fibre embedded in a concrete matrix. This is used especially for thin architectural cladding panels, but also for ornamental concrete such as domes, statues, planters and fountains. Recently, decorative concrete artisans have discovered the benefits of GFRC for decorative panels (such as fireplace surrounds), concrete countertops and artificial rock work.
Some of the advantages of precast concrete and shapes over in-situ concrete are as follows:
Simplified Material Inputs and Cost: Because precast products already contain the concrete, conduits and rebar needed, they eliminate the need to purchase and prepare these materials. Offsite casting also removes onsite casting needs, such as cardboard forms, from the equation. This simplifies the construction process to reduce hassle and
increase efficiency.
Reduced Installation Time: Precast concrete components are ready for immediate use upon delivery while cast-in-place concrete are not. This eliminates unnecessary time needed to set up cardboard forms, bend and position rebar, pour and vibrate concrete and then wait for the concrete to cure. The removal of these steps saves valuable time in terms of project duration and cost from labour needed.
Cost-effective for Large Projects: When compared to cast-in-place concrete, the cost associated with precast concrete decreases as project scale increases. Large-scale projects that require repeatable concrete components, such as installing airport taxiway lighting, are great candidates for precast concrete products, as the setup and install time required to hand pour all concrete would quickly increase project cost. Precast concrete is truly an economy of scale, which makes it ideal for businesses and contractors of large-scale construction projects.
Stronger than Cast-in-place Concrete: Precast concrete is often stronger than cast-in-place concrete. Not only are precast concrete products already reinforced with steel rebar, but the controlled curing process also ensures that the concrete will set correctly under ideal conditions for maximised strength. Precast concrete can also be stress-tested before being delivered to the final job site.
Higher-quality Control: Another advantage of precast concrete is its higher standard of quality control. Because precast concrete forms are created offsite, all products are inspected for defects before shipping out. The controlled process also eliminates unknowns related to temperature, humidity and imprecise tools.

However, there are some challenges as well that must be taken care of as follows:
Higher Upfront Costs: The good news is precast concrete makes up for the high initial costs in the long run. Because concrete is so strong and durable, there is typically very little maintenance over the life of the precast concrete fence.
Transportation: If your project site is located far away from our plant, the transportation can take a while and cost more. Precast concrete isn’t fine China. Some bumps and bruises aren’t going to hurt it. But you will need to be prepared when installing the precast shapes.
Hard to Modify: Precast concrete has a ton of options during design phase but once designed and built it is not possible to modify in part or whole.
The market for precast products and shapes have been growing very fast and because of the nature of customisation possibilities it is likely to be the product of choice for not only government projects but also for residential construction.

-Procyon Mukherjee

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Concrete

CarbonStrong Raises Rs 125 Million To Scale Low Carbon Cement Tech

To build capacity of 100,000 tonnes a year

Published

3 days ago

August 28, 2026

admin

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.

Concrete

Protect Your Margins

Published

3 days ago

August 28, 2026

admin

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

3 days ago

August 28, 2026

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.