Concrete
Life skills for the new age – 2020s and beyond
Published
5 years agoon
By
admin
We all live through three distinct phases in our life: (a) education phase (b) work phase and (c) retirement phase. The phases are very different, one from the other, though there may be some overlaps in terms of certain activities. We spontaneously pick up, as it were, certain skills in each of the phases, but it is advisable that we put in conscious efforts towards acquiring the right skills, which could assure us a higher degree of success.
In these few pages, I am sharing largely my personal experiences, but I have also included insights gained from my friends and colleagues whom I regard highly for their maturity and professional competence.
Education phase
Without exception, all parents strive to provide the best possible education to their children according to their means. However, the quality of education the child receives is heavily dependent on the nature and the standing of the school where the child could finally secure admission. Most parents opt to get their children admitted to a school close to their residence or in one which assures transport arrangements.
A few parents may decide to send their children, generally their grownup children, to a boarding school. A boarding school is certainly very conducive to the overall development of the child, but everyone knows boarding schools cost a lot. Only those parents, who can afford to foot the bill and who do not mind their children living away from them, exercise this option. Once through with the school, college education comes next. Choice of the field of study is the most critical issue at this stage. Very many factors influence this decision, the most important being the score card, the actual marks obtained in the school finals. Given the intense competition for the few seats available for a particular specialisation in any reputed college, the child?? performance in the school will be the most decisive factor. In addition, parents??preferences and the counsel of vocational guides and well-wishers, will also play a part.
Life at college, free of the school uniform, ushers in a period of freedom. Opportunities for abuse are very high. Bunking classes is always a major temptation to the students. It seems to give them a sense of power. However, during this period, the idea of what one wants to achieve in life begins to take shape, especially among the more devoted of the student community. While at college, one needs to concentrate on classroom learning. This must be supplemented by study at home and regular visits to the library. No one can broaden one?? horizon or do well academically without the study of the recommended books and journals.
At the same time, one needs also to develop an interest in extra-curricular activities such as sports, drama, elocution, debating, music, dance, and singing. Academic excellence alone will not suffice for all-round development. Participation in sports and games can contribute immensely to preparing oneself for the next phase in life, the Work Phase. Be that as it may, academic learning should be the prime focus at this stage. In college, students in particular course will be of varying economic backgrounds. Accordingly, their ambitions and dreams, and their focus and their lifestyles are likely to be different. Difficult as it may be children need to be helped to integrate this truth into their life. We do not choose our parents and there is no reason to feel apologetic if one happens to come from a poorer section of the society, economically speaking. College students should be made aware of the laws of the land with regard to the consumption of drugs. They must be forewarned by teachers and parents about the dangers and pernicious effects of drug abuse. Health is ruined. Concentration is lost. Career is endangered. Most of all a drug addict finds himself on the wrong side of the law with its attendant consequences. While at college, students should be singularly focused on achieving the goals they have set for themselves. College education is the first step in obtaining a Diploma or a Degree. It also spells the start of acquiring domain knowledge in a particular field. Development of social skills also occurs during this period.
Domain knowledge must be amply supported with knowledge of networking and technology as these are regarded as essential for success in the future. All these skills should ideally lead to developing a high level of self-confidence, feeling certain about what one wants to do in life, and the ability to stay competitive in this ??an-eats-dog world?? Successful completion of a Diploma or a Degree course paves the way for the student either to pursue higher education or to seek gainful employment of some kind and, in some cases, even to be self-employed.
By way of summary, we can say that after college education, the skill-sets required of the New Age personnel will revolve around the following areas:
a) Ease of using digital tools.
b) Focus, a high level of goal-orientation.
c) Self-confidence coupled with the realisation that organisations are hierarchical, and one will have to work under a boss.
d) While at college competing with fellow students was acceptable, but in the workplace collaboration and teamwork are more desirable. They are also important for one?? overall success.
e) Organisations function based on rules and regulations, and therefore strict adherence to the rules is expected of the new entrants to the corporate life.
Gradually all the life skills are becoming gender neutral. Hence, everyone, regardless of the gender, must acquire household-related skills as well such as cooking and housekeeping. These skills are better developed at a young age and so the role of parents in ensuring that their wards are on track in acquiring these skills cannot be over-emphasised.

Work phase
Presently there is a serious slowdown in the economy of the country owing primarily to the outbreak of Covid -19 pandemic. This is a global phenomenon. It would take a while to return to the pre-Covid19 situation. The job market in India is at present under unprecedented stress, more so for the fresh graduates in any field other than medicine and information technology (IT). Limited jobs are available to the new entrants in the job market.
Let us not forget that a high tide always follows a low tide. We have to keep our hopes alive as jobseekers. This will also apply to the enterprises in the country. Enterprises that had earlier faced global competition are seeing a big shift. The recent protectionist policies increasingly adopted by countries across the world, including India, are bound to aid the local enterprises to some extent. Increased use of electronic media by businesses in different spheres has also come as a boon. As a result, enterprises related to Information Technology (IT) and Information Technology Enabled Services (ITES) have benefitted immensely during this pandemic.
Job prospects have considerably improved in these sectors. Also, lectures and classes, both at schools and colleges, are being held in a virtual fashion. This is likely to become the new normal, especially when it comes to imparting distance education. An academic qualification, even just a Diploma or a Degree, may serve as a passport for entry into the world of work. However, it does not guarantee a steady growth in career thereafter. Continuous learning and upgradation of skills are a must for any meaningful growth in one?? career. Money is not to be made as the be-all and the end-all of life or the sole purpose of our work.
There are so many other good reasons why we perform at our best: service to the world, sense of personal satisfaction, and growth in competence, to mention a few. Let us bear in mind that nobody ever has died of hard work, but several have perished because of laziness. In the world of work, it is essential that one keeps oneself physically fit, mentally alert, and emotionally stable, despite the pressures at the workplace and in one?? personal life. While in the world of work, it is essential that one maintains cordial relationships with one?? spouse and children, one?? parents and siblings, in-laws and relatives, friends, and associates, as they are said to serve as the emotional anchors to our lives. They do help an individual to navigate through turbulent times successfully. One?? school and college batchmates can also contribute in a big way to one?? emotional wellbeing even though they will have their individual paths to follow and their own personal destinies to fulfil.
For the next several years, because of the Covid-19 pandemic, many persons will face a difficult situation in finding jobs and in retaining them. Hence, individuals must consciously maintain a positive and optimistic attitude as this alone can help deal with the current challenges in life. Some young people, disappointed at not being promoted or not being rewarded adequately, quit their jobs in haste without another job or any other alternative in hand. This is imprudent, to say the least. A candid assessment of one?? capabilities and performance levels and careful scrutiny of one?? shortcomings and weaknesses would throw up useful data for charting out a required improvement path, which should eventually lead to the desired levels of success. We do not expect the workplace to be some sort of a paradise. There are bound to be problems and challenges of all kinds, some of which may be very undesirable. Stress and strain in a job are also inevitable.
The remedy lies in getting engaged in absorbing hobbies and pursuing other interests such as social work or games. This will help to destress oneself and to find meaning in some other areas of life. The satisfaction derived this way can compensate for the unhappiness being felt at the work front. Another important suggestion would be about developing a love for and pride in the organisation we work for. There is more than adequate evidence to show that a positive attitude towards one?? organisation has contributed in a significant way to a person?? career growth and overall success in life. As far as the work phase is concerned, there are five areas to focus on: home, self, work, profession, and community. This will call for apportioning the available time appropriately for all the five aspects of one?? life. Success in this regard results in enhancing the ability of the person to make a real difference in the world. For achieving success in the world of work, the following are necessary:
a) A clear vision, knowing what one desires to achieve in life.
b) Discipline of completing tasks in time, with quality and excellence, sparing no effort in doing one is very best.
c) An iron will, determined to achieve the desired goal.
d) Building acceptability with one?? boss, peers, and subordinates, which is the outcome of having built adequate trust in the relationships.
e) Keeping abreast of the changes in technology and the new developments in one?? field of work.
f) Lastly, one?? share of luck. After all, the goddess of luck does play a big part in our fortunes in life.
Here is a list of skills required of a person in the World of Work in the 2020s and beyond:
1. Passion for one?? work
2. High work ethics
3. Entrepreneurial spirit
4. Critical thinking
5. Creativity
6. Interpersonal skills
7. Empathy
8. Ability to work with diverse people
9. Time Management – keeping promises and honouring commitments
10. Ability to deal with uncertainty
11. Adaptability ??bility to navigate in turbulent waters
12. Willingness to share resources and work as a team
13. Continuous learning
14. Managing change
15. Knowledge of the use of digital tools.

Retirement phase
After the work phase, an individual retires from the organisation and moves into the retirement phase. The superannuation age in most enterprises Is 58 or 60 years. Some retire prematurely before the age of superannuation either to pursue some other interests of their own or just to rest. Only those who are financially sound can choose to retire early. Unless one is employed with the government, job security is no more a reality in today?? world. Enterprises keep restructuring, merging, and downsizing all the time so much so that one is made to feel permanently as a temporary hand till one retires. Self-employed persons have the luxury of prolonging their work-life well into their 70??. When they finally decide to hang their boots, they move into the retirement phase of their life. The job market in India is not all that rosy at present and those employed have to face innumerable challenges to stay afloat in the corporate waters. It is undoubtedly a case of the ??urvival of the fittest?? Therefore, those employed should be making a saving regularly for the rainy days ahead. Getting trapped in the EMI (Equated Monthly Instalment) culture, which is all too popular today, is very undesirable except for purposes such as purchase of a house.
While in the world of work, one also needs to develop alternative sources of income, should one be unfortunate enough to lose the job for some reason or other. Sudden terminations are not uncommon in today?? organisations. One must be prepared for any such eventuality by consciously developing an alternative source of livelihood. All this would serve one well during the retirement phase. For leading a meaningful and peaceful life during the retirement phase, one has to attend to the following matters:
a) Own dwelling place.
b) Maintaining good health and remaining fit physically, mentally, and emotionally, by regular exercises including yoga.
c) Healthy and nutritious diet.
d) A healthy bank account. Adequate funds for oneself and for one?? spouse. Whoever survives should also be able to live on comfortably without having to depend on children or anyone else.
e) Meaningful occupations. Professional pursuits and Hobbies of some kind. Both will do wonders to a person?? life.
Conclusion
In life we all go through the three phases we have talked about, though our experiences may vary owing to various factors, such as family status, educational levels, nature of the profession, and the personality of the individual.
We have highlighted some of the essential skills needed to be effective and successful in each phase ??during the 2020s and beyond. This is not an exhaustive list but does cover the critical aspects to focus on to ensure a person?? smooth passage through the three phases of life. It is important to nurture affection and love for one?? school and college and develop feelings of gratitude and respect for the teachers, but for whom we could not have moved through the education phase successfully. We also need to be grateful to all the organisations we have worked for and should never speak ill of any of our past employers. Our work phase is largely what our life is made of. If this is how we carry ourselves during the first two phases of our life, the retirement phase will certainly prove to be a period of great joy and peace, as we will be able to look back at the years gone by and our various accomplishments with great satisfaction. Our life will certainly go down as a meaningful life.
ABOUT THE AUTHOR:
Dr Rajen Mehrotra is Past President of Industrial Relations Institute of India (IRII, Former Senior Employers??Specialist for South Asian Region with International Labor Organization (ILO) and Former Corporate Head of HR with ACC and Former Corporate Head of Manufacturing and HR with Novartis India. E-Mail: rajenmehrotra@gmail.com
The article is based on a talk delivered by the author in a Webinar on ??ssential Skills For Tomorrow – 2020+??organised by Mind Power on September 26, 2020 for students, executives and retired professionals. Published in October 2020 issue of Current Labour Reports.
Concrete
CarbonStrong Raises Rs 125 Million To Scale Low Carbon Cement Tech
To build capacity of 100,000 tonnes a year
Published
4 days agoon
August 28, 2026By
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.
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
4 days agoon
August 28, 2026By
admin
Dijam Panigrahi makes a counterintuitive but data-backed argument that routing every sensor alert through human approval does not make cement plants safer.
India’s cement industry has spent the last two years wiring kilns, mills and coolers with sensors and automated control systems, and the safety case for doing so is strong on paper. Contract workers still make up the majority of the industry’s workforce, and fatal accidents remain a recurring problem. The Indian National Cement Workers Federation has noted that around 83 per cent of workers in the sector hold precarious positions, a fact that resurfaced after an oxygen cylinder explosion killed three contract workers at a plant in Chhattisgarh.
Industry tallies compiled by IndustriALL found cement plants recorded at least seventeen accidents in one year with 21 workers killed, and ten accidents the following year with nine killed, most of them contract staff. Automated monitoring, in theory, closes that gap. A sensor never gets complacent and never skips a check because a shift is short staffed.
However, plants that respond by routing every anomaly reading to a person for approval are quietly building a system that fails the same way understaffing does. When operators receive dozens of flagged deviations a shift, most of them minor, they learn a simple lesson: the fastest way through the queue is to approve without reading closely. The safety benefit disappears, not because the technology failed, but because the humans supervising it adapted to the volume.
Why alerts get ignored
A study cited by manufacturing technology publisher Applied SmartFactory found more than 95 per cent of alarms in a semiconductor fab were low priority, and only about 4 per cent ever triggered an action, with just 100 out of 5,000 alarms accounting for 70 per cent of all alarm activity. The mechanism is the same whether the trigger is a vibration sensor or an AI model flagging a kiln temperature swing. Once the ratio of noise to signal crosses a threshold, workers stop treating the system as a decision aid and start treating it as a formality to clear.
The scale of AI deployment underway makes this more than a theoretical risk. Stanford’s 2026 AI Index Report found organisational adoption of AI has reached 88 per cent, even as documented AI incidents rose to 362 in 2025, up sharply from 233 the year before, according to analysis of the report. The Index also found only about a third of organisations have adopted a formal governance framework, with NIST’s AI Risk Management Framework cited by 33 per cent and ISO/IEC 42001 cited by 36 per cent.
Most manufacturers are deploying monitoring systems faster than they are building the judgment for when a flagged event actually needs a person’s attention. In India, plants run by JK Cement have begun pairing CCTV feeds with AI to define safe zones around heavy machinery, a promising direction that still depends on operators trusting and reading the alerts the system generates.
A three-tier model for cement plant
The fix is not less monitoring or more monitoring. It is classifying decisions by risk and by novelty, rather than treating human oversight as a single switch that is either on or off. A workable model sorts factory floor events into three tiers.
The first tier, proceed, covers deviations the plant has seen before that fall within known safe bounds, such as a kiln feed rate adjustment within an established range. These should run without a stop for approval, because routing them to a person only trains that person to click through.
The second tier, pause, covers events that are unusual but not yet dangerous, such as a vibration reading trending toward a limit or a fuel blend shifting outside its typical mix. These warrant a brief human check before the system proceeds, giving an operator the chance to apply judgment the model does not yet have.
The third tier, escalate, covers events that are both high risk and unfamiliar, such as a pressure reading combined with a temperature spike that has no close precedent in the plant’s history. These should stop the process entirely and require a decision from someone with the authority to shut down a line.
Who should set the threshold
Where these tiers get drawn matters as much as the framework itself. Threshold setting is frequently handed to the vendor supplying the monitoring software or to a plant’s IT department, both of which understand the technology but not the specific tolerances of a given kiln, mill or line. Operations staff, who know that a particular grinding unit runs hotter under monsoon humidity or that a calciner behaves differently after a refractory reline, are better positioned to calibrate what counts as routine on their own equipment.
Handing threshold ownership to operations does not remove IT or vendors from the process, but it puts the calibration decision closest to the people who live with its consequences on the floor.
Signals that oversight is actually working
A few concrete indicators reveal whether a monitoring setup is functioning as intended or simply providing the appearance of safety. The escalation rate over time is the first: a rate that stays flat or climbs slowly as operations mature is healthy, while one that spikes and then falls sharply often means operators have started overriding the system rather than engaging with it. Time to resolution is the second: escalations that take progressively longer to close suggest fatigue or confusion about ownership, not diligence. The third, and most telling, is how accurate the system’s own uncertainty estimates turn out to be, meaning whether events flagged as high risk actually correlated with real incidents, and whether events waved through stayed incident free. A system whose escalations do not track with actual outcomes trains operators toward the same complacency that unmonitored equipment produces.
None of this argues against automation in Indian cement manufacturing, where a labor structure built on contract work and a track record of serious accidents make better monitoring an urgent need. It argues for treating human oversight as a design problem with three distinct settings, rather than a single
dial turned up whenever a plant wants to look safer on paper.
About the author:
Dijam Panigrahi, Co-founder and COO, GridRaster, is a spatial computing platform for industrial enterprises and manufacturers.
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

