Sawan Jasoliya

CBAM, Clinker, and Carbon: The 2027 Compliance Roadmap Every Cement Plant Must Build Now The Clock Is Ticking:  What CBAM Actually Means for Cement.  The Carbon Border Adjustment Mechanism entered its transitional phase in October 2023. From 2026, cement is among the six sectors covered by mandatory financial adjustments.  The mechanism is straightforward in principle: importers of high-carbon goods into the European Union must purchase carbon certificates corresponding to the CO₂ price that would have been paid under EU carbon pricing rules if the goods were produced in Europe.  For cement — specifically for clinker — this means that every tonne exported to or embedded in products entering the EU market carries a carbon cost proportional to its Scope 1 emissions intensity relative to the EUs free allocation benchmark.  That benchmark for clinker is approximately 0.689 tCO₂/tonne clinker. The average Indian cement plant produces clinker at 0.82 to 0.90 tCO₂/ton...

It's 16th April, 2026. Today morning, we had to repeat a topic. That itself tells us something. We are not failing in understanding. We are failing in execution discipline. Whenever a task comes to you as an HOD or a leader, there are only two roles you can play: Role#1:  You are the DOER. Role#2:  You are the COORDINATOR. There is no third category. Confusion starts when we don’t decide which role we are playing. ### If you are the DOER The moment a task comes to you, respond immediately. Yes or No. If Yes, then WHEN? Give a clear timeframe. If No, then explain WHY not. ### If you are the COORDINATOR Again, respond immediately. Yes or No. If Yes, delegate it to the right person. Ask them WHEN? Then commit that timeframe back to the issuer. If No, clearly state WHY. Delegation is not forwarding a message. Delegation means ownership with clarity. ### Now understand how your day is structured You already have two defined zones: List#A. Your Regular Work This consumes 5 to 6 hour...

Phone rings. I look at the screen. I already know. It is a marketing call. Caller ID makes it obvious. Still, I pick up. But I stay silent. After a couple of seconds, the voice comes. “Kya meri baat SHAVANKUMAR se ho rahi hai?” Even my name is not right. It is “Saavankumar,” with a soft ‘S’. The tone is always the same. Fast. Loud. Urgent. Maybe that is what they are trained to do. To grab attention. But I don’t engage. I disconnect. And this repeats. Again and again. I am sure many of us do the same. Either we don’t pick up, or we disconnect quickly. But then a thought comes. Someone is on the other side of that call. Calling strangers. Facing rejection. Every few seconds. Q1. How do they manage this work? Q2. How do they stay motivated to keep doing it? --- Q1. How do they manage this work? Most telecalling or cold-calling operations run on structured systems: Scripts and training: Callers are given fixed opening lines, tone guidelines, and objection-handling responses. That “urgent ...

The industrial buzzword "Root Cause Analysis" (RCA) is often more about bureaucracy than breakthroughs. In reality, most RCAs are post-mortem paperwork drills that end up blaming the "Doer" rather than fixing the "Design." True RCA is a leadership skill, not a clerical task. Here is why the industry is getting it wrong: 1. RCA is an "In-the-Moment" Reflex, Not a Meeting If you perform an RCA weeks after a failure, you aren’t analyzing data - you’re analyzing memories and assumptions. Real RCA happens parallel to problem-solving. A leader identifies the "why" while the "how" is being fixed. The "Doer" Trap: When done later, the easiest target is the person closest to the error. The Systemic Reality: True RCA looks past human error to the systemic gap that allowed the error to happen. 2. Leadership is RCA in Action Not everyone can do a real RCA because not everyone is willing to "turn their back on the crowd...

6th April 2026 The last three days have been deeply satisfying. Not just productive, but meaningful. Saturday started with clarity. In the morning standing meeting, I explained my concept of *11S3*. 110 days of operation + 11 days of shutdown makes one cycle of 121 days. Three such cycles in a year. 363 days. That translates into 330 strong kiln running days with planned, controlled shutdowns. For the team, this was a moment of connection. They could finally see the logic behind the number I have been repeating as our annual target. It is not just a number. It is a structured way of running the plant. Simple. Practical. Proven. More importantly, I explained what makes it work. The strength lies in building the pillars of TPM. One by one, I connected each pillar to what we have been doing over the past seven months. That realization was important for them. Nothing we are doing is random. Everything is part of a system. Sunday was refreshing in a different way. A road trip around the pla...

 प्रभाते क्लिंकर दर्शनम।  मेरे बहुत सारे दोस्त डीपीसी के साथ मेरे लव अफेयर्स को बहुत अच्छी तरह जानते हैं। डीपीसी ही नहीं, बेल्ट कन्वेयर भी शामिल है उसमें। मैं मेरे उन एक्सपेरिमेंट्स को फ्लाइंग अवर्स की कैटिगरी में डालता हूं। लेकिन उन एडवेंचर्स की बातें फिर कभी होगी।  अभी मैं बात करूंगा की कैसे डीपीसी ने प्लांट ऑपरेशन का मेरा फंडा चेंज कर दिया। जब मुझे पता चला कि एक नॉन टेक्निकल सुपरवाइजर मेरे चेरमैन को रोज डीपीसी के क्लिंकर का वीडियो चुप चुप कर भेजता है, तो मैं पहले वाले प्लांट हेड की तरह चीड नहीं गया।  मैंने खुद ही डीपीसी में जाते हुऎ क्लिंकर का वीडियो भेजना शुरू किया।  और अनजाने में ही एक अलग प्रोसेस शुरू हो गयी।  एक दो दिन बाद मुझे एहसास हुआ कि जो वीडियो में भेज रहा हूं वह बहुत गंदा सा एरिया है, तो मैंने उसे साफ करवाया। फिर एक बार में जब वीडियो बना रहा था तब क्लिंकर बहुत खराब आ रहा था, मैं तब रुक गया और जब अच्छा क्लिंकर जा रहा था तब वीडियो बनाकर भेजा। अब मैंने सोचा कि यह तो गलत है भाई। मैंने सीसीआर को बोल दिया की देखो भाई, 8:30 बजे जब मैं मॉर्निंग मीटिंग...

One thing is very common and used to annoy me a lot in the beginning as a plant head. Whenever I joined a new plant and started work, people would constantly say that this plant/roo mill/cement mill had run as well or better than this one before. I would get irritated and ask, "Then why couldn't you run it?" Or show me the data if it really did run. Well, it continues. Even today. Now I just assume that I'm going to hear it. Friends, to reliably prove the performance of a cement plant, a few hours or a few days of operation won't suffice. The operation and maintenance cycle is quite long. The high output of a single machine or section for a short period of time isn't as important as the throughput of the entire plant. And this requires a systematic and a well-planned approach, debottlenecking at each step to achieve sustainable results. However, after achieving those results, you may have to listen to something else, which is another story. -------------------...