Let's Do It – Together, Safely, and Continuously | Diary Entry: 19th April

The gentle patter of last night’s light rainfall (2mm, to be precise) left the morning air fresh and cool — a welcome change from the humid heaviness we've been dealing with lately. Still, the morning meeting saw even fewer attendees than yesterday. But that didn’t stop me from sharing a thought close to my heart — a quote I often fall back on during testing times:

“If you can’t fly, run. If you can’t run, walk. If you can’t walk, crawl. 

But by all means, keep moving.”

And I stressed — not just any movement. It has to be movement in the right direction. There’s no point in running around if you’re going in circles. Improvement happens when we act deliberately, with purpose. When we fix what's broken. Clean what’s dirty. Support what’s weak. Strengthen what’s good. That's how you move forward.

One colleague raised the ever-familiar concern — lack of commitment to safety issues. I listened patiently, then gently pointed the mirror back at all of us. “Who is responsible for this work?” I asked. “It's us. We’re enough people in this plant. If we plan and execute jobs properly, we can change everything in one month.” I wasn’t angry. I just wanted to make it real. Less talking, more doing. “Let’s do it.”

Plant Round:

  • Mechanical workshop

  • Stores

  • Main gate security

  • Inside Kiln #2: The final touches of the brick-lining work are ongoing. The team looks a bit tired, but they’re pushing through steadily.

  • CCR: Quiet, focused atmosphere.

While doing my rounds, I took a few selfies and some creative reflection shots — something I’ve come to enjoy lately. I always make it a point to show these pictures to whoever’s nearby. Their smiles, even if brief, brighten up the day. These little moments matter.

But then, reality struck again. Even after the morning's push for proactive safety, the mechanical team brought up a safety issue — but at the last moment, like a deadlock. That’s not the kind of safety culture we want. I made it clear:

“We’re here to run this plant safely — not to stop it in the name of safety at the last moment. That’s not proactive. That’s poor planning.”

Safety isn’t the job of just the Safety Officer or one department. It belongs to everyone. And real safety is proactive, not reactive.

JPR – The Heart of Planning:
We already have a very simple and effective system — our JPR (Job Planning Register). A basic Excel sheet, yet powerful. You can filter by department, section, FPR, job type, material availability, job status, etc. But somehow, my team hasn’t embraced it yet. From today, I will focus heavily on this. Without proper planning, we will always be putting out fires.

If we want to change the culture — from talking to doing — then the JPR must be our bible. Everything must flow from there. Discussed, updated, executed. Repeat.

Closing Reflection:
Leadership isn’t about giving instructions. It’s about creating action. Inspiring momentum. Correcting gently. Holding the mirror. Laughing when needed. Guiding, always.

And sometimes, it’s about reminding everyone:
“Let’s do it. Together.”



Key Points of the Day:

  • Cool morning after a light 2mm rain

  • Morning meeting with motivational talk on "keep moving"

  • Discussion on safety commitment and action-oriented mindset

  • Plant round with reflection photography and engaging moments

  • Firm stance on proactive safety culture

  • Emphasis on using JPR (Job Planning Register) efficiently

  • Final stage of brick-lining inside Kiln #2

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