Case study:
Jhajjar-1’s maintenance journey
In a CBG plant, performance is defined by output numbers, as well as the quiet consistency with which the plant shows up every single day. Consistency that is built through maintenance discipline, collective ownership, and the willingness to learn from every intervention.
During November and December 2025, the maintenance journey at Jhajjar Unit-1 reflected this mindset. This case study takes you through the four main good maintenance practices that helped our work:
Preventive, proactive care
Our preventive maintenance program was executed as per plan, achieving over 93% compliance against scheduled activities. Where we faced constraints, we made decisions to protect process stability and safety, ensuring deferred tasks remained visible.
Responding to equipment challenges
Preventive care, however, is only one part of the story. The real test of a maintenance organization is in how it responds to equipment challenges. Over these two months, we strengthened the backbone of our operations with focused, corrective interventions: improving material handling reliability through critical hopper replacements; reinforcing process stability with liner and filtration upgrades; and modernizing pumping systems to deliver smoother, more predictable performance. Each action reduced both short-and-long-term risks
Mechanical improvements
Equally important were the mechanical improvements across core process areas — hydrolysers, digesters, decanters, shredders, and extruders. Early detection of abnormal behavior led to timely gearbox, bearing, and rotating equipment interventions, preventing unplanned outages and reinforcing confidence in plant ability. Fire water and utility systems were also upgraded, reminding us that safety-critical assets deserve the same attention as production equipment.
Disciplined teamwork
What truly defined this period, however, was not the list of jobs we completed, but the way teams worked. Maintenance and operations moved as one unit, planning and executing with precision, and validating performance. Root causes were examined, not bypassed. Upgraded components replaced temporary fixes. Repetition became learning, learning became discipline.
This is how a reliability culture is built, not through a major success, but through hundreds of well-executed, consistent and responsible decisions.
As we move forward, the experience from the past two months reinforces a simple truth: when maintenance is proactive, safety-led and collaborative, plant stability follows. Jhajjar-1 moves forward with the motto: 1 intervention, 1 improvement, 1 shared commitment at a time.