Oil & gas HR Round Table Proceedings

www.isp.co.in

P R O C E E D I N G S

Repositioning Oil & Gas Industry as an

Attractive Talent Destination

August 21, 2014. Hotel Taj Lands End, Mumbai

13th Oil & Gas HR Round Table13th Oil & Gas HR Round Table

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1 2

The 13th Oil & Gas HR Round Table saw a very spirited participation from Indian and multinational Oil & Gas companies.

The meeting was attended by over 150 HR professionals from over 70 companies from national, international and

independent Oil & Gas companies, Government & NGOs, service providers and consulting companies, which included:

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Aarvi Encon Pvt. Ltd.

ADMISI Commodities Pvt. Ltd.

Ambe International

Aon Global Insurabce Brokers Pvt. Ltd.

Bank of India

BG India

Bharat Petroleum Corp. Ltd.

BP Exploration (Alpha) Ltd.

Brunel

Bureau Veritas (I) Pvt. Ltd.

Cairn Energy India Pty. Ltd.

CGG Services India Pvt. Ltd.

Dighi Port Ltd.

Directorate General of Hydrocarbons

Eaton Technologies Pvt. Ltd.

Emerson Network Power (India) Pvt. Ltd.

Emerson Process Management (India) Pvt. Ltd.

Essar Oil Ltd.

F. Gheewala Consultants

Fugro Survey (India) Pvt. Ltd.

G.D. Goenka World Institutes

GAIL (India) Ltd.

GE Oil & Gas

GeoEnpro Petroleum Ltd.

Glencore India Pvt. Ltd.

Gulf Oil Corp. Ltd.

Hindustan Petroleum Corp. Ltd.

IndianOil Corp. Ltd.

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Infotest Solutions Pvt. Ltd.

JSW Energy Ltd.

Kongsberg Oil & Gas Technologies Pvt. Ltd.

L&T Infotech Ltd.

L&T Ltd.

L&T-Chiyoda Ltd.

M.I. Overseas Ltd.

Mercator Ltd.

Mercer India

ONGC Ltd.

Petroleum Planning & Analysis Cell

Proctor Consulting Pvt. Ltd.

Raj Petro Specialties P. Ltd.

Reliance Industries Ltd.

Rolta India Ltd.

Schlumberger Asia Services Ltd.

Schlumberger Information Solutions

Shell India Markets Pvt. Ltd.

Shell Technologies India Pvt. Ltd.

Sidvin Core-Tech (I) Pvt. Ltd.

Sree Narayana Guru Institute of Science & Technology

Tech Mahindra Ltd.

Technip India Ltd.

Thermax Ltd.

TOTAL Oil India Pvt. Ltd.

Weatherford Oil Tool M.E. Ltd.

WorleyParsons India

The round table was split into five key sessions, including the CEO panel discussion. Here is an attempt to summarize

the key discussions and action points for each session in the subsequent pages.

Introduction13th Oil & Gas HR Round Table

has been possible thanks to:

Associates & Event Sponsors 1

Introduction 2

Program Schedule 3

Speaker Profiles 4

Opening Address - The year that was 9

CEO Panel Discussion 12

Session-wise Proceedings 15

The Organizers: India School of Petroleum & Energy,

2nd Floor, 210, Okhla Industrial Estate, Phase III, New

Delhi – 110 020

The Proceedings are conceptualized and compiled by

Dr. Nikhil Kulshrestha, HOD (HR), University of

Petroleum & Energy Studies and formatted by Mr.

Vikas Narula, India School of Petroleum & Energy.

Contents

13th Oil & Gas HR Round Table - Proceedings

Knowledge Partner

Research Partner

Academic Partner

University of Petroleum & Energy StudiesDehradun

Principal Sponsor

Corporate Sponsors

1 2

The 13th Oil & Gas HR Round Table saw a very spirited participation from Indian and multinational Oil & Gas companies.

The meeting was attended by over 150 HR professionals from over 70 companies from national, international and

independent Oil & Gas companies, Government & NGOs, service providers and consulting companies, which included:

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

Aarvi Encon Pvt. Ltd.

ADMISI Commodities Pvt. Ltd.

Ambe International

Aon Global Insurabce Brokers Pvt. Ltd.

Bank of India

BG India

Bharat Petroleum Corp. Ltd.

BP Exploration (Alpha) Ltd.

Brunel

Bureau Veritas (I) Pvt. Ltd.

Cairn Energy India Pty. Ltd.

CGG Services India Pvt. Ltd.

Dighi Port Ltd.

Directorate General of Hydrocarbons

Eaton Technologies Pvt. Ltd.

Emerson Network Power (India) Pvt. Ltd.


Essar Oil Ltd.

F. Gheewala Consultants

Fugro Survey (India) Pvt. Ltd.

G.D. Goenka World Institutes

GAIL (India) Ltd.

GE Oil & Gas

GeoEnpro Petroleum Ltd.

Glencore India Pvt. Ltd.

Gulf Oil Corp. Ltd.

Hindustan Petroleum Corp. Ltd.

IndianOil Corp. Ltd.

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

Infotest Solutions Pvt. Ltd.

JSW Energy Ltd.

Kongsberg Oil & Gas Technologies Pvt. Ltd.

L&T Infotech Ltd.

L&T Ltd.

L&T-Chiyoda Ltd.

M.I. Overseas Ltd.

Mercator Ltd.

Mercer India

ONGC Ltd.

Petroleum Planning & Analysis Cell

Proctor Consulting Pvt. Ltd.

Raj Petro Specialties P. Ltd.


Rolta India Ltd.


Schlumberger Information Solutions


Shell Technologies India Pvt. Ltd.

Sidvin Core-Tech (I) Pvt. Ltd.

Sree Narayana Guru Institute of Science & Technology

Tech Mahindra Ltd.

Technip India Ltd.

Thermax Ltd.


Weatherford Oil Tool M.E. Ltd.

WorleyParsons India

The round table was split into five key sessions, including the CEO panel discussion. Here is an attempt to summarize

the key discussions and action points for each session in the subsequent pages.

Introduction13th Oil & Gas HR Round Table

has been possible thanks to:

Associates & Event Sponsors 1

Introduction 2

Program Schedule 3

Speaker Profiles 4

Opening Address - The year that was 9

CEO Panel Discussion 12

Session-wise Proceedings 15

The Organizers: India School of Petroleum & Energy,

2nd Floor, 210, Okhla Industrial Estate, Phase III, New

Delhi – 110 020

The Proceedings are conceptualized and compiled by

Dr. Nikhil Kulshrestha, HOD (HR), University of

Petroleum & Energy Studies and formatted by Mr.

Vikas Narula, India School of Petroleum & Energy.

Contents

13th Oil & Gas HR Round Table - Proceedings

Knowledge Partner

Research Partner

Academic Partner

University of Petroleum & Energy StudiesDehradun

Principal Sponsor

Corporate Sponsors

3 4

INAUGURAL SESSION

CEO’S PANEL DISCUSSION – REPOSITIONING

OIL & GAS INDUSTRY AS AN ATTRACTIVE TALENT

DESTINATION

•

•

•

•

•

•

•

•

SESSION 1: WHERE DO WE STAND?

Welcome Address: Sidharath Tuli, Vice President &

Head (HR), Hydrocarbon IC, L&T Ltd. & Program Director

Opening Address - The Year That Was: Prof. Utpal

Ghosh, Pro-Vice Chancellor, University of Petroleum &

Energy Studies

Moderator: Dr. Parag Diwan, Vice Chancellor, University

of Petroleum & Energy Studies

B. Vijay Kumar, Chairman & Managing Director,


Capt. Kishore Sundaresan, Managing Director,

Kongsberg Oil & Gas Tech. Pvt. Ltd.

Dr. Amit Paithankar, Managing Director, Emerson

Process Management (India) Pvt. Ltd.

Dr. Rakesh Walia, Vice President/Managing Director,

CGG Services India

Lalit K. Gupta, Managing Director & CEO, Essar Oil Ltd.

P. Raghavendran, President (Refinery Business),


Pradeep Mukerjee, Country Head & Chief Executive

Officer, Mercer India

Ravi Chawla, Managing Director, Gulf Oil Lubricants

India Ltd.

Session Chairman: Prof. Utpal Ghosh, Pro-Vice

Chancellor, University of Petroleum & Energy Studies

Current Best Practices in Oil & Gas Industry on

Attracting Talent: Sidharath Tuli, Vice President & Head

(HR), Hydrocarbon IC, L&T Ltd.

Birth of Innovative Approaches: Suri Rajgopal, Vice

President, HR India Operations, Shell Technology Centre,


Role of Academia: Dr. Shrihari, Professor & Campus

Director, University of Petroleum & Energy Studies

SESSION 2: REINVENTING THE LEARNING CURVE

SESSION 3: SOCIAL MEDIA TO ENGAGE GEN Y

SESSION 4: TAPPING INTO DIVERSITY

Session Chairman: Aniruddha Khekale, Group Director,

HR, Emerson Process Management India

Adding Value To The Job: P. Senthil Kumar, CEO,

Gardener Consulting

The Road Ahead: Challenges & Trends: Varalakshmi

Gurunathan, Sr. Consultant, Learning & Development

Solutions, TechMahindra Ltd.

Talent Export & Attached Opportunities: Harsh P.

Bhosale, Sr. Vice President & Head (HR), Essar Oil Ltd.

Session Chairman: Sanjay Singh, Director (HR &

Administration), Cairn India Ltd.

Trends, Policies & Practices: Manish Sinha, Head (HR),

South Asia, GE Oil & Gas

Social Media & Mindfulness: L. Balasundaram, Vice

President (HR), BG India

HR Challenges Of Technology: Dr. Kandan Muthusamy,

Head, Technology & E-Channel Delivery, Reliance Industries Ltd.

Session Chairman: Dr. Parag Diwan, Vice Chancellor,

University of Petroleum & Energy Studies

Different Forms of Diversities Encountered in The

Oil & Gas Industry: David Millard, India Policy &

Services Manager, Shell India Markets Pvt. Ltd.

Diagnosis & Prescription: Harini Sreenivasan, Head –

People Group, WolreyParsons Sea India Pvt. Ltd.

Managing Careers Of Diverse Workforce: Ziad Khoder,

HR Manager – INM, Schlumberger Asia Services Ltd.

Summary: Prof. Utpal Ghosh, Pro-Vice Chancellor,


Vote of Thanks: Vikas Narula, Sr. Dy. Director - Corporate

Relations, Indian School of Petroleum & Energy

Program Schedule

B. Vijay KumarChairman & Managing Director

Mr. B. Vijay Kumar is a Chemical Engineer with Post

Graduate Degree in Management with over 35 years

of work experience in the energy sector spanning

both national and international oil companies. He

has worked in local and overseas positions and was

Total Oil India Pvt. Ltd.

previously the Managing Director of TOTAL’s

marketing activities in Pacific islands.

He is currently the Chairman & Managing

Director of TOTAL M&S for South Asia (India,

Bangladesh, Sri Lanka, Nepal & Bhutan) and is

responsible for development of Lubricants, LPG,

Bitumen and Special Fluids business in the

region with a team of over 600 employees.

Capt. Kishore SundaresanManaging Director

An Extra Master Mariner and a Fellow of the

Nautical Institute, Capt. Kishore Sundersan has

many accolades to his name. He is Member of the

company of Master Mariners of India, Member of

the Technical Advisory Committee at RINA (India),


former external examiner for Masters and

Mates, Government of India, former external

examiner for B. Sc. Nautical Science, Mumbai

University and former member of the technical

committee for Nautical studies at University of

Madras.

Speaker Profiles

13th HR Round Table - Proceedings 13th HR Round Table - Proceedings

P. RaghavendranPresident (Refinery Business)

Mr. P. Raghavendran, President (Refinery Business)

of Reliance Industries Ltd has over 37 years of

experience in Petroleum downstream. After a

Mechanical Engineering Degree at Indian Institute

of Technology, Chennai, he did his Masters in


Management at Massachusetts Institute of

Technology, USA.

Prior to joining Reliance, he has held various

senior positions in the Indian oil industry such

as Head of Eastern Region of Indian Oil Corp.

Ltd., and Advisor (Petroleum) for Planning

Commission, Government. of India.

Lalit K. GuptaManaging Director & CEO

Mr. Gupta has over 32 years of leadership experience

in core sectors of energy (oil & gas), utilities (power)

and steel. Before joining Essar Oil, he was CEO & Joint

Managing Director of JSW Energy Ltd. Prior to this, he

was Director (Finance) with Mangalore Refinery &

Petrochemicals Ltd., an ONGC subsidiary. At MRPL he

Essar Oil Ltd.

was responsible for finance, taxation, insurance,

legal and commercial functions as well as

international trade including crude procurements

strategy and strategic management of major

expansion projects.

Mr. Gupta is a rank holder chartered accountant, a

company secretary and holds a bachelor's degree

in commerce (gold medalist) from Jiwaji University,

Gwalior.

Prof. Utpal GhoshPro Vice Chancellor

Prof. Utpal Ghosh has an M.S. from IIT, Delhi and an

MBA from FMS, Delhi. He started his career with

Bharat Petroleum Corporation Ltd. and subsequently

joined Bharat Shell Ltd. and was working for Shell

India Ltd, prior to joining UPES.

University of Petroleum & Energy Studies, Dehradun

He has very strong facilitation and training

skills. While in BPCL, Prof. Ghosh had exposure

to LPG, Retail and Lubricants. He was Vice

President (Industry Lubricants) in Bharat Shell

Ltd and has headed the Business Development

– Commercial Sales function and Automotive

Marketing function within Bharat Shell Ltd.

3 4

INAUGURAL SESSION

CEO’S PANEL DISCUSSION – REPOSITIONING

OIL & GAS INDUSTRY AS AN ATTRACTIVE TALENT

DESTINATION

•

•

•

•

•

•

•

•

SESSION 1: WHERE DO WE STAND?

Welcome Address: Sidharath Tuli, Vice President &

Head (HR), Hydrocarbon IC, L&T Ltd. & Program Director

Opening Address - The Year That Was: Prof. Utpal

Ghosh, Pro-Vice Chancellor, University of Petroleum &

Energy Studies

Moderator: Dr. Parag Diwan, Vice Chancellor, University

of Petroleum & Energy Studies

B. Vijay Kumar, Chairman & Managing Director,


Capt. Kishore Sundaresan, Managing Director,


Dr. Amit Paithankar, Managing Director, Emerson

Process Management (India) Pvt. Ltd.

Dr. Rakesh Walia, Vice President/Managing Director,

CGG Services India

Lalit K. Gupta, Managing Director & CEO, Essar Oil Ltd.

P. Raghavendran, President (Refinery Business),


Pradeep Mukerjee, Country Head & Chief Executive

Officer, Mercer India

Ravi Chawla, Managing Director, Gulf Oil Lubricants

India Ltd.

Session Chairman: Prof. Utpal Ghosh, Pro-Vice

Chancellor, University of Petroleum & Energy Studies

Current Best Practices in Oil & Gas Industry on

Attracting Talent: Sidharath Tuli, Vice President & Head


Birth of Innovative Approaches: Suri Rajgopal, Vice

President, HR India Operations, Shell Technology Centre,


Role of Academia: Dr. Shrihari, Professor & Campus

Director, University of Petroleum & Energy Studies

SESSION 2: REINVENTING THE LEARNING CURVE

SESSION 3: SOCIAL MEDIA TO ENGAGE GEN Y

SESSION 4: TAPPING INTO DIVERSITY

Session Chairman: Aniruddha Khekale, Group Director,

HR, Emerson Process Management India

Adding Value To The Job: P. Senthil Kumar, CEO,

Gardener Consulting

The Road Ahead: Challenges & Trends: Varalakshmi

Gurunathan, Sr. Consultant, Learning & Development

Solutions, TechMahindra Ltd.

Talent Export & Attached Opportunities: Harsh P.

Bhosale, Sr. Vice President & Head (HR), Essar Oil Ltd.

Session Chairman: Sanjay Singh, Director (HR &

Administration), Cairn India Ltd.

Trends, Policies & Practices: Manish Sinha, Head (HR),

South Asia, GE Oil & Gas

Social Media & Mindfulness: L. Balasundaram, Vice

President (HR), BG India

HR Challenges Of Technology: Dr. Kandan Muthusamy,

Head, Technology & E-Channel Delivery, Reliance Industries Ltd.

Session Chairman: Dr. Parag Diwan, Vice Chancellor,


Different Forms of Diversities Encountered in The

Oil & Gas Industry: David Millard, India Policy &

Services Manager, Shell India Markets Pvt. Ltd.

Diagnosis & Prescription: Harini Sreenivasan, Head –

People Group, WolreyParsons Sea India Pvt. Ltd.

Managing Careers Of Diverse Workforce: Ziad Khoder,

HR Manager – INM, Schlumberger Asia Services Ltd.

Summary: Prof. Utpal Ghosh, Pro-Vice Chancellor,


Vote of Thanks: Vikas Narula, Sr. Dy. Director - Corporate

Relations, Indian School of Petroleum & Energy

Program Schedule

B. Vijay KumarChairman & Managing Director

Mr. B. Vijay Kumar is a Chemical Engineer with Post

Graduate Degree in Management with over 35 years

of work experience in the energy sector spanning

both national and international oil companies. He

has worked in local and overseas positions and was

Total Oil India Pvt. Ltd.

previously the Managing Director of TOTAL’s

marketing activities in Pacific islands.

He is currently the Chairman & Managing

Director of TOTAL M&S for South Asia (India,

Bangladesh, Sri Lanka, Nepal & Bhutan) and is

responsible for development of Lubricants, LPG,

Bitumen and Special Fluids business in the

region with a team of over 600 employees.

Capt. Kishore SundaresanManaging Director

An Extra Master Mariner and a Fellow of the

Nautical Institute, Capt. Kishore Sundersan has

many accolades to his name. He is Member of the

company of Master Mariners of India, Member of

the Technical Advisory Committee at RINA (India),


former external examiner for Masters and

Mates, Government of India, former external

examiner for B. Sc. Nautical Science, Mumbai

University and former member of the technical

committee for Nautical studies at University of

Madras.

Speaker Profiles


P. RaghavendranPresident (Refinery Business)

Mr. P. Raghavendran, President (Refinery Business)

of Reliance Industries Ltd has over 37 years of

experience in Petroleum downstream. After a

Mechanical Engineering Degree at Indian Institute

of Technology, Chennai, he did his Masters in


Management at Massachusetts Institute of

Technology, USA.

Prior to joining Reliance, he has held various

senior positions in the Indian oil industry such

as Head of Eastern Region of Indian Oil Corp.

Ltd., and Advisor (Petroleum) for Planning

Commission, Government. of India.

Lalit K. GuptaManaging Director & CEO

Mr. Gupta has over 32 years of leadership experience

in core sectors of energy (oil & gas), utilities (power)

and steel. Before joining Essar Oil, he was CEO & Joint

Managing Director of JSW Energy Ltd. Prior to this, he

was Director (Finance) with Mangalore Refinery &

Petrochemicals Ltd., an ONGC subsidiary. At MRPL he

Essar Oil Ltd.

was responsible for finance, taxation, insurance,

legal and commercial functions as well as

international trade including crude procurements

strategy and strategic management of major

expansion projects.

Mr. Gupta is a rank holder chartered accountant, a

company secretary and holds a bachelor's degree

in commerce (gold medalist) from Jiwaji University,

Gwalior.

Prof. Utpal GhoshPro Vice Chancellor

Prof. Utpal Ghosh has an M.S. from IIT, Delhi and an

MBA from FMS, Delhi. He started his career with

Bharat Petroleum Corporation Ltd. and subsequently

joined Bharat Shell Ltd. and was working for Shell

India Ltd, prior to joining UPES.

University of Petroleum & Energy Studies, Dehradun

He has very strong facilitation and training

skills. While in BPCL, Prof. Ghosh had exposure

to LPG, Retail and Lubricants. He was Vice

President (Industry Lubricants) in Bharat Shell

Ltd and has headed the Business Development

– Commercial Sales function and Automotive

Marketing function within Bharat Shell Ltd.

5 6

Dr. Rakesh WaliaVice President/Managing Director

Dr. Rakesh Walia is working as Country

Manager/Managing Director of CGG Services India

since 2012. He has worked with CGG for 14 years in

various business and technical positions in Canada,

Malaysia, Singapore, France and the UK.

CGG Services India

Dr. Walia holds a PhD in Geophysics from the

University of Southampton (UK) and completed

his Post-doctoral work at the University of

Victoria, British Columbia (Canada). His past

achievements also include M. Tech.

(Geophysics), MBA degree and ten years’

experience as a Geophysicist with Oil & Natural

Gas Corp. Ltd.

Speaker Profiles

Dr. ShrihariProfessor & Campus Director

Dr. Shrihari went to BITS Pilani for his undergraduate

training to become a Chemical Engineer.

Subsequently, he joined Indian Institute of Science,

Bangalore for both his Master’s and Doctoral work

in the area of Bio Hydrometallurgy.


Dr. Shrihari started his Teaching career in BITS

Pilani, and has wide variety of institutions where

he has taught. Both BITS Pilani, MIT Manipal

were deemed Universities. This was followed by

Affiliated Institutions in Pune and Mumbai

Universities namely Maharashtra Institute of

Technology Pune, Bharati Vidyapeeth Navi

Mumbai and Dwarkadas J. Sanghvi College of

Engineering, Vile Parle Mumbai.

Speaker Profiles

Pradeep MukerjeeCountry Head & Chief Executive Officer

Professional with 29 years of corporate experience,

of which 19 were as Head of the Human Resources

function, in Indian and multi-national organizations

in India and overseas.

Mercer India

Currently, a consultant focused on enhancing

organizational and leadership effectiveness,

developing strategies and road maps for HR

organizations and helping organizations and

leaders realize their potential. Also an

Executive Coach accredited by International

Coaching Federation (ICF).

Ravi ChawlaPresident & CEO

Mr. Ravi Chawla, holds a Bachelor’s Degree in

Commerce from Sydenham College, Mumbai

University. He also holds a Master in Management

Studies degree (specializing in Marketing) from

Mumbai University.

Gulf Oil Corp. Ltd.

Mr. Chawla has over 24 years of professional

experience in sales, marketing & management

across diverse sectors in Indian companies &

MNC’s with organizations like Wipro Consumer

Products Ltd., CEAT Ltd, Polaroid, Pennzoil-

Quaker State India Ltd. (was part of Royal Dutch

Shell Group of Companies) & Mahindra and

Mahindra (Farm Equipment Division) before

joining Gulf Oil Corporation Ltd. in 2007.

Sidharath TuliVice President & Head HR, Hydrocarbon

Independent Company

Mr. Sidharath Tuli is a very experienced Human

Resources Executive who has worked for Major

Indian and multinational organizations across a

range of industries including Fast Moving Consumer

L&T Ltd.

Goods, Oil & Gas, Cement and Infrastructure.

In his past assignments, he has worked with

Unilever, Reckitt Benckiser, ONGC and Punj

Lloyd.

He holds a Masters of Management Studies

from Birla Institute of Technology and Science,

Pilani, Rajasthan.

Suri RajgopalVice President, HR, India Operations, Shell

Technology Centre

Mr. Rajagopal is responsible for leading the Human

Resources function for Shell businesses in India Mr.

Rajagopal joined Shell in June 2011 after 7 years

with BG Group where he had responsibility for HR in


India, South East Asia & China. He also worked

at the Group’s Headquarters in the UK for two

years supporting the global technical and

commercial skill pools.

Mr. Rajagopal graduated in Commerce from

Loyola College in Chennai and holds a Post

Graduate diploma in HR from XLRI,

Jamshedpur.

Aniruddha KhekaleGroup Director, HR

Mr. Aniruddha Khekale’s key focus is on

conceptualizing and implementing the strategies for

HR integration as a part of One India initiative

across the Emerson process management divisions

and entities within India.

Emerson Process Management India

Mr. Khekale is a commerce graduate and has

completed his Masters in Personnel

Management. He carries about 20 years of HR

experience with successful multinationals like,

Emerson, Danaher, Cummins India Limited and

successful Indian companies like Varroc Group

and Birla Kennametal. Lead and manage HR for

multi-division and multi-location business.

P. Senthil KumarCEO

As an accomplished HR Leader, Mr. P. Senthil Kumar

has straddled various sectors like FMCG,

Engineering, Hospitality, Oil & Gas, Metals and

Minerals in his career spanning over 29 years.

Gardener Consulting

His contributions have been significantly in the

areas of culture building, design of talent

management systems, leadership development

& assessment centers, creating a high

performance work culture, strategic HR aligned

to the business goals, setting up HR systems in

startups and employee engagement practices.

Varalakshmi GurunathanSr. Consultant, Learning & Development

Ms. Varalakshmi Gurunathan is working for Tech

Mahindra Limited as a Senior Learning Consultant.

Ms. Varalakshmi has 14 years of experience in the

field of Learning Consulting and Instructional Design.

Tech Mahindra Limited

Ms. Varalakshmi has worked extensively on

learning solutions for global players across

different domains. Over the past five years, she

has been working on delivering training

solutions for oil and gas.

Dr. Amit PaithankarVice President & Managing Director

Before taking the role of Managing Director, Dr.

Paithankar was the Vice President, Sales &

Marketing for Process Management in India, and

was also responsible for executing the One India

strategy in India where all the Emerson Process


division has a combined face to the customer.

Prior to joining Emerson, Dr. Paithankar worked

for ABB and Crompton Greaves in various

capacities ranging from Application Engineer to

Business Leader for Condition Monitoring

business. Dr. Paithankar has done his Graduation

and PhD in Electrical Engineering at VJTI,

University of Mumbai, India.


5 6

Dr. Rakesh WaliaVice President/Managing Director

Dr. Rakesh Walia is working as Country

Manager/Managing Director of CGG Services India

since 2012. He has worked with CGG for 14 years in

various business and technical positions in Canada,

Malaysia, Singapore, France and the UK.

CGG Services India

Dr. Walia holds a PhD in Geophysics from the

University of Southampton (UK) and completed

his Post-doctoral work at the University of

Victoria, British Columbia (Canada). His past

achievements also include M. Tech.

(Geophysics), MBA degree and ten years’

experience as a Geophysicist with Oil & Natural

Gas Corp. Ltd.

Speaker Profiles

Dr. ShrihariProfessor & Campus Director

Dr. Shrihari went to BITS Pilani for his undergraduate

training to become a Chemical Engineer.

Subsequently, he joined Indian Institute of Science,

Bangalore for both his Master’s and Doctoral work

in the area of Bio Hydrometallurgy.


Dr. Shrihari started his Teaching career in BITS

Pilani, and has wide variety of institutions where

he has taught. Both BITS Pilani, MIT Manipal

were deemed Universities. This was followed by

Affiliated Institutions in Pune and Mumbai

Universities namely Maharashtra Institute of

Technology Pune, Bharati Vidyapeeth Navi

Mumbai and Dwarkadas J. Sanghvi College of

Engineering, Vile Parle Mumbai.

Speaker Profiles

Pradeep MukerjeeCountry Head & Chief Executive Officer

Professional with 29 years of corporate experience,

of which 19 were as Head of the Human Resources

function, in Indian and multi-national organizations

in India and overseas.

Mercer India

Currently, a consultant focused on enhancing

organizational and leadership effectiveness,

developing strategies and road maps for HR

organizations and helping organizations and

leaders realize their potential. Also an

Executive Coach accredited by International

Coaching Federation (ICF).

Ravi ChawlaPresident & CEO

Mr. Ravi Chawla, holds a Bachelor’s Degree in

Commerce from Sydenham College, Mumbai

University. He also holds a Master in Management

Studies degree (specializing in Marketing) from

Mumbai University.

Gulf Oil Corp. Ltd.

Mr. Chawla has over 24 years of professional

experience in sales, marketing & management

across diverse sectors in Indian companies &

MNC’s with organizations like Wipro Consumer

Products Ltd., CEAT Ltd, Polaroid, Pennzoil-

Quaker State India Ltd. (was part of Royal Dutch

Shell Group of Companies) & Mahindra and

Mahindra (Farm Equipment Division) before

joining Gulf Oil Corporation Ltd. in 2007.

Sidharath TuliVice President & Head HR, Hydrocarbon

Independent Company

Mr. Sidharath Tuli is a very experienced Human

Resources Executive who has worked for Major

Indian and multinational organizations across a

range of industries including Fast Moving Consumer

L&T Ltd.

Goods, Oil & Gas, Cement and Infrastructure.

In his past assignments, he has worked with

Unilever, Reckitt Benckiser, ONGC and Punj

Lloyd.

He holds a Masters of Management Studies

from Birla Institute of Technology and Science,

Pilani, Rajasthan.

Suri RajgopalVice President, HR, India Operations, Shell

Technology Centre

Mr. Rajagopal is responsible for leading the Human

Resources function for Shell businesses in India Mr.

Rajagopal joined Shell in June 2011 after 7 years

with BG Group where he had responsibility for HR in


India, South East Asia & China. He also worked

at the Group’s Headquarters in the UK for two

years supporting the global technical and

commercial skill pools.

Mr. Rajagopal graduated in Commerce from

Loyola College in Chennai and holds a Post

Graduate diploma in HR from XLRI,

Jamshedpur.

Aniruddha KhekaleGroup Director, HR

Mr. Aniruddha Khekale’s key focus is on

conceptualizing and implementing the strategies for

HR integration as a part of One India initiative

across the Emerson process management divisions

and entities within India.


Mr. Khekale is a commerce graduate and has

completed his Masters in Personnel

Management. He carries about 20 years of HR

experience with successful multinationals like,

Emerson, Danaher, Cummins India Limited and

successful Indian companies like Varroc Group

and Birla Kennametal. Lead and manage HR for

multi-division and multi-location business.

P. Senthil KumarCEO

As an accomplished HR Leader, Mr. P. Senthil Kumar

has straddled various sectors like FMCG,

Engineering, Hospitality, Oil & Gas, Metals and

Minerals in his career spanning over 29 years.

Gardener Consulting

His contributions have been significantly in the

areas of culture building, design of talent

management systems, leadership development

& assessment centers, creating a high

performance work culture, strategic HR aligned

to the business goals, setting up HR systems in

startups and employee engagement practices.

Varalakshmi GurunathanSr. Consultant, Learning & Development

Ms. Varalakshmi Gurunathan is working for Tech

Mahindra Limited as a Senior Learning Consultant.

Ms. Varalakshmi has 14 years of experience in the

field of Learning Consulting and Instructional Design.

Tech Mahindra Limited

Ms. Varalakshmi has worked extensively on

learning solutions for global players across

different domains. Over the past five years, she

has been working on delivering training

solutions for oil and gas.

Dr. Amit PaithankarVice President & Managing Director

Before taking the role of Managing Director, Dr.

Paithankar was the Vice President, Sales &

Marketing for Process Management in India, and

was also responsible for executing the One India

strategy in India where all the Emerson Process


division has a combined face to the customer.

Prior to joining Emerson, Dr. Paithankar worked

for ABB and Crompton Greaves in various

capacities ranging from Application Engineer to

Business Leader for Condition Monitoring

business. Dr. Paithankar has done his Graduation

and PhD in Electrical Engineering at VJTI,

University of Mumbai, India.


Manish SinhaHead (HR), South Asia

Mr. Manish Sinha is the HRBP for Oil & Gas,

Transportation & Aviation businesses in GE South

Asia. In this role, he provides comprehensive HR

leadership and support while being responsible for

overall people and organizational strategy for the

GE Oil & Gas

businesses (approximately 1000 employees

across multiple GE businesses and acquisitions).

He joined GE Energy in October 2011 as the

Organization and Talent Development Leader

for India.

Sanjay SinghDirector (HR & Administration)

Mr. Sanjay Singh has around 20 years of HR

leadership experience across highly reputed

organizations like ITC, GE, Coca Cola, Gillette and

Whirlpool and has held increasingly senior roles in

these organizations. Prior to Joining Cairn he was

Cairn India

the Global Head of HR for Jubilant Life

Sciences.

An MBA in Human Resources management from

XLRI, Jamshedpur and a graduation degree in

Science, Mr. Singh has handled multifaceted

roles across the realm of strategic HR including

managing global businesses, people and

organizational strategies and developing best in

class talent management practices.

7 8

Speaker Profiles Speaker Profiles

L. BalasundaramVice President (HR)

Mr. L. Balasundaram is responsible for leading the

Human Resources (HR) function across BG’s

upstream and midstream businesses. He also

oversees HR for BG India’s downstream business.

BG India

Prior to becoming Vice President – HR for BG

India in 2011, Mr. Balasundaram has worked at

BG Group headquarters at Reading, UK and at

Gujarat Gas Company where he was Director –

HR for 3 years. Prior to joining BG, Mr.

Balasundaram has worked in different HR roles

at IndianOil Corp. Ltd.

Dr. Kandan MuthusamyHead Technology & E-learning

Doctorate from FMS, Delhi, Dr. Muthusamy has over

25 years of experience, and has worked with fortune

500 companies like RIL, IBM, etc. at leadership levels

and have extensive experience in HR and Learning

Technology.


Dr. Muthusamy has handled large development

and maintenance projects for leading

multinational companies, and has a proven

ability to carry out multi-functional tasks,

spanning technology, operations, sales, costing,

bids and proposals.

David MillardIndia Policy & Services Manager

Mr. David Millard has worked with Shell for about

ten years, with roles in global HRiS, pay

benchmarking, trader remuneration and currently as

Compensation/Benefits Manager for Shell in India.

Additionally Mr. Millard has past Generalist HR


experience in the Retail and Real Estate sectors.

Mr. Millard holds post-graduate qualifications

in Psychoanalysis, HR and Public

Administration.

Harsh P. BhosaleSr. Vice President & Head (HR)

An MA, MMS (PM&IR) from Mumbai University, Mr.

Bhosale presently heads Human Resources for Essar

Oil Ltd. He possess over 28 years of experience.

From 2010, he has been associated with Essar Group

as Head HR for Essar Steel where he has been

Essar Oil Ltd.

instrumental in developing the Steel – HR into

a vibrant and responsive business function. He

assumed the role of Head HR for Essar Oil in

July 2012.

Prior to Essar, he worked as Vice President – HR at

Saint Gobain (India). Mr. Bhosale has also worked

with RPG Group, Scottish & Newcastle plc, JSW

Steel, Cadbury India and Crompton Greaves.

Harini SreenivasanHead – People Group

With a Master’s Degree in Science (University of

Mumbai) & Masters in Business Administration with

specialization in Human Resource Management

(ICFAI), and a Certified Behavioral & Transactional

Analyst, Ms. Sreenivasan has over 15 years of HR

WolreyParsons Sea India Pvt. Ltd.

experience in industry sectors including

Pharmaceutical, Information Technology, and

Manufacturing & Oil & Gas.

She has held various positions of leadership in

areas of Compensation & Benefits &

Organization Development.

Ziad KhoderHR Manager

Mr. Ziad Khoder holds a degree in Masters of

Engineering and a Bachelor’s degree in Electrical

Engineering from the American University of Beirut,

Lebanon. His career spans over 15 years in varied

areas such as Sales, Marketing, business


development, Operations Management and

Human resources in Oilfield services and

information solutions.

Mr. Khoder is currently heading the Human

Resources department in Schlumberger India

based out of Mumbai. His current main focus is

career development, talent retention, employee

compensation & benefits planning for the current

and midterm future business environment.


When it comes to recruitment, it

can feel as though young people

and employers are on completely

different planets. Too many

young people are struggling to

find their first job, whereas many

employers are finding it difficult

to get the skills they want.

Peter Cheese, Chief Executive,

Chartered Institute of Personnel & Development

Of all the immigrant groups

coming in today, Indians are

head-and-shoulders above

others, and this is partly because

of their English language skills

and also the advanced education

that many of them are bringing

to the U.S.

Richard Herman, Coauthor of

a book on migrants to the U.S., Immigrant, Inc.

Manish SinhaHead (HR), South Asia

Mr. Manish Sinha is the HRBP for Oil & Gas,

Transportation & Aviation businesses in GE South

Asia. In this role, he provides comprehensive HR

leadership and support while being responsible for

overall people and organizational strategy for the

GE Oil & Gas

businesses (approximately 1000 employees

across multiple GE businesses and acquisitions).

He joined GE Energy in October 2011 as the

Organization and Talent Development Leader

for India.

Sanjay SinghDirector (HR & Administration)

Mr. Sanjay Singh has around 20 years of HR

leadership experience across highly reputed

organizations like ITC, GE, Coca Cola, Gillette and

Whirlpool and has held increasingly senior roles in

these organizations. Prior to Joining Cairn he was

Cairn India

the Global Head of HR for Jubilant Life

Sciences.

An MBA in Human Resources management from

XLRI, Jamshedpur and a graduation degree in

Science, Mr. Singh has handled multifaceted

roles across the realm of strategic HR including

managing global businesses, people and

organizational strategies and developing best in

class talent management practices.

7 8

Speaker Profiles Speaker Profiles

L. BalasundaramVice President (HR)

Mr. L. Balasundaram is responsible for leading the

Human Resources (HR) function across BG’s

upstream and midstream businesses. He also

oversees HR for BG India’s downstream business.

BG India

Prior to becoming Vice President – HR for BG

India in 2011, Mr. Balasundaram has worked at

BG Group headquarters at Reading, UK and at

Gujarat Gas Company where he was Director –

HR for 3 years. Prior to joining BG, Mr.

Balasundaram has worked in different HR roles

at IndianOil Corp. Ltd.

Dr. Kandan MuthusamyHead Technology & E-learning

Doctorate from FMS, Delhi, Dr. Muthusamy has over

25 years of experience, and has worked with fortune

500 companies like RIL, IBM, etc. at leadership levels

and have extensive experience in HR and Learning

Technology.


Dr. Muthusamy has handled large development

and maintenance projects for leading

multinational companies, and has a proven

ability to carry out multi-functional tasks,

spanning technology, operations, sales, costing,

bids and proposals.

David MillardIndia Policy & Services Manager

Mr. David Millard has worked with Shell for about

ten years, with roles in global HRiS, pay

benchmarking, trader remuneration and currently as

Compensation/Benefits Manager for Shell in India.

Additionally Mr. Millard has past Generalist HR


experience in the Retail and Real Estate sectors.

Mr. Millard holds post-graduate qualifications

in Psychoanalysis, HR and Public

Administration.

Harsh P. BhosaleSr. Vice President & Head (HR)

An MA, MMS (PM&IR) from Mumbai University, Mr.

Bhosale presently heads Human Resources for Essar

Oil Ltd. He possess over 28 years of experience.

From 2010, he has been associated with Essar Group

as Head HR for Essar Steel where he has been

Essar Oil Ltd.

instrumental in developing the Steel – HR into

a vibrant and responsive business function. He

assumed the role of Head HR for Essar Oil in

July 2012.

Prior to Essar, he worked as Vice President – HR at

Saint Gobain (India). Mr. Bhosale has also worked

with RPG Group, Scottish & Newcastle plc, JSW

Steel, Cadbury India and Crompton Greaves.

Harini SreenivasanHead – People Group

With a Master’s Degree in Science (University of

Mumbai) & Masters in Business Administration with

specialization in Human Resource Management

(ICFAI), and a Certified Behavioral & Transactional

Analyst, Ms. Sreenivasan has over 15 years of HR


experience in industry sectors including

Pharmaceutical, Information Technology, and

Manufacturing & Oil & Gas.

She has held various positions of leadership in

areas of Compensation & Benefits &

Organization Development.

Ziad KhoderHR Manager

Mr. Ziad Khoder holds a degree in Masters of

Engineering and a Bachelor’s degree in Electrical

Engineering from the American University of Beirut,

Lebanon. His career spans over 15 years in varied

areas such as Sales, Marketing, business


development, Operations Management and

Human resources in Oilfield services and

information solutions.

Mr. Khoder is currently heading the Human

Resources department in Schlumberger India

based out of Mumbai. His current main focus is

career development, talent retention, employee

compensation & benefits planning for the current

and midterm future business environment.


When it comes to recruitment, it

can feel as though young people

and employers are on completely

different planets. Too many

young people are struggling to

find their first job, whereas many

employers are finding it difficult

to get the skills they want.

Peter Cheese, Chief Executive,

Chartered Institute of Personnel & Development

Of all the immigrant groups

coming in today, Indians are

head-and-shoulders above

others, and this is partly because

of their English language skills

and also the advanced education

that many of them are bringing

to the U.S.

Richard Herman, Coauthor of

a book on migrants to the U.S., Immigrant, Inc.

9 10

Opening Address - The year that was

The Indian Economic Scenario

•

• “Recovery can beat

Discovery”

Some Salient World Events & News

•

•

•

•

•

•

The Indian economy is showing some signs of green shoots and with a new government in

power in the Centre there is wide spread expectations across all sections of society. The Rupee

has stabilized which is so essential for the Indian economy given that we import 75-80% of our

Oil & Gas requirement. If the stock market is anything to go by at an all-time high the Indian

economy has arrived-but alas we all know that the stock market only tells part of the story.

The global and Indian economy has been doing a bit of a flip-flop with signs of despair

quickly getting replaced by hope of a revival. The outcome of recent election in the world’s

largest democracy has brought a new government to power in India. This change has brought in the belief amongst

the people and the business community both in India and abroad that the Indian economy may yet again climb up

the growth spiral, so sadly missing over the past five years.

There are two themes which have changed the energy outlook to a large extent as of now and will do so even more

going into the Future:

The first one is that the US unconventional output has redrawn the global energy map and its exploitation. The

world is seeing that it’s not the established International Oil Companies who are playing the Shale gas game but a

set of technologically savvy nimble footed companies who are dominating it.

The other theme that many global oil companies are betting on is the theme that

. With new discoveries of crude on the decline there is a view that the application of Enhanced Oil

Recovery technology to known hydrocarbon resources exceeds the potential from new discoveries.

In his Independence Day speech the Prime Minister hinted at relooking at the planning commission saying that it

had outlived its significance since the days of the central plans.

One unsolicited advice I would want to give is to replace the Planning Commission with an Implementation

commission given the challenges that we face in this country about outstanding plans many of which hardly see the

light of the day.

Three air tragedies dominated headlines – Malaysian Airlines flight 370 disappeared over the Gulf of Thailand in

March 2014, flight 17 was shot down in Ukraine in June 2014 and Air Algeria Flight crashed inMali in July 2014.

The Ebola virus has reached epidemic proportions in West Africa and beyond since its origin in February 2014,

after typhoon Yolanda caused widespread devastation in Philippines and Vietnam in November 2013.

China is contemplating to build a high-speed railway that will link to USA. The 13,000 km route will go north from

Beijing via Siberia and reach Alaska through a 200 km long tunnel under Bering Strait – the narrow point between

the two continents.

Leaders of the five BRICS nations – Brazil, Russia, India, China and South Africa – put their stamp on the BRICS

bank. With a planned capital base of $50 billion, rising eventually to $100 billion, the New Development Bank will

be headquartered in China and is expected to have an Indian President.

Just earlier this month Mexico ended its 75-year state oil and gas monopoly. The Mexican Congress passed

sweeping reforms that will open up the country’s oil and gas industry to private investment.

One major loss for the world in general and South African people in particular was the death of Nelson Mandela a

great friend of India.

Prof. Utpal GhoshProf. Utpal Ghosh

•

•

A look at where is the Oil & Gas Industry moving

•

•

•

•

•

•

•

On the Indian Scenario

•

•

•

•

The FIFA World Cup Soccer event was successfully organized in Brazil with Germany deservedly winning the cup

much to the chagrin of home team supporters.

Though India failed to re-live the magic of 2010 Delhi Commonwealth Games we did put up a spirited show

bringing our tally to 46 medals at the recently concluded CWG at Glasgow with Australia taking the top spot.

However the earlier we forget the current Indian cricket teams performance in England the better it is for all of us.

The global oil demand for 2013-2014 ended up to a more modest 1 million b/d, according to the International

Energy Agency’s most recent Oil Market Report. Demand growth is forecast to accelerate in 2015 to 1.3 million

b/d as the economy improves. Global oil supply in July 14 averaged 93 million b/d, up 230,000 b/d from a month

ago and 840,000 b/d from a year ago.

Venezuela has now replaced Saudi Arabia as the nation with the largest Oil reserves.

The geopolitical events in the past one year have had significant impact on all the stakeholders in the oil and gas

industry. Russian action in Ukraine continues to be watched with keen interest as the ramifications of any

worsening in the scenario are wide and would be felt across Europe.

Amongst other important developments is a serious debate on desirability of gas exports from USA to non

NAFTA destinations.

Meanwhile, ISIS actions in Iraq (and Syria) as well as internal strife in Libya have kept the global oil prices from

falling further by creating a fear factor in the global oil trade in terms of potential supply disruptions.

On a more positive note an industry which has been eyed with suspension for its emission of greenhouse gasses a

news that would bring cheer to all is the work happening at the Peterhead Power station in Scotland. In a project

being done by Shell and SSE energy company the billowing CO gases from Peterheads furnaces will be taken2

and stored in a depleted gas field more than a mile beneath the North Sea using Carbon Capture Storage (CCS)

technologies. This would cut emissions to the environment from this power station by 90% making it one of the

cleanest gas plants in the world.

The electric car models from main stream car makers still look and feel like smart gimmicks. California based Tesla

have produced a car which can be judged credibly alongside any fast and expensive petrol-propelled salon. The

key of course is cheaper battery.

What’s heartening to note is that there are moves of the Ministry of Petroleum & Natural Gas and the Power

Ministry working together to decide pool prices of domestic gas with imported gas to help the 26,000 MW of

stranded power plants. The ministry seeks to subsidize the state distribution Cos to keep electricity tariffs at Rs. 5

per unit for the current Fiscal and move it to Rs. 5.5/unit in the next fiscal.

On the Exploration and Production front, a new Uniform Licensing Policy draft has been framed and circulated to

the state governments for obtaining their comments for finalization and implementation.

Meanwhile, Tenth Round of NELP auctions have remained on hold although DGH is making all efforts to expedite

the same.

There is a proposal to increase BPC’s Numaligarh refinery capacity to 6 million MT per year along with a proposal

to lay a 1400 km crude pipeline.



9 10


The Indian Economic Scenario

•

• “Recovery can beat

Discovery”

Some Salient World Events & News

•

•

•

•

•

•

The Indian economy is showing some signs of green shoots and with a new government in

power in the Centre there is wide spread expectations across all sections of society. The Rupee

has stabilized which is so essential for the Indian economy given that we import 75-80% of our

Oil & Gas requirement. If the stock market is anything to go by at an all-time high the Indian

economy has arrived-but alas we all know that the stock market only tells part of the story.

The global and Indian economy has been doing a bit of a flip-flop with signs of despair

quickly getting replaced by hope of a revival. The outcome of recent election in the world’s

largest democracy has brought a new government to power in India. This change has brought in the belief amongst

the people and the business community both in India and abroad that the Indian economy may yet again climb up

the growth spiral, so sadly missing over the past five years.

There are two themes which have changed the energy outlook to a large extent as of now and will do so even more

going into the Future:

The first one is that the US unconventional output has redrawn the global energy map and its exploitation. The

world is seeing that it’s not the established International Oil Companies who are playing the Shale gas game but a

set of technologically savvy nimble footed companies who are dominating it.

The other theme that many global oil companies are betting on is the theme that

. With new discoveries of crude on the decline there is a view that the application of Enhanced Oil

Recovery technology to known hydrocarbon resources exceeds the potential from new discoveries.

In his Independence Day speech the Prime Minister hinted at relooking at the planning commission saying that it

had outlived its significance since the days of the central plans.

One unsolicited advice I would want to give is to replace the Planning Commission with an Implementation

commission given the challenges that we face in this country about outstanding plans many of which hardly see the

light of the day.

Three air tragedies dominated headlines – Malaysian Airlines flight 370 disappeared over the Gulf of Thailand in

March 2014, flight 17 was shot down in Ukraine in June 2014 and Air Algeria Flight crashed inMali in July 2014.

The Ebola virus has reached epidemic proportions in West Africa and beyond since its origin in February 2014,

after typhoon Yolanda caused widespread devastation in Philippines and Vietnam in November 2013.

China is contemplating to build a high-speed railway that will link to USA. The 13,000 km route will go north from

Beijing via Siberia and reach Alaska through a 200 km long tunnel under Bering Strait – the narrow point between

the two continents.

Leaders of the five BRICS nations – Brazil, Russia, India, China and South Africa – put their stamp on the BRICS

bank. With a planned capital base of $50 billion, rising eventually to $100 billion, the New Development Bank will

be headquartered in China and is expected to have an Indian President.

Just earlier this month Mexico ended its 75-year state oil and gas monopoly. The Mexican Congress passed

sweeping reforms that will open up the country’s oil and gas industry to private investment.

One major loss for the world in general and South African people in particular was the death of Nelson Mandela a

great friend of India.

Prof. Utpal GhoshProf. Utpal Ghosh

•

•

A look at where is the Oil & Gas Industry moving

•

•

•

•

•

•

•

On the Indian Scenario

•

•

•

•

The FIFA World Cup Soccer event was successfully organized in Brazil with Germany deservedly winning the cup

much to the chagrin of home team supporters.

Though India failed to re-live the magic of 2010 Delhi Commonwealth Games we did put up a spirited show

bringing our tally to 46 medals at the recently concluded CWG at Glasgow with Australia taking the top spot.

However the earlier we forget the current Indian cricket teams performance in England the better it is for all of us.

The global oil demand for 2013-2014 ended up to a more modest 1 million b/d, according to the International

Energy Agency’s most recent Oil Market Report. Demand growth is forecast to accelerate in 2015 to 1.3 million

b/d as the economy improves. Global oil supply in July 14 averaged 93 million b/d, up 230,000 b/d from a month

ago and 840,000 b/d from a year ago.

Venezuela has now replaced Saudi Arabia as the nation with the largest Oil reserves.

The geopolitical events in the past one year have had significant impact on all the stakeholders in the oil and gas

industry. Russian action in Ukraine continues to be watched with keen interest as the ramifications of any

worsening in the scenario are wide and would be felt across Europe.

Amongst other important developments is a serious debate on desirability of gas exports from USA to non

NAFTA destinations.

Meanwhile, ISIS actions in Iraq (and Syria) as well as internal strife in Libya have kept the global oil prices from

falling further by creating a fear factor in the global oil trade in terms of potential supply disruptions.

On a more positive note an industry which has been eyed with suspension for its emission of greenhouse gasses a

news that would bring cheer to all is the work happening at the Peterhead Power station in Scotland. In a project

being done by Shell and SSE energy company the billowing CO gases from Peterheads furnaces will be taken2

and stored in a depleted gas field more than a mile beneath the North Sea using Carbon Capture Storage (CCS)

technologies. This would cut emissions to the environment from this power station by 90% making it one of the

cleanest gas plants in the world.

The electric car models from main stream car makers still look and feel like smart gimmicks. California based Tesla

have produced a car which can be judged credibly alongside any fast and expensive petrol-propelled salon. The

key of course is cheaper battery.

What’s heartening to note is that there are moves of the Ministry of Petroleum & Natural Gas and the Power

Ministry working together to decide pool prices of domestic gas with imported gas to help the 26,000 MW of

stranded power plants. The ministry seeks to subsidize the state distribution Cos to keep electricity tariffs at Rs. 5

per unit for the current Fiscal and move it to Rs. 5.5/unit in the next fiscal.

On the Exploration and Production front, a new Uniform Licensing Policy draft has been framed and circulated to

the state governments for obtaining their comments for finalization and implementation.

Meanwhile, Tenth Round of NELP auctions have remained on hold although DGH is making all efforts to expedite

the same.

There is a proposal to increase BPC’s Numaligarh refinery capacity to 6 million MT per year along with a proposal

to lay a 1400 km crude pipeline.



11 12


•

•

•

Two events that have happened for the first time in the history of the oil industry in India

•

•

Indian refineries encouragingly continue to process more crude oil @ 230 Mn MT at last count and produced

exportable surpluses of petroleum products making petroleum exports as the second largest source of foreign

exchange earnings.

For the Lubes and Greases sector last year growth has been flat in volume terms because of a combination of

slowdown in Industrial production and slower transport growth. Vehicle sales both on the commercial side as well

as the passenger car side have been declining.

Quietly, the regular 50 paise a liter increase in HSD prices has reduced the under-recoveries in diesel sales for Oil

Marketing Companies and we may soon expect HSD prices to reflect the real Trade Parity Price.

Under the aegies of the Indian strategic Petroleum Reserves Limited for the first time in India we have created

crude storage of 5MnMT spread over three locations in Vizag, Mangalore and Padur. These are rock caverns that

have been dug to store crude and are likely to be commissioned in this financial year.

The second one - you have guessed it right – For the first time ever we have woman CEO of PSU oil major breaking

the glass ceiling. Let’s hope this is the first of many more such women leaders to head the Oil & Gas Companies.

CEO Panel Discussion


India’s talent force is very

comfortable in dealing with

ambiguity, while seeking outside

opportunities and speaking

English well.

Stephen Li, CEO Asia-Pacific

MEC

Work is something nearly 3

billion people do every day, but

only few of us really enjoy it.

Salary.com

Q. What are the strategies that Reliance has floated all these years that led you create

huge refining capacities and talents?

•

•

A. Uniqueness of this sector is both a challenge and an opportunity. Challenge because the

industry is not glamorous. Locations are remote. Work conditions are dangerous. Exciting

things do not happen in the industry and if at all they are happening, it is not known to

public at large. The most difficult thing is to convince people that we mean business.

The opportunity is that once an oil man tends to remain an oil man for long. Industry has

high content of domain content and expertise that makes mobility difficult.

For attracting best talent from across the world, we follow some practices:

We take the new and prospective employees to our benchmark places like Jamnagar.

The training provided to employees in the initial phase is unequal as compared to most sectors.

Because people who join do not easily think of leaving, it helps us invest more in training activities.

P. RaghavendranP. Raghavendran

Q. You represent one of the largest French organizations in the industry. What are your

views on how should the industry support the young talent?

“being a responsible oil

company.”

“Total-Committed to a better

energy”.

A. The problem is not availability of young talent. The problem is attracting and retaining. We

did an exhaustive survey to examine how do people view our company and what do they

know about us.

The result was that very few people knew about the company and about what we do.

Many people confused us with shopping malls.

This led us to think that a serious re-imaging was required. We asked people about what

do they expect from a multinational oil company. A large number of them responded -

As a conscious effort towards branding, the new tagline of the company is –

We have also branded at the aerobridges at T-3 at New Delhi Airport.

The primary intention of doing all this is to bring in new talent. Then the talent that joins is to be given rigorous

training with a structured system of feedback and implementation.

This is what helped us so far in making people understand who we are and how we are different and better.

B. Vijay KumarB. Vijay Kumar

Q. What are the challenges in attracting talent to service industry as the industry works

in harsh environment and it is difficult to get people for those kinds of work?

•

•

A. Shipping is the oldest global industry. It was also known to be the most dangerous carrier

path. This industry has always set standards for others to follow.

Similarly, IT/technology industry also sets its own standards. In the oil sector we have

domain experts and we have IT experts. But we seriously need to have bridge of IT content

and the domain content. Indian talent is best in the world and Indians have fantastic attitude.

Two other very important things that help maintain attrition are:

Create a learning and training environment in the companies

Giving global exposure to the employees

Kishore SundaresanKishore Sundaresan

11 12


•

•

•

Two events that have happened for the first time in the history of the oil industry in India

•

•

Indian refineries encouragingly continue to process more crude oil @ 230 Mn MT at last count and produced

exportable surpluses of petroleum products making petroleum exports as the second largest source of foreign

exchange earnings.

For the Lubes and Greases sector last year growth has been flat in volume terms because of a combination of

slowdown in Industrial production and slower transport growth. Vehicle sales both on the commercial side as well

as the passenger car side have been declining.

Quietly, the regular 50 paise a liter increase in HSD prices has reduced the under-recoveries in diesel sales for Oil

Marketing Companies and we may soon expect HSD prices to reflect the real Trade Parity Price.

Under the aegies of the Indian strategic Petroleum Reserves Limited for the first time in India we have created

crude storage of 5MnMT spread over three locations in Vizag, Mangalore and Padur. These are rock caverns that

have been dug to store crude and are likely to be commissioned in this financial year.

The second one - you have guessed it right – For the first time ever we have woman CEO of PSU oil major breaking

the glass ceiling. Let’s hope this is the first of many more such women leaders to head the Oil & Gas Companies.



India’s talent force is very

comfortable in dealing with

ambiguity, while seeking outside

opportunities and speaking

English well.

Stephen Li, CEO Asia-Pacific

MEC

Work is something nearly 3


only few of us really enjoy it.

Salary.com

Q. What are the strategies that Reliance has floated all these years that led you create

huge refining capacities and talents?

•

•

A. Uniqueness of this sector is both a challenge and an opportunity. Challenge because the

industry is not glamorous. Locations are remote. Work conditions are dangerous. Exciting

things do not happen in the industry and if at all they are happening, it is not known to

public at large. The most difficult thing is to convince people that we mean business.

The opportunity is that once an oil man tends to remain an oil man for long. Industry has

high content of domain content and expertise that makes mobility difficult.

For attracting best talent from across the world, we follow some practices:

We take the new and prospective employees to our benchmark places like Jamnagar.

The training provided to employees in the initial phase is unequal as compared to most sectors.

Because people who join do not easily think of leaving, it helps us invest more in training activities.

P. RaghavendranP. Raghavendran

Q. You represent one of the largest French organizations in the industry. What are your

views on how should the industry support the young talent?

“being a responsible oil

company.”

“Total-Committed to a better

energy”.

A. The problem is not availability of young talent. The problem is attracting and retaining. We

did an exhaustive survey to examine how do people view our company and what do they

know about us.

The result was that very few people knew about the company and about what we do.

Many people confused us with shopping malls.

This led us to think that a serious re-imaging was required. We asked people about what

do they expect from a multinational oil company. A large number of them responded -

As a conscious effort towards branding, the new tagline of the company is –

We have also branded at the aerobridges at T-3 at New Delhi Airport.

The primary intention of doing all this is to bring in new talent. Then the talent that joins is to be given rigorous

training with a structured system of feedback and implementation.

This is what helped us so far in making people understand who we are and how we are different and better.

B. Vijay KumarB. Vijay Kumar

Q. What are the challenges in attracting talent to service industry as the industry works

in harsh environment and it is difficult to get people for those kinds of work?

•

•

A. Shipping is the oldest global industry. It was also known to be the most dangerous carrier

path. This industry has always set standards for others to follow.

Similarly, IT/technology industry also sets its own standards. In the oil sector we have

domain experts and we have IT experts. But we seriously need to have bridge of IT content

and the domain content. Indian talent is best in the world and Indians have fantastic attitude.

Two other very important things that help maintain attrition are:

Create a learning and training environment in the companies

Giving global exposure to the employees

Kishore SundaresanKishore Sundaresan

13 14



Q. The way Essar brands its HR initiative is unparalleled and unmatched. How Essar has

transformed over the years and what are the current challenges on employee

attraction and retention?

A. Most of the pass outs from IITs and IIMs wanted to join oil industry in past because of the

attractive pay packages and facilities that the industry used to offer. The case is not the

same now.

On one hand they have much better opportunities available in other industries; on the

other hand the industry has also become complacent. Many companies feel that just

because they have created a brand, people will come and join.

A recent survey says that people do not have a positive perception about the industry. They feel that the jobs are

strenuous, unrewarding and mismatching with their qualifications. We need to create a positive perception about the

industry.

At Essar, we identify high performers and work with them on individual basis. We create a career chart for every

employee that clearly explains about where the employee can reach in how much time and to make that happen

what kind of work effort is required.

It is also very important to bridge the Family quotient. Whenever an employee thinks of taking any BIG decision in

his life, one of the biggest influencer is his family.

We do not want to retain 100% employees, but we want them to stay with us for a substantial time, identify value for

company and themselves, and then move on towards better prospects in life.

Lalit K. GuptaLalit K. Gupta

Q. How important is it to attract and retain talent in the highly competent Lube

Industry?

A. Lube industry is not very glamorous. At the same time, the expectations of youngsters

today are changing very fast. The only solution that I think that can address the issue is to

gel the value system in the youngsters.

If the organization believes in empowerment of the employees, this builds more

confidence in them. Moreover, if attractive things like flexi time etc. can fit in the industry,

employees would probably find it more satisfying.

If the industry utilizes the services of Media in branding and promotion of the positive aspects of our industry, this

can help youngsters relate themselves better with the industry.

Ravi ChawlaRavi Chawla

Q. Please throw some light on how the process management segment of the industry

handles the issue of attraction and retention of talent?

•

•

•

•

•

A. We are the Feed in the Oil & Gas Industry which deals with the full spectrum of talent

requirement in the industry. Therefore, we need all kinds of talents. 30-40% of our time

goes in thinking about people.

One important thing that we need to do is compress the learning experience time of new

entrants. The new generation (age group 16-34) is very different. One main thing is that

money is not a big necessity for them. The questions that they have in mind for the job are:

Am I contributing to company’s growth and my growth

Is the job cool?

For attracting new gen, we need to

Float informative videos about industry on YouTube

Be social media savvy

Create and project role models within and outside the organization

That is where the expectation of gen new will match with what the industry is offering.

Amit PaithankarAmit Paithankar

Q. Elaborate on challenges and issues in attracting and retaining talent specifically in

Geophysics & related technical areas.

•

•

•

•

•

•

•

A. Geophysics plays a key role in finding oil and gas. We as a company have organic growth

and we have also grown through acquisitions and mergers. In our first and second

acquisitions, we had 3500 and 2500 people respectively. So the HR challenge was huge as

a lot of diversity comes into picture. We need people from all disciplines like engineers,

geo scientists, IT experts etc.

There are 7 pillars of our HR philosophy which has been able to handle the HR diversity in our organization.

These pillars are:

Equal opportunity in Recruitment

Empowerment and Autonomy

Communication

Working environment

Performance and compensation

Ethics and equity

HSE – Health, Safety & Environment

Rakesh WaliaRakesh Walia


Q. Synthesize all the deliberations made and also give his own perspective on the theme

of talent attraction.

Today, 70-80% IITians do not pursue technical career.

A. The first point that I wish to make is that the issues raised in the deliberations are by and

large common in the entire spectrum of the industry.

Can the industry take a collective call on educating school children about choosing arts,

commerce, engineering and telling them about what choice lead to which kind of career

prospects?

Secondly, it is very important to establish industry-academia partnership at different levels so that a correlation is

identified between what the industries offer and what is the backward preparation required for that.

Pradeep MukerjeePradeep Mukerjee

13 14



Q. The way Essar brands its HR initiative is unparalleled and unmatched. How Essar has

transformed over the years and what are the current challenges on employee

attraction and retention?

A. Most of the pass outs from IITs and IIMs wanted to join oil industry in past because of the

attractive pay packages and facilities that the industry used to offer. The case is not the

same now.

On one hand they have much better opportunities available in other industries; on the

other hand the industry has also become complacent. Many companies feel that just

because they have created a brand, people will come and join.

A recent survey says that people do not have a positive perception about the industry. They feel that the jobs are

strenuous, unrewarding and mismatching with their qualifications. We need to create a positive perception about the

industry.

At Essar, we identify high performers and work with them on individual basis. We create a career chart for every

employee that clearly explains about where the employee can reach in how much time and to make that happen

what kind of work effort is required.

It is also very important to bridge the Family quotient. Whenever an employee thinks of taking any BIG decision in

his life, one of the biggest influencer is his family.

We do not want to retain 100% employees, but we want them to stay with us for a substantial time, identify value for

company and themselves, and then move on towards better prospects in life.

Lalit K. GuptaLalit K. Gupta

Q. How important is it to attract and retain talent in the highly competent Lube

Industry?

A. Lube industry is not very glamorous. At the same time, the expectations of youngsters

today are changing very fast. The only solution that I think that can address the issue is to

gel the value system in the youngsters.

If the organization believes in empowerment of the employees, this builds more

confidence in them. Moreover, if attractive things like flexi time etc. can fit in the industry,

employees would probably find it more satisfying.

If the industry utilizes the services of Media in branding and promotion of the positive aspects of our industry, this

can help youngsters relate themselves better with the industry.

Ravi ChawlaRavi Chawla

Q. Please throw some light on how the process management segment of the industry

handles the issue of attraction and retention of talent?

•

•

•

•

•

A. We are the Feed in the Oil & Gas Industry which deals with the full spectrum of talent

requirement in the industry. Therefore, we need all kinds of talents. 30-40% of our time

goes in thinking about people.

One important thing that we need to do is compress the learning experience time of new

entrants. The new generation (age group 16-34) is very different. One main thing is that

money is not a big necessity for them. The questions that they have in mind for the job are:

Am I contributing to company’s growth and my growth

Is the job cool?

For attracting new gen, we need to

Float informative videos about industry on YouTube

Be social media savvy

Create and project role models within and outside the organization

That is where the expectation of gen new will match with what the industry is offering.

Amit PaithankarAmit Paithankar

Q. Elaborate on challenges and issues in attracting and retaining talent specifically in

Geophysics & related technical areas.

•

•

•

•

•

•

•

A. Geophysics plays a key role in finding oil and gas. We as a company have organic growth

and we have also grown through acquisitions and mergers. In our first and second

acquisitions, we had 3500 and 2500 people respectively. So the HR challenge was huge as

a lot of diversity comes into picture. We need people from all disciplines like engineers,

geo scientists, IT experts etc.

There are 7 pillars of our HR philosophy which has been able to handle the HR diversity in our organization.

These pillars are:

Equal opportunity in Recruitment

Empowerment and Autonomy

Communication

Working environment

Performance and compensation

Ethics and equity

HSE – Health, Safety & Environment

Rakesh WaliaRakesh Walia


Q. Synthesize all the deliberations made and also give his own perspective on the theme

of talent attraction.

Today, 70-80% IITians do not pursue technical career.

A. The first point that I wish to make is that the issues raised in the deliberations are by and

large common in the entire spectrum of the industry.

Can the industry take a collective call on educating school children about choosing arts,

commerce, engineering and telling them about what choice lead to which kind of career

prospects?

Secondly, it is very important to establish industry-academia partnership at different levels so that a correlation is

identified between what the industries offer and what is the backward preparation required for that.

Pradeep MukerjeePradeep Mukerjee

15 1613th HR Round Table - Proceedings 13th HR Round Table - Proceedings

Role of Academia

“Who is an

Academician and what does

he do”?

•

•

•

•

Dr. Shrihari started with the

basics of

According to him

there are 4 broad functions in

academics, they are:

Curriculum design

Curriculum delivery

Evaluation

Role of a friend, philosopher and guide to the student

He beautifully carved a model of creation of a

professional and revolved the entire presentation

around different stages of the model. the model was:

Dr. ShrihariDr. Shrihari

Session 1

He insisted that the contribution of academics

towards improvement of employability can be in the

following areas:

Life skills – a primary skill termed by WHO which

teaches us about how to become a good human

being first and then a good professional.

Irrespective of what a student is keen to become in

future or which industry he wants to join, he need

to demonstrate himself and his mannerisms as

truly value driven human being. Without this his

basic purpose of being a professional gets lost.

Exposure to Industry tours, field trips: In any

professional course, only theoretical input doesn’t

serve the purpose. A good blend of practical

exposure is also needed. This is done through,

industrial visits, field trips, field assignments,

projects etc.

Experience in the Industry internships: Internships

are a part of professional curriculum in order to

provide hands on experience and giving a feeling

of a real job situation.

Training in empirical skill sets industry relevant

projects: Industry relevant projects do not only

facilitate the student to learn practical things, they

also help in connecting good network with future

prospective employees.

Bring Industry experience to class room: By virtue

of being a domain specific university, we have a

large pool of faculty members who have rich

corporate experience. Not only this, we also have a

BIG team of professionals from corporate who

regularly visit the campus for guest lectures and

for guiding on the industry projects.

•

•

•

•

•

Current Best Practices in

Oil & Gas Industry on

attracting talent

”.

“You don’t attract what you want,

you attract what you are- Dr. Wayne Dyer

Starting on this note, Mr. Tuli did set the tone of the

day-long HRRT. He started by mentioning the

transition of the most preferred employers. The

companies where people wanted to work as the most

preferred companies no longer exist in the same list.

This very fact is sufficient for the Oil industry to come

out of comfort zone and match the pace with where

the world is moving.

He emphasized on the segmentation of employability

on the basis of Execution and Engagement. Based on

his model, Oil industry falls under the segment of

“Build for tomorrow”. Then he explained the detailed

DNA of L&T in the upstream, midstream and

downstream and also in the construction and pipeline

area in India and abroad.

Sidharath TuliSidharath Tuli

He beautifully explained the model of EVP (employee

value preposition) at L&T and discussed how business

realities are matched with EVP.

He also mentioned that the company uses different

physical and online channels for sourcing. Techniques

like behavior based interviews (BBI) and customized

modules are used in assessment of employees and


Lastly, he strongly emphasized on the fact that the

social media has now become the game-changer. It

plays a large vital role in attracting and connecting

with the talent.

Birth of Innovative

Approaches

“Our goal is to become the

most competitive and

innovative energy company”

Mr. Suri emphasized on the importance of Innovative

practices and its impact on attraction and retention of

good talent.

Some of the best practices in the area of Innovation

at Shell described by Mr. Suri were:

Suri RajgopalSuri Rajgopal

Shell Eco-Marathon: Shell Eco-marathon challenges

student teams from around the world to design, build

and test ultra-energy-efficient vehicles. With annual

events first in the Americas, then Europe and Asia, the

winners are the teams that go the furthest using the

least amount of energy. The events spark debate

about the future of mobility and inspire young

engineers to push the boundaries of fuel efficiency.

Session Chairman

Prof. Utpal Ghosh, Pro-Vice Chancellor


Panelists

•

•

•

Sidharath Tuli, Vice President & Head


Suri Rajgopal, Vice President, HR India

Operations, Shell India Markets Pvt. Ltd.

Dr. Shrihari, Professor & Campus Director


WHERE DO WE STAND?

Creation of a Professional

Professional Course Professional Career

ACADEMICIANS

KNOWLEDGE INVARIENT & SKILL SETS

Professional Mentors

EMPERICAL KNOWLEDGE LIFE SKILLS

Building in EVP

Business Strategy

Brand of L&T

Business Challenges

Project Dimensions

HR Initiatives

Customized EVP for

each position

Business Realities Partnering with the Business

Brand Positioning

INNOVATION

Shell Game Changer - Hunters Network

Shell Eco- Marathon

Shell Ideas 360EMPOWER


Role of Academia

“Who is an

Academician and what does

he do”?

•

•

•

•

Dr. Shrihari started with the

basics of

According to him

there are 4 broad functions in

academics, they are:

Curriculum design

Curriculum delivery

Evaluation

Role of a friend, philosopher and guide to the student

He beautifully carved a model of creation of a

professional and revolved the entire presentation

around different stages of the model. the model was:

Dr. ShrihariDr. Shrihari

Session 1

He insisted that the contribution of academics

towards improvement of employability can be in the

following areas:

Life skills – a primary skill termed by WHO which

teaches us about how to become a good human

being first and then a good professional.

Irrespective of what a student is keen to become in

future or which industry he wants to join, he need

to demonstrate himself and his mannerisms as

truly value driven human being. Without this his

basic purpose of being a professional gets lost.

Exposure to Industry tours, field trips: In any

professional course, only theoretical input doesn’t

serve the purpose. A good blend of practical

exposure is also needed. This is done through,

industrial visits, field trips, field assignments,

projects etc.

Experience in the Industry internships: Internships

are a part of professional curriculum in order to

provide hands on experience and giving a feeling

of a real job situation.

Training in empirical skill sets industry relevant

projects: Industry relevant projects do not only

facilitate the student to learn practical things, they

also help in connecting good network with future


Bring Industry experience to class room: By virtue

of being a domain specific university, we have a

large pool of faculty members who have rich

corporate experience. Not only this, we also have a

BIG team of professionals from corporate who

regularly visit the campus for guest lectures and

for guiding on the industry projects.

•

•

•

•

•

Current Best Practices in

Oil & Gas Industry on

attracting talent

”.

“You don’t attract what you want,

you attract what you are- Dr. Wayne Dyer

Starting on this note, Mr. Tuli did set the tone of the

day-long HRRT. He started by mentioning the

transition of the most preferred employers. The

companies where people wanted to work as the most

preferred companies no longer exist in the same list.

This very fact is sufficient for the Oil industry to come

out of comfort zone and match the pace with where

the world is moving.

He emphasized on the segmentation of employability

on the basis of Execution and Engagement. Based on

his model, Oil industry falls under the segment of

“Build for tomorrow”. Then he explained the detailed

DNA of L&T in the upstream, midstream and

downstream and also in the construction and pipeline

area in India and abroad.

Sidharath TuliSidharath Tuli

He beautifully explained the model of EVP (employee

value preposition) at L&T and discussed how business

realities are matched with EVP.

He also mentioned that the company uses different

physical and online channels for sourcing. Techniques

like behavior based interviews (BBI) and customized

modules are used in assessment of employees and


Lastly, he strongly emphasized on the fact that the

social media has now become the game-changer. It

plays a large vital role in attracting and connecting

with the talent.

Birth of Innovative

Approaches

“Our goal is to become the

most competitive and

innovative energy company”

Mr. Suri emphasized on the importance of Innovative

practices and its impact on attraction and retention of

good talent.

Some of the best practices in the area of Innovation

at Shell described by Mr. Suri were:

Suri RajgopalSuri Rajgopal

Shell Eco-Marathon: Shell Eco-marathon challenges

student teams from around the world to design, build

and test ultra-energy-efficient vehicles. With annual

events first in the Americas, then Europe and Asia, the

winners are the teams that go the furthest using the

least amount of energy. The events spark debate

about the future of mobility and inspire young

engineers to push the boundaries of fuel efficiency.

Session Chairman

Prof. Utpal Ghosh, Pro-Vice Chancellor


Panelists

•

•

•

Sidharath Tuli, Vice President & Head


Suri Rajgopal, Vice President, HR India

Operations, Shell India Markets Pvt. Ltd.

Dr. Shrihari, Professor & Campus Director


WHERE DO WE STAND?

Creation of a Professional

Professional Course Professional Career

ACADEMICIANS

KNOWLEDGE INVARIENT & SKILL SETS

Professional Mentors

EMPERICAL KNOWLEDGE LIFE SKILLS

Building in EVP

Business Strategy

Brand of L&T

Business Challenges

Project Dimensions

HR Initiatives

Customized EVP for

each position

Business Realities Partnering with the Business

Brand Positioning

INNOVATION

Shell Game Changer - Hunters Network

Shell Eco- Marathon

Shell Ideas 360EMPOWER


How does it work?

•

•

Shell Ideas 360:

Shell Game Changer:

•

•

•

•

Shell PhD Program:

Classes and categories – The competition is split into

two classes or categories. The Prototype class focuses

on maximum efficiency, while passenger comfort

takes a back seat. The Urban Concept class

encourages more practical designs. Cars are also

divided by energy type:

Internal combustion engine fuels include petrol,

diesel, liquid fuel made from natural gas and

ethanol.

In the electric mobility category, vehicles are

powered by hydrogen fuel cells and lithium-based

batteries.

Shell Ideas 360 is a global

competition organized by Shell International Ltd. for

students to develop game-changing ideas for tackling

Energy, Water and Food issues. It’s an exciting journey

of learning and discovery. There are three stages of

the competition for the students – FORMULATE,

DEVELOP & PITCH.

The Shell Game Changer

program identifies and nurtures unproven ideas that

have the potential to drastically impact the future of

energy. Our team running the program consists of 12

dedicated technical and scientific experts within Shell.

They combine the benefits of support from Shell with

the freedom to make our own decisions. Four criteria

are:

Novel – Is the idea fundamentally different and

unproven?

Valuable – Could the idea create substantial new

value if it works?

Doable – Is there a plan to prove the concept

quickly and affordably?

Relevant – Is the idea relevant to the future of

energy?

Shell is setting up the

Computational Centre of Excellence in Bengaluru,

India to foster cutting-edge Computational R&D.

Further, Shell has also teamed up with universities in

The Netherlands to define a broad program in

Computational Sciences in various disciplines of

science and engineering. They invite applications for

fully sponsored PhDs in The Netherlands followed by

an employment offer with Shell in Bengaluru.

Every other person is aware of how to use internet,

smartphones and computer. Because of this people

are more reachable in a better and faster way.

Moreover new and advanced apps are making their

lives fast and smart.

Almost every function of HR whether transactional or

transformational; has a need today to go the E-Way.

Only then companies will be able to keep pace with

what is happening around and how to attract and

retain the best of available talent.

The very first thing that the recruitment team needs

to understand is the Business Needs and the

Employee Wants. The second step is to ensure that

these two get synergized.

This helps new hires to understand:

What their specific tasks would be

How they are important for the job

How they should perform to enjoy the job

Based on this a clear goal path is to be charted out which

aligns learning activities with broad business goals.

•

•

•

Session 2

Session Chairman

Aniruddha Khekale, Group Director, HR,


Panelists

•

•

•

P. Senthil Kumar, CEO, Gardener Consulting

Varalakshmi Gurunathan, Sr. Consultant,

Learning & Development Solutions,

TechMahindra Ltd.

Harsh P. Bhosale, Sr. Vice President & Head

(HR), Essar Oil Ltd.

REINVENTING THE LEARNING

CURVE

Adding value to the Job

“Talent Management will go

real-time.”

(and the annual appraisal is

dying)

Mr. Kumar said that the BIG Data is going to change

the life of professionals now. A lot of information

which was difficult for HR to obtain is now on the

fingertips. Why are the employees leaving, what is

keeping them unhappy etc. will not remain puzzles

any more.

The next thing that he emphasized on is the changing

value of time. It is not only the availability of data that

is happening, but also the very quick retrieval time

and response time is changing the bigger picture.

P. Senthil KumarP. Senthil Kumar

“EMPLOYEES ARE CONSUMERS..OFTECHNOLOGY”

The four emerged technologies - Cloud,mobile, social & analytics - can recraft theemployee’s experience - enabling fasterlearning on the job.

The road ahead:

Challenges & trends

•

•

•

Ms. Gurunathan started with

some basic questions related

to Employee reach:

How do you build talent in

the market?

How do you ensure that your employees continue

to like their workplace?

Are you providing enough opportunities for

growth?

Then she displayed a meticulously designed chart of

different challenges of talent management at

different stages for different levels of people:

V. GurunathanV. Gurunathan

From talent pool building to leadership building, from

acquisition to retention for each level has a different

flavor of challenge.

She also emphasized on the fact that High-impact

organizations spend 30% more than others on

learning and development.

The last phase of her presentation was to emphasize

that the next Gen learning is more of technology

based. Every youth has easy access to gadgets and

internet 24*7. The more the companies get geared to

use of latest technology, the easier it is going to be

for them to attract and retain Talent.

She concluded with these beautiful comparing

quotes:

“Know thyself” – Socrates

“Know thy enemy” – Sun Tzu

“Know thy customer” – Peter Drucker

“Know thy workforce”Junior Operators and Engineers

Line Supervisors/Specialists

Operational Managers

New Hires

The Talent Management Chalenges

Retention

Managemnt

Development

AcquisitionTalent Pool Building

Skill Development

Vertical/Horizontal Growth

Leadership Building

Aligning Learning Activities to the Business Goals

Business Goals

Business Functions and Technologies

Roles

Competencies

Learning Interventions

Expert

Advanced

Basic

Awareness


How does it work?

•

•

Shell Ideas 360:

Shell Game Changer:

•

•

•

•

Shell PhD Program:

Classes and categories – The competition is split into

two classes or categories. The Prototype class focuses

on maximum efficiency, while passenger comfort

takes a back seat. The Urban Concept class

encourages more practical designs. Cars are also

divided by energy type:

Internal combustion engine fuels include petrol,

diesel, liquid fuel made from natural gas and

ethanol.

In the electric mobility category, vehicles are

powered by hydrogen fuel cells and lithium-based

batteries.

Shell Ideas 360 is a global

competition organized by Shell International Ltd. for

students to develop game-changing ideas for tackling

Energy, Water and Food issues. It’s an exciting journey

of learning and discovery. There are three stages of

the competition for the students – FORMULATE,

DEVELOP & PITCH.

The Shell Game Changer

program identifies and nurtures unproven ideas that

have the potential to drastically impact the future of

energy. Our team running the program consists of 12

dedicated technical and scientific experts within Shell.

They combine the benefits of support from Shell with

the freedom to make our own decisions. Four criteria

are:

Novel – Is the idea fundamentally different and

unproven?

Valuable – Could the idea create substantial new

value if it works?

Doable – Is there a plan to prove the concept

quickly and affordably?

Relevant – Is the idea relevant to the future of

energy?

Shell is setting up the

Computational Centre of Excellence in Bengaluru,

India to foster cutting-edge Computational R&D.

Further, Shell has also teamed up with universities in

The Netherlands to define a broad program in

Computational Sciences in various disciplines of

science and engineering. They invite applications for

fully sponsored PhDs in The Netherlands followed by

an employment offer with Shell in Bengaluru.

Every other person is aware of how to use internet,

smartphones and computer. Because of this people

are more reachable in a better and faster way.

Moreover new and advanced apps are making their

lives fast and smart.

Almost every function of HR whether transactional or

transformational; has a need today to go the E-Way.

Only then companies will be able to keep pace with

what is happening around and how to attract and

retain the best of available talent.

The very first thing that the recruitment team needs

to understand is the Business Needs and the

Employee Wants. The second step is to ensure that

these two get synergized.

This helps new hires to understand:

What their specific tasks would be

How they are important for the job

How they should perform to enjoy the job

Based on this a clear goal path is to be charted out which

aligns learning activities with broad business goals.

•

•

•

Session 2

Session Chairman

Aniruddha Khekale, Group Director, HR,


Panelists

•

•

•

P. Senthil Kumar, CEO, Gardener Consulting

Varalakshmi Gurunathan, Sr. Consultant,

Learning & Development Solutions,

TechMahindra Ltd.

Harsh P. Bhosale, Sr. Vice President & Head

(HR), Essar Oil Ltd.

REINVENTING THE LEARNING

CURVE

Adding value to the Job

“Talent Management will go

real-time.”

(and the annual appraisal is

dying)

Mr. Kumar said that the BIG Data is going to change

the life of professionals now. A lot of information

which was difficult for HR to obtain is now on the

fingertips. Why are the employees leaving, what is

keeping them unhappy etc. will not remain puzzles

any more.

The next thing that he emphasized on is the changing

value of time. It is not only the availability of data that

is happening, but also the very quick retrieval time

and response time is changing the bigger picture.

P. Senthil KumarP. Senthil Kumar

“EMPLOYEES ARE CONSUMERS..OFTECHNOLOGY”

The four emerged technologies - Cloud,mobile, social & analytics - can recraft theemployee’s experience - enabling fasterlearning on the job.

The road ahead:

Challenges & trends

•

•

•

Ms. Gurunathan started with

some basic questions related

to Employee reach:

How do you build talent in

the market?

How do you ensure that your employees continue

to like their workplace?

Are you providing enough opportunities for

growth?

Then she displayed a meticulously designed chart of

different challenges of talent management at

different stages for different levels of people:

V. GurunathanV. Gurunathan

From talent pool building to leadership building, from

acquisition to retention for each level has a different

flavor of challenge.

She also emphasized on the fact that High-impact

organizations spend 30% more than others on

learning and development.

The last phase of her presentation was to emphasize

that the next Gen learning is more of technology

based. Every youth has easy access to gadgets and

internet 24*7. The more the companies get geared to

use of latest technology, the easier it is going to be

for them to attract and retain Talent.

She concluded with these beautiful comparing

quotes:

“Know thyself” – Socrates

“Know thy enemy” – Sun Tzu

“Know thy customer” – Peter Drucker

“Know thy workforce”Junior Operators and Engineers

Line Supervisors/Specialists

Operational Managers

New Hires

The Talent Management Chalenges

Retention

Managemnt

Development

AcquisitionTalent Pool Building

Skill Development

Vertical/Horizontal Growth

Leadership Building

Aligning Learning Activities to the Business Goals

Business Goals

Business Functions and Technologies

Roles

Competencies

Learning Interventions

Expert

Advanced

Basic

Awareness


Talent export &

attached opportunities

“Immigrants are not just part of

a country but part of what a

country is capable of

becoming”

Mr. Harsh had a very different yet a very relevant

topic to speak on. The basic theme of his topic was

that Indians are working in different parts of the

world because they deserve to be there and also the

country deserves them.

Harsh P. BhosaleHarsh P. Bhosale

The impact is visible in almost all segments like

education, medicine, engineering, IT etc.

He highlighted a crucial connect between the

immigration and the Talent Remittance:

Employment of Indians: Indians who go out get

good employment with better comparative salary

and professional environment.

Direct impact on household spends: because of

higher salary and difference in the currency value,

the affordability improves that leads to rise in the

living standard.

Tangible link to home country development: more

income, better inflow leads to improvement in the

home country.

Global exposure and cultural intelligence: people

get exposed to global culture and work styles thus

become more globally mature.

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

Shorter gestation period for new-to-region

products: the adaptation to changing environment

becomes easier

Branding for India: more and more Indians

representing the country at big positions in known

companies. This surely leads to India becoming a

better brand.

Future business potential: as a result of penetration

and positioning of Indians globally, there are

strong prospects for entering into business with

companies in those countries.

Mr. Bhosale then mentioned some startling facts

before the audience:

World largest recipient of remittances (12% of

Global Remittances)

Current Account Deficit would have more than

doubled with zero remittances

$65 billion earned from the India's flagship

software services exports

Migrants living in high income countries are

estimated to hold savings in excess of $500 billion

annually

He mentioned some Indian names which have made

India proud globally like Indira Nooyi, PepsiCo,

Rajeev Suri, Nokia, Shantanu Narayen, Adobe Systems

and Satya Nadella, Microsoft to name a few.

Towards the end he shared the outcome of a study

done by Ernst& Young that suggests that:

Requirement of around 25,000 additional

professionals in the next five years

Around 50% of employees have more than 20

years of experience

11% of the current workforce is estimated to retire

in the next five years

34% in Middle Management expected to retire

This clearly indicates that a country like India has a

huge potential and scope to grow Globally and to

explore different dynamics of the globally changing

scenario.

Session 3

Session Chairman

Sanjay Singh, Director (HR & Administration),

Cairn India Ltd.

Panelists

•

•

•

Manish Sinha, Head (HR), South Asia, GE

Oil & Gas

L. Balasundaram, Vice President (HR),

BG India

Dr. Kandan Muthusamy, Head, Technology &

E-Channel Delivery, Reliance Industries Ltd.

SOCIAL MEDIA TO ENGAGE GEN Y

Key Populations of Overseas Indians

230 million migrants living in countries in which they were not born - United Nations

Canada1m

US3.2m

WestIndies1.0m

UK1.5m

EU0.8m

MiddleEast6.0m

SouthAfrica1.2m

Mauritius0.9m

ASEAN3.0m

Aus. NZ.FIJI

0.8m

Feb 2014, 25 million Indian spread across in 110 countries

•

•

•

•

•

•

•

•

•

•

•

•

•

•

Ambitious

Risk taker

ME time ( what is it for me)

Mr Sinha then came out with some astonishing facts

related to India’s internet penetration:

India’s internet audience has grown by 20 million

users since 2012.

India is world’s third largest internet population

with 200+ million users.

India’s online audience is Gen-Y driven.

75% of India’s online population is under the age

of 36 years.

Then he discussed about the changing trends in the

corporate world because of technology and social

media. The areas in which it is being applied or

should apply are:

Hiring/alumni page

Blogging/ Leadership bytes on company site

and social sites

WhatsApp Groups

Product/service campaigns

Realtime information

Educating/creating awareness

Social media advertising

Lastly he gave important guidelines as principles to

use social media:

1. Think before you post

2. Take responsibility of whatever you do on social

media

3. Maintain strict confidentiality wherever needed.

4. Share your experience to educate and generate

awareness.

Trends, policies &

practices

•

•

•

•

•

•

Mr. Sinha started the session in

a very different way.

He asked a few questions to

the audience:

How many of you are on the Facebook

How many of you have a LinkedIn profile

How many of you have WhatsApp downloaded on

your phones

More than 90% gave a positive reply.

The next question was how many are born between

1981 and 1999. And only around 20% of the audience

qualified. The point to prove was whether we belong

to Gen-Y or not, we need to and we are pacing with

the changing scenario in the area of technology and

social media.

The Gen-Y has different expectations, ambitions and

behavior patterns. The same behavior of a son or

daughter that is considered to be cute at the home

front may not be an acceptable behavior when he or

she demonstrates at the office.

The major observable keywords in the behavior of

this GEN are:

So what ( fearless questioning)

What if ( logical thinking)

Confident

Manish SinhaManish Sinha

Be

st

Pra

cti

ce

s in

S

oc

ial M

ed

ia

ENGAGE

EXCITE

INFORM


Talent export &

attached opportunities

“Immigrants are not just part of

a country but part of what a

country is capable of

becoming”

Mr. Harsh had a very different yet a very relevant

topic to speak on. The basic theme of his topic was

that Indians are working in different parts of the

world because they deserve to be there and also the

country deserves them.

Harsh P. BhosaleHarsh P. Bhosale

The impact is visible in almost all segments like

education, medicine, engineering, IT etc.

He highlighted a crucial connect between the

immigration and the Talent Remittance:

Employment of Indians: Indians who go out get

good employment with better comparative salary

and professional environment.

Direct impact on household spends: because of

higher salary and difference in the currency value,

the affordability improves that leads to rise in the

living standard.

Tangible link to home country development: more

income, better inflow leads to improvement in the

home country.

Global exposure and cultural intelligence: people

get exposed to global culture and work styles thus

become more globally mature.

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

Shorter gestation period for new-to-region

products: the adaptation to changing environment

becomes easier

Branding for India: more and more Indians

representing the country at big positions in known

companies. This surely leads to India becoming a

better brand.

Future business potential: as a result of penetration

and positioning of Indians globally, there are

strong prospects for entering into business with

companies in those countries.

Mr. Bhosale then mentioned some startling facts

before the audience:

World largest recipient of remittances (12% of

Global Remittances)

Current Account Deficit would have more than

doubled with zero remittances

$65 billion earned from the India's flagship

software services exports

Migrants living in high income countries are

estimated to hold savings in excess of $500 billion

annually

He mentioned some Indian names which have made

India proud globally like Indira Nooyi, PepsiCo,

Rajeev Suri, Nokia, Shantanu Narayen, Adobe Systems

and Satya Nadella, Microsoft to name a few.

Towards the end he shared the outcome of a study

done by Ernst& Young that suggests that:

Requirement of around 25,000 additional

professionals in the next five years

Around 50% of employees have more than 20

years of experience

11% of the current workforce is estimated to retire

in the next five years

34% in Middle Management expected to retire

This clearly indicates that a country like India has a

huge potential and scope to grow Globally and to

explore different dynamics of the globally changing

scenario.

Session 3

Session Chairman

Sanjay Singh, Director (HR & Administration),

Cairn India Ltd.

Panelists

•

•

•

Manish Sinha, Head (HR), South Asia, GE

Oil & Gas

L. Balasundaram, Vice President (HR),

BG India

Dr. Kandan Muthusamy, Head, Technology &

E-Channel Delivery, Reliance Industries Ltd.

SOCIAL MEDIA TO ENGAGE GEN Y

Key Populations of Overseas Indians

230 million migrants living in countries in which they were not born - United Nations

Canada1m

US3.2m

WestIndies1.0m

UK1.5m

EU0.8m

MiddleEast6.0m

SouthAfrica1.2m

Mauritius0.9m

ASEAN3.0m

Aus. NZ.FIJI

0.8m

Feb 2014, 25 million Indian spread across in 110 countries

•

•

•

•

•

•

•

•

•

•

•

•

•

•

Ambitious

Risk taker

ME time ( what is it for me)

Mr Sinha then came out with some astonishing facts

related to India’s internet penetration:

India’s internet audience has grown by 20 million

users since 2012.

India is world’s third largest internet population

with 200+ million users.

India’s online audience is Gen-Y driven.

75% of India’s online population is under the age

of 36 years.

Then he discussed about the changing trends in the

corporate world because of technology and social

media. The areas in which it is being applied or

should apply are:

Hiring/alumni page

Blogging/ Leadership bytes on company site

and social sites

WhatsApp Groups

Product/service campaigns

Realtime information

Educating/creating awareness

Social media advertising

Lastly he gave important guidelines as principles to

use social media:

1. Think before you post

2. Take responsibility of whatever you do on social

media

3. Maintain strict confidentiality wherever needed.

4. Share your experience to educate and generate

awareness.

Trends, policies &

practices

•

•

•

•

•

•

Mr. Sinha started the session in

a very different way.

He asked a few questions to

the audience:

How many of you are on the Facebook

How many of you have a LinkedIn profile

How many of you have WhatsApp downloaded on

your phones

More than 90% gave a positive reply.

The next question was how many are born between

1981 and 1999. And only around 20% of the audience

qualified. The point to prove was whether we belong

to Gen-Y or not, we need to and we are pacing with

the changing scenario in the area of technology and

social media.

The Gen-Y has different expectations, ambitions and

behavior patterns. The same behavior of a son or

daughter that is considered to be cute at the home

front may not be an acceptable behavior when he or

she demonstrates at the office.

The major observable keywords in the behavior of

this GEN are:

So what ( fearless questioning)

What if ( logical thinking)

Confident

Manish SinhaManish Sinha

Be

st

Pra

cti

ce

s in

S

oc

ial M

ed

ia

ENGAGE

EXCITE

INFORM


The keyword on all the points above is- connectivity.

Whether it is looking for a suitable prospective

employee, his induction on joining, internal

communication in day to day activities or connecting

employee with his family while being in work are

important things that have become possible mainly

because of active role of social media.

The positive outcome in terms of employee happiness

that results into better performance has been

observed as a result of several studies. The major

observations are:

Boost people’s social capital

Identity formation: follow trends online

Emotional well-being : feel good when I am

connected

Gadgets as entertainment tools

Quick support in a new place

Interpersonal interactions

Very interestingly, in the last phase of his presentation,

he came out with scientific facts on how does human

brain work and how it retains something in memory.

The retention capability is limited and gets affected

by information overload and distractions.

•

•

•

•

•

•

Social media &

mindfulness

Mr. Bala started with the

display of his company’s

profile, its market positioning,

distinctive capabilities and

operations in different parts of

the world.

Then he explained about how effectively the company

is connected through social media.

He added a pinch of humor by displaying some slides

that were funny but had a concrete message hidden

about how technology and social media has

transformed the perspective.

L. BalasundaramL. Balasundaram

He then directed his presentation to the impact of

this transformation of HR:

Abundance of channels for recruitment

Reference checks

Induction

Leaders connect

Social media during working hours

Remote work location - support employee to

remain connected with family

•

•

•

•

•

•

The connection with social media and the supporting

apps help in strengthening of this retention capacity.

Lastly, he prescribed a model for healthy life. If a

balance is established amongst all the elements of

this model, a person can really lead a healthy and

happy life.

The Healthy Mind Platter, for Optimal Brain Matter

The Health Mind Platter

Prefrontal Cortex

4–5 % volume of brain

Biological seat of conscious

interactions

Holds the contents of your

mind at any one point

Limited space – chews

up energy

•

•

•

•

Sleep Time

Connecting Time

Time In

Focus TimePhysical Time

Down Time Play Time

HR challenges of

technology

•

•

•

“Work is something nearly 3


only few of us really enjoy it.”

Dr. Kandan’s task was to enlighten the audience on

where the world is moving in the area of technology

and how does that impact HR in any organization.

He started with the following startling facts which are

results of a survey:

In 2012, 32% of employees are “planning on

leaving” their employers, vs. 19% two years ago

Only 55% of employees believe their employer is a

sound “long term” place to work vs. 65% over last

three years.

People under the age of 35 are twice as likely to be

looking for new work as older workers.

Dr. K. MuthusamyDr. K. Muthusamy

He shared a model of 3 dimensions that are

interconnected.

3 Dimensions

SocialeHREmployeeSelf-service

Big Data

In the area of social awareness some changing

trends are:

More than 7 out of 10 internet users are member

of at least 1 social network.

Awareness of Facebook is close to 100%

53% of smartphone users compare prices while

shopping.

Now how does that change impact HR in an

organization:

Most HR professionals use social support for

Recruiting.

Greater focus needs to be given to Learning, and

onboarding. The least traction is gleaned by

performance management.

HR of most of the good companies uses social media

for:

Recruitment/ Talent Acquisition

Learning

On boarding

Performance management

The second phase of his presentation was on E-HR.

reaching out to employees for their day to day HR

based needs in the E form has created a massive

change in the entire approach. How does E-HR help:

Streamline HR processes

Reduce HR administration and compliance costs

•

•

•

•

•

•

•

•

•

•

•


The keyword on all the points above is- connectivity.

Whether it is looking for a suitable prospective

employee, his induction on joining, internal

communication in day to day activities or connecting

employee with his family while being in work are

important things that have become possible mainly

because of active role of social media.

The positive outcome in terms of employee happiness

that results into better performance has been

observed as a result of several studies. The major

observations are:

Boost people’s social capital

Identity formation: follow trends online

Emotional well-being : feel good when I am

connected

Gadgets as entertainment tools

Quick support in a new place

Interpersonal interactions

Very interestingly, in the last phase of his presentation,

he came out with scientific facts on how does human

brain work and how it retains something in memory.

The retention capability is limited and gets affected

by information overload and distractions.

•

•

•

•

•

•

Social media &

mindfulness

Mr. Bala started with the

display of his company’s

profile, its market positioning,

distinctive capabilities and

operations in different parts of

the world.

Then he explained about how effectively the company

is connected through social media.

He added a pinch of humor by displaying some slides

that were funny but had a concrete message hidden

about how technology and social media has

transformed the perspective.

L. BalasundaramL. Balasundaram

He then directed his presentation to the impact of

this transformation of HR:

Abundance of channels for recruitment

Reference checks

Induction

Leaders connect

Social media during working hours

Remote work location - support employee to

remain connected with family

•

•

•

•

•

•

The connection with social media and the supporting

apps help in strengthening of this retention capacity.

Lastly, he prescribed a model for healthy life. If a

balance is established amongst all the elements of

this model, a person can really lead a healthy and

happy life.

The Healthy Mind Platter, for Optimal Brain Matter

The Health Mind Platter

Prefrontal Cortex

4–5 % volume of brain

Biological seat of conscious

interactions

Holds the contents of your

mind at any one point

Limited space – chews

up energy

•

•

•

•

Sleep Time

Connecting Time

Time In

Focus TimePhysical Time

Down Time Play Time

HR challenges of

technology

•

•

•

“Work is something nearly 3


only few of us really enjoy it.”

Dr. Kandan’s task was to enlighten the audience on

where the world is moving in the area of technology

and how does that impact HR in any organization.

He started with the following startling facts which are

results of a survey:

In 2012, 32% of employees are “planning on

leaving” their employers, vs. 19% two years ago

Only 55% of employees believe their employer is a

sound “long term” place to work vs. 65% over last

three years.

People under the age of 35 are twice as likely to be

looking for new work as older workers.

Dr. K. MuthusamyDr. K. Muthusamy

He shared a model of 3 dimensions that are

interconnected.

3 Dimensions

SocialeHREmployeeSelf-service

Big Data

In the area of social awareness some changing

trends are:

More than 7 out of 10 internet users are member

of at least 1 social network.

Awareness of Facebook is close to 100%

53% of smartphone users compare prices while

shopping.

Now how does that change impact HR in an

organization:

Most HR professionals use social support for

Recruiting.

Greater focus needs to be given to Learning, and

onboarding. The least traction is gleaned by

performance management.

HR of most of the good companies uses social media

for:

Recruitment/ Talent Acquisition

Learning

On boarding

Performance management

The second phase of his presentation was on E-HR.

reaching out to employees for their day to day HR

based needs in the E form has created a massive

change in the entire approach. How does E-HR help:

Streamline HR processes

Reduce HR administration and compliance costs

•

•

•

•

•

•

•

•

•

•

•


Session 4

Different forms of

diversities encountered

in the Oil & Gas

Industry

•

•

•

•

•

•

•

•

Mr. David Millard touched

upon a very unique and

sensitive issue related to

diversity. He started by correlating the business

model with the need to address the diversity issue in

the organization. He said that there are two

categories of drivers in any organization like Shell:

External:

Customers

Globalization

Mergers & acquisitions

Changing demographics

Internal:

Retention of top talent

Productivity

Work climate

License to grow

David MillardDavid Millard

Session Chairman

Dr. Parag Diwan, Vice Chancellor, University of

Petroleum & Energy Studies

Panelists

•

•

•

David Millard, India Policy & Services

Manager, Shell India Markets Pvt. Ltd.

Harini Sreenivasan, Head – People Group,


Ziad Khoder, HR Manager – INM,


TAPPING INTO DIVERSITY

•

•

•

•

•

•

•

•

•

•

•

•

Compete more effectively for global talent

Improve service and access to data for employees

and managers

Provide real-time metrics to allow decision-makers

to spot trends and manage the workforce more

effectively

Enable HR to transform so it can play a more

strategic role in the business

The third and the last phase of his presentation was

on BIG DATA.

“Big data is a collection of data so large and

complex that it is difficult to process using

traditional data processing applications.”

The typical HR system has more than 400 data

elements about your own employees, and this data

is being updated nearly every day.

We all have Big Data opportunities within our own

HR, L&D, recruiting, and talent management.

Use of analytics in HR Big data can help us to find out

answers to questions like

Why is turnover high in some areas, and low

in some?

What factors drive sales productivity?

Why is their fraud in some departments/service

centers?

What is the impact of training on long term

productivity?

How do we assess the “right” candidates for

Telecom Service business?

“Focus on The Problem, not the Data”

Analytics is Definitely Coming to HR

Recruiting, Learning, Performance measurement

Customer Analytics - CRM (Data Warehouse)

Customer Segmentation (Shopping Basket)Integrated Talent Management Workforce Planning

FROM The Customer Economy and Web TO The Talent Economy

Customer SegmentationPersonalized Products

Globalization, DemographicsSkills and Leadership Shortages

1970s-80s Today

Web Behaviour Analytics (Online shopping)

Predictive Customer Behaviour - CRM

Business-driven Talent analytics

Predictive Talent Models HR Analytics

Then he moved on to a very sensitive and

contemporary issue which perhaps majority of

companies are ignoring. It is developing a LGBT

(Lesbian, Gay, Bisexual, and Transgender) Association.

The basic idea is to respect talent irrespective of the

orientation of the person. The business case is that

people belonging to any of the above categories can

actually turn out to be really good contributing talent

to the company. When the law does not treat this as a

crime or abnormality, no employer has a right to do

so. Companies should create space for them in order

to enable them to perform.

- Voltaire

All people are equal, it is not

birth, and it is virtue alone that

makes the difference.

Diagnosis & prescription

Ms. Srinivasan started by

stating the reasons why

diversity issue in any

organisation needs to be

addressed. It leads to satisfied

internal customers, healthy

work environment that

eventually results in attracting and retaining Talent.

She creatively prescribed a method to diagnose and

resolve diversity issues:

Harini SreenivasanHarini Sreenivasan

The first step as recommended by her is to observe

and understand the factors of diversity:

Employee demography information

- Gender

- Race/religion/linguistics

- Age groups

- Marital Status

Group Dynamics

- Common interests

- Lunch Groups/Informal groups

•

•

Diversity & Inclusion – Shell’s View

Diversity means all the ways we differ. It includes visible differences such as age, gender, ethnicity and physical appearance, as well as underlying differences such as thinking styles, religion, nationality, sexual orientation, and education.

GENDER

RACE

PHYSICALABILITY

RELIGION

NATIONALITYLANGUAGE

VALUE SYSTEMSHERITAGE

FUNCTION

LIFE EXPERIENCE

AGE

THOUGHTPROCESSES

EDUCATION

SEXUALORIENTATION FAMILY STATUS

TALENTS

PERSPECTIVESSKILLSBELIEFS

DIVERSITY

INCLUSION

Inclusion means creating a working culture where differences are valued; where everyone has the opportunity to develop skills and talents consistent with our values and business objectives. The aim is to make Shell an organisation where people feel involved, respected, and connected - where the richness of ideas, backgrounds and perspectives are harnessed to create business value.

He lt check-up i st!a h

f r

1. Look out for obvious and observable symptoms

2. Use simple diagnostic tools for more accurate findings

OR

3. Call the experts


Session 4

Different forms of

diversities encountered

in the Oil & Gas

Industry

•

•

•

•

•

•

•

•

Mr. David Millard touched

upon a very unique and

sensitive issue related to

diversity. He started by correlating the business

model with the need to address the diversity issue in

the organization. He said that there are two

categories of drivers in any organization like Shell:

External:

Customers

Globalization

Mergers & acquisitions

Changing demographics

Internal:

Retention of top talent

Productivity

Work climate

License to grow

David MillardDavid Millard

Session Chairman

Dr. Parag Diwan, Vice Chancellor, University of

Petroleum & Energy Studies

Panelists

•

•

•

David Millard, India Policy & Services

Manager, Shell India Markets Pvt. Ltd.

Harini Sreenivasan, Head – People Group,


Ziad Khoder, HR Manager – INM,


TAPPING INTO DIVERSITY

•

•

•

•

•

•

•

•

•

•

•

•

Compete more effectively for global talent

Improve service and access to data for employees

and managers

Provide real-time metrics to allow decision-makers

to spot trends and manage the workforce more

effectively

Enable HR to transform so it can play a more

strategic role in the business

The third and the last phase of his presentation was

on BIG DATA.

“Big data is a collection of data so large and

complex that it is difficult to process using

traditional data processing applications.”

The typical HR system has more than 400 data

elements about your own employees, and this data

is being updated nearly every day.

We all have Big Data opportunities within our own

HR, L&D, recruiting, and talent management.

Use of analytics in HR Big data can help us to find out

answers to questions like

Why is turnover high in some areas, and low

in some?

What factors drive sales productivity?

Why is their fraud in some departments/service

centers?

What is the impact of training on long term

productivity?

How do we assess the “right” candidates for

Telecom Service business?

“Focus on The Problem, not the Data”

Analytics is Definitely Coming to HR

Recruiting, Learning, Performance measurement

Customer Analytics - CRM (Data Warehouse)

Customer Segmentation (Shopping Basket)Integrated Talent Management Workforce Planning

FROM The Customer Economy and Web TO The Talent Economy

Customer SegmentationPersonalized Products

Globalization, DemographicsSkills and Leadership Shortages

1970s-80s Today

Web Behaviour Analytics (Online shopping)

Predictive Customer Behaviour - CRM

Business-driven Talent analytics

Predictive Talent Models HR Analytics

Then he moved on to a very sensitive and

contemporary issue which perhaps majority of

companies are ignoring. It is developing a LGBT

(Lesbian, Gay, Bisexual, and Transgender) Association.

The basic idea is to respect talent irrespective of the

orientation of the person. The business case is that

people belonging to any of the above categories can

actually turn out to be really good contributing talent

to the company. When the law does not treat this as a

crime or abnormality, no employer has a right to do

so. Companies should create space for them in order

to enable them to perform.

- Voltaire

All people are equal, it is not

birth, and it is virtue alone that

makes the difference.

Diagnosis & prescription

Ms. Srinivasan started by

stating the reasons why

diversity issue in any

organisation needs to be

addressed. It leads to satisfied

internal customers, healthy

work environment that

eventually results in attracting and retaining Talent.

She creatively prescribed a method to diagnose and

resolve diversity issues:

Harini SreenivasanHarini Sreenivasan

The first step as recommended by her is to observe

and understand the factors of diversity:

Employee demography information

- Gender

- Race/religion/linguistics

- Age groups

- Marital Status

Group Dynamics

- Common interests

- Lunch Groups/Informal groups

•

•

Diversity & Inclusion – Shell’s View

Diversity means all the ways we differ. It includes visible differences such as age, gender, ethnicity and physical appearance, as well as underlying differences such as thinking styles, religion, nationality, sexual orientation, and education.

GENDER

RACE

PHYSICALABILITY

RELIGION

NATIONALITYLANGUAGE

VALUE SYSTEMSHERITAGE

FUNCTION

LIFE EXPERIENCE

AGE

THOUGHTPROCESSES

EDUCATION

SEXUALORIENTATION FAMILY STATUS

TALENTS

PERSPECTIVESSKILLSBELIEFS

DIVERSITY

INCLUSION

Inclusion means creating a working culture where differences are valued; where everyone has the opportunity to develop skills and talents consistent with our values and business objectives. The aim is to make Shell an organisation where people feel involved, respected, and connected - where the richness of ideas, backgrounds and perspectives are harnessed to create business value.

He lt check-up i st!a h

f r

1. Look out for obvious and observable symptoms

2. Use simple diagnostic tools for more accurate findings

OR

3. Call the experts

The next step is to conduct an audit on the selected

set of employees and collect relevant data using

Primary and Secondary sources.

Then, there is a need to develop a Diversity Strategy.

For this identification of Experts is to be done.

After this the business heads and the leadership team

has to take conscious initiatives to implement the

strategy. They have to interweave the action plan to

the organization's overall strategy and also consider

the financial implications & identify the key people

and other resources.

The last step will be to constitute a Diversity Council

which will ensure proper communication and action

plan for measuring progress and outcomes.

Lastly, she suggested a prescription as a suggestion

tool to implement all this:

• Develop clear qualifications for each position

• Develop recruiting materials that reflect visible

diversity

• Assemble a diverse interviewing panel

• Build authentic relationships with every employee

• Identify "high potential" employees and let them

know that they're valued

• Make sure that performance evaluations are fair

and unbiased

• Improve work life balance

“Remember – Diversity is necessary but not at the cost

of meritocracy”


Managing careers of

diverse workforce

•

•

•

•

•

•

•

•

•

Mr. Ziad interestingly started

with the statistical facts about

Indian demography. He said

that the expert technical team

is aging because of which

there is a strong need to

develop a deeper pool of talent.

According to him the major challenges in handling

diversity are:

Access into new ideas and methods, innovation

Deeper pool of talents and qualifications

Access to wider business markets

Enhanced business relationships

Culturally richer and motivating experience

He also stated that the same challenges can actually

become powerful tools for HR if they are handled

properly. It can lead to real positive and productive

results if:

Promoted and realized as a Value add, key to the

growth, performance, and long term success of

business

Adopted and endorsed by a corporate policy, top

down, from highest levels

Practiced and visible at all organizational levels

Adopted as de-facto work culture vs. adhoc

diversity initiatives (handling an issue on the table)

He said that there are 3 interlinked elements that

revolve around the entire process of diversified talent

management.

Ziad KhoderZiad Khoder

In order to ensure an objective driven system for performance monitoring and evaluation, following essential points

should always be kept in mind:

Clear up-to-date job description

Documented, clear & realistic

Mutually agreed between employee and management

Periodic reviews (by more than one manager)

•

•

•

•

5 Steps towards implementing a Diversity Strategy

Set up a diversity working group to implement and

monitor progress.

Identify what advice you need and where to get it.

List the things you are not so good at or what you are not doing at all.

Does your o

ganizatio

r

n

have D

ivers

ty

a

i

mission st

a ement

t

?

L st e a

o

i t h reas

f

i y

i et

equal t and d vrsi y

u ayo

re good at

Three interlinked elements:

Career Management of a Diverse Workforce

Market Needs

Educatioanl Systems

Job Market

Business Needs

Economic Conditions

Regulatory Compliance

Corporate Policies

Performance Management

Workforce Mobility

Compensation & Benefits

Indian School of Petroleum & Energy (ISPe) offers invaluable expertise in the

area of hydrocarbon value chain and has been recognized for its expertise as a

training and competency building organization.

ISPe also offers consulting and advisory services and has enabled various

organizations in achieving technical and business excellence.

ISPe has on its panel more than 100 experts, with over 2000 man-years of experience across diverse areas

that provide a strong knowledge backbone to the school.

A major step towards ISPe's mission of providing comprehensive training across the energy sector has been

the development of Certified Distance Learning programs and Work

Integrated Learning Methodology (WILM) programs in association with the University of Petroleum &

Energy Studies.

ABOUT INDIAN SCHOOL OF PETROLEUM & ENERGY

University of Petroleum and Energy Studies (UPES) was established in the year

2003 through UPES Act, 2003 of the State Legislature of Uttarakhand. With an

ambitious vision and unique approach, UPES emerged as an innovative

institution offering industry-focused specialized graduate, post graduate and

doctoral programs in key areas such as Energy, Infrastructure, Transportation,

Information Technology and Legal Process.

Founded by prominent educationalists and industry experts, UPES is committed to maintain high standards

in providing quality education. The university endeavours to be recognized as a 'Nation Builders University'

with a progressive vision of creating specialized professionals in the core sectors that can contribute in the

economic growth of the country.

The university’s objective is to develop domain specific and competent technocrats, professionals and

managers who are ready to join the core industries. Advanced teaching methodologies, innovative and

updated curricula and the focus on 'on-the-job exposure' give UPES students the edge to be readily

deplyable in the chosen field.

ABOUT UNIVERSITY OF PETROLEUM & ENERGY STUDIES

The next step is to conduct an audit on the selected

set of employees and collect relevant data using

Primary and Secondary sources.

Then, there is a need to develop a Diversity Strategy.

For this identification of Experts is to be done.

After this the business heads and the leadership team

has to take conscious initiatives to implement the

strategy. They have to interweave the action plan to

the organization's overall strategy and also consider

the financial implications & identify the key people

and other resources.

The last step will be to constitute a Diversity Council

which will ensure proper communication and action

plan for measuring progress and outcomes.

Lastly, she suggested a prescription as a suggestion

tool to implement all this:

• Develop clear qualifications for each position

• Develop recruiting materials that reflect visible

diversity

• Assemble a diverse interviewing panel

• Build authentic relationships with every employee

• Identify "high potential" employees and let them

know that they're valued

• Make sure that performance evaluations are fair

and unbiased

• Improve work life balance

“Remember – Diversity is necessary but not at the cost

of meritocracy”


Managing careers of

diverse workforce

•

•

•

•

•

•

•

•

•

Mr. Ziad interestingly started

with the statistical facts about

Indian demography. He said

that the expert technical team

is aging because of which

there is a strong need to

develop a deeper pool of talent.

According to him the major challenges in handling

diversity are:

Access into new ideas and methods, innovation

Deeper pool of talents and qualifications

Access to wider business markets

Enhanced business relationships

Culturally richer and motivating experience

He also stated that the same challenges can actually

become powerful tools for HR if they are handled

properly. It can lead to real positive and productive

results if:

Promoted and realized as a Value add, key to the

growth, performance, and long term success of

business

Adopted and endorsed by a corporate policy, top

down, from highest levels

Practiced and visible at all organizational levels

Adopted as de-facto work culture vs. adhoc

diversity initiatives (handling an issue on the table)

He said that there are 3 interlinked elements that

revolve around the entire process of diversified talent

management.

Ziad KhoderZiad Khoder

In order to ensure an objective driven system for performance monitoring and evaluation, following essential points

should always be kept in mind:

Clear up-to-date job description

Documented, clear & realistic

Mutually agreed between employee and management

Periodic reviews (by more than one manager)

•

•

•

•

5 Steps towards implementing a Diversity Strategy

Set up a diversity working group to implement and

monitor progress.

Identify what advice you need and where to get it.

List the things you are not so good at or what you are not doing at all.

Does your o

ganizatio

r

n

have D

ivers

ty

a

i

mission st

a ement

t

?

L st e a

o

i t h reas

f

i y

i et

equal t and d vrsi y

u ayo

re good at

Three interlinked elements:

Career Management of a Diverse Workforce

Market Needs

Educatioanl Systems

Job Market

Business Needs

Economic Conditions

Regulatory Compliance

Corporate Policies

Performance Management

Workforce Mobility

Compensation & Benefits

Indian School of Petroleum & Energy (ISPe) offers invaluable expertise in the

area of hydrocarbon value chain and has been recognized for its expertise as a

training and competency building organization.

ISPe also offers consulting and advisory services and has enabled various

organizations in achieving technical and business excellence.

ISPe has on its panel more than 100 experts, with over 2000 man-years of experience across diverse areas

that provide a strong knowledge backbone to the school.

A major step towards ISPe's mission of providing comprehensive training across the energy sector has been

the development of Certified Distance Learning programs and Work

Integrated Learning Methodology (WILM) programs in association with the University of Petroleum &

Energy Studies.

ABOUT INDIAN SCHOOL OF PETROLEUM & ENERGY

University of Petroleum and Energy Studies (UPES) was established in the year

2003 through UPES Act, 2003 of the State Legislature of Uttarakhand. With an

ambitious vision and unique approach, UPES emerged as an innovative

institution offering industry-focused specialized graduate, post graduate and

doctoral programs in key areas such as Energy, Infrastructure, Transportation,

Information Technology and Legal Process.

Founded by prominent educationalists and industry experts, UPES is committed to maintain high standards

in providing quality education. The university endeavours to be recognized as a 'Nation Builders University'

with a progressive vision of creating specialized professionals in the core sectors that can contribute in the

economic growth of the country.

The university’s objective is to develop domain specific and competent technocrats, professionals and

managers who are ready to join the core industries. Advanced teaching methodologies, innovative and

updated curricula and the focus on 'on-the-job exposure' give UPES students the edge to be readily

deplyable in the chosen field.

ABOUT UNIVERSITY OF PETROLEUM & ENERGY STUDIES

www.isp.co.in

P R O C E E D I N G S

Repositioning Oil & Gas Industry as an

Attractive Talent Destination

August 21, 2014. Hotel Taj Lands End, Mumbai

13th Oil & Gas HR Round Table13th Oil & Gas HR Round Table

MINISTRY OF POWERGOVERNMENT OF INDIA

CENTRAL ELECTRICITY AUTHORITY

APPROVED TRAINING PROVIDER

LOOKING AHEAD TO ENERGY

ISPe, the Indian School of Petroleum & Energy is a reputed Training & Consulting company in various facets of the energy value chain including Exploration & Production, Refining, Retailing, Petrochemical, Power, Supply Chain & Logistics and Auxiliary Services.

For your various training needs ISPe offers customized programs at your convenience and at a location of your choice with no disruption to daily working.

• Enhance the competencies of youremployees through ISPe’ short durationin–company training programs coveringall aspects of the Hydrocarbon, Powervalue chain, Soft skills and others.

• Upgrade educationalqualification ofyour managers andengineers throughISPe’ unique WILM(Work IntegratedLearning Methodology)in associationwith its academicpartner University ofPetroleum & EnergyStudies. ISPe’s offeringunder WILM certifiedprograms,management andengineering diploma & degree program.

• To fulfill your requirements ofmanpower for short duration projects/assignments, ISPe offers trainedmanpower without any employmentliability to your organization.

Ahmedabad+91-79-40007933/34+91-9429625193

Contact us:

New Delhi+91-11-41730151/52/53+91-9999303983

Mumbai+91-22-67931912/13/14+91-9820918102

www.isp.co.in

Kolkata+91-33-40075884/86

Education

Oil & gas HR Round Table Proceedings