The document summarizes the proceedings of the 13th Oil & Gas HR Round Table meeting. Over 150 HR professionals from over 70 oil and gas companies participated in the event. It included five key sessions on various topics related to attracting and retaining talent in the oil and gas industry, including a CEO panel discussion and sessions on current best practices, reinventing learning, social media engagement, and tapping diversity. The round table provided a platform for discussion of challenges and trends in the industry's human resources.

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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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2. 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 Studies
Dehradun
Principal Sponsor
Corporate Sponsors

3. 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 Studies
Dehradun
Principal Sponsor
Corporate Sponsors

4. 3 4
INAUGURAL SESSION
CEO’S PANEL DISCUSSION – REPOSITIONING
OIL & GAS INDUSTRY AS AN ATTRACTIVE TALENT
DESTINATION
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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,
TOTAL Oil India Pvt. Ltd.
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),
Reliance Industries Ltd.
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,
Shell India Markets Pvt. Ltd.
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,
University of Petroleum & Energy Studies
Vote of Thanks: Vikas Narula, Sr. Dy. Director - Corporate
Relations, Indian School of Petroleum & Energy
Program Schedule
B. Vijay Kumar
Chairman & 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 Sundaresan
Managing 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),
Kongsberg Oil & Gas Tech. Pvt. Ltd.
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. Raghavendran
President (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
Reliance Industries Ltd.
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. Gupta
Managing 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 Ghosh
Pro 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. 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,
TOTAL Oil India Pvt. Ltd.
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),
Reliance Industries Ltd.
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,
Shell India Markets Pvt. Ltd.
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,
University of Petroleum & Energy Studies
Vote of Thanks: Vikas Narula, Sr. Dy. Director - Corporate
Relations, Indian School of Petroleum & Energy
Program Schedule
B. Vijay Kumar
Chairman & 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 Sundaresan
Managing 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),
Kongsberg Oil & Gas Tech. Pvt. Ltd.
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. Raghavendran
President (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
Reliance Industries Ltd.
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. Gupta
Managing 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 Ghosh
Pro 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.

6. 5 6
Dr. Rakesh Walia
Vice 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. Shrihari
Professor & 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.
University of Petroleum & Energy Studies
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 Mukerjee
Country 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 Chawla
President & 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 Tuli
Vice 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 Rajgopal
Vice 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
Shell India Markets Pvt. Ltd.
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 Khekale
Group 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 Kumar
CEO
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 Gurunathan
Sr. 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 Paithankar
Vice 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
Emerson Process Management (India) Pvt. Ltd.
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.
13th HR Round Table - Proceedings 13th HR Round Table - Proceedings

7. 5 6
Dr. Rakesh Walia
Vice 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. Shrihari
Professor & 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.
University of Petroleum & Energy Studies
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 Mukerjee
Country 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 Chawla
President & 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 Tuli
Vice 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 Rajgopal
Vice 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
Shell India Markets Pvt. Ltd.
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 Khekale
Group 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 Kumar
CEO
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 Gurunathan
Sr. 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 Paithankar
Vice 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
Emerson Process Management (India) Pvt. Ltd.
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.
13th HR Round Table - Proceedings 13th HR Round Table - Proceedings

8. Manish Sinha
Head (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 Singh
Director (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. Balasundaram
Vice 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 Muthusamy
Head 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.
Reliance Industries Ltd.
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 Millard
India 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
Shell India Markets Pvt. Ltd.
experience in the Retail and Real Estate sectors.
Mr. Millard holds post-graduate qualifications
in Psychoanalysis, HR and Public
Administration.
Harsh P. Bhosale
Sr. 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 Sreenivasan
Head – 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 Khoder
HR 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
Schlumberger Asia Services Ltd.
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.
13th HR Round Table - Proceedings 13th HR Round Table - Proceedings
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. Manish Sinha
Head (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 Singh
Director (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. Balasundaram
Vice 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 Muthusamy
Head 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.
Reliance Industries Ltd.
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 Millard
India 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
Shell India Markets Pvt. Ltd.
experience in the Retail and Real Estate sectors.
Mr. Millard holds post-graduate qualifications
in Psychoanalysis, HR and Public
Administration.
Harsh P. Bhosale
Sr. 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 Sreenivasan
Head – 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 Khoder
HR 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
Schlumberger Asia Services Ltd.
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.
13th HR Round Table - Proceedings 13th HR Round Table - Proceedings
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.

10. 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.
Opening Address - The year that was
13th HR Round Table - Proceedings 13th HR Round Table - Proceedings

11. 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.
Opening Address - The year that was
13th HR Round Table - Proceedings 13th HR Round Table - Proceedings

12. 11 12
Opening Address - The year that was
•
•
•
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
13th HR Round Table - Proceedings 13th HR Round Table - Proceedings
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

13. 11 12
Opening Address - The year that was
•
•
•
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
13th HR Round Table - Proceedings 13th HR Round Table - Proceedings
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

14. 13 14
CEO Panel Discussion
13th HR Round Table - Proceedings 13th HR Round Table - Proceedings
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
CEO Panel Discussion
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. 13 14
CEO Panel Discussion
13th HR Round Table - Proceedings 13th HR Round Table - Proceedings
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
CEO Panel Discussion
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

16. 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
prospective employees.
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
University of Petroleum & Energy Studies
Panelists
•
•
•
Sidharath Tuli, Vice President & Head
(HR), Hydrocarbon IC, L&T Ltd.
Suri Rajgopal, Vice President, HR India
Operations, Shell India Markets Pvt. Ltd.
Dr. Shrihari, Professor & Campus Director
University of Petroleum & Energy Studies
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 360
EMPOWER

17. 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
prospective employees.
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
University of Petroleum & Energy Studies
Panelists
•
•
•
Sidharath Tuli, Vice President & Head
(HR), Hydrocarbon IC, L&T Ltd.
Suri Rajgopal, Vice President, HR India
Operations, Shell India Markets Pvt. Ltd.
Dr. Shrihari, Professor & Campus Director
University of Petroleum & Energy Studies
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 360
EMPOWER

18. 17 1813th HR Round Table - Proceedings 13th HR Round Table - Proceedings
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,
Emerson Process Management India
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..OF
TECHNOLOGY”
The four emerged technologies - Cloud,
mobile, social & analytics - can recraft the
employee’s experience - enabling faster
learning 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
Acquisition
Talent 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

19. 17 1813th HR Round Table - Proceedings 13th HR Round Table - Proceedings
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,
Emerson Process Management India
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..OF
TECHNOLOGY”
The four emerged technologies - Cloud,
mobile, social & analytics - can recraft the
employee’s experience - enabling faster
learning 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
Acquisition
Talent 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