UPES: 9th Oil & Gas HR Table

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Introduction
The 9th Oil & Gas HR Round Table saw a significant increase in the participation from oil & gas and power sector companies. The meeting was attended by over 150 HR professionals from over 75 companies from national, international and independent oil & gas, power companies, government & NGOs, service providers and consulting companies, which included: Aarvi Encon Pvt. Ltd. Ace Energy Infrastructure Pvt. Ltd. Adani Power Ltd. Afcons Infrastructure Ltd. Anglo Technical Recruitment Ltd. Arya Offshore Services Pvt. Ltd. Baker Hughes Singapore Pte. BG India Bharat Forge Ltd. Bharat Oman Refineries Ltd. Bharat Petroleum Corp. Ltd. BJ Services Company Middle East Ltd. Bureau Veritas (I) Pvt. Ltd. Cairn Energy India Pty. Ltd. Dolphin Offshore Enterprises (India) Ltd. Drive India Enterprise Solutions Ltd. Emerson Process Management (India) Pvt. Ltd. Essar Engineering Services Ltd. Juris Corp. Advocates & Solicitors Kalpataru Power Transmission Ltd. L&T Ltd. Linde Engineering Services India Pvt. Ltd. Lobo Staffing Solutions Pvt. Ltd. MpowerEnergy Associates NaftoGaz India Pvt. Ltd. Nagarjuna Oil Corporation Ltd. Niko Resources Ltd. Oil India Ltd. OM Freight Forwarders Pvt. Ltd. ONGC Ltd. Parichay Management Consultants Pawan Hans Helicopters Ltd. Petroleum Federation of India Petronet LNG Ltd. Power Grid Corp. of India Ltd. PricewaterhouseCoopers Pvt. Ltd. Reliance Industries Ltd. Reliance Infrastructure Ltd. Sabarmati Gas Ltd. SAGA Global Consultants Schlumberger Asia Services Ltd. Shell India Markets Pvt. Ltd. Simplex Infrastructures Ltd. Singhania & Co. Strategic Projects & Technical Services Pvt. Ltd. Taurus Contractors Pvt. Ltd. Thermax Ltd. TUV India Pvt. Ltd. VVF Ltd. Weatherford WesternGeco International Ltd.
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Contents
Page Associates and Event Sponsors........................................ 1 Introduction.............................................................................. 2 Program Schedule.................................................................. 3 Speakers Profile....................................................................... 4 Setting the Tone...................................................................... 12 Keynote Address..................................................................... 14 CEOs Panel Discussion......................................................... 16 Session-wise Proceedings................................................... 19 The Organizers: India School of Petroleum & Energy, 1st Floor, 55, Community Centre, East of Kailash, New Delhi - 110 065. The Proceedings are conceptualized and compiled by Ms. Tanushree Sharma and formatted by Mr. Vikas Narula, India School of Petroleum & Energy. vikas.n@isp.co.in
Essar Exploration & Production (I) Ltd. Essar Oil Ltd. GAIL (India) Ltd. Gammon India Ltd. GeoEnpro Petroleum Ltd. Great Offshore Ltd. Green Gas Ltd. GSPC Gas Co. Ltd. Gujarat Gas Co. Ltd. Hindustan Electricity Generation Co. Pvt. Ltd. Hindustan Petroleum Corp. Ltd. IBM India Pvt. Ltd. IndianOil Corp. Ltd.
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The meeting was split into seven key sessions. Here is an attempt to summarize the key discussions and action points for each session in the subsequent pages.
9th Oil & Gas HR Round Table - Proceedings
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Program Schedule
Day One
9:30am 10:00am : :
Speakers Profile
Session 4 : Search & Deployment of New & Existing Talent Session Chairman: Dr. Parag Diwan, Vice Chancellor, University of Petroleum & Energy Studies Manoj Parmesh, Region Organization Development Manager, West MENA, Weatherford International Ltd. Shailesh Desai, Project & Engineering Services, Regional Manager East Electrical PELE, Shell India Markets Pvt. Ltd. Session 5 : Changing Face of Talent in Marketing Session Chairman: S. Behuria, Chairman, Petroleum Federation of India R.K. Chaturvedi, President, Petroleum Business, Reliance Industries Ltd. Kamal Tandon, Zonal Dy. General Manager, GAIL (India) Ltd. Sunil N. Gulrajani, Marketing Manager, India & Bangladesh, Schlumberger Oil Field Services Ltd. 5:30pm : Summary and End of Day 1
Thursday, August 26, 2010

Registration & Welcome Tea Opening Address - The year that was
Sanjay Kaul
President University of Petroleum & Energy Studies
Mr. Sanjay Kaul is the founder President of the University of Petroleum & Energy Studies. His tasks and responsibilities include positioning of the university nationally and globally among the stakeholders i.e. policy makers, key influentials, academic and research institutions and the industry. He provides valuable and strategic inputs to the
management, boards and faculty of the university towards the future industry scenarios and skills set required for professionals of generation next. He is a management graduate with distinction from St. Xaviers Institute of Management, Mumbai and has over 23 years of professional experience with Chevron, Shell and PwC in the energy sector. Mr. Kaul is also the global leader for Energy and Resources Practice for Deloitte in India.
Sanjay Kaul, President, University of Petroleum & Energy Studies 10:15am : Keynote Address
S. Sundareshan, Secretary, Ministry of Petroleum & Natural Gas, Govt. of India 10:30am : CEOs Panel Discussions
N.M. Borah, Chairman & Managing Director, Oil India Ltd. Rahul Dhir, Managing Director & CEO, Cairn Energy India Pty. Ltd. Rajeev Sonthalia, Vice President & Managing Director, Schlumberger, Asia Services Ltd. Walter Simpson, President & Managing Director, BG India Session 1 : Changing Dimensions of 'Talent Mix' in Organizations
S. Sundareshan
Secretary, Ministry of Petroleum & Natural Gas, Govt. of India
Mr. Sundareshan did his Masters from the Bombay University and MBA from the University of Leeds, Britain. He was Chairman of Forward Markets Commission, Govt. of India and held senior positions in the Ministry of Finance and Commerce. Mr. S. Sundareshan was charged as the
Secretary of the Ministry of Petroleum and Natural Gas from February 1, 2010. Previously, Mr. Sundareshan was the Additional Secretary and Special Secretary in the ministry. He is an Indian Administrative Service officer of the 1976 batch Kerala cadre. The 58-year-old officer has handled several important assignments in Kerala too, including Principal Secretary (Revenue) and Secretary of the Department of Expenditure.
Session Chairman: S. Mohan, Director (HR), Bharat Petroleum Corp. Ltd. Lakshmi Suresh, HR Manager, India & Southwest Asia, Baker Hughes Yogi Sriram, Executive Vice President (HR & Administrative Services), Larsen & Toubro Ltd. Anil Sharma, Head (Learning & Development), Essar Oil Ltd. Session 2 : Finance Talent Newer Dimensions Session Chairman: C. Ramulu, former Director (Finance), Hindustan Petroleum Corp. Ltd. V.K. Sood, Executive Director (Corporate Finance), IndianOil Corp. Ltd. S. Varadarajan, Executive Director (Corporate Finance), Bharat Petroleum Corp. Ltd. Session 3 : Emerging Talent Trends in Technology Management including Research Session Chairman: Rajeev Bhadauria, President (HR), Reliance ADAG Srinivas Peri, Sr. Manager (Executive Hiring), IBM India Pvt. Ltd. B. Ananthakrishnan, Head (Reservoir Development), Cairn India Ltd.
Day Two
Friday, August 27, 2010
Session 6 : Striking Gender Balance in the Sector Session Chairman: Deepti Sanzgiri, Executive Director (HRD), Bharat Petroleum Corp. Ltd. Lisa Silipigno-OBrien, Personnel Manager, INM, Schlumberger Oil Field Services Ltd. Regina Shadle, Director (Human Resources), Asia Pacific Region, Baker Hughes P. Senthil Kumar, Director (HR & Administration), Cairn Energy India Pty. Ltd. V.M. Kaul, Director (Personnel), Power Grid Corp. of India Ltd. Session 7 : Innovative Ways of Managing Talent (New HRM Frontiers of Leading from the Front) Session Chairman: V.C. Agrawal, former Director (HR), IndianOil Corp. Ltd. R. Suriyanarayana, Vice President (Human Resources), BG India P.K. Devchoudhury, Chief Coordinator (BP), Oil India Ltd. 1:00pm : Summary & Close of Conference
N.M. Borah
Chairman & Managing Director Oil India Ltd.
Mr. Borah holds a Bachelors degree in Petroleum Engineering from the Indian School of Mines, Dhanbad. He also holds a Post Graduate Diploma in Petroleum Prospecting and Reservoir Evaluation from the Norwegian Institute of Technology, Trondheim, Norway. He is associated with the Society of Petroleum Engineers, USA and the Society of Petroleum
Geophysics. He has over 36 years of experience in the oil and gas exploration and production industry. He is a member of the top level strategy team and is responsible for Oil India's foray into international exploration activities. Previously, he held the post of Group General Manager (Main Producing Area) and General Manager (Geosciences) in the company. He joined the Board on May 6, 2004 as Director (Operations) and was elevated to the position of Chairman and Managing Director with effect from December 1, 2008.
Rahul Dhir
Managing Director & CEO Cairn Energy India Pty. Ltd.
Mr. Rahul Dhir aged 43 was born in Delhi and completed his B. Tech. from the Indian Institute of Technology, Delhi and later completed his MS from the University of Texas at Austin; and MBA from Wharton Business School in Pennsylvania. Mr. Dhir started his career as an Oil & Gas Reservoir Engineer before moving into
investment banking in the year 1994. He has worked at SBC Warburg, Morgan Stanley and Merrill Lynch where he managed a team advising several major oil companies and a number of independent E&P companies on mergers, acquisitions, and capital market related issues. He worked as the Managing Director and cohead of Energy and Power Investment Banking at Merrill Lynch before joining Cairn India in May 2006.
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Speakers Profile
Rajeev Sonthalia
Vice President & Managing Director Schlumberger Asia Services Ltd.
Mr. Rajeev Sonthalia took over in August 2007. He started his career with Schlumberger as a Wireline Field Engineer in March 1992 in offshore Mumbai. He worked in various positions in field operations and management for the Wireline business unit, in India and the United Kingdom before returning to India as HR Head of Schlumberger in 1999. Subsequent to this assignment, he moved to Houston, USA and worked in the strategy group of the Drilling & Measurements division of Schlumberger from 2002 to 2004. He headed the Drilling & Measurements business for Schlumberger in Kuwait, China, Korea and Japan before returning to India once again in August 2007. Mr. Sonthalia has a degree in Engineering Physics from the Indian Institute of Technology, Mumbai and a Masters degree in Business Administration from the Erasmus University in the Netherlands.
Speakers Profile
Personnel Management & IR from the Tata Institute of Social Sciences, L.L.B. from the Executive Vice President (HR & Administrative University of Delhi and M.B.A. in Organization Services), Larsen & Toubro Ltd. Behavior from the Faculty of Management Mr. Yogi Sriram has over 30 years of Studies (FMS), University of Delhi. experience in the Human Resources Mr. Sriram also has a Diploma in Training and Development function, of which 17 years are Development from Indian Society for Training & in leading Human Resources teams in Development. He is accredited in psychometric companies of major significance. testing techniques such as MBTI at NTL Maine He has an Honors degree in Economics from US, FIRO-B and has gone through extensive Sriram College of Commerce, Masters in training in personal counseling (Karkuff Model).
Yogi Sriram
Walter Simpson
President & Managing Director BG India
Mr. Walter Simpson is responsible for both upstream/downstream business of BG in India which also includes India's largest downstream company, Gujarat Gas Co. Ltd. Mr. Simpson joined the BG India team in 2009 from BGs Head Office, where he had been the Groups Vice President and General Manager for Production, Operations & Well
Engineering since 2006. He joined BG Group in 1999 and worked on the UK assets in Aberdeen before moving to the Head Office in Reading as Head of Well Engineering in 2004. He has been associated with the oil and gas industry for 25 years and has worked majorly as an independent operator and a large scale service provider. He holds a Masters Degree in Engineering Science from Oxford and Petroleum Engineering from Herriot Watt.
Anil Sharma
Head (Learning & Development) Essar Oil Ltd.
A B.Sc. Geology and Post Graduate in HR from M.S. University, Vadodara. Mr. Sharma has over 21 years of experience with the Energy Sector, Automobiles & Auto Component and IT industry. He is known for his Training and Development initiatives in the industry and building the start up organizations.
He has an extensive exposure to organization re-structuring, Leadership development, Change Management, Attractive Talent and Acquisition. One of his key strengths is to engage employees wherever he has worked.
S. Mohan
Director (HR) Bharat Petroleum Corp. Ltd.
Mr. S. Mohan is Director (Human Resources) on the Board of Bharat Petroleum Corp. Ltd., a Fortune 500 company. Mr. Mohan graduated in Mechanical Engineering from the Birla Institute of Technology & Science, Pilani, in 1973 and completed his MBA from the Indian Institute of Management, Bangalore in 1977. He
worked in Tata Engineering & Locomotive Co. (TELCO) and Bharat Heavy Electricals Ltd., (BHEL) before joining Bharat Petroleum Corporation Limited in 1983. During his career spanning 25 years in Bharat Petroleum, he held key positions in the Engineering and Projects functions. He was Personnel Manager of the Eastern Region, General Manager of the Southern Region, Business Head of LPG, Executive Director (Human Resources Development), till his appointment to the Board.
C. Ramulu
Former Director (Finance) Hindustan Petroleum Corp. Ltd.
Mr. C. Ramulu was Director (Finance) of Hindustan Petroleum Corporation Limited (HPCL), India, till January 31, 2008 which is a Fortune 500 downstream oil company with a turnover of over Rs. 100,000 crores. At present, Mr. Ramulu is working as a consultant and advises various corporations on Strategic, Financial and General
Management Issues. Mr. Ramulu is a Chartered Accountant and Company Secretary and a rank holder at the All India Level. Mr. Ramulu secured distinction in MBA from the University of Leeds, U.K. He has participated in various Management programs, and also presented papers at National and International Conferences.
Lakshmi Suresh
HR Manager, India & Southwest Asia Baker Hughes
Ms. Lakshmi Suresh is Manager India & Southwest Asia for Baker Hughes, Oil Field Service Company. She joined the company in October 2008. Prior to joining Baker Hughes; she was General Manager HR for Kuoni Travel Group, India. She was part of Kuoni Travel Group for 13 years and held various positions.
She began her career as a Marketing person and then moved to teaching for a year. She then moved to Personnel & HR function and has a career span of over 18 years. Throughout she was handling HR Generalist Role. Ms. Suresh is an Economics Graduate, Post Graduate Diploma in Industrial Relations & Personnel Management and Masters in Human Resources Development & Management.
V.K. Sood
Executive Director (Corporate Finance) IndianOil Corp. Ltd.
Mr. V.K. Sood has over 34 years of experience in the Oil Industry. Presently, he is heading Finance Department in Corporate Office which oversees finance functions of all the divisions of the corporation. He is a Chartered Accountant. During his tenure, he has relentlessly pursued excellence in quality and speed of each activity.
He was also in-charge of HR function of Marketing Division from 2004 to 2006. He has a passion for development of human resources and keen interest in training and development activities of the Corporation inside as well as outside. While heading HR, initiatives like Leadership Mirroring Survey and Competency Mapping of senior management was undertaken largely with the objective of placing right people in the right job.
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Speakers Profile
S. Varadarajan
Executive Director (Corporate Finance) Bharat Petroleum Corp. Ltd.
Mr. S. Varadarajan has completed schooling from Don Bosco Matriculation School and graduated in Commerce group from Vivekananda College, Chennai, and then completed Chartered Accountancy as well as Cost Accountancy. He joined Bharat Petroleum Corporation Limited in 1983, and held various stints in Pricing, Regional Finance, Management Accounting, Corporate Planning and Head of Strategy. He served as Vice-President, Finance in Bharat Shell Ltd., a joint venture of BPCL and Shell. He was Head of the Retail Business for Southern Region from July 2002 to April 2006. Currently, he is heading Corporate Finance for BPCL in Mumbai.
Speakers Profile
Dr. Parag Diwan
Vice Chancellor University of Petroleum & Energy Studies
Dr. Diwan did his post graduation in Chemical Engineering and Doctorate in Business Administration with thesis on Designing and Development of an Enterprise Resource Planning System. He passed all his degree programs with top honors. His specialization is in organization wide roll-outs of management solutions in terms of People (attitudinal training and training the trainer); Technology (Technological Solutions-ERP, Communication Computing, MIS) and Application Assessment (Learning and Application Assessment Benefit Analysis). He has been perfected in various organizations and especially during his seven year tenure as Dean & Director of Centre for Management Education at AIMA.
Rajeev Bhadauria
President (HR) Reliance ADAG
Mr. Rajeev Bhadauria brings along with him more than 2 decades of wide experience across the entire gamut of HR. He started his career in NTPC and thereafter headed the Northern region before joining BSES Ltd. in 1995. At BSES, now known as Reliance ADAG, he headed the HR of Dahanu Thermal Power Station during the days of its infancy, which is
rated as one of the best coal based power stations of the world in its category. He has a number of credits to his account like creation of the All India Contract division at Noida with 5 Regional Offices across the country; setting up of the key team at BSES Telecom that lay down the first Metropolitan Area Network; privatization of Delhi and Orissa Distribution companies and several such critical HR issues of transition and transformation across the power and telecom space.
Manoj Parmesh
Region Organization Development Manager West MENA, Weatherford International Ltd.
Mr. Manoj Parmesh has done his PGCPM from IIM Kozhikode. He is currently working as Region HR & OD Manager for West MENA region of Weatherford International. In his current role, Mr. Parmesh is responsible for HR, Training/Competency and Organizational planning functions for all MAGHREB Countries such as Algeria, Tunisia, Morocco,
Mauritannia & Mali comprising 1800 employees and US $ 500 million in revenue. Mr. Parmesh was previously the Country HR Manager for Weatherford in India and has moved into his new role three months back.
Srinivas Peri
Sr. Manager (Executive Hiring) IBM India Pvt. Ltd.
Mr. Peri holds a Masters in Psychology and posseses a total work experience of 15 years across various HR roles. He was instrumental in building teams globally and across the technology and consulting spectrum over the last 15 years.
Mr. Peri has worked with both Indian and Multinational firms in various geographies. One of his earlier roles was as L&D Manager with Adobe Systems.
Shailesh Desai
Regional Manager East Electrical, PELE Shell India Markets Pvt. Ltd.
Mr. Shailesh Desai has 30 years experience in the Oil & Gas industry. He joined Shell in 1980 after graduating in Electrical Engineering from Nottingham University in UK. Initially, he worked in Downstream Shell refineries in UK for 15 years in various project and maintenance management roles. Since then he has had diverse and varied
experiences of working in different geographies, cultures and businesses including-the Netherlands (mainly LNG), Muscat Oman (EP), KL-Malaysia (various sectors). Mr. Desai is very interested in sports particularly cricket & rugby, however watching more than participating. His passion is travelling & immersing himself in the cultural atmosphere around ancient monuments.
B. Ananthakrishnan
Head (Reservoir Development) Cairn India Ltd.
Mr. B. Ananthakrishnan is a post graduate in Petroleum Geology and has 20 years experience in the industry with 14 years in Cairn. He has worked in both exploration and development projects in Cairn and has been closely associated with the Rajasthan project
since 2003. Mr. Ananthakrishnan currently heads the Reservoir Development department in Cairn Energy.
S. Behuria
Chairman Petroleum Federation of India
With over 35 years rich experience of the oil & gas industry, Mr. Sarthak Behuria is Chairman, Petroleum Federation of India (PetroFed) and Advisor, Petronet LNG Ltd. For a five year term which ended in February 2010, he was Chairman, Indian Oil Corporation Ltd. - Indias largest commercial enterprise with a 2008-09 turnover of US$62 billion. He was concurrently Chairman of a group company
Chennai Petroleum Corporation Ltd., besides heading IOT Infrastructure & Energy Services Ltd., a joint venture for building and operating terminalling services for petroleum products. Under the stewardship of Mr. Behuria, IndianOil transformed into a major, diversified, transnational integrated energy company through strategic initiatives across the hydrocarbon value chain, including petrochemicals, and globalization of operations.
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Speakers Profile
R.K. Chaturvedi
President, Petroleum Business Reliance Industries Ltd.
Mr. Rajiv Chaturvedi has 36 years of experience in the Petroleum Industry in India. He worked with 2 State owned Oil Companies IBP and Bharat Petroleum for different assignments in sales, distribution, operations and HR before joining Reliance Industries as Chief Operating Officer. Mr. Chaturvedi was part of the leadership team in Reliance responsible for developing the strategy for Petroleum Retail and setting up a network of 1400 retail outlets across the country in a record time. He has now been entrusted with the responsibility for learning, growth & organization development in Petroleum Business of Reliance Industries.
Speakers Profile
Lisa Silipigno-OBrien
Personnel Manager, INM Schlumberger Oil Field Services Ltd.
Ms. Lisa Silipigno-OBrien is the Personnel Manager for Schlumberger Oilfield operations in Indian and Bangladesh. She is a certified Professional Engineer (P.E.) in Petroleum Engineering in the United States and holds a Senior Human Resource Professional (SHRP) certification recognized by the Society of Human Resource Management (SHRM). Ms. Lisa has a Bachelors degree in Civil Engineering Systems from the University of Pennsylvania and has over 16 years of experience in the Oil & Gas business.
Kamal Tandon
Zonal Dy. General Manager GAIL (India) Ltd.
Mr. Kamal Tandon is a B.E. (Chemical) from Department of Chemical Engineering & Technology, Punjab University, Chandigarh and MBA in Marketing from Narsee Monjee Institute of Management Studies, Mumbai. Mr. Tandon posseses 25 years of work experience in the field of marketing of Natural Gas, Polymers and Petrochemical
products with two of Indias outstanding public sector enterprises (GAIL and IPCL). His technical background has extensively involved him with production teams of the companies in formulating policies for management of production of the products, production planning and ensuring the product meets with all the quality.
P. Senthil Kumar
Director (HR & Administration) Cairn Energy India Pty. Ltd.
Mr. P. Senthil Kumar began his career as production engineer at ICI. He has been with Cairn India since January 2005. He is responsible for strategic decision making in the areas of HR policy, compensation planning, recruitment and performance management in the organization. Mr. Kumar holds a Post Graduate in
Personnel Management and Industrial Relations from Xavier Labor Relations Institute (XLRI), Jamshedpur and a Bachelors degree in Technology (Chemical Engineering).
Sunil N. Gulrajani
Marketing Manager, India & Bangladesh Schlumberger Oil Field Services Ltd.
Mr. Sunil Gulrajanis career in the Oil & Gas sector spans over 16 years, all of which are with Schlumberger. He commenced in a Research and Development function at Tulsa, USA and subsequently diversified into a series of Marketing and Team Management responsibilities at Aberdeen, UK, Port Harcourt, Nigeria, and Paris, France,
respectively. During his various stints, Mr. Gulrajani has been exposed to client-focused responsibilities, technology promotion, and developing Marketing & Sales teams across all disciplines in the Upstream E&P business. Mr. Gulrajanis current responsibility focuses on strategically positioning Schlumbergers technology portfolio in India, Bangladesh & Sri Lanka. Immediately prior to his current assignment, Mr. Gulrajani was the Global Sales Manager for Schlumbergers Completions segment, based in Houston, USA.
Regina Shadle
Director (Human Resources), Asia Pacific Region, Baker Hughes
Ms. Regina L. Shadle (Kuala Lumpur, Malaysia) is currently engaged in an expatriate assignment for Baker Hughes incorporated and serves as the companys Director of Human Resources for Asia Pacific, based out of Kuala Lumpur Malaysia. Prior to her current assignment, she served as the Chemical Divisions Talent Manager for
Europe, Africa, Russia & the Caspian based out of Aberdeen, Scotland. In addition to her core responsibilities, she facilitated the development of BHIs Corporate Diversity & Inclusion efforts which was launched in 2009. Ms. Shadle joined Baker Hughes in 2005 as the lead Human Resources Manager for the Chemical Divisions Manufacturing & Support Functions based in Texas.
Deepti Sanzgiri
Executive Director (HRD) Bharat Petroleum Corp. Ltd.
Ms. Deepti Sanzgiri is a Chartered Accountant, a trained behavioral trainer and a certified Master Coach in Organization Learning Methodology by Innovation Associates USA, and trained in Performance Coaching by Sir John Whitmore of Performance Consultants, UK. Ms. Sanzgiri has had a wide experience in training. She
has also been trained in creativity techniques by Prof. Pradeep Khandwala, faculty IIM (Ahmedabad). Ms. Sanzgiri has had varied experience in the Finance function holding several important portfolios like Management Accounting, Pricing and Commercial and Treasury Management. Before taking over as ED (HRD) in BPCL, she was heading Strategy and Finance functions in Retail SBU of BPCL.
V.M. Kaul
Director (Personnel) Power Grid Corp. of India Ltd.
Mr. V. M. Kaul is a first class Bachelor of Mechanical Engineering from IIT, Delhi with MBA Degree from IGNOU. He is holding the post of Director (Personnel) in POWERGRID since March 16, 2009 and has previously held the position of Executive Director (Human Resource), in-charge of Private Investment and Business Development and Corporate Planning.
Mr. Kaul has over 35 years of work experience. He has worked in NTPC and EIL before joining POWERGRID in 2002.
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Speakers Profile
V.C. Agrawal
Former Director (HR) IndianOil Corp. Ltd.
Mr. V.C. Agrawal was the former Director (Human Resources) on the Board of IndianOil Corporation Ltd. since August 2005. IndianOil is a Fortune 500 company and is Indias No.1 business organization in terms of turnover. He holds additional charge as Director Incharge, IBP Division of IndianOil. An Electrical Engineer and an alumnus of IITRoorkee, Mr. Agrawal also has a Masters Degree in Electrical Power. He has more than three decades experience of working in various Technical and Human Resource Management functions. He is credited with aiding IndianOil evolve as learning and knowledge-centric organization, facilitating the alignment of employee goals with its Corporate Vision of emerging as a major, diversified, integrated energy company.
Setting the Tone

The 9th Oil & Gas HR Round Table on Discovering New Talent was held on August 26 & 27, 2010 at Le Royal Meridien in Mumbai, India. The Round Table was attended by approximately 150 delegates representing different organizations from oil & gas and power sector companies. Thirty speakers brought to the forum not only diverse perspectives but also contributed to the creation of mlange of insightful information on discovering and managing new talent. The format of the Round Table primarily consisted of a CEOs panel discussion followed by the presentations delivered by senior HR practitioners on issues associated with the discovery of new talent and gender diversity in oil & gas sector. The Round Table was structured around seven sessions, each distinct in focus.
Sanjay Kaul, President, UPES
R. Suriyanarayana
Vice President (Human Resources) BG India
Mr. R. Suriyanarayana is responsible for leading the Human Resources function for BG Assets in India. He joined BG India in December 2004. He served as BG Indias HR Director for two years before being seconded to the Groups Headquarters in the UK. In the UK, Mr. Suriyanarayana was based at BG Advance,
the Groups technical centre. He was responsible for resourcing of key technical talent globally and also instituted parenting processes for more effective talent management across the group. Mr. Suriyanarayana returned to BG India in August 2008 and is currently based in Mumbai.
The Round Table observed effective exchange of experiences and ideas on new talent dynamics & strategies and also helped participants to gain insights into the ways to develop organizational initiatives for acquiring and managing the talent of tomorrow. Thereafter, ensued serious and sincere dialogues concerning the gender imbalance in the oil & gas industry. The discussion lead to the collective realization of the need and added impetus to the meager intent and efforts made in the direction of restoring the imbalance. In his inaugural address Mr. Sanjay Kaul, President, University of Petroleum & Energy Studies and the Program Director welcomed the audience to the 9th Oil & Gas HR Round Table, the annual industry event that ISPe has been successfully staging for the past nine years. Detailing the theme and the scheme of the Round Table he said, The entire theme this year is actually a derivative of what we have been projecting in the last 8 to 9 years. We have looked at organizational transformations; we have looked at optimization; we have looked at competency driven HR systems; we have looked at leveraging outsourcing, talent management and talent portfolio management and last year it was very interesting, I must compliment my industry colleague in Cairn India, Mr. P. Senthil Kumar who brought in the element of generation next leaders under his program directorship last year. Referring to the continuous talk of new talent and enquiring as to what is new about the talent he said, New word has been used so many times that we would like to pause for a while and try and define it and that is the attempt that has been made in this one and half day. Having expressed gratitude to the members of steering committee for their advice and guidance Mr. Kaul presented to the audience a vivid picture of the events and happenings that brought the oil & gas industry under spot light the previous year. This year has been a serious year. He said and added, However, shadows are perhaps more than the great big stories. He started the count with BP oil spill that as per him got advertised very well and wondered how many companies in the world have wherewithal like BP to manage the contingency of that scale. Trying to heed the signal given by last year he said, We need to fly a little more carefully in the way we are exploring and looking for oil and developing it.
P.K. Devchoudhury
Chief Coordinator (BP) Oil India Ltd.
Mr. Devchoudhury is a Chemical engineer from Benaras Hindu University in 1976. After completion of first year of M. Tech. in the same university, he joined Oil India Ltd. in 1977 as Drilling Engineer Trainee. He has a long experience of 33 years in hydrocarbon sector in different capacities, mostly in materials management, procurement and
processing of contracts including a stint of about 5 years in offshore operation in Bay of Bengal. From 2004, he has been associated in the transformation process undertaken by Oil India as Breakthrough Performance Project to enable the company to become a learning organization. Presently, he is the Chief Coordinator of the CORAL (Centre of Reflection and Learning) and also heading the Task force for preparation of the XII Five Year Plan (2012-13 to 2016-17) for the company as the Chief Coordinator.
Everyone has talent. What is rare is the courage to follow the talent to the dark place where it leads.
Erica Jong
The most exciting place to discover talent is in yourself.

Ashleigh Brilliant
This year has been a serious year. However, shadows are perhaps more than the great big stories.
Moving on to the next event he said, Gas in India received a boost from governance angle because of Reliance, Anil and Mukesh Ambanis dispute. I think that was a saga that unraveled a lot of things. Ministerial panels were set up; not only the gas prices were determined but also a lot of confusion as to whose asset is it anyway was answered.
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Setting the Tone (Contd.)

Proceeding further, he said that recoveries and subsidies were big shadows. Referring to structural issues he said Do we have schemes like Aadhar or directed subsidies where subsidies could be provided where they are required. Counting further, Mr. Kaul included to the list, deregulation of petrol, flow of oil & gas from the field of Reliance and Cairn, emergence of shale gas as new frontiers, quiet resurgence of Iraq and Iran and increased E&P activities, interesting finds of oil in difficult places like East Siberia, offshore Dubai and Afghanistan. Calling deepwater and gas business as the noticeable trends of the last year he said, We are going to see a lot of deals, a lot of technologies and a lot of efforts and business both in gas and deepwater. There has been a committed investment of about $167 billion by 2015 in deep water. People in the offshore business have estimated $330 billion in the next five years in terms of offshore operations and maintenance.
Audience at the conference
Keynote Address
The keynote address was delivered by Mr. S. Sundareshan, Secretary, Ministry of Petroleum & Natural Gas, Government of India through a video message. He said, We are traversing very interesting times and I would like to touch on some of the issues. Some are achievements some are challenges. The most resounding achievements of the industry over last several years, is what we have done in the downstream in terms of building refining capacities. As of now, we have nearly 185 S. Sundareshan Secretary, MoPNG million tones of refining capacity and this is likely to go to about 255 million tonnes in the course of the next two to two and half years., Mr. Sundareshan added. Speaking further, Mr. Sundareshan said, This has been a collaborative effort of the private and the public sector in the country. Even today petroleum products are the largest merchandise exported from the country and by 2012, we will be exporting over 100 million tonnes of petroleum product. This is a remarkable achievement in a country where 80% of domestic requirement of crude is actually imported. The most sophisticated refineries have been set up in the private sector. In the public sector more capacities have been added up and in what other area of economic activity can we say that even. The domestic demand of 2020 would not only be addressed by domestic production but even in 2020 with the existing planned capacity expansion we have, we would be surplus of the order of 40 to 50 million tonnes. Along with this marketing network which we have, day in day out is able to supply petroleum product from Kerala, Lakshadweep to Jammu & Kashmir from the west coast to the hills and the difficult terrain of north east 365 days a year, 24 hours a day and in this also the recent months have been fairly historic. According to Mr. Sundareshan, the Government has taken some important decisions, for the first time in the history. The prices of petrol will be market driven, the prices of diesel will be market driven. What does this mean? This means that there will be a competition between the private and the public sector not only in refining but also in downstream marketing ultimately leading to the benefit of the consumer. Moving on, he said, Apart from deciding that prices of petroleum would be market driven, the government has also decided that the prices of APM gas would be revised. I had said this a few months back also that the first target we have in terms of domestic gas, we must have equitable pricing of the gas irrespective of the sources from country. You really had a skewed situation a few months ago where the APM gas was being sold at $2 or less and your gas from some joint venture fields being sold over $5. We have rectified this and today APM prices will be approximately the same as priced from other sources in the country and this is in conjunction with what I called gas revolution that has taken place in the country over last year or so. We had a domestic production of 80 MSCM and at one go from the KGD6 field, there has been an additional production of 60 MSCM which means something like an increase of 80% in gas production in just one year. Mr. Sundareshan further added, Quite apart from the increase in the production, the management of this gas produced; supply of gas to priority sectors like fertilizer and power; supply of gas to city gas requirement and LPG production has been all impeccably organized. And along with this, as I stated earlier has been the revision of APM prices which really augurs well for widespread use of gas in the important sectors of the economy. Simultaneously, we have insisted upon the completion of pipeline which has been authorized by the government in time bound manner. GAIL is aggressively progressing on implementing the pipeline network.
Reflecting upon the Fortune 500 list, he said that it more or less remained the same and noted, Five out of ten companies being oil & gas companies in the top ten and almost eight out of the first twenty but quietly and significantly both the Chinese companies have moved to 9th and 10th places which means they are now in top ten, in India our top five oil & gas companies have fallen by ranking except Reliance Industries which has improved its ranking dramatically, for the same reasons that there were under recoveries in the government owned companies. He then highlighted emergence of EPC in service providing sector and hubs that happened last year and pointed out, Middle East has become EPC and oil service providing hub and Malaysia has emerged very strongly as deepwater hub. Further he said, Great deals have happened from $10 billion to 20 billion to 30, 40 and there was a deal of $90billion last year. M&A activity continuing and speeding up, ongoing licensing rounds have been stronger last year. Our own NELP round, 32 production sharing contracts were signed, 7 CBM blocks were awarded, consolidation in refining was very visible; Shell has openly declared it will sell 15% of its refining asset; Bina, Bhatinda refineries coming on their own; in Essar & Reliance, one can see consolidation happening and the Tamilnadu refinery also got a financial closure in the last year. Mr. Kaul brought forth an interesting development seen in Middle East has become EPC and oil service the oil companies. He said that from the last year a very providing hub and Malaysia has emerged open, transparent and committed declaration of many oil companies to go for nuclear, wind and solar ambition and very strongly as deepwater hub. also mentioned the fact that US surpassed Russia as the worlds largest gas producer. He further detailed the advancement made at technology front, developments taken place in CGD, bitumen, lubes and retail sector last year and also the policy about ethanol blended petrol. Moving on to the governance issue and the policy leap of China where it established a single energy commission, he commented, A country which didnt even have a ministry of oil & gas, went ahead and set up a national energy commission directly under chairmanship of its premier and vice premier, and this is the body which will formulate all the policies. He also brought out a significant development about protection of ownership right as he spoke about Eukos owners winning the arbitration against Eukos takeover. Mr. Kaul concluded the snapshot of last year by sharing with the gathering an interesting and unusual episode where Saudi Aramco got sued for the death of a beauty queen camel. Having painted the picture of previous year, he invited to dais the esteemed members for the CEO panel discussion and introduced them to the gathering.
This has been a collaborative effort of the private and the public sector in the country. Even today petroleum products are the largest merchandise exported from the country and by 2012 we will be exporting over 100 million tonnes of petroleum product.
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Keynote Address
He further said, We expect by the end of 2012 you would have a vibrant pipeline network connecting most of the country. The PNGRB, which has been empowered recently through notification will also be authorizing additional pipelines. So gas, which was available in western north of India, will be flowing to all parts of the country. Along with this, we have also moved in regard to strengthening re-gasification facilities for imported LNG. He added, There is also private sector interest in LNG terminals, so along with the increased supply domestic sources, there will be an additional supplies of LNG in the country which will throw up additional challenges. Is it necessary that some parts of the country will be paying substantially higher prices of gas just because only LNG is available? Is there a need for pooled pricing of gas? Moving on to exploration he said, We have had tremendous success in terms of gas from this particular field; we would also be having additional production from ONGC, GSPC and other fields. We would expect gas production to increase at reasonable levels as we go along, providing additional supplies to the people of the country. Even in terms of oil in the last year or so we had reasonable successes. The production from Rajasthan which has commenced, and we expect that after a year or so when the production stabilizes, we have approximately 20% additional production in the country just from the Rajasthan field (a joint venture between Cairn India and ONGC). Even though success in terms of discovery and production of oil has not been stupendous, we are making move toward this. Talking about NELP he noted, We had reasonable success in the NELP rounds in terms of participation. We are very good, and soon going to launch the NELP IX which will make it more attractive for the investors, and hope there will be deeper and better participation of companies. Coming to the theme of the conference he stated, All this have been achieved because of the tremendous human resource which we have in the oil & gas sector in the country. This has been built up initially by the public sector company by adopting remarkable recruitment processes and competent training methodology. The wide Audience at the conference experience individuals in the public sector oil company are able to gain by working in a variety of sectors and variety of geographic locations. This has been the base for the human resource which is available in the sector. However, this is exploited very much by the public sector, but this is also a pool of talent which is being used by the private sector in the country for further development of their E&P activities and also for their refinery and other downstream sector. He added, Its most important that we must continue to nurture this talent and it has to be done in two ways: Firstly, by recruiting more and more people at the entry level. I have always been telling the public sector that your greatest asset is HR which you have, continue to nurture it. There are talks about shortage of talent in a vibrant sector this is likely to be there, there is likely to be poaching. But to counter this is not simply paying additional compensation but, you must continue with the tremendous culture of working in this sector. Attract more and more talent at entry level, over recruit so that you have past pool of talent which can be used as the industry expands. Secondly, by strengthening the academic institutions. We require specialized institutions in this regard, and University of Petroleum & Energy Studies is one such specialized University. In the public sector, we are building Rajiv Gandhi Institute of Petroleum Technology, its already in its 3rd year of functioning and we also require to have curricula specialized in the petroleum sector in various institutions. We require to have specialized sources which are necessary to provide the appropriate talent required for the industry. Concluding his keynote address he said, I am sure that the deliberations of this seminar will address these issues in greater depth, and I am sure that at the end of the deliberations, the participants, the companies who have assembled here will go back with clear ideas on how best they can recruit and nurture talent for the new face of the Indian petroleum industry which is going to grow bigger which is going to take dimension as an important player in international arena. I wish deliberations all success.
CEOs Panel Discussion

The CEO panel comprised of Mr. Rahul Dhir, Managing Director & CEO, Cairn Energy India Ltd., Mr. Rajeev Sonthalia, Vice President & Managing Director, Schlumberger Asia Services Ltd., Mr. N.M Borah, Chairman, Oil India Ltd., and Mr. Walter Simpson, President & Managing Director, BG India, was engaged into a thought provoking discussion by Mr. Sanjay Kaul, the Program Director. The discussion touched on a number of pertinent issues ranging from market-share vs. mindshare competencies, unique talent requirement of upstream sector with inherent risks and boundary management issues, next generation leadership, customer centricity and prevailing gender imbalance in oil & gas sector. Mentioned below are the excerpts of answers given to the questions raised by Mr. Sanjay Kaul. Mr. Kaul asked the panel, One is hearing so much of enterprise value, dash boards, portfolio management, and country strategies and so much is happening at CEO level. CEO being the lynchpin between the shareholders and other stakeholders, what are your top of mind impressions of skills sets, areas, expectations that guide you in the kind of business you are in? Responding to the question Mr. Dhir said, Beyond the technical side of things, it is the intangible aspect- real ownership and the commitment and that is something I believe can be nurtured. I was just thinking you can pay people to come to work. How do you get people get excited when they get up in the morning? How do you get people in a position a mindset where they solve the problem? Emphasizing the change in nature of business of Cairn from being specific project oriented into much of a going concern he said, now needs for us are not just for kinds of specific technical skills but of people who think more like businessmen or businesswomen. People who take more holistic view about the business.
The CEOs Panel at the conference
Sharing his thoughts on the question Mr. Borah said that new talent doesnt necessarily mean talent at the entry level alone but includes a pool of talent which a company has failed to use and added, For an E&P company, particularly in the field of Geo-sciences, Geology, Geophysics, Reservoir Engineering, you cant afford to have anything but the best in the world; and must have people who are absolutely world class. Mr. Simpson expressed his opinion by saying, Competency in the chosen discipline of the individual is crucial, whether that is a technical discipline: Petroleum Engineering, Reservoir Engineering, Geology, Geophysics, Finance, Legal or whatever that be. That basic capability of being excellent at my field, is the starting point. A lot of people have that basic capability. Correlating diversity and success he further said, To be able to make an E&P company work successfully, you need some diversity. We look for that diversity in such a way that gets people who are not just capable in their field but they are also leaders develop by themselves. They can naturally lead others, they have that willingness to lead others performance and you want them to connect to the business and have that business savviness. They want to understand its value in their particular discipline and bring it to business so that they can connect it to strategy. Summing up he said, We look for a lot more than just basic technical capabilities that is almost your entry ticket, but you need more than that to be successful and thats the real success case. Presenting the service providers perspective Mr. Sonthalia said, We do look for strong domain expertise technically. However, in todays environment with the complicated and more risky production assets and environments for drilling, we do look for people who are good at domain but can work in multisphere teams. It is very important that domain experts understand what others do because a decision made by one domain expert can affect everybody else. We do look for people who can do collaborative decisionmaking. Detailing further he said, we look for people who can translate the technical knowledge to what is valuable to our customers. Summing up he said that we do look for people who are driven, ambitious have the zeal to go forward and take ownership. Moving on to the next question to the esteemed panelist, Mr. Kaul asked, There is a lot of emphasis on the capability of being able to engage in terms of mindshare with your stakeholders. Would
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CEOs Panel Discussion (Contd.)

anyone like to comment, how you facilitate creation of such competencies where people are not just focused on what they have to functionally deliver but they develop competency to actually engage the shareholders. Addressing the issue raised in the question, sharing his takeaway from the business school Mr. Dhir said, As a businessman, my only obligation was to my shareholders and I had to drive business for value. Over the years, I realized that it was wrong. As a business, you are an integral part of the society. The starkest reminder of that, I think all of us had, was the BP case; and what was certainly scaring to me, was how inadequate we were, at least I felt so. We as leaders, as an industry havent really focused on these issues. The BP case is the stark reminder of criticality of these issues. He further added that in order to sensitize people about this, they had created a committee of leaders called stakeholders relations comprising of all the business leaders and said, We discuss in a pretty holistic manner all the shareholders issues, everything from CSR initiatives and how they are related to business, land acquisition and how we can do it properly and in terms of how we are managing our joint venture partners or government etc. The idea is, because there is no text book that you can read, there is no course that you can study. My simple idea is that if you can get people together and start discussing these issues and collectively built through collective apprenticeship, you learn and the understanding of how to think in a broader sense improves. Taking the discussions further, Mr. Kaul asked Mr. Borah, I would like to ask a specific question on the upstream because that seems to be the darling of the world for the last 14 years or so. It is believed that when you mobilize a new operation, its always a new operation. There may be existing talent, there is always a start up kind of feeling you have about an E&P activity. Are there any competencies, new talent issues you are facing because the cycles are getting shorter and shorter and stand by and daily cost of these operations are exponentially raising? Are there newer skills or newer talent issues you are foreseeing you need to inculcate or cultivate? Answering the question Mr. Borah said, Very important factor is to unlearn something which get embedded in our mind and really allow people to come out with ideas and have open mind to discuss those issues. I think this way of doing things will be extremely important when we are going for new interventions, new green field projects because the moment we take a position saying, the more experienced people used to say, they know that that was the final answer, I think we are getting into a losing battle. Next in line was Mr. Simpson, who Mr. Kaul asked, I would like to ask about Walter about the ongoing challenge of making senior management team working together. Mr. Simpson answered, I go back to the clear vision: Where do you want to take the organization, what do you want to look like, what do you want to achieve and the strategy you are going to employ as a team to get that and then giving people the freedom to work their way to deliver that. So they can see what they can contribute, what their team members can help them contribute and how they can help their team members. Now, if people are working in that way, they have got clear delivery themselves, they can see what they got to be doing, they can see how they can help their team members and they can see how their team members can help that. If you have those three things then you have people feeling more empowered, you have people feeling they are the key elements in the business and they know where they are taking it, if you can get all these things together then you have the empowered team that can make a difference to your business. Mr. Kaul then moved to Mr. Sonthalia, asking him, I will definitely take some insights from you Mr. Rajeev about the customer aspect of it because I think that is most pronounced in your line of business. What we have noticed perhaps in the last HR Round Table where we discussed the generation next and the leadership issues extensively and we found this is the generation which is more mobile, which more customers are facing and is the most critical element. So, how you
CEOs Panel Discussion (Contd.)

combine all the skill of customer centeredness, all that is going in relationship management, all the whole mechanics about it with the context that you got the large portion of generation next at it. Replying to Mr. Kauls question, Mr. Sonthalia said, From a service company provider perspective I think customer interface is important. When we recruit people we look for strong communicator, because we want to make sure that once they are outside their technical domain and they break out to meeting interfacing with people, they can bring forth their ideas and communicate clearly. He added, Identifying the talent right in the beginning is important to break the barrier right in the beginning. And then, off course, within the company, we do have training programs, non technical training programs to ensure that soft skills are learnt as well, so we do look for people who can interface better with customers and try to fit the pegs in the wholes as appropriately as possible. It is not easy because you have a diverse bunch of people with different ambition. But we do try with employees, proactively steer them in the direction in which they want, which will make them successful in the organization. Once you get those things working for you, the generation next will be attracted and see that this is the company that looks up the people, develop people; and they are the people with high potential and thats how we cross the bridge. Mr. Kaul further intensified the debate by throwing another question to the panel, How do we tackle the issue of gender imbalance in this industry? We are much focused on it and we want like leadership to be involved in it, so any of you like to give suggestions or express your views how do we go about more in that area. Attempting the question Mr. Dhir said, Oil & gas industry needs smart and talented people and it cant exclude half the population in the world from the talent pool. Mr. Borah said, In the larger campus what are we looking for, we are not looking for men; we are not looking for women. We are looking for talent and we are looking for ideas, creative ideas. Because of historical baggage, I dont think women have had their right share, position and power in good old days. He further stated, We usually find oil in a new place with an old idea, sometimes, we also find oil in an old place with a new idea but seldom we find much oil in an old place with an old idea. There were many a times in past we thought we were running out of oil whereas we actually ran out of ideas and ideas have no gender. Asking the penultimate question of the discussion Mr. Kaul said, I would be doing injustice to the participants if I do not use the opportunity for you to give specifically the HR practitioners any suggestion, any tip or any expectation. Answering the question, Mr. Simpson said, We are a very risk averse industry, we dont like change. You look at all time reputation around the globe and obviously the BP problems in America have heightened that. But that havent actually changed our reputation. We are still seen and have been for long time as macho, polluting, dirty industry that makes awful lot of money by selling petroleum at inflated prices. Well, that may be on the half side but thats generally the perception that the world sees of the oil industry in particular. So, why are we surprised that without reputation we dont attract women to the organizations. And we havent done a lot as industry to change that. I dont think it is true, but we havent done enough about changing that reputation, what do we need to do? We need to change that reputation of the industry, we need to be seen as progressive, we need to be seen as actually caring about the environment. Would you have any top of the mind messages for our HR colleagues as far as future is concerned? Mr. Kaul asked the panel to conclude the CEO Panel Discussion. Mr. Sonthalia said, I want the HR people to listen. Listening is very important I like the HR professionals to change from being transactional oriented to more of a face time organization where they listed to the employees and try to develop them and support the management team in getting them to move forward. And thats the only way to develop people is to make sure they grow along with the organizations they work. Mr. Dhir also added, Very much HR is a strategic partner to senior leadership, thats very fundamental, its the time for new ideas looking for talent in new places.
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Session 1: Changing Dimensions of Talent Mix' in Organizations

: hairman Session C Bharat ctor (HR), han, Dire S. Mo on Ltd. Corporati Petroleum d by: dia Presente anager, In sh, HR M s hmi Sure Laks er Hughe nent, Bak Subconti ead harma, H pment), Anil S & Develo arning (Le Ltd. Essar Oil riram, Yogi S ident Vice Pres Executive ative ministr (HR & Ad ), Services td. Toubro L Larsen &
Session 1 (Contd.)
We dont have leadership pipeline and in turn it is the big challenge for Essar. We have got a new project 2025 as to how Essar will look like because there is an organic and inorganic growth happening, if we dont have the pipeline leaders there is a challenge.
The session saw confluence of diverse perspectives on the topic ranging from use of robust talent database, workforce analytics etc. for deciding right talent mix in the organization; establishing emotional connect to engage talent besides designing innovative HR practices; to deciding talent mix basis international trends, cross migration and local content. The session also highlighted the issue of talent inadequacy to meet the need of economic growth.
Dwelling on some of the impending challenges he said, The biggest challenge that we have been facing in this industry is the learning cycle and the contribution cycle. Student who passes out of the college having no experience takes 3 to 5 years to understand the feel of the industry, equally this is true for the person with thirty years experience, who has worked in public sector; he takes 9 to 15 months to get oriented to the private culture or the other way round. So, when people come from the large organizations to small start up E&P Company or refinery, Anil Sharma, Essar Oil Ltd. they face different challenges. Mr. Sharma brought home a point that the learning cycle is applicable to all whether a person is a fresher or veteran. Through his presentation, he made the participants aware of actual and perceived requirement of talent, possible ways of workforce segmentation, career management and employee development review. Mr. Sharma raised a question to self and others where he asked as to how companies are coping up with the reality of multigenerational workforce wherein advisors of grandparents age (70 to 77 years), bosses (40 to 45 years) and youngsters coexist. In the same vein, he endeavored to make the participants appreciate the huge opportunity and the situation has thrown open for the academicians, industry and government. Further in the presentation, Mr. Anil discussed what Essar was doing to develop a talent mindset, the HR world and its innovatively designed products. He concluded by saying, We have to move from function centric to business centric approach. We cant say we are HR guys rather we have to say we are the business managers, we partner CEO for organizational value creation. Bringing in the international perspective to the session We have to move from function Mr. Yogi Sriram shared with the audience the demographic centric to business centric approach. mix trends going on internationally in EPC business particularly. Asking audience to imagine a situation where business has to be started in countries like Brazil or Kingdom of Saudi Arabia, he said, One has to be very cognizant of what is involved when you do business in such countries. Most of these countries have huge amount of local content, so you just cant land up there and start a yard or you cant start a business unless you also promise the local government that you are going to adhere to local content for example in brazil, the extent of the local content has to be about 65% that means whatever you fabricate in form of module in form of equipment, offshore equipment a platform etc., has to be made to the extent of 65% in Brazil. According to Mr. Sriram, When you talk of changing mix of talent in the oil & gas industry, I think one of the dimensions that is very important is to understand that old adage-thinking global and acting local has become more live than ever before. So one has to think how can you work with the locals, how can you hire them, how can you understand the nuances of their culture, how do you understand what they do in the month of Ramadan, how you understand about what they do in terms of the roman Catholics in brazil, what are their food habits, their cultural habits, their work life balance needs?. Therefore, understanding the importance of adjusting to international wicks is extremely important. Bringing in economics perspective to the talent mix issues he said, If you look at Asia and if you look at share of global GDP in terms of non-Japanese countries, it is quite interesting to see how the shift is increasing dramatically to 2025, a projected amount of a quarter of a GDP coming from non Japan Asia. So this is the first time in 200 years that eastern economies are going to be dominating and the axes of power is shifting from the west to east. In context of talent what does it mean?
Ms. Lakshmi Suresh began her presentation on changing dimensions of talent mix reasoning Why to change? In her subsequent slides, she dealt with the future trends in oil & gas services and overall talent scenario therein. Moving further Ms. Suresh addressed the current business and talent challenges detailing the demographic shifts and the looming workforce risks. She also brought to light the talent war waged inside and outside the company along with the need to shape the right talent mix. Talking about HR initiatives, Ms. Suresh suggested that HR must build a strategic talent acquisition & management Lakshmi Suresh, Baker Hughes capability segment workforce as per potential and business needs; make use of workforce analytics and robust talent database management; and most importantly develop talent mindset in the organization. Going further, she shared with the audience how Baker Hughes had gone about bringing in those initiatives and said, We have segmented our people high potentials, key contributors and valued employees. We have separate plan of actions for these segments of people at all levels. We have a cross functional career shift, we have a finance heading the business, the business heading HR functions and we are also having local talent for traditional expat jobs. Ms. Suresh brought her presentation to close by saying that Baker hughes would like to see the complete holistic iceberg and look at the talent holistically with all the key skills, thought processes, beliefs, experience, age and gender diversity, and mix the talent for business process. Having helped the participants to see opportunity is now here in opportunity is nowhere, Mr. Anil Sharma began the presentation on changing dimensions of talent mix from Essars perspective. He shared that HR vision at Essar talks about emotionally connecting people to positively engage in value creation and said, All HR people (500) talk one language, are we creating value to Essar? And the answer is Yes. We dont do HR, we do value creation in business and thats where people become the key fulcrum on the entire production factors. He admitted, One of the HR challenges that we are facing in the upstreamdownstream industry is very unique, very unique in terms of talent management. According to Mr. Sharma, We have got a top heavy senior management, and that is going to retire in next ten years from now. 70 to 80% talent is at junior management level having less than 5 years experience in company. In middle management the big challenge that we are facing, we dont have a succession plan.
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Session 1 (Contd.)
It means we have huge new opportunity to actually have cross migration of talent from various countries which is not happening too much. There is also local content that is important but while you have local content there is no ban on people coming over from different countries and working with you. So, this enormous increase in GDP is going to happen, and likewise, there is going to be a problem in terms of where you are going to find this talent because this growth is not capable of having enough of educational institutions; is not able of coping with the educational institutions supply side-manpower which one churning out, and thats not enough. Therefore, one has to look at how you can find more and more innovative ways.
Session 2: Finance Talent - Newer Dimensions

: hairman Session C (Finance), Director , Former . C. Ramulu Corp. Ltd Petroleum industan H d by: Presente Director Executive .K. Sood, IndianOil V Finance), orporate (C on Ltd. Corporati irector ecutive D arajan, Ex d t S.Vara e), Bhara te Financ (Corpora n Ltd. o Corporati Petroleum
Yogi Sriram, Larsen & Toubro Ltd.
Using an equation which states that the economic growth is a factor of labor force growth and productivity growth, Mr. Sriram further said, If you look at percentage annual growth which is projected between 2006 and 2015 in terms of labor force growth, its actually decreasing from 1.6 to 1.3% because some of the Asian countries also have aging population. He went on detailing, The extent to which age is going to catch up in countries like China in comparison to what they have now is something like there is going to be an increase of 170% in the next ten years i.e. people who are going to go out of the zone of 65 years. Addressing talent mix issue he further said, We will be forced to look at younger people coming and taking early responsibilities in their lives or more innovative ways of finding talent from different parts of geographies. He said that there would be a huge amount of productivity growth in Asia in comparison to the world productivity growth of 1.5% and concluded by saying, The fact is the talent you require is not as much as you need. Later responding to the question on leadership development, raised by Mr. Bharat S. Goswami, Dy. General Manager (HR & Administration), GSPC Gas Co. Ltd., Mr. Sriram said, Leadership challenge is in our mind because if we put the younger people into faster positions and have shorter cycle times in terms of their reaching those positions, then we would have made it. So well have to move out of the old paradigm or mindset that one has to finish 25 years in order to become XYZ. We have to move people fast. He also emphasized the need to infuse young leaders with the skills related to project management, on-time delivery, cost-quality engineering, risk management etc. Answering the question on attracting and preparing people from non oil & gas industry, put forth by Mr. Shashikant Patange, Head (HR), Linde Engineering Services India Pvt. Ltd., Ms. Suresh said that her company conscious efforts are made to find people in marketing, business development etc., and to fill the gap of business understanding through intense orientation. Summing up the first session and highlighting some of the evergreen requirements of employees, the session chairman Mr. S. Mohan said, People want a fair compensation. They want a good relationship with their managers, they want a clear career path to the extent we can define for them. They also expect and need mobility whether it is within the company to the extent we can make it happen otherwise. They are also looking at whether what they are doing now adds value to their CVs. Reflecting upon S. Mohan, Bharat Petroleum Corp. Ltd. the expectations of employers he further added, Engaged individuals are what you and I as employers wish for; that people should be adaptable; they should be agile; they should change with the changing conditions in the market; with the customers requirements and clearly want them to be aligned with the company. He concluded by saying, With whatever talent we have, can we dig deeper? Can we develop them so that we meet both the ends-the employees expectation and the employers requirement.
The speakers brought to light the evolution of finance function, futuristic roles of finance professionals, skills set required to execute those roles and the contribution of attitude and other attributes in development of a competency. Issues like leveraging technology, creating value for the organization, devising better performance measurement metrics, and supporting CEOs in making business decisions surfaced during the session. The session emphasized the need to follow ethics and weave in checks & balances in the business.
Mr. V. K. Sood began his presentation sharing with the audience evolution of the finance function. He said, Traditionally finance professionals roles was limited to accounting & budgeting, data management and returns, statutory compliances & liaison with regulators, records management and providing support function to others. He further said the routine work that consumes most of their time today is poised to change in future. He held the growing and rapidly transitioning Indian economy from a closed to globalized, instrumental in bringing about this change. He further added, Indian companies V.K. Sood, IndianOil Corporation Ltd. footprints in many countries of the world market, diverse capital sourcing, growing imports and exports and volatility in the international financial markets to the above list. He enumerated the following as future role of finance: Architect in business strategy, leading mergers & acquisitions, identifying value creation propositions for the business to harness market opportunities, manage business performance, enable decision making, leveraging financial strengths and value creation vs. support function.
Finance cannot remain on sideline like a referee, it has to be a player and unless it starts kicking the ball and starts playing its due role of a team member, well some of the organizational objectives cannot be met.
Mr. Sood considered outsourcing low value and time consuming activities, standardization & automation of routine activities. Focus on specialization and regulatory framework expertise as some of the steps facilitating demonstration of new roles. To execute these roles, he said finance professionals would require new skills set viz., solution orientation, value contribution, customer focus, risk assessment and its mitigation, analytical skills, ability to link financial information and operations entrepreneurial thinking etc., emphasizing the role of values and ethics in business and the need for attitude building. He further said, Finance cannot remain on sideline like a referee, it has to be a player and unless it starts kicking the ball and starts playing its due role of a team member, well some of the organizational objectives cannot be met.
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Session 2 (Contd.)
Going further Mr. Sood brought to light the difficulty in and importance of retaining talent. He presented some of the ways to retain talent which among others included recognition of talent and fast track career growth, motivation to perform, empowerment, trustful environment and transparent systems. Bringing his presentation to conclusion, he said those who would be able to cut through red tape would be the futuristic leaders. Opening his speech, Mr. S. Vardharajan said that the market and the environment have changed and the talent also looks for a whole lot of changes, their expectations have clearly undergone S.Varadarajan, Bharat Petroleum Corp. Ltd. a lot of changes. Underscoring the importance of continuous learning in the continuously changing environment with GST undergoing changes, IFRS and taxation for DTC codes coming in he said, One has to unlearn what has been learnt over several years and relearn what the current structure is and how do we create value out of it. He further added when you One has to unlearn what has been learnt transcend geographies the learning is different and so over several years and relearn what the current are the requirements. Mr. Vardharajan drew attention of the participants to the importance of developing structure is and how do we create value out of it. better metrics for measurement, to measure return on invested resources. Towards the end of his speech, he laid emphasis on resource planning, engaging and training employees, leveraging technology for enabling the interest of business. Speaking on the occasion, session chairman Mr. C. Ramulu underlined the need for ethical practices and inbuilt checks and balances in business functioning and said, We are losing track of ethics, purpose of life. He called upon finance fraternity to exercise extreme care while making use of hedging, derivatives and advanced derivatives. Having outlined the need for finance to add value to business, he wondered how the industry would keep pace with volatility in pricing, subsidies, imperfection etc., and match up to the probable increase in growth from 8.9% to 10%. He envisaged that a probable spurt in economic activities in times to come, would warrant finance professionals to handle projects involving huge money resulting in dire need for project finance management capabilities. Reflecting upon meeting future talent requirement, he said that the present challenges must be drilled into the future generation.
C. Ramulu, Hindustan Petroleum Corp. Ltd.
Session 3: Emerging Talent Trends in Technology Management including Research

: hairman Session C (HR), resident adauria, P Rajeev Bh ADAG Reliance d by: eservoir Presente n, Head (R hakrishna . ant B. An n India Ltd ent), Cair evelopm D xecutive anager (E Peri, Sr. M as vt. Ltd. Sriniv M India P Hiring), IB
Very vividly presented to the audience were the technology skills set sought specifically by the upstream oil & gas sector, strategy for sustained growth and the concept of technology funnel. The funnel through which the strategy comes out as processes in four stages viz., watching technological advancement, partnering, developing and implementing technology. This session witnessed deliberations on creation of platform for achieving functional excellence and key enablers of talent management. Discussions on novel ideas like knowledge funneling, dynamic equilibrium and shift in mindset from probabilistic to possiblistic, succeeded in stimulating the intellect of the audience.
Mr. Ananthakrishnan opened the presentation saying that the technology management and the talent go hand in hand and cannot be separated and added that the data, technology and people are the three most precious things in the E&P industry. He expressed his surprise on peoples perception of E&P industry as non high-tech. Having given the overview of Cairn, he shared with the audience the strategy for sustained growth. He said, To achieve our strategy successfully, it is absolutely critical to find and then apply the right cost effective technology. He then explained B. Ananthakrishnan, Cairn India Ltd. the concept of technology funnel which has to its right extreme research (institutions do) and to the left implementation (companies go after). Talking about Cairn he said, We prefer to be faster implementer but that does not mean that we dont encourage research in our own way through what we call as Joint Industry Programs (JIPS). He mentioned that none of the Indian institutes figure in any of the JIPS for technology application. Cairn is involved because the research side of Indian institutions especially in geo-tech industry is emerging. He reasoned lack of a national data repository responsible for the current status. Mentioning that in India the graduates which are recruited have basic functional competencies pretty much at the starting level. He highlighted, There has to be a very concentrated effort in developing the talent and achieving functional specialization so that they can take the right decision in terms of talent management. We can not only focus on increasing the functional competencies, however, it is very important that at very early stage in their career you have to have a broad skills set spanning right through the geo-tech community and may be even outside the geo-tech community. Because the technical people also have to start taking commercial decisions, every technology that they are going to apply is about adding value.
We are losing track of ethics, purpose of life.
Great talents are the most lovely and often the most dangerous fruits on the tree of humanity. They hang upon the most slender twigs that are easily snapped off.
Carl Gustav Jung
To achieve our strategy successfully, it is absolutely critical to find and then apply the right cost effective technology.
He went on highlighting the criticality of value of information analysis and judgment. He further talked about how Cairn is going about creating the platform for functional excellence, personal development plan and graduate training scheme keeping in mind the key enablers for talent management. Speaking on the occasion, Mr. Srinivas Peri touched upon the broader trends which forced IBM to look at the competencies that are required to be successful in the changing times. Sharing how the workforce mix
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Session 3 (Contd.)
has changed over time and how the people from different age group work in geographically dispersed teams, he quoted the example of chemicals and petroleum COC where he said, Thirty people based across 12 countries would actually work together in coming up with solutions and talking to the customers. Talking about changed times he named ability to take up challenges and manage change, develop a systemic perspective and being able to collaborate globally as the necessary competencies across the board. He further said, One of the important things that we are trying to build in our learning and development programs is continuous evaluation of what you are doing.
Session 4: Search & Deployment of New & Existing Talent

: hairman Session C hancellor, dies an, Vice C Energy Stu Parag Diw Dr. oleum & y of Petr Universit d by: anization Presente egion Org , armesh, R jP est MENA Mano nager, W ment Ma . Develop ational Ltd ord Intern ng Weatherf Engineeri roject & h Desai, P ast s E Shaile Manager Regional Services, India hell PELE, S Electrical td. vt. L Markets P
Srinivas Peri, IBM India Pvt. Ltd.
Mr. Peri summed up his ideas highlighting three themes i.e., instrumented, integrated and intelligent that underlie what IBM is doing. Taking the debate further, Mr. Rajeev Bhadauria, the session chairman said, Continual change is now the business driver which means that technologically driver today would be those IT tools to handle the complexities that have emerged. What are these complexities we see that there are external and internal factors which impact the business, technology, people and processes? The whole world changes around us, the parameters are changing no longer sequentially but simultaneously. And when this kind of change happens, it is very natural that liner extrapolation does become a little less relevant than what it used to be earlier. He added, There is a concept of a paradigm shift that has to be accommodated and factored into all our business processes thinking and modals so when we think about the paradigm shifts Rajeev Bhadauria, Reliance ADAG we think about market turbulences having to be planted in all our business decisions and especially true in oil & gas sector. He further stated that, the magnitude and complexity to be handled is enormous. We have the web 2.0 and web 3.0 applications coming in which are making internet absolutely obsolete. We have to see business performance platforms the VPPs making the best of ERP modals look sterile and static. The dynamism that is added to them in terms of business knowledge, business processes, business solutions are all fused into one on real time basis. Enlightening the audience he stated, In scenario when linear extrapolation is not possible, what kind of competencies which we have to be in fact infusing in our people, processes and in fact impacted by technology? In effect creating a new kind of technology to manage this change is a big question and, therefore, one question that comes to my mind is of agility. Mr. Bhadauria further added, There must be something that has to be changed in our ways of looking at things. Design thinking processes are one such solution which has actually come to light. Having said that all the systems, management and technological processes have been built around creating reliability and accuracy. He added, Innovation and entrepreneurship would be the two twin requirements which we think should be available in our people. Given that technology is going berserk which might necessitate the move from probabilistic to possibilistic, he said, instead of inductive and deductive logic process that we have followed so far the new logic seems to be abductive because what has to be proven cannot be relied upon. He went on adding, Therefore, this new kind of design thinking which has to have a process and the process can be simply defined through a term called knowledge funneling. Taking the presentation ahead he said that the knowledge funneling begins with a mystery but then some ball path is seen through the gut feeling ultimately leading to an algorithm which is repetitive. He further stimulated the minds of audience by stating, This is the new paradigm friends that we all need to incorporate if we want to manage the technology of future if we want to manage the business of future.
The speaker shared with the audience the difficulty faced by the industry in finding a new recruit. He attributed it to aggressive growth plans, retention issues, talent gap and past recruiting strategies in the industry. As the speech proceeded further, recruitment managers skills, consolidation of recruitment efforts, raising company profile, discovering new talent pool, strengthening relationships with universities and technical schools, making use of employee referrals & latest recruitment technologies emerged as some of the probable solutions to address the challenge of talent crisis.
To underscore why a new recruitment strategy is needed, Mr. Manoj Parmesh presented a slide wherein he enumerated some reasons like all time high industrial activity across the world; oil & gas industrys failure to attract people over the last twenty years; baby boomers generation approaching retirement age. As he put it, It is becoming really difficult to get new recruits in the oil & gas industry. Reasoning why a different approach is needed towards talent hunting he said that most of the oil & gas companies are on aggressive growth plan and have retention issues in addition to industry wide skills/talent gap and obsolete Manoj Parmesh, Weatherford International Ltd. past recruiting strategies. Reflecting on the aggressive growth plans he said that European, Asia pacific, Middle East, North Africa, Russia/former Soviet Union countries are up for massive growth and further pointed out that the in-organic growth through acquisitions is further fueling the growth aspirations. Talking about why people leave organizations, he noted that whenever any employee leaves an organization in oil & gas industry, it is estimated that you are losing $60,000 along with this leaver. He held industry consolidation, negative public perception and industry cyclicality with large layoffs over and over and over, responsible for the skills and talent gap in oil & gas industry. Drilling deep, he added to the list some more factors viz., boom or bust, no long-term predictability, safety/security concerns, remote work locations and field work. Reflecting upon public-image he further said, When it comes to service industry like us, it is an issue. Building our brand is the biggest challenge within the country. When people compare organizations like us, even though we are 10 billion MNC with 50,000 employees operating in 125 countries, still they get fascinated with Infosys, Citibank or other banking sector companies. Coming on to why past recruitment strategies need to be changed, he said that in the new reality, recruitment is like sales and marketing and the organization a product unlike old when the recruitment was equated with the purchase of a commodity. He went on saying that in old reality the focus was on recruiting people from traditional sources whereas the new reality demands looking into diverse pools, training and developing people. Hunt for talent all the time and plan ahead, much further ahead was brought out to be another USP of the new recruitment reality. Going further Mr. Parmesh said, Three things are very very important in terms of raising company profile. Firstly, we must attract talented young professionals and we need to train and develop them effectively. Secondly, mid career hires from industry by being employer of choice; and lastly, to attract a lot of mid career hires
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Session 4 (Contd.)
from other industries as well. He laid emphasis on identifying new talent pools and suggested Eastern Europe, China, India, and Latin America, university and tech schools, defense service personnel as some of the options. He spent some time dwelling on recruitment technologies and selection methods before concluding saying, As HR professionals, we need to look at something new and we need to reinvent the wheel. Bringing in global perspective to the issues Mr. Shailesh Desai said, We look at people as a talent pool for the group globally. And went on saying, We talked a lot about the young graduates, so I want to say something about how we develop young staff, we have a thing called develop which is a program. He said that in first three to four years at develop; employees are given two to three short assignments away from their base to expose them to broad culture, provide them with an opportunity to network and learn technical things as well. Addressing the issue as to how best to deploy the staff you have he detailed, In Shell we use a system known as open resourcing, he further added that three times a year all jobs in Shell are put on this open resourcing and people running in their last six months of the assignment period can apply. Sharing the benefit of the program that has helped Shell spotting talent globally he said, We have people that we dont know about in different countries, people in Malaysia, and people in Europe who are available but only become visible when they apply for job. So, you are bringing up the talent if you like, the hidden talent that is there and making it visible. Moving on to the last theme of finding high potential people he said, In Shell we use a mechanism called CEP which is current estimated potential and our HR people have devised a structure whereby they can give people an estimated potential, based on some criteria called CAR which is capacity, achievement and relationships and this structure is common throughout Shell throughout the globe.
Session 5: Changing Face of Talent in Marketing

n: Chairma Session leum an, Petro ria, Chairm S. Behu n of India Federatio d by : um Presente nt, Petrole i, Preside Ltd. hatur ved s R.K. C Industrie , Reliance Business eting ani, Mark N. Gulraj gladesh, Sunil ia & Ban es Ltd. ager, Ind Man ld Ser vic er Oil Fie erg Schlumb , Zonal l Tandon Kama ger, ral Mana Dy. Gene ia) Ltd. GAIL (Ind
As the speakers spelled out the changing face of talent in marketing, business acumen, technical bent of mind, customer centricity, flexibility, mobility and the ability to work in a virtual environment surfaced as indispensable constituents of a productive marketing team. The session saw a couple of points getting underscored viz., importance of communication in making customers perceive the suggested benefits as real; secondly bringing-in structural changes to get closer to the customers. The session also accentuated the fact that one size doesnt fit all, hence the marketing teams composition must match the market needs to be successful.
Shailesh Desai, Shell India Markets Pvt. Ltd.
He further said, The idea is to find people that are high potential and within two to three years when they are working in various locations, you can pick out the people that have really got some leadership qualities. Summing up his speech Mr. Desai said that the people are the same, they are driven by same motivation and if we are not able to provide the right kind of value proposition to them, they will go somewhere else. Responding to the question pertaining to CEP, the tools used, role of line managers therein, and maintaining consistency across the different assets, Mr. Desai said that CEP looks at demonstration of certain characteristics and for each of the capacities there exist various levels of management categories and for each of the categories, the attributes looked-for, are listed; he added that these attributes are the behavioral attributes so that irrespective of a person being here or somewhere else in the world, you can still see the same attribute. When you have a system of open resourcing, a hiring manager would tend to hire people who are experienced, have been there done that as opposed to taking a punt on someone who has the potential but will go through a learning curve and in transitory nature of assignments why would he take that risk?, was the next question that came to Mr. Desais way. Fielding the question, he said, the hiring managers dont work in a vacuum, they know that what they are trying to do in terms of Shells objective, they are trying to develop people; they have to look at the job and see if it is possible to take a risk. The hiring manager would take advice Dr. Parag Diwan, UPES from the skill pool manager and make a joint decision that it is necessary to wrap up a particular person that he should take that job and we have to take young people in many of our jobs. We do have to expose people and then we put in some kind of support mechanism where other senior skill pool manager can monitor their performance. Dr. Parag Diwan, the Session Chairman brought the session to close by thanking both the speakers for their wonderful presentations and exposition of their experiences.
R.K. Chaturvedi, Reliance Industries Ltd.
Mr. Rajiv Kant Chaturvedi questioned the popular belief that companies in oil & gas are monolithic in size, monopolistic in nature, and have the product which people want and that is why there is no need for marketing. Challenging the above assumption he said, I guess that was the impression sometime back, may be a decade earlier, but if you would have noticed, this has been changing quite a lot. He further added, All companies BPCL, HPCL and IOCL started getting into marketing of some kind in the last decade or so. Most of the time it was the mother brand that was being used, building the image of product through mother brand was the very common theme in the beginning.
He opined that somewhere down the line, there is the realization that there is a strong possibility of converting this commodity into brand in the mind of consumers and thereby creating a long term relationships with them, and it has prompted companies to experiment. As he put it, Branded fuel by the companies again was a clear attempt to try and create differentiation in the minds of customers that the petrol is not only a commodity, petrol is not only a petrol, diesel is not only a diesel, and there is a possibility to create a better variety of petrol or diesel which is more suitable to the kinds of vehicle that are coming to market. It happened and worked quite well in the beginning, subsequently, because of the artificial pricing structure a situation came where continuing with the branded fuel became a problem; charging customers a premium on the product of which there were always questions, as to how these products are different from the normal ones, appeared irrational. He shared that subsequently, oil companies experimented with different format of non fuel offerings at the forecourt with little success. But this experience provided them with a great learning opportunity to understand the customers buying behavior better and to build database. Companies then tried to analyze this data for positioning themselves differently in the minds of the people or offering the customers marketing promotions as feasible. It was the change that took place largely in the last decade. Mr. Chaturvedi enquired, What do you do with the database of customers? How do you use this database which is actually cutting across different segments? Have the very different profiles of customers all jumbled up? He recollected that outside the industry huge growth had taken place in terms of techniques for building customer database, data-mining and understanding it.
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Session 5 (Contd.)
The oil & gas industry too got impacted by it, resulting in gradual organizational restructuring thereby, creating a lot of front-facing/ customer-facing teams. These emerged teams were given more time with customers to understand them better, more empowerment to be able to capture the moments of truth when customers visit forecourt. Understanding the customer behavior became the key to utilize the entire database to ones advantage, either in current or future strategies. It started driving a lot of structural change. All oil companies reorganized themselves into whatever they thought was the best way of remaining closer to the customers.
Session 5 (Contd.)
Going further Mr. Gulrajani recommended supplementing marketing talent with a strong technical supporting function and emphasized the need for developing technology within marketing function he said, As the complexity increases so does the need for technology and the need for technical depth. Sharing his opinion that marketing team performs best in a virtual environment he said, For them to be placed in virtual environment we need to provide them with right kind of tools to lead a mobile lifestyle, a fully intertwined completely network set of tools which go about not just talking to what is relevant to the client but also the internal processes whether it is finance, whether it is data mining or whether it is access to business resources. Moving on to the work environment he said, It is important for us in todays environment to realize that people need to be judged on the basis of the results they deliver on what they achieve rather than from where they are truly working. Underscoring training and development Mr. Gulrajani shared through a slide that the training and work As the complexity increases so does the need for tools needs to be appropriately developed and technology and the need for technical depth. deployed and career paths need to reflect the organizational functioning. He further added that both could be incredibly motivating when properly implemented. He summed up his presentation saying, One size doesnt fit all, and the team needs to be put up in a manner that properly reflects the need of the organization and the place it is operating. Bring in the perspective of gas industry, Mr. Kamal Tandon started his presentation with an overview of Indian energy sector and further covered projected demand and availability of natural gas; natural gas availability, bridging demand supply gap; and game changing events in the history of gas industry. Talking about city gas distribution he said, The plan is to have city gas distribution in over 200 cities by about next 5-6 years time and there is going to be a huge requirement as far as professionals are concerned. In addition, he stated that a lot of development is taking place in non conventional sources like Kamal Tandon, GAIL (India) Ltd. CBM, Mitchell Gas where a huge numbers of professionals are needed. Reflecting upon HR challenges in the near future he said, We will require professionals in the field of marketing, operations, HR, and finance in this sector. For example even if we take about say 20 to 25 professionals in one city gas company in one particular city, in 200 cities we will require about 4,000 to 5,000 professionals alone.
What do you do with the database of customers? How do you use this database which is actually cutting across different segments? Has a very different profiles of customers all jumbled up?
Relating to his own experience Mr. Chaturvedi said, In terms of developing talent for this kind of a challenge, one thing that we have realized is that, in this industry while you can have a lot of techniques and tools to acquire pace with which you communicate with the customers, it has also given you a large base of customers, still the key is what do you offer to customers, which means you need to have people who do this very close to customers, have deep understanding of business especially the customer behavior. He added, get younger people with technical background, who are equipped with knowledge of latest technology give them solid understanding of skills either through job rotations or assignments so that they can combine these two to take your positioning much farther.
What is the value of marketing and sales within an oil & gas function?, asked Mr. Sunil Gulrajani as he took on the lectern. He said, To me marketing is responsible for loading the wagon and what I mean by loading the wagon is we have to make sure that business is in equilibrium. Deliberating over how to build the team of marketing, he weighed promoting from within over pulling the people from outside. As he put it, Today in Schlumberger we have a big pool of talent of people; they are in all kinds of functions whether it is finance, whether it is personnel, operations, research and engineering, isnt that Sunil N. Gulrajani, Schlumberger a fantastic pool to go and recruit for marketing and sales? Explaining the way to put together a team from within he said that people are pulled out of the internal talent pool and made to run through all possible career paths whether supply chain, personnel, HSE or finance and then get through marketing function. On building core set of marketing people he said, We need to recognize that there is no one size fits all in marketing. A marketing function is dependent on what is the geographical environment, where you are operating at. If you are in matured environment with well established things, you are more of sales function. If you are in unchartered territory and you need to go out and develop a business, you need business development alternatively, if you are in truly hostile nature of your business, you need someone who is very good and high expertise, high experience in delivering what they do. Relating above with Indian E&P industry at present he said, In Indian E&P industry all three of these elements exist today. We have mature brown fields; we need people who are routine sales force. We have highly complex operations in the Krishna Godavari basin where we need people truly having experience and the talent to deliver, and at the same time today in India, we are experiencing phenomenal interest what is referred as shale gas and that goes back to the domain of business development. If we do put together a team we cannot just take people and call them marketing & sales persons. The team has to match the needs of the market as well as the needs of what your clients truly expect of you.
If we take about say 20 to 25 professionals in one city gas company in one particular city, in 200 cities we will require about 4,000 to 5,000 professionals alone.
Appreciating the three perspectives brought in by the three speakers, Session Chairman, Mr. S. Behuria thanked the audience and closed the sessions.
I know quite certainly that I myself have no special talent; curiosity, obsession and dogged endurance, combined with self-criticism, have brought me to my ideas.
Albert Einstein
S. Behuria, Petroleum Federation of India
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Session 6: Striking Gender Balance in the Sector

n: Chairma r (HRD), Session ve Directo i, Executi nzgir . Deepti Sa Corp. Ltd Petroleum Bharat d by: nager, Presente sonnel Ma Brien, Per Ltd. lipigno-O ld Services Lisa Si rger Oil Fie mbe INM, Schlu (HR), Asia , Director a Shadle ughes Regin , Baker H ic Region Admn.), Pacif tor (HR & mar, Direc thil Ku Ltd. P. Sen India Pty. n Energy Cair sonnel), ector (Per . Kaul, Dir dia Ltd. V.M Corp. of In wer Grid Po
Session 6 (Contd.)
She shared how at BG they learnt, particularly for women to recruit and place them in clusters rather than individually. She said that the virtual network called connect women, career orientation reviews at five years interval, pre and post maternity leave and pre and post marriage and role models were some additional initiatives taken at BG. Very importantly, she bought to light the care that must be exercised to ensure success of role model method. As she put it, If the role models are few and they leave or something happens to them, it really deflates the rest of your population. Ms. OBrien concluded her presentation by sensitizing the audience about a very sensitive issue of sexual harassment at workplace. What are the culture and behavior that foster business processes and systems and then enable the strategic intent?, was the question put forth by Ms. Regina Shadle as she got on to deliver her presentation. In the slide to follow, she explained the strategic intent using a pyramid, wherein at bottom one was diversity, inclusion in middle and growth at top. She said, We build diverse workforce that has role models in it, we create an environment where each individuals knowledge, perspectives and style can live out and foster inclusion and from now we fill long term profitability and grow.
This session turned out to be the most vibrant of all; the panelists and the participants unequivocally agreed to the need of ensuring gender diversity in the oil & gas industry. Apart from bringing to light the tactical and long term measures to ensure gender diversity, the speakers also highlighted specific challenges to be addressed through policies and the general framework. Many ways to widen the recruitment pool, to reach out to women to strike gender balance were shared along with the case studies of successful women oil & gas professionals. An informative presentation bringing-in the public sector perspective added diversity to the session. The session brought home the point to look at gender diversity as an opportunity rather than an issue.
Bringing out insights from her own experience Ms. OBrien drew the attention of the gathering to the issue of gender in oil & gas industry. Making use of estimated demographics, she highlighted how despite educational institutes attracting women and maintaining momentum, industry having good public relations and demonstrating career potential to women well, the oil & gas industry is left with a dwindled pool of women talent and how this pool gets further eroded as a result of companies and industrys failure to retain them. Having outlined the efforts made to attract women talent at industry level Ms. OBrien brought to light initiatives made at company level, Last year Schlumberger sponsored a campaign called Stilettos to Steel Toes where we parted with a women society in engineering and we also did essay contest. We said write an essay as to why you would prefer steel toes to stilettos those high heel shoes, and as a result we gave scholarships to young women in engineering in some of the major US universities. We will be watching the campaign again this year and will be spinning it to other countries. Other thing that my company has tried to do again to educate people on our industry is to publish Schlumberger Life to let students know that choosing the oil field is not just a job, its a life style.
Lisa Silipigno-OBrien, Schlumberger
Regina Shadle, Baker Hughes
She further added, We conventionally move away from an organization looking at how many women we have and move to an organization that looks at these are women; we have this is what they are doing; this is how they are enabling us to meet customers demand in the market place. She then moved on to the business processes and systems and then to culture and behavior that fosters inclusion. Ms. Shadle ended her presentation with an African proverb that reads, Every morning in Africa, an antelope wakes up. It knows it must outrun the fastest lion, or it will be killed. Every morning in Africa, a lion wakes up. It knows it must run faster than the slowest antelope, or it will starve. It doesnt matter whether youre the lion or an antelope when the sun comes up, youd better be running. She further said, If we are not focused on it today I guarantee our competitor is. Mr. Senthil Kumar made clear at the outset of his presentation, We all do believe that diversity is the fact of life which adds richness to your decisions. Moving further he asked, One question that comes to our mind is whats the difference between IT, ITEs and an oil firm, we talk so much lot about technological advancements and it is high tech area we are talking about in terms of oil exploration, whats the difference? Answering his question he said, Do they sit in some fantastic corporate, in my mind which we visualize as ambience which P. Senthil Kumar, Cairn Energy India Pty. Ltd. anybody will love to be a part of and thats what it organizations are giving vis--vis anything else that may be held as perception. He pointed out that women constitute 50% of world population and stated, Are we recognizing the fact that 50% women talent that is available has the necessary talent and capability to deliver at ground in any sector? Do we really believe in that in the first place? Because only with this belief you can include somebody. He emphasized that regardless of gender, people must talk about the capabilities brought at table which is equally meritorious, equally capable. Examining why people are reluctant, hesitant and not even aware of the careers in oil & gas sector as much as they are of other
Sharing how Schlumberger and other companies measure success of gender balance initiatives she said, "Metrics that my company look at is how and where are women placed in our organization, we are looking at the progressive slow change and setting them for success in the next role and I am very happy to see we are making progress. But we have to keep that bottom of the pyramid well staffed. Moving on to measuring gender diversity initiatives, she named exit interviews, recruiting targets, engagement survey as some of the KPIs of it. Reflecting on the feedback of career preferences of women she said, By me analyzing what they would like to do, give me a sense of under-ambition or lack of confidence in what they can achieve. She named flexibility in schedule, family friendly policy, adoption policy, parental leave, child care for kids as some of the steps taken towards gender diversity and further said, We have instituted in our performance management systems observations on how you handle diversity, are you a champion of diversity or not, because thats the value of our company.
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industries, he said, For many the idea of working in oil & gas conjures images of brawny men doing dirty work in isolated locations from their families. According to Gallup this industry ranked as the least positively viewed industry for the last 10 years time. Urging some actions in this regard he said, This tells a compelling story why we should not only talk about this but go back and so something about it as well. Mentioning about some countries with good percentage of women workforce in oil & gas industry and sharing with the audience the actions taken by Norway to ensure this he said, One factor is a particularly progressive attitude about women in the workforce and pressure by country leaders to bring more women into the oil sector. A law that became effective requires that 40% of the board members of Norwegian listed companies, including more than three dozen energy companies, must be women. He counted structural and cultural changes, making women feel they can have successful careers, fit into and progress in this industry, friendly HR policies addressing issues related to remote location posting, childcare programs, flexible work schedules, harassment prevention, diversity and inclusiveness training, creating role models promoting women in senior management, greater industry academia interaction promoting oil & gas industry, recruiting fresh talent from campus, establishing mentoring programs as some of the ways to reach out. He summed up his presentation saying, Lets move from statistics to strategy for inclusion of topic, I think that is when we really attain gender balance. Mr. Kaul opened his presentation by sharing his thoughts on gender balance and its status in India and stated, As a result of poor representation of women in technical institutes, diploma and ITI, there has been a less number of women in energy sector. He brought to light the governments initiative on gender which included, Inclusion of at least one female member in the interview committee whenever recruiting for 10 or more vacancies where lady candidates are eligible to apply. Even when there are less than 10 vacancies, no effort should be spared to include a female member in the interview panel. All V.M. Kaul, Power Grid Corp. of India Ltd. advertisements/circulars for recruitment should mention government strives to have a workforce who reflects gender balance and women candidates are encouraged to apply. Every effort may also be made to give wide publicity to the extent feasible about all women friendly policies and concessions/facilities available to women employees in the Central Government. Going on further Mr. Kaul spoke about gender balance in energy sector in general and power grid in specific. Having detailed the facilities that power grid offers to its women employees, he proudly mentioned, One of our substations in south Trichur in Kerala is manned by all women employees. Women can run a substation on own. Suggesting ways to achieve gender balance he said, Organizations should understand the needs of working mothers and sculpt jobs to suit them. Many organizations offer part time employment opportunities for working mothers. Organizations could make policies for a maternity sabbatical of two to three years and allow women employees to continue their jobs afterwards. Suitable training programs can be planned to reorient these employees. Mr. Kaul ended his speech on a positive note saying, We will continue to work towards creating a better gender balance in the transmission and power sector.
Session 6 (Contd.)
IT indeed was a proud moment for University of Petroleum & Energy Studies when its alumnus Mr. Shilpa Suyal appeared on the dais to share her story, the moments she lived through as a women field engineer in oil industry. Ms. Suyal said, The one thing that I figured out during these three years of my life in oil & gas business is that there are no girls in the field. When I say there are no girls in the field, I mean when you are in the field sitting on a million dollar a day rig, you normally dont have time to sit down and feel as if the nature of your Shilpa Suyal, Schlumberger upbringing was nowhere close to how you work. Getting your hands dirty talking hard and getting the job done. It is day like today and forum like this when a girl from the field can come back and share some of her experiences. Enthusiastically sharing the rationale of her work choice, strong reactions and stereotypical expectations she confronted with and how she insisted pursuing a career in the area of her interest she said, I had to shed the inhibitions right at the start of my career as it didnt take much time for me to understand that in the field I could not survive being the girl I always was. She further said, And then you start to enjoy it after a little while be it fighting with the company men to arrange for individual accommodation for yourself or be it the efforts you put in to make people believe that you can work in the field as efficiently as your male counterparts. What one has to understand is the nature of the work and of those who do this work? In the field people work hard, fast and right. There is no time to be diplomatic nor is there the patience to wear those plastic smiles. Moving on she advised, If you are a girl looking out to join an oil company and work in the field do not expect to be treated any differently to a guy, people are kind but only to an extent. The only way you can get respect is by working hard, fast and right just like any oilmen do. Like I said, there are no girls in the field. Responding to the question put forth by Ms. Alka Madhan from University of Petroleum & Energy Studies about the ways to ensure that girls opt for petroleum oriented courses more, Mr. Senthil Kumar said that there is a need to address this issue at the school level and create awareness about the sector. He then shared about the school connect program initiated by Cairn in that direction. On a question about self limiting approach of women that prevents them from moving up the, ladder, Ms. OBrien said that the companies that want to see women reach the higher echelon must be conscious, sensitive and aware to the everyday conversations. Those words have strong impact on both men and women. The session came to an end with Ms. Deepti Sanzgiri expressing her thoughts on the topic. She appreciated Ms. Shadles query, whether gender diversity is looked at as an issue or an opportunity. Agreeing with Mr. Senthil kumar, she Deepti Sanzgiri, Bharat Petroleum Corp. Ltd. emphasized the need to realize the necessity of diversity and leveraging it. Ms. Sanzgiri further enquired as to how many companies consciously take up the cause of restoring gender balance and stated, What PSUs are doing, is more an implementation of government guidelines than consciously realizing the value of diversity that they need to have. She highlighted the need to have a vision on diversity, strategic intent, policies and metrics to measure diversity initiatives. Before summing up she said that diversity is not about positive discrimination, its about accepting women as equal contributor. In the end, she called upon HR to think of ways to help line managers develop sensitivities toward diversity and recognize the value that all kind of diversity brings in.
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Session 7: Innovative Ways of Managing Talent (New HRM Frontiers of Leading from the Front)
n: Chairma Session r (HR), er Directo wal, Form V.C. Agra . Corp. Ltd IndianOil d by: inator Presente ef Coord hury, Chi evchoud P.K. D . India Ltd t (BP), Oil Presiden ana, Vice riyanaray ia R. Su s), BG Ind Resource (Human
Session 7 (Contd.)
Emphasizing the need for introspection and reflection on how HR function adds value to the business. Mr. R. Suriyanarayana said that it comes naturally to the CEOs, finance professionals, they easily articulate the value they generate for the business. But HR community struggles to articulate the value it adds to the business. Reasoning as to why does that happen he said, In my mind, we dont speak the language of the business, the language of business is not English, its not Hindi, its not Marathi, its metrics, its number, its data, its fact and figures. Moving on further he said that in order to be treated as R. Suriyanarayana, BG India strategic partner HR must generate value in the experience of its client groups. And one of the client groups the line managers wants HR to articulate the rationale of the initiative and demonstrate its impact on business. The next question he brought to light was, Why metrics? Answering that he said, You got to demonstrate for everything and anything you take, what is the impact to bottom-line. You got to have your basics right that is an essential is what he said but added that if one wants to be a strategic driver than one must measure things that are difficult to measure. Owing it to dearth of enough case studies and research he said that HR might not know how to measure leadership capability in the organization or how to measure the succession management program in the organization, but it is something that needs to think about over time and develop some kind of documents that help it with such decisions.
Reflecting on ways to manage talent, the speaker touched the chord with audience by saying excite and develop them to get the best. The presentation delivered in this session was replete with innovative ways to reach out to employees. In addition, highlighted was the idea that the learning organization concept helps in creating the right organizational culture for discovering and nurturing talent. Measure the contribution towards talent management to demonstrate bottom-line impact of HR practices and programs, and also to make rational and productive choices, was the clear message that permeated the last session. Numerous detailed illustrations of measures, methods and resulting value of varied HR aspects enriched the ongoing deliberations on innovative ways of managing talent and for sure qualified as a value added.
The Session Chairman, Mr. V.C. Agrawal opening the session said that academic institutions and industries are the two agencies responsible for developing and managing talent. The institutions lay the foundation of talent and the industries build a building on it. He appreciated the role played by University of Petroleum & Energy Studies in developing the talent in the field of oil & gas. He shared with the audience the action plans suggested by Nodal agency for oil & gas, the core group set up to address the concerns raised by the study talent management and its status in oil & gas industry conducted by V.C. Agrawal, IndianOil Corp. Ltd. Petrofed & PwC. He further elaborated upon the action plan which suggested that the industry should support and help the academia in building a stronger foundation and the one that proposed introduction of some chapters on oil & gas in the curriculum of class X & XII to encourage students to opt for the career in oil industry. Before introducing and inviting the speakers on the dais, he placed onus on the HR professionals to take the suggestions forward. Mr. Devchoudhury through a presentation loaded with the innovative HR initiatives showcased how Oil India excites and develops its employees to get the best. He shared how his team successfully translated the concepts of fifth discipline into developing the initiative called the breakthrough performance project to make people vision driven. Sharing the significance of the slide on vision he said that OILs vision was co-created by involving junior most executives in the company so that people feel involved and empowered. Addressing the question raised the previous day whether or not thinking differently is a P.K. Devchoudhury, Oil India Ltd. competency, Mr. Devchoudhury stated, Thinking differently is the competency. Unless you think differently, you cant act differently, if you cant act differently, you cannot achieve different results." He in his subsequent slides showed how drawing inputs from theatre, Hollywood, sports etc.; Oil India developed and executed some of the learning initiatives.
You got to demonstrate for everything and anything you take what is the impact to bottom-line.
He further shared with the audience some examples of business driven metrics in terms of measures, methods and value that BG India makes use of and insists every line-manager to know. He cited cost of hire, quality of hire, effectiveness, and cost of wrong hire as the metrics used to measure the effectiveness of resourcing. The next example he shared came from learning and development function where the metrics like L&D performance measuring high potential development and graduate program performance measuring identification of successors, were used. Equating HR with musk deer and challenging it to realize itself, he summed up his presentation saying, Lets us wake up to the kind of value we can add to our business, the fragrance we have within ourselves. Mr. Agrawal thanked the speakers on the dais for brining in diverse perspectives during the session. Sharing one of his observations and drawing attention of the gathering to cycle of disengagement Mr. Agrawal said, In the employee lifecycle of any organization, there are times of ups and down that every employee goes through. Great managers are fully aware of this and so are watchful. The reality again is the busy schedules, crazy calls, meetings and many other distractions that blind the managers from seeing the moments of support employees are looking for. He called upon people to identify what is desirable and act accordingly.
Lets us wake up to the kind of value we can add to our business, the fragrance we have within ourselves.
Getting ahead in a difficult profession requires avid faith in yourself. That is why some people with mediocre talent, but with great inner drive, go so much further than people with vastly superior talent.
Sophia Loren
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Conclusion
The Program Director, Mr. Sanjay Kaul brought the 9th Oil & Gas HR Round Table to a close by restating the quotes spoken during the various sessions and thereby succinctly capturing the spirit of the sessions. He encouraged the HR practitioners to convert the momentum gathered by Gender Balance issue in the Round Table into something concrete like formation of industry group with support from Indian School of Petroleum & Energy and the University of Petroleum & Energy Studies, to take the cause further. Mr. Kaul stating that research benefits all including industry, called for creation of research-groups right throughout the year, which could research subtopics and present their recommendations at the next HR Round Table.
ISPe, the Indian School of Petroleum & Energy is a reputed Training & Consulting company in various facets of the energy value chain including Exploration & Production, Refining, Retailing, Petrochemical, Power, Fertilizers, Product Supply Chain & Logistics and Auxiliary Services.
LOOKING AHEAD TO ENERGY

For your various training needs ISPe offers customized programs at your convenience and at a location of your choice with no disruption to daily working.
Enhance the competencies of your
Sanjay Kaul, President, UPES
He requested the participants to help ISPes endeavor to bring in the international element and perspectives on the issues discussed at the Round Table. He gratefully proposed a vote of thanks to the steering committee members, supporting organizations IndianOil Corporation Ltd., ONGC Ltd., Hindustan Petroleum Corp. Ltd., Bharat Petroleum Corp. Ltd., Oil India Ltd., GAIL (India) Ltd., BG India, Indraprastha Gas Ltd., SAP, academic partners UPES and the untiring team of ISPe.
Steering Committee
Dipti Sanzgiri, Executive Director (HR), Bharat Petroleum Corp. Ltd. | Lisa Silipigno-OBrien, Personnel Manager, INM, Schlumberger Oil Field Services Ltd. | P. Sakthivel, Head (HR), Petroleum Business (E&P), Reliance Industries Ltd. | P. Senthil Kumar, Director (HR & Administration), Cairn India | P. Suriyanarayana, Director (HR), BG India | Rajeev Bhadauria, President (HR), Reliance Infrastructure Ltd. | S.L. Raina, Director (HR), GAIL (India) Ltd. | V. Vizia Saradhi, Director (HR), Hindustan Petroleum Corp. Ltd. | V.C. Agrawal, Director (HR), IndianOil Corp. Ltd. | V.M. Kaul, Director (Personnel), Power Grid Corp. of India Ltd.
employees through ISPe short duration incompany training programs covering all aspects of the Hydrocarbon, Power value chain, Soft skills and others.
Upgrade educational qualification of your
Way Forward
The enriching deliberations in the 9th Oil & Gas HR Round Table converged on some insightful ideas on discovering new talent. Some ideas got refined, many more buried deep in the strata of awareness await exploration. HRs Contribution to the Bottom-line and Enterprise Value is one such less explored idea that the next Oil & Gas HR Round Table would wish HR leaders to fathom and refine. It gives us pleasure to announce the 10th Oil & Gas HR Round Table that will open on Thursday, August 25, and conclude Friday, August 26, 2011 in Mumbai. The Round Table has been celebrating learning year on year since 2002, when for the first time HR aficionados from Oil & Gas Industry, came together on a common platform to share insights and created a pool of HR wisdom. In addition to learning, the 10th Round Table promises to celebrate the best HR practice too. With great humility and pride, we announce the constitution of the Best HR Practitioner Award. The award shall be presented to the individual/ group for exhibiting exemplary performance in or making a meaningful contribution to the domain of HR. Let us innovate.
managers and engineers through ISPe unique WILM (Work Integrated Learning Methodology) in association with its academic partner University of Petroleum & Energy Studies. ISPe offering under WILM certified programs, management and engineering diploma & degree program.
To fulfill your requirements of manpower
for short duration projects/ assignments, ISPe offers trained manpower without any employment liability to your organization. Contact us:
New Delhi +91-11-41730151/52/53 +91-9999303983 Ahmedabad +91-79-40007933/34 +91-9825407337 Mumbai +91-22-67931912/13/14 +91-9867944493 Kolkata +91-33-40075884/86 +91-9331840892
Let the discovery of innovation begin!
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UPES: 9th Oil &amp; Gas HR Table

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UNIVERSITY OF PETROLEUM & ENERGY STUDIES

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

Thursday, August 26, 2010

Friday, August 27, 2010

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

Setting the Tone

Sanjay Kaul, President, UPES

The most exciting place to discover talent is in yourself.

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

Setting the Tone (Contd.)

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

CEOs Panel Discussion

The CEOs Panel at the conference

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

CEOs Panel Discussion (Contd.)

CEOs Panel Discussion (Contd.)

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

Session 1: Changing Dimensions of Talent Mix' in Organizations

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

Session 2: Finance Talent - Newer Dimensions

Yogi Sriram, Larsen & Toubro Ltd.

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

Session 3: Emerging Talent Trends in Technology Management including Research

We are losing track of ethics, purpose of life.

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

Session 4: Search & Deployment of New & Existing Talent

Srinivas Peri, IBM India Pvt. Ltd.

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

Session 5: Changing Face of Talent in Marketing

Shailesh Desai, Shell India Markets Pvt. Ltd.

R.K. Chaturvedi, Reliance Industries Ltd.

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

Session 6: Striking Gender Balance in the Sector

Regina Shadle, Baker Hughes

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

9th Oil & Gas HR Round Table - Proceedings

LOOKING AHEAD TO ENERGY

Sanjay Kaul, President, UPES

UPES: 9th Oil & Gas HR Table

UPES: 9th Oil & Gas HR Table