Career Path

1973-1974
In September 1973. Got management Trainee job in JK Paper Mills, Rayagada , Orrisa. In April 1974 Got selected in Indian Oil as Engineer Trainee.

1974-1985
Joined Gujrat Refinery , Baroda, of Indian Oil Corporation Ltd. as Engineer trainee. I was sent to Indian Institute of Petroleum for 3 months course in Petroleum refining. I was confirmed as Process Engineer in August 1975. As Process Engineer , I was looking after the catalytic Reforming Unit and Udex( BZ/TOL, solvent Extraction Unit). I was instrumental in increasing the production of Benzene and Toluene by around 50% during my tenure as process engineer, resulting in handsome increase in profit.

I had the privilege of commissioning crude oil De-salter and the LPG Horton sphere – both first in India.

In 1980, I was promoted as Senior Process Engineer and placed in the new constituted Cell “ Cost and Economics. This Cell gave many concrete proposals to the management for improving the economics of refinery operations.

In 1983, was promoted as Deputy Process manager , in charge of planning and Coordination Group. I was responsible to plan the crude oil availability , processing plan for each production unit , draw the product slate in line with Marketing Demand, advising blending pattern and coordinating with Marketing Division and Pipeline Division for smooth and pro-rata upliftment of the products. Regular monitoring  of the actual performance vis-à-vis plan and advising the corrective actions and issuing timely alerts for any foreseen problem was the main Goal.

With excellent performance in previous positions , I was promoted after two years, in 1985 as production Manager and transferred to Haldia  Refinery for exposure to Lube-oil production.

1985-1987
Shifted to Haldia Refinery of Indian Oil Corporation in June 1985 and worked there as Production/Process manager for 2 years.

1987-1991
I was transferred to Refinery Head Quarter Delhi as Process Manager and incharge of Planning and Coordination Group. Here, I was coordinating with all Refineries of Indian Oil, Marketing and Pipeline Divisions as well the Railways and Ministry of Petroleum and Natural Gas to ensure proper planning on crude availability and processing plan, products available from all refineries as well as their upliftment plans. Got promoted to position of Senior process manager in 1988 in the same Department.

1991-1994   In 1991, I was promoted as Chief Production Manager and transferred to Guwahati Refinery as Head of Production Department . Guwahati refinery used to have perennial maintenance problems in compressors of Sulphur Dioxide Recovery Unit. The operations of Atmospheric Distillation Unit was stabalised by commissioning the crude oil De-salter. The Rotary Sulphur Dioxide compressors were replaced by new Ingersoll –Rand Reciprocating compressors and LPG Recovery Unit was setup in Coking Unit to improve the economics of Refinery. With tight surveillance and monitoring , the refinery losses were reduced to almost 50% of earlier levels

1994- 2002  In May 1994, I was transferred back to Delhi to head a newly set up Group ”Business   Development and Consultancy ” to diversify the activities of Indian Oil to related fields such as Petrochemicals , LNG, Gas, E & P and provide consultancy to smaller Hydrocarbon Companies around the world. This was a very challenging task;  to generate the ideas, convert into proposals and present to Board, with all facts and figures  and justifications. With team work, dedication and perseverance the group could implement no. of Petrochemical Projects viz MTBE, Butene-1, Linear Alkyl Benzene ( LAB ) and PX-PTA in a short span. My passion to excel in doing challenging assignments led me to achieve success.

In spite of tough competition, we could market all products successfully.

Similarly, participation in Petronet LNG Ltd (PLL) and gas distribution and E & P business, the good success was achieved.

In this Group , I visited many countries for collaboration, providing consultancy and with Government delegations and presented technical papers in International and National seminars

During this period I was promoted as Deputy General Manager (BD) in 1995, and General Manager (BD) in 1998.

 

2002-2005
I was promoted as Executive Director in the year 2002 and posted as Executive Director Mathura Refinery. This was another most challenging assignment in my career as Mathura Refinery was famous for unruly union, IR problems, Land losers unrest, frequent plant interruptions including Safety issues & attendance issues and various restrictive practices  prevalent there . With the dynamism, cooperation from all and proactive approach, within 3 years all these problems were resolved amicably without any labour unrest. Mathura Refinery became one of the best refineries to work in.

2005-2010
March 2005 – Nov 2005

I was selected as Director(R & D) and joined on 1st March 2005 . During the short tenure as Director (R&D) , I took pioneer initiatives to commercialize the technologies developed by R & D Centre. Major break- through came in selling Indmax  Technology developed and patented by R & D ( for maximization of  Propylene production from Cracker Feed ) in collaboration with M/s ABB Lummus and first commercial plant of 4 million Tonnes capacity is running successfully in Paradip Refinery. Now number of companies have shown interest in this Technology. During this period no. of patents were granted to R & D where I was the  co-author.  (Click here to view Patents)

I also initiated collaboration between Academia & Industries  – IITD and Indian Oil have been actively working together for last no. of years to develop new fuels to reduce the Vehicular Emission. There is an active Memorundum of Understanding between IITD & Indian Oil as on today.

Major Highlights of Indian Oil-R&D during the Year 2005

  • Total expenditure on R&D Rs 89 crore without depreciation
  • Developed 83 lubricant formulations under MoU with Govt of India against a target of 80.
  • 10 MoU’s/MoC’s with national/international organizations institutes for joint development/commercialization of various technologies.
  • Indian Oil became the first company in India and 6th in the world to possess Marine Oil technology for shipboard applications through in-house R&D efforts.
  • Agreement with ABB Lummus Global USA for joint marketing and commercialization of INDMAX technology worldwide. It is planned to offer the technology for several upcoming unitsat BRPL, Paradip etc.
  • Hydrogen Research

India’s first H2 –CNG dispensing station was set-up by Indian Oil R&D Centre and the same was inaugurated by Hon’ble Minister of MoPNG and Panchati Raj on 9th Oct, 2005. As the nodal agency for coordinating the Hydrogen research activities within Oil & Gas sector, R&D Centre has been vigorously pursuing activities on development of Hydrogen in I.C. Engines within shortest time; a programme has been initiated for running the vehicles with H2-CNG blends. For this purpose, necessary infrastructure has been created at IOC R&D centre e.g.; an electrolyster based hydrogen generation system along with HCNG dispensing system were setup. Subsequently, experimental studies were conducted with HCNG blendson the vehicles, which were fitted with new receptacles matching to fueling nozzle of HCNG dispensing station.

IOC R&D established linkages with international agencies in order to gain the knowledge and experience of the agencies working in the area of hydrogen research.

  • Bitumen Emulsion technology licensed to a private party in Hyderabad on non-exclusive single license basis.
  • Accident free year.

 

Nov 2005 – Feb 2010

With my long background in Business Development and vacancy arising there , management took a decision to shift me to the post of Director P&BD. as I was the nodal person to start the BD group in Indian Oil , it took me no time to pursue all the activities with full focus and vigour. With dynamic leadership perseverance and pursuance and with motivated team , the group could achieve great heights in all the fields of petrochemicals , LNG, GAS and Exploration & Production as well as alternate Energy.

As on today ( May 2018)  the Man Power strength of BD Group has gone from 3 in 1994 to more than 400 in 2018. In petrochemiclas itself the turnover in the year 2016-2017 was of the order of Rs 20,000 Cr  and profit around 700 cr. ( Ref : Annual Report of Indian Oil ). Indian Oil is now 2nd major player in petrochemicals and LNG/Gas business. I could pursue no. of strategic alliances & Joint Ventures in this period. One of them was to setup a Styrene-Butadiene-Rubber (SBR) Unit in Joint Venture with Marubeni of Japan & Taiwanese company. The  plant is running now successfully at Panipat. Setting up of marketing infrastructure to sell around one Million Tonnes of Polymers from Naphtha Cracker Project of Panipat was a big challenge but was completed in time. Approval of dedicated LNG Terminal of Indian Oil at Ennore in Tamil Nadu was another major mile-stone. This project is coming up in collaboration  with Tamilnadu Industrial Development Corporation (TIDCO)

In collaboration with Oil India, we were successful in winning no. of E&P bids in India & abroad. The countries include Algeria, Egypt, Libya, Gabon & Venezuela.

In order to increase the market share of LNG and Gas, Indian Oil took a innovative step to transport LNG by cryogenic road tankers to the shop of customers located away from the Natural Gas Pipeline and setting up a small re-gasification facility there. M/s Johnson Tiles was the first customer who setup this facility in India to receive LNG from Dahej.

Entry of Indian Oil in alternate and clean energy i.e. setting up of Wind Power and Solar Power Plant was started during my Period of Director P & BD. New capacities are being added in these sectors every year.

March 2010 – Jan 2011

In addition to Director P & BD , I was given the additional responsibility of Chairman with full powers of Chairman Indian Oil Corporation Ltd. With the excellent cooperation from the Peers, subordinates and The Ministry of petroleum and Natural gas, Indian Oil maintained the growth path and scaled newer heights in all the attributes of productivity, revenue and profit. Due to subsidy given by government on LPG , kerosene and Diesel, Indian Oil was facing difficult time to arrange funds from banks and compensation from Finance Ministry. But with concerted efforts from Indian Oil and help from Mr Murli Deora, the then Petroleum Minister and Mr. S Sundaresan , the then petroleum Secretary,  we could circumvent all this constraints. During that year, Indian Oil attained the status of  “ Maharatna Company”.

Triumphs achieved in Above Period

  • Indian Oil granted ‘Maharatna’ status by in 2010 by Ministry of Heavy Industries & Public Enterprise
  • Indian Oil’s first and India’s largest Naphtha Cracker Unit at Panipat Refinery was made on stream successfully on 11th March 2010.
  • R&D Centre won the prestigious Technology Day Award 2010 for the successful development and commercialization of Multifunctional additive for Premium Grade Diesel (SERVO – DMFA) and Lubricity additive for Ultra low sulphur Diesel (SERVO LID).
  • Chennai Bengaluru Pipeline commissioned.
  • A Limited Liability Partnership cemented between IndianOil & Ruchi Soya Industries Limited for Jatropha plantation project in Uttar Pradesh.
  • Mathura-Bharatpur Pipeline commissioned.
  • Dadri-Panipat R-LNG Pipeline commissioned.
  • Under NELP-VIII, Production Sharing Contracts for blocks signed with the Government of India.
  • In a first for Indian Oil, Long Term Settlement (LTS) signed with all 23 unions at the same time indicating harmonious industrial relations in the organization.
  • MoU inked with Tamil Nadu Industrial Development Corporation Ltd. (TIDCO) for setting up LNG import and re-gasification terminal in Tamil Nadu.

Thus my career in Indian Oil was quite rich, illustrious and full of recognition.

I retired honorably on 31st Jan 2011.

 

Part Time Board Position During 2005-2011

  • Chairman of Chennai Petroleum Corporation Ltd. (March 2010 – Jan 2011)
  • Part Time Chairman, IOT infrastructure and Energy Services Ltd (March 2010 – Jan 2011)
  • Chairman, Green Gas Limited (April, 2008-July, 2010)
  • Chairman, Indian Oil Petronas Pvt Ltd (July, 2009-July, 2010)
  • Director, Engineers India Ltd (March, 2005-January, 2007)
  • Director, Lubrizol (India) Pvt Ltd (October, 2005-September, 2007)
  • Director, Petronet LNG Limited (January, 2006-April, 2008)
  • Director, Bongaigaon Refinery & Petrochemicals Ltd (March, 2005-March, 2009)
  • Chairman Indian Oil ( Mauritius ) Ltd. (March 2010 – Jan 2011)

 

Foreign Assignment (Post Retirement)

With more than 36 Years of illustrious career in Indian Oil I was ready to share my knowledge and experience with other organizations. My first foreign assignment was as advisor in M/s DCDM ( Mauritius ) for business development activities in Africa, which lasted for about 10 months.

May 2012 to May 2014

I worked as CEO of Kenya Petroleum Refineries Ltd , Mombasa Kenya – a 50:50 Joint Venture of ESSAR and Government of Kenya. During my Tenure I assured successful and safe operation of 50 Years old Refinery. Another major Role was to maintain good coordination with Government of Kenya, ESSAR and the marketing companies of Kenya.

Web site of KPRL –  www.kprl.co.ke

 

July 2014 – Nov 2015

I Joined Gulf Petrochem ( Sharjah ) in July 2014 as Strategic Director on their Board.

Gulf Petrochem Group is a leading player in oil space, with a vision to be an integrated multinational energy organization driving international growth. Within a few years of the commissioning of a distillation unit in Sharjah’s Hamriyah Freezone, Gulf Petrochem has firmly established itself into six strategic business units (SBUs); Oil trading & bunkering, Oil Refining, Grease Manufacturing, Oil Storage Terminals, Bitumen Manufacturing and Shipping & Logistics.

 

Highlights:

  • Guided the Group in carrying out Due Diligence of Nagarjuna Refinery, execution of product terminals at Hamriyah. Carrying out studies for Ethanol project from agricultural waste.
  • Successful Execution under my supervision and Safe Commissioning of Terminal at Hamriyah, Sharjah with storage capacity of 204,000 cbm with 37 tanks and Pipavav in India with storage capacity of 250 000 m3.
  • Ensuring 100% capacity utilization of existing Terminal at Fujairah, UAE and within 2 months 100% utilization of Hamriyah Terminal at Sharjah.
  • Project Leader: Design Concept, Selection of Crudes, Economic evaluation for setting up a Bitumen Focused Refinery in Fujairah.
  • Managing the production plants which includes Lubes & Grease Plant, Bitumen Manufacturing Unit, and Distillation Units in UAE, optimization of manpower and system development.
  • Leadership; responsibility & approval authority for all aspects of HSSE
  • Developing a vision & strategic plan to guide the organization
  • Act as a professional advisor to the board of Director’s on all aspects of organization matters.

Website: www.gulfpetrochem.com

 

January 2017- May 2018.

Independent consultant in downstream Hydrocarbon sector with companies , Indian Energy Skill Development PVT Ltd  Noida and SS Dynamics , Gurugram I was also an In-Dependent director on the board of GPPL , Mumbai till end of 2017.

 

Management Style – Leadership Excellence

  • A strong team player, leads from the front and inspires the team members to achieve goals.
  • A people’s man practicing a transparent management style.
  • Nurtures a progressive vision of growth for a vibrant, dynamic and globally respected organization.
  • Keeps employees motivated, taking everyone along.
  • Passionate to achieve the goals.

 

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