EVP – Risk and Resilience — Energy-Services Division

The mandate

A privately held energy-services division needs stronger first-line ownership of delivery, subcontractor, cyber, safety and continuity risk. Registers are populated, but actions often migrate to central functions and correlated exposures remain invisible. The board is creating an EVP Risk and Resilience to establish practical ownership inside the operating model and test whether the division can withstand project or regional disruption.

The perimeter covers approximately ₹39,950 crore in operated assets and service portfolio and 1,275 employees and material partners. Accountability includes enterprise and project risk, appetite, resilience, crisis readiness, contractor and third-party risk, insurance partnership, assurance coordination and risk talent. Project and service leaders remain first-line owners, with safety, legal and cyber retaining professional mandates. The EVP owns risk architecture, independent challenge and aggregation.

Energy services combine people, equipment, remote sites, customer systems and demanding schedules. A contractor failure can create safety, delivery, cash and reputation effects across several projects. Recovery plans that examine each risk in isolation may preserve the register while missing the event.

The new function must help leaders decide without becoming the owner of every difficult issue. Risk transfer to a central team will be treated as a control weakness.

Why this seat is open

This planned new appointment is part of the approved operating model and has no predecessor. The board is allowing four to six months to assess leaders before the next capital and talent cycle. Current functions retain their accountabilities until activation. Confidentiality protects live project and organisation choices.

What you will own

• Translate appetite into project and service decisions.
• Aggregate correlated customer, contractor and regional exposure.
• Challenge recovery plans, bids and mobilisation independently.
• Build operational resilience and crisis decision capability.
• Coordinate assurance without weakening specialist independence.
• Develop first-line risk leaders and successors.

Risk appetite will specify boundaries for customer concentration, contractual exposure, mobilisation, subcontractors, working capital, cyber access, safety and service continuity. Exceptions will include owner, duration, compensating action and exit. A repeated exception will trigger a commercial or operating decision rather than routine renewal.

Project recovery challenge will examine the critical path, change, claims, customer dependencies, supplier capacity, competent people, cash and contingency. The EVP will test whether mitigation changes exposure or merely changes wording. Decisions that protect schedule by increasing future safety, quality or cash risk will be escalated with the trade-off visible.

Aggregation will use scenarios. Loss of a specialist subcontractor, regional disruption, cyber incident, equipment shortage or major customer delay may affect multiple engagements. The function will identify shared people, vendors, systems, guarantees and liquidity. Different projects need not use identical scores, but dependencies must be comparable enough for portfolio action.

Resilience plans will include alternative operating routes, authority, communications, data, people and recovery time. Exercises will involve customer and supplier interfaces where feasible and test decisions under incomplete information. Lessons will flow into bids, contracts, technology and workforce plans, not remain within exercise reports.

Assurance will focus on change and consequence. High-risk projects and new service models receive deeper review than stable work. Safety, quality, finance, cyber and internal audit will coordinate coverage while preserving their conclusions. Findings close only when field or system evidence proves the control operates.

Insurance will be treated as one resilience instrument rather than a substitute for control. The EVP will connect loss history, deductibles, exclusions, aggregation and claims protocols with project and contractor choices. Renewal decisions will show retained exposure and prevention priorities. A policy limit that cannot respond to the most plausible event will not be reported as effective transfer.

The first 12 months

Within 90 days, the EVP will map the 20 highest-consequence exposures, retest the recovery plan and assess risk capability. The sponsor will receive immediate appetite breaches, correlated scenarios and ownership decisions.

By month eight, three priority projects should use decision-linked appetite, two cross-project resilience exercises should produce funded actions and assurance should be reallocated by consequence. The largest shared-contractor risk will have a tested alternative or explicit acceptance.

At year-end, 95% of high-severity risk actions should close by approved dates, aged appetite exceptions fall 50% and critical recovery actions achieve 90% completion. Every major bid and mobilisation should evidence first-line risk ownership, with ready cover for 70% of pivotal risk roles.

What the board will measure

• First-line leaders owning risk rather than escalating administration.
• Correlated project and contractor exposure visible early.
• Recovery choices challenged before consequences harden.
• Resilience actions funded and tested in operations.
• Independent assurance and strong risk succession.

The person

You are an EVP Risk, resilience executive or major-project assurance leader with 22–28 years of experience. You have carried accountable scope above ₹23,150 crore and led at least 900 people. Your background includes project-based, field-service or asset-intensive businesses with contractors and high-consequence operations.

The board will test a risk you returned to the first line, a scenario that exposed shared dependency and a project decision you challenged despite schedule pressure. You must be constructive without becoming an operating shadow. Compliance-only experience without project and resilience consequence will not qualify.

This onsite Ahmedabad role requires frequent project, customer, contractor and operational travel.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. Measures include ownership, recovery challenge, resilience, assurance, issue closure and succession. Final terms follow the activated risk perimeter.

Confidentiality

The division, customers, projects, incidents, contractors and recovery plans remain confidential. Further detail follows qualification and mutual confidentiality. Composite conditions protect the organisation's identity.