EVP – Risk and Resilience — Energy-Services Division

The mandate

A deliberate change of pace is required to deal with board concern over resilience and inconsistent first-line ownership within a privately held integrated energy producer and services platform. The immediate arena is the energy-services division during a major-project recovery. For mandate 360, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Risk and Resilience operating perimeter covers approximately ₹39,950 crore in operated asset and trading portfolio, with activity spanning several energy-services division customer, product and delivery clusters rather than a single asset. The EVP – Risk and Resilience Oil & Energy remit carries direct influence over roughly 1,275 colleagues and third-party capacity.

The board and its investment committee want a EVP – Risk and Resilience who can convert ambiguity into a short list of explicit choices for the energy-services division. The EVP – Risk and Resilience Oil & Energy seat must resolve a major-project recovery, while preserving the underlying strengths of the energy-services division. For mandate 360, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Risk and Resilience’s first year on the energy-services division is expected to end with risk appetite adherence, tested resilience and faster issue closure. In mandate 360, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created EVP – Risk and Resilience — Energy-Services Division seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the energy-services division remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the EVP – Risk and Resilience value-creation thesis for the energy-services division, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹39,950 crore in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Risk and Resilience Oil & Energy organisation of about 1,275 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the energy-services division economics and execution constraints created by a major-project recovery, with EVP – Risk and Resilience-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Risk and Resilience operating review across commercial, customer, financial, people, technology and risk outcomes for the energy-services division; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 360.
• Build the EVP – Risk and Resilience’s three-year succession and capability plan for the energy-services division, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the energy-services division baseline, meet the 30 stakeholders most consequential to board concern over resilience and inconsistent first-line ownership, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Risk and Resilience portfolio and organisation choices for the energy-services division, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable energy-services division trend against risk appetite adherence, tested resilience and faster issue closure, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the EVP – Risk and Resilience’s agreed first-year energy-services division value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Risk and Resilience forecast that remains decision-useful across three consecutive quarters and reconciles the energy-services division’s operating, cash, customer and people assumptions.
• Closure of the EVP – Risk and Resilience mandate’s highest-priority energy-services division risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical energy-services division talent and ready-now successors for at least 70% of the EVP – Risk and Resilience’s direct reports.
• A quantified EVP – Risk and Resilience-owned improvement in the energy-services division operating constraint behind a major-project recovery, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 360: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a EVP Risk, Deputy CRO or Operational Resilience Head in a privately held Oil & Energy or adjacent enterprise. In relation to the energy-services division, your EVP – Risk and Resilience track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from energy, oil and gas, utilities, chemicals, renewables or industrial services will be considered where the operating model, customer stakes and governance intensity match this EVP – Risk and Resilience brief.

As a EVP – Risk and Resilience candidate, you bring 22–28 years of progressive Oil & Energy or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹23,150 crore and led an organisation of at least 900 people.

For mandate 360, the board wants two transitions: a difficult energy-services division portfolio choice and a leadership-system change during a major-project recovery. As the prospective EVP – Risk and Resilience for this energy-services division, you must challenge optimistic cases and still create followership. References for mandate 360 must distinguish your contribution from the institution around you.

The EVP – Risk and Resilience role in Oil & Energy is based in Ahmedabad; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of EVP Risk, Deputy CRO or Operational Resilience Head, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven EVP – Risk and Resilience ownership of at least ₹23,150 crore and leadership of no fewer than 900 employees in a comparable energy-services division context.
• One completed Oil & Energy or adjacent-sector example of board concern over resilience and inconsistent first-line ownership with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks EVP – Risk and Resilience-level energy-services division consequences will not meet the bar.
• Willingness to meet the Ahmedabad location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 360.

Compensation and terms

The anticipated EVP – Risk and Resilience package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final energy-services division scope and the candidate’s current mix. Any long-term participation for mandate 360 follows standard vesting and performance conditions. The EVP – Risk and Resilience appointment in Ahmedabad, centred on the energy-services division, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 360.

Confidentiality

To protect the board, incumbent team and candidate, the organisation remains unnamed until a confidential conversation confirms mutual relevance for mandate 360. The operating facts have been rounded and blended expressly to remove identifying signals for mandate 360.