Rajasekhar Mallaramu
Senior Manager
Engineers India Limited
India
Having 13 years of Experience in Oil and Gas Sector.
Participates in
TECHNICAL PROGRAMME | Energy Leadership
Financing the Future Energy Supply
Forum 27 | Hall 5 Digital Poster Plaza 5
13
October
12:30
14:30
UTC+3
The global energy transition demands inclusive financing to achieve sustainability, affordability, and security, engaging individuals, communities, and institutions in transformative climate action. This study proposes a Company-Managed Sustainability Investment Platform (CMSIP), enabling employees to invest salaries or bonuses in corporate-led green projects, such as solar microgrids, waste-to-energy systems, or carbon capture pilots, while leveraging India’s ₹1 lakh crore annual CSR pool. Unlike provident funds or REITs, CMSIP harnesses corporate expertise—technical, regulatory, and R&D—to deploy innovative technologies, including those requiring Patent and Technology Rights (PTR), fostering grassroots innovation and societal impact.
CMSIP aligns with schemes like PM Suryaghar Muft Bijli Yojana of India, targeting solar panels for 100 million households with ₹30,000–₹78,000/kW subsidies, and the National Solar Mission, aiming for 100 GW solar capacity by 2030. Employees and their families, including unemployed children, participate in project implementation, gaining hands-on experience in technologies like advanced solar inverters or biomass gasifiers. This exposure equips them with real-time knowledge for higher studies or careers in new companies, fostering employability. Mutual MoUs between employee unions of different firms pool engineering and construction skills, enabling billion-dollar projects driven by employee contributions and voluntary time, strengthening workplace and community bonds.
By facilitating PTR acquisition, CMSIP revives globally transferred but underutilized technologies, such as energy storage or carbon-sequestering materials, scaling them for public good. Small-scale pilots, funded by CMSIP and CSR, test innovations like a 100 kW solar-battery system, offsetting 120 tons of CO₂ annually and saving 60% on energy costs. Weekend brainstorming and sub-committees drive community-specific solutions, like rural off-grid systems. Redirecting 50% of CSR funds could support 500 MW of renewable projects yearly, creating 10,000 jobs, including opportunities for employee families, and cutting emissions by 600,000 tons. Collaborations with institutes like IITs or MIT refine technologies, enhancing reliability.
Public-private synergies, supported by green bonds and blended finance, mitigate policy volatility and costs, while corporate governance ensures transparent fund management. CMSIP transforms workplaces into green innovation hubs, aligning with India’s 2070 net-zero goal, empowering communities, enhancing employability, and redefining investment as a catalyst for equitable, sustainable energy access and resilience.
CMSIP aligns with schemes like PM Suryaghar Muft Bijli Yojana of India, targeting solar panels for 100 million households with ₹30,000–₹78,000/kW subsidies, and the National Solar Mission, aiming for 100 GW solar capacity by 2030. Employees and their families, including unemployed children, participate in project implementation, gaining hands-on experience in technologies like advanced solar inverters or biomass gasifiers. This exposure equips them with real-time knowledge for higher studies or careers in new companies, fostering employability. Mutual MoUs between employee unions of different firms pool engineering and construction skills, enabling billion-dollar projects driven by employee contributions and voluntary time, strengthening workplace and community bonds.
By facilitating PTR acquisition, CMSIP revives globally transferred but underutilized technologies, such as energy storage or carbon-sequestering materials, scaling them for public good. Small-scale pilots, funded by CMSIP and CSR, test innovations like a 100 kW solar-battery system, offsetting 120 tons of CO₂ annually and saving 60% on energy costs. Weekend brainstorming and sub-committees drive community-specific solutions, like rural off-grid systems. Redirecting 50% of CSR funds could support 500 MW of renewable projects yearly, creating 10,000 jobs, including opportunities for employee families, and cutting emissions by 600,000 tons. Collaborations with institutes like IITs or MIT refine technologies, enhancing reliability.
Public-private synergies, supported by green bonds and blended finance, mitigate policy volatility and costs, while corporate governance ensures transparent fund management. CMSIP transforms workplaces into green innovation hubs, aligning with India’s 2070 net-zero goal, empowering communities, enhancing employability, and redefining investment as a catalyst for equitable, sustainable energy access and resilience.
TECHNICAL PROGRAMME | Energy Leadership
Human Capital - Attracting, Training and Retaining
Forum 30 | Hall 5 Digital Poster Plaza 5
15
October
10:00
12:00
UTC+3
Human Intelligent (HI) 5.0: Innovation, AI, and Inclusion in Talent Development for the Energy Industry
In an era of digital transformation and intense inter-industry competition, the oil, gas, and energy sector must rethink traditional approaches to human capital management. Attracting, training, and retaining top talent—especially the entrepreneurial and purpose-driven Gen Z workforce—demands a shift towards innovation, transparency, and flexibility. This forum will explore forward-looking strategies that empower employees and align individual growth with organizational development.
The modern employee seeks more than job security; they aspire to autonomy, creativity, and continuous learning. Organizations can leverage AI tools like ChatGPT, Grok to complement their time consuming repetitive works by own GPTs, AI-based learning platforms like , Udemy memberships, and structured competitive exams to offer equitable growth paths. Promotions driven by performance in such assessments foster a merit-based environment, minimizing biases and creating clarity in career progression.
Introducing an Human Intelligent (HI) 5.0 ,an AI-powered internal job mobility ecosystem—where all new roles are listed and matched with employee profiles using data on experience, completed training, past performance, and team feedback—can democratize job opportunities. Employees can opt into new roles, enabling talent circulation and minimizing stagnation.
Further, a dynamic "Work Score" system—similar to a credit score—can be implemented to evaluate employees using quantifiable KPIs. These may include project complexity, punctuality, leaves taken, publication record, involvement in business development, participation in higher education or technical forums, and peer reviews. This transparent and evolving score can guide promotions, role assignments, and rewards, replacing subjective evaluations with data-driven fairness. AI tools can make this seamless and real-time.
Additionally, fostering a culture that encourages hobbies and personal interests can nurture creativity and psychological well-being. Offering flexible work arrangements and vacation-based ideation retreats—where teams initiate projects in stimulating environments—can boost engagement and innovation. Encouraging employees to run parallel innovation projects also helps develop entrepreneurial thinking, and some projects may eventually be integrated into the company itself.
In today’s workforce environment, where both partners often work and family structures are leaner, flexibility and purpose are non-negotiable. By embracing adaptive training, transparent internal mobility, and AI-enhanced performance systems, the energy industry can position itself as a progressive, attractive, and humane employer. This forum aims to share insights and best practices to ensure we are not only recruiting the best but also continuously developing and retaining them—building a future-ready, inspired, and resilient workforce.
In an era of digital transformation and intense inter-industry competition, the oil, gas, and energy sector must rethink traditional approaches to human capital management. Attracting, training, and retaining top talent—especially the entrepreneurial and purpose-driven Gen Z workforce—demands a shift towards innovation, transparency, and flexibility. This forum will explore forward-looking strategies that empower employees and align individual growth with organizational development.
The modern employee seeks more than job security; they aspire to autonomy, creativity, and continuous learning. Organizations can leverage AI tools like ChatGPT, Grok to complement their time consuming repetitive works by own GPTs, AI-based learning platforms like , Udemy memberships, and structured competitive exams to offer equitable growth paths. Promotions driven by performance in such assessments foster a merit-based environment, minimizing biases and creating clarity in career progression.
Introducing an Human Intelligent (HI) 5.0 ,an AI-powered internal job mobility ecosystem—where all new roles are listed and matched with employee profiles using data on experience, completed training, past performance, and team feedback—can democratize job opportunities. Employees can opt into new roles, enabling talent circulation and minimizing stagnation.
Further, a dynamic "Work Score" system—similar to a credit score—can be implemented to evaluate employees using quantifiable KPIs. These may include project complexity, punctuality, leaves taken, publication record, involvement in business development, participation in higher education or technical forums, and peer reviews. This transparent and evolving score can guide promotions, role assignments, and rewards, replacing subjective evaluations with data-driven fairness. AI tools can make this seamless and real-time.
Additionally, fostering a culture that encourages hobbies and personal interests can nurture creativity and psychological well-being. Offering flexible work arrangements and vacation-based ideation retreats—where teams initiate projects in stimulating environments—can boost engagement and innovation. Encouraging employees to run parallel innovation projects also helps develop entrepreneurial thinking, and some projects may eventually be integrated into the company itself.
In today’s workforce environment, where both partners often work and family structures are leaner, flexibility and purpose are non-negotiable. By embracing adaptive training, transparent internal mobility, and AI-enhanced performance systems, the energy industry can position itself as a progressive, attractive, and humane employer. This forum aims to share insights and best practices to ensure we are not only recruiting the best but also continuously developing and retaining them—building a future-ready, inspired, and resilient workforce.
