Yashwant Chauhan

Currently, Effectively Delivering & Leading in Regional Deputy HR Head (for Regional Business Verticals: Sales & Marketing - Petrochemicals/Natural Gas/Liquid Hydrocarbons; Operations & Maintenance of Pipelines/ Intermediate Pumping Stations/Gas Receiving/Despatch Terminals; LPG Pipelines; Training & Development Division: Catering to Workmen and Regional Executives; CGD: RSGL, etc.) role as Chief Human Resources Manager at GAIL’s Regional Headquarter based out of Jaipur having 15 Business Centres under its jurisdiction in multiple States (Rajasthan/Gujarat/Parts of Haryana, UP & Delhi), with a combined revenue of Rs.13000 Crore plus for the FY 2023-24, powered by its strong workforce of about 1800. Efficiently & Effectively Officiated in the capacity of Regional HR Head for the above GAIL’s Regional Headquarter based out of Jaipur from time-to-time (i.e. from June 2022 till date); and Successfully Spearheaded during the said time a geographically spread-out Team of 17 HR Professionals directly/indirectly reporting to me in this vast Region, while reporting myself to the multiple Business Heads of this entire Region as Regional HR Head.

Extensive Hands on Experiential Learning Experience of Successfully Navigating the COVID Pandemic in Oil & Gas/Energy Sector by enabling & ensuring the following: 1. Business Continuity of the Organization to meet the Extremely Critical Energy requirements of the Country with 1.37 Billion People amid Lockdown/Mitigation Measures and Unprecedented Challenges on account of ongoing COVID Pandemic 2. Building Mindset for Propagation of COVID appropriate Behviours amongst People 3. COVID Protocol Management 4. Reshaping Adaptable & Agile Culture 5. Adoption of Best Practices/Learnings with regard to Leveraging the Future of Work/Worker/Workplace 6. People & Policy Advocacy 7. Technology Adoption for Seamless Coordination & Integration amongst various Sub-Task Forces at Work Centres/Offices covering 200 Plus locations within the Group Enterprise for Immediate, Efficient and Effective response 8. Designing People Centric Policies 9. Enhancing Social Security measures 10. Co-Creating Proactive measures for Building Future Ready Organization thereby enabling Capability & Capacity Building, People Health & Wellness, People Performance, Digital Transformation, Agility, Resilience, Trust, Vibrant Culture, Sustainability Mindset, Empathetic & Inclusive Leadership, etc.

Joined GAIL's Group Corporate Headquarter in New Delhi through Campus Selection from the premiere TISS Mumbai in May 2009; & made valuable contributions on end-to-end HR Issues while successfully delivering & leading at Group Corporate HR level roles based out of New Delhi for 13 Years (May 2009 to May 2022); and played an instrumental role while working extensively (including on Board level Agendas at Group Corporate level for GAIL & its 26 JVs/Subsidiaries/Associate Companies) & contributing in following areas: (1) Corporate HR/HRD Strategy & Frameworks; (2) Policy & Employee Relations; (3) Employee Participation/Engagement, Employee Experience, Employee Value Proposition; (4) People Analytics, HR Technology/Transformation/Digitalization; (5) Long Term Wage Negotiations/Settlements and Unions/Associations Management; (6) SAP-HR Module (7) Compensation & Benefits, Performance Related Pay / Variable Pay and Business Unit Performance Pay Evaluation; (8) Rewards & Recognition; (9) Service Terms & Conditions, Employee Life Cycle; (10) HRD, Performance Management, 360 Degree Feedback, Succession Planning & Career Development, Talent Acquisition/Management/Development and Talent Retention Strategies; (11) Learning & Development, Leadership Development, Organizational Design & Development, Change Management, Workforce Planning, Organizational Culture Building & Values Creation; (12) HR Business Partnering; (13) Employee Welfare/Well-Being, Social Security, Superannuation Benefits, Labour Laws Compliances and Stakeholders Management; (14) HR Administration, Estate & Establishment Management, Contracts Management, Contract Labour Management and Apprentices Management; (15) Industrial/Labour Relations and Employee Grievance Management; (16) HR Budgeting and HR Audit; (17) Business Responsibility Reporting, Sustainability and CSR; (18) Merger & Acquisitions and Un-Bundling; (19) Diversity, Equity, Inclusion & Belongingness and PoSH; (20) Future of Work/Worker/Workplace

1. Joined GAIL (India) Limited in May 2009 as a Management Trainee through Campus Placement after successfully completing Masters in Human Resource Management & Labour Relations (HRM & LR erstwhile PM&IR) from the premiere School of Management & Labour Studies, Tata Institute of Social Sciences (TISS), Mumbai. 2. Developed Understanding of Oil & Gas / Energy Sector's Businesses and People Challenges while undergoing a Comprehensive Corporate Cross Functional Business Orientation-cum-Induction Module of 1 month duration at GAIL's Corporate Learning & Development Institute at NOIDA. 3. Developed Understanding of Oil & Gas / Energy Sector's Businesses and People Challenges while undergoing Experiential Learning Journey of about 3 months collectively at JLPL (World's Longest LPG Pipeline Network) Headquarters and Mega Petrochemical Plant at Pata, Auraiya respectively covering pertinent aspects of HR Business Partner, Employee/Industrial Relations. 4. Developed Understanding of Oil & Gas / Energy Sector's Businesses and People Challenges while undergoing through hands on exposure of working for 8 months in highly relevant aspects of Corporate HR/HRD at Group Corporate level pertaining to key focus areas such as Policy & Employee Relations, Performance Management System, Career Progression & Placements, Talent Acquisition, HRD New Initiatives, SMDCs, Workforce Planning, Employee Services, SAP-HR Module, Administration, Superannuation/PF/Pension, Disciplinary Matters, Learning & Development, etc.)

In its endeavour to provide a platform to young leaders to shape the management destiny of the country, All India Management Association has constituted Young Leaders Council (YLC). The objective of the Council is to create a non-lobbying platform for young leaders who are ushering in the new era of change and building the new age India to engage with each other on a regular basis. It also aims to mentor and nurture young leaders to prepare for the next wave of national transformation. Not only will it provide networking opportunities for the young leaders, but also translate the learnings from the evolution of leadership thinking in India into AIMA’s core focus in the domain. The YLC has to take the lead in forming the Council and putting together a governance structure and AIMA will support the Council in all ways including providing secretariat support.

1. Successfully Conceptualized / Initiated / Conducted the futuristic “Young Leaders Series“ at Indian Society for Training & Development (ISTD) Delhi Chapter with a vision to nurture and empower "Young Leaders" to share their thoughts, experiences and perspectives. The initiative was essentially aimed at "Youth Empowerment" and "Energizing Learning & Development" by bringing together "Young Leaders" on a wide range of areas within the overall theme of “Future of Learning & Development” to foster learning, development, inspiration, leadership and conversations that matter. 2. Member, Committee on Coordination with NHQ, RVPN and NP, Delhi Chapter

Live Project: Developing a Sales Force Training Manual 1. Understanding the business and sales force structure, generated the training inputs through TNA 2. Successfully Mapped the Training Inputs 3. Successfully Developed the new Training Manual (Methods, Delivery and Evaluation)

Live Project: Developing Branding Strategy for Laterals 1. Identification of various channels of communication: Consultants, Member Referring Candidates and Website 2. Mapping the current process 3. Successfully Identified the Key Intervention Areas & made Recommendations for further Improvement

Live Project: Sales Force Compensations and Benefits 1. Learned about the Business and Sales Force Effectiveness through meetings with Business Heads and Managers. 2. Did the Literature Review and Comprehensively Studied the Compensation & Benefits (C&B) and Incentive Structure of AstraZeneca 3. Prepared the detailed questionnaire keeping in mind the overall reward strategy 4. Did the Comparative analysis of C & B and Incentive structure across the sectors 5. Prepared the questionnaire and conducted National Sales Force Survey through Individual Interviews to analyze the AZ C & B and Incentive structure effectiveness 6. Successfully Designed and Proposed a new comprehensive Business Driven Compensation & Benefits and Incentive structure for AstraZeneca based on the Internal & External Analysis. 7. Received verbal appreciation for the above Summer Internship Live Business Project from AstraZeneca India's Top Leadership Team

Live Project: Competency Mapping for Non-Management Employees of LPG Plants 1. Understanding Business of LPG 2. Designed the Questionnaire based on Business requirements 3. Successfully Developed the Competency Mapping Matrix for Technical, Functional and Behavioral Competencies 4. Implemented by HPCL in LPG Plants