GOPAN GIJU

· Led campus hiring across 3 onsite and 12 virtual drives, successfully onboarding 137 FTEs and 41 interns despite late-stage headcount surges by deploying centralized execution tracking.

· Designed and maintained a centralized hiring tracker (ID levels, offer status, BL allocation), significantly improving HR–Business Line coordination and execution transparency.

· Implemented experienced hiring governance with centralized L1–L3 tracking across EMTECH, GP, and Upstream, enabling >80% role postings before Q1 and achieving ~50% of BTC targets filled in Q1.

· Served as POC for hiring plan changes, SAP updates, and process governance; delivered bi‑weekly leadership reports and supported SWE career fairs and face‑to‑face interview drives.

· Improved offer‑to‑hire conversion from 82% (2024) to 91% processed and 90% onboarded (2025) through tighter funnel stewardship and faster candidate movement.

· Planned and executed Industrial Training Program (ITP) 2024 in collaboration with SLB, Honeywell, L&T, and ONGC, delivering $193,410 savings on a $1M budget via vendor optimization.

· Scaled ITP 2025 to train 20% more hires while reducing per‑person cost by 7.2%; nearly doubled onboarding volume and lowered per‑hire cost by ~6% (₹130,152 → ₹122,253), saving ~₹7,899 / $94 per hire.

· Owned peak‑load onboarding operations, reducing per‑hire cost by ₹94.61 and projecting ₹106,371 savings for 1,124 FY‑2025 hires (~6% cost reduction).

· Streamlined onboarding accommodation and invoice billing by transitioning from a vendor‑invoice model to an employee‑paid, Chrome River reimbursement framework aligned with Global Mobility Standards, eliminating manual invoicing and accrual dependencies.

· Delivered operational efficiency and audit readiness by removing manual payables workflows, saving 330 manhours per month / 3,960 hours annually and achieving ₹9–12 lakhs in annual cost avoidance.

· Drove scope expansion for in‑house Virtual Reality (VR) development, strengthening internal capability and reducing external dependency.

· Built and governed Power BI dashboards leveraging SAP and CareerConnect data to provide leadership visibility into conversion rates, cycle times, cost‑to‑serve, cohort throughput, and vendor performance.

· Forecasted workforce demand using SAP‑based tools and CareerConnect, ensuring requisition hygiene, SLA adherence, and disciplined time‑to‑fill performance.

· Standardized SOPs and execution trackers for cohort sizing, seat allocation, ID levels, and compliance documentation, improving scalability and audit defensibility.

· Partnered with Business Lines, HR, Finance, Procurement, and vendors to translate business strategy into actionable workforce plans, budgets, KPIs, and delivery milestones.

· Drove cost discipline through category levers including onboarding kits, hotel rate structures, and venue utilization, improving unit economics at scale.

· Applied ExxonMobil contracting guidelines to workforce vendors, defining scope, SLAs, KPIs, HSSE/quality clauses, and payment linkages; monitored performance and initiated recovery actions.

· Prepared executive stewardship packs synthesizing SAP, CareerConnect, and Power BI insights—funnel health, variances to plan, risks, and corrective actions.

· Served as BCP Site Coordinator (2025) for HR operations; owned continuity documentation and successfully executed a BCP mock drill, validating readiness for recruiting and onboarding continuity.

· Led integration of Airscope 3D Visualize platform for model reviews; expedited vendor delivery, trained stakeholders, and enabled FEED contractors to conduct effective 3D model reviews.

· Authored Work Management Bridging Document for Greenfield and Brownfield scopes, clearly defining permit systems, SSHE controls, and work‑management checkpoints in alignment with WMS and Operations.

· Drove cross‑functional alignment with Business Unit and Operations teams to finalize clear gas detector specifications, enabling accurate contractor procurement during execution.

· Identified and resolved a TTE laydown area scope gap by clarifying responsibility for ground leveling and housekeeping, preventing execution conflicts and schedule impact.

· Drafted and coordinated Interface Agreements (IA) for Marine Loading Arms and Marine Fenders; facilitated stakeholder reviews and supported PMOC Smartsheet submissions.

· Coordinated completion and approval of PMOC documentation, including Risk Screening Forms, GA drawings, and Interface Agreements, ensuring execution readiness.

· Supported safe and capital‑disciplined project delivery across Select/Define/Execute phases with emphasis on brownfield scopes.

· Applied EMCAPS, Stage Gate, EEP/FEEP, S‑BORE/CSC, Global Practices, and OIMS/MOC to mature execution strategies, manage interfaces, and steward risks and issues to closure.

· Embedded OIMS requirements into execution planning; initiated and stewarded Management of Change (MOC) for temporary and permanent changes.

· Planned and stewarded PSSR readiness, verifying procedures, training, isolations, energization, and commissioning prerequisites prior to startup.

· Led constructability reviews, brownfield verification, laser scanning integration, and tie‑in planning to minimize rework and shutdown duration.

· Developed and maintained WMS Bridging Documents to align contractor and owner responsibilities across permits, SSHE controls, and isolations.

· Coordinated permitting and statutory approvals by aligning contractor submissions with internal procedures and regulatory requirements.

· Monitored contractor execution against plans and specifications; developed and stewarded recovery plans to close performance gaps.

· Supported SIMOPS and shutdown planning in coordination with Operations and Construction teams.

· Supported cost and schedule control activities, including variance analysis, contingency stewardship, and execution readiness packs.

• Feasibility, cost estimates, WBS, and execution planning for brownfield projects up to INR 1 Billion.
• Managed EPC contractors, procurement (bids, POs), stores (GRN), and capitalization reports; executed shutdowns to plan.
• Selected Projects: Multi‑Vapor Re‑Compressor (MVR): INR 1 Billion – installation into existing system. Central Fire Protection System (CFPS): INR 90M – safety across hazardous plants/warehouses.

• End‑to‑end execution from concept to commissioning; cross‑discipline coordination; SAP PS & Concerto scheduling; safety systems (WPS, JSA, TBT); vendor & material tracking.
• Selected Projects: Fire Hydrant & Sprinkler: INR 38Million – plant & warehouse safety. DM Plant: INR 28Millon – capacity enhancement. ATFD (ZLD): INR 25M – zero liquid discharge, on‑schedule commissioning.

• OSBL piping erection and commissioning.
• Reviewed PFDs, P&IDs, BOQs, and 3D plant models.
• SAP PR generation, material tracking, and contractor supervision.
• Ensured safety compliance during critical site activities.