Kapil Gakhar
Deputy General Manager (Vigilance)
HPCL
Mr. Kapil Gakhar has over 20 years of experience in HPCL, spanning Vigilance, Marketing Operations, Projects, and HR. Currently serving as Deputy General Manager – Vigilance at the Headquarters, he oversees preventive and investigative vigilance activities and plays a key role in strengthening the vigilance function through the implementation of e-vigilance initiatives and other systemic improvements.
In his previous role, he worked in the Office of the Director – HR, where he provided strategic support and managed key management information systems in collaboration with various HR and business verticals. He also oversaw the implementation of HPCL's flagship in-house leadership development initiative, HP Possible. Prior to this, as part of the Organization Development team, he contributed to initiatives focused on culture, employee engagement and innovation.
Earlier in his career, as a Senior Project Engineer, he was involved in the execution of a new LPG Terminal with an evacuation pipeline for LPG produced from the HMEL Refinery in Punjab, India. He has also managed LPG marketing operations and sales activities, manpower and resource planning, logistics and, procurement related activities.
Kapil has done his MBA from Hult International Business School and Bachelor’s Degree in Engineering from Panjab University. He is a SHRM Certified Professional & also certified in Ferry Emotional & Social Competency Inventory. He has completed Post Graduate Diploma in Industrial & Commercial Laws from NUJS, Kolkata. He has been actively participating at various conferences & industry forums and likes to keep himself abreast with the latest trends in technology and their application in workplace.
Participates in
TECHNICAL PROGRAMME | Energy Leadership
Job roles represent the distribution of work for achieving HPCL’s strategic objectives and are integrated for collective outcomes. Based on these roles, detailed frameworks comprising technical, behavioural, and organizational competencies have been created, supplemented by learning curricula, defined learning outcomes, delivery techniques, and assessment methodologies. These competency frameworks are modelled on organizational strategy and validated through analysis of global trends in the energy sector.
Under the Corporate Division, 85 competencies across 173 roles covering 598 officers have been finalized. In the Refineries Division, 110 competencies across 122 roles for 1,300 officers have been identified. Similarly, for the Marketing Division, 109 competencies across 178 roles covering 2,518 officers have been finalized.
Once an individual is hired from a premier institute, it becomes the responsibility of the organization to ensure their skill development. After hiring, the right talent is placed in appropriate roles and provided with training programs aligned to the defined competency frameworks.
To identify the skill gaps between existing and desired competency levels, technical competency tests are being conducted on a regular basis. These skill assessments serve as critical inputs for designing targeted capability-building programs to bridge the gaps and ensure our talent remains agile and future-ready. Post-training, reassessments help validate improvements and readiness.
For mid and senior management, assessment centres and talent dialogues are being planned with a focus on preparing individuals for leadership roles. With the imminent energy transition, enhanced attention has been placed on long-term leadership development programs across the organization.
To ensure equitable access to development opportunities, an AI-based online platform has been implemented, offering high-quality content for both behavioural and technical learning, including tie-ups with national and international content providers of repute.
Going forward, the objective is to build a robust talent ecosystem that supports individualized career development plans, addressing both personal aspirations and organizational needs. These competency frameworks can also be used for career path modelling based on competencies, interchangeable position matrices, and horizontal and vertical expansion of officers. The approach emphasizes breaking away from traditional roles into core skills and competencies while managing the organization’s skill inventory to handle uncertainties.
