The Leading Oil and Gas Companies to Watch – 2025

Lessons from Global Oil Majors

Balancing Profitability with ESG Goals

Headlines. Featured Where Leaders Make Your Legacy

Showcasing Advisory Impact

Gaining Unmatched Exposure

Establishing as Industry Authority

Featuring on International platform

A note from our Director

Energy Leadership Celebrating

Energyremainsacornerstoneofglobaldevelopment,

poweringindustries,infrastructure,anddailylife. Theoilandgassector,inparticular,continuestobe avitalsourceofeconomicgrowth,innovation,and employment.Beyondproduction,companiesare increasinglycalledupontoadoptresponsiblepractices, improveefficiency,andexploresolutionsthatbalance demandwithenvironmentalaccountability.The organisationsleadingtheseeffortsarenotjustsuppliers; theyarecatalystsforprogressinenergymanagementand sustainableoperations.

Thiseditionhighlightstheindustry'spivotalrolein poweringeconomieswhileaddressingglobaldemandsfor cleanersolutions.Weselectedcompaniesthatdemonstrate strategicvision,advancedtechnologyadoption,anda commitmenttosafetyandquality.Theireffortsshapenot onlymarketsbutalsothewayenergysupportscommunities andindustriesworldwide.

GAILGas,ourcoverstory,waschosenforitsleadershipin naturalgasdistribution.Operatinganextensivenetwork,it deliverscleanenergytodiversesectors,fromindustrialto domesticusers.Itsinvestmentincutting-edgeinfrastructure andsustainablepracticesensuresareliablesupplywhile prioritisingenvironmentalcare.GAILGas'sfocusonsafety, customersatisfaction,andinnovationmakesitastandout, reflectingthequalitieswecelebrateinthisedition.

Thispublicationhonoursthoseredefiningenergy'sfuture. Theirworkinspiresustoenvisionaworldwhereenergy solutionsarebothimpactfulandresponsible,pavingthe wayforprogress.

Manish Bansal Director, Insights Success India

"IF YOUR ACTIONS CREATE A LEGACY THAT INSPIRES OTHERS TO DREAM MORE, LEARN MORE, DO MORE AND BECOME MORE, THEN, YOU ARE AN EXCELLENT LEADER."

- DOLLY PARTON

Editor's Note

Energy Excellence Driving

Theoilandgasindustryremainsa

drivingforceofglobaleconomies, poweringindustries,homes,and innovation.Thiseditioncelebratesthe organisationsthatleadwithprecision, commitment,andafocusonsustainable progress.Thesecompaniesdeliverenergy solutionsthatbalanceoperationalexcellence withenvironmentalresponsibility,shapinga futurewherereliabilitymeetsinnovation.

Thesectorfacesuniquechallenges,from fluctuatingmarketstoincreasingdemandsfor cleanerenergy.Leadersinthisspaceexcelby integratingadvancedtechnologies,optimising supplychains,andprioritisingsafetyand efficiency.Theirabilitytoadaptwhile maintaininghighstandardsensurestheymeet theneedsofdiversestakeholders,from industrialclientstoeverydayconsumers.By focusingonqualityandinnovation,these organisationsstrengthenthefoundationof energysystemsworldwide.

In The Leading Oil and Gas Companies to Watch - 2025,wehighlightentitiesthatset benchmarksintheindustry Their contributionsextendbeyondproduction, influencingpolicy,sustainability,and economicgrowth.Thesecompanies demonstratehowstrategicvisionand operationalrigourcancreatelastingimpactin avitalsector.

Onefeaturedorganisationstandsoutforits roleasakeyplayerinnaturalgasdistribution. Itoperatesanextensivenetwork,supplying cleanenergytoindustrial,commercial,and domesticusersacrossmultipleregions. Investingininfrastructureandtechnology ensuresreliabledeliverywhilepromoting sustainableenergypractices.Itscommitment tosafetyandcustomersatisfactionhasearned itareputationasatrustedleaderintheenergy sector

Anotherentity,establisheddecadesago, specialisesindistributinghigh-quality lubricants,tyres,andcoolants.Serving automotiveandindustrialclients,itprioritises ethicaloperationsandproductexcellenceto minimiseequipmentdowntime.Itslongstandingpresencereflectsadedicationto integrity,ensuringcustomersreceivesolutions thatenhanceperformanceandlongevity Together,theseorganisationsillustratethe powerofinnovationandreliabilityinshaping thefutureofenergy.

Let the pages fill you with not just insights, but ideas in motion!

Gaurav PR Wankhade

Managing Editor

T e h v i e s F u r l o c x n t E P e a g

GAIL GAS

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September, 2025

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EDITORIAL TEAM

Editor-in-Chief

Managing Editor

POOJA M. BANSAL

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Brief Organisation

Enpro Industries Pvt. Ltd.

GAILGas

GlobalTechnical Services

GPPetroleums

Gulf Oil Lubricants India Ltd.

IndianOil CorporationLtd.

PuneGas

RakaOilCompany

SARKEPCProjects PvtLtd

SensiaGlobal

Featuring

SrikrishnaKarkare, Founder

GoutomChakraborty, CEO

KBMathur, FounderDirectorand GKMathur, DirectorandChiefExecutive

PrashanthAchar, CEO

RaviChawla, MDandCEO

RajeshSingh, ExecutiveDirector

JesalSampat, ExecutiveDirector

PrathmeshShrivant, CEO

AshwinPatel, ManagingDirector

YasserEl-Khazindar, CEO

EnproIndustriesPvt.Ltd.designsandmanufacturescustomengineeredmechanicalfluidsystemsandprocessequipmentforglobal industries,deliveringinnovative,high-qualitysolutionsworldwide.

GAILGas,aMaharatnaPSUunderGAIL(India)Limited, drivesIndia’scleanenergygrowththroughgastransmission, distribution,andsustainableinfrastructureexpansion.

GlobalTechnicalServices(GTS)deliversspecialisedsolutions worldwide,spanninglubricationmanagement,telecomsupport, facilitymanagement,logistics,andindustrialsystemintegration.

GPPetroleumsLtd.,aleadingIndianlubricantmanufacturer,offers IPOL-brandedautomotiveandindustrialoils,greases,and transformeroilswithastrongglobalpresenceandISO-certified qualitystandards.

GulfOilLubricantsIndiaLimited,partoftheHindujaGroup,is aleadingmanufacturerofautomotiveandindustriallubricants withstrongOEMpartnerships.

IndianOilCorporationLimitedisIndia’slargeststate-owned energycompany,leadinginrefining,marketing,andsustainable energysolutions.

PuneGasdeliversinnovative,sustainablegassolutionsfor industrialandcommercialneeds,ensuringefficiency,reliability, andreducedenvironmentalimpact.

RakaOilCompanydistributesMobil,Essolubricants,Goodyear tyres,andBASFcoolants,servingMaharashtraandGoa's automotiveandindustrialsectorswithintegrity

SARKEPCProjectsPvt.Ltd.deliversreliableCathodicProtection Systemsolutionsservingmajoroil,gas,andinternationalclients withover12,000kmofcompletedprojects.

SensiaGlobalcombinesSLB'senergyexpertiseandRockwell Automation'sautomationskillstodeliversustainablesolutions thatconnect,automate,andoptimiseenergyproductionfor smarter,saferoperations.

The Front Page Exclusive

LNG station at Mandideep, Madhya Pradesh

GAS GAIL GAIL

Fueling India's Green Transition

GAIL Gas Limited’s vision is rooted in its pragmatic role in making the bridge fuel Natural Gas easily accessible, in order to realize a sustainable and prosperous future for society.”

In India’s pledge of going carbon neutral by 2070, the country made to the world, a lion’s share of responsibilitycomesdownontheshouldersoftheoil& gasindustry.

Being one of the leading oil & gas companies of 2025, the mantleofhelpingtheindustryinlivinguptoitspromisehas beentakenuponitselfbyGAILGasLimited

In an exclusive interview with Insights Success India, the company’sChiefExecutiveOfficer,GoutomChakraborty, spoke in detail about what makes GAIL Gas one of India’s topmostenergycompanies,itsachievements,contributionto the nation-building, and plans to ensure that India becomes sustainablyself-reliantintheenergysectorsoon.

Sir, GAIL Gas Limited has established itself as a significantplayerinIndia'sCityGasDistribution(CGD) sector.Howdoyoudefineyourcompany'scoremissionin this evolving energy landscape, and what makes GAIL Gasa"leadingcompanytowatch"in2025?

Established in 2008, GAIL Gas Limited has grown into a prominent force in India's City Gas Distribution (CGD) landscape. With a mission to provide clean and reliable energy,thecompanystartedoperationsinjustfourcitiesand now holds authorisation for CGD in 16 GeographicalAreas (GAs) across nine states. Through six joint ventures, GAIL Gas is also actively engaged in CGD projects in Andhra Pradesh, Rajasthan, Gujarat, Uttarakhand, North Goa, and Assam.

Currently,GAILGassuppliesnaturalgastoover1.1million households, nearly 5,000 industrial and commercial units, andoperatesmorethan660CNGstations,includingthoserun by joint ventures. In FY2024–25, the company recorded its highest-everturnoverof₹12,231crore,anEBITDAof₹815 crore,andaprofitaftertaxof₹451crore.

Notably, two of our GAs—Taj Trapezium Zone (TTZ) and Bengaluru—report daily gas sales exceeding 1 MMSCM, highlighting our operational strength. Natural gas supply in TTZ plays a vital role in preserving the environmental sanctityoftheworld-famousheritage,theTajMahal.

TherecentapprovalbytheBoardofGAIL(India)Limitedto transfer six CGDs to GAIL Gas pending government approval will further enhance our scale and reach, solidifying our position as a "leading company to watch" in 2025andbeyond.

What are the key strategic pillars that GAIL Gas is focusing on to drive growth and maintain its leadership positionwithinthehighlycompetitiveCGDmarket?

GAILGas’sgrowthstrategyisanchoredonfourkeypillars:

1. Ensuring Uninterrupted Availability of Natural Gas: Ourobjectiveistoexpandourreachacrossallourauthorized areas to provide continuous, 24/7 natural gas supply to households, vehicles, as well as industrial and commercial customers.

2. Affordability: Recognizing natural gas as the most environmentally friendly fossil fuel currently available, we are committed to maintaining its affordability, ensuring it remainsaccessibleandcost-effectiveforourcustomers.One wayweensurethisisbymixingtherelativelyeconomicalgas made available to us under the Government’sAdministered PriceMechanism(APM)withthecostlygasimportedinthe form of Liquefied Natural Gas. The resultant price is affordableformorecustomers.

3.CommitmenttoNetZeroby2035:Inalignmentwithour parent company, GAIL (India) Limited, we have set ambitious targets to achieve Net Zero Scope 1 and Scope 2 emissions by 2035.Additionally, we aim to reduce Scope 3 emissionsby35%basedona2020-2021baselineby2040.

4. Technology and Innovation: Leveraging advanced technologiesiscentraltoourgrowth.Wehavetransitionedto a cloud-based SAP S/4 HANA platform to enhance operational efficiency in real time. Furthermore, we utilize modern communication channels such as WhatsApp and social media to engage proactively with our customers and improvetheirexperience.

HowdoesGAILGascontributetoIndia'sbroaderenergy securitygoalsanditstransitiontowardsacleanerenergy future?

Natural gas serves as a key transition fuel in India's move toward a renewable-driven energy future. As the cleanest fossilfuel,itemitssignificantlyfewergreenhousegases.The GovernmentofIndiaaimstoincreasetheshareofnaturalgas in the energy mix from the current 6.5% to 15% by 2030, thereby reducing the nation's oil import dependency, and to achieveNetZeroby2070.

business designed with their core, ainable and is not an

Hon'ble Minister, MoPNG Shri Hardeep Puri at GAIL Gas exhibition stall during IEW2024

GAIL Gas plays a pivotal role in this transition through the rapid expansion of CGD networks. As urbanization and industrialization rise, our presence in strategic markets positions us to meet the growing demand for cleaner, safer, andmoresustainableenergysolutions.

Whatspecificmarketopportunitiesdoyouforeseeinthe Indian CGD sector over the next 3–5 years, and how is GAILGaspositionedtocapitalizeonthem?

SeveralmarketopportunitiesareemergingintheCGDarena, andGAILGasisalreadyworkingtocapitalizeonthem:

Ÿ LNG for Long-Haul Transport: With only 20 LNG stations currently operational and a goal set by the MinistryofPetroleum&NaturalGasofconvertingonethirdoflong-haulvehiclestoLNG,thissegmentissetfor exponentialgrowth.GAILGasispreparedtosupportthis transition,havingalreadycommissionedanLNGstation inMandideep,MadhyaPradesh,andworkingtoestablish more.

Ÿ IndustrialShifttoCleanFuel:Regulatorypressuresand costadvantagesaredrivingindustriestowardnaturalgas. GAILGas’sgrowingindustrialcustomerbase,backedby robust infrastructure and service delivery models, offers scalabilityandreliability

Plantation drive on World Environment Day by CEO Shri Goutom Chakraborty and COO Shri Sudhir Dixit

Ÿ CompressedBiogas(CBG):TheSATATinitiativeofthe Government has highlighted CBG as a key renewable resource. To promote circular economy benefits, GAIL Gas has already started the integration of CBG into its existing networks in some areas and is exploring the possibilityofexpandingthisusagefurther

What is your strategy for expanding your network and ensuring efficient distribution of natural gas to diverse customer segments? GAIL Gas operates across various GeographicalAreas(GAs)inmultiplestates.Whatisyour strategy for expanding your network and ensuring efficient distribution of natural gas to diverse customer segments(domestic,commercial,industrial,transport)?

Ournetworkexpansionstrategyprioritizes:

Ÿ Targeted infrastructure rollout across high-demand and underservedareas.

Ÿ Early-stage development in new GAs, supported by precommissioningsurveysandexpeditedclearances.

Ÿ Strategic deployment of domestic PNG, industrial pipelines, and CNG/LNG stations to ensure reliable supply across customer segments domestic, commercial,industrial,andtransport.

HowdoesGAILGasensurethereliabilityandsafetyofits pipelineinfrastructureanddispensingstations?

We have adopted a proactive, technology-driven safety framework,including:

Ÿ Deployment of digital tools for continuous monitoring andriskassessment.

Ÿ Pre-commissioningsafetyreviewsandadherenceto personnel identify and practices.

2024–25, Health, Environment score of fl ficant in strong of operations.

“GAIL

Gas’s growth strategy is anchored on four key pillars: ensuring uninterrupted availability of Natural Gas, affordability, commitment to Net Zero by 2035 and technology & innovation.”

What are the key leadership and operational strengths that enable GAIL Gas to deliver clean, green, and safe energyconsistently?

Ourstrengthliesintheoperationalandmanagerialbackingof our parent company, GAIL (India) Limited, which operates over 16,000 km of trunk pipelines across the country This ensuresgasavailabilityinmostofouroperatingGAs.Wealso leverage GAIL’s LNG sourcing capabilities to secure competitivelypricedgasfromglobalmarkets.

What role do digital initiatives and technology adoption play in enhancing GAIL Gas's operational efficiency, network management, and service delivery (e.g., smart meters,app-basedservices)?

Digitaltransformationisintegraltoouroperations.Overthe years, we have integrated many industry-first technologies, someofwhichare:

Ÿ CRM and Billing Automation: Ensures seamless servicefordomesticconsumers.

Ÿ SmartMetersandAppServices:Introductionof40,000 smart prepaid meters is underway, with 2,000 units alreadydeployed.

Ÿ Customer Engagement: WhatsApp invoice delivery, chatbot services, and e-invoicing simplify user interactions.

Ÿ Incident Management Systems: Enable real-time issue trackingandresolutionacrossGAs.

Ÿ ERPIntegration:TransitionedtoSAPS/4HANACloud, becomingprobablythefirstCGDcompanytofullyadopt thisintelligentERPsystem.

Top management of GAIL and GAIL Gas at the 18th Foundation Day of GAIL Gas Limited

Candidates of CSR program GAIL Gas Super 30

Asaproviderofnaturalgas,howdoesGAILGasintegrate environmental responsibility and sustainability into its corebusinesspracticesandfuturegrowthplans?

Sustainability is embedded in our ethos At GAIL Gas, we have:

Ÿ AstructuredHSEManagementSystemalignedwithlegal andindustrybenchmarks.

Ÿ Focus on occupational health, environmental protection, andsafepractices.

Ÿ Adoption of technology and digital systems to enhance environmentalperformance.

We empower our workforce to uphold and report any deviation from safe or sustainable practices, fostering a positiveandresponsibleHSEculture.

HowdoesGAILGasengagewithlocalcommunitiesinits operating areas to foster positive relationships and contributetosocialdevelopment?

AtGAILGas,wehavealwaysplacedthelocalcommunityat theheartofouroperations.Oneofourinitiativesthatreflects

thiscommitmentisthe‘GAILGasSahyogi’scheme.Through this program, we actively involve members of the local community—suchasshopkeepers,autodrivers,teavendors, andothers—byencouragingthemtoreportanyunauthorized digging near our pipeline infrastructure via dedicated helplines. This grassroots-level vigilance has significantly reduced our response time to potential threats and, in many instances, has helped prevent damage altogether In recognition of their contribution, these ‘Sahyogis’ are acknowledgedandappreciatedfortheirproactiveefforts.

Additionally,weengageinplantationactivitiesinandaround our project areas, further reinforcing our commitment to environmental stewardship and sustainable community development.

Besides these, our Corporate Social Responsibility (CSR) philosophyemphasizesinclusivegrowth.InFY2024–25,we sanctioned22CSRprojectswithatotalcommitmentof₹9.94 crore, and an actual expenditure of ₹8.49 crore—exceeding the mandated 2% contribution. These initiatives focus improvingthequalityoflifeforunderprivilegedcommunities inouroperationalareas.

initiative that we are particularly proud of is the GAIL Super 30 program, which has achieved outstanding in its very first year This flagship CSR initiative by GAIL Gas Limited offers free, comprehensive residential coachingtogiftedyetunderprivilegedstudentsatourRanchi center—empoweringdreamsandtransforminglives.

Out of 30 talented students, 24 have cleared the National Eligibility cum Entrance Test (NEET) 2025 for entrance to medical colleges, achieving an impressive 80% success rate inoneofIndia’stoughestentranceexams.

GAILGasalsocontributed₹5.4croretothe‘NamamiGange’ projectoftheGovernment,contributingtoeffortstocleanup theholyriver

HowdoesGAILGasdemonstrateitscommitmenttoESG principles? Given the increasing focus on ESG (Environmental, Social, and Governance) factors, how does GAIL Gas demonstrate its commitment to these principlesinitsoperationsandcorporatestrategy?

Alignedwithourparentcompany,GAIL(India)Limited,we arecommittedtoachievingNetZeroby2035.Thisincludes reducing Scope 1 and Scope 2 emissions by 2035, and reducing Scope 3 emissions by 35% from a 2020-2021 baselineby2040.

AllourbusinessstrategiesaredesignedwithESGcompliance atthecore,supportingsustainableandresponsiblegrowth.

Our contribution to the ‘Namami Gange’ project and plantation activities in project areas is also part of our commitmenttoESGprinciples.

A CNG station at Meerut, Uttar Pradesh

The oil and gas sector requires specialized talent. How does GAIL Gas attract, develop, and retain a skilled workforce, ensuring a culture of safety, innovation, and highperformance?

GAILGasbenefitsfromthehumanresourcepoliciesofGAIL (India) Limited. Our workforce is drawn from GAIL and comprises experienced professionals with domain expertise in city gas distribution, which has been instrumental in fasttrackingprojectdevelopmentandoperationalexcellence.The GAILTraining Institute plays a crucial role in continuously enhancingtheskillsandknowledgeofourworkforcethrough regular refresher courses This ensures that our human resources remain updated with the latest industry practices andstandards.

In addition, GAIL Gas is actively engaged in local vendor development initiatives and the establishment of skill development centers within our GAs.These efforts not only help us secure a steady supply of trained personnel but also contribute significantly to the socio-economic development ofthelocalcommunitiesweserve.

What challenges do you foresee in the CGD sector, and how is GAIL Gas preparing for them? What significant challengesdoyouanticipatefortheCGDsectorinIndiain the coming years (e.g., competition, regulatory changes, supplychaindynamics),andhowisGAILGaspreparing toaddressthem?

ThekeychallengesthatfacetheCGDsectorinclude:

Ÿ Volatility in LNG Prices: Rising dependency on spot LNG imports poses cost pressures. Long-term sourcing strategies and efficient operations are crucial to mitigate theimpact.

Ÿ Land Acquisition Delays: Securing land and right-ofway approvals remains a bottleneck, especially in urban areas.

Ÿ Customer Awareness and Infrastructure Gaps: Lack of awareness, high conversion costs, and infrastructure shortfalls hinder faster adoption, particularly in smaller townsandindustrialunits.

Ÿ Delay in permissions: A key challenge, as our work involves laying underground pipelines that require approvals from multiple authorities. Often, these permissions are not granted in a timely manner, causing

“Placing the local community at the heart of its operations, GAIL Gas fosters grassroots vigilance through initiatives like the 'Sahyogi' scheme, significantly enhancing safety and response times.”

delays in project execution and, consequently, pushing back the supply of natural gas Implementing a streamlined single-window clearance system could significantlyalleviatethisbottleneckandimproveproject timelines.

Ÿ Third-party damage: These are frequently caused by equipment operators, such as those operating JCBs. Despiteclearmarkersdelineatingpipelineroutesandthe active involvement of community partners through our ‘Sahyogi’program, these damages often go unreported. This results in gas loss and disruption of services, underscoringtheneedforenhancedawarenessandstricter monitoringmeasurestomitigatesuchincidents.

We are addressing these challenges through strategic partnerships, community outreach, such as awareness campaignsto“callbeforeyoudig”,infrastructureexpansion, andoperationalagility

What is GAIL Gas's long-term vision for its role in shaping India's energy future? Looking beyond 2025, whatisGAILGas'slong-termvisionforitsroleinshaping India's energy landscape and contributing to national progress?

ThecornerstoneofouroperationsliesinthesupplyofNatural gas,afuturisticandhighlyefficientfuel.NotonlyisNatural gasenvironmentallyfriendly,butitisalsocost-effectiveand stands as the cleanest among the fossil fuels. It is the most appropriatebridgefuelaswemovetowardsrenewables.

Driven by our vision of a cleaner and greener tomorrow, GAIL Gas embraces an aggressive strategy Our ultimate objectiveistomakecleanandgreenenergyeasilyaccessible inourGAs,playinganintegralroleinrealizingasustainable &prosperousfutureforoursociety.

“

GlobalTechnicalServices

TotalLubricationManagement

Whatisamachine?”,askstheprofessorinthe movie3idiots.AndRancho(AmirKhan’s characterinthemovie)answerssimply,“A machineisanythingthatreduceshumaneffort.”

Ifwethinkaboutanotherquestionofwhoorwhatreducesa machine’sefforts,thesimpleanswerisalubricantoroil. Butifnotmaintainedandmanagedregularlythatsame lubricant/oilcancausemajorproblemsasexperiencedby EastWordPowerstation.

Atoneoftheirundergroundfacilities,unmanageddirty lubricant/oilwascausingfrequentsuctionsandissueslike hydraulic-shuttle-valvesfailures.Andinpeaktimes,the costofrepairwouldgoashighas$200andsometimes hundredsofman-hourswouldbelostintheadditional labourrequiredtobringbacktheworkontrack.

Tosolvetheissuepermanently,theycalledGlobal TechnicalServices(GTS),oneofthebestexpertsin lubricationmanagement.GTStookstockofthesituation andinstalledanautomatedfinefiltrationandonsite conditionmonitoringsystemforcontaminationcontrol.

Afterthat,EastWordPowerStationsawnosuch breakdownsandsavedhundredsofthousandsofdollars. AndGTSmadeitacasestudyofanotheroftheirsuccesses. Itisjustoneoftheirallthebestservices.Thepromotersat GTShave135yearsofcombinedprofessionalexperience. Todate,theyhaveaccomplishedthirty-fivesuchbig projectsandserved14,847customers.

Recipientsofmanyprestigiousawardsandcertificates, GTSistodaythetrustedpartnerbigcompaniesfrommany industrieslookforwardto,fortheirtotallubrication management.

Inourendeavouroffindingout‘TheLeadingOilandGas CompaniestoWatch-2025’,wemetMrK.B.Mathur, GTS’sFounder&DirectorandMr.G.K.Mathur, company’sDirector&ChiefExecutive.Bothofthem werekindenoughtobeinterviewedbyInsightsSuccess. Belowaretheexcerptsfromthediscussionwiththe dynamicduo.

PleasebriefouraudienceaboutGTS,itsUSPs,andhow youarecurrentlypositionedasoneofthebestoiland gascompanies?

WeatGlobalTechnicalServices(GTS),areaservice providingcompanyintheoilandgassector.Weareinthe businessof‘LubricationManagement’.

Goodlubricationofmachinesisthefulcrumtoindustrial productivity.Goodlubricationimprovesthecontinuous runningofmachineswithoutanybreakdownforyearsand years.Hence,itisessentialforthegrowthofproduction andeconomy.

“Oil and Gas sector is going to be the continued major source of energy for at least two more decades before other sources of non-conventional energy can replace them in cost-effective and efficient manner.

“

K B Mathur, Founder Director

TheDynamicDuo

MrK.B.Mathur,thefounder-director,isa MechanicalEngineeringGraduateandapost-gradin BusinessManagement.HeservedintheM/S.IndianOil Corporationfor27years;M/S.GulfOilCorporationas ExecutiveDirectorfor4yearsandM/S.Reliance PetroleumasVPfor4years,withacombinedexperience of52years.

MrG.K.Mathur,DirectorandChiefExecutive,isa graduateinScienceandhas21yearsofexperiencein supportingthecompanybybringinginnewideasand establishingoilconditionmonitoring,establishingthe mostmodernworld-classoiltestinglaboratoriesinthe miningindustryandcementplants.

OurTotalLubricationManagementincludesserviceslike lubricantstorage,handlinganddispensing,leadingtoa contamination-freelubrication(oilandgrease)tomachines.

Hence,weplayanimportantroleinproductivityinthe industrialsector,andnationaleconomy Thisserviceof lubricationmanagementisveryimportanttoimprovethe profitabilityoftheindustrybythewayofcost-cuttingin manufacturing.

TellusmoreaboutGTS’sofferingsandwhataspects makeitstandoutinthecutthroatcompetition?

Ourcompanywasfoundedintheyear2000byMrKB Mathur,whohasthebackgroundofworkingwithoil industryatSeniorPositions.

Subsequently,weapproachedthecementindustrywhich operatesunderahighlydustyenvironment.Itleadsto lubricantsgettingcontaminatedwithdustanddirt.Thus, feedingsuchcontaminatedlubricantscausesdamageto heavy-dutymachines.Tocounterthis,weestablished varioussystemsoffeedingcleanlubricantstothemachines.

WeintroducedOilConservationProgrammeby establishingCentralLubricationCell(CLC)ateveryplant, whereverwegottheopportunitytowork.Eachplantwhere wehaveaCLCwhichalsocontainsanOilTesting Laboratory,FiltrationUnits,andcondition-basedoil changingsystemtosaveoil.

Thishasresultedinreducingthedowntimeinthoseplants considerablyandimprovingtheoverallmechanical

maintenance.Thisleadstoachievingoilconservation, whichiscrucialforcostreduction.Oilconservationisalso avitalnationalneedforsavingimportcostsofbaseoils.

Hence,savinglubricantsleadstocost-cutting,besides,also savingtheenvironment.Goodlubricationalsoleadsto energyconservationby3%-6%inthecementindustry

Ourcompanyiscontinuouslyplayingaleadershiprolein thecountry.Weareprovidingservicesofthebest lubricationmanagementtotheindustrysinceourinception in2000.

PleasebriefusaboutthejourneyofGTSintheindustry andhowitisexcellinginitsniche.

Thecompanyworkingisbasedonaprofessional, systematic,andknowledge-basedapproach.OurFounder Directorworkedwiththeoilindustryforabout35years.He wasabsolutelyclearaboutthewayforward,forestablishing thebestlubricationpracticesinthecementandmining industryastheseindustriesoperateinadustyenvironment.

Cementplantshavealsosetupmines,wheretheymine limestones.Itistherawmaterialthatisthencrushedto form‘Clinkers’whichultimatelygetsconvertedtocement. Cementisaveryimportantandbasicinputmaterialfor nationalinfrastructure.

Ourcompanyisfollowingkeyprofessionalsplayinga majorroleinestablishingworld-classlubrication programmesintheIndianindustry

GTSisaleaderandisproviding niche lubrication management tovariouscementcompaniesandmining industriesinthecountry

Beinganexperiencedleader,shareyouropiniononhow theadoptionofmoderntechnologieslikeAIandMLis impactingtheoilandgasindustryandhowareyou adaptingtothechange?

Yes.Wehavedevelopedthe‘LubricationSoftware’which wecallTotalLubricationManagement(TLM).The SoftwareisbasedonAIandML.Itislinkedwithoiltesting sensors,reportsformachinesbyincorporatingtheoiltest reportsandforecastsmachinefailurestimesahead,leading totimelycorrectiveaction.

Thisprojectionsavesaconsiderableamountofmoneyin machines’maintenancebesidesimprovingthelifeofthe machineandultimatelysavescosttotheindustry.GTS playsthedesiredroleinoilandenergyconservationby implementingTLMintheindustry.

AIandMLaregreatlyhelpingserviceproviderslikeGTS inpreventingmachinefailuresandimprovingthelifeof machines.

Consideringthecurrentpandemicwhatinitial challengesdidyoufaceandhowdidyoudriveGTSto sustainoperationswhileensuringthesafetyofyour employeesatthesametime?

Inourcompany,thereareapproximately165technical peopleandtechnicians.Theirhealthandcareareofutmost importancetous.Mostofthemworkatsitesofclient companies(CementPlants)whohaveoutsourcedtheir lubricationmanagementtous.

Thestaffmustbeverycarefulincarryingouttheirjobs efficiently,duringthecurrentperiodofthepandemic.Since allthecementplantsareinremoteareasofthecountryand arebasicallyprocessingplants,itwasachallenge.

Mostofthetechniciansworkcontinuouslyformonths, withoutabreak.Theyhavetodotheirjobsoflubrication, achievingschedule,filtration,oiltestingandmaintaining variousrecords,requiredaspartoftheMIStobesubmitted totheplantManagers/Engineers.

Yet,ourpeoplehavebeendoingtheirjobveryeffectively duringthispandemicperiod.Thesafetydistancesnorms, wearingmasksaspartoftheirPPE(PersonalProtection Equipment)havebeenverycarefullyadoptedbythem whilecarryingouttheirassignedwork.

Duringthepandemic,theworkhasbeengoingoninthe factories,plantsandmines,asitwasinnormaltimes,but withaddedcareandprecautionsprescribedbytheplant managements.Thebasiccautionis,tobecarefulandadopt theguidingfactorstoremainsafefromthepandemic.

Likewearingmasksandpersonalcleanlinesshavebeenthe keydriverswhichwehaveemphasizedandcarriedinour work.Wehaveadoptedtheguidelinesprovidedbythe industrywhilecarryingoutourjobcompetently

Whatwouldbeyouradvicetotheyounggenerationwho wanttoventureintotheoilandgasindustry?

Theoilandgasindustrywillcontinuetothriveintheyears anddecadesahead.Thissectorisgoingtobethecontinued majorsourceofenergyforatleasttwomoredecadesbefore othersourcesofnon-conventionalenergycanreplacethem inacost-effectiveandefficientmanner Thesectorwill keepgrowingataCAGRof6%to8%.

Theyoungprofessionalsmustadapttothenew technologieswhichleadtoworkinamoreefficientway thaninthepreviousdecades.Andtheymustadapttothe correspondingprofessionalpracticesrequiredtoimplement software-basedprogrammesanddigitalization. InternetofThings(IoT)basedworkingisnowtheway forward,leadingtoIndustry4.0. Young engineers/executiveswillhavetoembraceandmasterthe newwaystoworkandprogress.

Howdoyouenvisionscalingyouroperationsand offeringsin2022andbeyond?

LubricationManagementhasgrowninthelast20years. Beforethat,therewasnoconceptoflubrication,andits importancewasnotknowntotheindustry.

WiththeapplicationofArtificialIntelligence(AI),Machine Learning(ML)andtheInternetofthings(IoT),machineconditionmonitoringandmachine-controllingwillbecome moreefficientandeasier Theplantcontrolroomwhich occupieslargespaces,willshrinktotheplant’sdesktop computers.

Softwaresarebeingdevelopedtocomparesimilar machines’operationalefficiencyandtheirproductivity. Thiswillleadtofarbettermachineoperations,whichwill improvemachinemaintenanceandimprovedplant operations–leadingtomoreproductivity

Carbon Capture, Utilization, and Storage (CCUS)

Withmountingpressurefromglobalwarming,the

world'sgovernmentsandindustriesarelooking forviablewaysofmitigatinggreenhousegas emissionswithoutdamagingeconomicgrowth.Amongall technologiesinplay,CarbonCapture,Utilization,and Storage(CCUS)isattheforefrontoftheworld's decarbonizationpush.CCUSwasdemonstrationtechnology orpilottechnologyfordecades.Itiscurrentlyshiftingfrom pilottocommercialscaledeployment,linkingexisting fossilfuel-basedinfrastructuretonet-zeroinharddollars.

ThePromiseofCCUS

Effectively,CCUSwillremovecarbondioxide(CO₂)from industrialprocessesandpowergenerationbeforetheyare releasedintotheenvironment.Sequestered,theCO₂could besequesteredinrockformationsdeepundergroundorreutilizedforuseineverythingfromimprovedoilrecoveryto low-carbonconstructionmaterialsandsyntheticfuels manufacture.

CCUSissostrongbecauseitisflexible.Renewables naturallyre-platformthepowerproduction.CCUSattacks emissionswheretheyareemitted—cement,steelmills, chemicalplants,andfossil-firedpowerplants.Toreduce hard-to-abateindustrieswhereelectrificationoralternative fuelingisnotyetpossibleinscale,CCUSisasavior.

FromPilotstoReal-WorldApplications

Formanydecades,CCUSprojectslaggedinpilotphases, tormentedbycost,technology,andineptpolicysupport. Thelasttwoyears,though,havewitnessedprogressbeing made.Commercial-scalefacilitiesarebeingconstructedin NorthAmerica,Europe,theMiddleEast,andAsia,driven bygovernmentsupportandprivateequity.

InstancesareindustrialparksinwhichCCUSplantis utilizedbynumerousplantsandeconomiesofscale achievedthroughcollectivecost.Onthesamenote,integral

projectsmergingcarboncapturewithtransportandstorage networksarenowstartingtosupportregional decarbonisationprograms.Alltheserepresentashiftfrom pilotteststodeployment.

EconomicsofScale

CosthasperhapsbeenthebiggesthurdleforCCUSuptake. Ittakesanexorbitantamountofmoneytocapture, transport,andstoreCO₂withlittleornofuturegainfromit. Butwithadvancingtechnologyandscalingup,expenses arestartingtocomedown.Enhancedoperatingefficiency bysolvents,membranes,anddirectaircapturetechnologies areloweringthecostoftheprocess,andnewbusiness models—carbonutilizationmarkets—areopeningrevenue streamsforcapturedCO₂.

Governmentpolicyisnowalsobecomingadrivingforce. Taxcredits,carbonpricingmechanisms,andinfrastructure build-outincentivesareallcontributingtheirshareof bridgingtheeconomicgapbetweenCCUSandotherlowcarbonsources.Themessagecouldnotbemoreemphatic: deploymentofCCUSatscaledependsontechnology advancementandfriendlypolicyregimes.

Utilization:TurningWasteintoValue

OfalltheadvantagesofCCUS,carbonutilizationis perhapsthemostfavorable.RatherthanviewingCO₂asa wastestreamtobecapturedandstored,thesectoris attemptingtoutilizeitforsomething.Carboncanbe utilizedtoproducesyntheticfuels,plastics,fertilizers,and evencarbon-negativecement.

Notonlydothesetechnologiescaptureemissions,butthey alsogeneratecirculareconomicopportunity, transmogrifyingthevalueofcarbontoasset,notliability Whenapplicationtechnologiesmature,maybe,theycanbe theeconomicincentivethatwillspurwidespreadCCUS deployment.Storage:ProvidingLong-TermGuarantee

Whereasthereiseconomicallyviableuse,therewillalsobe large-scaledecarbonizationwithsafeCO₂storage.Basalts, deepsalineaquifers,andoil-andgas-depletedreservoirs arethreetypesofgeologicalformationsthatareableto storebillionsoftonnesofcarbonforthousandsofyears. Themainproblemofpublicandregulatoryacceptabilityis safetyassuranceandpermanence.

Technologicalinnovationsinmonitoringandverification areovercomingsuchissues.Satellitemonitoring,seismic

imaging,andsensorarraysnowaffordunprecedented accesstostoragesites,reducingthreatsandestablishing confidenceinCCUSasapermanentclimatesolution.

ChallengesonthePathtoScale

Notwithstandingtheseadvances,CCUSisconfrontedby numerouschallenges.Itspopularityamongthemassesisa problemwhosecriticsbelieveitwillonlydelaythe utilisationofthefossilfuelsandnotspeeduptheuseofthe renewables.Itsinitialcost,whilereducing,remains unaffordableformanyindustries.Itsutilisationisalsonot uniformatthegloballevel,withthedevelopedworld leadingtheusewhilethedevelopingworldisconfronted withfinanceandinfrastructurechallenges.

Toclosethesegaps,coordinationisnecessary.Industry, governments,andinvestorsmustcometogetherand developintegratedCCUSsystemswhilecross-borderflows oftechnologyandexpertisetransferaredrivenbyforeign partnerships.

CCUSintheNet-ZeroEquation

IntergovernmentalPanelonClimateChange(IPCC)andthe InternationalEnergyAgency(IEA)bothstatethatnet-zero bymid-centurywillberelativelyimpossiblewithout CCUS.Efficiencygains,electrification,andrenewable energyaretopoftheagenda,butCCUSfacilitatesthe emissionsthatcannotbehelpedoutbythese.CCUSisnota substituteforrenewablesbutacomplementtothem,andit providesasystem-widesolutiontodecarbonization.

Conclusion

CarbonCapture,Utilization,andStorageisnolonger promisebutpractice—itisalreadyhere.Fromtinypilot projectstobehemothindustrialfacilities,CCUSis demonstratingitsvalueasthebackboneofglobalclimate action.Thefuturewillholdmoreinnovation,policy involvement,andcollectiveinvestment,butdirectionis certain:CCUSisshatteringnicheusetoglobalsolution.

Whiletheworldcontinuestostrugglewithbalancing economicgrowthandclimateresponsibility,CCUSisa practicalsteppingstoneaswellasaforward-looking facilitatoroftransition.Itprovesthat,withresolve, imagination,anddrive,eventhemostdifficultelementsof decarbonisationarenowachievable.

Inoursearchof'TheLeadingOiland GasCompaniestoWatch-2025'we metwithMrAshvinPatel,Managing DirectorofthisGujratbasedcompany.

Balancing Profitability with ESG Goals

Theenergymapoftheworldisgoingthroughoneof

themostdramaticshiftsinhistory Theoil majors—theverysymbolsoffossilfuel dominance—areunderunusualpressuretodaytobalance profitabilitywithenvironmental,social,andgovernance (ESG)objectives.Governmentsandinvestors,through consumersandcommunities,aredemandingthesefirmsto movetowardssustainabilitywhilecontinuingtoprovide financialrewards.Thetripiscomplex,involving compromise,butalsoarichstoreoflessonsforcompanies wrestlingwiththesamedualdilemmaofprofitabilityand responsibility

TheProfitabilityImperative

Oilmajorshavebeenmakingstableprofitsoverdecadesby surfingworldenergydemand.Shareholdersareusedto healthyreturnseventhroughpricevolatility.Profitabilityis non-negotiable:itpaysbills,financescompetitiveness,and paysforinvestmentinfutureenergyprojects.

Butthesamesourceofsuchprofitability—productionand processingofhydrocarbons—isalsothesourceofthe greatestgreenhousegasemissions.Thisparadoxplacesoil majorsinthemiddleofabalancingact:profitable satisfactionofenergydemandandbecomingaglobal mandateofdecarbonization.

ESGPressuresRedefiningStrategy

PressuretosecureESGcomplianceisnownolongeran issueofcorporategenerosity;it'sasurvivalnecessityinthe

longterm.RegulatoryregimesinEurope,NorthAmerica, andAsiaarealltighteningtheirrules,withcarbontaxes, emissionsreporting,andgreenfinancerequirementsforcing oilmajorstoreboottheirportfolios.It'salsobeingtargeted byinvestors—who'redumpingthecompaniesthathave beenbrandedassustainabilitylaggardsandrewarding returnstothosethatactuallyhavegenuinetractiononESG objectives.

Socialnormsaddyetanotheradditionallayerofpressure. Oilmajorshavearesponsibilitytoreduceenvironmental damage,respectlocalrights,andreturnmoneytothehost societiesfromwhichtheyextract.Evengovernmentsare notspared,withmanagementandboardsbeingexpectedto haveresponsibilityforupholdingethicalconductand transparency.

TransitioningEnergyPortfolios

Oneofthemostforthcomingwaysinwhichoilmajorsare balancingprofitabilityandESGgoalsisdiversifyinginto therenewablespace.Forayintowind,solar,biofuels,and hydrogenhasrisentotheverytopoftheagendaforthe firms.Whilethebusinessesarenotyetasprofitableasoil andgas,theyareessentialconduitstomedium-term sustainability

Hybridmodelsarebeingrealizedbycompanies,where renewableenergyprojectsarefinancedonthebackof hydrocarbonrevenues.Themodelillustratesthat profitabilityandESGdonotgohandinhand—bitter enemies,yetmutuallycompatibleelementsinatransition plan.

OperationalEfficiencyandInnovation

Oneofthelearningsisinnovationinthefundamental operations.Themajorsareinvestingbigtimeincarbon capture,utilization,andstorage(CCUS),energyefficiency, anddigitaltechnologiestoreducetheemissionsfrom existingoperations.Streamliningtheiroperations,these companiesnotonlyreducetheirfootprintonthe environmentbutalsoboostprofitabilitybyreducingcosts andmaximizingproductionwhileelevatingefficiency.

Thesearchforinnovationhelpsaffirmafundamental truism:ESGpromisesneednotbeattheexpenseof investmentreturns.Sustainabilityinitiatives,testedhard, cancreateefficienciesthatimprovethebottomline.

GovernanceandAccountability

Oilcompanieslikewiselearnedthatprofitshouldbe matchedwithgoodgovernanceframeworksinorderto balanceESG.Cleardisclosure,transparentreporting frameworks,andmeasurablegoalsestablishstakeholder credibility.Firmsinvolvedinsettingaggressivebutfeasible ESGgoals—andmonitoringprogressovertime—arelikely tobeblessedwithinvestortrust.

Executiveandboard-levelaccountabilityavoidstheESG agendagettingsacrificedtotheimperativeofshort-term profitability Thisembeddingofsustainabilityintocorporate governancestressesashiftfromtreatingESGasanadd-on toadoptingitatthedecision-makingcenter.

ManagingTrade-offsandCriticism

Thebalancingactisfarfromstress-free.Criticsarguethat investmentinrenewablesisstilltoolowcomparedto ongoingspendingonoilandgas.Othersarguethatnet-zero ambitionsaretoofrequentlyhollow Thatcritique representsthebroadertransitiondilemma:tooglacialfor actionariesbuttoodislocatoryforshareownerswithaneartermorientationonreturns.

Bigoilcorporationsarefindingthatcandorholdsthesecret toreconcilingthesetrade-offs.Tobecandidaboutthe problems,deadlines,andreasoninginstrategicdecisionis toestablishtrust,evenamongcynics.

LessonsforLargerIndustries

Theexperienceofoilmajorscontainslessonsforother sectorsfacingtheprofitability-ESGtrade-off.One, embeddingESGinstrategyisnotanoptionbutapreconditionoflong-termirrelevance.Two,sustainability initiativescandriveandnotdrainprofitabilityifconnected toinnovationandefficiency.Three,stronggovernanceand accountabilitysystemsarerequiredtonavigatecompeting stakeholderclaims.

Mostimportantly,theoilsectorshowsthatprofitabilityand ESGcannoteverbeadestinationbutalwaysanever-ending processofadjustment.Companieshavetocontinuously updateplanssincetechnologiesevolve,regulationstighten, andoverallexpectationschange.

Conclusion

Globaloilcompaniesstandatthecrossroadsoftradition andtransformation.Theireffortstobalanceprofitability withESGgoalsreflectthenecessityasmuchasthe complexityoflinkingbottom-lineperformanceto responsibleconduct.Thoughthepathforwardisfraught withperil,thelessonsofthepastconfirmalargertruth: profitabilityandESGarenotrivalprioritiesbut complementaryonesinthemodernworld.

Greatbusinessesandgreatleaderswillbethosethatare abletoperceivethisinterdependenceandcaptureitasa forcetoredefinesuccess—notdollars,buthowthey generatevalueinsociety,intheworld,andinthefuture.

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