Mumbai-born Yasmine Hilton, Chairman, Shell Group of Companies in India, is aware of the challenges in the energy business, where policy decisions are largely governed by politics.

Yasmine began her career in the Royal Dutch Shell Group in 1979 as a computer trainee specialist in Shell Downstream, London, and went on to hold senior official positions. She returned to India for her present assignment in 2012, as the first woman leader in the Indian energy sector.

Hilton, a Ph.D in genetics, and a British National, chats with Business Line on her experience so far and focus on developing talent and creating a roadmap to deliver the aspirations of the Shell Group in India.

What has been your experience of living in India?

I was born and educated in India and lived in Delhi as a teenager. My parents lived in India and latterly in Mumbai, so I have been a frequent visitor. I have also worked with the IT sector in Bangalore during my last two roles in Shell, so the sights and sounds are familiar. Returning to Delhi to work as the Chairman is a privilege and it felt like a homecoming. There is much to re-discover in Delhi, and I am enjoying it enormously.

How do you rate doing business in India, particularly in the energy sector?

With India set to become the largest global energy consumer by 2030, a more integrated approach to its energy policy would be beneficial. I believe that Shell’s global reach and its world class technology leadership can play a unique role in developing India’s energy mix.

Any pet peeve with respect to doing business here?

There are challenges in doing business in many parts of the world — and India is no exception. Liberalisation started in the early 1990s and is slowly making strides towards a level playing field that will encourage more foreign investment. India has some way to go to reach the stage where MNCs have certainty in fiscal and legislative frameworks and can operate in accordance with their business principles. We should be able to invest without surprises.

What are the learnings?

Before coming to India, I asked a colleague who had worked here to share some insights. He said “expect the unexpected and have a plan B”. It was wise counsel. I would add “be patient” — things move at their own pace. Resolving India's energy crunch needs collaboration and partnership between Government, industry and citizens — working in new ways together to leverage each other’s strengths. This will take time.

How is this country different from others you have worked in?

India is recognised as a tough place to do business. According to World Bank’s “ease of doing business index”, India ranked a lowly 134th among 185 countries — that’s the downside. However, the upside is the amazing talent and “can do” culture here. So I am very optimistic about India longer term.

Many expats say the classic Indian ‘head nod’ is confusing? Your take…

One has to learn to adapt to and celebrate different cultures — that’s what diversity is about. How dull life would be otherwise. As long as the head shake is accompanied with a smile —that’s fine by me.

(A part of a series on expat CEOs)

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