Reemployment of Retired Officers: A Reward for Loyalty or a Burden on ONGC Group?

The continued trend of reappointing retired officers as Advisors and Consultants in ONGC and its subsidiaries—most recently in OVL (ONGC Videsh Ltd)—raises serious concerns about governance, transparency, and organizational integrity. These reappointments, often justified under the pretext of utilizing “past experience,” are increasingly seen as rewards for loyalty rather than merit-based necessity.

This is one such example.

Despite appearing generic, these advertisements bear terms and eligibility criteria that seem tailored to recently retired internal candidates. The lack of publication dates on two ads further restricts transparency and fair competition.

Key Eligibility Conditions Noted:

• Maximum age at joining: 64 years

• Initial tenure: 6 months, extendable annually up to 65 years

This framework, while appearing inclusive, raises several legitimate and logical questions:

Critical Issues with the Practice

Internal Circular Reference

Ads reference internal circulars, accessible only to ONGC/OVL employees, effectively excluding external applicants.

Tailor-Made Criteria

Job requirements appear designed for recent retirees from ONGC/OVL, making inclusion of “other PSUs” more of a formality.

Age-Based Ambiguity

Without clear timelines for selection, applicants cannot predict whether they’ll be selected before turning 64.

Pre-Identified Candidates

Likely candidates include recent retirees like Vinod Hallan, Ashish Jain, Swati Sathe, among others—indicating appointments could be pre-decided.

Obsolete Expertise?

Officers who retired 3–4 years ago may lack updated knowledge relevant to today’s rapidly evolving global energy markets.

Token Tenures

Officers joining at 64 for 6–12 months offer limited utility. Are they truly contributing or merely enjoying post-retirement perks?

Lack of Succession Planning

If the same officers are being reappointed, it raises the question—why didn’t they prepare successors during service?

Operational Redundancy

With a large in-service officer pool, why create parallel hierarchies of contractual retirees?

Youth Marginalized

This practice denies opportunities to deserving younger officers and inhibits organizational renewal.

Foreign Trips & Benefits

Providing foreign travel in the contract raises questions—why invest in a retiree with no long-term stake in the company?

Cost vs. Contribution

Has OVL conducted a proper cost-benefit analysis of these appointments? Office setup, travel, and honorarium add significant cost.

Austerity vs. Appointments

While austerity is being enforced—like denying basic items such as printers—why spend on redundant rehires?

Frustration Among Juniors

Officers aspiring to rise through ranks may feel sidelined, affecting morale and performance.

Settling Scores?

Retired officers with no career consequences may act with bias, impacting juniors’ careers negatively.

Undermining VRS?

ONGC’s planned VRS becomes meaningless if retirees are rehired under different titles—nullifying cost-saving objectives.

Opaque Selection

Will there be a robust, multi-disciplinary selection board? Or just token interviews to justify preselected names?

Double Standards in Evaluation

ONGC promotes 360-degree assessments for serving officers. Why not for retirees applying for key consultant roles?

Cooling-Off Period Ignored

While officers must wait 1–2 years to join private/public roles post-retirement, rejoining the same group without a break goes unchecked.

A Call for Immediate Reform

This entrenched system must be re-evaluated. ONGC/OVL should:

• Enforce transparency in all consultant appointments.

• Mandate a cooling-off period across the board—including internal roles.

• Release circulars publicly to ensure fair participation.
  
• Discontinue reemployment in the same organization unless justified by irrefutable need and through independent evaluation.

• Evaluate cost-effectiveness of such appointments versus using internal talent.

• Develop succession plans well before senior officers retire.

• Avoid creating parallel power centers that dilute accountability.

The practice of rewarding sycophancy through post-retirement appointments undermines organizational integrity, staff morale, and public trust. It’s time ONGC Group walks the talk on merit, transparency, and fiscal prudence. The future of India’s energy sector cannot be left to legacy comfort zones—it needs fresh thinking, young leadership, and responsible governance.

A number of emails by www.indianpsu.com to the top brass of ONGC Limited and the Corporate Communications department of the PSU, failed to elicit any response…

C. Srikumar, National Secretary of the All India Trade Union Congress (AITUC), has strongly criticized the growing trend of re-engaging retired personnel in various organisations, including Public Sector Undertakings like ONGC and OVL.

“As a trade unionist and someone deeply concerned about the growing unemployment among the youth of our country, I vehemently oppose the practice of re-employing retired personnel,” he stated.

He emphasized that these re-engaged individuals are not offering their services voluntarily or without compensation. “They are being appointed on hefty remunerations in the name of honorarium, consultancy fees, and other allowances — all while continuing to draw pensions and enjoying terminal benefits. This is nothing but a burden on the system,” he remarked.

C. Srikumar stressed that proper succession planning is essential in every organization — be it government, public sector, or private sector. “Only through effective succession planning can skills and institutional knowledge be passed on to the younger generation. India is not lacking in eligible and qualified youth. Re-engaging retired personnel blocks opportunities for them and hampers their career growth.”

He also pointed out that in several cases, retired individuals misuse the contacts and influence they gained during their service to serve personal interests or to indulge in favoritism. “Such practices erode the public’s trust in institutions and undermine organizational integrity,” he warned.

Concluding his statement, C. Srikumar said, “Public Sector Enterprises like ONGC and OVL must stop this trend and focus on robust succession planning. They must generate employment opportunities for our youth and uphold the principles of social justice as enshrined in our Constitution.”