Anju Malik, Engineering Manager, Bechtel India Pvt Ltd.

With over 28 years of experience in control systems and communication engineering, what inspired you to specialise in this domain and take on diverse leadership roles?

Control systems has been an increasingly dynamic and evolving discipline. Over the past 30 years the EPC industry has seen significant technological advancements. Integrating these innovations at an appropriate stage of a project, while balancing the risks and opportunities they bring and negotiating agreements with the customers has been very engaging. I strongly believe that passion for one’s work keeps you motivated, and with that, there is no dearth of opportunities. The constant evolution and the opportunity to tackle new challenges always kept me motivated to contribute to both strategic direction and technological development, while continuously learning from my peers.

As an Engineering Manager at Bechtel India, what principles guide your approach to managing complex oil and gas projects?

Bechtel has been into the EPC industry for more than 127 years now. While at an organisation level we have very well-structured processes, procedures and tools, we are guided by the company's VV&Cs (Vision, Values and Commitments) to deliver our goals as a single team. We get into details from early stages of the projects, closely engage with the project teams throughout the project life cycle with various reviews so that risks during the EPC stages are minimised.

You’ve held leadership roles in functional and project management across multiple organisations. Could you share a significant project that challenged you and how you successfully managed it?

I recall a project in the mid-2000s in the Middle East that proved to be particularly challenging. The market was very dynamic at the time, and there were significant changes and growth in design compared to the initial FEED we received. We took it as a challenge, by involving the customer from the very beginning, presenting them with all the obstacles that we were facing. Through open communication and by making them an integral part of every discussion, we built a strong relationship that helped us to successfully deliver the project, despite the challenges.

Your expertise spans handling control systems and communications. How do you ensure alignment between evolving technologies and project requirements?

We keep ourselves updated with the emerging technologies, through various forums. When we find the value it brings to the customer, we discuss the same during the FEED stages itself. We also ensure technologies are proven in use, so that the risks of newer technologies are balanced.

As someone managing both technical and functional teams, what strategies have you implemented to enhance team collaboration and efficiency?

As mentioned earlier, at Bechtel we work within the framework of VV&Cs, which are an integral part of our culture. Through regular interactions with the project teams aligned with the key monitoring parameters, we ensure that the teams collaborate effectively on project requirements, while prioritising the customer’s needs.

With nearly three decades of experience, what technological advancements in the oil and gas sector have had the most significant impact on your work?

When we started working as university hires, the usage of pneumatic instrumentation could be seen at a few places which we upgraded to a PLC based or DCS based systems. There were no safety systems till late 1990s. With relevant IECs for functional safety we could see more safety in our plants. Gradually we moved to more open systems as the need for interoperability was felt. More diagnostics are now being made available to the Operators, IIoT brought more opportunities. This also posed more cyber threats, and the relevant standards were brought in. We need to keep ourselves updated with the new technologies and the risks.

What do you see as the key skills and knowledge areas young professionals need to thrive in engineering management today?

I would say that having good 'concept to commissioning' experience, helps one grow while also allowing them to visualise how engineering done in the home office can impact construction, commissioning and start up. The aim at the engineering phase should be to ensure quality deliverables to avoid any rework at the site and smooth commissioning. It is important that the engineering is completed with all the gated reviews, constructability reviews, safety and operability reviews involving all the stakeholders. One should try to get into each phase of the project to gain that understanding. There are no shortcuts.

Having worked in various leadership roles, what advice would you give to women aspiring to excel in the engineering and oil & gas industries?

Please break the 'glass ceiling'; embrace challenges. Have a mentor who could provide guidance on the career path.

What is your opinion on the role of Industrial Automation magazine in showcasing industry trends and empowering women in technology and automation?

In my opinion we need to have a strong pipeline of women in STEM roles. When they look up to the success stories, it inspires them as well. I think it is a great initiative.

What are the three words that best describe how it feels to be a finalist in the Women in Tech 2025 competition?

Humbled. Proud. Grateful.

Being a finalist in the Women in Tech competition 2025 feels humbled, proud, and grateful to all who had faith in me, especially my family, whose support has been invaluable throughout this journey.

Anju Malik, BE (Instrumentation & Controls) from Delhi University (1993) has over twenty-nine years of experience in Instrumentation and Controls – basic engineering, procurement, detailed engineering, EPC for petrochemicals, refineries, pipelines, gas processing plants, alumina refinery, and upstream oil & gas industry. In the latter field, her experience spans: Project Execution plan, Contract Management, Schedule Management, Engineering Management, Cost Management, Procurement Management, Construction Management, HSE & Quality Management, Internal and External Stakeholder Management, Risk Management, Project closeout and handover.

Anju is Certified Six Sigma Yellow Belt, and member of ISA (Instrumentation Society of Automation), and HPTC (High Point Technical Committee of ISA) and has successfully completed certificate courses in Project Management, PMI based.

Prior to joining Bechtel India in 2022, Anju has worked with prestigious companies like Engineers India Ltd, New Delhi (1993-2002); Petrofac International, Sharjah (2002-2005); Bechtel India Ltd (2005-2011); Punj Lloyd (2012-2014) and Cairn India Ltd (2014-2020).