Disinvestment of Hindustan Zinc Limited
Hindustan Zinc Limited was incorporated from the erstwhile Metal Corporation of India in January 1966 as a Public Sector Undertaking (PSU). During the disinvestment era in 2001, HZL was acquired by Sterlite Industries Limited, now known as Vedanta PLC.
The new management assumed control in April 2002 and began identifying top talent based on their own assessments, inputs, and performance appraisals from previous years. Among many senior candidates, Sanjay underwent the selection process and was chosen to lead as HR cum Factory Manager at the Lead Zinc Smelter in Visakhapatnam (Andhra Pradesh).
Employee Engagement
Sanjay possesses a remarkable ability to connect with employees, their families, and external stakeholders. During his second tenure at Hindustan Zinc Limited at Chanderiya Lead Zinc Smelter, Chittorgarh, Rajasthan, (2012-2016), addressing employee dissatisfaction and retaining young engineers hired through centralized campus placements were among his primary responsibilities.
Humanity - Caring for the Poor
Hindustan Zinc Limited operates as a process-oriented company, meticulously ensuring compliance with all labor regulations. To strengthen this system, all contract workers were immediately covered under the provisions of the Employee Provident Fund and the Employee State Insurance Act upon receiving their identity passes.
Despite many contract workers leaving the location after completing their assignments, a significant number were unaware or lacked proper guidance to claim their outstanding amounts from the Provident Fund trust.
A Strong-willed yet Kind-hearted Administrator
Sanjay is known for his prowess as an administrator, particularly in the challenging realm of industrial relations—a domain often overlooked by younger professionals pursuing MBAs or HR careers. Throughout his career, Sanjay has navigated and resolved numerous contentious issues in both private and government sectors. These include handling strikes, addressing cases of indiscipline such as dereliction of duties, habitual absenteeism, insubordination, instances of misconduct like sleeping or being drunk while on duty, manhandling and cases under POSH. He has also tackled malpractices such as manipulation of travel claims and unsafe work practices, while implementing strategies to enhance productivity by outsourcing non-core functions.
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