Being a future-ready company, at HZL we focus on a two-pronged HR strategy to drive growth and enhance productivity, which is:
1 Building an empowered workforce | 2 Creating an engaging work environment
1 Building an empowered workforce
2 Creating an engaging work environment
Building an Empowered Workforce
Policies that Empower People
Parental LeaveTo ensure both mother and father are able to give ample time during the birth or adoption of their child, we offer maternity, paternity and adoption leaves. They are entitled to 6 days of paternal leave and 26 weeks of maternity leave. During the year 156 male executives availed paternity leave and 19 female executives availed maternity leave.
All female executives, trainee, probationer or confirmed, who have completed minimum continuous service of 80 days with the Company are entitled to adoption leave with full pay. Female employees who legally adopt a child are entitled to 12 weeks of adoption leave. One executive availed this leave.
No. of employees who were in continuous service for 12 months after returning from parental leave - 149 male & 17 female executives. Return to work rate is 95.51% for male and 89.47% for female.
Diversity & Inclusion
Hindustan Zinc is committed to an inclusive and diverse workplace across its operations. Leaders are expected to build diversity in their teams by fostering positive behaviours and promoting an inclusive environment. Our recruitment, deployment, reward and development practices are designed to attract and retain diverse talent, and equal opportunities for growth are provided to all based on their experience, expertise, qualification and ability.
Incentive
Our comprehensive incentive policies, that include provident fund, gratuity, canteen facilities, parental and maternal leave, also add to employee satisfaction. They can also avail additional benefits such as life insurance, healthcare, disability/invalidity coverage as per Employee Compensation Act 1923 and retirement provisions such as superannuation fund for M4 and above and other benefits as per statutes.
The identified high potential employees are rewarded with the Employee Stock Ownership Plan (ESOP). Employees are also provided a range of non-statutory benefits like housing and leave travel allowance. The ratios of entry level wages meet or exceed the legal requirements.
Creating an Engaging Work Environment
Employee Engagement
We conduct yearly Employee Engagement Survey to know the level of satisfaction of our people on different drivers and motivators and revise our policies based on the survey feedback.
The various drivers considered for this purpose are - career opportunities, compensation and rewards, working conditions, work-life balance, communication, performance management, policies, quality of life, culture and safety. Based on the recent survey feedback we have made following changes in our policies:
Inclusion of M8 & M9 population in PPS
Revision of ESOPs
Improvement in infrastructure
Pay revision for geologists
Enhancement of overall PPS
6 months maternity leave and inclusion of paternity leave
At the corporate level, Hindustan Zinc Workers' Federation (HZWF) represents all the unions in different units and deals with matters pertaining to service conditions, wages and benefits, and strategic policies. A bi-partite forum like Joint Consultative Committee deals with matters relating to productivity, health and safety.
Health and safety topics are also included as part of the formal agreements with trade unions. For all significant changes the minimum notice period is decided in agreement with our employee associations. During the reporting period there were no strikes or lockouts.
It is our aim to continue our smooth working relationship with the unions in achieving harmonious outcomes for all concerned stakeholders.
% of Full Time Employees Covered by Collective Bargaining Agreements
During the year 1,567 queries were raised by employees on various categories such as compensation, leave matter, incentive, payroll, claim etc., through the online query portal and 97% were resolved
To promote dialogues across all levels of the organisation, a system of senior management interaction has been established which includes one-on-one feedback with unit heads, open house meetings, interactions with CEO/COO, town hall meetings, and Chairman Workshop.
The CEO town hall incorporates themes ranging from safety to business priorities, while quarterly held location level town hall meetings are used by location/unit heads to share performance updates with their team. These are great platforms for employees to raise their concerns, share feedback and have one-on-one interactions with the management. We encourage employee associations while our non-executives are covered under collective bargaining agreements and are part of unions affiliated to the Indian National Trade Union Congress (INTUC), which is recognised by the management.
Creating an Engaging Work Environment
To increase focus on safety and sustainability performance, as a progressive approach we have linked the performance based compensation with safety and sustainability performance of the unit, and it is also mandatory for each employee to take at least one KRA under safety with minimum 10% weightage. The scheme was specially designed to enhance the high-performance culture across HZL and to align the individual and team performance with the business objectives.
CEO & other senior leadership
The payment of the CEO's performance-based compensation of the annual salary is determined by a comprehensive evaluation of measurable indices such as financial performance including revenue and operating profit and the non-measurable indices such as leadership, achievement of strategic goals, expertise and contribution to the Company's management and sustainability performance.
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CEO's KRA - Become a zero harm organisation by establishing and inculcating the safety culture. KPI is VSAP score. |
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COO - Mines and Smelters KRA - Become a zero harm organisation by fostering a safe and risk free work environment through elimination of incidents/injuries. KPI - VSAP score and Zero fatality. |
All executives
The payment of the performance-based compensation of the annual salary is determined by HSE parameter along with business performance. Under HSE parameter, the weightage was increased from 8% to 20% this year to further promote a safe and sustainable work culture by bringing in individual focus.
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Safety and sustainability scores are based on the VSAP audit and the threshold achievement to become eligible for payout is 70%. |
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Any fatality across the Company results into nil payout under this parameter. |
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Apart from this consequence, based on the responsibility matrix the punishment imposed ranges from withdrawal of last increment to demotion and nil/partial payment of PPS. |
Contractor
Payment of contractors is also linked with their safety performance in plants, which is monitored through their monthly safety score-card.
INITIATIVE
Creating Leaders
Today's market environment demands speed, flexibility and the ability to lead in uncertain situations. Couple this with the flattening of organisations and the need for leadership skills at every level is a must for continued organisational success. At HZL we are not only developing leaders at all levels of the organisation, we are also equipping them with the critical capabilities and skills they need to succeed. Our strategy includes:
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Engaging top executives to develop leadership strategy and actively govern leadership development |
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Focussing on three aspects of developing leaders - developing leaders at all levels, developing global leaders locally and developing a succession mindset |
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Implementing effective and unique leadership programmes |
Vedanta Leadership Development Programme (VLDP)
VLDP was launched in 2017 with the aim of bringing on board the best-in-class young talent from the premier institutes, and nurturing them to be the future leaders of Vedanta. We endeavour to achieve this objective by providing the recruits with the right opportunities, role, job rotation and anchoring. This financial year we had on board 19 recruits from IIT - Bombay, Kharagpur and Chennai, and IIM - Ahmedabad, Bangalore and Kozhikode, out of which 2 IITians and 2 IIMians have joined Hindustan Zinc.
Vedanta Leadership Development Programme is the flagship programme of Vedanta and it was a matter of great pride for me to be a part of it. I have been working on projects in multiple domains as a VLDP, working with the CEO's Office. The learnings that I have been able to derive have only increased as the days have gone by, thus, opening up a multitude of avenues for me to consistently contribute to the organisation. Through VLDP I have been able to grow personally and professionally in a variety of environments and I could not have asked for more at the beginning of my career.Snehil Kumar
V-Connect - Leaders Build Leaders
V-Connect, launched in July 2016, connects high performers - “Talent”, across the Vedanta Group with senior leaders - “Anchors”, to achieve better performance and strengthen the leadership pipeline. The specific purpose of the interactions, both one-on-one and group, between the Anchors and Talents, is to help the Talent develop on personal, professional, and organisational fronts.
Chairman Internal Growth Workshop - Unlocking Leadership Potential
During the workshop, top performers make a presentation, collectively as a team or individually, on evolving business scenario and their views on 'unlocking value and creating wealth'. A panel comprising of the Vice Chairman Vedanta, ExCO leaders and business function leaders, zero in on high potentials, who are then given new roles as leaders. Identifying internal talent and elevating them to leadership roles is embedded in our DNA and has been the driving force behind our rapid growth.
As part of this workshop, I was selected as one of the high potential business leaders for power plants at Vedanta, and was given the role of Head Maintenance, DSC CPP, along with coal planning for HZL. The Vice Chairman and the leadership team of the power plant operation devoted their time during this 3-month long workshop where they hand-held and mentored us to become next level leaders. I feel privileged and proud to have been part of an initiative that opens up opportunities for deserving internal talent to progress in their career with better roles and greater responsibilities, which is in line with the motto of our Chairman.
Chandi Prasad Das | Head Engineering DSC CPP, HZL
