'Operating' and 'Strategising' roles with domain knowledge and practice expertise in "Institution Building", "Growth & Diversification", "Transforming" 'Personnel' into 'HR', and then to 'HRD & EOHS', which is CEO's Agenda (Seat @ the Table), practising a "Breaking the Silos" style, "Installation of Management Systems (ISO 14001, ISO 9001, SA 8000 and OHSAS 18001) and Maintenance & Continual Improvement linkages to 'business outcomes' as 'People Practice', "Learning Training and Development" matching with the Best and installation of 'Learning Centes' @ Departments, "Employee Capability/ Competence Building & Development" across Functions and levels/ layers, "Leadership Development" and "Talent Pipeline", Best "IR Practice Model", Show-cased "Collective Bargaining Practice Model" and 'Total Employee Involvement", "Employee Caring" interventions, employee sabbaticals for Corporate Social Responsibility practice..........ultimately benchmarked business performance parameters........leading to BETTER IMAGE of the organisation... the ultimate objective of HRD& EOHS function ! Mission of 'professionalising' and 'corporatising' accomplished. HIGHLIGHTS: Member of the Management Negotiating Committee, which came to terms with trade unions for six Long Term Settlements (LTSs) in KELTRON. Seven LTSs in Binani Zinc Limited (1995-2010) yielded "no-loss" of working days & substantial productivity gains, towards a part-productivity sharing model, through a professional and win-win approach, Transformed Personnel to HRD and later to HRD & EOHS: CEO's Agenda HR took charge of ISO Systems installation & maintenance through 'people practices' and transferring "ownership" to shopfloor employees HR transformed into a line 'function' and line 'responsibility', with empowerment & HR providing expertise 'Seat @ The Table' for HR...journey towards Business Partner role of HR Worked closed with academia - all throughout for updates/ latest developments