Heavy Engineering Corporation Ltd (HEC), once among the country’s prominent heavy engineering public sector enterprises, has been facing a steady loss of engineering talent, with more than 280 engineers leaving the company since 2022. The exodus has continued in 2026, with 15 engineers already resigning this year, adding to concerns over the PSU’s production capacity and revival prospects.
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Employees and officials attributed the continuing departures mainly to delays and uncertainty in salary payments, limited career growth and concerns over HEC’s future. Engineers are also finding opportunities with private companies and other government organisations that offer more predictable salaries and wider career prospects. The company is currently working at only around 20% of its production capacity, making career progression a concern for technical employees. HEC’s workforce has also shrunk sharply over the decades. The company had around 22,000 permanent employees during the 1970s and 1980s, while it currently has about 600 permanent and 1,300 temporary workers. Several senior officials resigned last month, including Lawrence Bhengra, senior DGM in the personnel department; Raj Kumar Shankhwar, DGM in vigilance and revenue; Stalin Lugun, assistant manager in maintenance; Sahwal Goswami, senior DGM in planning; and Dilip Mahawar, manager in finance.
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The loss of experienced engineers comes at a difficult stage for HEC, which is trying to increase production and secure fresh work orders. The company now faces a twin challenge, making better use of its existing production facilities while retaining the technical manpower needed to operate them. Employees have also raised concerns about the working environment and alleged lack of cooperation between HEC personnel and officials who came from Bharat Heavy Electricals Ltd (BHEL). For a heavy engineering company, the departure of experienced engineers is not simply a matter of vacant posts. Technical personnel accumulate years of knowledge about plant machinery, production systems, design, projects and manufacturing processes. The loss of such expertise could affect HEC’s ability to execute new orders within deadlines, particularly if the company succeeds in securing a larger order book.
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HEC’s revival efforts therefore face a manpower challenge alongside the financial and production constraints. Employees say regular salary payments, a stable work environment and clearer career opportunities will be important if the company is to retain its remaining technical workforce. The continuing engineer exodus has also raised a larger question over the sustainability of HEC’s revival plans. Securing new orders may improve the company’s workload, but rebuilding production capability would be difficult without a sufficiently experienced engineering workforce. For HEC, retaining its technical talent could prove as important as bringing in fresh business.
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