tcs ceo honoured with building - welcome to tcs express · pdf file · 2012-01-12of...

PAKISTAN

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The ever understated Britswould have called it a ‘jollygood show’! But then wePakistanis are seized with rawemotion on a regular basis,leave alone an occasion socharged as the coming of ageof TCS whose purpose hascome to command the prideand passion of the 7000strong TCS Family. The six

hours long ceremony toformally inaugurate the brandnew purpose built TCS HeadOffice at the KarachiInternational Airport was a‘glorious affair’, to use aphrase often used byPakistan’s legendary cricketcommentator, the late OmarKureshi.

Reward & RecognitionAmidst Glitter & Glamour

There was glitter and there wasglamour, and nostalgic trips downmemory lane topped up with a banquetfit for Kings on the rooftop. A live sitarand tabla performance created asoothing ambience that facilitated theflow of digestive juices for the 250 veryspecial invitees drawn from across theTCS Network.

TCS Customer NewsletterAugust, 2011 / Volume: 10 / Issue: 2

TCS CEO Honoured with

TCS Head OfficeInauguration Glorious Affair!

BuildingSaqib Hamdani

TCS Customer Newsletter

August, 2011 / Volume: 10 / Issue: 202

It is my privilege to welcome thereadership of TCS CONNECT to thisnew edition of our magazine. Stayingin continuous touch with our valuedcustomers is a cornerstone of ourendeavors, and we are grateful to AllahAlmighty for the many opportunitiesthat He has blessed us with to be ofservice to Pakistan and its people. Theresilience of the Pakistani nation hasbeen put to the test time and again,and each time we have proved morethan equal to the task of dealing withand overcoming daunting odds.

I am humbled in the extreme by thegesture of my Chairman Mr. KhalidAwan in naming the Head OfficeBuilding after me. This huge honour I

see as a celebration of ALL TCSPeople without whom this success thatwe have achieved would not have beenpossible. I feel I have done no morethan was expected of me in my pursuitof Rizq-i-Halal, and the same wouldapply to all my colleagues. Thank youKhalid Sahab for your fatherlypresence, and for the inspiration thatyou have provided for taking us higherand further.

TCS is fully cognizant of the roleexpress logistics is playing in reversingthe slide in Pakistan’s economicactivity. I am absolutely confident thatthe future of our business and ourpeople will be extremely prosperousdespite the odds and challenges. It isa mark of our trust in our people thatwe are not reluctant in making hugeinvestments to expand our capabilities,and venture into diversified businesssegments.

These massive investments made inthe past in people, infrastructure,building capacity and technology arehelping us prevail in the current down-turn in general economic conditionsand a fragile business environment.

Had we not reinvested in the business,we might have been struggling likeother businesses that are finding itdifficult to survive in the backdrop of

continuous escalations in fuel pricesand subsequent inflation in the cost ofdoing business.

Let us pray that Almighty Allah showerHis blessings upon us and help uspass through the most challengingtimes of our history as a nation, Ameen.

Sincerely,

Saqib Hamdani

TCS CEO Saqib Hamdanireceives the 'Brand of the Year2010' Award from the PrimeMinister of PakistanSyed Yousuf Raza Gilani

In this holy month of Ramzan I wish ourreadership health, wealth and happiness.May Allah give us the strength and resolveto become pillars of support for our lessprivileged brethren, Ameen.Khalid N. Awan


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Celebrating our frontline staff and high achievers has been an integral part of thecorporate culture at TCS, and in the past few months we have honored in nouncertain fashion the many TCS people whose blood, sweat and tears have goneinto creating unparalleled customer satisfaction for our valued clientele. Our coverstory fetes those with 25 years of service at TCS, as well as our CEO SaqibHamdani whose dynamism and enterprise have enthused the corporation withvigor and vitality.

Chairman Khalid Awan responded to an invitation from the IBA’s Center forEntrepreneurship Development, and we carry a report of the TCS team’s engagementwith the very sharp bright sparks being nurtured there.

The TCS ground fleet is the backbone of its operations. In acknowledgement ofthis fact TCS has paid special attention to the drivers that keep the wheels of theorganization moving, quite literally. The TCS Drivers Day was a big success, andTCS Fleet Solutions promises to blaze many a trail in organizing the largely chaoticroad transport sector in Pakistan. Muhammad Sohail is the man in the hot seathere, and features in our HeadSpeak segment.

Our man in Multan, Ghias Bin Asghar the Sales Manager Multan, has earned hisstripes and we put him under the Spotlight. From across the TCS world we areprivileged to carry the interview of Tariq Alexander Qaiser, architect and interiordesigner, responsible for giving the TCS Head Office a modern and sophisticatedfeel.

We have had two exhilarating sessions with the illustrious Javed Jabbar, and thelearning and insights obtained from both were priceless, and these have beencaptured in some detail within our pages. Talking with Ramiz Allawala on issuesregarding organizational development is always stimulating, and migrating themanagement cadres from immaturity to maturity is the central theme of Ramiz’sdiscourse these days, and it certainly makes for a whole lot of sense!

Also within our pages is a report on ‘Pukh Theory’ co-authored by Farhad Karamallyand Faraz Khan, a business parable that highlights in forceful fashion the needfor mentoring and succession planning. It has been published to rave reviews inPakistan and overseas, and has become the first Pakistani business parable tobe translated and published in the Dutch language. We also carry a report on theSociety for the Advancement of Health, Education and Environment (SAHEE) thatis implementing the Criminon program at the Karachi Central Jail, restoring theprisoners’ self-respect which is central to rehabilitation.

Welcome to the world of TCS, and TCS CONNECT!We thank you for your vote of confidence.

World of TCS

Chairman & CEO’s Messages 2

Chief Editor’s Message 3

TCS CEO Honoured 4

TCS at IBA 7

Drivers Day at TCS 8

Fleet Solutions 11

Admin Ace Muhammad Sohail 13

Golf at TCS 14

Editorial 14

Spotlight on Ghias Bin Ashgar 15

Corporate Scene

Tariq Alexander Qaiser, 22

the Aquaponics Man

Developing Human Capital

Octara Workshops with Javed Jabbar 16

Breakfast with Ramiz Allawala 18

Octara Training Calendar 21

Pukh Theory 24

SAHEE partners with Criminon 25

What’s Inside

PatronKhalid N. Awan

Chief Editorjamil janjua

EditorAdil Ahmad

Graphic DesignerSyed Shahbaz

Members of Editorial CommitteeSaqib HamdaniSalman AkramRizwan HafeezAli Leghari

Editorial Board

jamil [email protected]

Dear Reader,

05www.tcs.com.pk

Reward and recognition galorecharacterized the occasion. 37 TCSVeterans of over 25 years associationreceived a grand acknowledgement, andgifts from the Vice Presidents of TCS.Rizwan Hafeez, Salman Akram, ImranYounus, Ali Leghari, Mazhar Ayub Khan,and Jamil Ahmed took turns making thepresentations, no doubt humbled by thehonor of awarding these greatcampaigners whose perseverance andloyalty with TCS through thick and thinmade them very special people indeed. Syed Irtiza Ali Alvi, the first TCSemployee on the rolls of the HRDepartment, joined the company on the1st of January 1983, a full 11 weeksbefore its formal registration on the 21stof March 1983. He was given his Awardby Mrs. Sadia Khalid Awan. Syed IrtizaAli Alvi was also accorded the salutaryhonor of unveiling the Inauguration’scommemorative plaque. At the very end of the ceremony, justbefore Dinner was announced, the

Chairman TCS Mr. Khalid Awan,dedicated the new TCS Head OfficeBuilding to his young and dynamic CEO.The curtain was raised on the ‘SaqibHamdani Building’ in dramatic style, andthere was an audible gasp as the imageof the new motif on the outside façadeunfurled on the broad plasma televisionscreens through live uplink.

Family AffairAlia Hasan, the Head of Customer Care,conducted the proceedings as Masterof Ceremonies with flair and poise, andhumor. She shared the honor of hostingthe proceedings with the Chairmanwhose informal style was endearing andfatherly, cementing further the notion ofthe TCS Family. The Chairman’s ownfamily was present on this emotion ladenoccasion, with wife Sadia Khalid, sonQasim, and son-in-law Muddassir Maliksitting alongside CEO Saqib Hamdani’smother Anis Fatima Wilayat, and wifeSadia Saqib, all bursting with pride andjoy.

Rizq-i-HalalThe proceedings began with a heartwarming recitation of the Holy Quran bythe TCS Vice President International

TCS CEO Honoured withSaqib Hamdani Building

Continued from Cover

Business, Mazhar Ayub Khan. AliaHasan provided a brief history of TCS,with the Chairman joining her to offerhis own perspective. “Allah ka shukarfor rizq-i-halal,” he said. “It is a big barkatin this day and age of hardship. Thelogistics business is the backbone of thenational economy and enables theflourishing of major businesses in thecountry. TCS is one of the largestcompanies of its kind in the Middle Eastregion. My beloved elder brother lateBrig. Sadiq laid the foundations of TCSand its vision. TCS is an amanat for uswhere our future generations will findemployment, Inshallah.” Chairman Khalid said that the TCS HeadOffice building had been dreamt about15 years ago, and Saqib had turned thischerished dream into a fine and excitingreality. “My friend Jamil Janjua has madea big contribution to TCS in the lastdecade. He trained Saqib, and createdthe necessary environment for thecompany’s growth. Alvi Sahab was ourfirst employee at TCS, and I would likehim to unveil the commemorativeplaque.” The assembled gathering burst into

spontaneous applause as Syed IrtizaAli Alvi pulled apart the beautiful bluevelvet curtain with tears in his eyes. Thiswas followed by a screening of interviewswith the TCS Family from across theNetwork in which they expressed theirsentiments about the company that hasnurtured their professional and personalgrowth. Chairman Khalid expressed hisprofound joy upon discovering that oneTCS Family member had joined TCS asa teenager and was now a grandfather!

Sincerity & Hard WorkCEO Saqib Hamdani presented hisstate-of-the-company address, and saidthat the Head Office Building’sinauguration was a big milestone in thehistory of TCS. “When sincerity and hardwork are invested in a vision then aglorious reality is assured. We wereresource challenged, and what you seehere has been financed out of thin air!In the last 10 years we did an incrediblejob boosting profits, but first and foremostwe did justice with all our stakeholders.”

Difficult OperatingEnvironmentSaqib alluded to the difficult operatingenvironment, saying that fuel prices had




gone from 11 to 79 rupees per liter.Instead of being deterred TCS hadredoubled its efforts, and its fuelconsumption had leapt from 40,000liters to 800,000 liters! Talk aboutplaying adversity on the front foot! “Isee a very promising future for TCS.The company has become customer-centric and redefined its role. The entirecredit for reviving TCS goes to JJ.Providing employees with a sense ofsecurity is central for success. If yourintent is right then you meet the rightpeople. Our current priority isinstitutionalization, and we hope toincrease capacity by 125 percent overthe next four years.” The Chairman then read out the letterwhich he had written to Saqib on the28th of February 2001, and which wascarried in its entirety on theInauguration’s invitation card. Itchallenged Saqib to rise to theoccasion and find the gems within TCSand groom them into leadership roles.It was this letter that had ignited inSaqib the strong desire to revive theRising Star Program of which hehimself had once been a beneficiary.

Get Set for 30th AnniversaryThe Chairman acknowledged the bigcontribution of JJ in the developmentof TCS, and announced that the 30thanniversary of TCS would becelebrated in March 2013 with arecognition of those who have lived upto the Core Values of TCSencompassing Quality, Profitabilitythrough Efficiency, Ethics, and Justice,to which has been added CreativeGrowth. The Chairman cited mediocrebehaviour, poor performance, and lackof commitment as the bane of progressand prosperity both at the personaland professional levels. He announcedthat TCS had launched a new productnamed ‘My TCS’, a one-stop-shop,and before being offered to the externalcustomers it was available at the TCSWebsite for all internal customers.

Saqib Hamdani BuildingThen came the finale, an exchange ofeye and hand signals between theChairman and the TCS Head of FleetSolutions & Administration M. Sohail.Images sprang up on the multiple largeplasma televisions in the ceremonyhall, showing the outside façade of the

TCS Head Office lit up with a powerfulspotlight. It panned the TCS logo,moved over the Express Logisticsinscription, and then lit up the newlyinstalled inscription that read ‘SaqibHamdani Building’. It had been a wellkept secret and caught all present bysurprise of the most pleasant kind. Amost generous move indeed by theChairman TCS, and a heavy burdenno doubt for the young and dynamicCEO who would now have to contendwith the trials and tribulations of beinga living legend alongside his Chairman.May Allah keep us all in His protection,and grant the TCS Family the choicestof health, wealth and happiness,ameen.

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Chairman Khalid Awan responded to an invitation from theIBA’s Center for Entrepreneurship Development, and led ateam comprising TCS CEO Saqib Hamdani, former TCS CEOJamil Janjua, TCS Vice President Corporate and ExternalAffairs Ali Leghari, Ayaz Bokhari, and Qasim Awan to engagewith the very sharp bright sparks being nurtured there.

Twenty-eight years into its life TCS has become an internationalcelebrity with its case study being taught at the HarvardBusiness School and the London School of Economics. It wasnatural therefore that our own pioneering producer of businesssavvy executives, the Institute of Business Administration,would include TCS in its Executive MBA course onEntrepreneurial Management led by Dr. Shahid Qureishi(Associate Director, Center for Entrepreneurship Development,IBA). The TCS case study is also used in the IBA’sEntrepreneurial Finance course, Family Business course, andSupply Chain Management course.

The Executive MBA class comprised 20 students, and theyhad all done there homework! As the TCS founder and topteam sat and listened to the class discussion and penetratingquestions posed by Dr. Shahid Qureishi to the students, it wasa surreal experience to hear people talking in the third personabout someone present in their midst! Mr. Khalid Awan wasreferred to as the protagonist, and the factors identified asresponsible for the TCS success were experience, dedication,execution, credibility, perseverance, a unique hub & spokeoperational model, and the ability to integrate cross-functionalcapabilities. Mr. Awan was described as a calculated risk taker,as a person who was an honest man deep down inside, andhis inner strength was based upon integrity that made forperseverance in the face of adversity.

In his address the Chairman TCS described as a very emotionalexperience listening to the TCS case study discussion, andsaid that the quality and depth of insight and analysis was farmore significant amongst the IBA students than at Harvard,a very big compliment to be sure.

Institute of Business Administration (IBA)Executive Program Dissects TCS!

Top Management at IBA

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news that there was a ‘Bara Khana’(Big Feast) laid out for the assembly,but since there was still a little whilefor the food preparation, a few moreactivities would take place before lunchwas announced.

Appetite Suppresants & GiftsThe drivers were asked about the mostimportant safety device in the vehicle,and the unanimous response wasseatbelts! Six harrowing video clips ofaccidents caused by careless drivingwere then shown under the title ‘beltup or suffer the pain’, and it is entirelypossible that the assembly lost muchof its appetite for lunch after viewingthem, though their later performanceon the food laden tables dispelled anysuch doubts!

Gifts of Gul Ahmed suits were givento drivers who had been with TCSsince 2002.

Audio Visual PresentationThereafter followed an audio-visualpresentation on TCS prepared in-house with Mujeeb, Shakeel and Irfancollaborating on the production undersupervision of M. Sohail. To say thatit was a great production would beunderstating the impact it had on theassembly. All present were teary eyedwith pride and joy, and the nobleness

of their purpose as portrayed by thedeftly chosen images of drivers andcouriers in various modes, intermingledwith clips of Management, set to arousing popular song that promisedvictory to the sincere and courageous,and exhorted the virtues of patriotismand self-belief. The mention of the TCSCase Study at Harvard BusinessSchool brought on a standing ovation.“TCS has become a generic brandname, and TCS drivers are in the sameuniforms and branded vehicles nomatter where in the world they are,”said M. Sohail in a voice that quiveredwith emotion.

Rising Fuel CostsThe CEO Saqib Hamdani took thefloor, and admitted that he had becomequite emotionally moved during thecourse of the presentation. He praisedthe organizers of Drivers Day, and saidthat the occasion had far exceededhis expectations. “Getting TCS FleetSolutions started was a big challenge,and keeping it going in today’sbusiness environment with its everrising fuel prices and social instabilityis an even bigger challenge. At theend of the day TCS is a business andnot a charitable concern, and onewould do well to remember that.Businesses shut down because anyone of the stakeholders fails to deliver.

A balance has to be maintainedto ensure continuity. The extra

burden to fuel costs is proving difficultto carry. An incredible 18,00,000kilometers is traversed each monththroughout the Network by the 423TCS drivers. We sanctioned a hugeamount without a second thought toequip all the vehicles with seatbeltsand the best in tyres.”

The CEO further dwelled uponoptimizing driving skills, and said thatour data showed that vehicles idlingfor more than 5 minutes cost TCS 10lakhs per month. “This is not benefitinganyone, not you, not TCS, notPakistan.”

Rizq-i-HalalThe CEO went on to say that if ourpresentation was shoddy and ourbehaviour irresponsible, then peoplewould doubt our ability to service them.“You are TCS and TCS is known byyour actions. You have a high visibilityand profile. If you are irresponsible inyour conduct then it reflects poorly onall of us. Allah has promised us thatwhich He has sanctioned for us. Howwe earn our ‘Risq’ has been left to us.Do we do it the right way or the wrongway? I came across a driver vigorouslycleaning his vehicle, and when I askedhim why he was doing it, he saidbecause his ‘Risq’ was tied up with hiswork. Drivers and couriers have acentral role in making TCS profitable.We will strive to bring improvements



It was a grand occasion forrewarding and recognition, andtraining the men behind the wheelat TCS upon whom depends in greatmeasure the continuity of TCSbusiness. Dressed in the dark greyshalwar-kameez uniform of TCSFleet Solutions, over two hundreddrivers gathered in what used to bethe TCS Finance Department and isnow a spacious air conditioned halldeployed for gatherings of thisnature. M. Sohail (Head of TCS FleetSolutions) and Saqib Hamdani(CEO) were dressed in identical garband indistinguishable from amongstthe drivers, a great morale boosterfor this frontline staff.

Trendsetting“TCS is a trendsetter, and very soonthe entire corporate sector of Pakistanwill be following suit by celebratingDrivers’ Day,” said M. Sohail, breakingthe news to the assembly that TCSFleet Solutions could well become anindependent business enterprise in thenot too distant future, news that wasreceived with thunderous applause.

Nusratullah Khan (Head of HR&OD)got into an elaboration of the TCS corevalues, and reiterated that theassembled drivers were all part of aprestigious organization and anessential profession. “TCS has attainedan exalted status over the last 27 years,and it is incumbent upon each one ofus to maintain that high image throughour presentation and behavior in thepublic domain. TCS vehicles aredistinct on the roads, and drivers mustat all times be conscious of the TCSvision, mission and core values.”

Nusratullah Khan further elaboratedupon a theme that has been the subjectof much internal and externaldiscussion. “The transport industry isfacing great challenges with the frequentincreases in fuel prices. Our fleet of 250vehicles and drivers can affectsubstantial savings for both TCS andthe country by driving with care and astyle that yields efficient utilization offuel.” He then declared that the journeyof TCS Road Transport had started in2002, and it gave him great pride to bestanding in front of them celebratingDrivers Day nine years later.

Acknowledging PastPerformersCol. Maqbool, the man who set theball rolling for TCS Road Transport in2001, was invited to address thegathering. Col. Maqbool acknowledgeda few drivers who were still with TCSfrom that pioneering period. “When wework we make mistakes and these areforgivable. But there can be noforgiveness for those who do ‘masti’and act out of malice. Organizationslacking integrity have no hope ofsucceeding,” said Col. Maqbool, sayingthat TCS is his home, and ranks onlyafter the Army as the best vocation.

Acknowledging InternalCustomersM. Sohail acknowledged andintroduced the internal customers ofTCS Fleet Solutions, the newnomenclature of TCS Road Transport,and these included Shafiq Malik(Regional Director Operations,Central), Nadir Qureshi (RegionalDirector Operations, South), FarrukhZaheer (Head of Line Haul), and QasimQayyum (Strategic Business Head,Logistics). He then broke the great

TCS DRIVERS DAYReward & Recognition - looking after one’s own



in your personal and professional lives. You areTCS. Transport is central to the present andfuture plans of TCS. There is expansionhappening at Bin Qasim Port. The 50 feetcontainers have been a big success, and weare adding new vehicles on popular customerdemand.”

Security is a huge issue because of the trustTCS enjoys, said the CEO. “TCS vehicles areseldom checked by security agencies. Giventhe terrorist scare we must be on full alert. Weare passing through a very volatile period as anation. The TCS brand is in your hands. I amvery proud of Sohail and his team.” This wasmet with thunderous applause.

Bonanza for Drivers!The CEO announced various benefits for driverssuch as Provident Fund, Paid L0eave, DistressFund, and Medical Allowance, insurancecoverage for self and the family members,increase in over time rates. In addition to thesebenefits there would be a Driver of the MonthCash Award of 3000 rupees, with the winner’sphotograph on display. There would also be aFuel Champion Driver of the Month Cash Awardof 3000 rupees, with similar Awards given onan annual basis carrying an increased cashprize of 50,000 rupees each. All these awardswould be given as per strict laid down criteria.“Drivers are central for TCS to deliver upon itspromise to its customers,” he said. M. Sohailthen proposed a big round of applause for theTCS HR team comprising Nusratullah Khan,Usman, and Kashif.

The CEO said that TCS would give its peopleevery opportunity to earn ‘Halal’ money, and ifdrivers could perform deliveries as well thentheir earnings would increase. “It is better tohave small number of people provided they arehappy people,” he said, announcing a sharpincrease in the cash awards from 3000 rupeesto 30,000 rupees, and from 5,000 rupees to50,000 rupees. Promotions to Shift Inchargewere announced, and certificates distributed tothose whose services had been regularized.

Feast!The venue then moved below to the huge,cavernous sorting area where a banquet hadbeen laid out for the assembly, and a mostdelicious feast at that! With Kulfi serving as thecherry on the cake for dessert.R

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Given its massive investment in

hardware on wheels, and with fuel

costs comprising the major

operating expense at TCS, the

inexorable thrust has been towards

streamlining the functioning of this

area with a view to realizing

optimum efficiencies, and becoming

Market Leader in Fleet Solutions.

Hotbed of IntrapreneursTCS has developed into a hotbed

of intrapreneurs, employees with

the mind sets of entrepreneurs

characterized by flexibility, agility

and curiosity.

TCS Fleet Solutions is shaping up

to become an enterprise unto itself

servicing first and foremost the

logistics requirements of the TCS

Internal Customer, primarily TCS

Overland, Express, MMS, Retail,

TCS Ware Housing and

Distributions , International,

Sentiment express as well as the

country wide Line Haul movements

are being taken care by the Fleet

Solutions Department as “Internal

Clientele” . However, the foremost

destiny of the Fleet Solution

department is to become the market

leader for logistics and

Transportation. Muhammad Sohail

is the designated Head of TCS Fleet

Solutions, commanding a strength

of more than 500 staff, and best

qualified for the job given his very

successful stint as Head of

Administration & Procurement.

In acknowledgement of its being

the leading fleet operator in the

country TCS was chosen by

HINOPAK Motors for the test trial

of its modernized mini truck prior

to its launching. HINOPAK Motors

arranged an impressive Launching

Ceremony of HINO Dutro Junior in

which they delivered the symbolic

key of the HINO Dutro Junior vehicle

to TCS, praising it as the best

Logistic and Fleet Organization in

Pakistan.

Drivers TrainingRefresher ProgramWhile sourcing the best availablehardware remains a major objective,the continuous training anddevelopment of TCS drivers and

mechanics is flagged as an equallyimportant area. Bright and early oneSunday morning I responded to aninvitation from the Head of FleetSolutions to attend a Drivers TrainingRefresher Program at the TCS HeadOffice. Not only was I keen to meetthis crucial frontline staff, but I had alsobeen involved in an accident recentlyand felt obliged to attend and bring tothe forefront of my consciousness bestdriving practices. One of the mostcritical decisions that a Fleet Operatormakes is the selection of a driver. TCSdrivers are a visual representation ofthe company to all who observe TCSvehicles on the road. Drivers with poordriving habits are the main cause ofincreasing risk to assets, human capitalas well for their dependents.Establishing a meaningful, effectiveand realistic Driver Selection Procedureis a vital component to the operationand management of any effectiveSupply Chain.

‘Khair Nal Aa, Khair Nal Ja’Promptly at 9 am Muhammad Sohailbegan proceedings by thanking the100 strong turnout for coming on aSunday. ‘Khair Nal Aa, Khair Nal Ja’was the title of the Refresher, and itencapsulated an entire philosophy ondriving safety. “Every year 1.2 millionpeople die inroad accidents in

TCS Fleet SolutionsEnabling Surface Logistics



the world,” began Muhammad Sohail,immediately grabbing everyone’sattention. “In Pakistan the annual deathin traffic accidents stands at 7000.Your family prays for you when youleave home. Start your journey with aprayer to Allah to keep you and yourvehicle in safety. If you don’t knowArabic then say the prayer in your ownlanguage.” Valid advice that hasbecome a reflex with me for as longas I can remember.

Implement the Check ListAlong with prayer we must helpourselves, said Muhammad Sohail.“Check your vehicle for roadworthiness. Remember that roadworthy cars do not ensure safety alone.Know your routes, and alternativeroutes, and the weather enroute. Planfor rush hours and avoid illegal parking.Take care of how you drive. Implementthe Check List. As per law you areresponsible for your vehicle. Check fortools and the spare wheel. Practicethe Check List that has been translatedinto Urdu. Check the Head Lights andthe other lights, and the alignment ofthe beam. Side Mirrors play animportant role and they must be alignedfor maximum visual benefit.”Muhammad Sohail read out what wastantamount to the riot act, interspersingthe flagged areas with video clips ofbad driving and its consequences.

• Stay within the speed limit, andrefrain from overtaking. The fasterthe speed the more dangerous theaccident.

• Understand the system of yourvehicle and study the vehicleHandbook closely.

• Know what kind of load you’recarrying and do not overload thevehicle. Securely tie down the cargoto avoid distractions while you’redriving.

• Seatbelts are mandatory, belt upor suffer the pain.

• Sit well away from the SteeringWheel.

• In the event of tiredness and needfor sleep, immediately seek out asafe parking place and catch apower nap.

• Long haul drivers need to ensurethat they have had their full sleep.

• Avoid a heavy meal prior todeparture.

• The flow of fresh air in the Cabin isvery important to keep the mindfresh.

• No mobile phones while driving. Itdistracts attention, delays reaction,and is most dangerous. Receivingcalls while driving runs interferencewith the mood.

• Attaching penants to rear viewmirrors is distracting.

• Plan before overtaking andascertain the speed of the oncomingvehicle.

• Don’t overtake on curves.

• Don’t make any sudden steeringmoves that will unhinge the load.

• Maintain lane discipline.

• Avoid excessive idling, overspeeding and harsh braking, andbe aware of their effects on fuelsaving.

• Keep your emotions under control.

• Avoid confrontation. Admit yourmistake, and be pleasant in yourdealings.

• Be aware of the rights of the smallervehicles on the road.

Monitoring Fleet EfficiencyFleet Management System developedrecently and implemented at thenetwork is also going to be integratedwith Tracker system. With the help ofthese advanced technologies , FleetSolution department enable the dailymonitoring of fuel consumption byRoute Optimization and Planning, andReal-Time Vehicle Tracking, excessidling timing, harsh braking, and overspeeding. Fleet Management System

and Tracker Support System havebeen most useful in monitoring fleetefficiency and reducing fuelconsumption without impactingcustomer service. Excessive Idlingadds significantly to the cost of doingbusiness because when the vehicle isidling it burns fuel, so it stands toreason that turning off the engine willsave fuel. On an average, vehiclesconsumed 2-3 liters of fuel per hourwhile idling.

Acknowledgement FromProfessionalsAlong with these half day Sundaymorning Refresher training programsconducted nationwide in-house by TCSFleet Solutions, Mr. Johnson George,the Maintenance Manager fromHinopak Motors, sacrifices his Sundaysto chip in occasionally as well, alongwith the officials from the NationalHighway & Motorway Police who areon record for their appreciation of TCSdrivers as a well trained and disciplinedcorps setting a good example for theircolleagues in other outfits across thecountry.

Team BuildingMuhammad Sohail knows that highperforming teams require tangiblemotivation and bonding opportunity.The landmark Drivers Day (reportedseparately) was an overwhelmingsuccess in both terms, and now aDrivers Picnic is on the cards. With TCS Fleet Solutions in the lead,Pakistan’s road transport sector ispoised for a gear change.

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Long misconceived by the uninitiated as a sport for old menand slow coaches, the grand old game of golf is deceptivelytaxing on both the body and mind. A round of nine holes cantake up to 90 minutes and involves a brisk walk of over twomiles. The walk is interspersed with periodic breaks to hitthe ball, an act that requires a twisting and turning motionthat stretches the muscles, coupled with a laser beam focuson the ball that keeps the mind sharp and agile. A fair numberof TCS executives play golf, with Zulfiqar Ali Khan (TCSHead of InfoTech) preferring a 6am tee-off on Sundays, andAVM Ata-ur-Rehman (TCS Head of Aviation) notching up acouple of holes-in-one, an accomplishment that sour grapesattribute to pure chance, though in reality it’s the culminationof consistently hitting the ball to a good line and length. Salman Akram (TCS VP Sales) was on one of his frequentvisits to Karachi from Lahore and invited me to join him foran early Sunday morning round (6.30am! What’s it with thesehigh-end executives!?) at the Karachi Golf Club (KGC). TCShad availed of a golf-cart branding offer from the KGC, andI promptly requisition one! It was too good an opportunity fora photo-shoot to pass up, and playing a competitive roundwith Salman could wait for another day. So leaving the hittingand walking to him, I stalked Salman on a beautifully brandedTCS golf cart, sizing up his game for when we would finallyface-off! And I have to admit that I was impressed, speciallywhen he played the tiger line and faded the ball on a par 5after having said he would do so! Golf is a complete exercise, and for those who would like totake their game to the next level, a good gym workout doeswonders for ball control. Work-wise there is no better placethan the golf club to talk shop!

TCS Golf ing Away!TCS Customer Newsletter


Ever since the TCS Case Study started getting taught at the Harvard Business School, we at TCS have begun taking acloser look at the Harvard Business Review, much to our great good fortune! The cover story of its November 2010 issueis about leadership lessons learnt from the military, and its prime pull-quote encapsulates well the linkage between themilitary and corporate environments. “Military work is risky, pressured, and fast changing. It calls for seemingly contradictorycapabilities. An absolute clarity of the mission at a high level, coupled with an extraordinary adaptability on the ground,and a knack for managing complex, technically precise systems. These are the same skill sets that companies today needto prevail in a climate of intense economic uncertainty.” Useful advice for people operating in the Pakistani businessenvironment.

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[email protected]

EDITORIAL

He is a savvy salesperson with his eyeon the ball and a knack for stayingahead of the game. Ghias Bin Asgharwas born on the 11th of April 1979 inMultan. He obtained a Master Degreein Business Administration fromPreston University, and joined PepsiCoas Territory Development Manager.He worked here for 8 months beforejoining TCS as Territory Manager Salesin year 2001. He proved himself withhis commitment, dedication, hard workand loyalty, becoming in the processa leading asset for TCS. In recognitionhe was promoted as Sales ManagerMultan in 2007. He has been provinghimself through continuous growthsince his joining, and has a strong

belief in excellence throughcommitment. Ghias describes his philosophy ofexcellence as follows: “The desire forexcellence needs striving andcontinuous struggle, and this requirescommitment. Excellence lies not inmerely being strong, but in the rightuse of that strength.” He feels thatwhatever is worth doing at all is worthdoing well, whether it is driving a truckor managing a multinational company. Ghias is an ardent traveler and hasvisited different parts of the worldincluding the United Kingdoms,Germany, United Arab Emirates, andDenmark. He believes that travelingenables one to understand differentcultures, races, religion and attitudesof the people living in different parts ofthe world, and enhances one’s

exposure, providing great opportunitiesfor learning. His other hobbies includeplaying snookers, listening to music,watching movies and reading businessjournals. His favorite movie is “SavingPrivate Ryan” and Tom Hanks hisfavourite actor. Elvis Presley and JagjitSingh are his favourite singers, andJagjit can rightly be proud of his namebeing taken in the same breath asElvis! Ghias is married, and has a son whois 5 years old and a daughter all of 3years. He says that he is enjoying hismarried life and always has a fun timewith his loving family, and loves to bewith them on picnic and holidays. Ladies and gentlemen! Ghias BinAsghar at your service!

Ghias Bin AsgharSales Manager Multan

SPOTLIGHTTCS Customer Newsletter

15www.tcs.com.pk

10th Young Leaders Conference (YLC)Spread over 6 days, the YLC had 360participants from 40 cities of Pakistan. TCSsponsored the participation of Sunaira FerozMalik, Aly Abdul Muhammad, Ghufran Rehmani,Maha Sarwar, Asfia Gul, Dania Baig, AltamashJaved, Arsalan Khalid, M. Zakria Jameel,Muhammad ArsalanKhan, and Iqra Zahid Khan.Eman-Ittehad-Tanzeem-Inqilaab was the YLCmotto. The learning was abundant and the timewell spent. Well done School of Leadership!




17www.tcs.com.pk

For the Pakistani educated middleclassJaved Jabbar occupies an iconicposition. His love affair with Pakistanhas taken him from being KarachiUniversity’s fiery debater to writer,filmmaker, media-man, internationaland national affairs participant, andvoluntary worker. His new book"Pakistan -- unique origins; uniquedestiny?" was published in Pakistanin April 2011. Subsequent to this JavedJabbar embarked upon a meet-the-people campaign and flesh out theirunderstanding of Pakistan’s past andpresent, and their vision for the future.

Octara was accorded the privilege andpleasure of joining Javed Jabbar infacilitating this process, and the firstof the day long seminars titled ‘Pakistan– Past, Present, Future’ was organizedat Karachi’s Marriot Hotel. It wasattended by over 40 men and womenrepresenting the dynamic and upwardlymobile segment of Pakistani societywho paid a goodly sum to be there.Javed Jabbar’s book was one part ofthe value delivered in lieu thereof, aswell as a thick compilation by Octaraof supplementary reading material.

The other and more exciting part ofthe value delivered was the magnificentpresence of Javed Jabber’s vocalchords whose ability to modulate theflow of his thoughts both mesmerizesand inspires.

ENVIABLE REPUTATION FORINTEGRITYJamil Janjua (CEO, Octara) introducedJaved Jabbar to the audience, andpaid glowing tribute to the man whohas developed an enviable reputationfor integrity in politics, and a concernfor the environment that has seen himre-elected for a 4-year term (2009-2012) as one of the four global VicePresidents of IUCN-International Unionfor Conservation of Nature, the world’slargest and oldest environmentorganization. “The introduction shouldhave gone on a bit longer!” quippedthe senior JJ. “It’s always good to hearone’s praise first thing in the morning!For a more down-to-earth introductionthe speaker’s wife should be asked tomake the introduction, he said, quitesecure no doubt in his own wifeShabnam’s unreserved support forhim.

NATIONALISM INVENTSNATIONS“Pakistan has the single most uniqueset of origins amongst all the nationstates of the world,” said Javed Jabbar,adding that nationalism inventednations where they did not exist, andthat there was no scientific definitionof a nation. “A state can contain manynations both willing and unwilling.Despite an uninterrupted democracyin the United Kingdoms, the Scotstoday are clamoring for independence.The two-nation theory turned into atwo-nation three-state theory in thesubcontinent in 1971. The Muslims inBangladesh and India are moreadherent to Islam than Muslims inPakistan. Islam and cultural identityare not opposed to each other. Theyare in fact complimentary.”

SIX CATEGORIES OF NATION-STATESThere is no singular Muslim nation inSouth Asia, said JJ, nor even inPakistan or India. “There is a widediversity of languages, clothes, cuisine,sects and ways of life amongst Muslimswithin both countries.” The 192 nation-states that are members of the UnitedNations fall into six categories, saysJJ. “Historical nation-states like China,

PAKISTAN’SPast, Present, Future Discussed Threadbare!“Politics is far too important to be left to politicians!”Octara Seminar With Javed Jabbar

Japan, Egypt, and Iran. Mass migrationnation-states like USA, Canada, andAustralia. Permutated nation-stateslike Germany and Italy. Post-colonialnation-states like India, Iraq, andUganda. Those emerging from thedisintegration of larger states likeUzbekistan, Bangladesh, and Serbia.And nation-states created on the basisof religion like the Hindu Kingdom ofNepal, the Vatican, Kingdom of SaudiArabia, and Pakistan.”

In his book "Pakistan -- unique origins;unique destiny?" Javed Jabbarprovides 8 reasons for Pakistan beingunique in its origins, 2 not-so-goodreasons for being unique in its post-Independence history, 57 collectivestrengths and individual achievements,38 weaknesses, 14 elements of theevolving identity of Pakistaniyat, andthe critical challenges facing Pakistanand the possible ways to address them.These were all discussed threadbareduring the course of the seminar, atthe end of which participants wereinvited to frame their vision for Pakistanin the year 2047, one hundred yearson after its birth. Amongst the plethoraof scenarios that got generated theone which struck a chord was it beingdifficult, if not outright impossible to

find people who were qualified toreceive Zakat in 2047, preferablyearlier.

FAILED US POLICY“The Americans created many of theconditions that make for the dismalsituation in South Asia today,” saidJaved Jabbar, and going by whattranspired at the Asia Society’sWillaimsburg Conference in Bangkoka few years ago, JJ is not averse tospeaking his mind without fear orfavour. When Najamuddin Shaikh,Pakistan’s former foreign secretary,began tracing the roots of extremismin Pakistan to the failed US policy inAfghanistan and the subsequentemergence of the Taliban, he wasrudely interrupted by the Americandiplomat Richard Holbrooke who saidthat the Conference should look to thefuture instead of dredging up the past.At this point JJ intervened and tookHolbrooke to task, asking whether theConference would be dictated by himabout what could and could not besaid at the Asia Society! Holbrookerelented and Najamuddin Sheikh hadhis say.

SPEAKING HIS MINDHis formidable store of knowledge and

incisive analytical ability, coupled withan unerring resolve to walk his talk,has made Javed Jabbar irresistible tothe governing class of Pakistan, andJJ has served as a Minister in threeFederal Cabinets of Pakistan and asa Senator for a 6-year term. He hasdrafted several progressive laws andpolicies including the PEMRA lawwhich introduced private electronicmedia to Pakistan and the Freedomof Information Law. However, JJ hasnever compromised on speaking hismind in meetings at the highest levelthat have invariably comprised of ‘yesmen’ and sycophants. Understandably,this trait has not endeared him to thehigh and mighty with hidden agendas,and JJ has had no problems in turninghis back on otherwise very lucrativeportfolios.

Javed Jabbar’s parting piece of advicewas potent indeed. “Politics is far tooimportant to be left to politicians! Eachcitizen should monitor public policiesand their implementation. The wayforward is going to be rough and tough.But in all likelihood the sun will risetomorrow.” Inshallah.

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19www.tcs.com.pk

Ramiz Allawala was in town

recently on one of his

frequent trips to Karachi.

With Octara Training having

the privilege of his

deployment, Ramiz worked

to a choc-a-bloc roster

spreading over a month. The

focus of the workshops and

seminars was the

subordinate in an

organization, and his or her

ability to understand and

harmonize with the super-

ordinate, the boss. Titled

‘Managing Upwards’, it could

just as easily have been titled

‘Managing The Boss’! VETERAN OF BREAKFASTMEETINGS!We met over breakfast one Saturday

morning in the spacious and airyVeranda of the Karachi GymkhanaClub, second home to a diversecommunity of business andgovernment people. Cheese, Omeletwith tomatoes, and Buttered Toastswith Jam and Jelly, and piping hot teawas Ramiz’s preferred fare. I hadpartaken earlier of a hefty breakfastcomprising Puri-Tarkari and QuettaTea, so was free to focus on thequestioning while Ramiz dug into hisgrub, answering my queries in aseamless flow with his munching. Hisadeptness at talking and eating at thesame time pointed to a veteran ofbreakfast meetings! KNOW THY SELFRamiz was returning to Karachi aftera gap of 2 months, and in the interimhad been in Bangkok and Houston.He had been in Changlagali conductinga unique workshop for three days titled‘Know Thy Self’, helping youngexecutives discover their true self, theirgoals and aspirations, and reexaminetheir relationships. The Workshopwould start at 4am and continue until8 at night in freezing weather. He dida similar workshop in Bhaiperu nearLahore. “The client is an amazingcompany that said it didn’t want thetraining to improve its own bottom-linethrough skill or attitude enhancement,”says Ramiz. “Instead it wanted thepersonal development of thoseattending. The participants were allspecialists and middle management,all young people. The client is one ofthe largest employers in the privatesector.” “Before aligning employees with theobjectives of the employer it isimportant to help them establish their

personal goals. What is it that theywant out of life and certainrelationships? And get these prioritiescleared in their minds for them. In aworkshop I was surprised to find thatexcept for one participant none of theothers had any goals in life. A few hadvague ideas. They became consciousthat they were starting their day notknowing what they were workingtowards.” FROM IMMATURITY TO MATURITY“The other big issue is that we are nothelping people migrate from immaturityto maturity, from being children tobecoming adults. So even though theygrow up physically there are a lot ofchild-like characteristics that remain inthem like dependencies, lack ofoptions, sitting back and lettingsomeone else do something for you,getting upset, predictable responsesto certain stimuli like you feel bad, youfeel sad, you feel mad. That’s yourwhole range of responses to externalstimuli. This problem afflicts the entirecountry and is a leading reason forwhy we are crumbling as a society.” MANAGEMENT CULTURE AVERSETO EFFECTIVE DELEGATION“In our coaching program we help thecoach develop the skill to stop advisingand telling the coachee what to do,and get the coachee to start thinkingfor him or herself. Think about thesolutions and options, and how theywant to get things done. Typically whenthey hit a block then managers willrush to them and tell them what to do.In our training we tell them not to dothat, instead ask the right questionsthat will help them arrive at the rightsolutions. Don’t ask questions that leadhim or her to areas that you have

Managing UpwardsBreakfast with Ramiz

predetermined. The questioning hereis very difficult and people don’t knowhow to ask these questions. It becomeseasy when you realize that your goalis not to guide them to a predeterminedoutcome, but to guide them fromimmaturity to maturity.” Our management culture is averse toeffective delegation and subscribe toHenry Ford’s lament that why is it thatwhen I ask for a pair of hands a braincomes along! Shouldn’t then the seniormanagement be the focus of yourattention? Because when these middlemanagers go back to their corporatecultures of coercive control then allyour training gets wasted? WE KNOW EVERYTHING“Senior management in Pakistan byand large has two responses totraining. The first is that we knoweverything and what you have to tellus will not be true. Secondly, if wewant to get trained we will go toINSEAD or Harvard or Stanford forthree months. There is nothing wrongwith the second approach, but thetrouble with INSEAD or Harvard is thatthey provide culture neutral trainingwhich is very difficult to apply here.Moreover, the training they do there isabout strategy, and its very generic.It’s about problem solving and decisionmaking. That’s not what we are talkingabout here. Here we are training peopleto develop people.” “CEOs in Pakistan have still not figuredout that in order to build your businessyou need to develop your people. Theyhave dumped everything onto HR. Thepeople qualified to develop people arethe line managers. The CEO has totake it upon himself to build his coreteam which then goes and developspeople down the line. But if the CEOfeels he or she knows everything thenthat attitude will be reflected down theline. If everybody knows everythingthen what a wonderful world we all livein!” GROW UP!We need to develop an open minded

culture where the CEO accepts thathe is there as a learner and not as ateacher, says Ramiz. “The trainer isthere to help you to grow, and growup. ‘Grow up’ should be the only twowords serving as the mantra for anycorporation. There is no other thingthat needs to be done. Otherwise wewill be bouncing off the wall every timesomething happens, just reacting tostuff. Once you grow up you start takingtime out to plan and prioritize, and taketimely decisions, develop differentscenarios and good responses tothese. All of this builds resilience,flexibility, adaptability and agility, andstrengthens your team. All of this willnot happen by accident. Somebodyhas to be in charge to make it happen.” ON THE JOB LEARNINGSo what you are advocating is afrequent ‘chewing of the cud?’ “Yes, ifby ‘cud’ what you are referring to isstepping back and reflecting, andrealizing, and openly engagingeveryone, and for a momentsuspending your pressure for salesand deliverables and timelines anddeadlines. You can’t keep ploughingforward without stopping to think howthis experience is turning into a learningmoment for my organization. In myopinion 70% to 75% of allorganizational learning needs to be onthe job. It won’t happen if you throwpeople into the deep end. You have

to systematically process thatexperience. You have to be a trainedfacilitator to garner the impact of thatexperience. Otherwise it’s hit and miss. HR AS DRILL SERGEANT!How do we convert any experiencewithin the organization into a learningthat ricochets throughout theorganization? “This is done through avery systematic process. In the armedforces there is the concept of briefingand debriefing. That is brilliant, and itneeds to happen in the business world.I take a lot of inspiration from the Army.They are very fast learners, and thebattles that they have lost have beendue to political reasons. For the USArmy Vietnam was political. EvenAfghanistan is political. The Americanpublic doesn’t have the stomach tosee so much blood and gore. The Armyis very liberal in its mindset. Theybelieve in merit, and in developing theirpeople. They believe in cross-trainingthem so that once they are out of themilitary they have marketable skills.The Army leadership believes that if itlooks after the welfare of its peoplethen they will receive their trust andloyalty. The Army takes average andbelow average people and convertsthose into way above average leadersand deliverers, people who get the jobdone. They are not trained to fail.Failure is not an option for them. Theyare trained to get it right first time every



time. And who develops these people?Not some HR department! It’s theirCommanding Officer who does thejob. He is directly responsible. Hisseniors develop him and their seniorsdevelop them. That’s the way the chaingoes. The CO is assisted by the DrillSergeant. HR is the Drill Sergeant! HRis also a little bit of the psychologistand manager. The CO is not HR, butthe ultimate responsibility is that of theCO. LINE MANAGERS RESISTINGCHANGEWhile the thinking has gained currencythat Line Managers are alsoresponsible for their units HRrequirements, it hasn’t gained traction,with Line Managers resisting theadditional responsibility of HR, saysRamiz. “For them it’s all aboutdelivering results, and they don’t wantto be loaded down with this extraburden. What they don’t realize is thatif they develop their people they lessentheir own burden. The Line Managershould ensure that 80% of the learningof his team takes place on the job, andnot send people off to HR for trainingeach time a deficiency is discovered.15% of the training should be takencare of by the Line Manager being avery good coach and mentor. Thebalance 5% is where externalprofessional trainers and coaches likeme should come and fill up. Right now

most organizations feel that 80% ofthe learning should come out ofexternal trainings, and it can’t”. ROK-TOK & FEEDBACK“The other important thing to rememberis that no matter how good the contentand delivery of the training, it is not anindicator of the learning achieved andreturn on investment. What matters isthe feedback a trainee gets when hegoes back to his workplace on howwell he or she is applying the training.If he gets that feedback the trainingwill succeed, otherwise not. Themoment the feedback stops theperformance will drop. One needs acommitted circle of well-wishers whocan indulge in this ‘rok-tok’ and do agap analysis on the trainingbenchmarks and the actions on theground. That kind of feedback hasamazing returns on the training. TRANSFIXED OR TRANSFORMED?Almost 90% of those who attend myworkshops are there enjoying a dayaway from work. But when they turnup I ensure a fun ride for them. To meit doesn’t matter what mindset theycome in with. What matters to me ishow are they leaving? Are they leavingtransfixed or transformed? Are theyleaving with a realization that they needto grow up? If they walk away thinkingthat everyone needs to grow up butnot me, then we’re in trouble!

HYPOCRISY, DENIAL ANDREALITY “There was a fitness survey wherepeople were asked if they thought theyhad healthy eating habits, and 70%replied yes. Then they were asked ifthey thought that others had unhealthyeating habits, and once again 70%replied in the affirmative! Theremarkable thing was that all thosequestioned were obese! We look atpeople through a different lens andourselves through a different lens. Thefirst lens is hypocritical, and the secondlens is denial. I advocate the lens ofreality and ask them to challenge alltheir assumptions. If you think you’redoing fine then let’s challenge that.How do you know you’re doing fine?How do you know it to be true? And ifthere was some other truth out therehow would you respond? There’s a lotof back slapping and reinforcementthat goes on about doing fine,especially amongst the elite. They areleast open to suggestions andchanges. So you find that the elite inmost countries are the ones who needto grow up the most. They don’t evenrealize that they need to grow up. Myfriend Sheldon Wiesfeld whom I havegrown up with has only one mission inlife. He says you have a real problemwhen ‘you don’t know that you don’tknow.’” URGENCY VS EMERGENCYTowards the end of Ramiz’s Workshopthe participants write a pledge of allthe learning that they will implementin their workplace. “They we analyzewhere they might fail, and discoverthat for the most part it’s a lack ofinternal discipline and determinationto see it through that could result infailure to implement. People realizethat they may be coming on too strongin meetings, and instead of creatingurgency wind up creating too muchstress and emergencies!” Thank you Ramiz! May we live inurgent times that are free ofemergencies.

www.octara.com

Interviewed by A

dil Ahm

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The spectacular interior design, and itmay well be called spectacular, of thespanking new TCS Head Office at theKarachi Airport is the handy work ofTariq Alexander Qaiser, a Karachibased practicing architect and CEO ofthe firm TAQ Associates Architecture& Interior Design Pvt. (Ltd.). As oneenters the main Office Block at theTCS Head Office, designated at theinauguration as the Saqib HamdaniBuilding, and takes the elevator orstaircase to the First Floor, people gointo a hushed conversation mode. TheFirst Floor houses the CEO’s Office,Secretariat and Boardroom in additionto the Call Canter, IT, and HRDepartments. The Cafeteria is alsolocated on the First Floor. The SaqibHamdani Building has all the trappingsof a modern multinational company atwork, which it is. One enters the First Floor amidst a riotof colours reminiscent of a vibrantmodern art gallery. Meeting spaceshave dynamic designs amidst a liberaluse of painted glass partitions, withsquares and circles defining the foyer.TCS CONNECT caught up with TariqAlexander Qaiser and obtained aninsight into his very creative mind andthe factors contributing to that creativity.

NOT JUST ABOUTAESTHETICS“I paint a lot and do a lot ofphotography,” says Tariq, and someof his work is on display at the TCSHO, incorporated into its interior design.

“One has to be knowledgeable aboutthe technical aspects of the materialsthese days. It’s not just about theaesthetics and beauty, and the use ofform in a harmonious way. That makesfor joy of working. But if you don’tunderstand the chemistry of yourmaterials, then how can you do apainting without knowing what yourpallet will be? This is the wonderfulthing about architecture. It is truly aprofession that is holistic. The TCSHO is one of my early and importantjobs where I have integrated by ownart and that of my son’s into the interiordesign. The art work is not an appliquéor something that hangs on the wall.It becomes an integral and emotionalpart of the space. Art becomespertinent when it becomes usable.Which is what nature is all about. Younever tire of looking at it. It’s a dynamiccanvas.”

AQUAPONICSAt the appointed time of the interviewI found Tariq seized with a fit ofsneezing nineteen-to-a-dozen, theresult of a pollen allergy that he hasbeen battling for sometime now. Hefeels as a nature lover it is quiteappropriate, being a Ying and Yangthing! Tariq’s Office overlooks afabulous aquarium that can best bedescribed as a multifaceted, integrative,collaborative, synergistic, symbiotic,and seamless affair geared towardsenabling an organic supply chain! “It is called Aquaponics,” says Tariq,and one can see and sense thepassion buildup inside of him. “Youhave a body of water in which you putfish and use the fish effluent. You pumpthe water through a gravel bed whichfilters the water, with the water returningto the main aquatic tank. The first cycle

is that of filtration. Leafy green plantsdo very well in this watery environment.The plants use the ammonia from thefish effluent along with the bacteriathat develops in the gravel bed, whichthen breaks down the ammonia intochemicals, nitrates that the plants canfeed on. The fish provide the effluentto feed the plants, and the plants alongwith the gravel clean the water for thefish. Growing plants like duckweedhelps since Talapia and carp fish liketo eat it. Duckweed is a source ofsubstantial protein and aids in the fishgrowth. Eventually, if you don’t get toofond of your fish, you can eat them!It’s a closed cycle and a symbioticrelationship.” Tariq would like to see more peopleembrace Acquaponics and enrich theirlives through a serene and soothingenvironment both at home and at work,as well as opportunity to grow someveggies and salads, and raise fish.

GROW BROCCOLI!“Aquaponics is a very economicallyviable and extremely simple process,and merits replication. I grow broccoli,rocket, iceberg salad, and spinach, allplanted in big pots called grow-beds.It also lends itself to a low cost systemthat can adopted by our cooks andchowkidars to liven up their livingquarters. The process involves onebig pot with the fish in it, with the watercascading onto another pot which hasthe grow-bed and gravel, and a closedcycle water loop with flowing water.This should all be possible within afifteen hundred rupees range. Thethree pots shouldn’t cost more than500 rupees. A small motor with a littlesolar cell and timer on it, of Chineseorigin, would cost about 700 rupees.The cell and timer would turn on the

Tariq Alexander QaiserThe Aquaponics [email protected]


23www.tcs.com.pk

motor every five minutes for fifteen minutes or so. Aquaponics is anoffshoot of Hydroponics, but the Hydroponics requires a lot of chemicals.”

IMPRESSIVE ACCOMPLISHMENTSThe First Floor of the Saqib Hamdani Building has a large corner dedicatedto a very beautifully appointed fountain area with all the ingredients foremerging as a leading Aquaponics facility. Some of the larger projectsTariq has worked on include the very futuristic UBL Building on ChundrigarhRoad in Karachi; the Meezan Bank Building; the Reflections School inKorangi; The Prince Alibhoy Academy; the Nusrat Fateh Ali Khan Centerfor the Performing Arts planned for the Alliance Francaise; the HorizonGraphics Building; and in Daressalam (Tazania) a Hunting Lodge in theSerengetti Wild Life Park. Tariq has done the interiors of several Karachi restaurants from Pompeito Expresso to Tosso, and a restaurant on a boat as well. “Pakistan hasthe honour of having the world’s largest Tony & Guy hair dressing salondesigned by us in Karachi’s Shireen Jinnah Colony. Doing retail interiorshas been a core part of our work. We’ve done a lot of exhibition designsat the Expos in France, Germany and Pakistan.” Tariq has designed the Ojha TB Center, and says that he is specializingin hospital design for airborne infection control. “Pakistan has a very seriousburden of not just regular TB but also its drug resistant strain wheretreatment becomes very difficult. Air borne infections are the most difficultto control. I teach at the Harvard School of Public Health in Boston acourse called Building Design and Engineering Methods for AirborneInfection Control. Fresh, uncontaminated air is vital for the treat that includesa regime of antibiotics.”

INDUS HOSPITAL“The most important project that I have undertaken and which is ongoingis the Indus Hospital,” says Tariq. “I was 27 years old when we got startedon it. The Orangi riots had taken place, and a group of us added to theEmergency department of the Civil Hospital after raising money for it. Thiswas in 1985 and there were 5 of us. Dr. Abdul Bari, a hear surgeon, hadjust graduated, and Dr. Zafar Zaidi was in the final year of med school.Eventually this group grew to 15 people.” Dr. Bari’s vision was to build a 1000 bed hospital in a poor part of townproviding free service to the less privileged, says Tariq. “Over the years wekept doing additions to various hospitals and built up a donor base andgoodwill. About 10 years ago we did an MOU with the Islamic Mission Trustto develop their 20 acres of land in Korangi into a 750 bed hospital. Wehave managed to commission 150 beds and are running it free of cost for4 years now. In another 5 years we hope to achieve the full project. Thereis a special cell in TAQ called Indus HDR that raises funds and support forthe project. The Indus Hospital has shown me a face of Pakistanis that wedo not normally see. There are incredibly generous and God fearing peoplehere, and my faith in Pakistan is huge. The Indus Hospital is my mostimportant professional project that gives me immense satisfaction at apersonal level.” Tariq’s daughter is studying architecture at Yale University, while his sonis completing his ‘A’ Levels in Karachi with an eye on engineering. His kidsenjoy complete freedom in pursuing the field that they like. Well done Tariq!

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An Indigenous Solution to Leadership Development

Published to rave reviews in Pakistan, and the first Pakistani business parable to be translated and publishedin the Dutch language, with this book Farhad Karamally and Faraz Khan have made a major statement onmentoring and succession planning, both critical management issues of our times. A ‘pukh’ is a young donkeywhich is trained to replace a senior donkey in case something happens to it. A common enough sight onKarachi roads is a donkey cart trailing another donkey behind it. The ‘pukh’, or understudy, makes the transitionfrom operating in safe environments to one in which vehicles are honking from both sides and fumes from thebuses are attacking the nostrils. The co-authors use the earthy wisdom of the donkey cart driver to arrive atsome profound conclusions regarding human resource development. Farhad Karamally has been a funcilitator and Organizational Development consultant since 1996, and is knownfor disrupting thought processes and mindsets of corporations to create ‘magic’. His core strength lies in usinghis uncanny intuitive approach to simplify complex situations. Faraz Khan is a UK based Pakistani socialentrepreneur. His forward thinking business models backed up by his initial experience as a banker, enablehim to integrate his corporate experience with his social leanings to create sustainable entities that havebettered lives in the UK, Pakistan and beyond. “The difference between an ordinary organization and a leading organization is that the latter creates its ownperpetuity,” says Lloyd C. Maddock, CEO Pakistan of HSBC Bank Middle East Limited in his review of PukhTheory. “Success and succession planning are interdependent, but only a few foresighted organizationsunderstand the significance of this. Given the dynamics of the modern corporate world, succession planningis not just a proactive business practice, but a key competitive strength for organizations that want to developtheir best resources from within.” The co-authors skillfully weave a tale ‘zabardast’ that firmly plants the reader in the midst of a Karachi basedinfo-tech business house that has hit a plateau, but is fortunate in that its owner is cognizant of and uneasyabout his own indispensability. When the student is ready the teacher appears says an old proverb, possiblyChinese. In this case for Danial, the Mercedes driving super rich, the teacher is a lowly donkey cart driver.The moral of the story is that second line leadership helps build frontline leadership, with health, fitness, ageand energy being the criteria for ‘pukh’ selection. Summing up the book, Paul Hughes (General Manager BBC Symphony Orchestra, UK) says that in just threeshort chapters he was completely hooked on this parable that he wanted so much to see how things evolvedand developed. “It is practical, universally relevant, easy to read and refreshingly free of modern managementjargon.” Music to the co-authors ears I am sure!R

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The Society for the Advancement ofHealth, Education & Environment(SAHEE) has been implementing theinternationally acclaimed Criminonprogram at Karachi Central Jail for thelast 5 years with great success. SaleemAziz Khan and Azhar Jamil are themoving forces behind the non-government organization SAHEE, andsay that the basis of the program is torestore the prisoners’ self-respectwhich is central to rehabilitation. Withthe Criminon program SAHEE hasreached out to over 500 prisoners sofar, which it estimates is .001 percentof the potential target. “One person injail causes an escalating spiral of familydysfunction, yielding drug addictionand prostitution,” says Saleem,emphasizing the need for after-carecenters.

Criminon (which means “no crime”) isan international non-profit public benefitcorporation dedicated to addressingthe causes of criminality and restoringthe criminal’s self-respect througheffective drug detoxification, educationand common sense programs. Bymaking them responsible for theiractions, people under the CriminalJustice system can become ethicaland productive citizens.

Criminon operates a network of groupsin 35 countries across the globe,delivering Criminon workshops,courses and programs in jails, prisons,parole and probation offices,courthouses and re-entry facilities, aswell as providing training forcorrectional officers and programpersonnel. From Pakistan andIndonesia in the East to Los Angelesin the West, from Great Britain to SouthAfrica, Criminon groups are workingto restore public safety and sanevalues, assisting local, state and

national level jails and prisons as wellas the offenders.

Criminon’s programs address DrugEducation and Rehabilitation,Character Building, Ethical Behavior,Literacy, Education and Life andThinking Skills including AngerManagement, Communication, andParenting Skills. Criminon services arenot limited to those in prison, but areeffective in crime prevention andlowering recidivism and in diversionarysettings.

Criminon utilizes the researchdiscoveries made by American authorand humanitarian L. Ron Hubbard,who personally worked as a SpecialOfficer for the Los Angeles PoliceDepartment in the late 1940’s. Mr.Hubbard discovered that every criminalcareer began with a loss of self-respect.When man could no longer trusthimself, only then did he become areal threat to society. As early as 1952,Mr. Hubbard began a criminalrehabilitation program with juveniledelinquents in London, England. Aftertwo decades of researchdevelopments, the Criminon programwas born.

[email protected]

SAHEE partners with

CRIMINON

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“Creating unity of effort rather than unity of command isa much more complex management challenge”Retired Admiral Thad Allen (US Coast Guard)

Quote

“When faced with a complex, fast moving

crisis, leaders must constantly adapt their

mental models and create a unity of effort”

Retired Admiral Thad Allen(US Coast Guard)

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