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TCS Customer Newsletter

August, 2013 / Volume: 12 / Issue: 202

On behalf of the TCS People andour Chairman Mr. Khalid Awan, wewish the very best of health, wealthand happiness to all our esteemedand valued customers.

In this 30th anniversary edition ofour customer magazine TCSCONNECT we celebrateentrepreneurship with a series ofarticles that highlight the spirit anddrive that goes into the making oftrailblazers and pathfinders. Ourown initiative with the IBA’s Centerfor Entrepreneurial Development isgaining momentum, and we carry areport on that as well.

Our Cover Story this time features boththe TCS Fleet Solutions Departmentand the TCS Safety, Security &Administration Department. Werecently inducted a large number ofnew vehicles in the TCS Fleet thereby reiterating our commitment toexpand our services even in adversebusiness conditions in the service ofyou, our most valued customer. TheTCS Safety, Security & Administration

Department is central to the efficientand cost effective management of TCSaffairs, and we take you behind thescenes to offer a glimpse of what goeson and the people who make it happen.

Dr. Adibul Hasan Rizvi qualifies for thetitle of entrepreneur par excellence,and has done some legendary workin the setting up and running of theSindh Institute of Urology andTransplant (SIUT). Noted journalistZubeida Mustafa has painstakinglychronicled the SIUT Story in animpressive book of which we carry adetailed account.

The one consistent introduction toPakistan available to the world since1982 is the formidable andinternationally best selling compilation'Journey through Pakistan' with its wellresearched text and 185 stunningcolour photographs. It is a matter ofgreat pride for Pakistan to have AsifNoorani share credits with the originalthree world famed authors MohammedAmin MBE, Duncan Willets, andGraham Hancock whose labor of love

it was, and we carry a review of it.The first edition of the TCS Rising StarProgram has had its graduationceremony, and yielded a managementcadre of bright sparks from within theTCS Family to take TCS to the nextlevel and beyond in the service of you,our most valued and esteemedcustomers, and we carry a report onhow it all came about. The secondedition of this program is now beingreadied for rollout.

On this 30th anniversary of TCS wetake a trip down memory lane andrevisit our Chairman’s Messagepenned for the 20th TCS anniversary.Ten years later we find ourselves incomplete alignment with the vision thathe had expressed.

There is much more contained in thisissue about TCS activities conductedin the service of you, our valuedcustomers. Thank you for giving TCSyour vote of confidence and we hopethat you will continue to do so into thefuture.

Aijaz Ansari has been on the samebeat in Hyderabad for 15 years astridehis Honda CD70, and loves it, potholedroads, traffic congestion, some badaccidents and all! In fact he is limpinghis way through his rounds these days,suffering and in pain from a recentroad accident that left him with fracturedbones in his foot. Designated chiefcourier officer (employee number#30040), his beat covers both theGeneral and Banking sectors.

Aijaz joined TCS in June 1986 whenthere used to be just 6 couriers whobooked 100 shipments for the first timefrom Hyderabad, and celebrated withdistributing sweetmeats. He says hehas worked through some dauntingtimes, and has received a lot from TCSin terms of financial stability andrecognition.

Aijaz is a BSc graduate. He was bornin Kotri (District Jamshoro) on the 20thof June, 1966. He did his Matric fromGovernment Jamia Arbia High School,and Intermediate and BSc fromGovernment Degree College Latifabad,excelling in inter-collegiate cricket.

He is the father of 2 daughtersBakhtawar Aijaz (14) and Faryal Aijaz(13), students of classes 10 and 9. Hiseldest son Mohammad Laraib isdeceased. Aijaz says that TCS was ofgreat support in this period of his trial,and resigns himself to the will of Allah.

Aijaz’s work day commences at8.30am when he starts makingdeliveries, and this takes him until12.30pm. After a two hours break his

pickup round starts at2.30pm and he is on theroad until 7.30pm. By the timehe is through inputting the day’stransactions and is heading home it’s10pm.

His route offers a glimpse ofHyderabad. The Autobahn Road,Thandi Sarak, Hussainabad, State LifeBuilding, Sharif Square, Pathan Goth,Giddu Nata, WAPDA Colony, HabibShah Mohalla, and Hazara Colony. Heflags Hussainabad, State Life Buildingand WAPDA House as generatinggood business, and is dismissive ofthe competition from other couriercompanies on this route. His HondaCD70 he calls his lucky bike and haslovingly maintained it since it was firstgiven to him by TCS in 2002.

Given the generally poor state ofinfrastructure in Hyderabad Aijaz findshis operating environment fairly hostilewith pot holed roads, unruly traffic, andelevators in buildings that don’t work.The carrying capacity of his lucky bikeis also at saturation point. But he isundeterred, and says that the pricelessrelationships that he has built over timewith his customers makes him lookforward to his day.

Amitab Bachan is Aijaz’s favourite actorin the movie Shakti. He loves to eatout every weekend with kids who preferPizza. For himself Lamb Biryani is hisfavourite food.

Ladies and Gentlemen!Aijaz Ansari at your service!


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World of TCSCEO’s Message 2Message from the Frontlines 3Security, Safety & Admin 4HeadSpeak - Maj. (R) Ghulam Murtaza 10Chairman’s Message Revisited 12Canada-Pakistan Business Council 13TCS at MAP 17Dubai Report 22Introduction to Managers 26National Hero 29Enhancing Capacity 30Entrepreneurs at TCS - Khalid Dar 34100 Business Leaders 36Customer Pro Team 39Rising Stars Graduate 42Sales Champion Program 44Human Capital Management System 44EDITORIAL - Tindal Regatta 45

Developing Human CapitalTCS & IBA 14Ufone Golf Clinic 16Celebrating Entrepreneurship 18Journey Through Pakistan 19S.I.U.T Story 20Prof. Adibul Hasan Rizvi 23Crazy Diamonds 24Belgium Post IPO 32Optimist or Pessimist 33Contrarian Entrepreneurs 40Consumer Association of Pakistan 465th Junior Leaders Conference 47

PatronKhalid N. Awan

Advisorjamil janjua

EditorAdil Ahmad

Graphic DesignerSyed Shahbaz

Members of Editorial CommitteeSalman AkramAli LeghariNusratullah KhanJamil Ahmed

Safety is flagged as a high priorityarea, and fire drills are a regular featureat all TCS premises. The ‘incidentreport’ flags violations of standardoperating procedures that haveresulted in ‘near misses’, and pre-emption is practiced proactively.

The TCS Safety, Security &Administration (SSA) department’sarea of responsibility extends to thesecurity of TCS movable andimmovable assets. Its primeresponsibility remains the security of

the shipments from the time of bookingto delivery. System checks areperformed at all points. The barcodescanner confirms the security scan ofthe shipment. Dealing with armedholdups and van hijackings, as alsowith the occasional theft during transitthrough multimodal transport is anotherengagement area for the SSA whichtracks and traces and collars the culpritin 99% of cases. It’s all very methodical.SSA team comprises of Armed Forcesqualified intelligence operators,interrogators & investigators. This teamoperates with honesty of purpose,maturity , taking guidance fromcompany’ core values.

Under the umbrella of Administrationoperate the enablers of the vast andformidable TCS enterprise, ensuringthe wheels of the organization stayoiled and greased, and smoothlyrunning. Here the major gain has beencost optimization in the considerableprocurement that TCS needs to makeon an ongoing basis. The process hasbeen opened up through

advertisements in newspapers,uploading and hosting on TCS websitethe procurement policy, and invitingmore and more vendors to come andregister and bid. The most competitivemarket rates are thus obtained. Thevendors’ ability to deliver on the quotedrates is further ascertained throughvisits to the vendors’ premises. All ofthis is saving TCS an estimated 50million rupees every year. Similarly,the TCS Reverse Osmosis Plant isaccruing a saving of over 6 millionevery year since no more water tankers

have to be purchased for the lawns &washrooms & no mineral waterpurchases.

Further notable project executed bythe Admin Team comprises of Air-conditioning (chiller unit extension)through in-house team bagginganother saving of Rs.8 millions. Thesesaved resources are going intofurthering and enriching the customervalue proposition.

The devil lies in the detail, and Major(R) Ghulam Murtaza believes in gettinginto the depths of the matter. “The bestsolution to a problem lies in going rightthrough it. My father used to say Ialways opt for the difficult route. It’sinstinctive, and not crafted. I trust, butI check. Truth and honesty make fora lengthy journey, but there is greatpeace in it.” He heads the country-wide safety, security andadministration, as well as beingentrusted with big projects like thepurchase of land and the constructionof warehouses and office space, in

close consultation with the CEO’soffice.

“The CEO’s vision is that the AreaBusiness Heads should have thefreedom of focusing exclusively on thebusiness and operations aspect, withthe administration, security and legalissues taken off their hands. TCS ison a rapid growth curve, and the TCSworkforce is increasing by leaps andbounds, and with it the quantum ofemployee issues. Army officers havethe expertise in this area of maintaining

discipline and ensuring the optimumutilization of resources.” Amongst hismany functions, Major (R) GhulamMurtaza and his fellow officers offerprivate counseling to errant employeesin a bid to stave off a possible chargesheet.

With Pakistan’s population, as indeedthe world’s, growing at a fast clip theneed for enlightened manpowermanagement has never been greater.The rise of TCS from quaint boutiqueoperation employing less than 100, toa pulsating logistics giant with aworkforce slated to reach 15,000 inthe next three years, presents apriceless case study of how anorganization can evolve along the fasttrack, improving all the while throughsome small trial and error, its people,processes and technology, through anoptimum mix of safety, security andadministration.

Ladies and gentlemen!TCS at your service!




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To ensure a stable, safe and conducive workenvironment, whether it is at the macro or microlevels of human functioning, the departmentsof safety, security and administration play acentral and pivotal role, being synonymous withthe notions of good governance and enablingenvironments. Progress and prosperity havepeace for a prerequisite, the assuring of whichfalls to the lot of safety, security andadministration. When the operating environmentis volatile, the survival of the fittest, the naturallaw of attrition, gains extra currency. The needfor running a tight ship which is agile and vigilanthas never been more pressing than it is today.At TCS Major (R) Ghulam Murtaza holds thefort as Head of Safety, Security andAdministration, and is assisted in his formidabletask of manning the battle stations by an elitegroup of trained professionals comprising bothcivilians as well as retired gentlemen officersand junior / non-commissioned officers of thePakistan Armed Forces.

The ‘nightmare’ scenario confronting theManagement at TCS comprises an explosivescentered act of terrorism onboard the TCS plane,or for that matter any act of mindless terrorism.Equally nightmarish is the thought of narcoticsbeing smuggled out of the country using the

TCS worldwide courier service. On this frontthe frontline staff has been trained and primedfor detection, and the TCS International GatewaySecurity Check for narcotics practices Zerotolerance.

In the heavily fortified headquarters of the AntiNarcotics Force (ANF) Sindh its RegionalDirector Brig. Muhammad Wajid offered highpraise to the private express logistics sector forits success in detecting and foiling attempts tosmuggle heroin and hashish out of the countryusing courier services. TCS claimed 13 of the23 ANF Awards in recognition of its efforts incombating drug smuggling.

To counter the other ‘nightmare’ scenario TCShas had installed Heavy Luggage X- Rayscanning machines at Airport cargo area Lahore,and a second big luggage scanning machinefor Karachi is in the pipeline, incurring aconsiderable expense in this regard. There arepop-up Gates and closed circuit surveillancecameras, complete with a fully manned CentralSecurity & Emergency Response CenterControl-room at the Head Office which not onlykeeps an eye on the inbound & outboundExpress & Logistics materials, but also exercisescountry wide vigil 24/7.

&



Extension of CCTVCoverage till TCS StationLevel

For monitoring and securing TCSExpress, Over Land, Logistics,Visatronix, Sentiments, Warehousing& Distribution Operations technologyin the shape of CCTV equipment hasbeen inducted at various locations.Now our regional set-ups, Areas,Warehouses, Visatronix, Operational

Hubs & important Express Centers areequipped with CCTV. Recently CCTVcoverage has been extended at 17TCS Stations for monitoring operations.

Establishment of CentralMonitoring & EmergencyResponse Center(CM&ERC)

Keeping in views the extended CCTVCoverage in the Network it was decidedto establish the Central MonitoringRoom, a place where accidents,incidents & emergencies can bereported from all over the Network.CM&ERC is manned round the clockto assist and help other departmentswhenever required. Network CCTV

cameras / DVR can also be viewedremotely at CM&ERC, and this providesgreat help in the investigations.

Weighing Bridge

Our couriers generally book over landshipments from customers premiseswhere limited weighing capability exists.

To check the book weight, a heavy dutyweighing bridge was installed at theHead Office to check the collectedmaterial weight. Mechanism isdeveloped through which the emptyvehicle and loaded vehicle weights aretaken and under weight bookingshighlighted using OMS. As a pilotproject the dense/volumetric weightmeasurement machine has beenacquired to check each carton/packetfor its weight and revenue accuracy.This has further enhanced efficienciesand yielded increased savings for TCSrevenue.

Random Weight Checking

A drive for random weight checking bysecurity staff has been introduced inthe Network, with incentives for AviationSecurity Staff and Operational SecurityStaff for checking underweight booking.

Pop Up GatesTo stop unwanted vehicles and maintain the flowof our own vehicles.

Walk Trough GateMetal detector.

TurnstileOperated through RF ID Biometric system and onlyone individual at a time can pass through the gate.The movement is restricted to registered employeeswho can pass through. Visitors have to seek thehelp of the receptonist.

Biometric SystemFace ID and RF ID biometric system have beeninstalled at all entry/exit gates, floor corridorentrances and department entrances to restrictmovement to authorized personnel, giving time anddate of entry.

Walkie TalkiesMotorola hand set radio walkie-talkie system hasbeen introduced, enabling instant access and linkageamongst all the security staff and managerial level.

KhojiThis equipment is used to detect metal which maycontain explosives and other damaging materials,and is used to check vehicles at the time of entry.

Hand Metal DetectorUsed by the guards to check hand carry items byemployees and visitors.

Car Parking AreaMotorcycle parking system with issuance of cardsand registration numbers. Parking of staff carsandcommercial vehicles is also arranged in similarmanner. Security guards on 24 hours dutysupplemented by security cameras.

Vigilance SystemVigilance security staff remain on the move aroundthe clock to watch and report any unusualoccurrences in the Head Office building.

Visitors Management SystemThis system caters for the data of visitors alongwith their photos.

The International Securitysection at TCS Head OfficeKarachi has been doing anexcellent job since its inception.From January to December2012 it has seized 6246.55grams of heroin from 17International shipments. FromJanuary to June 2013 it hashanded over to Anti NarcoticsForce (ANF) 3636.17 grams ofheroin from 12 Internationalshipments.




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Relaxed and composed at all times,Ghulam Murtaza exudes a calmingeffect upon those who interact withhim, often people seized with anurgency in their affairs. Dealing withdistressful, or potentially distressfulsituations is an occupational hazardfor him that he handles quite well.But it wasn’t always so, in particularduring the period of his transitionfrom a distinguished career in thePakistan Army to a nondescript jobin the private sector. The ego tooka hit, and there were financialworries coupled with work placestress, all of which conspired toinflict upon him blocked arteries,landing him under the surgeon’sknife. But all of that is a distantmemory, recalled only in the tellingof his tale, as he goes about hiswork with a robustness associatedmore with a man much younger inyears.

“Being Head of safety, security andadministration is a difficult role.Recommending disciplinary actionssometimes is not a very pleasant job.By the grace of Allah there have beenno negative repercussions. I do mywork without prejudice, fear or favor.No injustice has been done to anyoneto the best of my judgment. Peoplewho get terminated know full well that justice prevailed. I am a strong believerof team work. What little success Ihave achieved in TCS is through myteams, who are devoted professionalswith scrupulous honesty of purpose,”says Ghulam Murtaza, who hasclocked fourteen years with TCS,having joined in grade 6 as SecurityManager. From here his next elevationwas to the appointment of RegionalManager Planning & ImplementationCentral Region.

He started his career with the ArmyAir Defence Artillery where he wascommissioned in 1974. He served asStaff Captain at the Pakistan ArmyCommand and Staff College in Quetta,and then received deputation to SaudiArabia (1982-1984) on Air Defenceduties. In 1984 Ghulam Murtaza waspromoted to Major and appointed in afield Artillery Regiment. He was thenposted to GHQ in Directorate GeneralProcurement Army DGP(A) asAssistant Director (1987-1989).

Thereafter he was posted in a mediumRegiment Artillery as second inCommand. His final assignment in thePakistan Army came when he wasposted as Wing Commander Rangerswhere, besides his other duties, hewas responsible for the protection ofthe UAE ruler Sultan Al Nahyan and

his family during their stays in Pakistanfor three years.

Ghulam Murtaza retired from thePakistan Army in November 1998, andstarted a new life with the privatesector, joining TCS in April 1999.

His early education was received inhis ancestral small village , ChakNumber 130 RB Faisal Abad, wherehe studied up to class 5. He has fondremembrances of Syed Jamaat AliShah, the primary school Headmaster,and walking in a line behind him alongwith other students in complete silenceto the school which was in theneighboring village 2 km away. Histeacher Asghar played a fundamentalrole in his character building & primaryeducation.

“There was no electricity in those daysin my village. The radio was the onlylink with the outside world, and itsbattery used to be charged by thetractor’s dynamo attached to the village‘Chakki’. When the Chakki was in usethe radio battery used to be charged.We used to study under the light ofkerosene lanterns ”

For Class 6 he was shifted toFaisalabad, 35km away, where heattended the Government School with8 annas as school fee, and ChiragHasan its legendary principal.

Ghulam Murtaza remembers the 1965Indo-Pak war when all the kids weresent home. His is an eye witnessaccount of one of the 5 planes MMAlam shot down, with the wreckagespread over 5 acres near his village.This heroic deed motivated him to jointhe Army later.

In March 1966 MM Alam accepted aninvitation to visit his school, andMurtaza who was by now in class 9,received three prize from him for beingbest in academics & sports. He wascaptain of the Hockey & Volley ballteams of his school. This sports maniacontinued till his university educationwhere he also did swimming and ridingas well.

After High School , Murtaza joined theUniversity of Agriculture’s 5 years BScHonours program, specializing inAgronomy.

Ghulam Murtaza is an early riser, asexpected of an army officer. Afteroffering his prayers he spends 40minutes in his home gym. At the sametime he is catching up on the news ontelevision, in particular the law andorder situation in the country and thecity. In the meantime his grandsonjoins him for a relaxing chit chat. Allthe while he keeps his diary alongside,updating it and setting the day’spriorities.

A 20 minutes family breakfast follows,and this he considers the best timespent. His wife Dr. Mrs. Talat Murtazais a medical doctor, a former AssistantProfessor of the Punjab MedicalCollege Faisalabad, a career shesacrificed to raise a family. Now sheis doing a part time evening clinic.

Friends and neighbors’ families livingin Malir Cantt are her complimentarypatients. Their own family comprisestwo daughters and one son, who inturn have given their parents sevengrandchildren, Ma’shallah.

Ghulam Murtaza has been a regularsubscriber of Readers Digest from thetime he was a 2nd Lieutenant. Thereare plenty of fitness tips containedtherein, he says, and it’s evergreen,so he used to buy old issues whichare vastly cheaper to purchase.He engages in 20 minutes ofreading before going to sleep,and counts Siddiq Salik. Col.Muhammad Khan, AshfaqAhmed’s Zavia, ParveenShakir and Ahmed Farazas his favorite authors, butadmits to not being a greatreader of novels. He is akeen student of current& international affairs.

In music he admitsto a long list thatranges fromPathaney Khan toJagjit Singh, IqbalBano and NusratFateh Ali Khan.Amongst hisfavorite moviestars he countsDileep Kumar,

Muhammad Ali, Omer Sharif(Hollywood), Naseer-ud-Din Shah,Amir Khan and Rekha.

His taste in food extends to Lentils,White Rice, and Vegetable Soups.

Ladies andGentlemen,Major (R) GhulamMurtaza at your

Major (R) Ghulam Murtaza (Head of Safety,

Security & Administration) receives on

behalf of TCS a token of appreciation from

the Anti Narcotic Force (ANF) Sindh's

Regional Director Brig. Muhammad Wajid.




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There is asaying that “the years fly by veryquickly, it’s the days and hours thatdon’t pass”. At no other time could Ihave been more convinced of this whenearly this year, while struggling withlong hours during a transatlantic flight,it suddenly occurred to me that TCSin 2003 would be completing its 20years. A momentary disbelief wasfollowed by a mix of emotions as therealization sunk in. The calm comfortand quietness of a modern aircraftcabin can be magically surreal,affording rare moments of solitude andreflection. Feeling as if someone hadpressed my memory button to‘REWIND’, 20 years flicked past,bringing back dreams, anxieties, joyand sadness, but predominantly asense of great relief and gratitude toGod Almighty. Is this what you call astate of happiness or fulfillment? Notquite sure, I lifted up the windowshutter. Outside a gentle moonlight

bathed puffs of distant white clouds inthe vast emptiness of the night sky.

It was then that words rang inmy years that I had once

heard from my daughter.“These are moments thatlife is made for.”

On my return toKarachi, in a meetingwith the managementteam, I asked them tocelebrate our 20thanniversary in a befitting

manner. “We haveplanned an event for the

occasion” I was told.Somewhat emotionally I found

myself saying ‘not just an event,this celebration should be all

pervasive across our entire customerrelationship and employees trainingprogram; its purpose being toemphasize the bond with our customerand signify to the TCS People animportant milestone in our journeytowards the culmination of thatrelationship.

Where is this relationship between TCSand its customers headed? Like allsuccessful relationships it is headedtowards greater maturity and fulfillment.Whereas up till now we have focusedon earning the trust of our customersby fulfilling their needs, now onwardswe aim to go beyond this, towardscreating customized solutions for ourvery diversified customer base. Frompharmaceuticals, to the auto industry,to banking, our teams are at workimaginatively creating service productsdesigned to exceed customerexpectations.

At the heart of it all is the realizationthat in our customers’ success restsour own future; and the greatest assetwe can ever build is customerconfidence.

We have pursued this belief with a rarepassion that has manifested itself onnumerous occasions. When, forexample, the first question a TCScourier asked on waking up in ahospital ICU after a serious roadaccident: “were the documents I wascarrying delivered on time?” A TCSpilot daringly flies into minimumweather conditions, realizing hisdiversion would mean thousands ofpackages getting delayed by a day. Itis a love affair with our customers thatpropels such a drive. But then we havehad our rewards.

Once for some work I went to see afederal minister whom I had never metbefore. After the request I had gone tomake was politely declined and I tookleave, I noticed she too had stood upand was walking me to the door. It wasthen that she made an unexpectedremark. “I want to let you know thatyour company once helped me in animpossibly difficult situation, and I hadhoped that if I were to ever meet you,I would personally acknowledge andthank you for it.” It’s moments like thesethat fuel the spirit.

If the life of an enterprise is likened toa human life cycle, TCS too has hadits ‘lusty spring’, when passions ofperformance have sometimes led to aclash of ideas and its emotional toll,with people having to exit, or sit on thesidelines. There have beendisappointments and disciplining, yes,

but never a wavering of affection oracknowledgement. Later this year Iintend to invite all those who havebrought us to where we are, to join ina celebration of energy and spirit thatdefines us.

TCS evolved through its various stagesto an early maturity, from family kitchentable discussions to boardrooms, thecircle ever widening, and finally to thealter of public confidence andinternational recognition. Along theway it has withstood tremendous jolts,and sustained by invisible support andgoodwill that we did not even knowexisted. After one particularlydistressing episode, the editorial next

morning of a major national newspaperconsoled us.

How far would TCS grow? No one canpredict the future. However, as aservices business not limited bygeographic or political boundaries, itcould go as far as determined by theimagination and enterprise of itspeople. To this end we intend initiatinga HRD Program aimed specifically atdeveloping entrepreneurial skills inthose who choose to emulate theentrepreneur described by poetLongfellow. “His brow is wet withhonest sweat, He owns whatever hecan; And looks the whole world in theface, For he owes not any man.”

The honest sweat that hascharacterized TCS over the yearsshould nourish the dream and spurintelligent effort in its pursuit.

If TCS were thus to endure acrossgenerations in the hearts and mindsof its customers as a dependableservice provider, we would haveearned our repose.

Khalid N. [email protected]

The TCS Story is the subject ofHarvard Business School Case StudyN9-803-027, November 6, 2003.

From Left to Right: Jayne Pilot (Vice President CPBC), Honourable Bryon Wilfert (Chairman CPBC), Honourable KathleenWynne (Premier of Ontario), Khalid Awan (Chairman TCS), Samir Dossal (President CPBC), Honourable Jim Karygiannis(Member of Parliament), Ambassador Naeemuddin Hassan.

FoundingBrothers

ARCHIVESVolume 3 Issue 3May-June 2003




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Report filed by A

dil Ahm

ad

The Center for EntrepreneurshipDevelopment at the IBA followed upin fairly quick succession with twoface-to-face sessions between itsentrepreneurs-in-the-making andthe corporate world, with TCSrepresented on both occasions byits Chairman Mr. Khalid Awan andits CEO Mr. Saqib Hamdani. Somewondered how the top managementat TCS could spare so much of itstime and effort listening endlesslyto what essentially comprisedwishful thinking on the part ofyoungsters who hadn’t as yetreceived a reality check in the ‘bigbad’ world of business.

Two things were readily clear to peoplewith such thoughts in their heads. First,the TCS enterprise was in competenthands, run by a professional cadre tothe entire satisfaction of its topmanagement. Secondly, it showed theseriousness with which the TCSownership viewed the new talentemerging from academia, and itswillingness to invest its time and energyin assessing for itself the potential ofPakistan’s future entrepreneurs.The first session held on the 22nd ofMay 2013 took place at the IBA’s AmanCenter for EntrepreneurialDevelopment. The Center’s DirectorMr. Zafar Siddiqui gave the good newsthat the IBA had contributed one millionrupees towards this enterprise, andthe 15 business plan presentations

lined up were mostly by students fromthe agricultural sector.

The business ideas generated this dayranged from setting up a floor mill togift goat farming, to meat retailing, todomestic bio-gas plant, to farm freshdairy, to mango pickle and juicemaking, to fruit orchards nursery, tomicro irrigation, to turning waste plasticinto diesel, to processing and marketingred chilies, to promoting a diet of milkand almond filled dates, to honeyfarming, to the breeding of sheep andfattening of calves, to promoting ostrichmeat.

Mr. Khalid Awan advised the studentsto focus on the uniqueness of the idea,and believe in long term value creationwith a view to staying competitive. Hesaid that he had really enjoyed thevariety of ideas, and the creativethinking that had gone into them. 200million people make for a very bigPakistani market and the opportunitiesare vast, he said, expressing the needto think big. “TCS is not a cash richcompany, but it has an infrastructurethat can be leveraged. There is plentyof finance available for good and soundbusiness plans.”

Also present on the occasion was Mr.Hamza Khan, the Chief OperatingOfficer of the Acumen Fund. His advicewas for presentations to be crisp andcompelling, and for the use of

internationally accepted terms, likemillions instead of ‘lacs’ and ‘crores’,and kilograms instead of ‘maunds’.“Smart investors want to be sure thatthe business is one hundred percentviable. The ability to manage and takea risk is the entrepreneur’s definingcharacteristic, and value creation iscritical for success.”

The second session was held on the29th of June 2013 at the IBA’s OldBlock which I once inhabited with greatjoy and sometimes agony! This timearound the Associate Director of theCenter, Dr. Shahid Qureshi, had linedup 8 business plan presentations madeby the students of the Executive MBAclass. These budding entrepreneurshad full times jobs as executives in thecorporate sector, and their pitcheswere more focused and detailed.These extended from setting up anaccounting institute in Quetta to anonline databank of Pakistani businesscase studies, to telcos’ testing, to lowcost agri biomass products, to theimport of jeans, to real estate, to halalmeats.

On this occasion Mr. Khalid Awan’sadvice was to set up benchmarksagainst which performance could bemeasured, and to stay focused onquality. Also present at the invitationof Mr. Khalid Awan was Paul Stevers,a Canadian engineer, inventor andphilanthropist, holder of numerouspatents for innovative waste-processing technology, and the founderof several for-profit and non-profitorganizations. His advice to thestudents was simple yet very weighty.

Fuelling the Passion for Entrepreneurship

Industry-Academia InteractionGains Momentum

“Persistence guarantees success,” he said.

A very inspiring presence was that of Mr. MahmudAli, the entrepreneur behind Karachi Foods andKarachi Haleem, whose rags to riches story andsimple, earthy business philosophy captured theimagination of the audience. “Honesty is central tosuccess, and Allah’s barkat is a pre-requisite,” hesaid. Indeed.

The two days of presentations did not yield anybusiness plans that fit the TCS template constructedaround leveraging its core capabilities in logistics.The flagged areas were branchless banking & retailfinance; agricultural supply chain logistics; regionalair & road transportation; and services abroad foroverseas Pakistanis.

The TCS top team appeared reinvigorated throughits interaction with these young and energetic folk,who themselves clearly took heart at the presenceand great interest shown in their work by thesestalwarts of trade, commerce and industry.



The school summer holidays mean allkinds of things for kids freed at last oftheir books! This summer break golfclaimed some part of the kids’ timeand attention as Ufone sponsored atwo-day event at the very picturesqueKarachi Golf Club, a frequent home inthe past to the Asian pro tour. Butthese weren’t pros in the making whocongregated on the chipping andputting green. These were gentlemenand gentlewomen amateur golfers inthe making, who’d grow up to play thegame for the sake of the game, andperhaps alongside advance theirprofessional corporate aspirations.

Top ranked national players who hadassembled in Karachi for the UMACNS Open Golf Championship 2013took time out to interact with the 50girls and boys who registered for theUfone Golf Kids Clinic, and taught themthe very basics of the game.

“It is indeed a pleasure to see the kidsenjoy one of the most esteemed sportsin the world,” said Salman Wasay, theChief Commercial Officer of Ufone. “Ayear ago when we envisioned thisinitiative we were not sure howacceptable golf would be to a cricketloving nation. But after the first everUfone Golf Kids Clinic we are

encouraged to host many moresuch programs. Ufone is always

keen toencourage andput forward aplatform for theyouth of thenation,

platformswhich would help build

both character and promote talentenrichment, and we look forward tocontinue with our efforts.”

That’s great news for the junior golfdevelopment efforts in hand, and thegolf fraternity looks forward to corporateengagements across a broaderspectrum of skill development. Whileintroducing pre-teens to golf is a verylaudable step, the real challenge is toput together and set in motion an inter-school golf league format that will catchthe imaginations of teenagers in theschool system and make the gametruly vibrant at the grassroots level.Ufone Brand Manager Anas Khanseems definitely up to the challenge.


17www.tcs.com.pk

When the chips are down and theeconomy is reeling, it’s time to bringout your best and brightest to dispelthe gloom, and re-energize thelandscape with hope and optimism. Ifindeed that was the objective, then thefirst MAP event of the PakistaniCorporate Success Stories Series was

a resounding success, with Mr. KhalidAwan raising the spirits with hisinfectious enthusiasm and staunchbelief in the future of Pakistan, andindeed TCS.

In our problems lie our opportunities,said the Chairman TCS, adding thatthe new Pakistani generations wouldlive through some very exciting timesmade possible by quantum advancesin technology that would convertpresent shortages and scarcities intoan abundance of resources.

The TCS vision for the next 30 yearsreiterated by Mr. Awan is constructedaround leveraging its core capabilitiesin logistics, and the flagged areas arebranchless banking & retail finance;agricultural supply chain logistics;regional air & road transportation hub;and services abroad for overseasPakistanis. “The next 30 years willrequire new models, with multiplecollaborations between numeroussmall businesses that develop andthrive by leveraging the TCSinfrastructure, generating win-winoutcomes,” he said. “The TCS visionand mission has evolved over theyears, and this will be further shapedby the new generations.”

The TCS presence on the occasioncomprised its CEO Saqib Hamdani,Ali Leghari (VP, Corporate Affairs),Qasim Awan (Strategic Planning &Business Development Manager, E-Business Division), Arif Ansari (SeniorManager, Aviation), Mohammad Arif(Head of Octara), and Jamil Janjua(CEO Octara, and former CEO ofTCS).

At the conclusion of the two hourspresentation and Q&A session, pastpresident of MAP Mr. Sohail WajahatH. Siddiqui, presented the ChairmanTCS with a memento to mark theoccasion which was attended by aselect group of corporate bigwigs.

The Management Association ofPakistan was formed in 1964 by asmall group of senior professionalexecutives. It came about to meet theimpending demand for managerialtalent within the country, consequentto the rapid increase in industrialization.MAP has played an important role increating awareness about the bestmanagement practices amongstcompanies in Pakistan, and has 251Institutional members and 471Individual members.



‘Midlife andNaked’ is a biographyof two Pakistani entrepreneurs,Faraz Khan and Khusro Ansari.This book speaks of the revelationsabout Entrepreneurship, Pakistanand life. It is a very candid accountof what the two subjects haveexperienced till now. In no way dothey imply that they are big enoughor great enough that a book shouldbe written about them. Howeverthey feel that it is necessary to talkabout a journey as it is happeninginstead of writing all about it once

a person hasreached her or hisdestination. They categorizethemselves as very ordinary peoplestressing on the truth that all of usare very ordinary. They don’t talkabout profit margins, businessmodels and thick business terms.The whole book is a conversationabout life in which these two bring

to light the things thatare really important for

entrepreneurship andPakistan to succeed – in their

humble opinion.

Available at Liberty Books

For home delivery [email protected]

CelebratingEntrepreneursReviewed by Goodreads.com

The author Shaista Ayesha is an MBA in

Marketing & Management Information Systems

from the Institute of Business Administration

(IBA), Karachi, and is working as Head of

Content and Writing at SEED. She has

co-authored with Faraz Khan the upcoming

fiction novel ‘From 180 Million Warheads with

Love’ soon to be published by FK Squared.


19www.tcs.com.pk

Pakistan is the World’s best keptsecret, or so goes the narrative in theworld of tourism. According to availablestatistics Pakistan, with its diversecultures, people and landscapesattracted just 1 million tourists in 2012.The 2008 World Economic forum'sTravel and Tourism CompetitivenessReport (TTCR) ranked Pakistan 103out of 124 countries to visit. This lowfigure was due to a weak travel andtourism infrastructure, low brandingand marketing effectiveness, and lowpriority the government gave to thetravel and tourism industry.

The oneconsistent introductionto Pakistan available to the worldsince 1982 is the formidablecompilation 'Journey through Pakistan'with its well researched text and 185stunning colour photographs. It hasbeen a best seller and many editionshave gone into print, with the latestedition’s text extensively revised andupdated by veteran Pakistani journalistand writer Asif Noorani, author of threebestselling books, and writer onliterature, culture, music and travel.

It is a matter of great pride for Pakistanto have Asif Noorani share credits with

the original three worldfamed authors

Mohammed Amin MBE,Duncan Willets, and

Graham Hancock whoselabor of love it was. “A lot of

the information contained inthe last edition published in

2008 was badly outdated”, saysAsif Noorani. “For instance, it

mentioned the availability ofPakistan revolvers in Bara for a

sum of 150 rupees. But now thatsum would not fetch more than a few

bullets. It also mentioned Multan asa place where transistor radios wereavailable very cheap. That is not thecase anymore, since the transistorradio market has been converted intoa cell phone shopping center, withpeople now using the radios in theircell phones!”

Keeping the fact sheet updated andproviding new insights into the peopleand places mentioned is the bigcontribution that Asif Noorani has madeto the latest edition of 'Journey throughPakistan', and a better introduction toPakistan does not exist.

Review

ed by Adil A

hmad

Revised and Updated by Asif NooraniTowering mountains, unspoilt beaches, awe-inspiring deserts, lush green fields, pulsating cities,traditional villages and their crafts, lively men, women and children, have all been brilliantly capturedin words and images in Journey Through Pakistan. It makes a great gift for yourself and your friends.Published by Liberty Books and available at stores and www.libertybooks.com




21www.tcs.com.pk

In one year 842,000 patients were

served; 4249 lithotripsy sessions

were conducted; 187,284 dialysis

sessions held; 356 renal

transplantations performed; 203,216

radiology tests done; 6,086,547

laboratory investigations carried

out. These are phenomenal figures.

They represent the performance of

the Sindh Institute of Urology and

Transplant , Karachi, in 2011. The

beneficiaries were invariably the

underprivileged sections of society.

They were not left to die because

they could not afford to live, ran the

motto of the Institute. And so all

treatment came free-of-charge and

with dignity and compassion. They

came looking for relief from pain.

They got it. The technology used

was state-of-the-art and the services

provided were the best and free of

charge. This is not just a charitable

hospital of the kind one sees in

every society where the rich-poor

divide is sharp. The SIUT has a

philosophy behind it that can offer

the healthcare model the Third

World countries are searching for.

It envisages a partnership between

the government, the community and

the health professionals with the

patient at the center. This elegantly

illustrated book brings to life the

man behind this miracle, Dr. Adibul

Hasan Rizvi, the founder of the SIUT,

and his team of workers who have

contributed to the SIUT story. The

reader also discovers the human

dimension of the patients who have

come in search of relief from pain,

and the community that sustains it.

Available for 2000 rupees from

Paramount Books, with all sales

proceeds going towards the free

treatment of the less privileged.

From the Dawn NewspaperShazia Hasan 15-6-13

KARACHI, June 14: “I was onlyfollowing my emotions but she had thebacking of research and proper databefore asking me to explain howexactly I intended to offer free treatmentto my patients. I was at a loss,” recalledDr Adibul Hasan Rizvi at the launch ofThe SIUT Story — Making the‘Impossible’ Possible while referringto its author Zubeida Mustafa at theMohatta Palace Museum.

“When we started our free dialysis

work, she was back on the request ofher editor at Dawn newspaper, AhmadAli Khan sahib, firing more questionsthat I didn’t have the answers to,” heshared.

“Our first kidney transplant was donequietly. We kept it from the media andwhen she found out, she was mad atus for being so secretive,” he laughed,adding that then it was Mrs Mustafaherself who also helped guide themon ethical things and how to tackle theissue of tissue transplantation, etc.“Thank you for writing this book, whichimmortalises our philosophy that everyhuman being has the right to healthcareand dignity,” Dr Rizvi said.

Senior journalist Ghazi Salahuddinsaid that he knows Dr Rizvi from thetime when he was a young student atDJ Science College actively involvedin students’ union. “He still believes inthe dreams he had back then,” he said.Praising the author of the book, hesaid that Mrs Mustafa came to Dawn

from an academic background. “Notjust this book but all her well thoughtout writings over the years are theproduct of extensive research and datacollection,” he said.

“It is great that she could do this forSIUT now. The book is like a revolutionin a society where there is no value oflife leave alone the concept of humandignity,” he added.

Former Karachi commissioner ShafiqParacha called Dr Rizvi’s passion tohelp people gain health regardless oftheir being rich or poor or belongingto any religion or belief “divinemadness”.

He narrated an incident from formerPresident Pervez Musharraf’s timewhen Dr Rizvi’s name came up forhealth minister and the doctor wasdetermined to make the governmentofficials drop the idea. “He took us ona round of the hospital trying to explainhow much he was needed there onlyuntil one of us understood that itwouldn’t be wise to spoil one kind of

good to start another,” said MrParacha.

“Dr Rizvi is that island of hope whichbalances our society,” he added.About the author, he said that he wasgrateful to her for introducing us to thepeople who make the “impossiblepossible”.

Finally, Mrs Mustafa said that inKarachi where losing lives had becomea common occurrence there was theSindh Institute of Urology andTransplantation that is dedicated tosaving lives. “It gives us hope. It hadto be celebrated,” she commented.She said, “I am glad that I wrote thisbook now after doing so much researchon this place. The research I did overthe years has helped settle all mydoubts about its running. It is not justany charity hospital. It is a modelhospital and the philosophy behind itcan help build other such institutions.“Being part ofthe publicsector, there isalso no

element of commercialism attached toit. The treatment offered at the SIUTboasts foreign standards. Thetechnology brought here from the Westis also adjusted to local needs. It islaudable that they started from eightbeds and have become what they aretoday through need-based extensions.

“The experts at the SIUT were justnormal people who received propertraining before putting it to good use.Foreign experts come here as well totrain the doctors here. They also treatthe patients at the hospital. It iscompassion of the people working herethat has raised the value of humanityat SIUT. But this team works so wellbecause it has a great leader,” shesaid gesturing towards Dr Rizvi.Meanwhile, it was suggested that anUrdu edition of the book also bebrought out so that it can reach a biggerreadership. Mrs Mustafa said that shewould consider the suggestion.



U-Bloom Learning Solutions tries toensure that you bloom! Very often it’sa blooming difficult job, specially whenthe competition is tough andunrelenting. That’s when one turns toVisha and her colleagues in the

corporate training arena to help identifystrengths that may have goneunnoticed and dispel weakness borneof fear that is really false evidenceappearing real, and develop in theprocess that critical competitive

advantage needed for getting ahead.TCS International Business in Dubaiengaged with U-Bloom on the issue ofCustomer Sales Excellence, and theTCS People who participated cameaway fully energized and raring to go!

Training for Sales team to promote Freight salesconducted by Shakil Bakhsh (Freight & Ops.Mgr) who has the benefit of 15 years experiencein the freight business. Gulf Agency Company(GAC) Dubai first employer for 10 years. Secondemployer Top Most Freight Solutions (Dubaibased) for 3.5 years. In TCS for last 1.5 years.UAE and GCC countries stage a lot of megaevents of a diverse nature ranging from tradeexhibitions to musical concerts, to motor racingFormula 1, so the desired business revolvesaround acquiring project business for movementof goods in and out of the area transshippedthrough Dubai. Europe and USA biggest importmarkets, along with China, Iraq and Afghanistanbig export markets for goods from Dubai.

Seated (L-to-R): Lindsay Austria (Senior CS Exec), Mrs. Uzma Mazhar Ayub Khan (Guest), Arishma Yousuf (CS Exec), Visha Bhayee (Trainer), HumeraImtiaz (Sales & SE Coord), Sahar Fawad (CS Exec), Roya Hasan (CS & Freight Pricing Coord),

Standing Row 1 (L-to-R): Rajesh Goveas (CS Mgr), Farrukh Badshah (CS Exec), Mohammad Yousuf (Passport Projects & Head EMC), Mohammad Robel(Sales Exec), Shakeel Baksh (Ops Mgr), Mazhar Ayub Khan (VP International Business), Khawar Qamar (Territory Sales Mgr), Asam Maqsood (Station

Mgr), Mohammad Salamat (Accounts Exec), Mohammad Haris (Sr. Mgr. Finance & HR), Sharafat Hussain (Accounts Exec).

Standing Row 2 (L-to-R): Shabeen Haris (Sales Mgr), Syed Saeed Shah (E-Commerce), Sher Amin (Sales Exec), Mohammad Abbas (InfoTech Exec),Faseeh Siddiqui (CS Exec), Raees Ahmed (Recovery Exec), Xaviar Afonso (Asst. Mgr. Ops), Mohammad Raheel (Passports Exec), Mohammad Tasawar

(EMC Ops Exec), Mohammad Sharjeel (Passports Exec), Fawad Bhatti (Sea Cargo Exec).

L-R Sher Amin (Sales Exec), Syed Naushad Haider (Sr. Sales Exec), Asam Maqsood (Station

Mgr), Shakil Bakhsh (Freight & Ops. Mgr), Mohammed Robel (Sales Exec), Shabeen Haris

(Sales Mgr), Khawar Qamar (Territory Sales Mgr), Naeem Ijaz (Head of Sales).


23www.tcs.com.pk

Malnutrition and dehydrationwere cited as the mainreasons for Kidney stonesformation in Pakistan

Few and far in between come peoplewho impact their environment in amanner that dwarfs most contemporaryefforts. These are folk driven by a rarepassion for their professions, as indeedby a sometimes overwhelming regardfor suffering humanity.

Professor S. Adibul Hasan Rizvi is theman behind the Sindh Institute ofUrology and Transplantation (SIUT)that has become his life’s work andthe reason for his being. Situated inthe heart of Karachi, SIUT began workin 1972 as an 8 bed unit located in theBurns Ward of Civil Hospital. It wasgranted the status of an Institute byan Act of the Sindh Government in1991, and has since gone on tobecome the largest health organizationin Pakistan, providing free andcomprehensive services in Urology,Nephrology, Transplantation, andHepato-gastroenterology.

SIUT is based on the philosophy ofcommunity-government partnershipwhere the public donations strengthen

government sector facilities and helpthem become functionally viable andfinancially independent.

The 350 bed Dewan Farooq MedicalCenter, the new premises of SIUT, isa living example of this partnership,as also is the 100 bed Hanifa SulemanUrological Oncology Center which isthe new SIUT facility for cancer.

SIUT catered to over 350,000 poorpatients in 2004, investigating,diagnosing and treating them free ofcost. Malnutrition and dehydration werecited as the main reasons for Kidneystones formation in Pakistan at aInternational Urolithiasis Symposiumorganized by SIUT in collaboration withthe European Urolithiasis Society. Thepatient overload is expected to be fargreater in the coming years.

In 2004 SIUT held 26 Out-patientclinics per week, offering freeconsultations to 152,000 patients.Round-the-clock Emergency servicescatered to 73,000 patients. SIUT’sdialysis machines that numbered 4 in1977, went up to 100, and performed90,000 free sessions accounting for25 percent of the national requirement,equivalent to 200 million rupees. SIUTcommenced Renal Transplants in1985, and had carried out 1600transplants by 2004. With threetransplants performed every week, thesuccess rate is comparable to anyleading transplant institution in theworld.

The Medico-social department of SIUTprovides patients and their familieswith the confidence to overcome themedical and emotional effects of theillness, while the Rehabilitation Centerhelps transplanted patients leadproductive lives by organizing regulartraining classes in vocational andtechnical skills so they can earn a livingand support their families. Patientstransplanted at SIUT have represented

Pakistan in the International TransplantGames in Australia, Turkey andHungary, and won many medals. SIUTdispenses free medicines worth 200million rupees to patients every year,with the annual cost of medicinesprovided to one transplant personamounting to 120,000 rupees. TheSIUT Institute of Transplant Sciencesand Biotechnology is coming up inKathore, 40 kilometers from Karachi.

Professor S. Adibul Hasan Rizvi’scontributions to medicine have notgone unrecognized, and Pakistan’simage in the world has benefitedenormously from the public accoladesheaped upon the professor in the fourcorners of the globe. In addition to theSitara-i-Imtiaz (1992) and the Hilal-i-Imtiaz (2000), he has been feted withthe British Association of UrologicalSurgeons’ Saint Paul’s Medal (1994),The Ramon Magsaysay Award (1998),two honorary degrees bestowed bythe University of Edinburgh and theCollege of Physicians & Surgeons ofPakistan, and the HunterianProfessorship (2002-2003) from theRoyal College of Surgeons of England,one of the most coveted Awards in thefield of surgery in England. In June2003 the Turkish Transplant Societyawarded the prestigious Felix T.Rapaport Memorial Award to ProfessorS. Adibul Hasan Rizvi for hisoutstanding achievements in the fieldof Urology and Transplant. InDecember 2004 the professor receivedthe Shaikh Hamdan Award in Dubaifor his ‘humanitarian services in thefield of medicine.’

As a humanitarian Professor S. AdibulHasan Rizvi’s mission has been toprove that everyone has the right tothe best treatment that can be offered,free of cost. “At SIUT we do not letthem die because they cannot affordto live,” he says. “We have the will, butwe need the financial power to makeit happen.”




25www.tcs.com.pk

ENTREPRENEURSHIP is the

modern-day philosopher’s

stone: a mysterious something

that supposedly holds the secret

to boosting growth and creating

jobs. The G20 countries hold an

annual youth-entrepreneurship

summit. More than 130 countries

celebrate Global

Entrepreneurship Week.

Business schools offer hugely

popular courses on how to

become an entrepreneur.

Business gurus produce (often

contradictory) guides to

entrepreneurship: David

Gumpert wrote both “How to

Really Create a Successful

Business Plan” and “Burn Your

Business Plan!”

But what exactly is entrepreneurship(apart from a longer way of saying“enterprise”)? And how shouldgovernments encourage it? Thepolicymakers are as confused as thegurus. They assume that it must meannew technology; so they try to create

new Silicon Valleys. Or that it is aboutsmall businesses; so they focus onfostering start-ups. Both assumptionsare misleading.

Silicon Valley has certainly been thecapital of technology-basedentrepreneurship in recent decades.But you do not need to be a geek tobe an entrepreneur. George Mitchell,the Texas oilman who pioneeredfracking, did as much to change theworld as anybody in the Valley. Nordo you need to be a conventionalinnovator. Miguel Dávila and hiscolleagues built a huge business byimporting the American multiplexcinema into Mexico. Their onlyinnovation, says Mr Dávila, “wasputting lime juice and chili sauce onthe popcorn instead of butter.”

Equally, there is a world of differencebetween the typical small-business

owner (who dreams of opening anothershop) and the true entrepreneur (whodreams of changing an entire industry).Jim McCann, the creator of 1-800-flowers.com, is an entrepreneur ratherthan just a florist because, when heopened his first shop in 1976, he lookedat the business “with McDonald’seyes”, as he put it, and laboured foryears to build the world’s biggestflower-delivery business.

These misconceptions matter becausethey produce lousy policies. The worldis littered with high-tech enclaves thatfail to flourish. Malaysia’s biotech valleyhas been nicknamed “Valley of theBioGhosts”. The world is also full ofsmall-business departments that failto produce many jobs. The KauffmanFoundation, which researches suchmatters, has shown that the bulk ofnew jobs come from a tiny sliver ofhigh-growth companies.

Daniel Isenberg has spent 30 yearsimmersed in the world ofentrepreneurship as a (sometimesfailed) entrepreneur and venturecapitalist as well as an academic (hepreviously taught at Harvard BusinessSchool and is now at nearby BabsonCollege). He has also travelled theworld accumulating examples—he isjust as interested in Iceland’s generic-drug industry as in Silicon Valley’sgiants. In a new book, “Worthless,Impossible, and Stupid”, he presentsa new definition of entrepreneurship.In essence, entrepreneurs arecontrarian value creators. They seeeconomic value where others seeheaps of nothing. And they seebusiness opportunities where otherssee only dead ends.

There are plenty of striking examplesof this: Mo Ibrahim, the founder ofCeltel, saw the possibility of bringingmobile phones to sub-Saharan Africawhen telecoms giants saw onlypenniless peasants and logisticalnightmares. On a trip to Tobago SeanDimin and his father Michael observedthat fishermen were leaving tonnes offish to rot, so they created a company,

Sea to Table, to get the surplus fish toNew York restaurants. As a student atHarvard Business School, Will Deannoticed that social media were irrigatinga fashion for extreme sports. So heestablished a company, ToughMudder, that charges people to subjectthemselves to pain and humiliation.

Mr Isenberg emphasises thatsuccessful contrarians also need theself-confidence to defy conventionalwisdom (Mr Dean’s professors toldhim that he was crazy) and thedetermination to overcome obstacles(it took the Dimins two years to get thefishermen to change their habits).Indeed, some of the best entrepreneursare distinguished more by their ability

to achieve the impossible than by theoriginality of their thinking. TCS isessentially a Pakistani version ofFedEx. But to get it going, Khalid Awanhad to overcome “insuperable”problems.

In it for the moneyMr Isenberg has two important bits ofadvice for policymakers who genuinelywant to foster entrepreneurship. First,they should remove barriers to entry,and growth, for all sorts of business,rather than seeking to build particulartypes of clusters. Second, they shouldrecognise the importance of the profit

motive. There has been much fancytalk of “social entrepreneurship”—harnessing enterprise to do gooddeeds—but in truth the main motivatorfor entrepreneurs is the chance ofmaking big money. This is what drivespeople to take huge risks and endureyears of hardship. And this is whatencourages investors to take a punton business ideas that, at first sight,look half-crazy.

Politicians and bureaucrats do not justconfuse entrepreneurship with thingsthey like—technology, smallbusiness—they also fail to recognisethat it entails things that set their teethon edge. Entrepreneurs thrive oninequality: the fabulous wealth they

generate in America makes the countrymore unequal. They also thrive ondisruption, which creates losers as wellas winners. Joseph Schumpeter onceargued that economic progress takesplace in “cracks” and “leaps” ratherthan “infinitesimal small steps” becauseit is driven by rule-breakingentrepreneurs. It might be nice to thinkthat we could have growth and job-creation without a good deal ofSchumpeterian cracking. But, alas,some thoughts really are worthless,impossible and stupid.

Ed. Note: We were pleasantly

surprised to see a mention of Mr. Khalid

Awan, our Chairman, in the July 20-

26th, 2013 issue of The Economist in

an article that breaks new ground in

our understanding of entrepreneurship.

The article is reproduced below for

your reading pleasure.

Economist.com/blogs/schumpeter




27www.tcs.com.pk

Lt. Col Azher Jalil (R)Senior Manager Safety & Security

Joined TCS on the 1st of October,2011. Graduation B.A, Diplomain TQM and FinancialManagement from Institute ofBusiness Administration (Karachi)& Diploma in Logistics & MaterialManagement from Allama IqbalOpen University (Islamabad).Married with three children.Favorite author Ibn-e-Safi.Favorite actor Talat Hussain.Favorite food Chinese.

Group Captain Ashfaq Ahmed(R)Senior Manager Safety & SecuritySouth

Joined TCS in September 2010.Executive MBA in HR. Marriedwith one child. Interests includetraveling to different parts of theworld and observing culture andtraditions. Interested in historyand current affairs. Favorite actorUmer Sharif. Favorite foodChinese.

Lt. Col. Muhammad Azam (R)Senior Manager Security & Admin

Joined TCS on 27th September2010 . Executive MBA in GeneralAdministration from PrestonUniversity. MA Islamic Studiesfrom Karachi University. One yeardiploma in IT from Sindh Boardof Technical Education Karachi.Married with two sons and adaughter. Likes to spend timereciting Tafaseer of Quran-e-Hakeem. Qavi Khan favoriteactor. Dall Masoor and Ricefavorite dish in food.

Lt Col (R) Muhammad MohsinShahSenior Manager Admin. North

Joined TCS on the 29th of April2012. Masters in Science.Married with three children.Hobbies include Walking, BookReading, and Bird Watching.Favorite authors Paulo Coelho,John Grisham, Edward De Bono.Favorite actor Al Pacino. Favoritefood Daal Maash and Fish.

Maj (R) Arshad AliSenior Manager Administration

Joined TCS on the 22nd ofSeptember 2005. MBA(Exec) inHRM, Professional Diploma inHRM from NUST. Married withthree children. Favorite authorMaulana Maududi; Favorite actorWaheed Murad; Favorite foodContinental.

Major (R) Feroze Khan MalikSenior Manager Security – North

Joined TCS on the 1st of July,2000. Graduate. Married with fivechildren. Favorite authors HaroldRobbins and James HadleyChase. Favorite actors DilipKumar and Ashwaria. Favoritefood Daal Chana.

Lt. Col (R) Tanvir HussainManager Safety, Security &Transport

Previous Stint with TCS from May2002 to January 2009. Re-inducted on the 15th ofNovember, 2010. Graduate inScience from GovernmentEmerson College (Multan).Married. Favourite AuthorsSaadat Hassan Minto andBertrand Russel. Favourite ActorsGregory Peck, Anthony Quinnand Dilip Kumar. Favourite Foodhome made.

Muhammad SiddiqSenior Manager ProcurementNetwork

Joined TCS on the 5th of June1992. B.Sc with major subjectsMicrobiology, Bio-Chemistry &Chemistry. Married with threechildren. Favorite author AllamaIqbal; favorite actor Shakeel;Favorite food Fried Fish.

Major (R) Naiyar Raza NaqviManager Safety & Security,Karachi

Joined TCS on the 11th ofJanuary, 2013. MBA (GeneralManagement). Married with twochildren. Favorite authors QudratUllah Shahab and Patras Bokhari.Favorite actors Harrison Ford,Gregory Peck and Sir CharlesChaplin. Favorite food Mash KiDaal and Lady Fingers.

Sheraz MalikManager Purchase & InventoryControl

Joined TCS on the 12th ofOctober 2009. MBA (SupplyChain Management). Maritalstatus single. Pastimes includePlaying tennis, Cooking,Gardening, Stargazing, Cloudwatching . Favorite author Rumi.Favorite food traditional PakistaniFoods (all veggies).

Shakeel AkhtarManager Quality Assurance

Joined TCS on 5th July 1985.Graduate. Married with fivechildren. Enjoys watching talkshows, spend time with family,playing Cricket. Favorite authorNaseem Hijazi; Favorite actorPresh Rahul; Favorite food BihariKabab and Nan.

Raheel AhmedManager Support Services

Joined TC on the 1st of August,2006. Masters (Economics).Plays Cricket, Snooker, andBasketball. Married with onedaughter. Favorite authors TalatHussain, Anwar Maqsood,Daniyal Mueenuddin, AyeshaJalal, Tariq Ali, Benazir Bhutto,C.S. Lewis, Alexander Dumas.Favorite actors Hugh Jackman,Shahrukh Khan, Javed Sheikhand John Ibraham. Favorite foodMix Sabzi, Qeema Allo, Nehari.

SAFETY, SECURITY & ADMINISTRATION ON ALERT!



Azhar Ali HashmiManager Administration-Lahore

Joined TCS on the 20th of June,1993. Bachelor of Arts. Marriedwith four children. Favorite authorMustansar Hussain Tarrar.Favorite actor Dalip Kumar.Favorite food Fried Chicken.

Kashif WakeelManager Procurement Network

Joined TCS in March 1998.Double Masters in InternationalRelations and Political Science(Karachi University). Masters inEconomics (in progress). Married.Favorite author Hasina Moeen.Favorite actor Iqbal Khan.Favorite food Karahis, BrainMasala, and Barbeque.

Kashif AnwerManager Administration

Joined TCS on 1st January 2002.Graduate (MBA in process).Married with three children.Hobbies include painting andsculpting. Favorite author AshfaqAhmed. Favorite actor MelGibson. Favorite foodHyderabadi.

Muhammad Arshad KhanManager Administration

Joined TCS on the 19th March,1997. Masters in Sociology fromKarachi University. Fine Arts fromBashir Mirza. Interests includedrawing, painting, sculpting,socializing, reading, camping,hiking, gardening. Married.Favorite authors Tahir Afridi, SyedRasool Rasa, Shaukat Siddiqui,Bano Qudsia, Saadat HasanManto, Khaleel Jibran, MaximGorki, Leo Tolstoy, and CharlesDicken. Favorite actors CharlieChaplin, Delip Kumar and FirdosJamal. Likes all food.

Muhammad RamzanManager Security

Joined TCS 10th November1997. F.SC. Married with fivechildren. Favorite author AshfaqAhmed. Favorite actorMuhammad Ali, Muhammad Qavi- Favorite food Fried SpicyChicken Biryani and Daal Rice.

Rajab Ali RanaManager Security

Joined TCS 28th July 2001.Bachelor of Arts. Married withthree children. Favorite authorAshfaq Ahmed. Favorite actorMuhammad Ali. Dalip Kumar.Favorite food Fried Chicken andDal Rice.

Imran ZafarManager Support Services

Joined TCS 1st March 1993. Graduation in Commerce. Married with 4 children.Favorite author Hasina Moin, Anwar Maqsood. Favorite actor Muhammad Ali. Favoritefood Fried Spicy Continental Foods.

On March 3, 2009 Mehar Abdul Khalilwas in the driving seat of the buscarrying the touring Sri LankanCricket Team when it came underheavy fire from terrorists at LibertyChowk in the city of Lahore. Thediminutive hero kept his cool andcomposure. Most people would havefrozen in their tracks with terror giventhe deafening roar of Kalashnikovsand the thud of bullets hitting the bus.Most people go through life withoutreally having their courage tested.Meher Mohammad Khalil passed histest of courage with flying colours,and sped away, driving the team tothe safety of the Gaddafi stadium, thevenue for the second Test matchbetween Sri Lanka and Pakistan.

Sri Lankan captain Mahela Jayawardenesaid in a statement: "We owe the team'sbus driver our lives. His bravery wasquite remarkable. Had he not had thecourage and presence of mind to dowhat he did after the initial attack, then

we would have been far easier targetsfor the terrorists."

The Sri Lankan Government invitedMeher Mohammad Khalil for a week'sholiday as a 'grateful nation's tribute' tohis action in saving the lives of the playersin the attack.

TCS Fleet Solutions invited driver MeherMohammad Khalil as the chief guest atits Driver’s Day Program in Lahore witha view to inspiring TCS Drivers. “Drivingthe vehicle is not the only responsibilityof the driver,” said Meher MohammadKhalil, emphasizing the earning of anhonest livelihood. Had he opted forsaving his own skin by jumping out ofthe bus and running for cover in the faceof lethal automatic fire, who could haveblamed him? But the thought did noteven cross his mind, and he wasconsumed with a fierce determination toget his passengers to safety.

The assembled TCS drivers gave MeherMohammad Khalil a hero’s welcome andstanding ovation that refused to subside.“The way TCS drivers have welcomedme today is exactly how I was welcomedin Sri Lanka,” he said, citing both as the

high points of his life.

Major (R) Mukhtar Ahmed (RegionalManager Fleet, Central) welcomed allthe participants, and briefed them aboutthe fleet operations of the Central Region,along with the importance and purposeof Drivers Day. Col (R) MohammadJavaid (Regional Manager Fleet, North)conducted the “Kher nal Jaa, te Kher nalAa” best practices training program.

Muhammad Sohail (Head of FleetSolutions) paid high tribute to MeherMohammad Khalil , and held him up asan exemplary role model for all toemulate. He said that the recent increasein salaries and other allowances of theTCS drivers was done despiteunfavorable business conditions, and itshowed that TCS kept the welfare of itspeople first and foremost. TCS FleetSolutions periodically celebrates DriversDay to acknowledge their importance inthe smooth functioning of the TCSEnterprise. At the end of the programthe Best Driver of the Year Award andthe Best Fuel Champion Driver Awardwas made carrying cash prizes of Rs.50,000/ each.


29www.tcs.com.pk



The Key handing over ceremony was a festiveoccasion with balloons and buntings, and 140 shinynew trucks of all shapes and sizes bearing the verydistinctive red corporate color and white logo ofTCS. The venue was the spacious ground of theTCS Korangi Warehouses, where Hino and FAW50 feet prime-movers stood alongside Mitsubishi,Master and Fotton trucks, along with Hamza deliveryvans, with the top managements of these prestigiousautomobile manufacturers attending. “Even in theworst of times TCS has not stopped investing in thebusiness,” said TCS CEO Saqib Hamdani, thankingthe honorable guests present, and paying high tributeto the TCS teams of technicians and drivers.

Mohammad Sohail, the Head of TCS Fleet Solutions,said that the 375 Vehicles in the TCS Fleet coveredapproximately 2,400,000 kilometers every month,which was the equivalent of 30 up and down tripsbetween the North and South Poles of the world!He said that TCS vehicles were deployed in all threeregions with Workshops at Karachi, Lahore,Islamabad and Sukkur, and serviced by a crew of900 Skilled and Semi Skilled Workers..Mr. Keiichiro Utsumi (Managing Director & CEO,Hinopak Motors) and Bilal Khan Afridi (ManagingDirector Alhaj Faw Motors) handed over the symbolickeys of their 50 feet prime movers, and assuredTCS of their very best efforts in servicing itsrequirements as it went from strength to strength.Shujaat Sherwani (Managing Director, SherwaniMotors) said he looked forward to a thrivingpartnership with TCS as he presented the keys ofthe Hamza delivery vans, and Syed Waqar AhmedShah (Director Marketing & Sales, Master MotorsCorporation) said it gave him great pleasure to seeTCS inducted Mitsubishi Fusu Canter /MasterForeland and Fotton mini-trucks into their Fleet.

TCS Fleet Solutions provides vehicles to core TCSOperations, and engages in Vehicle management;Vehicle telemetric (tracking and diagnostics); Drivermanagement; Speed management; Fuelmanagement; Secured transportation of materials;Timely delivery of materials; 24/7 availability ofvehicles; Flexibility of Operation’s route management;and Branding and image building of TCS.

Continued from Cover

Even in theworst of timesTCS has notstoppedinvestingin thebusiness- Saqib Hamdani, TCS CEO

Hinopak MotorsAlhaj Faw MotorsSherwani MotorsMaster Motors TCS

Partners in Progress&



On June 21st 2013, Belgium’s postalservice BPost floated on theBrussels Stock Exchange and madea strong stock market debut; in anIPO which is seen as anencouraging sign for other postaloperators with privatization on thehorizon. Its parent company CVCCapital Partners raised 812m Eurosfrom its introduction to the market;translating into a 2.9bn Eurovaluation for the company. Thecompany dominates domestic andinternational mail delivery inBelgium; and has four separatedivisions namely mail, retailfinancial services, express andvalue added services. Its shareswere priced at 14.50 euros; meaningthey were at the upper end of theindicative range of 12 to 15 euros.In addition it scored a decentEBITDA multiple of 5.5 times 2012earnings.

The reason lots of post offices arebeing privatized nowadays arebecause of the general liberalizationof postal services; with the UK queuingup to float the Royal Mail in 2014. TheBritish in particular are known to havekept a close eye on the BPost IPO,and will have been reassured by itsencouraging performance. No doubtthey will maintain a close eye on itsflotation and the lessons that can belearned from it.

One particular lesson will have beenthat the fundamental growth driver forEuropean post offices today is the

growth in internet basedcommunications. Traditional postoffices were decimated by themigration of letter volumes to email.However this has been offset with thegrowth of parcel volumes owing to theadvent of online shopping. The Internetmay have once decimated postaloperators; however it is now alsoproviding them with their biggestgrowth opportunity in computer-focused markets. A second lesson isthat investing in efficiency gains canbring about improved profitability inspite of stagnant revenues. Ever sinceit was bought out by CVC CapitalPartners (a London based privateequity firm) in 2005 its revenues have

grown 14% whilst its operating profitshave multiplied by 5. A third lesson isthat stable, well capitalized postaloperators (such as BPost) are likelyto attract risk adverse institutionalinvestors interested in companiespaying good dividends on a regularbasis.

At time of listing BPost was the secondlargest IPO in Europe for 2013, thefirst on the Brussels Stock Exchangesince June 2011; and that country’slargest market debut since 2007.

IPO:


33www.tcs.com.pk

We can choose to look at the

world and think the worst, or we can

tell ourselves the good things about

each situation.

I have been giving some thought lately to optimism andpessimism. Basically, these are attitudes. Attitudes thatshape and formulate our entire existence. I mean, have youever met a happy pessimist? Of course not. In short, ouroptimism or pessimism is this:

• The way we interpret the past• The way we experience and view the present• The way we imagine the future

Have you given much thought about how your attitude,whether you are an optimist or a pessimist, affects yourbusiness, organization or school? Have you thought` abouthow it affects you personally? And what about the team youare a part of?

What is optimism? It is a belief that things in our past weregood for us, even if that means they were hard and taughtus lessons. It is also the belief that things will be better inthe future.

Here are some contrasts between optimism and pessimismand how they affect us:

• Optimism breathes life into you each day• Pessimism drains you• Optimism helps you to take needed risks

• Pessimism plays it safe and never accomplishes much• Optimism improves those around you• Pessimism drags them down• Optimism inspires people to great heights• Pessimism deflates people to new lows

There is only one way that optimism and pessimism are thesame and that is that they are both self-fulfilling. If you arean optimist, you will generally find that good things happento you. And if you are a pessimist, you will find yourself inthe not-so-good situations more often than not.

So can a person just become an optimist? Yes! We canchoose to look at the world any way we want to. We canchoose to look at the world and think the worst, or we cantell ourselves the good things about each situation. As youfind yourself looking at your enterprise, begin to view itthrough the eyes of an optimist, and you will reap the rewardslisted above, and so will the people around you.

There are tremendous benefits to being an optimist, asstated above. But there are some pessimists out there whowill say, "But that isn't realistic." I say "Who cares?" If thingsgo awry, at least I have spent my time beforehand enjoyinglife and not worrying about it. And, being an optimist, I wouldview the "negative" situation as an opportunity to grow andlearn. So I can even look forward to my failures becausethey will be stepping stones, and learning tools to be appliedto my future success.

Have you ever met a successful pessimist? Become anoptimist and see your world change before your eyes!

Courtesy Octara




35www.tcs.com.pk

Khalid Dar has been all over theplace. He cuts an impressive figurefor someone in his thirties, an ageat which most corporate types arestill struggling with a tentativenessthat comes with upward propulsion.Khalid’s upward propulsion hastaken a zizzag course through adiverse landscape. The experiencegained has made for a firm andeager step that probes and pushesthe envelop. Six feet tall, Khalid isblessed with an ample girth that hecarries with remarkable agility, hisclean shaven, well-formed scalpadding a rich luster to his persona.He’s the kind that shies away frompraise, and would rather focus onthinking through his next fewassignments, plotting and planningthe ways and means to get thingsright the first time.

Khalid Dar joined TCS in early 2006as Senior Manager Call Center, andwas given the task of setting up thecontact center which he did. 10 monthslater TCS promoted him to Head ofCustomer Service which he lookedafter for two and a half years until theend of 2009, setting up systems tohandle Customer Complaints andInquiries through the Call Center.

At the same time Khalid was seriouslyworking on ERP and revamping OMS.He joined Jamil Ahmed’s team as Headof BPR in 2009, his third designation.The team incubated the plan butdecided to defer the rollout. In 2010he made Head of Quality Assurance& Network Operations, implementingaccreditation projects, with the ISI 9001

as the prime focus, along with the ISO20001. Khalid developed the QualityManagement Systems across alldivisions, facilitating core operations,developing SOPs, engaging in ProjectManagement, and preparingMechanisms for measuring theperformance of operations. Khalid didall of this until January 2013, whileunofficially looking after MMS for thelast 18 months. He officially got thetitle of Director MMS in early 2013. “Itwill be 8 years with TCS at the end of2013,” he says, and the way he hasharmonized with TCS, it looks like itsgoing to be a lengthy innings.

“MMS has 3 focus areas,” says Khalid,his voice rising a few bars as thepassion for his pursuits begins to show.“Black & white and digital printing, andwe are seriously evaluating colourdigital printing as well. Then there isbulk deliveries, like statements ofaccounts and invoices, with Megaprojects occurring twice a year withthe statement of accounts business inJuly and January. These are notovernight deliveries but extended KPIsdeliveries. A customer will give us100,000 shipments and give us 7 daysto deliver them. The third area isdeployment on customer’s premises.60 members of our staff are deployedat the Standard Chartered Head Officemanaging their internal mailroom, andcommunications between the HeadOffice and Branches. The Customercontract decides whether our staff turnsup in TCS uniforms or civies. NIFTcheques are another major project.These are the three main revenuestreams.”

Born in Karachi in 1978, Khalid turned35 years old this July. His Fatherworked as a banker with the Bank ofCredit & Commerce International(BCCI), and was posted in Muscatwhen his mother came to Karachi forthe delivery. Khalid lived in Jordan for7 years, and then in Dubai for 5 years.In 1990 his family moved back toPakistan when the BCCI collapsehappened. While overseas he studiedin International Baccalaureate schools.In Karachi he attended the Center forAdvanced Studies (CAS) and did his‘O’ Levels, completing the first year ‘A’Levels from Lyceum, after which he

joined the University of Kansas inLawrence, USA. From there Khalid didhis Bachelors of Science in ElectricalEngineering in 2000, and worked therewith a local wireless telecom operatorfor about 18 months. “Then 9/11happened and my H1 visa got stuck.The Family also insisted that I return,so in 2002 I came back to Pakistan.”

Khalid was allowed to work for 20 hoursper month in the US, so he picked up

work experience in contact centers,engaging in order taking, cold callingand sales.

On returning to Pakistan in 2002 Khalidfound that contact centers were thebuzz word. “India had been doing it alot earlier than us, and people herewere just getting up to speed.” He took8 months to adjust to Pakistan, anddidn’t do anything, except trading atKarachi Stock Exchange, where helost money. “There was a lot offrustration initially,” he says. “Sittingfor three hours waiting for an interviewis an ordeal. Coming from the USA,punctuality was a given. I was nothaving fun.” He joined as consultantwith Xenon Solutions on hiring,recruiting and training. Then he set uphis own contact center and ran it for 2years, doing North Americanoutsourcing work. He soon realizedthe need to scale up and go to 200 to500 seats, but didn’t have the fundsto back his play.

In 2004 the Gul Ahmed Group decidedto get into IT, and Khalid joined ArwinTech, spending 18 months setting uptheir contact center with 200 seats. Hedid multiple projects for them, bothlocal and international. While there hemet the TCS team that had come tovisit the Arwin Tech contact center,and were evaluating options.

On January 16th 2006 Khalid Dar

signed up with TCS. Since thenlearning opportunities have come inabundance. From electrical engineerto contact center guru, to running bulkoperations and digital printshop, thiswould not have been possible had henot joined TCS, he says, and he wouldhave found himself working in thelimited sphere of customer service andcontact centers. Had he been asked8 years ago whether he would beworking in core operations he wouldhave laughed, he says. But ithappened.

Khalid has always thought about doingan MBA, but hasn’t got around to it.“Maybe one day. But the graduatedegree and 7 years work exposure inthe USA has helped a lot. Plus duringthe last 8 years with TCS I have gaineda lot of management experience in allareas, whether it be cost, customerrelations, human resourcemanagement, BPR, processautomation, quality assurance, projectmanagement, none of this is Greek tome.”

There are some 3000 people in MMSoperations that he’s responsible for,and these are demanding assignmentsthat they work on, he says. “There are10 main areas of Pakistan where thework force is deployed. 1500 to 1700staff are deployed in Karachi, Lahoreand Islamabad. 400 staffers aredeployed in projects. There are 1800

couriers, 600 in-house operations staff,and 65 in the Print Shop.”

Having moved out of the family setupand living on his own, the prioritieshave kept changing. Khalid’s beenmarried for 5 years, and as yet thereare no kids. His wife is former bankerwho took the golden handshake fromBarclays, and is a rich lady, chilling athome, says Khalid! They are bothlooking forward to starting a family.

Khalid loves watching sports. Cricket,NFL, and NCAA basketball. He sayshe is not that big on book reading, butis very regular on sports reading. Khalidlikes eating a little bit of everything,but stays away from spicy food. Heloves steaks and pastas. Al Pacino ishis favorite actor, with Scarface andScent of a Woman his favorite movies.

Khalid’s parents, brother and sistersare all settled overseas. So what keepshim in Pakistan? “I feel I am fromamongst the very few privileged peoplewho has had the opportunity of gettingan education outside Pakistan. Bystaying back and contributing to thecorporate world in Pakistan I feel I ampaying back for the opportunities I havehad in life. Maybe people who workwith me can learn a few things fromme. It’s human nature to be badmouthing the place we are in. Theother side always looks greener.” Truethat.

Director Operations-MMS




37www.tcs.com.pk

TCS ishonouredto have it’sCEO Mr. SaqibHamdaniincluded in the “100Business Leaders ofPakistan” 2013 editionpublished by ManagerToday which has dedicated6 pages to what constitutesa fairly comprehensive de-brief of TCS. While spaceconstraints do not permit acarrying of the entirecommentary, we reproducebelow his corporate profilecarried therein whichprovides a glimpse of theman and his mission.

Saqib Hamdani’s unceasing effort hasmade TCS into a self-reliant operation.“Whatever it is that we accept to delivernever leaves our system and stays inour complete control,” says Saqib withjustifiable pride. “People, Processesand Technology are the three pillarsupon which stands the edifice of TCS.Ours is a completely professionalmanagement that has benchmarkeditself at a very high level of performancein pursuit of the core values and goalsset by our Chairman Mr. Khalid Awan.TCS is fully cognizant of the role theExpress and Logistics industry isplaying in reversing the slide in

Pakistan’seconomic activity.”

Saqib Hamdani can best be describedas a visionary, thinker, strategist,initiator, motivator, peoples’ person,team player and a high achiever.Together these traits go into the makingof an effective leader.

His quest to join the Pakistan ArmedForces took Saqib to a cadet collegeat an early age. It was both his personalpassion and the earnest desire of hisfather, himself an ex-army man, towear the uniform in the service of thenation. That was not to be. All greatachievers, they say, have a triggeringepisode in their early lives thatunleashes an unstoppable tsunami ofnervous energy that carriesaccomplishment to ever greaterheights.

Starting his professional career in 1987,Saqib joined TCS in the middlemanagement cadre. His Cadet Collegeschooling had helped lay a strongfoundation in him to lead a life ofdiscipline, commitment, andperseverance, and unleashed in hima natural flair for leadership of whichTCS became a beneficiary.

In 1991 Saqibwas nominated as

Member, Research& Development

Team, ‘OperationSelf Renewal.’

Generating andevaluating significant ideas to

enhance efficiency is Saqib’s forte.Putting in an outstanding performanceat different TCS locations broughtSaqib to the notice of the topmanagement and the Chairman TCSMr. Khalid Awan, and catapulted himto the RISING STAR Program. Thiswas an exclusive Training &Development program inspired byMcKinsey to help leaders makedistinctive, lasting, and substantialimprovements in performance, andconstantly build a great firm thatattracts, develops, excites, and retainsexceptional people.

Saqib progressed through all the rungsof the leadership ladder at TCS, andheld senior positions in the Area andRegional management across thecountry. Then times became turbulentat TCS, and from 1996 to 2001 Saqibfound himself embarked upon ajourney of exploring new frontiersoutside TCS wherein he served in UDLas regional manager sales, and theService Group of Industries asbusiness manager of one of their units.This stint was a period of great learning,and he imbibed the industry bestpractices and TQM in the areas ofdistribution, manufacturing, production,process reengineering and R&D.

In April 2001 Mr. Khalid N Awan,Chairman TCS, asked Saqib to rejoinTCS, and in a letter to him he urged

him to reinvigorate the organization byidentifying and polishing ‘rusted’ gemsfrom within TCS’s existing cadres, andrecruit fresh blood from the burgeoninghuman resource of the country, andblend the two into high performanceteams led by a new generation of futureleaders at TCS.

Saqib accepted the challenge, andassumed the portfolio of Head ofOperations & NetworkManagement, crafting teamsof experienced professionalsfrom within TCS and recruitedfrom amongst the best talentleading organizations had tooffer. The objective was clear; toinject fresh thinking compatible withtaking TCS into the future.

Saqib was convinced that the wayforward required TCS to have its ownself reliant operations, thus creatingadditional air and ground capacity. Thisadditional capacity helped new productdevelopment resulting in substantialrevenue growth, and a stretching ofthe lead over competitors, and createdhistory in the Pakistani logisticsindustry. TCS Aviation since then isnot only catering for the TCSOperational need, but is also providingcrucial air haul support to the entireindustry.

The frontline couriers became thebeneficiaries of the TCS Management’sfocused attention under Saqib, andtheir spirits soared with the inductionof new motorcycles and uniforms, andtechnologies like bar coding, and theissuance of cell-phones. This capacitybuilding in the TCS human resourcecomplimented the expansion in theTCS air and ground capabilities.

Major add-ons under Saqib’sdiversification strategy included RoadTransport based on a fleet of 450satellite tracked vehicles, state-of-theart Digital Production Printing facilities,Mail Management Solution,Warehousing and Storage facilities,launching of TCS Connect (a major e-Business initiative) and the expansion

of the Retail network by introducingthe Franchise and Agent Models.

In 2003 a new entity Road Transportwas formed, the forerunner of TCSLogistics, of which Saqib wasappointed Chief Executive. Saqib waspromoted to Chief Operating OfficerTCS in 2004, and in recognition of the

task being entrusted to him, SaqibHamdani was included in the TCSBoard as Director in the same year.

In the year 2007 the Board of Directorsrecognized his exemplary leadershipwithin Pakistan, and the effectivesupport that he provided to TCS entitiesabroad, by presenting him with theTCS Strategic Initiative Award.

In 2009 he was elevated to the positionof Chief Executive Officer, a positionat which Saqib continues to serve withdedication and distinction.

Under his leadership TCS achievedISO 9001-2000 Certification in 2007,won the coveted BRAND OF THEYEAR Award for two years in a row in2006 and 2007, Brand ICON Award in2008, and the SUPER Brand Awardin 2009. Furthermore, the Karachi PrintFacility was also accredited with ISOcertifications ISO 9001 – 2000 in 2010and ISO – 27001 (ISMS) in 2012.

For Saqib’s tremendous contributionsspanning the last 22 years, the TCSBoard of Directors honored him bynaming the TCS Head Office buildingafter his name – The “Saqib HamdaniBuilding”.

“Our focus on standardization and goodgovernance through policies played a

big role in the TCS success,” saysSaqib. “The TCS Core Values werekept relentlessly in view, and exemplaryconduct was prioritized for seniormanagement. This restored and furtherenhanced the belief in the organizationof all TCS employees. The ensuingsuccess established the credibility ofthe management.”

Saqib is married and blessed witha daughter and two sons. He

divides his time wiselybetween two families heholds very dear to his heart– the TCS family and his

own wife and kids.

“Strategy withoutimplementation is futile. Business

diversification without core capacity shoring ismeaningless. Far more important is the ability to

envision for tomorrow on the bedrock of resourcesyou have today for overall organizational

development and business growthin new markets.”

• TCS as Case Studyincluded in coursecurriculum of MBAstudents at HarvardBusiness School, USA.

• TCS Case Study appearsprominently in Philip Kotler’sPrinciples of Marketing 13thEdition; Reference is alsomade to the SentimentsExpress Website.

• “BEST FLEETMANAGEMENT COMPANY”Award by ENERCON.

• “1st TELECOMEXCELLENCE” Award in2006, by FPCCI.

• “BRAND OF THE YEAR”Award in 2007 and 2008.

• “SUPER BRAND” Award in2007/8 and in 2008/9.

• “BRAND ICON” Award in2008.

• “CONSUMER CHOICE”Award in 2010.



39www.tcs.com.pk

(Left-to-Right) Muhammad Saleem (Supervisor CS International), Fahad Sarwar (Team Leader Systems

Web), Kashif Kalwar (Senior Database Administrator), Javed A. Khan (Manager MIS & Business Intelligence),

Kiran Dhamani (Manager Customer Care), Riaz Mehmood (Web Graphic Designer), Atif Ali (Manager

System Oracle), Shaheer Hassan (CS Analyst), Muhammad Tahir (MIS Developer), Amir Saleem (Web

System Developer).

The Customer Service Team

in collaboration with the IT

Team has designed a new

generation Customer

Relations Management tool

named Customer Pro.

Previously Customer

Services was using different

applications nationwide for

various customer services

needs. With Customer Pro

the objective is to have one

application working

nationwide for every

customer need. To celebrate

the launch of Customer Pro

the Senior Head Office

Management was in

attendance.

• Established 1983, now in its 30th celebratoryyear of successful operations

• 100 million shipments annually

• TCS carries 74 million Tons annually

• Over 8,000 Professional People including4,000+ Proficient Couriers

• 650+ Online Express Centers (RetailOutlets), where 9 million shipments arebooked annually, with a daily walk-in of25,000 customers

• 2,000+ locations in Pakistan

• 375 Satellite-tracked delivery vehiclescovering 24 million kilometers annuallyacross Pakistan

• 9,000 Corporate Customers

• 3,500+ International Delivery Destinations

• Dedicated chartered Boeing 737 aircraft

• TCS Office Network in 250+ Cities

• Dedicated Call Centre

• We provide Cash on Delivery Services tomajor e-Commerce and as ‘Seen on TV’companies

• Pakistan’s fastest Digital Production PrintingFacility at Karachi and Lahore with acapacity to print 2 million pages and 400,000stuffing of envelopes per day; Printing facilityis ISO 27001-2005 Information SecurityManagement System and ISO 9001-2005Quality Management System Accredited

• State-of-the art Warehousing Facility spreadover 500,000 Sq. Ft. in Karachi, Sukkur,Lahore and Islamabad

• Visa Drop Box Services for 10 countries;Canada, India, Spain, Malaysia, Egypt,Tunisia, Italy, Malta, South Africa and SaudiArabia

“More than businessmanagers, the needof the day is forentrepreneurs whocan set up their ownbusinesses with themindset ofemployers ratherthan employees” -Saqib Hamdani

Question: With the countrysliding back into economicrecession and creatingextreme joblessness, how canwe create jobproviders/entrepreneurs ratherthan job seekers?

Answer: The establishedenterprises that have been around for a while will have to take thelead. The prestigious Institute of Business Administration (IBA),LUMS and other leading business schools have made an invaluablecontribution to the business landscape, both in Pakistan andoverseas, by producing many generations of business managers.In recent times it has been recognized that, more than businessmanagers, the need of the day is for entrepreneurs who can set uptheir own businesses with the mindset of employers rather thanemployees. This realization has led to the setting up of the Centerfor Entrepreneurship Development at the IBA, with Zafar Siddiqueas its Director and Dr. Shahid Qureshi as the Associate Director,and entrepreneur-to-be Mahmud Ali as President of the IBAEntrepreneurship Society.

Chairman TCS Mr. Khalid Awan and myself as the CEO TCSinteracted recently with an auditorium packed with budding futureentrepreneurs, and offered to them the phenomenal resource basebuilt by TCS over the last 30 years of its existence for these younglads and ladies to leverage and set themselves up in business inthe downstream projects of TCS. These projects include branchlessbanking & retail finance; agricultural supply chain logistics; regionalair & road transportation; and services abroad for overseas Pakistanis.

According to the Chairman TCS’s proposal the students of theCenter for Entrepreneurship Development at the IBA will submitbusiness plans that will then be vetted by a screening committeecomprising members of the IBA Faculty and TCS Management,with 10 of the best business plans being welcomed onboard TCSfor roll-out. The short listed budding entrepreneurs will be mentoredin their quest by both IBA Faculty members and IBA alumni. A greatplan for sure that promises to go a long way in cultivating the spiritof self-employment in our educated youth.


(Seated Left-to-Right): Ijaz Nisar (President CEO Summit), Atif Bajwa (President Bank Alfalah),Khalid Awan (Chairman TCS), Shahbaz Sharif (Chief Minister, Government of Punjab), and

Sohail Wajahat Siddiqui (former Federal Minister for Petroleum & Natural Resources).




41www.tcs.com.pk

One company head was particularlyreticent to share his accounts withCyan since he feared the young menmight be sizing him up for a ransomdemand on behalf of kidnappers.

At least seventy per cent of thecompanies they visit keep doublebooks - one for the tax man, and onecontaining the true profits.

Given the difficulty many small ormedium-sized companies have insecuring affordable bank loans inPakistan, the new crop of funds believethere should be plenty of demand fortheir finance, provided firms are open-minded enough to listen.

JS Private Equity says predominantlynegative perceptions of Pakistanfavour investors bold enough to plungeinto one of the last, big unexploredfrontiers for private equity deals.

“People get a very slanted view ofPakistan internationally, which is whywe get this very advantageous risk-reward trade-off,” said Steve Smith, apartner at the fund.

Cyan's Ahmed left Pakistan at 19 toattend college in the United States,where he would join Goldman Sachsand later the International FinanceCorporation, the private-sector arm ofthe World Bank. He says five yearssealing IFC private equity deals in Asiaand Africa was ideal preparation forhis new mission in Pakistan - thoughnot for his first day at work.

In April last year, the airliner ferryinghim to Karachi made an emergencylanding at the city's airport. Passengerswere marooned on the listing vesselas a slick of leaked jet fuel pooledunder the fuselage. They were laterrescued unharmed.

"The only walk away point from theexperience was: I want to fix the airlineindustry," Ahmed said.

Ahmed wouldlater be robbedat gunpointoutside arestaurant inKarachi'supscale Cliftondistrict.Undaunted, heand Shaheenhave met morethan 230companies fromacross Pakistanin sectors fromfood processingandwarehousing totelecoms anddairy.

In the next fewmonths, the pairare hoping tomake Cyan'sfirst privateequityinvestment,saying theyhave 10 to 15potential deals intheir pipelinethat could soakup a combinedequity capital ofmore than $200million.

Despite the wallof suspicion thepair often face,they believe their promise to instillclear corporate governance willultimately appeal to owners weary ofthe feuds that so often weaken family-run empires, and unlock higher returnsfor all.

"It's not a matter of 'if', it's a matter of'when', and I believe that 'when' isnow," Shaheen said. "That's thecontrarian bet that we are taking."

Pakistan's commercial capital Karachiis an unlikely destination for a pair ofgo-getting financiers fired with thefollow-the-money ethos of Wall Street.

But the risk-hungry duo have forsakenbudding careers in the US financialindustry in the belief that somewherein Pakistan's ranks of unglamorous,overlooked family businesses liehidden the seeds of future corporategiants.

“I feel like being a kid in a candy store,”said Shaharyar Ahmed, 32, whostarted his career as an equityresearcher at Goldman Sachs in NewYork, but who returned to his nativePakistan last year. “So manycompanies, amazing returns, growingin leaps and bounds - it's a buyers'market.”

Private equity is poised to take off inPakistan, with contrarian investorsbetting that the country is endowedwith far greater potential than newsreports chronicling Taliban bombings,the war in neighbouring Afghanistanor an evolving democracy's frequentbouts of political drama might imply.While Pakistan is undoubtedly a highrisk play, investor sentiment hasimproved following a smooth transitionat general elections in May and pledgesby the new government of PrimeMinister Nawaz Sharif, himself awealthy business mogul, to tackle astubborn power crisis that has stifledmanufacturing.

Ahmed and his collaborator IsfandiyarShaheen, 30, are at the vanguard.As co-managers of Cyan Capital, a$50 million private equity fund set upby the Dawood Hercules Group, oneof Pakistan's biggest conglomerates,they must prove that they can findfinance-starved companies ready for

rapid expansion.

The United States, which is slowlymending its roller coaster relations withIslamabad, seems to share Cyan'sconfidence.

In June, the US development agencyUSAID pledged $48 million as the seedcapital for two private equity funds toinvest in small and medium sizedPakistani businesses.

The Abraaj Group, a Dubai-basedemerging markets fund, and Pakistan'sJS Private Equity, which pioneeredprivate equity investments in Pakistanin the late-2000s, have both pledgedto match the contribution, the USembassy said.

“There's a new wave of interest inprivate equity,” Ali Jehangir Siddiqui,chairman of JS Private Equity, toldReuters. “There's certainly some fundsthat are stepping up to the plate, wehope that there will be more.”

Wild West!The new funds all aim to introduce theprivate equity model that is now familiarin rich and poor countries alike: groupsof investors buy stakes in privatelyowned companies in return for a sayin how they are run.

The theory is that an injection of capitaland management savvy will turbo-charge the best of Pakistan's family-run enterprises, creating jobs for arestive, youthful population andlucrative returns for the funds whenthey sell their stakes.

“It doesn't take a rocket scientist tofigure out how much you can do in thiscountry, it's absolutely green,” said

Cyan's Shaheen, a Pakistani whobegan his career in U.S. investmentbanking but now lives in Karachi. “It'slike the Wild West!”

Cyan's confidence in Pakistan'sprospects stems in part from the sheersize of the market in a country of 180million people, where manyconservatively run companies haveshied away from scaling up theirbusinesses into nationwide operations.Companies listed on the Karachi StockExchange have grown their profits byat least 13-15 per cent annually since2009, according to one market analyst.With 49 per cent returns in 2012, themarket was among the world's topperformers.

But to make their bet pay, Ahmed andShaheen will have to be diplomats aswell as financial engineers, persuadingpatriarchal heads of family-ownedbusinesses to embrace an alieninvestment concept touted by upstartshalf their age.

Shaheen and Ahmed spend much oftheir time explaining how private equityworks to owners who might befearsome entrepreneurs, but innatelywary of exposing their clannish, cash-in-hand operations to the young men'snew-fangled ideas.

Shaharyar AhmedPrincipal and Co-Head of Growth Equity

for Cyan Capital - Photo by Reuters




43www.tcs.com.pk

The TCS Rising Star Program, initiatedby the Chairman in the 1990’s and re-energized in 2011, concluded with aGraduation Ceremony on June 21,2013 at the TCS Head Office. TCSCEO Mr. Saqib Hamdani, Heads ofDepartments and HR staff memberswere present on the occasion.

The CEO took an “Oath of Excellence”from all Rising Stars, and expressedhis satisfaction on the successfulcompletion of the Rising Star Program.He said that such LeadershipDevelopment Programs were vital forthe future success and growth of theorganization, and emphasized the needof such programs as an essential partof a continued learning process. Healso shared the philosophy of “Learn,Earn and Return,” and urged thegraduating Rising Stars to contributeto their company and society at largein such a manner that they could feelvalued.

Haris Tabassum (Manager Learning& Development) opened proceedingswith a warm welcome to all present,and Moona Sharif (ManagerOrganization Development)highlighting the journey of the RisingStar Program, and sharing the lightermoments associated with it.Nusratullah Khan (Head of HRM &OD) beamed with delight at thesuccess enjoyed by the Rising StarProgram, and expressed his gratitudeto the CEO and the SeniorManagement Team for their extendedand unending support which made thissuccess possible.

Concluding the ceremony the RisingStars were presented with GraduationCertificates and souvenirs by the CEOand Management Committeemembers.

TCS launched its first Rising StarProgram in 2011 with an objective to

“develop leaders for the future”. Agroup of 13 potential Rising Stars wereidentified for the Program from acrossthe nationwide TCS Network througha transparent mechanism of selection.They were then put through a rigorousand well-structured process designedin two phases. The Project planningphase included planning & inception,recruitment, initial screening, andassessment center debriefs. TheDevelopment phase fast tracked theirdevelopment with activities thatincluded class room sessions, bookreviews, situation analysis, outsourcedspecialized training, shadowing ofsupport department, deputations withthe front line staff, and one-on-onespecialized coaching and counselingspread well over a year.

The 2nd Rising Star Program is beingreadied for rollout in October 2013.

Rising Star graduates photographed with theCEO Mr. Saqib Hamdani and Members of the Senior Management



The changes taking place in use ofnew technologies are deep and far-reaching and companies are adoptingnew technologies and strategies inorder to remain competitive. In thewake of this technologicaladvancement, TCS decided to rethink

the way it goes about HR processesand selected Systems Limited (SL)after thorough evaluation of multiplevendors & HCM solutions available inthe market. The need behind theimplementation of HCMS is to optimizethe efficiency of HR processes through

automation and to align HR processeswith overall business strategy.

Human Capital Management helps theorganizations in analyzing strengthsand vulnerabilities of their workforce,while seeking opportunities andstrategies that allow business leadersto proactively manage human capital.TCS have numerous tangible assetson their balance sheet whereas HCMSwill be the first ever intangible asset ofthe organization.

3000 TCS Couriers have beenbrought onboard to be groomedas salesmen through 16 training sessionsthat have focused on selling, pricing,grooming, and understanding the salesprocess. This paradigm shift in the courier’sjob description promises opportunities toincrease earnings for the couriers, andincrease new accounts acquisition for TCS,specially in the documents segment. EveryQuarter 160 Sales Champions from acrossthe TCS Network will be acknowledgedwith special awards in addition to the sales

incentives and the pride of wearing theSales Champion Badge on the uniform.Annually, the best performers will qualifyfor bigger awards. However, first thecouriers will have to be de-linked from theinhouse Operations tasks of Sorting andData Entry so as to free up more time forSales. Nothing ventured, nothing gained.Bravo TCS!

The picture shows the CEO TCS Mr. SaqibHamdani signing the deal with Asif Peer ofSystems Limited as Noureen Anwer (SystemsLimited), Jamil Ahmed (VP BPR & SpecialProjects), Nusratullah Khan (Head of HRM &OD), Zulfiqar Ahmad (Head of IT), Syed Atik Ali(TCS CFO), and others look on.


45www.tcs.com.pk

Grey skies and rain greeted the 14th of August2013, but the Parade and Independence Daycelebrations went on, dastardly terrorist attacksand threats of societal disruption notwithstanding. The Karachi Yacht Club (KYC),picturesque and serene, organized a SailingRegatta for its ‘Tindals’, the local term forprofessional sailors employed at the Club toteach and assist aspiring amateur sailor-members and take care of their yachts.

Five ‘Friends of Bhit Island’ (Shehla, Ahmed,Ali, Adil and Moin) spent an exhilarating halfday watching the races, playing water polo,and networking with the KYC membershipraising support for the fight against marinepollution that has very adversely impactedthe populations of the neighboring islands, inparticular Bhit Island. Quite a few KYC Tindalsare settled in Bhit Island, and it is hoped thatthe KYC sailor-members and their familiesand friends will swell the ranks of the ‘Friendsof Bhit Island’ and join the fight for a healthyenvironment.

The Bhit Islanders are amongst Karachi’soldest inhabitants and trace their roots to over400 years. Karachi’s transformation into agiant metropolis from a small and quaintfishing village has left deep scars upon thiscommunity of fishermen. The dischargedirectly into the sea of untreated raw sewage,produced by over 20 million uncaringKarachiwalas, has polluted and severelycompromised the Bhit Island environs andlifestyle.

Facilitated by the Pakistan Maritime SecurityAgency (PMSA), the ‘Friends of Bhit Island’support the Government Primary & SecondarySchool in Bhit Island, and organizemotivational and interactive events as a regularfeature in which cross sections of Karachi’sphilanthropists engage with their less fortunatebrethren.

Wayfarers Category:1st Prize Noor Mohammed (Helmsman), Xerxes B. Avari (Crew)2nd Prize Mahboob Ahmed (Helmsman), Byram Junior (Crew)

Enterprise Category:1st Prize Javed Khan (Helmsman), Dinshaw B. Avari (Crew)

2nd Prize Mohammad Arif (Helmsman), Dinshaw Junior (Crew)Also in the Picture:

Byram D. Avari, Goshpi Avari, V. H. Qureshi, Rustam T. Sethna.

Five ‘Friends of Bhit Island’

Celebrate Pakistan’s

Independence Day Rounding

Up Support at the Neighboring

Karachi Yacht Club

Byram Avari is the present Commodore of the Karachi Yacht Club, a position he has held in the past in 1976 and again in 1980. He was a goldmedallist in 'enterprise class' yachting at the 1978 Asian Games in Bangkok with Munir Sadiq and again at the 1982 Asian Games in New Delhi

with his wife, Goshpi. He also won a silver medal at the Enterprise World Championship held in Canada in 1978.



Key Customer Bonding

Fifth Annual Consumers Food Safety &Quality Conference 2013 (CFSQC 2013)was organized by the Consumers Associationof Pakistan (CAP) at the Royal Palm Golf &Country Club, Lahore, to create an idealnexus between manufacturers, producersand consumers.

Arif Ansari (Chairman CAP, Punjab region)brough together food industry peers,corporate heads, and multidisciplinaryscholars. Also in attendance were MasoodAli Khan (renowned hospitality industry guru),Maqbool Max Babri (renowned trainer),Waqar Ilyas Khan (President ChefAssociation of Pakistan), Shafiq Ahmed(Director COTHM), Mehnaz Rafi (President

Pakistan Nutrition Foundation), and RahatKaunain Hassan, Chairperson, CompetitionCommission of Pakistan presiding over theConference as a Guest of Honor.

English Biscuits Manufacturers (EBM), K&N’sChicken, Mitchells Fresh Fruit Farms, andNestle sponsored the event, along with othercorporate partners. The special participationfrom students of Nutrition Departments;Kinnaird College & Home Economics, Facultyof Food Technology, University of Faisalabad,Students from the College of Tourism & HotelManagement (COTHM) was outstanding.The Conference was well covered by theelectronic and print media, with ‘PakistanToday’ as the official media partner.

Iftar Dinners were hosted by TCS across Pakistan in 10cities for Key Customers and their Families throughout themonth of Ramazan, and on the 14th of August 2013 KeyCustomers and their Families in Karachi, Lahore andIslamabad were invited by TCS for a viewing of the movieJosh. A good time was had by all

Arif AnsariChairman CAP, Punjab Region(Senior Manager Aviation, TCS){ }

Dubai - UAETCS Express Worldwide LLC

#5, Abdullah Rashid Muhammad Saif Building,Rashidya, Umm Ramool, P.O. Box 29575, Dubai, UAE

Tel: +(971) 4 285 8556, Fax: +(971) 4 285 8560www.tcsuae.com

Abu Dhabi - UAETCS Express Worldwide LLC

Fardous Building, Al Salam StreetP.O. Box 54525, Abu Dhabi, UAE

Tel: +(971) 2 677 8600, Fax: +(971) 2 6779800www.tcsuae.com

Sharjah - UAETCS Express Worldwide LLC

Al Arooba Shop # 24 & 25, Al Arooba Street,Behind al Ansari Exchange, Rolla Square, Sharjah

Tel: +(971) 6 563 0563, Fax: +(971) 6 563 0562www.tcsuae.com

London - UKTCS Express Worldwide (UK) Limited

1000 Great West Road, Brentford,Middlesex TW8-9HH, London, UK

Tel: +(44) 208 263 5715, Fax: +(44) 208 263 5716www.tcsexpress.co.uk

Karachi - PakistanTCS House

Saqib Hamdani Building,Iqbal Avenue, Jinnah International Airport,

Karachi 75202, Pakistan.Tel: +(92) 21 111 123 456, Fax: +(92) 21 924 2830

www.tcs.com.pk

“We have to build up the character of our future

generations which means highest sense of honour,

integrity, selfless service to the nation, and sense of

responsibility, and we have to see that they are fully

qualified and equipped to play their part in the various

branches of economic life in a manner which will do

honour to Pakistan”

(Quaid-e-Azam Mohammad Ali Jinnah’s Message to All PakistanEducational Conference, Karachi, 27th November 1947)

Quote

Leadership Tip“When the government is unobtrusive, people are pure;when the government is prying, people are wanting”

(Lao-tzu)

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Transcript of TCS Express & Logistics - Continued page 30tcscouriers.com/connect/pdf/20138.pdf · 2013. 11....