nespak final
TRANSCRIPT
NESPAK
GROUP 5
CONTENTSHistoryBoard of DirectorsOrganizational StructureOrganizational CultureSummaryQ&A
HISTORY & INTRODUCTIONIntroduction
When it was developed
Who developed NESPAK
Reason behind its development
Former Managing Directors
When & Why NESPAK was developedOver the years major development projects were
handed over to foreign consultants on the cost of self confidence of Pakistani Engineers and consultants
After that Higher authorities realized that Pakistani Engineers must be given practical exposure and responsibility in the development programs
NESPAK was developed in the 1973 as a Private Limited company by the Pakistan Government
The objective of its creation was to create a pool of talented Engineers, attain self-reliance in engineering consultancy and replace foreign consultants
IntroductionPakistan’s premier consultancy organizationOne of the top consultancy organizations in
Asia and AfricaRanked 54th among world’s top 200
consultancy firmsHave more than 15000 employees in Pakistan
and abroad
Former MDs
Amjad AghaFormer Managing
Director(1987-1994)
Iftikhar KhalilFormer Managing
Director(1995-1998)
Former MDs
Dr. Amjad PervaizFormer Managing
Director(2004-2005)
Karamat-ullah Chaudhry
Former Managing Director
(2005-2009)
Former MDs
Asad I.A KhanFormer Managing
Director(2010 onwards)
Board of Directors
Zafar Mehmood (Chairman)
Asad I.A Khan (Managing Director)
Alamgir B.K Babar (Director)
Muhammad Ali Gardezi (Director)
Javaid Aslam (Director)
Malik Asrar Hussain (Director)
Attaullah Khan (Director)
Mira Jan Kakar (Director)
Aftab Anwar Baloch (Director)
Hamid Ali Khan (Director)
Muhammad Ayub Sheikh
(Director)
Haseeb Khan (Director)
Prof. Dr. Abdul Sattar Shakir
(Director)
Faisal Majeed (Secretary)
HierarchyNESPAK is headed by “Managing Director” appointed
by Prime Minister on recommendation of BOD
Board of directors comprising of 12 Secretary level representative from 12 twelve different departments and ministries set policies
Board of directors being headed by Secretary Water and Power
Each division headed by Vice Presidents/General Managers are boldly divided into project management and specially groups.
ORGANIZATIONAL CHART
OFFICE PROFESSIONAL
(OFFICE+ FIELD)
PARA PROFESSIONA
L(OFFICE +
FIELD)
TOTAL
HEAD OFFICE 800+2450 600+1980 5110
KARACHI 345+934 290+700 2270
ISALAMABAD 475+380 350+319 1524
PESHAWAR 125+465 38+210 838
QUETTA 80+189 21+150 440
TOTAL STAFF 10,182
STAFF STRENGTH IN PAKISTAN
OFFICE PROFESSIONAL
(OFFICE+ FIELD)
PARA PROFESSIONA
L(OFFICE +
FIELD)
TOTAL
SAUDI ARABIA 225+1320 120+1200 2865
OMAN 180+512 70+435 1197
QATAR 140+25 10+0 175
UAE 110+345 65+290 810
SOUTH AFRICA 65+140 15+90 310
TOTAL STAFF 5357
STAFF STRENGTH IN ABROAD
Work SpecializationSpecialized
Services
Dam Inspection and Seismotectonic studies
Dam Inspection and Seismotectonic studies
Resettlement action plan health safety and
environmental audits
Surveying and Mapping
Geographical Information System
Functional DepartmentalizationManaging Director
Business Development
Division
Coordination Division
Finance and Accounts
Quality Management Division
Internal Audit Division
Human resource Division
Functional DepartmentalizationFunctional
Departmentalization
Agriculture Division
Geotechnical and Geo-environmental Engg Division
Highways and Transportation Engg Division
Monitoring and IT Division
Power and Mechanical Division
Environmental and Public Health Engg Division
Construction Management Division
Water Resources Division
Structural Engg Division
Disaster Management and Reconstruction Division
Geographical DepartmentalizationManaging Director
Regional Offices• Khyber Pakhtunkhwa• Baluchistan• Islamabad• Lahore• Karachi
Overseas Division• Saudi Arabia• Qatar• Afghanistan• Oman• Iran
Matrix Project StructureNESPAK’s mode of operation is such that all its
recourses in specialty divisions are made available to different projects and when need arises (IRAN GAS PIPE LINE Project is recent example)
NESPAK project offices, therefore, always have full backing and support of specialty divisions which not only endeavor to undertake the technical problems but also involve themselves in modern research in their field of specialization.
Structural Dimensions
Formalization High
Specialization Extensive
Standardization Low
Span of control Low
Centralization High
Organizational Cycle
Entrepreneurial StageCollectivity StageFormalization StageElaboration Stage
Organizational CultureEmployees are involved in the work and
decision processes to some but not sufficiently due to tall hierarchy of authority
Employees are encouraged to take the entrepreneurial initiatives
Ongoing developments are discussed regularly by the relevant managers and employees but the inter department communication is not good due to the large size of the organization
NESPAK Growth
QUESTION&
ANSWERS
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