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

THANK YOU