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Countering Violent Extremism:
Mapping Perceptions, Practices and Potential of Private
Sector and Local Businesses
I-SAPS Page | iii
Table of Contents
Acknowledgements ................................................................................................................................. v
Acronyms .............................................................................................................................................. vii
List of Figures ........................................................................................................................................ ix
List of Tables ......................................................................................................................................... xi
List of Boxes ........................................................................................................................................ xiii
Executive Summary .............................................................................................................................. xv
INTRODUCTION ........................................................................................................................................ 3
METHODOLOGY .............................................................................................................................. 6
Section-II .............................................................................................................................................. 11
SOCIO-ECONOMIC CONTEXT ................................................................................................................. 11
A. SOUTH PUNJAB: ........................................................................................................................ 11
B. KARACHI:.................................................................................................................................. 14
Section-III ............................................................................................................................................. 19
VIOLENT EXTREMISM: NATURE AND IMPACT ON PRIVATE SECTOR AND LOCAL BUSINESS ............... 19
NATURE OF VIOLENT EXTREMISM ................................................................................................ 20
VIOLENT EXTREMISM AND ITS IMPACT ON LOCAL BUSINESS AND PRIVATE SECTOR ................. 22
Section-IV ............................................................................................................................................. 27
VIOLENT EXTREMISM: PERCEPTION, POTENTIAL AND PRACTICES OF LOCAL PRIVATE SECTOR TO
RESPOND ............................................................................................................................................... 27
VIOLENT EXTREMISM: THE PUSH FACTORS ................................................................................. 27
PRIVATE SECTOR SPENDING: TRENDS AND PRACTICE ................................................................. 29
PRIVATE SECTOR: POTENTIAL ROLE IN COUNTERING VIOLENT EXTREMISM .............................. 32
Section-V .............................................................................................................................................. 39
CORPORATE SECTOR: IDENTIFYING THE ROLE AND FUTURE DIRECTIONS .......................................... 39
CONCLUSION AND LOOKING AHEAD .................................................................................................... 47
KNOWLEDGE GENERATION: .......................................................................................................... 48
ENTRY POINTS AND OPPORTUNITIES FOR PRIVATE SECTOR ENGAGEMENT: ............................... 49
Annex-I ................................................................................................................................................. 53
Bibliography ......................................................................................................................................... 53
Annex-II ................................................................................................................................................ 56
List of Key Informant Interviews: Local Business, Private Sector, and Public Sector Representatives
.............................................................................................................................................................. 56
I-SAPS Page | iv
Annex-III .............................................................................................................................................. 62
List of Key Informant Interviews: Corporate Sector ............................................................................ 62
Annex-IV .............................................................................................................................................. 63
List of Focus Group Discussions and Participants ................................................................................ 63
Annex-V ................................................................................................................................................ 70
Private Sector Organisations/Individuals Supporting Sports, Festivals, Literary Gatherings etc. ........ 70
Annex-VI .............................................................................................................................................. 73
Note on Sample- Geographical Coverage, Sample Size, and Nature ................................................... 73
I-SAPS Page | v
Acknowledgements
Institute of Social and Policy Sciences (I-SAPS) wishes to thank all those individuals who
contributed to this study by facilitating data collection, and the colleagues who contributed
towards the technical part of the study. We are especially grateful to the representatives of
private sector business organizations, district traders associations and CSR teams of corporate
sector organizations, whose keen interest provided a key stimulus for the current report. We
are thankful to the core team led by including Ahmad Ali, Research Fellow, Noman Ahmed,
Research Associate and Iman Hassan Research Fellow for undertaking the research.
I-SAPS owes a debt of gratitude to those who were so generous with their time and expertise,
we are particularly grateful to Mr. Adeel Jafferi and Mr. Bilal Sherpao of Azm-e-Pakistan,
USAID for their rich and valuable insights which have immensely enriched the analysis. We
are also thankful to the experts for reviewing the draft chapters and suggesting improvements.
We would also like to express our sincere gratitude to Azm-e-Pakistan for their support,
cooperation and continuous encouragement.
I-SAPS Page | vii
Acronyms
AKTI All Karachi Traders‟ Alliance
CSR Corporate Social Responsibility
CT Counter Terrorism
CVE Countering Violent Extremism
FGD Focus Group Discussions
FMCG Fast-Moving Consumer Goods
KCCA Karachi Cricket Club Association
KE Karachi Electric (KE)
KEDA Karachi Electronics Dealers Association
KII Key Informant Interviews
MPCL Mari Petroleum Company Limited
NACTA National Counter Terrorism Authority
NAP National Action Plan
NISP National Internal Security Policy
OECD Organization of Economic Cooperation and Development
OICCI Overseas Investors Chamber of Commerce and Industry
PCP Pakistan Center for Philanthropy
PLC Public Listed Companies
PMI Philip Morris International
PPAF Pakistan Poverty Alleviation Fund
PSS Philanthropy Support Services
PTCL Pakistan Telecommunication Company Limited
SANA Sindhi Association of North America
SECP Securities and Exchange Commission of Pakistan
SITE Sind Industrial Trading Estate Area
VE Violent Extremist
VEOs Violent Extremist Organizations
I-SAPS Page | ix
List of Figures
Figure 1: Civilian and LEA Fatalities 2005-15.......................................................................... 4
Figure 3: Nature of Violent Extremism ................................................................................... 20
Figure 4: Types of Violent Extremism .................................................................................... 21
Figure 5: Actors Facilitating Violent Extremism..................................................................... 21
Figure 6: Does Violent Extremism Effects Business Activities .............................................. 22
Figure 7: Effect of VE on Local Business and Private Sector ................................................. 22
Figure 8: Consequences of VE - District Wise ........................................................................ 23
Figure 9: Violent Extremism- Contributing Factors ................................................................ 27
Figure 10: Lack of Social Facilities and Violent Extremism ................................................... 28
Figure 11: Section of Society Most Susceptible to Violent Extremism .................................. 28
Figure 12: Local Private Sector Spending Patterns ................................................................. 30
Figure 14: Do Private Sector and Local Business have Role in Countering Violent
Extremism? .............................................................................................................................. 33
Figure 15: What Possible Actions Private Sector/Local Business Should Take for CVE....... 33
Figure 14: Private Sector/Local Business Actions for CVE -District Wise ............................ 35
I-SAPS Page | xi
List of Tables
Table 1: Overview of the Private Sector in South Punjab ....................................................... 14
Table 2:: Private Sector Supporting Cultural, Music, Sports and Civic Activities in South
Punjab ...................................................................................................................................... 31
Table 3: Corporate/Business Entities Interested in Partnering for CVE with AeP.................. 43
I-SAPS Page | xiii
List of Boxes
Box 1: Defining Private Sector & Local Business .................................................................................. 5
Box 2: Incidence of Religious and Sectarian Conflict in Muzaffargarh ............................................... 20
Box 3: Support for Seminaries and Religious Education...................................................................... 29
Box 4: Private Sector in Aid of District Governments ......................................................................... 33
Box 5: Promotion of Sports and Local Culture: Efforts by District Government Bahawalpur ............ 36
I-SAPS Page | xv
Executive Summary
In last two decades there has been a substantial increase in violent extremism in Pakistan,
resulting in thinning levels of tolerance, acceptance and harmony. The state institutions and
civilians are increasingly susceptible to the costs of the proliferation of radicalization and
resultant extremism. The violent extremist (VE) narrative is embedded in religious rhetoric
which at the moment dominates the social and political discourse in the country. Not
discounting the extraordinary counter-terrorism measures introduced by Pakistan, more
substantial initiatives are required for countering violent extremism (CVE). The current
scenario necessitates reclaiming the socio-political and cultural space lost to VE narrative of
violent extremist organizations (VEOs) over the past decade. In order to mount a response to
this multidimensional challenge, fundamental shifts are necessary in the socio-political
spheres. The present study has been a part of the efforts aimed at making these shifts happen.
Recognizing the role of private sector the study maps existing practices which are
contributing towards responding to the VE in their respective areas and identifying the
partners and opportunities for engaging the private sector for initiatives aimed at countering
the violent extremism and reclaiming the space lost to radical and violent extremist
ideologies.
The role of local businesses and private sector has been considered promising for countering
the violent extremism and radicalization for a number of reasons. For instance, local
businesses and private sector are the principal victims of violent extremism and ensuing
militancy in terms of loss of business activity. Additionally, the local business leaders enjoy
considerable sphere of influence in their respective areas, thus enabling them to engage and
influence effectively at local level to counter violent extremist trends; the local businesses
and private sector have already been working in close proximity with the governments at
local tiers in times of emergencies, incidence of terrorism, etc. Efforts for countering violent
extremism and militancy have direct dividends for the private sector by ensuring business
friendly environments.. The findings of the study corroborate these key assumptions; private
sector and local businesses were found to be conscious of the key challenges brought forth by
the rise of violent extremism. Besides being well-conversant with the key drivers of violent
extremism in their respective areas, the local businessmen had pragmatic solutions to respond
to the challenge of VE. Poverty and illiteracy being the bane of South Punjab along with
other factors have been fueling the recruitment drive of militant extremists. Increasing
employment opportunities, responsive and efficient delivery of public services, like education
and health, as well as public utilities, like drinking water, at local tiers, uniform policy
measures and investing in local culture, heritage and sports were some of the key measures
proposed by the local private sector. A number of organizations and individuals were
identified who were supporting and organizing activities which contribute toward CVE
efforts ranging from sports events to cultural festivals. The local private sector expressed a
strong inclination and commitment on their part to invest in the cultural events, sports,
festivals, and promotion of local crafts.
I-SAPS Page | xvi
In order to have an understanding of the perceptions and potential role of the corporate sector,
interviews were conducted and the portfolio of CSR initiatives of ten major companies was
reviewed, these included, Mobilink, Mari Petroleum Company Limited (MPCL), Pakistan
Telecommunication Company Limited (PTCL), Karachi Electric (KE), Philip Morris
International (PMI), Unilever; Engro Corporation, Indus Pharma, Hinopak Motors Limited,
and Shell Pakistan. . Substantial majority of the company representatives were conscious of
the threat posed by violent extremism and expressed interest in exploring possibilities to
direct their efforts towards the challenges of violent extremism and radicalization. The
contributions by the corporate commercial entities and strategic partnerships with CSR of
corporate sector, if utilized will be a huge resource to for supporting CVE initiatives in
Pakistan and particularly at local level.
Recommendations: While looking ahead the study proposes two categories of
recommendations; first, focusing on evidence generation and knowledge base; and the second
set of recommendations provide entry points and opportunities for engagement for countering
violent extremism. These include:
A. Knowledge Generation:
i. Evidence generation: The present study notwithstanding its limited scope fills a
knowledge gap and highlights the need for a more comprehensive evidence base on
the role of local business and private sector for informing the existing CVE/CVT
policy
ii. Model District CVE Strategy for Engaging Local Business and Private Sector: The
proposed Model District CVE strategy besides identifying the local push and pull
factors for VE will provide a locally relevant framework to engage private sector,
local businesses, and district chambers of commerce and will be valuable for
developing informed and targeted CVE interventions.
B. Entry Points and Opportunities for Private Sector Engagement:
i. National Policy Engagement for Operationalization of National CSR Guidelines
(SECP): A national and provincial level policy engagement is proposed with an aim
to operationalize the National CSR guidelines.
ii. A multi-tiered engagement with corporate sector is proposed including; first, PCP-
facilitated engagement with organizations doing corporate philanthropy; and second,
one-on-one targeted engagement with corporate sector/ CSR programs.
iii. Engagement with NACTA: An informed engagement with NACTA for devising a perceptive strategy for engaging local businesses and private sector in South Punjab
and Karachi.
iv. Exploring possibilities of partnering with Corporate Sector: During the course of
research a number of corporate entities expressed interest in exploring collaboration
on initiatives aimed at countering violent extremism. These include, Engro
Corporation, Unilever, Hinopak Motors Limited, Indus Pharma, and Mobilink, A
I-SAPS Page | xvii
formal follow up to explore the areas of mutual interest and collaboration is
recommended.
v. Piloting the Engagement with Private Sector in one District: the study proposed
piloting the initiative in District Bahawalpur
vi. Comprehensive engagement at District and Sub-District tiers including; district-
specific strategy for engagement with district traders associations; Track Your Money:
sensitization of and training of local traders associations; formation of joint working
groups with district governments; engagement with local establishment of national
and multinational companies; creating local champions of change.
Countering Violent Extremism Introduction
I-SAPS Page | 3
INTRODUCTION
I. The spectre of violent extremism is not a new phenomenon for Pakistan, nonetheless
in recent decades it has elicited a rising tide of radicalization and intolerance in the
society1. Pakistani society in the last two decades has seen a radical transformation,
resulting in thinning levels of tolerance, acceptance and harmony. Violent extremism
is rampant at all levels of society which aptly explains the traction radical ideas
receive in Pakistan. The violent extremist organisations (VEOs) have become a
permanent feature of countries socio-political landscape. The violent extremism in
Pakistan is a multi-dimensional phenomenon, manifested in movements for
Islamisation, sectarian hegemony, Talibanization, ethnic and political
violence/insurgency in Karachi and Balochistan. The past two decades in Pakistan
have been peppered with a plethora of incidents of violence, hate crimes, and
terrorism2. The challenge has intensified due to the geo-strategic factors which have
exacerbated the existing drivers of conflict. State institutions and civilians are
increasingly susceptible to the costs of the proliferation of radicalization and resultant
extremist acts of violence.
II. The country has been badly scarred by multiple political, ethnic, religious, and
sectarian conflicts. Increase in violent extremism has yielded bitter fruits for the
people of Pakistan. Since 2007, there has been an alarming increase in the number of
incidents of conflict and terrorism in the country, according to the Government of
Pakistan, there have been 16,375 incidents of terrorism across the country from 2007
to 20153. It is estimated that during 2001 to 2013, 49,000 civilians have lost their lives
1 Internationally there is no agreed upon definition of the term “Violent Extremism”- however review of
literature suggests a general unanimity on the key parameters defining the term. UN Security Council
Resolution 2178 of 2014 is instrumental in this context as it considers violent extremism as “Conducive to
terrorism” thus making it a basic factor leading to terrorist activities. The term has been defined in a number of
policy documents, e.g. draft resolution by Asian-African Legal Consultative Organization (AALCO) on
Principles and Guidelines to Combat Violent Extremism and its Manifestations defines VE as “The instigation
or support of acts of violence, through the malicious invocation or propagation of religious teachings, faith, or
any other beliefs conducive to intolerance or hatred, in the pursuit of ideological, political or other goals.”
Similarly the Australian National Counter-Terrorism Committee Framework defines violent extremism as: “a
willingness to use or support the use of violence to further particular beliefs, including those of a political,
social or ideological nature. This may include acts of terrorism.” However for the purpose of this report, the
following definition of VE has been is used; “Advocating, engaging in, preparing, or otherwise supporting
ideologically motivated or justified violence to further social, economic or political objectives” USAID, “The
Development Response to Violent Extremism and Insurgency: Putting Principles Into Practice,” USAID Policy,
September 2011. 2 From the assassination of Punjab Governor Salman Taseer, and Federal Minister for Minority Affairs Shahbaz
Bhatti (2011), to a heinous public lynching of two brothers in Sialkot (2010), honour killing of a couple in
Lahore (2014), to the lynching of a Christian family in Kot Radha Kishan (2014), to Killing of moderate clerics
Mufti Sarfraz Ahmed Naeemi and Maulana Hassan Jan, Pakistan's recent history is marred with high-profile and
countless low-profile incidents that exhibit this malaise. 3 Incidents include attacks on LEAs, Bomb Blasts, Hand Grenade Explosions, Mine Explosions, Missiles Fired,
Rockets Fired, Sectarian Violence and Suicide Attacks. National Crisis Management Cell, Ministry of Interior,
Government of Pakistan.
Countering Violent Extremism Introduction
I-SAPS Page | 4
to the on-going militancy and terrorist acts4. Though in last two years, there has been
a significant reduction in terrorism-related incidents, which reduced from 1,640 in
2014 to 996 in 2015. The country, however, still ranks fourth in the global terrorism
index and has highest number of deaths from terrorism in the world5. The predicament
is, however, more complex than what it appears from data. Though the incidence of
terrorism has ebbed, radicalisation and violent extremism has entrenched itself in the
social fabric of the country. The challenge faced by Pakistan has been amplified by
the persistent problems of weak governance, poor socio-economic indicators, high
unemployment rates, dysfunctional economy, poverty, and growing inequalities.
Figure 1: Civilian and LEA Fatalities 2005-15
III. The federal and provincial governments in recent years have been attempting to
respond to the emerging challenge by undertaking measures to prevent and counter
the spread of violent extremism. Besides the counter terrorism (CT) efforts
spearheaded by Pakistan Army, a number of counter violent extremism (CVE)
initiatives have been introduced6. These include De-Radicalisation programmes in
Swat and Punjab, Counter-Radicalisation initiative, Madrassa Reforms, National
Internal Security Policy (NISP) 2014, and enactment of Pakistan Protection Act 2014.
The introduction of National Action Plan (NAP) in 2015 is an effort to provide an
4 Mudassir Raja, “Pakistani Victims: War on Terror Toll Put at 49,000,” The Express Tribune, March 27, 2013,
http://tribune.com.pk/story/527016/pakistani-victims-war-on-terror-toll-put-at-49000/. 5 Institute for Economics and Peace. 2015. "Global Terrorism Index Report 2015". available at
http://economicsandpeace.org/wp-content/uploads/2015/11/Global-Terrorism-Index-2015.pdf 6 Countering Violent Extremism (CVE) refers to “reducing the number of terrorist group supporters through
non-coercive means by identifying and addressing factors conducive to spread of terrorism”. Will McCants and
Clinton Watts, “U.S. Strategy for Countering Violent Extremism: An Assessment,” Foreign Policy Research
Institute E-Notes, December 2012. A similar concept has also been adopted by United Nations, and is termed as
“Counter-Radicalization” The term has been defined as “deterring disaffected (and possibly already radicalized)
individuals from crossing the line and becoming terrorists.” United Nations, First Report of the Working Group
on Radicalisation and Extremism that Lead to Terrorism: Inventory of State Programmes
0
500
1000
1500
2000
2500
3000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Civilian
LEA
Countering Violent Extremism Introduction
I-SAPS Page | 5
Private Sector/Local Business
Private sector is quite broad a
term and includes almost all kind
of socio- economic activities in a
given geography. For the purpose
of this study, private sector refers
to local business establishments,
whether in retail, manufacturing,
service sector, value-added
services etc.
No formal definition for local
business exists. For the purposes
of this study, local business
refers to all private economic
actors (including related business
associations and chambers of
commerce) originating from and
based in a specific geographical
territory (district).
overarching framework for the government‟s strategy for putting forth a
comprehensive response to counter the menace of terrorism. NAP has a dedicated
component to counter violent extremism in the country. However, a comprehensive
policy in this regard is still awaited. The magnitude of the challenge necessitates not
only ramping up measures to neutralize the terrorist and militant outfits, but also to
employ a wide range of actions to effectively minimize the enabling factors of
radicalization and measures to prevent and counter violent extremism (CVE).
IV. The role of economic factors in general and private sector/business enterprises in
particular towards shaping, diffusion and
perpetuation of violent extremism and conflict
is a widely recognized phenomenon. In recent
years, the role private sector can play in social
sector development has started to gain
significant traction in the international and
national development discourse. United States
Secretary of State John Kerry, while calling
for action to countering violent extremism
(CVE) at the World Economic Forum in
Davos appropriately stated, “The bottom line
is we need everyone involved—governments,
foundations, philanthropists, NGOs,
corporations, faith leaders, the private
sector.” Nevertheless, the role of the private
sector in furthering the counter violent
extremism narrative and building peaceful
societies has yet to receive attention in terms
of research, knowledge generation and policy
engagement. The existing discourse is more
concentrated on the role of multinational and
big conglomerates in general and examination
of the nature and impacts of their respective
Corporate Social Responsibility (CSR) policies. While not discounting the important
role being played by the large private enterprises, the role of local private sector is
found largely missing from the on-going policy discourse and engagement for
countering violent extremism.
V. That local businesses and private sector are instrumental in achieving quick gains in
terms of responding to the challenge of violence, extremism and militancy. There is a
wealth of evidence from conflict hit areas such as Northern Ireland, the Caucasus and
Sri Lanka7. However, in the case of Pakistan, there is no perceptible empirical data
7 Please see; Ballentine, Karen and Heiko Nitzschke 2003. Beyond Greed and Grievance: Policy Lessons from
Box 1: Defining Private Sector &
Local Business
Countering Violent Extremism Introduction
I-SAPS Page | 6
which identifies or analyses the role of local business and private sector in countering
the prevalent violent extremist narratives. Small and medium-sized businesses in
Pakistan possess huge peace-building potential. Local businesses exercise substantial
influence in their communities, towns and villages. They are more knowledgeable
about community dynamics and the push and pull factors of violent extremism within
their communities. Being among those who bear much of the financial – and often
physical – brunt of terrorism, they have a direct stake in a peaceful and economically
thriving society, but are rarely engaged in initiatives which can contribute towards
addressing the causes for perpetuating support for extremist ideologies and militancy8.
VI. The very principles, practices and institutional infrastructure that are needed to
effectively address the challenges of radicalization, violent extremism, conflicts,
promotion of tolerance and respect for diversity are waning. The scenario
considerably facilitates the militant and terrorist groups to propagate their narrative
and increase levels of recruitment from the socio-economically marginalized sections
of society. The magnitude of the challenge of countering violent extremism in
Pakistan necessitates not only ramping up measures to neutralize the terrorist and
militant outfits, but also to employ a wide range of actions to effectively minimize the
enabling factors of radicalization and measures to prevent and countering violent
extremism.
VII. Against this backdrop the present study attempts to address the knowledge gap in
context of Pakistan by examining the following questions:
a. What are the perceptions of the local business community on the nature of
violent extremism and ensuing militancy in their respective area and how it
has affected the business environment?
b. Are they playing any role at present they are playing to contribute towards
responding to the challenge of violent extremism?
c.
d. Who are the actors most likely to support and help sustain counter violent
extremism initiatives in their respective areas?
METHODOLOGY
VIII. The study adopted a mix-method approach to collect the required quantitative and
qualitative data for providing analysis and identifying key trends. The research was
carried out through an initial desk review of relevant secondary sources, followed by
Studies in the Political Economy of Armed Conflict. New York: International Peace Academy; D Sunita Kapila
and Donald Mead (eds.) 2002. Building Businesses With Small Producers. Successful Business Development
Services In Africa, Asia, And Latin America. London/ Ottawa: ITDG Publishing/ International Development
Research Centre (IDRC); Economy and Conflict Research Group 2004. From War Economies to Peace
Economies in the South Caucasus. London/ Moscow: International Alert. 8 Olawale Ismail and Rabia Nusrat (2014). Exploring the Potential of the Private Sector to Contribute to
Peacebuilding in Pakistan.
Countering Violent Extremism Introduction
I-SAPS Page | 7
field research. The field research included a series of qualitative, semi-structured
interviews with select key informants from four districts of South Punjab and Karachi.
In addition to Key Informant Interviews (KII), Focus Group Discussions (FGDs) were
conducted with a carefully selected sample of businessmen, entrepreneurs, and select
representatives of civil society.
a. DESK REVIEW
In order to analyze socio-economic indicators of the target districts as well as to
map the landscape of private and business sectors, a review of relevant literature
and data was carried out. The review included review of data regarding district
indicators, quick review of NSIS data for the relevant districts, an overview of the
chambers of commerce and industries as well as business-related key institutions.
In addition to the above data, any relevant study or report already produced by
researchers and institutions focusing the target districts was also reviewed. (A list
of the secondary data reviewed for the study is attached as Annex).
b. KEY INFORMANT INTERVIEWS (KIIS)
For Key Informant Interviews (KIIs) the sample size was 85, with 17 respondents
from each district along with an additional 12 interviews from the corporate
entities and government authorities at federal and district tiers. The sample of
small and medium business entrepreneurs was selected using Purposive Sampling
Technique. The main goal of purposive sampling was to focus on particular
characteristics of our target population that are of interest, which will best enable
us to answer our research questions. The respondents of these additional 12
interviews were categorized into two sets, with ten respondents from the corporate
sector and two respondents from the corporate and philanthropy regulation. .
i. QUESTIONNAIRES AND INTERVIEWS: Our team conducted face-to-face
interviews with the respondents in all the select districts. The KII
questionnaire included both close-ended and open-ended questions. The
questionnaire was divided in six sections. Besides the basic information,
the questionnaire focused on exploring the nature of violent extremism
in the specific area in order to identify the types, causes, and major
actors involved in perpetuating violent extremism. Rest of the sections
included ascertaining the activities undertaken for the support of local
communities, examining potential areas of interest for future investments
which can support initiatives for countering violent extremism (CVE)
and peace-building. The questionnaire was pilot tested before survey to
see whether the respondents understand the questions easily, and
whether the organization of questionnaire is consistent with the
respondents‟ cognitions.
c. FOCUS GROUP DISCUSSIONS
Countering Violent Extremism Introduction
I-SAPS Page | 8
A total of 10 Focus group discussions (FGDs) were conducted with key
stakeholders in each target districts (02 in each district) to map their views,
identify trends and explore opportunities for future collaborations focusing on
youth engagement, peace-building and sustainable development.
i. THEMATIC GUIDELINES AND FGDS:
A total of 10 FGDs were conducted with 114 participants in five
districts. The discussions were focused on three major themes. These
included identification of major extremist threats, impact on the local
businesses, and exploring the possible avenues for mitigating the
identified conflicts. Each FGD included 8-10 representatives from
local industry, commercial business, traders‟ associations, service
providers, government servants, civil society organizations, and media
representatives.
IX. Scope and Limitations of the Study:
The study was carried out in five target districts, including four districts from Punjab
and one district from Sindh. The districts in Punjab included the following:
i. Bahawalpur
ii. Lodhran
iii. Multan
iv. Muzaffargarh
From Sindh, the selected district was Karachi. Thus 80% of the data collection was
from Punjab, whereas 20% of the field data was gathered from Sindh.
The subject of the present study, i.e., role of private sector at local levels in
responding to countering violent extremism and peace-building through promotion of
sports, local culture, values, etc., is an area where there has been no previous research
or knowledge available in context of Pakistan. The work already done essentially
focuses on the role of corporate sector. Thus besides being a limitation, the present
study is also significant for being the first in terms of producing the evidence base for
an informed engagement at the district levels.
Countering Violent Extremism Section-II
I-SAPS Page | 11
Section-II
SOCIO-ECONOMIC CONTEXT
X. The study was conducted across two diverse geographic areas, i.e., South Punjab and
Karachi, each having its own peculiar socio-economic landscape and challenges in
terms of violent extremism. South Punjab is termed as a base and recruiting ground
for militant outfits. A serious concern has been the growth and expansion of violent
extremist organizations (VEOs) in this area.9 Whereas Karachi, besides being the
commercial and financial capital of Pakistan, has been a victim of violence by
political, religious, and ethnic groups for last three decades. The rise of VEOs to
claim control over different areas of political and economic influence in presence of
competing militant wings of political parties and criminal gangs have made the
situation more complex for the city.10 This section by way of setting the context
presents the socio-economic milieu of the geographical entities focused during the
course of the study. In order to clearly identify the peculiar nature of the study areas,
the section is divided into two parts with the first providing a background of South
Punjab and the next provides a snapshot of Karachi.
A. SOUTH PUNJAB:
XI. Punjab is administratively divided in nine divisions and 36 districts. Out of these nine
divisions, three divisions Multan, Bahawalpur and Dera Ghazi Khan constitute
Southern Punjab. These divisions are further sub-divided into 11 administrative
districts. The study was conducted in four of these districts including; Bahawalpur,
Lodhran, Multan and Muzaffargarh. These four districts cover a sizeable portion of
southern Punjab. The area is known for its distinct Siraiki language and culture. The
distinct ethnic identity also provides the primordial basis for the longstanding
movements for a separate province since dissolution of One Unit in 1955. South
Punjab in the context of violent extremism is considered to be the main area which
has been feeding militant recruitment for VEOs across the region – „the dread basket
of Asia‟. It is noteworthy that majority of the sectarian (mostly Deobandi) militant
outfits are concentrated in this area. It seems logical as the biggest concentration of
Deobandi seminaries/madrassas is in this area. Dr. Tahir Kamran, in a study
conducted on the basis of 1988 data, listed 595 out of total 972 seminaries in Punjab
9 A number of academics and experts have documented presence of the bases of militant outfits such as Jaish-e-
Muhammad (JeM); Lashkar-e-Jhangvi (LeJ), Lashkar-e-Tayyba (LeT), Jamaat-ud-Dawaa (JuD). See, Mehboob.
S.R. 2011. Governance and Militancy in Pakistan‟s South Punjab Region. CSIS.; Siddiqa. Ayesha, 2013. The
New Frontiers: Militancy & Radicalism in Punjab. Centre for International and Strategic Analysis.; Leghari and
Khalid. 2014. “Radicalization of Youth in Southern Punjab” in South Asian Studies. 29:2. pp. 537-551 10
Fair, C.C., Littman, R., Malhotra, N. and Shapiro, J.N., 2013. Relative Poverty, Perceived Violence, and
Support for Militant Politics: Evidence from Pakistan Working paper; Zia-ur-Rehman. 2014. “Militant economy
of Karachi”. in Conflict and Peace Studies, Islamabad.
Countering Violent Extremism Section-II
I-SAPS Page | 12
in this area. However, there has been a substantial increase in the number as a later
study by Dr. Tariq Rahman states that the total number of Deobandi seminaries had
increased from a mere 1,779 in 1988 to 7,000 in 2002.11
A more recent study by
Muhammad Ramzan, titled “Sectarian landscape, Madrasas and Militancy in
Punjab,” states that only in the three districts of South Punjab (Bahawalpur, Rahimyar
Khan and Multan), the total number of Deobandi seminaries according to government
data has increased to 2,158. Moreover, besides being the home base of numerous
VEOs, most of the key militant leadership is residing in this particular area.12
The rise
of violent extremism and militancy in this area has been attributed to various reasons,
including poverty and underdevelopment; feudal-authoritarian sociopolitical milieu;
geo-strategic variables; and power and patronage.
XII. In South Punjab, the study covered four districts, including Bahawalpur, Multan,
Lodhran and Muzaffargarh. Bahawalpur with an area of 24,830 km2 has a population
of 3.1 million (est.) with a population density of around 67.4. The unemployment rate
in the district is 9.6 which is substantially higher than the provincial rate of 6.7.13
Within various age brackets, the age group 15-24 has the highest unemployment rate,
highlighting the untapped potential in the youth population of the district. The
mainstay of district economy is on agriculture which constitutes the main source for
almost 78% of the rural population, directly or indirectly. In recent years, the district
has witnessed increase in commercial activities whereas the industrial base has also
expanded though at a slower frequency. Due to its strong agriculture base, most of the
industry in the district is agro based with cotton ginning one of the most common
manufacturing activity. According to Government of Punjab data, out of a total of 251
listed industrial units, 155 are of cotton ginning.
XIII. Private Sector in South Punjab: Nature, Organisation and Features: The overview of
the target districts shows a diverse spread of the private sector, with retailers making
up the major share. Bahawalpur and Multan have maximum numbers of industrial
units, whereas the Lodhran and Muzaffargarh have a relatively smaller industrial
base. This can be explained because of the proximity of major industrial zones in the
adjoining districts. The commercial sector is dominated by the retailers and traders of
raw material, with a substantial presence of stockists, and agriculture support services
business entities. Multan district with an area of 3,721 km2 has a population of 43.32
million (est.2015). With an adult literacy rate of 43%, the unemployment rate in the
11
Please see, Tahir Kamran, Evolution and Impact of „Deobandi‟ Islam in the Punjab. available at
http://www.gcu.edu.pk/FullTextJour/Hist/V3N205/P28-50.pdf; Tariq. Rahman. 2008. “Madrasas: Potential for
violence in Pakistan” in Jamal Malik ed., Madrasas in South Asia: teaching terror? Routledge; Muhammad
Ramzan. 2015. “Sectarian landscape, Madrasas and Militancy in Punjab” in Journal of Political Studies, 22: 2.
pp421:436. 12
Masood Azhar of Jaish-e-Muhammad, Muhammad Ahmad Ludhyanvi of Ahle Sunnah Wal Jamaat (ASWJ),
Hafiz Ahsan of Harkat- ul Jihad –e- Islami (HUJI) and Malik Ishaq of Lashkar-e-Jhangvi (LeJ)- Malik Ishaq
with his comrades were recently killed in a shoot- out with Counter Terrorism Department/Punjab Police in
Muzaffargarh eM‟s Masood Azhar, LeJ‟s Mohammad Ahmed Ludhyanvi and Malik Ishaq. 13
Bureau of Statistics, Government of Punjab. 2016. Multiple Indicator Cluster Survey 2014.
Countering Violent Extremism Section-II
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district is 3.0, which is substantially lower than the provincial rate of 6.7.14 In recent
years, the district has witnessed increase in commercial activities whereas the
industrial base has also expanded though at a slower frequency. According to
Government of Punjab data, out of a total of 588 listed industrial units, 127 are of
cotton ginning followed by rice and flour mills. The district of Lodhran has an area of
1,790 km2 and population of 1.4 million (est.2015). It is an agriculture district. The
main crops are cotton, wheat, rice and sugar. The adult literacy rate of the district is
40% with an unemployment rate of 6.0.15 Cotton ginning is also a major industry in
Lodhran, and it has 67 units, followed by 14 flour mills. Lodhran is known for the
hand-made embroidery and leather bags. Muzaffargarh with an area of 8,249 km2 has
a population of 3.8 million (est.). With an adult literacy rate of 39%, the
unemployment rate in the district is 2.5.16 Like rest of the districts, cotton ginning is
the major industry with 81 units, followed by agriculture implements and rice mills.
One of the most significant features of the local markets is the Traders Associations
and local chambers of commerce and industry, which have a noteworthy presence in
every district17
.
XIV. District Traders Associations and Local Chambers of Commerce and Industry: The
research suggests that market based association are playing significant roles in their
respective areas. Especially the District Traders Associations, and Local Chambers of
Commerce and Industry are noteworthy in this regard. Memberships of the
associations is open to all the active traders, and are organized to work for the welfare
of their respective communities. However these organisations were found to be active
in community support services and activities such as arranging religious ceremonies,
supporting local festivals, arranging relief services in disasters, supporting educational
and health related activities, assisting local government in maintenance of peace etc.
Similarly, specialized/commodity based organisations have strong presence in these
areas. It was noted during the course of study that these associations and organizations
can play an instrumental role in mobilizing the support of the local private sector and
business community18
. These organisations have very effective networks of traders
across the districts and can provide an effective entry point to engage and motivate the
local business communities to strengthen the CVE related activities. Majority of the
representatives interviewed during the course of the study expressed strong inclination
to be part of the efforts which can contribute to stability and business friendly
environment in their respective areas.
14
Bureau of Statistics, Government of Punjab. 2016. Multiple Indicator Cluster Survey 2014. 15
Bureau of Statistics, Government of Punjab. 2016. Multiple Indicator Cluster Survey 2014. 16
Bureau of Statistics, Government of Punjab. 2016. Multiple Indicator Cluster Survey 2014. 17
Except for Lodhran and Muzaffargarh, the districts of Multan and Bahawalpur have vibrant chambers of
commerce and industries. 18
For example these include but not limited to; Pakistan Cotton Ginners Association (PCGA), Sugarcane
Growers Association, Progressive Mango Growers Group (PMG), All Pakistan Fruit & Vegetable Exporters,
Importers & Merchants Association (PFVA), Cotton Growers Association etc.
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Table 1: Overview of the Private Sector in South Punjab
Districts Wise Number of Enterprises19
Major Private Sector Entities (Commercial
and Industrial) Bahawalpur Lodhran Multan Muzaffargarh
Retailers 6000 4500 6678 5100
Agriculture Support Services (Implements,
Instruments, Pesticides, Fertilizers)
900 115 1512 1225
Telecom Service Provider franchise 60 11 54 18
Hotels 50 11 98 13
Stockist 800 150 218 170
Handicraft 70 - - -
Importers & Exporters 60 30 45 10
Goldsmiths 1500 250 900 800
Banks/Leasing/Financial 650 NA 123 50
Industrial Units 750 94 589 162
The overview of the socio-economic features of South Punjab indicates that poverty
and underdevelopment of the area are the contributing significantly towards nurturing
of violent extremism and radical ideologies in the area. Poverty has been termed as
the fundamental push factor for militancy. The situation is compounded by
underdevelopment and chronic issues of non-performing government sector,
especially the justice sector. The local private sector can play a key role in
strengthening the activities, formation of networks and collaborations which can help
strengthen the CVE narrative in the area.
B. KARACHI:
XV. Karachi‟s primacy as the nation‟s financial hub, its intricate ethnic mix, and religious
and linguistic diversity, makes the city reflective of Pakistan‟s overall socio-political
milieu. The city of over 21 million people, which has long been plagued by
overlapping forms of criminal, sectarian and political violence, currently seems to be
in a transitional state to regain its peace, order and economic vibrancy. During the
course of protracted violence, the „battle for Karachi‟ nevertheless gave way to the
volatile nexus and collusive arrangements between political entities, criminals and
economic entrepreneurs, all motivated by the politics of patronage. An enduring
instability has gripped the urban center, where economy was dependent on the
mobility of huge swaths of its population. But violence often brought life to a
standstill, with fear, insecurity and confusion as its obvious ramifications. Cashing in
on the situation, criminal, political and extremist groups often targeted prominent
businessmen and economic entrepreneurs in order to extort ransoms to finance
19
The numbers are based on following sources: a.) Bahawalpur and Multan Chambers of Commerce and
Industry; b.) District Traders Association of each district; c.) Country Wide Statistics of Industries, National
Skills Information System (NSIS), National Vocational & Technical Training Commission (NAVTTC),
Government of Pakistan.
Countering Violent Extremism Section-II
I-SAPS Page | 15
themselves as well as their organizational operations, making it impossible for the
business entities and their associations to remain non-aligned. The escalation of
erratic violence in Karachi since 2005 for control over its economies and territories
has now significantly waned, though under the recent controversial and at times
partisan state interventions.
XVI. This unpredictable security situation, coupled with other flagrant forms of bad
governance, including chronic energy shortages, protracted settlement of disputes
faced by local and foreign investors, inconsistent taxation policies and poor
intellectual property rights enforcement, led to a significant drop in investments. For
instance the Overseas Investors Chamber of Commerce and Industry (OICCI)
estimated that its member companies in Karachi suffered an estimated loss of PKR 25
Billion in 2014 because of business closures resulting from conflicts and terrorism
related incidents in the city20
. Similarly a sharp decline was observed in the
commercial activities as well, as the total shopping on the Eid Festival was estimated
at only PKR 50 billion, which is 30 percent less than the last year.21
XVII. What once used to be an open local and foreign investment regime, has gradually
become a difficult environment for investors during the last decade. Confirming to
this, the World Bank‟s “Doing Business in Pakistan 2010” report ranked Karachi on
ninth number on the ease of doing business among 13 cities in Pakistan. For instance,
explains the report, obtaining all clearances and permits to build a new warehouse and
hook it up to utilities would take 4 months in Peshawar, which is faster than the
OECD average of 157 days. It takes 3 months longer in Karachi to achieve the same.
Where improved governance as well as law and order and their sustainability is
indispensable for the city to regain its peace, order and economic vibrancy, it is also
imperative to involve all sections of the society to address the burgeoning violent
extremism.
XVIII. Karachi is rightly considered as the financial hub of the country, as it not only houses
all the major business house, but is also the center for industrial and commercial
activities. According to Sindh Industries and Technical and Vocational Authority only
the Karachi city is house to 5,630 small, medium and large industries. The industry in
the city is spread in Sind Industrial Trading Estate Area (SITE), Lyari-Lawrence
Road, McLeod Road, Saddar, Preedy Street, Sher Shah Colony, Bunder Road and
Liaquatabad-Nazimabad. Karachi‟s biggest single industries in terms of number of
establishments are textiles and footwear. In terms of commercial activities, retail and
wholesale comprise the major portion of city‟s economy. Additionally according Sind
20
Interview of Mr. Abdul Aleem, Secretary General of Overseas Investors Chamber of Commerce and Industry
(OICCI) as reported in The News, Monday December 7, 2015. Available at
http://e.thenews.com.pk/newsmag/mag/detail_article.asp?magId=10&id=8233 21
Interview Mr. Atiq Mir, President, All Karachi Tajir Ittehad (AKTI)
Countering Violent Extremism Section-II
I-SAPS Page | 16
governments‟ estimated food and beverage constitutes 9.5% of the city‟s economy
followed paper and printing( 9.8 per cent) and transport with a share of 8.2 per cent.
Besides major business, industrial, and commercial enterprises, the business and traders
community associations are an essential and key feature of Karachi. According to the focal
organisation of traders there are more than 500 traders associations across the city. All
Karachi Tajir Ittehad –All Karachi Traders‟ Alliance (AKTI) is the umbrella association of
vast majority of these organisations. AKTI besides working for the traders rights, closely
work with the governments to ensure a peaceful and business friendly environment in the
city. Similarly, Karachi Electronics Dealers Association (KEDA) is umbrella organization of
Electronic dealers and has strong networks in all the districts of Karachi. KEDA is
appreciative of the challenge of increasing violent extremism and the threat being posed by
VEOs in Karachi. During the course of interview KEDA‟s President expressed his resolve to
contribute towards and support activities which can help mitigate the issue22
. The key
members of these associations have also been working in collaboration with law enforcement
agencies to eliminate crimes and create a business-friendly environment in the economic hub
of Pakistan. As discussed in the foregoing section, associations like AKTI and KEDA can
facilitate programs which can contribute significantly in establishing a strong CVE narrative
in the urban center23
.
22
Interview with Mr. Mohammad Rizwan Irfan, President KEDA 23
Interview with Mr. Atiq Mir. Chairman All Karachi Tajer Ittehad (AKTI)
Countering Violent Extremism Section-III
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Section-III
VIOLENT EXTREMISM: NATURE AND IMPACT ON PRIVATE SECTOR
AND LOCAL BUSINESS
XIX. Escalation in violent extremism in recent years has not only left a devastating mark on
the social milieu of the Pakistani society, but has serious ramifications for the private
sector and the local businesses. The private sector has the principal share in Pakistan‟s
economy. It is estimated that it controls approximately 77% of the commercial
banking sector, 100% of the textile and telecommunication sectors and has substantial
shares in the cement, sugar, automobile, fertilizer and mining sectors. Additionally,
almost all of the whole-sale and retail sectors are also being managed by the private
sector.
XX. Besides the irremediable loss of precious lives, local business and economy are the
worst afflicted from the violent extremism and resultant violent crimes and terrorist
acts over the years. The impact of violent extremism, violence, conflicts and terrorism
is pervasive on the economy in general and private sector in particular. The sharp
increase in the terrorist activities negatively influenced the economic growth which
declined sharply from 6.2 in 2006 to lowest ever 1.6 in 2010. According to the
government of Pakistan‟s estimates, the direct and indirect cost incurred by country‟s
economy from 2001 to 2015 is estimated to be around USD 107 billion.24
The cost is
reflective of the losses suffered by the local economy in terms of physical
infrastructure, declining foreign investments, lowering industrial output, uncertainty
costs etc. Similarly, this also signifies the serious repercussions for the business and
economy in Pakistan, including exodus of capital, decline in foreign direct
investments (FDI), reduced exports, diminishing manufacturing and service sectors,
low public revenues etc.
XXI. Likewise, violent extremism and the resultant actions have serious consequences for
the small and medium businesses, local traders, retailers etc. These include decline in
profits, loss of customer base, security costs, uncertainty, decrease in investments,
supply chain interruptions, non-availability or loss of workforce etc. The private
sector and the local businesses in the sample districts have been affected by the
violent extremism and the resultant militancy. This section maps the nature of the
prevalent violent extremism and its major impacts on the private sector and local
businesses in the area under study.
24
Ministry of Finance, Pakistan Economic Survey 2014-2015 (Islamabad: Government of Pakistan, 2015),
http://www.finance.gov.pk/survey/chapters_15/Annex_IV_War_on_Terror.pdfPakistan Economic Survey 2014-
2015.
Countering Violent Extremism Section-III
I-SAPS Page | 20
24%
18% 46%
12%
Political Ethnic/Linguistic
Religious Social/Gender-based
NATURE OF VIOLENT EXTREMISM
XXII. The respondents during the course of interviews and focus group discussions
identified a number of
key conflicts;
however, the
prevalence of these
varies from area to
area. Around 78% of
the respondents
affirmed the
prevalence of violent
extremism and
conflicts of varying
degrees in their
respective districts.
Religious and
sectarian extremism and ensuing conflicts were found to be the most prevalent,
identified by 46% of the respondents, followed by political (24%) and ethnic (18%).
The most striking finding was from Karachi where 88% of the respondents in the
interviews opted not to mention any specific conflict. When probed in the following
questions, most of them avoided identifying the conflicts in their districts, but few of
them identified the actors in the conflict. Majority of them maintained that political
parties are the main actors in the conflict. It can be inferred that people of Karachi
believe that most of their conflicts are of political nature. Considering the security
situation in Karachi, it is probable that the respondents out of safety concerns avoided
answering such questions in recorded interviews. However, during the course of
FGDs in Karachi, participants identified sectarian and political conflicts as the major
ones.
XXIII. Whereas in South Punjab districts, a vast majority considers religious and sectarian
extremism a major risk which threatens the communities as well as their business
establishments. Political and ethnic extremist trends were also identified as major
types of extremism. The radicalization of the social milieu is evident from the fact
that a vast number of respondents consider social and gender based extremist behavior
as a major cause of concern.
Figure 2: Nature of Violent Extremism
District Muzaffargarh has the highest percentage of respondents citing religious (47.1%)
and sectarian (58.8%) conflict as the most common conflict in the district
Box 2: Incidence of Religious and Sectarian Conflict in Muzaffargarh
Countering Violent Extremism Section-III
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Figure 3: Types of Violent Extremism
XXIV. Findings from the field suggest that most of the respondents (49%) consider religious
leaders as the key actors in facilitation and furthering of extremism in the target
districts. Political parties and their local leaders were identified by 34% of the
respondents as the driving force of the local violent extremism. 19% of the
respondents were of the view that ethnic groups were the enablers, whereas 18% of
the respondents consider the government and its institutions responsible for spurring
the extremist propensities in their respective areas.
Figure 4: Actors Facilitating Violent Extremism
29 24
6 18
83
12 6
18 24
58
82
41 41
65
42
0
29 41
0 0
Muzaffargarh Bahawalpur Lodhran Multan Karachi
Political Ethnic/Linguistic Religious Social/Gender-based
49
34
19 18
5
0
10
20
30
40
50
60
Religious leaders Political parties/Politicians
Ethnic groups Government/Govt. Institutions
Militant andextremist groups
Countering Violent Extremism Section-III
I-SAPS Page | 22
Yes 78.8%
No 21.2%
59
46
29 25 24 19 12
010203040506070
EconomicUncertainty
ReducedBusiness
Hours
DecreasingProfits
MissedProduction
Targets
Workersstay at home
Supply-chainInterruption
Decline inInvestment
VIOLENT EXTREMISM AND ITS IMPACT ON LOCAL BUSINESS AND PRIVATE
SECTOR
XXV. Private sector, especially the entrepreneurs and business community has substantial
stakes in a peaceful and
violence free environment. A
significant majority (78.8%)
agreed that incidence of
conflict has serious
implications for their business,
as it has severe effects on the
supply as well as demand sides
of the business. The
respondents expressed their
views that from availability of
labor and raw material to
logistic challenges, the effects
on business are profound.
Additionally, they informed that incidents of conflicts also have adverse effects on the
demand side of their products as it leads to restricted movement and fear of going into
the markets. In the view of respondents and discussants, protests and processions have
the most negative impact on their business as they have to unexpectedly shut down for
indefinite time period.
XXVI. The key challenge faced by the local business and private sector has been reported to
be the atmosphere of uncertainty, which results in prolonged declines in the economic
activity. Besides, there are multiple challenges for the private sector and the local
business communities in the context of violent extremism. A sizeable number of
respondents (46%) referred to reduction in business hours and the adverse impact on
the profits (29%). For the latter cohort, the decline in profit ranged from 15 to 40
percent and averaged at 28 percent with some variation across both geographical
regions, i.e., 34 percent in Karachi and 22 percent in South Punjab districts. Similarly,
Figure 5: Does Violent Extremism Effects Business
Activities
Figure 6: Effect of VE on Local Business and Private Sector
Countering Violent Extremism Section-III
I-SAPS Page | 23
the respondents also highlighted supply chain interruption and non-availability of
workforce as key issues. The respondents also underscored the challenge of declining
investment in the local markets leading to restrained growth.
XXVII. Review of the responses from different districts is insightful as these are reflective of
the particular realities of their respective districts. For example, in case of Karachi,
one of the major consequences of the extremism and violence as highlighted by the
respondents was the non-availability of workers as they prefer to stay at home.
Whereas the major concern for the local businesses and private sector in the four
districts of Punjab is the reduction in the business hours. The decline in business
hours has serious implications in terms of business and trading activity. The
respondents highlighted during the course of discussions that religious processions
and rioting make them vulnerable to multiple hazards including closure of the
markets, damage to the property, looting of goods and suspension of business
activities for unforeseen periods.
Figure 7: Consequences of VE - District Wise
XXVIII. During the course of discussion, the respondents also highlighted that violent
extremism, militancy and conflicts have resulted in a substantial increase of operating
costs. The participants of discussions particularly highlighted that increase in violent
extremism and radicalization has serious implications for doing business. The routine
religious rituals of yesterdays have now become an issue of grave concern. The
political and religious rallies and the processions of Muharram and Rabi-ul-Awal pose
a serious threat to most of the local businesses, especially oil and gas and the retailers.
These hazards have contributed in increasing the cost of doing business substantially.
The private sector and the local business have to spare considerable resources for
insurance costs, engaging or installing security mechanisms for protecting business
facilities and value chains. Moreover, such disruptions increase the liabilities for the
private sector in terms of paying the salaries without any productive activities.
33 25
33 29 29
53
75
53
65
38
12
47 44
59
41 33
13
33 29
24
7 6
33
18
59
27
6
33
12
29
Muzaffargarh Bahawalpur Lodhran Multan Karachi
Decline in Profit Economic Uncertainty Decline in Investment
Reduced Business Hours Missed Production Targets Workers stay at home
Supply-chain Interruption
SECTION - IV
VIOLENT EXTREMISM:
PERCEPTION, POTENTIAL AND PRACTICES OF
LOCAL PRIVATE SECTOR TO RESPOND
Countering Violent Extremism Section-IV
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Section-IV
VIOLENT EXTREMISM: PERCEPTION, POTENTIAL AND PRACTICES
OF LOCAL PRIVATE SECTOR TO RESPOND
This section presents the major findings from the field on perceptions of the local private
sector towards violent extremism. It also examines the existing practices of private sector
through which they contribute towards their respective communities and what possible role
they can have in responding to the existing challenge of violent extremism.
VIOLENT EXTREMISM: THE PUSH FACTORS
XXIX. Illiteracy and Poverty: Majority of the private sector and business representatives
identified illiteracy, poverty and unemployment as the major push factors which fuel
the violent extremism. Additionally, the lack of public services, social inequities and
lack of access to justice were also identified as the major reasons contributing towards
violent extremism. Participants of the FGDs in Bahawalpur district drew attention
towards an alarming trend observed in the district that the number of children going to
madrassahs/seminaries has increased in past few years. They correlated this trend with
increasing level of poverty and lack of employment opportunities, which force the
marginalized to send their children to madrassahs/seminaries.
Figure 8: Violent Extremism- Contributing Factors
XXX. Lack of Public Services and Violent Extremism: Majority of the respondents in the
interviews and discussants thought poor quality of basic services is also a major
contributing factor in rise of extremism and violence in their area. The poor social
indicators and development of their district were major concerns of people. It is
substantiated from the fact that 44% of the respondents donated money for
development of civic facilities such as safe water, sewage treatment, street lights etc.
in their respective districts. It is noteworthy that the respondents reported to contribute
in the development of their respective areas on self-help basis. The key challenges
8
11
15
20
22
52
53
56
61
Intolerance
Poor Understanding of Religion
Sectarianism
Lack of access to Justice
Social Inequities
Lack of Public Services- roads, water supply,…
Unemployment
Poverty
Illiteracy
Countering Violent Extremism Section-IV
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highlighted by the participants included, unemployment, lack of economic
opportunities, safe drinking water, low standard of public sector education, sewage
and garbage disposal. A vast majority of the respondents (60%) were of the view that
lack of economic opportunities and educational facilities makes their communities
susceptible to violent extremism and radicalization. Absence of productive activities,
such as educational facilities, sports, jobs, push the young towards choices which are
detrimental at individual as well as collective levels.
Figure 9: Lack of Social Facilities and Violent Extremism
XXXI. Susceptibility to Violent Extremism: The respondents were also asked about which
segment of society in their opinion was most susceptible to the violent extremist
narrative. A vast majority (75%) of the respondents agreed that the youth is most
susceptible to the threat of violent extremism. Besides the youth, 30% of the
respondents identified women as most susceptible, followed by 15% of the
respondents who thought children were most vulnerable to violent extremism and the
resulting militancy. This signifies that private sector has the understanding on the
potential victims of the VEOs and their extremist narrative.
Figure 10: Section of Society Most Susceptible to Violent Extremism
60
33
22
17
16
15
14
9
6
Economic opportunities
Schools
Shelter / Housing
Food
Infrastructure
Clean Drining Water
Play Grounds
Hospital
Public Transport
75
30
15
4
1
Youth
Women
Children
All Segments of Society
Poor
Youth Women Children All Segments of Society Poor
Countering Violent Extremism Section-IV
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Contributions and financial support for
religious education and seminaries
(Madrassahs) is most prevalent in District
Muzaffargarh. Where 24% of the respondents
informed that they provide financial support to
seminaries and 12% for religious education.
PRIVATE SECTOR SPENDING: TRENDS AND PRACTICE
XXXII. Substantial majority of the respondents in the interviews as well as FGDs affirmed
providing financial and in-kind support in their respective areas. Fundamental
approach remains assistance and charity to individuals. Charity as a social practice is
deeply embedded in the culture of Pakistan. A substantial majority (94%) of the
private sector respondents informed that they dedicate a specific amount for
contributing towards the welfare of the local community. A significant number of the
respondents (40%) are providing support to different types of education-related
activities, which include education scholarships, providing books and stationery in the
public schools and giving annual contributions to schools being run by welfare
organizations.
XXXIII. Most of the respondents interviewed did not have any organizational policy of
allocating a standard portion of profits for social welfare and they provide direct cash
or in-kind support to individuals than to charities. It is noteworthy that the
respondents were more responsive to individual charitable pleas than to the pleas by
charitable/welfare organizations. As most of them were not sure about the transparent
use of the financial support being given to the charitable/welfare organizations.
XXXIV. The trends of offering cash support vary from district to district, and there are some
noteworthy findings. In district
Muzaffargarh, 53% of the
respondents donated money to
support education, a majority of
which was meant for religious
education offered by the seminaries.
While 35% had charitable giving
dedicated to the monthly stipend for
widows, contributing towards the
marriage of orphan boys and girls, and contributing towards their local mosques. Of
the respondents who donated towards education, only two were found to be
addressing the problem more strategically through their donations.25
Others
essentially helped madrassahs/seminaries in cash or in kind with the aim to support an
institution that fulfills basic necessities of underprivileged children. Almost all of the
respondents donating to seminaries were doing it voluntarily considering it a religious
obligation.
25
One of them is running a primary school where disadvantaged children receive free education and he plans to
upgrade it to middle school. The other businessman supports organisation of seminars in Muzaffargarh city to
raise awareness about the significance of education. He plans to spread this awareness campaign to the tehsils
and towns of the district.
Box 3: Support for Seminaries and Religious Education
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XXXV. Whereas in Bahawalpur, 71% of the respondents helped people of the community in
different ways through charitable giving, including bearing the expenses of education,
provision of food items to the destitute on monthly basis, provision of medicine to
poor patients in hospitals, monthly stipend for poor widows etc.
Figure 11: Local Private Sector Spending Patterns
XXXVI. Vast majority of the respondents (88%) from Lodhran, are spending on charity, which
includes, providing for the education expenditure of poor children, provision of food
and subsistence allowance for the poor families, and donation to improve
infrastructure of mosques and seminaries. Around 41% of the respondents are
spending on local civic works, including up gradation of sewage system, installation
of street lights etc. The percentage of charitable giving in district Multan (88%) is
similar to that of district Lodhran, but more respondents (41%) donated towards
educational causes. In Karachi, 59% of the respondents had charitable giving, while
53% donated towards education. There are various distinct patterns in case of
Karachi; first, substantial majority of the respondents (94%) from business
community supports youth. The activities primarily supported include education,
sports, and health. Secondly, most of the respondents invest on provision of education
and health facilities for young children of their factory workers. Thirdly, unlike the
districts in South Punjab, respondents also claim to financially support youth
programs and sports teams. Significantly, no respondent donates or have inclination to
donate for the purpose of religious education, to madrassahs/seminaries and mosques.
47
29
12
6
24
6
12
71
18
12
6
6
88
24
35
29
6
6
6
82
41
35
6
12
6
12
12
6
59
53
6
41
24
12
18
Charity
Education
Civic Work
Welfare Work
Health Facilities
Contribution to Seminaries
Recreational Activities
Sports
Religious Education
Karachi Multan Lodhran Bahawalpur Mgarh
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Most of the spending on religious education, seminaries, etc. is in the four Southern
Districts of Punjab.
XXXVII. Local Private Sector Investing in Sports, Cultural Activities, Music, and Civil Works:
The field research also identified key private enterprises which are investing in local
cultural activities, festivals, and sports. A district wise details of the major
contributors is given below. A significant number of private enterprises were
identified during the course of the research who not only support and invest on sports,
cultural activities, music and festivals but are willing to collaborate at local level to
strengthen these activities. Of this majority, 54%, invest on sports tournaments and
activities, followed by 35% who provide financial support to cultural activities and
local festivals. 9% of the private sector entities were found who regularly support
music activities in their district.
Table 2:: Private Sector Supporting Cultural, Music, Sports and Civic Activities in South Punjab26
Name of Industry/Commercial
business/ Sports Cultural
Festival Local
Music Civic
Work District Name
Mobilink Franchise District
Muzaffargarh Muzaffargarh
Colgate Pakistan Ltd. Muzaffargarh
Leaver Brothers Muzaffargarh
Choudhary Cement Pipe
Factory Muzaffargarh
Hashir Textile Muzaffargarh
Khan Shoes Factory Muzaffargarh
Silver Boss Factory Muzaffargarh
Khan Iron Works Muzaffargarh
Al Habib Departmental Muzaffargarh
Plastic Factory Muzaffargarh
GM petroleum BWP
Syed Brothers BWP
Asif Goldsmith BWP
Utilities Store BWP BWP
Rafee Cotton Factory, Oil
Mills, Ice factories BWP
Asia Ghee Mills BWP
Osama Zaree Services BWP
Fazal Bio Gas Booster BWP
26
The details of focal persons, contact details, and address are provided in the Annex V
Countering Violent Extremism Section-IV
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(Production of Natural
fertilizers)
Nowal Bio- Sciences BWP
Hushiyarpur Zaree Services BWP
Qureshi Cloth merchant BWP
Lucky Honda Sales and
Service Ahmed Pur East BWP
Syed Computer Accessories BWP
Mashah Allah Traders Multan
Sheikh Traders, Grain Market Multan
Muhammad Hussain & Sons
Textile Multan
Nasir & Nasir Exporters Multan
Abdul Sattar & Sons
Agriculture Multan
Qadir & Sons Stockists Multan
Mehmood Group of Industries Multan
Shaikh Meboob & Company Multan
Mehmood Textile mills
Limited Multan
Usman Hosiery & Garments Multan
Shamim Group of Industries Lodhran
Mirza Gas Center Lodhran
Malik Dealers; Agriculture
Pesticide, Fertilizers Agency
(Dealer Naya Sawera) Lodhran
Ashraf School System Lodhran
AI Poultry Control Sheds Lodhran
Abbasia Public School Lodhran
Tareen Farms Lodhran
Mughal Zarai Farm Lodhran
Smart Collection & Boutique Lodhran
PRIVATE SECTOR: POTENTIAL ROLE IN COUNTERING VIOLENT EXTREMISM
XXXVIII. A substantial majority (70%) of the respondents agreed that the private sector and
local businesses have an instrumental role in responding to the challenge of
intolerance, rising violent extremism, and ensuing militancy. A small percentage
(10%) of the respondents were against any role of private sector and local business in
countering violent extremism. They were of the opinion that it is responsibility of the
Countering Violent Extremism Section-IV
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government and beyond the mandate of the private entrepreneurs and businessmen.
This, however, highlights the importance of government led/supported efforts, which
can ensure effective and efficient participation of the private sector in CVE efforts.
Figure 12: Do Private Sector and Local Business have Role in Countering Violent Extremism?
XXXIX. The respondents of KIIs and participants of FGDs were asked to identify the key areas
where private sector can contribute for countering violent extremism. Majority of
them were of the view that private sector and local businesses should work to create
economic opportunities whereby the youth can be engaged. A substantial number of
the respondents were of the opinion that private sector should invest in the education
sector at two levels, first provision of quality educational services for the out-of-
school children, and secondly, to arrange for skill-based trainings of the youth.
Figure 13: What Possible Actions Private Sector/Local Business Should Take for CVE
XL. Despite the fact that Karachi is the financial and commercial capital of the country,
around 94% of the respondents consider employment as a major challenge being
faced by the youth. It is encouraging to note that they are willing to contribute and
partner towards efforts that can augment provision of economic opportunities by the
private sector will serve as a means to mitigate conflicts in Karachi, which are mostly
of political, ethnic, and religious nature. Around 53% of the respondents were of the
70%
20%
10%
Agree
Somewhat Agree
Don’t Agree
16
20
21
27
35
79
Invest in sports activities for youth
Organize lectures to promote religious harmony
Direct donations to certified charity and poor
Organize festivals/cultural and literary events
Invest in local education sector
Create employment opportunities
Box 4: Private Sector in Aid of District Governments
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During the course of discussions and interviews,
the local private sector representatives, highlighted
the voluntary role being performed by the business
and trader community in every city. They
specifically cited the role played by their
respective associations in bolstering the relief and
rehabilitation efforts during the times of recent
natural disasters. They also informed about the
voluntary role being played by these associations,
local chambers and smaller trader associations in
formulation of peace committees in aide of district
governments during the Muharram and Eid –e-
Milad Processions. Other examples quoted by the
discussants included the Blood donation drives in
collaboration with Hilal-e-Ahmer, Ramzan
Bazaars, etc. Nevertheless, they were of the view
that either the government or some formal channel
is required to mobilize their support.
view that spending in education
will mitigate conflict in the long
term. FGD respondents from
Karachi were of the view that
availability of different education
systems for different class of
people is, in fact, causing more
disparity among the people. With
better job opportunities available
to better educated, and widening
gap between rich and poor, the
underprivileged youth is
becoming more prejudiced
towards the system, and therefore
more inclined to get involved in
conflicts.
XLI. A significant percentage of the
respondents (27%) recommended that the private sector should support and organize
festivals, cultural and literary events. They were confident that such events, besides
providing an opportunity of a positive activity for the youth, also help nurture their
affiliation with their local norms and value systems. Additionally, a number of
respondents also proposed that private sector also needs to organize sports festivals at
regular intervals.
XLII. Another important action supported by the respondents was the regulation of charity
and donation by the private sector. Around 21% of the respondents said that annual
donations and charity should only be given to certified charities. The opinion is
reflective of the understanding of the respondents about the misuse of the resources
given as charity to religious organizations which might be used in facilitating
extremists and militant activities.
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Figure 14: Private Sector/Local Business Actions for CVE -District Wise
XLIII. Promotion of local craft and heritage: Local crafts and heritage are a key medium not
only to enhance economic opportunities but can also be a channel to disrupt the
avenues leading to extremism and militancy. Bahawalpur, Multan, and Lodhran are
famous for handmade embroidery and have the potential to engage a number of
women and youth through employment, and thus acting as a bulwark against VEOs
recruitment drives. The areas are also known for other handicrafts which are marketed
across Pakistan and abroad, including; blue pottery and bangles of Multan, khussa (a
traditional footwear) from Lodhran, baskets and floor mats made of date-palm leaves
of Muzaffargarh etc. The respondents and discussants during the course of interviews
and focus group discussions identified multiple local crafts, which, with the support of
government and private sector, would enhance economic opportunities for women
and youth both. Majority of the respondents and discussants at the FGDs, which also
included members of business community, showed inclination to promote the local
industry and help women and youth to gain access to other markets with their
products. They acknowledged the need to arrange area specific skill-training
workshops and help the new entrants to find work according to their skills.
XLIV. Promotion of Local Festivals: South Punjab has a rich cultural tradition and was
known for its traditional, seasonal and spiritual local festivals (Channan Pir Mela,
Rangela Shah Festival, Besakhi Celebrations, Mela Peer Jevan, Mela Noori etc.27
)
Similarly, Annual Horse and Cattle Shows were also organized under the auspices of
the government. However, due to the extremist threat, lack of support by the relevant
government authorities as well as local philanthropists and businessmen, these
significant events have either been abandoned or have lost their attraction and
27
“Mela” is a word commonly used in Urdu and Punjabi for festivals. These are local festivals mostly linked to
some sufi saint or harvest season.
53
41
12 18
53 53
18
6
41
18 24
6
29 24
76
88
71 65
94
6 12
18
71
24
35
12 6
24
0
20
40
60
80
100
Muzaffargarh Bahawalpur Lodhran Multan Karachi
Invest in local education sector Organize festivals/cultural and literary events
Invest in sports activities for youth Create employment opportunities
Direct donations to certified charity and poor Organize lectures to promote religious harmony
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The district government of Bahawalpur has initiated a major campaign to invest in
promotion of sports in local schools, and celebrating local culture and local heroes. The
district government has allocated special funds from the district government resource pool
to renovate and restore play grounds across the district especially in the public schools.
Similarly, a new festival is being planned to be held in September titled Shaan-e-
Bahawalpur (Pride of Bahawalpur).
The festival aims to celebrate the local culture and honour the local heroes. Such actions by
public sector can set the trend for programs and activities which can help mitigate the
violent extremist discourse. The District Coordination Officer (DCO), who is leading this
effort, expressed his keenness to support the organizations and initiatives which can
promote local culture, arts and crafts. He also expressed willingness to support efforts for
mobilizing private sector support for initiatives aimed at CVE.
popularity. These festivals besides celebrating local culture, arts, crafts and diversity
provided an extraordinary opportunity for the youth entertainment. The survey
respondents asserted that reclaiming the lost cultural space could be one of the key
measures to counter the violent extremist narratives. They were of the view that
promotion of local culture and art is one of the key avenues to address the increasing
intolerance and extremism. During the discussions, a number of traditional local
festivals were mentioned, which, if planned and supported by local private sector and
businesses, can help contribute substantially towards turning the tide of violence.
From the standpoint of local businesses, these events provide an extraordinary
opportunity for the private sector and local businesses for promotion and sale of their
products and services. When inquired about their interest, a substantial majority of the
respondents from private sector and local businesses agreed to support and promote
such festivals.
XLV. Local business communities, traders‟ association, NGOs, and sports clubs are
involved in arranging sports activities and seasonal festivals for their respective
communities. When queried about what future support they can offer to restrain the
growing trend of violent extremism, a majority of the local private sector
representatives (27%) opted for organizing local festivals, while 16% of the
respondents showed inclination to promote sports by regularly organizing
competitions at the district level. Another 15% favored to organize religious events,
like Mehfil-e-Naat and talks by scholars to promote religious harmony and tolerance,
while charity galas and literary events were favored by 11% and 8% of the
respondents respectively. The emphasis, however, was on the need to conduct more of
such activities across the district and not just restrict to main cities.
Box 5: Promotion of Sports and Local Culture: Efforts by District Government Bahawalpur
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Section-V
CORPORATE SECTOR: IDENTIFYING THE ROLE AND FUTURE
DIRECTIONS
XLVI. The corporate sector in Pakistan regularly devotes a significant amount of money on
social development of local communities through investing in various sectors such as
education, health, drinking water, environment, disaster relief etc.28
According to
Pakistan Center for Philanthropy‟s recent report which provides a synthesis of
private/business sector philanthropy in Pakistan from 2000 to 2014, the registered
Public Listed Companies (PLCs) alone had philanthropic donations of Rs.5.9 billion
in the year 2014, while the aggregate giving of fourteen years (2000-2014) stands at
Rs.34.5 billion.29
The actual volume of philanthropic contribution is much higher if
all the businesses reported their spending.
XLVII. The financial services providers, telecom companies, consumer goods, food items,
etc. have huge presence in the field at local levels and they have been consistently
contributing towards the social sector. The violent extremism and ensuing conflicts
have serious implications for their field formations and sales. For instance, the
Institute of Human Rights and Business in its report on “Security and Access” details
the impact of service shutdowns on Telenor Pakistan. The telecom services were shut-
down due to terrorist threats to Muharram processions in 2012 for few hours causing a
net loss of US$49.02 million. Similarly, telecom companies lost PKR2.6 billion on
Eid Day on August 23, 2012 due to cellular shutdown by the Government of
Pakistan.30
There is abundant evidence where the corporates have supported
28
Interview with Mr. Muhammad Mansoor Sarwar, Senior Program Officer, Pakistan Centre for Philanthropy
(PCP). Pakistan Center for Philanthropy (PCP) has been working with development, public and private sector to
help build effective partnerships for social development in Pakistan. PCP has been tracking the nature and
quantum of social sector investments by national and international corporate philanthropy in Pakistan since
2000.
Pakistan Centre for Philanthropy (PCP). 2015. Corporate Philanthropy in Pakistan: A Synthesis Report on
Corporate Giving by Public Listed Companies. Islamabad. The report covers only those PLCs that are registered
with Securities & Exchange Commission of Pakistan and their financial reports are public reflecting donations
in monetized form. While any other donation not recorded in financial reports is not covered by PCP report. The
private sector of Pakistan is “estimated to control 77.0% of the commercial banking sector, 100.0% of the textile
and telecommunications sectors, and significant stakes in the cement, sugar, automobile, fertilizer and mining
sectors. The role of business in power generation and distribution has also grown in recent years, and business
has contributed to the growth in the domestic capital market. ” 29
The estimation is restricted to only those public companies that are registered with Security Exchange
Commission of Pakistan (SECP) and whose annual financial records are public. The PLCs constitute around 1%
of the entire corporate sector of Pakistan, while 3.6% are Public Unlisted Companies (PUC), 91.2% are private
companies, and 4.3% include “single member companies, companies limited by shares, foreign companies, etc.”
The philanthropic donations of over 99% of corporate sector are not known. Even out of 1% of PLCs, only 54%
made their financial records public, while 46% did not during the years 2000-2014.” 30
Security v Access: The Impact of Mobile Network Shutdowns-Case Study: Telenor Pakistan; Case Study
Number 3, SEPTEMBER 2015 Institute for Human Rights and Business (IHRB)
Countering Violent Extremism Section-V
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initiatives contributing towards ensuring peaceful economies.31
In the context of CVE
and potential role of private sector at local levels, this remains a huge resource which
has not been tapped as of now.
XLVIII. In order to have an understanding of the perceptions and potential role the corporates
can play, interviews were conducted during the course of study and the portfolio of
CSR initiatives of ten (10) major companies was reviewed. These included, Engro
Corporation, Hinopak Motors Limited, Indus Pharma, Karachi Electric (KE),
Mobilink, Mari Petroleum Company Limited (MPCL), Philip Morris (Pakistan)
Limited, Pakistan Telecommunication Limited (PTCL), Shell Pakistan Limited (SPL)
and Unilever Pakistan Limited. Substantial majority of the respondents were aware of
the disastrous effects of the increasing violent extremism, and agreed that the CSR
activities by their respective organizations can contribute towards strengthening
initiatives which can help counter the violent extremism and activities of VEOs.
XLIX. As CSR activities of most of the corporate entities are intrinsically linked to their
specific brands and engaging potential consumers, thus the scope of their activities is
quite restricted. At times in terms of thematic focus and is some cases geographical
limitations. This is particularly important in case of public owned entities and some of
the corporate organizations. During the course of interview representatives of three
companies, two public owned and one oil company expressed limitations in this
regard. These companies included; MPCL, PTCL and Shell Pakistan32
. These
companies have comprehensive CSR programs having focus on diverse activities
including health, education, community welfare etc. However these companies were
found reluctant to engage with any other partner to further even their own stated
Social Investment or CSR programs. Similarly, PMI, a leading tobacco company also
expressed reluctance on the pretext that CVE does not fall in the domain of their
company‟s CSR mandate33
. Additionally some of the respondents were of the view
that as CSR by virtue of its concept is the responsibility of respective organization,
thus collaborations or working together is difficult to consider. Nonetheless majority
of the corporate entities contact from Automobile, Pharmaceuticals, Consumer Goods,
and Fertilizer sectors showed eagerness to explore possibilities of working together.
L. In the telecom sector, Mobilink boasts the largest consumer base in Pakistan. The on-
going events of conflict and terrorism affect the telecom industry in a diverse manner.
31
“In South Africa, businesses helped the country transition from the apartheid days to a multiracial state. For
example, Consolidated Goldfields organized and financed meetings between the African National Congress and
the Afrikaners leadership during the final years of the apartheid regime. This dialogue was widely credited with
laying the groundwork for the eventual negotiations that brought end to apartheid”. as cited in Peschka, Mary
Porter. Emery, James J. & Martin, Keith. 2010. The Role of the Private Sector in Fragile and Conflict-Affected
States. Background Paper, World Development Report 2011. 32
Interview with Mr. Fraz Aslam Rana, Executive Vice President, Human Resource PTCL – Etisalat; Interview
with Mr. Behzad Khan – Social Investment Lead, Shell Pakistan; 33
Interview with Ms. Ruby Gul Afridi, Manager Corporate Communications & Media Relations, PMI, Pakistan
Countering Violent Extremism Section-V
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Besides closing their business outlets and franchises, the closure of mobile networks
by the government costs estimated PKR1 billion every day. The teleco was cognizant
of the fact that the local business communities can contribute substantially in terms of
services, financial support and engaging with local stakeholders for addressing the
menace of violent extremism, intolerance and militancy by creating economic
opportunities for youth to help mitigate conflict and promote peace. Mobilink team
was positively inclined to be part of initiative which can contribute towards CVE
through skill development and enhancing employability through the use of
technology.34
LI. Unilever Pakistan is the largest fast-moving consumer goods (FMCG) company in
Pakistan, and based upon its market presence can be considered as one of the largest
multinationals operative in the country. Unilever‟s CSR activities, like most of the
corporate entities are linked to their various brands in order to build a sustainability
message towards those brands. Resultantly, both the brands and their direct or
potential consumers are the beneficiaries of the CSR activities. For instance, the CSR
activities connected to the brand “Lifebuoy” are focused at raising awareness in
consumers about health and hygiene. Unilever‟s CSR activities does engage youth in
a number of activities in the education, health, environment and sports sectors.
Unilever CSR team was found positive for entering into partnerships for activities like
sports and local festivals which can sequentially be linked with their brand
communications35
. With a longstanding presence in South Punjab and having a
dedicated office in Multan Unilever could become key actor in promotion of CVE
activities.
LII. Engro Corporation is a leading private sector enterprise with its portfolio extending
to fertilizers, foods, chemical storage & handling, trading, energy and petrochemicals.
Engro also has the credit of establishing a dedicated foundation for steering CSR
initiatives of all the Engro affiliates. Engro Foundation aims to create a sustainable
impact in the communities with which they work. They have been investing and
supporting multiple initiatives in the livelihood and skills development, education,
health, small infrastructure sectors. The most notable have been their initiatives
focusing on promotion of diversity and inclusiveness. Additionally, the foundation
has been establishing partnerships in the areas where they work for leveraging the
resources and creating alliances for achieving maximum impact of their social
investments. Some of their major financial and implementation partners include;
United States Agency for International Development; PPAF – Pakistan Poverty
Alleviation Fund; SANA – Sindhi Association of North America; IRC – Indus
34
Interview with Mr. Sohaib Arshad, Manager, Communication and Corporate Social Responsibility, Mobilink.
The company has an elaborate corporate social responsibility policy and under it substantial investments have
been made in recent years. They understand that women, children and youth are the worst affected segments of
the society in times of conflict. Being mindful of this Mobilink has been investing in Environment, Education,
Health and Disaster Relief activities through Mobilink Foundation. 35
Interview with Mr. Hussain Ali Talib, Senior Manager Corporate Affairs, Unilever
Countering Violent Extremism Section-V
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Resource Centre, CARE Foundation etc. The organisation has shown keen interest in
exploring possibilities of partnership and working together for the promotion of CVE
initiatives, activities to promote plural values and advancement of peaceful societies36
.
LIII. Hinopak Motors Limited is the leading automobile company which assembles,
manufactures and markets medium and heavy duty vehicles in Pakistan. The company
has a diverse and forward looking CSR component which regularly invests in various
Technical/Vocational Education, environment, youth support, road safety and sports
initiatives. Learning Ka Wheel (Wheel of Learning), Vocational Education Centre at
SITE, Karachi, Sponsoring National Blinds Cricket Tournament 2016, and Support
for Karachi Cricket Club Association (KCCA) to organize inter-firm cricket
tournament are some of Hinopak‟s recent initiatives. A number of community support
activities by Hinopak have been aimed at contributing towards engaging youth and
contribution towards peace. The company plans to contribute towards sports,
education and healthcare in the next financial year. The CSR program of the company
has the realization of adverse effects of increasing levels of extremism and how the
ensuing conflicts can negatively influence the business activities. The CSR program
showed keen interest in collaboration and jointly undertaking activities which can
help contribute in strengthening CVE and promotion of plural values and tolerance in
Pakistan37.
LIV. Indus Pharma has been recognized as one of the most reputed pharmaceutical
manufacturer of Pakistan. Indus Pharma under its CSR policy has been investing in
various initiatives since early 1990s. The key initiatives by Indus Pharma are in the
sectors of Education, Healthcare, Medical Education, and Sports38
. Indus Pharma
supports and sponsors sports activities as a company policy and have been helping
organisation of sports festivals with a special focus on tennis. The company is
cognizant of the fact that the increasing intolerance and violent extremist trends in the
society have a devastating effect on the society. In order to address this challenge,
they are of the view that investments in sports activities and youth engagement are of
vital importance. Indus pharma has been investing substantial human and financial
resources in this regard and are interested in joining hands with organizations working
in line with their company CSR policy39
.
LV. Karachi-Electric (KE) is one of the most prominent power utility based in Karachi,
with a consumer base of more than 2.2 million. K-Electric is vertically-integrated
power utility that manages the generation, transmission and distribution of electricity
36
Interview with Mr. Aman ul Haque, Head of Engro Foundation and Ms. Leena Talpur, Business
Sustainability Analysts, Engro Corporation. 37
Interview with Mr. Nameer Ahmed, Manager CSR, Hinopak, Karachi 38
Green Crescent Trust is a charity organisation being run by Indus pharma. Under the auspices of the trust at
the moment 145 schools are operative across the Sindh province benefiting more than 32,000 children. 39
Interview with Mr. Zahid Saeed, CEO, Indus Pharma
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for Karachi. K-Electric has quite a large portfolio of investments in the social sector
aimed at contributing towards sustainable growth in Karachi. Because of the
politically volatile landscape of Karachi, the conflicts are a recurring phenomenon,
and in case of conflict or a natural calamity K-Electric suffers in terms of
infrastructure loss, that has direct bearing on its transmission and distribution
capacities. In order to mitigate conflict K-Electric team understands that diverse
investment in social capital is critical. As of now, K-Electric has no dedicated
program which is directly aligned with CVE objectives. However, the company is
conscious of the violent extremism and conflict situation in Karachi and is interested
in exploring possibilities to direct its efforts towards activities which can help
addressing the push factors of violent extremism and radicalization in Karachi.40
Table 3: Corporate/Business Entities Interested in Partnering for CVE with AeP
Sr.
Name of the Company
Interested in Collaboration
for CVE Activities/Signing
MoU with AeP
1 Engro Corporation
2 Hinopak Motors Limited
3 Indus Pharma
4 Karachi Electric (KE)
5 Mobilink
6 Mari Petroleum Company Limited (MPCL)
7 Philip Morris (Pakistan) Limited
8 Pakistan Telecommunication Company Limited
(PTCL)
9 Shell Pakistan Limited (SPL)
10 Unilever Pakistan Limited
A research by International Alert suggests that “dysfunctional CSR strategies” may
cause conflict and contribute to insecurity if they are not designed in a “conflict-
sensitive” manner.41
Securities and Exchange Commission (SECP) as the key
regulator of corporate sector has a significant role to play in this regard. In 2009,
being encouraged by SECP the business community voluntarily drafted a regulation
for CSR activities. In 2012, SECP convened a round table conference to finalize the
proposed CSR framework. With the stakeholders‟ consent, the CSR guidelines were
approved and notified by SECP in 201342
. SECP CSR Guidelines provides enough
40
Interview with Ms. Sadia Dada, Director Marketing Communications, K-Electric 41
Pakistan Center for Philanthropy (PCP). 2015. Corporate Philanthropy in Pakistan 2000-2014: A Synthesis
Report on Corporate Giving by Public Listed Companies. Islamabad. 42
CSR GUIDELINES 2013: SECP, in consultation with the corporate sector formulated these guidelines. These
guidelines are aimed to promote responsible business conduct that supports community growth for public
Countering Violent Extremism Section-V
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policy leverage to engage in an informed dialogue with the corporate entities in
collaboration with SECP for channeling their CSR resources to augment the efforts
for countering violent extremism.43
The contributions by the corporate commercial
entities, if strategically utilized, would be a huge resource to for supporting CVE
initiatives in Pakistan and particularly at local level.
interest, eliminates adverse practices impacting the public sphere and ensures corporate accountability. Though
voluntary in nature the CSR Guidelines 2013 is the sole policy document in this context and can provide a
strong entry point for engagement with public sector (SECP) and the private sector for creating a support base
for CVE activities. 43
Interview with Mr. Amir Khan, Executive Director Securities and Exchange Commission Pakistan (SECP).
Countering Violent Extremism Section-VI
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Section-VI
CONCLUSION AND LOOKING AHEAD
LVI. Over the past few years the incidents of violent extremism and terrorism may have
reduced substantially in Pakistan, but the malaise runs much deep. Violent and radical
interpretations of religion, intolerance, militant ideologies still enjoy great traction in
the society. The extremism is rampant at all levels of society which aptly explains the
traction radical ideas receive in Pakistan. The violent extremist organizations (VEOs)
have become a permanent feature of countries socio-political landscape. It is
imperative to understand that violent extremism in Pakistan is a multi-dimensional
phenomenon, manifested in movements for Islamization, sectarian hegemony,
Talibanization, ethnic and political violence/insurgency in Karachi and Balochistan.
Not discounting the extraordinary counter terrorism initiatives by Pakistan, more
substantial initiatives are required for countering violent extremism (CVE). Pakistan
may have been able to dominate the physical domain of terrorism by reclaiming the
territory and annihilating terrorist heavens, it has yet to make a mark on the
psychological domain. The extremist narrative being embedded in religious rhetoric
dominates the social and political discourse in the country. For a comprehensive
response to the extremist and terrorists, it is imperative to reclaim the lost space,
because the VE narrative and VEOs over the past decade have successfully managed
to capture the local socio-political and cultural space. In order to mount a response to
this multidimensional challenge, fundamental shifts are necessary in the socio
political spheres.
LVII. The present study has been a part of the efforts aimed at making these shifts happen.
An effort to chart the course for identifying the possible role of local businesses and
private sector in countering the violent extremism and reclaiming the space lost to
radical and violent extremist ideologies. The role of local businesses and private
sector has been considered promising for countering the violent extremism for a
number of reasons. First, local business and private sector are one of the worst hit
sections of society from the spread of violent extremism and ensuing militancy.
Secondly, the local businesses and private sector are most well-informed about their
respective communities and the factors perpetuating violent extremism. Thirdly, the
local business leaders enjoy considerable sphere of influence in their respective areas
thus enabling them to engage and influence effectively at local level. Fourthly, the
local businesses and private sectors have already been working in close proximity
with the governments at local tiers in times of emergencies, incidence of terrorism,
etc. thus earning them a position to have quick wins in their respective areas of
influence. Lastly, efforts for countering violent extremism have direct impact on
ensuring peaceful and business friendly environments thus making them the main
beneficiaries. The findings of the study corroborate these key assumptions, private
sector and local businesses were found to be conscious of the key challenges brought
Countering Violent Extremism Section-VI
I-SAPS Page | 48
forth by the rise of violent extremism. Besides being well conversant with the key
drivers of violent extremism in their respective areas, the local businessmen had
pragmatic solution for these. Poverty and Illiteracy being the bane of South Punjab
along with other factors have been fueling the recruitment drive of militant extremists.
Increasing employment opportunities, responsive and efficient service delivery of
public utilities like education, health, and drinking water at local tiers, uniform policy
measures and investing in local culture, heritage and sports were some of the key
measures proposed by them. Additionally, there was a strong inclination and
commitment on their part to invest in the cultural, sports, trade activities which can
help generate a robust narrative to help reclaim the lost space to the extremists.
LVIII. The challenge of countering the violent extremism is serious undertaking to say the
least, and there are numerous obstacles ranging from widespread acceptance of
conservative ideologies, religious symbols based extremist narrative, role of the state
institutions, etc. However the insights from the field afford promising signs.
Understanding the role and potential of private sector in countering violent extremism
is an uncharted territory the present study has been an able to generate preliminary
evidence on the topic, and offers following set of policy recommendations, and
possible entry points to engage with local businesses and private sector for CVE
initiatives.
KNOWLEDGE GENERATION:
1. Evidence Generation: The role of local business and private sector is fundamental in
achieving quick gains in terms of countering violent extremism. Nonetheless, there is
hardly any perceptible evidence or knowledge which attempts to examine the role of
local business and private sector in countering violent extremism. The present study with
its limited scope has attempted to address this knowledge gap however this further
highlights the need for a more comprehensive evidence base on the role of local business
and private sector for informing the existing CVE/CVT policy and development
discourse.
2. Model District CVE Strategy for Engaging Local Business and Private Sector: It is
important to appreciate that every district has its distinct features and it would be
imperative to map the local push and pull factors which contribute towards strengthening
the violent extremism. The Model district strategy besides identifying the local push and pull
factors will provide a locally relevant framework to engage private sector, local businesses,
and district chambers of commerce. The model district strategy is proposed to be developed
for one district of South Punjab in close coordination with the respective district
government. The Model District CVE Strategy will be a resource for the district government
and will be valuable for developing informed and targeted CVE interventions.
Countering Violent Extremism Section-VI
I-SAPS Page | 49
ENTRY POINTS AND OPPORTUNITIES FOR PRIVATE SECTOR ENGAGEMENT:
Following recommendations propose multiple entry points for engagement, collaboration and
implementation.
3. National Policy Engagement for Operationalization of National CSR Guidelines
(SECP): A national and provincial level policy engagement is proposed with an aim to
operationalize the National CSR guidelines. The CSR guidelines were issued by
Securities and Exchange Commission of Pakistan (SECP) in close consultation with the
stakeholders at national level. CSR Guidelines provide policy framework aligned with
the CVE priority areas and key areas identified for investment including, promotion of
local culture, festivals, sports, and youth development. The engagement is proposed to
be done in close collaboration with SECP. The target audience for the National
Consultation on CSR will be Multi National and National Corporations, Federal
Chamber of Commerce and Industry, Lahore, Multan, Islamabad, Karachi Chambers of
Commerce and Industry, International and National Development Partners, Media, etc.
4. Engagement with Corporate Sector: A multi-tiered engagement with Corporate sector is
proposed:
a. A PCP facilitated engagement with select corporate sector firms is proposed.
The proposed engagement can be initiated in collaboration and support from
Pakistan Center for Philanthropy (PCP). Philanthropy Support Services (PSS)
program of PCP is effectively playing the role of clearing house for corporate
philanthropy and promotes partnerships between CSOs, grant-makers and
government. PCP, by virtue of its engagement with Business, Public Sector
and Development organisations provide a credible platform and a practical
opportunity to help align efforts for CVE with private sector acting as the key
vehicle. PCP has been monitoring and reporting on Corporate and Private
sector philanthropy since 2000, thus making it the most credible and effective
partner for facilitating engagement with the private sector and corporate
entities.
b. One-on-one targeted engagement with corporate sector/ CSR programs,
whereby they should be encouraged to design their CSR policies and program
in a manner which contributes towards strengthening local culture and
heritage. Most of the CSR activities are aligned with marketing strategies of
the company and their economic interest. The philanthropic spending is
generally a small part of CSR budget, the engagement should be aimed at
informing the decision making process for using that portion of the resource
pool.
5. Engagement with NACTA: NACTA has a dedicated section working on CVE, however
there is hardly any initiative which targets to unleash the potential of local businesses
and private sector in support of district and sub-district tier interventions. An informed
Countering Violent Extremism Section-VI
I-SAPS Page | 50
engagement with NACTA on this particular area is suggested with an aim of devising a
perceptive strategy for engaging local businesses and private sector in South Punjab and
Karachi. It is also proposed that a special briefing session may be arranged to share the
findings of the study with NACTA CT and CVE teams.
6. Exploring possibilities of partnering with Corporate Sector: During the course of the
study a number of corporate entities expressed interest in exploring collaboration on
initiatives aimed at countering violent extremism. These include, Engro Corporation,
Unilever, Hinopak Motors Limited, Indus Pharma, and Mobilink, It is proposed that the
follow-up to initial conversation be initiated to explore future collaborations.
7. Piloting the Model in a Select District: Working with local private sector is an
uncharted territory, though there numerous examples from international practice to
establish that private sector can play an effective role in strengthening the narrative to
counter violent extremism. Nonetheless it is recommended that this work should be
piloted in one district so as to have better understanding of the impact and possible
obstacles in this regard. Considering the ground situation, the study recommends that the
work may be piloted in District Bahawalpur.
8. Road Map for Engagement at District/Tehsil Tiers: Engaging with SMEs and district-
level traders‟ associations will be fruitful in creating impact and implementing the
findings of the study. Local traders have organized associations connecting business
community at different tiers of the district, with more ingress into the communities. In
order to effectively respond to violent extremism, engagement is proposed with district
level traders and businessmen associations. In order to undertake effective engagement
following is proposed:
a. District-specific strategy for engagement with district traders‟ associations be
developed in collaboration with the district governments. The strategy should
clearly outline the policy asks from the local traders‟ associations.
b. Track Your Money: Sensitization of and training of local traders‟ associations
for identifying and tracking the money being given to individuals and
organizations in charity.
c. Formation of Joint Working Groups with District Governments: The traders‟
associations and district governments should be motivated and encouraged to
form joint working groups on devising district-specific strategy to counter
violent extremism
d. Engagement with Local Establishment of National and Multinational
Companies
e. Creating Local Champions of Change: Creation of local champions of change
would be essential to influence the local level processes and garner support
and ownership. The local champions will be instrumental in promotion of the
cause of for development of local arts, crafts and sports.
Countering Violent Extremism Annexes
I-SAPS Page | 53
Annex-I
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Countering Violent Extremism Annexes
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Annex-II
List of Key Informant Interviews: Local Business, Private Sector,
and Public Sector Representatives
Sr.
No. Name of Person
Designation
/Owner
Type of sector-
Interviewees
Name of
Industry/Commercia
l Business/ Chamber
of Commerce
Postal
Address
1. Allah Baksh Owner Cotton Ginning Gulshan Cotton
Ginner
Jhok Jhanwar
Bahawalpur
2.
Khan Atta
Muhammad
Khan
Owner Cotton Ginning Hamza Cotton Ginner Hamza
Cotton
Ginner
Ahmad Pur
3. Ch. Mehmood
Majeed
Owner Ghee Mill Asia Ghee Mill Asia Ghee
Mill
Bahawalpur
4.
Gulzar Ahmad Owner Construction
industry
Dawood PVC Pipe
Factory
Dawood
PVC
Baghdadul
Jadeed
Bahawalpur
5.
Haji
Muhammad
Saddique
Owner Cotton Ginning M. Saddique Cotton M Saddique
Cotton
Khanqah
Sharif
Bahawalpur
6.
Ch. Muhammad
Arshad
Owner Cotton Ginning Arshad Cotton Arshad
Cotton
Ahmad Pur
Road
Bahawalpur
7.
Ch. Muhammad
Abdullah
Owner Cotton Ginning Dua Cotton Ginner Dua Cotton
Ginner
Kalanch
Wala Road
Bahawalpur
8.
Faizan Bin Fazal Owner Alternate
Energy
Bio Gas Booster Modal Town
A Railway
Road
Bahawalpur
9. Ch. Zahid Owner Alternate
Energy
Nowal Bio Sciences Small
Industery
Bahawalpur
10. Shaikh
Salahudin
Owner Cattle Shed Control shed Mari
Sheikhan
11.
Rana Munir District
Finance
Manager
Government
officials
(Industry)
Small Industry Office Small
Industery
Office
Countering Violent Extremism Annexes
I-SAPS Page | 57
Industry Bahawalpur
12.
Irfan Cheema Director
Agriculture
Government
officials
(Industry)
Agriculture Office
Bahawalpur
Agriculture
Office
Bahawalpur
13.
Israr Shah Owner District Injum
Tajran
President Distt.
Anjuman Tajran
Pak
Computer
Universty
Chowk
Bahawalpur
14.
Rao Abid Ali Owner Agri-business Moon Enterprises Moon
Enterprises
Old
Sabzimandi
Multan Road
Bahawalpur
15.
Sardar M.
Ramzan Ramay
Owner Agri-business Hushiyarpur Zari
Services
Old
Sabzimandi
Multan Road
Bahawalpur
16.
Zafar Sharif President Chamber of
Commerce
Chamber Of
Commerce
Chamber Of
Commerce
Bahawalpur
17.
Abeer Haider General
Secretary
Chamber of
Commerce
Chamber Of
Commerce
Chamber Of
Commerce
Bahawalpur
18.
Dr. Ehtesham
Anwar
District
Coordinatio
n Officer
(DCO)
Government
Official
Government DCO Office,
Bahawalpur
19.
Mumtaz Khan Owner Textile/Towel
Manufacturers
F.M Towel Industry Bijli Nager
Sector 4F
Orangi Town
20.
Mr. Fawad
Ahmed
Owner Textile
Exporters
Jawad Industries
(Exporter)
Kashif
Centre Near
Hotel
Mehran
21.
Ghani Haider Owner Printing and
Publishing
Ghani Industry Pakistan
Chowk,
Karachi
22.
G.M Munawar Owner Heavy
Machinery
Universal Tractor Tariq Road
Near
Rehmaniya
Masjid
23.
Yaseen Malick Owner Pharmaceutical Hilton Pharmaceutical
Company
Shahra-e-
Faisal,
Karachi
24.
Farhan Chawla Owner Pharmaceutical Bosch Pharmaceutical
Company Ltd.
Shahra-e-
Faisal,
Karachi
25.
Aamir Abbasi Md Alternate fuel Byco Petroleum Near Hub
Power Plant,
Karachi
Countering Violent Extremism Annexes
I-SAPS Page | 58
26. Shahid Shaikh Edo
Industries
Provincial
Government
EDO Industries Civic Center,
Karachi
27. Mr. Rafaqat Do Provincial
Government
DO Industries SITE Area,
Karachi
28.
Mr. Ejaz Ahmed President Traders
Association
Traders Association Orangi
Town,
Karachi
29.
Khurshid Jafri Md Rice Marketing
and Export
Jaffri Rice Products Nazimabad
No. 3
Karachi
30.
Mr. Faryad Manager Rice Marketing
and Export
Sindh Rice Products Nazimabad
No. 3
Karachi
31.
Anjum Naser President Chamber of
Commerce
Chamber of
Commerce
Awan-e-
Tijarat Road
Shahra-e-
Laiqat
32.
Aqeel Al Jaseem Secretary
General
Chamber of
Commerce
Chamber of
Commerce
ST. 2/A
Block 9
KDA Schem
no 5 Clifton
33.
Amir Rasool Owner Cotton Ginning Sohail Kashif, Shah
Nal Lodhran
Sohail
kashif, Shah
Nal Lodhran
34.
Yasir Shah Owner Cotton Ginning Al. Manzoor Cotton
Ginning Factory
Al. Manzoor
Cotton
Ginning
Factory,
BWP Road
35.
Nadeem Sarwar Owner Cotton Ginning Al-Rehman Cotton
Factory
Al-Rehman
Cotton
Factory,
Shuja Abad
36.
Mian Riaz Owner Edible Oil Jaleywal Oil Mill Jaleywal, Oil
Mill, Jalay
Wal,
Lodhran
37.
Rana Faiz Owner Edible Oil Al- Yasrab Oil Mill Al- Yasrab
Oil mill,
BWp Road
38.
Tahir Mehmood District
Officer
Government
Official
Agriculture Government
Complex
Lodhran
39.
Haji Saeed Owner Cotton Ginning Al-Saeed Cotton
Factory
Al-Saeed
Cotton
Factory,
Gogran Road
Lodhran
40.
M. Akram Regional
Manager
Herbal
Medicines
Saadat Herbal Labs Saadat
Herbal Labs
Lodhran
41. Shumaila Anwer Regional
Credit
Banking
U- Micro Finance U- Micro
Finance ,
Countering Violent Extremism Annexes
I-SAPS Page | 59
Manager BWP Road,
Lodhran
42.
Muhammad
Naeem
President Banking Bank of Punjab Bank of
Punjab (near
Fawara
Chowk)
43. Rao Javaid Member Traders
Association
District Traders
Association
Main Bazar,
Lodhran
44. Amin butt Secretary Traders
Association
District Traders
Association
Main Bazar
Lodhran
45.
Malik Madni Owner Pesticide
Supplier
Malik Traders Malik
Traders,
Karor Pakka
Road,
Lodhran
46.
Malik Jaffir Owner Pesticide
Supplier
Jaffar Traders Jaffar
Traders,
Karor Pakka
Road,
Lodhran
47. Rao Ehsan District
President
Traders
Association
District Traders
Association
Main Bazar,
:Lodhran
48.
Mirza Saleem
Akhtar
General
Secretary
Traders
Association
District Traders
Association
Dak Khana
Chowk,
Lodhran
49. Muhammad
Iqbal
President Traders
Association
District Traders
Association
Sarafa Bazar
Lodhran
50. Mian Ramzan
Ansari Owner Industry Power looms
Shah Shams
Road Multan
51. Muzamil Ansari Owner Industry Warping
Bawa Safra
Shah Shams
Road Multan
52. Nafees Ahmed Owner Industry Power Loom Dying
Bawa Safra
Shah Shams
Road Multan
53. Umair Ali Khan Owner Cotton Ginning Cotton Industry Garden
Town Multan
54. Hassan Raza Owner Grocery &
Super Store Wajid Super Store
Zikriya
Town Street
No.40
Multan
55. Muhammad
Rafiq Owner
Event
Organizers
Bismillah Super
Garden
Near Police
Station
Zakriya
Town
Multan
56. Zafer Iqbal Do
Government
officials
(Industry)
Government Officials
(Industry)
Near Dawoo
Workshop
Khaniwal
Rood Multan
Countering Violent Extremism Annexes
I-SAPS Page | 60
57. Ch.Naseer
ahmad
Do
Agriculture
Government
officials
(Industry)
Government Officials
(Industry)
Old Shujabad
Rood Multan
58.
Khalid
Mehmood
Qurashi
President District Traders
Association Traders Union
Rang Mehal
Paint
Qaddafi
Chowk
Multan
59.
Malik
Muhammad
Rafique
Owner Agri-business Shahjahan Agro
Services
Jalalpur Pir
Wala Multan
60. Amir Ejaz Owner Agri-business Mahar Agro Services
Near Boys
Degree
College Jalal
Pur Pir Wala
61. Fareed Mugheez
Sheikh President
Chamber of
Commerce
Chamber Of
Commerce
Near Kalma
Chowk
Multan
62. Khuram Sahib General
Secretary
Chamber of
Commerce
Chamber Of
Commerce
Near Kalma
Chowk
Multan
63.
Malik
Muhammad
Akram
General
Secretary
District Traders
Association Traders Union
Mailk Sahb
Traiding
Coorporation
Hazoori
Bagh Multan
64. Abid Ali President District Traders
Association Traders Union
Chungi No
14 Multan
65. Haseeb Khan
Member of
executive
committee
Chamber of
Commerce
Chamber Of
Commerce
Tariq Road
Multan
66. Mr. Shahid Owner Soap
Manufacturer Mamo Soap Factory
Railway
Road
Muzaffargar
h
67. Mr. Saad Khan Owner Plastic/Polypro
pylene
Sg Polypropylene
(Pvt) .Ltd
Jang Road
Muzaffargar
h
68. Mr. Muhammad
Asif Owner Flour Mill Flour Mill
Railway
Road
Muzaffargar
h
69. Mr. Naseer
Ahmad Owner
Construction-
Allied Products
Industry
Cement Pipe Factory Muzaffargar
h
70. Mr. Abdul-
Rehman Owner
Ready Made
Garment Textile/Boutique
Ali Pur Road
Khan Garh
71. Mr. Muhammad
Ahsan Owner
Plastic Bag
Industry
Ahsan Plastic Bag
Unit
Muzaffargar
h
72. Mr. Muhammad
Aslam Owner
Food
Manufacturer Biscuit Factory
Ali Pur Road
Muzaffargar
h
Countering Violent Extremism Annexes
I-SAPS Page | 61
73. Mr. Ehsan Khan Owner Departmental
Store Al-Haseeb
Ali Pur Khan
Garh
74. Mr. Nadeem Owner Electronic
Goods/Mobile Moon Mobile
Main Bazar
Muzaffargar
h
75. Mr. Azam Qazi Owner Commercial
Business Noor Computers
Ali Pur Road
Khan Garh
76. Mr. Shahid
Ahmad Owner
Food, Bakery,
Confectioner Multan Bakers
Muzaffargar
h
77. Mr. Jahngeer
Ali
District
Officer
Government
Officials Agriculture
Muzaffargar
h
78. Mr. Muhammad
Tahir
Owner Agri Business Neya Sawera
Shajamal
Road Khan
Garh
79. Mr. Imran Khan Owner Agri Business Target Centre Muzaffargar
h
80. Mr. Alam Sher Owner Service
Provider Catering Services
Railway
Road
Muzaffargar
h
81. Mr. Muhammad
Shoaib Owner Agri Business Zubair Agro
Muzaffargar
h
82. Mr. Shahid Owner Soap
Manufacturer Mamo Soap Factory
Railway
Road
Muzaffargar
h
Countering Violent Extremism Annexes
I-SAPS Page | 62
Annex-III
List of Key Informant Interviews: Corporate Sector
S/No Name Designation Organization
1. Mr. Aman ul Haque Head of Engro Foundation
Manager CSR & Media Engro Corporation
2. Mr. Amir Khan Executive Director Securities and Exchange
Commission Pakistan (SECP)
3. Mr. Behzad Khan Social Investment Lead Shell Pakistan
4. Mr. Favad Soomro Director, Engro Foundation Engro Corporation
5. Mr. Fraz Aslam Executive Vice President, Human
Resource Operations
Pakistan Telecommunication
Company Limited
6. Mr. Hassan Hafeez Electrical Engineer Mari Petroleum Company
Limited
7. Mr. Hussain Ali
Talib Senior Manager Corporate Affairs Unilever Pakistan
8. Mr. Mansoor
Sarwar
Senior Program Officer,
Philanthropy Support Services Pakistan Centre for Philanthropy
9. Mr. Nameer Ahmed Corporate Social Responsibility
Officer Hinopak Motors Limited
10. Mr. Suhaib Arshad
Manager, Corporate Social
Responsibility & Corporate
Communications
Mobilink Pakistan
11. Mr. Zahid Saeed Chief Executive Officer Indus Pharma
12. Ms. Ruby Gul
Afridi
Manager Corporate
Communications & Media
Relations
Phillip Morris International,
Pakistan
Countering Violent Extremism Annexes
I-SAPS Page | 63
Annex-IV
List of Focus Group Discussions and Participants
Bahawalpur
Focus Group Discussion 1
Sr.
No. Name Designation Sector Business/Industry/Profession Contact/Address
1
Muhammad
Asif
Owner Commercial
Business
Gold Smith Asif Gold Smith
Sarafa Bazar
Bahawalpur
2
Ejaz ul
Hassan
Naqvi
Senior Vice
President
CSO Wise Development
Organization
Chah Fateh Khan
Bahawalpur
3
Malik
Saddique
Naik
President CSO Social Service Committee Dhanot,
Bahawalpur
4
Rao Abid
Ali
Owner Pesticide
Supplies
Moon Enterprises Moon Enterprises
Old Sabzimandi
Multan Road
Bahawalpur
5
Malik M.
Ejaz
Channer
Owner Pesticide
Suppliers
Channer Traders Channer Market
Old Sabzimandi
Road Bahawalpur
6 Raheel
Tahir
Reporter Media Royal News Press Club
Bahawalpur
7 Asim
Durrani
Reporter Media Din News Press Club
Bahawalpur
8
Zafar Sharif President Chamber of
Commerce
Exporter Chamber of Trade
and Commerce
Bahawalpur
9
Mian
Masood
Ahmad
Owner Commercial
Business
Entrepreneur Model Town C
Bahawalpur
10
Aslam
Khan
Vice
President
District
Traders
Association
Retailer Dubai Chowk A P
E Road
Bahawalpur
Bahawalpur FGD 2
11 Fayaz
Mehmood
Owner Petroleum
Industry
Madni C.N.G Madni C.N.G Multan
Road Bahawalpur
12 Kamran
Rasheed
Owner Petroleum
Industry
Madina Petroleum
Services
Bahawalpur Bypass
13 Ch. Razzaq Owner Commercial
Business
Razzaq Traders Old Sabzimandi
Road Bahawalpur
14 Gulzar
Bhatti
Owner Commercial
Business
Gulzar Zari Service Mari Qasim Shah
Bahawalpur
Countering Violent Extremism Annexes
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15 Jamshaid
Kareem
Owner CSO Al- Fateh Welfare Chowk Nawaban
Bahawalpur
16
Muhammad
Farooq
Azam Malik
Owner
(Farmer
&
Ginner)
Cotton
Ginning
Malik Ginning Factory Awan House
Bahawalpur
17 Aziz-ud-Din Reporter Media Daily Khabrain Press Club
Bahawalpur
18 Mian
Shahid Iqbal
President Chamber of
Commerce
Chamber of Commerce Sona Chandi C.N.G
Bahawalpur
19
Ch Tanveer
Ahmed
Executiv
e
Director
Government
officials
(Agricultural
& Industry)
Agriculture and Industry
Department
Agriculture Office
Bahawalpur
20
Nadeem
Qureshi
General
Sectary
District
Traders
Association
Cloth Merchant Multan Road
Bahawalpur
Karachi
Focus Group Discussion 1
Sr.
No
.
Name
Designation
Sector Business/Industry/Prof
ession Contact/Address
1 Nasir
Shakoor
MD Aluminum
Goods
Japan Metal Industries SITE Area, Karachi
2 Anis Sakari Owner Crockery-
Plastic
Plastic Industries Gudam Chowring
Korangi, Karachi
3 Mr. Naseem Owner Printing and
publishing
MIMA Printing Shorab Goth, Karachi
4
Mr. Ubaid Owner Pharmaceuti
cal
Sami Pharmaceutical
Company
SITE Area, Karachi
6 Uzma
Khalid
Consultant CSOs Intellect Consultant Gulsan-e-Johar
7 Naveed
Shaikh
Reporter Media Royal Channel Karachi
8 Kamran
Shaikh
Reporter Media Qaumi News Karachi
9 Ayaz
Somroo
M.D Provincial
Government
Agricultural & Industry Civic Centre
10 Siraj
Chawla
General
Secretary
Traders
Association
Trade Association Saddar, Karachi
Karachi FGD-2
11 M. Sagheer Owner Textile/ Towel
Manufacturers Sajid & Masid Towel
Industry
4/D Quaid Awan
Colony Orangi
12
Khawja
Farhan
Bashir
Owner Bottled Water Mineral Asia Pvt. Ltd. Korangi Chamra
Chowrangi
Countering Violent Extremism Annexes
I-SAPS Page | 65
13 Shakil
Ahmed
Owner Tannery Universal Leather
Company
Boloch Colony
14 Naushad
Irani
Owner Pharmaceutical Platinum
Pharmaceutical
Company
Shahra-e-Faisal
15 Khurram
Jamal
Owner Software
Development
Software Solution Shahra-e-Faisal
16 Mr. Iqbal Consultant Technology
Consultant
Aptech North Nazimabad
17 Khalil Sattar Owner Food Industry K&Ns Baloch Colony
18 Abid
Hussan
Owner Food Industry Hussani Food Industry Azan Arcade Fida
Hussani Maripur
19 Mr. Farhan Reporter Media Hum T.V Karachi
20 Hafiz
Arshad
Reporter Media Royal Channel Karachi
Lodhran
Focus Group Discussion 1
Sr.
No
.
Name Designation Sector Business/Industry/Prof
ession Contact/Address
1
Shahzad
Ahmed
Owner Industry Muslim Flour Mill Muslim Flour Mill,
BWP Road, Lodhran
2
Mirza Asif
Ali
Owner Industry Ali Ice Factory Ali Ice Factory, BWP
Road, Lodhran
3
Malik
Sohail
Mahmood
Owner Cotton
Ginning
Awami Cotton Factory Awami Cotton
Factory, Shuja Abad
Road, Lodhran
4
Saqib Coordinator CSOs Public Democratic
Forum
Public Democratic
Fourm (near Sabzi
Mandi, Lodhran.
5
Adeeba
Shehrish
District
Coordinator
CSOs Strengthening
Participatory
Organization
SPO Lodhran City,
Lodhran
6
Rana
Shakir
Mahmood
Bureau Chief Media Roze News Roze News, Railway
Road, Lodhran
7
Malik Irfan
Rehan
Reporter Media ARY News Press Club Lodhran
8
Khalid
Jamshaid
Sindhu
District
Officer
Government
official
(Agricultura
l &
Industry)
DO Agriculture Government
Complex, Lodhran
9
Ejaz
Ahmed
President
Main Bazar
Traders
Association
District Traders
Association
Main Bazar, Lodhran
Countering Violent Extremism Annexes
I-SAPS Page | 66
10
Tasim Butt City
President
Traders
Association
District Traders
Association
Main Bazar, Lodhran
Lodhran FGD-2
11
Tahir Javed Owner Flour Mill Flour Mill Tahir Flour Mill,
BWP Road, Super
Chowk. Lodhran
12
Saif Ullah
Bhatti
Senior
Manager
Edible oil GR Industries GR Industries, BWP
Road, Lodhran
13
Sheikh M.
Abbas
Raza
Owner Cotton
Ginning
Sheikh Cotton Factory Sheikh Cotton
Factory, BWP Road,
Lodhran
14
Mehmood
Rafiq
Owner Cotton
Ginning
Mehmood Cotton
Factory
Mehmood Cotton
Factory, Jalal Pur
Road
15
Nasir Javed Territory
Sales Officer
Pesticides
Marketing
Syngenta Syngenta , Fawara
Chowk
16
Ghulam
Shabbir
District
Project
Officer
CSO Marie Stopes Society Marie Stopes Society,
Karor Pakka Road
17
Shahbaz
Awan
Director CSO Public Welfare
Organization
Public Welfare
Organization (near
Sabzi Mandi).
18
Azhar
Bukhari
Auditor/Chie
f Reporter
Print Daily Leher Sahil Jalal Pur Chowk,
Lodhran
19
Mirza
Rajab Ali
Reporter Media Geo/Jang District Club,
Lodhran
20
Rasheed
Ahmed
Dpt District
Officer
Government
Officials
Agriculture Department Government Complex
Multan
Focus Group Discussion 1
Sr.
No. Name Designation Sector
Business/Industry/
Profession Contact/Address
1 Muhammad
Yosuf Owner
Textile-
Accessories Power looms
Chungi No 14
Multan
2
Haji
Muhammad
Yousif
Owner Construction
Goods
Yousuf Marble
factory
Near Plat Rasheed
Abad Khanewal
Road Multan
3 Chaudary
Sultan Owner Goods Packaging Service Provider
House#88 Garden
Town Sheer Shah
Road Multan
4 Zahid Ali
Khan Owner Cotton Ginning cotton industry
House#30 Street
No 1 Alquresh
Housing Scheme
Phase 1 Sher Sha
Rood Multan Cant
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I-SAPS Page | 67
5 Ch. Inayat
Ullah Owner
Fiber Glass
Manufacturer
Hassan Abad
Khaniwal Rood
Multan
6 Jam
Mujahid Owner
Commercial
Business super sote
Mujahid Super
Store Near Model
Chowk Multan
7 Khezar Hyat
Shah Owner Automobile Motorcycle
Near Gulistan
Chowk Masoom
Sha Rood Multan
8 Malik Asim
Kambooh Owner
Electronic/Retail
Goods Electronic
D Markeet Shah
Rukny Alam
Multan
9 Asad Owner Commercial
Business Cement agency
Near Model Town
Chowk Multan
10 Jam Junaid
Iqbal President CSOs NGO
Jam House Mehar
Ali Town Bosan
Road Multan
11
Imtiaz
Akram
Wahla
President CSOs NGO
House#11 Street
#40 Zikria Town
Multan
12 Muhammad
Ismail Owner
Agriculture
Support Services Asim Traders
Ara Pul Bahawal
Pur Road Multan
13 Shoukat
Nawaz Owner
Fertilizers,
Pesticide Retail
Fahad & Saad
Enterprise Basti Malook
14 Razish
Liaqut Puri
Senior Staff
Reporter Media Roznama Ausaf
Roznama Ausaf
Hassan Prwana
Colony Multan
15 Mr. Asim Reporter Media Sama news Hassan perwana
colony Multan
16
Abdul
Hameed
Sheikh
Member
Executive
Committee
Chamber of
Commerce
Manufacturer/Trader
s Association
Humayon road
Multan
17 Bukhsh
Elahi
Member
Executive
Committee
Chamber of
Commerce
Manufacturer/Trader
s Association
Chowk Qazafi
Multan
Focus Group Discussion 2
18 Safdar Ali Owner Fabrics Textile
House No.63,Dawood
Jahania Colony Hafiz
Jamal Road Multan
19 Zahid Ali
Khan Owner Cotton Ginning Industry
House#30 Street No 1
Alquresh Housing
Scheme Phase 1 Sher
Sha Rood Multan Cant
20 Muhammad
Ali Owner Marble Finishing Marble factory
Near Chowk
Rasheedabad
Khanewal Road
Multan
Countering Violent Extremism Annexes
I-SAPS Page | 68
21 Ch.Saad ur
rehman Director Cattle Food Manufacturer
Welkon House Main
Shalimar Bosan Road
Multan
22 Ch. Fahd ur
Rehman Director
Glass and
Packaging
Products
PolyPet (Pvt)
23 Kamran
Majeed Owner Cloth Merchant
Al majeed
fabrics
Main Gardezi Market
Multan
24 Safdar Ali Owner Fabrics Textile
House No.63,Dawood
Jahania Colony Hafiz
Jamal Road Multan
25 Jahanzeb
Khan Owner
Electronic
Goods/Mobile
Phone
United mobile
shop Rahema Plaza Multan
26 Sheikh
Aslam Owner Grocery Store
Sheikh Super
Store
Shah Rukn-E-Alam
Colony Multan
27 Fida hussain General
Secretary Philanthropist Philanthropist
House#11street #40
Zikria Town Multan
28 Faisal
Mansoor President CSO
NGO-Help
human
development
Organization
Shah Rukn-E-Alam
Colony Multan
29
Malik
Muhammad
Tahir Bhutta
Owner Agriculture
Marketing Tahir & Co
Bahawal Pur Chowk
Multan
30
Malik
Muhammad
Javeed
Owner
Agriculture
Fertilizers and
Pesticides
Malik Zrai
Service
Shuja Abad Road
Bridge Lohari Gate
Multan
31 Imrana
Komal
News
Reporter Media
Pakistan News
paper
Near District Courts
Multan
Muzaffargarh
Focus Group Discussion 1
Sr.
No. Name Designation Sector
Business/Industry/
Profession Contact/Address
1 M.Ibrahi
m Owner Utensils Sliver Industry
Mohala Qaim Wala
Muzaffargarh
2 M.Sajid Owner Finished
Clothes Garments MuzaffarGarh
3 Najeeb
Khan Owner
Cotton Allied
SM Industry Power looms
D.G Khan ROAD
MuzaffarGarh
4 Hafez Ur
Rehman Owner Industry Iron Work MuzaffarGarh
Countering Violent Extremism Annexes
I-SAPS Page | 69
5 Murtaza
Hassan Owner Food Industry Biscuits industry MuzaffarGarh
6 M.Hayat
Khan Owner
Agri
Chemicals,
Pesticides,
Fertilizers
Naya Sawera Ghala Mandi Road
MuzaffarGarh
7 Khalil Ur
Rehman Owner
Agri
Chemicals,
Pesticides,
Fertilizers
Soni Dharti Ghala Mandi Road
MuzaffarGarh
8
Rana
Amjad
Ali
Amjad
Journalist Media Daily Pakistan MuzaffarGarh
9
Raja
Abid
Ashraf
President CSOs Kohsar Welfare MuzaffarGarh
Muzaffargarh FGD -2
10
Muhammad
Nasir
Arshad
Owner
Service
Provider/Whol
e Seller
Colgate Pakistan
Ltd
Multan Road
Muzaffargarh
11 Ch. Adeel Owner
Service
Provider/Whol
e Seller
Lever Bros Muzaffargarh
12 Satawat Owner Pesticides
Supplier 4-B, Agri Services Muzaffargarh
13 Mr. Sajjad
Shahid Owner
Fertilizers,
Pesticides, etc.
Agriculture
Equipment
Dost Agro Muzaffargarh
14 Mr. Waqar
Alam Gujjar Journalist
Electronic
Media Media Muzaffargarh
15 Mr. Shiekh
Amir
General
Secretary
Distt. Anjaman
Tajran
Distt-Anjaman
Tajran Muzaffargarh
16 Ch.Mubasha
r Gujjar Owner Plastic Pipes Cement pipe Factory Muzaffargarh
17 M.Amir
Shahzad Owner Textile Hashir Textile Muzaffargarh
18 Mr. Ubaid
Habib Owner
Shoe
Manufacturer Khan Shoes Factory Muzaffargarh
19 Mr. Sajid
Abbas Owner
Plastic
Utensils/Crock
ery etc.
Plastic Factory Ali Pur Bypass
Muzaffargarh
20 Ameer
Hassan President
District Traders
Association
Distt Anjaman
Tajran
MuzaffarGarh
Countering Violent Extremism Annexes
I-SAPS Page | 70
Annex-V
Private Sector Organisations/Individuals Supporting Sports,
Festivals, Literary Gatherings etc.
Sr.
No.
Name of
Industry/Commercial
Business/
Specific Area,
Activities
Supported (sports,
cultural festivals,
local music, Poetry
Recitation, Civic
work)
Name of
Person/Owner Postal Address
District
Name
1 Mobilink Franchise District Foot Ball
Tournament Sheikh Aslam
Multan Road
M,Garh
Muzaffar
Garh
2 Colgate Pakistan Ltd. Cricket Tournament Nasir Janjooa Opp. Degree
College M.Garh
Muzaffar
Garh
3 Leaver Brothers Jashne Baharan
Festival Ch. Adeel
Commety Road
M. Garh
Muzaffar
Garh
4 Cement Pipe Factory Foot Ball Ch. Mubashir
Gujar
Multan Road
M,Garh
Muzaffar
Garh
5 Hashir Textile City Poetry
Recitation
M. Amir
Shahzad
Jhang Road M.
Garh
Muzaffar
Garh
6 Khan Shoes Factory Mela Qureshi Ubaid Habib Ali Pur Road M.
Garh
Muzaffar
Garh
7 Silver Boss Factoy Musical Prg. M. Yameen Ali Pur By Pass
M Garh
Muzaffar
Garh
8 Iron Works Foorl Ball Machth Hafeez Ul
Rehman M. Garh
Muzaffar
Garh
9 Al Habib
Departmental
Local Poetry
Recitation
Ehasan Ullah
Khan
Ali pur Road
Khan Garh
Muzaffar
Garh
10 Plastic Factory Cricket Tournament Sajid Abbas M. Garh Muzaffar
Garh
11 GM petroleum Sports
Malik
muhammad
farooq
GM petroleum ,
By passDera
bhka road BWP
BWP
12 Syed Brothers Sports Syed saad
bahar Shah
Ghalla Mandi
BWP BWP
13 Asif Goldsmith Festivals, Seraiki
Poetry Recitation
Muhammad
Asif
sarafa bazar
BWP BWP
14 Utilities Store BWP Cultural Festivals Mian Massod
Ahmed
Model Town C,
BWP BWP
15
Cold storages, Rafee
Cotton Factory, Oil
Mills, Ice factories
Sports , Cultural
Festivals
Malik Rafee
Hafeez
Heavy Industrial
Area BWP BWP
Countering Violent Extremism Annexes
I-SAPS Page | 71
16 Asia Ghee Mills Sports Ch. Mehmood
Majeed
Ahmed pur Road
BWP BWP
17 Osama Zaree Services Sports especially
Pakistani wrestling Gulzar Ahmed
Mari Qasim
Shah, BWP BWP
18
Bio Gas Boaster (
Production of natural
fertilizers)
Sports and melas Faizan Bin
Fazal
back of SNGPL
Office, model
Town A, BWP
BWP
19 Nowal bio Sciences Sports Ch. Zahid Sab small Industry
area BWP BWP
20 Hushiyar pur Zaree
Services Sports
Sardar
Muhammad
Ramzan
Ramay
old sabaz mandi
Road , BWP BWP
21 Qureshi Cloth
merchant
Sports and Cultural
Festivals
Nadeem
Qureshi
Multan Road
BWP BWP
22 Lucky Honda Ahmed
Pur East
Seraiki musharay
and cultural
Festivals
Fayyaz Ahmed
Lucky Honda,
katchery Road
Ahmed pur East
BWP
23 Computer Accessories Cultural Festivals Syed Israr shah
pak computer
university chowk
BWP
BWP
24 Muhammad Hussain
& Sons Sports and Festivals
Muhammad
Hussan
Water Works
road Multan Multan
25 Nasir & Nasir
Exporters Limited Sports and Festivals Nasir Saddiqi
Suite No. 9,10,11
Ground floor
Abdali road
Multan
Multan
26 Abdulsattar & Sons Sports and Festivals Abdulstar
Street No,1
Office #24
Khanewal road
Multan
Multan
27 Qadir & Sons Sports and Festivals Ghulam Qadir
236-B 1st floor
Gulghusht colony
Multan
Multan
28 Mehmood Group of
Industries Sports and Festivals Khuwaja llyas
Maher munzil
Lohari gate P/O
box No.28
Multan
Multan
29 Shaikh Meboob &
Company Sports and Festivals
Shaikh
Meboob
Ahmad
Near Autoe plaza
Dera adda LMQ
road Multan
Multan
30 Mehmood Textile
mills Limited Sports and Festivals
Khuwaji
Iftikhar
Maher munzil
Lohari gate
Multan
Multan
Countering Violent Extremism Annexes
I-SAPS Page | 72
31 Usaman Housary &
Garments Sports and Festivals
Muhammad
Sajid
Kaly Mundi
Multan Multan
32 Shamim Group of
Industry Sports
Rana
Muhammad
Aslam
Rana House,
Rajpoot Colony
Lodhran City
Lodhran
33 Mirza Gas Center Local Festivals Mirza Saleem
Akhtar
Mirza Gas Center
opposite rescue
15 Lodhran
Lodhran
34 Dealer Naya Sawera Sports and local
Music
Malik Khalid
Hussain
Danwar
Danwran, Tehsil
& District
Lodhran
Lodhran
35 Ashraf School System Sports and local
Music
Rana Ashraf
Ali
Main Office,
Ashraf HSS
super chowk
Lodhran
Lodhran
36 Poultry Control Shads Sports
Sheikh
Iftakhar-ud-
Din
City Shopping
Center Opposite
Rescue 1122
Lodhran
Lodhran
37 Abbasia Public School Sports and local
Music
Mehmood-ul-
Hassan
Abbassi
Abbassi House
Near Soneri
Mosque Kahror
Pacca Lodhran
Lodhran
38 Tareen Form Civic Work Jahangir Khan
Tareen
Tareen form
12/MPR Lodhran Lodhran
39 Mughal Zarai Farm Sports Capt.(R) Izat
Javeed Khan
Mughal form
12/MPR Lodhran Lodhran
40 Smart Collection &
Botique
Sports and local
Music
Malik Habib
Khokher
Smart Collection
& Botique
Multan road
Lodhran
Lodhran
Countering Violent Extremism Annexes
I-SAPS Page | 73
Punjab
80%
Sindh
20%
Geographical Distribution of Sample
Annex-VI
Note on Sample- Geographical Coverage, Sample Size, and Nature
This section provides information about the profile of the respondents of the key informant
interviews and the nts/discussants of the focus group discussions.
1.Overall 80% of the respondents
and discussants were from the
four districts of South Punjab and
20% were from Sindh.
2.A total of 85 interviews were
conducted with 17 respondents
from each of the select districts.
3.Majority of the respondents
(48%) were between the ages of
40 to 60 years with more than 10
years of experience in their current trade profession. Only 17% of the respondents had an
experience of less than 10 years.
4.Majority of the respondents were well educated, and only a small number of respondents
(1.2%) had academic qualification of five years or less. Rest of the key informants
reported to have completed education of a minimum of sixteen years or more.
5.35 percent of the respondents of KIIs were from the industry and production sector,
whereas 22.4% and 15.3% were from the retail and service sector. Respondents from the
Agriculture and allied services constituted 10% of the total respondents.
1.2 2.4 11.8 9.4
16.5
34.1 23.5
1.2
Highest Education Completed
Primary Middle Matric F.A/F. SC B.A/B. SC M.A/M. SC M. Phil/Ph. D Professional Education
Countering Violent Extremism Annexes
I-SAPS Page | 74
32
38
20
29
24
District Wise Distribution of FGD Participants
Bahawalpur Muzaffargarh Karachi Lodhran Multan
46%
41%
7% 6%
Size of Organization
1- 6 Emp 6 – 25 Emp 26 -100 Emp More than 100 Emp
6.The organisations of majority of the respondents can be categorized as small and medium
enterprises, with 46% of the respondents running an establishment with one to six
employees, whereas 41% of the respondents have six to twenty five employees. Only 7%
of the respondents have or working for an organisation with more than 26 employees and
only 6% represented organisations having more than 100 employees.
7.A total of 112 discussants participated in 10 FGDs held in five districts (02 in each
district). In each FGD a minimum of 10 discussants participated. The district wise
distribution of discussants is given below.
22.4 15.3
35.3
10.6 1.2 2.4 2.4 2.4 4.7 2.4 1.2
Retail Service Provide Industry/ProductionAgriculture Other BankingCotton trader Supplier Importer and/or Exporter
Countering Violent Extremism Annexes
I-SAPS Page | 75
8. Besides representation from local industry, market traders, the discussants at the FGDs
from the relevant sections of respective districts, including representatives of
agriculturists, chambers of commerce, public sector, media and civil society. Trade and
profession wise affiliation of the discussants who took part in the FGDs is given in the
chart below.
30
22
8 3
6 6
14 8
2
11
1 1
Trade/Profession Wise FGD Participants
Industry- Manafacturers CSO Agri Marketing Oil and Gas
Agri Pesticides Government Official Media Representatives Service Providers
Retailer Trader Associations Software House Construction Services