Can SC Directives Improve Public Sector Universities?

on 13/11/2024

By Manzoor Shaikh

Supreme Court’s order for clearing the mess in the country’s public sector universities regarding temporary postings against tenured positions may prove more of a talking point in the institutions rather than a welcome move. This is because the system designed for filling top positions, especially the offices of the vice chancellors, seems to hinder improvement in the institutions.

An exchange of views with several senior professors and vice chancellors suggests that the situation concerning postings, as well as the management of the institutions in line with the prescribed law, may not change in the near future.

Political Influence

In light of their experiences, they believe that political influence is the biggest hurdle to any substantial change in public sector universities. Even the vice chancellors who dare to run the institutions in accordance with the law have to bear the brunt of ruling circles and face stiff resistance from within the institution.

‘There are many factors involved that have led the public sector universities to their present condition,’ says a retired professor who requests anonymity. Vice chancellors alone cannot put the universities on the right track; they need to be free of the pressures that come from ruling circles, whether related to recruitments, appointments, promotions, or governance. For instance, a university professor recalls that vice chancellors receive numerous calls from relevant ministries, departments, elected representatives, etc., asking for undue favors for recommended employees. ‘They are sometimes forced to respond to such calls, knowing they {the vice chancellors} will need to return for funding and resolutions of various issues in their universities.’

Pick Your Vice Chancellor

The overwhelming majority of vice chancellors are political appointees, irrespective of their abilities, claims a senior staff member from a public sector university in Sindh. He {the vice chancellor} is either a nominee of an influential politician in the area where his university is located or a close aide of someone connected to the appointing authority in the respective province.

In Punjab, university circles claim that an influential vice chancellor, who was close to the then chief minister during the PTI government, had 18 people appointed to top positions in the province’s universities. Many people report a similar story in Sindh province as well.

A Complete Game

Another senior professor, who has worked with several known and credible vice chancellors, states that a complete set of factors has shaped a system in which deviation from the established path for aspiring vice chancellors is nearly impossible. For instance, the search committees that provincial governments form to find candidates for vice chancellorships often include individuals of questionable integrity. ‘These committees are comprised of people who neither understand the required caliber and stature nor have any prior experience managing the office of the vice chancellor,’ he claims. ‘They {committee members} often ask silly questions during brief interviews with vice chancellor candidates.’

These committees do not establish any rubrics throughout the selection process for the offices of vice chancellors, making it difficult to assess candidates’ educational qualifications, associations with local and international institutions, publications and citations, professional funding, and international experience. A comprehensive plan for how a university would advance under a new vice chancellor is also lacking.

A senior professor asserts that if the recent appointments of vice chancellors in Sindh’s universities are scrutinized against the requisite standards, hardly any would meet the true demands of the office.

Corruption Allegation: An Effective Tool

Even if a vice chancellor is committed to bringing meaningful change, there are numerous ways to discourage him, especially if he does not adhere to the established standards for the office. A senior official from a public sector university claims that allegations of corruption are the most effective tool to bring him to his knees. He referred to several public sector universities in rural Sindh, stating that the corruption allegation tool was effectively used to dislodge vice chancellors.

Weaker Syndicates

To maintain the status quo, weaker syndicates are essential, says yet another professor serving at a university in Karachi. Since most nominations for members of syndicates are based on political affiliations, they tend to avoid crossing lines and instead facilitate decisions that suit the vice chancellor and political bosses.

For these reasons, around 24 public sector universities across Pakistan have been highlighted in reports submitted by the additional attorney general and provinces to the apex court of the country.

Hydropower: A Crucial Element in the Sustainable Development of Renewable Energy 

on 13/11/2024

Engr. Dr. Muhammad Nawaz Iqbal

Hydropower is an essential component of renewable energy development that is sustainable and contributes significantly to the global shift toward greener and more ecologically friendly power sources. Hydropower is a renewable energy technique that produces electricity by using the kinetic energy of the water as it flows. Hydropower is an essential part of the diverse range of renewable energy options because of its intrinsic sustainability, which comes from the ongoing water cycle, which guarantees a steady and replenishable energy source. Hydropower’s capacity to offer a steady and dependable supply of electricity is one of its main benefits. Hydropower generates electricity in a consistent and predictable manner, in contrast to inconsistent renewable sources like solar and wind. Because of its consistency, hydropower is a key resource for supplying the growing need for sustainable and clean electricity. It also helps to ensure grid dependability and energy security. Hydropower’s baseload properties make it a crucial component for maintaining a steady supply of power and balancing energy systems.

The extended operational lifespan of hydropower projects adds to their overall ecological viability. Hydropower infrastructure’s resilience makes it possible to generate electricity for longer periods of time, adding stability and longevity to the energy mix. since of their lengthy lifespan, power producing facilities have less of an environmental impact during construction and decommissioning since they require fewer frequent replacements or extensive maintenance. Particularly when contrasted with traditional fossil fuel-based power generation, hydropower has a relatively small environmental impact. During its operational phase, hydropower plants emit the fewest greenhouse gases possible, which helps to reduce pollution and carbon dioxide. Further boosting the environmental advantages of hydropower are the reservoirs built by certain sizable hydropower projects, which can act as carbon sinks by absorbing and storing carbon from nearby plant and soil. Hydropower technology’s adaptability enables a variety of project sizes, ranging from modest run-of-river installations to substantial reservoir-based projects. Because of its versatility, hydropower may be used in a range of climates and geographic situations. In rural or off-grid locations, small-scale hydropower installations can be installed to supply electricity to people that might not have access to centrally controlled power systems. On the other hand, large-scale hydropower projects may supply the needs of industrial complexes and metropolitan areas, enhancing the region’s overall energy security.

Reservoirs with hydropower frequently have uses besides producing electricity. They can supply drinking water, store water for agricultural irrigation, and give recreational activities. The ability of hydropower projects to serve multiple purposes, including water management, food security, socioeconomic development, and energy needs, is evidence of their potential to support more general sustainable development objectives. Modern technology, like sophisticated turbine layouts and control structures, improve hydropower facilities’ efficiency. Energy conversion rates are increased by advancements and developments in turbine technology, which raises the effectiveness and affordability of hydropower systems. These developments improve hydropower plants’ overall performance and raise their competitiveness in the changing energy market. Projects using hydropower aid in the management of water resources and the adaptation to climate change. By offering a means of water storage and regulated release, hydropower projects that regulate river flows can help lessen the effects of floods and droughts. Hydropower reservoirs can also function as buffers against climate change, offering dependable water supplies for human and agricultural use despite altered precipitation patterns and heightened weather unpredictability.

For sustainable development, hydropower is essential to efforts to electrify underdeveloped nations. In many regions of the world, especially in isolated and rural locations, getting power is still difficult. Small-scale hydropower projects give off-grid populations a clean, sustainable energy supply by offering a decentralized, dependable option. The process of electricity fosters general socio-economic growth by improving living conditions, opening up economic opportunities, and facilitating access to necessary services. Hydropower project development must take social and environmental factors into account. One way to reduce the possible negative consequences of hydropower developments is to implement thorough environmental impact evaluations and stakeholder engagement processes. In order to guarantee that hydropower projects respect the biodiversity and cultural traditions of the areas they affect and are in line with sustainable development goals, it is imperative that ecological preservation and energy demands be balanced.

As a dependable, adaptable, and low-carbon power generation option, hydropower is essential to the sustainable growth of renewable energy. It is crucial to the worldwide effort to create a cleaner, more sustainable energy future because of its capacity to deliver power consistently, adapt to various sizes and geographical situations, and support more general socio-economic and environmental goals. As best practices and technology advance, hydropower is well-positioned to continue playing a major role in the shift to a more sustainable, resilient, and balanced energy mix.

A Leap Forward in Power Technology: K-Electric, Hussain & Co. Join Forces

on 13/11/2024

K-Electric, a leading electricity provider, has achieved a significant milestone by signing a groundbreaking contract with Hussain & Co., a renowned vendor. This partnership marks a major advancement in the utility operations sector, introducing advanced technology that will enhance the efficiency and reliability of K-Electric’s services.

The contract involves the deployment of two cutting-edge technologies: the IEC indoor multifunction apparatus HySec and the IEC indoor gas switch-disconnector GSec. The HySec is a versatile device designed to perform multiple functions, including switching, controlling, and protecting electrical circuits. The GSec, on the other hand, is designed to provide a secure and reliable way to switch and disconnect electrical circuits.

By integrating ABB’s state-of-the-art HySec and GSec technology into its Medium Voltage distribution systems, Hussain & Co. is elevating its services to new heights. These innovative solutions offer numerous benefits, including enhanced safety, increased efficiency, and elevated reliability. This partnership is a significant step towards delivering sustainable and resilient power solutions.

This contract is a first-of-its-kind, positioning Hussain & Co. as a pioneer in the adoption of these revolutionary technologies. The collaboration between K-Electric and Hussain & Co. is poised to set new industry standards, enhancing the overall efficiency and reliability of electrical services. Hussain & Co. remains committed to pushing boundaries, embracing innovation, and driving excellence in utility services.

Consultants can win projects in SA through collaborations only: Engr. Fahim I. Siddiqui

on 13/11/2024

CEO, Fahim, Nanji & deSouza (Pvt.) Ltd. (FND) Consulting Engineers says offering shareholding to bright employees of company is a secret to grow rapidly 

Economy and Future Prospects
We hear numerous pieces of news that are promising. As consultants, we do not have a barometer for the economy like you can observe in the stock markets; we require 6 to 8 months to determine the results. Businesses in Pakistan have largely divorced themselves from politics and are operating according to their strategies and growing. Over the last one and a half years, we have observed that the projects have not declined to the extent that was feared during the crisis in the country. I realized at the start of this year that a slight improvement has surely come. Our company is doing very well, and by the Grace of God, we are working on around 150 projects at various stages of progress. We have not encountered any issues with bidding so far. We hope for better conditions, and they will come. I believe we are a nation of 250 million people; it’s a huge economy from a global perspective, regardless of our current economic challenges due to poor economic policies. We shall come out of this situation, as I feel, but conversely, economic experts say it is a difficult task.

Impact of Negative Propaganda
Better sense prevails in business circles, and the people who run their companies analyze the situation in an appropriate way and do not get swayed by propaganda. In the world of social media, one cannot hide the truth—it approaches you one way or another. I don’t think the propaganda from electronic media has much impact, as businesspeople are quite discerning.

Make in Pakistan
Making products in Pakistan is possible. It is connected with a shift in thinking. What is necessary are the right policies from the government. If any entrepreneur invests to produce exportable goods, they should be offered incentives so that the industry can earn profits in return for their hard work. People will establish industries if they are given such benefits. I feel that importing goods and selling them here is an easy way to earn money, but this model started decades ago and continues to this day. However, it doesn’t add value, and it drains our foreign exchange resources. Markets are flooded with imported goods. We should focus on making the goods we need in large quantities. The government, with its data, is in the best position to facilitate people on what to make locally in Pakistan. We have the Export Promotion Bureau, but I don’t know how much information it provides to entrepreneurs in the country.

Local Products and Consultants
A significant number of clients set standards when investing, and if the budget is low, only then does the use of local products become an option. Consultants can play a role as mediators by informing clients about locally made products that can be used. It involves taking responsibility for using local products, but consultants often don’t know about the standards and certifications required. Therefore, it is neither the consultant’s responsibility nor do they have the resources to ensure compliance with these standards. This is why third-party certifications are used. If these certifications meet the necessary standards, only then will the consultant advise the client to use the product. Many products are made in Pakistan, but they lack certifications.

In the HVACR industry, obtaining third-party certifications is a difficult task. I have been advocating for locally manufactured HVACR products that meet international standards, not only to serve the local market but also to build the capacity to export them.

Case Study
Turkey can be taken as a case study regarding local manufacturing. Twenty years ago, Turkey was where we are today. What they did was create strong policies and ensured enforcement. We should follow the same path, with the government offering incentives to local manufacturers. All the big names in manufacturing started from small workshops, and their governments supported them fully. Acquiring technology is not a big issue—it can be done through joint ventures. We need to approach all of this with an open mind.

Export of Consultancy Services
In the IT sector, software houses receive projects from around the world and earn foreign exchange upon completing them. This model is already in practice, but on a small scale. I do not have data on it, so I can’t provide much detail.
In the engineering sector, we are facing tough competition from India. I recently visited Saudi Arabia to explore work opportunities for our company. I found that all the big consultancy firms working there have their offices in India, with two to three thousand people working for them. In this situation, we can capture small opportunities, but for larger projects, we would need significant investments in registration and certification processes within that country. We have concluded that we will need to collaborate with others to work abroad. There are two reasons for this: one, for example, F&D is an MEP specialist, but clients often need a one-window service provider who can handle architecture, structure, etc. This can be done through collaboration, allowing us to share investment. This formula should be used by other consultants in Pakistan. We need to work at competitive rates locally and deliver quality overseas. Pakistan’s ambassador in Riyadh has been extremely helpful in this regard. He is making efforts to introduce Pakistani consultants, but beyond that, we must do the rest. Apart from this, I don’t see much effort at the government level.

Where FND is Standing
We started our journey in 1987. Three young engineers—Fahim, Nanji, and deSouza (FND)— with degrees in Mechanical, Structural, and Electrical engineering—decided to form a company offering complete engineering solutions under one roof. We also wanted the company to continue its legacy after us. While we see century-old companies in other countries, it hasn’t been that way in Pakistan. We did good work and earned a strong reputation. In 2011, we registered as a private limited company and added five directors with a 30% shareholding. I observed how people who had been with us for a long time had transformed into different personalities, and I thought to myself, “I wish I had done this earlier.” It is imperative to share responsibility if you want your company to grow. Empowering your staff is a must. 2011 was a watershed moment, after which the company grew rapidly. We took on major projects like Emporium Mall and Packages Mall, in addition to many others. We have built credibility and will continue to maintain it. We are considering offering more shareholding and continuing the succession process. We are also working on how to enter Saudi Arabia. Since July 2022, we have been exporting our design services to a company in the U.S. In summary, we aim to take this platform to new heights.

Govt May Open ‘Axim-like’ Bank to Support Pakistani Companies on International Projects: Engr. Khalid Mirza

on 13/11/2024

ECIL chief says Pakistan needs very serious reform on how we will survive and govern the ungovernable.

Pakistan’s Economic Scenario

Looking at Pakistan’s affairs from 1947 to 1970, the country’s human resource quality and growth rate were impressive. There were policies and mechanisms for implementation under which the planning process took place and businesses were established. Since all these things were planned, the growth rate was better. We used to have 5-year and 10-year plans designed by the Planning Commission. The companies were well informed of such plans and used to start preparations, focusing on their shortcomings in areas like improving the quality of human resources, etc. If we did not find that capability, universities would incorporate such courses into their curriculum that were required and encouraged graduate students who intended to study abroad to take subjects needed in the country. This is an integrated effort that is a must for any country.

However, if a country is running without a vision, it will end up in a situation like the one we have in Pakistan. We do not have any direction and are running the affairs on a short-term basis. Our governments, which also assume power for brief periods, focus on short-term objectives. If we want to develop the country, we require a long-term vision armed with compatible policies and implementation without interruptions. This process requires periodic reviews and modifications, keeping the real objective in sight. This is a serious shortcoming, and because of it, we are losing many things, of which the drain of human resources is the most serious. We have landed in a critical situation, and I don’t see a way out unless the affairs of the country are sorted out.

Recognition of the Real Problem

The real problem lies within us. We do not recognize our core issue, much like a patient who refuses to acknowledge their illness. For instance, in the recent impasse between Pakistan and the IMF, the latter insisted on controlling our expenses. We kept refusing to do so and instead talked about increasing them, which did not align with our revenues. The IMF did not ask for an increase in petrol prices or a raise in electricity tariffs or anything that would hurt the common people. The Fund only asked for expenditures to be in line with revenues. The government proposed closing unnecessary departments, many of which were politically motivated. But the issue is: what would you do with the employees of those departments? There are other related issues as well. In summary, we need very serious reform on how we will survive and govern the ungovernable.

Boom in the Middle East & Pakistani Companies

The talk about the boom in the Middle East and other countries is true to some extent. The opportunities are connected to the perception of our country. Pakistani companies often work as subcontractors for foreign companies in these countries. You can earn if you work as a lead company, but you need technical qualifications and to meet the requirements of merit. Perception haunts Pakistani companies abroad. This needs to change, and we should target niche markets to be successful.

All major engineering companies are capable of working abroad. They can perform very well provided they meet stringent financial criteria and establish their credibility. Pakistani companies must compete with European companies, which have an edge due to the support they get from their countrymen who serve as advisors in these countries.

Support Structure

To begin with, we need to implement laws in our country. We have serious issues when it comes to execution. For instance, the joint venture formula is provided in the PEC Act, but it does not come into force in practical terms. The tragedy in CPEC was that we gave exemptions to Chinese companies. Not only did we, as Pakistanis, lose, but also our professionals and companies lost everything. It was observed that some Chinese contractors were of much lower standards than Pakistani contractors.

Need for a Policy Shift

First of all, we need to frame a policy under which we should export our companies rather than individual professionals. We should support every kind of firm to set foot in foreign countries. It will also benefit our professionals who work with foreign companies for lower salary packages. If we pitch our companies, a cream of our professionals would have opportunities in a better way. I do not have any doubt that Pakistani companies can compete with Western companies in the Middle East. Then we will no longer beg to export our labor; instead, we will export our companies. The government may open an “Axim-like” bank to facilitate Pakistani companies and provide guarantees for big projects in foreign countries.

What’s New About ECIL

Today, skills matter. Professionals with new skills and armed with new technologies possess value; it is a must for project handling. We focus on incorporating newer technologies and young, skilled people into our company. We need to determine what kind of technologies we need to bring improvement in every aspect of our work.

Role of Universities

I believe universities should move ahead in the research side. There are many technologies that can enhance the quality of concrete. For instance, new technologies are being applied in the Middle East, where the strength of concrete is three to four times higher than in Pakistan. They must be using new technologies for sure. Thus, universities must work in this direction. — MS