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

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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

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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

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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

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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

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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.

.

SECTION - I

INTRODUCTION

Countering Violent Extremism Introduction

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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.

SECTION - II

SOCIO-ECONOMIC CONTEXT

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

I-SAPS Page | 13

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.

Countering Violent Extremism Section-II

I-SAPS Page | 14

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)

SECTION - III

VIOLENT EXTREMISM:

NATURE AND IMPACT ON THE PRIVATE SECTOR

AND LOCAL BUSINESS

Countering Violent Extremism Section-III

I-SAPS Page | 19

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

I-SAPS Page | 21

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

I-SAPS Page | 27

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

I-SAPS Page | 28

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

I-SAPS Page | 29

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

Countering Violent Extremism Section-IV

I-SAPS Page | 30

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

Countering Violent Extremism Section-IV

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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

I-SAPS Page | 33

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.

Countering Violent Extremism Section-IV

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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

Countering Violent Extremism Section-IV

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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

SECTION - V

CORPORATE SECTOR:

IDENTIFYING THE ROLE AND FUTURE DIRECTIONS

Countering Violent Extremism Section-V

I-SAPS Page | 39

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

I-SAPS Page | 40

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

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I-SAPS Page | 42

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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I-SAPS Page | 43

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

I-SAPS Page | 44

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).

SECTION - VI

CONCLUSION AND LOOKING AHEAD

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I-SAPS Page | 47

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.

ANNEXES

Countering Violent Extremism Annexes

I-SAPS Page | 53

Annex-I

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Countering Violent Extremism Annexes

I-SAPS Page | 56

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

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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

I-SAPS Page | 64

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

Countering Violent Extremism Annexes

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