The term "leadership" is hard to define, as it has many aspects to it. However, it would not be wrong to encapsulate the meaning of the term in the following words - leadership is all about vision, initiative, direction, dynamism and managing human resource in the best possible way. English Biscuit Manufacturers (Pvt) Ltd is a living example of each.
Rising from the ashes of financial bankruptcy and impending liquidation, EBM today is a 4 billion rupee company, thanks to the vision and leadership of its top management.
As the country's leading manufacturer of biscuits and cookies (with an annual production of around 37,000 metric tons), EBM has become a member of the elite club categorised by the Income Tax Department as "Highest Tax Payers", paying 600 million rupees in tax every year.
It is the first biscuit company to receive ISO 2001 and HACCP certification and is now on its way to acquire ISO 14000. It has awards like the prestigious Environment Excellence Award 2004 and 2005 and the JCR rating for good corporate governance to its credit. With a human resource strength of over 1300 people at its production facilities in Karachi and in Hattar, EBM now registers a 40% share of the Branded Biscuit Market (2004/05).
Sounds unreal! But how did this dream become a reality? EBM's way to the top hasn't been smooth and easy. However, it has been clearly motivated by a vision that was based on the company's core values.
-- No individual is greater than the institution.
-- Integrity, transparency and commitment as a collective cultural ethos.
-- Governance with a human face.
-- Leadership and innovation in all aspects of business.
EBM's top management has always believed in becoming partners with the government in sharing the responsibility of economic and social uplift and development of Pakistan; and to be a good corporate citizen by giving back to the community and improving the lives of the underprivileged. Owing to a constant endeavour to acquire knowledge and excellence in developing human skills, product innovations and state-of-the-art technologies, EBM is where it is today. However, the fruits of success have to be shared equitably, fairly and with compassion with their "partners in business" (shareholders, management, workforce), according to EBM philosophy.
What else makes EBM the dynamic force that it is today? Factors like sensitivity to the environment; a constant learning and adaptation; cohesion and identity; tolerance and decentralisation; ability to build constructive relationships with other entities, within and outside itself; and last but not the least, conservative financing with a view to governing its own growth and evolution effectively.
EBM originally started in 1967 as a British franchise. The leadership change in 1971 converted EBM into the living organisation that it is today. The management now has a goal of turning the company into an institution that can relate to the external world.
One of the greatest example of taking the lead in relation to its environment is EBM responding to the need of initiating a formal biscuit making institute in Pakistan. EBM is now on its way to set up advanced research labs for baking technology in collaboration with HEG Research Institute, Karachi to start a 6 month certification course in biscuit making.
So much for the larger picture - coming down to the basics at EBM, one will find the same exemplary vision and dynamism at the operational level. EBM's policy is alive and is updated every 3 to 5 years to keep abreast with the times. The management believes in developing existing human resource potential - there are 20-year old employees on the payroll. Applying the old adage 'charity begins at home', EBM has sound employee welfare plans and runs the Ujala program for improving literacy among company employees. Scholarships are also provided to employees/individuals for higher studies.
The company has a clearly developed human resource strategy as the management believes that they owe their success to good planning and execution and a combination of young blood and experience within the organisation. At the management level, EBM makes sure to hire people who are technically sound (business grads from reputable institutions, food technologists from Karachi University and the University of Agriculture, Faisalabad). At the operational level, new entrants are provided six month cross-functional training. The organisation has sound internal promotional policies and three-tiered succession plans - which means that at any given time for any position, there are two people available to replace the third leaves.
However, hiring is not done on the basis of technical expertise and experience alone. One of the foremost criteria of selection is the candidate's ability to respect others. Teamwork, integrity and being ethically sound are other attributes that count at EBM. The organisation promotes a culture of respect, empowerment, responsibility and independence.
The management believes that people should be sensitive to their environment, be able to learn and adapt and initiate ideas without fear - mistakes should be a learning experience. And last but not the least, a constant drive towards excellence is what motives the whole team at EBM. Small wonder to win accolades with such a team at work!
Taking the lead again in terms of community interaction, EBM has had a community welfare program in place years before others had even heard of the phrase. For instance, in the field of healthcare, EBM has extended support to Shaukat Khanum Trust, Sahara for Life Trust, Edhi, Fatimid, Marie Adelaide Leprosy Centre, Alamgeer Welfare Trust, the Helpline Trust / Consumer Protection Council and the Children Health and Education Foundation School Children Nutritional Program in Adbullah Shah Ghazi Girls Primary School in Karachi, to name a few.
EBM gives regular donations to the Garage School, the CHAEF School and the Kala Shah Kaku School.
The company was largely responsible for setting up the Female Educational Unit in Mehmoodabad in Karachi, and has been sponsoring scientists & food technologists for training workshops and seminars outside Pakistan, offering internship opportunities for foreign food technologists in EBM, sponsoring seminars and workshops at the Institute of Business Administration and has sponsored the annual Young Leaders Conference.
Promoting healthy activities, particularly sports among the privileged as well as the underprivileged in the country, is another important priority of EBM. While EBM was also the first corporate entity to have sponsored cricket, hockey, tennis and golf in the early years of PTV (when sponsorships were considered a taboo in marketing circles), it also sponsored the Blind Cricket Tournament 2004 and the Asian Olympic of special people in Lahore.
The company has sponsored the first-ever live satellite telecast of major international sporting events such as Mohammad Ali's boxing bouts, World Cup Football and the Finals of the All England Lawn Tennis Championships, direct from Wimbledon.
Be it the local projects like the EBM Cause Way and Bus Stand or the sponsorship of Anti War Campaign by GEO during Iraq War, the press campaign in New York Times and Washington Post USA and Financial Times London for the release of 90,000 Pakistani POWs captivity by India in 1972, EBM believes in taking the lead. And one can go on with the list forever.
A leader is meant to lead and carve pathways where there are none. EBM is one such leader.
(The writer is Managing Director & CEO English Biscuit Manufacturers (Pvt) Ltd)