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Give a brief overview of your professional journey. What made you choose your current industry and technology as your career? 

My professional journey was not one that I had planned since childhood. Rather, it was a result of decisions made in key moments that drew me towards this path. I did not even know what a computer was until the 1990’s and I did not really start using them until the late ‘90s. At that time, there was a large boom in IT, everyone was talking about it, and I become excited about the possibilities this field would have based on the advice from my elder brother Dr. Liaquat Ali Khan, which is what led me to pursue a degree in IT engineering.

I was fortunate to have some really great opportunities in my early career to work at top companies including Siemens, Lockheed Martin and Marriott. These opportunities and experiences gave me a broader vision of the field and led me to pursue further studies abroad. I ended up getting a job at the UN HQ in Copenhagen and later at Novo Nordisk, one of the largest companies in Scandinavia.

My current industry was not a “career” move in the traditional sense; rather, I saw this as an opportunity to give back. It was always in my heart to return and serve the mountain communities where I grew up. When a CIO opportunity opened at the University of Central Asia (UCA), which specializes in mountain societies, I felt I had to pursue the opportunity. UCA is also part of the larger Aga Khan Development Network (AKDN), to which Aga Khan University (AKU) belongs, and my journey continued as now CIO of AKU.

Describe your working style in a few words?

My working style is to make sure I follow the principles that are set out by my organization. At Aga Khan University, these are IQRA – Impact, Quality, Relevance and Access. They have been set by the University’s Chancellor, His Highness the Aga Khan.

In addition to making sure my team’s work and goals are consistent with these principles, I see myself as an enabler. I am grateful to be surrounded by strong and capable talent, and I have confidence and trust in the colleagues that I work with. I help set the direction in which we are going and am there when it comes to resolving any challenges that are ahead. I try to provide as much guidance as I can when asked, but I also let my team members think through solutions themselves to problems that arise. Overall, I think we are a well-knit and capable team, and I see myself as a supporting individual who helps everyone else achieve their goals.

How would others define your communication style? Do you prefer to be close to your employees or maintain a healthy distance, and why?

In my view, I think we are a single team and have to approach everything with this mentality and perspective. I try to be always professional with my team members, but I would say I am neither too distant nor too close. There is a great deal of respect between everyone, but not to the point that something that needs to be said cannot be said; it’s important to have a cordial and warm atmosphere, where we can discuss challenges and resolve them together. At the same time, I want to ensure I have a strong team that continues to grow and achieve their goals, and I do everything that I can to support them in their endeavours. So, I think the communication style is always open, always frank, but at the same time cordial and warm. 

There should be a feeling that we are all one team, and we are supporting one another, that is the most important thing to me for my team. I always try to meet and discuss with everyone regularly, I update my team on items pertaining to the organization, and I seek to constantly understand how things are going and how we can keep doing better – this for me is having strong communication.

As a leader, it is extremely crucial that one is decisive and rational. What do you do when you are stuck or confused? 

As a leader, yes, you often have to make some very tough and very quick decisions. However, I have learned that, when possible, it is better to invest time in making the best decision possible, and to understand that we have our own limits and recognize that we have other leaders to turn to for guidance. In my view, we are always learning, all the time, from one another, at every level of the organization. Therefore, I make sure, before deciding, that I understand the views of my own relevant team members, that their views are heard and accounted for, as I see them as leaders too, and experts in their own domain. Finally, I report to the University’s Provost, and when needed, I can have a discussion with him on any matters that are difficult to resolve. That access to other leaders’ viewpoints and thoughts are critical and important when there are tough decisions to be made.

Mention some of the honourable awards received by your person and the company? 

Throughout my career, I have been recognized for my work. I have received over 40 national and international awards, including the prestigious DXInspire Award in 2022, which represents the highest accolade a CIO can receive. I have also been honored with the World CIO 200 Legend Award in consecutive three years in 2023, 2022 and 2021 by the Global CIO Forum. In addition, I was awarded the Thought Leader’s Excellence Award by the President of Pakistan, Dr. Arif Alvi, at the closing ceremony of the Global Digital Summit in January 2023. Prior to this, I was named “Innovator of the Year” at Novo Nordisk and have published a book. I had the honor of being Pakistan’s nominee for the United Nations’ highest technology position, Chief Information Technology Officer – Assistant Secretary General.

Furthermore, I have had the opportunity to conduct online public lectures with over 50 global technology leaders, including Vint Cerf, who is considered the ‘Father of the Internet’, and Toomas Ilves, the former President of Estonia (https://careerfinder4all.com/technology-lectures-2/).

The Aga Khan University (AKU) is a pioneering institution of higher education with 17000+ faculty and staff, that works to improve quality of life in the developing world and beyond. The University operates teaching hospitals – Aga Khan University Hospitals, Schools of Nursing and Midwifery, Medical Colleges, Institutes for Educational Development, Graduate School of Media and Communications, Institute for the Study of Muslim Civilisations, East Africa Institute and Institute for Human Development. AKU also runs an Examination Board and manages the French Medical Institute for Mothers and Children. More than 2 million patients per year are treated at seven AKU hospitals and more than 350 medical centres.

AKU was ranked among the top 100 universities for clinical medicine and among the top 200 for public health internationally in the ShanghaiRanking’s Global Ranking of Academic Subjects 2019 released by the Academic Ranking of World Universities (ARWU). Also, the US News & World Report placed AKU among the Top 20 universities in the world for public, environmental and occupational health. We will be celebrating 2023 the 40^th year anniversary of AKU’s receipt of its Charter from the Government of Pakistan. To achieve all this in such a short span of time, in my view, is a remarkable institutional achievement, and no doubt in strong part to the excellent leadership that we have in our President, Board of Trustees, and Chancellor, His Highness the Aga Khan.

What makes your company different from those existing in the market? 

Here, I would highlight again that we are a non-for-profit institution founded to improve quality of life in the contexts where we work, which is currently primarily South and Central Asia and East Africa. Our goals are not for ourselves but for the communities in which we work. We are motivated by the fact that our achievements are positively impacting lives. We have to be sustainable, but we are not motivated by profits, which makes us different.

The other major difference, in my view, is the strong principles of Impact, Quality, Relevance and Access which we adhere to, as I mentioned above, and the benefit of having very strong guiding leadership in our President, Board of Trustees and Chancellor. 

Our focus is also on quality, and we cannot compromise on this in any way, that is non-negotiable. I think that has been recognized in the countries where we work, and I think it is a major differentiator. Just like in our professional lives, as an organization, we have to be the best at what we do.

As a technology leader, do you believe in micromanaging every aspect of the business or do you believe in efficient management? 

Efficient management. I think the days of having one leader in an organization who told everyone what to do and checked every little thing, it is just not realistic or possible right now. Knowledge has changed and the world is far more specialized. We have to recognize that institutions are led by multiple people, each with specific knowledge in their own domains, and that knowledge grows everyday with work exposure and experience. Also, I think you cannot be an effective leader if you spend all your time micromanaging your people, because you then do not have the time to allocate to the bigger picture and bigger questions that the organization is facing, which is your role.

For me, the key is to be surrounded by great people who are passionate about what they do and seeking to be the best at what they do. I trust in their wisdom, their experience, their judgement, and am always there to support and overcome obstacles so that they can get their work done better. Yes, at the end of the day, I am responsible, and I have to make tough decisions or tough calls, but for me, I try to make sure my team is onboard and aware, because there has to be a rationale for decisions, and I believe that it is best to rely on good experience and good counsel from strong and capable team members.

State us your major achievements and your company’s achievements under your leadership.

Our recent accomplishment of ISO27001 certification and the implementation of a Cyber insurance across Pakistan and East Africa are significant achievements during my role as a Global CIO, which shows the maturity of the Information Commination and Technology division. I think that the DXInspire 2022 Award is another major achievement for me and my organization, which validates all the hard work that we have been doing, especially with the recent implementation of the largest Electronic Health Record project in East Africa. This is a huge digital transformation that completely changes the healthcare industry in East Africa and will have a major impact on patient quality of care and our ability to better serve our patients. More importantly, the greater access to anonymous but consolidated data will aid in important health-related research in a part of the world that is often neglected or data poor. The reality is that many new drugs and medical interventions are tested primarily on populations in western countries, whose bodies, due to diet and environment, may respond differently. So, the potential impact on research will be tremendous. In addition, in December 2023, The Aga Khan University (AKU), in collaboration with AIM Consulting, hosted the inaugural Health-Tech Summit in Pakistan, marking a historic step towards advancing technology in the healthcare sector (https://tribune.com.pk/story/2453432/aku-hosts-first-health-tech-summit-in-pakistan).

What would you advise to the young emerging leaders?

Follow your passion and realize that success is achieved through hard work. I have not met any successful person yet who has built something without hard work as the primary ingredient. Also, surround yourself with mentors and people who can guide and help you make better decisions, because we cannot have all the answers on our own, so have good teams and good mentors. There is no reward without risk, but you can minimize the risk as much as possible and try to maximize the reward with good thinking and effective planning.

In the vibrant city of Dubai, Zayd Khalid Maniar emerges as a beacon of innovation and leadership, as his journey is fueled by ambition and a relentless pursuit of excellence by the leadership team at Crowe’s UAE Firm as well as the dynamic and beloved Rulers of Dubai, and the United Arab Emirates. As Managing Partner of Crowe UAE, his vision continues to draw inspiration from the Firm’s 400 strong dynamic and visionary workforce and landscape of opportunity that is Dubai. He and his fellow management team inspire young dynamic leaders of tomorrow to reach new heights. Together, we can redefine the boundaries of success in the dynamic world of business.

Follow up on the same, we at CIO Business World took an interview with Zayd Khalid Maniar. 

Below are the highlights of the interview:

Brief our audience about your journey as a business leader until your current position at your company. What challenges have you had to overcome to reach where you are Today?

Zayd is Crowe’s UAE Managing Partner and has been a member of Crowe’s UAE Management Team for over 15 years. 

As Managing Partner his duties include executive responsibility for the Firm’s strategy, overseeing its membership affairs at Crowe Global, and managing the expectations of stakeholders, regulators and their greatest asset, their people.

Tell us something more about your company and its mission and vision.

It’s simple. Every day, we help our clients make Smart Decisions that bring Lasting Value, with an environmentally conscious approach.

Where do you envision yourself to be in the long run, and what are your future goals for your company?

Our Global Leadership Team has a clear vision for the future, which I am pleased to drive forward. To enable our beloved colleagues, and clients, to enjoy sustainable growth. In the long run, I strive to support our service line leaders and help them ensure the firm has robust policies and procedures to support the exciting new era of growth.

Looking ahead, what are your main goals and aspirations for your company’s future?

Looking ahead, we aim to be an important support system for our clients when adapting to and implementing government policies, regulations and adhering to compliance.

What inspired the vision that drives your company’s strategies and innovations?

I am inspired by my family and the great leaders of this prosperous nation. Education continues to evolve, both at our firm and at home and a lot a changed to how we learn and develop. I am pleased to be able to learn from 7 year olds and 70 year olds, alike!

How do you foster a culture of innovation within the organizations you lead?

By having an attitude that’s adept to change. Only then may we embrace innovation.

What strategies have you found effective in building a diverse and successful career?

The strategy for diversity and success is the ability to adapt to changing market and regulatory norms.

What advice would you offer to emerge business leaders striving to make a positive impact in the Middle East?

We live in exciting times, so ask yourself what you can contribute, not what you can get out! Remember, every time you fall, is an opportunity for you to rise to greater heights!

Where do you see the business landscape developments heading in the next 5-10 years, and how do you plan to stay at the forefront of these developments?

The Middle East market and in particular Dubai are a robust engine for growth. We need to use our core competencies to ensure we can benefit from opportunities and, navigate challenging conditions.

Scope 3 emissions, often referred to as “value chain emissions,” are a part of the Green House Gas Protocol corporate standard for greenhouse gas accounting. These emissions are generally the most significant share of an organization’s carbon footprint but are also the most complex to manage and mitigate, as they involve activities not directly owned or controlled by the reporting company. Scope 3 includes both upstream and downstream emissions and encompasses a wide range of indirect emissions sources.

The regulations and guidelines around Scope 3 emissions vary depending on the region and the specific regulatory framework. However, there are some general aspects to consider:

• Voluntary vs. Mandatory Reporting: In many regions, reporting Scope 3 emissions is still voluntary but is increasingly being encouraged or required as part of broader sustainability reporting frameworks. For example, the European Union’s Non-Financial Reporting Directive (NFRD) encourages companies to report on their Scope 3 emissions.
• Standards and Protocols: The Greenhouse Gas Protocol provides the most widely used international accounting tool for government and business leaders to understand, quantify, and manage greenhouse gas emissions, including Scope 3.
• Corporate Sustainability Reporting: Companies may choose to report Scope 3 emissions as part of their sustainability or corporate social responsibility (CSR) reporting. This is often done to improve transparency, manage risks, and identify opportunities for reducing emissions in the supply chain.
• Investor and Stakeholder Pressure: There is increasing pressure from investors, customers, and other stakeholders for companies to report and reduce their Scope 3 emissions. This pressure often drives more detailed and rigorous reporting and reduction strategies.
• Sector-Specific Guidelines: Certain industries have specific guidelines or expectations for Scope 3 reporting. For example, the Science Based Targets initiative (SBTi) provides methods and guidance for companies to set science-based targets for reducing greenhouse gas emissions, including Scope 3.
• Local and National Regulations: Some countries have specific regulations or guidelines for Scope 3 reporting. These can vary significantly and may be more or less stringent than international standards.
• Integration with Broader ESG Goals: Scope 3 emissions reporting is often part of broader environmental, social, and governance (ESG) strategies and goals within organizations.

Technological Approaches for Measuring Scope 3 Emissions

Measuring Scope 3 emissions involves complex data collection and analysis due to the broad range of indirect emission sources across a company’s value chain. Technology plays a crucial role in this process, with several key approaches:

• Life Cycle Assessment (LCA) Tools: These software tools analyze the environmental impacts of products or services throughout their entire life cycle, from raw material extraction to disposal. LCA tools can be instrumental in quantifying Scope 3 emissions related to product use and end-of-life stages.
• Supply Chain Analysis Software: These platforms focus on mapping and assessing emissions within a company’s supply chain. They help identify hotspots of high emissions and opportunities for reduction by analyzing supplier data and activities.
• Carbon Accounting Platforms: These comprehensive tools enable companies to track and manage their carbon emissions across all scopes, including Scope 3. They often feature dashboards, reporting capabilities, and scenario analysis to support strategic decision-making.
• Energy Management Systems (EMS): While primarily focused on direct energy consumption (Scope 1 and 2), EMS can also contribute to Scope 3 analysis by providing insights into the energy use and associated emissions of leased assets, franchises, and outsourced activities.
• Blockchain and IoT: Emerging technologies like blockchain and the Internet of Things (IoT) offer new ways to track and verify emissions data across complex supply chains, enhancing transparency and accuracy.

Data Sources for Scope 3 Emissions Measurement

Scope 3 reporting platforms gather data from a variety of sources:

• Supplier Surveys and Self-Reporting: Direct communication with suppliers to collect data on their emissions and environmental practices.
• Industry Averages and Benchmarks: Utilizing established databases and benchmarks to estimate emissions for common processes or products in the absence of specific data.
• Public and Proprietary Databases: Accessing government or commercial databases that provide emissions factors and environmental impact data for a wide range of activities and materials.
• Sensor and IoT Data: Collecting real-time data from sensors and IoT devices embedded in products or supply chain operations to monitor emissions.

Reliability and Approaches

The reliability of Scope 3 measurement can vary significantly based on the data quality, the methodologies used, and the comprehensiveness of the analysis. Approaches that incorporate primary data from direct suppliers and use robust, widely recognized methodologies (like those recommended by the Greenhouse Gas Protocol) tend to be more reliable. However, even with the best tools and intentions, Scope 3 measurements often involve a degree of estimation and uncertainty, especially when relying on secondary data or industry averages.

Watch-Outs When Sourcing Scope 3 Reporting Software:

• Data Quality and Transparency: Ensure the software supports high-quality, verifiable data collection and offers transparency about its methodologies and data sources.
• Customization and Scalability: The platform should be adaptable to your specific industry and supply chain complexity and scalable as your business and reporting needs evolve.
• Integration with Existing Systems: The software should integrate seamlessly with your existing ERP, CRM, and other management systems to streamline data flow and avoid silos.
• Compliance and Standards Alignment: Verify that the software supports compliance with relevant regional regulations and aligns with international standards like the Greenhouse Gas Protocol.
• User Support and Training: Adequate user support, training, and resources are essential to ensure the successful implementation and ongoing use of the platform.

In conclusion, technology offers powerful tools for measuring Scope 3 emissions, but the choice of platform and approach requires careful consideration of your company’s specific needs, the quality and source of the data used, and the ability to integrate and align with broader sustainability goals.

Visit Magazine – Issue Profiles

Whatever you’re good at, share it with others. To convey this message, Prasanth Edassari use the phrase “Profits through people power,” this emphasizes the fundamental importance of effective people management. Prasanth is the Global Chief Human Resources Officer at House of Shipping communicates the value of investing in human capital to achieve sustainable growth.

To overlook this critical aspect of business strategy, we at CIO Business World conducted an interview with Prasanth to know more about his challenges and achievements over the years. 

Below are the highlights of the interview:

Briefly describe your professional journey up until now.

As an MBA graduate in HR from Oxford Brookes University in the UK, I began my career in the United Arab Emirates (UAE) within the Insurance and Marine oilfield sector, where I worked in administration and customer service for approximately five years. While working in these roles, I developed a strong interest in people management and its impact on organizational success. To pursue my passion for HR, I made the decision to resign from my position and relocate to the UK to pursue my HR qualification.

Following the completion of my HR degree, I worked for several UK-based companies, including EHS, E&Y, and Adecco. In 2003, I returned to the UAE, where I began my career in HR and progressed through the ranks in various industries, including HVAC, manufacturing, electronics, and consultancy. Currently, I serve as the Global Chief Human Resources Officer at House of Shipping, a business consultancy and advisory services company that caters to organizations in the shipping and logistics industry, where I help manage a staff of over 2,000 shipping and logistics professionals from 50 different nationalities, with operations spanning 20 countries and offices on every continent.

What challenges did you face along the way?

As a senior HR leader, I have encountered numerous challenges over the years, including the economic fluctuations that are beyond our control, as well as the unprecedented impact of the Covid-19 pandemic. However, my primary challenge has been to persuade other stakeholders of the crucial role that people play in driving business success. To convey this message, I often use the phrase “PROFITS THROUGH PEOPLE POWER,” which emphasizes the fundamental importance of effective people management.

Despite holding high-level positions, some senior stakeholders may overlook this critical aspect of business strategy. As such, it is essential to continually educate and communicate the value of investing in human capital to achieve sustainable growth and long-term success.

What significant impact have you brought to your industry?

Shipping & logistics industry has always been known to be a 24/7 industry as while we sleep there are ships sailing across oceans and the challenge is our employees always need to be on call whether it’s a weekend or a public holiday and even when they are on holidays.  As an HR professional we try to bring in as much of a friendly culture in the organisation and more flexibility when it comes to work, including work from home and hybrid working policies, extended holidays, employee wellness initiatives/allowances, top class medical insurance etc.  We make sure we work hard and play hard too. 

Tell us about your company and its foundation pillar.

House of Shipping is a leading provider of business consultancy and advisory services to clients in the shipping and logistics industry. Our consultancy services cover a wide range of areas, including Legal Services, Human Resources, Finance and Tax, IT, Strategy, and Marketing. Whether a client is looking to establish a presence in the shipping, maritime, and logistics sector or looking to expand their existing operations, our team of consultants is available to provide customized solutions tailored to meet their specific needs.

In addition to our core consultancy services, we also offer a range of value-added services that are designed to help our clients maximize their success. From ongoing support and training to innovative technologies and tools, we are committed to providing our clients with everything they need to achieve their goals. Also House of Shipping Great place to work in 2023.

How does your company promote workforce flexibility, and what is your role in it?

As a senior HR leader, we recognized the need for our industry to remain productive even amidst the challenges posed by the Covid-19 pandemic, which included working remotely – a particularly difficult feat in our industry. To address this, we implemented policies such as hybrid and remote working to enable our employees to adapt to this new scenario while still maintaining their productivity levels.

We understand the importance of providing our employees with the flexibility and support they need to navigate these unprecedented times. Our approach has been to strike a balance between ensuring business continuity and safeguarding the health and well-being of our employees. We believe that by investing in our employees’ welfare and embracing new ways of working, we can emerge stronger from this crisis.

What is your take on technology’s importance, and how are you leveraging it?

As a senior HR leader, I firmly believe that technology plays a critical role in managing people effectively across all HR functions, from recruitment and employee relations to performance management and talent development. By leveraging technology, we gain valuable analytical insights that help us make informed decisions and drive positive outcomes for our employees and the organization as a whole.

To support our HR initiatives, we have implemented comprehensive HR software as one of main platforms, which has proven to be a valuable tool in streamlining our HR processes and improving efficiency. Additionally, we have adopted Udemy as our learning platform to cultivate a culture of continuous learning and development within our organization.

To attract top talent, we utilize LinkedIn extensively, leveraging its vast network to connect with potential candidates and showcase our brand as an employer of choice. Furthermore, we invest time in marketing our employer brand across various social media platforms, recognizing the importance of building a strong online presence to attract and retain talent in today’s digital age.

What will be the next significant change in your industry, and how are you preparing for it? 

As a senior HR leader, I believe that our industry is poised for significant change in the near future, particularly in areas such as environmental sustainability and digitization. From a shipping perspective, the adoption of environmentally friendly fuels and digital freight forwarding will likely be key drivers of innovation and growth.

To prepare for these changes, we have already begun implementing technology and learning programs to support our HR initiatives. We recognize the importance of being proactive in addressing these emerging trends and adapting to new ways of working. By embracing digital transformation, we aim to drive efficiencies and improve our ability to deliver value to our employees and customers alike.

What are your goals in the upcoming future?

My vision is to be known as the most work friendly shipping & logistics organisation and our most recent employee engagement survey by Culture Amp indicated this approach with a score of 85% engagement, which was 5% higher than the top 25 global shipping & logistics companies and we will strive to be better on this journey. 

What advice would you like to give the next generation of aspiring business leaders?

As a senior HR leader, I cannot overemphasize the significance of people management, empathy, and emotional intelligence in driving business growth and achieving long-term success. I strongly advise leaders to prioritize these critical elements, even as they strive to increase revenues and profits.

Leaders who prioritize their employees’ well-being and professional development are more likely to create a workforce that is passionate, engaged, and committed to delivering exceptional customer experiences. By taking care of your people, you create a culture that fosters loyalty, collaboration, and innovation, which in turn drives business success. In short, investing in your employees is investing in the future of your organization.