Client Name

The Hub Power Company Limited (HUBCO)

Faculty Advisor

Dr. Yasir Mansoor Kundi

SBS Thought Leadership Areas

Investment Decision Making

SBS Thought Leadership Area Justification

This ELP aligns with Investment Decision Making because it builds the business case for DEI as a strategic investment, not a compliance exercise. The report includes a financial ROI model (Section 6.4) that converts DEI interventions into measurable returns across four streams: gender inclusion uses retention cost-avoidance, PWD inclusion uses ILO-validated turnover reduction data (48% lower turnover), generational inclusion uses knowledge-continuity risk-adjustment, and regional inclusion uses local-hire cost differentials. A cross-cutting employer-brand and perception model captures reputational returns. The report also draws on 8,089-firm empirical data (Saha et al., 2024) linking workforce diversity to Tobin Q, and BCG's finding that above-median female senior representation produces higher returns on equity. The KPI dashboards and phased roadmap to 2030 give HUBCO's leadership a structured basis for committing capital to DEI as a measurable investment.

Aligned SDGs

GOAL 10: Reduced Inequality

Aligned SDGs Justification

This ELP directly addresses SDG 10 across all four inclusion streams. The gender stream targets the near-zero female representation at plant level (0% non-management across all sites) through phased structural interventions. The PWD stream builds a full inclusion pathway from zero enrolled PWD employees, benchmarked against YTML's 1.18% and the Sindh legal mandate of 5%. The generational stream addresses age-based barriers through knowledge-transfer programmes and succession planning. The regional and ethnic stream targets underrepresentation of Baloch, Tharparkar Hindu minority, and AJK communities at the exact plant sites where HUBCO operates, with local-hire targets and community vocational training already underway at Narowal and through the Baloch apprenticeship programme. The roadmap is time-bound to 2030 with KPIs, which maps directly to SDG 10's target of achieving greater equality of outcome by that year.

NDA

No

Abstract

This report aims to create and model a Diversity, Equity and Inclusion (DEI) framework for Hub Power Company Limited (HUBCO), the biggest Independent Power Producer (IPP) in Pakistan.

The research methodology entailed semi-structured interviews of senior DEI practitioners affiliated with Yunus Textile Mills, Bank Alfalah, HBL, PSO, K-Electric, Artistic Milliners, and NOWPDP to obtain implicit and actionable operations insights that are not available in their public disclosures. This was complemented by a systematic secondary review of BCG, WEF, GDEIB, ILO, Deloitte and six peer-reviewed academic articles and a complete audit of websites and ESG Reports of seven companies in Pakistan (Engro, FCEPL, HBL, K-Electric, Lucky Core Industries, PARCO, and YTML).

HUBCO has an institutional foundation for this process in the form of Women's Circle, an ESG oversight at its board level, childcare facilities, and 22% of its board members are female, as compared to the benchmark average. There are three gaps identified, however, reflecting the current state: Female representation at the plant level is still close to zero (5% of management level, 0% of non-management level); There are no PWD employees enrolled at any of the plants; and no DEI-specific ROI quantified models, although HUBCO has begun developing an ESG strategy with measurable targets through 2030 that this roadmap can extend with regards to the DEI domain. These gaps, in tandem with benchmarked practices, are the analytical basis of the phased execution plan created for the upcoming fiscal years.

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

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