DATE: 13-12-2016

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Introduction of NADRA
NADRA is one of the leading System Integrators in the global identification sector
and boasts extensive experience in designing, implementing and operating
solutions for corporate and public sector clients. NADRA offers its clients a portfolio
of customizable solutions for identification, e-governance and secure documents.

National Database and Registration Authority (NADRA) is the largest IT Companyin

Pakistan and employs a highly skilled work force of 11,100 technical
andmanagement personnel. The company has maintained its position among the
top fifty companies of the world in the field of secure document solution
integration(by ID WORLD magazine) in 2005 and 2006. NADRA not only takes pride
inproducing the Computerized National ID Card of Pakistan but also in producingthe
Worlds first Machine Readable Multi-Biometric Electronic Passport. NADRA has
successfully implemented the Multi-Biometric National Identity Card & Multi-
Biometric e-Passport solutions for Pakistan, Passport Issuing System for Kenya,
Bangladesh High Security Drivers License, and Civil Registration Management
System for Sudan amongst other projects.

In 1973, in a parliamentary session, Bhutto stated in parliament to the people of

Pakistan, "due to the absence of full statistical database of the people of this
country, this country is operating in utter darkness. The government starts issuing
the National Identity Card (NIC) numbers to its citizens and began performing
government databases of the people in the government computers.

NADRA was established on 10 March 2000 by merging Directorate General of

Registration Pakistan a department created under 1973 constitution with National
Database Organization (NDO), an attached department under the Ministry of
Interior, Government of Pakistan created for the 1998 census.NADRA is an
autonomous body to operate independently with the mandate to replace the old
directorate general of Registration with a computerized system of registering 150
million citizens; NADRA launched the Multi-Biometric National Identity Card project
developed in conformance with international security documentation issuance
practices in the year 2000. The program replaced the paper based Personal Identity

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System of Pakistan that had been in use since 1973. To date over 96 Million citizens
in Pakistan and abroad have utilized the system.

Since 2004, NADRA has maintained its position among the top 50 companies of the
world in the field of Computerized National ID Card of Pakistan but also in producing
the worlds firstMachine Readable Multi-Biometric Electronic Passport.

Company way of working

The main aim of NADRA is to register the entire citizen base of Pakistan; the
company needs to set up operations in far flung areas where it is not cost effective
to do so. On the other hand, NADRA is also a self-revenue generating authority that
needs to calculate return on investment in order to sustain itself. NADRA balances
the act of a national organization of strategic importance and a commercially viable
business entity.

Strategy of working with International,local,corporate clients

Products
Computerized National Identity Card (CNIC)
CNIC (Computerized National Identity Card) is the core product of NADRA issued to a
valid/legitimate citizen of Pakistan. It is a blend of state-of-the-art technology and
well-defined business rules to guarantee its authenticity and validity. Every genuine,
18 Years and above, citizen of Pakistan is eligible for CNIC

National Identity Card for Overseas Pakistanis (NICOP)

NICOP (National Identity Card for Overseas Pakistanis) is a registration document to
be issued to a valid/legitimate citizen of Pakistan. Previously it was issued to
overseas Pakistanis working/living/staying/studying abroad for consecutive time
period of six months or possessing dual nationalities but now it can be issued to any
citizen of Pakistan.

Smart National Identity Card

NADRA introduced the Smart National Identity Card (SNIC), Pakistan's first national
electronic identity card, in October 2012. Pakistan's SNIC contains a data chip and
36 security features. The SNIC complies with ICAO standard 9303 and ISO standard
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7816-4. The SNIC can be used for offline and online identification, voting, pension
disbursement, social and financial inclusion programs and other services. NADRA
aims to replace all 89.5 million CNICs with SNICs by 2020.

Pakistan Origin Card (POC)

The POC program endeavors to provide eligible foreigners with unprecedented
incentives to get back to their roots, while ensuring that the motherland remains
tightly integrated with expatriates worldwide which includes

1 Visa-free entry into Pakistan.

2 Indefinite stay in Pakistan.

3 Exemption from foreigner registration requirements.

4 Permission to purchase and sell property.

5 Right to open and operate bank accounts.

Pakistan Passports
NADRA Multi-Biometric e-Passport solution uses overt and covert security features
on the data page supported by most sophisticated technology and business logic
which makes it one of the most modern passports of this era. NADRA has developed
expertise in centralized and decentralized e-Passport solutions to incorporate any
feature as per clients specifications including integration of 4K, 8K, 32K, 64K, 72K
RFID chip, Ghost Images, and Latex Screen printing. The system can help countries
create a highly secure integrated system encompassing immigration, Automated
Border Control and passport issuance while ensuring the genuineness of the holder
as a valid citizen. The system requires minimum human intervention that ensures
transparency while maintaining ease of exit/ entry of citizens without the holders
being harassed unnecessarily.

The key features of NADRAs system include:

1 PKI Public Key Infrastructure

2 RFID Chip

3 Biometric features namely Facial & Fingerprint

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4 IPI- Invisible Personal ID

5 2D Barcode

6 Machine Readable Zone (MRZ)

7 Security Substrate and Laminate

8 Ultra Violet features Micro Printing

9 Holograms

10 Watermark Paper

11 Security Ink

12 3 Color Intaglio Printing

13 Guilloche Patterns

Child Registration Certificates (CRC)

Child Registration Certificates is a registration document used to register minors
under the age of 18 years.

Family Registration Certificates (FRC)

Family Registration Certificates are documents issued to nationals of Pakistan
highlighting the family tree structure of the applicant.

CRITERIA FOR CHANGE

NADRA is one of the few companies in Pakistan that have succeeded in a
revolutionary turnaround achieved primarily through cultural change. Following
changes have shaped NADRAs existing culture are as follows:-

Planned Changes
1 Change in Business Model

2 In-house competence development

3 Change in Mission and Vision

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Accidental Changes (National & International Business
Expansion)
4 PTA

5 NGOs In Pakistan

6 Project with Nigerian government

7 Verification of voters thumb prints after election 2013

8 Mobile companies in Pakistan

9 PTCL Pakistan

10 Corporate with ISI, FIA, ANF ,CAA, PIA, AIRBLUE, Ministry of defense, HEC
Pakistan

11 Project with sir Lankan government

12 Project with Bangladesh

13 Project with government of Sudan

14 Project with government of Kenya

HURDLES:

NADRA was raised under the Ministry of Interior and inherited over 5000 employees
of the old Directorate General of Registration (a pure bureaucratic non-technical
setup) which failed to deliver because of glaring shortcomings. The entire top
hierarchy of re-structured NADRA comprises serving/retired Army Officers of the
rank of Brigadiers and Colonels with a few senior bureaucrats deputed to NADRA.
The middle tier also is a mix of Army Officers (Majors & Lt Colonels), civilian
bureaucrats and bulk being IT professionals from the corporate sector. This
hierarchy manages a diverse workforce comprising highly skilled and qualified
workforce of IT professionals and operators at the lower tiers who have bit of IT
skills.

The IT professionals were wild, creative individuals difficult to control

whereas the military bosses are rigid, follow the rule kind of "superiors",
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and bureaucrats are known to sleep over things, therefore creating
successful organizational change in Pakistan for NADRA was probably not very easy
or straightforward:

Initially the top change hurdles in NADRA were:

15 Ineffective change sponsorship from senior leaders, as the members of the

senior management was changing from time to time.

16 Slight resistance to the change from employees, as they are not used to
working in an process efficient environment:

For the IT Professionals, there was a Lack of understanding of why the change
is happening. In NADRA there was Long-tenured employees unwilling to
support the change.

17 Poor support and alignment with middle management

18 Initially there was a Lack of change management resources and planning

especially before the implementation of CMMI, a model for process
improvement i.e. there was the lack of a formal change management
approach and the lack of change management knowledge within the team.

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TIME LINE (NADRA Inception and Progress)
2000
The National Database and Registration Authority (NADRA) was established in 2000
to undertake the demographic and geographic data of Pakistan and its citizens.

2005
NADRA has been placed amongst the Top 50 e-Passport Technology Suppliers for 5
consecutive years in ID World Magazine, for 2005, 2006, 2007, 2008 and 2009
published by Wise Media, Italy. NADRA is amongst the 3 companies selected from
Asia and Africa on the list.

2006
NADRA has been awarded The Merit Exporter Award by Federation of Pakistan
Chambers of Commerce & Industry (FPCCI) in 2006 for achieving export of
homeland security solutions in the international market.

2007
NADRA was honored with the Outstanding Achievement Award at CARDEX Middle
East in Cairo, Egypt

NADRAs Chief Technology Officer, Mr. Usman Y. Mobin was awarded the ID Talent
Award in November, 2007 at the ID World International Congress held in Milan,
Italy. He was recently awarded Tamgah-e-Imtiaz in 2009 for his services rendered to
the state.

NADRA has successfully achieved Capability Maturity Model Integration

(CMMI) from Software Engineering Institute (SEI) Carnegie Melon, USA.
Certification was assessed on Technology, Quality Management and Project
Management divisions.

NADRA Quality Management and CNIC Production departments are also ISO
9001:2000 Certified.

2009
Deputy Chairman NADRA, Mr. Tariq Malik was awarded ID Outstanding Achievement
Award on November 3, 2009 in Milan at an exclusive ceremony during the eighths
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ID WORLD International Congress, the Global Summit on Automatic Identification.
Mr. Malik was selected out of 250 people from 75 countries by international voting
of editorial board consisting of CEOs of fortune 500 companies

2010
NADRA Achieves ISO 9001:2008 Certification

This certificate as an outstanding achievement attained as an outcome of consistent

efforts by dedicated NADRA teams.

2012
NADRA has achieved CMMI Level III Certificate

2016
Today, NADRA has become one of the leading organizations in the IT Industry and is
well recognized internationally.

IMPLEMENTATION

Noteworthy implementations that have shaped NADRAs existing changes are as

follows:-

Change in Business Model

After a major in change in leadership, NADRA re-evaluated the entire business
model of registration based on Manual Data Collection Forms followed by single
data entry for automation. The following was realized:

19 It was impractical to collect information via a manual data form in a country

with a literacy rate of only 37.24%

20 Static Form Collection Centers with Urban bias did not work in an agrarian
based country with more than 62% of the population living in rural areas
where logistic infrastructure for distribution and passage of information is
inadequate and difficulty exists to distribute and collect manual forms.

21 Agents should not be used for collecting fee directly from citizens without a
fool proof system of auditing agents to track revenue collection. This is true

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 especially in a society riddled with corrupt practices with an abundance of
middle men and touts with the sole purpose of fleecing the poor.

22 The quality of the photograph and thumb impression is compromised with a

manual form.

23 It is not enough to acquire new hardware and develop requisite software

without matching the existing social, political and cultural structure of the
country.

24 Data entry of manual forms by one person can compromise validity and
authenticity of data, especially when data entry operators are given volume
based incentives.

Impact of the Change in Business Model:

Besides the above, for the first time, the concept of customer care was
introduced in a government organization. Furthermore, NADRA strived to
become a learning organization driven by the needs of the customer.

The table following summarizes the type of change and their impact on culture in
Relation to the

Change in Business Model:

Measure Type Of Change New Value

1 Interactive Data Entry to eliminate the need for Office Environment Customer Service
filling manual form by a largely uneducated
applicant base

2 Eliminated the need for presenting ID

documents by applicant to facilitate applicant

3 One window Operation by enabling applicant to Customer

simply walk in and get registered Facilitation

4 Review of data given by applicant to ensure Result orientation

accuracy of data

5 Token system for queuing to serve applicants Transparency

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 on a first come, first serve basis

6 Process time of 8-10 Minutes Efficiency

7 Mobile Registration Vehicles to reach applicants New Customer Customer Service

in far flung areas centric Vision

8 Live Thumb Scanning, Signatures and Introduction of Excellence

hotograph capturing to ensure high resolution Technology
of images

9 Introduction of a standardized address library

while data entry

10 3 Call Centers for customer service and Technologically Customer

complaint handling oriented Control Facilitation

11 Customer Relationship Management (CRM) for System Transparency

tracking applicant's card at every step of the
process

12 MIS Applications for checking revenue

collection

13 Business Intelligence tools for checking

productivity of centers

14 Introduction of Registration Policy, outlining Control Systems Professionalism

NSRC processes, procedures and rules

15 Standardized layout and design of NSRC Office Environment Professionalism

16 Recruitment of MBA's and Engineers to man Change in Professionalism

NSRC
makeup of
17 Mandatory Dress Code
workforce

18 Total Processing and delivery time less than 30 Quality Management Excellence
days

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Change in Focus: In-house Competence Development

Another noteworthy turning point for the company was witnessed in the form of a
renewed focus on in-house competence development:

Previously, NADRA had outsourced the important functions of Data Warehousing,

Project Management and Networking along with the support functions of Finance
and Accounts. In addition, there was absolutely no focus on software development
or software integration.

With the leadership change in 2001, there came about significant changes
in human resource development, the working environment and thereby
the culture of the organization in order to make in-house competence
development possible. Using the improved HR Training Processes, NADRA
empowered its employees to bring new ideas which lead successful in projects with
local and international clients.

As a result of the above, NADRA is the only public service company in Pakistan that
has a computer literate workforce comprising 80% of the total. The company soon
developed in-house expertise in the following fields (A MAJOR CHANGE):

25 Data Acquisition both Form Based and Interactive

26 Data Transportation through fully owned secure network

27 Security Printing including personalization

28 Database Management and Data Warehousing

29 Project Management

30 Program/Project Integration

31 Software, Web, Databases, design and development

32 Financial Management of IT Project

33 Business process re-engineering

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The following summarizes the type of change and their impact on culture:

Measure Type Of Change New Value

1 Hiring of high end technical Change in Professionalism
resources for in house software Workforce
development.
2 Establishment of a proper HR Change in Organizational
department focusing on Workforce Value
recruitment, HR processes &
Training.
3 Revamping of Office Environment Office Environment Professionalism
Focus on open floor plans and
display of colour.
4 Introduction of flexible timing for Office Environment Result orientation
technical resources
5 Revision in Compensation and Change in Organisational
Grade Structures for technical Orginsational Value
resources Structures
6 Re-visiting of HR policies, office Result orientation
timings
7 Flatter organizations Professionalism
8 Participative Management Styles Result orientation

EVALUATION
NADRA has changed itself positively to a uniqueness of its ability to balance an
Autocratic and Democratic culture simultaneously. For some departments, power
distances are high, risk taking is lower as compared to others and collectivism
prevails (political system in which the government owns all businesses and
controls all institutions).

Unlike NADRA, other government departments, participative styles of management

are practiced, flatter organizations are preferred and lower power distances are
experienced:

However, what Is common amongst NADRA and other government

institutions is the degree of risk taking, the important and dependence on
control systems and the large scale, unanimous acceptance to change.

Prevailing Problem Areas

34 Lack of Public Awareness regarding importance of NADRA. For that NADRA

should take strategic step e.g. provide awareness to general public by
localization of office in rural as well urbane area of Pakistan. NADRA should

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 step in mobile advertisement and provide facility to local people to access
easily.

35 Initial mindset regarding NADRA

36 Unsatisfied Customers

37 Forms with Objections

38 Strategic Issues

Other Prevailing Problems

39 Corruption is most critical factor in NADRA, this is result from organizational
culture, it need to quick take action bring change by following the Kooters
eight step for successful change implementation NADRA should educated it
experienced employees by making them educated regarding the incoming
change, faired to those employees whose do not fresh and effective culture
which totally reject the term corruption.

40 Culture

41 Sincerity with work.

BENCHMARKING:
Although NADRA is encountering problems in delivering services but NADRA gain a
place in international markets as one of the top quality registration company in the
world and as IT firm, whether they attained the quality in their products and
systems , now they benchmark the Canada and Germany and United state as they
were delivering the services. They benchmarked these markets and now working on
them. We also found Gap in their services and recommend suggestions , so In a
nutshell they have to made changes in their service delivery and in quality of their
products somehow they managed a better place in international level.

Service Quality GAP Model:

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GAP 1: Gap between Expected service and perceived
service.

The customer gap is that customers are expecting

someone to give information about how you cue up in
right line, so that your time should not wasted.

SERVICE BLUE PRINT:

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SERVICE BLUEPRINT (DESCRIPTION)
Starting from the physical evidence we have observed that theres a parking
area where a customer comes in and parks the vehicle, and then he/she goes
to the entrance where they are checked by the security guard. And then
theres a waiting area where the token machine is placed and people go
there and take the token and then wait for a long time. Once their turn
comes, they go to the counter # 1 and give the required information that is
needed and ask for the query. And many customers often forget to bring all
the required documents so a lot of time of the service personnel and the
customers is wasted because of it. If the customer has taken the right token
and has all the necessary documents to process the query then the customer
is asked to go to counter # 2. Then they wait again in the lobby for their
turn. After waiting for their turn, they go to the data verification counter

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which is counter # 2. There the service personal verifies data very carefully
and it usually takes a bit more time because this is very critical for security
reasons. After this verification they need to go to the picture counter i.e.
counter # 3 where picture is taken and then sometimes they have to wait for
the next counter. And the next counter is data entrance. After the collection
of data at counter # 4, the customer leaves the building of Nadra.

At the back end, service personal at

counter # 4, sends requests to chief technical officer (CTO) for approval.
After giving the approval chief technical officer sends the query back to
service personal at counter # 4 who then processes it and again sends it to
chief technical officer for final approval. After the final approval, chief
technical officer sends it back to service personal at counter # 4. This service
personal then sends it to printing department where it is processed
according to the type of service (normal, urgent or executive) availed by the
customer. The customer then receives the NIC card after 30 days, 15 days or
7 days according to the payment made by the customer.

Recommendations

1. There should be a help / info desk right after the entrance so that
the customers get awareness about the documents required and
the token that is needed for their query.
2. There should also be an extra counter through they deal the
premium customers as Postpaid customers in the telecom sector,
they have an urgent passport delivery but you have to wait in the
cue for getting an urgent passport delivery.
3. Waiting area should be spacious and have good ambience along
with supplementary items like television, newspaper and air
conditioning so people who wait there could pass time easily.
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 4. There should be an online query system where a person can make a
query and an automated token could be generated and he/she can
take that token to the online query counter who deals only with
online queries to save a lot of time for customers who can use
internet.
5. There should be more than 1 service personal to enter and verify
data. This will also reduce time it takes to complete an application
process.

THE END

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