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Nationality: Pakistan
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Work History: Parvez Ghias is the CEO of Indus Motor Company (Pakistan).
Education:
Bio: Indus Motor Company is a joint venture between the House of Habibs and the Toyota Motor Corporation. The plant assembles and sells various flavors of Toyota and Daihatsu automobiles in Pakistan. The company started its operations in Pakistan by 1990.
Parvez Ghias is a prominent figure in the history of Indus Motor Company. Throughout the years, Parvez ensured that the company could operate in a seamless and rationalized manner. The inhabitants of Pakistan had a strong disbelief on the automobiles that were manufactured elsewhere, especially the foreign countries. Needless to say, but the gross sales of Toyota vehicles in the country was failing.
Parvez Ghias along with Ali Habib (who was the former Chairperson and CEO of the company) worked actively to convince Toyota Motor Corporation to provide the green signal - to commence the assembling and marketing of Toyota and Daihatsu vehicles within Pakistan. It took great efforts for them to set the plan into action. The age-old belief that money can make wonders does not hold true in the niche of automobile manufacturing. The plant had to be in par with the guidelines issued by the Toyota Motor Corporation.
Parvez Ghias stressed on the importance of the quality of the vehicles assembled at Indus Motor Company. While the others usually pondered about increasing the quantity of vehicles manufactured per month, Parvez Ghias issued orders to the workforce to manufacture 200 cars per day. Although the rate of production was extremely slow, Parvez Ghias wanted the vehicles to have excellent characteristics comparable to the OEM vehicles. Usually subsidiary companies came up with inferior replica models that ran on four wheels. Parvez Ghias did not want a secondary reputation for Indus Motor Company.
Even in the wake of global economic meltdown, when the average sales plummeted, Parvez Ghias concerted on motivating the employees. In 2008, unfavorable budgetary was introduced in Pakistan, primarily to curb a huge share of companies like the IMC. However, Parvez Ghias came up with innovative practices that enabled the company to nurture.