ABSTRACT
This chapter uses the Fauji Foundation as an example to build upon the findings of Chapter 5. The aim is to demonstrate elements within the military’s mindset that allow it to negotiate the civil sphere while retaining its military status. It also shows that the military’s self-perception has evolved to accept commercial enterprises such as the Fauji Foundation as its nation building and ‘developmental’ efforts. It illustrates how the military’s perception is shaped by its ability to financially distance itself – at least on paper – from these entities, yet simultaneously justify its connection thereto on grounds that they meet the welfare needs of ex-servicemen and civilians which the state fails to. While a case can be made that these business activities signify the organisation’s hegemonic status, within its own understanding they have long ceased to be so. This chapter briefly outlines how military-owned commercial enterprises have been discussed in the literature. The intention is not to conduct an elaborate literature review but to familiarise the reader with the way in which businesses run by the Pakistan military have been broadly discussed. After a brief introduction to the Fauji Foundation – its background and certain factual details – empirical evidence will used to demonstrate how it features within the military mindset.
