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Xiaomi 12 Series Redefines Flagship Category

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Xiaomi 12 Series Redefines Flagship Category

Xiaomi today announced the launch of the all-new flagship Xiaomi 12 Series for local markets, featuring two groundbreaking devices: Xiaomi 12 Pro and Xiaomi 12. Designed to empower users around the world with a cutting-edge videography studio and entertainment powerhouse, Xiaomi 12 Series delivers impressive advancements in Xiaomi’s AI algorithm, flagship processing power, and an all-round elevated experience. 

Capture cinematic shots at any time 

Xiaomi 12 Series enables users to record studio-quality shots no matter the scenario, be it challenging lighting conditions or moving objects. Both phones boast a pro-grade triple camera array for versatile shooting, starring a massive 50MP main wide angle camera, with 8K recording capabilities on both Xiaomi 12 Pro and Xiaomi 12.  Xiaomi 12 Pro stands out with its state-of-the-art triple 50MP array, which features a cutting-edge Sony IMX707 ultra-large main sensor. This sensor is capable of catching large amounts of light and empowers advanced imaging capabilities with faster focus speeds and increased color accuracy. Xiaomi 12 features a 13MP ultra-wide angle camera, along with a 5MP tele macro camera, for filming life from different perspectives.  

Beyond impressive hardware, Xiaomi 12 Pro and Xiaomi 12 also advance Xiaomi’s proprietary AI algorithms. These innovations make it easier than ever for users to record every moment the way they want to, even in low-light or moving subjects. Xiaomi ProFocus intelligently identifies and tracks objects, preventing blurring or out-of-focus shots of moving or veiled subjects. These advancements also include eye and face auto focus capabilities. Ultra Night Video uses Xiaomi’s proprietary algorithms to record video even under extreme low-light, meaning moody, atmospheric shots are clearer than ever.  

Available on both devices, One-click AI Cinema offers numerous creative options for show-stopping video editing, such as Parallel World, Freeze Frame Video, and Magic Zoom modes. 

Flagship processing, unprecedented performance and power-efficiency  

Flagship experience requires flagship performance. Xiaomi 12 Series features advanced Qualcomm® Snapdragon™ mobile platforms. Xiaomi 12 Pro and Xiaomi 12 boast a Snapdragon® 8 Gen 1 processor – Qualcomm’s most advanced mobile platform. Built on a 4nm process, this processor also boosts GPU graphic rendering capabilities by 30% and energy efficiency by 25% when compared to the previous generation. Both three devices come with UFS 3.1 exceptional loading and data transfer speeds, along with LPDDR5 RAM for memory speeds up to 6,400Mbps. For optimal product experience, Xiaomi 12 Series packs a high-performing cooling system, bolstered by a super-large vapor chamber and multiple layers of graphite to offer a leading–cooling capability. 

All-around elevated entertainment experiences 

Xiaomi 12 Series not only lets users capture every moment in exquisite detail, but also allows them to relive those moments in astonishing detail via an exceptional entertainment experience.  Both devices offer vivid viewing on an AMOLED Dot Display rated A+ by DisplayMate, and with TrueColor support. For added peace of mind, the display features scratch-resistant Corning® Gorilla® Glass Victus®, and supports Dolby Vision®, industry’s leading imaging technology that brings your content to life with vibrant color and details. Xiaomi 12 Series also supports HDR 10+. Xiaomi 12 Pro is SGS Eye Care Display Certified, showing care for users’ long-term visual health during marathon sessions.  

Meanwhile, Xiaomi 12 Pro redefines flagship display with incredibly smooth viewing, scrolling, swiping, and sliding. The device’s highly power-efficient 6.73-inch WQHD+ display leverages AdaptiveSync Pro to intelligently adjust dynamic LTPO display between 1Hz and 120Hz based on content. 

Xiaomi 12 delivers Xiaomi’s most colorful smartphone display to date, with more than 68 billion colors on 6.28-inch full-HD+ displays. Both feature 120Hz AdaptiveSync, for an impressively high-definition, vibrant, and flicker-free display that conveys every detail.  

 No cinematic experience is truly complete without pro-grade audio. Xiaomi 12 Series features SOUND BY Harman Kardon, and creates an immersive audio experience powered by Dolby Atmos®, delivering spatial sound with rich detail, clarity, and realism across all your favorite entertainment. Xiaomi 12 Pro’s quad speakers – in the form of two tweeters and two woofers – deliver clear details and cover an astounding range of sound. Xiaomi 12 delivers balanced stereo sound ideal for immersive gaming or video.  To optimize core user experience further, Xiaomi 12 Series incorporates MIUI 13, released globally earlier this year. The update includes faster storage, higher background process efficiency, smarter processing, and longer battery life. New features in the upgraded experience include Xiaomi’s proprietary Liquid Storage, Atomized Memory, Focused Algorithms, and Smart Balance. 

Next-generation charging 

Xiaomi 12 Series delivers pro-grade cinematic and entertainment experiences all day, the devices deliver next-level charging speed and safety.  

 Xiaomi 12 Pro features an incredibly fast 120W Xiaomi HyperCharge. With a 4,600mAh battery fully charged in just 18 minutes using Boost mode, Xiaomi 12 Pro delivers next-generation charging capabilities that keep up with user demands.  Xiaomi 12 fits a 4,500mAh battery into compact body designs. Xiaomi 12 Pro and Xiaomi 12 also support 50W wireless charging and 10W reverse charging.  Both leverage Xiaomi AdaptiveCharge, a smart charging algorithm that learns and adapts to charging habits, which prolongs battery life. 

Flagship capabilities packaged in an iconic design  

These portable pocket-sized studios fit comfortably in the palm of your hand thanks to Xiaomi 12 Series’ iconic and user-centered design. Slimmer high-capacity batteries and a narrower ridge gap save precious space within the device. Xiaomi 12 Pro’s 6.73-inch display is encased in a sleek middle frame with sophisticated 3D curves. Meanwhile, Xiaomi 12’s 6.28-inch display measures just 69.9mm in width and is accented by smooth curves for a perfect fit. Both devices are available in Gray, Purple, and Blue. 

Market Availability   

Xiaomi 12 Pro comes in one variant 12GB+256GB, and recommended retail price starts from PKR 208,999/-.

Xiaomi 12 comes in one variant, 12GB+256GB, and recommended retail price starts from PKR 179,999/-.

Purchase these devices and get a sweet bundle deal where you get a Mi Band 6 and a bag with the Xiaomi 12. Similarly with the Xiaomi 12 Pro, get a Mi Portable Bluetooth Speaker and a 10000mAh Mi Power Bank 3.  Available at top distributor partners such as Phonezo, Airlink, Smartlink etc. For those looking to purchase these online, we’ve news for you  too as these are also available on MiStore and Daraz. 

Quick Specs:

 Xiaomi 12Xiaomi 12 Pro
Display120Hz +  AMOLED DotDisplay120Hz 6.73” AMOLED Dot Display 
Rear Camera50MP main camera 13MP ultra-wide camera 2MP macro camera 5MP depth camera50MP wide angle, ultra-wide and tele macro camera
Front Camera32MP32MP in-display selfie camera
Dimension & Weight152.70mm x 69.90mm x 8.16mm – 180g163.60mm x 74.60mm x 8.16mm 205g
ProcessorSnapdragon ® 8 Gen 1Snapdragon ®r 8 Gen 1
Charging4500mAH – 67W charge4600mAH – 120W charge
Variant12GB + 256GB12GB + 256GB
Color AvailableGray, Purple & BlueGray, Purple & Blue

About Xiaomi Corporation  

Xiaomi Corporation was founded in April 2010 and listed on the Main Board of the Hong Kong Stock Exchange on July 9, 2018 (1810.HK). Xiaomi is a consumer electronics and smart manufacturing company with smartphones and smart hardware connected by an IoT platform at its core.  

Embracing our vision of “Make friends with users and be the coolest company in the users’ hearts”, Xiaomi continuously pursues innovations, high-quality user experience and operational efficiency. The company relentlessly builds amazing products with honest prices to let everyone in the world enjoy a better life through innovative technology.  

Xiaomi is one of the world’s leading smartphone companies. The company’s market share in terms of smartphone shipments ranked no. 3 globally in the third quarter of 2021. The company has also established the world’s leading consumer AIoT (AI+IoT) platform, more than 400 million smart devices connected to its platform as of September 30, 2021, excluding smartphones and laptops. Xiaomi products are present in more than 100 countries and regions around the world. In August 2021, the company made the Fortune Global 500 list for the third time, ranking 338th, up 84 places compared to 2020.  

Xiaomi is a constituent of the Hang Seng Index, Hang Seng China Enterprises Index, Hang Seng TECH Index and Hang Seng China 50 Index. 

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TECNO to launch its new Spark phone in Pakistan soon

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TECNO to launch its new Spark phone in Pakistan soon

TECNO to launch its new Spark phone in Pakistan soon

After massive success in the Pakistani Mobile market, TECNO is rumored to be preparing for a new addition to its Spark series. The globally eminent smartphone brand TECNO has been working tirelessly in Pakistan for quite some time now. The brand has brought forward some great phones over the years with advanced technologies, pocket-friendly prices, and stylish designs. 

Spark is TECNO’s famous mid-range series, bringing you quality devices at lower prices. Spark 8C is an entry mobile that is expected to be around PKR 19,499 to PKR 22,999. The price is not confirmed yet but we are expecting it around this segment. The phone is going to be a stunner in this range with Stylish Design and great Battery.

According to sources, Spark 8C will be equipped with better memory and memory fusion features than any other phone in this range. Memory Fusion Technology is specially designed to channel RAM operations by using unused read-only memory (ROM). This means it can expand the memory of 4+128GB to 7+128GB and that of 3+64GB into 6+64GB maximum. The RAM can be updated or expanded from 3GB to 6GB and 4GB to 7GB depending on the variant. If this is true, then Spark 8C shall be the only smartphone to provide such an amazing feature with 128GB in such an affordable price range.

Moreover, the phone is anticipated to provide efficient performance with a powerful processor and big battery. The 90Hz refresh rate, great display, and handy body design will make it a user-friendly device. The phone is expected to launch somewhere in mid-March 2022. Furthermore, the phone is being assembled in Pakistan to make it economical and pocket-friendly for the local consumers. 

So, fingers crossed for this new Spark device to be soon launched in Pakistan. Stay tuned for more updates and much more about tech!

Jazz appoints Atyab Tahir as CEO JazzCash

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Jazz appoints Atyab Tahir as CEO JazzCash

Jazz appoints Atyab Tahir as CEO JazzCash

Jazz, Pakistan’s leading digital operator (part of VEON Group NASDAQ: VEON, Euronext Amsterdam: VEON), announces the appointment of Atyab Tahir as the CEO of JazzCash effective May 1 2022.

Atyab, currently serving as Country Manager MasterCard Pakistan & Afghanistan, has over two decades of international experience in banking and consulting. Atyab has also held senior positions at Fidelity Investments, HBL, Telenor Bank and easypaisa. He holds a BA from Dartmouth College and an MBA from Babson College.

Commenting on Atyab’s appointment Aamir Ibrahim, CEO, Jazz  said: “While mobile phones and payment solutions have accelerated financial inclusion in the country, a significant portion of Pakistan’s adult population remain unbanked. I am confident that under Atyab’s dynamic leadership JazzCash will help boost financial inclusion across the board through innovative and customer-centric products.”

“JazzCash is at the forefront of Pakistan’s digital revolution processing more than 5 million transactions every day and accounting for almost 7% of Pakistan’s GDP. Our aim is to build a world-class fintech serving every single Pakistani, from youth, SMEs, freelancers, with a very strong focus on the unbanked and the underbanked. I look forward to joining the Jazz family and collaborating with our partners in the telecommunications and financial services sector to unlock the true potential of Digital Pakistan.” said Atyab.

A division of Jazz, JazzCash has grown rapidly to become a leader in the country’s marketplace for digital financial services. As shown in VEON Group’s FY21 results that were released on 28 February 2022, JazzCash has 15.2 million monthly active users (+24.9% YoY) and 130,800 monthly active merchants (up by 2.3 times YoY). 

Jazz appoints Atyab Tahir as CEO JazzCash.

vivo V23 5G — The Best in Camera, Technology, Performance and Appearance

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vivo V23 5G — The Best in Camera, Technology, Performance and Appearance

Due to the constant development in the technology space for smartphones, there is always hype surrounding any new ‘firsts’ in the market. There is always excitement as to what will be introduced and how well it will be accepted by the audience. 

Keeping this in mind, Vivo’s latest smartphone vivo V23 5G finds itself in a similar situation. The day it was announced, it received a lot of attention for its color-changing design. The design itself represents a significant advancement in smartphone research and design. Making smartphones not only technologically superior but also cosmetically superior is a step forward.

The continual excitement and experience since the smartphone’s launch has not only solidified its market position but also demonstrated that it is a well-balanced phone that isn’t only focused on aesthetics.

Delving more into the device, the vivo V23 5G dons a high-resolution 50MP AF Portrait Selfie camera on the front. This device focuses heavily on the selfie experience which makes it stand out in the market. The latest ISOCELL 3.0 technology helps the camera increase light sensitivity to capture a more crystal-clear picture for the user. Furthermore, the Eye Autofocus feature enables the users to be the center of attention while clicking the picture as the camera focuses on the user, even if they are in motion. 

The dual front camera system offers a much larger field of view with the help of its 8MP Super Wide-Angle Camera. Furthermore, with modes like the AI Extreme Night Portrait mode, the front camera delivers an unparalleled experience in this price range. The phone also sports a 64 MP main rear camera with an 8MP wide-angle lens and a 2MP Macro that can handle wide natural landscapes very easily. The user experience is further increased with features like the Super Night Mode, Bokeh Flare Portrait, and Ultra Stabilization. It is only right to say that both, the front camera and the rear camera together offer a device that is picture-perfect. 

When it comes to the visual and performance aspects of this phone, there’s no doubt that it’s the best of what vivo has to offer. vivo has always been on the cutting edge of device design and aesthetics. It’s also fair to say that Vivo takes pride in its technological advancements and innovations. Every device that vivo introduces exemplifies this completion.

V23 5G brings out the result of Vivo’s extensive research which is the Color Changing Fluorite AG Design. This material changes its color upon exposure to ultraviolet light and after about 30 seconds under the sun. This switch goes back to normal once the phone is out of sun exposure. Talking more about the appearance of the device, it is the combination of the Metal Flat Frame Design and the Color Changing Fluorite AG Design that gives the device the aesthetic appeal that has been the talk in the industry for a while now. 

All these powerful features that the phone flaunts are powered by the powerful MediaTek Dimensity 920 processor. This processor offers powerful performance and a fast user experience. The Extended RAM 2.0 further enhances the user experience with its versatile features to expand RAM when required. The 90Hz refresh rate display, a Liquid Cooling System, and Ultra Game Mode make it possible for users to enjoy super smooth gameplay performance. This experience is mutually assisted by the 4200mAh battery that features a 44W FlashCharge that helps in interrupted experience and performance. 

To summarise it all, the vivo V23 5G is a proud and well-balanced device that fulfills the requirements of every smartphone enthusiast whether it is for work, casual, or professional usage.

 

Tech Giant XIAOMI launches anticipated Redmi Note 11 Pro – Packing major upgraded to hardwares & software!

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Tech Giant XIAOMI launches anticipated Redmi Note 11 Pro – Packing major upgraded to hardwares & software!

Xiaomi announced the Redmi Note 11 Pro for Pakistani markets, pushing forward the legacy of the Redmi Note series with two all-new devices: Redmi Note 11 Pro and Redmi Note 11. Rising to the challenge to bring even stronger specs and features, Redmi Note 11 series packs powerful upgrades to its camera system, charging speed, display, and SoC—making flagship-level smartphone performance more accessible than before. All this available in a bundle deal, with Redmi Buds 3 completely free.

Flagship-level 108MP quad camera to deliver outstanding photography

Boasting a rear quad camera setup, Redmi Note 11 Pro delivers an outstanding photography experience with zero compromise. Its 108MP main camera captures stunning images in high-resolution and vivid colors; an 8MP ultra-wide angle camera extends your perspective with a 118-degree viewing angle; a 2MP macro camera that captures fine details up close and a 2MP depth sensor that’s for capturing more natural looking portrait shots. Accenting the front of the phone is a 16MP front camera that can capture clearer and natural-looking selfies. The 108MP pro-grade main camera utilizes the Samsung HM2 sensor with a large sensor size at 1/1.52 inch, and supports 9-in-1 pixel binning technology as well as a dual native ISO to deliver incredible images in all lighting conditions, with spectacular results especially in dim light.

120Hz FHD+ AMOLED DotDisplay packed into trendy flat-edge body

Featuring a large 6.67′ FHD+ AMOLED DotDisplay with 120Hz display refresh rate, Redmi Note 11 Pro levels up the screen experience with smooth scrolling response and lag-free transitions. The beautiful display is packed into a body with a trendy flat-edge design. Plus, with the dual super linear speakers located at the top and bottom of the phone, Redmi Note 11 offers immersive stereo sound for gaming or watching videos.

Performance powered by 67W turbo charging and MediaTek Helio G96

Redmi Note 11 Pro comes with flagship 67W turbo charging, allowing you to charge up

to 51% of its 5,000mAh high capacity battery in just 15 minutes Powered by MediaTek Helio G96, Redmi Note 11 Pro also delivers a smooth and seamless performance.

Market availability:

Redmi Note 11 Pro comes in two variants – 6GB+128GB, and 8GB+128GB and are available at top distributor partners such as Phonezo, Airlink Communication, Smartlink and Tech Sirat. For those looking to purchase these online, we’ve news for you  too as these are also available on MiStore.

Redmi Note 11 Pro

6GB+128GB: PKR 51,999/-

8GB+128GB: PKR 59,999/-

Redmi Note 11 Quick Specs:

 Redmi Note 11
Display120Hz  6.67” FHD+ AMOLED DotDisplay
Rear Camera108MP main camera 8MP ultra-wide camera 2MP macro camera 2MP depth camera
Front Camera16MP in-display front camera
Dimension & Weight164.19mm x 76.1mm x 8.12mm 202g
ProcessorMediaTek Helio G96
Charging5,000mAh (typ) battery Supports 67W wired Pro fast charging
Variant6GB+128GB, 8GB+128GB
Available ColorGraphite Gray, Polar White, Star Blue

The Redmi Note 11 Pro is available at PKR 51,999/- for the 6+128GB variant and PKR 59,999/- for the 8+128GB variant. A bundle deal with Redmi Buds 3 absolutely free!

About Xiaomi Corporation

Xiaomi Corporation was founded in April 2010 and listed on the Main Board of the Hong Kong Stock Exchange on July 9, 2018 (1810.HK). Xiaomi is a consumer electronics and smart manufacturing company with smartphones and smart hardware connected by an IoT platform at its core.

Embracing our vision of “Make friends with users and be the Coolest Company in the users’ hearts”, Xiaomi continuously pursues innovations, high-quality user experience and operational efficiency. The company relentlessly builds amazing products with honest prices to let everyone in the world enjoy a better life through innovative technology.

Xiaomi is one of the world’s leading smartphone companies. The company’s market share in terms of smartphone shipments ranked no. 3 globally in the third quarter of 2021. The company has also established the world’s leading consumer AIoT (AI+IoT) platform, more than 400 million smart devices connected to its platform as of September 30, 2021, excluding smartphones and laptops. Xiaomi products are present in more than 100 countries and regions around the world. In August 2021, the company made the Fortune Global 500 list for the third time, ranking 338th, up 84 places compared to 2020.

Xiaomi is a constituent of the Hang Seng Index, Hang Seng China Enterprises Index, Hang Seng TECH Index and Hang Seng China 50 Index.

Pakistan’s Biggest Dollar-Earning Sector Faces Serious Problems

Usman Yaqoob
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Pakistan’s Biggest Dollar-Earning Sector Faces Serious Problems

Pakistan’s textile industry has long been one of the most important parts of the country’s economy. It provides jobs to millions of people, supports factories and businesses across the country, and brings in a large amount of foreign exchange through exports. For years, the sector has been a major source of US dollars for Pakistan.

However, the industry is now facing serious problems. Textile exporters are warning that rising business costs, limited access to financing, and a growing shortage of cotton are making it harder for Pakistani companies to compete in international markets.

The situation has become more concerning because textile exports showed almost no growth during the 2025-26 financial year. According to the Pakistan Textile Council (PTC), textile and apparel exports increased by only 0.26 percent, reaching around $17.93 billion compared with $17.88 billion in the previous year.

For a country that depends heavily on exports to earn foreign currency, this slow growth is a serious warning sign.

Textile Exports Show Very Little Growth

Pakistan’s textile industry has traditionally been the backbone of the country’s export sector. Products such as cotton yarn, fabric, towels, knitwear, bedwear, garments, and other textile goods are sold in markets around the world.

The industry has built a strong position over many decades. But simply having a large textile industry is not enough. Pakistani exporters also need to remain competitive on price, quality, delivery time, and production costs.

The latest export figures show that the sector is struggling to grow.

Textile and apparel exports stood at about $17.88 billion in FY2024-25. In FY2025-26, the figure rose only slightly to $17.93 billion. This means the sector added just a small amount to its export earnings in an entire year.

Such limited growth is worrying because Pakistan needs stronger export earnings to meet its foreign currency needs. The country regularly spends large amounts of dollars on imports, including oil, machinery, chemicals, food products, and other essential goods.

When exports remain weak while imports rise, pressure on the country’s external account increases.

June Delivered Another Major Blow

The situation became even more difficult toward the end of FY2025-26.

According to the Pakistan Textile Council, textile exports dropped sharply in June. Exports fell 17 percent compared with the same month a year earlier and declined 23 percent compared with May.

June’s export figure was reportedly the lowest monthly level in 14 months.

This sudden fall has raised fresh concerns about the industry’s ability to maintain its position in international markets.

A weak month by itself may not always mean that an industry is in long-term trouble. However, when a major decline comes after a year of almost flat growth, it becomes harder to ignore.

Exporters are now asking the government to take quick steps to reduce the pressure on the industry and help Pakistani companies compete with producers from other countries.

Rising Production Costs Are Hurting Businesses

One of the biggest problems facing textile companies is the high cost of production.

Running a textile factory requires large amounts of electricity, gas, water, labour, raw materials, transport, and financing. When these costs increase, exporters have two difficult choices.

They can raise the price of their products and risk losing foreign buyers, or they can keep prices low and accept smaller profits.

Neither option is easy.

Pakistani textile companies are already competing with producers from countries that may have lower production costs or better support systems. Higher local costs can therefore make Pakistani products less attractive to international buyers.

The Pakistan Textile Council has called for changes that would help reduce these pressures. The council has also asked the government to review industrial electricity prices and make them more suitable for export-oriented businesses.

Lower and more predictable energy costs could give exporters greater confidence to plan production and accept new orders.

Financing Is Another Major Challenge

Textile businesses also need affordable financing to operate and expand.

Exporters often require loans to purchase raw materials, pay workers, maintain factories, buy machinery, and complete large international orders. When financing becomes expensive or difficult to obtain, companies may struggle to keep their operations running smoothly.

The PTC has raised concerns about delays in putting the expanded Export Refinance Scheme into operation.

Such schemes are important for exporters because they can provide financing on better terms and help companies manage their working capital.

If financial support is announced but businesses cannot access it on time, the benefit becomes limited.

For textile exporters, timing matters. International buyers do not always wait for a Pakistani company to solve its financial problems. If a company cannot produce and deliver an order on time, the buyer may move to another supplier.

Cotton Shortage Is Becoming a Serious Threat

Another major issue is the shortage of cotton inside Pakistan.

Cotton is one of the most important raw materials for the country’s textile industry. A large textile sector needs a strong and reliable cotton supply.

But Pakistan’s cotton production has fallen sharply over the years.

According to figures highlighted by the Pakistan Textile Council, domestic cotton production has dropped to around 5.5 million bales. This is far below the peak of about 14.8 million bales recorded in 2011-12.

This decline has forced textile companies to depend more on imported cotton.

Imports can help fill the gap, but they also increase costs. Companies have to spend foreign currency to purchase cotton from other countries, while additional transportation and other costs can make the raw material even more expensive.

For a sector that is supposed to bring dollars into Pakistan, relying heavily on imported cotton creates another challenge.

Why Is Cotton Production Falling?

There is no single reason behind Pakistan’s declining cotton production.

The industry has been affected by climate-related problems, water shortages, lower farmer confidence, and problems related to farming practices.

Changes in weather can damage cotton crops and reduce yields. Water shortages can also make it difficult for farmers to produce healthy crops.

Farmers need confidence that growing cotton will provide them with a reasonable return. If they believe other crops offer better returns or carry fewer risks, they may choose not to plant cotton.

This creates a wider problem for the textile industry.

If local cotton production falls, textile factories have to look outside the country for supplies. This increases their dependence on imports and can make production more expensive.

Pakistan Needs Better Cotton Planning

The textile industry believes cotton should be treated as a national priority.

The Pakistan Textile Council has suggested several steps to improve the situation. These include better seed varieties, support prices for farmers, protection of cotton-growing areas, and more realistic estimates of expected production.

Better seeds could help farmers achieve higher yields. At the same time, farmers need reliable information and support so they can make better decisions about planting and crop management.

Pakistan also needs better planning between farmers, textile companies, researchers, and government departments.

The textile industry cannot grow strongly if the supply of its most important raw material remains uncertain.

Pakistan’s Overall Exports Are Also Under Pressure

The textile sector’s problems are coming at a difficult time for Pakistan’s wider trade position.

According to the PTC, Pakistan’s total exports declined by around 6 percent during FY2025-26, while imports increased to their highest level in four years.

This combination creates pressure on the country’s foreign exchange position.

Pakistan needs to earn enough dollars through exports and other sources to pay for its imports and meet external financial obligations.

Textiles are especially important because they account for a major share of Pakistan’s merchandise export earnings.

If textile exports remain flat or start falling, Pakistan could face greater difficulty in increasing its overall export income.

The Industry Wants Support, Not Protection

Textile exporters are not simply asking for special treatment.

The PTC has said the industry wants a competitive business environment rather than protection from competition.

This is an important point.

Pakistani textile companies must compete internationally. They cannot depend forever on government support to survive.

Instead, exporters want policies that allow them to compete fairly.

This includes reasonable energy prices, timely financing, a stable tax system, better infrastructure, reliable cotton supplies, and policies that do not change suddenly.

When businesses know what their costs and rules will look like in the coming years, they can make better investment decisions.

Stable Policies Can Help Attract Investment

Investment is another important part of the textile industry’s future.

Factories need modern machines and better technology if they want to produce higher-quality goods at lower costs.

Pakistan has significant opportunities in value-added textiles. Instead of mainly exporting basic raw materials or lower-value products, companies can earn more by producing finished clothing, technical textiles, branded products, home textiles, and other higher-value goods.

But businesses are more likely to invest when they have confidence in the future.

Frequent changes in taxes, energy prices, trade rules, and other policies can make long-term planning difficult.

A stable policy environment could encourage companies to expand their factories, purchase modern equipment, improve worker skills, and target new international markets.

More Value-Added Products Could Boost Earnings

Pakistan already has a strong textile base, but there is still room to earn more from the same industry.

Selling finished and higher-value products can generate more export income than selling basic materials.

For example, instead of exporting only cotton yarn or fabric, companies can produce finished garments and other products that reach consumers directly.

This can create more jobs and increase the amount of foreign exchange earned from each unit of raw material.

Moving toward value-added products will require investment in technology, design, quality control, marketing, and worker training.

It will also require Pakistani companies to understand changing customer demands in major global markets.

The Industry Remains Important for Employment

The importance of textiles is not limited to export earnings.

The industry supports a large network of factories, suppliers, transport companies, traders, farmers, workers, and small businesses.

A strong textile sector creates jobs directly inside factories and indirectly through other parts of the supply chain.

This means problems in the textile industry can spread beyond exporters.

If factories reduce production because of high costs or weak orders, workers may face fewer working hours or job losses. Suppliers may also receive fewer orders, while transport and other supporting businesses can see lower activity.

That is why the industry’s current problems deserve attention at the national level.

What the Government Can Do

The government has several options to support the sector.

First, it can work to reduce unnecessary production costs and ensure that industrial electricity prices remain competitive.

Second, the Export Refinance Scheme should be implemented quickly so eligible exporters can access the financing they need.

Third, cotton production needs a long-term recovery plan.

The government can work with farmers to improve seeds, farming methods, water management, and access to reliable information.

Fourth, policies for the textile sector should remain stable. Businesses need to know that the rules will not change suddenly after they have made major investments.

Finally, Pakistan should encourage more investment in value-added textile products and help exporters enter new markets.

A Warning That Pakistan Cannot Ignore

Pakistan’s textile sector is not collapsing, but the latest figures are a clear warning.

The industry remains one of the country’s biggest sources of foreign exchange, yet its export growth has almost stopped. At the same time, production costs are increasing, financing remains a concern, and local cotton supplies have fallen sharply.

The latest situation shows that Pakistan cannot depend on the textile industry to keep generating more dollars without fixing the problems holding it back.

The good news is that the country already has a strong textile base, experienced exporters, skilled workers, established international buyers, and a long history in the global textile market.

What is needed now is timely action.

If the government and industry can work together to lower costs, improve cotton production, provide financing on time, encourage investment, and support value-added products, Pakistan’s textile sector can regain its growth.

But if these problems continue without proper action, Pakistan could lose export orders to competing countries.

For an economy that needs more foreign exchange, that would be a costly outcome.

The textile industry has already shown that it can earn billions of dollars for Pakistan. The next challenge is making sure it has the right conditions to grow further and remain competitive in the years ahead.

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One of Three Pakistani Officials Set to Become New IMF Senior Adviser

Usman Yaqoob
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One of Three Pakistani Officials Set to Become New IMF Senior Adviser
Pakistan is preparing to appoint a new senior adviser to its executive director at the International Monetary Fund (IMF), and three senior government officials are currently in the race for the important position. The three candidates are Maryum Kayani, Moazam Raza, and Nadeem Ahsan. All three are serving as joint secretaries in Pakistan’s Ministry of Finance and have experience in areas linked to the country’s financial and economic affairs. The appointment is important because Pakistan continues to work closely with the IMF on economic reforms, financial support, and other key matters. The person selected for the post will have an important role in supporting Pakistan’s executive director at the international lender. According to reports, the Ministry of Finance had recommended Maryum Kayani for the position. However, the Prime Minister’s Office decided to send the matter to a ministerial committee. The committee is expected to interview the candidates before giving its recommendation to the relevant authority.

Three Senior Officials in the Race

The government has shortlisted three officials for the position. Each candidate is already working in the Ministry of Finance and has experience in areas that are closely connected with Pakistan’s financial dealings. The candidates are:
  • Maryum Kayani, Joint Secretary (Budget)
  • Moazam Raza, Joint Secretary (External Finance)
  • Nadeem Ahsan, Joint Secretary handling matters related to foreign lenders
Their current positions give them experience in different parts of Pakistan’s economic system. This background is likely to be important when the committee evaluates who is best suited for the IMF role. The final decision will be made after the interview process and the recommendation of the ministerial committee.

Maryum Kayani Among the Main Candidates

Maryum Kayani is currently serving as Joint Secretary in the Budget wing of the Ministry of Finance. She has also worked in the external finance area, giving her experience in more than one important part of the ministry. The Ministry of Finance has recommended Kayani for the position, making her one of the leading candidates in the selection process. However, the recommendation does not mean that her appointment has been finalised. The Prime Minister’s Office has referred the matter to a ministerial committee. This means the other two candidates will also get the opportunity to present their experience and qualifications before the committee. The final choice will depend on the committee’s assessment and the decision of the competent authority.

Moazam Raza Brings IMF-Related Experience

The second candidate is Moazam Raza, who serves as Joint Secretary in the External Finance division of the Ministry of Finance. His current responsibilities include dealing with matters related to the IMF, according to reports. This makes his experience particularly relevant to the position of senior adviser to Pakistan’s executive director at the IMF. Working in external finance requires dealing with international financial institutions and matters connected with foreign funding. Experience in this area can be useful for an official who will be expected to support Pakistan’s representation at the IMF. Raza’s background in the External Finance division therefore puts him in a strong position as the government considers the three candidates. Still, no final decision has been announced, and the selection process will determine who eventually gets the position.

Nadeem Ahsan Also Considered

The third candidate is Nadeem Ahsan, another senior official working as a joint secretary in the Ministry of Finance. According to reports, Ahsan deals with matters involving other foreign lenders. His work gives him experience in dealing with international financial matters outside the IMF as well. This type of experience can be valuable in a role that requires an understanding of Pakistan’s financial needs and its relationship with international lenders. With three experienced officials competing for the same position, the ministerial committee will have to consider their current responsibilities, experience, and ability to handle the demands of the assignment.

Why the IMF Adviser Position Matters

The position of senior adviser to Pakistan’s executive director at the IMF is important because the adviser helps with the work carried out by the executive director. Pakistan has a long relationship with the IMF and has repeatedly turned to the institution when facing financial and balance-of-payments problems. As a result, communication and coordination between Pakistan and the IMF remain important parts of the country’s economic policy. The adviser can support the executive director on important matters involving Pakistan’s economic programme and discussions with the IMF. The position therefore requires someone who understands government finances, international lending, economic policy, and Pakistan’s relationship with international financial institutions. The three shortlisted officials already work in areas related to these subjects, which is one reason their experience is relevant to the selection.

Selection Process Now Moves to Committee

The appointment process has now moved beyond the initial recommendation from the Finance Ministry. The ministry had recommended Maryum Kayani. However, the Prime Minister’s Office referred the appointment to a ministerial committee. The committee will interview the candidates and then make a recommendation to the competent authority. This means the final appointment has not yet been confirmed. The committee’s interviews will be an important part of the process because all three candidates will be considered before a final name is selected. The move also shows that the government wants to review the candidates before making the appointment.

What the New Adviser Could Face

The new adviser will take up the position at a time when Pakistan’s economic relationship with international lenders remains highly important. Pakistan is currently implementing reforms under its IMF programme. These reforms cover several parts of the economy, including government finances and other areas that affect the country’s economic stability. The IMF has continued to monitor Pakistan’s progress under its programme. The organisation’s recent documents also show that Pakistan remains engaged with the lender on programme targets and other financial matters. Because of this situation, the new adviser will need to understand both Pakistan’s position and the IMF’s requirements. The role will not simply involve communication between officials. It will also require a good understanding of economic issues and the government’s position during discussions with the international lender.

Pakistan’s Continued IMF Engagement

Pakistan’s relationship with the IMF has remained a major part of the country’s economic story for many years. The country has repeatedly approached the IMF for financial support during periods of economic pressure. These programmes usually come with conditions aimed at improving government finances, strengthening economic management, and addressing long-standing problems. In recent years, the IMF has again become an important partner for Pakistan as the government works to improve economic stability. The new adviser will therefore be joining Pakistan’s IMF team at an important time. The adviser will be expected to help the executive director understand and manage issues connected with Pakistan’s IMF programme. The person will also need to remain aware of developments within Pakistan’s economy and the government’s financial policies.

Why the Three Candidates Are Being Considered

All three candidates have an important advantage: they are already part of the Ministry of Finance. This means they are familiar with the way the ministry works and have experience in government financial matters. Their current assignments also cover different areas of economic and external finance work. Maryum Kayani’s experience in the Budget wing gives her knowledge of government budgeting. Her previous experience in external finance also adds to her background. Moazam Raza’s work in External Finance is closely connected with international financial institutions, including the IMF. Nadeem Ahsan’s work with other foreign lenders gives him experience in dealing with international financing matters. The final decision may therefore depend on which type of experience the government considers most useful for the position.

No Final Name Yet

Although Maryum Kayani has been recommended by the Finance Ministry, she has not yet officially secured the position. The ministerial committee will interview the three candidates before recommending a name to the competent authority. This leaves the door open for Moazam Raza and Nadeem Ahsan as well. The committee’s decision will be closely watched because the selected official will represent an important link between Pakistan’s Finance Ministry, the country’s executive director at the IMF, and the wider IMF process.

Appointment Could Strengthen Pakistan’s IMF Coordination

Having an experienced official in the senior adviser position can help improve coordination on IMF-related matters. Pakistan needs to keep communication clear with international lenders, particularly while implementing economic reforms and meeting programme targets. An adviser with strong knowledge of government finances and external financing can help make this process smoother. The selected official will also need to understand Pakistan’s economic position while keeping track of the requirements connected with its IMF programme. For Pakistan, the appointment is therefore more than a routine government posting. It comes at a time when economic policy, foreign financing, and international support remain major issues for the country.

Final Decision Still Pending

The race for Pakistan’s next senior adviser to the IMF executive director has now narrowed down to three senior Ministry of Finance officials. Maryum Kayani, Moazam Raza, and Nadeem Ahsan all have experience in areas connected with Pakistan’s financial and international lending matters. Kayani has been recommended by the Finance Ministry, while Raza and Ahsan are also being considered for the position. The Prime Minister’s Office has referred the appointment to a ministerial committee, which will interview the candidates and recommend a name. Until that process is completed, there is no confirmed winner. The appointment will be important for Pakistan because the country continues to work closely with the IMF on economic reforms and financial matters. The selected adviser will have an important support role for Pakistan’s executive director and will be expected to bring strong knowledge of the country’s economic position and its dealings with international lenders. For now, the focus remains on the upcoming interviews and the committee’s recommendation. One of these three Pakistani officials will eventually take on the important IMF assignment, but the final choice is still awaited.

KP Announces Interest-Free Loans for Media Startups

Usman Yaqoob
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KP Announces Interest-Free Loans for Media Startups

The Khyber Pakhtunkhwa (KP) government has taken an important step to support journalists and young people who want to build their own media businesses. The provincial government has announced plans to introduce an interest-free loan scheme for media startups, including new media production and broadcasting setups.

The main purpose of the plan is to help young journalists start their own platforms without facing the heavy financial pressure that often comes with setting up a media business. The initiative is also expected to create new employment opportunities and give journalists more freedom to work independently.

The announcement was made by KP Chief Minister Muhammad Sohail Afridi during a high-level meeting about the province’s Annual Development Programme (ADP) for the financial year 2026-27. Officials discussed several areas, including information and public relations, science and technology, information technology, law, mines and minerals, and labour.

A New Opportunity for Young Journalists

Starting a media platform is not easy. A person may have good reporting skills, strong ideas, and knowledge of digital media, but money is often a major problem. Cameras, computers, editing systems, studio equipment, internet services, office space and other basic needs can cost a large amount.

For many young journalists, these costs make it difficult to start an independent news website, YouTube channel, production house, podcast network or broadcasting setup.

The KP government’s proposed interest-free loan scheme could help reduce this financial pressure. Instead of depending completely on private investors or expensive bank financing, eligible journalists may be able to get financial support from the provincial government to establish their own media businesses.

The Chief Minister said the initiative would create self-employment opportunities for young journalists and allow them to launch their own media platforms. He also linked the programme with greater professional independence for journalists.

Focus on Media Production and Broadcasting

The planned scheme is not limited to traditional newspapers. The government’s directions specifically mention media production and broadcasting setups.

This is important because the media industry has changed greatly in recent years. News is no longer limited to newspapers, television channels and radio stations. Digital platforms have become an important part of the industry.

Today, a small team can operate a news website, produce videos, run social media pages, create podcasts and reach thousands of people without having a large office or expensive television studio.

With financial support, young journalists in KP could explore different areas of digital media. They may be able to establish small production studios, launch online news platforms, produce documentaries, develop podcasts or create local-language content for audiences across the province.

The scheme could therefore open the door for a new generation of media entrepreneurs.

Helping Journalists Become Self-Employed

One of the most important parts of the proposed programme is its focus on self-employment.

Finding a stable job can be difficult for young graduates and journalists. Many talented people have to work on temporary contracts or depend on a limited number of media organisations for employment.

A startup loan could give some of these people another option. Instead of waiting for a job, they could use financial support to create their own platform and potentially employ other people.

For example, a journalist could establish a small digital newsroom with a few reporters, video editors, photographers and social media workers. As the platform grows, more jobs could be created.

This could be particularly useful for young people in smaller cities and districts of KP, where media opportunities may be more limited than in major urban centres.

Supporting Independent Journalism

The government has also presented the initiative as a way to strengthen the independence of journalists.

Financial dependence can create challenges for small media organisations. A new platform may struggle to buy equipment, pay workers or maintain regular operations without a reliable source of funding.

Interest-free financing could help new media businesses become more stable during their early stages.

The idea is that journalists who have their own platforms may have greater control over their work. They could decide what stories to cover, develop their own content strategies and build a direct relationship with their audiences.

However, financial support alone cannot guarantee independent journalism. Professional standards, accurate reporting, editorial responsibility and transparency will still be important for every media startup.

A Bigger Plan for the Media Sector

The interest-free loan proposal is part of a wider set of media-related plans being discussed by the KP government.

According to the province’s 2026-27 Annual Development Programme, a new project called “Investment on Humans: Enhancement of Professional Capacity of the Journalist Community in Khyber Pakhtunkhwa through Provision of Interest Free Loans and Other Well-being Initiatives” has been included. The project has a total cost of Rs1 billion, with an initial allocation of Rs5 million for the financial year.

This shows that the government is looking at journalist support as more than just a short-term loan programme. The project is connected with professional development and other welfare measures for the journalist community.

The government has also listed plans related to press clubs and media colonies. The 2026-27 ADP includes new schemes for the rehabilitation of press clubs in merged districts, improvement of the Peshawar Press Club and the feasibility and design of media colonies at the divisional level.

Financial Support for Newspapers

The KP government has also announced steps to address financial issues facing existing newspapers.

Special Assistant to the Chief Minister on Information and Public Relations Shafi Jan said in May that the provincial government had approved Rs400 million to pay outstanding advertisement dues to newspapers. Another Rs400 million was expected to be released in the upcoming budget.

He also said that payment of these dues would be linked with the clearance of journalists’ salaries and other outstanding payments. The purpose is to protect journalists and ensure that money owed to media organisations reaches workers as well.

This is important because financial problems in the media industry do not only affect company owners. They can directly affect reporters, photographers, editors, camera operators and other staff members who depend on their salaries.

Why Interest-Free Financing Matters

For a startup, the cost of borrowing money can have a major impact on its future.

A conventional loan usually requires the borrower to pay the original amount plus interest. For a new business that has not started earning regular income, these additional payments can be difficult to manage.

An interest-free loan can reduce this burden. If the programme is designed properly, a journalist could use the money for useful business expenses and repay the original amount according to an agreed schedule without paying interest.

This could make it easier for young entrepreneurs to manage their cash flow during the early stages of their business.

At the same time, applicants will likely need clear business plans and repayment arrangements to make sure public funds are used responsibly.

Digital Media Could Be a Major Beneficiary

The media industry is moving rapidly toward digital platforms. Websites, social media, video platforms and podcasts have changed the way people consume news and information.

For young journalists, this shift can also create new business opportunities.

A small digital media company does not always need the huge investment required to establish a traditional television channel. A team can begin with computers, cameras, microphones, editing software and a strong internet connection.

With the right plan, a startup can gradually grow its audience and earn money through advertising, sponsorships, subscriptions, branded content and other sources.

An interest-free loan could help young journalists make this first investment.

The support may also encourage more local content. Journalists from different districts could create platforms that focus on local problems, development projects, education, business, tourism, culture and community issues.

Possible Impact on Employment

The programme could have an impact beyond journalism.

A successful media startup normally requires people with different skills. Along with journalists, a company may need graphic designers, video editors, photographers, web developers, social media managers, marketing workers and administrative staff.

This means that supporting one startup could eventually create several jobs.

For young people who have skills but cannot find traditional employment, digital media businesses could offer another path.

The impact could be stronger if startups are established outside major cities. Local media businesses can create jobs while also providing communities with information about issues that may not receive enough attention from large national outlets.

Training Will Also Be Important

Money can help a business start, but funding alone does not guarantee success.

Young journalists who receive loans may also need training in business management, budgeting, digital marketing, content planning and basic financial management.

Running a media platform requires more than knowing how to report a story. Owners must understand how to manage expenses, pay staff, attract an audience and build a sustainable source of income.

Professional training could therefore make the loan programme more effective.

The KP government has already described its journalist support project as one focused on improving the professional capacity of the journalist community, not simply providing financial assistance.

Building a Stronger Media Industry in KP

The proposed loan scheme comes at a time when KP is also focusing on technology and digital development.

The provincial government has been promoting digital skills and technology-related opportunities for young people. In July 2026, Chief Minister Sohail Afridi said the government was investing in digital skills, technology and education and announced plans for a KP Artificial Intelligence Authority.

This wider focus on technology could create a useful environment for digital media startups.

Journalism and technology are now closely connected. News organisations use websites, mobile applications, social media, artificial intelligence tools, video editing software and online publishing systems every day.

Young journalists who understand both media and technology may therefore have more opportunities to build modern media businesses.

What Applicants May Need to Consider

The exact rules for the media startup loan scheme, including eligibility, loan amounts, application procedures and repayment terms, will be important once the government finalises the programme.

Potential applicants should be ready with clear ideas about how they want to use the funds.

A good business plan could explain the type of media platform, target audience, required equipment, expected expenses, staff needs and possible sources of income.

Applicants should also understand that an interest-free loan is still a loan. The money will need to be repaid according to the final terms of the programme.

Responsible use of funds will be essential for the scheme to continue supporting more journalists in the future.

A Positive Step for Young Media Entrepreneurs

The KP government’s decision to prepare an interest-free loan scheme for media startups could become an important opportunity for young journalists.

The plan addresses two major challenges at the same time: limited employment opportunities and the high cost of starting a media business.

If implemented fairly and transparently, the scheme could help young journalists move from job seekers to business owners. It could also encourage more independent digital platforms and create new jobs in journalism, production, technology and marketing.

The government’s wider plans for journalist welfare, press clubs and media infrastructure show that the initiative is part of a larger effort to support the media sector. The official development programme includes a Rs1 billion project for interest-free loans and journalist welfare initiatives, while separate projects focus on press clubs and media colonies.

For young people in KP with strong ideas and media skills, the next step will be to see how the final loan programme is designed and when applications begin.

If the scheme provides easy access, clear rules and proper support, it could help a new generation of journalists build sustainable media businesses. More importantly, it could give talented young people the chance to create their own opportunities instead of waiting for limited jobs in the traditional media industry.

The success of the programme will ultimately depend on how well it is implemented. Careful selection of applicants, proper monitoring, professional training and fair distribution of funds will be necessary.

Still, the announcement sends a clear message: KP wants to give young journalists more financial support and encourage them to take part in the growing media and digital economy. For aspiring media entrepreneurs, that could open an entirely new path toward self-employment and professional independence.

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Islamabad Airport Outsourcing Process Begins as Pakistan Signs Deal With ADB

Usman Yaqoob
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Islamabad Airport Outsourcing Process Begins as Pakistan Signs Deal With ADB

Pakistan has taken an important step toward handing over the operations of Islamabad International Airport to a private-sector operator. The government has signed an agreement with the Asian Development Bank (ADB) to help manage and guide the outsourcing process.

The agreement is being seen as a major development in Pakistan’s long-running plan to bring private-sector participation into the country’s airport operations. Under the plan, Islamabad International Airport will be offered to a qualified private company through a competitive bidding process and a long-term concession arrangement.

The government believes that bringing an experienced private operator into the airport can improve services, make operations more efficient and attract international investment. At the same time, the process is expected to reduce some of the financial pressure on the government and improve the overall management of a major national airport.

Pakistan Signs Agreement With Asian Development Bank

On July 15, 2026, Pakistan’s Privatisation Commission and the Asian Development Bank formally signed a Transaction Advisory Services Agreement (TASA) for the outsourcing of Islamabad International Airport.

The agreement was signed by ADB Pakistan Country Director Emma Fan and Privatisation Commission Director General Shahid Dayo. The deal makes the ADB an important adviser in the airport outsourcing process.

The ADB will not simply provide financial advice. Its role covers several important areas needed to prepare the airport for a private operator. These include technical, financial, legal, environmental and commercial matters.

This means the bank will help the government prepare the transaction, decide how the outsourcing arrangement should be structured and support the process until the private-sector operator is selected.

The involvement of an international development institution is also expected to help make the process more open and competitive. The government wants to attract strong international airport operators and investors instead of limiting the process to a small number of local companies.

What Does Airport Outsourcing Mean?

Airport outsourcing does not mean that Pakistan is selling the entire Islamabad International Airport to a private company.

Instead, the government plans to give a private operator the right to manage and operate the airport under a long-term concession agreement. The airport will remain an important national asset, while its day-to-day operations can be handled by a private-sector company.

This model is already used in many countries. Private companies can bring management skills, modern systems, better customer service and investment experience to airport operations.

For Pakistan, the main goal is to improve the way the airport is operated while reducing the burden on the public sector.

The government plans to select the operator through competitive bidding. This means interested companies are expected to compete for the right to operate the airport, with the final agreement based on clearly defined terms and conditions.

ADB to Help Structure the Deal

One of the biggest responsibilities of the ADB will be helping Pakistan structure the transaction properly.

Airport outsourcing is not a simple process. It involves financial planning, legal agreements, technical requirements, environmental matters, commercial conditions and rules for the future operator.

The ADB will provide advice across these areas so that the government can prepare a workable agreement that meets international standards.

According to the Privatisation Commission, the advisory services are designed to support the structuring and implementation of the transaction while following international best practices. The process is also expected to be transparent, competitive and market-driven.

This is important because the government wants to attract serious international airport operators. A clear and properly prepared transaction can give potential investors greater confidence.

Government Wants Better Airport Services

The outsourcing plan is closely linked to the government’s efforts to improve the quality of public services.

Islamabad International Airport is one of Pakistan’s most important airports. It serves the federal capital and handles passengers travelling to and from different parts of Pakistan and other countries.

A professionally managed airport can have a direct impact on passengers. Check-in, baggage handling, parking, airport security support, shops, food outlets, passenger areas and other services all depend on efficient management.

The government hopes that a private operator with international experience can introduce better systems and improve the overall passenger experience.

The Privatisation Commission has said that private-sector participation is aimed at improving service quality while ensuring value for the people of Pakistan.

For ordinary passengers, the success of the plan will ultimately be judged by practical improvements. Shorter waiting times, cleaner facilities, better customer support, smoother baggage services and more organised airport operations would be some of the most visible benefits.

Part of Pakistan’s Wider Privatisation Programme

The Islamabad airport plan is not an isolated decision. It is part of the government’s wider programme to reduce the financial pressure caused by state-owned organisations and improve their performance.

Pakistan has been working on reforms linked to its economic programme with the International Monetary Fund (IMF). Improving the performance of state-owned entities and reducing the cost of poorly performing public institutions are important parts of these reforms.

The government is therefore looking at private-sector involvement as one way to improve the performance of selected public assets and services.

The airport outsourcing plan has been under discussion for several years. Previous governments also explored different ways of bringing private-sector management to Islamabad airport, but the process faced delays.

The latest agreement with the ADB gives the plan a fresh push and moves it closer to the stage where private companies can compete for the operating rights.

Competitive Bidding Will Be Used

The government has made it clear that Islamabad International Airport will be outsourced through a competitive bidding process.

This is an important part of the plan because the authorities want to attract qualified operators rather than simply select a company without competition.

A competitive process can also help the government receive better offers. Companies interested in operating the airport will have to meet the conditions set in the bidding documents and compete on the basis of the agreed requirements.

The Privatisation Commission has expressed confidence that the ADB’s experience will help the government complete the transaction efficiently while maintaining competition and transparency.

The success of this stage will depend heavily on how the bidding rules are prepared. Investors will want clear information about the airport, expected investment, operating responsibilities, revenue arrangements and the length of the concession.

Long-Term Concession Model

The airport is expected to be given to a qualified private operator under a long-term concession framework.

Under such an arrangement, the private company gets the right to operate the facility for an agreed period while following government rules and contractual conditions.

A long-term agreement can give the operator enough time to invest in equipment, systems, staff training and improvements. At the same time, the government can set performance requirements that the operator must meet.

This model can be useful for airports because large improvements often require significant investment and cannot be completed within a short period.

However, the terms of the agreement will be very important. The government will need to ensure that the private operator has clear responsibilities and that passenger interests remain protected.

Why the ADB’s Role Matters

The Asian Development Bank has experience working with governments on large infrastructure and private-sector transactions.

Its involvement can give the Islamabad airport process more confidence in the eyes of potential investors. International companies may be more willing to consider the opportunity when the transaction is supported by an established international financial institution.

The ADB’s role also covers areas beyond finance. It will provide technical, legal, environmental and commercial support, giving the government access to expertise needed for a complicated airport transaction.

This can help Pakistan avoid problems that may arise when a major public asset is prepared for private-sector management.

The aim is to create a deal that is attractive to investors but also protects the government’s interests.

What Could Change for Passengers?

For passengers, the most important question is what the outsourcing will actually change at the airport.

Private management could bring improvements in several areas. These may include better use of airport facilities, improved passenger services, stronger commercial activity and more efficient day-to-day operations.

International airport operators often have experience in areas such as airport retail, parking, passenger management and facility maintenance. Bringing this experience to Islamabad could help improve the airport’s overall performance.

However, outsourcing by itself does not guarantee better services. The final results will depend on the quality of the private operator and the rules included in the concession agreement.

The government will need to monitor the operator and make sure that agreed service standards are followed.

Government Must Protect Public Interest

While the government is focusing on efficiency and investment, public interest will remain an important part of the process.

Islamabad International Airport is a national asset, so any long-term agreement must be carefully designed. The government needs to make sure that the private operator has enough freedom to manage the airport efficiently while still operating within strong rules.

Issues such as passenger safety, service quality, airport charges, staff matters, security and future investment will need proper attention.

A transparent agreement can help avoid confusion later. Clear responsibilities for both the government and private operator will also make it easier to deal with problems if they arise.

A Step Toward Other Airport Reforms

The Islamabad airport outsourcing project could also become a test case for Pakistan’s wider plans for the aviation sector.

The government has previously indicated that it may look at similar arrangements for other major airports. Reports have said that advisory work for Karachi and Lahore airports could follow the Islamabad process.

If the Islamabad transaction is completed successfully, it could provide the government with useful experience for future airport projects.

On the other hand, if the process faces major delays or fails to attract strong investors, it could make future transactions more difficult.

This makes the Islamabad airport deal especially important for Pakistan’s privatisation programme.

What Happens Next?

With the ADB agreement now signed, the next stages will involve detailed work on the outsourcing transaction.

The ADB will assist the Privatisation Commission in preparing the structure and documents needed for the process. The government will then move toward inviting qualified private-sector operators to participate in the competitive bidding process.

Potential investors will likely study the airport’s operations, financial position, passenger traffic, commercial opportunities and future growth potential before deciding whether to bid.

The government has said it wants to complete the outsourcing during the current fiscal year.

This means the coming months could be important for the future of Islamabad International Airport.

A Major Test for Pakistan’s Privatisation Policy

The decision to involve the ADB shows that Pakistan is serious about moving ahead with the outsourcing of Islamabad airport.

The government wants the process to be transparent, competitive and attractive to international operators. At the same time, it hopes private-sector management will improve airport services and reduce pressure on the public sector.

For Pakistan, the project is bigger than just one airport. It is also a test of whether the country can successfully use private investment and management to improve major public assets.

If the transaction is handled carefully and the selected operator delivers on its commitments, Islamabad International Airport could see better services, improved efficiency and stronger commercial performance.

The ADB agreement is therefore an important first step, but the real test will come with the bidding process, selection of the operator and implementation of the long-term concession.

For now, Pakistan has moved the airport outsourcing plan forward after years of discussion. With the Asian Development Bank providing technical, financial, legal, environmental and commercial support, the government is preparing for the next stage of the process.

The coming months will show whether this latest effort can turn the long-delayed outsourcing plan into a successful private-sector partnership and bring visible improvements to one of Pakistan’s most important airports.

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Industry Accuses NTC of Ignoring Evidence in Soda Ash Case

Usman Yaqoob
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Industry Accuses NTC of Ignoring Evidence in Soda Ash Case

Pakistan’s soda ash industry has raised serious concerns over the National Tariff Commission’s (NTC) preliminary findings in an anti-dumping case involving imports from Türkiye and Kenya. Industry representatives and other parties involved in the case have argued that the Commission did not properly consider important evidence and other factors that may have affected local manufacturers.

The dispute is linked to a fresh anti-dumping investigation into soda ash, also known as disodium carbonate. The product is widely used by industries making glass, detergents, soaps, cleaning products, paper, chemicals and other goods. The case has become important for both local producers and businesses that depend on imported soda ash.

The NTC started the investigation in July 2025 after receiving an application from Lucky Core Industries Limited and Olympia Chemical Limited, two Pakistani producers of soda ash. They claimed that soda ash from Türkiye and Kenya was entering Pakistan at dumped prices and causing financial harm to local manufacturers.

However, parties opposing the case have questioned whether imports are really the main reason behind the problems faced by domestic producers. They have also raised concerns about the possible impact of higher prices on industries that use soda ash as a raw material.

NTC Finds Signs of Injury to Local Industry

The NTC’s preliminary determination reached a different conclusion. According to the Commission, dumped imports had increased in both absolute terms and compared with local production during the investigation period.

The Commission also found signs of material injury to the domestic industry. These included lower sales, a decline in market share, weaker production, lower capacity use, and pressure on inventory and productivity. The NTC said price undercutting, price depression and price suppression were also among the factors linked to the imported product.

The investigation covers imports of disodium carbonate under Pakistan Customs Tariff code 2836.2000. The dumping period runs from April 1, 2024, to March 31, 2025, while the injury period covers April 1, 2022, to March 31, 2025.

Based on its preliminary findings, the NTC imposed provisional anti-dumping duties. The Commission lists a duty range of 3.49% to 5.58% for exporters from Türkiye and 12.54% for imports from Kenya. The investigation is still listed as in progress, meaning the preliminary decision is not necessarily the final outcome.

Industry Questions the Commission’s Approach

The main criticism from parties opposing the duties is that the NTC may have placed too much focus on imported soda ash while not giving enough weight to other problems affecting domestic producers.

One major issue raised in the case is the need to separate the effect of dumped imports from other causes of injury. Under anti-dumping rules, an investigating authority is expected to examine other known factors that could be hurting a local industry. The purpose is to make sure that damage caused by those other factors is not wrongly blamed on imports.

The objections presented to the Commission argue that the biggest pressures on domestic producers during the investigation period may have come from wider economic, structural and business-related issues rather than imported soda ash alone.

The opposing side has therefore questioned whether the evidence establishes a strong enough connection between the imports and the financial problems faced by local producers.

The NTC, however, has said that it examined other possible factors as required under the law. In its response, the Commission stated that it considered factors other than dumped imports and preliminarily found that no other factor had caused material injury to the domestic industry.

Questions Over Existing Import Taxes

Another important issue in the case is Pakistan’s existing tax and duty structure on imported soda ash.

Arguments submitted against additional anti-dumping measures point out that imported soda ash already faces several charges. According to the evidence discussed in the NTC report, imports are subject to customs duty, regulatory duty, sales tax and withholding income tax. The combined incidence was presented as around 45%.

Those opposing additional duties argue that such a structure already provides substantial protection to domestic producers. They say adding anti-dumping duties could make imported soda ash even more expensive for Pakistani businesses.

This concern is especially important because soda ash is not only a finished product. It is also a key input for many other industries.

If its price rises, companies that use soda ash could face higher production costs. These businesses may then have to increase their own prices or accept lower profits. In some cases, higher raw material costs could also make Pakistani products less competitive in local and international markets.

Downstream Industries Could Face Higher Costs

The impact of the soda ash dispute goes beyond the companies directly involved in the investigation.

Soda ash is used in the production of many everyday and industrial products. It is an important material for glass manufacturing, detergents, soaps, cleaning compounds and sodium-based chemicals. It is also used in paper, metallurgical activities, desalination and other industrial processes.

This means a rise in soda ash prices can affect several parts of the manufacturing chain.

For example, glass manufacturers need soda ash as part of their production process. Detergent and chemical companies also depend on it. If their raw material becomes more expensive, their final production costs can increase.

Industry representatives opposing the duties have warned that protecting local soda ash producers through higher import costs could eventually put pressure on downstream businesses. They argue that policymakers should consider the interests of the entire industrial chain rather than focusing only on domestic soda ash producers.

The concern is that a measure designed to support one part of the industry could create problems for several other sectors.

Dispute Over Import Volumes

Another major point of disagreement is the actual size of the imports under investigation.

The parties challenging the NTC’s findings have argued that the volume of the alleged imports was small compared with the size of Pakistan’s domestic soda ash industry. They also questioned whether there was a meaningful increase in imports during the period under review.

The NTC reached a different preliminary view. According to its determination, dumped imports increased during the investigation period both in absolute terms and when compared with domestic production.

This difference in interpretation is important because import volume is one of the factors considered when deciding whether dumped goods may be causing injury to a local industry.

The disagreement shows why the final outcome of the investigation could be closely watched by both local producers and import-dependent businesses.

NTC Says It Followed the Law

While industry groups and other interested parties have questioned parts of the preliminary decision, the NTC has defended its process.

The Commission says it started the investigation after receiving an application from Lucky Core Industries and Olympia Chemicals in June 2025. Following an initial review of the application and supporting evidence, it concluded that there was enough information to justify opening a formal investigation.

The NTC then sought information from interested parties, including foreign producers and exporters.

For Türkiye, the Commission received information from several producers and exporters. For Kenya, the relevant exporters and producers did not provide the required information, so the Commission determined the dumping margin using the best available information allowed under the law.

The Commission has also stressed that anti-dumping duties do not mean imports are banned. Its position is that such duties are meant to ensure that imported goods enter Pakistan at fair prices rather than at prices that are considered unfairly low.

Why the Case Matters for Pakistan

The soda ash case comes at a time when Pakistani industries are already dealing with high production costs, energy prices, taxes and pressure on their profit margins.

For domestic soda ash producers, protection from allegedly dumped imports could provide some relief. Local manufacturers argue that they need a fair market in which they can compete with foreign suppliers without facing artificially low import prices.

For users of soda ash, however, the situation looks different. They need affordable and reliable supplies of the raw material to keep their own factories running.

This creates a difficult policy choice.

If imported soda ash is genuinely being sold at unfairly low prices and causing serious harm to local producers, anti-dumping action can help protect domestic manufacturing. But if higher duties mainly increase the cost of an important industrial input, downstream companies could suffer.

The challenge for policymakers is therefore to find a balance between protecting local production and keeping raw materials affordable for other businesses.

A Case With a Long History

Soda ash has been involved in anti-dumping cases in Pakistan before.

The NTC has previously investigated allegations involving soda ash imports from Kenya and Türkiye. The Commission’s records show that an earlier case concerning imports from Türkiye was eventually terminated.

The current investigation is separate and involves both Türkiye and Kenya. It was initiated on July 18, 2025, and its preliminary determination was issued on January 15, 2026.

The history of these cases shows that the issue is not new. Competition between domestic producers and foreign suppliers has remained a concern for Pakistan’s soda ash market for years.

What Happens Next?

The current decision is only preliminary. The NTC’s official records still list the soda ash investigation as in progress, with no final determination or final duty rate shown yet.

This means the arguments raised by different parties remain important.

The Commission will have to consider the available evidence before reaching its final decision. This includes questions about import volumes, prices, dumping margins, domestic production, sales, market share and the overall condition of the local industry.

It will also be important for the Commission to continue examining other factors that could have affected domestic producers during the investigation period.

For businesses using soda ash, the final decision will be closely watched because any long-term increase in import costs could affect their production expenses.

Balance Between Local Industry and Consumers

The dispute highlights a larger issue in Pakistan’s trade policy: how to protect local industries without creating unnecessary pressure on other businesses and consumers.

Domestic producers need a fair chance to compete. At the same time, manufacturers that depend on imported raw materials need access to reasonably priced supplies.

A decision based on strong evidence can help achieve this balance. But if any important factor is overlooked, the policy could create new problems while trying to solve an existing one.

The industry’s accusation that the NTC ignored or failed to properly consider evidence therefore remains a significant part of the debate. The Commission has rejected the suggestion that it ignored other factors and says it followed the requirements of the anti-dumping law.

The final decision will determine whether the preliminary findings are maintained, changed or withdrawn.

For now, the soda ash dispute remains an important issue for Pakistan’s chemical, glass, detergent and other manufacturing sectors. The outcome will not only affect Lucky Core Industries and Olympia Chemicals or foreign suppliers from Türkiye and Kenya. It could also influence the costs faced by a much wider group of Pakistani businesses that rely on soda ash.

As the investigation moves toward its final stage, both sides will be looking for a decision that is based on complete evidence and considers the interests of the wider economy. The key question is whether the problems faced by domestic soda ash producers are mainly the result of dumped imports or whether other economic and business factors played a larger role.

That answer will be central to the NTC’s final decision and could shape Pakistan’s soda ash market for years to come.

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How Pakistani Startups Can Win Gen Z Trust Without a Silicon Valley Budget

Usman Yaqoob
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0
How Pakistani Startups Can Win Gen Z Trust Without a Silicon Valley Budget

For Pakistani startups, winning the trust of Gen Z does not require millions of rupees, expensive celebrity campaigns, or a huge marketing team. The new generation of customers is more interested in honesty, useful products, real experiences, and brands that understand their daily lives.

Gen Z includes young people who have grown up with smartphones, social media, online shopping, digital payments, and instant communication. In Pakistan, this group is becoming an important part of the customer market. They are students, young professionals, freelancers, small business owners, and first-time buyers. They are also active on platforms such as TikTok, Instagram, YouTube, Facebook, and WhatsApp.

For startups working with limited money, this presents a big opportunity. A small company may not be able to compete with large brands in terms of advertising spending, but it can compete through trust and strong relationships.

The key is to understand what young Pakistani customers expect and communicate with them in a simple, honest, and useful way.

Understand What Gen Z Wants

Before spending money on marketing, startups need to understand their audience. Gen Z is not one single group with exactly the same interests. Their needs can be different depending on their city, education, income, age, and lifestyle.

However, many young consumers share some common expectations. They want brands to be easy to understand. They want quick answers. They want fair prices and good service. They also want to know whether a company can actually deliver what it promises.

This means startups should avoid creating marketing messages that sound too formal or unrealistic.

Instead of saying, “We are the leading company providing world-class solutions,” a startup can explain exactly what it does and how it helps customers.

Simple communication often feels more trustworthy.

Be Honest About Your Product

One of the easiest ways to build trust is also one of the most important: do not make promises that your product cannot keep.

Young customers can quickly find reviews, comments, videos, and complaints online. If a company makes a big claim and customers discover that the reality is different, the damage can spread quickly.

A startup should clearly explain what its product does, what it does not do, how much it costs, and what customers can expect after buying it.

For example, an online clothing startup should provide accurate information about fabric, sizes, delivery time, exchange rules, and product quality. It should not use heavily edited pictures that make the product look completely different from what customers receive.

Honesty may not create instant sales, but it can create repeat customers.

Use Social Media as a Conversation, Not Just an Advertisement

Many startups think social media means posting advertisements every day. That approach can become boring very quickly.

Gen Z spends a lot of time on social platforms, but that does not mean they want to see advertisements all the time. They want content that entertains them, teaches them something, answers questions, or gives them a reason to interact.

A Pakistani startup can use social media to show how its product is made, introduce team members, answer common questions, share customer experiences, and explain problems that the company is trying to solve.

Short videos can be especially useful because they can be produced with a phone without spending a large amount of money.

A founder explaining the company’s story in a natural video may create more trust than an expensive advertisement with a large production team.

Show the People Behind the Business

People often trust people more than logos.

Startups have an advantage here because they can show their founders and employees directly. A founder can talk about why the company was started, what problem they faced, and what they are trying to improve.

This does not require professional cameras or a studio.

A simple video recorded in an office can be enough if the message feels real.

For example, a founder could explain how the company received its first 100 customers, what mistakes it made, or how it improved its service after receiving complaints.

Sharing both progress and problems can make a brand feel more human.

Let Customers Speak for You

Customer reviews are one of the strongest tools available to a startup.

Instead of spending a large amount of money telling people that a product is good, startups can allow real customers to share their experiences.

Businesses can ask satisfied customers for honest reviews and, with their permission, share them on social media and websites.

Video reviews can be particularly effective. A short clip from a real customer can show how a product is used in everyday life.

However, startups should never create fake reviews. Fake testimonials may provide short-term benefits, but they can seriously damage a company’s reputation if customers discover the truth.

Even negative feedback can be useful. A startup that responds politely and explains how it plans to solve a problem can show that it takes customers seriously.

Do Not Ignore Negative Comments

Negative comments are unavoidable for most businesses.

Some companies immediately delete every complaint from their social media pages. This can make customers feel that the company does not want to listen.

Not every complaint is fair, and some comments may be made simply to create trouble. But genuine complaints should be handled openly.

If a customer receives a damaged product, for example, the company should apologise, explain the next step, and offer a reasonable solution.

A public response can also show other potential customers that the business is willing to take responsibility.

The goal is not to have zero complaints. The goal is to show customers that problems will be handled properly.

Make Customer Service Fast and Friendly

For Gen Z customers, slow replies can quickly become frustrating.

A young customer may send a message through Instagram, WhatsApp, or another platform and expect a response within a reasonable time. If the company takes several days to reply, the customer may simply move to another business.

Startups should create a basic system for handling customer questions.

Even if a company cannot provide 24-hour support, it can clearly mention its working hours and reply as quickly as possible during those hours.

The language should also be simple and friendly. Customers do not want to feel as if they are talking to a government office.

Build Trust Through Transparency

Transparency can become a major advantage for a small startup.

Customers want to know the total cost before placing an order. They want clear information about delivery charges, return policies, payment methods, and warranties.

Hidden charges can quickly damage trust.

A Pakistani startup should make important information easy to find. If delivery takes three to five working days, say so clearly. If an item cannot be returned, explain that before the customer purchases it.

Clear information reduces confusion and makes customers more comfortable.

Work With Small Creators

Startups do not always need famous influencers.

Large influencers may charge significant amounts for promotional content, while smaller creators may have a closer relationship with their followers.

Micro-influencers and niche creators can be useful for startups because their audiences may be more focused and engaged.

For example, a small Pakistani skincare company could work with several local beauty creators rather than spending its entire marketing budget on one famous personality.

The important point is to choose creators whose audience matches the product.

A creator should also clearly disclose paid partnerships. Honest promotion is more likely to build long-term trust than a promotion that looks fake.

Create Useful Content

Content marketing can help startups compete without a large advertising budget.

Instead of constantly asking people to buy something, businesses can create content that solves problems.

A tech startup could publish simple guides about online security, mobile apps, or digital payments. A food startup could share recipes or cooking tips. A financial technology company could explain basic money management in easy language.

Useful content can attract people even when they are not ready to buy.

Over time, customers may begin to see the startup as a helpful source of information rather than just another company trying to sell something.

Understand Pakistani Culture and Local Needs

A major advantage for Pakistani startups is local knowledge.

International companies may have large budgets, but local startups understand the language, culture, buying habits, and everyday problems of Pakistani customers.

This knowledge should be part of the marketing strategy.

Content can use familiar examples and simple language. Brands can understand local festivals, shopping seasons, student life, family buying decisions, and regional differences.

A startup should not simply copy marketing campaigns from American or European companies and expect them to work in Pakistan.

Local understanding can be a stronger advantage than a large advertising budget.

Focus on Value Instead of Looking Expensive

A startup does not need to look like a multinational company.

Customers care more about whether a product provides good value.

This does not mean a company should ignore branding or presentation. A clean website, professional logo, clear product photos, and easy checkout process are important.

But businesses should avoid wasting money trying to appear bigger than they really are.

A startup can be proud of being small.

Instead of pretending to have a massive operation, it can say that it is a growing Pakistani business focused on serving its customers properly.

That honesty can become part of its identity.

Reward Loyal Customers

Building trust becomes easier when customers feel appreciated.

Startups can create simple loyalty programmes without spending a huge amount of money. Returning customers might receive early access to new products, small discounts, free delivery, or special offers.

Even a personal thank-you message can make a difference.

Businesses can also ask loyal customers for feedback before launching new products.

When customers feel that their opinions matter, they are more likely to remain connected with the brand.

Protect Customer Data

Digital trust is becoming increasingly important.

When customers share their phone numbers, addresses, payment information, or other personal details, they expect companies to handle that information responsibly.

Startups should use secure systems, limit access to customer information, and avoid sharing personal data without proper permission.

The company should also explain its privacy practices in simple language.

A data problem can destroy customer trust very quickly, especially for a young company that is still building its reputation.

Give Gen Z a Reason to Believe in Your Brand

Young customers do not only buy products. Many also care about what a company stands for.

This does not mean every startup needs a major social campaign or complicated mission statement.

A company can simply show that it cares about its employees, customers, local suppliers, product quality, or the environment.

But these claims need to be supported by real actions.

If a company says it supports local businesses, it should actually work with local suppliers where possible. If it says customer service is important, it should show that through its support system.

Actions are more powerful than slogans.

Measure Trust, Not Just Sales

Startups often focus heavily on sales numbers, but other signs can show whether customers are beginning to trust the brand.

Businesses can track repeat purchases, customer reviews, referrals, social media engagement, support complaints, and direct feedback.

If customers are recommending the company to friends without being paid to do so, that can be a strong sign of trust.

A startup should also regularly ask customers what they like and dislike.

This information can help the company improve both its products and its marketing.

Small Budgets Can Still Build Big Brands

The biggest mistake a Pakistani startup can make is believing that it cannot compete because it does not have a large marketing budget.

Money can help a company reach more people, but it cannot automatically create trust.

Trust comes from delivering good products, keeping promises, responding to customers, being honest about mistakes, and communicating in a way that feels natural.

Gen Z has many choices. They can compare prices, watch reviews, read comments, and switch brands with very little effort. This makes trust more important than ever.

For Pakistani startups, the opportunity is clear. Instead of trying to copy Silicon Valley companies or compete with multinational brands on advertising spending, startups can build a stronger connection with local customers.

They can use social media, short videos, customer stories, useful content, small creators, and direct communication to build relationships.

Most importantly, they can remain honest.

A startup does not need a huge office, a famous celebrity, or a massive advertising campaign to earn the attention of young Pakistanis. It needs a product that solves a real problem and a brand that treats customers with respect.

In the long run, that combination can be far more valuable than an expensive marketing campaign.

For Pakistani startups, winning Gen Z trust is not about spending more. It is about listening better, communicating honestly, delivering consistently, and giving young customers a reason to come back.

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Govt Moves Closer to Selling 30% Stake in PNSC

Usman Yaqoob
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0
Govt Moves Closer to Selling 30% Stake in PNSC

The federal government has moved another step closer to selling a 30% stake in Pakistan National Shipping Corporation (PNSC) to the National Logistics Corporation (NLC). The proposed deal is part of a wider plan to restructure the national shipping company and improve Pakistan’s transport and logistics system.

The government has now formed two separate sub-committees to settle the financial, commercial and legal details of the transaction. These committees will work on important matters such as the sale price, payment plan, dividend treatment, legal agreements and the process for transferring management control to NLC.

The development shows that the government is moving beyond the initial approval stage and is now working on the practical details needed to complete the transaction. However, several important matters still need to be settled before the deal can be fully completed.

Government Takes Next Step on PNSC Deal

The proposed sale has been under discussion for several months. In May 2026, the Economic Coordination Committee (ECC) of the Cabinet gave in-principle approval for the restructuring of PNSC through the sale of a 30% shareholding to NLC, along with the transfer of management control.

The latest move is focused on completing the financial and legal work required for the transaction.

According to a briefing by the Ministry of Maritime Affairs to the ECC, two sub-committees have been established for this purpose. One committee will mainly deal with financial and commercial matters, while the other will focus on legal issues and agreements.

This means the government is now trying to turn the earlier approval into a properly structured transaction.

What Will the First Committee Do?

The first sub-committee will be headed by the Adviser to the Prime Minister on Privatisation. It includes senior officials from the Finance Division, Law and Justice Division and Ministry of Maritime Affairs. The Chairman of the Securities and Exchange Commission of Pakistan (SECP) and the Director General of NLC are also part of the committee.

One of its main responsibilities will be to decide the price at which the 30% PNSC stake will be sold.

The committee will also look at how NLC will make the payment. This is an important part of the deal because the government and other stakeholders need a clear plan for the transfer of funds.

Another issue on the table is the treatment of dividends. The committee will have to decide how dividends connected to the shares will be handled during the transaction.

It will also consider how the money received from the transaction will be used and how proceeds can be injected into PNSC to support the company.

Legal Committee to Prepare Agreements

The second sub-committee will deal mainly with legal matters. It will be chaired by the Secretary of the Law and Justice Division.

Representatives from the Finance Division, Ministry of Maritime Affairs, Privatisation Division, SECP and NLC will be involved in its work.

The committee will prepare and review important documents needed to complete the transaction. These include the Share Purchase Agreement and Shareholders’ Agreement.

The transfer of management control will also be covered by the legal process.

These documents are important because the deal is not simply about transferring shares. NLC is expected to receive management control and consolidation rights along with the 30% stake. Therefore, the government needs to clearly define the rights and responsibilities of all parties involved.

Why Is the Government Selling 30% of PNSC?

The government says the move is aimed at restructuring PNSC and improving the country’s overall logistics system.

The plan is to bring shipping and road-based logistics closer together under NLC. Officials believe better coordination between these areas can help improve the movement of goods across Pakistan.

Pakistan has a large coastline and important ports, but the country has not been able to fully use its maritime potential. The government has been trying to bring more attention to the shipping and maritime sectors as part of broader economic reforms.

The ECC had earlier directed authorities to speed up the process so that Pakistan could benefit from growing maritime and transshipment opportunities.

The government believes that better management of PNSC could help the company play a stronger role in national trade and transport.

NLC to Get Management Control

One of the most important parts of the proposal is that NLC will not only acquire 30% of PNSC shares but will also receive management control.

This makes the transaction more significant than a normal share sale.

The government had earlier approved, in principle, the acquisition of the 30% stake by NLC along with management control and consolidation rights, subject to the relevant laws and rules.

With management control, NLC would have a much stronger role in deciding how PNSC operates and how the company develops in the future.

The idea is to combine NLC’s logistics network with PNSC’s shipping operations. If managed properly, this could create a more connected system for moving goods by road and sea.

Government Still Owns Majority of PNSC

PNSC is listed on the Pakistan Stock Exchange and the federal government remains its biggest shareholder.

According to PNSC’s corporate information, the government currently owns 87.56% of the company. The PNSC Employees Empowerment Trust owns 1.57%, while the remaining shares are held by individuals, institutions and other shareholders.

The government’s large shareholding means that the proposed 30% transfer would represent a major change in the ownership and management structure of the company.

At the same time, the government would continue to hold a significant stake in PNSC after the transaction.

The deal therefore appears to be more focused on changing management and improving operations rather than completely removing the government from the company.

PNSC Remains an Important National Company

PNSC has an important role in Pakistan’s shipping sector. The company operates vessels used for transporting goods and has been expanding its fleet in recent years.

According to the latest information reported by Pakistani media, PNSC operates a fleet of 14 vessels, including three ships acquired recently. The company has also remained profitable in recent years. It recorded a net profit of around Rs30 billion in FY2022-23, Rs19.4 billion in FY2023-24 and Rs20.4 billion in FY2024-25.

These figures show why PNSC remains an important asset for the country.

A stronger shipping company could help Pakistan handle a greater share of its own trade-related transport. It could also support the country’s efforts to reduce dependence on foreign shipping companies.

What Could the Deal Mean for Pakistan?

If the transaction is completed successfully, it could bring several changes to Pakistan’s logistics and shipping sector.

One possible benefit is better coordination between different forms of transport. Goods often need to move through several stages before reaching their final destination. A system that connects shipping, ports, roads and other logistics services could make this process easier.

For example, imported goods arriving at a port may need to travel long distances by road before reaching warehouses or markets. Better coordination between shipping and road logistics could reduce delays and improve the movement of these goods.

The same could apply to Pakistani exports. A stronger national shipping operation could support businesses that send products to international markets.

However, the success of the plan will depend on how the new management structure works in practice.

Maritime Sector Getting More Attention

The PNSC transaction comes at a time when the government is giving greater attention to Pakistan’s maritime sector.

The government has been working on several reforms related to ports, customs, ship recycling and other maritime activities. An official review released in July 2026 said that a large number of reform measures had already been completed under the Prime Minister’s Maritime Task Force.

These reforms are aimed at fixing long-standing problems and making better use of Pakistan’s location and coastline.

Pakistan is located near important international trade routes, giving it the potential to become a stronger regional transport and trade centre. However, reaching that potential requires better ports, stronger shipping companies, efficient customs systems and reliable logistics services.

The proposed PNSC restructuring is being presented as one part of this larger effort.

What Happens Next?

The formation of the two sub-committees does not mean the sale has been completed.

Several issues still need to be finalised. The sale price is one of the most important matters. The payment schedule also needs to be agreed upon.

The committees must also complete the legal agreements and decide exactly how management control will be transferred.

After these matters are settled, the relevant authorities will have to complete the remaining formalities required under Pakistani law and applicable regulations.

The government has also proposed an Implementation Committee to prepare a roadmap and oversee the transaction. This committee is expected to be headed by the Adviser to the Prime Minister on Privatisation and co-chaired by the Minister for Maritime Affairs.

This committee could play an important role in making sure that the different stages of the transaction are completed properly.

Impact on PNSC Employees and Shareholders

The change in management could also be important for PNSC employees and existing shareholders.

Whenever a major company changes its ownership or management structure, employees naturally want to know whether there will be changes to jobs, working conditions or company policies.

The exact impact will depend on the final agreements between the government and NLC.

For shareholders, the transaction could also influence expectations about the company’s future performance. PNSC is already listed on the Pakistan Stock Exchange, so any major change in its ownership or management can attract attention from investors.

However, the financial impact cannot be properly judged until the final sale price, payment terms and other details are made clear.

A Bigger Role for NLC

NLC already has a major role in Pakistan’s logistics network. Bringing PNSC under its management could give the organisation a wider role that includes both land and sea transport.

This could allow NLC to offer more connected logistics services.

For Pakistan, such a system could be useful if it reduces unnecessary delays and costs. Businesses generally need reliable transport to move raw materials and finished products. Any improvement in logistics can have a direct effect on trade and business activity.

However, better results will depend on investment, planning and professional management. Simply changing ownership will not automatically solve the problems faced by a large state-owned company.

Government’s Larger Reform Plan

The proposed sale should also be viewed in the wider context of government efforts to reform state-owned enterprises.

Pakistan has been under pressure to improve the performance of public-sector companies and reduce inefficiencies. Restructuring companies and changing their management models are among the steps being considered to improve performance.

In the case of PNSC, the government appears to be trying to combine public ownership with a different management structure.

The key question will be whether the new arrangement can improve efficiency while protecting the long-term interests of the company and the country.

Final Thoughts

The government’s plan to sell a 30% stake in PNSC to NLC has now entered a more detailed stage. The formation of two sub-committees means authorities are working on the practical financial and legal issues needed to move the transaction forward.

The committees will decide the sale price, payment plan, dividend treatment and use of proceeds. They will also prepare the legal agreements and work out how management control will move to NLC.

The government believes the restructuring can help connect Pakistan’s shipping and road logistics networks and allow the country to make better use of its maritime and transshipment opportunities.

PNSC is already a profitable and important national shipping company, with the government holding a large majority of its shares. The proposed 30% transfer and management change could therefore have a major impact on the company’s future direction.

For now, the transaction is still moving through the required process. The final outcome will depend on the agreements reached by the committees and the completion of all legal and financial requirements.

If implemented effectively, the plan could give PNSC a stronger role in Pakistan’s transport system and support the country’s wider efforts to improve trade, shipping and logistics. But the real test will come after the transaction, when the new management structure has to deliver better performance, stronger services and long-

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