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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.

Engro Holdings’ First Half Profit Falls by 41%

Usman Yaqoob
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Engro Holdings’ First Half Profit Falls by 41%

Engro Holdings Limited has reported a sharp decline in its consolidated profit for the first half of 2026, with profit after tax falling by 41 percent compared with the same period last year.

According to the company’s latest financial results, Engro Holdings posted a consolidated profit after tax of Rs. 18.6 billion during the first six months of calendar year 2026. This was lower than the Rs. 31.6 billion profit recorded in the corresponding period of 2025.

The company’s earnings per share (EPS) also declined during the period. EPS dropped to Rs. 15.46 from Rs. 26.23 in the same period last year.

However, the fall in profit came despite growth in the company’s overall revenue and gross profit. Engro Holdings’ revenue increased by 5 percent year-on-year, reaching Rs. 259.3 billion during the first half of 2026, compared with Rs. 247.3 billion in the same period of 2025. Gross profit also showed a strong increase of 31 percent and reached Rs. 72.7 billion.

The latest results show a mixed financial picture for the company. While its business operations continued to generate higher revenue and better gross profit, higher costs and a major reduction in other income put pressure on the company’s final earnings.

Profit Declines Despite Revenue Growth

The first-half results highlight the difference between revenue growth and final profitability. Engro Holdings was able to increase its total revenue during the six-month period, showing that its major businesses continued to remain active.

Revenue growth generally means that a company is generating more income from its products and services. In Engro Holdings’ case, revenue increased to Rs. 259.3 billion, reflecting continued activity across its businesses.

The company’s gross profit also rose significantly. Gross profit increased by 31 percent to Rs. 72.7 billion, showing an improvement in the amount left after direct business costs.

However, higher revenue and gross profit did not result in higher overall profit after tax. This is because other expenses and financial factors also affect a company’s final earnings.

Analysts pointed to higher costs and a sharp decline in other income as major reasons behind the fall in Engro Holdings’ profit. As a result, the company’s final profit dropped even though its revenue and gross profit improved during the first half of the year.

Second Quarter Performance Was Weaker

The company’s performance became more challenging during the second quarter of 2026.

For the three months ended June 2026, Engro Holdings reported a consolidated profit after tax of Rs. 8.97 billion. This represented a major year-on-year decline of 70 percent compared with Rs. 29.76 billion reported in the second quarter of 2025.

The quarterly EPS also fell sharply to Rs. 7.45, compared with Rs. 24.71 in the same quarter of the previous year.

The second-quarter result played an important role in pulling down the company’s overall first-half earnings. The large fall in quarterly profit shows that the company faced greater pressure during the April-to-June period.

While the company continued to generate strong revenue, the higher costs and weaker contribution from other income affected its final profit.

Earnings Per Share Also Falls

Earnings per share, commonly known as EPS, is an important number for shareholders because it shows how much profit a company has earned for each share.

During the first half of 2026, Engro Holdings reported an EPS of Rs. 15.46, down from Rs. 26.23 in the same period last year.

The fall in EPS followed the decline in overall profit after tax. Since the company earned less profit compared with the previous year, the earnings available on a per-share basis also declined.

For investors, EPS is often one of the key figures used to understand a company’s financial performance. A lower EPS can show weaker earnings, although investors also look at the reasons behind the decline before judging the overall condition of a company.

In Engro Holdings’ case, the profit decline does not mean that all areas of the business performed poorly. Revenue and gross profit both increased, showing that some parts of the company’s operations continued to perform well. The weaker final result was mainly linked with the impact of higher costs and lower other income.

Higher Costs Put Pressure on Final Earnings

One of the major reasons for the decline in profit was the rise in costs.

Large business groups like Engro operate across different sectors, and their expenses can be affected by several factors. These may include energy costs, raw material prices, taxes, financing costs, transport expenses, employee costs and other operating charges.

Even when revenue rises, profit can still fall if costs increase at a faster rate or if other sources of income become weaker.

This appears to have been a key issue during the first half of 2026. Engro Holdings was able to grow revenue, but the rise in costs reduced the benefit of that growth.

Analysts also highlighted the significant decline in other income. Other income can include returns from investments and various non-core sources. When this income falls sharply, it can have a major effect on a company’s overall profit.

As a result, Engro Holdings ended the first half of the year with a much lower profit than the previous year despite an increase in sales and gross profit.

A Mixed Picture for the Company

The first-half financial results present a mixed picture for Engro Holdings.

On one hand, the company showed growth in revenue. Total revenue rose by 5 percent to Rs. 259.3 billion. Gross profit also increased strongly by 31 percent to Rs. 72.7 billion.

These figures suggest that the company’s main operations continued to generate substantial business activity.

On the other hand, the final profit after tax fell by 41 percent to Rs. 18.6 billion. This means that the improvement in revenue and gross profit was not enough to protect the company from the impact of higher costs and lower other income.

For investors, such results show why it is important to look beyond only one financial number. Revenue, gross profit, operating costs, other income and profit after tax can all tell different parts of a company’s financial story.

Engro Holdings’ first-half results show strong growth in some areas but clear pressure on the bottom line.

Comparison With Last Year

The year-on-year comparison shows how significantly Engro Holdings’ profitability changed.

In the first half of 2025, the company reported consolidated profit after tax of Rs. 31.6 billion. During the same period in 2026, the profit declined to Rs. 18.6 billion.

This resulted in a 41 percent decrease in profit.

EPS also dropped from Rs. 26.23 to Rs. 15.46.

At the same time, revenue increased from Rs. 247.3 billion to Rs. 259.3 billion, while gross profit rose to Rs. 72.7 billion.

The numbers show that the company’s ability to generate revenue remained relatively strong, but the final amount of profit was much lower than before.

The sharp decline in the second quarter was especially important. Quarterly profit after tax fell by 70 percent year-on-year to Rs. 8.97 billion.

This weaker second-quarter performance affected the overall six-month result and resulted in a significant decline in first-half profitability.

Engro Holdings’ Business Position

Engro Holdings is one of Pakistan’s major corporate groups and manages investments in different companies and sectors. According to the Pakistan Stock Exchange, the company’s main activity is managing investments in its subsidiaries and associated companies.

The company’s financial performance can therefore be affected by the results of its different businesses, as well as changes in investment income, taxes, financing costs and other group-level factors.

Engro Holdings has also been going through changes in its structure and investment approach. Its financial performance should therefore be viewed in the wider context of the group’s business plans and long-term investments.

The company has previously said that it focuses on strengthening its business portfolio and supporting growth across its key areas.

For shareholders and market observers, the latest first-half result will be important because it provides an early view of how the company is performing in 2026.

Revenue Growth Remains a Positive Sign

Although the decline in profit is significant, the increase in revenue remains an important positive point.

Revenue of Rs. 259.3 billion shows that Engro Holdings continued to generate substantial business activity during the first six months of 2026.

The 5 percent year-on-year increase may not have been enough to prevent the profit decline, but it suggests that demand and activity in the group’s operations remained present.

The stronger 31 percent increase in gross profit is also a positive sign. It shows improvement at an earlier stage of the company’s income statement.

However, the challenge for the company will be to manage the costs and other factors that affect final profitability.

If costs remain high or other income stays weak, higher revenue alone may not be enough to deliver stronger net earnings.

The company’s future financial performance will depend on how effectively it can control expenses while maintaining growth in its major businesses.

What Investors Will Watch Next

Following the first-half results, investors are likely to closely watch Engro Holdings’ performance in the remaining months of 2026.

One major area will be whether the company can improve its profitability during the second half of the year.

Investors will also be interested in revenue growth, operating costs, other income and the performance of the company’s key businesses.

If revenue continues to grow and the company manages to control costs, it could support better earnings in the coming quarters. However, if cost pressures remain high, profitability could continue to face challenges.

The large decline in second-quarter profit also makes the next set of results particularly important. A stronger performance could help the company recover some of the lost ground, while continued pressure could further affect full-year earnings.

Market participants will also examine how the company manages its investments and capital during the rest of the year.

Outlook for the Rest of 2026

Engro Holdings’ first-half results show that the company is facing a difficult balance between growth and profitability.

The company successfully increased revenue and achieved a strong rise in gross profit. However, the benefits of this growth were reduced by higher costs and a sharp fall in other income.

As a result, consolidated profit after tax fell by 41 percent to Rs. 18.6 billion during the first half of 2026.

The 70 percent decline in second-quarter profit also highlights the pressure the company faced during the period.

Going forward, Engro Holdings will need to focus on maintaining revenue growth while controlling costs and improving the factors that affect its final earnings.

The company’s broad business presence may provide support in different areas, but its future results will depend on the performance of its major businesses and overall economic conditions.

For now, the first-half numbers tell a clear story: Engro Holdings continued to grow its revenue and improved its gross profit, but higher costs and lower other income caused a sharp decline in final profit.

The company will now look toward the second half of 2026 to improve earnings and strengthen its overall financial performance. Its upcoming results will be closely watched by investors, analysts and the wider business community in Pakistan.

The first-half performance is a reminder that higher sales do not always lead to higher profits. For Engro Holdings, the key challenge in the coming months will be turning strong business activity and revenue growth into better final earnings.

With its profit down by 41 percent in the first half of 2026, the company enters the rest of the year with pressure to improve its cost management and restore stronger profitability. At the same time, the growth in revenue and gross profit provides some positive support and shows that several parts of the business continue to generate strong activity.

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JDW Sugar Mills Joins Pakgen-Led Group in Race to Privatise FESCO

Usman Yaqoob
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JDW Sugar Mills Joins Pakgen-Led Group in Race to Privatise FESCO

JDW Sugar Mills Limited has entered the race for the privatisation of Faisalabad Electric Supply Company (FESCO) by joining a business group led by Pakgen Limited. The move marks an important development in Pakistan’s ongoing plan to bring major electricity distribution companies into private-sector management.

JDW Sugar Mills informed the Pakistan Stock Exchange that it had been approached to join the consortium for the privatisation process of FESCO. The company is now part of a larger group of businesses that intends to take part in the government’s process for selecting suitable investors.

The consortium is led by Pakgen Limited and includes several well-known companies from Pakistan’s industrial, energy, and manufacturing sectors. With JDW Sugar Mills and its subsidiary Deharki Sugar Mills joining the group, the consortium has become a larger and more diverse business alliance.

The development comes as the government moves ahead with the privatisation of major electricity distribution companies, commonly known as DISCOs. The broader plan is aimed at improving the performance of the power sector, reducing losses, attracting private investment, and improving electricity services for consumers.

JDW Sugar Mills Joins the Consortium

According to the information shared by the company, JDW Sugar Mills has joined the Pakgen-led consortium for the proposed divestment of FESCO. The consortium was formed to participate in the Request for Statement of Qualification process introduced by the Privatisation Commission.

The group includes companies with experience in power generation, manufacturing, electrical equipment, agriculture, and other major sectors of Pakistan’s economy.

The consortium currently includes:

  • Pakgen Limited
  • Nishat Mills Limited
  • Lalpir Limited
  • Nishat Power Limited
  • Nishat Chunian Power Limited
  • Kohinoor Energy Limited
  • Pak Elektron Limited
  • JDW Sugar Mills Limited
  • Deharki Sugar Mills (Private) Limited
  • ATF Agri Sciences (Private) Limited

Pakgen Limited is serving as the lead member of the consortium. Each company brings different experience and business strength to the group, which could help it during the qualification and bidding process.

JDW Sugar Mills said its participation is linked to the privatisation process being carried out for FESCO. However, joining the consortium does not mean that the group has already secured control of the electricity distribution company. The consortium will still have to meet the required conditions and move through different stages of the government’s privatisation process.

A Major Move Beyond the Sugar Business

JDW Sugar Mills is one of Pakistan’s leading companies in the sugar industry. However, its business activities are not limited to sugar production. The company is also involved in energy-related activities and other businesses.

The company’s participation in the FESCO privatisation process shows how large Pakistani business groups are looking at new opportunities outside their traditional sectors. Electricity distribution is a major part of the country’s power system, and private-sector participation could create new business opportunities for companies that have the financial strength and experience to manage large operations.

JDW Sugar Mills already has links with the energy sector through its group companies. Its operations include the generation and sale of energy, while its wider business structure also includes power-related subsidiaries.

This experience may help the company and its consortium partners understand some of the challenges and opportunities connected with the power sector.

At the same time, managing an electricity distribution company is different from running a power plant. Distribution companies are responsible for supplying electricity to consumers through their networks. They have to deal with issues such as electricity theft, power losses, bill recovery, network maintenance, customer complaints, and investment in better infrastructure.

Because of these challenges, the privatisation process is attracting the attention of companies that can combine financial resources with technical and management skills.

What Is FESCO?

FESCO is one of Pakistan’s major electricity distribution companies. It provides electricity to a large number of domestic, commercial, agricultural, and industrial consumers in central Punjab.

The company serves an important region of the country that includes Faisalabad, one of Pakistan’s major industrial cities. Its service area is economically important because it contains large numbers of factories, businesses, farms, and residential areas.

A better-performing electricity distribution company could have a direct effect on industries and consumers in the region. Reliable power supply and better customer service are important for economic activity, especially in an industrial centre such as Faisalabad.

The government has included FESCO in the first batch of electricity distribution companies planned for privatisation. Gujranwala Electric Power Company (GEPCO) and Islamabad Electric Supply Company (IESCO) are also part of this first group.

The government has said that the process is designed to bring private-sector management and investment into these companies. Depending on the final structure of the transaction, investors may acquire a majority or complete shareholding along with management control.

Government Moves Ahead With DISCO Privatisation

The privatisation of electricity distribution companies is part of Pakistan’s wider effort to improve the power sector.

For many years, the electricity sector has faced serious problems. These include high distribution losses, electricity theft, unpaid bills, financial pressure, outdated infrastructure, and poor customer service in some areas.

The government believes that private-sector participation can help improve the management of these companies. Private investors may bring better business practices, technology, investment, and stronger systems for bill recovery and reducing losses.

The Privatisation Commission has been working on the process for the first group of DISCOs. FESCO, GEPCO, and IESCO were selected as part of the first batch.

The government has invited local and international investors to show their interest in acquiring stakes and management control in these companies. The process is expected to move through several stages, including the submission of required documents, evaluation of interested parties, prequalification, due diligence, and later bidding or other transaction stages.

The government has also stressed that the process will be carried out in a competitive and transparent manner.

Strong Interest From Investors

FESCO has attracted strong interest from both Pakistani and foreign investors. The large response shows that major companies see value and potential in the electricity distribution business.

The participation of foreign and local investors could increase competition in the privatisation process. This may help the government get better offers and select investors with the required financial and technical ability.

The Pakgen-led group is one of the local business alliances that have shown interest in FESCO. By bringing together companies from different sectors, the consortium has created a broad business group with experience in power, industry, manufacturing, agriculture, and technology.

The addition of JDW Sugar Mills and Deharki Sugar Mills has further increased the number of companies in the group.

For JDW, this could be an important opportunity to become involved in a major electricity distribution business. For the other consortium members, the partnership could also provide a chance to combine their resources and experience.

The Role of Pakgen as Lead Member

Pakgen Limited is leading the consortium in the FESCO privatisation process. As the lead member, Pakgen is expected to play an important role in coordinating the group’s participation and dealing with the formal process.

Pakgen has already announced its intention to participate in the privatisation process. Other companies have gradually joined the consortium, creating a larger business alliance.

The participation of several power-sector companies is particularly important. Electricity distribution requires major investment, technical knowledge, strong management, and a long-term plan.

Nishat Power, Nishat Chunian Power, Lalpir Limited, and Kohinoor Energy are among the companies in the consortium that have experience connected with Pakistan’s power sector.

Pak Elektron Limited, better known as PEL, also brings experience in electrical equipment and related business areas.

Meanwhile, JDW Sugar Mills and Deharki Sugar Mills add experience from the sugar, agriculture, and energy sectors.

This mix of businesses could help the consortium present itself as a group with a wide range of skills and financial support.

Why Private Investors Are Interested in FESCO

Electricity distribution can be a difficult business in Pakistan, but it can also offer long-term opportunities if major problems are managed properly.

A private investor that successfully reduces electricity theft, improves bill recovery, controls unnecessary costs, and upgrades the network could improve the financial position of a distribution company.

Better management could also help reduce technical losses and improve the quality of service.

However, private investors will also face major challenges. Electricity tariffs are an important public issue, and changes in power prices can affect consumers, businesses, and industries.

Any new owner or management team would have to work within Pakistan’s regulatory and legal system. The company would also have to coordinate with power generation companies, transmission authorities, regulators, and government departments.

Therefore, the privatisation of FESCO is not simply about buying a company. It involves taking responsibility for a major electricity network and millions of consumers.

What Happens Next?

The companies and business groups that have shown interest will have to go through the official process set by the Privatisation Commission.

Their financial position, business experience, technical capacity, and other qualifications may be examined before they are allowed to move to the next stage.

Those that meet the required conditions can be prequalified. Prequalified investors may then receive access to more detailed information about the company through the official due-diligence process.

This will allow potential investors to study FESCO’s business, finances, operations, assets, liabilities, customer base, and other important matters.

After that, the privatisation process can move towards the next stage under the government’s approved transaction plan.

The final result will depend on competition between interested investors and the terms offered during the process.

Importance for Pakistan’s Power Sector

The outcome of FESCO’s privatisation could be important for the wider power sector.

Pakistan has been trying to improve the financial condition and performance of its electricity system for years. Distribution companies play a key role because they are responsible for delivering electricity to consumers and collecting payments.

If these companies do not recover bills or control losses, financial problems can spread through the wider power sector.

The government hopes that private management can help address some of these issues.

Supporters of privatisation believe that private companies may be able to make quicker decisions, improve efficiency, invest in modern systems, and focus more strongly on customer service.

However, the success of the process will depend on the quality of the transaction, the capability of the selected investors, and the rules under which the new management will operate.

Consumers will also closely watch whether privatisation leads to better service, fewer power supply problems, improved complaint handling, and more reliable electricity networks.

A New Business Opportunity for JDW

For JDW Sugar Mills, joining the FESCO privatisation race is a significant business move.

The company is widely known for its sugar business, but its entry into the Pakgen-led consortium shows its interest in larger opportunities within Pakistan’s energy sector.

Since the group already has experience in energy generation and related businesses, participation in a major distribution company could be seen as a possible expansion into another part of the electricity market.

The decision also shows that Pakistan’s large business groups are willing to take part in the government’s privatisation plans.

If the Pakgen-led consortium successfully moves through the qualification stages, it could become one of the major contenders for FESCO.

Still, the process is at an early stage, and there is no guarantee that any one group will eventually take control of the company.

The final outcome will depend on prequalification, due diligence, government decisions, regulatory requirements, and the competitive bidding process.

For now, JDW Sugar Mills has officially entered the race as part of a major local consortium led by Pakgen Limited.

The move has added more strength to the consortium and increased interest in the privatisation of FESCO.

As Pakistan continues its efforts to reform the power sector, the competition for control of major electricity distribution companies is expected to remain closely watched by investors, businesses, consumers, and policymakers.

The entry of JDW Sugar Mills and other major companies shows that FESCO’s future is attracting serious attention from the private sector. The next stages of the privatisation process will determine which investors remain in the race and who ultimately gets the chance to manage one of Pakistan’s most important electricity distribution companies.

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11 Saudi, Turkish and Pakistani Investors Show Interest in Buying GEPCO

Usman Yaqoob
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11 Saudi, Turkish and Pakistani Investors Show Interest in Buying GEPCO

Pakistan’s plan to privatise major electricity distribution companies is moving forward, with strong interest from local and foreign investors. Gujranwala Electric Power Company (GEPCO), one of the country’s major power distribution companies, has attracted attention from a number of business groups from Pakistan, Saudi Arabia and Turkiye.

According to the latest developments, around 11 potential investors from Saudi Arabia, Turkiye and Pakistan have shown interest in acquiring GEPCO. The interest is part of the federal government’s wider plan to bring private investment into the electricity distribution sector and improve the performance of power companies.

The government is also working on the privatisation of Faisalabad Electric Supply Company (FESCO) and Islamabad Electric Supply Company (IESCO). Together, these three companies serve more than 14 million electricity consumers in important parts of Punjab and the Islamabad region.

The sale of these companies is being handled by the Privatisation Commission, which hopes that private sector management and investment will help reduce losses, improve electricity recovery and provide better services to consumers.

Strong Interest in GEPCO

GEPCO is an important electricity distribution company that serves a large number of consumers in central and northern Punjab. Due to its wide customer base and important service areas, the company is considered a valuable asset for potential investors.

The Privatisation Commission has been working to attract both Pakistani and international investors for the planned sale. As part of this effort, government representatives and financial advisers held meetings and roadshows in different countries, including Pakistan, Saudi Arabia, Turkiye and China.

These meetings were aimed at introducing investors to the business opportunities available in Pakistan’s power distribution sector. The government also explained the proposed structure for the sale of the electricity companies and discussed the possible role of private investors after privatisation.

The response from investors has been encouraging. Business groups from Saudi Arabia, Turkiye and Pakistan have shown interest in GEPCO, while investors from other countries have also been looking at opportunities in Pakistan’s electricity sector.

The government believes that foreign and local investment can help bring new ideas, better management systems and modern technology to the power distribution business.

Government Plans to Sell a Major Stake

The federal government has offered investors the chance to acquire between 51 percent and 100 percent shares in FESCO, GEPCO and IESCO. Buyers may also receive management control of the companies.

This means that successful investors could have a major role in running and managing the electricity distribution companies. The exact size of the stake may depend on the final structure of each transaction.

The government has said that the process will be carried out in an open and competitive way. Investors can take part individually or join with other companies to form a group or consortium.

For GEPCO, interested parties are expected to submit the required documents and information as part of the qualification process. The Privatisation Commission will then review the applications and decide which investors meet the required conditions.

Those who qualify will be allowed to move to the next stage of the process, where they can study the company in more detail before submitting formal offers.

The government hopes that competition among investors will help it receive strong bids for the company.

Saudi and Turkish Investors Take Interest

Saudi and Turkish investors have shown growing interest in Pakistan’s energy and infrastructure sectors. Their interest in GEPCO is part of this wider focus on investment opportunities in Pakistan.

Turkiye has strong experience in energy production, electricity distribution and infrastructure projects. Several Turkish companies have been involved in energy and construction projects in different countries. Their experience could make them important potential partners in Pakistan’s power sector.

Saudi investors are also looking for investment opportunities outside their own country as Saudi Arabia expands its economic and business links with Pakistan and other countries.

The interest from Saudi business groups is important because Pakistan wants to attract more investment from Gulf countries. The government hopes that stronger economic relations with Saudi Arabia will lead to greater investment in energy, mining, infrastructure and other major sectors.

Pakistani companies are also showing interest in GEPCO. Local investors understand the country’s business environment and may see the electricity distribution sector as an important long-term investment opportunity.

The participation of both local and foreign investors could make the privatisation process more competitive.

Why the Government Wants to Privatise Power Companies

Pakistan’s electricity distribution companies have faced many problems over the years. These include high power losses, electricity theft, poor bill recovery and weak financial management.

These problems have added pressure to the country’s power sector and have contributed to the long-running issue of circular debt.

The government believes that private ownership and management can help solve some of these issues. Private companies are expected to focus more strongly on improving efficiency, reducing losses and increasing bill collection.

Private investors may also bring money for upgrading old electricity networks. Many parts of Pakistan need modern distribution systems to handle growing electricity demand and reduce technical problems.

The government hopes that better management will improve the overall performance of the companies and reduce the financial burden on the national economy.

However, privatisation alone may not solve every problem. The success of the process will depend on strong regulation, clear rules and proper monitoring of the new private operators.

The government will need to make sure that private companies continue to provide fair and reliable services to electricity consumers.

Investors Want Clear Rules and Guarantees

Although investor interest is strong, potential buyers have also raised important concerns about the conditions of the sale.

Investors want a clear and predictable business environment before they commit large amounts of money to Pakistan’s power distribution companies.

One major demand is for a longer multi-year tariff system. Investors have argued that a tariff period of seven to 10 years would give them more confidence when making long-term investments.

They also want protection against sudden changes in regulations or policies. Investors are concerned that business arrangements agreed at the time of privatisation could later be changed by the government or challenged through legal and regulatory decisions.

For this reason, many potential investors want stronger contractual protection and clear rules before the bidding stage begins.

They also want the government to provide details about investment plans, expected spending and tariff arrangements in advance.

These demands show that investor interest is real, but serious investment will depend on the final conditions offered by the government.

Freedom to Buy Electricity

Another important issue for investors is the ability of privatised distribution companies to buy electricity from different suppliers.

Many potential investors want greater freedom in purchasing power from competitive sources. They believe this could help distribution companies obtain electricity at better prices and improve their business performance.

Investors have also expressed concerns about being forced to take responsibility for expensive old agreements with independent power producers.

As electricity markets change and consumers increasingly look for cheaper energy options, investors want more flexibility in managing their power supply.

The government will need to decide how much freedom private distribution companies will receive after privatisation.

This will be an important part of the new business model for companies such as GEPCO.

Other Business Opportunities

Potential buyers are not only looking at electricity distribution. They also see other possible ways to earn revenue through the companies’ existing assets and large customer networks.

For example, distribution companies have infrastructure that could potentially support telecom services, electric vehicle charging stations and smart metering systems.

Smart meters can help companies monitor electricity use more effectively and reduce losses. They can also improve billing and help consumers better understand their electricity consumption.

Electric vehicle charging is another area that could grow in the coming years as Pakistan gradually moves towards cleaner transport options.

Investors believe that these additional businesses could increase the value of electricity distribution companies.

However, they want clear government rules about how these businesses will operate and how any additional income will be managed.

Concerns About Foreign Exchange Risk

Foreign investors have also raised concerns about Pakistan’s currency situation.

International companies may need to bring money from outside Pakistan or borrow funds from foreign lenders to invest in the electricity distribution sector.

If the Pakistani rupee loses value against major foreign currencies, the cost of foreign loans and investment can increase.

Investors are also concerned about taking profits or dividends out of Pakistan in foreign currency.

These issues are important because foreign investors usually consider currency risk before making major investments.

The government may need to provide a clear framework to address these concerns if it wants to attract strong international bids for GEPCO and other distribution companies.

FESCO and IESCO Also Part of the Plan

GEPCO is not the only electricity company being prepared for private sector investment.

FESCO and IESCO are also part of the first group of distribution companies being offered for privatisation.

The government invited expressions of interest for all three companies. FESCO has already received strong attention from both Pakistani and foreign investors.

The interest in FESCO has been seen as a positive sign for the wider privatisation programme. It shows that investors are willing to consider opportunities in Pakistan’s electricity distribution sector.

The process for GEPCO and IESCO is also expected to attract strong interest.

Each company serves important economic and population centres, making them valuable assets for investors who believe they can improve their operations and financial performance.

What Happens Next?

The next step will involve reviewing the applications submitted by interested investors.

The Privatisation Commission will examine the financial strength, business experience and other qualifications of each applicant.

Investors who meet the required conditions will be shortlisted for the next stage.

They may then be given access to detailed company information so they can carry out proper checks before deciding whether to submit a final bid.

The government will also continue working on the post-privatisation rules for the electricity companies.

This includes decisions about tariffs, regulation, investment requirements and the level of freedom private companies will receive.

These matters will be important in deciding whether interested investors move forward with serious bids.

The government wants the entire process to be transparent and competitive. It hopes that strong participation from Pakistani, Saudi, Turkish and other investors will help achieve a successful sale.

What Privatisation Could Mean for Consumers

Many electricity consumers will be watching the privatisation process closely.

The main question for the public is whether private management will lead to better service.

If private companies invest in modern networks, improve billing systems and reduce technical losses, consumers could benefit from fewer power problems and better customer service.

However, consumers will also be concerned about electricity prices.

The government and regulators will need to make sure that private investors earn reasonable returns without placing an unfair burden on ordinary consumers.

A strong regulatory system will therefore remain necessary even after privatisation.

The regulator will have an important role in monitoring service quality, tariff decisions and the performance of private electricity companies.

A Major Test for Pakistan’s Power Sector

The planned sale of GEPCO is an important part of Pakistan’s wider effort to reform its power sector.

Strong interest from around 11 Saudi, Turkish and Pakistani investors shows that the company has attracted attention from the business community.

However, interest alone does not guarantee a successful sale.

The government will need to provide clear rules, stable policies and a business environment that gives investors confidence.

Potential buyers want longer tariff arrangements, stronger protection from sudden regulatory changes and greater operational freedom.

If these concerns are properly addressed, Pakistan may receive strong and competitive bids for GEPCO.

The privatisation of GEPCO, along with FESCO and IESCO, could become an important step in changing how electricity distribution companies are managed in Pakistan.

The final outcome will depend on the government’s ability to balance the interests of investors, the public and the national economy.

For now, the strong interest from Saudi, Turkish and Pakistani investors is a positive sign. It suggests that there is real business potential in Pakistan’s electricity distribution sector.

As the privatisation process moves ahead, GEPCO will remain one of the key companies to watch. The sale could bring major changes to the company, its management and the future of electricity services in the areas it serves. The government will now be under pressure to complete the process in a fair and transparent way while ensuring that the final deal benefits Pakistan’s power sector and its electricity consumers.

Background details in this rewrite reflect the current GEPCO/FESCO/IESCO privatisation framework and investor interest reported by the Privatisation Commission and recent coverage of the process.

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Rehmat Ali Hasnie’s Tenure as NBP President Comes to an End

Usman Yaqoob
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Rehmat Ali Hasnie’s Tenure as NBP President Comes to an End

The tenure of Rehmat Ali Hasnie as President and Chief Executive Officer of the National Bank of Pakistan (NBP) has officially come to an end. His latest tenure expired on Friday, August 21, 2026, after the government had earlier granted him a short two-week extension.

NBP informed the Pakistan Stock Exchange (PSX) that Hasnie’s tenure as President of the bank had expired. The development marks the end of an important period in the leadership of one of Pakistan’s largest and most important financial institutions.

Rehmat Ali Hasnie had been serving as the President and CEO of NBP since August 2023. Before becoming the permanent head of the bank, he had also served as its Acting President from May 2022. During his long association with NBP, he worked in several major areas of banking and held important leadership positions.

The end of his tenure comes after a temporary extension was given to him earlier this month. The federal government had reappointed him for an additional two weeks from August 7, 2026. The short-term extension was meant to continue the bank’s leadership until a new President and CEO took charge or until the two-week period ended, whichever came first.

According to the latest information shared with the Pakistan Stock Exchange, that period has now ended, bringing Rehmat Ali Hasnie’s tenure as NBP President to a close.

A Short Extension Before the End of His Tenure

Rehmat Ali Hasnie’s original three-year tenure as President and CEO was set to end in August 2026. He had been appointed to the top position in August 2023 by the federal government.

As his original term reached its completion, the government decided to give him a temporary extension. The Finance Division reappointed him as President and CEO of the National Bank of Pakistan for another two weeks, starting from August 7, 2026.

The government had made it clear that the arrangement would remain effective for two weeks or until a new President and CEO assumed office. The move was aimed at ensuring that there was no sudden gap in the leadership of the bank while the process for the next appointment continued.

The decision was made under the relevant provisions of the Banks (Nationalization) Act, 1974. NBP also informed the Pakistan Stock Exchange about the extension through an official notice.

The two-week period has now ended, and the bank has officially confirmed that Hasnie’s tenure as its President has expired.

Rehmat Ali Hasnie Was Appointed NBP President in 2023

Rehmat Ali Hasnie officially took charge as President of the National Bank of Pakistan on August 7, 2023. His appointment came after he had already spent more than a year serving as Acting President of the bank.

Before becoming the permanent President, Hasnie had been handling the responsibilities of the top position since May 2022. This gave him considerable experience of leading the institution before his official appointment.

The federal government appointed him as President and CEO for a three-year term. His compensation period was also set from August 7, 2023, to August 6, 2026.

During this period, he led one of the biggest commercial banks in Pakistan. NBP plays a major role in the country’s financial system and has a large network of branches and customers across Pakistan.

Because of the size and importance of the bank, the role of its President and CEO carries major responsibility. The head of NBP is expected to manage the bank’s overall direction, financial performance, business growth and important strategic matters.

Hasnie’s appointment followed his previous experience within the organisation and his long career in the banking and financial sector.

Long Association With the National Bank of Pakistan

Rehmat Ali Hasnie had been associated with the National Bank of Pakistan since 2010. Over the years, he worked in several important areas of the bank before moving into the top leadership role.

He headed major departments, including investment banking, corporate banking and priority sector lending. These areas are important for a large bank because they involve business customers, major investments and lending to sectors that are considered important for the country’s economic development.

His long experience at NBP helped him understand the bank’s business operations and major challenges. By the time he became Acting President and later the permanent President, he had already spent years working in senior positions.

NBP’s own information about Hasnie highlights his experience in investment banking, corporate finance and development banking. He was also involved in efforts related to improving different business areas and strengthening the bank’s operations.

His long association with NBP made him one of the experienced professionals within the institution. The bank benefited from his knowledge of both the financial sector and its internal working system.

After becoming President and CEO, he was responsible for leading the bank at a time when Pakistan’s banking sector was facing changing economic conditions and growing pressure to improve services, technology and financial performance.

Experience Across Pakistan’s Financial Sector

Apart from his work at NBP, Rehmat Ali Hasnie has a long professional background in Pakistan’s banking and financial sector. He has experience in economics research, capital markets, investment banking, treasury and credit markets.

Before joining NBP, he worked in leadership positions at several financial institutions. His career also included work connected with investment banking and capital market development.

According to information shared by NBP, Hasnie held senior positions at PAIR Investment Company Limited, IGI Investment Bank and the Lahore Stock Exchange. During his career, he was involved in different areas of financial and capital market development.

He also served on the boards of several organisations as a nominee director of NBP. His experience included work with institutions and companies connected with mortgage finance, investment and other business sectors.

This wide professional background gave him experience in different parts of the financial industry. It also helped him move into senior leadership positions over the course of his career.

His experience was not limited to one part of banking. Instead, his work covered investment banking, corporate banking, lending, financial markets and other related fields. This broad experience played an important role in his journey to the position of President and CEO of NBP.

Academic Background and Professional Qualifications

Rehmat Ali Hasnie also has a strong academic background in economics and development banking.

He holds a Master’s degree in Development Banking from The American University in the United States. He also studied economics at The College of Wooster.

In addition to his academic education, he has professional qualifications related to finance and management. NBP has described him as a Certified Director, a Chartered Wealth Manager and a Fellow of the American Academy of Financial Management.

Such qualifications reflect his long-term involvement in the banking and financial industry.

His education and professional experience helped him build a career that covered many different areas of finance. Over the years, he worked with capital markets, investment banking, corporate finance and development banking.

This background later helped him take on senior responsibilities at the National Bank of Pakistan and eventually become the President and CEO of the institution.

Importance of Leadership Continuity at NBP

The short extension given to Hasnie earlier in August showed the importance of maintaining continuity at the top of NBP.

Large financial institutions cannot operate effectively without clear leadership. Any sudden gap in the position of President and CEO can create uncertainty regarding decision-making and management.

This is why the government extended Hasnie’s tenure for two weeks after the completion of his original three-year term. The extension ensured that the bank continued to have a person in charge while arrangements for future leadership were being made.

The temporary reappointment was not for a full new term. Instead, it was a short arrangement that would end after two weeks or earlier if a new President and CEO assumed office.

Now that the extension has expired, attention is likely to remain focused on the next leadership arrangements at NBP.

The appointment of a new President and CEO will be an important development for the bank, its employees, customers and investors. The new leadership will have the responsibility of guiding the institution through future business and economic challenges.

NBP is a major part of Pakistan’s banking sector, so changes at the top level of the bank are closely watched by the financial market.

What Comes Next for the National Bank of Pakistan?

With Rehmat Ali Hasnie’s tenure now over, the next major question is about the future leadership of NBP.

The bank is one of the most important financial institutions in Pakistan and has a major role in banking services, government-related business and the wider economy. Because of this, the appointment of its President and CEO is an important decision.

The incoming leadership will be expected to focus on the bank’s financial strength, customer services, digital banking and future growth. Like other banks, NBP also operates in an environment that is changing because of technology, competition and economic conditions.

The next President and CEO will have the task of continuing important work while also introducing new ideas and strategies where needed.

Leadership changes can also bring a fresh approach to major business decisions. However, maintaining stability and continuity remains equally important for a large institution such as NBP.

For now, the official confirmation of Hasnie’s tenure ending has closed the latest chapter of his leadership at the bank.

A Major Chapter in Rehmat Ali Hasnie’s Career

The end of Rehmat Ali Hasnie’s tenure as NBP President does not change the fact that his time at the bank represents a major part of his professional career.

He spent many years with the National Bank of Pakistan before becoming its Acting President in 2022 and later its President and CEO in 2023.

His journey through different leadership roles shows his long experience within the bank. From investment banking and corporate banking to priority sector lending and eventually the office of President, Hasnie worked across several important areas of NBP.

His three-year tenure as President and CEO, followed by a two-week extension, has now officially ended.

During his career, he remained closely connected with Pakistan’s banking and financial sector. His experience covered both public and private financial institutions, as well as capital markets and investment banking.

His departure from the top position at NBP marks the end of an important leadership phase for the bank.

Conclusion

Rehmat Ali Hasnie’s tenure as President and CEO of the National Bank of Pakistan has officially ended after the expiry of his latest two-week extension on August 21, 2026.

He had originally been appointed to the position in August 2023 for a three-year term after previously serving as Acting President. The federal government later granted him a short extension from August 7, 2026, to ensure continuity in the bank’s leadership while the process for a new appointment continued.

Hasnie brought many years of banking and financial experience to the role. Having been associated with NBP since 2010, he worked in important business areas before becoming the head of the institution.

His tenure as President and CEO is now over, marking the end of a significant chapter in his career with the National Bank of Pakistan. The focus will now shift toward the bank’s next leadership and the future direction of one of Pakistan’s largest commercial banks.

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Google and Pakistan Sign Deal to Expand Technology Cooperation

Usman Yaqoob
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Google and Pakistan Sign Deal to Expand Technology Cooperation

Pakistan and Google have signed a new agreement to increase cooperation in technology, digital skills, artificial intelligence, innovation and IT exports. The deal is being seen as another important step in Pakistan’s journey towards becoming a stronger digital economy.

The agreement was signed during a reception hosted by Prime Minister Shehbaz Sharif in Islamabad for a Google delegation. The two sides agreed to work more closely in several important areas, including training young people, improving digital skills, expanding access to modern AI tools and supporting Pakistan’s growing technology sector.

The new partnership comes at a time when Pakistan is trying to increase its IT exports, create more jobs for young people and bring modern technology into different parts of the economy and government. Google’s growing presence in Pakistan is expected to help support these goals.

According to the agreement, Pakistan and Google will work together to improve digital skills, promote innovation and create more opportunities for Pakistani students, professionals, developers and businesses.

A New Step in Pakistan’s Digital Journey

Pakistan has a large young population, and many young people are interested in technology, software development, freelancing, artificial intelligence and online businesses. However, many still need better access to modern training and professional skills.

The new cooperation with Google can help address this gap. The agreement focuses on giving more people access to useful digital training and modern technology. This could help Pakistani youth prepare for jobs that are in demand around the world.

Prime Minister Shehbaz Sharif has said that Pakistan is moving towards greater digital development and wants to use technology to improve economic opportunities. The government believes that the country’s young population can become a major strength if young people receive the right skills and tools.

Google’s cooperation with Pakistan is also important because the company has experience in areas such as AI, cloud services, education, digital training and online innovation. A stronger partnership could create new chances for Pakistani students and technology professionals.

Focus on Digital Skills and Training

One of the main parts of the agreement is the expansion of digital skills programmes in Pakistan. Google and Pakistan have agreed to further support the Google Career Certificates programme.

Google has set a target of issuing 150,000 career certificates in Pakistan during 2026. These certificates are designed to help people learn practical skills that can support their careers in the digital economy.

The training can be useful for students, young professionals and people who want to improve their job skills. As technology continues to change the job market, knowledge of digital tools is becoming more important in almost every field.

Pakistan has already seen strong interest in online learning and technology training. Many young people are learning skills such as software development, digital marketing, data analysis, graphic design and artificial intelligence.

The expansion of Google’s training programmes could provide more structured learning opportunities and help Pakistani talent become more competitive in international markets.

Free Access to Advanced AI Tools

Another major part of the agreement is better access to Google’s advanced artificial intelligence tools for Pakistani students.

Under the new arrangement, students in Pakistan are expected to receive free access for one year to advanced AI tools, including Google AI Plus and Gemini.

Artificial intelligence is becoming an important part of education, business and technology. Students can use AI tools to understand difficult topics, improve their learning, write and organise information, explore new ideas and work more efficiently.

However, advanced AI services can sometimes be costly for students. Free access for a year could allow more Pakistani students to explore these tools and understand how AI can be used responsibly in education and future careers.

This does not mean that AI will replace the need for teachers or personal learning. Instead, AI can work as an additional tool. Students will still need to think independently, check information and develop their own skills.

The main benefit is that students can get early experience with technology that is likely to play a major role in future workplaces.

Plan to Establish an AI Centre of Excellence

The Pakistan-Google agreement also includes plans for an Artificial Intelligence Centre of Excellence in Islamabad.

The proposed centre is expected to support work in AI research, training, innovation and practical use of artificial intelligence. It could become a place where experts, students, developers and government institutions work on new technology projects.

The government hopes that AI can be used to improve several important sectors. These may include public services, agriculture, education and tax-related systems.

Pakistan faces several challenges in managing public services because of its large population and growing needs. Modern technology could help improve efficiency and make some services faster and easier.

In agriculture, for example, digital tools and AI can potentially help farmers access better information about crops, weather and farming practices. In government departments, technology can help manage large amounts of information and improve service delivery.

The AI Centre of Excellence could support such projects and encourage local innovation.

Support for Pakistan’s IT Exports

Increasing IT exports is another important goal of the new cooperation.

Pakistan has a growing technology industry that includes software companies, freelancers, startups and IT service providers. Pakistani professionals are already working with clients in many countries.

The government wants to increase the country’s earnings from IT and digital services. To achieve this, Pakistan needs more skilled professionals, stronger international links and better opportunities for local companies.

Cooperation with a major global technology company like Google can help Pakistan improve its connection with the international digital economy.

Google’s experience and global network could also help Pakistani technology professionals understand international market needs and improve their ability to compete for global opportunities.

For Pakistan, IT exports are especially important because digital services can reach international customers without requiring the same physical transport system needed for traditional goods.

A skilled software developer in Pakistan, for example, can work for a company or client in another country through the internet. This creates opportunities for people who have strong digital skills.

Google’s Growing Presence in Pakistan

The new agreement has come shortly after Google opened its first office in Pakistan.

Prime Minister Shehbaz Sharif formally inaugurated the office in Islamabad and described it as an important milestone for Pakistan’s digital development and long-term cooperation with Google.

The opening of the office shows that Google is increasing its local presence in the country. A local office can help improve coordination with government departments, businesses, educational institutions and the technology community.

Google has been involved in Pakistan through different projects for several years. The company has supported digital skills programmes and other technology-related initiatives.

Pakistan and Google had earlier also announced the country’s first Chromebook assembly line. The project was seen as an important step towards local technology production and wider access to modern devices.

The growing relationship between Pakistan and Google now includes digital training, AI, innovation, education and technology development.

More Opportunities for Pakistani Youth

Pakistan’s youth are expected to be among the biggest beneficiaries of stronger technology cooperation.

Many young Pakistanis are interested in careers related to IT and technology. However, access to high-quality training and modern tools can make a major difference in their future success.

The Google Career Certificates programme and free AI access could help more young people gain useful experience.

Young people from smaller cities and towns may also benefit from online learning opportunities. Digital education can make it possible for students to access training without moving to major cities.

This is particularly important in a country like Pakistan, where many talented young people live outside large technology centres such as Islamabad, Lahore and Karachi.

With a computer or smartphone and reliable internet, people can learn new skills and connect with opportunities around the world.

However, better internet access, affordable devices and improved digital education will still be necessary to ensure that more people can benefit equally.

Technology Can Help Businesses Grow

The new cooperation may also create opportunities for Pakistani businesses and startups.

Small businesses are increasingly using digital platforms to advertise products, connect with customers and manage their work. Technology can help businesses reach customers in other cities and even other countries.

AI can also support businesses by helping them organise information, improve customer service and work more efficiently.

For startups, access to digital tools can make it easier to test new ideas and develop products. Pakistan has many young entrepreneurs who are interested in building technology-based businesses.

A stronger technology environment can encourage more innovation and investment. It can also help local companies work with international partners.

However, Pakistan will need to continue improving its digital infrastructure and create policies that support technology businesses. A partnership with Google can provide support, but the long-term success of Pakistan’s digital economy will also depend on local efforts.

Building a Stronger Digital Economy

The agreement between Google and Pakistan should be viewed as part of a broader effort to build a stronger digital economy.

Digital skills are becoming important in almost every sector. From banking and education to agriculture and government services, technology is changing the way people work.

Pakistan wants to make sure that its workforce is ready for these changes.

The country has already launched several programmes focused on digital skills and artificial intelligence. Google’s expanded cooperation can add more support to these efforts.

The success of these programmes will depend on how effectively they are implemented. Training should be accessible, useful and connected to real job opportunities.

Students should also learn how to use AI and other digital tools responsibly. Technology is powerful, but it must be used with care. Users need to understand privacy, security and the importance of checking information.

Pakistan also needs to focus on improving internet access, strengthening cybersecurity and supporting innovation at universities and technology companies.

A Positive Sign for Pakistan’s Technology Sector

The agreement sends a positive message about Pakistan’s technology potential.

International technology companies look for skilled people, strong business opportunities and a supportive environment before expanding their work in a country.

Google’s decision to increase cooperation with Pakistan shows confidence in the country’s growing digital sector.

Pakistan has a large number of young people and an expanding community of software developers, freelancers, students and technology entrepreneurs. If this talent receives the right support, it can contribute significantly to the country’s economy.

The government will need to continue working with the private sector, universities and international companies to build a stronger technology ecosystem.

The focus should not only be on announcing agreements. The real goal should be to ensure that these partnerships produce practical results for students, workers and businesses.

The Road Ahead

The new deal between Pakistan and Google opens another chapter in their growing technology partnership.

The agreement covers several important areas, including digital skills, IT exports, artificial intelligence and innovation. The plan to expand career certificates, provide free access to advanced AI tools and establish an AI Centre of Excellence could create new opportunities across the country.

For Pakistani students, the partnership may offer a chance to learn modern skills and gain experience with advanced technology. For businesses and IT professionals, stronger cooperation could help create more international opportunities.

Pakistan still faces challenges such as limited digital access in some areas, gaps in education and the need for stronger technology infrastructure. These issues will require continued effort and investment.

Still, the agreement with Google is an encouraging development for Pakistan’s technology sector. If the plans are implemented properly, the partnership can help more young people gain useful skills, support innovation and strengthen Pakistan’s place in the global digital economy.

The future of technology in Pakistan will depend on how well the country uses such opportunities. With continued investment in education, skills and innovation, Pakistan has the potential to build a stronger and more competitive digital future.

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CDA Fined Rs. 5 Million Over Delay in Clearing Japanese Sanitation Vehicles

Usman Yaqoob
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CDA Fined Rs. 5 Million Over Delay in Clearing Japanese Sanitation Vehicles

The Capital Development Authority (CDA) has reportedly been fined Rs. 5 million after a long delay in the clearance of sanitation vehicles imported from Japan. The case has raised serious questions about how delays in official processes can affect public services, especially when important equipment is needed to keep a major city clean.

The sanitation vehicles were brought in to improve waste collection and cleanliness work in Islamabad. However, instead of being put into service quickly, the vehicles remained stuck because their clearance process was delayed. The situation became serious enough to result in a financial penalty of Rs. 5 million against the CDA.

The development highlights an important issue for public institutions in Pakistan. When government bodies spend public money on important machinery and vehicles, delays in paperwork, customs procedures, or internal approvals can create major problems. The equipment may remain unused while the need for better public services continues to grow.

For a city like Islamabad, sanitation is an essential public service. The CDA’s sanitation department is responsible for cleaning public areas, collecting and transporting solid waste, maintaining cleanliness, and handling several other sanitation-related duties across its area of responsibility.

Japanese Vehicles Were Meant to Improve Sanitation Services

The sanitation vehicles imported from Japan were expected to support the CDA’s efforts to improve waste management and cleanliness in the federal capital. Modern vehicles and machinery are important for collecting garbage from residential areas, markets, commercial centres, roads, and other public places.

Islamabad requires a regular and well-managed sanitation system because waste is produced every day in different parts of the city. Garbage must be collected on time, transported safely, and taken to designated disposal sites. Any shortage of vehicles or delays in using available equipment can put extra pressure on the existing sanitation system.

According to CDA’s sanitation procedures, waste management involves several stages, including sweeping, waste collection, transportation, and final disposal. Different types of vehicles and equipment are used for these tasks, including garbage compacting vehicles, skip lifters, dump trucks, and tractor trolleys.

Therefore, when imported sanitation vehicles remain unavailable because of clearance issues, their purpose is defeated for as long as they are not allowed to enter regular service.

Delay Led to a Rs. 5 Million Fine

The main issue in this case was the delayed clearance of the Japanese sanitation vehicles. The delay eventually resulted in a Rs. 5 million fine, adding another financial burden to the situation.

A fine of this size is significant because public money is involved. The original purpose of importing the vehicles was to improve a public service. However, the delay not only kept the equipment from being used on time but also created an additional cost.

Such cases show why government departments need to complete important procedures without unnecessary delays. When a project involves imported machinery, several steps may be required before the equipment becomes fully available for use. These can include documentation, inspection, customs clearance, tax-related matters, and approvals from relevant authorities.

If there is poor coordination between the departments involved, the process can become slow. One office may wait for documents from another, while important equipment continues to remain unused.

The result is a double loss. First, the public does not receive the expected benefit from the vehicles. Second, additional money may have to be paid because of penalties, storage charges, or other costs linked to the delay.

Public Money Must Be Used Carefully

The Rs. 5 million penalty has also brought attention to the need for better financial management in public organisations. Government bodies are expected to use public funds carefully and make sure that projects are completed properly.

When a department imports expensive machinery, the planning should not end after the purchase is approved. The entire process, from ordering the equipment to clearing it and putting it into operation, needs proper monitoring.

Delays can reduce the value of an investment. A vehicle that remains parked and unused cannot help collect garbage or improve city cleanliness. At the same time, the need for sanitation services does not stop.

Public institutions therefore need clear systems to track important projects. Officials should know the current status of imported equipment and identify problems before they become serious.

If a document is missing or an approval is pending, the matter should be handled quickly. Leaving important issues unresolved for a long time can eventually lead to financial losses and legal complications.

Sanitation Is a Major Responsibility of CDA

The CDA plays an important role in managing and developing Islamabad. Its sanitation department is responsible for several cleanliness-related services within its area of operation.

These duties include general cleaning, collection and disposal of solid waste, special cleanliness arrangements during important events, cleaning operations on religious occasions, and other services related to sanitation. CDA’s official procedures also cover the transportation of waste from different areas to designated disposal locations.

Because of these responsibilities, the authority depends heavily on vehicles, machinery, workers, and proper planning. A shortage of equipment can directly affect daily operations.

The need for an effective sanitation system has become even more important as Islamabad continues to expand. More residential areas, commercial centres, offices, markets, and public spaces mean more waste that needs to be managed every day.

CDA has also continued to focus on improving cleanliness arrangements. In recent years, the authority has discussed stronger sanitation monitoring and comprehensive cleanliness plans for the federal capital.

In this situation, the delayed availability of imported sanitation vehicles becomes an important concern because such equipment is meant to support the same goal of improving public services.

Delays Can Affect Daily Cleaning Operations

The impact of delayed sanitation equipment can be felt in several ways. If new vehicles are expected to replace old ones or increase the existing fleet, a delay can put additional pressure on the vehicles already in service.

Older vehicles may require more maintenance and may break down more often. This can affect garbage collection schedules and increase operating costs. Workers may also face difficulties if they do not have enough proper equipment to complete their daily tasks.

In busy areas, even a short disruption in waste collection can lead to visible garbage piles. This can create an unpleasant environment and affect residents, visitors, shopkeepers, and businesses.

A city like Islamabad is expected to maintain a high standard of cleanliness. Public parks, roads, markets, residential sectors, government areas, and tourist locations all require regular cleaning.

For this reason, sanitation vehicles should ideally be cleared and placed into service as soon as possible after their arrival.

The delay in the Japanese vehicles shows how an administrative issue can eventually affect a much larger system.

Better Coordination Is Needed

One of the biggest lessons from the case is the importance of coordination between different government departments and agencies.

The clearance of imported equipment may involve more than one office. Customs authorities, the importing department, financial officials, inspection bodies, and other relevant institutions may all have a role in the process.

If communication between these offices is weak, files can remain pending. A small problem can take much longer to solve, especially when no single team is actively following the matter.

A better approach would be to assign clear responsibility from the start. Every major import should have a proper timeline and a team responsible for monitoring each stage.

Officials should regularly review the status of important equipment. If a delay is expected, the reason should be identified early so that corrective action can be taken.

This would help prevent a situation where expensive public equipment remains unused for months while additional penalties continue to build.

Accountability Should Remain Important

The Rs. 5 million fine also raises the question of accountability. Whenever public money is lost because of avoidable delays, it is important to understand what went wrong and whether the issue could have been prevented.

Accountability does not always mean blaming one person without a proper review. A fair investigation should examine the complete process, including paperwork, approvals, communication, and decisions made by the relevant officials.

If there was an unnecessary delay, the reasons should be identified. The purpose should be to improve the system and make sure the same mistake is not repeated in future projects.

Government organisations often handle large projects involving vehicles, machinery, construction, and public services. Even a small delay in one stage can create serious financial problems later.

Regular monitoring and clear responsibility can help reduce such risks.

Modern Equipment Can Support a Cleaner Islamabad

The import of sanitation vehicles from Japan shows that modern machinery is seen as important for improving cleanliness services. Advanced waste management equipment can help make garbage collection more organised and efficient.

However, purchasing modern vehicles is only the first step. Their real value comes when they are properly cleared, maintained, assigned to the right areas, and used regularly.

CDA’s sanitation system depends on the smooth movement of waste from collection points to disposal sites. Official sanitation procedures describe the use of different vehicles for collecting and transporting various types of waste.

New vehicles can reduce pressure on the existing fleet and help improve the overall speed of operations. But this benefit can be lost if the equipment remains stuck in administrative procedures.

The lesson is clear: better equipment must be supported by better management.

A Warning for Future Government Projects

This case should serve as a warning for other government departments and public organisations as well. Whenever expensive equipment is imported for public use, all related procedures should be planned in advance.

Departments should prepare the required documents before the equipment arrives. They should also stay in contact with the relevant authorities and make sure that there are no unnecessary gaps in the clearance process.

A digital tracking system could also help. Major projects can be monitored through clear timelines, with officials receiving updates about pending documents or approvals.

This would make it easier for senior management to identify delays before they result in major financial losses.

The public also deserves transparency. Since taxpayer money is used for such projects, citizens have a right to expect that purchased equipment will be used properly and without avoidable delays.

Conclusion

The Rs. 5 million fine over the delayed clearance of Japanese sanitation vehicles has highlighted the cost of poor planning and slow administrative procedures. Equipment that was brought in to improve cleanliness services could not provide its full benefit while the clearance process remained incomplete.

For Islamabad, effective sanitation is not a minor issue. It is a daily requirement that affects residents, businesses, visitors, and the overall image of the federal capital. The CDA’s sanitation responsibilities cover waste collection, transportation, cleaning operations, and several other important public services.

The case should encourage stronger coordination, faster decision-making, and better monitoring of public projects. Importing modern machinery is useful, but it must reach the field and become operational on time.

In the future, government departments need to make sure that important vehicles and equipment do not remain stuck because of avoidable paperwork or poor coordination. Quick action, clear responsibility, and proper planning can help prevent financial penalties and ensure that public money delivers the benefit it was meant to provide.

Ultimately, the biggest goal should be simple: public resources should be managed efficiently, important equipment should be used without unnecessary delays, and citizens should receive better services from the money spent on their behalf.

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Govt Moves Closer to ZTBL Privatization

Usman Yaqoob
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Govt Moves Closer to ZTBL Privatization

The Government of Pakistan has moved another step closer to the privatization of Zarai Taraqiati Bank Limited (ZTBL), a major bank that mainly serves the country’s agriculture sector. The latest progress comes as the Privatisation Commission continues work on the planned sale and restructuring of the state-owned financial institution.

ZTBL has an important role in Pakistan’s rural economy because it provides loans and other financial services to farmers. For many years, the bank has helped farmers arrange money for crops, machinery, livestock, seeds, fertilizer, and other farming needs. Because agriculture remains one of the most important sectors of Pakistan’s economy, the future of ZTBL is closely linked with the financial needs of farmers across the country.

The government has been working on the privatization process as part of its wider plan to improve the performance of state-owned institutions. Officials believe that bringing private sector participation into such organizations can improve efficiency, strengthen management, introduce modern technology, and reduce the financial burden on the government.

Privatisation Commission Makes Progress

A major development in the privatization process came when the Privatisation Commission Board reviewed the proposed plan for ZTBL. The board approved the suggested transaction structure and a detailed restructuring plan after considering a presentation from the financial adviser.

The proposed plan was prepared after detailed discussions and reviews. According to the government, the main aim is to ensure that the transaction creates the best possible value for Pakistan while also preparing ZTBL for a stronger future.

The recommendations made by the Privatisation Commission Board are expected to move forward for consideration by the Cabinet Committee on Privatisation. This is an important stage in the overall process because major decisions regarding the future structure and sale of the bank need approval at the government level.

The development shows that the privatization of ZTBL is gradually moving ahead from the planning stage towards the next important steps.

What Privatization of ZTBL Means

Privatization generally means transferring ownership, management control, or both from the government to private investors. In the case of ZTBL, the government has been considering the sale of its stake along with management control to a suitable strategic investor.

However, ZTBL is different from many other state-owned organizations because of its direct connection with Pakistan’s agriculture sector. The bank was created to support farming and rural development, and this role remains extremely important.

Therefore, the government is not only focusing on completing the sale. It is also trying to make sure that the bank continues to support farmers after privatization.

The main concern is that ZTBL should not lose its agricultural identity. Farmers, especially small and medium-sized farmers, need easy access to loans and financial services. If the bank becomes privately managed, the new structure will need to balance business goals with the needs of the farming community.

Government Wants to Protect Agriculture Financing

Prime Minister Shehbaz Sharif has also stressed that the privatization of ZTBL should protect the bank’s main purpose of supporting Pakistan’s agriculture sector. He has directed the concerned authorities to make sure that agricultural lending remains a major part of the bank’s work.

The government wants ZTBL to continue providing loans and financial services to small and medium-sized farmers even after privatization. This is important because many farmers depend on bank financing to continue their farming activities.

Easy access to credit can help farmers purchase better seeds, fertilizer, machinery, and other farming inputs. It can also help them invest in modern farming methods and improve their production.

Pakistan’s agriculture sector is closely connected with food security and economic growth. Better access to finance can help farmers increase crop production and improve the productivity of their land. For this reason, the government wants the future structure of ZTBL to protect its agricultural lending role.

A Long Process of Preparation

The privatization of ZTBL did not begin suddenly. The government has already completed several important steps to prepare the bank for a possible sale.

In 2025, the Privatisation Commission signed an agreement for financial advisory services related to the strategic privatization of ZTBL. The financial adviser was given the responsibility of carrying out important work required for the transaction.

This work included reviewing the bank’s financial and business position, studying the market, speaking with potential investors, helping design the transaction, and supporting the government during the bidding process.

The appointment of a financial adviser was an important early step because the sale of a major financial institution requires detailed planning. The adviser’s role is to help the government understand the value of the institution and find the most suitable way to carry out the transaction.

The government has said that the overall goal is to attract investment, improve banking operations, introduce modern systems, and strengthen the long-term future of ZTBL.

ZTBL’s Importance for Pakistani Farmers

ZTBL holds a special position in Pakistan’s banking sector because its main focus is agriculture. The bank has a large network across the country and has traditionally worked with farmers and rural communities.

Farming is a major source of income for millions of Pakistani families. However, farmers often face financial problems, especially when they need money before the harvest season.

They may require funds for seeds, fertilizer, pesticides, irrigation, tractors, livestock, or other agricultural needs. Without proper financing, farmers may have to depend on expensive informal borrowing.

Banks like ZTBL can play an important role by providing formal financial services to farmers. This can help reduce the financial pressure on rural communities and support better farming practices.

The future of ZTBL is therefore important not only for the banking sector but also for the wider agricultural economy.

Private Sector Investment Could Bring Changes

Supporters of privatization believe that private sector involvement could help ZTBL become more efficient and modern. Private investors may bring new technology, better management systems, and improved banking services.

The bank could also expand its digital services, making it easier for farmers to access financial products. Modern banking technology can reduce paperwork, improve customer service, and make loan processing faster.

A stronger focus on digital banking could be especially useful for farmers living in remote areas. Instead of travelling long distances to visit a bank branch, they may be able to access some services through mobile phones and digital platforms.

Private management could also introduce new financial products designed for modern agriculture. For example, farmers involved in dairy, livestock, fruits, vegetables, and other growing agricultural businesses may need different types of financing.

If properly managed, a modernized ZTBL could offer more suitable financial products to meet the changing needs of Pakistan’s agriculture sector.

Challenges That Must Be Addressed

Despite the possible benefits, the privatization of ZTBL also brings important questions. The biggest issue is how the government will make sure that farmers continue to receive affordable financial support.

Private companies usually focus strongly on profitability. However, agricultural financing can involve risks because farming depends on weather conditions, crop prices, water availability, and other factors.

Small farmers may also have difficulty providing the documents or guarantees required for loans. If profit becomes the only priority, there is a concern that lending to small farmers could become more difficult.

For this reason, the government has repeatedly said that ZTBL’s main agricultural role must be protected. The transaction structure is expected to consider this issue while moving forward with the privatization process.

The success of the plan will depend on how well the final agreement protects both the financial future of the bank and the interests of the agriculture sector.

Wider Government Privatization Programme

The move to privatize ZTBL is part of the government’s broader privatization programme. Pakistan has several state-owned enterprises, and the government has been reviewing how these organizations can be made more efficient and financially sustainable.

Some state-owned institutions have struggled with financial losses, management problems, and outdated systems. The government believes that privatization or private sector participation may help improve performance in some cases.

Officials have included a number of state-owned organizations in different phases of the privatization programme. ZTBL is among the institutions that the government wants to move forward with as part of its broader reform plans.

The government is also working on privatization plans for other organizations and assets. However, each case has its own challenges and requires a separate strategy.

In the case of ZTBL, the agricultural sector makes the process particularly important. The government must ensure that the bank continues to serve the farming community while becoming financially stronger and more efficient.

Recent Progress Keeps the Process Moving

The approval of the proposed transaction structure and restructuring plan by the Privatisation Commission Board was a major step in the process. The recommendations were prepared after detailed consideration and are intended to move the transaction toward the next stage.

The government has said that the process will focus on transparency, efficiency, and long-term value. The aim is not simply to sell the bank but to prepare it for a stronger future under a new ownership and management structure.

The financial adviser has played a key role in preparing the transaction. The government expects the privatization process to attract suitable investors who have the financial strength and experience to manage a major banking institution.

At the same time, the government wants to protect the bank’s nationwide agricultural mission.

This balance will be one of the biggest tests of the entire privatization process.

What Could Happen Next

The next major steps will depend on government approvals and the final structure of the transaction. The recommendations of the Privatisation Commission Board are expected to go through the required approval process.

Once the transaction structure is finalized, the government can move further toward engaging with potential investors and completing the required stages of the sale.

The process may include attracting interest from suitable investors, reviewing proposals, and selecting a buyer according to the approved terms and conditions.

Because ZTBL is a major financial institution with an important role in agricultural financing, the government will likely need to complete the process carefully.

Any final agreement will need to consider the interests of the government, potential investors, employees, customers, and, most importantly, Pakistan’s farmers.

Future of ZTBL Will Be Closely Watched

The privatization of ZTBL will be closely watched by farmers, banking experts, investors, and government officials. The bank’s future could have a direct impact on agricultural financing across Pakistan.

If the privatization is handled successfully, the government hopes that ZTBL can become more modern, efficient, and financially stronger while continuing to support farmers.

A private investor could potentially bring new capital, technology, and management practices. At the same time, the government will need to make sure that small and medium-sized farmers are not left behind.

The real success of the privatization will not only depend on how much money the government receives from the sale. It will also depend on whether the bank continues to fulfill its purpose of supporting Pakistan’s agriculture sector.

Pakistan’s farmers need timely and affordable access to financial services. If ZTBL can maintain this role while improving its operations, the privatization could help create a stronger institution for the future.

Final Thoughts

The Government of Pakistan is now moving closer to the privatization of Zarai Taraqiati Bank Limited. Important work has already been completed, including the approval of a proposed transaction structure and a detailed restructuring plan by the Privatisation Commission Board. The government has also made it clear that the bank’s role in supporting agriculture must continue after privatization.

The coming stages will be important in deciding how ZTBL operates in the future. The government faces the challenge of attracting private investment while protecting the interests of farmers and rural communities.

For Pakistan, agriculture remains a vital part of the economy, and financial support for farmers is essential for growth and food security. The future of ZTBL will therefore be about much more than a simple change in ownership.

The government will need to ensure that the bank becomes more efficient and modern without losing its main purpose. If the process is handled properly, ZTBL could enter a new phase with better services, modern technology, stronger management, and continued support for Pakistan’s farming community.

As the privatization process moves ahead, all eyes will remain on the government’s next decisions and on how it plans to protect the agricultural mission that has made ZTBL an important institution for farmers across Pakistan.

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