This cherished day holds profound significance — not only as a celebration of Switzerland’s magnificent heritage, steadfast democratic values, and extraordinary achievements, but also as a moment to pause and reflect upon the deep-rooted friendship and ever-strengthening bilateral ties that bind Switzerland and Pakistan across the full spectrum of economic, cultural, and diplomatic life. Switzerland’s enduring legacy as a global beacon of innovation, precision, and excellence continues to serve as an inspiration to nations and peoples the world over.

It fills me with immense pride and admiration to witness the remarkable and growing contributions of Swiss companies operating across Pakistan. Their investments have not only catalysed economic growth and employment, but have also enriched our landscape through knowledge exchange, innovation, and meaningful technology transfer. In this regard, it is particularly noteworthy that, according to the Board of Investment, Switzerland has consistently ranked among the foremost foreign direct investors in Pakistan — a momentum that has been steadily building over the years and continues to reflect the confidence that Swiss enterprises place in Pakistan’s potential. Furthermore, bilateral trade between our two nations exceeded CHF 430 million during the same period, a compelling testament to the vibrancy, depth, and transformative potential of our economic partnership.

We are deeply and sincerely grateful for the outstanding leadership and unwavering commitment of His Excellency Mr. Georg Steiner, Ambassador of Switzerland to Pakistan, whose tireless dedication to advancing trade, investment, and economic cooperation has been an valuable cornerstone in the continual strengthening of our bilateral relations. His Excellency’s contribution to this relationship has left a lasting and distinguished impression.

As we mark this joyous occasion, I am proud to reaffirm the Swiss Business Council’s steadfast commitment to nurturing, deepening, and expanding Swiss-Pakistani relations through open dialogue, meaningful collaboration, and the creation of shared opportunities for sustainable and inclusive growth for both our nations.

On this occasion, I also wish to extend my most sincere and heartfelt appreciation to the Swiss community in Pakistan, our esteemed and valued members, and all our partners and stakeholders whose unwavering dedication and generous support continue to sustain and advance the mission of the Swiss Business Council. Your commitment remains, without doubt, the very foundation and cornerstone of our continued collective success.

On behalf of the Swiss Business Council, I wish the people of Switzerland and all who celebrate this wonderful occasion a joyous, peaceful, and memorable National Day.

Copyright Business Recorder, 2026

As we commemorate the founding of the Swiss Confederacy, we take pride in the enduring and evolving partnership between Pakistan and Switzerland. Rooted in mutual respect and a commitment to progress, the relationship between our two nations continues to grow stronger across key sectors including trade, investment, education, healthcare and innovation.

Swiss investment plays a vital role in shaping Pakistan’s economic progress, positioning Switzerland among our top foreign investors. As both nations explore new frontiers of collaboration, this dynamic partnership yields tangible results. Switzerland supplies high-value machinery, chemical engineering solutions, and advanced pharmaceuticals, while Pakistan enriches Swiss markets with premium agricultural and textile products.

At our parent organisation, Habib Bank AG Zurich, the Swiss values of precision, responsibility and trust define who we are and how we operate. HABIBMETRO is proud to continue this legacy in Pakistan, serving our clients with excellence while contributing to national development. Our commitment to upholding the high standards of our Swiss parent institution has remained steadfast since our establishment.

We extend our sincere appreciation to Embassy of Switzerland in Pakistan for its unwavering dedication to strengthening bilateral relations. The diplomatic mission’s continuous focus on promoting economic diplomacy, encouraging Swiss investment, and deepening corporate ties has made a lasting impact and is truly commendable.

As we mark the 735th Anniversary of the Swiss Confederation, we join in celebrating Switzerland’s legacy of innovation, neutrality and excellence. We remain optimistic that the strong bond between our nations will continue to thrive, unlocking new frontiers of cooperation and mutual prosperity in the years ahead.

Copyright Business Recorder, 2026

None of this is happening for want of innovation. Satellites map fields, models forecast disease pressure, and machines apply inputs with a precision that would have sounded like science fiction a generation ago. The more useful question, the one that should occupy every company, ministry and research institution in this sector, is simpler: is any of it reaching the farmer?

Innovation must solve a real problem

Good agricultural technology does not add to a farmer’s workload. It takes something off it. Farming is a long sequence of decisions made with incomplete information: when to sow, when to irrigate, whether to spray now or wait another week. Every choice carries risk, and the cost of getting one wrong has risen sharply.

This is where digital agriculture earns its keep. Cropwise Grower, now on more than 1.7 million phones and mapping activity across nearly 7 million acres of farmland, turns scattered field observations into a clear picture of what a crop needs and when. An AI-powered scan tool identifies a pest or disease from a single photograph. Savera, built on agentic AI, answers a grower’s questions in the language he actually speaks. None of this replaces a farmer’s judgement; it sharpens it. That is the point behind Syngenta’s ambition to deliver breakthroughs for farmers in every field.

Innovation must reach people

Real adoption rarely happens quickly, and that is not a flaw to fix but a pattern worth respecting. A farmer weighing a new tool needs less persuasion and more human connection, someone who walks the field with him, answers his questions, and lets the results speak for themselves. That is how trust has always taken root in rural Pakistan, not through a single campaign, but through people who return season after season and stay close enough to earn it. It is patient work, and it is exactly what a nationwide field force is built for.

It also has to reach people the sector has long overlooked. Women do an enormous share of the work in Pakistani agriculture and receive a fraction of the training. Launched just two months ago, the Syngenta Zarai Khawateen Sehat Program has already trained roughly 250 women across Lahore, Sahiwal, Multan and Sheikhupura in safe product handling, hygiene and protective equipment, alongside free medical camps. This year alone, more than 600 spray operators have completed Spray Man Training in responsible application and label compliance. These men and women are the last mile of every innovation the industry produces.

Innovation must stand up to the climate

Productivity and sustainability are too often framed as a trade-off, a habit Pakistan can no longer afford. Agriculture uses most of the country’s water, and its highest-earning crops are also the most exposed to heat and erratic rain. Doing more with less here is an economic necessity, not a slogan.

Precision application is the clearest example. Through Syngenta’s own drone spraying programme, now covering more than 50,000 acres nationwide, water use has been cut by as much as 95 percent and emissions by up to 68 percent, while placing the product exactly where it is needed. Biologicals advance the same goal from another direction. So do the value-chain partnerships Syngenta has built with major food companies, increasingly organised around drone application as the delivery method of choice. Higher yields with lower impact is not a compromise. It is what good agronomy has always looked like.

The road ahead

No single player or company can transform Pakistan’s agriculture alone. Crop science must be matched by policy that rewards efficiency, by universities producing agronomists willing to work in the field, and by farmer organisations that carry knowledge between villages. Syngenta is one contributor among many, and the sector moves furthest when every one of these players pulls in the same direction.

Something is fitting about making this argument on Swiss National Day. The Swiss tradition Syngenta comes from was never built on spectacle, but on precision, patience, and the belief that useful things are made in partnership — quiet virtues, close to exactly what Pakistani agriculture needs.

The only measure that counts

The success of agricultural innovation should not be measured by the number of technologies developed. It should be measured by the number of farmers whose lives those technologies improve. On a farm in Rahim Yar Khan or Nawabshah, the measure of a good season was never the equipment in the shed. It was what the family carried home once the harvest was in.

Copyright Business Recorder, 2026

Nestlé Pakistan leads market capitalization of nearly Rs. 400 billion followed by Archroma Pakistan of Rs 14 billion. Roche Pakistan is yet another name which established its footprint in Pakistan in 1984 and opened a pharmaceutical production factory in Karachi’s Korangi Industrial Area in 1987. In 2010, the company strategically divested its traditional local manufacturing and shifted its business model towards more high-end biotechnology, specialized data-driven healthcare, and cutting-edge medical diagnostics. It plays a vital role in public-private partnerships across Pakistan, working closely with federal and provincial health departments to provide subsidized treatments for critical illnesses like cancer and hemophilia. Nearly 30 Swiss companies are operating in Pakistan which includes such names as Bühler, Movenpick, SGS, Novartis, Archroma, ABB and the list continue with Pakistani companies partnering with Swiss companies as distributors and agents promoting goods and services both ways.

Swiss Business Council was established in 2008 providing a meaningful bridge between business houses of both countries for the promotion of trade and investments. Participating in exhibitions, holding seminars, leading trade delegations and arranging meetings with relevant individuals are some of the regular activities of the council. Food processing, pharmaceuticals, chemicals, banking, hotel are amongst the sectors supported and which is helping with employment opportunities to over 15,000 Pakistanis. Zurich is the largest city, and the capital happens to be Berne. Other major cities include Basel, Geneva, Lausanne and Lucerne. With an area of 41,000 square kilometers, the population is just over 9 million. The country is economically important, being industry centered on metal engineering, watchmaking, food processing, textiles and chemicals. Tourism and financial services, especially banking, are also important sources of income and employment. It is also an attractive location for International Organizations owing to its history of neutrality during armed conflicts. The United Nations Office in Geneva is one of the four major offices of the United Nations where numerous different UN agencies have a joint presence. Geneva houses more than 40 international organizations, more than 180 permanent missions and over 400 NGOs which makes it an important hub for the United Nations. In addition to the UN entities headquartered here, most UN funds, programmes and agencies maintain a regional office or liaison office in Switzerland.

Karachi was host to Swiss Companies even before Independence with Volkart Brothers, well known for cotton trading had its office. Since then, and especially after Independence, many Swiss Companies found their way for profitable and meaningful business with Pakistan. The formation of the Swiss Business Council further augmented and accelerated business to business contacts and which has become a premier body showcasing Pakistan in Switzerland and vice versa; encouraging bi-lateral trade and investments. Several meaningful events have been held in both countries including the signature event “100 Days Pakistan-Switzerland Friendship Exhibition” in Karachi at the Karachi Airport with 24 brands participating, a personal initiative of the then Consul General Emil Wyss and supported by Swiss Business Council which was witnessed and appreciated by over 100,000 visitors. His close interaction with the business community and associations such as TDAP, KCCI, FPCCI and the like made it all possible.

Pakistan is where hope has always triumphed over despair in conflicting and inconsistent moments in a nation’s history. The resilience and the spirit with which Pakistan has always bounced back is evident from the recent role of a mediator between waring nations which has resulted in fast moving and ascending economic indicators which is now being recognized globally. Pakistan recently regained a ‘B’ rating with a stable outlook from Standard & Poor’s (S&P) Global Ratings after almost a decade. S&P said the stable outlook reflected its view of Pakistan’s improved political and institutional settings. Entrenched economic reforms would bring about a sustained period of steady growth and fiscal consolidation. It speaks volumes about the perseverance and determination of Pakistan’s business community, and the nation. Overseas Investors Chamber of Commerce and Industry (OICCI) which includes several Swiss Companies as its members, recently released its report, ‘Recommendations for Pakistan’s Digital Future’, outlining the country’s digital ecosystem, policy gaps and growth opportunities. The report highlighted strong momentum in digital adoption, with IT and IT-enabled services reaching exports of $3.8 billion and freelance earnings totaling $779 million. Pakistan has more than 150 million broadband subscriptions and over 200 million telecom connections, while the mobile ecosystem contributes an estimated $17 billion to the economy.

With a population of over 250 million (ranked 6th largest) of which 60 % under the age of 30, Pakistan offers immense opportunities to exploit its human and natural resources. Among the major natural resources available include coal and gas reserves, iron ore, copper, gold, gypsum, salt chromite, limestone and different varieties of rare earth from its extensive mineral deposits. Besides, available fertile agricultural lands, vital water networks with a comprehensive irrigation system provide agriculture sector the basic ingredients needed. Agriculture contributes almost 25 % to Pakistan’s GDP. Manufacturing sector of Pakistan contributing almost 20% towards GDP include sugar, steel, tobacco, chemicals, machinery, pharmaceutical and food processing. Surgical instruments and sporting goods for which Pakistan is globally recognized contributes substantially towards exports in addition to textile and IT contributing more than USD 30 Billion annually.

The future economic outlook for Pakistan therefore looks extremely bright and full of opportunities and endless possibilities. Hence, it is now for the business communities of Pakistan and Switzerland to understand the potential that Pakistan holds for the mutual benefit of both.

LONG LIVE PAKISTAN SWITZERLAND FRIENDSHIP!!!!

The writer is the Managing Director of Technology Links and an active member of several Bi-Lateral Business Forums including the Swiss Business Council

Copyright Business Recorder, 2026

The Swiss Business Council (SBC) was established in 2008 as a legal entity under an act of the Securities & Exchange Commission of Pakistan. The members’ segmentation comprises large Swiss Multinational subsidiaries operative in Pakistan, and Swiss Small & Medium Enterprises operative through joint ventures, agencies & dealership arrangements in Pakistan.

Mission & Vision

To protect and promote Swiss Economic interests; To encourage and stimulate new investments; To introduce and inculcate best practices and strive to establish a level playing field in the country in order to promote the development of commerce between Switzerland and Pakistan.

Affiliations of SBC

The SBC works in close partnership with its associates in Switzerland to mobilize B2B contacts between Swiss and Pakistani business entities, improve the global perception of Pakistan in the circle of foreign investors, and inculcate people-to-people cultural ties between the two countries:

Patronized by

As the official representation of Switzerland in Pakistan (eda.admin.ch/Islamabad), the embassy covers all matters concerning diplomatic relations between Pakistan and Switzerland. It represents Swiss interests in the areas of political, economic, and financial affairs, legal arrangements, science, education, and culture.

Partner of

The SBC works in close collaboration with its partner Switzerland Global Enterprise (S-GE) in Switzerland to facilitate Swiss Companies that want to have their footprints in Pakistan, in terms of finding an authorized distributor for them, investment, and joint ventures.

Swiss Business Community Quarterly Gathering

The Swiss Business Council hosted its Quarterly Swiss Business Community Gathering at Archroma Pakistan, graciously hosted by Mr. Irfan Chawla, Chief Executive Officer of Archroma Pakistan. The gathering brought together distinguished members of the Swiss business community, corporate leaders, and industry professionals to strengthen business relationships and foster meaningful dialogue.

The event reflected the Council’s continued commitment to promoting collaboration and enhancing economic ties between Switzerland and Pakistan.

The gathering commenced with a dignified Flag Hoisting Ceremony, during which the flags of Switzerland, Pakistan, and Archroma Pakistan were ceremonially hoisted by Ms. Hafsa Shamsie, President of the Swiss Business Council, Mr. Shaikh Imtiaz Hussain, Secretary General of the Swiss Business Council, and Mr. Irfan Chawla, Chief Executive Officer of Archroma Pakistan, respectively. Guests were also presented with an inspiring overview of Archroma Pakistan’s journey, highlighting the company’s commitment to innovation, sustainability, operational excellence, and long-term investment in Pakistan.

A key highlight of the event was an insightful presentation on Pakistan’s economic outlook by Mr. Khurram Shahzad Khan, Vice President of the Swiss Business Council and Chief Executive Officer of HABIBMETRO Bank. His analysis provided valuable perspectives on the country’s economic landscape future opportunities. The Swiss Business Council extends its sincere appreciation to all members, partners, and guests whose participation contributed to the success of the gathering and reaffirmed the Council’s mission of advancing Swiss–Pakistan business collaboration.

Flying Teachers Delegation Visit

The Swiss Business Council had the pleasure of welcoming a distinguished delegation from Flying Teachers, a renowned Swiss language training provider with over 25 years of international excellence in language education & corporate training. Recognized for delivering flexible, learner-centric programs through both onsite and online platforms, Flying Teachers has established a strong reputation for quality, innovation, and practical learning solutions. The visit reflected a shared commitment to strengthening educational cooperation and promoting Swiss expertise in Pakistan.

The delegation was represented by Mr. Antonio Adrover, Executive Board Member, and Mr. Damian Fäh, Head of Innovation, who engaged in productive discussions with representatives of the Swiss Business Council. The meeting focused on exploring opportunities for collaboration in language education, professional development, and workforce capacity building. Both sides exchanged valuable insights on creating impactful training initiatives that align with international standards and address the evolving needs of Pakistan’s public and private sectors.

A key objective of the visit was to promote Swiss excellence in education and vocational development through meaningful public–private partnerships and long-term institutional collaboration. The discussions highlighted the importance of knowledge exchange, innovation, & sustainable capacity-building initiatives that contribute to economic and human capital development. The SBC looks forward to building a strong partnership with Flying Teachers & advancing future initiatives that further strengthen educational & professional ties between Switzerland and Pakistan.

Swiss Business Council Holds Its AGM

The Swiss Business Council convened its 17th Annual General Meeting (AGM) at the premises of one of its esteemed member companies in Karachi. The meeting brought together members of the Council to review the organization’s progress over the past year and reaffirm its commitment to promoting stronger economic and commercial relations between Switzerland and Pakistan.

During the meeting, members reflected on the Council’s key achievements, activities, and milestones, while engaging in constructive discussions on future initiatives and strategic priorities. The exchange of valuable insights and recommendations highlighted the collaborative spirit of the Council and its shared vision for continued growth and enhance engagement within the Swiss business community in Pakistan.

The Council was honored by the presence of H.E. Georg Steiner, Ambassador of Switzerland to Pakistan and Patron-in-Chief of the Swiss Business Council, whose participation underscored the strong partnership between the Embassy of Switzerland and the Council. The Swiss Business Council extends its sincere appreciation for his continued support and looks forward to another year of productive collaboration, sustainable growth, and the further strengthening of Swiss-Pakistani business relations.

Strengthening Swiss–Pakistan Relations

The Swiss Business Council was privileged to welcome Mr. Marius Stucki, Deputy Head of Mission at the Embassy of Switzerland in Pakistan, to its Board Meeting held at the Council’s office in Karachi. He was accompanied by Mr. Ajwat Arslan Khan, Economic Advisor at the Embassy of Switzerland, underscoring the Embassy’s continued support for the Council’s initiatives. The visit reflected the strong partnership between the Embassy and the Swiss Business Council in promoting bilateral economic engagement and institutional cooperation.

The distinguished guests were warmly received by members of the SBC Board, including Mr. Khurram Shahzad Khan, Vice President; Mr. Mujtaba Rahim, Chairman of the Membership Committee; Mr. Shakeel Muhammad, Chairman of the External Communication & Media Committee; Mr. Khatri Muhammad Asif, Treasurer; Mr. Faizan Faisal, Business Development Executive; and Mr. Jaish Yousaf, Office Manager. The meeting provided an excellent opportunity for meaningful dialogue on the Council’s ongoing initiatives and future priorities.

The visit reaffirmed the shared commitment of the Swiss Business Council and the Embassy of Switzerland to further strengthening the longstanding relationship between Switzerland and Pakistan. Discussions focused on enhancing trade, encouraging investment, supporting business growth, and fostering greater collaboration between the public and private sectors. Such engagements continue to reinforce the Council’s mission of advancing sustainable economic partnerships and creating new opportunities for bilateral cooperation between the two countries.

Furthering Bilateral Relations

Meeting with Ms. Natalie Rast, Head of Asia & Oceania, SECO

Ms. Hafsa Shamsie also had a productive meeting with Ms. Natalie Rast, Head of Asia & Oceania at the Swiss State Secretariat for Economic Affairs (SECO). The discussion focused on Pakistan’s evolving economic landscape, opportunities for enhancing Switzerland–Pakistan economic cooperation, and the important role of public-private collaboration in fostering sustainable trade, investment, and long-term commercial partnerships between the two countries.

Meeting with Switzerland Global Enterprise

At the headquarters of Switzerland Global Enterprise (S-GE) in Zurich, Ms. Hafsa Shamsie met with Mr. Alberto Slini, Mr. Marcel Wülfler, and Mr. Suhail El Obeid. Discussions centered on expanding cooperation between S-GE and the Swiss Business Council, reviewing preparations for the upcoming Country Consulting Days on Pakistan, and identifying new opportunities to facilitate Swiss SMEs seeking to expand into the Pakistani market.

Courtesy Meeting with H.E. Dr. Marghoob Butt, Ambassador of Pakistan to Switzerland

During her visit to Bern, Ms. Hafsa Shamsie, President of the Swiss Business Council (SBC), paid a courtesy visit to H.E. Dr. Marghoob Butt, Ambassador of Pakistan to Switzerland.

The meeting focused on strengthening bilateral economic relations between Pakistan and Switzerland, promoting trade and investment, and exploring avenues for closer collaboration between the Embassy and the Swiss Business Council in facilitating Swiss companies interested in the Pakistani market.

Copyright Business Recorder, 2026

We leveraged a century of turbocharging expertise but built our own independent operations and brand from scratch, becoming a globally recognized specialist in heavy-duty turbocharging, fuel injection, and digital solutions.

Today, we are positioned as a technology leader helping marine and energy customers go further with more power, efficiency, and reliability for their engines. With more than 3,200 employees, Accelleron is not only the world’s leading turbocharger provider for large diesel and gas engines, but a broad-based technology partner – combining hardware, digital tech, and services.

Heavy investments in R&D

We have heavily invested in R&D – about 6% of our group revenue annually – to advance turbocharger technology since becoming independent.

Our R&D has also delivered tangible improvements to our existing turbo lines. For example, our engineering teams have focused on making turbochargers more compact and efficient. Traditionally, bigger turbochargers meant better efficiency; we challenged that with designs that maintain performance while reducing size.

Additionally, we have introduced design tweaks like optimized compressor aerodynamics and high-performance coatings on components, which can be retrofitted to older units to immediately raise pressure ratios and lower fuel consumption.

Energy focus in Pakistan

Globally, Accelleron generates more than 50% of its revenues in marine and more than 40% in energy. In Pakistan, with locations in Lahore (head office) and Karachi, our business focus is on power generation, providing solutions to textile manufacturing companies, independent power plants and oil and gas companies. Locally, we employ 18 people, giving customers direct access to our know-how on the ground.

Energy resilience – alongside decarbonization and digitalization – has emerged as a structural force shaping our core markets. Global energy demand continues to rise while grids in many regions simultaneously reach their capacity limits, particularly in countries with weak or aging infrastructure.

Modern power plants and generator systems built around turbocharged internal combustion engines provide three mission critical functions: continuous baseload power in off grid regions (prime power), grid balancing capacity to support renewable energy (balancing power), and emergency power for critical infrastructure (backup power).

We supply high performance turbochargers (medium and high speed) and fuel injectors for internal combustion engines deployed worldwide in critical energy applications – from decentralized power plants and biogas facilities to emergency generators for data centers, nuclear power plants, and hospitals.

Excellent turbocharger service keeps engines running

Our top priority is keeping customers’ engines running reliably. We operate more than 100 service stations in over 50 countries, continually adjusting this network to where and when customers need support. Fast, local response for scheduled maintenance and unexpected repairs is paramount – customers can’t afford downtime, so we have built a global, 24/7 service footprint with a highly efficient global service center in Switzerland to minimize any engine outages.

Our service training program begins in Switzerland, from where all authorized service engineers are trained. Located in the same facility where our products are designed and made, the service training center in Switzerland has become a crucial connection between product development and real-world use of those products. Service engineers that return to Switzerland for training not only take crucial, current knowledge back to their global locations; they also feed back to headquarters from discussions with operators in the field, allowing us to continuously hone our product offer based on deep in-service insights.

Our service engineers are not simply onboarded once and dispatched. They cycle back through Switzerland, or through our other practical training facilities, roughly every three years for refresher work. Each year, we train around 350 service engineers.

Service is as much about people as about technology. Our highly skilled service engineers – more than 500 globally – are trained to be solutions-oriented. Operators today expect a partner who takes ownership of their problems and solves them proactively. They also expect the same high service quality everywhere, including in Pakistan, where 10 trained service engineers provide local support.

Copyright Business Recorder, 2026

A resilient and efficient grid is essential to delivering affordable, reliable electricity to communities and businesses while supporting the country’s long-term economic ambitions.

As a global technology leader advancing a sustainable energy future for all, Hitachi Energy has been supporting Pakistan’s energy transition through partnerships, innovation, and technologies designed to improve the performance and sustainability of power systems. The company’s approach aligns closely with Pakistan’s national energy objectives, particularly the need to enhance transmission capacity, strengthen network stability, and enable greater integration of renewable energy resources.

Collaboration has been central to this journey. Over the years, Hitachi Energy has worked with key stakeholders including the National Grid Company (NGC), the Water and Power Development Authority (WAPDA), and K-Electric to support the modernization of Pakistan’s electricity infrastructure. These partnerships demonstrate a shared commitment to building a stronger and more flexible grid capable of meeting rapidly growing electricity demand while supporting the country’s sustainability goals.

One notable example is the company’s contribution to WAPDA’s Dasu Hydropower Project. Through the deployment of advanced 800 kV Gas Insulated Switchgear (GIS) and Gas Insulated Line (GIL) technology, the project will help harness Pakistan’s significant hydropower potential and deliver clean, reliable electricity to the national grid. As one of the country’s flagship renewable energy initiatives, Dasu is expected to contribute meaningfully to energy security and long-term economic development.

More recently, Hitachi Energy was selected for the 765/220 kV Mansehra Grid Station project, a strategic milestone in the evolution of Pakistan’s transmission network. The project will introduce advanced high-voltage technologies that support efficient long-distance power transfer, increase network reliability, and create additional capacity for future renewable energy integration. As Pakistan continues to modernize its grid, infrastructure of this nature will play an increasingly important role in enabling a more resilient and future-ready power system.

The company’s digital expertise has also contributed to Pakistan’s energy landscape through its involvement in the NGC SCADA III project. Enhanced monitoring, control, and operational visibility enables utilities to manage assets more efficiently, improve system performance, and respond more effectively to changing network conditions.

Beyond individual projects, Hitachi Energy’s broader contribution lies in helping utilities and industries accelerate the transition towards a more sustainable, reliable, and flexible energy future. Through continued collaboration with partners such as NGC and WAPDA, and through the deployment of advanced transmission and digital technologies, Pakistan is laying the foundations for an energy system that can support growth, sustainability, and prosperity for decades to come.

Copyright Business Recorder, 2026

The logistics industry serves as the backbone of national and international commerce, connecting businesses, markets, and communities through efficient transportation, freight forwarding, warehousing, and supply chain solutions. As global trade continues to evolve, the role of logistics has become more critical than ever in ensuring competitiveness, economic growth, and sustainable development. On this day I must appreciate the steps & untiring efforts taken by the Field Marshal Syed Asim Munir Ahmed Shah, NI(M), Mr. Shahbaz Sharif, Prime Minister of Pakistan & Muhammad Junaid Anwar Chaudhry, Federal Minister for Maritime Affairs especially in Logistics & Shipping Industry during the closure of straits of Harmous & boost the economy of Pakistan.

Pakistan’s logistics sector has demonstrated remarkable adaptability in the face of changing market dynamics and global challenges. The contributions of freight forwarders, transport operators, customs agents, shipping lines, airlines, and all allied stakeholders have been instrumental in facilitating trade and supporting the country’s economic aspirations.

As the representative body of Pakistan’s freight forwarding industry, PIFFA remains committed to promoting professionalism, capacity building, digital transformation, and international best practices. Through continuous training, industry engagement, and collaboration with government authorities and international partners, we strive to strengthen Pakistan’s logistics ecosystem and enhance its contribution to national development.

On this National Logistics Day, let us reaffirm our commitment to innovation, sustainability, and excellence. Together, we can build a more efficient, integrated, and globally competitive logistics sector that supports Pakistan’s vision for economic prosperity and regional connectivity.

I congratulate all logistics professionals and industry stakeholders on their invaluable contributions and wish them continued success in the years ahead.

Copyright Business Recorder, 2026

The concept of the blue economy captures this shift well, emphasizing the sustainable use of ocean resources to drive growth, employment, and long-term national prosperity. Yet beneath the sustainability narrative lies a harder truth: in an increasingly fragmented world, maritime capability is no longer optional, it is existential.

Globally, more than four-fifths of all merchandise trade moves by sea, and over 90% of energy commodities such as crude oil, LNG, and coal depend on uninterrupted maritime supply chains. Countries that own ships retain control over these lifelines; those that do not are exposed to freight volatility, political pressure, and sudden supply shocks. For Pakistan, this exposure is acute. Nearly all of its trade, around 95%, and the entirety of its oil and coal imports arrive by sea. Despite this overwhelming reliance, Pakistan captures only a negligible share of value from ocean based economic activity, generating roughly one billion dollars annually from its blue economy, far below both its potential and global norms.

This imbalance has direct consequences. Pakistan’s economy remains energy-hungry and import-dependent, with power generation, industry, and transport reliant on continuous inflows of fuel. Any disruption in maritime access— whether caused by conflict, sanctions, insurance restrictions, or route closures—translates almost immediately into higher energy prices, inflationary pressure, and industrial slowdown. In contrast, countries that operate their own container fleets and energy vessels gain a critical buffer. Ships function not only as transport assets but as floating storage, strategic reserves, and extensions of national infrastructure.

Pakistan’s national flag carrier, the Pakistan National Shipping Corporation, occupies a central but underleveraged position in this equation. As the country’s sole state-backed shipping entity, it operates a small fleet focused mainly on dry and liquid bulk cargo. While modern vessels have increased carrying capacity compared to earlier decades, the absence of container ships and dedicated energy carriers limits both commercial competitiveness and strategic flexibility. Historically, Pakistan’s shipping presence was far more significant. Several decades ago, dozens of vessels, many privately owned operated under the national flag, contributing meaningfully to trade control and freight earnings. Over time, however, retirements, underinvestment, and the erosion of private participation reduced the fleet to a fraction of its former strength.

The economic cost of this decline is substantial. Pakistan’s total trade now exceeds USD85 billion annually, yet the vast majority of this cargo is transported by foreign carriers. This dependence results in billions of dollars leaving the country every year in freight payments alone, worsening foreign exchange constraints and limiting reinvestment capacity. More importantly, it leaves national trade flows vulnerable to decisions taken in distant boardrooms or foreign capitals.

Recent global events have exposed this vulnerability with alarming clarity. Disruptions to major maritime corridors have shown how quickly supply chains can unravel. When key passages became unsafe or congested, vessels were forced onto longer routes, adding weeks of delay and millions of dollars in additional costs per voyage. Freight rates surged overnight, insurance premiums spiked, and import-dependent economies absorbed the shock. For Pakistan, these disruptions were not theoretical. Cargo delays translated into higher landed costs for fuel, raw materials, and consumer goods, intensifying pressure on an already fragile economy.

Geopolitical tensions closer to home have further underscored the risks. Restrictions imposed during regional escalations forced shipping lines to reroute or suspend services, directly affecting exports and undermining confidence among international buyers. When foreign carriers withdraw, national trade does not pause it bleeds. Export containers pile up, delivery commitments are missed, and long-term market share erodes. In such moments, the absence of a nationally controlled container fleet becomes painfully visible.

At the same time, the nature of the blue economy itself is evolving. Beyond shipping, it now encompasses offshore energy, port-led industrialization, maritime services, ship management, marine technology, and logistics innovation. Countries investing in these areas are using the ocean as a platform for energy transition, food security, and industrial resilience. LNG shipping, in particular, has emerged as a strategic asset as nations shift away from volatile spot markets toward secured long-term supply chains. Without ownership or control over energy vessels, Pakistan remains a price taker in one of the most critical segments of its economy.

The global order is also changing. Trade is no longer governed solely by efficiency and cost optimization. Resilience, redundancy, and strategic autonomy now shape national decisions. Sanctions regimes, trade restrictions, and selective access to logistics services have become normalized tools of statecraft. In this environment, shipping capacity is power. Countries with national fleets can prioritize essential cargo, negotiate from a position of strength, and protect their economies during crises. Those without must adapt or endure the consequences.

For Pakistan, strengthening maritime capability is not about nostalgia or symbolism. It is about safeguarding energy flows, stabilizing trade, retaining foreign exchange, and anchoring the blue economy as a driver of sustainable growth. Expanding national shipping to include containerized trade and energy transportation would create skilled employment, develop maritime expertise, and integrate ports more deeply into regional and global value chains. It would also provide the state with a strategic instrument during periods of disruption, when markets fail and alliances are tested.

The ocean rewards preparation and punishes neglect. In a world where supply chains are weaponized and energy security defines national resilience, the survival of economies increasingly depends on who controls the ships that move the world. For Pakistan, reclaiming space in its own maritime domain is not merely an economic ambition, it is a strategic necessity dictated by the realities of the new global order.

Copyright Business Recorder, 2026

Among these, few have shaped the country’s logistics landscape as profoundly as the National Logistics Corporation (NLC).

Since its establishment in 1978, NLC has evolved from a strategic support organization into Pakistan’s premier multimodal logistics powerhouse quietly but decisively transforming how goods move across the country and beyond.

Its motto, “In Step with Tomorrow”, has proven more than a slogan. It reflects a consistent philosophy: anticipate change, embrace technology and serve national needs with professionalism and scale.

In an economy where efficient logistics can determine competitiveness as much as production itself, NLC has become an indispensable enabler of trade, agriculture, industry and regional connectivity.

From Pioneer to Industry Leader:

NLC’s early contribution was foundational. In the late 1970s and 1980s, it introduced the concept of containerization in Pakistan at a time when fragmented, inefficient road transport dominated freight movement. This shift revolutionized supply chain management and laid the groundwork for modern trade facilitation.

What began as an effort to support government’s requirements gradually expanded into comprehensive corporate logistics entity covering dry and liquid cargo, project movements, and specialized services.

Today, NLC operates one of the largest and most modern fleets in the country. Its road transport segment runs 24/7 operations using flatbeds, high-wall trailers, reefers, and specialized vehicles that deliver everything from perishable fruits to industrial raw materials from Karachi’s ports to the remotest valleys of Gilgit-Baltistan.

In liquid cargo, NLC lifts more than 60 percent of Pakistan’s domestic crude oil transportation, maintaining a fleet that meets the stringent standards of the Oil and Gas Regulatory Authority (OGRA) and international health, safety, and environment protocols. This operational prowess is underpinned by technology.

NLC’s Integrated Operations Center (IOC) functions as a nerve center, offering real-time dashboards, KPI tracking, live fleet monitoring and data-driven insights.

Complementing this is a sophisticated Freight Management System with GPS tracking, route optimization and ERP integration. Such capabilities place NLC not just among the largest players but among the most resilient in the region.

Modern Infrastructure

NLC’s influence extends far beyond moving cargo. It has invested heavily in development of logistics infrastructure.

NLC operates strategically located dry ports including facilities at Sost on the China border, Thokar Niaz Baig and Jia Bagga in Lahore, Quetta and Hyderabad that bring customs clearance closer to commercial and industrial hubs, decongesting seaports and accelerating trade. Its off-dock terminal at Sultanabad and the Road Freight Terminal at Landhi in Karachi offer modern warehousing, workshops and support services designed to international standards.

Self -Reliance in Dredging

One of the most important initiatives is the National Dredging and Marine Services (NDMS), established in partnership with major port authorities. As Pakistan’s first indigenous dredging company, NDMS is already delivering cost savings and foreign exchange conservation while building a integral fleet that includes a large trailing suction hopper dredger and supporting vessels. This move strengthens maritime self-reliance and supports the long-term development of Gwadar, Karachi and Port Qasim.

Strategic Partnerships and Vision

NLC strongly believes that scale and technology alone are insufficient in today’s interconnected world. Strategic collaborations have been central to its evolution. Partnerships with DP World have produced two important joint ventures focused on road freight and integrated logistics parks with modern multimodal hubs, cold storage facilities, business centers and a host of other amenities.

The project of Dedicated Freight Corridor and Multimodal Logistics Park at Pipri is being constructed in collaboration with DP World and Pakistan Railways. Such initiatives promise to ease port congestion and create rail-road connectivity along key economic arteries.

Regional Connectivity

On the regional front, NLC has been a pioneer of cross-border connectivity. During past three years, NLC has aggressively expanded its cross-border logistics services under TIR and multilateral frameworks linking Pakistan with China, the Central Asian Republics, Russia and onward to Europe.

The establishment of logistics hubs in Kashgar and Tashkurgan along with planned facilities in Bishkek, Osh and other nodes is turning the immense geographic potential of Pakistan into commercial reality.

NLC’s 100 percent-owned logistics company in China further strengthens this bridge. These efforts align perfectly with Pakistan’s ambition to become a regional trade and transit hub. By activating multiple corridors — land, sea and multimodal, NLC is helping position Gwadar and Karachi as gateways not only for CPEC but for broader regional connectivity.

Serving Agriculture Sector

NLC’s diversification reflects deep understanding of Pakistan’s economic needs. Through NLC Agri Solutions, the organization is streamlining agricultural exports by connecting growers directly to markets in Central Asia, the Middle East, China and beyond.

The launch of reefer services on cross-border routes has given perishable exports a significant competitive edge. Its modern Pulp, Puree and Dehydration Plant in Multan adds value to mangoes, guavas and peaches while its Himalayan Pink Salt business taps premium international demand.

In the Hour of Need

In times of crisis, NLC has consistently stepped forward. Whether during earthquakes, floods, or supply disruptions, the organization has mobilized fleets to ensure essential commodities reach affected populations and markets remain stable. This dual role as commercial operator and national responder underscores its unique position in the country’s institutional architecture. Despite its scale, NLC has maintained a strong commitment to corporate social responsibility. From building schools and healthcare facilities in remote areas to constructing playgrounds, roads and water schemes and supporting sports at grassroots levels, the NLC invests meaningfully in the communities it serves.

Looking Ahead

As Pakistan seeks deeper integration with regional economies, NLC stands ready to play an even larger role. Fleet modernization, digital transformation and expanded regional networks will define its next chapter. The ability to blend public purpose with commercial efficiency makes it a unique organization committed to support export growth, industrial development and the vision of a resilient and connected Pakistan.

In an era where supply chain resilience determines economic strength, NLC has quietly become one of Pakistan’s most valuable national assets. From the bustling terminals of Karachi to the high passes of the north and the emerging frontiers of Central Asia, its operations weave together the threads of trade, opportunity and national progress.

The story of NLC is ultimately the story of a nation on the move that is determined, adaptive and steadily advancing toward a more prosperous tomorrow. In every kilometre travelled and every container delivered, Pakistan’s logistics future is being built by NLC with reliably, professionalism and with an eye firmly fixed on the horizon.

Copyright Business Recorder, 2026

As the CEO of Karachi-based Paklink Shipping Services, Amjad Ali’s journey is a testament to entrepreneurial resilience and strategic foresight. Since founding the company in 2003—starting with just a handful of employees—he has steered its monumental growth.

Today, under his dynamic leadership, Paklink stands as a formidable organization of over 85 dedicated professionals, delivering a comprehensive, multimodal suite of logistics solutions encompassing sea, air, road, and warehousing services.

Amjad Ali’s unwavering commitment to operational excellence, integrity, and customer-centricity has positioned Paklink Shipping Services among the premier logistics providers in the region. By embracing agility and modern supply chain solutions, he has ensured that the firm successfully navigates the complexities of a rapidly evolving global market, setting benchmarks for performance and reliability.

Beyond his corporate achievements, Amjad Ali is a recognized champion for the broader freight forwarding community. Through his active and influential involvement with the Pakistan International Freight Forwarding Association (PIFFA), he has been an instrumental voice for the industry at both the provincial and federal levels. His strategic advocacy has been critical in driving regulatory reforms, streamlining complex customs procedures, and ensuring an equitable business environment for logistics operators nationwide.

By bridging the gap between private sector stakeholders and governmental bodies, Amjad Ali has fostered collaborative dialogues that translate into actionable policies. His efforts continue to fuel the sustainable growth and modernization of Pakistan’s trade infrastructure.

Outside the boardroom, Amjad Ali’s leadership is characterized by a profound commitment to Corporate Social Responsibility (CSR). Deeply connected to his roots, he actively champions community development initiatives, ranging from education and healthcare support to vital disaster relief efforts. He brings the same compassion and dedication to his philanthropic endeavors as he does to his professional enterprise.

In an industry that demands precision, foresight, and unyielding resilience, Amjad Ali embodies the true spirit of a multifaceted leader—one who drives business success while remaining deeply committed to the upliftment of his industry and society at large.

Copyright Business Recorder, 2026

Yet, despite its significance, Pakistan’s road logistics sector is mired in inefficiency, underinvestment, and outdated governance frameworks. The latest Pakistan Business Council (PBC) report “Pakistan Road Logistics, Challenges, Opportunities and Policy Response”-2025 paints a sobering picture: Pakistan’s Logistics Performance Index (LPI) has dropped from 2.42 in 2018 to 2.3 in 2025, ranking far behind regional countries India (rank 44), Iran (100), and Bangladesh (64). Figures aside, we already know the diapleted condition of roads and fuel costs run havoc this year for the sector.

The lack of an integrated national transport policy and a dedicated Ministry of Transport and Logistics has hampered coordinated action. Responsibilities are fragmented across federal, provincial, and quasi-government entities, leading to poor planning and execution. This structural weakness allows informal operators, backed by politically influential sectors to evade regulations — further distorting the market and discouraging formal players. In the PBC Report: Dedicated Ministry or Focal Authority for the Logistics Sector: It is important to realize that logistics is an interconnected sector, and one mode is not independent of the other. Therefore, a focused approach is required to help the sector grow.

The logistics operators are under immense pressure of excessive rate of taxes, the federal government’s recent decision in the 2026-2027 budget to increase the withholding tax on logistics services from 6% to 7%. The 7% on revenue translates to more that 100% of the thin profit margin in this sector. Normal tax rate for companies is about 29% of the profit in Pakistan for other businesses.

Even 4% and 6% was excessive than 29%. This decision will deal a devastating blow to the service sector — particularly to an already struggling goods transport industry due to high fuel costs and inflation, that plays a critical role in Pakistan’s economy. This increase will push small and medium-sized transporters out of the formal tax net in a desperate attempt to keep their businesses afloat. This will inevitably undermining both government revenue collection and the rule of law.

One glaring issue is the non-implementation of Axle Load regulations. Overloading is a major cause of premature road infrastructure failure and road accidents.

The World Bank estimates that road accidents cost Pakistan 4.5% of GDP, equivalent to $12.5 billion annually. Strict enforcement of Axle Load laws, including vehicle impoundment and cargo seizure for violations, is essential to safeguard both infrastructure and lives. In the PBC Report: “Axle Load Enforcement: 1) Strengthen Regulations: Enforce axle load limits uniformly across all regions to minimize road damage and extend infrastructure lifespan. 2) Monitoring and Penalties: Implement weighbridges equipped with automated systems for accurate load monitoring and impose strict penalties for violations”.

Despite the best intentions, investments in Pakistan’s motorways have largely failed to deliver their intended economic benefits. Many motorways built under BOT arrangements either prohibit overloaded trucks—to protect the infrastructure for which investors are liable—or allow such vehicles, resulting in severe damage and escalating repair costs (major maintenance now required in the second year, instead of the seventh).

The motorway network has thus become a white elephant, unable to service its debts or justify the public and private investments made. Motorways cannot be financially viable on passenger traffic alone. Their full commercial and economic potential depends on carrying freight traffic. Yet freight operators avoid these roads, preferring to run overloaded on national highways where axle load limits are not enforced—causing massive damage to both highway infrastructure and the public exchequer.

Another pressing need is the modernization of Pakistan’s trucking fleet. With only 330,000 registered trucks — compared to India’s 12.5 million — the sector suffers from outdated, fuel-inefficient vehicles that raise costs, emissions, and road safety risks.

The PBC recommends developing green financing tools to support fleet renewal with Euro-5 compliant and electric vehicles, a move that would also align with emerging global climate regulations like the EU Green Deal. In the Pakistan Business Council Report: “Fleet Modernization and Financing: Expand Access to Credit: Develop low-interest loan schemes and financial products tailored to small and medium-sized operators, enabling them to upgrade their fleets”.

The path forward is clear:

• Set a supporting Tax Policy to logistics, similar to other businesses and industries.

• Enforce Axle Load limits strictly

• Provide targeted green financing for fleet upgrades

• Establish a unified Ministry of Transport and Logistics to drive reforms

By tackling these issues with urgency, Pakistan can then realize its dream of becoming a “Transit Hub” for the central Asia and beyond, transform its logistics sector into a regional powerhouse — supporting exports, creating jobs, and enhancing national competitiveness. On this National Logistics Day, let us commit to removing these roadblock with policy and initiatives to realize the sector’s full potential.

Copyright Business Recorder, 2026

As businesses become more connected with international markets, the role of logistics companies is becoming more important than ever.

Efficient freight forwarding is no longer limited to moving goods from one place to another. It now involves complete supply chain management, cost optimization, risk handling, documentation support, and timely delivery across air, sea, and land routes.

Pakistan’s strategic location gives it a natural advantage in regional trade. The country connects South Asia, Central Asia, the Middle East, and China, making it an important gateway for imports, exports, and transit cargo. Projects related to road networks, ports, dry ports, special economic zones, and regional trade corridors are expected to create new opportunities for the logistics sector.

In addition, the rapid growth of online shopping and retail distribution has increased demand for warehousing, last-mile delivery, inventory management, and faster cargo movement across major cities and remote areas.

However, the industry must also overcome several challenges. Port congestion, rising fuel costs, infrastructure gaps, regulatory changes, currency instability, and global supply chain disruptions continue to affect freight operations. Delays in customs clearance, documentation issues, fluctuating freight rates, and limited cold chain facilities can also create difficulties for importers, exporters, and logistics providers.

To remain competitive, freight forwarding companies in Pakistan must focus on efficiency, planning, compliance, and strong relationships with shipping lines, airlines, transporters, and customs authorities.

In this changing environment, technology will define the future. Digital documentation, online booking systems, shipment tracking, data-driven planning, automation, and faster communication are becoming essential for efficient logistics operations. Customers now expect transparency, reliability, and real-time updates at every stage of the shipment process. Digitalization is therefore no longer optional; it is a necessary part of modern logistics.

Artificial intelligence, cloud-based platforms, GPS tracking, electronic data interchange, and automated customs documentation are expected to play a greater role in the coming years. These tools can help freight forwarders forecast delays, choose better routes, manage cargo more effectively, and respond quickly to changing market conditions.

Sustainability will also become an important focus as businesses around the world look for greener and more responsible supply chain solutions. Fuel-efficient transport, better route planning, reduced paperwork, and improved warehouse management can all contribute to more sustainable logistics practices.

Since its inception in 2000, Seagold Pvt. Ltd. has successfully evolved with the changing freight landscape. By adopting modern systems, improving operational processes, and embracing digital tools, the company has strengthened its position as a trusted logistics partner in Pakistan.

Seagold’s ability to respond to market challenges with flexibility and innovation has been central to its long-term success. Over the years, the company has built strong industry relationships, developed experienced teams, and expanded its capabilities to support clients with reliable freight forwarding and logistics solutions.

Copyright Business Recorder, 2026

We are the only trade association representing this sector, which is duly licensed by Directorate General – Trade Organizations, Government of Pakistan and registered with Securities and Exchange Commission of Pakistan as a corporate body.

FOAP represents the logistic industry with 50+ major players having fleet of 6000+ Trucks, Tankers and specialty carriers for transport.

The objectives of the association are to structure and organize the trucking and logistics industry in Pakistan. It provides a platform to fleet operators including but not limited to operators of trucks, trailers and heavy vehicles, confer and collectively formulate strategies on all issues of common interest and to address their business concerns. As per DGTO rules, we hold annual elections among members and office bearers and the Executive Committee regulates the functioning of the Association.

I. “Road Safety Training Institute” with the collaboration of National Highway & Motorway Police (NH&MP) for “Defensive Driving Courses”. The school is built by members’ donations and NH&MP provided the land. The Defensive Driving Course by NH & MP is being held twice a week, training drivers for safety, health, soft skills, and highways code. FOAP Members enjoy 33% discount on training fee.

II. FOAP has been instrumental through litigation and advocacy for end to “Overloading” and implementation of “Axle Load Limits”, we are successful in resisting pressure from industry and brought Government to implement “National Highways Safety Ordinance, 2000, (NHSO-2000)” enforcing limits according to Axle weight.

III. FOAP Chairman Rana Asim Shakoor, is also the Chairman of Ministry of Commerce’s Sectoral Councill on Logistics-2025 engaged in stakeholders’ consultation on government policies.

IV. FOAP is member of Government’s CMR Implementation Committee to implement international CMR conventions for bilateral trades and export.

V. FOAP is leading and participating, Federation of Pakistan Chambers of Commerce and Industries, FPCCII, Standing Committee on “Logistics” since 2019 for consecutive 3 years, doing advocacy and engaging government officials to bring improvements in policies.

VI. FOAP is collaborating National Transport Research Centre NTRC, Government of Pakistan, supporting with data, training, and development, and helping formulate government plans and policies.

VII. Working with various Government levels/sections, Ministry of Communication, Ministry of Commerce, and other, regulatory, and functional departments, we continuously keep watch, correspond, and assist government for the improvements and needed changes in National Freight & Logistics policy (NFLP) by member organizations to establish standards, safety, taxation, and environmental improvements of the industry.

VIII. 5th Annual “Shaheen FOAP Cricket Tournament 2025”, like the 4th tournament in May 2024, with donations from members to raise the funds for rehabilitation of Flood effected and incorporate healthy social activity for member employees and drivers, after successful events in 2018 & 2019, 2023 2024. Successfully executed 5th iteration of the tournament in in November 2025.

IX. FOAP is in coordination with UNDP-Youth Empowerment Program and its implementation partners Technology Up gradation & Skill Development Company (TUSDEC), Ministry of Industries & Production, Government of Pakistan, to meet the demand of skilled manpower, upgrade technologies and training needs of youth for the logistics and related industries.

Copyright Business Recorder, 2026

For more than four decades, PIFFA has served as the collective voice of the sector, promoting professionalism, ethical business practices, and international standards while contributing to the growth of Pakistan’s trade and economy through efficient logistics and transportation services.

PIFFA is licensed by the Directorate General of Trade Organizations (DGTO), Government of Pakistan, and is a recognized member of the Federation of Pakistan Chambers of Commerce & Industry (FPCCI). The Association is also affiliated with the FIATA and Carec Federation of Carrier & Forwarders Association (CFCFA). the world’s largest non-governmental organization representing the freight forwarding and logistics industry. Through these affiliations, PIFFA remains connected with global developments, international best practices, and policy initiatives that strengthen Pakistan’s logistics sector and enhance its competitiveness in international trade.

Representing a wide network of freight forwarding and logistics companies across the country, PIFFA works closely with government ministries, customs authorities, port authorities, airlines, shipping lines, regulatory agencies, and other stakeholders to promote trade facilitation, regulatory reforms, digital transformation, and sustainable growth. The Association actively advocates policies that improve the ease of doing business and create an enabling environment for Pakistan’s logistics industry.

A cornerstone of PIFFA’s success is its unwavering commitment to professional education and capacity building. Through the PIFFA Training Institute (PTI), the Association has established one of Pakistan’s most respected training platforms dedicated to the logistics and freight forwarding profession. PTI offers internationally recognized diploma programmes, specialized certifications, and executive training designed to enhance the knowledge and skills of industry professionals.

The Institute serves not only employees of member companies but also business owners, entrepreneurs, and future logistics professionals. Its programmes are designed to help participants understand evolving global trade practices, adopt modern logistics technologies, comply with international regulations, and respond effectively to changing market dynamics. By equipping professionals with technical expertise and practical knowledge, PTI enables organizations to improve operational efficiency, strengthen customer service, embrace innovation, and achieve sustainable business growth.

Recognizing the rapid transformation of global supply chains, PIFFA actively promotes the adoption of digital technologies, automation, artificial intelligence, and environmentally responsible logistics practices. Through conferences, seminars, workshops, and industry forums, the Association brings together policymakers, international experts, academia, and business leaders to exchange knowledge, discuss emerging trends, and develop practical solutions for the future of logistics.

Beyond its professional responsibilities, PIFFA remains committed to serving society through meaningful corporate social responsibility initiatives, including blood donation campaigns, educational collaborations, environmental awareness programmes, and community welfare activities. These efforts reflect the Association’s belief that responsible businesses contribute not only to economic development but also to the well-being of society.

Today, PIFFA continues to lead Pakistan’s freight forwarding industry with a clear vision of excellence, innovation, and global connectivity. By representing its members, investing in professional development, embracing technological advancement, and fostering strategic partnerships, PIFFA is helping build a modern, resilient, and internationally competitive logistics sector that will continue to drive Pakistan’s economic growth and strengthen its position in global trade.

Copyright Business Recorder, 2026

In October 2025, the federal government reappointed Prof. Dr. Raheel Qamar, Tamgha-e-lmtiaz laureate, Fellow of the Pakistan Academy of Sciences, biochemist, and architect of CUI’s earlier institutional transformation as Rector for a five-year term. His mandate: to accelerate CUI’s trajectory and secure its place among Asia’s leading research universities.

The six months since have been among the most productive in the university’s brief history. Governance structures have been reinvigorated.

GOVERNANCE REVITALISED

Among the Rector’s earliest priorities was the convening of CUI’s apex statutory bodies. The 24th meeting of the Syndicate was held on 13 April 2026, followed shortly by the 9th meeting of the Senate reaffirming the primacy of constitutional governance and providing a firm institutional platform for the reforms that followed.

HISTORIC SELECTION BOARD: 706 PROMOTIONS

Faculty career progression is the foundation of a healthy academic institution. Recognising this, the Rector convened what has become the largest selection board in the university’s history. Over three months and sixteen days of sittings, more than 1,500 candidates were interviewed. The board chaired by the Rector, examined 992 faculty cases under the Officer Grade and Tenure Track System streams through the newly deployed SmartSelect@CUI platform, and subsequently processed 566 non-faculty officer cases, bringing the total to 1,558 cases reviewed and 706 promoted.

The Rector announced another selection board within 6 months to restore confidence of performing faculty and officers as well as ensuring a regularity in the process of career advancement at CUI.

THE DIGITAL TRANSFORMATION SPRINT: FIVE PLATFORMS, FIVE MONTHS

The most measurable achievement of the past six months is CUI’s comprehensive digital transformation five enterprise platforms conceived, developed, and deployed under what the Rector has named the Green transformation Initiative, unified by a commitment to efficiency, transparency, and environmental responsibility.

Electronic Filing System (EFS)

The backbone of CUI’s digital administration, EFS has processed 25446 files electronically, handled 48948 attachments, and routed 7,900 inter-campus workflows eliminating paper based delays across all seven campuses.

Meeting Sphere CUI’s platform for collaborative executive governance, Meeting Sphere has eliminated paper circulation for university council and board agendas, enabling real-time, accountable decision-making at the highest institutional levels. SmartSelect@CUI

Deployed to support the 40th Selection Board, SmartSelect@CUI brought a fully digital workflow to candidate management, interview scheduling, and outcome recording setting the benchmark for future selection exercises.

QR-Enabled Credential Verification Providing cryptographically verifiable academic credentials for CUI graduates, this system enables instant, tamper-proof authentication of degrees and transcripts worldwide.

Thesis Flow

The Smart Synopsis and Thesis Management System moves the entire graduate research process online from synopsis submission to final defence with real-time tracking for students, supervisors, and graduate committees.

Looking ahead, the Rector has announced the development of a comprehensive Enterprise Resource Planning (ERP) system and an Al Transformation Plan integrating intelligent workflows, automated policy enforcement, predictive strategic decision-making models, and executive data dashboards.

RESEARCH, INNOVATION AND ENTREPRENEURSHIP

CUI’s research performance provides the intellectual foundation on which the university’s ambitions rest. The university has accumulated total research funding of PKR 3,270 million, filed 128 patent submissions, and brought commercially licensed products to market including 2dDrNextGel, KytoStat, KytoGraft, and KytoZorb.

The entrepreneurial ecosystem has inducted 260 startups, produced 155 successful graduate entrepreneurs, generated an annual economic impact of PKR 1.2 billion, and created over 560 jobs and internships demonstrating that CUI’s research translates directly into national economic value.

STUDENT EXPERIENCE AND CULTURAL LIFE

The Rector has consistently placed the student experience at the centre of institutional decision-making. Efficiencies achieved through administrative reform have been redirected toward student welfare and campus quality.

The CUI Arts Gallery has been revitalised as an active cultural venue hosting regular exhibitions and artist gatherings affirming the university’s commitment to creative life alongside academic rigour.

The Virtual Campus has been tasked to immediately restart its intake to cater to students in remote areas of Pakistan.

THE UNIVERSITY OF THE FUTURE: THE6-C FRAMEWORK AND INDUSTRY5.0

CUI is positioning itself as a sustainability-driven university of the future one whose graduates are equipped not merely with technical knowledge, but with the full spectrum of competencies demanded by Industry 5.0.

This vision is given concrete form through the 6-C Framework, embedded across all degree programmes:

Coding: Computational thinking and software development as a universal graduate competency. Cloud: Fluency in cloud architecture, platforms, and data infrastructure.

Creativity: Design thinking, innovation, and the capacity to solve complex, unstructured problems.

Co-Intelligence: Human-AI collaboration and the responsible use of intelligent systems.

Cyber Security: Awareness and practice of digital security across professional contexts.

Communication: The articulate expression of ideas written, spoken, and visual in a global professional environment.

A Leadership Retreat in December 2025 aligned all campus deans with the framework, and implementation committees have begun the work of embedding these competencies into degree programmes across all faculties and campuses.

At the Lahore Campus convocation in November 2025, the Rector articulated a five-year ambition: to rank among the top one hundred universities globally and the top two in Pakistan. The foundations for that ambition are being laid today.

Copyright Business Recorder, 2026

Over the past 78 years, our relationship has developed into a broad partnership spanning migration, trade, culture, science, development co-operation, multilateral engagement, defence and security. It is a relationship rooted in mutual respect, shared economic interests, common ethical and social values, and joint diplomatic engagement in multilateral fora.

Building on the sixth session of bilateral political consultations among the Secretaries-General of our Ministries of Foreign Affairs in 2025, the relationship has become more structured, sector-focused, and institutionally anchored. Italy views Pakistan as an indispensable partner for regional stability and shares its preference for multilateral solutions, with an emphasis on economic diplomacy and sustainable development, in line with broader European Union priorities. Italy recognises Pakistan’s willingness to act as an honest broker between the United States and Iran, and this was reflected at the highest level in the recent phone call between our two Prime Ministers, Shehbaz Sharif and GiorgiaMeloni. More broadly, Italy and Pakistan have maintained a long-standing partnership on United Nations reform, particularly through the Uniting for Consensus group, with a shared focus on a more balanced UN Security Council. Parliamentary exchanges have also gathered pace, with the activation of the Italy–Pakistan Parliamentary Friendship Group. At the same time, initial steps have been taken to strengthen co-operation between the judicial systems of our two countries.

Migration remains a cornerstone of co-operation between Pakistan and Italy, which hosts the largest community of people of Pakistani origin in the European Union. In May 2025, Pakistan offered a warm welcome to our Interior Minister, Matteo Piantedosi, whose visit led to the signature of a Memorandum of Understanding on Migration and Labour Mobility. A declaration was also signed to establish a Joint Committee on Preventing and Combating Transnational Organised Crime. Our partnership is now entering a more mature and strategic phase, centred on areas that combine economic opportunity with innovation and sustainability, notably through organisedlabour mobility and targeted vocational training. For the first time in many years, Italy has reserved in 2026 a specific quota of work permits for Pakistanis who have an offer of employment in Italy (10.500 in 2026-2028). Joint work is continuing towards a “Skill Passport” framework designed to align the professional and linguistic skills of Pakistani youth with the evolving needs of the Italian labour market, particularly in healthcare, hospitality, information technology and advanced engineering.

The opening of the Italian Trade Agency office in Islamabad in 2023 has further strengthened commercial ties, while the vibrant Pakistani diaspora in Italy has also facilitated valuable business contacts and, in some cases, the conclusion of contracts. It remains a priority for this Embassy, working hand in hand with the Embassy of Pakistan in Rome, to strengthen diaspora networks by fostering closer social and business links between our two countries, while supporting remittances as well as skills and technology transfer. I am confident that the Pakistani community in Italy can play an even greater role than it already does as a business bridge not only to Italy, but also to other European economies.

The success of the European Union–Pakistan Business Forum, held in April 2026 and attended by many Italian companies, testifies to the solidity of our ties. Thanks to GSP+, Pakistan continues to enjoy a strong bilateral trade surplus. A denser presence of Pakistani companies at Italian trade exhibitions — which our Embassy is committed to supporting through business visas — could further expand exports to the European market, while continued macroeconomic stability and reform in Pakistan are attracting growing interest from Italian businesses. I was able to observe this through the many exchanges I had with the Italian business community at the recent Italian Ambassadors’ Conference in Milan, where I noted particular interest in industrial technology transfer, especially in agribusiness and manufacturing, as well as in green energy, agriculture, food production and hospitality.

Several Italian companies have established a meaningful presence in Pakistan. In healthcare, a well-known Italian group has long supported neonatology by providing therapies for premature babies, including treatment for respiratory distress syndrome and apnoea of prematurity. In construction and design, Italian firms have contributed to the quality and functionality of residential and commercial projects, including through premium finishes, environmentally responsible coating systems, waste-management solutions, and much more. The recent progressive reduction of customs duties should further encourage entrepreneurial activity, as Pakistan moves to diversify its export capabilities beyond textiles and is likely to require more of the capital goods that the Italian mechanical engineering and packaging industries are well placed to deliver.

In the same spirit of legal mobility and stronger people-to-people ties, Italy is committed to supporting Pakistani students with a credible educational project in pursuing tertiary education in Italy. Our country offers affordable tuition, a number of scholarships, including regional grants and EU-supported programmes, and globally recognised universities, particularly in fields such as engineering, design, architecture and agriculture. Students also benefit from a growing range of English-taught programmes and from the rich cultural experience of studying in Italy.

Another long-standing and deeply cherished field of bilateral co-operation is cultural heritage. In 1955, at the initiative of the last WaliMiangul of the former State of Swat, Professor Giuseppe Tucci founded the Italian Archaeological Mission in Pakistan. Excavations began soon afterwards, and last year we celebrated the 70th anniversary of the mission. Supported by the Italian Government and carried forward in partnership with leading academic institutions, the mission has made an exceptional contribution to the excavation, restoration and study of Gandharan art and of Pakistan’s wider archaeological heritage.

The Swat Museum, first opened in 1958 and redesigned and rebuilt in 2014 through Italian-Pakistani collaboration, stands as a lasting symbol of this shared commitment. Over the decades, the hand-in-hand work of Pakistani and Italian experts has helped preserve and showcase some of the country’s most important archaeological treasures, in Khyber Pakhtunkhwa as well as at the historic site of Banbhore in Sindh.

This collaboration is now opening new avenues through the “Khyber PATH” project, launched in 2026 and implemented by the Italian Archaeological Mission under the direction of Professor Luca Maria Olivieri of Ca’ Foscari University of Venice. By linking heritage with local professional pathways in ecotourism and sustainable development, the project reflects Italy’s enduring commitment to raising the global awareness and profile of Pakistan’s cultural legacy.

In recent years, Pakistan has consistently remained among the priority countries for Italian development co-operation. Italy currently manages a portfolio of 17 initiatives in Pakistan, totalling approximately €169.5 million. These projects are organised under the “Person”, “Planet” and “Prosperity” pillars to promote inclusive and climate-resilient growth, water management, disaster-risk reduction and renewable energy.

A flagship initiative is the “Scale-Up Olive Culture” programme, which has expanded olive cultivation to more than 6.9 million trees across 60 districts. The project contributed to the drafting of Pakistan’s first National Olive Policy in 2025, helping reduce dependence on edible oil imports, and to the launch of the National Olive Oil Council. In Gilgit-Baltistan, the Economic Transformation Initiative, co-financed with IFAD, supports 40,000 farmers by improving rural infrastructure and value chains. Dairy and food processing are other areas being considered for future co-operation.

Italy and Pakistan also cooperate closely in addressing climate change, particularly in light of Pakistan’s status as one of the world’s most climate-vulnerable countries and following the devastating 2025 monsoon floods, which affected 6.9 million people. This co-operation is centred on the “Planet” pillar, under which all active projects prioritise SDG 13 on climate action. Italy is also supporting the ecological conversion of brick kilns in Punjab to reduce carbon emissions and improve labour safety.

Much more could be said, but as my tenure in Pakistan comes to an end this month, I am confident that the teams in Islamabad and Karachi will remain fully committed to further broadening and strengthening the bonds between our two countries and peoples.

Viva la RepubblicaItaliana!

Pak-Italy dostizindabad!

Copyright Business Recorder, 2026

EXPANDING ECONOMIC AND SUSTAINABLE COOPERATION

The economic partnership between the two nations continues to span multiple critical domains:

TRADITIONAL TRADE: Italy remains a vital market for Pakistani textiles, whereas Pakistan benefits from Italian agricultural and industrial machineries.

FUTURE SECTORS:Growing collaboration is emerging in renewable energy, infrastructure development, and small and medium enterprise (SME) linkages.

INCLUSIVE GROWTH: Ongoing Italian support for sustainable development initiatives in Pakistan reinforces a shared commitment to long-term regional growth.

CULTURAL DIPLOMACY AND BILATERAL MILESTONES

Cultural exchange remains a cornerstone of the bilateral relationship, utilizing education and tourism to bridge the two societies. Over the past year, the Consulate of Italy in Karachi, alongside local partners and sponsors, executed a vibrant calendar of diplomatic and cultural initiatives:

EARLY 2025 HIGHLIGHTS: The Italian Design Day in February focused on global equity, followed by a community-building Iftar dinner in March and the Italian National Day celebrations.

LATE 2025 ENGAGEMENTS: The Consulate participated in the Ministry of Foreign Affairs (MOFA) Diplomatic Bazaar in October, followed by the Italian Cuisine Week in December, which emphasized health and innovation.

RECENT 2026 INITIATIVES: The momentum carried into early 2026 with an exclusive Italian Design Day event held at the historic Quaid-e-Azam Flagstaff House in January, alongside another prominent community Iftar in February.

LOOKING FORWARD

In an increasingly complex global environment, both nations have reaffirmed their dedication to multilateralism and the principles of the United Nations to pursue peace and stability through diplomacy. Looking ahead, the Consulate of Italy in Karachi confirms its strategic focus to significantly enhance and scale existing Italian cooperation, trade, and cultural projects across both the Sindh and Balochistan provinces.

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June second, 2026, marks the 80th anniversary of the Italian Republic and we remember the choice made by our forefathers in 1946 when, as they were beginning to rebuild our nation, they voted for change in the name of republican ideals.

2026 is also an important milestone for the Italian Trade Agency, as we celebrate our first 100 years of supporting Italian businesses worldwide. ITA — officially known as Agenzia ICE— is indeed one of the oldest export promotion and trade development organizations in the world.

The Italian Trade Agency office has been operational in the Pakistani capital for three years. Together with our team based in Karachi, we have organized numerous qualified trade missions of Pakistani entrepreneurs to the main international trade fairs held in Italy.

The robust interest of local entrepreneurs, in the technological solutions proposed by Italian companies in the mechanical engineering sector, is evident in some of the country’s major chemical plants, textile factories, jewelry manufacturing industries, glass and ceramic plants, agro food industries, footwear and leather processing workshops.

Interest in Italy isn’t limited to technology, and it also extends to lifestyle. The rapid changes in the urban landscape of Pakistan’s major cities creates spaces for new shopping malls with leisure areas with cafes and restaurants offering expressos and cappuccinos and the iconic dishes of Italian culinary tradition.

Italy is a reliable economic partner for Pakistan. The robust bilateral trade surplus in favor of Pakistan and the substantial inflows of remittances from Pakistani citizens residing in our country are clear evidence of this. In 2025, bilateral trade surplus came in at $695 million against $591 million a year ago. The overall Pakistani exports to Italy stood at $1,237 million against exports of $1,077 million during July-June FY2024. Furthermore, Italian mechanical engineering companies contribute positively to the competitiveness and export diversification of Pakistani manufacturing sectors.

Home to the largest Pakistani diaspora in the European Union, Italy is one of the top sources of foreign remittances for Pakistan. In 2025, remittances from Pakistani workers in Italy exceeded 1.4 billion dollars.

We look forward to increased interaction between Italy and Pakistan in the years to come and for Italy to become major stakeholder in Pakistan’s industrial growth and development, not only in terms of technology provision but also in terms of quality standards for pharmaceutical products and FMCG and in which Italy has a worldwide reputation.

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Italy’s ties with Pakistan date back even further. In 1955, the Italian Archaeological Mission led by Giuseppe Tucci launched pioneering research in the Swat Valley, laying the foundation for lasting cultural and academic cooperation. Likewise, the legacy of the 1954 Italian expedition to K2 fostered enduring scientific collaboration in glacier studies, climate adaptation, and environmental resilience, areas that continue to shape Italy’s engagement in Pakistan today.

A new chapter in this partnership began in 2016 with the establishment of AICS under Italy’s reformed development cooperation framework introduced through Law 125/2014. In the same year, the AICS Office in Islamabad was inaugurated, strengthening Italy’s institutional presence and development cooperation efforts in the country.

Over the past decade, AICS Islamabad has focused its work on strategic priorities aligned with the Sustainable Development Goals and Italy’s broader development cooperation agenda. In Pakistan, the Agency has promoted food security and rural development by strengthening agricultural production systems, supporting olive cultivation, and encouraging the growth of producer cooperatives. Climate adaptation and environmental resilience have also become central areas of engagement, particularly through nature-based solutions and anticipatory actions addressing floods, glacier melt, and other climate-related challenges affecting vulnerable communities.

Education and vocational training remain key pillars of AICS support. Initiatives have expanded access to education in underserved areas while equipping young people with practical skills for employment in sectors such as construction and the green economy. At the same time, projects dedicated to the protection and promotion of cultural heritage are contributing to sustainable tourism opportunities through partnerships with universities, local institutions, and civil society organizations.

Looking ahead, the context remains challenging yet full of opportunity. Economic pressures, rapid population growth, social inequalities, and increasing climate vulnerability call for coordinated, long-term responses that strengthen resilience, promote inclusive governance, and generate decent economic opportunities, especially for young people and women.

In this context, AICS remains committed to consolidating its role as a trusted and strategic partner, combining technical expertise, adaptability, and a long-term vision to support sustainable and inclusive development in an increasingly complex global landscape.

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I want to express my gratitude to the Italian Consulate in Karachi, the Italian Embassy in Islamabad for working together on projects and opportunities.

Italy hosts more than 18,000 enterprises, ranking 1st among European countries by number of Machinery & Equipment companies. The Italian industry also ranks 2nd in Europe, Italian machinery and mechatronics industry is 3rd in Europe by percentage of turnover (it accounts for 9% of national turnover with €251 billion), and it generates an added value of € 70 billion and an export value of €148 billion. On the bilateral front, there has been a constant growth in trade and commercial engagement between the two countries.

The above is a testament of the resilience of the Italian way of conducting business which has shown great strength during global challenges and changing dynamics of the business in the world and especially of Europe.

IDC in Collaboration with the Italian Consulate Karachi organized various events by engaging its members from the food and beverage sector during the Italian Cuisine Week. We also supported a first of its kind event during the Italian Design Day By engaging local multi sectorial members, academia, designers, architects and experts both from Pakistan and Italy to discuss and explore potential collaborations and highlight the importance of sustainable design and architecture.

IDC had the chance to host Italian delegate to promote collaboration for development in the Olive Culture program. IDC also fully supports the initiatives that engage both social and corporate sectors throughout the year. We had the chance to engage with the representatives from the Italian Cooperation for Development throughout the year, fostering interaction with Karachi’s corporate and social communities.

We have, with support of the Consulate, developed some new programs which will be held during the 2026-2027 financial year focusing on multiple sectors and with targeted audience. We look forward to another exciting year to promote Italian excellence and bilateral relations.

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Over the past seventy-five years, Pakistan-China relations have stood as a remarkable example of enduring friendship, mutual trust, strategic cooperation and steadfast support for each other’s core interests. Our two countries have always stood together in solidarity amidst evolving regional and international circumstances.

The Pakistan-China All-Weather Strategic Cooperative Partnership has continued to grow from strength to strength, serving as an anchor for peace, stability and development in the region. The people of Pakistan take immense pride in this exemplary friendship, nurtured and strengthened by successive generations of leaders and peoples of our two countries.

Under the visionary leadership of President Xi Jinping, China has achieved extraordinary progress in modernisation, innovation, poverty alleviation and national rejuvenation. Pakistan deeply appreciates China’s far-reaching global initiatives, including the Global Development Initiative, Global Security Initiative, Global Civilization Initiative and Global Governance Initiative, which reflect China’s constructive and forward-looking contribution toward promoting peace, sustainable development, mutual respect among civilizations and a more cooperative and harmonious international environment. These important initiatives resonate strongly with Pakistan’s own aspirations for regional harmony, shared prosperity and multilateral cooperation.

Pakistan highly values President Xi Jinping’s deep personal commitment to strengthening Pakistan-China relations and advancing the shared vision of building an even closer Pakistan-China Community of Shared Future in the New Era. Pakistan deeply appreciates China’s steadfast support for Pakistan’s sovereignty, territorial integrity and socio-economic development. Pakistan remains firmly committed to the One-China principle and will continue to support China on issues concerning its core interests. Pakistan deeply appreciates the vision and the leadership that the Peoples’ Republic of China has provided to Global South, specially the positive role it has played in ending the current conflict in West Asia.

I also wish to convey my profound appreciation for the warm and gracious hospitality extended to me and my delegation during my recent visits to China. The sincerity, warmth and generosity extended by the Chinese leadership reflected the unique character of our Iron Brotherhood and left a lasting impression on all members of the delegation. The visits further reinforced our shared resolve to accelerate high-quality development under CPEC 2.0, expand economic and investment cooperation and explore promising new avenues of collaboration in emerging sectors, including technology, agriculture, green energy, innovation, tourism and people-to-people exchanges.

As our two countries commemorate this historic milestone, we reaffirm our commitment to further elevating Pakistan-China friendship particularly through the next phase of the China-Pakistan Economic Corridor.

I am confident that the friendship between Pakistan and China will continue to flourish and attain even greater heights in the years ahead. I also extend my best wishes for the continued progress, prosperity and well-being of the friendly people of China.

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On behalf of the Government of Pakistan, as well as on my own behalf, I extend my heartfelt felicitations to the peoples of Pakistan and China, on the historic occasion of the 75th anniversary of the establishment of diplomatic relations between Pakistan and China.

As we commemorate this historic milestone, in a befitting manner, it would enable our peoples, particularly the younger generations, to better appreciate the depth, breadth, vitality, and future-oriented character of Pakistan-China relations.

The people of Pakistan hold the people of China in the highest esteem and affection. Since the establishment of diplomatic relations on May 21, 1951 the friendship between Pakistan and China has steadily evolved into an All-Weather Strategic Cooperative Partnership. Built on mutual trust, sovereign equality, and shared aspirations for peace and development, our bilateral relations have continued to grow in strength, substance, and strategic significance, amidst changing regional and global circumstances.

Pakistan highly values the visionary leadership of President Xi Jinping and appreciates China’s remarkable achievements in economic development, technological advancement, poverty alleviation, and global connectivity. Under President Xi’s visionary leadership, China has achieved remarkable progress in modernization, innovation, poverty alleviation, and national rejuvenation. China’s progress and transformation continue to inspire the developing world and contribute significantly to global peace and prosperity.

The commitment of the Chinese leadership to strengthen Pakistan-China relations and advance the shared vision of building a closer “Pakistan-China Community of Shared Future in the New Era” is most commendable. Pakistan deeply appreciates China’s cooperation with Pakistan in multifaceted fields. Pakistan remains firmly committed to the One-China principle and will continue to support China on issues concerning its core interests. China’s robust support for Pakistan’s socio-economic development and national priorities has played a phenomenal role. The China-Pakistan Economic Corridor (CPEC), as a flagship project of the Belt and Road Initiative, has made tremendous contribution towards Pakistan’s infrastructure development, energy security, industrial cooperation, and regional connectivity. Pakistan remains firmly committed to the high-quality development of CPEC as it enters its next phase, with greater emphasis on industrialization, agriculture, information technology, science and technology, green development, and enhanced people-centered cooperation.

It is encouraging to witness Pakistan-China cooperation, expanding into new frontiers including digital economy, innovation, space cooperation, education, and cultural exchanges. From the Karakoram Highway to cooperation in outer space, Pakistan-China friendship continues to demonstrate how enduring strategic trust can be translated into meaningful progress and shared prosperity for our peoples.

The 75th anniversary of the establishment of Pakistan-China diplomatic relations is not only about remembering the past; it is about shaping the future. At a time of increasing global uncertainty and transformation, Pakistan and China remain committed to multilateralism, peaceful coexistence, and inclusive development. Our All-Weather Strategic Cooperative Partnership continues to serve as a positive force for regional stability and international cooperation.

May the enduring friendship between Pakistan and China continue to grow stronger with every generation!

Pakistan-China Friendship Zindabad!

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On the joyous occasion of the 75th Anniversary of the establishment of diplomatic relations between the Islamic Republic of Pakistan and the People’s Republic of China, I extend my heartfelt felicitations to the peoples of both Pakistan and China.

Seventy-five years ago, our two nations embarked on a journey rooted in mutual respect and shared aspirations. Today, that journey has evolved into a unique All-Weather Strategic Cooperative Partnership. Our relationship stands as a singular example in international diplomacy - defined not by transactional convenience, but by ironclad trust and brotherhood.

As we reflect on this milestone, we celebrate a history in which Pakistan and China have consistently stood by each other through various challenges, safeguarding each other’s core interests with unwavering solidarity.

I also wish to express my deep personal appreciation for the visionary leadership of China and Pakistan in strengthening the strong bond of Pakistan-China friendship.

The tireless efforts of the leadership in navigating our bilateral relations and enhancing strategic communication have been invaluable. For the past 75 years, the Pakistan-China All-Weather Strategic Cooperative Partnership has withstood the test of time and developed from strength to strength in multifaceted fields.

The Pakistan-China relationship is deeply rooted in the hearts and minds of the peoples of the two countries. Our leadership, businessmen, entrepreneurs, professionals, and students have all played a vital role and acted as bridges in cementing our ties over the last 75 years. The relationship has enjoyed continuity across generations and governments.

At this historic juncture, I would like to acknowledge the valuable contributions of Chinese companies, engineers, workers, and professionals who continue to work with dedication in Pakistan. We acknowledge and appreciate their dedicated efforts in the development of Pakistan, especially under CPEC.

The China-Pakistan Economic Corridor (CPEC) remains the flagship of our economic cooperation and a cornerstone of the Belt and Road Initiative. Over the past decade, it has transformed Pakistan’s infrastructure and energy landscape. As we move ahead, I am particularly encouraged by our shared focus on the second phase of CPEC, which prioritizes industrialization, agricultural modernization, and socioeconomic development, thereby contributing to continued improvements in the lives of our people and fostering a future of shared prosperity.

In a world facing complex geopolitical challenges, the strategic convergence between Pakistan and China provides much-needed stability. Our collaboration in multilateral forums, based on our shared commitment to justice, fairness, multilateralism, and respect for sovereignty and territorial integrity, remains a cornerstone of our bilateral relationship. Together, we continue to advocate and promote the vision of a community with a shared future for mankind. The enduring friendship between Pakistan and China has long served - and will continue to serve - as an anchor of peace, stability, and prosperity in the region and beyond.

As we look toward the future, I am confident that the Pakistan-China “Iron-Clad Brotherhood” will continue to grow from strength to strength.

Let us continue to work together, carry forward this brotherly friendship, and forge an even closer China-Pakistan relationship for a peaceful, progressive, and prosperous world.

Pakistan Zindabad! China Zindabad!

Long live Pakistan-China friendship!

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I have had the distinct honour of standing at the heart of this partnership’s most transformative chapter, as Minister incharge of the China Pakistan Economic Corridor and the driving force behind its continued evolution into CPEC 2.0.

What began as a bold vision has since become a lived reality across our nation: power restored to millions of homes and industries, modern road networks connecting regions that geography had long kept apart, and Gwadar rising as a maritime hub whose strategic significance now resonates far beyond our coastline. These achievements are not merely milestones on a map. They are the enduring expression of what two nations can accomplish when their friendship is rooted in trust, genuine reciprocity and an unshakeable belief in each other’s potential.

As we step forward together, the convergence of CPEC 2.0 and Pakistan’s national development vision, URAAN Pakistan, marks a deeper and more purposeful alignment between our two countries. URAAN’s five pillars of Exports, E-Pakistan, Environment and Climate Change, Energy and Infrastructure, and Equity, Ethics and Empowerment find their natural counterpart in CPEC 2.0’s five corridors of Growth, Livelihood, Innovation, Green Development and Openness.

These are not parallel frameworks merely running alongside each other. They are two expressions of the same conviction: that lasting prosperity is built people first, and that no nation builds it better than when it builds alongside a true and committed partner. Seventy-five years is a remarkable distance to have travelled together, and yet the truest measure of this friendship lies not in how far we have come, but in how resolutely and ambitiously we choose to keep moving forward.

The foundations are strong, the vision is shared, and the possibilities that lie ahead in trade, technology, knowledge, green development and human connection far exceed anything we have yet attempted together.

This anniversary is not a destination to rest upon. It is a renewed call to deepen our ties, diversify our collaboration and keep building, with the same conviction that brought us this far, because the most meaningful chapters of this friendship are still ahead of us.

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Pakistan’s solar growth has become an important part of the country’s energy conversation. Amid energy supply shocks and demand for more reliable power, rapid solar adoption has reinforced the role of renewables in energy security. As more commercial, industrial and utility-scale projects come online, the next question is how these projects can deliver stronger output, better economics and reliable long-term performance. For Trinasolar, a global provider of smart PV and energy storage solutions, this is the context for the Vertex N G3 760W series in Pakistan. The module is designed for commercial, industrial and utility-scale applications, where higher power output, efficient project design and durability under local conditions are critical to project value.

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Its optimised voltage-to-current ratio enables lower operating voltage and higher string power. This can reduce the number of modules required per installation and help lower balance of system costs and levelised cost of electricity by 2–3% compared with standard module configurations.

For C&I users and utility-scale developers, these gains are practical. Higher-wattage modules can improve output from available project space and support asset productivity over the operating life of a solar plant. These attributes are also relevant to high-load applications such as AIDC, or AI data centre, projects, which require power output, stability, efficient deployment and low levelised cost of energy.

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These features matter because installers, developers and end users compare modules by both output and the technology behind that output.

Durability matters in Pakistan’s operating conditions

Pakistan’s climate places clear demands on solar technology. High temperatures, dust, humidity and other environmental conditions can affect module performance over time. For project owners and developers, durability affects energy yield, maintenance expectations and long-term value.

The Vertex N G3 is designed to maintain stable performance in high-temperature environments, with a temperature coefficient of -0.26%/°C. Its bifacial dual-glass design can generate additional energy from rear-side irradiance, while enhanced resistance to dust, humidity and salinity supports long-term durability. The module is backed by a 30-year power output warranty.

Trinasolar introduced its first 700W+ module in Pakistan in 2024 and has supplied more than 500MW of 700W+ modules in the market, primarily supporting commercial and industrial installations.

Storage turns solar generation into more flexible power

Higher-output PV can increase generation, but generation alone does not address solar variability. Solar output changes across the day and is affected by weather conditions. As renewable capacity is added, power systems need greater flexibility to manage when electricity is produced, stored and dispatched.

Utility-scale battery energy storage systems can help shift renewable energy from periods of high generation to periods of higher demand. BESS can also support grid stability, improve renewable dispatchability and reduce curtailment risk. For Pakistan, the storage opportunity is most relevant at utility scale.

Trina Storage brings utility-scale delivery credibility

Trina Storage, Trinasolar’s energy storage division, focuses on utility-scale BESS solutions for large renewable projects and grid applications. Its relevance lies not only in battery hardware, but in experience delivering storage systems where safety, bankability, system integration and lifecycle performance are critical.

The company has been recognised as a BloombergNEF Tier 1 BESS manufacturer for nine consecutive quarters. Trina Storage also has more than 3.1GWh of utility-scale storage under execution across Asia Pacific.

Its Elementa 3 platform is designed for utility-scale applications, delivering 6.25MWh per container using Trina’s proprietary 587Ah cells. The system supports higher energy density and large-scale deployment, with the aim of improving project economics.

PV and BESS procurement can reduce project complexity

Solar-plus-storage projects involve more than PV modules and batteries. Inverters, power conversion systems, grid connection equipment, controls and project-specific engineering all play important roles. Coordination can become more complex when multiple technology vendors are involved.

Trinasolar’s combined PV and BESS capability can help address part of this complexity. Developers and project owners can source high-output PV modules and utility-scale BESS hardware from a single technology provider, while other system components are designed according to project requirements. This can support more coordinated execution, technical alignment and after-sales support.

Supporting Pakistan’s next stage of renew- able deployment

Through the Vertex N G3 760W series, Trinasolar brings high-output PV technology suited to C&I and utility-scale projects. Through Trina Storage, the company brings utility-scale BESS capability for future solar-plus-storage and grid-support applications.

Together, these capabilities position Trinasolar to support Pakistan’s renewable energy development with higher-output solar modules today and utility-scale storage expertise for the next stage of grid integration.

Copyright Business Recorder, 2026

Pakistan’s power sector is undergoing a rapid transition from fossil fuels to renewable energy. Solar and wind power are adding cleaner sources of electricity to the national grid. Solar panels are now common on residential and industrial rooftops, while wind turbines are increasingly being installed in industrial zones, particularly in southern Pakistan. At the same time, many industries are developing their own captive power systems to cope with unreliable electricity supply caused by weak transmission and distribution networks, especially in areas located far from major grid centers. All of these developments are happening simultaneously, placing new pressures on grid stability and system operation.

In the past, the grid was primarily powered by large conventional power plants equipped with heavy rotating machines. These machines naturally provided inertia. In simple terms, they acted like flywheels. Whenever there was a sudden disturbance—such as a large load switching on or a generator tripping offline—the system did not react immediately. The stored kinetic energy in these rotating masses helped slow down the change, giving grid operators valuable time to respond and maintain system stability.

Today, however, a growing share of electricity comes from renewable sources such as solar and wind. Unlike conventional generators, these resources do not connect directly to the grid. Instead, they operate through power electronic converters, commonly known as inverters. While inverters are highly efficient, flexible, and fast-acting, they do not provide physical inertia. As their penetration increases, the grid gradually loses part of its natural ability to withstand sudden disturbances. As a result, system frequency can rise or fall more rapidly, and voltage stability can become increasingly difficult to maintain.

This is where Battery Energy Storage Systems (BESS) become critically important. Many people think of batteries simply as a means of storing energy. While that is true, it is only part of the picture. A modern BESS is far more than just a battery bank. It includes advanced power conversion systems capable of injecting or absorbing power almost instantaneously. This enables BESS to support the grid in ways that were previously impossible.

For example, during a sudden drop in system frequency, a BESS can respond within milliseconds by injecting power into the grid almost immediately. This capability, known as fast frequency response, helps slow the rate of frequency decline and improves system stability. In some cases, BESS can even emulate the effect of inertia by responding to the rate at which frequency changes. Similarly, on the voltage side, the system can supply or absorb reactive power to maintain voltage within acceptable limits. It can also smooth power fluctuations and reduce flicker, particularly in weak or highly variable networks.

These capabilities make BESS a highly valuable tool for modern grid support. However, implementing such systems in real-world networks is far more complex than it may appear. Pakistan’s power system presents several unique technical and operational challenges that must be carefully considered.

One of the most significant challenges is the existence of weak electrical networks. In many parts of the country—particularly at the distribution level—the grid lacks sufficient strength and stability. In such systems, even relatively small changes in power flow can lead to noticeable voltage variations. This becomes particularly problematic when fast-acting inverter-based resources are connected. Their control systems depend on stable voltage and frequency conditions. If the grid itself is unstable, these controls may interact negatively with the network, potentially leading to oscillations, instability, or even system trips.

Another major challenge is the growing use of industrial microgrids. Many factories now operate a combination of energy sources, including the utility grid, diesel or gas genera tors, solar PV systems, and, in some regions, wind turbines. Integrating these diverse resources into a coordinated and stable system is not always straightforward. Questions such as who controls system frequency, how load sharing is managed, and what happens during a sudden utility outage are practical issues that engineers regularly face in the field.

In such environments, adding a BESS can provide substantial benefits—but only if the system is properly designed, configured, and integrated. Otherwise, it may introduce additional operational complexity. For example, during a grid disturbance, the battery may be required to support the system. However, if its state of charge is already low, should it prioritize self-protection or continue supporting the grid? These are important operational trade-offs that require careful planning and sophisticated control strategies.

Protection systems also present a major area of concern. Traditional protection schemes were originally designed for conventional power systems with large synchronous generators capable of supplying high fault currents. Inverter-based resources, including BESS, behave very differently. To protect their internal components, they intentionally limit fault current contribution. As a result, during a fault condition, the current may not increase sufficiently for older protection systems to detect and isolate the fault correctly. As inverter-based technologies become more widespread, existing protection philosophies and schemes will need significant review and modernization.

Economic considerations are equally important. Battery systems still represent a major capital investment. If they are used solely for energy storage, the financial return may be difficult to justify. However, when BESS is utilized for multiple applications—such as frequency regulation, voltage support, peak shaving, backup power, and renewable energy integration—the overall value proposition becomes far stronger. Nevertheless, for large-scale deployment to succeed, Pakistan will require clear regulatory frameworks and market mechanisms. At present, there is no fully developed market for ancillary services such as frequency regulation or reactive power support. Without such mechanisms, it becomes more difficult for investors and industries to justify these investments financially.

Despite these challenges, the overall direction is clear. Power systems around the world are moving toward higher shares of renewable energy, and Pakistan is no exception. As this transition accelerates, traditional methods of maintaining grid stability will no longer be sufficient on their own. New technologies, advanced controls, and modern operational strategies will be essential.

Battery Energy Storage Systems are one of the key technologies enabling this transition. While they are not a complete solution by themselves, they can play a vital role in supporting modern power systems. Their speed, flexibility, and controllability make them exceptionally well suited for the evolving needs of today’s grid. The key lies in deploying them intelligently—based on detailed system studies, robust control philosophies, and a deep understanding of local grid conditions.

Ultimately, the transformation underway is not only about introducing new equipment; it is about redefining how the grid is understood, operated, and managed. Stability is no longer determined solely by large rotating machines and mechanical inertia. Increasingly, it depends on advanced control systems, coordination between distributed resources, and intelligent system design. If managed carefully and strategically, this transition can lead Pakistan toward a more reliable, resilient, and sustainable power system for the future.

Copyright Business Recorder, 2026

In 2024 alone, Pakistan imported 17 GW of solar panels, double the volume imported in 2023 and more than any other country on earth that year. By August 2025, cumulative imports from China had crossed 50 GW, equivalent to the country’s entire conventional generation capacity. What drove this transformation? The answer lies in a collision of economics, crisis, and policy, not strategic planning.

The Economics Became Undeniable

The most powerful accelerant was price. Electricity tariffs rose from roughly Rs16 per unit in 2020 to over Rs48 per unit for many residential consumers by mid-2024, an increase of more than 200 percent in four years, driven by currency devaluation, circular debt, and capacity payments to idle thermal power plants. Meanwhile, the price of Chinese solar panels fell to as low as $0.08 per watt by 2025, compared to $0.23 per watt in 2020. For millions of Pakistani households and businesses, the arithmetic was simple: solar offered electricity at a fraction of the grid tariff. Payback periods for rooftop systems collapsed from eight to ten years to three to five years, making solar a compelling investment even without subsidies.

Pakistan imported 17 GW of solar panels in 2024, more than any other country in the world that year.

Policy Removed the Fiscal Barrier

The government’s May 2022 decision to zero-rate general sales tax on solar panels and associated equipment significantly lowered the cost of entry. Prior to the exemption, taxes and duties added an estimated 17 to 25 percent to the cost of a rooftop system. The combined effect of falling hardware prices and the GST removal compressed system costs dramatically. A 10 kW residential system that cost Rs1.2 to 1.5 million in 2021 could be installed for Rs600,000 to 800,000 by 2023.

Net Metering Gave Consumers a Financial Bridge

NEPRA’s net metering regulations, originally introduced in 2015, gave consumers a mechanism to export surplus electricity to the grid at retail rates. By April 2025, cumulative net-metered solar capacity had reached 5.3 GW, served by 466,000 connections across the country, almost entirely in urban areas. These connections represented consumers who had invested in larger systems partly because the buy-back rate made their investment more financially viable. In February 2026, NEPRA replaced net metering with a net billing framework under the Prosumer Regulations 2026, cutting the buy-back rate from Rs22 to 27 per unit to approximately Rs11 per unit, a policy reversal whose consequences are still unfolding.

The Informal Supply Chain Did the Heavy Lifting

Unlike many countries where solar adoption is managed through centralisedprogrammes, Pakistan’s boom was built on a decentralised, largely informal supply chain. Thousands of small traders, local installers, and neighbourhood distributors spread solar access to consumers that formal retail channels could not reach. This democratised adoption at a speed no government programme could have achieved, though it also created a market with significant quality variation, particularly in battery storage components. The boom is real. The challenge now is managing its consequences for the grid, for distribution companies, and for those consumers who remain dependent on grid electricity they cannot afford to escape.

References

TransitionZero and PRIED, ‘Shedding Light on Pakistan’s Distributed Solar Revolution’ (October 2025) https://www.transitionzero.org/shedding-light-on-pakistans-distributed-solar-revolution accessed 10 April 2026

PV Magazine, ‘Pakistan’s Installed PV Capacity Estimated above 27 GW’ (20 January 2026) https://www.pv-magazine.com/2026/01/20/pakistans-installed-pv-capacity-estimated-above-27-gw/ accessed 10 April 2026

Wikipedia, ‘Solar Power in Pakistan’ (updated 2026) https://en.wikipedia.org/wiki/Solar_power_in_Pakistan accessed 10 April 2026

Renewables First, ‘The Great Solar Rush in Pakistan’ (2024) https://uploads.renewablesfirst.org/The_Great_Solar_Rush_in_-Pakistan_38157451a3.pdf accessed 10 April 2026

REN21, ‘GSR 2025 Snapshot: Pakistan’ (2025) <https://ww w.ren21.net/gsr-2025/snapshots/pk/> accessed 10 April 2026

International Growth Centre, ‘Sustainable Pakistan: Addressing Climate-Driven Demands and Fiscal Challenges for Electricity’ (2024) https://www.theigc.org/publications/sustainable-pakistan-energy-crisis accessed 10 April 2026.

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