Syed Asad Rizvi: When we started in 2012 as MobiCash under Mobilink, there wasn’t a dedicated communication strategy. It was more about basic awareness. Once we rebranded to JazzCash, the service was still nestled under the broader Jazz umbrella without a distinct identity. This changed in 2022 when we revisited our brand positioning. We realised that while convenience was a huge factor (and expected from any digital finance service), trust was a largely unclaimed territory – and we built our communication around that. Our current proposition, introduced in 2023, is encapsulated in the Urdu phrase ‘Hai Na’. Functionally, it signals presence and availability; emotionally, it implies reassurance. This dual message now defines how JazzCash connects with its audience.

SM: Has your approach to storytelling and leadership evolved since joining JazzCash?

SAR: Yes, significantly. JazzCash is a mass brand and I knew early on that our communication had to be relatable. This meant no flashy celebrities or high-concept visuals. We went with every day faces, simple language and grounded storytelling. All our campaigns since have focused on authenticity without overusing the brand colours and no jargon. Just real people showcasing real needs. We communicate in a tone and manner that resonates with our users, not marketers.

SM: How do you market to such diverse user segments, from Gen Z digital natives to underserved rural communities?

SAR: Here, context is very important and relevant. We build campaigns around actual everyday examples. If it’s a fine payment feature, we target men who typically deal with that. If it’s committee management, we highlight women who rely on those networks. Our narratives change, but the tone stays consistent and inclusive. This makes our customers feel seen and heard, and they understand that this is a brand that listens and creates products for their needs.

SM: What are the biggest marketing challenges in promoting digital finance in Pakistan?

SAR: The biggest challenge is changing ingrained cash-based habits. Most people are used to handling money physically. That is how they have grown up. Making the switch to digital is not just about technology; it is about trust and behaviour. Fraud is another critical issue. We have embedded multiple security layers and regularly educate our users about potential scams, and we operate 24/7 call centres to address any concerns. Our goal is to build long-term trust while demonstrating the ease, safety and accessibility of digital finance.

SM: What does financial inclusion mean to JazzCash, and how does your brand contribute to it?

SAR: It is about reaching the people that banks don’t. Freelancers, women managing households, students paying university fees. We are building products that serve their real needs. We are especially proud of how embedded we have become in everyday life: paying utility bills, buying movie tickets, renewing IDs, making donations — it’s all happening on JazzCash. This is not just financial inclusion; this is empowerment.

SM: With competition in the fintech space from digital banks as well as niche platforms, how does JazzCash aim to stay ahead?

SAR: It is good to have more competition because it increases the share of the pie, and I think we still have a lot of potential. Even now, only about 14 to 15% of Pakistanis are formally banked, which leaves immense room for expansion. What sets JazzCash apart is our ability to rapidly launch products and scale them. We don’t just serve the tech-savvy elite; we reach remote areas through a network of over 450,000 merchants and agents — more than what traditional banks offer. Whether it’s BISP disbursements, flood relief or utility payments, our infrastructure allows us to serve at speed and scale.

SM: You mentioned empowerment. Can you elaborate on JazzCash’s initiatives for freelancers, youth, and women?

SAR: Fintech should be a force for empowerment. We have launched tailored products for freelancers, including those receiving international remittances, to make earnings accessible and seamless. We are also developing youth-focused offerings and running financial literacy programmes, especially in rural areas. A big focus is women’s empowerment. We provide digital tools, education and training aimed at making women financially independent — not just as users but as part of our merchant and agent network. These are the kinds of stories that give real meaning to what we do.

SM: How is JazzCash preparing for a more AI-integrated future?

SAR: Just as businesses once resisted the shift to computers, we are seeing a similar phase with AI. The hesitation is understandable, but ultimately, it’s about how you use the tool. At JazzCash, we have already begun integrating AI across both our products and communications. On the product side, AI helps us build algorithms that evaluate customer needs and deliver tailored solutions. On the communication front, it’s a game-changer. In a sector as fast-moving as fintechs, AI allows us to respond quickly and create content at scale. We can create full-fledged audio-visual communication through AI, which no one else has. This enables us to produce personalised, immersive communication faster and more efficiently than ever before. The future will be about how smartly you use AI — not whether you use it. For brands, it means faster, sharper, and more effective storytelling. And at JazzCash, we are fully embracing that future.

SM: What’s one misconception people have about marketing in fintech?

SAR: That it’s like selling a commodity — it’s not. Fintech requires immediate credibility. If a user tries a feature and it doesn’t work, you lose trust instantly. This is why our messaging must be clear, honest and functional. You can’t fake it. There is no waiting period like in traditional products. The value must be felt immediately, or the user is gone. This makes marketing in fintech both a challenge and a responsibility.

SM: How do you see the role of marketing evolving in fintech, especially in Pakistan, over the next three to five years?

SAR: Marketing will play a bigger role in education and trust-building. The space is becoming more competitive — new players, digital banks, niche fintechs – all good for the ecosystem. But the winners will be those who deeply understand their users and serve them end-to-end. Our job is to simplify, demystify, and empower — especially for the millions of Pakistanis who are coming online for the first time.

The Gross Domestic Product (GDP)
Many readers may already be aware of the shortcomings of GDP. However, it was never meant to be a measure of national ‘prosperity’. Economist Simon Kuznets formalised GDP in the thirties as a technical solution to a specific problem: how to quantify economic activity within a country in a standardised way. This was to help policymakers respond to the economic chaos of the Great Depression. However, over time, what began as a tool for measuring production morphed into a symbol of prosperity. A rising GDP came to mean a thriving country: politicians campaigned on it, news outlets headlined it, and then economies were judged by it.

That shift alarmed Kuznets. As early as 1934, he warned that “the welfare of a nation can scarcely be inferred from a measure of national income.” He emphasised that GDP excluded crucial factors, such as income inequality, environmental degradation and unpaid labour – things that deeply affect the real quality of life. The GDP’s greatest strength (its relative simplicity) turned out to be the greatest liability as its political appeal drowned out its founder’s warnings. Decades later, the gap between what GDP was designed to measure and what it is assumed to mean remains just as wide.

The Net Promoter Score (NPS)
You can copy-paste the story of GDP for NPS; just replace governments with corporates. When it was introduced in 2003, NPS promised something revolutionary: a single number to capture customer loyalty. Fred Reichheld, the Bain & Company consultant behind the idea, believed that one deceptively simple question – “How likely are you to recommend us?” – could predict a company’s future growth better than any sprawling satisfaction survey could. NPS offered a clear, quantifiable metric that could be tracked, benchmarked against competitors, and, most importantly, was easy to present to C-suites. Marketers quickly fell in love.

You can probably guess what happened next. A rising NPS score became a symbol of customer-centric success, and companies tied bonuses to the metric. But Reichheld soon expressed frustration with how NPS was used, claiming it was being abused. He said, “They’re making this cancerous decision to link it to compensation and the front line. But within a year or two, it essentially destroys itself, and you get begging and pleading for high scores.” Two decades on, NPS remains everywhere. But its founder’s warning is clear: by focusing on just the score, marketers prioritise measuring loyalty over actually earning it.

IQ Tests
In the early 1900s, there was a debate in France on how to determine whether a child was ‘fit’ to attend regular school. Commissioned by the French government, psychologists Alfred Binet and Theodore Simon created the first practical version of an ‘intelligence’ test aimed at assessing learning readiness, not intellectual ability. This endeavour led to the creation of the Binet-Simon Scale to assess a child’s current level of performance in order to inform educational support. Both creators were forthright about the limitations of the test and firmly believed intelligence was not a permanent trait but something that could develop with time, effort and education.

The Binet-Simon scale was soon distorted and repurposed by psychologists in the US into the Stanford-Binet IQ test and was used to rank individuals (and races) by perceived inherent intelligence, or IQ – and soon IQ scores began to be treated as the definitive verdict of a person’s potential, influencing everything from educational tracking to immigration policy. Binet was horrified and wrote, “Ignorant people may think it [the IQ test] is a measure of innate intelligence, but it’s not.” The IQ score is a cautionary tale: when we turn tools of assessment into measures of human worth, we risk reinforcing the inequalities we hoped to diagnose.

SAT Exams
If you, dear reader, memorised obscure English words and drilled SAT books only to end up with a disappointing score, here’s your vindication. During World War I, psychologist Carl Brigham helped develop early intelligence tests for the US Army. This inspired the Scholastic Aptitude Test (SAT), which he designed in the twenties as a tool for college admissions, particularly at elite institutions, to rank students by intellectual ability. Brigham was also a eugenicist; in 1923, he wrote that recent immigrants and Black Americans scored lower due to innate inferiority, a claim that aligned neatly with the racial biases of the time.

Less than a decade later, Brigham (to his credit) had a change of heart. He recanted his views and admitted that environmental and educational disparities, not biology, explained the test score gaps. He acknowledged that the SAT tested “a composite including schooling, family background, familiarity with English and everything else, relevant and irrelevant.” Despite his reversal, the SAT had already been entrenched in the American education system, often reinforcing the biases Brigham later disavowed. I cannot help but apply the same parallel to Pakistan; SAT scores for admissions are accepted only by private (and more expensive) universities.

Any metric has its limitations. The examples above serve as a reminder that even the most influential frameworks deserve scrutiny. Tools originally meant to guide can outlive their purpose and end up misunderstood or misused. This is summed up by Goodhart’s Law: “When a measure becomes a target, it ceases to be a good measure.” The final irony is that Charles Goodhart himself expressed discomfort at being primarily known for this idea, once remarking, “It does feel slightly odd to have one’s public reputation largely based on a minor footnote.”

Ans Khurram is an analytics and insights professional. anskhurram@gmail.com

It is more than safe to say that this is a wholly depressing idea. But nonetheless, an idea that feels hard to dispute. While the perception of time is a highly subjective measure and cannot be scientifically prodded, I can still rely on my own experience with, well, ‘experiences,’ to engage with the idea presented.

In my life as of late, my mind has been the internal battleground for a war regarding whether or not to stay in Toronto. While I have lived here for the better part of the last nine years, I have started to feel that Toronto has lost its ability to provide me with fresh experiences. Life had begun to feel rote and repetitive, and even experiences that should have felt ‘new’ reminded me of another. I have felt that there is no solution that would allow me to feel excited about life again in Toronto, and a move or a major change would be required.

And then, last week, I was blessed enough to be able to see the Coldplay concert.

In my life, there are very few instances where I have been left absolutely shell-shocked by an event. It felt almost transcendental and left me on a high that for DAYS had me reliving moments from the event. It was a day that bled into others, improved my mood and had me enjoying music in a way I had not for a while. It proved an idea to me I did not believe to be the case anymore; that there were still new experiences to be had in Toronto.

But then again, I thought, if I were to go to a Coldplay concert again, would the experience be the same? Would I feel the same way? The answer, I believe, is clear to us all. No. I may enjoy it, but I could only have that experience for the first time once. The absolute euphoric experience was a one-time event, and I will not be able to go back to it for the same effect.

The value of the concert is well beyond the music or even the (incredible) production. It is steeped in nostalgia, or to be more specific, the aspect of nostalgia that wants to accomplish a dream to feed the younger version of ourselves. Which led me to ask myself a very simple question: As I go through life and undertake all the activities that I would have wanted to do when I was a child, will I come to a point where I simply run out of nostalgia?

Is that the point at which the perception of most of my life will be finished? Will there be no more highs to achieve, like the Coldplay concert? Will my perception of time forever be faster?

While this is a bleak view on the human condition, I do find it hard to disprove, at some level, that the activities that excite us are based on our childhood, and eventually, we will have done those things enough times to stop being excited about them. They stop being novel experiences and start joining the mundane. So, if life after 25 feels just as long as life before 25 in terms of perception, that tracks for me.

But I do not think it HAS to be that way.

While all this remains true in my mind, I believe we can always build more excitement for the future. While we attribute nostalgia to activities/experiences from our childhood, I believe we can always build more.

You just have to continue feeding that child in us and refuse to let it die. Continue to be excited about new books, movies, games, authors, or whatever suits your fancy. Never let yourself become so serious that you cannot enjoy the art in the world. Never tell yourself that because you are a certain age, you should not do a certain activity. Keep being excited; do not let age stop you. Take risks, find new places, new people, and new ideas. Because then we continue to put in the groundwork to be excited for the future, and we find more in the world to be nostalgic about.

And perhaps, then, even in a fast world, we can all live just a little longer.

Esah Mirza is a Construction Manager, Trivia Host and an ‘occasional’ writer based in Toronto. esahmirza@gmail.com

“A glacial lake outburst flood (GLOF) has destroyed and swept away the strategically important Hassanabad Bridge on the Karakoram Highway (KKH) in the Hunza district in Gilgit-Baltistan, Pakistan…This bridge was the only main source that connected Gilgit-Baltistan with China via the Karakoram Highway. In Hassanabad, the Karakoram Highway passes over a side stream of the Hunza River, which is fed from the Shishpar Glacier, located about 10 km above Hassanabad.

A GLOF is caused by the sudden emptying of a glacial lake in the high topographic regions like the Karakoram and Himalayas and has the power to destroy everything in its way. It can happen due to erosion, a buildup of water pressure, an avalanche of rock or heavy snow or massive displacement of water in a glacial lake when a large portion of an adjacent glacier collapses into it. An increase in temperature in the form of heatwaves also becomes a serious reason for the GLOF. Pakistan has the highest number of glaciers outside of the polar region and they are melting at an alarmingly high speed due to the climate crisis, increasing global temperatures, resulting in heatwaves and many other forms. It results in GLOF, which causes internal displacements, climate-induced migrations and local instability.“

The above excerpt is from an article titled ‘Climate Crisis: Hassanabad Bridge Collapse Hunza’ by Haider Nazir Chatta, published in May 2022.

The evening of May 6, 2022, hours before the disaster, a festive night of music and dancing had unfolded in Central Hunza. I had been commissioned by a new hotel in Karimabad, Hunza to curate and produce their inaugural event. My team and I planned a musical collaboration between Khyber-Pakhtunkhwa and Gilgit-Baltistan – both regions prominent in their tribal and indigenous musical movements. The world-famous Pashtun band Khumariyaan headlined the evening and Jiill, a contemporary Hunzai band celebrating traditional, spiritual and cultural roots, led by the young master and musicologist, the late Zia Ul Karim, opened the show.

The event was open to the public and attended by concert-goers from across Central Hunza and Gojal. It was a beautiful summer night of rejoicing and camaraderie. Old friends were reunited and new friends were made. I, along with my companions, returned home to Aliabad late after midnight. The summer in Hunza is celestial; the grass is tall and the wildflowers are abundant. Residents maximise the summer by being outdoors at all hours, wearing no more than a single layer of clothing, and embracing the familiarity of the immense dark night and its starry gifts.

It was a very hot summer for this part of the world. We dug up a small, shallow pond in our garden and lined it with stones. On water supply days, we would try to fill the pond and soak in icy water supplied to us from Hassanabad. Over two days, the waterline would slowly recede, naturally nourishing our fruit trees and vegetables. Little did we know that this unusually warm summer would unfold in unimaginable ways.

On May 7, 2022, early in the morning, news spread nearly immediately around the eclectic mountain town of Aliabad. Social workers rushed to the site and law enforcement agents were called into work. Friends and family from South Pakistan who had switched on their TV sets that morning began calling, deeply concerned after news channels began broadcasting terrifying images of the massive Hassanabad bridge collapsing like children’s playing blocks under the majestic and undeniable force of Mother Nature. The band Khumariyaan was due to travel south that same morning and friends who had danced along the night before helped them find alternate routes mid-crisis to make their way out of the Hunza District.

At the time, my son was a student at the Aga Khan School in the village of Murtazabad, a twenty-minute drive from our neighbourhood, southbound on the KKH, past the Hassanabad Bridge and an off-road trek up into the scenic village.

In the days and weeks that followed, we witnessed the complete cessation of the main link from Hunza to the world. Extended school closures, surge pricing, hoarding and a sudden crash of the tourism industry that was waiting for the start of a lucrative summer season. While an unsustainable alternate route existed around the Nagar Valley, it was the last resort.

Hunza, an already faraway Shangri-La, was now landlocked.

Life continued around the closure. That summer, heavy rains lashed across parts of the country, causing landslides, displacement and deaths. It rained non-stop for days; nearly all homes in our neighbourhood had leaking roofs. Afraid of collapses and electric incidents, residents rushed to the market for plastic sheets and tarpaulins to cover traditional mud and wood roofs. A certain-sized sheet, which cost approximately Rs 300, was being sold for anywhere between Rs 600 and Rs 1,200 depending on one’s luck. Daily groceries like vegetables were triple their usual prices; the heavy rains and winds had also damaged the health of the cherry and apricot harvests. Soon after the water supply infrastructure was damaged, there came a point where five-litre bottles of water were being provided to homes as a form of crisis control. Every day we heard a new rumour, a new speculation of when the bridge would be rebuilt. On August 25, 2022, the Government of Pakistan declared a national emergency. Thousands of homes were washed away in several parts of the country, the worst hit being the districts in the provinces of Sindh and Balochistan. The flood has been described as the deadliest and costliest in the country’s history.

For the few travellers who had dared to make their way up despite the uncertainty of weather conditions, landslides and rockfalls, business owners offered the kindest hospitality. The hottest-selling commodity was hotels with cool, air-conditioned rooms. The scarce and sporadic schedule of electricity and rising fuel prices was unforgiving that year. Family run, small and eco-conscious operations struggled with hosting guests or stocking perishables, as it was very warm without regular electricity, uninterrupted refrigeration and air conditioning. Summer, the most lucrative time of the tourist season, became an unpromising start to the year’s plan of sustenance.

In Hunza, slow travel is not so widely consumed all summer. Typically, thousands of domestic and international travellers make their way up to the Hunza Valley. Millions of vehicles travel the Karakoram Highway, bringing tourists in buses, coasters and cars to visit the popular sights – the most popular of all is the Attabad Lake, which itself is the result of a natural disaster. Tour packages for nearly all budgets are available. While travelling to Hunza is generally an expensive proposition, based purely on how remote it is, unrealistically attractive prices for all-inclusive tours are published online.

On the other end of the spectrum, personalised luxury adventures are also curated at higher prices with premium facilities. While almost all categories of service providers are happier to be eco-conscious by actually using less – the tourist must also want to take pride in using less and slowly in order to make a meaningful business exchange happen and encourage a change in the pattern of consumption – without damaging the mountain economy or the environment.

Talking about the patterns and speed of consumption, tourism relatively recovered in 2024. As per the latest reports from the office of Hasnain Iqbal, Superintendent of Police in Hunza, the total number of foreign and domestic travellers who entered the district in 2024 is 18,518 and 230,373. The highest volume of domestic travellers is recorded as 81,352 in July, with October being the most popular for foreign travellers, recorded at 5,475. While one category of travellers is motivated by school holidays, the other is making time to witness the changing seasons.

Travellers are generally mindful and cooperative; however, some sections of travellers, whilst generously contributing to the economy, are resistant to natural foods, mindful living and trying slower, newer things. Packaged foods, juices, crisps and sugary wafers wrapped in shiny foil have made their way over to be consumed quickly and easily in this magic land, slowly eroding the uniqueness of culture and the speed of living with nature, the history of people, memories tied to sharing food, and the legacy of handmade craft.

The Karimabad Bazaar now sells accessories, jewellery, knickknacks, and textiles from all around the region – the buyers’ understanding of handloom versus machine spun, or of the cultural relevance and quality of souvenirs, for instance, is negligible and so is their desire to pay a premium for what is handmade. Anything made artisanally with care is long-lasting; craft accompanies one forever, but fast fashion is quick and cheap; one does not have to fall in love with it. Shopkeepers have caught on. My friend in Karimabad is a seasoned gemmologist and craft trader. He owns and operates one of the oldest shops in the bazaar. Within his shop he has two sections, one for the authentic craft seekers and one for the fast travellers. Business must go on.

Like other family-run businesses, we at Zahira Cottage also strive to reduce food miles as much as possible, eating and serving to our guests what is closely available. Without a set menu in place, we offer meals made from ingredients found on the day, as close to us as possible. Not everyone subscribes to this kind of experimentation and would rather eat what they recognise and know on similar plates offering exactly the same portions and taste, even if pulled out of a freezer after months.

What we put in our mouths and what we touch to our lips carries energy – the kindness by which something was grown, cooked with emotional mindfulness and consumed carefully, bearing in mind that not every bite is meant to be clinically measured and recreated. Food is made up of not only ingredients but also memory and context – how does one remember the great meals of one’s life? Where one ate it, who they were accompanied by, how hungry they were, the colour of the sky above their table and so on. The illusion of safety and comfort in standardised experiences is alarming, especially when it is expected from an otherworldly Shangri-La known for its ancient mountains and the longevity of its people.

We often use solar or flame-lit lamps while serving meals outdoors, savouring the silence and the darkness of the immense night sky. A wise neighbour once told us to enjoy the dark fully, to find the living mysteries in shadows, what it reveals and what it protects. In Hunza, electricity is scarce as it is; using generators to brightly light the evenings not only disregards the sanctity of the shadows but also adds to pollution with noise and fuel exhaust. At a very aesthetically low-lit slow bar in Karimabad, a family of travellers hurriedly eats a slow-cooked meal with the white light of a large cell phone shining above, a spoon in one hand and the phone in the other, hesitant to fully embrace the quietness of the humble plate before them. Restraint is underrated, perhaps.

Junichiro Tanizaki, in his timeless essay ‘In Praise of Shadows’ says, “Darkness causes us no discontent; we resign ourselves to it as inevitable. If light is scarce then light is scarce; we will immerse ourselves in the darkness and there discover its own particular beauty… Why should this propensity to seek beauty in darkness be so strong… Japanese ghosts have traditionally no feet; Western ghosts have feet but are transparent. As even this trifle suggests, pitch darkness has always occupied our fantasies, while in the West even ghosts are clear as glass.’

Hoping for the familiar when making one’s way out to the third pole of this spectral northern world is a misplaced notion. Culture and climate walk hand in hand on a path formed by how the ground is walked on – reflecting off, feeding and unfortunately sometimes starving each other of energy.

The Hassanabad Bridge wasn’t operational for a while. In June 2022, after an entire month of being unable to get to school, I applied to transfer my son to the Aliabad branch, a twenty-minute walk from our home – finding solutions in community, familiarity and close proximity. Camaraderie and empathy are the building blocks of a community, especially one that is at risk of the ongoing climate crisis.

Raania Durrani is a creative director based in Aliabad, Hunza, working in the areas of culture, music and food. Instagram: @raaniadurrani @zahiracottagekitchen @7788.hunza

As we hurtle towards another Eid-ul-Azha, amidst roaming animals, deep discussions about their prices, the economy and the weather, all the while canvasing and cajoling butchers, and dreaming of aromatic gatherings on Eid day, our advertisers have shown a welcome transition to the deeper meaning of ‘sacrifice’ over the past few decades.

However, there is a twist: most of these concepts are rendered and expended during Ramzan and Eid-ul-Fitr, leaving no meat on the bone (haha) for Eid-ul-Azha, even though the social awareness generated during Ramzan is meaningful for Eid-ul-Azha as well, but do not find any stage time since all those ads specifically mention ‘roza’, ‘iftar’, and ‘Eid-ul-Fitr’, leaving no margin for re-appropriation.

Here is an idea for all advertisers: with minimal effort, you can re-edit your Ramzan ads for Eid-ul-Azha, and they will fit perfectly!

Shan, being perhaps perennial viral favourites in recent years, have aired ad campaigns here and there, focused on equity and cooking being a family pursuit rather than just for women, but one does yearn for their ‘tentpole’ moments, the long, big-budget, dramatic ads that inspired awe and a bit of ridicule too for their sappiness, but never failed to hit it out of the park in terms of their primary purpose: making the brand a household name. For example, remember that iconic ad years ago, depicting two expat brothers connecting with mum who is ostensibly living in Pakistan about cooking an Eid meal amidst rivers of tears? Or the one featuring a Chinese woman who has moved to Pakistan, connecting with her neighbours via biryani? Through these ads, Shan managed to grab our attention for all the right (and wrong) reasons.

A few years ago, Shan’s ‘doctor bahu’ (doctor daughter-in-law) ad also grabbed viewers’ attention. Amid a hyper-traditional Eid meal, a nosy parker asks the matriarch of the family how her daughter-in-law was faring as far as cooking was concerned. The mother-in-law cuts her down to size, explaining the importance of a doctor’s profession, and revealing that the whole family, including – gasp! – her son, participated in cooking. What a fitting tribute to working women, flowing right into Shan’s USP of making cooking easy for everyone, not just wives.

Sadly, Shan has been amiss lately!

Continuing with the medical theme, KFC’s Ramzan campaign ‘Iftar ki baithak’ promoted two ideas in one: medical professionals’ uncompromising schedule and the including everyone in festivities, regardless of their social stature. However, there is something slightly cringeworthy about how people from a lower social strata are depicted in such ads, though; they are all smiles and unnaturally cheerful, and act as if they haven’t seen food before. Perhaps it’s just me, but you can form your own opinions by seeing the ad:

For Eid-ul-Azha, Sapphire’s ‘Eid II’ campaign features a soothing soundtrack and arresting visuals, but it has nothing to do with Eid per se. Without the ‘Eid II’ label, it would have worked for any festival.

However, I am saving the best for last. You see, Eid-ul-Azha is prime time for utensils, and especially, knives! And a local convenience store ran a very attractive campaign for its knives. The ad is catchy, visually stunning, and features an arresting soundtrack. It is also funny: knives are advertised as effective tools for not only “qasais” (butchers) but also for “bhais” (gangsters) and “tais” (paternal aunts), referring to butchering of not only meat, but, er, other living things and relationships.

Witness the greatness here:

Unfortunately, Eid-ul-Azha does not see any promotions exclusive to the festival; the images of slaughtered animals do not translate well to engaging visuals, and the core message of sacrifice has already been covered to death in Ramzan/Eid-ul-Fitr advertising.

On the OOH front, any relevance to Eid-ul-Azha is restricted to special discounts on textiles, condiments, makers of food storage and cooking equipment, and, paradoxically, fast food outlets providing an alternative to the meaty, heavy Eid fare.

All in all, it seems that all the creativity, social awareness and thought are expended in our Ramadan/ Eid-ul-Fitr campaigns, leaving only scraps for Eid-ul-Azha.

Talha bin Hamid is an accountant by profession, a reader, writer, public speaker, poet, trainer and geek by passion. talhamid@gmail.com

Due to its geographic location, Pakistan has experienced increasingly frequent and severe climate change-induced extreme weather events, such as devastating floods, prolonged heatwaves and persistent droughts. This has resulted in crippling economic damage, heavy loss of life and ensuing humanitarian crises of various natures, which are exacerbated in impact due to poor planning and lack of systems capable of dealing with the needs of the hour.

Climate-resilient infrastructure and services are crucial to coping with these extreme weather events and maintaining access to essential resources. This requires integrating climate considerations into the planning, construction and upkeep of infrastructure, along with equitable access to these services, particularly for underserved communities. Both at the federal and local level, the Government of Pakistan (GoP) must adopt and implement climate-resilient urban planning strategies that reinforce existing infrastructure and integrate sustainable development principles.

Given the complexities associated with climate change, it is helpful to deconstruct some of the elements involved. Of the many climate-related hazards Pakistan currently faces regarding the infrastructure of its cities, the top three in contention (without ranking order) are heat, flooding and air quality. All three are dangerous and result in death and devastation instantly or over a prolonged period of time for all forms of life. All three factors have corresponding urban infrastructure components that can be considered in terms of reciprocal impact, and most of these can be targeted together in stratified groups that have similar causes or compounding ramifications. It is necessary to understand that climate-resilient infrastructure involves tangible changes to the systems that manage the built environment as well as the implementation of forward-thinking policies and plans.

Heat and Air Quality

2024 witnessed global temperatures rise more than 1.5°C above the pre-industrial level for the first time, surpassing the aim of the Paris Agreement to contain temperatures under this figure. According to the Intergovernmental Panel on Climate Change’s (IPCC) Sixth Assessment Report, the danger is that the increase in global temperature will go up to 3.1°C if measures are not taken. Unfortunately, Pakistan’s climate is warming much faster than the global average, with a potential rise of 1.3 to 4.9°C by the end of the 21st century. Sindh now frequently witnesses temperatures as high as 50°C and Balochistan has already experienced a record-breaking 53.7°C. Collectively, such events have resulted in the death of thousands of people

The long-term and most effective solution for global warming is a concerted focus on the reduction of carbon emissions across the world. While the IPCC’s warning is dire, it still optimistically states that extreme warming can gradually be reduced by achieving and sustaining net negative global CO2 emissions. This is possible if all countries can collectively implement a cut of 42% on yearly greenhouse gas emissions (GHG) by 2030 and reach 57% by 2035 if there is to be any hope of preventing warming beyond the agreed (and already realised) 1.5°C. According to the GoP’s official data, Pakistan’s contribution to global GHG emissions is less than one percent, with the majority of these contributions rooted in its energy sector, followed closely by agriculture and then its industry sector. The GoP submitted a revised Nationally Determined Contribution (NDC) to the United Nations Framework Convention on Climate Change (UNFCCC) in 2021, presenting a commitment to reduce 50% of its projected emissions by 2030, and a National Adaptation Plan in 2023 that lists several policy measures to adapt to and mitigate the effects of climate change in Pakistan. Most of the suggestions are thoughtful and excellent, but as always, implementation appears to be the greatest challenge.

In fact, certain developments that are being implemented across Pakistan in terms of key investment in urban infrastructure appear totally counterintuitive to both the NDC and the objectives of combating extreme heat. For example, 2024 witnessed a 2.5 year record high for private vehicles sold in Pakistan and continued large-scale investments for road infrastructure that encourages the use of private transport. One of the most effective strategies to reduce CO2 emissions and mitigate the urban heat island (UHI) effect on a large urban scale is a coordinated effort to decrease car usage and transition mobility infrastructure to greener, more sustainable alternatives. This can be achieved by a commitment to making public transport the mobility of choice for millions and creating an infrastructure that encourages bicycling and walking.

Although there may be a general agreement in liberal greenwashed spaces to push for electric vehicles (EVs) through incentives such as tax breaks and subsidies to reduce vehicular emissions, what must be kept in mind is that EVs follow the same car dependent model (and pose the added question of disposing of batteries that are difficult to recycle and can leak into the soil and groundwater, posing serious environmental hazards), which means no change in the road infrastructure or congestion issues. In this context, public transport subsidies are the most important factor in improving environmental sustainability and climate resilience in urban areas.

Public transport systems (buses and metros) offer a far more efficient and scalable solution to reducing emissions and combating urban heat. By moving large numbers of people in a single vehicle, public transport significantly lowers the per capita carbon footprint compared to private cars, even EVs. This reduction in emissions directly contributes to improved air quality. Cleaner air not only mitigates climate change but also reduces the incidence of respiratory and cardiovascular diseases, enhancing public health.

Public transport also minimises the need for expansive road networks, freeing up land for green spaces that combat UHI. Efficient public transport reduces traffic congestion, lowering heat and emissions from idling vehicles. Implementing policies for school bus programmes would see similar positive results. From a climate resilience perspective, public transport can be designed to withstand extreme weather, such as flooding and ensure reliable services during crises. Additionally, public transport promotes social equity by providing affordable mobility for all, especially low-income communities disproportionately affected by climate change.

Additionally, studies show that in car-dependent cities, most car trips cover less than 10 kilometres - a wasteful distance for fuel usage, but an easy distance to transition to eco-friendly alternatives. When public transport, walking or cycling are feasible options, these modes are generally preferred. First miles, last miles and connectivity between transit points are essential features of making public transport a viable option. Improving bus stops with shade and lighting, regulating bus routes to cover more ground and creating systems for park and rides (including bicycle parking) help make public transport the public’s choice.

Moreover, efforts to increase walkability and cyclability include planting trees and cooling infrastructure across pathways to encourage users. This means more shade from above and below and the increase of green belts. This is especially practical for pedestrian pathways, which can also be landscaped with indigenous fauna. Water bodies of varying scale can also be added along the hottest areas in the city to help decrease temperatures, along with low-cost urban forests that contribute to cooling and cleaning air (as opposed to manicured monoculture grass parks that are a drain on water resources and contribute nothing to the environment or towards cooling it).

Furthermore, redesigning cities to be walkable counters the negative trend of urban sprawl, which promotes car dependency, increases energy use and harms green infrastructure. Walkable cities focus on mixed-use development, integrating residential, commercial and recreational spaces to shorten commutes and reduce emissions. This approach also encourages walking and cycling, promoting healthier lifestyles while preserving green spaces and improving air quality. By prioritising compact, walkable urban designs, Pakistan can create sustainable, inclusive and climate-resilient cities that lower carbon footprints and conserve energy.

However, if investment and development are focused on the creation of signal-free corridors and flyovers that inhibit pedestrian movement and encourage private car usage, this will further expose Pakistan to the dangers of continued emissions, extreme heat and the worst air quality in the world. Islamabad now faces increasing temperatures and poor air quality, despite being a much greener and cooler city compared to most others in the country. The Capital Development Authority (CDA) has chosen to widen roads and increase signal-free corridors and motorways that only allow high-speed vehicles. Building for cars will always result in the use of more cars and the consequences that come with the decision, such as the 106% increase in private vehicle ownership seen in Islamabad. Building for climate resilience will bear similar results, but on the positive end of the spectrum.

To address rising temperatures and frequent heatwaves, reinforced cooling infrastructure must be prioritised. Building codes should mandate energy-efficient designs, such as reflective roofing and improved insulation, to reduce indoor heat and energy use. Cities need more cooling centres that are fully equipped to handle extreme heat and strategically located to assist vulnerable populations, as current efforts are insufficient. The National Disaster Management Authority (NDMA), which focuses on rescue rather than prevention, established 294 heat stabilisation camps in Sindh during the 2024 heatwaves. At a closer look, many of these camps clearly lack adequate equipment and preparation, limiting their effectiveness.

To improve, cooling centres must be better resourced with medical supplies, trained staff and reliable power sources like solar energy. The NDMA should shift toward long-term prevention and adaptation, integrating climate-resilient infrastructure and early warning systems. These steps are essential to protect citizens and build a more resilient urban future.

Flooding, Storms and Landsliding

High heat levels translate into extreme rain as warmer air holds more moisture and hotter seas result in increased evaporation. Pakistan is also known as the ‘third pole’ due to its massive concentration of glaciers that store more frozen water than anywhere else outside the Arctic and Antarctic circles. These glaciers are melting at an alarming rate due to rising temperatures, contributing to increased water flow in rivers and heightened flood risks. Pakistan’s 2022 floods were a stark reminder of this vulnerability; they submerged one-third of the country and displaced over 33 million people. Moreover, a growing proportion of the most intense tropical cyclones are reaching Category 3 or higher (5 is the most severe), exhibiting stronger maximum wind speeds, increased rainfall and significantly greater destructive power. Such events are expected to become more ferocious in intensity and frequent in activity as climate change intensifies.

To combat flooding, Pakistan must prioritise climate-resilient urban planning that incorporates nature-based solutions and modern engineering. For instance, restoring wetlands and mangroves can act as natural buffers against floods, absorbing excess water and reducing the speed of floodwaters. This would mean permanently stopping the land reclamation practices that are endangering mangrove ecosystems, which are the country’s strongest defence system in the south. The entirety of DHA Phase 8 in Karachi is constructed on reclaimed land, which does not feature on any master plan ever made for the city – and such development practices that deal in rapid urbanisation without forethought and fair public consultation processes must be curbed. Furthermore, the construction of settlements and highways that endanger natural river drainage patterns (such as the Malir Expressway in Karachi and the RUDA in Punjab) must be reconsidered and reconfigured to avoid endangering essential ecosystems that sustain life.

Additionally, cities must invest in robust drainage systems capable of handling extreme rainfall without the mass displacement of vulnerable residents. For example, encroachment is generally considered Karachi’s largest stormwater drain issue, but the choking of these nullahs is also equally a result of corrupt waste management practices at the provincial level and incompetence at the municipal level. The Sindh Solid Waste Management Board (SSWMB) directs the sewage of the city into large nullahs like the Gujjar Nullah, and the Karachi Municipal Corporation (KMC) is incapable of facilitating the city’s solid waste disposal due to the SSWMB being in political and financial control. As a result, the solid and sewage waste of the majority of Karachi is more or less deposited in the open stormwater drains, which inevitably choke, especially during monsoon seasons. Widening these channels to increase capacity is a lot more difficult in the long run than implementing systems to keep them clean. The practical choice is regular maintenance, appropriate waste disposal, treatment systems for sewage and solid waste and the construction of decentralised rainwater harvesting systems. A strong and financially empowered local government is essential for climate resilience on the urban level.

Likewise, modern environmental planning praxis offers traditional options to cities, such as the ‘sponge city’ model developed by Professor Kongjian Yu, which focuses on creating urban areas that can work with nature to absorb, store and reuse rainwater. This includes integrating green infrastructure, permeable surfaces and water storage systems into city design. Adding layers of permeability can help tremendously; for example, replacing traditional concrete and asphalt with permeable materials that allow water to seep through the ground, reducing surface runoff. This can be applied to sidewalks, parking lots, and low-traffic roads.

Moreover, heavy rainfalls inundate low-lying areas, resulting in power cuts that affect essential services. Cellular and internet services should be considered crucial infrastructure, especially during disasters. Raising low-level power equipment to higher ground or, better yet, encasing power lines underground helps to weatherproof such services and protects unsuspecting pedestrians from fatal shocks as well. Transmission towers and grid systems across the country require updated construction material according to contemporary climate data and regular maintenance to ensure sustained services.

Pakistan’s mountainous regions are increasingly prone to landslides and glacial lake outburst floods (GLOFs) due to melting glaciers and erratic rainfall patterns. Early warning systems consisting of live data updates, community-based disaster risk management for awareness and evacuation, and the construction of protective infrastructure such as retaining walls and flood barriers are essential to mitigate these risks.

Investment into such programmes cannot be overstated, especially those at the community level. The GoP must enforce stricter regulations on deforestation and land use in vulnerable areas to prevent soil erosion and destabilisation. As mangroves are to the sea, the forests of the north are to the mountainous areas of the country that are most at risk of landslides and flooding.

Although Pakistan is exceptionally vulnerable due to its context, it is not the only country to face flooding as a risk. Countries like the Netherlands (known for their advanced flood management systems) and Japan (with their efficient storm water tunnels) offer valuable lessons in urban flood mitigation. Learning from best practices and adapting these strategies to Pakistan’s context can yield significant and immediate benefits.

Data and Coordination

A key aspect of climate-resilient infrastructure is accurate data and the coordination of resources according to that data. Effective disaster management and resilient infrastructure rely on a diverse range of data to inform planning, design and implementation. Climate and weather data (historical records, real-time monitoring and future projections) provide the foundation for understanding risks like rising temperatures, sea levels and extreme rainfall. This data is then complemented by geospatial information, including GIS maps and satellite imagery, which offer detailed insights into terrain, land use and vulnerability to hazards like flooding or landslides. Together, these tools are indispensable in visualising risks and opportunities, ensuring infrastructure is both sustainable and adaptive to environmental challenges.

Environmental data, such as air and water quality measurements, plays a crucial role in designing healthy and resilient cities. Monitoring pollutants like PM2.5 or NO2 helps address public health risks, while data on groundwater levels and soil conditions informs water management and construction practices. Additionally, urban and demographic data (population density, land use patterns, and socioeconomic indicators) will ensure that infrastructure investments are prioritised in high-risk areas and benefit vulnerable communities. A human-centred approach, enriched by social and behavioural data such as community feedback and health metrics, helps pinpoint local needs and evaluate the effects of climate change, including heatstroke and respiratory illnesses. In this context, the Greater Karachi Master Plan for 2047 is currently being developed based on inaccurate or incomplete population data and without public participation. This poses the risk of flawed planning for Karachi.

To build infrastructure that can withstand disasters, hazard maps and historical disaster records identify areas prone to floods, earthquakes, or cyclones, while early warning systems powered by real-time sensor data enable proactive responses. Ecological data, such as biodiversity records and forest health metrics, supports the integration of nature-based solutions like wetlands and urban forests. Meanwhile, economic and financial data ensure the viability of projects, guiding investments through cost-benefit analyses and identifying funding sources like climate finance or green bonds.

Crucially, effective disaster preparation requires strong coordination of governmental resources at the federal, provincial and local levels. Data must be shared across agencies to ensure timely and efficient responses to climate risks. For instance, real-time weather data should inform emergency services, while urban planning data must align with environmental and economic priorities. Without such coordination, even the most accurate data is at risk of being underutilised, leading to fragmented efforts and missed opportunities for resilience. A unified approach, supported by transparent governance and inter-agency collaboration, is essential to translate data into actionable strategies that protect communities and infrastructure.

Finally, innovation and technology data drive progress in climate resilience. Insights from pilot projects and smart technologies optimise infrastructure performance, ensuring cities are not only resilient but also adaptive to future challenges. By integrating these diverse data sources and fostering coordinated governance, Pakistan can design infrastructure that is sustainable, equitable and ready to face the uncertainties of a changing climate.

• Sana R. Gondal is an urban and environmental planner.*

Pakistani cricketers and officials who had either played or worked abroad would have been inspired by the systems there which, in addition to paying players for matches, would allow clubs to employ players as well. In Pakistan, with match fees so low from the sports administrative bodies, bringing in large national and private corporations would have been the only way in which sports could see any real rise in the new nation.

An ad for HBL stated: “Not oblivious of the future welfare of their sportsmen, Habib Bank is simultaneously training them in banking practice and procedures so that when they retire from active sports, they will be well equipped for a regular career.”

Hence, industries were absorbing sportspersons into their organisations’ departments after they were done playing, which led to a steady stream of their future workforce being developed.

HBL formed its cricket team in 1975. In an interview with Osman Samiuddin in The Unquiet Ones, the only thing that A.R. Wadiwalla, a senior vice president in the bank who was entrusted with setting up the sports division, asked HBL’s executive director Ameer Siddiqui was that there be no interference in his selection of sportspersons playing for the bank. This was assured.

Sitting in his office at the Habib Bank Plaza, once the tallest building in Asia, Wadiwalla then looked across the road at the Karachi Cotton Exchange, where Miandad Noor Muhammad held the important position of grader, pricing the cotton coming in to be used by textile mills and for export. The other important position that M.N. Muhammad held was in the Karachi City Cricket Association (KCCA), and a boy who was making a name for himself throughout Pakistan was none other than his son, Javed.

Javed Miandad signed on with HBL, and the rest became cricketing history, with HBL becoming a powerhouse of Pakistani cricket. Domestic players would usually travel by train, but Wadiwalla made sure that they would fly to matches, with a much larger daily allowance to boot. Abdul Qadir and Mohsin Khan became a part of the side during the Wadiwalla years, and later on Younus Khan, Shahid Afridi, Umar Gul, and Fakhar Zaman came through its ranks.

United Bank Limited (UBL) and the National Bank of Pakistan (NBP) started their own teams, and amongst the banks and other departments, nearly all of Pakistan’s elite cricketers came from departmental cricket. Years of advocacy from players for better pay throughout the 1970s made sure that even if some sports persons could not make it to the highest domain of their sport, they would still remain financially stable. Another added boost to the departments being included was the rapid development of sports infrastructure. UBL, NBP, and the State Bank of Pakistan (SBP) all developed grounds and complexes, which are not only used as first-class cricket venues today, but also added to sports facilities in cities like Karachi.

Domestic Revamp: Towards the End of Departmental Cricket

For the 2018-19 Quaid-e-Azam Trophy season, under former Prime Minister Imran Khan, who also served as Patron in Chief of the PCB, Pakistan’s first class circuit was completely revamped by excluding all departments and only having the provinces field cricket teams in the Quaid-e-Azam Trophy. Imran’s proposal was to have six provincial teams, with two from Punjab.

Khan had long advocated for an end to departmental cricket in Pakistan, claiming that the top talent in the country did not have the chance to strengthen their skills owing to the large number of players with varying skillsets they had to play against. Khan remained a proponent of bringing an Australian Sheffield Shield-like tournament to Pakistan, which for Australia’s population of 26 million, comprises six teams based in the six Australian states.

Almost instantly and without a fallback for players who were hired by the departments, well over 50% of first-class cricketers in the country saw their livelihoods vanish. While the previous Quaid-e-Azam Trophy structure had 400 cricketers, the new structure in 2018 had the PCB offer contracts to just 192 players, with pay much lower than what the departments offered, and benefits that players received from the departments were gone as well.

2018 was not the first time that departmental teams had been completely scrapped – the tournament is famous for the constant tinkering of its format – but this time, since the voice to end departmental cricket not only came from the man who was prime minister but also the country’s greatest cricketer, entire sports divisions were shut down and players were out of a job. In 1999, Lieutenant-General Tauqir Zia, one of the most powerful men in the country at the time under Musharraf, also announced that departmental cricket would end, and in 2003, the departments were excluded from the Quaid-e-Azam Trophy, only to be brought back a few years later.

Following the 2018-19 season, departmental teams were brought back to the fold of Pakistan cricket just last year in the 2023-24 season, though this time under the ‘President’s Cup’, a tournament specifically for departments. 360 cricketers from 18 regional teams were also offered domestic contracts, announced by Junaid Zia, director of domestic cricket operations at PCB, whose father was none other than Tauqir Zia. HBL did not take part, though instead continues to support the Pakistan Super League (PSL).

Constant reworks, drying up of funds, and mismanagement characterise sports in Pakistan, but quite clearly in the country’s history, the time when its sports were absolutely at their peak came precisely because of large investments of both time and management from outside the governing bodies of the sports themselves.

Branding cricket has not changed, but what has changed is where the brands are now investing their money. NBP bought the naming rights for National Stadium Karachi (now named the National Bank Cricket Arena) in 2022 under a 5-year MOU, in a deal that is one of the first of its kind in Pakistani history. Funding for cricket and advertising for sports still exists, but since the end of departmental cricket in the country, no money has directly gone to player development outside of tournaments like the PSL, or small one-off tournaments that people lose all memory of after a few years.

Saeed Husain is Managing Editor, Folio Books.

If I think about it, raising my daughter and running an ad agency are similar in a lot of ways, and each role has sharpened my skills and honed my instincts for the other role.

As I write this, I have 42 unread WhatsApp messages, half from work and the other half from school mums and class groups, two work deadlines, one solar system project (due tomorrow) and a juice-stained permission slip waiting to be signed in my handbag. Just this morning, I briefed my team on a new creative campaign while simultaneously organising a post-school playdate (with a bonus craft activity) at my house. I have added ‘Circus-level juggler’ to my CV and live with the fact that my brain will always have multiple tabs open at the same time. Motherhood has made multitasking a required survival skill.

“I need to be dressed as my favourite fictional character for school tomorrow” said Amani to me at 11 p.m. the night before her school’s book parade. Motherhood has trained me to expect the unexpected and adapt to impossible deadlines with the same cocky confidence my husband displays when assembling a dollhouse without needing instructions. It’s the art of someone who knows it’s either a do-or-die situation. So when I get hit with “Oh, I forgot to tell you, the board meeting is tomorrow and we need a full strategic plan for our brand for the year by nine a.m.” or “Any chance we can get the positioning in two days?” from a client, I do what any card-carrying member of the sisterhood of mothers would do – just tighten my ponytail, grab a carb-filled snack and handle it.

Mums and agency folks don’t just listen to feedback – we learn to decode it. We decipher the indecipherable much like the over-caffeinated Gen Z hackers shown punching away at their keyboards in Hollywood movies. We learn to read body language, watch for eye dilation and lip twitches, re-examine hand gestures and look out for what has not been said. Whether it’s “I want this tagline to be punchier” or “I want to wear the blue thing I wore to that place where the music was too loud and the floor was dirty” we are masters at deciphering fuzzy comments and emerging with magical clarity. My husband, who just blinks at her like he’s buffering while trying to process such demands, is often rendered speechless with admiration at my knack for interpreting the uninterpretable demands of a seven-year-old child.

Sometimes the thermometer says normal but my gut tells me to keep Amani from going to school the next day. I also know when “I’m not hungry” will become “I’m staaarrrrving” within minutes. When “I’m fine” is about to be followed by an outburst of uncontrollable tears. We mums have a secret superpower – our hyper-tuned, constantly nagging gut instincts. At work, I call upon this instinct every time I approach a brand strategy. It doesn’t matter what the data suggests or what the consumer research says – if it doesn’t feel right in my gut, it is most often not the right way to go.

If anyone has navigated a child’s meltdown in a public space, congratulations – you now have a degree in crisis management. You learn to stay calm under pressure, to make split-second decisions and to always have a contingency plan. Motherhood doesn’t just teach you to manage a crisis, it shows you rapid response techniques, spin control and UN-level diplomacy.

For all these reasons and more, I think motherhood should be renamed “Executive Leadership.” From tantrums to timelines, meltdowns to meetings we mums can handle the chaos of every day with a side of sass and a smile that says “I’m a mum and I’ve got this.”

Nida Haider is Managing Partner, IAL Saatchi & Saatchi. nida.h@ialsaatchi.com

You’d rush home from school, hop on your computer, maybe even connect to the internet the old-fashioned way by hooking your device to an ethernet cable, meaning no one else could use the landline while you were online, and call your friends on Skype. It was every kid’s canon event. With over half a billion users, Skype eventually caught the eye of Microsoft, who purchased the app for $8.5 billion.

But that’s when disaster struck. Microsoft began releasing updates that made Skype worse. Ads and bloatware bogged down the user experience. Then, in 2015, Discord launched, which targeted the gaming market and quickly stole a significant chunk of Skype’s user base.

In response, Microsoft pivoted to a business-first approach for Skype. But that strategy crumbled too when Covid-19 came and Zoom entered the scene in earnest. This could have been Skype’s big moment. The world was at a standstill, people were looking left and right for a way to stay connected, and there were tons of new apps in the market.

But Skype, despite having had a legacy of its own and all the benefits of being a first-mover, was unable to compete. Zoom offered a far more convenient solution. And it was web-based as well. One of Skype’s drawbacks was its app, which got worse with updates.

It’s interesting to look back at 2017 when Skype rolled out its redesign, because that’s when the downfall became apparent. Android users got a month’s head start before the refreshed app landed on iPhones. Instead of fixing Skype’s unreliable notifications and syncing, Microsoft added new, less important features like emojis for video calls and a Snapchat-like ‘Highlight’ option.

However, that new look didn’t sit well with Apple users. Almost immediately after its release on the App Store, Skype’s ratings took a nosedive globally. In the UK, the app’s rating plummeted to a mere one star. Similarly, in the US, the ratings dropped significantly from a respectable 3.5 stars to just 1.5 stars. Clearly, the redesign didn’t resonate with a significant portion of Skype’s user base on iOS.

The business space was taken over by Microsoft Teams, which once again showcases just how redundant and arguably ego-driven the purchase of Skype was. It’s not all bleak, though. Microsoft salvaged the tech. Much of Skype’s voice infrastructure now powers Microsoft Teams, which has taken over the business communication space. So, in a sense, Skype didn’t die; it was absorbed.

But for consumers? There just wasn’t enough investment or innovation to keep it relevant.

So the inevitable happened. The president of collaborative apps and platforms at Microsoft revealed in a Feb. 28 blog post that the company would be retiring the service in order to “streamline our free consumer communications offerings so we can more easily adapt to customer needs.”

If you’re one of the millions of people who spent their childhood on Skype, you have until January 2026 to download your data for the sake of nostalgia before permanent deletion.

What was Skype now lives under the hood of Teams. It slowly faded out into the background of tech history. Despite that, it did come with its own benefits, and they will be missed.

Unfortunately, Microsoft Teams (free) comes with a few downgrades compared to regular Skype. Group video calls are limited to 60 minutes and you also can’t use Teams for pay-as-you-go calling and SMS like you could with Skype Credit.

In all honesty, we can’t say we didn’t see it coming. Hardly anyone used Skype, and with WhatsApp having released its desktop version in March 2021 and Discord increasing in popularity from beyond its initial demographic of hard-core gamers, why would anyone?

Eman Ali is a business graduate from NUST and a part-time writer.

On April 26, at the Effies, I saw people receive validation and applause that is rightfully desired and maybe even craved. The event was one to remember and savour, a much-needed space to mingle and relax and also celebrate and laud the local marketing fraternity.

As a marketing professional, I look forward to the annual gathering as it is a great opportunity to meet friends, former colleagues, acquaintances, and new people. It is a trip down memory lane and a chance to breathe in the atmosphere and experience the pulse of the industry.

Of course, as I am not a person with skin in the game and no reputation on the line in terms of a win or a lose situation, my attitude might not reflect those who have been nominated who could well be on tenterhooks.

This year, the winners literally took centre stage as the layout of the event had been changed to a ring format with tables facing the stage which was located at the centre of the hall. This increased engagement among the attendees and gave them more chances to meet and greet people. Another interesting and welcome change was the addition of two large SMD screens along the sides of the hall for increased visibility. The ceremony was entertaining and the host – the well-known and loved Dino Ali – did a good job; there were no attempts at humour that fell flat which are part and parcel of most awards galas in Pakistan.

It was an emotional moment when the audience was asked to observe 30 seconds of silence to pay tribute to Ibrahim Baloch and Shahid Bin Aziz who had passed away recently. It was a stark contrast to the jubilation and joy of the winners and cheers from the crowd that followed.

While change is sought after and chased – maybe even worshipped – death too is a change, which we struggle to deal with. Change in a positive form was obvious as the winners included a large crop of professionals in their twenties and thirties. The Agency of the Year award went to Adcom; Alt Story, an outfit I frankly know little about, was given the most effective agency award, and K-Electric walked away with the Grand Prix, and it was Jazz that won the Marketer of the Year award, and not an MNC.

Among all the glitz and glamour, the defining moment for me was when Sarfaraz Ahmed Rehman was presented with the Lifetime Achievement Award. He feebly took to the stage, but this lack of physical dexterity was more than made up for by the power of his words. As a person who has known and admired Sarfaraz sahab for years, it was a privilege to watch him receive the award. The applause he received as he took the stage pales when compared to the level of impact he has had in his various roles. I remember vividly when, in 2015, a heatwave in Karachi took 900 lives, a lot of people were jolted into action, and on the marketing forum KAMN, we were discussing how to provide relief to the public in the sweltering heat. Sarfaraz sahab not only offered advice and support but also was very practical and firm in rejecting ideas that seemed to be passionate but were impractical and ineffective.

He reflected on his career and accomplishments and thanked PAS and the industry for giving him the award. He was thankful for the teams he worked with, the relationships he cultivated, and the young people he worked with and coached. He was genuinely proud of their achievements and success, perhaps even more so than his own. He was obviously happy to have the opportunities and challenges that he had experienced, much like Eminem.

His speech actually puts into perspective a bigger picture and purpose for the industry, the PAS and the professionals; marketing should not only be about currency, but it should build and grow a legacy of excellence. That has been the goal of PAS and the reason why the Effies were introduced.

The future for the awards is promising but more efforts should be made in my view to be even more transparent about the judging process especially if sponsors or jury members have submitted entries, as well as educating and grooming the industry about how to send in entries, and also gear them up for regional and global competitions as well. Right now, very few local campaigns are bringing home laurels from abroad.

Of course, there is always room to grow and improve, but let’s not forget to celebrate progress. This year too, new categories were added, and as I have written over the years, having a globally recognised awards programme in Pakistan is always a positive. The fierce competition and desire to win are good indicators for our industry and fraternity.

Eminem uses his signature creativity at the end of his song ‘Legacy’ by employing a play on words using his name Marshall Mathers, when he says “I’m the fire Marshall and this is my legacy.” There’s no doubt that the Effies have lit a fire in the marketing industry and we look forward to seeing the flame rise higher in the years to come.

Once you stepped into the venue, you could feel the energy in the air, with industry professionals socialising and networking at the red carpet, waiting to share the limelight at the awards. Specialised pop-ups organised by several brands that had sponsored the event were found at the red carpet, serving drinks and hors d’oeuvres and organising activities such as interactive games before the awards commenced. For example, Pepsi’s served refreshing mocktails, which were much needed in the sweltering Karachi heat, while Foodpanda’s pop-up featured various games, and National Foods and EBM served some delicious appetisers.

This edition of the Effies were the highest in terms of attendance so far, with an estimated 800 to 900 guests, who included Senator Sarmad Ali; Syed Ali Akbar, MD and CEO, Pakistan Tobacco; Asif Aziz, President, Business Enterprise JAZZ; Saleem Baig, Chairman, PEMRA; Noor Jehan Bilgrami, a visual artist; Iyshah Faizan, General Manager Brands and Communications, PSO; Kashan Hasan, MD, Friesland Campina; Ahmed Kapadia, Chairman PAA; Amir Paracha, Chairman, Unilever Pakistan; Rifah Qadri, Executive Director Marketing, Easypaisa Digital Brand; Asad Umar, former finance minister; and Hamidah Wali, CMO, Tapal Tea.

The event was hosted by well-known VJ Dino Ali, who began the awards ceremony by saying, “The Effies play a vital role in recognising the hardworking individuals behind the scenes whose creativity, passion and dedication fuel these successful campaigns. Their recognition at such a global platform validates their efforts and inspires others to aim higher.” A video was then played that that paid a tribute to the two notable people from the advertising industry who passed away recently: Ibrahim Baloch and Shahid Bin Aziz.

During her keynote speech, Farheen Salman Amir, Chairperson, PAS (who is also president, Lipton Teas and Infusions – BSPAN), spoke about the importance of platforms such PAS and the Effies in their ability to recognise and reward brands and agencies in creating not just effective ad campaigns but also driving change and social responsibility. She highlighted four aspects that the PAS stands for: “We do want to be thought leaders for tomorrow; we do want to be advocates and self-regulators for this industry; we are looking for capability learning and recognition, and last but not least, we are here for social impact and sustainability.”

The award ceremony then began in earnest; a total of 86 awards were given out, including 33 within various categories, 27 speciality awards, and four newly introduced categories (Entertainment & Sports, Leisure & Recreation, Artificial Intelligence (AI) and Media Content Partnership), in addition to the Agency Network of the Year and Marketer of the Year.

Pressure and excitement built as the guests eagerly anticipated who the winners were. The ambience was electrifying as the presenters arrived on stage and the nominations and consequently winners were announced.

Notable winners include PMCL – Jazz (Marketer of the Year), Alt Story (Most Effective Independent Agency) and Adcom, which won the highest number of awards and thus received the Agency Network of the Year award. Commenting on how it felt to receive the Agency Network of the Year award, Imran Syed, CEO, Adcom Leo Burnett, said, “All 235 of us at Adcom feel humbled and ecstatic. This award is a recognition of our team’s efforts to create work that resonates across categories and touchpoints.”

K-Electric secured the ‘Grand Prix’ for its campaign Fark Parta Hai. The Lifetime Achievement Award was presented to Sarfaraz A. Rehman, a well-known and respected personality in the advertising industry who has worked at work at leading organisations such as Engro Fertilisers and PepsiCo Pakistan in leadership positions. BBDO Pakistan and Fishbowl received nine and 10 awards, respectively.

The night ended with an energetic and melodic performance by the Pakistani singer, Maanu, bringing the exciting event to an equally lively and vibrant conclusion.

Yawar Iqbal, Creative Consultant and Founder, Studio Yawar, who attended the awards, commented: “I always feel really happy to be part of the Effies, it gives you a sense of belonging, I think it is the only time when agencies and the client appear collectively as an industry. We are a great revenue-generating industry that celebrates great business initiatives that lead to great successes for brands.”

You know those iPhone unboxing videos you love? Or the ASMR iced latte reels that you stop to watch mid-scroll? They are prime examples of user-generated content (UGC). UGC is very commonly used on social media these days. In fact, with the boom of influencer marketing and microinfluencers, you have probably been guilty of an irrational purchase because of them.

But UGC isn’t the only ‘it’ strategy in town anymore. Seeing its undeniable success, brands are evolving the concept further. Now, companies and employees are taking a page out of influencers’ books and creating employee-generated content (EGC).

My first experience with EGC was during my internship at an MNC, where I was asked to record a day in my life for a reel. Unexpected as this task was, true to my Gen Z nature, I quickly whipped up a 10-second video on CapCut that unfortunately ended up not being used.

But it got me thinking about the purpose of such an activity. Was this another task to keep a chattering intern occupied? Or was it part of a greater strategy, albeit with poor execution?

EGC, true to its name, is content created by employees, typically showing business-as-usual and behind-the-scenes activities. What makes EGC different from UGC is that it isn’t necessarily created by traditional influencers but rather by everyday people working a 9-5 job. And people love it.

Most large-scale influencers are out of touch with reality. Their lives, including brand launches, PR scandals and unrealistic GRWM (get ready with me) videos, are far from relatable for the average Joe or Jamshed.

Content like ‘A day in the life as an ABC’ or ‘Spend the day with me as an industry pro’ makes people watch videos until the end because it satisfies this innate curiosity of knowing what people are doing. It offers a glimpse into the real lives of individuals, which allows us to learn, compare and connect on a personal level. This creates what is known as a ‘curiosity gap,’ where people want to understand the everyday realities of others, making EGC feel more genuine and accessible than traditional corporate marketing.

While previously an individual’s work-life was a mystery and no one knew what was going on in that elusive 9-5 time bracket, now we get a window into what people do at work. The beauty and thrill of EGC is that you don’t have to be in marketing, media or communications to be a part of it. Every side of an organisation can be showcased, from warehousing to content shoots.

EGC brings a whole new perspective to the social media game. Seeing someone post about the same desk job or fieldwork that you’re doing creates an instant connection. And the smartest brands are capitalising on it. Anthropologie, an American retailer, is one of them. Anthropologie’s social media marketing manager of seven years says, “On TikTok in particular, people come to see authentic content from strangers going about their daily lives. The power of a ‘story time’ or the recommendation from a regular person versus an influencer can have a much higher impact.”

Anthropologie’s relationship with EGC started off as a way around resource constraints. They didn’t have the budget for traditional influencer marketing. In fact, most companies start off using EGC as a cost-effective alternative to influencer marketing. Recognising that audiences connected more deeply with real people, their team leaned into this shift by featuring themselves and their daily experiences, bringing a personal and credible dimension to the brand’s content. For Anthropologie, this strategy paid off significantly. Their TikTok impressions for the first quarter of 2024 were up by an astounding 5,194% compared to 2023.

Brands are placing employees in the spotlight on their social media platforms, making them storytellers.

Beyond marketing and PR, EGC also brings a breath of fresh air to HR. And realistically, with the bad rep that HR gets, they can use it. Now, people aren’t asking coworkers and colleagues about whether they should accept a job offer. Instead, they’re typing the company name in a social media search bar to find their profiles and evaluate them. This verity builds trust, especially among younger generations like Gen Z, who value inclusivity and transparency. EGC has become a new tool for employer branding and delivers a peep into employee life.

Even established corporations are adopting EGC, albeit with a carefully curated approach. Nestlé Pakistan utilises LinkedIn and YouTube to share videos featuring their Management Trainee Officers (MTOs). These videos have hashtags like #AsGoodAsItGets and #LifeWithNestlePK to display the professional and personal joy of being within their community.

If we compare them, we’ll notice a trend: unlike the polished approach of large corporations, startups and agile businesses often adopt a more casual style in their EGC.

Savvital, an Islamabad-based startup offering virtual professionals as a service, has its own approach to EGC. Their Instagram showcases employee culture through skits inspired by local memes, combining humour with relatable storytelling. As a software-based startup heavily focused on back-end work, this is a creative way to highlight their work environment.

Many other brands in Pakistan have embraced EGC. Careem, for instance, features its captains (drivers) on social media platforms, primarily TikTok, where they share highlights from their day or heartfelt encounters with passengers. Stories and experiences shared under hashtags like #LifeAtCareem and #CareemStories create a connection between consumers and captains that extends beyond a 20-minute ride.

Similarly, Daraz incorporates EGC through product demonstrations, with employees reviewing and unboxing items for consumers. And, of course, the current magnum opus of contemporary Pakistani marketing — Crumble — features their employees in nationally beloved reels. EGC has spread rapidly, with local chains like Sweet Creme putting their own brain-rot twist on it.

Now that LinkedIn has introduced a new video feature allowing users to create vertical, short-form videos similar to those on platforms like TikTok, one wonders if LinkedIn is pushing more employees to become content creators.

However, as much as we all love scrolling through videos, I’m not sure being in front of the camera is everyone’s cup of tea.

Eman Ali is a business graduate from NUST and a part-time writer.

Pioneers of Pakistan’s ad world, such as Javed Jabbar, Numan Nabi Ahmed and the late S.M. Hashmi, among others, saw the opportunity and used sports in their advertising to reach their audiences. In the late eighties, cricket became the passion and obsession of the Pakistani nation. It was the era of ‘heroes,’ when there were numerous stars with a strong fan following in the Pakistani cricket team. Here are a few examples.

• Fazal Mahmood, hero of the 1954 Oval Test and fast bowler and charmer of his times, featured in an ad for Brylcreem.

• In the late seventies, Pakistani hockey skipper Islah Uddin appeared in a Shezan Samarqand TVC along with one of the most famous jingles of that time. “Muqabaly kai baad hai Jeet Ka maza. Sakht ho muqabala tau aur maza hai”.

• World squash champion, Jahangir Khan became a brand ambassador for PIA.

• In the early eighties, Farooq Textile Mills featured fast bowler Dara Bashir with one of their prints in the background.

• Wills (the cigarette brand), was almost synonymous with cricket. They spent heavily on supporting cricket, featuring Asif Iqbal, Javed Miandad, Imran Khan, Zaheer Abbas and Majid Khan in a series of TV commercials. Wills was a pioneer in Pakistan in terms of their focus on sports marketing. They also sponsored local-level cricket events.

• In the nineties, the era of Taher A. Khan, the head of Interflow, Pepsi linked cricket and passion. They achieved this so successfully and brought the association between cricket and Pepsi to a new level.

The terrorist attack on the Sri Lankan team in 2009 had a profoundly adverse impact on Pakistani cricket. No international team was prepared to visit Pakistan, and international matches took place in Dubai. However, whether you agree or not, the credit goes to Najam Sethi for conceiving the idea of the Pakistan Super League (PSL). The first PSL took place in 2016 in Dubai. After a couple of years, it shifted to Pakistan and opened the doors for tours by international cricketers. In the last couple of years, except for India, almost every international cricket team has visited Pakistan.

We at Pulse Consultants have been following PSL advertising since 2018 under #PSLBrandsMania, and helping brands invest in sports marketing based on our data and insights.

PSL has opened new avenues for brands. Apart from Ramzan, PSL is the only event that lasts for an entire month. During PSL, the loyalty factor or love affair with any team is fragile and changes from day to day and match to match. We observed that engagement with teams and tournaments increased and decreased, and this is why brands should encourage audiences to look at the matches as a win for Pakistan, no matter which team wins.

There has been considerable investment in PSL, and it provides opportunities to acquire branding properties. In 2019, 88 brands sponsored or advertised during one or more of the PSL matches. In 2024, 149 brands sponsored or advertised during PSL.

HBL took the lead in 2016 and acquired the title of PSL, so that today, PSL advertises under the name HBL PSL. The year 2025, will be the 10th year of PSL. Advertising opportunities include several touch points: boundary line screens, ground mats, ground activations, overlay commercials, clothing, and kits. Another key area of branding is discussion programmes and late-night shows.

There is fierce competition between electronic and digital media to secure advertising. According to several sources (cumulative), in season nine, an estimated Rs ± 2.8 billion was spent on electronic media (almost the same as the previous year), and Rs ± 400 million was spent on digital (Rs ±500 million was reported in 2023). An estimated ±41.92 million unique urban eyeballs watched PSL 9 (In 2023 it was ± 43.3 million) at any time over 30 days, on electronic screens (source: Kantar/ Media Logic). On digital, there were approximately ±37.7 million unique viewers at a national level (source: PSL.walee.pk). There are two to three TV channels versus several digital platforms (such as Tamasha, Tapmad and Myco) that broadcast the event live. Only a few brands advertise across all TV channels and digital platforms; otherwise, according to their budget, brands are selective in their media choices.

OOH advertising is another battleground. OTT platforms like Tamasha, Tapmad and Myco are trying to convince audiences to use their app for digital viewership. However, many brands that do not sponsor PSL can still capitalise on the season’s atmosphere by their cricket-related communication featuring signs or images of players before and after matches.

In HBL PSL 9, in 2024, ±149 brands of ±151 companies were active. A total of ±151 TVCS were aired on TV, and ±49 ads were promoted digitally. The main challenge here is for brands to break the clutter. Another challenge is the increased costs that come with advertising during PSL.

Given fragmented media consumption patterns, sports remain one of the few moments when millions of people simultaneously focus their attention on the same thing. Furthermore, mega sports events like PSL also provide opportunities to think beyond sports, as many people who don’t normally engage in sports follow major tournaments, especially if their local team is performing well.

The objective of ads is to create awareness and generate trials. Some brands focus on frequency, while others concentrate on quality and the messages. Some companies promote all their brands, whereas others focus on a single brand. However, in both cases, their ads often lacked connection to the event and the audience. Sports marketing experts advise that ads should be distinctive; humour may play a vital role) and they should reflect the positive tone of the event and be clear in terms of the display of their brand identities, logos, products, and messaging.

There is also a language and cultural disconnect prevailing at the tournament. Although PSL identifies and develops players hailing from far-flung rural areas in Pakistan, the overall look of the event is very Western. The predominant language of commentary is English, with a very low share (and quality) given to Urdu commentary. In India, a separate TV channel provides commentary only in Hindi. Also, take for example the fact that HBL PSL 9’s official tagline, “#KhulKeKhel,” was written in Roman English, whereas HBL ran a campaign, Palat do khel, written and communicated in Urdu. In spontaneous recall, the HBL tagline was recalled much more than PCB’s official tagline – highlighting the power of communication in one’s mother tongue, which is missing here.

Involvement in HBL PSL depends on the overall performance of the Pakistani cricket team in international events. If they do not perform well initially, the probability of participation in the early phases of the tournament is significantly lower. It is always advisable for brands to avoid associating themselves with a ‘star’ – until or unless he performs like Arshad Nadeem in the Olympics. Otherwise, there may be a backlash for the brand.

Kashif Hafeez Siddiqui is CEO, Pulse Consultant. kashif.hafeez@pulseconsultant.com

Motorcycles now seem to outnumber people and are a part of every landscape. With an estimated local annual production ranging between 1.5 and 2 million, they afford the middle class a mode of transport to work, socials and even trips to the far north of Pakistan.

Honda was the first Japanese manufacturer to establish a factory here, and Suzuki, Yamaha and Kawasaki soon followed. Now, we see multiple Chinese brands offering a wide range of two-wheelers at a lower price point, though buyers are suspect of quality.

All locally manufactured motorcycles operate on the policy of ‘barely acceptable’ quality. However, this was not always the case. In times gone by, quality was a mantra.

We often talk about brands and brand loyalty. Companies take years, sometimes decades, to build a reputation. Now it’s called branding, and firms take particular care to create, nurture, and maintain an image. At the top of the list are the Germans, followed by the Japanese when it comes to motorcycle manufacturing. However, there was a time when British motorcycles were a name to be reckoned with.

The Triumph Motorcycle Company, set up in the late nineteenth century, produced its first petrol engine-powered cycle in 1902 and, on the onset of the First World War, received large orders from the British Army, establishing itself as a major player in the field.

Triumph, along with other British motorcycles, became the go-to two-wheel mode of transport in the far reaches of the British Empire. India became a major market, and post-Partition, Pakistan inherited many of these motorcycles; a sizeable number of 350cc bikes served in the Pakistan Army with dispatch riders.

Triumph started exporting to the United States of America after the Second World War, and they soon found a receptive audience, especially amongst the younger riders, some influenced no doubt by seeing Marlon Brando on a Triumph Thunderbird in the film The Wild One.

As an automobile enthusiast myself, I had previously written about a young motorcycle enthusiast who rode his 1940 BSA trouble-free to Malam Jabba and back.

Shortly after, I received an email from a gentleman from Hyderabad who wanted me to write about his father and his collection of Triumph motorcycles.

I was finally able to travel to and interview Syed Muhammad Haroon Rashid, a lawyer by profession who had settled in Hyderabad for the past many decades. Now in his late 80s, he maintains an active lifestyle, still practices law, and on occasion will ride with his sons to Karachi. I hazard to guess he is probably Pakistan’s oldest motorcycle enthusiast and rider.

He inherited his love for these two-wheelers from his father and, on passing his intermediate exam, received his first motorcycle as a gift. That was the beginning of his lifelong passion, and his collection of vintage motorcycles is an impressive sight.

Ranging from the 200-cc Tiger Cub to the 650-cc Thunderbird, Syed Haroon has seven of these iconic motorcycles. He is also the proud caretaker of a Royal Enfield, a Harley Davidson, and a Suzuki.

In his words, “motorcycles are my first love, and I will continue to love them till I cross over to the other side.”

Haroon’s father, a Customs officer in Calcutta, rode a Harley Davidson and presented him with a Matchless 350cc, then a Willys Jeep, and finally a Triumph 650cc Thunderbird; it is the pride of his collection.

He and his sons frequently ride out together, occasionally completing the 150 km Hyderabad to Karachi run.

Admitting to an urge to prefer project machinery over complete and functional motorcycles, Haroon’s penchant for acquiring the incomplete and non-runner has saved many from the scrap heap. His mechanic spends the day at the residence, slowly completing the orphan, and the Triumphs now on display are a testament to his skill. Haroon keeps the man ‘fed and watered’ and the bike slowly comes back to life. Having been involved with restoring older Volkswagen Beetle cars in the past, I can vouch for the difficulty of finding the correct part and the lengths one goes to trace them.

Our conversation moved on to challenges faced by the younger generation in access to motocross tracks, as well as acquiring motorcycles that are imported bypassing the regular channels.

His advice: get organised, club together, and form pressure groups. Apply to the government, pay the taxes, and regularise the vehicle.

As a fellow enthusiast, I cannot but agree with him. A shortsighted and counterproductive amendment in 2006 to the import regulations banned the import of cars and motorcycles older than three years. Conceived with the idea of stopping used cars from undercutting the sales of locally manufactured cars, the amendment has effectively throttled the hobby.

State functionaries will go on ad-nauseum about the importance of ‘saving our heritage on wheels’ but will take no concrete steps to support the vintage motorcycle and automobile hobby.

Syed Haroon Rashid’s words ring true, that it is only by grouping together, forming a pressure group, and making concerted moves to educate the man in the ministry that Pakistan may have a healthy hobby.

The family is based in Hyderabad and is happy to hear from fellow enthusiasts. You may reach them by email: choicehyd@gmail.com

Romano Karim Yousuf is a vintage car enthusiast.
romanokarim@gmail.com

Photos: Romano Karim Yousuf

“I honestly don’t get this obsession with the viral pistachio trend. Can we stop already?” asks Jonathan Bayleaf, a restaurant owner in Karachi whose restaurant was the talk of the town last year but lately has been getting ‘mixed reviews.’

“I completely endorse this opinion. All of the influenzas (oops, influencers) are constantly bombarding our social media platforms with it. It’s very uncouth, if you ask me,” chimes in Ariana LePetite. She loves introducing herself as a food critic, but deep down she knows that all she loves to do is criticise.

We are all gathered at my house. Front-lawn, centre-garden-style seating. The table is covered with an ajrak print tablecloth and hastily adorned with baskets of fresh oranges. On a good day, this visual could have been on the cover of the next issue of Bon Appétit, but today is not one of those days.

Who am I? Gossip Girl… Well, actually, a person who has invited over a few people for an Eid brunch so I can audition for the job of a ‘freelance personal chef’ who creates these elaborate concept dishes for one-off events and doesn’t have to stand on their feet for 12 hours every day in a hot kitchen, humouring the volatile mood swings of, well, everyone who is ‘in power’ in Karachi – and by that, I mean, literally everyone in Karachi.

We are also expecting Cynthia Limo, a 65-year-old woman who seems to know everyone of consequence in the city, but there is no way she will arrive on time.

Suddenly I find myself wishing I was still in the kitchen cooking. For the brunch, I have prepared crispy eggplant sandwiches with a yoghurt and dill-based dip, spinach and corn fritters – as a nod to the iftar season – turmeric rice with potatoes and peas served with skewers of malai boti and dessert, which is a cross between fruit chaat and a smoothie bowl.

If somebody were to make this for me, I’d probably write them a song and even attempt to sing it.

However, Jonathan and Ariana seem like they have other things on their minds. Ariana at this point is attempting to take a ‘tabletop’ picture of the spread – the kind of photo that makes you want to get up on your chair with your shoes on, with a phone held fast in your hands while you attempt to blink at the screen as the sun harshly reflects off it. As much as I appreciate someone wanting to document my cooking, I have a slight suspicion this photo isn’t going to come out quite as planned.

“You know, the place that actually used to serve good food,” says Jonathan, looking up at the sky as if to mentally take himself elsewhere. “Was this kebab place on I.I. Chundrigar? Ahead of their times. Unappreciated.”

“…right. I think I remember,” I attempt to say, fully knowing the place probably closed before I was born. “What do you think of the rice?”

“Very nice. Though, my dear, if you had asked me to come to give you advice, I would have been very bad at that, let me tell you. I love to eat, but I can’t talk about food anymore. I crave ghar ka khaana.”

Ariana, who seemed to have gotten her ‘shot’ and is now busy thinking of a caption while the food on her plate stays untouched, looks like she has excluded herself from the conversation, which would have been fine if we were a group of eight people or more, but we are not.

A doorbell rings, and my small pug goes barking at the door. It is Cynthia, wearing all her pearls, a floral sari and a bag that someone fashionable might know the name of – but I am just a chef.

“So sorry I am late, darling. Hope I haven’t missed the gossip!”

“You are just in time; we are actually just going to start eating,” I say, stopping just in time to see her disappointment.

“On time, I see. I’m usually very busy and up to multiple things at once, so that’s rare,” she says, laughing, but her eyes form a stare.

I am hungry at this point and mentally ready to fight everyone who has ever theorised that you don’t feel hungry after you cook.

“Is anything here dairy, gluten and sugar free?”

I’m looking at my spread that just a few moments ago seemed worthy of a magazine cover and now is just calling me to eat.

“Let me call for some limu paani, Cynthia,” I say as I sit down to eat. Jonathan is still looking directly at the sky, and Ariana still seems to be having an affair with someone via her phone.

It is true – no one is a better person to eat food with than yourself.

The eggplant sandwiches are delicious – if I say so myself. Happy Eid.

Riffat Rashid is a food writer and a digital content creator behind the blog, GirlGottaEat. girlgottaeat17@gmail.com

In response to this critical issue, Aabshar, founded by Ali Khursheed, has emerged as a beacon of hope. On a work-related trip to a rural area in Punjab, Khursheed witnessed first-hand the devastating effects of water shortages, which inspired him to develop practical solutions to conserve this vital resource. Drawing expertise from his background as a technical engineer, he embarked on a mission to create devices and systems that would enable both individuals and organisations to reduce water consumption effectively.

At the heart of Aabshar’s offerings is a range of water-saving products designed to optimise usage without compromising functionality.

Their flagship product, the Water Saving Optimizer, available in different calibrations, can be easily attached to existing taps, transforming the water flow into a fine mist that reduces consumption by up to 98%.

For its potential to make a substantial impact on water conservation efforts, this simple yet effective device has garnered international recognition by giants such as Novartis. Chosen out of 3,500+ companies, Aabshar was also featured by McKinsey & Company as a ‘Global Top Company’ in climate sustainability. Complementing the Optimizer, Aabshar offers an AI-powered monitoring system that is installed with each Smart Water Meter subscription to provide real-time data on water usage and leak detection while also suggesting optimisation strategies, enabling businesses to achieve their ESG and SDG goals.

Through this efficient data collection and consolidation system facilitated by AI, Aabshar has been successful in real-time measuring and reporting the water quality index (WQI) from places that have Aabshar devices and systems installed, making the company the flag-bearer of WQI-measuring systems in Pakistan.

Artificial intelligence plays a pivotal role in Aabshar’s mission to combat water scarcity. By leveraging AI, the company offers predictive analytics that anticipate potential leaks or overuse, allowing for proactive measures. This not only conserves water but also prevents potential damage to infrastructure, further reducing costs. The continuous learning capabilities of AI systems mean that the solutions become more efficient over time, adapting to changing usage patterns and environmental conditions.

The functionality of Aabshar’s products and systems is rooted in advanced technology and user-centric design.

Instead of selling, Aabshar functions on a subscription model. In about Rs 5,000-10,000, a company can fully convert its water infrastructure to Aabshar’s sustainable system of water usage and metering.

Once installed by the Aabshar team, the system remains the property and responsibility of Aabshar itself, including maintenance work when necessary. The devices are also insured for damage and theft at the time of installation. The data collected by the Smart Water Meter system regarding water quality, water flow and usage patterns enables precise identification of inefficiencies for the client company and provides Aabshar with consolidated data to monitor the water quality index and impact across Pakistan. This data-driven approach also allows for tailored recommendations, ensuring that each client can achieve optimal water conservation results.

Financially, Aabshar operates on a B2B model, targeting industries where water usage is intensive and conservation can lead to significant cost savings. Sectors such as textiles, hospitality, healthcare, and religious centres have been primary adopters of Aabshar’s technology. By integrating Aabshar’s solutions, organisations reduce water consumption, which begins a resource-conserving and cost-cutting domino effect. In places such as the DHA Mosque in Karachi, where water tankers serve as the main source of water, the monthly bill for water tanks reduced from approximately Rs 650,000 to Rs 150,000 by installing Aabshar’s Optimizers and Smart Water Meter systems. Since less water is being used, less water is being pumped and heated, which means less consumption of electricity and natural gas, drastically cutting those bills, too. In doing so, companies and community centres also enhance their corporate social responsibility profiles.

Aabshar’s success is also attributed to its stellar clientele. Collaborations with over 200 international brands, including Unilever, P&G, Shell and Standard Chartered, have amplified the company’s reach and impact. These alliances facilitate the integration of Aabshar’s solutions into diverse settings, from community centres to corporate environments, ensuring that water conservation becomes a collective effort.

Since its inception, Aabshar has made remarkable strides in water conservation.

To date, the company has saved approximately 4.3 billion litres of water, positively impacting over 236 million lives. This achievement translates to the preservation of an estimated one billion trees and a reduction of 90 million tons of CO2 emissions, underscoring the interconnectedness of water conservation and broader environmental sustainability.

Looking ahead, Aabshar is committed to expanding its influence and technological capabilities. The company aims to generate 120 million dollars and save 80 billion litres of water by 2028, a goal that reflects both ambition and a deep-seated commitment to environmental stewardship. Plans are underway to enhance their AI systems further, incorporating more sophisticated predictive features and expanding their product line to cater to a broader range of industries and domestic users.

In a world where water scarcity is an escalating concern, Aabshar exemplifies how innovative technology, strategic partnerships, and a clear mission can converge to create meaningful change. By addressing the multifaceted challenges of water conservation through AI-driven solutions, Aabshar not only contributes to alleviating Pakistan’s water crisis but also sets a precedent for sustainable practices globally.

Zehra Khan is Program Assistant, South Asia Speaks.
zehrakhan653@gmail.com

Positioning is an amazing method to use, and it’s not rocket science – it’s psychology. Changing the information someone possesses to suit your argument or strengthen your case is nothing new. I recall a debate at Karachi University where someone recounted a story about the Quaid-i-Azam in which his opponent kept saying, “I cannot imagine Pakistan.” Mr Jinnah repeated the statement back to him, and the man reiterated that he indeed couldn’t imagine Pakistan. Mr Jinnah, being the sharp and savvy man he was, replied, “If you, sir, cannot imagine Pakistan, how can you oppose its idea?” Mic drop.

Great lawyers and statesmen aren’t the only ones who can wield the weapon of repositioning information – or reframing. I witnessed an incredible example of a reframe while working at a fintech. A colleague of mine, N, was being pitched by an insurance agent from a Takaful company. N kept insisting that State Life Insurance had better policies and rates. The agent silently listened for a while and then asked if N was married. When N replied that he wasn’t, the agent continued, “When you do get married and your wife needs to deliver a baby or choose a school for your child, would you prefer a government or a private hospital and school?” N answered that he’d prefer a private institution. The agent then asked, “So why, when it comes to insurance, do you prefer the government option?”

A Brand Reframe

A brand example of reframing that thoroughly impressed me was when in 2016 Lipton launched an ad campaign declaring that “Lipton Lajawab.” In the mental hierarchy of strong teas, Lipton had always been ranked below Tapal (known for its stronger blend). However, the ad challenged our perceptions and made us question the status quo. Even planting a seed of doubt about an unchallenged belief was a win for Lipton, an international brand.

The Art of Reframing

David Aaker, whom I ‘met’ during my MBA, offers valuable insights into reframing. He argues that the most effective reframes don’t focus on yourself or your competitors but on the category or subcategory – rendering competitors irrelevant.

He outlines three strategies for reframing:

1. Define What the Customer Is Buying
Elevate your offering by redefining what the customer is buying. Aaker highlights brands like Whole Foods, which focuses on organic products, and Patagonia, which champions sustainability. Locally, we can consider Pizza Hut, which once emphasised delivering pizzas in sleeves to ensure they remained piping hot.

He also suggests defining a category in multiple ways. For example, Esquires Coffee in Karachi is popular for its food. If Karachiites became more conscious of fair trade, Esquires could focus on providing good quality options while exclusively using fair trade coffee – ensuring that those who grow the coffee get a fair share of the proceeds.

2. Reframe Competing Subcategories
Aaker cites Tesla as an example. Amid concerns about videos of their electric cars catching fire, Tesla reframed the narrative by highlighting that petrol-fuelled cars are four times more likely to catch fire than electric vehicles. Locally, EV brands could emphasise the high cost of petrol, making traditional vehicles seem less viable.

3. Expand the Perceived Category Decision
Expanding the perceived category can also be powerful. Aaker mentions UC Berkeley’s Haas School of Business launching an ‘Evening & Weekend MBA Programme.’ Before this, prospective MBA students had to choose between evening or weekend classes. Locally, Levi’s redefined workplace fashion in Pakistan by introducing Dockers, offering men the option of wearing chinos instead of formal dress trousers to work.

Why Is Reframing Important?

Aaker concludes that a strong frame dominates perceptions and the flow of information. He quotes UC Berkeley Professor of Linguistics George Lakoff: “Frames are mental structures that shape how we see the world. If a strongly held frame doesn’t fit the facts, the facts will be ignored, and the frame will be kept.” When planning your marketing and advertising, don’t just look at the big picture – examine the frame.

Source: Prophet

Tyrone Tellis is Senior Manager, Corporate Sales and PR, Bogo. tyrone.tellis@gmail.com

Didar Ali

Climate change became personal for Didar Ali when the 2010 floods destroyed the agricultural lands and indigenous plants in his village in Ghizer, Gilgit-Baltistan. Almost every summer since then, his village has been affected by landslides and rising water levels. The predictable weather patterns observed for decades were suddenly disrupted and a community that was once accustomed to plentiful snow now experienced a shortage along with a rise in flooding.

“Many elders in my community said yeh Allah ka azaab hai, but when I educated myself on climate change, I understood that this phenomenon was called the Anthropocene,” Didar explained.

Frustrated by the lack of awareness, he took it upon himself to educate the youth. He realised that misconceptions about climate change were rooted in outdated school curricula, which failed to explain the science behind these environmental shifts.

Alongside juggling university, Didar works with the Booni Environmental Academy (BEA) and Climate Forward Pakistan (CFP) – both youth-led organisations equipping young activists with the knowledge and tools to drive local climate action.

In 2022, Didar helped organise a regional climate summit hosted by the BEA in Chitral in collaboration with the Canadian High Commission. More than 60 activists gathered for the five-day residential camp featuring prominent environmental scientists such as Dr Fozia Parveen. The youth were educated on the science behind climate change, how it affects Gilgit-Baltistan and the initiatives they can take to mitigate its effects.

The BEA has also established a wildlife research centre to study Chitral’s biodiversity, tracking migratory bird patterns and conducting photography workshops and nature hikes to foster environmental awareness. “A core focus at the BEA is integrating environmental science with winter sports, which means educating the youth on environmental issues, climate change and wildlife conservation with the help of sports.” Didar’s community has been grateful for the work organisations like the BEA and CFP do. “Parents also appreciate it when we encourage their children to join our experiential learning camps.”

Didar’s advocacy has taken him to COP29, where he was part of the CFP delegation, speaking on three separate panels about the challenges faced by indigenous communities in Gilgit-Baltistan. “It was ironic how COP29 speakers kept saying young people are a resource, but actual negotiations happened behind closed doors – with no youth representation,” he said.

He lamented the lack of youth inclusion in Pakistan’s delegation, mostly bureaucrats. “The government needs to prioritise the youth as stakeholders in policymaking,” Didar said. “Not just the youth from urban centres but from frontline communities most vulnerable to climate change, like Gilgit-Baltistan, Azad Jammu and Kashmir, and Balochistan.”

Despite this exclusion, Didar found a silver lining: he was able to network with climate activists from around the world, learning from their strategies and struggles. CFP’s Children and Youth Advisory Board is now conducting research on gaps in Pakistan’s climate policies from a youth perspective, with plans to release a report and capacitate the youth ahead of COP30. “You cannot achieve climate justice without addressing economic inequality and the capitalistic structures we live in.”

Zainab Waheed

Near a small village in Abbottabad, Zainab Waheed’s community shared the same fate as Didar’s. Their livelihood relied on predictable rainfall that enriched rivers but once that became erratic, girls from the community were pulled out of school to fetch water for their families.

Zainab was only 13 years old when she decided to take action through her writing. Today, she is a climate journalist whose work has appeared in both local and international publications, in English and Urdu. She has represented Pakistan at four international climate forums, amplifying the voices of marginalised communities.

Her primary focus is educating female madressah students in Islamabad about climate change and the impact it has on their communities. “Even in my private school, I wasn’t educated on climate change the way I should have been – so imagine the knowledge gap in madressahs, which are far more underfunded.” Zainab said. “These students hold immense potential to push for climate action, not only because they are future voters but also because they belong to economically vulnerable communities already facing climate disasters.”

Young women studying in madressahs are most likely to be overlooked when it comes to any sort of awareness or precautions for climate disasters, Zainab explained. “I felt the need to address this blind spot because just by educating these girls, we’re also, by extension, educating their communities about the risks that they have about climate change,” she said.

Following her selection to the Pakistan National Youth Council, Zainab hopes to work with the government in a climate advisory capacity. Little has come of the ‘green movements’ the government has initiated across universities. Instead, she wants to target government and primary schools and engage the youth in meaningful discussions on the climate crisis.

Social media has also been central to her advocacy. It was through these platforms that organisations like Global Citizen and the Ford Foundation discovered her work, inviting her to deliver keynote addresses. For Zainab, social media is the “weapon we can use” to call for accountability.

“The trend has been to blame individuals for climate change. We need to understand that it is just propaganda. Banning plastic straws won’t offset the billionaires who vomit out tonnes of carbon emissions when they fly in private jets. We need accountability at a systemic level.”

Rohana Khattak

When The New York Times held a contest asking students to invent a word in 2022, 16-year-old Rohana Khattak won with “oblivionaire” – a billionaire who chooses to be blind to the disparity and inequality their wealth is creating.

Social justice has always been at the centre of Rohana’s work alongside climate activism since “all cycles and systems are connected.” This keen sense of social justice informs her climate activism, which focuses on education and misinformation.

“There’s a narrow view that banning plastic straws, recycling, and tree plantation drives will solve the climate crisis. Those might work in the Global North, but in Pakistan, we need to fight against the tree-cutting mafia and industrial pollution,” she said.

Her view on climate change expanded when she educated herself on the matter through the work of other climate activists. “I realised there’s a huge flaw in our education system where you’re taught completely incorrect concepts. Everything else cannot be solved until you address climate change, which is the mother of all crises.”

She currently works with Youth Climate Activists Pakistan (YCAPK), which is the biggest youth climate organisation in the country. Her research team is developing a needs assessment survey to gauge how much the youth understand about climate change and who should take responsibility.

“We’ll take that data, analyse it and see what exactly is missing in the current education system on climate. Then, we’ll come up with workshops and lectures to deliver in schools.

Hania Imran

Hania Imran’s wake-up call came from a documentary detailing the climate crisis as a national endemic that nobody seemed to know about. Shocked by her lack of awareness, she wrote a letter to the Minister of Climate Change urging national campaigns – and planted 14 trees for her 14th birthday. She quickly realised that beyond awareness, Pakistan’s youth lacked the platforms and opportunities to engage in climate discourse and social issues.

“It was disturbing that the youth make up 60% of Pakistan’s population, yet have no spaces to express their ideas and concerns,” Hania explained. This frustration led her to found YCAPK, which curates resources, guides and climate training programs for young activists. “The youth has a lot of ideas, opinions and energy, and they need to be acknowledged in some way or another.”

The YCAPK team curates resources and guides for other climate activists, teaches the youth how to write climate opinion pieces and organises climate camps. “We realised how spaces like these are so needed in remote areas where conversations on climate aren’t happening.”

Hania didn’t stop there. She and a fellow activist filed a court case in the Islamabad High Court, demanding the government take action against the deteriorating air quality. The petition – the first of its kind in the federal capital – was based on the National Clean Air Policy 2023 and urged the government to ensure that Euro-5 standard fuel is being sold and that data on vehicles registered in Islamabad is collected and published.

Aware that courtroom activism has limitations, she is using social media to mobilise public support, calling for consistent action – not just during smog season but all-year-round. “Climate disasters are intensifying across Pakistan. We can’t afford complacency,” Hania concluded.

For these activists, climate justice is more than just policy – it is about survival. Yet, despite their groundbreaking work, Pakistan’s youth continues to be sidelined in the decision-making processes.

As Zainab Waheed puts it, “We don’t just need awareness. We need accountability. And that begins with all of us.”

Pakistan’s future is being shaped now. The question is: who gets to shape it?

Anushe Engineer is a journalist at Dawn.
anusheengineer@gmail.com

Header Image: Hania Imran

The answers used to be easy, especially in the eighties and nineties. “Sindhi, Balochi, Punjabi, Pathan – haath mein haath, jaan se jaan” (Sindhi, Balochi, Punjabi, Pathan – hands and hearts together). So went a refrain in Zohaib Hassan’s 1987 anthem, Dharti Hamari Hai.

The song, like most patriotic songs, depicted a country where rivers of honey flowed with rainbows and sunshine everywhere, with people from all backgrounds living in perfect harmony. By contrast, its peer, a little ditty called Dil Dil Pakistan, sounded less like a utopia and more like an instruction manual to build one. The message was that in order to build an ideal country, we have to truly love it and unite for its prosperity.

Since then, patriotic advertising has changed – from being hyperoptimistic, it slowly evolved into something less rosy and grittier, and this has been reflected in our advertising. While patriotism was a commodity stored for use on March 23 and August 14, it now permeates a large section of our advertising all year round. This has become more pronounced after home-grown brands enjoyed a renewed fervour in demand compared to foreign-owned brands as a result of the tragic events in Gaza. Patriotism morphed into a USP overnight for a nation largely inspired by imported glitz and glamour.

This year, Ramzan has fallen in March, and therefore the airwaves (and streaming services) are dominated not by patriotic ads but rather ads with social messages.

Let’s start with a recent example: Coca-Cola’s pre-ICC Champions Trophy campaign, titled ‘Yaqeen ki jeet’ (the victory of conviction).

It is quite an unconventional ad. After a young man expresses disappointment in Pakistan’s prospects in the tournament (which is quite an understatement, given how it unfolded), his friend grabs a bottle of Coke and wields it like a bat, encouraging him to bowl. A nearby vendor provides the sound effects, and soon, a weird game of ‘air cricket’ is in full swing, complete with wickets, spectators and an imaginary ball travelling the length and breadth of Pakistan before either hitting the wickets or being caught by a ‘corporate type’ via a spectacular dive.

The ad concludes with a clear message along with the colours of the brand and the national flag: playing together is akin to winning, and so is hosting a tournament in the country after so many years.

Vital Tea has long been running a social awareness campaign around its slogan, ‘Zindagi jiyo’ (live your life). Lately, however, the focus has shifted towards more generic song-and-dance ads. But the baton has been picked up by two other, home-grown brands.

Shan Foods’s recent campaigns centre on female empowerment. From learning vital life skills to the idea that men can cook in the household and assist with housework, the campaigns have been remarkable and touching.

Then we have National Bank, which released a music video as an ad celebrating its 75th anniversary.

The ad featured legendary singer Ali Azmat and eminent rapper Faaris Shah extolling the bank’s virtues and tying the country’s progress to the contributions by the bank. Sadly, the music and the singing are subpar at best, and the rapping is replete with linguistic and rhythmic slips, making the whole thing a chore to watch. The visuals seem to be an AI-generated collage in response to the prompt “throw everything into it.” This is old-school patriotic advertising. It is old-school for a reason.

Tapal ran a long campaign titled ‘Tum, mein, aur aik cup chai’ (You, me and a cup of tea), again introducing the utterly alien idea (to Pakistani men) that yes, men can make tea and, in the process, console or support their spouses.

A more recent example of this comes courtesy of Pakola Milk, a brand that has the advantage of patriotism being part of its identity.

In this ad, a father is shown caring for his working daughter by fixing her breakfast and trying to coax her into drinking milk. The ad is not too preachy but subtle and gets the point across: men of the house can be supportive characters too!

While some brands and companies steadfastly remain conservative, there is no shortage of courageous and edgy storytelling, acknowledging real-world feelings of anxiety, jadedness and depression about our current state before providing a silver lining.

What could be more patriotic than that?

Talha bin Hamid is an accountant by profession, a reader, writer, public speaker, poet, trainer and geek by passion.
talhamid@gmail.com

Pakistan is also one of the most well-endowed countries in the world, with a natural capital of fertile soil and fresh water, supported by four seasons that help crops and biomass grow. Water resources in the form of glaciers are found in the catchment areas in Azad Kashmir, KP and Gilgit Baltistan. These glaciers (the largest outside the polar region) and the monsoon sustain life for hundreds of millions of people in the plains, from the foothills of the Himalayas to the coastal regions of Sindh. This fresh water reaches farms, communities and cities, including Karachi, through a vast irrigation system comprising three large dams, 19 barrages, 43 main canals and hundreds of branch canals. The irrigated farmlands, spanning over 40 million acres, produce food for hundreds of millions of Pakistanis. Vast quantities are also exported, and Pakistan expects to earn over $10 billion in food exports in the current financial year.

However, global warming is threatening the capacity of our glaciers to hold the water that is so vital to Pakistan’s economy. The year 2024 was on average warmer by 1.6 C, breaching the critical limit of 1.5 C committed under the Paris Agreement in 2015.

So what are the medium and long-term implications for Pakistan’s ability to grow food? Before we deal with the question, we can say that climate change has, so far, not seriously affected Pakistan’s food production capacity, although the cotton crop was severely affected in 2024 by the excessive heat.

Pakistan’s flawed policies and development strategies, however, are adding to the climate threat.

It is fashionable to blame climate change for almost every crisis Pakistan faces in terms of its food security. However, if we study the problem carefully, it is clear that despite extreme climate events (including the devastating floods of 2022), the damage was actually caused by a faulty irrigation and drainage infrastructure.

Nevertheless, in 2022, the people in KP who faced a glacial lake outburst flood (GLOF) stood little chance of survival due to the sheer force and speed of the water deluges. The devastation to KPs hospitality industry and livelihoods was catastrophic, and there has to be a targeted collaborative policy approach by the KP and the federal government to support people in GLOF areas.

Government assistance, with support from international climate change finance, is needed to make the communities and businesses (agriculture and hospitality) more resilient in these areas. Here it is pertinent to mention that there are international climate finance opportunities targeted at communities affected by extreme climate events. Furthermore, government initiatives in this respect will receive a positive response, provided the right kind of projects are initiated.

The plains of Pakistan face different kinds of issues that are primarily related to water management and the spread of salinity, which affects soil fertility in Punjab and Sindh. The situation is more acute in the irrigated areas where the groundwater is saline. According to irrigation technical papers, one ton of salt accumulates per acre every year in the Indus Basin, posing a direct threat to food production capacity.

According to a recent report by the United Nations’ Food and Agriculture Organization (FAO), 6.69 million hectares of Pakistan’s 22 million hectares of land are affected by salinity, which is further accentuated by global warming.

What are the government and the business community doing to rehabilitate life-supporting soils in Pakistan? In the 1960s, the government initiated Salinity Control and Reclamation Projects (SCARPs) with interventions from KP to southern Punjab to Sindh. The government also initiated left bank outfall drain (LBOD) and right bank outfall drain (RBOD) projects. Yet, despite these massive government investments, the FAO report shows that nearly seven million hectares of land are affected by salinity, resulting in a loss of 100,000 acres of land a year. The solution is to remove the accumulated salt from the soil, and this requires massive financial investments and vast quantities of fresh water, as the soil needs to be washed.

The tragedy is that Pakistan’s policymakers are now looking at bringing ‘virgin’ areas (deserts) under irrigation at the expense of the current areas upon which millions of people are dependent for their livelihood. There is massive resentment in the lower riparian areas like Sindh, where communities and local political leaders fear that new water diversions in the upstream areas of Punjab will affect water availability in Sindh. Climate change and aggravating policies can tear us apart unless we chart an inclusive and business-led development process.

Aijaz A. Nizamani is a hands-on farmer and former Secretary, Forest and Wildlife, Sindh.
aijazniz@gmail.com

The Farshi Shalwar: Pyjama Chic or Mughal Majesty?

Oh, the farshi shalwar. The gotta-have-it piece of the season that’s got everyone from designers to your neighbourhood darzi in a frenzy. Floor-skimming, loose and rooted in Mughal culture, this trend is the epitome of comfort-meets-elegance. Last seen in the seventies paired with ultra-tight, body-hugging shirts, the farshi shalwar is back – but this time, it’s got a modern twist. Think contemporary, looser cuts that skim the body rather than cling to it.

But here’s the catch: not everyone can pull this off. If you’re not naturally willowy or tall, there’s a fine line between looking regal and looking like you’re drowning in fabric. The trick? Luxe fabrics and the right cuts. And if you’re pear-shaped, ditch the short shirt for a longer one to balance the silhouette. The real challenge, though, is not getting sick of it before Eid rolls around. It’s everywhere – on your Instagram feed, in every designer collection and probably in your cool cousin’s wardrobe already. Love it or hate it, the farshi shalwar is here to stay (at least for this Eid).

Dubai’s Viral Chocolate Pistachio Knafeh: The Dessert of the Decade

Move over, Biscoff Lotus – there’s a new flavour in town and it’s taking over Eid desserts like a delicious storm. Say hello to pistachio chocolate knafeh, the viral Dubai dessert that’s got everyone from Karachi to Lahore obsessed. Imagine crispy kataifi pastry smothered in pistachio spread, covered with rich chocolate and topped with a sprinkle of crushed nuts. It’s the kind of dessert that makes you want to skip dinner and go straight to the sweet stuff.

Pakistani bakers have fully embraced this trend, churning out everything from pistachio chocolate cheesecakes to waffles and even tiramisu. But a word of caution: not all pistachio spreads are created equal. Some versions taste suspiciously like almond essence (shudder), so choose your baker wisely. When done right, though,this flavour combo is an absolute banger. Your Eid meetha spread just got a major upgrade.

Khussas: The Footwear That’s Stealing the Show

Continuing the Mughal theme, khussas are having a major moment this Eid. These traditional shoes, which migrated from rural villages to the Mughal courts, are suddenly the coolest thing in footwear. And why not? They’re versatile, stylish and rooted in regional heritage.

You’ll find khussas in every bazaar from Liberty Market to Tariq Road, but this year, they’re getting a modern makeover. Pair them with shalwar kameez for a traditional look or rock them with jeans for a fusion vibe. Embroidered, monochromatic or classic leather – there’s a khussa for every mood. Just don’t make the mistake of pairing them with a floor-skimming farshi shalwar (you’ll need a heel for that). Instead, let the khussa shine with ankle-length pants or an izaar. Trust me, your feet will thank you.

Henna Stencils: Skip the Mehndi Waali Drama

Chaand Raat is all about the mehndi, but let’s be real – finding a skilled mehndi waali can be a hit-or-miss affair. One minute you’re dreaming of intricate paisleys and the next, you’re stuck with something that looks like a toddler went wild with a mehndi cone. Enter henna stencils, the game-changer we didn’t know we needed.

From traditional paisleys to quirky truck art designs, stencils take the fuss out of mehndi application. Brands like Kolachi Mehndi are even offering Eid-themed stencils with chand sitarey motifs. Plus, there’s a growing trend of artisanal, chemical-free henna that smells divine and stains beautifully. No skill required, just lots of fun. Gather your girls, grab some stencils and turn your Chaand Raat into a DIY mehndi party.

Open Houses: The Chill Way to Celebrate

Big Eid dinners are so last year. The new trend? Open houses. This laid-back approach to entertaining has been simmering for a while and it’s perfect for our busy lives. With so many family commitments (hello, mamoos and chachas), it’s hard to find time for everyone. Open houses solve that problem by letting guests drop in whenever suits them.

For the hostess, it’s a dream. No stressing over timing dinner perfectly – just set up grazing boards, a dessert trolley and maybe a couple of hearty dishes. It’s relaxed, fun and the perfect way to catch up with friends and family without the pressure.

Kaftans: The Comfort Queen of Eid Fashion

Last but definitely not least, let’s talk about kaftans. This trend has been steadily gaining traction, thanks to our high-end designers making waves in the Gulf states. Originally introduced to cater to the tastes of customers in Dubai and Abu Dhabi, kaftans have won over Pakistani hearts too. And why wouldn’t they? They’re comfortable, effortlessly chic and perfect for Eid.

Picture this: a flowing, floor-length kaftan in a luxe fabric, adorned with delicate embroidery or a bold print. It’s the kind of outfit that makes you feel like royalty while secretly feeling like you’re wearing pyjamas. Pair it with statement jewellery and strappy sandals for a glam look or keep it casual with minimal accessories. Whether you’re lounging at home or attending an Eid gathering, the kaftan is your go-to for comfort and style.

Eidul Fitr 2025 is all about blending tradition with modern flair. From the Mughal-inspired farshi shalwar and khussas to the viral pistachio chocolate knafeh and the ever-comfy kaftan, this year’s trends are a celebration of our heritage and our love for all things luxurious and laid-back. So, whether you’re rocking a stencil mehndi design or hosting an open house, make this Eid your most stylish one yet. And let’s be real – the best moments these days don’t even make it past the group chat, let alone onto Instagram. Some things are just too good to share with the world.

Salima Feerasta, aka Karachista, is one of Pakistan’s first lifestyle influencers. karachista@gmail.com

These organisations recognise the immense benefits of a diverse team, which are supported by global research, which indicates higher profitability for companies that have women in executive roles. Additionally, regulatory bodies are increasingly holding top companies accountable by requiring the publication of gender-segregated data on recruitment, retention, and promotion. These positive developments signal a shift toward a more inclusive corporate landscape in Pakistan.

The theme for this year’s International Women’s Day is ‘For All Women and Girls: Rights. Equality. Empowerment.’, encouraging everyone to advance women’s and girls’ rights, promote gender equality, and foster empowerment. From a corporate perspective, this means addressing internal systemic barriers that prevent women from joining – and remaining in – the workforce. While there is no one-size-fits-all approach, here are eight steps businesses can take to enhance women’s employment and increase gender diversity:

Developing a strong business case for gender diversity is essential for obtaining corporate support and resources. Like other organisational changes, the business case is the initial and most critical step in gaining leadership buy-in. It should demonstrate how enhancing gender diversity can improve business performance, support female employees, and strengthen community ties. Gender diversity business cases are dynamic and should be revisited regularly to ensure they remain relevant. At present, both the Securities and Exchange Commission of Pakistan (SECP) and the State Bank of Pakistan (SBP) emphasise gender diversity. A 2020 SECP report found that companies with women on their boards showed improved performance in terms of average return on assets (ROA) and return on equity (ROE).

In 2021, the SBP introduced the Banking on Equality Policy, which aimed to increase the percentage of women from 13% to 20% in the banking sector. The business case behind this was to tap into the female market, assuming that having more women in various roles, including customer service, would attract more female clients. These targets have been milestones for the banking sector in developing gender strategies for recruiting and retaining women. The banking sector has gained recognition for employing more women, with four banks winning the 2024 Employer of Choice Gender Diversity Award.

Performing a gender assessment or audit allows companies to establish a baseline for gender diversity and determine the next steps for improvement. The goal is to conduct an initial benchmarking exercise to identify institutional strengths and weaknesses regarding gender equity. The UN Women’s Women’s Empowerment Principles Gender Gap Analysis Tool (WEPs Tool) is a free, business-driven resource that helps companies globally evaluate their gender equality performance across the workplace, marketplace and community. It’s an excellent starting point for developing a gender diversity strategy.

Collecting specific metrics can help companies set an initial baseline and conduct a comprehensive evaluation of their performance. A gender audit assesses how a company has integrated gender equity into various aspects such as policies, activities, capacity-building, organisational culture, and the workplace. Metrics can include gender diversity among staff, promotion potential for both genders, retention rates, the suitability of the physical work environment for women and men, the priority given to gender diversity in recruitment, and equitable consultation of women and men in community engagement.

When companies apply a gender lens, they can develop more effective strategies and policies, enhancing their overall potential and outcomes. This approach involves considering the different needs, experiences and perspectives of all genders when making decisions and implementing practices. Recently, companies have realised the need to develop family-friendly policies, offering parents and carers flexibility to manage both work and family. These policies include providing childcare support, flexible working hours, and carer’s leave.

While many companies celebrate International Women’s Day with events and other expressions of appreciation for women, it is equally important to highlight performance improvements and organisational achievements. These provide the leadership with a chance to engage with women, celebrate their accomplishments, and reflect on how focusing on gender diversity has benefitted the organisation. To establish a reputation as an employer of choice for women, companies can participate in awards and become signatories to gender diversity initiatives such as the Women’s Empowerment Principles. By publicly declaring and reporting on gender diversity performance and targets, companies can highlight their achievements and benchmark themselves against other industry players.

Attracting female employees remains a significant challenge for many companies. Organisations with traditionally male-dominated or non-traditional jobs have created female-focused internship and upskilling programmes. After completing these programmes, some women are offered permanent positions within the organisation. Many leading companies have also engaged women in various unconventional roles, such as farmers, ambassadors promoting electrical safety, and forklift drivers. By committing to workforce diversity and providing support, companies can strengthen their integration within the community.

While policymakers are creating legislation, it is essential to provide feedback to the government and other institutions, as several structural barriers cannot be resolved at the organisational level. Additionally, larger market-focused companies can engage in gender-sensitive marketing communications. Gender stereotypes have a profound impact on lives, resulting in feelings of exclusion, inadequacy, and invisibility. These harmful norms are deeply ingrained in our society, affecting various aspects such as family, education, workplaces, and the broader community.

Pakistan’s female labour force participation rate remains stagnant at 22%. Furthermore, data collected by the World Bank’s Enterprise Survey highlights that only three percent of the corporate sector comprises women. The gender-segregated data of college graduates are almost at par, and there remains a significant gap in women’s workforce participation. Enhancing women’s employment in Pakistan is complex, requiring a comprehensive understanding of barriers at various life stages and a holistic roadmap. This requires all stakeholders to work together and create a conducive external environment for gender diversity, driving sustainable growth and making a meaningful impact.

Nazish Shekha is Head of Initiative, Centre of Excellence in Responsible Business (CERB) at the Pakistan Business Council (PBC).

Although the power industry is under transformation in order to facilitate the green transition, extreme weather events caused by global heating are raising significant questions about the reliability and stability of grids to withstand power supply disruption events. Extreme weather conditions include dust, ice, snow, blizzards, windstorms, wildfires, flooding, heatwaves, hurricanes and tropical storms.

The escalating effect of global warming underscores the urgency with which mechanisms are devised to enhance and augment power systems. Earlier this month, the World Meteorological Organization (WMO) confirmed that 2024 was the hottest calendar year yet, with the average global surface temperature 1.55°C higher compared to the global mean temperature between 1850 and 1900. Most of the world’s energy infrastructure was designed for milder conditions and now faces resilience challenges. In essence, “overhauling the power energy system to withstand severe climate change in the future and adapt to existing climatic shifts is a dual risk,” highlights the International Energy Agency (IEA) in its World Energy Outlook, 2023.

Keeping the lights on is a priority for power companies globally, particularly In the US where power consumers are experiencing over seven hours of outages, with five of those hours stemming from major weather events.

In fact, about 80% of power outages from 2000 to 2023 were attributed to extreme weather.

In 2023 and 2024, the Middle East and the Balkan States, respectively, faced outages due to high temperatures – one from increased cooling needs and the impact of heat on power lines themselves. Heavy rainfall, hurricanes and strong winds caused millions to lose access. The 2023 fires in Hawaii downed power lines; the ongoing Palisades Fires; or the 2022 and 2023 blizzards in Buffalo, New York, where substations stopped service due to high winds pushing snow into them. In February 2024, more than 500,000 consumers in the state of Victoria, Australia, were without power during severe storms in the Australian state. Consumers also dealt with paying for wholesale power prices that shot up to 16,600 Australian dollars per MWh because of the “supply crunch” when transmission lines were down. Similarly, China’s week-long heatwaves caused a major strain on the power grid, forcing it to shut down industrial units to meet the demand of residential and non-industrial consumers. The list has been growing.

Due to Pakistan’s geolocation, power systems can experience unique and hyperlocal incidences of system failures brought on by extreme weather. The most significant threats are severe rainstorms and inundation, prolonged heat, and cyclonic or dust storms. Such incidents are not new within the power industry; however, they are quickly increasing maintenance costs. Heavy rainfall in Lahore and other parts of Punjab in 2023 inundated low-lying areas, leaving homes without power for hours. A similar situation was witnessed in Karachi during the catastrophic rains of the 2020 and 2022 floods. During the same time, embankments and sandbags were deployed as part of emergency measures to protect the physical security of the Dadu 500 kV grid station that supplies power to Northern Sindh and Balochistan.

Most power infrastructure systems were designed to operate under optimum conditions – when temperatures were cooler 30 or 40 years ago.

Today, extreme heat affects the same systems and their efficient operation. Transformers and lines suffer derating, shorter lifetimes, and failures. Efficiency drops from 0.7% to 1% per 1°C rise above 20°C. As the planet heats up and the number of hot days increases, the environmental conditions will accelerate ageing for unmaintained infrastructure, risking blackouts during heatwaves or, in the case of inundation, lost hours to provide an essential service.

Most transmission towers were designed based on 30-40-year-old weather information; however, climate change has resulted in extreme weather events that can cause severe downdrafts that strain transmission towers, ultimately causing them to collapse. It is imperative to review the designs of old towers and carry out regular maintenance as well as other remediation activities to ensure the structural integrity of the tower. Other risks also involve air pollution, which causes smog in the winters, impacting above-ground infrastructure.

In the winter, Dense fog in the Punjab plains impacts the ability of sensitive power systems to function efficiently and reliably – also known as pollution-related flashovers.

Dust particles settle on insulators while humidity and dew cause dry-band arcs to form, followed by current leakages. Outages on Sindh Transmission & Dispatch Company’s lines from June to October highlight the impact of humidity on power systems during the summer monsoons. Inbuilt switches within the system automatically turn off the line, leading to what is commonly called tripping. Further on, these are recurring winter episodes, with Pakistan’s transmission network operator highlighting the strain to maintain system stability and prevent widespread blackouts. While engineering solutions exist – such as RTV coatings and composite insulators – these are again investments that need to be planned for and are ultimately necessary for grids to remain stable and reliable.

Following the 2022 floods in Pakistan, the regulator, NEPRA, highlighted in its State of Industry Report 2023 the need for deploying weather monitoring systems, emergency response plans and training personnel in response to the 38 transmission towers that collapsed in the North and South regions and the four in K-electric’s operational area for FY2022-23. It has recommended collaboration with experts to adhere to best practices in tower designs, construction and maintenance of its network. Internationally, ‘wind loads’ are calculated for the stability of transmission towers if high winds are frequently expected. During FY2023-24, the number went down to 27 for the North and South regions but increased to nine tower collapses for the areas manged by K-electric.

Considering these risks, simple interventions to monitor the states of such infrastructure are one way of building the system’s resilience.

GIS mapping, along with a comprehensive asset management strategy compliant with ISO 55001, can ensure that all assets meet the ‘system worthiness’ criteria. K-Electric’s Investment 2030 Plan aims to build on this through preemptive maintenance, which will seek to assess problem areas and design protocols to increase the reliability of power supply to its consumers. It has also been credited for simple interventions such as raising some parts of its distribution infrastructure in areas – post the 2020 super urban flooding in Karachi – where waterlogging was a major pain point for the safe supply of power.

Given the physical vulnerabilities inherent within Pakistan’s power sector due to untimely or insufficient investments, safeguarding and preparing for a future with extreme weather is a massive but necessary policy integration that the Ministry of Energy and the Ministry of Climate Change must partner on as it builds its climate-change mitigation portfolio. More importantly, the regulator must work with the relevant institutions to investigate the ‘asks’ of its distribution company’s filing tariff plans that have been benchmarked against expected maintenance and operational costs, including factors arising from extreme weather. This will require smart demand-side management and increasing energy efficiency – key areas to reduce the burden on the government as well as taxpayers. It may require setting up a financial mechanism via the Global Climate Fund for additional investment in lieu of the goals enshrined in SDG-7 and its sub-targets to keep the tariff low for consumers.

Additionally, such enquiries may be published in the annual State of the Industry Report as appendices. Strategic planning, smart investments and knowledge exchange with countries impacted by climate change can help build resilience. A sustainable energy future can be found for the millions of consumers who will need a stable, reliable, and consistent power grid as the planet becomes hotter and the weather becomes less predictable.

Basil Andrews is a journalist reporting on climate change, health and the environment. They tweet @_basilandrews.

This is how I always imagined I would message you, Ibrahim Baloch. Guess I was too late, my bad!

How funny, just two weeks ago I was having a chat with someone, and your name came up about my doing a series of talks with directors and their perspectives and the change they want to bring through their work! Well, I didn’t get to do that, but don’t you worry. Your work, your legacy, speaks for itself.

You know, long before you became the household name that you are today, I used to quote your name as the gold standard for client servicing. I would often say, “I will consider you an account manager the day you start working like Ibrahim Baloch.” That wasn’t just a passing remark – it was a testament to the sheer dedication, precision and excellence you brought to your work.

You just knew how to get work done. Wait, scratch that! You knew how to get the best work done. Your ability to navigate challenges, push boundaries, and set new benchmarks was something that stood out effortlessly. More than that, it wasn’t just about completing tasks; it was about upholding a certain ethos – a way of working, thinking, and leading that inspired those around you. It was a mindset you lived by, taught, and carried forward in every endeavour, leaving an undeniable mark on everyone who had the privilege to work with you.

Can I tell you what I miss the most about you? That sparkle – almost like stardust – in your eyes whenever you got a new brief, followed by that smile. The ‘Okay, let’s do this and push boundaries and deliver something better than the last time,’ smile with the most positive, can-do attitude. Uff, how much better our advertising world would be if half the people had half the talent, spark and discipline you had.

Your transition into direction was something that perhaps didn’t come as a surprise to anyone. Those who truly knew you understood that you were always striving for something greater, always pushing boundaries and seeking new creative heights. It was only a matter of time before you stepped into this new role, and thank God that you did! Your vision, passion, and relentless pursuit of excellence have brought something truly special to the world, and we couldn’t be prouder of the journey you embarked on.

To me, what always stood out is the work that you put into it all – unlearning, relearning, understanding technicalities, honing your craft. But perhaps the best thing was you never rested on your laurels or the team of experts around you. If you were working with them, you made sure you were just as good as them. If you were up against certain directors for a pitch, you made sure you earned your seat at the table. You put in the sweat, the blood, the joy and all you had in all you did – your work, your friends and your clients are a testament to that!

I will always live with a slight ache that I never had a chance to collaborate with you as director, and the stories I have heard don’t make it any better for me. Although the industry and the world will remember you for your work, craft and genius, the hundreds of people I spoke to about you, as well as your friends and your collaborators, will always remember you for your generosity, warmth and all that happened between the shots, and you always saying goodbye to the clients with “Agli baar kuch aur bhi bara kareinge.”

“Aur bhi bohot kuch bara karna tha.” But what you achieved in so little time will always stand the test of time. You will live on with your work as an example of excellence.

I will miss you. The industry will miss you. But we will do our best to honour the love and passion you poured into this craft every single day, carrying it forward with the same dedication and heart that you so effortlessly embodied.

Rest well, IB!

Fahad Bombaywala is Executive Director, Content & Brand Excellence, 365 Network and ECD, M&C Saatchi Group. fahadbombaywala@gmail.com

His Highness Prince Karim Aga Khan was not only a spiritual leader. He was a visionary who believed in the fusion of faith with worldly matters. He emphasised that faith should deepen our concern for our worldly habitat, embracing its challenges and improving the quality of human life. This responsibility as an Imam led him to establish the Aga Khan Development Network (AKDN), an endeavour committed to improving the quality of life for people around the world.

AKUH, part of the AKDN, is a shining example of His Highness’ commitment to excellence and his vision for a better future. AKUH has not only provided world-class medical education and healthcare in Pakistan; it has also become a source of knowledge and talent for the developing world. Its graduates and faculty have gone on to serve in various capacities, contributing to the development of healthcare systems globally.

As a Shia Ismaili Muslim follower who had the privilege of working closely with His Highness and the AKDN, I witnessed firsthand his visionary leadership, meticulous attention to detail and unwavering commitment to excellence. His Highness had an extraordinary ability to plan for the long-term future while remaining deeply involved in the execution of projects, ensuring that even the most minute details were not overlooked.

I recall an incident in the eighties when His Highness was visiting Pakistan. I was tasked with the responsibility of printing the stationery for the AKUH, a seemingly simple assignment that turned into a valuable lesson in quality and leadership. The brand manual, designed by John Lees, specified a particular Pantone shade of red, which was unavailable in Pakistan. As the stationery needed to be printed urgently, the job was distributed among three printers who tried to match the Pantone shade. However, His Highness rejected the initial print due to variations in colour arising from the different printers – he did not want to compromise on the high standards expected from a world-class institution. Realising the challenge, I decided to have a special ink created in bulk to last a few years to match the exact Pantone shade, ensuring the same ink would be provided to any printer for consistency across all printed materials. This experience taught me the importance of pursuing uncompromising quality and the leadership skills required to empower others to solve problems.

The ethos of self-reliance is deeply embedded in the multifaceted development approach of the AKDN. Another shining example, which I had the opportunity to work with in its early days, is the Aga Khan Rural Support Programme (AKRSP), which has been instrumental in empowering rural communities in Pakistan and other countries. Through AKRSP, His Highness promoted the establishment of village organisations, enabling communities to identify their development priorities and implement projects with the support of AKDN.

AKRSP’s work in areas such as natural resource management, education, health and rural finance has transformed the lives of millions, demonstrating the power of community-driven development. By fostering self-reliance and empowering communities to take charge of their own destinies, AKRSP exemplifies the vision of His Highness Prince Karim Aga Khan, a vision that continues to inspire and uplift communities around the world.

His Highness Prince Karim Aga Khan’s visionary leadership, unwavering commitment to excellence and dedication to improving the quality of human life will forever be remembered and cherished. His legacy lives on through the chain of Imamat, now under the guidance of the 50th Ismaili Imam, Prince Rahim Aga Khan.

Anwar Rammal is Chairman, Asiatic Public Relations; Board Member, Patients’ Behbud Society for AKUH; and Board Member, NAPA.

Fast forward a year later, and we were in a boardroom selecting the team for our first project together. He was wearing a shirt with his signature top buttons open and a gold chain around his neck… he took a smoke break and carried on discussing the kind of films he wanted to make. A week later he called me to say our working relationship was too brief, and he would love to work with me again. I had replied: “Allah ne zindigi di tou zuroor karein ge.”

“Allah *ne zindigi nahin di.”*

Ibrahim Baloch’s life was abruptly cut short. Yet, his showreel in the very limited time he had was not short of the brilliance one expected from an individual like him. When I was approached by Aurora to write a tribute to Ibrahim, I confessed that I did not know him well enough personally to do justice to a tribute and there are people closer to him who could do a better job. What I could do is pick the best of his work and look at it from a filmmaker’s point of view.

Here I am, with the best of Ibrahim Baloch.

Habib Metro Remittance: Pardes Katenda

The best of them all.

Anyone who has lived abroad, away from family, can feel the pain this film exudes. Sarmad’s blank eyes and Rabia’s expressions of longing vividly communicate the pain of ‘tanhai’ – backed by Adnan Dhool’s vocals. The narrative revolves around the emotional journey of someone sending money back home, highlighting the themes of family, sacrifice and love. The storytelling is clear and relatable, especially for audiences familiar with the challenges faced by expatriates. The visuals convey the duality of a life lived abroad and at home. The music complements the emotional tone, especially the soulful melody that ties into the themes of nostalgia and connection. Details such as family photos and homely décor in the ‘home’ setting add authenticity. The standout moment for me was the first time Sarmad enters the cramped living quarters with many beds in it and realises that it will be his home away from home for years to come. It’s heartbreaking, poignant and hard-hitting. Fine, fine, fine filmmaking.

Sooper Thematic 2025

Peak Freans’ Sooper TVCs are iconic in Pakistani brand marketing, showcasing consistent brand building and impactful communication. Much like Shan’s annual campaigns, Sooper’s TVCs are eagerly awaited by both the industry and consumers. Although most have been directed by foreign directors, a select few Pakistani directors have also contributed to their legacy. It is fitting that Ibrahim’s last TVC is a Sooper thematic that places him among elite directors like Ahsan Rahim and Asad ul Haq, who previously helmed Sooper campaigns. The typical graded red grain and beautiful music set the film apart. Shot at several locations with an ensemble cast, it’s a proper big Sooper TVC. Every day when you drive on the streets of Karachi, you see a billboard of a smiling Hamza Sohail (a screenshot taken from the TVC) and you are reminded of Ibrahim Baloch and the memories he has left behind.

Habib Metro – 75 years of Pakistan

I have always been a fan of period films, be it Jubilee by Vikram Motwane or Peaky Blinders. Period films are difficult to create as they require a lot of research and precision on art direction and costume design, with little margin for error. Habib Metro’s ‘75 Years of Pakistan’ is not only a period film; it also shows generational progression, which makes it even more difficult. This two-and-a-half-minute TVC needs to be watched as a short film rather than a TVC. A strong feature of Ibrahim’s work is the casting, and here he brings back Tauqeer Nasir after a long absence from TV and puts him at the centre of the visuals and the audio. Even more impressive is the casting of young Tauqeer Nasir from both the perspective of his looks and performance. The film progresses smoothly and leaves its mark as it ends. Well done, Ibrahim Baloch… once again.

Al Karam Studio Spring 2024 Collection

Ibrahim knew his music. I remember a discussion with him when we worked on our project, and he asked for a specific music director. As a producer, I was wary of the cost and timeline implications and suggested alternatives. He was adamant and promised he would manage the cost in other areas but would not compromise on the music. When you see the Al Karam TVC, you will understand what music meant to him and his films. Another interesting aspect of his work was experimenting with different teams. While his assistant directors remained the same in most of his work, he worked with most of the directors of photography, music producers and art directors, at times the unusual ones as well, yet maintained a consistent quality. A vibrant, outdoorsy and aesthetically pleasing music video with outstanding music, this TVC is very different from his other emotional narrative work and shows his range as a director.

Fast Cables – Siblings

Picking the last one was difficult because ‘Tallo’ and ‘Kaante Na Lagao’ were begging to be picked. However, my choice is this one; it is right in the zone – where he extricates performances from the characters without going over the top. Emotional films can be challenging and most directors fall into the trap of making the characters cry rather than the audience. Ibrahim did not fall into this trap. He kept the nuances simple and the emotions at just the right scale for the audience to feel the authenticity. Once again, excellent casting.

Ibrahim never shied away from longer-duration films, and kept all his best shots in them, and this is precisely why we don’t like the abrupt edit and ending of his life story. This was one film that needed to keep going for years and years. Not fair, Ibrahim Baloch.

Keep smiling, wherever you are.

Sami Qahar is CEO, Stimulus Productions.
sami.qahar@gmail.com

Back when the delta was free, we never had to say “yes, sir” or bow down to anyone because we had a direct relationship with nature. Even if we came back empty-handed from fishing, we left the next morning with renewed hope. Just as vast as Allah is, so was the hope and the trust we placed in Him. The delta was a very rich region and the islands were no less than a paradise. The livestock was so abundant that when a boat would appear, local folk wouldn’t let it pass without gifting them milk, yoghurt and butter. Red rice was cultivated on the fertile island plains. My father tells me that in the creeks near these islands, there were so many fish that after having eaten, when we put our plates into the water to wash them, large schools of khagga (catfish) would swarm around them. On the islands, a type of seagrass called soowunn grew, which livestock would graze on all day long.

From these islands, a plentiful supply of desi ghee, red rice, butter and mangoes was brought by boat to the fishing village of Ibrahim Hyderi. From there, they were loaded on camel carts and transported to the city. When the fishermen went out to fish, all the household work and matters of joy or sorrow were managed by the women. They would make rilliyan (quilts), embroider, weave nets and gather firewood from the mangrove forests. When the fishermen returned, the women took over from unloading the catch, boiling and cleaning the prawns, cutting and cleaning fish to salting, drying and packing them in jute bags. They were paid for this work. The making of fishing nets was also a source of employment for women, providing a stable livelihood.

In this way, women worked side by side with men. People were healthy because they ate pure and nutritious food. Women worked through their pregnancies, but their health was never a major concern. In June and July, the sea would become very rough but by mid-August, the sea would return to its normal state. The monsoon rains would arrive on time and the seasons changed according to schedule. The sea was so clear that fish could be found along the shore. In those days, the Indus flowed into the sea in its full glory, reaching as far as Korangi and Phitti Creek – which is why fishermen from Ibrahim Hyderi and Rehri Goth still refer to the sea as the river.

Our destruction began when dams were built on the Indus, blocking its natural flow. The Indus’ final destination is the sea and according to both natural and international law, the people living at the end of the river, particularly the people of the delta, have the first right to its waters. The river’s water is very important for the ecology of the sea and the mangrove forests.

The waters of the Indus are strong and push the seawater away, leaving behind fertile soil that builds the land. They reduce the acidity of the sea and keep the sea’s temperature normal. Now, due to the absence of the river’s water, coastal erosion has swallowed up 4.2 million acres of land (some say it’s as much as 2.7 million acres).

In Pakistan, particularly in Sindh, the effects of climate change are the most severe on the coastal belt. Due to global climate change, not only has coastal erosion increased, but the sea level has also risen. The sea, which would return to its normal position in mid-August, now brings towering waves and high winds throughout September and October. We now only have two seasons (summer and winter), with a shorter winter and a longer summer. The fishing season, which previously lasted from August to November, has shrunk, as by the time the sea settles, the season is over. Rains are either scarce or excessive and untimely.

These changes have resulted in severe repercussions on the fishermen’s livelihoods as well as the environment. There is less employment and the increased acidity in the sea has affected the growth of the mangrove forests. Since fish nurseries are found in the roots of the mangrove forests, fish production has decreased, leading to a decline in employment. As sea levels have risen, most of the over 450 islands in the delta have been submerged. Women have been displaced from their traditional livelihoods, losing their culture. In the past, one person would earn enough to sustain the household, but now everyone has to work just to secure two meals a day. The fishermen try to sell all the fish they catch, as taking some home would affect the wages of other workers. As a result, food scarcity has become an unfortunate reality and proper nutrition is hard to come by.

The Indus is the lifeblood of Sindh. If the river’s natural flow is restored, coal, oil and gas-based power projects are abandoned, marine pollution is controlled and environmentally friendly energy sources are adopted, not only will the Indus Delta be revived but the effects of climate change can also be mitigated.

The destruction caused by the lack of river water and the impact of climate change can be gauged from the fact that we once proudly proclaimed that we lived in a land where the river flows into the sea. But now, with much pain, suffering and grief, we say that we live in a land where the sea flows into the river.

Fatima Majeed is an activist, social worker and Senior Vice-chairperson, Pakistan Fisherfolk Forum. She was recently awarded the Tamgha-e-Karachi.

This piece was originally written in Urdu and translated to English by Ahmer Naqvi.

The fourth Architecture, Design and Art (ADA) Awards were held at the Shalimar Gardens in Lahore on February 12. Organised by ADA Magazine under the careful eye of founder and curator Maria Aslam, the biennial awards honour individuals and projects that push the boundaries of aesthetics, functionality and social responsibility.

The awards kicked off on February 11 at the Beaconhouse National University (BNU) Auditorium with a full-day seminar that brought together award nominees, jurors and design enthusiasts for discussions on contemporary creative practices. The day began with a welcome address by Rohma Khan, Associate Professor at the Mariam Dawood School of Visual Arts and Design (SVAD), BNU, followed by speeches from Rashid Rana, Dean of SVAD, BNU and Maria Aslam, Curator of the ADA Awards. A series of invigorating seminars followed, including presentations from architects, curators and media experts, and a panel discussion exploring the role of activism and impact ‘by design.’ The day concluded with an exhibition of student work.

On February 12, the grand awards ceremony unfolded, recognising outstanding contributions across approximately 25 subcategories within the three main categories. Of these, 13 winners emerged: three in the art category, four in design and six in architecture, alongside 11 honourable mentions. Special accolades included two ‘Lifetime Achievement Awards,’ the ‘Environmental Leadership Award’ and the ‘Socially Responsive Award.’

Announced late last year, this year’s jury was chaired by eminent figures spanning the three main categories. The architecture jury included celebrated professionals known for their transformative designs, with Yasmeen Cheema as chair and George Arbid and Yahya Jan among the distinguished jurors. The design and art panels, chaired by Tazeen Hussain and Imran Qureshi, respectively, included notable names such as Shehnaz Ismail, Manal Naji and Hammad Nasar.

Among the honourees, Professor Hassan-Uddin Khan presented Anwar Said with the ‘Lifetime Achievement Award in Architecture’ for his pioneering role in modernist architecture in Pakistan, particularly his transformative impact on Islamabad’s architectural landscape. In his citation for the evening, Professor Khan aptly noted, “To attempt to understand Anwar Said, the man and his architecture, it is worth placing him within an international context. Architecture is in Said’s very blood.” Similarly, the ‘Lifetime Achievement Award in Art’ was conferred upon Rafique Ahmed, popularly known as Feica, for his fearless and satirical political caricatures.

The ‘Socially Responsive Award’ was presented to Impact BBDO’s ‘Audio Nikahnama’ campaign run by Easypaisa. The jury noted that the campaign transcends being just a technological innovation – it is a socially responsive and transformative effort. “It not only educates and challenges social taboos but also inspires – advocating for a cultural shift toward greater inclusivity, equality and empowerment.” Meanwhile, Karim Khan’s installation ‘Still Life’ earned the ‘Environmental Leadership Award’ for its poignant commentary on climate change.

ADA Magazine, founded as Pakistan’s first dedicated architecture, design and art publication, has played a pivotal role in documenting and promoting the country’s creative endeavours. Over the years, the ADA Awards have evolved into a platform that not only honours excellence but also fosters dialogue, innovation and critical discourse within the creative community.

Speaking at the event, Maria Aslam emphasised the importance of recognising creative talent that not only excels in form but also engages with critical socio-political and environmental issues. “The ADA Awards encourage the pursuit of excellence because I don’t believe in perfection; I believe in excellence. We might not be supported by the government yet, but I feel confident in claiming that ADA is one of the only institutions in Pakistan presenting a softer image of the country upon the global stage.”

Zehra Khan is Program Assistant, South Asia Speaks. zehrakhan653@gmail.com

The biographies of individuals become part of the biographies of the institutions they serve. Born in 1938 in Gujranwala, Dar joined the Lahore Museum in August 1974 after Pakistan’s most notable museum had faced several years of neglect; events after Partition had left the Sir Ganga Ram-designed building a mere shell of the grandeur with which it was designed. For Dar, who had served 17 years at the now-federal Department of Archaeology and Museums (DOAM), being at the helm meant that the institution could recover its lost prestige and look forward with a stronger focus.

As Shaila Bhatti notes in Translating Museums: A Counterhistory of South Asian Museology, when Dar joined, out of the 17 officers employed, none had visited any other museum in Pakistan. Most staff members at museums and archaeological sites in Pakistan happen to accidentally start working there, something that has not changed considerably today.

While most museum directors in Pakistan at the time focused on rearranging collections, Dar took a global approach, prioritising the development of diverse museum professionals. Colleagues from the federal department were called in, and so were graduates from Peshawar University’s archaeology department. Soon, with the help of Bashir Ahmed Kureshi – former Chief Secretary of West Pakistan and Chairman of the Board of Governors of the Lahore Museum – Dar was able to involve the Ford Foundation and the Asian Cultural Council for capacity training at the museum.

Dar had come into an environment where he was one of the few qualified people to work in a museum space. Armed with his doctoral dissertation from Greece on the archaeology of Taxila, Dar was now working nearly from scratch to bring up the standards of museums around him.

With this academic inclination, the training programmes Dar organised and led at the Lahore Museum culminated in Museology and Museum Problems in Pakistan – a landmark 1981 publication that not only documented the state of museums in Pakistan but also served as a foundational guide for museum professionals nationwide. An even greater achievement was the launch of the Lahore Museum Bulletin in 1988 – the first of its kind for a Pakistani museum. Its publication filled a longstanding void since the Museums Journal of Pakistan, an earlier but short-lived attempt to establish museological discourse in the country.

Dar remained critical of merging archaeology and museums in the same department, which strained resources between the two entities. This also resulted in museums in Pakistan being typeset to only hold relics of the past instead of contemporary and dynamic exhibits on societal events. This was a disappointing legacy set for museums in Pakistan, which held the opportunity to establish a Pakistani identity borne out of its cultural riches.

Alongside internal mismanagement, battling the wishes of bureaucracy is a critical tenet of the job when serving at any cultural institution in the country. The level of bureaucracy extended to the very top of the helm of Pakistan’s executive order at the time.

One example of where Dar had to step in was with dictator General Ziaul Haq, who, while visiting Japan, promised that one of the most well-known artefacts in Pakistan – the ‘Fasting Buddha,’ excavated in 1894 by H.A. Dean at Sikri, near Peshawar – would be brought over to the country for an exhibit on Gandharan art. This, of course, was done without consultation with local experts in Pakistan and without knowing the intricacies of sending over an ancient artefact, particularly from a museum and collection infrastructure that can struggle to maintain it at the best of times properly.

Sirat Gohar Daudpota, a PhD student in archaeology at the Taxila Institute of Asian Civilisations in Islamabad, while writing his thesis and working on the rediscovery and exhibitions of the ‘Fasting Buddha’, noted that Dar, as director, wrote back to the involved ministries and the board of governors of the Lahore Museum. While most of the artefacts promised by Zia could be sent to Tokyo, the ‘Fasting Buddha’ could not be moved due to its condition – it was the museum’s prized possession. After a series of dissenting notes and conversations, Dar had to relent to military pressure but assured that one representative from the Lahore Museum went with the artefacts to guarantee their safekeeping.

Today, Lahore Museum stands in stark contrast to when Dar served as director; 2001 marked the last time a museum specialist, Dr Anjum Rehmani, was appointed director. Since then, a rotating pool of unqualified bureaucrats has been at the helm of Pakistan’s largest museum. While anthropologists, archaeologists and art historians lament the state of affairs, the Lahore Museum’s director’s office has become a ‘punishment’ post, where bureaucrats are sent to be sidelined or bide their time waiting for a promotion. Dar remained critical of this imposed bureaucratisation, insisting that bureaucrats ought to serve as patrons at museums, rather than intrude upon matters outside their professional expertise.

Dar outrightly established himself as a prolific author and global authority on museums in Pakistan, publishing 30 books and 200 papers, writing in English, Urdu and Punjabi. This saw him not only being a prominent part of the International Council of Museums (ICOM), under which the Lahore Museum became the first Pakistani museum to obtain ICOM membership, but his legacy was further cemented by his development of museums at Harappa, Kasur, Mohenjodaro and Taxila while also serving as Project Director of the Bahawalpur Museum. Until his passing, Dar gave a series of public talks and interviews, strongly believing in the public face that museum officials had to maintain in Pakistan.

Saeed Husain is Managing Editor, Folio Books.
He tweets @saeedhusain72.

When I started my ad career, a colleague and I attended a meeting with someone who offered us the chance to cut Star Plus transmissions and insert our ads. When I asked whether this was legal, he confidently replied that it was. Later, I told my colleague that we would not engage in such activities. Other illegal media-related activities in the industry include advertising on cable channels run by operators (Fouad Husain wrote about it in Aurora some years ago) as well as inserting brochures and flyers in newspapers at depots. Whenever someone brings up ethics in marketing, I have to stop myself from laughing out loud. The truth is, we lack ethics. Marketers will do anything for reach, including advertising in controversial programmes or any content that grabs eyeballs.

I firmly believe there should be zero tolerance for plagiarism. Unfortunately, our industry’s attitude towards it is as ineffective as the government’s token efforts to fight corruption, like sending SMS messages or displaying ‘Say No to Corruption’ banners on ATM screens. We need to back up our values with actions. Agencies or clients found guilty of plagiarism should be blacklisted and sent a clear message that this behaviour will not be tolerated. Yes, inspiration is fine but plagiarism is not. This also means brands must be honest and ethical about pitch ideas and held legally accountable if they steal them.

Speaking of corruption, years ago, when I started working as a media planner, I had lunch with a friend who made a surprising observation. She said, “You are a media planner, but you aren’t rich.” Taken aback, I asked her to explain. She told me about another media planner who had received appliances and possibly a car as a result of his ‘efforts.’ I understood what she meant but I told her that kind of behaviour wasn’t for me. I haven’t been a media planner since 2011 but the way media is bought seems just as susceptible to corruption; brand and marketing managers have, in the past, been known to ask for ‘gifts’ in return for their business. In one instance, a big ad agency gave up a 250 million rupee account because the brand manager asked for a laptop which the agency refused to provide as a gift. They decided principles were more important.

Although many people believe marketers exploit women to sell products. When Neil Peter Christy launched his agency Headlion, he proudly stated that there were “no necklines” in his account management team. He was addressing an issue that simmers beneath the surface. Around the same time, I attended a talk at a private university attended by agency and client-side professionals. A client representative remarked that the best agency was one that provided the best women and booze. His counterpart on the agency side retorted, “accepted by the best clients.” The exchange was tone-deaf, to say the least. Beyond the moral implications of using women as eye candy, there are troubling issues like harassment and bullying.

As for the mediocrity that we seem to wallow in, I say let’s focus on fixing the bigger issues. Let’s be responsible and accountable. I can stand working in an industry that produces mediocre work but I am often ashamed to be part of one that sweeps serious moral issues under the rug. The skill we need in 2025? It’s simple: a backbone.

Tyrone Tellis is Senior Manager, Corporate Sales and PR, Bogo. tyrone.tellis@gmail.com