However, this favorable trend is vulnerable to a structural fragility that this study has documented in detail. The growth is concentrated in the two service categories most sensitive to AI displacement. This is illustrated by the 41 percent drop in the median per-transaction value of freelance earnings between FY2021 and FY2025 (from USD 106 to USD 63) despite 114.6 percent growth in total freelance exports. The sector has an overwhelmingly micro-scale corporate base, with only 12 publicly listed IT companies out of 33,172 registered with SECP as of 31 December 2025 (0.04 percent). Out of an annual cohort size of approximately 43,000 IT graduates in Pakistan, only 10 to 12 percent are considered immediately employable without significant remediation, particularly to develop their soft skills. The regulatory, financial and infrastructural environment that would allow the sector to transition from price-arbitrage services to higher-value, AI-resilient capability centers is either absent or not functional in practice. This study identifies and discusses the constraints and suggests remedial action.

This study draws on: transaction-level SBP Balance of Payments data for FY2021–FY2025, the SECP database of registered IT companies; IGNITE programme data; HEC enrolment and graduate statistics, a structured survey of senior executives, stakeholder interviews and focus group discussions with freelancers, startups and captive office operators. The study identifies seven structural challenges and provides a set of policy responses, under the SCALE framework, designed to address them.

Sector Size, Structure and the Measurement Gap

Pakistan is a sizable global exporter of ICT services and the fastest-growing component of its own services export portfolio. The sector’s true size, however, is materially larger than official figures capture.

The SBP figure of USD 3.24 billion cannot be treated as a comprehensive measure but rather a base figure. Findings from this study indicate that actual IT-related earnings (including flows classified under personal remittance codes and revenues from foreign-registered Pakistani-founded firms) may be closer to USD 5 billion or more. The gap is not indicative of a coverage gap in total foreign exchange inflows but rather it suggests a classification issue within the Balance of Payments. This insight is extremely important for policy because currently, incentive programmes, PSEB registration benefits and sector-specific support are calibrated against the IT export classification rather than aggregate inflows.

 A critical analytical finding of this study is the structural composition of these exports. Freelance transactions constitute 90.8 percent of all recorded IT export entries (2.17 million of 2.39 million in FY2025) yet generate only 24.1 percent of total value[1].

The average software consultancy transaction is worth USD 12,618 while the average freelance transaction is worth USD 359 a ratio of approximately 35 to 1 by consultancy value, and 88 to 1 when compared against the average software export transaction of USD 31,699. The freelance distribution reveals an alarming dichotomy: 434,000 transactions (20 percent of the total) were below USD 18 each in FY2025, while the maximum recorded single transaction was USD 5.57 million. The average earnings floor for entry-level freelancers has shrunk significantly due to the proliferation of AI tools, while a small upper cohort of high-value practitioners captures disproportionate gains. The sector is stratifying and the distance between the two tiers is widening.

Seven Structural Constraints: Diagnosis

This study identifies seven interconnected challenges. These challenges do not exist in isolation and resolving any one of them without addressing foundational prerequisites has limited impact.

1. Human Capital: Quality, Leadership and the Talent Drain: Only 10 to 12 percent of Pakistan’s 43,000 annual IT graduates are immediately employable. The binding deficit is not technical capability but soft skills, professional conduct, client communication and reliability. No programme currently produces executives capable of scaling companies internationally, or cross-disciplinary profiles combining technology with domain expertise in finance, healthcare or legal services. Women represent only 21 percent of STP workers, and just 38,000 of 2.32 million registered freelancers with bank accounts are women, a growth capacity failure, not only an equity one.
2. Tax Architecture and Regulatory Design: The tax and banking architecture functions as a structural disincentive. No statutory distinction exists between a gig worker and a remote employee. FBR audit behavior treats legally exempt IT export income as contestable. Internet services carry a 34 percent effective tax. Import duties on laptops and cloud infrastructure taxes raise input costs on an export sector whose outputs are nominally incentivized.
3. Banking and Payments: The banking framework makes offshore retention the rational decision. There is no mechanism to hold dollar balances or accept card-based international payments through Pakistani banks. IT firms with stable USD revenues cannot access working capital because banks require physical collateral and do not accept software assets. FDI approval timelines exceed twelve months, and regulatory restrictions have resulted in the collapse of startup funding.
4. Ecosystem Gaps: Infrastructure and Data: Pakistan has only one to two Internet Exchange Points, making fixed broadband cost USD 0.53 per Mbps—6.6 times higher than India and 53 times higher than Romania. Pakistan’s ICT access index ranks 128th of 139 economies globally (WIPO GII, 2025). The Special Technology Zones Authority framework has been identified by board-level participants as the most prominent policy implementation failure in the sector’s recent history. Data fragmentation across SBP, SECP, PSEB, HEC and FBR compounds these gaps.
5. Products, Services, and Export Diversification: Pakistan’s export base is almost entirely cost-arbitrage services with no meaningful domestic product base. Government-owned IT entities develop software for government departments outside competitive procurement, displacing private firms from the contracts that serve as the capability-building and reference-deployment pathway to international markets. Pakistan is ranked 17th globally in mobile app downloads (1.42 billion in 2024) yet this segment is a blind spot in industry and policy. Space-tech, 5G-enabled services and semiconductor chip design remain unrecognized as export frontiers.
6. Country Brand and Market Access: Pakistan does not appear in Everest Group, Hackett Group or comparable IT delivery location assessments. It is not that it is evaluated and found inadequate, it is just not in the consideration set. Pakistan has very few captive ICT operations against India’s 1,700+, which generate USD 64.6 billion annually. Country-of-origin risk filters screen Pakistan out on political stability, cybersecurity posture and data protection grounds regardless of technical capability. Export concentration in the US and UK creates vulnerability to their policy shifts.
7. AI Transition: Displacement, Pricing Disruption, and Governance Vacuum: Pakistan faces two distinct AI challenges. First, workforce disruption: the sector is concentrated in staff augmentation and BPO, the categories most directly displaced by AI tools, and the 41 percent fall in median freelance transaction value is consistent with commoditization already underway. Second, an AI development failure: Pakistan has not built the compute infrastructure, data governance framework or regulatory environment to produce AI products. R&D expenditure stands at 0.16 percent of GDP (ranked 92nd globally). Failing on the first means losing the export base Pakistan has built; failing on the second means being permanently positioned as a consumer of AI rather than its producer.

What Needs to Be Done:

This study identifies 45 recommendations across seven challenge clusters, organized under the SCALE framework: Skills and Talent Pipeline Transformation, Captive and Corporate Attraction Strategy, Access to Markets and Finances, Legal and Regulatory and Digital Governance Reform, and Ecosystem and Startup Infrastructure. Recommendations are sequenced across three implementation horizons.

• Immediate Foundations (short-term): gazette a statutory freelancer definition; mandate SBP multi-currency receiving accounts; establish a 48-hour remittance processing standard; introduce IT Export Dollar Accounts; enact a statutory FBR safe harbour on exempt IT export income; launch a 5-year cross-party IT sector policy stability compact; deploy a dedicated captive attraction function engaging Everest, Hackett and Gartner; establish a Pakistan Startup Fund with a 30-day decision SLA; and create a 60-day FDI fast-track channel.
• Structural Reforms (medium-term): reform PPRA procurement to include an IT stream with a 25-percent SME quota; introduce a 20-percent domestic price preference for government IT procurement; phase government-owned IT entities out of commercial contracting; enact the Personal Data Protection Act and initiate the EU adequacy pathway; reduce internet effective tax from 34 percent to 10 percent or below; establish a Global Tech Landing Pad; reform university curricula with 30-percent industry co-design and mandatory practicums; and introduce per-hire grants of 15-percent salary reimbursement.
• Transformation Investments (long-term): develop a National AI Strategy with sovereign compute infrastructure; establish a Yozma-style matched VC fund (USD 200M); build six IXPs nationwide with an open-access fiber backbone; create chip design labs at NUST, GIKI, UET and NED; and develop the Pakistan Stack—an open digital identity layer, payment rail and public API framework to create domestic reference deployments that can be commercialized globally.

The data analysed for this study makes the strategic imperative clear. Pakistan has built a legitimate and growing IT export base under conditions that have constrained it at every stage. The sector’s next growth phase requires moving from informal and fragmented participation in global IT markets to structured, policy-enabled, high-value delivery before AI displacement and market-access barriers permanently foreclose that transition.

[1] This number represents bank remittance-receipts rather than distinct individuals, consistent with the official SBP methodological position. The 2.17 million counts therefore sets an upper bound, not a headcount of freelancers.

The PBC is a private sector not-for-profit advocacy platform set-up in 2005 by 14 (now 100+) of Pakistan’s largest businesses. PBC’s research-based advocacy supports measures which improve Pakistani industry’s regional and global competitiveness. More information about the PBC, its members, objectives and activities can be found on its website: www.pbc.org.pk

This study has been undertaken as part of the Pakistan Business Council’s Make-in-Pakistan initiative, with the objective of identifying key constraints and opportunities within the domestic fan industry and proposing actionable recommendations to enhance its competitiveness. Conducted in close collaboration with the Engineering Development Board and the Pakistan Electric Fan Manufacturers Association, the report combines industry insights, stakeholder consultations, and data-driven analysis to provide a comprehensive assessment of the sector.

The findings highlight critical issues such as dependence on imported raw materials, gaps in skilled labor, tariff anomalies, limited access to international certifications, and underutilized production capacity. At the same time, the study underscores significant opportunities arising from growing domestic demand, increasing global need for energy-efficient cooling solutions, and substantial untapped export markets across Europe, Africa, and the Middle East.

A key message of this report is that Pakistan’s domestic fan industry has already demonstrated its capacity for technological adaptation through the successful localization and large-scale production of energy-efficient DC, BLDC, and inverter fans. Building on this achievement, the next phase of growth will depend on targeted policy support, improved institutional coordination, and strategic upgrades in areas such as raw material sourcing, skills development, testing and certification infrastructure, and market access. With these enablers in place, the industry is well-positioned to enhance its cost competitiveness and significantly expand its footprint in global markets.

It is hoped that this report will serve as a useful resource for policymakers, industry stakeholders, and development partners in shaping a more competitive, resilient, and export-oriented domestic fan industry in Pakistan.

The Study is part of the PBC’s SME outreach program in which it works in collaboration with the EDB & respective sector associations in the engineering sectors which have some export footprint. The major opportunities and challenges in export markets are identified and policy recommendations developed to help each sector achieve its export potential.

This study, analyzes the competitiveness of Pakistan’s aluminum utensils sector across the production, trade, and export value chains. The study evaluates market dynamics, the product mix, labor and raw material dependencies, and export potential in key international markets. It further seeks to identify structural and policy-related challenges faced by the industry and recommends measures to improve quality standards, promote technology upgradation, support SMEs, and facilitate a shift towards value-added and an export-oriented growth.

According to the All-Pakistan Aluminum Utensils Manufacturers Association (APAUMA), the total number of units engaged in the manufacture of aluminum utensils is estimated at between 500 & 600 with an annual production of 140,000 tons. The sector is estimated to provide employment to about 25,000 workers. Most units are medium to small sized with only a few units employing between 500 – 600 employees.

Top 10 Global Exporters of Aluminum Utensils

The global exports of aluminum utensils increased from $4.53 billion in 2015 to $6.40 billion in 2024, recording a CAGR of 0.04 percent during this period. China ranks first, with its exports rising from $2.32 billion in 2015 to $3.91 billion in 2024. Meanwhile, Pakistan was ranked 23rd, with exports increasing from $25.97 million in 2015 to $26.76 million in 2024.

Top Global Exporters of Aluminum Utensils

Opportunities for Enhancing Exports

Based on industry discussions and review of secondary data, the aluminum utensils sector in Pakistan presents several important opportunities, primarily driven by export presence, and unmet international demand for specialized aluminum utensil products.

• Current exports include aluminum cookware, anodized products, and metal-finished utensils.
• Key export markets are the UAE, Saudia Arabia, the UK, Belgium, France, the USA, Afghanistan, and some European countries.
• There is potential to expand into regional markets such as Bangladesh, Sri Lanka, and selected Central Asian countries.

Challenges

1. Limited Access to Technology and Finance:

Most firms lack affordable financing for machinery and automation, keeping production labor-intensive; reducing productivity, and leading to increasing quality inconsistencies. Manufacturers are also hesitant to use bank financing due to religious considerations and collateral issues. This limits access to support programs like the SBP’s TERF.

2. A Developing shortage of Skilled Labor:

The sector suffers from a growing shortage of skilled labor. Existing workers rely on outdated machinery and traditional methods, while younger workers avoid the physically demanding work, leading to a gradual loss of critical skills.

3. Limited Research & Development (R&D):

R&D receives minimal attention, with only 5–6% of manufacturers investing in innovation or monitoring global demand patterns. Most firms prioritize operational costs over product development, resulting in low innovation and reliance on copying large firms’ designs.

4. Weak Institutional Support and Service Delivery:

Despite contributions to social security schemes; healthcare and welfare services for workers remain inadequate, increasing operational costs and weakening trust between industry and government.

Recommendations

1. Enhancing Product Variety and Innovation: Industry needs to modify existing products and introduce advanced varieties of pressure cookers, anodized, and die-cast aluminum utensils to meet global demand for healthier and more durable products.

2. Encouraging Technological Upgradation: Promote automation in family-owned businesses, replace old machinery with environmentally friendly equipment, and improve production efficiency.

3. Promoting Export-Focused Growth: Focus on innovation aligned with international demand and increase the share of production dedicated to exports.

4. Limit Export of Recycled Aluminum Ingots: Restrict export of aluminum ingots in primary form to ensure availability for domestic manufacturers while allowing imports intended for re-export.

5. Upgrading Common Facility Centers (CFCs): Improve technology and machinery at CFCs, introduce circle-cutting facilities, and provide access to advanced tools for standardized production.

6. Skilled Labor Development: Establish vocational and technical training programs focused on modern production techniques, machinery operations, and safety standards.

7. Market Access and International Exhibitions: Support participation in TDAP and single-country exhibitions, organize B2B meetings, and provide guidance for visas and marketing in international markets.

The PBC is a private sector not-for-profit advocacy platform set-up in 2005 by 14 (now 100+) of Pakistan’s largest businesses. PBC’s research-based advocacy supports measures which improve Pakistani industry’s regional and global competitiveness. More information about the PBC, its members, objectives and activities can be found on its website: www.pbc.org.pk

Global Importance of Midwives

The global Maternal Mortality Rate (MMR) fell from 391 to 197 per 100,000 live births (1990–2023), while the Neonatal Mortality Rate (NMR) dropped from 36.7 to 17.3 per 1,000. Studies show that midwives can prevent over 80% of maternal and neonatal deaths, with every $1 invested returning $16 in economic and social gains. Despite this, the world faces a shortage of about 980,000 midwives.

Key Global Statistics on Midwives as per 2025

Source: Midwives’ Data Hub (2025)

Midwifery in Pakistan

Pakistan has one of the highest NMRs globally (37.6) and an Infant Mortality Rate (IMR) of 50.1. Midwife density remains critically low at 0.7 per 10,000 population (2.2 when including CMWs, LHVs, and midwifery-trained nurses). Heavy reliance on legacy cadres, weak regulation, delayed International Confederation of Midwives (ICM) alignment, and limited clinical authority constrain the profession. Provincial disparities persist—Punjab shows MMR progress but remains a major contributor to NMR, while Balochistan faces stagnation. A rapidly widening shortage (3,100 in 2021 to 81,900 in 2024) reflects chronic underinvestment and weak workforce planning.

2023 Global Health Standings in Maternal and Child Health & Pakistan’s Position

Pakistan ranks among the highest-burden countries: 50th for MMR (155), 2nd for NMR (37.6), and 14th for IMR (50.1). These rankings highlight the urgent need to expand access to skilled midwifery care.

Major Findings

• High Prevalence of Missed Antenatal Care (ANC) Visits
  Many women miss ANC due to financial and decision-making barriers, reinforcing the need for accessible, community-based midwifery care.
• A Doctor-Centric and Costly System
  Dependence on physicians limits rural reach and undermines primary midwife-led models.
• Medicalization and Status-Driven Choices
  Urban families prefer doctor-led births for social status, reducing trust in midwives even for normal pregnancies.
• Rising C-Sections & Lower Physiological Birth Rates
  High elective C-section rates reflect systemic medicalization and weakened demand for safe midwife-led birth.
• Historical Nurse-Midwife Model Inefficiencies
  Dual training have produced nursing professionals who seldom practice midwifery, leading to skill dilution and resource wastage.
• Cadre Overlap & Community Confusion
  Blurred roles between CMWs, LHVs, and FWWs reduce clarity and weaken service delivery.
• Educational Misalignment with Global Standards
  Outdated curricula, weak assessments, and limited faculty reduce clinical competence and global mobility.
• Career Stagnation & Low Motivation
  Poor career progression, corruption in licensing , and inadequate pay tend to push midwives out of the profession.
• Marginalization and Mislabelling
  Midwives face disrespect and are often equated with dais, undermining professional identity.
• Weak Regulation & Lack of Representation
  PNMC reforms remain incomplete; midwives lack leadership presence and regulatory autonomy.
• Suspended Prescription Rights
  Without authority to administer essential drugs, midwives’ ability to manage emergencies is compromised.
• Legal Grey Areas in Clinical Practice
  Midwives frequently perform emergency tasks without legal protection or resources.
• Severe Shortages & Burnout
  High workloads and insufficient staffing compromise care quality.
• Governance and Leadership Gaps
  Nursing-dominated systems exclude midwives from decision-making and institutional leadership.
• Sanctioned Post & Title Disparities
  Midwifery posts remain disproportionately low within health facilities.
• Leadership Instability
  Lack of succession planning results in recurring leadership gaps.
• Abolished Community Midwives (CMW) Stipends
  Withdrawal of stipends has left thousands of CMWs without employment or community practice support.
• Balochistan Midwifery Crisis
  Licensing gaps, absence of posts, and weak deployment systems prevent effective service delivery.
• Donor Dependency & Exclusion from Policy
  Donor-funded programs overshadow structural government reforms, often sidelining midwives.
• Weak MAP Institutional Capacity
  MAP lacks permanent staff and stable funding to act as a national professional body.
• Fragmented NGO Efforts
  Uncoordinated NGO projects create duplication and unsustainable initiatives.
• Male Engagement & Three Delays
  Men’s influence on household decisions affects ANC attendance and emergency referrals.

Recommendations

Educational & Faculty Advancement

• Standardize 2-year associate and 4-year BSM programs to replace fragmented cadres.
• Launch master’s programs to build faculty and leadership capacity.
• Ensure training institutions partner with high-volume maternity facilities.
• Modernize curricula, textbooks, and assessments to reflect global competency standards.
• Recruit and strengthen specialist midwifery faculty through structured development programs.

Governance & Leadership Reform

• Create independent midwifery directorates for equal authority and budgeting.
• Implement structured mentorship and succession planning.
• Integrate donor efforts into government systems and strengthen midwifery data registries.
• Provide stable funding to MAP to function as a national voice for midwives.
• Improve donor accountability and alignment with midwifery priorities.

Regulatory & Legal Empowerment

• Immediately restore prescription rights by finalizing SOPs.
• Provide legal protection for midwives performing recognized BEmONC functions.
• Introduce emergency licensing measures for Balochistan.
• Ensure dedicated midwife seats in PNMC leadership.

Operational Sustainability & Professional Growth

• Convert donor-funded skills labs into permanent government facilities.
• Create clear, transparent career pathways and ensure appropriate deployment.
• Conduct national campaigns to differentiate midwives from dais and build public trust.
• Offer financial and safety incentives for midwives in remote regions.
• Strengthen monitoring systems to ensure adherence to training and quality standards.
• Expand male engagement programs to reduce the Three Delays.

The PBC is a private sector not-for-profit advocacy platform set-up in 2005 by 14 (now 100+) of Pakistan’s largest businesses. PBC’s research-based advocacy supports measures which improve Pakistani industry’s regional and global competitiveness. More information about the PBC, its members, objectives and activities can be found on its website: www.pbc.org.pk

Despite past capabilities and current technical talent, the electronics sector in Pakistan remains underdeveloped, fragmented, and uncompetitive. The paper argues that Pakistan must shift its focus from mainstream hardware manufacturing — where economies of scale and global dominance by players like China pose steep barriers — toward high-skill, IP-driven domains such as electronics design and embedded systems. The brief also highlights untapped opportunities in two-wheeler automotive electronics, residential power electronics, and EV-centric component design, where market alignment and existing capabilities can be leveraged with modest policy support.

The brief reviews the National Electronics Policy, the Pakistan National Semiconductor Plan (PNSP), and the Semiconductor Policy and Action Plan (SPAP), outlining how they envision state intervention in training, R&D, international collaboration, and strategic infrastructure. It also offers a comparative analysis of past global success cases — notably Taiwan and India — and recommends Pakistan adopt a tailored, design-first strategy rather than capital-intensive fabrication ventures.

Through a close examination of the automotive and consumer power electronics sectors, the brief identifies structural weaknesses — from lack of certification infrastructure and international market access to outdated production technologies and poor trade facilitation — and presents targeted, realistic solutions.

The brief offers six key recommendations:

1. Develop public-private shared manufacturing facilities (“Factories-for-Hire”) to support white-label electronics production
2. Upgrade the National Institute of Electronics into a design-focused Center of Excellence under PPP mode
3. Establish a national semiconductor task force, with international facilitation offices to connect to global value chains
4. Promote electronics design houses, especially in chip and PCB design, with grant-based startup support tied to fundraising success
5. Invest in certification labs and streamline access to international compliance pathways for both electronics and automotive products
6. Replicate the smartphone manufacturing policy approach to scale product complexity gradually across the electronics sector

The paper positions electronics not just as an industrial opportunity, but as a strategic pillar of Pakistan’s innovation economy — one that requires targeted state support in its upstream stages, but whose downstream competitiveness must ultimately be driven by the private sector.

The PBC is a private sector, not-for-profit business advocacy platform set up in 2005 by 14 (now 100) of Pakistan’s largest businesses. PBC’s evidence-based policy research supports reforms that enhance Pakistan’s economic potential, industrial competitiveness, and ability to generate employment and exports.

While startups in Pakistan have demonstrated entrepreneurial resilience and attracted foreign interest, their long-term growth is threatened by chronic undercapitalization, regulatory uncertainty, and an absence of credible exit pathways. Drawing on stakeholder interviews, policy analysis, and international models, the paper offers a diagnostic of the capital formation environment—how capital is raised, structured, and recycled—and why it has failed to take root in a sustainable way.

Key barriers explored include the near-total absence of domestic institutional participation, limited legal structures for pooled capital, procedural friction between regulatory bodies, investor trust deficits, and a missing mergers and acquisitions (M&A) and public exit landscape. The paper examines why family offices, banks, corporates, and pension funds have remained passive, and why attempts at regulatory facilitation have failed to convert legal allowances into operational clarity.

The paper also evaluates the promise and limitations of the Pakistan Startup Fund (PSF), arguing for its integration into a larger fund-of-funds architecture. It presents a set of actionable policy recommendations to activate domestic capital, streamline regulatory processes, restore investor confidence, and enable meaningful exits through IPO and M&A reforms.

At its core, the paper contends that the challenge of capital formation for startups is not niche—it reflects broader investment bottlenecks in Pakistan’s economy. Fixing it is essential for inclusive innovation and economic competitiveness.

The PBC is a private sector, not-for-profit business advocacy platform set up in 2005 by 14 (now 100) of Pakistan’s largest businesses. PBC’s evidence-based policy research supports reforms that enhance Pakistan’s economic potential, industrial competitiveness, and ability to generate employment and exports.

Pakistan’s agriculture sector—home to over 8 million farm holdings—faces persistent challenges: low productivity, fragmented markets, limited access to finance, and growing climate stress. Agri-tech holds real promise in addressing these issues. Startups and larger agribusinesses are now experimenting with tools that range from satellite-based crop intelligence and remote irrigation control to digital payments, input marketplaces, and smart warehousing.

This policy brief maps the current agri-tech landscape in Pakistan, highlighting the areas where innovation is gaining ground: digital platforms for market access, smart irrigation and water management, precision agriculture, financial inclusion, and real-time advisory services. Drawing from in-depth case studies—including Farmdar, RemoteWell, Godaam Tech, and Engro’s UgAi platform—the brief examines what’s working, what’s scalable, and where bottlenecks remain.

The findings are clear: while innovation is alive and growing, scaling remains difficult. Most adoption is still concentrated among large, progressive farmers. Hardware-based models face high transaction costs. Farmer trust is built slowly, often through repeated exposure and word-of-mouth. And without foundational infrastructure—like rural connectivity, digital land records, and interoperable data systems—most solutions remain local and fragile.

The brief offers targeted recommendations including strengthening digital payments and warehouse receipt financing, investing in shared infrastructure, co-funding demonstration plots, clarifying regulatory roadmaps, and supporting ecosystem builders with long-term capital. A standout insight is that agri-tech adoption in Pakistan is often driven not by information, but by finance—and not by promotion, but by proof.

Agri-tech is not a silver bullet, but it can be a catalyst. With the right enabling environment, it has the potential to improve yields, reduce losses, expand financial access, and strengthen supply chains. The opportunity now is to move from pilots to platforms—and to ensure that digital agriculture works not just for the few, but for the millions who need it most.

The PBC is a private sector not-for-profit advocacy platform set-up in 2005 by 14 (now 100) of Pakistan’s largest businesses. PBC’s research-based advocacy supports measures which improve Pakistani industry’s regional and global competitiveness. 

Pakistan’s edible oil sector presents both a long-standing vulnerability and a major untapped opportunity. The country remains heavily dependent on imports, with edible oil imports regularly crossing USD 3 to 4 billion annually and meeting over 85% of domestic consumption. This import dependence exposes Pakistan to global price shocks, foreign exchange pressures, and supply risks.

Historically, oilseed development in Pakistan has faced multiple challenges: limited institutional capacity, lack of policy continuity, poor seed quality, weak farmer-market linkages, and an underdeveloped value chain. Oilseed crops such as rapeseed-mustard, sunflower, soybean, and cottonseed have been cultivated in varying degrees, but their productivity remains below potential. Farmers have often favored wheat and other Rabi crops due to government price support and greater income certainty.

Despite these challenges, Pakistan holds significant opportunities to scale domestic oilseed production. With improved seed systems, better agronomy, and market linkages, yields for rapeseed-mustard and sunflower can be significantly improved. Soybean, while still at a small scale, holds strong potential to serve Pakistan’s expanding poultry, livestock, and feed sectors. One of the most promising frontiers is oil palm cultivation in Pakistan’s coastal belt, particularly in Balochistan. Favorable climatic conditions, alluvial soils, and controlled irrigation provide a rare opportunity to develop a high-yield, year-round oil palm industry near Karachi’s processing and export hubs. Intercropping options, such as ginger, can further enhance returns.

Pakistan’s growing olive oil sector is also gaining traction, with over 5 million olive trees planted across multiple provinces. Supported by international partnerships, modern processing mills, and growing export activity, olive oil offers an emerging complementary pillar to Pakistan’s broader edible oil strategy.

To fully realize this potential, the brief recommends a set of targeted actions:

• Strengthen institutional capacity and coordination across federal and provincial levels.
• Improve seed development for improved access to good quality seeds.
• Deliver oilseed-specific farmer extension and agronomic advisory services.
• Invest in post-harvest infrastructure and modern oilseed-specific machinery.
• Develop oil palm clusters in Balochistan’s coastal belt.
• Scale up direct procurement models to improve farm-level prices.

With sustained commitment, oilseeds can become a national success story — reducing Pakistan’s import dependence, improving rural livelihoods, expanding exports, and building a more resilient agri-food system.

The PBC is a private sector not-for-profit advocacy platform set-up in 2005 by 14 (now 100) of Pakistan’s largest businesses. PBC’s research-based advocacy supports measures which improve Pakistani industry’s regional and global competitiveness. 

Pakistan’s poultry sector is one of the fastest-growing segments of the country’s agricultural economy, contributing significantly to food security, rural livelihoods, and economic resilience. With an annual output of 1.8 billion broilers and growing at an average rate of 8–10% per year, the sector has undergone notable modernization in breeding, feed milling, and farm management. It supports over 1.5 million jobs, absorbs more than 11 million metric tons of agri-residues annually, and provides the most affordable source of animal protein for consumers across all income groups.

Despite these gains, the sector faces a range of challenges that threaten its long-term sustainability and competitiveness. Price volatility, driven by fluctuating demand and frequent supply shocks, is exacerbated by the dominance of the informal market, which accounts for the majority of poultry sales but operates outside the tax net and regulatory framework. Meanwhile, formal processors bear a disproportionate tax burden, discouraging investment in value addition. Experiences from the milk sector illustrate how excessive taxation on the formal market can lead to decreased sales and a consumer shift to unregulated alternatives.

At the same time, high energy costs, unstable input prices—especially for feed—and heavy import dependency on soybean further erode profitability. Additionally, Pakistan’s lack of a comprehensive disease control program and outdated regulations block access to high-value export markets such as the EU and GCC. Although efforts have been initiated to harmonize food safety standards through the Pakistan Standards and Quality Control Authority (PSQCA), implementation has been delayed due to turf issues between the concerned federal and provincial regulators and the absence of a digital, integrated regulatory platform.

This policy brief recommends a multi-pronged reform agenda:

• Streamline food regulation – digital integration between federal and provincial authorities
• Reduce taxes on essential feed and processing inputs and restore zero-rating to support formalization
• Promote poultry processing and cold chain development to absorb market shocks and create an exportable surplus
• Expand domestic soybean production to reduce foreign exchange pressure and ensure feed supply security
• Develop a robust disease eradication strategy to lower mortality rates and open up new export markets

With targeted interventions, Pakistan can unlock the full potential of its poultry sector, enabling it to become a more resilient, competitive, and export-oriented industry that supports both economic growth and nutritional security.

The PBC is a private sector not-for-profit advocacy platform set-up in 2005 by 14 (now 100) of Pakistan’s largest businesses. PBC’s research-based advocacy supports measures which improve Pakistani industry’s regional and global competitiveness. 

Pakistan’s seafood sector stands at a critical crossroads. Despite having a 1,050-kilometer coastline along the Arabian Sea, extensive inland water bodies, and favorable conditions for aquaculture, the industry remains underperforming and contributes less than 0.4% to national GDP. With global seafood demand rising — particularly for shrimp, tuna, and value-added products — Pakistan has an opportunity to transform its seafood industry into a high-growth, export-oriented sector.

However, decades of unregulated marine fishing, overexploitation of fish stocks, weak governance, and underinvestment in infrastructure have severely depleted marine resources and limited export competitiveness. According to recent stock assessments, 60% to 90% of Pakistan’s marine fish stocks are already overfished. Widespread use of illegal fine-mesh nets results in large-scale juvenile fish catch, further threatening future stocks. Poor enforcement and an informal trade structure dominated by middlemen have reinforced systemic inefficiencies.

Inland aquaculture offers Pakistan its most viable path for sustainable growth. Successful examples from pilot shrimp clusters show how saline or unproductive lands can be converted into productive shrimp farms using a cluster-based approach. Similar models have transformed aquaculture industries in countries like Ecuador, Saudi Arabia, and Iran. Under this approach, creek-by-creek inland aquaculture clusters can be developed in Sindh and Balochistan, with government investing in land preparation, canals, and shared services while private partners handle operations, logistics, feed supply, and market access. Such models not only reduce pressure on marine fishing but also create stable, high-income livelihoods for smallholders.

Despite moderate growth in seafood exports — which reached $496 million in FY2022–23 — Pakistan remains highly dependent on limited markets like China. Export volumes have hovered around 200,000 metric tons in recent years but remain far behind competitors like India and Vietnam, whose seafood exports exceed $7 billion and $9 billion, respectively. Pakistan’s inability to meet international quality, certification, and traceability standards has blocked access to premium markets such as the European Union.

Pakistan can reposition its seafood sector by pursuing a dual-track strategy: (i) developing a long-term, science-based roadmap for sustainable marine resource management, and (ii) aggressively expanding inland aquaculture using a cluster-based public-private partnership model. With coordinated policy reform, public-private investment, and strong governance, Pakistan’s seafood sector has the potential to not only expand exports and earn foreign exchange, but also create inclusive rural employment, reduce pressure on marine resources, and build long-term sustainability.

The PBC is a private sector not-for-profit advocacy platform set-up in 2005 by 14 (now 100) of Pakistan’s largest businesses. PBC’s research-based advocacy supports measures which improve Pakistani industry’s regional and global competitiveness. 

Global Trends of Nurses Migration:

The global nursing workforce was estimated at 29.8 million in 2023, with a projected shortfall of 4.1 million nurses by 2030. The shortage is expected to be especially acute in Africa, South-East Asia, and the Eastern Mediterranean. Foreign nurses comprise the highest proportion of nurses in Gulf countries like Qatar (99.2%) and the UAE (98.8%), followed by Luxembourg (76.9%), Switzerland (27%), Germany (16.9%), Australia (41.9%), and the USA (16.7%). In terms of destinations for nurses to emigrate to, western countries offer nurses stable paths to permanent residency and social benefits despite higher taxes, while gulf countries provide tax-free salaries but temporary residency along with cultural restrictions.

Migration Trends of Pakistani Nurses:

Pakistani workers registered abroad are a significant segment of the Pakistani workforce. They contribute to the national economy through remittances and bring valuable skills and experience back to the country (ILO, 2020). A notable trend in Pakistani overseas employment is the prevalence of unskilled labour. In 2024, 50.1% of all Pakistani workers registered abroad were labourers, highlighting a significant lack of specialized skills.

Looking at the migration of highly qualified workers from Pakistan in 2024, managers led the way, followed by engineers and accountants. Nurses were ranked 5^th amongst the highly qualified workers migrating abroad from Pakistan.

Table: Percentage and CAGR (2014-2024) of Highly Qualified Workers Registered Abroad from Pakistan

Source: Data and Author’s Calculations from BE&OE (2025)

Managers accounted for 49.0% (24.8 thousand) of the highly qualified professionals registered abroad from Pakistan in 2024. In 2024, Engineers and Accountants accounted for 15.9% and 11.3%, respectively. Nurses were about 5.8% of the highly qualified workers registered abroad from Pakistan but in terms of CAGR, Nurses had the highest growth (31.4%) in registration abroad in 2024.

Major Findings:

State of Nursing in Pakistan

Pakistan’s healthcare system is doctor-centric, with a severe shortage of nurses (only 0.4% nurse-to-doctor ratio and 5.2 nurses per 10,000 people), far below international standards. The country produces a critically low number of nursing graduates (5,600 annually), which limits its ability to meet both domestic demand and international opportunities. This shortage is exacerbated by nurses leaving Pakistani hospitals due to low salaries, poor benefits, and heavy workloads, forcing hospitals to use less qualified staff.

Despite these challenges, the stigma associated with nursing is gradually decreasing due to rising global demand and better salaries, attracting more men to the profession. However, nurses are largely excluded from key decision-making roles within healthcare, and Pakistani media often portrays a negative image of the profession, deterring new entrants and harming the international reputation of Pakistani nurses.

Nursing Education in Pakistan

Significant efforts have been made to improve nursing education, including phasing out diplomas for a 4-year BSN degree and stricter affiliation criteria for private institutions. However, challenges persist. There’s a theory-practice gap, especially with graduates from substandard “mushroom institutes” that often lack proper facilities and internships, leading to a decline in practical skills and a risk of fake degrees. The Pakistan Education Endowment Fund (PEEF) offers scholarships but has inconsistent policies that hinder international mobility.

Additionally, a clinical-academia divide prevents nurses from holding both clinical and teaching roles, leading to a disconnect between education and current clinical practices. There’s also a lack of standardized admissions, assessments, and grading, and inadequate access to modern teaching technologies. Furthermore, monitoring of nursing educational institutions is insufficient, and there are limited specialization options in Pakistani nursing degrees, causing the country to miss out on global demand for specialized nurses.

International Mobility of Pakistani Nurses

There’s a high global demand for Pakistani nurses, particularly females, driven by affordability and supply, with new pathways emerging in Kuwait, Qatar, and Saudi Arabia. However, an imbalance exists between demand and supply, with a surplus of unemployed male graduates due to international preferences for female nurses and past negative incidents.

Pakistani nurses face several hurdles in securing international employment, including delayed document verification procedures by Pakistani nursing boards, expensive accreditations, pre-departure training, and exams, and fierce competition from Filipino and Indian nurses who are more abundant, possess better soft skills, and are more willing to exceed job descriptions. Furthermore, Pakistani missions and government bodies often fail to support and promote Pakistani nurses abroad. Other constraints include the unwillingness of female nurses to relocate without family, challenges with cultural integration and foreign accents, and vulnerability to fraudulent schemes. National curriculum barriers and inconsistent terminology also frequently hinder Pakistani nurses from passing international licensing exams. There is limited data availability on Pakistani nurse migration, which impedes strategic planning.

Recommendations:

For the Improvement of the State of Nursing in Pakistan

• Retain Nurses: Standardize salaries, benefits, offer tax concessions, reduce workload, and establish clear career paths to retain nurses.
• Undertake Research and Planning: Public-private partnerships are needed for manpower gap analyses for effective retention and export strategies.
• Elevate Nursing Leadership: Fill leadership positions based on meritocratic criteria.
• Involve Nurses in Decision Making: Establish a national task force with nursing professionals to advocate for the profession.
• Improve Media Image: Strategically use media to showcase the vital role and benefits of nurses.
• Regulate Allied Workers: Ensure clear role distinctions for patient safety and optimal skill utilization.
• Leverage Overseas Expertise: Incentivize returning Pakistani nurses for leadership roles to utilize their international experience.
• Recognize and Empower Advanced Practice Nurses: Formalize advanced nursing roles and empower them to establish clinics in underserved areas.

For the Improvement of Nursing Education in Pakistan

• Produce Specialized Nurses: Revamp BSN programs with specialized internships and establish advanced nursing roles.
• Subsidize Advanced Medical Equipment: Provide modern simulation technologies to all nursing institutes at subsidized rates.
• Standardize Teaching, Admissions, Assessments, and Training: Standardize across all Pakistani nursing institutes.
• Standardize Practical Application of Soft Skills: Implement consistent and deliberate practical teaching of soft skills in clinical settings.
• Integrate Clinical Practice and Academia: Mandate clinical immersion for nursing faculty and facilitate joint appointments.
• Train Teachers and Support Institutions: Fund “Training of the Trainers” programs for advanced teaching methodologies.
• Facilitate Nurses to Start Nursing Institutions: Encourage new nursing colleges through interest-free loans and streamlined procedures.
• Regulate Nursing Institutions Affiliations: Reduce affiliations per hospital and prioritize colleges in rural areas.
• Strategic Planning for Nursing Faculty: Establish criteria for overseas opportunities, retain qualified faculty, and facilitate international exchanges.
• Provide Scholarships and Loans: Offer scholarships and interest-free loans to boost enrolment.
• Introduce Multiple Annual Intakes: Adopt a multiple-intake model to increase the number of qualified nurses.
• Frequent Monitoring and Regulation: Establish an independent body to oversee quality assurance and faculty qualifications.

For the Improvement of International Mobility of Pakistani Nurses

• Train Nurses for Specific Countries: Revise the curriculum and provide targeted training to align with host country requirements.
• Address Curriculum Terminology and Accreditation: Revise the National Nursing Curriculum to align terminology with international standards and pursue international accreditations.
• Pakistani Missions and Government Bodies Need to Facilitate Nurses: Proactively market and promote Pakistani nurses and provide robust support services.
• Streamline Overseas Nurse Employment: Prioritize direct “Government-to-Government” collaborations to eliminate middlemen.
• Reduce Financial Barriers: Adopt an “employer-paid placement fees” model and reduce financial burdens on nurses.
• Streamline Overseas Nurse Deployment: Integrate police checks, subsidize licensing costs, offer support services, and create a job registration system.

The PBC is a private sector not-for-profit advocacy platform set-up in 2005 by 14 (now 100+) of Pakistan’s largest businesses. PBC’s research-based advocacy supports measures which improve Pakistani industry’s regional and global competitiveness. More information about the PBC, its members, objectives and activities can be found on its website: www.pbc.org.pk

This study presents an understanding of the constraints and opportunities of the tourism industry in Pakistan as well as strategies to foster progress. The results are aggregated from the near, medium, and long-term perspectives so that stakeholders can apply practical recommendations and make meaningful improvements. It is strongly believed that tourism can be a panacea for Pakistan and address its economic, socio and cultural issues.

In the year 2019 alone, tourism accounted for 10.4% of the global GDP, with 334 million jobs​ linked directly and indirectly to the industry, making it one of the most impactful industries globally (WTTC, 2024). Moreover, the multiplier effect of tourism [Direct, Indirect & Induced impacts] means that each dollar spent by a tourist has a ripple effect throughout the economy. The global travel & tourism industry is projected to cross USD 12.3 trillion by 2032 (CMI, 2023).

Tourism plays a vital role in any economy, contributing significantly to its GDP, employment, and overall economic development. Over the last few years, Pakistan has started gaining recognition as an international tourist destination. Many international travel magazines and influencers including Forbes, Conde Nast, and the British Backpacker Society have listed Pakistan in their top travel lists because of its geographical terrain, hospitable people, rich history and culture. In 2022, travel and tourism contributed approximately 5.9% to Pakistan’s GDP.

Tourism, undeniably, has the potential to drive economic growth just like other sectors, but it poses challenges that need to be carefully managed. Problems like overtourism, environmental degradation, and erosion of cultures are major threats to long-term sustainable tourism-led economies. Not only this, but the benefits of tourism need to be distributed amongst the regions and communities equitably to internalize this sector in the economy.

Pakistan does not need to target all the 63 various types of tourism, rather it needs to focus on the low hanging tourism sectors and try to increase its share in those sectors, with particular focus on tourism types like adventure, culture, religious, halal, medical, etc. This report works towards a plan to embark on a structured journey to making Pakistan a global tourism giant.

Findings & Recommendations

The detailed findings and recommendations from the report, summarized below, emphasize the areas which need focus to make Pakistan a global tourism destination.

A Centralized Tourism Authority in Pakistan:

Since the 18^th amendment in 2010, tourism has become a provincial subject without a centralized authority. This is hurting Pakistan’s tourism case as the budget and efforts are divided amongst provinces. A Centralized Tourism Authority needs to be enacted by a constitutional amendment. The authority must be empowered with an appropriate budget and a well-defined time bound KPIs.

Policy Reforms and Bylaws:

There are weak policy frameworks and bylaws which hinder the development of a sustainable and structured tourism industry. There should be laws for visa regime, environment, construction, transport, waste management, tourist flows, tour operators, hotel operation, tourist complaint management amongst others.  

Country Perception:

Pakistan’s global image and perception remain poor, hurting tourism’s cause. To address this, the country must actively promote the positive improvements in security through targeted campaigns. Certifications from global safety organizations, along with endorsements from international influencers, should be leveraged to attract potential tourists. Mobilizing Pakistan’s embassies and consulates globally through exhibitions, seminars, advertising, lobbying and engaging influencers can prove to be a key strategy to promote the image of Pakistan. An initiative named “Brand Pakistan” is imperative, engaging youth positively, and making effective use of extensive social media penetration.

Branding Pakistan:

Pakistan has weak branding unlike other Asian tourism giants like Malaysia, Indonesia, Thailand, Turkey, etc. The country has yet to establish and promote “Brand Pakistan” at a global scale. Pakistan needs a strong branding campaign like “Malaysia Truly Asia”, “Wonderful Indonesia”, “Tourism Thailand”, “Go Türkiye”, etc. “Salam Pakistan” branding campaign was launched a couple of years ago; however, it was not promoted aggressively.

Usage of Digital Media:

Using social media, videos and influencer marketing will aid in the creation of an initial hype surrounding the potential of tourism in Pakistan. Hashtag campaigns, user-generated content, and targeted social media ads can quickly engage international audiences.

A Conducive Environment for Investment in tourism:

Pakistan’s evolving tourism policies are attracting domestic as well as international investors, these can unlock the country’s economic potential. However, there are no specific incentives for tourism sector investments. Enhanced investor confidence can be achieved by offering subsidized loans, government guaranteeing tourism investment [like Small Business Administration in USA], tax breaks, occupancy insurance, legal protection, contract enforceability and community alignment with investors.

Public Infrastructure:

Significant efforts have been made recently to improve tourism infrastructure and connectivity. These include road and mobile networks, electricity, air connectivity, transportation networks, and accommodation. Developing hotels and roads can cater to the growing traveler preferences.

Integrated Data Collection:

One of the major hurdles in growing Pakistan’s tourism sector is the absence of reliable, up-to-date data. Despite efforts by the Pakistan Tourism Development Corporation (PTDC) and the Pakistan Bureau of Statistics (PBS), many regions still lack systematic tourism data collection. Strengthening this system would enable more informed policymaking and investment decisions.

 Develop a Tourism Success Story:

Developing a success story gives boost to any industry. Tourism needs a big success story. A possible option is to develop a new city in the northern areas designed to premium international standards. New Skardu City on the riverbank with international airport access just minutes away, and a few hours distance from the mighty K-2 and Deosai Plains can be a great story.

Expanding Community-Led Initiatives:

There is a need to develop small-scale, community-driven tourism projects in various regions on the lines of Trophy Hunting, Clean Hunza and Home Stay Program. These projects can generate local employment, internalize tourism and offer authentic experiences to tourists while preserving cultural heritage.

Improve Tourism Offerings:

Pakistan has much to offer beyond adventure tourism. Out of the 63 categories of tourism, religious tourism has great potential. Pakistan being home to 3 religions – Buddhism, Sikhism & Hinduism – can attract millions of tourists, it is also ideal for Halal tourism, as a destination for cheap Medical Tourism, it is conducive for Music, Cultural & Food tourism, as a historic destination for Heritage tourism, and it has a rich landscape for Rural tourism, etc. These offerings need to be developed systematically.

Capacity Building and Development:

Training and capacity-building programs for the local communities, guides, and hospitality staff will improve the general services in the country. This will create a more enhanced tourist experience, leading to repeat visits and recommendations.

Public-Private Partnerships (PPPs):

By expanding PPPs for larger tourism development projects, including resort and transport infrastructure, Pakistan can build sustainable tourism assets that attract both domestic and international tourists. PPPs will also ensure that key tourism areas are managed effectively, with investments in environmental conservation.

Collaborations with International Tourism Boards:

Partnerships with global tourism boards, including cross-border campaigns with neighboring countries, will boost Pakistan’s visibility in international markets. These include joint marketing campaigns, collaborative investment forums, and participation in international tourism expos.

Sustainable and Responsible Tourism Leadership:

Pakistan should position itself as a leader in eco-tourism and wildlife conservation through long-term conservation initiatives, by building partnerships with global environmental organizations, and having in place an eco-friendly infrastructure.

Tourism industry in Pakistan cannot be developed overnight. It will take several years of sustained investment to realize its full potential, leading to a significant increase in employment especially in rural areas, and the inflow of foreign exchange, besides improving Pakistan’s soft image.

The PBC is a private sector not-for-profit advocacy platform set-up in 2005 by 14 (now 100+) of Pakistan’s largest businesses. PBC’s research-based advocacy supports measures which improve Pakistani industry’s regional and global competitiveness. More information about the PBC, its members, objectives and activities can be found on its website: www.pbc.org.pk

For Pakistan, logistics is particularly critical. While tariff reductions have limited impact on trade costs, logistics, such as transport infrastructure and customs efficiency, play a far greater role. Sectors like agriculture, mining, and heavy industry, which are highly logistics-intensive, stand to benefit significantly. However, transport effectiveness in Pakistan has been declining, posing a major hurdle to competitiveness.

The logistics sector contributes over 10.5% to Pakistan’s GDP and employs 5.4% of the workforce. However, performance of the sector is declining. High volatility and a sharp reduction in private sector investment indicate structural fragility. Roads dominate the sector, with a 501,169 km network overshadowing the 7,791 km of rail. Yet, Pakistan has only 300,649 registered trucks, vastly fewer than regional peers like India with 12.5 million trucks, highlighting critical infrastructure gaps. Currently, 94% of freight is moved by road, creating supply chain inefficiencies, congestion, and elevated costs.

Warehousing and cold-chain logistics are weak, with over 40% of perishables lost due to inadequate storage. Airports and railway stations lack cold storage, undermining the handling of temperature-sensitive goods. Institutionally, the sector is fragmented and governed by outdated laws, despite progressive policy frameworks like the National Transport Policy and the National Freight & Logistics Policy. Implementation however, remains sluggish.

The road logistics market is fragmented and dominated by small owner-operators, who constitute 85% of providers but hold less than 5% market share. These operators face challenges including outdated vehicles, lack of access to finance, and minimal professional training. Technology adoption is low, and many vehicles lack insurance and do not meet international standards, increasing operational risks. Overloading is a persistent issue, damaging infrastructure and increasing maintenance costs, while inefficient spatial planning increases costs for export industries dependent on imported inputs.

Traffic on Pakistan’s roads is expected to rise 40% over the next decade, worsening congestion and emissions. The road sector already consumes nearly three times as much fuel as rail, straining resources and accelerating environmental degradation.

While CPEC and CAREC have improved segments of the road network, investment in public transportation and industrial growth policy remains limited. The trucking industry lacks fuel-efficient, low-emission vehicles. With increasing emphasis on global green trade standards, such as the EU Green Deal, Pakistan risks export exclusion if emissions are not reduced. The Export Logistics Performance Index benchmark shows Pakistan scoring 2.3/5, representing a 54% underperformance compared to regional peers. The Logistics Performance Index (LPI) also declined from 2.42 in 2018 to 2.3. The main gaps are in sustainable logistics, supply chain efficiency, and cost. Sustainable road logistics show a 138% underperformance, primarily due to old trucks and weak environmental regulations. Outdated customs processes and informal vehicles prevent Pakistan from accessing key markets like China. Informal trucks evade regulations, increasing systemic costs and hampering access to premium trade routes.

Governance is fragmented, with multiple agencies managing roads, ports, and customs, resulting in siloed decision-making and poor coordination. The absence of a dedicated Ministry of Transport and Logistics has hindered past reform efforts like the National Trade Corridor Improvement Program. This results in selective enforcement of axle load rules and incoherent regulatory practices.

The state-run National Logistics Cell (NLC) dominates the sector, moving nearly 60% of the country’s crude oil. Despite its strategic role, NLC’s privileged position discourages private sector participation and innovation, leading to a monopolistic market structure.

Infrastructure deficits further hinder logistics efficiency. Dilapidated roads, inadequate warehousing, and the absence of modern vehicle support systems delay delivery and raise costs. Fleet renewal is constrained by high leasing costs and poor access to credit, locking operators into outdated practices. The segmentation of logistics into formal, informal, and quasi-governmental actors raises costs for compliant operators and fosters inefficiency. Pakistan needs a strategic reset through structural reforms, institutional strengthening, and targeted investments.

The prioritized recommendations include:

Institutional Governance and Financial Enablement

• Industry Status Notification: Officially designate trucking as an industry to unlock access to structured financing and leasing facilities for fleet modernization.
• Dedicated Ministry or Focal Body: Establish a unified authority to oversee multimodal logistics development and strategic coordination.
• Green Financing Access: Create concessional financing options for Euro 5-compliant, fuel-efficient trucks through public and private banking partnerships.
• Inclusive Financial Support: Develop financing schemes that enable small operators and new entrants to access credit, including through partnerships with NLC for training and onboarding.

Infrastructure Development

• National Highway Upgrades: Prioritize completion of key corridors like the Hyderabad–Sukkur Motorway and enhance highway security and maintenance.
• Port and Inland Warehousing: Develop advanced warehousing at ports and along main trade corridors, guided by a national master plan.
• Farm-to-Market Connectivity: Invest in critical missing road links to connect producers to export hubs, with a focus on rural areas.
• Digital Network Connectivity: Expand network coverage on key road corridors via the Universal Service Fund (USF) to support digital logistics systems.

Technology Adoption and Innovation

• Annual Awareness Forums: Introduce private sector stakeholders to global trends in logistics and digital platforms through annual national events.
• E-Governance for Permits: Launch an integrated online freight permit system to improve transparency and efficiency.
• Digital Tolling and Weighing: Establish centralized, tamper-proof weighing systems to reduce corruption and ensure regulatory compliance.

Capacity Building and Human Resource Development

• Driver Training Institutes: Create certified institutions to train drivers on safety, cross-border protocols, and international freight standards.
• Regulatory Workshops: Offer regular training for logistics managers and operators on leveraging government reforms and financial tools.
• Gender Inclusion: Pilot initiatives to train women drivers and set quotas for female participation, building on successful private sector models like Engro.

The PBC is a private sector not-for-profit advocacy platform set-up in 2005 by 14 (now 100+) of Pakistan’s largest businesses. PBC’s research-based advocacy supports measures which improve Pakistani industry’s regional and global competitiveness. More information about the PBC, its members, objectives and activities can be found on its website: www.pbc.org.pk

In addition to secondary data, the study relies heavily on input provided during in-person interactions with senior management of 30 medical facilities located in ‘6’ cities of Pakistan

Purpose and Scope of the Study

This study delves into the promising yet untapped potential of Pakistan as a destination for medical tourism. With global medical tourism estimated at $19.28 billion in 2022 and projected to grow at an impressive CAGR of 21.3% through 2030, there is a pressing need for Pakistan to strategically position itself to capture a share of this growing market. This report not only assesses the opportunities available to Pakistan but also provides actionable insights into overcoming existing challenges and enhancing the sector’s competitiveness.

Why This Report Matters?

The findings underscore the enormous potential for medical tourism to contribute to Pakistan’s economic growth and global integration. By capitalizing on its strengths and addressing critical gaps, Pakistan can establish itself as a competitive medical tourism destination, much like its regional peers. This aligns seamlessly with the PBC’s mission of fostering sustainable growth through innovative and evidence-based advocacy.

Global Context

Medical tourism is fueled by rising healthcare costs in developed nations, the growing demand for specialized treatments, and the desire to combine healthcare with leisure. Countries like India, Türkiye, Thailand, and Malaysia lead the market, offering a roadmap for Pakistan to follow. Emerging trends include wellness tourism and cosmetic procedures.

Pakistan’s Competitive Advantages

1. Low-Cost, High-Quality Care: Pakistan provides affordable healthcare services, such as cardiology, orthopedics, oncology, and cosmetic surgery, often at a fraction of the cost in developed countries.
2. Strategic Location: Proximity to regions like Central Asia, the Middle East, and Africa makes Pakistan an accessible option for international patients.
3. Skilled Workforce & International Accreditations: Highly trained medical professionals and some internationally accredited hospitals.
4. Cultural and Religious Affinity: Shared values with Muslim-majority countries can attract patients from regions like the Middle East, Central Asia and Africa.

Challenges

1. Safety Perceptions: Concerns regarding terrorism and crime.
2. Inconsistent Healthcare Quality: Uneven standards and limited international accreditations.
3. Logistical Issues: Lengthy visa processes, inadequate connectivity, and infrastructure gaps.
4. Weak Branding and Marketing: Lack of a cohesive strategy to promote Pakistan’s medical tourism potential.
5. Regulatory Gaps: Insufficient oversight on healthcare quality and patient rights.

Strategic Recommendations

1. Policy and Governance:
   • Launch media campaigns to improve Pakistan’s global image.
   • Simplify visa processes, including medical e-visas.
   • Implement stronger healthcare regulations and ensure international accreditations.
2. Infrastructure Development:
   • Invest in modernizing healthcare facilities and equipment.
   • Improve connectivity with direct flights to target markets.
   • Establish follow-up care centers in key regions.
3. Marketing and Branding:
   • Develop a unified medical tourism brand for Pakistan.
   • Collaborate with embassies and private sector organizations to promote services.
   • Leverage the Pakistani diaspora as ambassadors for medical tourism.
4. Public-Private Partnerships:
   • Foster collaboration between government and private healthcare providers.
   • Encourage investments in specialized healthcare services like cosmetic surgery, transplants, and fertility treatments.

Target Markets

• Afghanistan and Iran: Proximity and cultural ties.
• Africa and Central Asia: Affordable care and religious affinity.
• Pakistani Diaspora: Patients seeking cost-effective treatment combined with family visits.

Conclusion

Pakistan possesses significant potential to emerge as a competitive destination for medical tourism. By addressing challenges and capitalizing on its strengths, the country can attract international patients, boost economic growth, and establish itself as a regional healthcare leader.

This report provides actionable insights for policymakers and industry stakeholders to drive strategic reforms and investments that will position Pakistan as a global player in medical tourism.

Call to Action

We invite policymakers, industry stakeholders, and healthcare professionals to engage with the insights and recommendations presented in this report.

Your feedback and collaboration will be instrumental in shaping a roadmap for transforming Pakistan into a thriving hub for medical tourism.

The PBC is a private sector not-for-profit advocacy platform set-up in 2005 by 14 (now 100+) of Pakistan’s largest businesses. PBC’s research-based advocacy supports measures which improve Pakistani industry’s regional and global competitiveness. More information about the PBC, its members, objectives and activities can be found on its website: www.pbc.org.pk

The case studies showcase plays across the agricultural landscape by players from across the corporate and financial sector:

• field crops (wheat, cotton),
• horticulture (tomato, potato),
• condiments (sesame),
• dairy,
• poultry,
• fisheries (fish, shrimp),
• insurance,
• services to farmers,
• and regenerative agriculture.

• They cover Pakistan’s largest food converter National Foods opting for import substitution of tomato paste through tomato cultivation;
• Fatima Group’s work on seed development for Pakistan’s leading field crops (wheat and cotton); PepsiCo’s leadership in maintaining potato farmers’ loyalty for its production of Lays crisps;
• K&N’s long history of spearheading the development of Pakistan’s poultry industry from breeding of chickens all the way to retail of poultry-based consumer products;
• HBL Zarai’s end-to-end service provision model to benefit farmers;
• rice export leader Garibsons and agro-chemicals/high-efficiency irrigation services giant Jaffer Brothers teaming up to invest in fish and shrimp seed;
• textile conglomerate AlKaram investing in a huge shrimp farming and processing facility for exports;
• Chinese conglomerate CMEC’s successful development of sesame exports to China using CPEC,
• dairy giant FrieslandCampina Engro’s empowerment of women dairy farmers;
• the development of robust and reliable crop insurance by TPL Insurance;
• and the shining example of regenerative farming by agri-processor Thal Industries