Emphasising the importance of building future-ready capabilities, Mr. Hussain Dawood, Chairman of Engro, stated: “Technology is rapidly becoming a defining source of industrial competitiveness. Organisations and economies that build the right capabilities today will be better positioned to create value, adapt to change and compete globally. Through this collaboration, we hope to explore opportunities to strengthen AI capabilities, develop talent and support the adoption of practical solutions that can contribute to long-term economic growth and industrial advancement across the region.”

Over the past two decades, Baidu has evolved into a global AI-first organisation, driven by its mission to make the complex world simpler through technology. Baidu’s significant scale of over 655 million monthly active users is now transitioning into a leading AI ecosystem provider. Commenting on this momentum, Baidu’s representative stated: “Our AI applications continued to gain traction across enterprises and individuals alike, further validating the commercial potential of our AI innovations.”

The collaboration will be advanced through PaddlePaddle, Baidu’s deep learning framework. Initial areas of exploration include capability development, industrial applications, talent creation and operational integration through four core areas:

· Industrial Research Centres: Housing a full AI stack for localised and regional research and development.

· Intelligent Industry Workshops: Exploring practical AI applications across industrial and manufacturing value chains.

· Talent & Innovation Training: Offering licensed AI education and certifications approved by China’s Ministry of Industry and Information Technology (MIIT).

· Operations and Service Centres: Supporting the integration of AI into financial, industrial and operational processes.

Together, these initiatives are intended to bring together skill development, industrial applications and research capabilities to support practical AI adoption and regional advancement.

About Engro

Engro is a diversified conglomerate with businesses across telecommunications infrastructure, food and agriculture, energy and allied infrastructure, petrochemicals and international trading across multiple geographies. Its parent company, Engro Holdings, trades on the Pakistan Stock Exchange under “ENGROH.”

About Baidu

Founded in 2000, Baidu’s mission is to make the complicated world simpler through technology. Baidu is a leading AI company with strong internet foundation, trading on the NASDAQ under “BIDU” and HKEX under “9888.”

This content is an advertorial by Engro and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

Most cannot. And that is a problem worth understanding before you spend your money.

Why most ACs fall short

Standard air conditioners are tested and rated for performance at outdoor temperatures of around 43–46°C. The moment Pakistani summers exceed that ceiling, which they now do regularly, conventional units begin to lose efficiency, strain their compressors and deliver less cooling for more electricity consumed. The result is a unit that works fine in April and quietly fails you in June.

The T4 working condition standard exists precisely to close this gap. Developed to certify ACs for use in Kuwait and the Gulf, where extreme heat is year-round, T4 testing subject units to ambient temperatures of up to 60–65°C. Only units that maintain full cooling capacity and energy efficiency at those levels earn T4 certification. In short, a T4-rated AC has already been pushed well beyond Pakistan’s hottest recorded day and passed.

The VOXIN T4: Built for the worst days

The TCL VOXIN T4 is built around the T4 condition as a core engineering principle. Its compressor is designed for sustained performance during heatwaves, not just for a few hours but across continuous, heavy summer usage. When outdoor temperatures spike, the VOXIN T4 does not throttle back. It delivers.

At its core is the T-AI chip, which actively manages energy consumption and delivers savings of up to 37 per cent compared to conventional non-inverter units. For Pakistani households already navigating rising electricity tariffs, that figure translates directly into lower bills across a five-month summer. The VOXIN T4 also lets users monitor consumption in real time through a connected mobile app, how long the unit has run and how much electricity it has used, giving households genuine visibility and control over their costs.

Control built for Pakistani realities

Six Generation Modes allow users to fix ampere consumption based on their situation, whether running on backup power, managing a high-load billing period, or simply optimising for efficiency. This kind of granular control over power draw is rare in consumer ACs and speaks directly to how Pakistani households actually manage their electricity.

The VOXIN T4’s voice control works entirely offline, no internet connection required. Commands are processed on-device, which means the AC responds when you need it to, not only when your Wi-Fi cooperates. And Gentle Breeze mode disperses cool air through vents of varying sizes, ensuring even distribution and uniform cooling throughout the room, eliminating the cold-in-one-spot, warm-in-another problem that plagues conventional airflow design.

One reason to buy

There are many reasons to consider the VOXIN T4: the energy savings, the smart controls, the offline voice command, and the Gentle Breeze. But if you need one reason, it is this: when Pakistan hits 50°C, most ACs struggle. This one was built for exactly that moment. In a summer that no longer gives you the benefit of the doubt, that is not a premium feature. That is the only feature that matters.

This content is an advertorial by *TCL *and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

As the country’s largest exploration and production (E&P) company, OGDC is aligning its operations with global climate priorities while continuing to support national energy needs. The company’s approach reflects a growing recognition that economic growth and environmental sustainability must go hand in hand.

Responding to a climate emergency

Climate change is no longer a distant threat for Pakistan. The country has faced repeated floods, extreme heatwaves and worsening air pollution in recent years.

According to the World Bank’s Country Climate and Development Report, climate risks could reduce Pakistan’s GDP by at least 18 to 20 percent by 2050. Environmental degradation is also taking a heavy human toll. Accoring to the WHO Global Health Observatory report, around 200 deaths per 100,000 population in Pakistan are attributable to air pollution and related health impacts.

Similarly, outdoor air pollution contributes to 22,000 premature adult deaths, while indoor pollution accounts for 40 million cases of acute respiratory infections and 28,000 deaths per year, according to the the WHO Global Health Observatory.

This context underscores the urgency for large-scale, coordinated action. As a leading energy producer, OGDC acknowledges its responsibility in addressing these challenges. The company is actively adapting its business model to reduce emissions, improve efficiency and contribute to a more sustainable energy future.

Driving ESG integration

A key pillar of OGDC’s sustainability strategy is the adoption of Environmental, Social and Governance (ESG) model. The company has taken a leading role in implementing ESG frameworks within Pakistan’s energy sector. Its first ESG report, launched at COP29 in Baku in 2024, marked a significant step toward transparency and accountability.

OGDC’s ESG strategy is aligned with the United Nations Sustainable Development Goals (SDGs). It focuses on reducing environmental impact, promoting social development and strengthening governance practices.

The company has also established an independent ESG Committee at the board level to ensure that sustainability considerations are embedded in strategic decision-making.

Beyond compliance, OGDC views ESG as a driver of long-term value. Its initiatives support net-zero ambitions, sustainable growth and inclusive development. Participation in national efforts such as the Breathe Pakistan initiative further reflects its commitment to addressing climate change at both policy and community levels.

Reducing emissions and enhancing efficiency

OGDC has adopted a structured approach to climate adaptation and mitigation. In 2024, the company undertook a comprehensive assessment of its greenhouse gas emissions. It developed a GHG inventory and set measurable emission reduction targets.

Operational improvements are central to this strategy. OGDC has introduced flaring reduction programmes and methane leak detection systems to lower emissions. It is also exploring advanced technologies, including carbon capture and storage solutions, to further reduce its environmental footprint.

The company’s commitment extends to international frameworks as well. As a signatory to the Oil and Gas Decarbonization Charter at COP28, OGDC has pledged to achieve net-zero operations by 2050, eliminate routine flaring by 2030 and significantly reduce methane emissions.

Environmental sustainability and innovation

Environmental protection is deeply integrated into OGDC’s operations. The company has launched several initiatives to preserve ecosystems and promote sustainability. These include reforestation programmes, biodiversity conservation efforts and innovative waste management solutions.

OGDC also adopted the use of Floating Treatment Wetlands (FTWs) for wastewater treatment at its fields. The company has implemented the technology at key its operational fields such as Rajian, Dakhni and Nashpa. This technology uses natural processes to treat contaminated water. The treated water can then be reused, particularly for plantation purposes, reducing environmental impact and improving resource efficiency.

OGDC has also undertaken large-scale plantation drives, including a nationwide Miyawaki forest campaign. These dense, native forests enhance carbon absorption and support ecological restoration.

Furthermore, OGDC has initiated an olive plantation project in Lakki Marwat, promoting sustainable agriculture and supporting local livelihoods. The company is also collaborating with the Capital Development Authority (CDA) for a comprehensive landscaping and tree plantation project in Islamabad.

Expanding renewable energy and community impact

Recognising the importance of clean energy, OGDC is investing in renewable solutions at the community level. The company has solarised homes in remote areas such as Gazboba Bettani in Lakki Marwat, providing sustainable electricity to underserved populations.

The company has also installed solar-powered water pumping systems in regions like Kharan, Noshki and Dera Bugti of Balochistan, ensuring reliable access to clean water.

Commitment to communities and social development

Corporate Social Responsibility (CSR) remains a cornerstone of OGDC’s operations. The company allocates a portion of its profits to public welfare programmes, focusing on education, healthcare, environment, infrastructure and clean water access.

Through partnerships with local organisations, OGDC supports economic development and empowers small businesses. The company’s contributions towards education and skill development aim to build long-term capacity and improve socio-economic outcomes.

Ensuring safety and governance excellence

OGDC places strong emphasis on Health, Safety, Environment and Quality (HSEQ) standards. The company promotes a culture of safety and compliance across all operations. Regular training, strict adherence to regulations and robust emergency response systems are key components of its HSE framework.

The company’s Enterprise Risk Management (ERM) system further strengthens governance. By integrating ESG risks into its risk framework, OGDC ensures that environmental and social considerations are systematically addressed.

OGDC’s comprehensive approach demonstrates that sustainability is no longer optional but essential for long-term success. The company’s efforts highlight the role that responsible corporate leadership can play in shaping a resilient and sustainable future.

This content is produced in paid partnership with OGDC.

One Homes has acquired a prime site on Raiwind Road, where the developer will launch its next landmark residential project in Lahore. The acquisition follows the successful handover of One Canal Road, the group’s flagship development in the city, designed by internationally renowned Miami based architect Kobi Karp and featuring interiors by Versace Ceramics.

The project established a new benchmark for luxury residential pricing in Lahore. A 10,000 square foot sky villa within the development has since been listed at Rs1 billion, making it the most expensive penthouse ever offered in Pakistan.

Located in Lahore West on Raiwind Road, one of the city’s principal thoroughfares, the site offers direct access to central Lahore. It is situated just 10 minutes from Canal Road and 10 minutes from the Lahore Ring Road, the 85 kilometre orbital motorway connecting the city’s major districts to the national motorway network. Few locations offer this level of connectivity while remaining within an established residential corridor long favoured by Lahore’s most discerning families.

“One Canal Road was never just a development, it was a landmark,” said Aqib Hassan, the chief commercial officer (CCO) at One Homes. “We entered Lahore as an international developer, built in the heart of the city, and created what has become its most exclusive address. We set a new benchmark for product quality, design and delivery, and fulfilled every commitment we made. This new acquisition reflects our ambition to raise that standard even further.”

Hassan added: “We look forward to sharing further details in the coming weeks, including international collaborations that will be a first for Pakistan.”

One Homes, part of One Group, is among Pakistan’s leading foreign real estate investors, with more than $435 million in developments under way across Lahore and Islamabad, including One Serene Residences, Amaya Residences and Diyàr. The group was founded by serial entrepreneur Zeeshaan Shah and operates across four countries.

Interested parties can now register for early access to project information.

This content is an advertorial by One Homes and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

Others are about survival.

But once in a generation, a story emerges about resurrection.

When TPL and ABHI came together to enter the banking sector, they were not searching for an easy acquisition. They were stepping into one of the most challenging institutional recovery situations in Pakistan’s financial services industry.

FINCA International, the outgoing shareholder, had built an institution that had served thousands with dedication over many years. However, the devastating aftermath of COVID-19 created losses that could no longer be sustained. Even during the transition, one principle remained central to FINCA’s approach: ensuring that the institution was entrusted to a group that would not merely restore the balance sheet, but would also protect its people, preserve livelihoods, and rebuild its future responsibly.

What was inherited was not simply a struggling financial institution. It was an organisation that had lost momentum, confidence, morale, and direction. The atmosphere was burdened by uncertainty. Fear had replaced ambition, culture had weakened and belief in the future had diminished.

Its reputation had suffered. Collections had collapsed. Statutory audits had not been completed for three years. The institution’s rating stood suspended. More than 100,000 customers had effectively ceased repaying their obligations and the existing business model was no longer suited to sustainable growth.

Yet within little more than a year, one of the most remarkable turnarounds in Pakistan’s banking history was achieved, made possible through the collective commitment of investors, the steadfast support of shareholders and the close guidance of the regulator.

The foundation of this transformation rested upon three pillars: unwavering capital commitment from shareholders, strategic regulatory support from the State Bank of Pakistan and an uncompromising commitment to performance from management and employees. Each pillar was indispensable. Without investor confidence, the institution could not survive. Without regulatory trust, it could not operate effectively. Without disciplined execution, it could not recover.

Alongside these pillars sat a fourth principle that shaped every major decision: risk preservation.

A commitment was made to the regulator, shareholders and the institution itself that, whilst growth would be pursued aggressively, a new wave of non-performing loans would not be permitted to enter the bank. Growth without discipline would merely have repeated the mistakes of the past. Urgency was therefore balanced with an intense focus on portfolio quality and sustainable foundations.

Conventional wisdom often advocates caution: repairing compliance gaps first, delaying expansion and postponing growth until every ratio has normalised. However, institutions rarely return to life through fear. They recover through momentum, conviction and decisive action.

Accordingly, action was taken.

As engagement began with employees across branches and departments, an important insight quickly emerged: the problem was not the people. The quality of talent within the institution had never been substandard. Operational capability already existed. What had failed was strategy, direction and belief.

That realisation changed everything.

Leadership entered a period of active listening, travelling from branch to branch, engaging directly with teams, understanding frustrations, rebuilding confidence and reconnecting the institution to its people. The immediate priority was restoring collection discipline. Simultaneously, teams were encouraged to pursue sales with equal focus in order to generate revenue and revive the institution’s financial engine.

At that stage, the transaction itself remained in the due diligence phase. The institution was losing nearly Rs 200 million each month and uncertainty surrounded its future. Nevertheless, a commitment was made that before significant capital injections arrived, operational recovery would first be demonstrated through performance alone.

Then something remarkable occurred.

The institution reported a monthly profit of Rs 11 million before any fresh capital had been injected. Financially, the figure was modest. Symbolically, it changed everything. It became the first tangible signal to employees that recovery was possible. Confidence returned. Energy returned. Teams began believing in themselves once again and with belief came momentum.

That renewed confidence became the foundation for everything that followed.

At the same time, it was recognised that further cost-cutting would only weaken the institution. Previous efforts to reduce expenses had gone so far that the organisation had effectively “cut into the bone”. A different approach was required. This was a moment for investment rather than retreat.

Despite operating under difficult conditions, an aggressive deposit mobilisation strategy was pursued. Conventional thinking suggested that meaningful deposit growth would be impossible without published financial statements and complete compliance alignment. Instead of waiting for ideal circumstances, teams entered the market with determination, urgency and confidence.

The results were extraordinary.

Within a relatively short period, the deposit book more than doubled. Those funds were strategically deployed into the loan portfolio, which expanded to almost three times its original size. Through the same branch network that had previously managed a portfolio of approximately Rs. 16 billion, more than Rs. 30 billion was added to the loan book. Productivity accelerated significantly, demonstrating that exponential impact did not require a larger footprint; it required clarity, alignment and execution.

One of the defining moments of the transformation followed: the relocation of the institution to Islamabad.

This was not merely a logistical decision. It represented a symbolic rebirth.

More than 150 families relocated, carrying with them hopes, ambitions, uncertainty and faith in a better future. Together, they embraced a vision not of rebuilding the old institution, but of creating an entirely new one.

The State Bank of Pakistan deserves significant credit for recognising the seriousness of this ambition. The regulator provided a structured timeline to achieve compliance targets over several years whilst operations were stabilised and the institution rebuilt responsibly. That trust became one of the cornerstones of the recovery.

Today, 114 branches and the same 550 loan officers manage a significantly larger and more efficient portfolio than before. Historical audits have been completed. Legacy accounts have been updated. Operational governance has strengthened. Compliance milestones are being achieved well ahead of expectations.

By the end of 2025, the bank had reported Rs. 1 billion in profit after tax, representing an extraordinary Rs. 2.7 billion swing in profitability within an exceptionally short period. The market witnessed not merely recovery, but transformation on a significant scale.

What many had considered beyond repair became one of the fastest institutional revivals in Pakistan’s recent financial sector history.

Yet this is not the destination.

The shareholder’s origins have always been rooted in technology and financial innovation. The long-term vision was never simply to operate another traditional bank. The ambition is to build a regional digital banking institution capable of redefining access to financial services through technology.

The next phase of ABHI Bank is therefore focused on digital banking, Banking-as-a-Service, embedded finance and expanding access to credit wherever it is needed most. The future of banking will not be confined to branches or traditional models. Banking must become integrated into everyday ecosystems, seamlessly accessible to individuals and businesses across markets and geographies.

This transformation is therefore about far more than a bank. It is about restoring belief.

Belief that institutions in Pakistan can recover. Belief that leadership still matters. Belief that regulators, investors, boards and employees can work together to rebuild something extraordinary. Belief that even in challenging environments, courage and conviction can still produce remarkable outcomes.

Today, ABHI Bank stands not merely as a financial institution, but as proof that decline is not destiny.

Faith in Pakistan’s future remains unwavering and this comeback is only the beginning.

The writer, Kabeer Naqvi, is an industry veteran currently serving as Entrepreneur in Residence with the Abhi Group, responsible for building its digital bank in Pakistan. He is also the former chairman of the Pakistan Microfinance Network.

This content is an advertorial by ABHI Bank and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

The first is built to be sold.

The second is built to be owned.

20 Canal Residence belongs firmly to the second category.

Developed by Alif Holdings, 20 Canal Residence is a carefully conceived collection of premium serviced apartments designed to generate rental income, preserve capital, and provide a lifestyle that rivals international branded residences.

Located on Main Canal Road in Johar Town, Lahore, this landmark tower combines architecture, hospitality and investment into one compelling proposition.

A Location That Needs No Explanation

In real estate, location is not a feature. It is the foundation.

20 Canal Residence stands on Main Canal Road, one of Lahore’s most prestigious and centrally connected arteries.

Within minutes, residents can access:

● Johar Town

● Gulberg

● DHA

● Model Town

● Thokar Niaz Baig

● Major hospitals, universities, and shopping destinations

This is the kind of location that remains desirable in every market cycle.

Architecture That Makes a Statement

Most buildings blend into the skyline.

20 Canal Residence was designed to define it.

Its striking elevation features dramatic cantilevered terraces, floor-to-ceiling glass, lush landscaping, warm architectural lighting, and expansive balconies.

The result is a tower that projects exclusivity and distinction.

Memorable buildings command premium values.

The Serviced Apartment Advantage

Ownership is easy.

Management is difficult.

20 Canal Residence solves this problem by offering professionally managed serviced apartments.

Every owner benefits from:

● Complimentary rental and property management

● Housekeeping on call

● Laundry on call

● Food on call

● Uniformed professional staff

● International-standard building management

For investors, this means passive income without operational headaches.

For residents, it means hotel-level convenience in a private home.

Amenities That Elevate Everyday Living

20 Canal Residence was conceived as a vertical private club.

Residents enjoy:

● Double-height entrance lobby and reception

● Business lounge and meeting room

● Cafeteria

● Fully equipped gym

● Gaming lounge

● Exclusive cigar lounge

● Convenience store

● Landscaped terraces and green spaces

● Drivers’ rest area

● Three high-speed lifts

● Home automation via Alexa

Every detail has been designed to enhance comfort, convenience, and prestige.

Residences Designed to Impress

Signature One-Bed Apartments
760 square feet, with unusually large balconies and thoughtfully planned layouts.

Premier One-Bed Apartments with Private Pool
760 square feet, combining efficient design with the exclusivity of a private plunge pool.

Two-Bed Double-Height Loft Apartments
1,600 square feet, featuring soaring ceilings, private pools, and expansive terraces.

Built for Strong Rental Demand

Properties that are easier to rent are easier to own.

20 Canal Residence has been designed to appeal to:

● Overseas Pakistanis

● Corporate executives

● Medical professionals

● Visiting consultants

● Affluent short- and long-stay tenants

The combination of prime location, distinctive design, and professional management makes the project exceptionally well positioned for sustained rental demand.

Pricing That Reflects Value

20 Canal Residence offers the opportunity to secure a premium serviced apartment through a structured payment plan.

Available options include:

● Signature 1-Bed Apartments from Rs1.59cr

● Premier 1-Bed Apartments with Private Pool from Rs1.69cr

● Two-Bed Double-Height Loft Apartments with Private Pool from Rs2.99cr

For discerning buyers, these prices represent a compelling intersection of quality, prestige, and income potential.

Why Buyers Choose Alif Holdings

Trust is earned, not claimed.

Alif Holdings has built its reputation by combining thoughtful design, disciplined execution, and professional after-sales support.

Its philosophy is simple:

Build projects that owners are proud to keep.

That philosophy is evident throughout 20 Canal Residence.

The Opportunity

Great real estate opportunities share three characteristics:
1. Prime location
2. Distinctive product
3. Professional management

20 Canal Residence offers all three.

Whether you are seeking passive rental income, a secure long-term asset, or a luxury residence in one of Lahore’s most strategic locations, 20 Canal Residence deserves your attention.

20 Canal Residence by Alif Holdings

Luxury Serviced Apartments on Main Canal Road, Lahore

For more information and booking details contact us via UAN: 042-111-000-020

Winners Choose Winners

This content is an advertorial by Alif Holdings and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

The good news is that genuinely free options exist—tools that give you accurate prayer times, reliable Qibla direction, and a clean experience without asking anything in return. Below are seven of them compared honestly, with QuranTime as the primary recommendation for users who want the essentials done well at no cost and with no strings attached.

The Common Problems with Free Islamic Apps

The most frequent issue is advertising. Ads in a prayer app are not just visually disruptive—they interrupt an experience that is meant to feel focused and respectful. A banner ad loading across the screen as you check the time for Fajr, or a video ad playing before you can access the Qibla compass, creates friction in exactly the moments when you want none. Many apps offer a paid version to remove ads, which is a reasonable business model, but it means the free experience is deliberately degraded to push users toward payment.

Feature restrictions are the second problem. Some apps make their most useful functions—offline access, additional calculation methods, widget support, or ad-free use—available only to paying subscribers. What is labeled free turns out to be a limited preview. Users discover the restriction at the moment they need the feature most, which is a frustrating experience that erodes trust in the tool.

Privacy is a quieter concern but a real one. Apps that are free to use often generate revenue through data, and the permissions some Islamic apps request—location history, contact access, usage tracking—go beyond what is needed to show prayer times. For users who are thoughtful about what they share with the tools they use daily, that gap between what an app needs and what it asks for is worth paying attention to.

Seven Free Islamic Tools Compared

QuranTime

QuranTime is a web-based tool that is fully free to use with no ads, no registration, and no subscription tiers. It opens in any browser on any device and immediately provides accurate islamic prayer times for all five daily prayers alongside a responsive Qibla compass and a Hijri–Gregorian date converter. Because it is web-based, there are no app store permissions to approve, no data collection tied to an account, and no degraded experience reserved for non-paying users. What you see is the complete tool, available to everyone, every time.

What makes QuranTime stand out in a comparison of free tools is that the word free actually means something here. There are no ads loading across the interface, no features withheld to encourage an upgrade, and no account required before the tool will work. You open it, and everything it offers is immediately available—accurate prayer times for your current location, a smooth Qibla compass, and a Hijri date converter, all in a clean interface that does not ask anything from you before it delivers what you came for.

Because QuranTime is web-based, it also sidesteps the permission and privacy questions that come with app-based tools. There is no installation, which means no app store permissions to review and no background data collection tied to your device. The tool works through a browser, which is an environment most users are already comfortable with and one that does not require the same level of trust that installing a dedicated app does.

For users who want a free Islamic tool that respects both their worship practice and their privacy, QuranTime’s combination of full functionality, zero cost, and no registration makes it the strongest option in this comparison. It does not offer prayer habit tracking like Pillars or the deep location database of IslamicFinder, but as a reliable Qibla finder for the daily essentials—knowing when to pray and which direction to face—it covers everything without compromise.

Muslim Assistant

Muslim Assistant is a free Android app covering prayer times, Qibla direction, and additional Islamic utilities. It works reliably for everyday use and is straightforward to navigate, making it a practical choice for users who want a dedicated mobile app on their Android device. The free version is functional and covers the core needs without heavy feature restrictions, though as with most free apps, some advertising is present. It is a solid option within its platform, though its availability is limited to Android.

IslamicFinder

IslamicFinder offers free access to prayer times and Islamic tools through both its website and app. Its location database is one of the most comprehensive available, which is a genuine advantage for users in less common locations who need verified local prayer data. The web version is accessible from any browser without installation, giving it cross-device flexibility. The interface is denser than minimal tools and carries some advertising in its free version, but the depth of its coverage makes it a dependable reference for users with specific location or calculation needs.

Google Qibla Finder

Google Qibla Finder is a free, browser-based tool that works across all devices without installation or an account. It focuses on Qibla direction and loads quickly from any modern browser, making it one of the most accessible options for a fast direction check. It carries no ads and requires no registration, which keeps the experience clean. Its limitation is scope—it does not provide prayer times or other daily Islamic utilities, so it functions best as a supplementary tool rather than a primary daily resource.

Prayer Times & Qibla

Prayer Times & Qibla is a free app that combines prayer scheduling and Qibla direction in a simple, fast-loading interface. It covers the two most immediate daily needs without adding features that go beyond them, which keeps the experience straightforward. The free version is usable and does not heavily restrict core functions, making it a reasonable choice for users who want a focused mobile tool. Some advertising is present, though it is less intrusive than in heavier platforms.

My Islam Qibla Direction

My Islam Qibla Direction is a free, dedicated Qibla tool with a clean compass-focused interface. It does one thing and does it well—showing you which direction to face without surrounding that function with other features or content. For users who want a lightweight, single-purpose Qibla tool on their phone, it is an appealing option. Its scope is intentionally narrow, so users who also need prayer times will need a second tool alongside it.

Pillars

Pillars is a free prayer tracking app built around habit formation. It helps users log completed prayers, track streaks, and build consistency over time—features that go beyond what most prayer time tools offer. The free version covers the core tracking functionality, with some additional features available through a paid tier. For users who are actively working on building a more consistent prayer routine and want accountability tools alongside scheduling, Pillars offers something genuinely different from the other tools on this list.

Final Thoughts

Free Islamic tools vary widely in what free actually means in practice. Google Qibla Finder and QuranTime stand out for offering genuinely unencumbered access—no ads, no accounts, no restricted features. IslamicFinder is the strongest choice for users who need comprehensive location coverage. Muslim Assistant and Prayer Times & Qibla are reliable free mobile options for Android users who want a dedicated app. My Islam Qibla Direction suits users who want a single-purpose Qibla tool without anything extra. Pillars serves users focused on building prayer consistency through structured tracking.

For users who want a free tool that covers prayer times, Qibla direction, and daily Islamic essentials without advertising, registration, or feature restrictions of any kind, QuranTime is the clearest recommendation. It is free in the straightforward sense—open it and use it, nothing more required.

This content is an advertorial by QuranTime and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

“Next year, Insha’Allah.”

“Once things settle down.”

“When the business stabilises.”

But over time, that sentence has become an expensive one. Somewhere between school fees, rising bills, delayed payments and the rupee quietly losing its value again, the dream drifts further away. Not because faith is missing. Not because the desire is weak. But modern life has become expensive in ways previous generations never had to navigate.

THE HABIT

For generations of small business owners across Pakistan — shopkeepers, traders, wholesalers, the self-employed — financial security meant one thing: cash kept close.

Money inside a safe. Notes folded into envelopes behind the counter. Savings stored where they could be seen, touched and protected at a moment’s notice.

This mindset was not born from ignorance. It was born from experience. Markets were unpredictable. Banks felt distant. Payments got delayed. Inflation changed prices overnight. Holding cash was rational. It felt like control. For many families, it became something deeper than a financial strategy — it became peace of mind.

“But somewhere along the way, many began realizing something important: protecting money and preparing for the future are not always the same thing.”

Because while cash sits safely in a locker, years pass quietly. And bigger dreams, sacred ones… remain postponed.

One year becomes five, five becomes ten and eventually, the people who spent their lives providing for everyone else find themselves still saying the same sentence they said a decade ago.

The problem is not the intention. The problem is that intentions without structure rarely survive the noise of everyday life.

THE SHIFT

Something is quietly changing in how many Muslim families think about wealth and purpose.

More people are beginning to understand that true financial security is not only about preserving what you have earned. It is about giving that wealth a direction. Not just storing money — but building something meaningful with it.

Because the expenses will never completely stop. Inflation will continue changing the math. Another responsibility will always emerge. Life will always demand attention somewhere else.

And waiting for the “perfect time” is itself the reason the journey never begins.

5TH PILLAR FAMILY TAKAFUL LIMITED

This is the reality that 5th Pillar Family Takaful Limited has built its Hajj Savings Plan around — not as a financial product, but as a response to a deeply human experience that millions of Pakistani families quietly live with.

The Hajj Savings Plan offers a Shariah-compliant, completely Riba-free approach that helps families prepare for Hajj gradually and systematically — rather than relying on inconsistent saving habits that life’s uncertainties inevitably disrupt.

Families can choose flexible savings terms ranging from 5 to 25 years, building toward their pilgrimage at a pace aligned with their own financial circumstances. Beyond savings, the experience includes pilgrimage preparation, travel facilitation, accommodation support, and on-ground assistance throughout the journey. *

Those looking to understand the structure in detail can explore the 5th Pillar Hajj Savings Plan, while families can also organize and estimate their pilgrimage goals through the 5th Pillar Hajj Planner.

Watch their latest DVC:

The shift being created here is not only financial. It is emotional. It is the realization that Hajj should not remain a distant dream reserved for “someday.” That hard-earned money, given the right structure and the right intention, can carry a family somewhere sacred.

That real financial security is not just about holding money close. It is about allowing that money to take you somewhere that matters.

Maybe the journey to Makkah does not begin at the airport.

Maybe it begins much earlier

in the moment Niyyat becomes a plan.

Hajj Mubarak… may every intention find its path.

*Disclaimer: We provide an end-to-end value chain covering savings, travel, accommodation, and Hajj services in Pakistan and in Saudi Arabia. The Hajj Savings Plan is offered by 5th Pillar Family Takaful, while all travel, visa processing, accommodation, and on-ground services are provided by our sister concerns 5th Pillar Travel (Pvt.) Ltd. and 5th Pillar Arabia Ltd., in full compliance with the laws and regulations of the Government of Pakistan.

This content is an advertorial by 5th Pillar Family Takaful Limited and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

Mirchawala’s is addressing this concern through an exclusive academic progression pathway for its ACCA students, introduced in collaboration with the University of Greenwich, London.

The collaboration was formally marked through the signing of an MoU in the presence of representatives from the University of Greenwich, GEMS Pathways and the directors of Mirchawala’s Institute, including Mr Ahmed Shafi, Mustafa Mirchawala, Owais Mirchawala and Sobhan Mirchawala. The signing reflects a shared commitment to creating a structured, credible and accessible academic progression route for ACCA students seeking recognised degree outcomes alongside their professional qualification journey.

Rooted in Karachi and teaching online globally, Mirchawala’s has built a legacy of more than a decade in professional finance education, with worldwide and nationwide position holders from India, Nepal and Bangladesh, alongside a strong network across the finance industry. Its reputation has been shaped by results, consistency and a learning ecosystem that extends far beyond a single classroom.

The University of Greenwich traces its history back centuries and is recognised as one of the UK’s longstanding institutions focused on practical, career-oriented education. That heritage gives this pathway added strength, connecting Mirchawala’s ACCA learning network with a London-based university known for applied education and international recognition.

Through this pathway, Mirchawala’s students who have completed nine ACCA papers can apply for a globally recognised bachelor’s degree route while continuing their ACCA journey. Rather than starting a separate degree from the beginning, students can build upon the progress they have already achieved.

The value is clear. The programme is fully online, assignment-based and designed to save time. There are no additional examination papers to pass and no dissertation requirement. Students complete assessments focused on theory and practical application, making the route highly suitable for those balancing ACCA studies, work and personal commitments.

At approximately £1,300, the pathway is also highly cost-effective compared with conventional international degree routes, which can cost several thousands of pounds. More importantly, it addresses a genuine student need by combining professional qualification progress with degree recognition in a structured, accessible and internationally relevant format.

This is modern education. This is Mirchawala’s innovation. This is the future of finance.

This content is an advertorial by Mirchawala and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

The Group clinched the Best Masterplan Pakistan award for Faisal Hills, and the Best Retail Development Pakistan award for HillWalk, both developed under the umbrella of FaisalTown Group. The awards were received by Ch. Zohair Majeed, Director, FaisalTown Group and Ch. Moazzam Majeed, Director, FaisalTown Group, respectively, a fitting recognition of the leadership driving one of Pakistan’s most ambitious real estate ventures.

A Recognition Pakistan Has Earned

The International Property Awards have, for decades, served as a worldwide compass for quality in real estate, architecture and development. Winning in not one but two categories and doing so on behalf of Pakistan, is not a small achievement. It is the kind of recognition that takes years to build towards, brick by brick, decision by decision.

Addressing the achievement, Ch. Zohair Majeed, the director of FaisalTown Group, said:

“This achievement reflects our commitment to delivering world-class projects that go beyond bricks and mortar. We dedicate this recognition to our clients, our partners and the entire FaisalTown family. Every project we undertake carries the weight of that trust and these awards remind us of the responsibility that comes with it.”

This achievement also follows FaisalTown Group’s international success last year, when Faisal Jewel, a high-rise development by FaisalTown, received two major honours at the International Property Awards 2025. Faisal Jewel was named Best High-Rise Architecture of Pakistan and Best High-Rise Development of Pakistan, bringing global attention to Pakistan’s potential in modern urban development. Often called “Pakistan’s Jewel in the Sky,” the project highlighted the country’s ability to deliver large-scale, innovative and forward-thinking infrastructure.

What Makes Faisal Hills and HillWalk Stand Out?

Faisal Hills, the award-winning masterplan project, is envisioned as a thoughtfully planned residential community adjacent to Margalla Hills, Islamabad. With carefully zoned residential sectors, modern infrastructure and an emphasis on green living, the project has drawn sustained interest from both end-users and investors since its launch.

HillWalk, the retail component recognised for Best Retail Development, represents a newer evolution in how mixed-use spaces are being conceived in Pakistan. Designed to serve not just as a commercial hub but as a lifestyle destination, HillWalk reflects the kind of retail planning that places community experience at its core, something that has long been missing from Pakistan’s urban retail landscape.

The Journey Continues

With two international awards now in hand, the question is not whether FaisalTown Group has arrived; it clearly has. The more interesting question is where it goes from here.

The Group has indicated that development at both Faisal Hills and HillWalk continues at pace, with new phases and expanded offerings planned for the coming year. For investors who have been watching from the sidelines, this moment may well be the signal they were waiting for.

The Asia Pacific Property Awards 2026-2027 are part of the International Property Awards, held in association with American Standard and GROHE. The awards celebrate excellence throughout the world across architecture, development, interior design and real estate, with regional recognition across the world.

This content is an advertorial by FaisalTown Group and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

According to the State Bank of Pakistan (SBP), nearly 53 per cent of Pakistan’s adult population remains financially excluded, while only around 2.4pc has access to formal credit facilities. These figures represent millions of Pakistanis who continue to rely on undocumented cash transactions, informal borrowing, and economically inefficient systems that constrain productivity and limit upward mobility.

Over the past decade, Pakistan has made meaningful progress in digital financial services. The SBP deserves considerable credit for introducing progressive regulatory frameworks around branchless banking, Payment System Operators (PSOs), Payment Service Providers (PSPs), Electronic Money Institutions (EMIs), and, more recently, digital retail banking initiatives. The launch of Raast has transformed real-time payments and accelerated digital adoption across the country.

Today, digital channels account for nearly 88pc of retail transaction volumes, while Raast has processed transactions worth more than Rs44 trillion since its launch. Yet despite these impressive numbers, one critical question remains unanswered: has digitalisation materially improved the economic wellbeing of the average Pakistani?

Thus far, Pakistan’s digital banking discourse has largely been viewed through a payments lens. Success has been measured through wallet growth, transaction volumes, and payment throughput. While important, these developments alone do not necessarily translate into meaningful financial inclusion.

A person sending money digitally rather than physically is undoubtedly progress. However, if that same individual still lacks access to productive credit, savings, insurance, or opportunities for income enhancement, then the broader economic impact remains limited.

Pakistan’s challenge is not simply the digitisation of payments. The real challenge is the digitisation of economic opportunity.

This is why the next phase of digital banking must be approached through a productivity lens, with a particular focus on expanding access to credit for ordinary Pakistanis and micro, small and medium-sized enterprises (MSMEs).

It is no coincidence that formal credit penetration remains exceptionally low. In the absence of accessible finance, millions continue to depend on informal lenders and exploitative borrowing arrangements.

Interestingly, despite its relatively modest scale, the microfinance sector has consistently been at the forefront of serving underserved communities and MSMEs. Yet limited capital bases, fragmented operating models, and insufficient technology integration have constrained its ability to scale effectively.

Nevertheless, one reality stands out clearly: Pakistan’s two most successful branchless banking platforms — Easypaisa and JazzCash — were both built on the foundations of microfinance and branchless banking licences through Tameer Microfinance Bank and Mobilink Microfinance Bank respectively.

This serves as clear empirical evidence that such models are capable of delivering scale and adoption.

The opportunity now lies in evolving this model further by combining digital banking infrastructure with mass-market deposit mobilisation, scalable credit underwriting, and robust treasury capabilities to create a truly sustainable digital banking proposition for Pakistan.

There also remains a common misconception that a digital bank in Pakistan can operate solely through mobile applications without meaningful physical infrastructure. In developed economies, this may be feasible. In Pakistan, it is not.

Pakistan remains a heavily cash-based economy. According to SBP data, there are more than 666,000 branchless banking agents operating across the country because physical cash conversion points remain essential. The first challenge is bringing trillions of rupees from the informal cash economy onto digital rails. That transition simply cannot occur without omni-channel infrastructure, whether through proprietary branches, retail partnerships, or super-agent networks.

A successful digital bank in Pakistan must therefore be digital not only in capability, but also physical in reach.

This understanding has increasingly shaped the strategic direction of emerging players seeking to build digital banks on the foundation of microfinance and branchless banking licences — similar in regulatory structure to operators that have already demonstrated scale, but with a stronger focus on productivity, credit, and financial empowerment.

The objective extends beyond merely facilitating payments. The broader goal is enabling economic participation through meaningful access to finance.

Through Banking-as-a-Service (BaaS) models, financial institutions are pursuing differentiated B2B2C approaches in which partner organisations contribute to customer acquisition, sector expertise, and risk sharing. This enables financing to flow towards productive and income-generating activities while simultaneously strengthening portfolio quality and scalability.

Such models have the potential to contribute meaningfully across multiple sectors by providing much-needed funding to underserved individuals, businesses, and communities that traditional banking structures have historically failed to serve.

Pakistan’s financial inclusion journey will not ultimately be defined by which institution processes the highest volume of payments. It will be defined by which institutions succeed in improving the productivity, resilience, and economic mobility of ordinary Pakistanis.

Technology alone cannot solve Pakistan’s financial challenges. However, technology combined with responsible credit, scalable infrastructure, and a deep understanding of Pakistan’s socioeconomic realities can play a transformative role in addressing them.

The writer, Kabeer Naqvi, is an industry veteran currently serving as Entrepreneur in Residence with the Abhi Group, responsible for building its digital bank in Pakistan. He is also the former chairman of the Pakistan Microfinance Network.

This content is an advertorial by Abhi and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

From the very first day, Giga Boutique Mall attracted extraordinary public attention and massive footfall without relying on celebrity concerts, lucky draws or extravagant promotional gimmicks. Instead, the project’s elegant vision, premium ambiance and carefully curated lineup of Pakistan’s leading designer brands created excitement strong enough to bring thousands of visitors through its doors.

The overwhelming response further strengthened Giga Group’s reputation for creating destinations that redefine lifestyle and retail experiences in Pakistan. Positioned alongside the iconic Giga Mall - already celebrated as one of the country’s most recognisable entertainment and shopping destinations - Giga Boutique Mall has quickly established itself as a new symbol of luxury shopping in Islamabad. Continuing this momentum, celebrated designer brand Hussain Rehar officially opened its outlet at Giga Boutique Mall on May 17 and immediately created history. Within just two hours of opening, the outlet completely sold out its inventory due to an overwhelming customer response. Long queues, packed storefronts and nonstop customer traffic transformed the launch into one of the most talked-about retail moments of the year.

The historic sellout reflected not only the immense popularity of Hussain Rehar but also the trust and excitement consumers have already associated with Giga Boutique Mall within days of its launch. Industry observers are now viewing the project as a game-changer for Pakistan’s evolving luxury retail sector, where customers increasingly seek premium fashion experiences under one roof.

This remarkable success stands as a testament to the tireless dedication, strategic planning and collaborative efforts of both the Giga team and the Hussain Rehar team. Their achievement has set a new benchmark for mall launches and designer retail success stories in Pakistan’s fashion industry.

This content is an advertorial by Giga Group and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

Modern home cameras offer that visibility through features such as remote monitoring, motion detection, night vision and mobile access. Beyond surveillance, they provide a sense of reassurance - particularly for households managing multiple routines at once.

Bakra Eid and the need to stay connected to home

As Eid al-Adha approaches, this need becomes even more relevant.

Across Pakistan, preparations for Bakra Eid bring a noticeable shift in household rhythms. Days become busier, homes see greater movement and much of the week is spent outside handling shopping, visits and sacrificial arrangements. For many families, there is also the added responsibility of keeping an eye on livestock brought into the home ahead of Eid.

In such moments, remote visibility becomes less of a convenience and more of a practical necessity. Increasingly, households are turning to smart security systems such as world’s number one smart home camera brand, EZVIZ, to stay connected to their homes while away.

How EZVIZ cameras are designed for festive-season monitoring

EZVIZ’s outdoor cameras are designed for conditions that extend beyond standard indoor monitoring. Built for open spaces, entrances and rooftops, the systems offer high-resolution video along with full-colour night vision - a feature particularly useful during the late-night activity that often accompanies Eid preparations.

The system also incorporates AI-powered detection capable of distinguishing between people, animals and general movement, helping reduce unnecessary alerts while keeping users informed about relevant activity. Through the EZVIZ mobile application, users can access live footage remotely and communicate through two-way audio when required.

Alongside its camera systems, the brand also offers smart locks that allow homeowners to manage access remotely, a feature that may prove useful during a period marked by frequent movement of guests and household staff.

EZVIZ launches “Bakra on Camera” campaign

This Eid season, the company is also introducing a campaign titled “Bakra on Camera”, encouraging users to share candid or humorous clips of their goats and cows on social media, recorded through the EZVIZ camera, using the hashtags #BakraOnCamera and #EidWithEZVIZ.

In a season defined by movement, gatherings and constant activity, connected home technology is increasingly becoming part of how households manage everyday life - quietly extending visibility and reassurance, even from a distance.

Visit @ezviz_pak on Instagram for more.

Daraz store: https://s.daraz.pk/a.ZqEwk

This content is an advertorial by EZVIZ and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

The project’s master plan is currently in preparation by a leading international architect firm. Above Zero will operate as a four-season mountain destination, and a new model for mountain living in Pakistan. With a pedestrian-first public realm, a world-class hospitality district and a residential enclave built with restraint and long-term thinking. Above Zero is a destination that proves that development and preservation do not have to be enemies.

At the ceremony, GDA Director General Mohammad Fawad said, “The agreement we signed today is the first of its kind in Pakistan. It sets a national template for ecological development, regional economic activity, and community participation written into the contract itself, contributing more than Rs23.2 billion to the Government of KPK, with independent technical and audit oversight at every stage.”

Following a mandatory Environmental Impact Assessment (EIA) and regulatory approvals, groundbreaking is anticipated by late 2026.

Delivered by a consortium backed by Tahir Builders (Pvt.) Ltd. and Qubed Hospitality; Abdullah Khan, CEO of Above Zero, said: “Above Zero is not a project, it is a standard. Decades from now, we want this to be remembered as the moment Pakistan chose a different relationship with its mountains. A place where the landscape leads, hospitality learns to listen, and every person who walks this ridge returns to nature.“

The agreement is to develop the project on a Design, Build, Finance, Operate and Transfer (DBFOT) basis, with a concession period of 50 years, extendable by a further 50. Early engagement is now open at www.abovezero.pk on an invitation and application basis.

About Above Zero

Above Zero is a consortium of Tahir Builders Pvt Ltd. and Qubed Pvt Ltd. which has been awarded the PPP agreement by the KP government, the development of Thandiani.

This content is an advertorial by Above Zero and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

The commencement of deliveries further strengthens Chery Master Pakistan’s accelerated expansion strategy, establishing Pakistan’s largest locally assembled plug-in hybrid SUV lineup within just a few months. Following the rapid back-to-back rollout of Tiggo 8 PHEV and Tiggo 9 PHEV within five days, alongside the launch of Tiggo 7 PHEV, Chery Master Pakistan has emerged among the fastest automotive brands to introduce three globally benchmark CKD plug-in hybrid SUV models in Pakistan’s automotive history. Following the strong response to earlier launches and ahead-of-schedule delivery rollouts, Tiggo 9 PHEV deliveries further reinforce growing customer confidence in the brand’s execution capability and long-term vision for advanced mobility in Pakistan.

Positioned as the flagship of Chery’s SUV lineup, Tiggo 9 PHEV combines long-range hybrid capability, intelligent technology and premium comfort, introducing a completely new benchmark in Pakistan’s premium SUV segment through Chery’s world’s best plug-in hybrid technology.

Powered by Chery Super Hybrid technology, Tiggo 9 PHEV delivers up to 170 km electric driving range and up to 1,400 km total driving range, producing 610 horsepower and 920 Nm of torque with all-wheel drive capability.

Inside, the Tiggo 9 PHEV features a 15.6-inch infotainment display, 14-speaker Sony audio system, massage seats and heated and ventilated seating across both rows. Safety remains one of its strongest highlights with 10 airbags, Level 2 Plus ADAS with over 27 intelligent driving functions, and automatic parking assistance, positioning it among Pakistan’s safest and most advanced SUVs.

Commenting on the milestone, Master Auto Engineering CEO Samir Malik said, “Today marks a proud milestone for Pakistan’s automotive industry. Seeing Pakistan’s first premium plug-in hybrid E-SUV reach customers within weeks of local line-off reflects the manufacturing strength, execution capability and decades of industrial legacy behind this partnership. Following the strong response to earlier launches and ahead-of-schedule deliveries, Tiggo 9 PHEV further reinforces our commitment to ensuring Pakistani customers experience the same advanced global vehicles, technologies and engineering standards shaping international markets, delivered faster than ever before without compromising on quality or engineering standards, a momentum we aim to continue with Tiggo 7 PHEV as well. With Pakistan’s largest plug-in hybrid SUV lineup, we are setting new benchmarks for speed, innovation and premium mobility in the local market.”

Globally, Chery has established itself as China’s number one automotive exporter for 23 consecutive years, with presence in more than 130 countries and regions and a global user base exceeding 19 million users worldwide.

Backed by Master Group’s deep-rooted automotive ecosystem and industrial footprint in Pakistan, the partnership is built on a strong foundation of manufacturing capability, localisation and large-scale operational execution. Through Master Yutong, the Group has achieved approximately 80 per cent market share in Pakistan’s bus segment, while Procon Engineering components are integrated into around 15pc of locally assembled vehicles. Its joint venture with Changan has also rapidly emerged among Pakistan’s leading automotive players, becoming the country’s 4th largest automobile brand within a short span. Together, Chery and Master Group continue to strengthen customer confidence through manufacturing excellence, rapid execution and the delivery of globally benchmark technologies and engineering standards to Pakistan.

With volume production underway and customer deliveries now commenced, Tiggo 9 PHEV marks the next phase in Chery Master Pakistan’s accelerated expansion strategy in Pakistan.

This content is an advertorial by Chery Master Pakistan and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

Each year as October draws to a close, families begin to prepare for migration. It is a familiar and difficult routine. Homes are emptied, livestock is gathered, and belongings are packed with care. Entire communities move together towards lower and safer ground, often travelling to places such as Mardan. They leave behind their houses knowing they will be buried soon under heavy snow. By winter, Gabral Valley becomes silent and cut off, a frozen landscape where movement is almost impossible.

Yet not everyone leaves.

Among those who remain is Dua Khan, an elder and messenger whose presence has become central to the valley’s winter life. When the rest of the community descends, he stays behind. His decision is not driven by isolation alone but by duty. He watches over abandoned homes, protects what is left behind, and carries messages between scattered valleys when needed.

Life for Dua Khan is shaped by distance and effort. There is no mobile signal in these mountains, no quick means of contact. Every message must be carried on horseback across narrow paths, through deep snow and unstable ground. In severe weather, journeys can take days. At times, they stretch into a week. The risk is constant, but so is the responsibility.

Before winter closes the valley, he prepares carefully. Firewood is gathered and stored. Food supplies are secured. Herbs known for their medicinal value are collected, knowledge passed down through generations rather than written records. He also ensures the small watermill continues to function as long as possible, so that flour can be produced for the months ahead.

His understanding of the environment comes from experience rather than instruction. He reads the sky with familiarity. The direction of wind, the formation of clouds, and sudden shifts in temperature all carry meaning. These signs help him anticipate storms and floods long before they arrive. It is knowledge earned through years of living in close contact with the land.

Gabral Valley does not only face winter. Summer brings its own challenges. As the snow retreats, the land opens into grazing fields and life returns. Families rebuild, repair, and resettle. But the season also brings monsoon rains. These can be just as destructive as winter, turning streams into floods that sweep away homes, paths, and fields without warning. Survival here is never secure. It is a continuous effort shaped by uncertainty.

The valley is sustained by a network of roles that have existed for generations. Elders preserve memory and guidance. Messengers connect distant settlements. Shepherds move with the land and its seasons. Fishermen depend on cold rivers for their livelihood. Each role is tied closely to the landscape, forming a system of life that depends on balance and endurance.

At the centre of this world is Dua Khan. His solitary presence during the long winter months has come to symbolise quiet resilience. He remains when others leave, not out of stubbornness alone but out of commitment to a way of life that continues to exist at the edge of survival. His journey is not marked by spectacle but by repetition, preparation, and duty carried out in silence.

The story of Gabral Valley is ultimately a story of endurance. It is about people who move with the seasons, who live within limits set by nature, and who adapt without abandoning their place. In an age where distance is often measured in seconds and communication is instant, this valley still relies on footsteps, horses, and memory.

As winter settles each year, the valley becomes quiet once more. Snow covers the homes, paths disappear, and the world narrows to survival. In that silence, Dua Khan continues his watch, holding together a fragile link between isolation and continuity, between departure and return.

This content is produced in paid partnership with the Khyber Pakhtunkhwa (KP) government - a partner of DawnMedia’s Breathe Pakistan initiative.

Master Group’s investment in renewable wind energy reflects a strategic approach toward reducing environmental impact while supporting the country’s evolving energy landscape. By embracing clean energy solutions, the group continues to contribute toward lowering dependence on conventional energy sources and encouraging a more sustainable industrial ecosystem.

This achievement is the result of years of forward-thinking investment, innovation, and a strong commitment to responsible industrial development. Sustainability at Master Group extends beyond operational efficiency. It is deeply integrated into the organisation’s philosophy, influencing decisions related to infrastructure, energy management, and future expansion.

Through Master Wind Energy, the Group continues to demonstrate how industrial progress and environmental responsibility can successfully move together. In an era where businesses are increasingly expected to create meaningful environmental impact, Master Group remains committed to setting new benchmarks for sustainable industrial leadership in Pakistan.

The transition toward a greener future requires collective effort, innovation, and long-term commitment. Master Group believes that industries have an important role to play in shaping a more resilient and environmentally conscious future. By investing in renewable energy and sustainable practices today, the company continues to contribute towards lasting positive impact for future generations.

Master Group’s carbon negative status stands as a reflection of what is possible when vision, sustainability, and industrial excellence come together to drive meaningful progress.

This content is an advertorial by Master Group and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

This is not only a change in weather. It is a deeper shift in how life itself is being lived.

Pakistan contributes little to global emissions, yet it sits among the countries most exposed to climate stress. The impact is no longer an abstract idea discussed in conferences. It is visible in daily life, in crops that fail without warning, in cities that grow harder to breathe in, and in homes where rising temperatures and uncertain water supplies shape everyday decisions.

For farmers, long held knowledge is becoming less reliable. The patterns passed down through generations no longer offer the same certainty. Seasons no longer follow expected lines. Rain comes too early or too late. Heat arrives without warning. Farming, once rooted in rhythm and experience, has become uncertain and risky.

In cities, the pressure takes another form. Green spaces are shrinking. Air quality continues to decline. Concrete spreads further while shade becomes harder to find. In such conditions, even a single tree begins to carry weight beyond its appearance. It becomes a source of relief and survival.

It is in this context that plantation efforts are gaining attention.

On Pakistan Day, the government of Khyber Pakhtunkhwa carried out a large plantation drive, setting a target of one million saplings in a single day. The effort was completed across multiple districts with participation from government bodies, institutions, and citizens.

Yet numbers alone do not tell the full story.

For years, plantation drives have focused on scale and visibility. Saplings are planted with ceremony and public attention, but many fail to survive beyond the initial stage. Lack of care, water shortage, and weak follow up have often reduced long term impact.

A shift is now being attempted. The focus is slowly moving from planting to survival. Systems for monitoring are being introduced. Local communities are being encouraged to take responsibility. The question is no longer only how many trees are planted, but how many are still alive months and years later.

Alongside this, another change is taking place. Women are becoming more visible in climate related discussions. Their role in managing household resources such as water, fuel, and food places them at the centre of environmental pressure. Their participation is not symbolic. It brings practical understanding of how climate change affects daily life at the household level.

At a broader level, climate change is now widely recognised as a question of basic rights. The right to clean air, safe water, and a stable environment is becoming part of public discussion. In Pakistan, this awareness is still developing, but it is slowly finding space in policy and public debate.

More plantation drives are expected in the coming months, including around Independence Day. However, their true impact will depend less on public announcements and more on long term care and survival of the trees already planted.

Because planting a tree is only the beginning.

What follows is quieter and far more demanding. It is the steady work of protection, attention, and care. It is this work, often unseen and unacknowledged, that decides whether change lasts.

A tree is not only an environmental response. It is a long term promise. And like all promises, it survives only when it is kept.

This content is produced in paid partnership with the Khyber Pakhtunkhwa (KP) government - a partner of DawnMedia’s Breathe Pakistan initiative.

Under this partnership, the parties will collaborate on the development of Master Group of Industries’ Indus Cloud and Data Center Project, aimed at delivering state-of-the-art, Tier-III compliant data center facilities alongside advanced cloud capabilities tailored for Pakistan’s evolving digital economy.

Indus DC REIT is developing and operating purpose-built data center infrastructure, while Indus Cloud offers a comprehensive cloud services platform. Together, they aim to create a robust ecosystem that supports high-performance computing, data sovereignty, and enterprise-grade security.

UBL joins the initiative as a strategic investor and partner, bringing both financial strength and institutional expertise to the project. In addition to its investment, UBL intends to leverage the infrastructure to support its own digital transformation and banking innovation agenda.

This partnership also reflects a shared commitment by all parties to actively promote cloud adoption in Pakistan, enabling organisations to modernise operations, enhance resilience and drive innovation across industries.

Speaking on the occasion, Indus Cloud CIIO & DC REIT Rumman Dar commented, “This partnership represents a defining moment for Pakistan’s cloud ecosystem. By combining world-class infrastructure with localised cloud capabilities, we are enabling enterprises to confidently transition to the cloud while ensuring data sovereignty, security and performance. Our vision is to make Indus Cloud the backbone of Pakistan’s digital future.”

UBL Chief Strategy Officer Farrukh Karim Khan added: “UBL is committed to supporting transformative initiatives that strengthen Pakistan’s digital and financial ecosystem. Our partnership with Indus Cloud and Indus REIT not only aligns with our strategic priorities but also positions us at the forefront of innovation in cloud-enabled banking and infrastructure development. We look forward to leveraging this platform to enhance our digital capabilities and customer experience.”

Through this collaboration, Indus Cloud, Indus DC REIT and UBL aim to establish a scalable, secure and future-ready cloud and data center ecosystem that will serve as a catalyst for Pakistan’s digital transformation journey.

About Indus Cloud:

Indus Cloud, an initiative of Master Group of Industries, marks a defining milestone in Pakistan’s digital evolution as the country’s first commercial data center and cloud service provider. Purpose-built to support the needs of modern enterprises, Indus Cloud delivers secure, scalable and highly reliable data center and cloud infrastructure designed and operated within Pakistan.

This content is an advertorial by Indus Cloud Limited and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

The recognition was announced during Chery’s International Business Summit, which brought together global leadership, partners, media and stakeholders from over 130 countries to align on the company’s future roadmap and its vision of serving 10 million families worldwide by 2030.

Representing Pakistan at the summit was a combined delegation of Chery Master Pakistan leadership, dealer partners and automotive opinion leaders, engaging directly with global teams on product, technology and market alignment.  The award reflects the rapid progress Chery has achieved in Pakistan, driven by strong market acceptance, growing consumer trust and a focused strategy centred on practical, technology-led mobility solutions.

In Pakistan, Chery is introduced by Master Auto Engineering, part of the Master Group with over 60 years of industrial and automotive legacy and a strong presence across auto parts and vehicle manufacturing. Building on this foundation, Chery Master Pakistan has established one of the largest locally assembled (CKD) plug-in hybrid SUV portfolios in the market.

This includes the Tiggo 9 PHEV positioned as the first premium plug-in hybrid E-SUV, the new Tiggo 8 PHEV as the country’s only 7-seater plug-in hybrid D-SUV, and the newly introduced Tiggo 7 PHEV as a premium 5-seater C-segment SUV. Together, this lineup spans key SUV segments and reflects a deliberate strategy to make advanced hybrid technology accessible across different customer needs.

This portfolio has received an overwhelming market response, reinforcing confidence in both the Chery brand and its partnership with Master Group and validating the relevance of plug-in hybrid technology in Pakistan’s evolving mobility landscape.

This momentum is aligned with Chery’s broader global direction. At Auto China 2026, the company outlined its next phase of growth across electrification and intelligent mobility, supported by strong performance including 642 per cent growth in new energy vehicle sales, over 1.3 million exports, and a global cumulative user base exceeding 19 million, including more than 4 million family users.

At the core of this strategy is Chery’s Super Hybrid platform, designed to deliver electric efficiency with long-distance usability, making it particularly suited for markets like Pakistan where fuel costs are high and charging infrastructure is still developing.

Building on this foundation, Chery is expanding into a broader intelligent mobility ecosystem through its Chery Life concept, integrating space, safety and advanced technology into a connected user experience. This includes capabilities such as AI-driven interaction, Advanced Parking enabling full-scenario automated parking, and AI Agent systems with up to 90 pc multilingual recognition accuracy, alongside ongoing advancements in battery technologies aimed at improving range confidence and safety.

This direction is further reinforced by Chery’s forward product pipeline, with plans to introduce 13 new models over the next two years across gasoline, hybrid, and electric powertrains, spanning SUV, sedan and pickup segments. At Auto China 2026, this was reflected through the unveiling of models such as the QQ BEV, a compact electric vehicle offering up to 410 km range and the Tiggo V, a versatile concept combining SUV space, MPV practicality, and pickup utility. Alongside this, the Tiggo 4 HEV expands Chery’s hybrid portfolio into more accessible segments, signalling future relevance for markets such as Pakistan.

A key demonstration of Chery’s engineering capability was also presented during the summit through the public three-vehicle composite crash validation of the TIGGO 9. Conducted under real-world high-risk conditions, the test simulated simultaneous front and rear impacts, where the vehicle maintained structural integrity, ensured proper deployment of safety systems, and preserved passenger survival space. This reflects Chery’s shift toward real-world, scenario-based safety engineering under its “Safety. For Family.” philosophy.

Commenting on the recognition, Chery Master Pakistan CEO Samir Malik said: “This award reflects how quickly Pakistan has become an important part of Chery’s global journey. Our approach has been to bring advanced technologies with clear, real-world value, ensuring they are both accessible and practical for customers. This is the foundation on which we will continue to grow.”

As Chery advances toward its goal of serving 10 million families globally by 2030, the recognition of Chery Master Pakistan reflects the increasing role of markets like Pakistan in shaping how future mobility solutions are developed, localized, and adopted.

This content is an advertorial by Chery Master Pakistan and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

The KP Chief Minister noted that the province faces a growing spectrum of climate related risks, including riverine and flash floods, glacial lake outburst floods, prolonged droughts, heatwaves, urban flooding, and the spread of vector borne diseases. He warned that the scale and frequency of these events are expected to increase further, requiring urgent and sustained action.

“Climate change is no longer a distant threat. It is a present and accelerating reality,” the message stated.

At the same time, the Chief Minister emphasised that vulnerability does not define Khyber Pakhtunkhwa alone. The province, he said, has emerged as a leading example of environmental action in Pakistan, particularly in forest restoration and climate resilience.

“Our forests are not simply natural assets, they are ecological infrastructure that sustains biodiversity, regulates climate systems, and supports livelihoods,” he said.

Recalling progress since 2013, he highlighted large scale afforestation initiatives undertaken under the vision of Imran Khan, including the Billion Tree Afforestation Project and the Ten Billion Tree Programme. According to the message, these efforts have significantly increased forest cover in the province, now exceeding international benchmarks at 26.7 percent of total land area.

Khyber Pakhtunkhwa, he noted, holds nearly 40 to 45 percent of Pakistan’s forests, which absorb a substantial share of national carbon emissions. Sustaining this ecological asset, he stressed, requires long term investment and consistent policy support.

“Since 2017 alone, approximately Rs 675 billion has been invested in forest conservation and expansion,” the message added.

The Chief Minister also outlined a shift in policy direction towards what he termed a green economic model. This approach seeks to link environmental protection with economic opportunity by supporting forest based livelihoods, encouraging community participation, and exploring carbon markets.

He stated that the province’s potential in carbon credits could generate significant annual value, strengthening the case for integrating environmental indicators into fiscal planning frameworks.

“There is a strong case for revisiting the National Finance Commission Award formula to include environmental indicators such as forest cover and carbon credits,” he said.

Referring to international examples, he noted that countries such as India and China already incorporate forest related weightage in fiscal distribution systems.

Alongside forestry, the province is expanding its climate response across multiple sectors, including renewable energy, sustainable agriculture, clean industry, and urban resilience. Measures underway include the transition of brick kilns to cleaner technology, development of an electric vehicle policy, and deployment of air quality monitoring systems.

A province wide Air Quality Improvement Action Plan has been introduced, supported by institutional mechanisms aimed at improving accountability and enforcement. In addition, the Provincial Climate Change Policy provides a structured roadmap for both mitigation and adaptation across infrastructure, health, water systems, and local economies.

Clean energy has also been identified as a key priority. The message highlighted ongoing investment in hydropower and large scale solarisation of public institutions, including schools, hospitals, mosques, government buildings, and households.

At the global level, the Chief Minister stressed the imbalance between responsibility and impact, noting that regions with minimal emissions often face the most severe consequences.

“This imbalance must be addressed through enhanced cooperation, climate finance, and technology transfer, consistent with the principles of the Paris Agreement,” he said.

The Breath Pakistan International Climate Change Conference, organised by Dawn Media, was described as a timely platform for strengthening dialogue between policymakers, experts, and stakeholders.

Concluding his message, the Chief Minister said Khyber Pakhtunkhwa stands ready to continue its role in climate action, but stressed that progress must now accelerate beyond commitments into implementation.

“The task ahead is not to define the problem, it is to accelerate solutions,” he said.

He added that the choices made today will determine the resilience of future generations, calling for clarity, urgency, and collective responsibility in addressing the climate challenge.

This content is produced in paid partnership with the Khyber Pakhtunkhwa (KP) government - a partner of DawnMedia’s Breathe Pakistan initiative.

At the heart of these efforts is the Climate Change, Forests, Environment and Wildlife Department, which has expanded its work on afforestation, conservation, and regulation across multiple sectors. Its recent initiatives reflect a shift towards more structured and long term environmental planning.

A major highlight has been a province wide plantation drive targeting one million trees in a single day. The campaign forms part of a wider push for a greener province and is intended to support cleaner air, improved soil health, and restoration of degraded land. It also builds on earlier large scale efforts, including the Billion Tree Tsunami project, which brought international attention to the province’s forest restoration work.

The current approach places greater emphasis on monitoring and accountability. Digital systems are being introduced to track plantation activity and improve transparency. These tools allow authorities to monitor progress more closely and reduce gaps between planting and survival of saplings.

Alongside plantation work, the province has approved long term forest management plans in areas such as the Nizampur forests. These plans are based on scientific methods and cover conservation, soil protection, water management, and eco tourism. The aim is to move beyond short term projects towards sustained ecosystem recovery.

Environmental governance is also undergoing reform. Approval processes and monitoring systems are being digitised to improve efficiency and reduce delays. These changes are intended to make environmental regulation more responsive and easier to track, while improving accountability in the use of natural resources.

Urban pollution has become another area of concern. New systems are being developed to monitor industrial waste and wastewater more effectively. Using sensors and data based tools, authorities aim to improve real time oversight of environmental risks, particularly in growing urban centres.

At the same time, climate monitoring capacity is being expanded. Planned observation systems for smog and weather patterns are expected to provide more reliable data for decision making. This information will help both policymakers and the public respond more effectively to environmental hazards.

Wildlife protection remains a central part of the province’s environmental strategy. Efforts to strengthen national parks and protected areas are intended to safeguard biodiversity while also encouraging eco tourism. These measures are designed to protect fragile ecosystems and support local livelihoods through sustainable tourism models.

Community participation continues to play a key role. Local populations are being involved in plantation drives, conservation efforts, and awareness campaigns. This approach recognises that long term environmental protection depends on shared responsibility rather than government action alone.

Over time, climate change has moved from a specialised policy issue to a core area of governance in the province. New strategies and action plans now outline environmental priorities across different time frames, linking policy goals with implementation on the ground.

Taken together, these developments point to a broader shift in how environmental challenges are being addressed in Khyber Pakhtunkhwa. The focus is moving towards integration, combining technology, policy reform, and community engagement to build long term resilience.

The direction is clear. Environmental protection is no longer treated as a separate concern, but as part of everyday governance and collective responsibility.

This content is produced in paid partnership with the Khyber Pakhtunkhwa (KP) government - a partner of DawnMedia’s Breathe Pakistan initiative.

The initiative comes at a time when cricket continues to dominate national attention, often overshadowing achievements in other sports. Nadeem, who secured Pakistan’s first Olympic gold medal in four decades, is the only individual athlete from Pakistan to have secured an Olympic Gold Medal; previous gold medals for Pakistan were all won by the hockey team. Nadeem is among a small group of athletes who have brought global recognition to the country despite limited support.

Through this collaboration, Taptap Send aims to broaden the national conversation around representation in sports, while also drawing attention to the role of millions of Pakistanis living abroad whose financial contributions remain a critical pillar of the economy.

Saim Chaudhary, the head of South Asia at Taptap Send said, “Pakistan’s strength lies in its people—both at home and overseas. We are seeing continued growth across the market as more Pakistanis turn to digital solutions to support their families. Millions of Pakistanis from the UK, US, Canada, UAE, Europe and Australia send money back home through Taptap Send and this initiative recognises the shared resilience of athletes and overseas communities who continue to contribute to the country in meaningful ways.”

Remittances remain a vital source of economic stability for Pakistan, supporting household income across education, healthcare, and daily living. Taptap Send has gained traction among users for offering fast and reliable transfers to bank accounts, mobile wallets, and cash pickup locations.

This partnership positions both the athlete and the overseas Pakistani as central to a broader narrative of national contribution—one that extends beyond visibility to impact.

“I partnered with Taptap Send because it’s become the gold standard for Pakistanis sending money home. For so many families, reliability and speed matter—and Taptap Send makes it simple to stay connected and support loved ones, no matter the distance. I would also like to encourage athletes to cover the distance of achieving their goals, no matter how difficult the journey feels“, said Arshad Nadeem.

About Taptap Send

Taptap Send is a mobile app for fast, secure and affordable international money transfers. Customers can send money directly to mobile wallets, bank accounts, or for cash pickup with low fees and competitive rates. Taptap Send’s goal is to move more capital into emerging markets than anyone else; empowering families, fueling local economies and transforming how millions of cross-border customers send, save and plan for the future.

This content is an advertorial by Taptap Send and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

As one of Pakistan’s leading business groups, Nishat Group operates across key sectors including textiles, cement, banking, insurance, power and agriculture. With solid industry experience and refined operations, it plays an important role in driving the country’s economic growth. The group covers a full industrial chain spanning manufacturing, finance and energy, with strong capabilities in resource integration and market expansion. This partnership with iCAUR International marks a key step in Nishat Group’s expansion into the new energy sector. It brings in advanced technologies to support a more sustainable transformation of Pakistan’s automotive industry and strengthen its competitiveness in the local market.

With a commitment to redefining automotive standards, this partnership will bring cutting-edge NEVs equipped with state-of-the-art technology and eco-friendly powertrains. iCAUR focuses on creating new energy vehicles that combine classic design, smart technology and sustainability. Built on its strengths in electrification and intelligent systems, iCAUR features industry-leading i-AWD (intelligent All-Wheel Drive) system and the Golden REEV (Range-Extended Electric Vehicle), along with global quality standards. It delivers a smooth experience for daily commuting, worry-free long-distance travel and confident off-road performance.

The introduction of iCAUR NEVs is expected to contribute significantly to Pakistan’s transition towards a greener and more sustainable transportation future. Built on the brand philosophy of being ‘Born to Play,’ iCAUR vehicles are designed to blend urban sophistication with rugged capability.

NexGen Auto is a newly established company in Pakistan’s automotive sector and a part of the Nishat Group. The company currently assembles the Jaecoo J7 PHEV and the Jaecoo J5 HEV in Pakistan, in collaboration with Chery Group. Dedicated to delivering premium vehicles and exceptional after-sales services, NexGen Auto is committed to innovation and aims to make a significant impact on the nation’s transition to electric mobility.

This content is an advertorial by Nishat Group and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.

It builds on the existing relationship between NTL and Unikrew Solutions and is distinct in scope from the earlier understanding between the two entities related to MBVS services.

Unikrew Solutions is a leading digital technology company specializing in Digital Identity, Islamic Digital Finance, seamless Digital Onboarding and Generative AI-driven solutions. The company is currently serving over 42 financial and public sector organisations and has also been entrusted with national-level use cases in Pakistan, based on its selection through a public procurement process in NADRA.

It is important to note that this additional strategic understanding is independent of Unikrew’s existing technologies already deployed for critical national use cases, where the company’s solutions were selected through formal public procurement.

Through this understanding, NTL and Unikrew Solutions will work together by complementing each other’s respective strengths across multiple opportunities, both nationally and internationally.

The collaboration reflects a shared intent to bring together institutional reach, implementation experience and advanced indigenous technology capabilities to support secure, scalable and impactful digital transformation initiatives across sectors.

Unikrew Solutions CEO Muhammad Naveed Sharif said “We are pleased to formalise this additional strategic understanding with NTL. Separate from our existing national-level deployments, it reflects a forward-looking partnership to jointly pursue high-impact opportunities in Pakistan and international markets.”

By combining their respective capabilities, NTL and Unikrew Solutions aim to create greater momentum for future-ready digital initiatives that can deliver trust, inclusion, efficiency and innovation at scale.

About Unikrew Solutions

Unikrew Solutions (Private) Limited is a leading digital technology company specialising in Digital Identity, Islamic Digital Finance, seamless Digital Onboarding and Generative AI-driven solutions. The company serves over 42 financial and public sector organizations and has also contributed to national-level use cases in Pakistan through technologies selected via public procurement process.

About NADRA Technologies Limited (NTL)

NADRA Technologies Limited (NTL) is focused on enabling digital transformation through technology-driven services, strategic collaborations and innovation-led initiatives across multiple sectors.

This content is an advertorial by NADRA Technologies Limited (NTL) and is not associated with or necessarily reflective of the views of Dawn.com or its editorial staff.