ISLAMABAD: Solar energy production in Pakistan is poised to take off — just as the South Asian country is ramping up coal production to help plug a crippling power crisis, energy experts say.
New high-quality solar maps — essential to securing financing for major solar projects — show Pakistan is one of the world’s best countries for producing solar energy because of its arid climate and latitude.
“Pakistan’s solar potential is huge,” said Jamil Masud, an energy expert who helped draft Pakistan’s national renewable energy policy.
“The government is waking up to its potential,” said Masud, a director of Hagler Bailly Pakistan, an energy and environmental consulting firm in Islamabad. “With the prices of (photovoltaic panels) falling drastically in the last four years, the switchover to renewables will happen — gradually.”
Pakistan’s current national power shortfall is estimated to be more than 6,000 megawatts (MW), causing long power outages across the country. The country is building nearly a dozen coal power plants over the next 15 years with Chinese investment, as part of its attempts to end the crisis.
But Pakistan also has a range of major solar projects in the pipeline, amounting to more than 4,400MW in potential power, said Amjad Awan, chief executive officer of the federal government’s Alternative Energy Development Board (AEDB), an autonomous body working under the Ministry of Water and Power.
Until now, the country’s lack of detailed solar maps — needed by major investors, especially US companies — has held back the development of renewable energy, said Ali Habib, managing partner of Shama Solar, a company based in Lahore.
That changed in March when Pakistan became one of the few developing countries to produce the maps. They were developed by the AEDB and World Bank, drawing on data from nine solar data stations and 12 wind masts installed across the country.
“This is credible data according to which banks can give funding to potential projects,” said Awan. “The government can now do the appropriate zoning and develop solar and wind areas.”
The solar maps highlight which regions are most suitable for solar power generation. The southwestern province of Baluchistan — a desert area with little cloud cover or air pollution — has the country’s largest solar potential, they show.
“The maps reveal that even areas ... receiving the least average annual irradiation are better than Germany’s best regions for solar power generation,” said Masud.
Germany is a world leader in producing solar energy and uses detailed solar maps to assess its own solar resources.
Pakistan’s data has been made public as part of the Global Solar Atlas website, giving commercial scale projects ready-to-use seasonal and monthly data.
This means investors do not have to spend significant time and money gathering data for their projects. Instead, “they can instantaneously acquire certified data of ‘bankable’ quality that should be acceptable to commercial financing institutions,” said Masud.
That can substantially lower the costs around projects, which in turn encourages companies to set up large-scale solar power facilities, he said.
Frustrated with constant power cuts, consumers are already installing small-scale rooftop solar systems for their homes and businesses.
“Solar is already taking off in Pakistan — it is going to challenge grid-connected power,” said Fariel Salahuddin, an energy specialist based in Karachi.
“Rooftop solar panels are growing organically and as for the grid-connected solar projects, lots of pieces are coming together like regulation, tariffs, investments and grid capacity,” she added.
Pakistan’s National Electric Power Regulatory Authority (NEPRA) has issued guidelines for net metering so consumers can now sell the excess solar energy they produce back to the grid, Salahuddin said.
One of the first licenses for net metering was issued to Pakistan’s Parliament building in Islamabad, which switched to solar energy last year. Some banks have started financing home solar systems, which are cropping up across the country.
The Islamabad Electric Supply Company (IESC) has introduced net metering, and other power companies in large cities such as Lahore and Karachi will be following suit “in a matter of months, not years,” said Awan.
However, the government still needs to simplify connection rules and procedures for small-scale solar power to be more widely adopted, Masud said.
“There are several procedural and commercial details to be worked out before rooftop photovoltaic panels become a common sight in Pakistan, but it is only a matter of time before it does,” said Masud.
Pakistan already has one major solar park — the Quaid-e-Azam Solar Park in Bahawalpur, built with Chinese investment. It produces 400MW with plans to rise to 1,500MW of solar production.
“Not just the Chinese, but many other companies from countries like Germany and the US are coming to Pakistan to invest in solar energy,” said Vaqar Zakaria, chief executive officer of Haigler Bailly Pakistan.
“However, the support and incentives being offered for coal-based power generation are far more attractive than those being offered for investment in solar power,” added Zakaria.
However, despite its considerable solar and wind potential and the rapidly decreasing costs of renewable energy, Pakistan continues to focus on building its coal-powered generating capacity.
The government plans to add 10,000MW of coal energy to the country’s energy mix by 2020.
“Solar and wind have their limitations. Solar cannot produce electricity at night,” said Shama Solar’s Habib. “Every country needs a base load that can run all the time — and that still comes from coal and gas or oil.”
Is Pakistan’s solar power poised to take off amid energy crisis?
Is Pakistan’s solar power poised to take off amid energy crisis?
How AI and financial literacy are redefining the Saudi workforce
- Preparing people capable of navigating money and machines with confidence
ALKHOBAR: Saudi Arabia’s workforce is entering a transformative phase where digital fluency meets financial empowerment.
As Vision 2030 drives economic diversification, experts emphasize that the Kingdom’s most valuable asset is not just technology—but people capable of navigating both money and machines with confidence.
For Shereen Tawfiq, co-founder and CEO of Balinca, financial literacy is far from a soft skill. It is a cornerstone of national growth. Her company trains individuals and organizations through gamified simulations that teach financial logic, risk assessment, and strategic decision-making—skills she calls “the true language of empowerment.”
“Our projection builds on the untapped potential of Saudi women as entrepreneurs and investors,” she said. “If even 10–15 percent of women-led SMEs evolve into growth ventures over the next five years, this could inject $50–$70 billion into GDP through new job creation, capital flows, and innovation.”
Tawfiq, one of the first Saudi women to work in banking and later an adviser to the Ministry of Economy and Planning on private sector development, helped design early frameworks for the Kingdom’s venture-capital ecosystem—a transformation she describes as “a national case study in ambition.”
“Back in 2015, I proposed a 15-year roadmap to build the PE and VC market,” she recalled. “The minister told me, ‘you’re not ambitious enough, make it happen in five.’” Within years, Saudi Arabia had a thriving investment ecosystem supporting startups and non-oil growth.
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At Balinca, Tawfiq replaces theory with immersion. Participants make business decisions in interactive simulations and immediately see their financial impact.
“Balinca teaches finance by hacking the brain, not just feeding information,” she said. “Our simulations create what we call a ‘business gut feeling’—an intuitive grasp of finance that traditional training or even AI platforms can’t replicate.”
While AI can personalize lessons, she believes behavioral learning still requires human experience.
“AI can democratize access,” she said, “but judgment, ethics, and financial reasoning still depend on people. We train learners to use AI as a co-pilot, not a crutch.”
Her work aligns with a broader national agenda. The Financial Sector Development Program and Al Tamayyuz Academy are part of Vision 2030’s effort to elevate financial acumen across industries. “In Saudi Arabia, financial literacy is a national project,” she said. “When every sector thinks like a business, the nation gains stability.”
Jonathan Holmes, managing director for Korn Ferry Middle East, sees Saudi Arabia’s digital transformation producing a new generation of leaders—agile, data-literate, and unafraid of disruption.
“What we’re seeing in the Saudi market is that AI is tied directly to the nation’s economic growth story,” Holmes told Arab News. “Unlike in many Western markets where AI is viewed as a threat, here it’s seen as a catalyst for progress.”
Holmes noted that Vision 2030 and the national AI strategy are producing “younger, more dynamic, and more tech-fluent” executives who lead with speed and adaptability. Korn Ferry’s CEO Tracker Report highlighted a notable rise in first-time CEO appointments in Saudi Arabia’s listed firms, signaling deliberate generational renewal.
Korn Ferry research identifies six traits for AI-ready leadership: sustaining vision, decisive action, scaling for impact, continuous learning, addressing fear, and pushing beyond early success.
“Leading in an AI-driven world is ultimately about leading people,” Holmes said. “The most effective leaders create clarity amid ambiguity and show that AI’s true power lies in partnership, not replacement.”
He believes Saudi Arabia’s young workforce is uniquely positioned to model that balance. “The organizations that succeed are those that anchor AI initiatives to business outcomes, invest in upskiling, and move quickly from pilots to enterprise-wide adoption,” he added.
DID YOU KNOW?
• Saudi women-led SMEs could add $50–$70 billion to GDP over five years if 10–15% evolve into growth ventures.
• AI in Saudi Arabia is seen as a catalyst for progress, unlike in many Western markets where it is often viewed as a threat.
• Saudi Arabia is adopting skills-based models, matching employees to projects rather than fixed roles, making flexibility the new currency of success.
The convergence of Tawfiq’s financial empowerment approach and Holmes’s AI leadership vision points to one central truth: the Kingdom’s greatest strategic advantage lies in human capital that can think analytically and act ethically.
“Financial literacy builds confidence and credibility,” Tawfiq said. “It transforms participants from operators into leaders.” Holmes echoes this sentiment: “Technical skills matter, but the ability to learn, unlearn, and scale impact is what defines true readiness.”
As organizations adopt skills-based models that match employees to projects rather than fixed job titles, flexibility is becoming the new currency of success. Saudi Arabia’s workforce revolution is as much cultural as it is technological, proving that progress moves fastest when inclusion and innovation advance together.
Holmes sees this as the Kingdom’s defining opportunity. “Saudi Arabia can lead global workforce transformation by showing how technology and people thrive together,” he said.
Tawfiq applies the same principle to finance. “Financial confidence grows from dialogue,” she said. “The more women talk about money, valuations, and investment, the more they’ll see themselves as decision-makers shaping the economy.”
Together, their visions outline a future where leaders are inclusive, data-literate, and AI-confident—a model that may soon define the global standard for workforce transformation under Vision 2030.










