whose lives count

Whose Lives Count on Primetime? From Mir Raza Ali …

Let me begin where every honest sentence on this subject must begin: I condemn, without reservation, the murder of Mir Raza Ali, the 25-year-old founder of Karachi’s beloved dessert brand Wafflix. He left his home before dawn on July 28, 2026, telling his mother he would return in ten minutes. He never did. His body was found the next day in the bushes of Gulistan-e-Jauhar, bearing torture marks and a gunshot wound. Eighteen days later, his family still waits for the truth, and I appeal — as every citizen should — for a swift, transparent investigation and justice for his killers. Nothing that follows in this essay is meant to diminish that grief. It is meant to sit beside it, uneasily, and ask why our grief is so selective.

Because for eighteen days now, Pakistan’s television screens have offered something close to a live tribunal. Home Minister Zia Ul Hassan Lanjar and Inspector General of Police Javed Alam Odho face anchors nightly. Forensic reports are dissected line by line. Postmortem findings, CCTV timelines, taxi records — every fragment of evidence is turned over on air with a rigor that would not embarrass The Hague. I do not begrudge this scrutiny; a young man is dead and the public deserves answers. But I confess, with something between astonishment and despair, that I cannot recall our media applying this same forensic hunger to the killing of the country’s economy. Even the assassination of former Prime Minister Benazir Bhutto in 2007 — an event that reshaped this nation’s political history — did not receive this level of daily, granular dissection. Nor, in truth, did the world’s own gold standard for high-profile scrutiny, the 2018 murder of journalist Jamal Khashoggi inside the Saudi consulate in Istanbul, sustain eighteen straight days of forensic-audit-level coverage in the country that lost him.

So where is that same appetite for NEPRA and CPPA? Here is what nobody puts on a talk show: over the past three years, dozens of Pakistanis — an elderly widow in Gujranwala, a mother of four in Jahanian, a young man in Faisalabad, a payphone operator in Peshawar — have taken their own lives after receiving electricity bills they could not pay. These were not abstractions. They were documented, named, buried. And yet no anchor has spent eighteen consecutive nights asking the chairman of NEPRA why. No panel has summoned the CEO of the Central Power Purchasing Agency to explain, plainly, in language a shopkeeper in Bahadurabad could understand, why this country of 260 million people pays some of the region’s highest power tariffs while its own regulator’s reports describe capacity sitting idle. Where is the media trial of the men who told us, from 2014 to 2018, that imported coal would be Pakistan’s “game changer,” and of the former prime minister who made the same promise about LNG-fired plants? Those promises are now line items in a debt-trapped economy, in a nation reduced, again and again, to a global begging bowl. But no one is asked to answer for them on camera. They sit, as it were, behind a veil — while the Director General of ISPR and the Chief of Defence Forces routinely stand before microphones and take hard questions. Why can Pakistan’s military spokesmen face the public, but not the men who set the price of electricity for every household in the country?

I want to be precise, not merely aggrieved, so let me offer what I found when I went looking myself. CPPA-G’s own energy purchase data for May–June 2026 shows three nearly identical imported-coal plants — Huaneng Shandong Ruyi at Sahiwal (1,244 MW), China Power Hub in Balochistan (1,249 MW), and Port Qasim in Karachi (1,243 MW) — dispatched at wildly different rates. Huaneng ran at roughly 73 percent of capacity; Port Qasim at only 36 percent; China Power Hub at a mere 24 percent — this despite Huaneng being, by current fuel charges, the most expensive of the three at roughly Rs. 20.38 per unit, against Rs. 15.12 for Port Qasim and Rs. 16.09 for Hub. If Pakistan’s Economic Merit Order genuinely governed dispatch, the cheaper southern plants should be running harder, not idling at a quarter of their design capacity. Something else is deciding who generates and who doesn’t — transmission bottlenecks, take-or-pay contract terms that favor Sahiwal, or simple operational failure at Hub, whose output fell 37 percent in a single month. Whatever the cause, Pakistani consumers are still paying full capacity charges for roughly 760 to 940 idle megawatts at each underused plant — fixed costs for electricity that was never produced, quietly folded into tariffs nobody explains on air.

This is not a call to relent on Mir Raza Ali. It is a plea that the same courage be extended elsewhere. I am not asking media to abandon one grieving family; I am asking whether this nation’s curiosity has been rationed, aimed carefully at the stories that move ratings but never at the ledgers that move our poverty. Who decides that a private tragedy in Gulistan-e-Jauhar deserves eighteen days of forensic television, while a public catastrophe costing every household thousands of rupees a month deserves none? Is there a veil, a ghost hand, guiding our screens away from NEPRA’s boardroom and toward whatever is easier to sell?

My request to Pakistan’s media is respectful, not accusatory: summon the chairman and members of NEPRA and the CEO of CPPA, and ask them, on camera, to explain the dispatch logic behind May and June’s generation data, to quantify what idle capacity is costing consumers per unit, to say plainly whether transmission constraints are forcing reliance on costlier northern plants while cheaper southern capacity sits dark, and to commit to passing any findings transparently through the Fuel Charges Adjustment mechanism, as the NEPRA Act itself demands.

Pakistan is the fifth most populous nation on earth, and yet the men who preside over its power sector — the chairmen and members of NEPRA and OGRA, the leadership of CPPA, the ministers of planning, the former prime ministers who made their promises and moved on — appear to enjoy something no statute grants them on paper: an unwritten, lifetime immunity from the reckoning our media reserves for everyone else. Energy security is not a footnote to economic policy. It is the mother of both economic and military security, because a nation that cannot keep its factories running or its grid stable cannot arm, feed, or defend itself for long. When leadership failures in that sector helped push this country toward a global begging bowl, that failure was not merely technical. In every sense but the narrowly legal one, it was a betrayal of the public trust this nation placed in them.

I choose my words carefully here, because Pakistan’s treason law — the treason act of the Constitution is not applied to this powerful elite. But look at how nations that actually take energy security seriously behave. In India and the United States, a major failure of grid reliability or fuel-supply planning triggers parliamentary and congressional inquiries, regulatory resignations, and criminal referrals where negligence crosses into fraud — energy security is treated as inseparable from national security, not as a line item to be quietly absorbed into next month’s bill. In Pakistan, three nearly identical power plants can run at 73, 36, and 24 % of capacity in the same two months; consumers can be billed in full for the idle 760 to 940 megawatts regardless, and not one name is put to the decision. If the erosion of 260 million people’s livelihoods does not meet the law’s narrow definition of treason, it should still be named just as loudly on moral grounds — on the same channels that spent eighteen days dissecting a single death.

Even our own interior minister has said the quiet part aloud. When Mohsin Naqvi told the Pakistan Economic Summit in July that “the system we are living under has collapsed,” the cameras stayed on him for days — but almost entirely to speculate about new provinces and administrative reshuffles, a political-reset story. Not one primetime panel used that admission of collapse to ask the harder, duller question: what, specifically, collapsed, and who was holding the wheel when it did? A minister said the word “collapse” about his own country and even that did not buy energy accountability a single evening on air.

As an engineer who has worked inside this country’s accountability apparatus, I hold reports that speak plainly to these failures. If Pakistan’s own media will not put them to air, I am prepared to send them to the BBC, CNN, and any outlet still willing to ask NEPRA and CPPA the questions our own press has avoided — because the International Federation of Journalists’ Global Charter of Ethics binds every journalist, wherever they sit, to truth, independence, and public accountability before comfort or convenience. If the truth is unwelcome at home, it will still be told somewhere.

So let this be the last word, addressed directly to the anchors, editors, and owners of Pakistan’s newsrooms: you have shown, this month, that you know how to hold power to account when the victim has a name and a face. NEPRA, OGRA, and CPPA have names and faces too. Summon them. Sit them under the same lights. Ask them the same unrelenting questions. Until you do, every ratings-driven hour spent elsewhere is itself a kind of answer — and the 260 million people paying for idle megawatts already know what that answer is.

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Under frameworks like the “One Sun, One World, One Grid” initiative, neighboring nations seamlessly buy, sell, and route cross-border electricity to balance seasonal surpluses and deficits. Bhutan finances its national development by wheeling clean hydro power directly into the Indian market. Nepal trades its monsoon hydro surpluses across borders to avoid spilling water, pulling power back when river flows decline. Even nations separated by deep political, geographic, and sovereign boundaries manage to run copper and steel across international borders so their citizens do not sit in the dark. Yet, after 79 years of shared history, Pakistan presents an embarrassing anomaly. The state has built a national power grid that spans thousands of miles from the Arabian Sea to Khyber Pakhtunkhwa, and downcountry Pakistan often wrestles with systemic generation capacity surpluses, yet it has failed to link its own sovereign territory of Gilgit-Baltistan to the National Grid. Gilgit-Baltistan remains an island—an off-grid enclave stranded inside its own country, cut off from the main transmission backbone. While foreign nations in South Asia trade thousands of megawatts in real time across sovereign borders, Pakistan’s own northern frontier cannot draw a single kilowatt from the national thermal and solar reserves down south during the freezing winter months. This policy neglect is even more absurd considering that mere miles from where local populations freeze, one of the greatest engineering feats in South Asian history is taking shape. The Diamer Basha Dam Project, currently under construction near Chilas on the River Indus, boasts an astounding installed generation capacity of 4,500 megawatts and an expected annual output of over eighteen billion units of clean, renewable energy. The dam will transform Pakistan’s national economy, but it raises a fundamental moral and legal question: will it transform the lives of the people living in its shadow, or will the power simply pass over their heads to serve distant urban centers while local towns remain dark? To correct a structural imbalance that has persisted since 1947, the Federal Government of Pakistan and the Water and Power Development Authority (WAPDA) must formally dedicate a guaranteed quota of 500 megawatts of power from the Diamer Basha Dam directly to Gilgit-Baltistan. This allocation is not an act of federal charity; it is a pragmatic, economically transformative, and ethically mandatory policy that aligns local resource rights with national progress. To understand why a 500-megawatt direct allocation is essential, one must look at the region’s fragile, isolated micro-hydel infrastructure. Historically, Gilgit-Baltistan has relied on small-scale localized plants built on seasonal mountain streams. While these plants function adequately during the summer melt, they are acutely vulnerable to climate shifts and freeze cycles. When winter arrives and glacial run-offs plummet, local power generation drops by over eighty percent. Because the region is not connected to the main transmission grid, it cannot import balancing power, leaving the local economy frozen. Despite possessing immense potential as an international hub for eco-tourism, organic agriculture, high-altitude software hubs, and gemstone processing, serious industrial investors routinely stay away due to acute energy insecurity. The cost of doing business is artificially inflated by reliance on imported fossil fuels, creating a cycle of underdevelopment that forces educated, talented youth to migrate to major cities downcountry in search of basic livelihoods. Allocating 500 megawatts out of Diamer Basha’s 4,500-megawatt capacity represents just eleven percent of the dam’s total output. For the national power sector, absorbing this slight allocation is negligible. For Gilgit-Baltistan, however, this capacity is transformative. It represents complete regional energy self-sufficiency, year-round grid stability, and surplus capacity to fuel industrial growth for generations. To execute this vision cleanly and equitably, a structured cost-sharing implementation model must be established between the federal center and the region. The federal government and WAPDA must formally ring-fence a 500-megawatt generation quota from the powerhouse specifically for the region at concessional local tariffs. In return, the regional government of Gilgit-Baltistan must take complete ownership of downstream execution. The regional government must build high-voltage transmission lines connecting the powerhouse at Chilas to major regional load centers like Gilgit, Skardu, Hunza, and Ghizer, while overhauling local grid stations and distribution lines. By dividing responsibility—federal generation matched by regional distribution—both parties build a long-overdue partnership rooted in shared accountability. An allocation of this scale does far more than illuminate living rooms; it fundamentally reshapes the socio-economic trajectory of the entire northern frontier. With a dependable baseload, Gilgit-Baltistan can transition from a subsistence economy to a value-added manufacturing and processing hub. Local mineral wealth—including high-grade marble, granite, and precious gemstones—can be processed

  • The Transferability Paradox: Skills, Borders and t…

    We often speak of professional skills as though they were assets that can be packed into a suitcase and carried effortlessly across borders. In reality, skills do not all travel in the same way. A computer language remains a computer language whether one works in Pakistan, Singapore, the United Kingdom or the United States. Engineering principles, mathematics, manufacturing techniques and many scientific disciplines retain much of their relevance regardless of geography. The environment may change, but the fundamental language of the profession remains largely intact. The situation becomes more complicated with professions that operate within national regulatory and institutional frameworks. Accounting principles may be broadly understood internationally, but taxation, reporting requirements and corporate regulations can differ substantially between jurisdictions. The same is true of law and medicine. A lawyer who has spent decades mastering one country’s legal system cannot simply assume that the same statutes, procedures and precedents apply elsewhere. A doctor may possess years of clinical experience yet still be required to pass examinations and satisfy licensing requirements before being permitted to practise in another country. The knowledge has not disappeared. What has changed is the framework within which that knowledge is recognised and allowed to operate. This distinction is important because we sometimes confuse the transferability of skills with the transferability of credentials. They are not the same thing. A seasoned CFO does not forget how to evaluate risk, allocate capital, establish financial controls or understand a balance sheet upon crossing an international border. A doctor does not lose diagnostic ability at immigration, nor does a lawyer suddenly lose the capacity for legal reasoning. Yet the receiving country’s institutions may place conditions on recognising those abilities. What is being restricted is often not the skill itself, but the right, opportunity or credibility required to exercise it. For C suite professionals, however, there is another layer to the problem. As people rise through organisations, their professional value increasingly consists of much more than technical competence. Over twenty or thirty years, an executive accumulates reputation, relationships, cultural understanding, institutional knowledge and credibility. He or she learns how decisions are actually made, which relationships matter, how regulators think, how capital moves and how to navigate the unwritten rules of a particular business environment. This social and institutional capital can become as important as the technical skills that originally built the career. Crossing a border can dramatically alter the value of that accumulated capital. A CEO, CFO or senior executive who is well known and respected in one country may arrive in another market where few people recognise the organisations he or she worked for, understand the scale of previous responsibilities or appreciate the complexity of the environment in which those responsibilities were exercised. The person has not become less capable, but the ecosystem that validated that capability has been left behind. This is perhaps one of the least discussed dilemmas of international mobility at senior levels. The higher one climbs within a particular ecosystem, the more deeply one’s professional identity may become connected with that ecosystem. A young engineer may be assessed largely on technical competence and therefore move relatively easily between markets. A senior executive is assessed on a much broader collection of attributes, many of which are difficult to demonstrate on a CV. Reputation, networks, judgement and influence cannot always be exported as easily as qualifications. Then there is the uncomfortable issue of regional bias. Professional experience is not always evaluated purely on merit. Employers and institutions can consciously or unconsciously attach different values to experience depending on where it was acquired. A senior position in one part of the world may not automatically be regarded as equivalent to a similar position in another. Accent, nationality, familiarity with local business culture and perceptions about the sophistication of the previous market can all affect how a professional is judged. Regulation can create a formal wall, while perception can create an invisible one. Perhaps professional capital should therefore be thought of in three forms. There is skill capital, meaning what a person actually knows and can do. There is credential capital, meaning what institutions formally recognise or permit that person to do. Finally, there is social capital, meaning the network of people and institutions that know, trust and are prepared to place responsibility in that person’s hands. Skill capital can often travel. Credential capital may require rebuilding. Social capital can sometimes have to be recreated almost from the beginning. This brings me to the question that I find much harder to answer. If a country’s most capable professionals conclude that their talents will produce greater opportunities elsewhere, should they leave? Or should they remain and use their abilities, experience and influence to improve the environment that is encouraging them to leave in the first place? There is an obvious argument for mobility. A professional has a responsibility to his or her own life and family and cannot reasonably be expected to sacrifice decades waiting for institutions to improve. Talent naturally seeks environments where it can grow, where merit is recognised and where opportunities allow ability to compound. If those conditions exist elsewhere, moving may be entirely rational. Yet there is an equally uncomfortable consequence. When capable professionals, entrepreneurs, academics and executives continually leave weaker institutional environments for stronger ones, the countries they leave behind lose precisely the human capital that might have helped strengthen those institutions. Weak systems cause talent to leave, and the departure of talent can make those systems even harder to improve. We then arrive at something resembling the old question of the chicken and the egg. Do strong institutions create successful people, or do successful people create strong institutions? Do countries first need better systems to retain talent, or must talented people remain long enough to build those systems? If everyone waits for the environment to improve before contributing to it, who creates the improvement? But if individuals spend their lives fighting systems that are resistant to change, what happens to their own potential? Perhaps the

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