I remember reading a report on SBP website dated 2016 or 2017 and it laid bare the agreements that were being signed at that time and how it will impact us in futute. Not sure if its still there but it was just one raw attempt and yet it gave me shivers.
Thanks for sharing and looking forward to your proposals on fixing this crises.
NTDC, one of the most important parts of Pakistan's power sector which also contains some key functions like National Power Control Centre (System Operator) and Power System Planning and is one of the three signatories of all power purchase agreements, was being run by a new MD every year. One of those MDs in 2016-17 was an esteemed power sector professional who was sacked by the BoD citing slow progress on certain projects but many were of the view that he actually had questioned the signing of new power purchase agreements which the transmission system was not ready to transmit and which were going to haunt the country in the hindsight. The point is this organization was extremely important for overall power system and its leaders were being removed every now and then probably because they did not comply with 'the orders' from the ministry. You can not ensure risk management in your long term power system planning in this situation, even if you want to.
I agree Pakistan does not have a functioning nervous system. A good example of this was the country's reaction to Nestle's recent sugar scandal which implicated several developing countries. While Bangladesh and India launched their own investigations into the issue, Pakistan has been completely silent despite the long-term public health implications. These will inevitably have economic consequences as well.
I remember reading a report on SBP website dated 2016 or 2017 and it laid bare the agreements that were being signed at that time and how it will impact us in futute. Not sure if its still there but it was just one raw attempt and yet it gave me shivers.
Thanks for sharing and looking forward to your proposals on fixing this crises.
NTDC, one of the most important parts of Pakistan's power sector which also contains some key functions like National Power Control Centre (System Operator) and Power System Planning and is one of the three signatories of all power purchase agreements, was being run by a new MD every year. One of those MDs in 2016-17 was an esteemed power sector professional who was sacked by the BoD citing slow progress on certain projects but many were of the view that he actually had questioned the signing of new power purchase agreements which the transmission system was not ready to transmit and which were going to haunt the country in the hindsight. The point is this organization was extremely important for overall power system and its leaders were being removed every now and then probably because they did not comply with 'the orders' from the ministry. You can not ensure risk management in your long term power system planning in this situation, even if you want to.
I agree Pakistan does not have a functioning nervous system. A good example of this was the country's reaction to Nestle's recent sugar scandal which implicated several developing countries. While Bangladesh and India launched their own investigations into the issue, Pakistan has been completely silent despite the long-term public health implications. These will inevitably have economic consequences as well.
For those interested, I write more about this here: https://thedevelopingeconomist.substack.com/p/sugar-scandal-and-silence