Pakistan today sits at the intersection of a demographic advantage and a digital revolution. With over 60 per cent of its population under the age of 30, the country has one of the world’s youngest workforces. At the same time, global industries are being reshaped by technology, data and artificial intelligence. For Pakistan to seize this opportunity, the challenge is not only to create jobs but to build a workforce equipped with the skills, resilience and leadership needed for the future.
MNC INVESTMENT
Pakistan today sits at the intersection of a demographic advantage and a digital revolution. With over 60 per cent of its population under the age of 30, the country has one of the world’s youngest workforces. At the same time, global industries are being reshaped by technology, data and artificial intelligence. For Pakistan to seize this opportunity, the challenge is not only to create jobs but to build a workforce equipped with the skills, resilience and leadership needed for the future.
Increasingly, multinational companies are stepping into this space, creating pipelines of talent, driving inclusive growth and embedding a culture of innovation. By investing in human capital, they are not just serving their own operations but also strengthening Pakistan’s long-term economic foundations.
At Wafi Energy Pakistan, formerly known as Shell Pakistan, the emphasis has been on cultivating young entrepreneurs and fostering grassroots innovation. Its flagship Tameer programme, launched in 2003 empowers young Pakistanis with the skills and confidence to grow business ideas into viable enterprises.
Since its launch, Shell Tameer has strengthened local economies by promoting entrepreneurship and championing their businesses. Over one million young Pakistanis have been engaged through this programme. 10 Pakistani entrepreneurs won International trade grants to visit seven countries and expand their market globally. Nine Tameer entrepreneurs won the global Shell ‘Top Ten Innovators Awards, receiving global and national recognition. Last month, a new Shell station in Rawalpindi was constructed using recycled plastic -- an innovation developed by Tameer entrepreneurs.
“We are proud to invest in our youth and accelerate enterprise development. Each year, we continue to be inspired by the exceptional talent and creativity of our youth - startups in diverse categories, including clean energy, circular economy, and tech innovation, many of which aim to address environmental and social challenges in Pakistan”, said Zubair Shaikh, CEO Wafi Energy Pakistan. “Training, mentorship and partnerships with incubators and universities are keys to unlocking inclusive growth”. In a country where youth unemployment remains a challenge, programs like Tameer offer a model for how private-sector innovation can generate both livelihoods and social impact.
S&P Global Pakistan illustrates this approach with a focus on empowering people rather than merely filling positions. The company has placed talent development at the centre of its growth strategy, fostering a workplace where continuous learning, digital literacy and leadership readiness are prioritised. Global collaboration, cross-functional mobility and exposure to cutting-edge technology are woven into the employee experience, preparing individuals to contribute to Pakistan’s knowledge economy.
The government’s role in facilitating digital infrastructure, ensuring equitable access and scaling successful pilots is indispensable. Multinationals can spark change, but only a coordinated ecosystem can sustain it
“Our People Forward philosophy and mindset guide how we invest in our people, focusing on continuous growth and development. We provide the skills, opportunities and tools needed to keep pace with market changes and emerging technologies, enabling our people to succeed in a dynamic world. We also foster an environment of community and collaboration, while prioritising wellbeing and flexibility, empowering our people to adapt and thrive both personally and professionally”, says Mujeeb Zahur, managing director, S&P Global Pakistan.
What ties these examples together is the recognition that Pakistan’s future competitiveness depends on how well its young people are prepared for a global economy defined by change. Multinationals with established global networks are uniquely positioned to bring best practices, resources and exposure to local talent. They are linking classrooms with boardrooms, bridging academia with industry and giving young professionals the confidence to operate in complex international environments.
As global competition intensifies, and as AI, data, automation and digital transformation continue to redefine industries, talent is fast becoming the most strategic resource of all. For Pakistan, multinational-led initiatives do more than provide training; they create bridges between possibility and progress.
The investments being made today by S&P Global Pakistan and Wafi Energy are, in effect, investments in the country’s human capital; the single most critical determinant of its future growth. If such efforts are nurtured and expanded, Pakistan will not only harness its demographic dividend but also position itself as a hub of innovation and talent for the wider region.
On the other hand, Pakistan’s technical and vocational education sector, for instance, remains underfunded and fragmented. Urgently needed is a framework of systemic reform and government support, without which even the most innovative corporate programmes risk operating in silos. A more integrated approach where MNCs co-create curricula with universities, advise on policy frameworks, and help shape national skill standards could amplify outcomes exponentially.
Regulatory clarity and incentives for corporate training investments could also encourage more firms to follow the lead of Wafi Energy and S&P Global. The government’s role in facilitating digital infrastructure, ensuring equitable access and scaling successful pilots is indispensable. Multinationals can spark change, but only a coordinated ecosystem can sustain it.
The writer is a senior investigative journalist with 37 years of experience.He can be reached at: [email protected]
