he moment I heard that 2026 was to be the Year of Volunteers, it stirred memories of transformation - of young volunteers growing into leaders and find their place in the world. Names came to my mind like a slow rain, a fresh breeze; like gentle music building into a fast beat.

Volunteers are among the best people I have known in my professional role in a youth development organisation. One of them is Muhammad Akmal Warraich.

As a 15-year-old he approached me in 2000 and said he wanted to volunteer with us.

“What can you do for us?” I asked.

“I can bring a lot of the youth,” he replied. “We want to purchase an ambulance because there is none in Rahwali.”

“Okay… what else can you offer us?” I continued.

“I want to establish a youth centre,” he said—clear, determined and full of purpose.

It was a pleasant surprise for us as an organisation looking for young volunteers committed to development.

After completing a five-day training on youth development, Akmal became an integral part of our work. He possessed natural leadership qualities that only needed a platform and a little facilitation.

Rahwali is a small town next to Gujranwala city. Despite its wealth, strong industrial base and affluent population, Gujranwala had a very limited social life those days, especially for the youth. Boys had some options, such as playing cricket, watching films or visiting restaurants, but girls had almost nothing beyond household chores and occasional visits to friends’ homes.

In the first cohort of our training programme in Rahwali, we trained 25 boys and 25 girls. The initiative was extremely exciting and transformative for the youth of Gujranwala. Warriach, along with Abrar, Imran and Akmal Khiyal, took the lead in almost every activity. Soon afterwards, he was appointed in charge of the Akath Resource Centre for boys.

The idea behind the resource centre was to create a safe and enabling space for young people. Akmal was exceptional at mobilisation and always came up with innovative ways to engage the youth. Seven thousand young people contributed volunteer services over three years under his leadership. He closely observed his surroundings, discussed local youth issues, developed plans and executed them successfully—often with very limited resources.

One of his major initiatives was a campaign against drug abuse. He visited almost every corner of Gujranwala and its surrounding areas, tracked and documented the lives of drug-addicted youth through photographs and interviews and compiled their stories into a photography exhibition. He took this exhibition to 10 colleges, 2 schools and 10 public locations, including bus stops, throughout Gujranwala district and conducted awareness sessions.

Akmal also raised funds for ambulances. This had been one of his earliest dreams. At Bargad, he contributed to the change of approach from charity-related concerts toward development-oriented initiatives.

Akmal Warraich also raised funds for ambulances. That had been one of his earliest dreams. At Bargad, he contributed to the change of approach from charity-based concerts to development-oriented initiatives.

Other notable initiatives he led included a group discussion-based campaign on transport issues in Gujranwala; a signatures campaign for sewerage system improvement in Gujranwala Cantt, and a signature campaign against electric power load-shedding in Gujranwala Cantt.

Over time, Akmal emerged as a youth trainer. He began speaking at various forums. During one such session, he shared that as a child he had dreamed of becoming the chief minister.

He rolled up his sleeves and built youth leadership from the ground up. He organised recreational trips for the youth and facilitated exchange programmes between youth from the Punjab and Khyber Pakhtunkhwa, strengthening inter-provincial understanding and leadership. He became vocal on social issues and reflected on his own transformation. Coming from a rural Jat family, he recognised how his views on gender roles had evolved. This led him to advocate for women’s work, mobility and social progress.

He worked with Bargad for three years, then took up the torch as an advocate. From 2003 to 2009, he convened seminars, led dialogues, ran workshops and anchored conferences across the Punjab. Next, he entered the corporate sector, where he applied the lessons learned during his volunteering time for youth development. Because of his strong social skills and intelligence, he soon became a prominent and respected professional in his corporate role.

There is another interesting story from that period. Rahwali, like many other places, is divided along caste lines. There are various associations such as Anjuman-i-Kashmirian, Anjuman-i-Araiyan and Jat and Ansari associations. When Akmal joined Bargad, some people from my Kashmiri biradri approached my father and said, “Your daughter is promoting Akmal. He belongs to the Jat biradari. He will advance at the cost of our xhildren; and our rivals will become stronger.”

My father politely responded that it was my work and that I carried it out independently, with no intervention from his side.

What was once a place divided by caste considerations gradually transformed into a safe space for young people of all backgrounds and identities—united in diversity, learning and shared purpose.

Akmal completed his studies while working at Bargad and graduated from GIFT University, Gujranwala. During that period, he was also associated with Mustafavi Students Movement.

Eventually, Akmal moved to Saudi Arabia, where he established his own business. Today, he is a successful businessman, a committed social advocate and a strong supporter of our organisation, Bargad. He continues to support various youth-led initiatives, volunteer programmes and education-focused activities, contributing both his time and resources to the cause.

The writer, as executive director of Bargad, has pioneered youth policies in Pakistan. She can be reached on Instagram at @pherountal