It is both timely and necessary to recognize that economic revival cannot rest solely on policy announcements. As Jam Kamal Khan rightly observed, incentives without institutional efficiency are unlikely to deliver sustainable results. Weak customs procedures, inconsistent regulatory enforcement, poor standards compliance, and fragmented institutional coordination dilute the impact of even well-designed policies. The “house-in-order” approach is not merely administrative rhetoric; it is the foundation upon which any credible industrial strategy must stand.
The recent meeting between Federal Minister for Commerce Jam Kamal Khan and the Pakistan Chemical Manufacturers Association (PCMA) comes at a crucial moment for Pakistan’s industrial future. While much of the national economic debate revolves around incentives, subsidies, and trade concessions, the Minister’s emphasis on governance and implementation gaps highlights a deeper structural challenge that has long constrained Pakistan’s industrial and export performance.
The proposal to institutionalize sectoral planning through structured secretariats under sect oral councils deserves serious attention. For too long, sectoral bodies have functioned as discussion platforms rather than engines of strategic direction. With clearly defined mandates, ownership structures, and time-bound deliverables, such councils could evolve into effective planning units aligned with Pakistan’s five-year development framework. Embedding industrial planning within national policy architecture would not only improve coordination but also enhance accountability, a critical ingredient often missing in past reform efforts.
Equally important is the Minister’s call for export diversification. Pakistan’s reliance on textiles, while historically understandable, exposes the economy to sector-specific shocks and global demand fluctuations. Strengthening chemicals, pharmaceuticals, surgical goods, food processing, and value-added manufacturing is not optional, it is essential for resilience. The chemical sector, in particular, holds significant potential due to its linkages with multiple industries, from agriculture to construction and consumer goods.
However, the concerns raised by the PCMA cannot be overlooked. Rising energy costs, limited access to affordable financing, tariff distortions, and regulatory inefficiencies have placed domestic manufacturers under considerable strain. When raw materials are imported at low or zero duty without corresponding downstream export growth, local value addition suffers. A coherent tariff rationalization strategy, grounded in data and sectoral analysis, is needed to protect domestic industry without compromising competitiveness.
The Minister’s stance on trade negotiations also reflects a pragmatic shift. Addressing trade imbalances through targeted, data-driven engagement particularly with countries where Pakistan runs significant deficits is a sensible approach. Seeking preferential access for selected domestic products could help rebalance trade flows, but only if negotiations are guided by sector-specific evidence rather than broad political considerations.
Another notable aspect of the discussion was the call for impact-based evaluation of export facilitation schemes. Transparency and accountability in such mechanisms are critical to ensuring that benefits reach genuine exporters. Without robust monitoring, incentives risk being misused, undermining both fiscal stability and policy credibility.
Perhaps most importantly, industrial growth must be measured beyond export figures alone. Employment generation, tax base expansion, domestic market development, and technology transfer are equally vital indicators of economic health. The chemical sector’s growth, if strategically managed, could contribute meaningfully to each of these dimensions.
The path forward demands consistency, institutional reform, and sustained engagement between government and industry. If governance gaps are addressed and sectoral planning is embedded within a transparent policy framework, Pakistan’s industrial base including its chemical sector can move from reactive survival to proactive growth. The opportunity is present; the challenge lies in execution.