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An important reason for Pakistan’s inability to achieve sustained and
rapid economic growth is the lack of a national vision charting the shared and
aspirational destination. The Vision 2010 was an effort to restore the
tradition of perspective planning in Pakistan, but unfortunately the then
democratic dispensation was overthrown in October 1999, and thus the process
was discarded. There was another aborted attempt in the 2000s in the form of
the Vision 2030. Without a vision and in the absence of medium-term planning,
the economy has been on a downhill path since 2006. Serious internal and
external problems made their own contribution, but their impact would have been
far less if a systematic framework had been in place. The issues of energy,
water, human capital, institutional decay, and security of life and property
cannot be resolved through short-term measures.



The Vision 2025 is
intended to end this error. The Vision aims to serve as an aspirational document visualising the
destination of balanced human, social, and economic progress throughout
Pakistan. It emphasises revival of growth, strengthening of the country’s
development foundation and enabling it to reach the status of an upper middle
income country. It is not a static vision. In a dynamic setting, the period
beyond 2025 will continue the momentum and mount a big push towards attaining
the status of a developed economy by 2047, the first centenary of Pakistan.

The Vision divides
its challenges and goals into a set of seven pillars, identified as the key
drivers of growth, which will transform Pakistan into a vibrant and prosperous
nation by 2025. These seven pillars are based on the imperatives of embracing change and
transformation, and to create new opportunities based on our innate strengths.




Following are the
seven (7) pillars of Vision 2025:


Ø Pillar-I: Putting
people first: Developing human and social capital:-


The first priority is
to provide every citizen the ability to improve his/her choices and quality of
life. This requires:

Capitalizing upon and
strengthening existing social capital;

Improving the human skill
base of the population;

Providing access to
opportunities for advancement;

A rapid scaling-up of
investments in education, health and social development;

Generating jobs and
prospects for the youth bulge;

Harnessing the rising
power of a socially aware population, gender equality and women’s development;

Inclusion of
vulnerable segments, interfaith harmony and religious diversity;

Promotion of art,
culture and heritage;

Raising sporting
standards, and moving towards a knowledge-based, ethical and values driven


The key goals under
this pillar are to:

· Achieve universal primary education with 100 per cent net primary

·     Increase Higher Education coverage from 7% to 12 %, and increase no. of
PhD’s from 7,000 to 15,000;

·     Reduce the incidence/prevalence of Hepatitis, Diarrhoea, Diabetes and
Heart Disease by 50%;

· Reduce infant mortality rate from 74 to less than 40 (per 1000 births)
and reduce maternal mortality rate from 276 to less than 140 (per 1000 births);

· Enhance proportion of population from 48 % to 90 % with an access to
improved sanitation.


Ø Pillar-II: Achieving
sustained, indigenous, and inclusive growth:-


Pakistan Vision 2025 seeks
to revive and sustain the growth momentum consistent with environmental limits
and equity considerations. The objective is to provide better living standards
to every Pakistani irrespective of caste, creed, or domicile, or religious or
political affiliation. The Vision envisages a strategy for developing a united
and equitable society through a balanced development approach, social uplift
and rapid broad based growth. This includes:


Resource mobilization
through improved tax collection;

Export orientation;

Mobilizing the
diaspora and attracting private sector investment;

Radical improvements
in productivity;

Provision of
opportunities to all segments of society;

Formalizing the
parallel economy, urban development and smart cities and social protection



The key objectives
are to:

· Become one of the largest 25 economies in the world, leading to Upper   Middle Income country status;

Reduce poverty level
by half;

Increase tax to GDP
ratio from 9.8% to 18%;

 · Increase FDI from USD 600 million to over USD 15 billion.


Ø Pillar-III:
Democratic governance, institutional reform and modernisation of the public


The third pillar aims
to ensure good governance; strengthen institutions such as parliament,
judiciary, police, and the civil service; and deliver the benefits of
devolution of powers to provincial governments as prescribed in the 18th
amendment. The Vision seeks an efficient and transparent government, which
operates under the rule of law and provides security of life and property to
its people. The Vision strives to develop a skilled, motivated and
result-focused civil service, an effective regulatory framework, and an
infrastructure that supports technology and best global practices.


The key goal is to:

 · Place in the top 50th percentile for Political Stability (from bottom 1
percentile), No Violence/Terrorism (from bottom 1 percentile), and Control of
Corruption (from bottom 13th percentile) as measured by the World Bank’s
Worldwide Governance Indicators.



Ø Pillar-IV: Energy,
water and food security:-


Sufficient, reliable,
clean and cost-effective availability of energy, water and food is
indispensable for ensuring sustainable economic growth and development. These key sectors have suffered
historically from severe failings of policy and execution and there is a need
to fill the enormous gaps in these areas, while simultaneously making efforts
to respond to the looming threat of climate change A renewed national consensus
exists to commit new major investment through unprecedented public and private
sector collaboration to bridge very large gaps threatening the well-being and
progress of Pakistan. Two major water and energy related projects —
Diamer-Bhasha Dam (4500 MW) and Dasu Hydro Power Project (2160 MW) — have
already been included in the Public Sector Development Programme.


The key goals under
this pillar are:

 · Energy: double power
generation to 42,000 MW to provide uninterrupted and affordable electricity,
and increase electricity access from 67% to over 90% of the population by 2025;

 · Water: increase storage
capacity to 90 days, improve efficiency of usage in agriculture by 20%, and
ensure access to clean drinking water for all Pakistanis;

· Food: Reduce the food-insecure
population from 60% to 30%.


Ø Pillar-V: Private
sector and entrepreneurship-led growth:-


Vision 2025 aims to
make Pakistan a highly attractive destination for private sector investment,
with conditions that allow private investors to successfully participate in its
development. The
Vision seeks to achieve sustained engagement of the private sector, where the
resources and skills, available across all sectors, are fully deployed to
achieve defined targets. This will require:


A concerted focus on
the areas that inhibit the private sector, including the energy deficit, lack
of security, labour skills, slow and costly judicial procedures (contract

instability; and

Ad hoc regulations.


The key goals are to:

· Rank in the top 50 countries on the World Bank’s Ease of Doing Business

· Increase Diaspora investment (via remittances) in the private sector
from US 14 billion to US 40 billion.

· Create at least 5 global Pakistani brands (having more than 50% sales
coming from consumers outside Pakistan), and make ‘Made in Pakistan’ a symbol
of quality




Ø Pillar-VI: Developing
a competitive knowledge economy through value-addition:-


competitiveness refers to the ability to produce and deliver products and
services effectively and profitably relative to competing countries. Improving
national competitiveness is critical to ensure we utilize our resources in a
productive manner. The Vision envisages fundamental improvements in competitiveness across
the industrial, manufacturing, services and agricultural sectors. The foundations of a knowledge economy
will be laid and Industry-Academia linkage strengthened. Cluster based
development approach will be used and value chain improvements incentivised.
Innovation, technology adoption and value addition will be encouraged. Natural
endowments will be tapped, and productivity enhanced across all factors.


The key goals of this
pillar are to:

 · Join the ranks of the top 75 countries as measured by the World Economic
Forum’s Global Competitiveness Report;

· Triple labour and capital productivity;

·     Improve Pakistan’s score on the World Bank Institute’s Knowledge Economy
Index from 2.2 to four;

·     Increase the number of tourist arrivals to 2 million.


Ø Pillar-VII
Modernising transportation infrastructure and greater regional connectivity:-


The Vision aims at
establishing an efficient and integrated transportation system, which
facilitates the development of a competitive economy. Major related targets are
reduction in transportation costs, safety in mobility, effective connectivity
between rural areas and markets and urban centres, interprovincial high-speed
connectivity, integrated road and rail networks between economic hubs
(including air, sea and dry ports), and high-capacity transportation corridors
connecting major regional partners.

The key goals under
this pillar are to:

Increase road density
from 32 km/100 km2 to 64 km/ 100 km2, and share of rail in transport from 4% to
20% ;

Increase annual
exports from US$ 25 billion to US$ 150 billion;

Share of the Pakistan
Railways from 4% to 20 %.



§  In order to realize Vision 2025 effectively, well defined coordination
mechanism among federating units including four provinces, and special areas such
as FATA, Gilgit-Baltistan (GB) and Azad Jammu & Kashmir (AJ) is
needed. The federation will be strengthened by promoting inter-provincial and
federal-provincial communication and coordination so that national and
provincial priorities are aligned, and the federal and provincial governments
work together to reach common goals.

§  Key aspects that will enable the successful execution of this strategic
undertaking include; sustained executive commitment & support, improved
resource mobilization and macroeconomic capacity, private sector engagement,
and radical improvement in productivity, engagement of Government-Private
Sector, Academia and Citizens, creating and network of Vision champions,
bridging the Knowing-Doing gap, performance management and evaluation
framework, and employing change management tools.