In a sweeping move to address systemic inefficiencies, the National Transmission and Despatch Company (NTDC) Board has ousted multiple high-ranking officials, including a deputy managing director, two general managers, a chief financial officer, and three chief engineers, following a damning performance review ordered by Federal Minister for Power Sardar Awais Leghari.
The decision came after Minister Leghari’s stern intervention during a review meeting of NTDC’s ongoing projects, where he flagged “unacceptable negligence” and chronic delays costing the national exchequer billions of rupees annually. An official statement from the Power Division confirmed the immediate removal of the officials, who were held responsible for lapses in project execution and planning.
“Delays in critical infrastructure projects will not be tolerated,” declared Leghari, emphasizing a zero-tolerance policy toward incompetence. The minister directed the NTDC Board to launch an urgent inquiry, which pinpointed the Planning Wing, which was led by the deputy managing director, as the primary culprit for poor oversight. The implicated officials have been relegated to the Officer on Special Duty (OSD) pool, effectively stripping them of operational roles.
The NTDC Board also outlined corrective measures to overhaul project management, including stricter timelines and accountability protocols. Additionally, Managing Director NTDC has been given a two-week deadline to investigate and penalize other involved staff, from managers to deputy managers.
This crackdown underscores the government’s resolve to curb financial hemorrhaging caused by bureaucratic delays. Analysts view it as a critical step toward revamping Pakistan’s power infrastructure, though challenges persist in implementing long-term reforms.
The power Division reaffirmed its commitment to “transparent and efficient” operations, signaling more stringent evaluations ahead. For now, all eyes remain on the NTDC’s leadership to deliver tangible results under the minister’s watchful eye.
