A seminar titled ‘Karo Kari: Bury This Barbaric Practice’ was organized at the Karachi Press Club under the platform “Dukhtaran-e-Karachi.” Senior political leaders, human rights activists, lawyers, parliamentarians and members of civil society strongly condemned the inhumane practice of so-called honour killings and demanded strict implementation of existing laws.

The seminar was chaired by politician Nasreen Jalil, while the organizers included Aamir Siddiqui, Dr. Ubaid Ali, and MNA Sabeen Ghauri. Among the prominent participants were Chairperson Senate Human Rights Committee Senator Samina Mumtaz Zehri, renowned women’s rights activist Mahnaz Rahman, Nuzhat Shireen and others.

Addressing the seminar, Senator Nasreen Jalil stated that Karo Kari is not merely an outdated custom but an outright act of terrorism and murder against humanity. She said that Islam provides no justification whatsoever for killings in the name of honour and emphasized that the feudal mindset and oppressive tribal structures have pushed Sindh into darkness.

Senator Samina Mumtaz Zehri and Senator Khalida Ateeb highlighted those 34 women had reportedly been targeted in the name of honor in Sindh during the past four months, while the horrifying incident of a young girl being buried alive in بلوچستان shocked the conscience of humanity. They noted that police and administrative authorities often appear helpless before influential feudal elements, resulting in many incidents not even being registered through FIRs.

Senator Aamir Chishti stressed that society must rise above political affiliations and unite collectively to eradicate this brutal practice, adding that the sanctity of human life must remain paramount.

Speaking on the legal dimensions of the issue, Fareeda Mangrio emphasized the urgent need to strengthen prosecution in honour killing cases so that no criminal can escape the grip of the law.  The speakers expressed grave concern that more than one thousand women fall victim to such barbaric practices every year, while nearly fifty percent of the incidents remain unreported due to pressure from influential feudal figures and the parallel jirga system. Reference was also made to the recent Rubina Chandio case, where attempts were allegedly made to weaken the case by altering legal provisions.

Participants urged strict implementation of the 2016 Anti-Honour Killing Act in its true spirit, noting that under the law, courts retain the authority to sentence perpetrators to life imprisonment even if the heirs pardon the accused.

At the conclusion of the seminar, participants demanded that the government arrest all those involved irrespective of political influence and pledged that the platform of “Dukhtaran-e-Karachi” by MQM. Pakistan would continue its awareness campaign until the complete eradication of this barbaric practice.

The post Voices Against Karo Kari appeared first on Glam Magazine.

From a celebrated child star on PTV to an accomplished classical vocalist, Afshan Ahmed has spent decades balancing music with work and family. Her journey reflects artistic growth, deep classical training, and a lifelong dedication to meaningful music and human connection.

1. You began your journey as a child artist on PTV—what are your earliest memories of performing on Hamari Shaam?

Actually, my journey began before Hamari Shaam, on radio in a children’s programme called Bachon Ki Duniya where I used to sing regularly. Hamari Shaam was my first television appearance, and interestingly, it was hosted by my mother. I only appeared once because she didn’t want anyone to think she was promoting me unfairly. At that time, I was balancing both radio and television, but eventually I had to choose because both recordings happened on Sundays. For a child, television naturally felt more exciting because it was visual and glamorous, so I moved towards TV. Those early years were full of innocence and curiosity, and I think that environment shaped my comfort with performing from a very young age.

• Growing up with a mother like Asma Ahmed, how did her musical background shape your own artistic path?

My mother was my very first mentor, teacher and ustad. She is a naturally gifted artist who never formally learned music, yet she guided me from childhood with immense dedication. She would make me repeat lines over and over until every note and pronunciation felt right. That discipline stayed with me throughout my life.

Later, I formally studied classical music under Ustad Hameed Ali Khan of the Gwalior Gharana and trained with him for nearly twenty years. That was where I truly learned the technical side of music — understanding ragas, notes, structure and expression. But the foundation, the instinct and the sincerity towards music, all came from my mother.

• Your work with Sohail Rana on shows like Kaliyon Ki Mala made you a household name—what did that phase teach you about connecting with young audiences?

I was only six or seven years old when I sang “Dosti Aisa Naata” and suddenly became widely recognised. At that age, I didn’t fully understand fame. I only knew that everywhere I went, people recognised me, pulled my cheeks lovingly and spoke about the song.  Sometimes I would get irritated hearing the same thing repeatedly, but my mother always reminded me that these people loved me and were the reason for my recognition. Over time, I learned patience and gratitude. I think the reason people still remember me is because there was only one television channel and very few children’s programmes then. Audiences formed genuine emotional connections with artists.

• From children’s programming to mainstream television in the ’80s and ’90s, how did your music evolve as you grew as an artist?

Education was always prioritised in our home. We were taught that if studies suffered, everything else — music, sports, television — would suffer too. Later, after marriage and children, life became about balancing responsibilities. I never chose music over my family. I avoided late-night shows and public performances because my children and home came first. At the same time, music gave me incredible opportunities. I represented Pakistan in 14 countries and performed in several languages including Korean, Japanese, Turkish, Bangla and Russian. Whenever I travelled, I would carefully study the language and meaning of the songs with help from embassies and interpreters. Singing in people’s native languages created beautiful connections. As my children grew older and I found more time, I immersed myself in classical music. My voice matured, my listening deepened, and I gradually moved towards more meaningful and poetic forms of expression.

• You’ve worked alongside artists like Akhlaq Ahmed and Alamgir—what collaborations stand out most in your career?

I actually haven’t done many duets in my career, but one collaboration that became especially memorable was the song Babula Ve Le Jayen Na Log Mujh Ko from Heer Ranjha. It brought me tremendous recognition and is still sung at weddings today. I’ve shared stages and performances with many renowned artists over the years, but my career was never heavily centred around collaborations or commercial duets. My journey remained more personal and performance-driven. ‘Ai Khuda Meray Abu Salamat Rahein’ was a very popular solo ad song still remembered by people.

• You’ve continued performing at cultural events and festivals—what keeps you motivated to stay connected with audiences after four decades?

I genuinely love people and I love performing live because of the immediate emotional connection with audiences. But over time, my music has become more intimate and serious. I now enjoy singing ghazals, classical poetry and compositions inspired by poets like Mirza Ghalib and Faiz Ahmed Faiz. These genres attract smaller audiences, but they are deeply attentive and emotionally invested. That atmosphere suits me more than massive crowds. My style has never been loud or flashy. I prefer music where poetry, thought and emotion are central, where listeners truly absorb what is being sung.

• As someone who has been part of both radio and television eras, how do you view the shift toward digital platforms and streaming?

The biggest difference is that earlier music involved patience, preparation and real connection. Today, everything has become instant and digital. Songs are uploaded quickly, remixed quickly and consumed quickly. I feel audiences have also become distracted because of phones and social media. Even at gatherings or music events, people struggle to stay fully present. In our time, recording even a three-minute song required days of rehearsal, practice, recording and filming. That process created depth and understanding. Today, overnight fame is possible, but often temporary. I believe organic artistic growth takes time, discipline and sincerity. Another thing I miss is simplicity in performance. Nowadays, many artists rely heavily on loud arrangements and large ensembles. For me, true confidence is when an artist can sit with minimal accompaniment and still move an audience purely through voice and expression.

• Music often preserves memories—are there any songs of yours that feel especially personal or close to your heart?

My childhood songs remain deeply special to me because they carry memories of innocence and early recognition. Babula Ve Le Jayen Na Log Mujh Ko is particularly close to my heart because of its emotional depth and the way people still connect with it today. But with age, my relationship with music has changed. I’ve gradually moved away from lighter songs and towards serious poetry and classical expression. Life experiences, struggles and maturity naturally change your emotional landscape. As you grow older, you begin to connect more with music that reflects real emotions and deeper truths.

• When did your classical music journey begin?

My formal classical training began in the early 1990s after my son was born. That journey completely transformed my understanding of music. Classical music is an ocean — even after nearly twenty years of training, I feel like a student. I learned only a handful of ragas properly because true classical training requires immense patience, discipline and surrender. Sadly, my teacher passed away a few years ago, but I continue revising and practising everything he taught me. Classical music taught me humility more than anything else. At the same time, music was never my sole source of income. I studied Montessori education, ran my own school and later began working with an organisation associated with Hameed Haroon that supports women through vocational training. Helping women learn skills and regain confidence has been deeply fulfilling. Music and social work have always gone hand in hand for me.

1. Your sing-along music gathering is very popular. Can you elaborate on it?

The sing-along sessions actually began with my mother after her retirement from the Pakistan American Cultural Center, where she used to teach music. When she retired, I offered my school space for these gatherings, and slowly it grew from a few people to over a hundred participants. What we do is not formal teaching — it is more like music therapy. People come together to sing in chorus form, relax, laugh and emotionally unwind. Some participants don’t even sing; they simply sit, listen and enjoy the atmosphere. For those two hours, people forget stress and loneliness. I’ve seen how healing music can be. Across the world, music is used therapeutically because it brings calm, joy and emotional release. That is exactly what these gatherings aim to create — a safe, warm and happy space.

1. You have such an extraordinary relationship with your mother. Can you tell us about that?

I truly believe I was blessed with extraordinary parents. They encouraged us in every aspect of life — academics, sports, music, swimming, athletics — everything. My father was extremely broad-minded and supportive, while my mother balanced that with and discipline.

My relationship with my mother is built on deep understanding and companionship. We can communicate without words, simply through expressions sometimes. We can sit together for hours in complete comfort even when silent. We share many of the same interests and genuinely enjoy each other’s company. She protected and guided me throughout my career. Even when I was young and performing, she accompanied me everywhere. Because of that upbringing, I never allowed fame to overpower my sense of self. My parents constantly reminded me to stay humble and grounded. Whatever I am today, I owe greatly to them — especially to my mother.

1. After such a rich and enduring career, what does music mean to you today—and what legacy do you hope to leave behind?

Music has been a deeply enriching and heartwarming segment of my life, but I still consider myself a student rather than someone leaving behind a grand legacy. If I have contributed anything, perhaps it is through working with children, sharing little songs with meaningful messages and helping people emotionally through music. Despite not chasing stardom aggressively, Allah gave me immense love and recognition, and for that I am grateful. I feel content knowing I stayed true to my responsibilities, my values and my music.

The post Spanning Forty Years of Music – Afshan Ahmed appeared first on Glam Magazine.

The event was presided over by the Vice-Chancellor, Prof. Dr. Fateh Muhammad Marri, while Ms. Sultana Siddiqui, President and CEO of Hum Network Limited, graced the occasion as Chief Guest. A large number of distinguished scholars, former bureaucrats, faculty members, civil society representatives, students, and members of the media attended the event.

Mazhar-ul-Haq Siddiqui, who served as Vice-Chancellor for an unprecedented 13 years across three tenures, was remembered as a transformative leader who reshaped the institutional, academic, and administrative foundations of the University. Speakers described him as an architect of merit, discipline, and institutional integrity, whose tenure marked a defining era in the University’s history after Allama I.I. Kazi.

During his address, the Vice-Chancellor expressed gratitude to the family, friends, and colleagues of the late Siddiqui for their presence and reflections. He described him as a role model who set new benchmarks for academic leadership. He announced that the University would soon revitalise its Translation Bureau and undertake the translation of Siddiqui’s book into English and Urdu. He further shared that efforts are underway, in collaboration with his son, to establish an institution in his name to carry forward his legacy.

Highlighting his contributions, speakers noted that he revolutionised faculty recruitment through transparent, merit-based systems, introduced standardised admission processes, and strengthened academic credibility. His visionary leadership led to the expansion of scientific disciplines, establishment of new departments, and major infrastructure development through Higher Education Commission projects. The creation of the Quality Enhancement Cell (QEC) further ensured alignment with international academic standards.

He was also widely recognised as a champion of gender equality and inclusivity, creating a safe and enabling environment for female students and faculty through progressive policies and dedicated facilities.

In her keynote address, Ms. Sultana Siddiqui paid a heartfelt tribute, recalling him as a caring brother and a strong advocate of women’s rights. She credited his support as instrumental in her success and highlighted his commitment to education through the Fakhether Imdad Foundation, which provided free education to children in rural areas, transforming countless lives.

Commissioner Hyderabad, Mr. Fayaz Abbasi, emphasised the role of education in shaping the nation’s future and stressed the importance of character building and inclusivity in educational institutions, particularly ensuring safe environments for female students.

Dr. Fahmida Hussain described Siddiqui as a humble and principled individual devoted to education, while Ms. Mehtab Akbar Rashdi praised his wisdom, character, and alignment with the vision of Allama I.I. Kazi. Other speakers, including Mr. Mustafa Suhag, Dr. A.Q. Mughal, Dr. Qadeer Rajput, Dr. Siddique Kalhoro, and Dr. Khalil Khunbhati, highlighted his administrative strength, compassion, accessibility, and commitment to student welfare and faculty development. Special tribute was also paid to his wife, Apa Akhtar Jabeen, for her unwavering support.

Mr. Jahangir Siddiqui fondly remembered his brother as a man of exceptional courage and unwavering principles. He stated that Mazhar-ul-Haq Siddiqui never compromised on merit and had the integrity to refuse compliance with any directives he believed were unjust or contrary to fairness. He also shared a personal reflection, describing him as a devoted and caring son who remained closely attached to his mother, who always preferred to stay with him.

Mr. Zuhair Siddiqui shared that they inherited the values of humility, courage, and honesty from their father, who guided them at every step of life. He noted that Mazhar-ul-Haq Siddiqui was deeply concerned about rural development and firmly believed that Pakistan holds immense potential in its rural areas, and that meaningful investment in rural development is essential for national progress.

He further highlighted that his father was a strong advocate of girls’ education and believed that no nation can progress without empowering women. In continuation of his vision, he announced that the family is planning to establish a Human Resource and Skill Development Center at the University of Sindh and is actively working to carry forward his mission. His elder daughter, Ms. Nazia Inam, also shared heartfelt reflections, describing him as a deeply loving and compassionate personality.

The ceremony commenced with a welcome address by Prof. Arfana Mallah, while the formal citation was read by Prof. Dr. Misbah Bibi, Pro Vice-Chancellor, Thatta Campus. The vote of thanks was presented by Mr. Sajid Memon.

As part of the tribute, a documentary produced by University faculty members was screened, and an exhibition of rare photographs from Siddiqui’s tenure was curated by Dr. Saeed Mangi, Director, Institute of Art and Design.

The event concluded with a renewed commitment by the University of Sindh to uphold and carry forward the vision, values, and mission of Mazhar-ul-Haq Siddiqui, ensuring that his legacy continues to inspire generations to come.

The post A Journey of Mission: From Allama I.I. Kazi to the Late Mazhar-ul-Haq Siddiqui – A Tribute to Legends appeared first on Glam Magazine.

In a celebration of resilience, leadership and achievement, women entrepreneurs from across the city, led by Shama Rashid, successfully hosted the Bint-e-Pakistan Awards Season 5 on International Women’s Day 2026 at the Quaid-e-Azam House.

The event brought together a dynamic gathering of trailblazing women, industry leaders, social activists, and professionals from across Pakistan, creating a vibrant platform dedicated to celebrating female empowerment and recognizing outstanding contributions in diverse fields.

A key highlight of the evening was the Women Summit, which featured a series of engaging panel discussions and keynote speeches. Relevant speakers shared insights on leadership, entrepreneurship, innovation, and the evolving role of women in shaping Pakistan’s socio-economic landscape. The sessions fostered meaningful dialogue, inspiring attendees with stories of perseverance, ambition, and impact.

The awards ceremony honoured exceptional women from various sectors, acknowledging their dedication, achievements, and influence in driving positive change within their communities and industries. Each award served as a testament to the growing strength and visibility of women across the nation. The event was attended by distinguished guests, panelists and awardees.

The Bint-e-Pakistan Awards continue to serve as a powerful platform to honour women’s achievements and inspire future generations, reinforcing the message that empowered women are at the heart of a progressive and inclusive society.

The post Celebrating Women’s Excellence on International Women’s Day appeared first on Glam Magazine.

The Arts Council of Pakistan Karachi organised a graceful event titled “An Evening of Classical Dance” at Auditorium I to mark International Dance Day. Renowned dancer Sheema Kermani and Head of Dance Academy Mani Chao addressed the audience, while Romana Hussain moderated the event.

The evening began with a Manipuri dance performance, followed by a colourful showcase of various classical dance forms. Sheema Kermani, accompanied by her students, delivered captivating performances celebrating the beauty, heritage, and artistic depth of classical dance. She also expressed solidarity with Palestine by performing while wearing a traditional Palestinian scarf.

A large number of artists, students, teachers, and art enthusiasts attended the programme. Speaking on the occasion, Sheema Kermani said that International Dance Day was a tribute to all those striving for humanity, peace, and justice, while also thanking the audience for their support.

Mani Chao said that despite difficult circumstances, the dance community continues to spread joy and positivity through dedication and artistic expression. He added that the continued support of Arts Council President Mohammad Ahmed Shah has played an important role in promoting fine arts and providing opportunities for artists, particularly dancers.

The audience warmly applauded the performances of Sheema Kermani, Muhammad Asif, Dawood Bhatti, Taimoor, Yasir, Muhammad Alam, Javeria, Neena, KP, and Irma.

The post Classical Dance Evening Held in Arts Council of Pakistan Karachi to Celebrate International Dance Day appeared first on Glam Magazine.

Bisma Qamar is a dynamic communications strategist and youth advocate bridging the gap between Pakistan’s grassroots talent and global platforms. Through her work with the United Nations and the Prime Minister’s Youth Programme, she leverages her dual-cultural background to champion Gen Z leadership and redefine Pakistan’s narrative on the world stage.

You built a strong presence in communications and youth advocacy; what first drew you to this path?
To be completely honest, my path was shaped by a dual perspective. Growing up in the United States and then transitioning back to Pakistan, I witnessed firsthand how the power of storytelling and strategic communication can catalyze change in ways that financial resources alone cannot. I realized early on that impact isn’t just about what you give, but how you connect.
The primary spark for my motivation was my late brother-in-law, Mr. Hunaid Hussain Lakhani. He, along with my sister, was deeply immersed in philanthropic work that touched the lives of many. Watching their dedication to social work, women’s development, and youth empowerment as a child was transformative. It wasn’t just about charity for them; it was about building a legacy of empowerment. That exposure rooted a desire in me to use communication as a bridge between the problems we face and the solutions we can create together.

Was there a defining moment when you realized the power of communication as a tool for change?
That realization solidified when I moved back to Pakistan. I was essentially a stranger in my own home—I lacked a network, faced a significant language barrier, and was unfamiliar with the local cultural nuances. I quickly understood that if I wanted to sensitize myself to this environment and make a difference, I had to master communication as a survival and transformation tool.
I began by identifying small, often overlooked societal issues and unconventional challenges. I started writing and speaking about these topics, and the moment people began to engage with these “unconventional” conversations, I saw the shift. It was a defining moment because it proved that authenticity and clear messaging could bypass lack of resources. By speaking truth to power and articulating the needs of the youth, I was able to develop authentic relationships that eventually opened doors to major opportunities.

How would you describe your personal brand today, and how has it evolved over time?
When I started this journey, I didn’t have a calculated blueprint for a “brand.” It evolved organically through action and consistency. If I look back now, I would say my personal brand is synonymous with passion. Whether I am advocating for rural development, women’s empowerment, or youth leadership, that core enthusiasm is what people recognize.
It has evolved from a series of scattered projects into a cohesive mission. I don’t view it as a static image I’m trying to project, but rather a living reflection of my commitment to Pakistan’s future. For me, personal branding isn’t about self-promotion; it’s about nurturing a reputation for reliability and advocacy that continues to grow as I do. I want my brand to remain a testament to the fact that when you lead with passion, the influence follows naturally.

Your association with the UN has been a significant milestone. What did that experience teach you about representing Pakistan on a global stage?
Representing Pakistan at the United Nations taught me that our country’s narrative is often missing its most vital element: the immense, untapped potential of our youth. Having seen both sides of the world—living in the US and then Pakistan—I noticed a massive disconnect between the talent that exists on the ground and how it is perceived globally.
Being a Gen Z representative for Pakistan is more than a milestone; it is an obligation and a source of immense pride. My experience taught me that representation is about translation. I have to translate the aspirations and capabilities of Pakistani youth into a language that global stakeholders understand. It’s a responsibility to ensure that our talent is not just seen, but effectively utilized, creating a pipeline of opportunities for the generations following in my footsteps.

What are some misconceptions about Pakistani youth that you feel need to be challenged internationally?
The most prevalent misconception is that Pakistan is still in a “developing” phase when it comes to talent—that we are “getting there” rather than “already here.” On global forums and in international educational institutions, we are still underrepresented in senior leadership and high-level decision-making roles. This creates a gap in how the world views our capabilities.
We need to challenge the idea that we are merely recipients of global aid or direction. The reality is that Pakistani youth are ready to contribute at the highest levels. It is now about channelizing that energy and using our government and member-state support to aggressively uplift the image of Pakistan. We are not just a country of potential; we are a country of performers who simply need the right stage.

How do you balance global perspectives with local realities when working on youth-focused initiatives?
I believe you cannot have an effective global voice if you haven’t lived the local reality. For me, it is a “reverse mechanism.” You can only advocate for change or eradicate misconceptions on a global stage if you have a deep, lived understanding of the ground-level sensitivities and challenges in Pakistan.
I make it a point to stay connected to the grassroots because that is where the truth lies. When I speak at an international forum, I’m not just sharing theories; I’m sharing experiences of women in rural areas or the struggles of young professionals in our cities. Balancing these perspectives means ensuring that global policies are actually applicable to our local context. I strive to be the bridge that ensures global resources meet local needs in a way that is respectful and sustainable.

How can educational institutions better prepare students for real-world communication and leadership?
Our educational institutions need to move beyond the rigid compartmentalization of degrees. We have created silos where students are taught specific technical skills but lack self-awareness and the ability to pivot. Real-world leadership requires a mindset that can adapt to unconventional paths.
We must encourage students to explore beyond their set curriculum and focus on talent and passion rather than just a GPA. If students are passionate about social change but are stuck in a rigid degree programmes, they often hit social and academic barriers that stop their potential in its tracks. Institutions should be facilitators of talent, helping youth navigate these barriers so they can branch out into areas that could fundamentally change the face of Pakistan.

Through organizations like the Pakistan Society for Training and Development (PSTD), you’ve worked closely with young professionals. What trends are you seeing in the new generation?

I’m seeing a massive shift toward “hustle culture,” which is quite inspiring. The new generation is no longer satisfied with a traditional nine-to-five; they are constantly upskilling and multitasking. There is a newfound realization at a very early age that learning and development are lifelong pursuits.
As the Head of Global Learning and Conferences at PSTD, I’ve worked at the intersection of multinationals, the social sector, and academia. I’m noticing that corporates are now much more inclined toward CSR and Diversity & Inclusion (D&I) initiatives. They are starting to see Gen Z not just as “junior staff,” but as valuable contributors who can hold senior positions based on merit rather than age. This breaking of the “seniority equals experience” myth is a major trend that is opening doors for young leaders to redefine corporate culture in Pakistan.

You are working with Rana Mashood on the Prime Minister’s Youth Programme. How is it developing?
I am currently serving as a focal person for youth and global linkages for both the Pakistan and USA chapters, working closely with the Chairman of PMYP, Mr. Rana Mashood. Our focus is built on the “Four Es”: Employment, Education, Environment, and Entrepreneurship.
We are developing this by curating platforms that provide equal access to youth, whether they are in remote rural areas of Pakistan or part of the diaspora in London and New York. The goal is to create a sustainable loop where the successful Pakistani youth abroad can mentor and create opportunities for the youth back home. By leading delegations to international forums like the UN Economic and Social Forum, we are building the global linkages necessary to ensure that Pakistani talent is recognized, supported, and given a seat at every important table.

How has your family been supportive in the choice of your work?
I have been incredibly fortunate to have a family that didn’t just support my choices, but actively pushed me to be more. My older siblings have been my true mentors, guiding me through the nuances of my career and advocating for my independence.
Making the move from a comfortable life in the US to working on the ground in Pakistan—often in challenging conditions—required a lot of courage, but my parents never hesitated. Even when my work takes me to remote areas or requires me to travel internationally alone, my father and mother have always had an “always yes” attitude. They believed that if I felt a calling to do this, I should go for it, and we would figure out the logistics later. I wouldn’t be able to serve the government or represent Pakistan at the UN if it weren’t for their unwavering belief in my potential. They are the most integral part of every milestone I achieve.

The post A Beacon of Light for the Youth appeared first on Glam Magazine.

The writer is a former Federal Minister and has, to date, written 21 books. Awards received include the UBL Award for the Best English Non-Fiction Book “Pathways”, at the 9th Karachi Literature Festival, and the State Award of Hilal-i-Imtiaz for Literature.     

In 2026 when, more than perhaps at any other time in human history, in addition to the hysteria of Breaking News on TV channels, plus   the noise and clamour, the hyper-speed of social media content and its attendant fleeting grab of attention-spans, during the onslaught of memes, forwards, clips and clamour, the sheer silence of a book can enrapture like no other medium can. With its quiet, calm, unhurried content imprinted on paper whose texture and warmth which we can touch and feel more deeply than the cold, electronic screen on our cell phones. 

There is the partly well-founded, widely-held view that book-buying and book-reading have declined significantly with the advent of the new media. Yet the fact is that even the reduced number of book shops still continue to retail books — at airports, railway stations, markets, and by home delivery. While attendance at literature festivals in cities across the country is plentiful and enthusiastic, the tens of thousands who drift through the annual book fairs at the Karachi Expo Centre reflect an abiding attachment to the printed word — regardless whether actual purchasers amongst the thousands number only dozens or hundreds. The fact is that the allure of the book abides.

After all, it is the only medium of communication through which, undistracted or guided by an intrusive voice or face or physical presence of the conduit, there is authentic, unfiltered direct transfer of content between writer and reader: a supreme fusion of origination, transmission and reception, mind-to-mind, in sublime silence, with no diversion.

While, fortunately, there is an enormous number of books on virtually every subject, there are also supportive ways to find the selected number well worth reading. In the whole range of spheres: fiction and poetic literature, history, travel, autobiographies, biographies, critical forays, science, science fiction, religions, humour, environment, contemporary affairs et al.

Just being in the company of books is itself an experience that is, by turn, soothing, inspiring, exciting. In a library, in a bookshop, in one’s own study, anywhere — regardless of whether one has read many, or most, or all the books that the eyes can see, or the titles one knows about, regardless of the fact that one will never be able to read all the books ever published, or even all the books one possesses. Just the knowledge, the wonders, the mysteries, the sobering realities, the tragedies, the joys that books contain and reveal to us — one-on-one, in total privacy — no other media can match the treasures and promises they bless us with.

Like our body which needs a balanced daily intake of nutrients, proteins, carbo-hydrates, liquids, solids, etc., so too does every human mind need…repeat need… a daily consumption of enriching content from diverse sources. By observation of life and nature around one, and by reading in quietude for 30/45 minutes or so, of, say, at least about 20 to 30 pages of a well-chosen book from any one of the spheres cited earlier. 50 pages are ideal. This is apart from absorbing the content of social media, TV, radio, cinema, etc.

And never think or say: “I don’t have the time”. Because if you really want to do something, you can always find the time. Remember: it is the busiest people who always have the time.

Next time, if invited to do so, will share names and brief details of a handful of books in English recommended for readers’ consideration. 

The post The Silent Magic of Books – Senator (r) Javed Jabbar appeared first on Glam Magazine.

Refusing to be reduced or read easily, Saba Qamar turns contradiction into power—and ambiguity into her sharpest weapon.

In an industry conditioned to reward binaries—good or bad, virtuous or villainous—Saba Qamar has built an empire in the in-between.

 Often likened to Hollywood icon Meryl Streep for her transformative acting range, Saba is less a performer and more a presence—an actress who dissolves into contradiction, embraces fracture, and chooses women who are difficult, disruptive, and defiantly real. “Grey characters are more real… more human,” Saba says. “Perfection is boring… flaws are interesting.”
In that ethos lies her quiet rebellion—not just against the industry, but against the very idea of being easily understood.

Her journey into acting—particularly from a conservative Syed family—was not rebellion, but alignment. “Choosing acting wasn’t simple. There was hesitation… resistance… even within myself. But there was a quiet, persistent pull I couldn’t ignore,” Saba stresses. “Acting wasn’t about glamour—it felt like a way of expressing what I couldn’t say out loud.”
At some point, waiting for approval became more dangerous than uncertainty.
“If I kept waiting for everything to feel safe, I might never step into what I truly felt aligned with. So, I chose the leap. It wasn’t rebellion—it was conviction.”
Saba also resists the mythology of reinvention. “I think the woman I am today was always there… in an unformed way, “Saba asserts. “Life didn’t create her—it revealed her. The losses, the uncertainty—they strip away what isn’t real.” Her strength was not constructed—it was uncovered. “I didn’t become someone new. I understood who I already was—and learned how to stand in that fully,” Saba emphasizes.

Saba’s early breakthrough came through the satirical comedy Hum Sab Umeed Se Hain, where her mimicry and timing revealed a sharp comic instinct—one often overshadowed by the gravity of her later work. But it was her transition into layered drama—Maat, Digest Writer, Sangat, Baaghi and Cheekh—that redefined the female protagonist on Pakistani television, particularly on Hum TV. “If the role doesn’t scare me, I don’t want to do it, Saba proclaims forthrightly.
About Baaghi, inspired by the life of slain internet phenomenon Qandeel Baloch, Saba says; “I didn’t want to copy her… I wanted to understand her. There was so much pain behind that confidence.” About Cheekh Saba opines; “Women are always told to stay quiet. I wanted to show what happens when she doesn’t. Silence is the biggest crime.”

If earlier roles challenged society, Case No. 9 demanded something more dangerous—total emotional immersion. “Emotional scenes take a real toll… on the mind and the body, Saba reveals. “I’ve learned to take care of myself and breathe through it.” The role however did not end when the cameras stopped. “These characters don’t just disappear. When you go through something intense, you don’t erase it—you grow from it. The emotions stay.” Her portrayal of a woman navigating trauma within a hostile system became less performance, more indictment.

Her biggest project, Hum TV’s Muamma, which ran through early 2026 and concluded in April, marked a striking turn into psychological territory. As Jahan Ara—a layered, obsessive, and deeply complex woman—Saba delivered one of her most intense performances in recent years. The drama drew strong audience engagement for its slow-burn exploration of trauma, manipulation and power within confined domestic spaces. Saba embodied a psychologically complex woman whose quiet volatility is driven by moral ambiguity and psychological unease, her intention not to seek redemption but to expose the unsettling truth that the darkest impulses are often deeply human—and dangerously self-justified. “There’s no bigger devil than humans. Fear is not outside… it’s within us.” Saba said about the hugely successful serial. In Muamma, empathy fractured. The audience was implicated. And Saba operated at her most restrained—and most unsettling. Industry chatter already places this role among her most compelling post-Baaghi and Cheekh performances.

Saba says her engagement with a character begins in silence. “I try to sense the soul of the character… what is she hiding… what wounds is she carrying.” She says she doesn’t construct performances—she allows them to surface.
“I don’t rush it. Slowly, she reveals herself.”
On set, ego dissolves into discipline. “I’m here to serve the story, not my ego. I’ll give a hundred takes if needed.” And ultimately Saba values honesty over flattery; “You can feel the difference between truth and formality.”

Saba’s transition to cinema—particularly Hindi Medium opposite Irrfan Khan—brought international acclaim. “Working with Irrfan was like going to an acting school… he was so real, you forgot the camera was there,” Saba enthuses. She chose the project for substance—not scale. And it showed.

Saba’s off-screen life carries the same refusal to romanticise pain. Speaking candidly about an eight-year toxic relationship; “We are taught not to leave the first man… but that one sentence ruined eight years of my life,” Saba says ruefully. “He lied to me… humiliated me… it destroyed my mental peace,” she adds.
Her clarity now is unwavering; “I don’t want to be stuck in an abusive relationship… I want compatibility. Love should be unconditional—but not at the cost of your peace,” she insists.

Saba’s voice extends beyond performance into critique. “People often joke about mental stress… but experiencing it first-hand is eye-opening”, she muses. “We’re also still stuck in labels… I believe in gender equality.” She further challenges the culture of scrutiny; “Why do we discuss someone’s appearance… and then target their personality.”  Saba’s advocacy on mental health—particularly during World Mental Health Month—remains grounded and urgent; “Mental health is just as important as physical health… talking about it is a sign of strength.”

As a National Ambassador for UNICEF, Saba has extended her influence into child rights and girls’ empowerment—particularly against child marriage in Pakistan.
“Why should any child be forced into a future they did not choose?” she challenges. Her work bridges visibility and responsibility—amplifying voices often unheard. In an industry where silence is often survival, Saba has chosen confrontation. Following defamatory claims by a journalist, she pursued legal action with clarity;
“No one has the right to make false accusations just for attention.” Her stance reinforced dignity in an environment that often weaponised speculation, especially against women.

Despite immense popularity, Saba Qamar remains curiously distant from the machinery of celebrity. “I want to live life, not just spend it,” she opines.
No relentless visibility. No overexposure. Even controversies—from the Badshahi Mosque photoshoot to public scrutiny of her personal life—have not diluted her authority. If anything, they reinforce it.
She controls the narrative—by choosing what not to reveal.

Beginning 2026 with the huge success of Muamma , looking ahead, Saba returns to a more relationship-driven narrative with Hurmat, an upcoming Hum TV drama co-starring Ahmed Ali Akbar, written by Kashif Anwar. Expected later in 2026, early indications suggest a grounded, emotionally resonant story—offering a deliberate contrast to Muamma’s psychological intensity. Beyond that, Saba has hinted at yet another undisclosed project on a different channel—signalling a multi-network presence and continued dominance across screens. Meanwhile, the Urduflix web series Mandi in which Saba plays Uzma Rana, a powerful, ambitious politician alongside Mikaal Zulfiqar, Ainy Jaffri, and Shayan Khan, remains in development, with details still under wraps. Taken together, her trajectory reflects a deliberate evolution: from social realism (Case No. 9) to psychological depth (Muamma), and now toward a balance of mainstream storytelling and experimental range.The industry consensus is clear—2026 is not a pause, but an expansion. Saba Qamar isn’t slowing down—she is widening her canvas.

There are rare moments in an actor’s career when multiple narratives run in parallel—when every screen carries their presence. Saba Qamar is living that moment.
But unlike the frenzy that consumed earlier superstars, Saba remains grounded, precise, and indifferent to noise. She shows up. She does the work. And she leaves.
“I don’t act… I feel.,” she clarifies.
From a grief-marked childhood in Hyderabad to international recognition, Saba Qamar is not merely a star—she is a shift. From glamour to gravity. From archetype to ambiguity. From performance to presence.
She gives you everything on screen.
And just enough of herself to keep you wondering…

The post Saba Qamar — The Art of Being Unclassifiable appeared first on Glam Magazine.

As one of Pakistan’s youngest education leaders, Muhammad Faizan Khan is bringing a fresh, globally informed perspective to the country’s academic landscape. Managing Director of Happy Palace Group of Schools, his focus is on innovation, educational reform and future-ready learning environments that extend far beyond traditional classrooms.

You are among the youngest educationists in Pakistan in a leadership role. How has it shaped your approach to educational reform?

Being a young educationist has allowed me to remain closely connected to the mindset, aspirations, and evolving realities of today’s students. I believe one of the advantages of young leadership is the ability to better understand how rapidly the educational landscape is changing whether through technology, shifting career pathways, or the increasing importance of creativity, adaptability, and emotional intelligence.

My academic background in Economics from King’s College London, followed by a diploma from City University London and a Master’s in Education, exposed me to a range of global educational philosophies and institutional models. Those experiences shaped my belief that modern education must move beyond memorization and focus more deeply on critical thinking, communication, confidence-building and intellectual curiosity.

At the age of 25, being recognized as one of Pakistan’s youngest and most impactful educationists was both humbling and motivating. More importantly, it reinforced my sense of responsibility toward contributing meaningfully to educational reform and institutional development.

As someone who has studied at international universities, what led you to choose a role in a family-led education business?

For me, education was never simply a profession, it was part of my upbringing and identity from the very beginning. I was born in 1995, at a time when the school itself was operating on the first floor of our building while our family lived on the ground floor. Most of my pre-teen years were spent in that environment, surrounded by classrooms, teachers, students, and constant conversations about education.

In many ways, I feel I grew up alongside the institution itself. That early exposure gave me a deep appreciation for the transformative role schools can play in shaping individuals and communities. Later, studying internationally broadened my perspective significantly, but it also strengthened my desire to contribute to Pakistan’s educational landscape. Joining the institution was therefore not simply about continuing a legacy it was about evolving it through modern educational thinking, innovation, and long-term institutional vision.

As Managing Director, how do you define the identity and long-term vision of the Happy Palace School Network?

The identity of Happy Palace is rooted in academic excellence, discipline, ethical values, and holistic student development. Our objective is not merely to produce academically capable students, but to nurture confident, intellectually curious, and socially responsible individuals. Our long-term vision is deeply ambitious and future oriented. We are currently developing five purpose-built campuses ranging from approximately 5,000 to 50,000 square yards, designed to provide modern learning environments that integrate academics, technology, sports, creativity, and student well-being within a unified ecosystem.

Beyond school education, we are also planning to establish two universities within the next five to seven years. Our broader vision is to create a complete educational continuum that supports students from foundational learning through higher education while maintaining a consistent philosophy of excellence, innovation and character development.

When I reflect on where the institution began with the school operating upstairs while we lived downstairs and compare it to where we are today, planning large-scale campuses and future universities, it becomes deeply meaningful. It represents not only institutional growth, but decades of commitment to education and community impact.

What does effective governance look like when managing a growing school franchise across multiple cities?

Effective governance, in my view, is the ability to preserve consistency of vision and educational quality while operating at scale. As institutions expand across multiple campuses and cities, strong systems become essential for sustainability and long-term success.

At Happy Palace, we place significant emphasis on centralized academic planning, teacher development, performance evaluation, institutional oversight, and continuous coordination between campuses. However, effective governance also requires balance. While maintaining unified standards, campuses must still retain the flexibility to respond to the specific cultural and community needs of their local environments. Ultimately, strong governance is about building systems that sustain excellence beyond individuals and ensure that every student receives the same standard of education regardless of location.

Technology integration is one of your priorities. How is this being implemented across the network?

Technology has fundamentally transformed the way students learn, communicate, and engage with information. Educational institutions therefore have a responsibility to evolve alongside those changes rather than resist them. Our approach is to integrate technology meaningfully across the entire network instead of treating it as a superficial enhancement. This includes smart classrooms, digital learning platforms, centralized academic systems, and technology-focused teacher training initiatives.

Teacher training is central to your agenda. How do you scale professional development across so many schools?

I strongly believe that the quality of an educational institution is ultimately defined by the quality of its teachers. Infrastructure and curriculum are important, but meaningful education depends on intellectually engaged and continuously evolving educators. For that reason, teacher development remains one of our most important institutional priorities. We conduct regular workshops, centralized training programmes, classroom observations, mentorship initiatives, and professional development sessions throughout the academic year. More importantly, we aim to cultivate a culture where learning is not limited to students alone. Teachers must also remain adaptable, reflective, and committed to lifelong professional growth in order to meet the evolving needs of modern education.

Early childhood learning is a major focus area for you. How is this being strengthened across all branches?

Early childhood education plays a defining role in shaping cognitive, emotional, and social development. The foundations established during those formative years often influence a child’s long-term relationship with learning itself. Our focus is therefore on creating a standardized yet nurturing early learning environment across all campuses. This includes curriculum consistency, teacher specialization, activity-based learning methodologies, and classrooms designed to encourage curiosity, creativity, and confidence. We believe early education should not merely prepare children academically; it should cultivate independence, communication skills, emotional intelligence, and a genuine enthusiasm for learning from an early age.

In your view, what defines a strong school brand in today’s education landscape?

A strong educational brand is ultimately built on credibility, consistency, and trust. In today’s educational landscape, parents are increasingly evaluating schools not only on academic outcomes, but also on how effectively institutions prepare students for the future. A respected school must therefore offer far more than examination performance. It must develop confidence, communication abilities, leadership qualities, ethical awareness, and intellectual maturity.

Beyond academics, how do you ensure personality development and confidence-building across campuses?

We strongly believe that education should focus on the development of the individual as a whole rather than academic achievement alone. Across our campuses, we place considerable emphasis on public speaking, debates, leadership initiatives, sports, co-curricular engagement, and student participation programmes. These experiences help students develop confidence, communication skills, emotional intelligence, and adaptability.

Looking ahead, where do you see the Happy Palace Group of Schools in the next 5–10 years?

Over the next decade, I see Happy Palace evolving into one of Pakistan’s leading educational groups with both national influence and growing international recognition. Our expansion plans through five purpose-built campuses and the establishment of two universities represent not simply physical growth, but institutional evolution. Alongside expansion, we intend to continue strengthening academic quality, technological integration, teacher development, research culture, and innovation-driven learning. Personally, receiving international recognition for my contributions to education, including an upcoming award ceremony at Oxford University, has further reinforced my commitment toward contributing meaningfully to educational advancement both within Pakistan and beyond.

Artificial Intelligence is rapidly transforming education globally. How is Happy Palace integrating AI into its educational model?

I believe Artificial Intelligence will fundamentally reshape not only education but the broader relationship between knowledge, creativity, and human potential. Educational institutions therefore have a responsibility to prepare students not merely to exist within an AI-driven world, but to engage with it critically, ethically, and intelligently. At Happy Palace, AI integration is not treated as an optional or isolated initiative. It has been systematically embedded into our academic framework, and from Kindergarten through Grade VIII, AI education is mandatory across the network. Our approach goes beyond simply exposing students to technology; we aim to cultivate technological fluency from an early age.

Students are introduced to AI tools in ways that are age-appropriate and intellectually progressive. At foundational levels, the emphasis is placed on digital familiarity, curiosity, and responsible interaction with intelligent systems. As students advance, they begin learning how to utilize AI tools for research, creativity, problem-solving, productivity, and analytical thinking. Equally important, we are teaching students how to think alongside technology rather than become dependent on it. There is a significant difference between using AI passively and understanding its implications, limitations, ethical dimensions, and transformative potential. We want students to develop discernment, adaptability, and intellectual independence while interacting with emerging technologies.

In parallel, we are also integrating AI into teaching methodologies and institutional systems. Educators are being trained to utilize AI-assisted platforms for lesson planning, differentiated learning, academic analysis, and student engagement. This allows teaching to become more personalized, data-informed, and responsive to individual learning needs.

What do you believe truly sets the Happy Palace Group of Schools apart within Pakistan’s educational landscape?

What truly distinguishes Happy Palace is that we do not view education through a purely academic lens. Our philosophy centres on building a complete educational ecosystem that combines academic excellence, innovation, leadership development and future readiness within a single framework. While our network has grown to more than 55 campuses, our identity is defined not simply by scale but by the diversity of opportunities available to students.

We offer multiple educational pathways across various examination systems, ensuring students can pursue learning environments suited to their strengths and aspirations. At the same time, we have integrated STEM education, robotics, artificial intelligence, financial literacy and practical skill development into our broader educational approach. Beyond academics, students engage in sports, leadership initiatives, clubs and co-curricular programmes that support holistic development.

The post Reimagining Education for a New Generation – Muhammad Faizan Khan appeared first on Glam Magazine.

Haris Haroon Karim, CEO of Saltanat Restaurant, has redefined fine dining in Pakistan with a vision that blends quality, tradition and innovation. Managing over 1,100 employees and eight banquet halls, his journey is a testament to perseverance and purpose. In this exclusive interview, he shares insights into the making of Saltanat, the challenges of the restaurant industry, and his philosophy on leadership, team culture and future ambitions.

1. Your journey in the hospitality industry has been described as inspiring. What first drew you towards the restaurant business, and how did the idea for Saltanat Restaurant come to life?
   From a young age, I was curious about why people were discouraged from eating outside food, often due to concerns about quality and hygiene. This curiosity evolved into a passion for cooking and a desire to offer better standards. During COVID, a call from a chef friend about a distressed staff member highlighted the harsh realities faced by hospitality workers. In response, I started a small cloud kitchen from home with a modest investment, employing around 25 people. That experience reshaped my vision. I wanted to build something larger—where food could be prepared in bulk, reducing costs while maintaining quality, and allowing people to access meals with dignity. What began as a small initiative gradually transformed into a purpose-driven venture, which ultimately led to the creation of Saltanat Restaurant.
   As the CEO of Saltanat, how would you describe your vision? And what impression would you like the guests to leave with?
   My vision for Saltanat has always been to create more than just a restaurant—it is an experience. As one of the largest restaurants in Pakistan, with over 1,100 employees, it is built on scale, diversity, and strong infrastructure. We offer a wide variety of cuisines, live music throughout the week, and multiple dining environments, from open-air to indoor fine dining. Families and friends come here to spend quality time and create lasting memories. Ultimately, I want every guest to leave with a sense of joy and connection, associating Saltanat with happiness and togetherness.

• Saltanat is known for blending tradition with modern sophistication. How do you maintain the balance?
  Innovation is essential—you have to move forward with time while staying true to your core values. At Saltanat, we never compromise on quality; that remains our foundation. Our focus is not on just profit, but on serving excellent food, earning respect, and building a strong reputation. To maintain balance, we offer a diverse menu that caters to all generations from traditional cuisine to modern favourites like hot pot, which is especially popular among younger guests. We also have delicious options for children. By combining variety with consistent quality, we ensure that every guest finds something they enjoy while experiencing both tradition and modernity.

The restaurant industry can be highly competitive. What strategies have helped Saltanat stand out in such a dynamic market?
The restaurant industry is highly unpredictable—many places open and close quickly. What sets Saltanat apart is patience, consistency, and the right intentions. This business demands more than time; it requires complete dedication as it operates 24/7. At the same time location plays a critical role. Unlike typical highway restaurants, we chose a central city location to make it convenient for guests, reducing travel time to just 15–20 minutes. Most of my other businesses are nearby, which streamlines operations and allows staff to focus on service. By combining dedication, quality, and strategic location, along with hard work and perseverance, Saltanat has been able to sustain itself and stand out in a highly competitive market.

How important is team culture in the success of a restaurant, and how do you cultivate it within your organization?
Team culture is the backbone of any successful restaurant. With so many employees, our strength lies in diversity—we have people from different regions, religions and backgrounds, all working together as one. This unity reflects the true spirit of Pakistan. We focus on creating a sense of belonging, where employees feel valued and connected. By fostering mutual respect, shared meals, open communication and motivation, we build a strong community within the organization. When people work with passion and feel like they are part of something bigger, it naturally reflects in the service and overall experience we deliver.

How do you see Pakistan’s fine dining and hospitality industry evolving in the coming years?
Given the current economic situation, the future of fine dining and hospitality industry in Pakistan remains challenging. Rising inflation and increasing costs of raw materials have significantly impacted operations, while consumers’ purchasing power continues to decline. For many middle-class families, dining out—especially fine dining—has become less affordable. As a result, restaurants are often perceived as expensive, even though much of the cost is driven by external factors. Moving forward, only those who can maintain quality while adapting to these financial pressures are likely to sustain. It will be a difficult phase, with fewer people being able to regularly experience fine dining in the near future.

• Running a restaurant empire can be demanding. How do you personally stay motivated and creatively inspired and what advice would you give to young entrepreneurs in Pakistan who aspire to enter this industry?
  My motivation comes from the lives connected to Saltanat. With over 1,100 employees depending on this restaurant, I see how our work directly impacts families—their children’s education, daily meals, healthcare, and even life milestones like weddings. Knowing that our efforts provide stability and opportunities for so many people keeps me inspired and focused, even during challenging times. It reminds me that the restaurant is not just a business, but a responsibility and a source of purpose. For young entrepreneurs, this is an important lesson: the restaurant industry demands full commitment. It is a 24/7 job, and if you cannot dedicate yourself completely, balancing it with personal life becomes extremely difficult. Only with passion, perseverance, and a willingness to give your all can one truly succeed in hospitality.
• What are your long-term plans for Saltanat? Can we expect expansion, new concepts and international ambitions?
  Expansion is certainly on the horizon, as many people have requested branches. However, maintaining the quality and reputation of the original Saltanat remains my top priority. Rapid growth could dilute focus, so I am cautious about franchising. In the future, Insha’Allah, we may explore international branches, particularly in Saudi Arabia and Europe, creating a “home away from home” for Pakistanis, while keeping authenticity and excellence at the forefront. I have a total of eight banquet halls, with two more under construction. My journey began in 2012, during the hardest time of my life, when I had little money. In 2018, I opened my first hall, and over time, Allah blessed me to expand to eight. Most are on the same property, and combined with the restaurant, we can accommodate around 1,150 people.

The post Blending Tradition with Modernity – Haris Karim appeared first on Glam Magazine.