Staff Reporter
ISLAMABAD
When the 1,320 MW Sahiwal Coal-Fired Power Plant was first conceived as one of the early harvest projects under the China–Pakistan Economic Corridor (CPEC), it was seen primarily as an energy project that would provide much-needed electricity to the national grid. What was not immediately visible, but has now become one of its proudest achievements, is how this plant became a living classroom for Pakistani engineers and transformed them into some of the finest power sector professionals in the country. Nearly a decade later, in 2025, the story of Sahiwal is not only about electricity and infrastructure; it is also about human capital development, knowledge transfer, and the rise of a new generation of Pakistani technical leaders.
The journey began in 2016 when the plant owner, Huaneng Shandong Ruyi (Pakistan) Energy Pvt. Limited, backed by the China Huaneng Group the largest power producer in the world selected 180 Pakistani engineers for specialized training in China. These young professionals, mostly fresh graduates or early-career engineers, were sent to some of the best power plants across China. There, they received rigorous training in operations, maintenance, instrumentation and control, electrical systems, and above all, safety. The training was not a symbolic gesture; it was a comprehensive, hands-on learning program designed to give Pakistani engineers exposure to world-class technology and best practices in thermal power generation.
When these engineers returned to Pakistan, they were not left on their own. Instead, they worked side by side with seasoned Chinese technical masters during the commissioning phase of the Sahiwal power plant. Commissioning a large supercritical coal-fired plant is no ordinary task; it is a period that demands intense focus, precision, and coordination. Every valve, every circuit, every turbine blade must be tested under real conditions before a plant can operate at full capacity. It was during this stage that the Pakistani engineers received some of the most rigorous and valuable training of their careers.
Once commissioning was successfully completed, the plant entered its operations and maintenance phase. Again, the structure was designed not merely to keep the plant running but also to continue building Pakistani capacity. The Chinese experts remained on site, this time working as mentors and supervisors while their Pakistani colleagues took on increasing responsibilities. Over the years, the balance gradually shifted. Pakistani engineers, who once shadowed their Chinese counterparts, began to handle independent assignments. By steadily transferring both technical and managerial responsibility, the Sahiwal project ensured that it was not only producing electricity but also producing expertise.
Fast forward to 2025, and the results are nothing short of remarkable. Today, the special tasks and departments at the Sahiwal plant are almost entirely led by Pakistani professionals. Operation shifts are managed by local engineers who once trained under Chinese masters. The electrical and instrumentation & control maintenance works are now handled with confidence by Pakistani teams who have grown into experts in their own right. The young men and women who once travelled to China as trainees are today the decision-makers, troubleshooters, and innovators ensuring that the Sahiwal power plant continues to perform reliably.
But the impact has gone far beyond the boundaries of the plant itself. The training and experience provided by the Huaneng Group has created a ripple effect throughout Pakistan’s power sector. More than 20 expert Pakistani staff members who were trained under this program have now moved on to serve in different capacities for the Government of Pakistan. Some are working with regulatory bodies like NEPRA (National Electric Power Regulatory Authority), others with the system operator (NPCC/ISMO), and still others with CPPAG (Central Power Purchasing Agency). Their expertise, shaped by years of learning under one of the world’s biggest energy companies, is now directly influencing policy, regulation, and technical negotiations at the national level. In fact, many of the current negotiations with government ministries, power buyers, and grid operators are being handled by the same Pakistani professionals who once began their careers at Sahiwal station.
This transition is not only a story of technical growth but also one of national pride. Pakistan has often faced challenges in retaining talent in the energy sector, with many professionals moving abroad in search of opportunities. Yet here is a case where international collaboration created local expertise, and that expertise has stayed home to benefit the country. It is also a powerful example of how CPEC projects, when designed with knowledge transfer as a core component, can have lasting impacts beyond bricks and mortar. The kilowatt-hours produced at Sahiwal are important, but the engineers it has produced may prove to be even more valuable in the long run.
The success of this human capital development model can be attributed to three key factors. First, the early investment in sending engineers to China for world-class training ensured that Pakistanis were not merely filling administrative roles but were equipped with real technical capabilities. Second, the mentorship culture during commissioning and operations allowed continuous learning, with Chinese experts providing hands-on guidance rather than distant supervision. Third, the deliberate transfer of responsibility over time ensured that Pakistani engineers gained both confidence and accountability, evolving from trainees to leaders. This structured, phased approach to knowledge transfer is a model that could be replicated in future infrastructure projects across Pakistan.
Looking ahead, the story of Sahiwal’s engineers is also a story of inspiration. Young students in universities across Pakistan now have role models they can look up to engineers who trained with the best in the world, mastered complex systems, and returned to lead their own country’s energy future. It shows that with the right opportunities; Pakistani talent can rise to global standards and beyond.
In many ways, the journey of these 180 engineers mirrors the journey of the plant itself. Just as the Sahiwal project was completed in record time and quickly became a symbol of reliable power supply under CPEC, so too did these young professionals grow at a record pace, moving from trainees to leaders in less than a decade. Both the plant and its people stand today as symbols of progress, cooperation, and resilience.
As Pakistan continues to navigate its energy challenges and move toward a more diversified and sustainable future, the engineers trained at Sahiwal plant will remain at the heart of that journey. Whether they are running operations at the plant, managing negotiations with national institutions, or shaping energy policy at the government level, their contributions are a direct outcome of the foresight shown back in 2016 when the Huaneng Group decided to invest not only in machines but also in people.
In 2025, as the lights of homes, schools, hospitals, and factories across Punjab glow with the electricity generated at Sahiwal, it is worth remembering that the brightest light produced by this plant is not measured in megawatts. It shines in the knowledge, skills, and leadership of the Pakistani engineers who now stand tall as custodians of the nation’s energy future.
