Since 1957, building what’s next

This restructuring was not simply a rebranding exercise — it was a comprehensive transformation designed to modernize governance, streamline capital allocation, and position the Group for scalable, sustainable growth.

A key component of this shift was the separation of Orient Electronics, which formally exited the Group and became a completely independent entity. Orient Electronics had long been the Group’s flagship company, but its separation allowed OGC to focus on emerging high-growth verticals.

At the same time:

• 01BlueEast (Pvt.) Ltd., the Group’s technology company, was strategically dissolved and split. Its e-commerce division was merged into Orient Electronics, strengthening its digital retail operations. Its IoT division was spun off into a newly formed entity, Orient Automations (Pvt.) Ltd., dedicated to smart infrastructure solutions.

• 01Its e-commerce division was merged into Orient Electronics, strengthening its digital retail operations.
• 02Its IoT division was spun off into a newly formed entity, Orient Automations (Pvt.) Ltd., dedicated to smart infrastructure solutions.

Orient Automations, born out of this realignment, discontinued the Mevris platform and launched an entirely new brand — Kontrol. Designed for the B2B segment, Kontrol offered a full-stack automation solution for homes, buildings, and industries, combining proprietary software with purpose-built hardware such as smart panels, switches, and control modules.

To guide the newly formed OGC, a Board of Directors was constituted with Mian Talat Mehmood serving as Chairman. As part of this structural realignment, Mian Abdul Rehman Talat and Mian Nouman Talat were appointed as Executive Directors and inducted into the board, formalizing their roles in shaping the Group’s strategic future.

OGC now serves as the parent company to the following core businesses:

• 01Orient Ceramica (Pvt.) Ltd. – Porcelain tiles and sanitaryware
• 02Orient Apparel (Pvt.) Ltd. – Knitwear and denim exports
• 03Orient Automations (Pvt.) Ltd. – Smart home and building automation
• 04Orient Properties (Pvt.) Ltd. – Real estate and construction
• 05Orient Towers (Pvt.) Ltd. – Hospitality and mixed-use development

The formation of OGC signaled a new era of institutional leadership, with an emphasis on professional management, innovation, and global competitiveness, while maintaining the entrepreneurial spirit that defined its origins.

As part of this transition, it was decided that:

• 01Mian Abdul Rehman Talat would take over as Executive Director – Sales & Marketing for both Orient Apparel and Orient Ceramica, leveraging his extensive background in branding, retail, and digital growth.
• 02Mian Nouman Talat would serve as Executive Director – Operations, overseeing production, supply chain, and plant-level execution across the two companies.

The restructuring process began in June 2023, with Nouman assuming operational leadership at Orient Apparel. Over the following months, operational handovers and departmental alignments continued, culminating in September 2023 when Abdul Rehman formally took charge of sales and marketing functions at Orient Ceramica, completing the first phase of the transition.

This leadership alignment marked a critical evolution in the governance model, placing clear accountability for commercial and operational functions under two experienced executives — while also reinforcing the Group’s long-term commitment to professionalism and performance-led management.

The start of operations marked a major milestone in the Group’s journey into the building materials industry, transitioning Orient Ceramica from a project on paper to a fully functioning manufacturing enterprise. The plant’s successful commissioning was a testament to the leadership of Mian Nouman Talat, who oversaw everything from machinery acquisition and plant installation to technical alignment and production readiness.

The launch not only expanded the Group’s industrial base but also opened up new opportunities to serve Pakistan’s growing construction and infrastructure sector with premium, locally manufactured tile solutions.

The company was envisioned as a vertically integrated operation, with quality, compliance, and international customer expectations embedded into every layer of its planning. From ethical labor practices and sustainable sourcing to modern production systems, Orient Apparel was built to compete with leading exporters in South Asia.

Operations officially commenced on 1st October 2021, with the first production lines going live and onboarding beginning for core international clients.

Orient Apparel represented more than just business diversification — it was a statement of the Group’s ambition to establish a global presence beyond traditional product lines, backed by operational discipline and a brand-centric mindset.

Thanks to its early investments in digital infrastructure, online logistics, and e-commerce platforms, BlueEast quickly emerged as the largest e-commerce company operating in the electronics segment during the lockdown period. While competitors scrambled to establish online operations, BlueEast was already fully equipped with a direct-to-consumer ecosystem, integrated payment systems, and warehousing capabilities.

This foresight, rooted in the company’s forward-looking vision since its inception in 2016, allowed BlueEast to maintain uninterrupted sales and even capture market share while others halted operations. The company’s digital-first approach enabled customers to browse, purchase, and receive Orient products — including air conditioners, refrigerators, and LED TVs — entirely online at a time when physical retail was inaccessible.

BlueEast’s success during this period validated the Group’s decision to embrace digital transformation early and decisively. It also marked a turning point in Pakistan’s electronics retail landscape, proving that technology and agility could insulate businesses from external shocks and redefine how consumers engage with durable goods.

To ensure world-class production standards, Orient Ceramica partnered with SACMI, a leading Italian technology provider renowned for its ceramic manufacturing solutions. Through this partnership, Orient Ceramica acquired a complete tile production plant from SACMI — including cutting-edge machinery, automation systems, and technical know-how.

This strategic collaboration laid the industrial foundation for what would become one of the most technologically advanced ceramic manufacturing setups in Pakistan. The move demonstrated the Group’s commitment to excellence and innovation as it diversified into a new, capital-intensive sector.

This landmark partnership marked Hilton’s official return to Pakistan after several decades and positioned the Group as a pioneer in bringing world-class hospitality brands to the country. The collaboration included brand licensing, architectural oversight, and international operational standards — elevating the prestige of the Orient Towers development and setting a new benchmark for the hospitality industry in Pakistan.

Orient Towers was envisioned as a premium destination that would integrate residential apartments, a commercial retail zone, and a hospitality component — offering a full-spectrum lifestyle experience within a single development. The choice of Johar Town, one of Lahore’s most dynamic and commercially vibrant districts, reflected the Group’s forward-thinking approach and its eye for high-potential urban zones.

Rather than being a short-term construction project, Orient Towers was developed with the long-term intent of establishing a sustainable presence in Pakistan’s real estate sector. With a focus on design excellence, modern amenities, and construction quality, it set a new benchmark for integrated living in the city.

The move was powered by proprietary technology developed in-house by BlueEast (Pvt.) Ltd., the Group’s technology arm. At the heart of this innovation was Mevris, a smart automation platform that allowed users to monitor, control, and optimize their air conditioners via mobile app — offering real-time control, energy insights, and remote diagnostics.

In a bold and unprecedented decision, Orient Electronics chose not to charge customers for this advanced technology, integrating it by default into every AC model. The aim was not only to differentiate the product but to make IoT functionality an industry norm, rather than a premium add-on.

The initiative was amplified through a nationwide marketing campaign featuring cricket legend Shahid Afridi as the brand ambassador. The campaign positioned Orient’s IoT-enabled ACs as smart, accessible, and future-ready, leading to widespread consumer adoption and sparking a countrywide interest in connected appliances.

This strategy didn’t just drive innovation — it cemented Orient Electronics’ position as market leader in the smart AC category, and placed Pakistan on the regional map for consumer IoT adoption.

The initiative was led by Mian Abdul Rehman Talat, who had joined the family business as Director Marketing in 2011. Drawing from his experience in brand strategy and his passion for innovation, he envisioned BlueEast as a bridge between traditional consumer electronics and the future of connected technology.

BlueEast’s initial mandate was twofold:

• 01Digitize the Group’s Sales & Marketing Infrastructure: The company revamped Orient’s online presence, streamlined dealer communications, introduced customer relationship management systems, and built proprietary B2B and B2C e-commerce platforms to reach customers directly.
• 02Develop Smart Technology for Appliances: BlueEast initiated R&D into integrating IoT capabilities into Orient’s appliances. This led to the creation of a proprietary smart appliance control platform — Mevris — that allowed users to remotely control and monitor Orient air conditioners via smartphone apps. It was one of the earliest examples in Pakistan of a locally developed smart home solution tied to a consumer electronics brand.

Over the next few years, BlueEast evolved into a fully-fledged tech company with capabilities in software development, mobile app creation, data analytics, and product innovation. Its work laid the foundation for the Orient Group’s transformation from a hardware-centric business to a tech-integrated consumer solutions provider.

The launch of BlueEast was not just a diversification; it was a visionary move that positioned the Orient Group to compete in the digital future of home appliances — both locally and globally.

This shift wasn’t accidental — it was the result of a high-stakes strategic gamble. The company made an unprecedented decision to bulk-source massive volumes of inverter units in a market that had shown minimal prior adoption. It was a bold move that risked overstocking and financial exposure — but it paid off.

What propelled this transformation into a phenomenon was a scarcity-based marketing campaign that fueled urgency and demand. By creating a perception of limited availability and highlighting the energy savings of inverter technology, Orient turned consumer hesitation into a buying frenzy.

The result was extraordinary. Within months, inverter ACs jumped from 10% to over 80% of total market share. Competitors scrambled to follow suit, and Orient not only dominated the category but also achieved record-breaking sales volumes that year.

This moment is widely regarded as a turning point in Pakistan’s appliance industry, showcasing how calculated risk, supply chain confidence, and bold marketing can converge to drive a market-wide shift — led by Orient Electronics.

His addition to the leadership team brought renewed focus to process efficiency and infrastructure development at a time when the Group was diversifying across industries. His efforts would later play a critical role in the expansion and modernization of the Group’s manufacturing and operational capabilities.

Abdul Rehman’s leadership in sales and marketing was instrumental in positioning the Group’s products in the market. His blend of traditional and digital marketing strategies resulted in increased market presence, customer loyalty, and an expanding dealer base.

He served in this capacity until October 2019, during which time the Group achieved notable successes in both sales volume and brand visibility. This period was crucial in setting the foundation for the later developments in both Orient Apparel and Orient Ceramica, where his expertise in sales and marketing played a key role.

The stores were operated by independent franchise partners, but closely managed under corporate guidelines to ensure a consistent brand experience. Each center followed standardized layouts, visual merchandising protocols, and service practices. Orient provided franchisees with marketing support, product training, and after-sales integration.

The goal was clear:

• 01To improve brand visibility and retail control
• 02To present all OGC brands under one roof
• 03To create a nationwide customer experience platform without the financial burden of company-owned stores

These showrooms offered a more curated alternative to traditional multi-brand retailers. Customers could explore the full range of products — from air conditioners and refrigerators to LED TVs and small appliances — with guidance from trained staff and in a space designed to reflect the brand’s positioning.

By 2016, the Orient Centers project had scaled significantly. The group had successfully opened around 50 outlets across 30 cities in Pakistan, solidifying its presence not only in major metropolitan hubs but also in second-tier markets. This widespread network gave Orient Group a strategic edge in controlling how its brands were presented, sold, and supported at the point of sale.

Orient Centers became a critical pillar of the Group’s growth strategy — bridging the gap between product, consumer, and service, while reinforcing Orient’s identity as a vertically integrated, customer-centric brand ecosystem.

In recognition of his younger brother Mian Ahmad Fazal’s outstanding performance, strategic contributions, and growing leadership role, Mian Talat Mehmood, the group’s founding visionary, made a deeply meaningful and forward-looking decision: he gifted 20% of his personal shareholding in the group to Mian Ahmad Fazal.

This decision increased Ahmad Fazal’s ownership in the Orient Group from 25% to 45%, reflecting not only his growing stake in the company’s operations but also the trust and confidence placed in him by the senior leadership. The move was not based on any formal obligation — it was a gesture rooted in merit, respect, and long-term vision.

By formally elevating his brother’s stake, Mian Talat ensured that the company’s expanding responsibilities were shared by those who had proven themselves through action. It also strengthened the governance structure of the group, aligning ownership with the evolving roles within the leadership team.

This moment symbolized a core value of the Orient Group — that growth must be shared, earned, and honored. It reinforced the spirit of unity and generational leadership that had defined the company since its inception, and it positioned the organization for continued success under a broader, more empowered executive base.

Leveraging its deep understanding of local consumer behavior and nationwide retail footprint, Orient quickly established itself as a formidable player in Pakistan’s television market. The brand positioned its LED TVs around:

• 01Feature-rich technology at accessible price points
• 02Elegant, modern designs tailored for Pakistani households
• 03Strong after-sales service and warranties

The success of Orient LED TVs was a testament to the group’s ability to transition from a licensing and partnership model to full brand ownership, without sacrificing quality or market share. It also reflected Orient’s broader strategic principle: learn, localize, and lead.

At the same time, the company continued to expand its portfolio in other appliance categories, investing in design upgrades, energy efficiency, and consumer-centric innovations — all while maintaining consistent brand communication across touchpoints.

By the mid-2010s, Orient was no longer defined by its past affiliations. It had matured into a self-reliant Pakistani brand, competing head-to-head with global names across key categories — and in many cases, outperforming them in market penetration and consumer trust.

His initial responsibilities focused on overseeing the branding, advertising, and promotional strategy for Orient’s growing portfolio of home appliances and consumer electronics. The company was evolving from a manufacturing-focused business into a nationally recognized brand, and this transition required a more structured and modern approach to marketing.

During this time, Orient began investing in:

• 01Formal brand building and market positioning
• 02Advertising campaigns for product launches
• 03Retail-level merchandising and visual identity standardization

Abdul Rehman’s role involved coordinating between product, sales, and marketing departments to ensure cohesive messaging and consistent communication across platforms. His work contributed to streamlining the marketing function as Orient’s product lines and geographic footprint grew.

His entry into the company reflected Orient’s approach to long-term succession planning — gradually involving the next generation in operational and strategic roles with clear accountability and focus.

As part of the agreement, Orient was entrusted not only with the nationwide distribution of Samsung appliances, but also with the local assembly of its products, including a category that was entirely new to Orient at the time: LED Televisions.

To support this initiative, Orient invested in building a dedicated LED TV manufacturing facility, purpose-built for Samsung’s requirements. Alongside infrastructure, Samsung transferred state-of-the-art technology, assembly protocols, and quality assurance processes, ensuring that the products assembled in Pakistan matched global standards. Samsung also trained Orient’s technical teams, upgrading their capabilities in precision electronics assembly and testing.

The partnership allowed Samsung to rapidly expand its footprint in Pakistan, and through Orient’s strong distribution network, it soon became the market’s leading premium electronics brand, particularly in the television and appliance categories. During this period, Samsung achieved its highest-ever sales performance in Pakistan, becoming synonymous with luxury and reliability.

For Orient, the partnership offered multiple strategic benefits:

• 01Entry into the television manufacturing segment
• 02Transfer of advanced production techniques and corporate systems
• 03Deep exposure to the operations of a world-class technology brand

The alliance continued successfully until early 2013, after which the companies amicably parted ways as Samsung moved toward a different regional strategy. However, the legacy of the collaboration left a lasting impact on Orient’s operations, people, and positioning. It enhanced Orient’s technical standards, managerial depth, and brand equity — all of which would play a critical role in its future expansions.

This chapter once again affirmed a core pattern in Orient’s history: its ability to adapt, absorb, and evolve through strategic partnerships — emerging each time with greater capacity and sharper vision.

In a bold and visionary move — unprecedented for most local companies at the time — the Orient Group signed an agreement with Siemens to implement the SAP ERP system, one of the world’s most advanced enterprise resource planning platforms. At a time when most Pakistani companies were still relying on manual records, spreadsheets, or basic accounting software, this decision positioned Orient at the forefront of corporate digital transformation.

The implementation of SAP brought with it a host of strategic advantages:

• 01Integrated operations across finance, sales, inventory, procurement, and production
• 02Real-time data visibility for faster and more informed decision-making
• 03Improved controls and accountability across the supply chain and business units
• 04A robust foundation for future scalability, audits, and governance

Working closely with Siemens, Orient underwent a structured implementation process that involved re-engineering internal workflows, training cross-functional teams, and aligning departments under a unified data architecture. This wasn’t just a tech upgrade — it was a cultural shift toward process-driven professionalism and system-led management.

The SAP implementation proved to be a pivotal enabler as Orient expanded into more complex categories, managed high-volume sales, and diversified its business operations. It reinforced the group’s commitment to long-term professionalism, transparency, and corporate discipline, setting it apart from competitors and inspiring confidence in global partners, investors, and customers alike.

This move underscored Orient’s philosophy: while others followed trends, Orient invested ahead of the curve — not just in products, but in infrastructure, systems, and people.

The Orient brand was positioned to deliver international-quality products designed for local consumers, backed by robust service infrastructure, attractive pricing, and a growing retail presence. It was the natural evolution of the group’s decades of expertise in import, distribution, and industrial operations.

The launch was not a single event, but a carefully sequenced rollout of products, each aligned with market demand, production readiness, and consumer expectations:

• 01The first product to roll off the line under the Orient name was the Air Conditioner, launched on February 14, 2006 — a symbolic and strategic entry into a premium category the company had already been assembling under Mitsubishi’s technical guidance.
• 02Just weeks later, Orient introduced its first Washing Machine on March 7, 2006, targeting mass-market consumers with reliable and energy-efficient home laundry solutions.
• 03On December 6, 2006, Orient launched its own Water Dispenser, one of the most competitive segments in the Pakistani appliance market, and a product that quickly gained popularity for its durability and sleek design.
• 04Expanding further, Microwave Ovens were added to the lineup on April 30, 2007, meeting the needs of modern kitchens and urban households.
• 05The most significant milestone in product manufacturing came on October 1, 2007, with the launch of the Orient Refrigerator — a category that required deep investment in R&D, tooling, and infrastructure. This marked Orient’s entry into core household appliances and showcased its ability to compete at the highest levels of domestic manufacturing.

By the end of 2007, Orient was no longer just an emerging brand — it had become a multi-category appliance manufacturer, offering a complete range of essential home electronics designed, assembled, and branded in Pakistan.

This early lineup demonstrated Orient’s core strengths: speed of execution, understanding of local needs, and a strong belief in self-reliance. The successful launch of these products laid the groundwork for a decade of exponential growth, brand loyalty, and continued innovation.

At this stage, Orient had already established itself as the exclusive distributor of Mitsubishi Electric air conditioners, with a strong national sales network and technical service infrastructure. Rather than resisting the change, Orient embraced it — viewing the policy shift as an opportunity to evolve from trading into industrial production.

This strategic move led to the establishment of Orient Electronics (Pvt.) Ltd., a new entity formed to oversee the local assembly of air conditioners. With knowledge transfer and support from Mitsubishi, Orient invested in infrastructure, training, and systems to bring high-quality manufacturing to Pakistan. The company set up its first production facility in Maraka, located on Multan Road, Lahore, marking its entry into industrial operations.

The transition marked a fundamental shift in the group’s business model:

• 01From a distribution-driven organization to one that owned its product lifecycle
• 02From relying solely on international brands to developing its internal industrial capabilities

By entering local assembly, Orient not only ensured compliance with new economic realities but also positioned itself to offer more cost-effective, locally supported products to Pakistani consumers — without compromising on quality.

This successful transition into manufacturing laid the foundation for the group’s most defining step: the launch of its own branded appliances, giving birth to what would soon become one of Pakistan’s most recognized consumer electronics brands — Orient.

Seeing the growing role, dedication, and potential of his younger brother Mian Ahmad Fazal, and acknowledging his early contributions to the group’s strategic direction — particularly in marketing and operational modernization — Mian Talat gifted 25% ownership in the group to him.

This transfer was not transactional, nor driven by inheritance or external pressure. It was a deliberate and forward-looking gesture, intended to institutionalize shared ownership and leadership within the family, while reinforcing the trust and alignment that had always been a cornerstone of the Orient philosophy.

By giving Ahmad Fazal a formal stake in the group’s success, Mian Talat ensured that the responsibilities of growth, decision-making, and risk-taking would be shared between brothers — a dynamic that would prove vital as the company expanded into new industries, adopted advanced technologies, and managed high-stakes partnerships with global brands.

This moment in 2001 marked the first official recognition of Ahmad Fazal as a key stakeholder, and laid the groundwork for his expanding role in the years to come — culminating in his further equity increase in 2012, when his shareholding rose to 45%.

This landmark agreement, facilitated through long-standing relationships cultivated during earlier business with Mitsubishi Paper, gave Orient the rights to represent Mitsubishi Electric’s air conditioners in the Pakistan market.

The decision by Mitsubishi to appoint Orient as its exclusive partner reflected a deep confidence in the company’s capabilities — particularly its distribution network, service reliability, and after-sales support infrastructure. This was not just a new product line; it was Orient’s formal entry into the electronics sector, marking the beginning of a decade-long transformation into a nationally recognized consumer brand.

The Mitsubishi Electric partnership elevated the company’s profile and introduced it to an entirely new customer base: the Pakistani urban middle class, seeking reliable, high-quality home appliances. It also forced Orient to rapidly develop technical service teams, installation networks, and a brand marketing function, expanding the group’s internal skill set beyond trading into consumer electronics management.

Most importantly, it served as a launchpad for future backward integration. As demand for air conditioners grew and the government’s industrial policy evolved, Orient would soon be compelled to shift from import and distribution to local assembly and manufacturing — a move that would fundamentally redefine the company.

To ensure product excellence, Adnan Corporation signed distribution partnerships with Osram Lighting (Germany) and General Electric (Hungary), two of the most trusted names in the global lighting industry. Through these alliances, the company began supplying a wide range of domestic and industrial lighting products, quickly earning credibility in both commercial and residential markets.

The entry into lighting served as a strategic bridge between the group’s legacy in photographic technology and its future in electronics and consumer appliances, setting the stage for even greater transformations in the coming years.

His entry marked the beginning of a generational transition, bringing new ideas and a modern outlook to a business rooted in decades of trading experience. While Mian Talat Mehmood provided the group with operational depth, market understanding, and strategic discipline, Ahmad Fazal began contributing in areas of product innovation, brand building, and expansion into consumer-oriented technologies.

His timing was pivotal. The traditional photography business was winding down, and the company was on the verge of diversification. Ahmad Fazal’s entry brought renewed dynamism and set the tone for Orient’s evolution into the lighting, electronics, and eventually home appliances sectors.

For Orient Color Lab, the impact was swift. The demand for film development dropped sharply as consumers and professionals shifted to digital formats. Despite its operational strength and established presence in three cities, the lab’s core business model became obsolete. Over time, the company closed its branches in Rawalpindi and Faisalabad, consolidating its operations and gradually winding down the lab business. Shares were amicably distributed among its original stakeholders, and Mian Talat Mehmood retained a portion of the business to pursue future ventures.

Although this period marked the end of Orient’s first era, it was not a retreat — it was a strategic pivot. The company had retained deep capabilities in international trade, procurement, supply chain management, and retail distribution, which would soon be redeployed in an entirely new direction.

Building on the market understanding developed through Orient Photo and earlier partnerships with brands like Mitsubishi (photographic paper), the group began exploring diversification opportunities outside of photography — first into lighting and eventually into home electronics.

The company rapidly emerged as a trusted national distributor, supplying photographic goods to studios, labs, and retail outlets through a well-structured sales and logistics network. Its portfolio included a diverse range of globally recognized products, such as:

• 01Kodak and Agfa films
• 02Mitsubishi photographic paper
• 03Yashica cameras
• 04Solaris color film (Italy)
• 05Ferania color film
• 06Sanyo batteries
• 07LPL Enlargers (used for photographic printing and darkroom processes)

With a sharp understanding of local market needs and evolving global trends, Orient Photo became a one-stop solution for photographic professionals across Pakistan.

By the early 1990s, the company reached a major brand milestone: it launched its first Orient-branded product, a photography film manufactured under OEM agreement with Solaris, Italy. This initiative not only broadened the product offering but also marked the first instance of the “Orient” name being used as a brand — a strategic move that would later shape the identity of the group across multiple sectors.

The launch of Orient Photography Film demonstrated the company’s transition from being purely a distributor of foreign brands to becoming a brand owner, with aspirations to localize and customize offerings for the Pakistani market. It foreshadowed the group’s future direction — where Orient would no longer just trade others’ products, but lead with its own name, values, and innovation.

As demand for photo processing grew, Orient Color Lab expanded its presence beyond Lahore, opening full-service operations in Rawalpindi and Faisalabad. These three locations formed the core of Orient’s lab network during its prime, enabling the company to serve customers in over forty cities across the country.

The labs operated around the clock in three shifts, processing hundreds of rolls daily and dispatching completed prints with remarkable speed and accuracy. This period represented a golden age for the company, as it became synonymous with reliability and scale in Pakistan’s pre-digital photographic industry.

This business was not an extension of the studio but a separate venture aimed at sourcing and distributing photographic materials such as films, paper, chemicals, and accessories. It was Talat Mehmood’s first foray into entrepreneurship and built the foundation for future trading operations.

The business operated until 1981, when it was succeeded by more formalized entities focused on either services or trade.

Karachi Studio marked the family’s move into commercial-scale photographic operations, combining studio photography with on-site processing. It quickly gained traction and became a well-known name in local photography circles.

By 1981, Mian Muhammad Fazal transferred ownership and operational responsibility of Karachi Studio to his son, Mr. Zubair Fazal, enabling the next generation to manage and expand that business independently.