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Debt and taxes haunt economy | The Express Tribune
Fiscal and monetary policies are closely aligned; fiscal discipline leading to fiscal space will reduce the pressure on government borrowing from commercial banks and the State Bank’s propensity to print money. Photo: file
BRUSSELS:
Debt and taxes are throttling Pakistan’s economy. Pakistan’s never ending fiscal profligacy is the underlying reason why we keep going in the intensive care unit asking the same medical team (read: IMF) who keep giving us the same set of treatments, albeit with more powerful medications only to cure our symptoms and failing to cure our disease.
Once the medical team is satisfied that the patient has “stabilised” and out of the intensive care unit and into the recovery room, they will continue to monitor the recovery over a period of time until their next pre-planned visit.
While the patient is in recovery then there are expensive overseas “specialists” that are hired for further medical diagnosis thinking that they might give some “new” advanced treatments for this reoccurring illness.
So, the question to ask is: how sick is the patient? Pakistan’s debt is unsustainable on its current path. Gross public debt has hit 70% of GDP in 2025 and the nominal deficit is a whopping 6% of GDP, composed entirely of interest payments. The doomsayers are right to forecast trouble. Net interest payments on debt already exceed the government’s total tax revenues, a recipe for a “disorderly” default and subsequently an economic meltdown.
If Pakistan has to overcome the twin inter-related malaises of fiscal deficit and debt burden, then there is no other option but to dismantle the existing outdated and anti-growth tax system. Governments have two ways to generate revenues – taxation and borrowing. Year-on-year Pakistan has continuously failed in its tax collection and has, unfortunately, excelled in its capacity to borrow to no-end, thus falling into a non-ending debt trap.
The fundamental rule of borrowing is that a county’s foreign debt should never exceed its borrowing capacity. Pakistan today is paying more to service external debt than receiving in new external finance. Our myopic revenue-thirsty government has now come to a point where the borrowing options are diminishing and the debt repayments are increasing.
Tax hikes passed by the current government in the last two budgets have put a brake on economic growth. Companies are closing down, foreign investors are fleeing, and our brightest minds emigrating. We have disincentivised work and investment.
Economics is all about incentives and taxes have consequences. The important point to recognise is that people and businesses don’t work to pay taxes; they work to earn what they can after tax. It is the after-tax rate of return on work, after all, that is the incentive that propels output and employment growth.
The only answer to our twin malaise is sustainable high economic growth. So, what’s the growth solution? The answer is a home-grown, simple, straight-forward set of supply-side economic policies: rationalisation of the tax system, government spending restraint, free trade, sound money, deregulation and privatisation.
Let’s start with our tax policy. There should be few taxes, where those taxes that are chosen to remain have low rates on a broad tax base. Exemptions, deductions, exclusions, credits and carve-outs should be kept to the bare minimum. Low tax rates provide the least incentive for people and businesses to evade, avoid or otherwise not report taxable income. A broad tax base removes as many ways as possible for people to hide their income to avoid paying taxes.
Tariff policy remains revenue target oriented and disrupts the enormous gains from trade. There are production gains from trade, consumption gains as well as economic growth gains. Free trade adds enormously to a country’s growth.
Excessive government spending leads to underperformance and inefficiency at the federal and provincial levels. Pakistan’s government spending has gone amok. Excessive and wasteful spending, way beyond its ability to collect in tax revenues, is a recipe for disaster.
We need a sound monetary policy – slow money growth, low interest rates, a stable currency and keeping inflation in single digits. Fiscal and monetary policies are closely aligned; fiscal discipline leading to fiscal space will reduce the pressure on government borrowing from commercial banks and the State Bank of Pakistan’s propensity to print money.
Government regulations, restrictions, requirements and directives result in excessive collateral damage to the economy. Rules need to be framed to rationalise and coordinate public behaviour and they should be reviewed to make sure each one is justified on a strict cost-benefit basis.
Privatisation needs to be implemented on an urgent basis. State-owned enterprises (SOEs) are a huge net drain on fiscal solvency. These white elephants should be sold off or shut down transparently.
Just about everyone knows how we have put ourselves into this quagmire, but how to get ourselves out of this is not rocket science, it’s common sense. We need to take ownership of these challenges with home-grown solutions and not rely on overseas medical teams overdosing us with Prozac or overseas “specialists” selling us “snake oil”. It’s time to get out of the recovery room and back to work!
The writer is a philanthropist and an economist based in Belgium
Business
Trump’s new global tariff comes into effect at 10%
The global levy comes in at 10%, lower than the rate the president had threatened at the weekend.
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Business
How long will Jamie Dimon stay as JPMorgan CEO? Bank chief signals ‘few more years’ at the helm – The Times of India
JPMorgan Chase CEO Jamie Dimon signalled he plans to remain in charge of the largest US bank for “a few years,” offering fresh clarity on leadership succession even as the lender projected strong investment banking and trading performance, Reuters reported.Speaking at the bank’s Investor Day in New York, Dimon said he does not intend to step down immediately and may continue with the firm in a different role after eventually relinquishing the chief executive position.“I’m here for a few years as CEO, and maybe a few after that, as executive chairman, pending whatever the board wants to do,” Dimon said.His remarks come amid long-running investor speculation over succession planning at JPMorgan, where Dimon has led the bank for two decades. The lender’s board, he has previously said, remains focused on preparing a deep bench of executives capable of eventually taking over leadership.Under Dimon’s tenure, JPMorgan has risen to become Wall Street’s largest bank by both assets and market value, with a market capitalisation exceeding $800 billion — eclipsing the combined value of rivals Bank of America and Citigroup.Alongside leadership commentary, JPMorgan said it expects investment banking fees and markets revenue to post strong growth in the first quarter, easing concerns that recent equity market turbulence could disrupt dealmaking activity.Investor worries had grown after a sharp sell-off in software and technology stocks — driven by fears of artificial intelligence disruption — raised doubts about mergers and acquisitions and IPO pipelines for high-growth companies.Allaying those concerns, the bank said investment banking fees are expected to rise by a mid-teens percentage, potentially reaching the high teens in the quarter.“We started the year strong. Pipelines were very good, and it was broad based. The one thing I will say in M&A (is that) there are powerful strategic drivers,” Doug Petno, Co-CEO of JPMorgan’s commercial and investment bank, said. “I think a lot of these transactions will survive the volatility and carry on.”Markets revenue is also expected to increase by a mid-teens percentage, supported by elevated trading activity during volatile market conditions, when investors hedge risks and reposition portfolios.The bank kept its forecast for annual adjusted expenses unchanged at $105 billion as it continues investing heavily in technology and artificial intelligence initiatives.JPMorgan expects to spend $19.8 billion on technology in 2026, up 10% from a year earlier.“We continue to invest in AI and we’re seeing tangible benefits in multiple areas. Machine learning and analytical AI have been driving improvements in revenue,” Chief Financial Officer Jeremy Barnum said, as quoted Reuters.UBS analyst Erika Najarian said markets increasingly view large money-centre banks as relative beneficiaries of AI disruption, adding investors are keen to understand both productivity gains and revenue opportunities from the technology.Executives said US consumers remain resilient despite elevated interest rates and economic uncertainty, helping sustain spending and credit quality.JPMorgan executive Marianne Lake said the bank had not seen deterioration among lower-income consumers and that “everything is solid” on the consumer front.The lender is targeting a return on tangible common equity of 17%, a key profitability metric measuring how efficiently tangible equity generates profits.In January, JPMorgan reported fourth-quarter earnings that exceeded analysts’ estimates as volatile markets boosted trading income. The bank beat Wall Street profit forecasts in all four quarters last year, according to LSEG-compiled data.JPMorgan shares rose 34.4% in 2025, outperforming both large-cap US banking peers and the broader equity market, while the stock traded marginally higher in post-market activity.
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Spirit Airlines plans to slash flights, fleet in bid to emerge from bankruptcy as early as spring
A Spirit Airlines Airbus A320 taxis at Los Angeles International Airport after arriving from Boston on September 1, 2024 in Los Angeles, California.
Kevin Carter | Getty Images News | Getty Images
Spirit Airlines is gearing up to shrink to a tiny version of its former self in an attempt to survive, according to a new plan it unveiled in U.S. Bankruptcy Court on Tuesday.
The budget-travel icon said it will get rid of even more of its Airbus fleet as it plans to exit its second bankruptcy in less than a year. It expects to emerge in late spring or early summer, Spirit’s lawyer, Marshall Huebner of Davis Polk, said at a hearing.
The airline has reached an agreement in principle with its creditors for the plan, Huebner said, adding that secured lenders will make “material incremental liquidity available to Spirit via the release of cash collateral.”
In its second bankruptcy, Spirit had held deal talks with Frontier Airlines, and with investment firm Castlelake. Nothing materialized, but Huebner hinted a combination could be back on the table.
“This emergence will allow Spirit to do many things from a position of strength and stability, including to consider potential future industry transactions,” Huebner said.
Spirit’s new fleet would be made up of mostly older Airbus planes, “with the potential rejection of additional high cost NEO aircraft,” Huebner said, referring to the more modern Airbus A320 family of planes, adding that the exact size of Spirit’s fleet will depend on talks with counterparts like aircraft lessors.
He said Spirit’s annualized fleet cost would be cut another $550 million, down 65% from before its bankruptcy filing last year. The debtors have also eyed another $300 million in cost savings from non-fleet cuts, he said.
Spirit has already reduced some of its Airbus fleet and furloughed pilots and flight attendants to cut costs as it reduced its network, though some cabin crew members were called back to work ahead of spring break.
“Because every single day counts, and every single dollar counts, the airline industry is just as competitive today with this deal in hand as it was last Friday, and we must — and will — lock down what we need from other stakeholders and then begin a high speed march to get this storied company out of Chapter 11 at the earliest possible date so that it can write its next chapters from a position of strength,” Huebner said.
Spirit’s new plan will be challenging. It would pit a smaller version of Spirit against ever-larger competitors that dominate the U.S. market. Some U.S. budget carriers have struggled due to a surge in labor and other costs post-Covid, a growing consumer shift in favor of more upscale travel and increased competition from larger airlines that offer stripped down fares.
Spirit was uniquely challenged by a massive engine recall from Pratt & Whitney and a failed plan to get acquired by JetBlue Airways, a deal knocked down by a federal judge in early 2024.
Spirit forecast it would generate a net profit of $252 million last year, according to a court filing in December 2024. But it said in an August report that it lost nearly $257 million in a matter of months stretching from March 13, after it exited its first Chapter 11 bankruptcy, through the end of June. It filed for Chapter 11 bankruptcy protection again less than a month later.
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