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Aptar today announced that it has been named a World’s Top Companies for Women 2025 by Forbes for the fifth consecutive year (formerly World’s Top Female Friendly Companies). Aptar is ranked 72 out of the 400 companies included on the list by Forbes and their partner Statista.

“Being recognized by Forbes for the fifth year in a row is a testament to the strides we’re making in advancing inclusion, equity and belonging across our global teams,” said Shiela Vinczeller, Aptar’s Chief Human Resources Officer. “When we honor and appreciate each person’s unique strengths, we build a workplace where everyone has the opportunity to achieve their full potential.”

“We are proud to be recognized as one of the World’s Top Companies for Women – a reflection of our meaningful progress to further a workplace where everyone is encouraged to participate in numerous events that promote inclusivity,” said Marcia Thomas, Chief Diversity Officer.

This award is presented on behalf of Forbes and Statista, a leading market research firm. Data for the “World’s Top Companies for Women” is based on an anonymous survey of over 120,000 women working in 36 countries. In this survey, participants are asked to evaluate companies based on three areas: employer brand, public opinion and leadership score. These surveys are conducted periodically over a two-year period.

For a full list of the World’s Top Companies for Women and a breakdown of the methodology, please visit the Forbes website here.

ISLAMABAD:

KARACHI

The State Bank of Pakistan (SBP) raised a total of Rs775.9 billion through the sale of Market Treasury Bills (MTBs) and an additional Rs157.8 billion via Pakistan Investment Bonds – Floating Rate (PFLs) in separate auctions held on Wednesday.

According to the SBP’s Domestic Markets and Monetary Management Department, tenders for one-month, three-month, six-month, and 12-month MTBs were invited through primary dealers, with settlement scheduled for October 16, 2025.

The auction saw total acceptance of Rs775.9 billion, with cut-off yields remaining largely stable at 11.11% for one-month, 11.05% for three-month, 11.04% for six-month, and 11.25% for 12-month instruments.

Separately, the SBP conducted an auction for 10-year Pakistan Investment Bonds – Floating Rate, raising Rs157.84 billion, including Rs2.84 billion in non-competitive bids. The cut-off price for the issue was set at 94.84, with bids received in the price range of 94.89 to 92.93.

Furthermore, the Pakistani rupee recorded a slight appreciation of 0.01% against the US dollar in the inter-bank market on Wednesday. According to market data, the local currency closed at Rs281.12 per dollar, gaining Rs0.03 from the previous session’s closing rate of Rs281.15.

Gold prices in Pakistan soared to another all-time high, mirroring the global surge in bullion that broke past the $4,200-per-ounce level for the first time in history, as escalating US-China trade tensions and growing expectations of further US Federal Reserve rate cuts boosted safe-haven demand.

According to the All Pakistan Sarafa Gems and Jewellers Association (APSGJA), the price of gold per tola jumped by Rs5,800 to reach a new peak of Rs440,900, while 10-gram gold rose by Rs4,972 to sell at Rs378,000.

On Tuesday, the yellow metal had already notched a record high of Rs435,100 per tola, after gaining Rs6,900 in a single session.

In the international market, gold touched an unprecedented $4,218 per ounce before stabilising around $4,194, according to market data. Analysts said the rally was driven by heightened global uncertainty and the ongoing US government shutdown, which continues to weigh on investor sentiment.

Commenting on the development, Adnan Agar, Director at Interactive Commodities, said that gold has once again set a record high. For spot gold, the high of $4,218 has been reached. The market remains firm near $4,194 after hitting the low of $4,180. “Every day, gold is gradually climbing by $50-60, setting a new record each time.”

The US government shutdown is adding to this momentum. Until there’s a major update or economic data release, the trend remains one-sided – “gold is moving steadily upwards.”

Market observers said that unless there is resolution of the US fiscal uncertainty or there are signs of profit-taking, the bullish momentum for gold is expected to persist, with investors continuing to seek safety amid global market volatility.

ISLAMABAD:

Mari Energies has acquired a 20% working interest in the Eastern Offshore Indus-C Block from Pakistan Petroleum Limited (PPL), alongside Turkish Petroleum Overseas Company (TPOC).

In a notice to the Pakistan Stock Exchange, Mari Energies announced that it has entered into a farm-out agreement to acquire a 20% working interest in the block from PPL. The agreement also includes TPOC, a wholly owned subsidiary of Türkiye Petrolleri Anonim Ortakl?g? (TPAO), Türkiye’s national oil company, and Oil & Gas Development Company Limited (OGDCL).

This partnership is the result of high-level engagements between the governments of Pakistan and Türkiye aimed at deepening bilateral cooperation in the energy sector and encouraging foreign direct investment to kickstart exploration activities in Pakistan’s underexplored offshore basins.

Subject to regulatory approvals, operatorship of the block will be transferred to TPOC, which brings extensive experience in offshore exploration and field development. Following completion of the transaction and receipt of all necessary approvals, the participating interests are expected to be: TPOC 25% (Operator), PPL 35%,

Mari Energies 20%, and OGDCL 20%.

This transaction marks Mari Energies’ entry into Pakistan’s offshore basins. Building on its proven record in onshore exploration and development, the company is positioning itself for an accelerated exploration programme in the country’s offshore sector.

The collaboration between Mari Energies, TPOC, PPL, and OGDCL represents a major step toward unlocking Pakistan’s offshore hydrocarbon potential. It also establishes a foundation for long-term strategic cooperation in the energy sector between Pakistan and Türkiye.

Imagine walking into work next week knowing that some of your team’s most challenging issues have suddenly improved. That process that’s always running into bottlenecks? It’s 60% faster. That product you were constantly having to fix? It’s now perfect 95% of the time. That tool that’s always missing? Everyone knows exactly where to find it.

For employees at GE Aerospace supplier Steel Tool & Engineering, they don’t have to imagine — they’re now seeing dramatic improvements firsthand, thanks to a shingijutsu kaizen event held in partnership with GE Aerospace this past summer.

Kaizen, a tenet of lean management pioneered by the auto manufacturer Toyota, means continuous process improvement. Shingijutsu kaizen events are multi-day problem-solving efforts where teams step away from their day-to-day work and focus on improving high-value processes together. They’re a core component of GE Aerospace’s proprietary lean operating model called FLIGHT DECK.

Rather than put it to use only in its internal shops, GE Aerospace is actively using FLIGHT DECK to improve its massive external U.S. supply chain, including Steel Tool, which specializes in the brazed honeycomb assemblies that surround a jet engine’s turbine blades. Quintin Sweat, a supplier recovery leader for GE Aerospace, partners daily with Steel Tool to ensure their product deliveries stay on track so the company can deliver for its customers. He was instrumental in bringing roughly 40 GE Aerospace and Steel Tool employees together for the shingijutsu kaizen event at Steel Tool’s Detroit facility in July.

“Steel Tool jumped at the opportunity to host this event. They made my job easy,” Sweat jokes. “It can be hard to put your hand up and say you want help, but all credit to Steel Tool, because their team was engaged and ready to collaborate and bought into the FLIGHT DECK fundamentals.”

“I think it took me about 30 seconds to say yes,” says Pete Grunwald, Steel Tool’s vice president of operations. “As a result of saying yes, we were invited down to an internal GE Aerospace shingijutsu kaizen event at its Auburn, Alabama, facility. It was valuable to do that because it really helped prepare us for what went into making these events successful here.”

 

Focusing on the Goals

Participants in the event were split into four teams, each tasked with improving a specific manufacturing process for the week. The teams set measurable goals aligned to safety, quality, and delivery at the beginning of the week and, with the help of Steel Tool production operators, quickly diagnosed existing problems.

“When we’ve done kaizen events in the past at Steel Tool, we’ve had weeks or months to close out action items,” says Desmond Brown, Steel Tool’s business operations manager. “This event was different because it was so focused. Each team knew exactly what needed to be done each day to meet our goals. Compressing it into just a week to accomplish everything meant using our time efficiently.”

Along the way, a lean manufacturing expert and coach — aka a sensei — regularly visited each team to push their thinking. During a shingijutsu kaizen session, the sensei’s role isn’t to give the team the answers, but to challenge, ask questions, and help develop a problem-solving mindset along the way to an improved process.

Pushing through the first part of the week was a challenge, Sweat says. “You’re working with new people, you’re out of your day-to-day rhythm, you’ve got differing assumptions on how to best solve the problem.” As the week progressed, teams began to jell, trial and error led to solutions, and bottlenecks began to clear. At the end-of-week report-out, the teams shared impressive results.

Over the course of the event, the team achieved 58 safety improvements, an 800-piece increased output per week, and 45% and 68% improvements in first-time yield on two separate processes. By reducing the rework and waste involved in making parts, the team provided an instant boost to production output. 

This also led to a newfound confidence on the manufacturing floor, as employees found themselves producing higher-quality work and saw their processes becoming safer and more efficient. “It really reminded us of what our true capabilities as a company are when we’re focused,” Brown says.

 

Lightbulbs and Breakthroughs: FLIGHT DECK in Action

While the numbers were impressive, the best part of the week, Sweat says, was seeing “lightbulb” moments when various teams broke through with new solutions.

”You could see a complete change in demeanor on the entire team once they made their breakthroughs,” he adds. “That moment really shows the power of FLIGHT DECK. It’s not just a one-time initiative. It’s really a mindset and a way of working that we’ve adopted and now are seeing be adopted by our suppliers.”

“We’ve been on our lean manufacturing journey for a while now,” Grunwald says. “But the level of participation in this event is unlike anything I’ve ever seen. This was on another level.”

The event’s outcomes are precisely what GE Aerospace Chairman and CEO Larry Culp envisioned when he introduced FLIGHT DECK at the company’s annual investor conference in early 2024. “Steel Tool is on board to continue this journey with us,” Culp noted in a recent all-employee message highlighting the event. “This is the power of FLIGHT DECK in action.”

As for Sweat, he left the event feeling energized. In fact, he’s already working on a second shingijutsu kaizen event with the Steel Tool team. He also imparted a passionate message for his GE Aerospace colleagues and supply chain partners.

“Achieving these types of results is absolutely possible,” Sweat says. “If you want to get better, this is the way to make it happen. You literally see results the next week. It’s all upside for the supplier with these events.”

It’s a cliché, but in this case it rings true for the partnership between GE Aerospace and Steel Tool: What a difference a week can make.