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Islamabad, Pakistan – At the start of this year, Pakistan had more imported liquefied natural gas (LNG) than it could use. Demand had been falling for three straight years, from a peak of 8.2 million tonnes in 2021 to 6.1 million tonnes by late 2025, as cheap solar panels flooded the market and factories cut back.

The government quietly sold excess gas shipments to other countries and shut down domestic gas wells to prevent pipelines from bursting under the pressure of oversupply. Gas that could not be diverted would be pushed into household networks at a financial loss, adding billions to an already crippling debt pile in the energy sector.

Then the war came. On February 28, the United States and Israel launched hundreds of strikes against Iran in an operation named Epic Fury. The strikes targeted Iranian missiles, air defences, military infrastructure and leadership. Supreme Leader Ali Khamenei was killed in the opening assault.

Iran retaliated by firing hundreds of missiles and drones across the region, and as a result, traffic passing the Strait of Hormuz, the narrow waterway through which roughly a fifth of the world’s oil and gas passes, almost came to a halt.

The energy consequences were immediate. As a part of its retaliation against US-Israeli attacks, on March 2, Iranian drones hit Qatar’s gas facilities at Ras Laffan Industrial City, the world’s largest LNG export complex.

Qatar, the world’s second-largest LNG exporter after the United States, halted all production and declared force majeure, a legal term meaning it was released from delivery obligations due to circumstances beyond its control.

The conflict escalated further on March 18, when Israel struck Iran’s South Pars gas field, the largest in the world, off Iran’s southern coast.

South Pars and Qatar’s North Field sit above the same underground reservoir, meaning the attack threatened both countries’ gas production simultaneously. Iran struck Ras Laffan again in retaliation.

QatarEnergy said that the hit had forced it to cut LNG production by 17 percent, with repairs expected to take up to five years.

Brent crude, the industry benchmark, was priced at more than $109 a barrel on Thursday,

Oil prices on Thursday climbed to $109 a barrel, while European gas prices jumped 6 percent in a single trading session.

For Pakistan, which secures nearly all its imported gas from Qatar and the United Arab Emirates, and holds no emergency reserves, the shift from surplus to shortage happened almost overnight.

A system built on imports

Pakistan meets its daily gas needs from three main sources. The bulk, about 2,700 million cubic feet per day, comes from domestic gas fields that have been in slow decline for years.

The rest comes from imported LNG, supplied by Qatar under long-term contracts, adding roughly 600 million cubic feet per day when shipments flow normally.

The third source is bottled LPG, used mainly by households in rural areas not connected to the pipeline network. Pakistan gets more than 60 percent of its LPG from Iran, a supply also disrupted by the conflict.

Pakistan began importing LNG in 2015 when domestic production could no longer meet demand. Today, imported LNG powers roughly a quarter of the country’s electricity, with the power sector its largest consumer.

Qatar and the UAE together account for 99 percent of Pakistan’s LNG imports, according to energy analytics firm Kpler.

Of that, Pakistan’s LNG supply is dominated by two long-term government-to-government agreements with Qatar, one spanning 15 years and the other 10. Together, they cover nine shipments a month.

From glut to scarcity

Monthly cargo data from Pakistan’s energy regulator, OGRA, reflects the impact of the war. The country received between eight and 12 LNG shipments a month through 2025 and into early 2026, with 12 arriving in January alone. In March, the month the war began, only two shipments arrived.

Prices have been affected too. According to data compiled by researcher Manzoor Ahmed of the Policy Research Institute for Equitable Development (PRIED), on February 13, state-owned entities Pakistan State Oil and Pakistan LNG Limited procured eight combined cargoes at an average cost of $10.47 per MMBtu, totalling $257.1m.

MMBtu is the standard international unit used to measure and price natural gas and LNG.

By March 12, the two cargoes that did arrive cost $12.49 per MMBtu, a 19 percent increase in a month, reflecting tightening global conditions even before the war’s full impact.

Pakistan had already been consuming less gas. Its share of Asian LNG markets fell from roughly 30 percent in 2020 to about 18 percent in 2025, driven largely by the rapid expansion of solar power. Millions of Pakistanis, frustrated by high electricity costs and frequent blackouts, have installed rooftop panels in recent years.

By 2025, the country had 34 gigawatts of solar capacity, with an estimated 25 gigawatts feeding into the national grid. Overall electricity demand from the grid fell nearly 11 percent between 2022 and 2025.

Gas-fired power plants built to run on imported LNG were left underutilised, especially during daylight hours.

“Of course, solarisation helps manage daytime demand, reducing the need for running thermal power plants,” said Haneea Isaad, an energy analyst at the Institute for Energy Economics and Financial Analysis (IEEFA), who has tracked Pakistan’s gas sector for years.

But the contracts with overseas gas suppliers still needed to be adhered to — so Pakistan kept buying and paying, she told Al Jazeera.

Ahmed of PRIED pointed to two compounding challenges. First, the nature of Pakistan’s gas supply contracts were such that the government had to “buy LNG even when demand collapsed,” he told Al Jazeera.

Second, “rapid solar growth and suppressed grid demand were underestimated, and their effect on overall planning was not accounted for,” the Islamabad-based analyst added.

LNG consumption dropped by 1.21 million tonnes in 2025 alone. With no large storage capacity, surplus gas was pushed into domestic pipelines at a loss.

The resulting circular debt in the gas sector now stands at 3.3 trillion rupees, approximately $11bn. By January, Islamabad was negotiating to offload 177 unwanted gas shipments projected through 2031, a liability of $5.6bn.

Isaad of IEEFA said the surplus was predictable.

“Pakistan’s energy planning has mostly been bound by long-term contracts with very little flexibility,” she said. Once considered necessary for energy security, these rigid contracts, she added, have become a financial albatross in a market increasingly prioritising flexibility and low-cost generation.

She described the government’s pre-war response, diverting excess cargoes, as “reactive crisis management” that prioritised short-term fixes over better forecasting and procurement flexibility.

Supply shock

Qatar’s LNG shipments to Pakistan have stopped almost completely since March 2. Of the eight shipments scheduled that month, only two arrived. The six expected in April are unlikely to reach the country.

At a public hearing of the National Electric Power Regulatory Authority, Central Power Purchasing Agency chief executive Rehan Akhtar said LNG supplies were under force majeure, though coal imports from South Africa and Indonesia remained unaffected.

Officials have warned of near-zero LNG availability in the coming months, even if the war ends quickly. LNG accounts for more than 21 percent of Pakistan’s power generation.

“With Pakistan’s LNG supply completely halted after Qatar’s declaration of force majeure, LNG plants are effectively out of the running order,” Isaad said.

The government has responded by restoring domestic gas production that had been deliberately curtailed during the surplus period.

Isaad said Pakistan had been holding back roughly 350 to 400 million cubic feet per day of domestic gas to accommodate LNG imports.

“There will also be the option to rely on other power generation sources such as imported coal and hydropower,” she added. But, she warned, “even with hydropower, imported coal and restored domestic gas production covering some of the gaps left by LNG, there might still be an energy shortage.”

For now, mild weather and increased solar output have provided temporary relief.

“So far, Pakistan has somehow miraculously survived any prolonged energy shortages in the power sector through a combination of mild weather and a pre-existing reduced reliance on imported LNG,” Isaad said. “But peak summer months may be a different story.”

Summer pressure

With an energy crisis looming, Pakistan is bracing for a few hours of daily planned power cuts this summer, alongside other energy conservation measures and higher electricity costs.

According to the National Electric Power Regulatory Authority’s State of Industry Report 2025, peak electricity demand last summer exceeded 33,000 megawatts.

Winter demand currently stands at about 15,000 megawatts, partly because solar panels now generate between 9,000 and 10,000 megawatts daily, reducing reliance on the grid.

Furnace oil, the main backup fuel, now costs 35 rupees per unit, about $0.12, and its price has more than doubled since the Strait of Hormuz disruption.

Analysts say the burden will fall unevenly. Consumers reliant on grid electricity will face both higher bills and outages, while industries dependent on gas will see production disruptions. Those with rooftop solar and battery storage will be best insulated.

Isaad is blunt about the options before Pakistan. “Returning to the spot market might not be feasible, given the dire financial consequences,” she said. “Even if it does, competition with wealthier nations may once again price Pakistan out. Furnace oil could be another option, but that will be prohibitively expensive to run.

“The only option the government may be left with is load-shedding [planned power blackouts], probably around two to three hours daily.”

As Christians gathered in churches across Lebanon on Palm Sunday to commemorate Jesus’s triumphal entry into Jerusalem, the escalating conflict between Israel and Hezbollah cast a sombre shadow over the celebrations.

A Maronite Catholic church near Dahiyeh in Beirut’s southern suburbs was filled to capacity, despite its proximity to the once-bustling district – now largely deserted following Israeli evacuation orders and ongoing air strikes. In the coastal city of Tyre in southern Lebanon, nearly cut off from the rest of the country by Israeli bombings that destroyed nearby bridges, church bells tolled, and choral music filled the air.

Worshippers prayed earnestly for peace, even as Lebanon’s history of sectarian tensions, rooted in the 1975–1990 civil war between Christians and Muslims, remained a poignant backdrop. Today, congregants underscore that all Lebanese people are enduring the consequences of the intensifying Israel-Hezbollah conflict.

“There’s no bombing here right now, but no one is safe from this—not the Christians, not anyone,” said Mahia Jamus, a 20-year-old university student in Beirut. “No one is spared from its effects.”

In Tyre, where many residents have stayed despite Israeli evacuation orders, Christians sought solace in preserving their sacred traditions amid the devastation surrounding them.

“Amid the wars, the tragedies, and the destruction happening around us, we remain on our land,” said Roseth Katra, 41, speaking from the centuries-old stone church in Tyre. “Today is Palm Sunday, and we are celebrating.”

According to Lebanon’s Ministry of Health, at least 1,238 people have been killed and more than 3,500 wounded in Israeli attacks since March 2 amid the rapidly widening regional conflict now entering a second month.

Israeli troops have launched a ground invasion, advancing towards the Litani River. Hezbollah has claimed dozens of operations against Israeli forces in the past 24 hours.

PHOENIX — Dodgers president of baseball operations Andrew Friedman went into the offseason expecting outfielder Kyle Tucker to sign elsewhere.

Sure, Friedman was confident in what the Dodgers could provide on and off the field to the 29-year-old four-time All-Star. And Tucker was a rare hitter who could actually elevate an already star-powered Dodgers lineup. But with the team unwilling to offer a super long-term deal, their chances at landing the best free-agent hitter available this past offseason felt “incredibly low.”

“I can’t remember a time where a player has taken a shorter-term, higher-AAV deal when they’ve had an actual long-term contract on the table,” Friedman said Wednesday.

The Dodgers, however, had already pulled off a bigger surprise when closer Edwin Díaz chose them over returning to the Mets this past December.

The team’s pitch, which included a conversation with the Dodgers’ director of family programs Patricia Romero, discussions about preparation and player resources, and a championship track record, helped land both top-tier free agents.

Of course it didn’t hurt that though Tucker’s contract was only four years, it was worth $240 million. Taking deferrals into account, the net-present day value set an MLB record at about $57 million per year.

The Dodgers’ aggressive offseason, coming off consecutive World Series titles, once again makes them the favorite entering the 2026 season.

They wrap up their Cactus League schedule this week, as World Baseball Classic participants trickle back into camp, and baseball operations leadership make final opening day roster decisions.

Before Friedman headed back to Los Angeles, he spoke with The Times on a range of topics. Here’s part of that conversion, edited for length and clarity.

Q: When it comes to the WBC, there’s variance on how supportive teams are. You have Shohei Ohtani participating as a position player, Yoshinobu Yamamoto pitching after an extra-short offseason, Kiké Hernández supporting Puerto Rico in person while rehabbing. How have you landed in being highly flexible?

Friedman: Obviously everything is case by case. But in a vacuum, we are incredibly supportive of the World Baseball Classic and what it does for our game worldwide. We saw it in ‘23, we saw it this past year, with just how important this is to the players, the staff, the fans — and just how exciting it is for baseball.

So that part’s easy. Now you layer on our situation, us trying to win a World Series. For position players, it’s easier to justify. For pitchers, it’s way harder. Throwing at that intensity in March is really, really challenging. And so we feel like our role is to work with each of our players and have conversations and share our thoughts, listen to their thoughts, and then answers kind of fall out of that.

Q: It’s such a cliche to say you can never have too much pitching, but with this group, are you close?

Friedman: I’ve learned my lesson to never say that we have enough pitching. But I do feel like we are breaking camp with the most talented one through 20 arms — which gets at, obviously, who we’ll break with, and then depth behind it — that we’ve ever had.

Q: Between Díaz, who’s part of that equation, and Tucker, you signed two players this offseason who you didn’t necessarily expect to land. What does that say about this organization and what you’ve done the last few years?

Friedman: Our biggest, most overarching goal is to be a destination spot, where our own players don’t want to leave, where players on other teams are looking longingly, because we feel like championships fall out of that. By having the right environment, having the right culture, that helps your star players want to stay, it helps in the recruitment of others. So we’re way better at it today than we were five years ago. But it’s like a living organism that we have to continue to foster and nurture and develop. And we hope we’re way better at it five years from now.

Q: On that note, the Dodgers are very much caught in the middle of CBA posturing with the current agreement expiring this year. You hear a lot of players saying the Dodgers are doing it the right way and other teams could be doing something similar. On the other hand, the league appears to be floating a salary cap, and plenty of fans are accusing the Dodgers of “ruining baseball.” What’s it been like to see those conflicting narratives?

Friedman: Obviously see it, come across it, hear it quite a bit. But we’re just not that focused on it. We’re a really healthy organization, and the partnership we have with our fans is our guiding light. And we’re doing everything we can to put a team out there that our fans really connect with, and that they feel that partnership with all that they pour into us, and don’t really think about it in any other terms.

And so obviously, there’s a lot of narratives that get extrapolated from that. But our sole focus is on ourselves and the partnership we have with our fans and the rest of it to us, it’s kind of just noise.

Q: You guys raised the bar years ago to, “We’re going to be in the postseason every year.” But there were clear frustrations from the fan base when that wasn’t consistently leading to championships. Is it fair to say that this continued push is almost a response to that frustration?

Friedman: Each year we’ve poured everything we have into winning. And in October, you need a really talented roster, and you need some good fortune. And there’s years where we haven’t been as talented as we wanted to be, whether it’s injuries or lack of performance. There’s years we’ve had really bad fortune, there’s years we’ve had good fortune. And a lot of that is the game, and it’s what I both love and hate about it.

I wouldn’t say our mindset is all that different. But obviously, when you’re in a moment in time with an incredibly talented roster, I think the mindset is, ‘Don’t sit back on your heels, be aggressive, and don’t be nonchalant about the opportunity that we have in front of us.’ And so it’s more the idea of pressing an advantage and being aggressive on that front.

Q: I’m sure when you were pursuing Ohtani, you looked into the revenue ramifications of signing him. Has this been about what you expected? Has it exceeded your expectations?

Friedman: Oh, it’s far exceeded. I don’t think the human brain could have comprehended it correctly. It’s been a perfect storm on a lot of levels, and something that has definitely far exceeded our expectations.”

Q: A three-peat seems to be the goal. Is there such a thing as a successful season without winning a championship, or has this team gotten to a point where you really have to win a World Series in order to claim success?

Friedman: Everything for us, all of our energy and focus, is on doing everything we can to win a championship this year. And our first goal is to win the division and be in position to have a bye. Last year, we added to the degree of difficulty [by winning the division but having to play in the wild-card round] in a way that I’d like to avoid this year.

So that’s the first goal. And then obviously that puts you in the best position to accomplish our ultimate goal, which is winning a World Series. So that’s what all of our energy and focus is on.

And, obviously, if we win the World Series this year, it will be a three-peat. But it’s not how my brain processes it. We’ve won back-to-back, and those are in the bank. And now it’s, do everything we can to win this year, and it’s its own unique, disparate year.