Latest news with #Kailas
Express Tribune
11-05-2025
- Sport
- Express Tribune
Sajid Sadpara climbs world's 7th highest peak without oxygen
Listen to article Pakistani climber Sajid Ali Sadpara has successfully scaled Dhaulagiri, the world's seventh-highest mountain at 8,167 metres, without the use of supplemental oxygen. Sajid Sadpara achieved the feat with the support of Seven Summit Treks Nepal and Sabroso Pakistan, while technical climbing equipment was provided by Kailas. Dhaulagiri, located in north-central Nepal, is one of the most challenging 8,000-metre peaks in the world due to its steep terrain and unpredictable weather. Sajid Sadpara has previously summited multiple 8,000m peaks, often climbing without oxygen — a testament to his high-altitude endurance and technical skill. His achievement was widely celebrated in Pakistan's mountaineering circles and by international climbing organisations. Sadpara is the son of the late climber Muhammad Ali Sadpara. He died during a winter ascent of K2 in 2021. Sajid Sadpara said he is now working to fulfil his father's dream of conquering all 14 of the world's highest mountains without the aid of supplemental oxygen. He has already climbed K2 twice — once without oxygen — and continues to be involved in high-altitude rescue missions, including on K2.
Time Business News
09-05-2025
- Business
- Time Business News
If AI Can Work Smarter, Why Are We Still Working Ourselves Into the Ground?
The promise of artificial intelligence in the workplace has always sounded pretty good: automate the boring stuff, reduce busywork, free up humans to focus on strategy and creativity. But if that future is already here—and the tools to make it happen are increasingly accessible—why are so many employees still working longer hours than ever? Despite headlines touting AI breakthroughs and efficiency gains, burnout remains one of the defining features of modern work culture. A Gallup report released earlier this year found that nearly three in five employees report being emotionally detached at work, and 44 percent describe feeling burned out. The question is no longer whether AI can help—it clearly can. The question is: why aren't companies using it to actually make workers' lives better? 'AI has the capability to automate tedious, time-consuming tasks, yet employees are still being pushed to work excessive hours as if these tools don't exist,' says George Kailas, CEO of 'It frankly baffles me that leadership teams aren't seeking alternatives to overworking their employees.' This isn't just about inefficiency; it's about workplace inertia. The tools are here. The problem is leadership reluctance to let go of outdated management styles rooted in presenteeism and productivity theater—where being seen working long hours is still rewarded, even when results lag. A growing number of tools—from AI assistants that summarize meetings to platforms that automate scheduling, data entry, and document processing—are capable of handling the kinds of tasks that still take up hours of employees' time each week. AI is even being used in some sectors to triage customer service tickets, generate reports, and write basic code. But instead of using that newfound time to reduce workloads, most companies just pile on more tasks. 'Overwork isn't a necessity—it's a choice,' Kailas says. 'Employers clinging to outdated workflows while burnout skyrockets aren't just inefficient—they're negligent.' Even policymakers are noticing the contradiction. Earlier this year, a bipartisan group of U.S. senators called on major corporations to outline how they're using AI to benefit—not burden—their workers. It's a clear sign that the debate is shifting: the conversation is no longer whether AI can be used in the workplace, but why it hasn't been used more equitably. Part of the issue lies in how we define success. Western economic systems tend to equate productivity with value, leading to a kind of societal Stockholm syndrome where 'more work' is always the answer, no matter how inefficient or unhealthy it may be. 'There's a great book on AI called Heartificial Intelligence , and it argues that we need to move away from measuring the success of our society by production,' Kailas says. 'Because if we don't, robots will displace most everyone eventually—they'll win on production efficiency.' Kailas points to newer frameworks like Gross National Happiness, a model used in countries like Bhutan, which measures societal progress not just by GDP but by collective well-being. It's a radical shift in thinking—but perhaps the only one that aligns with a future where machines outperform humans on most measurable tasks. 'If we do not rethink what a productive society looks like and integrate variables like the health and well-being of our people, the future is scary,' Kailas warns. So what's stopping companies from unleashing AI to its full potential? Control. For all the talk about productivity, many organizations are still obsessed with visibility, micromanagement, and command structures that reward effort over outcome. 'The technology is here, the benefits are obvious, and yet companies are still clinging to outdated models that prioritize unnecessary overwork instead of smart, AI-driven efficiency,' Kailas says. 'At some point, we have to ask: is this about productivity—or control?' It's a fair question. In theory, AI should be the great liberator of labor. In practice, it's being underutilized by systems more interested in maintaining hierarchy than unleashing human potential. Some companies are rethinking the equation. Forward-thinking firms are using AI not just to cut costs, but to build more humane, balanced workplaces. They're applying AI to support real problem-solving, reduce administrative bloat, and, yes, let people log off earlier. These companies are quickly becoming magnets for talent—and more resilient in a changing economy. But for the rest, time is running out. 'The companies that figure this out will build more productive, engaged, and future-proof teams. The ones that don't? They'll be left behind in a workplace revolution already in motion,' says Kailas. The question isn't whether AI will change work—it's whether we'll let it change work for the better. Right now, the answer depends less on the tech—and more on leadership's willingness to finally let go of the grind. TIME BUSINESS NEWS
