EMSTEEL overcomes global headwind as domestic demand stays strong
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AD Ports Group expands network of international offices with first office in China
AD Ports Group, a leading enabler of global trade, logistics, and industry, officially launched its first International Office in China, marking a major milestone in its global expansion strategy. Located at the centre of China's policymaking and planning, the new office will lead and coordinate the Group's commercial and investment activities across the country and the broader Asia region. Complementing the Group's network of more than 140 offices worldwide, the new international office in China was officially opened by Samir Chaturvedi, Chief International Business Officer - AD Ports Group and CEO of Noatum Logistics; Abdulaziz Zayed Al-Shamsi, Regional CEO - AD Ports Group; Ellie Hioe, General Manager of Noatum Logistics – Greater China. By establishing a presence in China's capital, the office will enable closer engagement with key government stakeholders, strategic partners, clients and investors, and help the Group align with the nation's development priorities and respond swiftly to emerging trade and logistics opportunities. From the same location, Noatum Logistics, the logistics arm for the Group, will also operate its new commercial branch for the Beijing-Tianjin region, a key domestic market with combined population of over 110 million. Specifically, the office will play a key role in advancing the Group's presence domestically and along China's Belt and Road network, which includes maritime routes linking Asia, Africa, and Europe, and multimodal overland corridors connecting markets across China, Central Asia, the Middle East and Europe. It will also serve as a vital platform to connect potential clients and investors into AD Ports Group's integrated global trade and logistics ecosystem, while coordinating investments, fostering new business ventures, and facilitating capital inflows from Chinese investors into the UAE. Captain Mohamed Juma Al Shamisi, Managing Director and Group CEO, AD Ports Group, said, 'As the world's largest exporter and driver of supply chain development, China is actively reshaping international trade. AD Ports Group shares China's vision for greater cross border integration, and through our newly established Beijing office, we will work closely with our Chinese partners to support the expansion of key local, regional and international trade corridors and deliver cutting edge shipping, infrastructure, and logistics solutions. We look forward to furthering our mutual investment flows and unlocking lasting value for our customers, investors and communities, creating a more connected, resilient and prosperous future for all.' As part of its China growth strategy, the Group will be expanding Noatum Logistics in-country capacities to offer a full suite of holistic end-to-end logistics solutions tailored specifically to the needs of China's own rapidly expanding domestic market, whose GDP is expected to grow at CAGR 3.5% through 2030. With its logistics market projected to rise at a 4.6% CAGR through 2030, the Group aims to become a major logistics player serving China's key industry sectors across every link of their supply chain.
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Queen Alia Airport records 4.4mln passengers in H1 2025
Queen Alia International Airport (QAIA) in Jordan served 4,406,690 passengers in the first half of 2025, marking a 6 per cent growth over H1 2024. This increase was fueled by the return of regional and European routes and heightened travel during Ramadan and Eid al-Fitr. However, QAIA experienced a 16.6 per cent decrease in June 2025 due to regional tensions and flight disruptions. In H1 2025, QAIA experienced a significant rebound in airline activity, with the resumption of services by several carriers and the introduction of new airlines and routes. The airport also saw a significant rebound in airline activity, with flyadeal and Ajet resumed operations, Royal Jordanian expanded its global network, and Libyan Wings and SunExpress commenced operations. A key sustainability milestone was the inauguration of the Shams al Mattar Lil-Taqa Solar Farm in April, which generates over 10.5 GWh of electricity annually and reduces approximately 12,000 tons of CO₂ emissions annually. In January, ground handlers Menzies Aviation and Aviation Handling Services opened a second 8,000 sqm air cargo facility, doubling QAIA's cargo handling capacity and creating new employment opportunities. QAIA's commitment to customer satisfaction was reaffirmed in March when it was named the 'Most Enjoyable Airport in the Middle East' for the second time, following the successful renewal of Level 3 of the ACI World Airport Customer Experience Accreditation in February. The airport also signed a strategic agreement with Extime JCDecaux Airport to deploy innovative and sustainable advertising solutions. The Airport International Group Foundation (AIGF) initiated a new round of vocational training courses via its 'Hirfati' training center, registering a 20 per cent increase in applications. Reflecting on the accomplishments of the past six months, Nicolas Deviller, Jordan Airport International Group CEO, stated, 'The first half of 2025 emphasises the enduring strength of QAIA as a vital national asset and a cornerstone of Jordan's air transport sector. In the face of regional adversity, we remained focused on growing our traffic and delivering impactful projects, innovative enhancements and passenger-centric services that uphold the highest international standards and shape QAIA into a welcoming airport that feels like home. With the steadfast support of our employees, partners and stakeholders, we are confident that the foundations laid during this period will drive success throughout the remainder of the year and beyond.' Copyright 2024 Al Hilal Publishing and Marketing Group Provided by SyndiGate Media Inc. (
Zawya
13 hours ago
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What socio-economic impact is the mining sector delivering?
The South African economy heavily relies on the mining and extractives industry, which, in turn, means it should improve the socio-economic conditions of the local communities where mining companies operate. Image credit: Israaeel Rahman on Pexels In 2025, Tshikululu Social Investments continues to partner with the Minerals Council South Africa on a series of dialogues to strengthen the positive impact of the mining industry. Mining's socio-economic impact These dialogues, which began in 2024, bring together sector stakeholders to encourage collaboration and knowledge sharing. On 4 April, Tshikululu and the Minerals Council successfully hosted the first dialogue of 2025. The session brought together sector leaders for a robust and forward-looking conversation centred on the theme for this year's dialogue series: what socio-economic impact is the mining sector delivering? To begin to answer this question, mining companies must be strategic about the impact they seek to deliver, and how they intend to measure it. Effectively developing, implementing and measuring the outcomes of social impact strategy requires companies to be proactive and think beyond regulatory requirements and harm mitigation. It also requires collaboration among stakeholders at all levels. In recognition of this, the dialogue in April explored how the sector can collaborate to create and support long-term, community-driven social and economic change that will empower communities beyond life of mine. It looked at examples of collaborative models that can be used to strengthen community resilience and address shared challenges – asset-based community development (ABCD) and collective impact – and the example of Sibanye-Stillwater's sustainability strategy for Southern Africa. Asset-based community development (ABCD) ABCD is an approach to sustainable, community-driven development based on the idea that communities have assets and can leverage them to create impact. As opposed to a deficit-based approach, which prioritises the identification of needs, an asset-based approach takes as a starting point the assets of individuals, groups and institutions within a community. It assumes that everyone has something to offer and that people care about their community and so they can be motivated to create change. The model relies on relationships, building on existing structures to achieve a community vision. The emphasis is on leveraging internal resources before seeking out external resources to fill gaps. Collective impact Collective impact is a structured approach to achieving social change where diverse actors from different sectors come together to address a complex social problem. It has five core principles: - Start with a common agenda. - Establish shared measurement. - Integrate participants' diverse activities to be mutually reinforcing. - Encourage continuous communication. - Have a strong backbone (a team dedicated to aligning and coordinating the work of the group). In the collective impact model, there must be a shared understanding of how all members stand to benefit from participation. This enhances accountability and motivation. By bringing stakeholders together with their diverse assets, skills, and networks, collective impact models have a multiplier effect, amplifying incoming resources. Collective impact is a promising approach to improving collaboration, not only between individual mining operations and their host communities, but among mining companies working in the same geographic areas. Sibanye-Stillwater's sustainability strategy Siyanda Siko, manager of sustainability programmes at Sibanye-Stillwater, presented the company's sustainability strategy for Southern Africa. The strategy emphasises how the company seeks to create sustainable shared value by working in an integrated way within the business and with a wide range of stakeholders. Sibanye-Stillwater's pathway to impact and its goal of sustainable socio-economic ecosystems beyond mine closure rely on working in partnership with stakeholders (local, regional, national and international) to create value from land and strengthen non-mining economies. Siko provided examples of coalitions and collaborative projects that have brought together very diverse stakeholders in support of shared goals, especially related to economic diversification. Models that prioritise collaboration can be challenging. Centring engagement with communities and joint efforts across companies means being open to a bottom-up approach to impact, which may not align with existing reporting frameworks and regulatory expectations. Collaborative models also depend on trust, and relationships between operations and their host communities are often contentious. However, effective collaboration is essential for the mining sector to deliver sustainable socio-economic impact. Sector leaders need to work together to develop and implement models that ensure sustainable and resilient local structures while building stronger, trust-based relationships with stakeholders. This dialogue series represents a step towards enhanced collaboration within the mining sector in South Africa. The session in April emphasised the importance of collaboration for scalable and sustainable development. The value of these events is not only in sharing expertise and experience, but in bringing together sector leaders and actively creating the space for them to forge collaborations. All rights reserved. © 2022. Provided by SyndiGate Media Inc. (
