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Synology Launches DiskStation DS425+ Compact 4-Bay Storage Solution

Synology Launches DiskStation DS425+ Compact 4-Bay Storage Solution

Channel Post MEA5 hours ago

Synology launches the DS425+, a compact 4-bay storage solution that provides a fixed storage configuration of up to 80 TB of raw data, ideal for smaller-scale deployments with consistent storage requirements. For network connectivity, the DS425+ features a 2.5GbE port along with a 1GbE RJ-45 port. Additionally, it supports M.2 NVMe SSDs for either SSD caching or high-performance all-flash.
'The DS425+ offers remarkable performance and capability for its size,' said Michael Wang, Product Manager at Synology. 'They are an ideal choice for users with specific storage needs who still want the benefits of centralized storage.'
DS425+ is engineered as a full-featured system to deliver consistent performance and reliability with Synology hard drives. It follows a carefully curated drive compatibility framework, backed by over 7,000 hours of rigorous testing. To ensure optimal integration and long-term dependability, DSM on the DS425+ requires compatible hard drives* for installation.
Versatile features for business workloads
Powered by Synology's DiskStation Manager (DSM), these systems offer versatile features to meet diverse business data management needs. Synology Drive transforms the system into a private cloud, enabling cross-platform access and site-to-site syncing for distributed teams.
Active Backup Suite provides comprehensive protection for Windows, Linux, and MacOS devices, virtual machines, and cloud accounts, with flexible off-site backup options.
Surveillance Station delivers scalable video management and offers real-time intelligent analytics to safeguard physical assets.

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Synology Launches DiskStation DS425+ Compact 4-Bay Storage Solution
Synology Launches DiskStation DS425+ Compact 4-Bay Storage Solution

Channel Post MEA

time5 hours ago

  • Channel Post MEA

Synology Launches DiskStation DS425+ Compact 4-Bay Storage Solution

Synology launches the DS425+, a compact 4-bay storage solution that provides a fixed storage configuration of up to 80 TB of raw data, ideal for smaller-scale deployments with consistent storage requirements. For network connectivity, the DS425+ features a 2.5GbE port along with a 1GbE RJ-45 port. Additionally, it supports M.2 NVMe SSDs for either SSD caching or high-performance all-flash. 'The DS425+ offers remarkable performance and capability for its size,' said Michael Wang, Product Manager at Synology. 'They are an ideal choice for users with specific storage needs who still want the benefits of centralized storage.' DS425+ is engineered as a full-featured system to deliver consistent performance and reliability with Synology hard drives. It follows a carefully curated drive compatibility framework, backed by over 7,000 hours of rigorous testing. To ensure optimal integration and long-term dependability, DSM on the DS425+ requires compatible hard drives* for installation. Versatile features for business workloads Powered by Synology's DiskStation Manager (DSM), these systems offer versatile features to meet diverse business data management needs. Synology Drive transforms the system into a private cloud, enabling cross-platform access and site-to-site syncing for distributed teams. Active Backup Suite provides comprehensive protection for Windows, Linux, and MacOS devices, virtual machines, and cloud accounts, with flexible off-site backup options. Surveillance Station delivers scalable video management and offers real-time intelligent analytics to safeguard physical assets.

MENA region records 225 M&A deals worth $46bln in Q1
MENA region records 225 M&A deals worth $46bln in Q1

Zawya

time16 hours ago

  • Zawya

MENA region records 225 M&A deals worth $46bln in Q1

Doha: According to the latest EY MENA M&A Insights 2024report, the MENA region witnessed 225 M&A deals in Q1 2025, up from the 172 deals recorded in Q1 2024, reflecting a 31% increase in deal volume when compared year-on-year. Total deal value rose by 66% to US$46bn in Q1 2025, when compared to $27.6bn in Q1 2024. Cross-border deals were the primary driver of M&A activity in the MENA region, contributing 52% of total deal volume with 117 deals and 81% of total deal value at $37.3bn. The first quarter of 2025 recorded the highest cross-border deal activity both in volume and value when compared to the same period in the past five years, as companies increasingly pursued growth and diversification beyond domestic markets. Brad Watson, MENA EY-Parthenon Leader, says: 'In 2024 we saw a steady flow of M&A deals and the MENA region continues to exhibit a robust influx of M&A transactions in 2025. This is supported by regulatory reforms, policy shifts, and a favorable macroeconomic outlook, including easing interest rates and improved investor sentiment.' 'This growth is also reflected in the steady increase of domestic M&A activity, whichcontributed48% of total deal volume in Q1 2025. The rise in domestic M&A transactions aligns with the IMF projection that MENA GDP will grow by 3.6% this year and is further supported by the strong global M&A momentum. Companies are realigning their strategies to better accommodate the need for diversification, digital transformation, and the integration of emerging technologies.' In the MENA region, the United Arab Emirates (UAE) remained the top target country with 63 deals totaling $20.3bn in Q1 2025. Kuwait ranked second in terms of deal proceeds, reaching $2.3bn, driven by two major transactions in the Diversified Industrial Products and Power & Utilities sectors. During the first three months of 2025, Canada attracted the highest outbound deal value from MENA investors at US$6.4b, while the USA remained the preferred target destination in terms of deal volume. Sovereign Wealth Funds (SWFs) like ADIA, PIF, and Mubadala, along with other government-related entities (GREs), remained key M&A drivers in Q1 2025, aligning with national economic strategies and diversification goals. In the first quarter of 2025, M&A activity in the MENA region witnessed a 20% increase in deal volume while deal value rose significantly reaching US$8.7b as compared to $1.69bn recorded in Q1 2024. The technology sector led domestic M&A activity in MENA in Q1 2025, contributing 37% of total domestic deal value and 27% of total domestic deal volume. The largest domestic deal during the first quarter of the year was a $2.2bn acquisition where Group 42, an Abu Dhabi based AI and cloud computing firm, agreed to acquire a 40% stake in Khazna Data Centres, a digital infrastructure provider. Anil Menon (pictured), MENA EY-Parthenon Head of M&A and Equity Capital Markets Leader, says: 'The MENA deal markets remained resilient despite lack of clarity on two fronts: the impact of monetary policy on cost ofcapital and the ongoing tariff and trade discussions. The MENA deal book for the remainder of 2025 is promising and we can expect to see increased activity in consumer, technology, and energy sectors. In addition, with AI expected to drive material shifts in fundamental value, we can expect to see significant capital allocation in technology.' © Dar Al Sharq Press, Printing and Distribution. All Rights Reserved. Provided by SyndiGate Media Inc. (

Can HSBC shrink its investment bank to greatness?
Can HSBC shrink its investment bank to greatness?

Zawya

time16 hours ago

  • Zawya

Can HSBC shrink its investment bank to greatness?

HSBC's exit from ECM and M&A in Western markets wasn't a surprise. The bank said its activities in those markets cost it around US$300m a year and were not materially profitable. So a straightforward decision, right? Not necessarily. Investment banks, more than any part of a bank, are people businesses in which the assets have legs and can walk out the door. Employees also often have inflated egos and are usually convinced that business comes to the bank because of them – not the other way around. In recent weeks, three senior global heads have departed to competitors – Kamal Jabre (head of M&A), Ed Sankey (head of ECM) and Dan Bailey (head of TMT investment banking). More are likely to go, and players like HSBC in the middle of a restructuring often find themselves having to pay a premium to keep their best talent. When HSBC announced the shrinking of its ECM and M&A businesses it didn't mention research and many at the bank suggested it remained committed to global coverage. That seemed very strange as research is typically a heavily loss-making business subsidised by investment banking. Moreover, in Europe and the US, HSBC has a weak franchise in research. Unsurprisingly, then, HSBC has since confirmed it is concentrating its research in line with the geographical refocus of its ECM and M&A footprint. As well as focusing its equity research efforts on Asia-Pacific and Middle East stocks, there are suggestions that remaining London-based analysts will cover global multinationals heavily exposed to these regions. Shrink to fit? Shrinking an investment bank is difficult. In most cases the really hard bit is exiting balance sheet-heavy businesses with the challenge of unwinding legacy positions such as long-dated derivatives. We saw with Credit Suisse how, when done badly, it can exacerbate a death spiral. But Credit Suisse also gives us a case study in dis-synergies from exiting business lines. When the bank lost US$5bn in the Archegos Capital Management debacle, the bank's reaction was to exit the prime brokerage space. This put even more pressure on the economics of Credit Suisse's equities business, accelerating its market share losses in equity trading with the key hedge fund client base. When shareholder Ping An Asset Management had suggested several years earlier that HSBC split itself up, the bank highlighted that the core of the Asian business was a global network. Former CEO Noel Quinn said when announcing second-half 2022 results that the bank had 'a 20% wallet share of wholesale banking client business from Europe, the Middle East and the Americas into Asia' and that '45% of our wholesale client business is booked cross-border and a large proportion of the revenues booked domestically for wholesale clients comes to us because of the business we do for those clients overseas, and we will continue to grow that number'. In other words, we're in Europe and the US in large part because of the money we can make serving clients in those regions doing business in Asia and the Middle East. Will it work? So will that work with the new strategic refocus? The centre of HSBC's wholesale business is cross-border payments, lending and FX, not ECM and M&A, but the departure of senior global rainmakers makes you wonder about potential dis-synergies, such as losing the ability to compete in large cross-border transactions such as a Middle East or Asia business looking for Western private equity or corporate buyers or helping a Middle East or Asia business looking to IPO in London or New York. Will the new model have the C-suite and boardroom connectivity for the former or the distribution to European and US institutional investors for the latter? If HSBC is no longer seen as being able to compete in cross-border ECM and M&A, will it be stuck competing to be the local investment bank in deal mandates against Indian, Chinese and Middle Eastern banks? This is a pretty crowded space. HSBC is not a top 10 player in ECM or M&A in Asia-Pacific or in major markets like China and India, although it is certainly a market leader in the Middle East. Skewered? HSBC has committed to a global footprint in DCM that ties into its global corporate transaction banking and lending footprint. DCM also tends to focus on CFOs and corporate treasurers while ECM and M&A relationships are more focused on boardrooms and CEOs. But the geographical skew of HSBC's DCM franchise is at odds with the bank's overall geographic strengths. According to LSEG fee statistics, HSBC's global DCM ranking has been steady between nine and 11 over the last six years, depending on the mix of issuers. And yet the majority of its DCM revenues come from Europe and the US with a top five or six position in Europe and even higher in the UK. Non-US banks typically have strong DCM franchises in their home markets where they offer a full service investment bank. The bulk of HSBC's wholesale banking franchise is insulated from shrinking its investment bank. But a major talent drain leading to a negative feedback loop in its remaining ECM and M&A footprint or its global DCM business could still be costly. Moreover, a firm that loses advisory business, primary and secondary share sales and bond mandates will see a knock-on effect to trading franchises in cash equities, equity derivatives, credit and interest rate swaps. In trying to shrink to greatness, HSBC must be careful not to shrink into irrelevance. Rupak Ghose is a former financials research analyst

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