The MoU establishes a framework for enriched cooperation, including an expanded codeshare agreement. In addition to increased connectivity, the two carriers will explore joint initiatives in cargo interline services, aircraft leasing, catering, lounge access, maintenance and ground handling operations. Turkish Airlines and Air Algérie also plan to cooperate on environmental projects, sustainability initiatives, and training programs. The partnership aims to support business growth while fostering cultural, social, and economic exchange between Türkiye and Algeria.

Commenting on the agreement, Turkish Airlines CEO Bilal Ekşi stated: “Our continuing partnership with Air Algérie reflects our commitment to long-term, sustainable collaboration. This agreement marks a key step in deepening ties between both airlines. As the airline flying to  more countries than any other, we remain committed to expanding cooperation across multiple areas to provide greater benefits and options for our guests. We are confident this partnership will enrich cultural and economic connections between Türkiye and Algeria and drive mutual growth.”

Air Algérie SpA CEO Hamza Benhamouda said: “We are honored to welcome the Turkish Airlines delegation to our headquarters in Algiers, as we continue to strengthen the ties between our two airlines and our two coutries. We are very pleased with this new milestone in our strategic partnership with Turkish Airlines. This comprehensive agreement, covering multiple areas of cooperation and the exchange of expertise, will undoubtedly bring mutual benefits to both our companies and to our passengers.”

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COLOMBO, SRI LANKA: WSO2, the leader in enterprise digital infrastructure technology, today announced the launch of the WSO2 Ambassador Program, a global initiative that celebrates and supports the most passionate voices in its tech community, including developers and architects. This program is designed to recognize individuals who actively share knowledge, inspire innovation, and contribute to the growth of the open-source ecosystem powered by WSO2 technologies.

At the heart of the digital era are developers and architects—the problem-solvers and builders of the digital experiences we use every day. WSO2 recognizes that its success is deeply tied to the passion and ingenuity of its developer community. Developers are not only consumers of WSO2’s open-source platforms for API management, integration, identity and access management, and WSO2’s internal developer platform, Choreo; they are also co-creators, pushing the boundaries of what’s possible, improving the products through feedback, and building impactful solutions that serve millions. Architects, on the other hand, play a critical role in shaping the bigger picture—designing scalable, secure, and future-ready digital architectures that bring developer innovations to life.

“Developers are the driving force behind innovation,” said Isabelle Mauny, Chief Developer Advocate at WSO2. “They are not merely users of our products—they are instrumental in shaping them. Architects help ensure that solutions built on WSO2’s platforms are robust, cohesive, and aligned with long-term business goals. The WSO2 Ambassador Program is our way of acknowledging their contributions and supporting their continued growth. Whether through leading community meetups, publishing technical tutorials, or contributing to our codebase, our ambassadors play a vital role in empowering others to succeed with WSO2.”

WSO2’s commitment to open source goes beyond code—it’s about people. The Ambassador Program is a natural extension of that commitment. By offering mentorship, visibility, and support, WSO2 aims to empower developers to become leaders in their communities and advance their personal and professional growth.

What Ambassadors can expect:

• Skill-building opportunities in community leadership, developer advocacy, and public speaking
• Sponsorship for local events, meetups, and conferences to grow regional communities
• Visibility and recognition through WSO2’s digital channels and media
• Access to exclusive WSO2 events, tools, and swag
• Direct collaboration with WSO2 teams, providing feedback and influence on product direction

The program is open to developers, architects, and technical leaders with experience using WSO2 technology and a passion for empowering others through content, events, and code. Ambassadors can contribute at their own pace, with flexible engagement levels.

“Being a WSO2 Ambassador is not about holding a title—it is about making a meaningful impact,” Mauny explained. “It recognizes those developers who dedicate their time to writing tutorials, answering questions in forums, and mentoring the next generation of technologists. Our goal is to support their efforts, elevate their contributions, and connect them with a global community of peers and innovators.”

Visit the WSO2 Ambassadors Page to learn more about the program, meet our 2025 ambassadors, and find out how you can get involved.

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In a powerful address, Dr. Kumar paid tribute to the late Mr. Steev Jacob Reed, a pivotal figure in Fox Petroleum’s journey, whose integrity and vision continue to inspire the organization. Honoring his legacy, Dr. Kumar announced the induction of Mr. Johny Steve Reed, Steev Reed’s son, as a nominee to the Board of Directors, ensuring the Reed family’s values endure. Additionally, a charitable trust or NGO partnership was proposed to transform lives in memory of key figures like Mr. Reed, Mr. John Fox, and Engr. Bertoli Maclain, Sabiha Ma’am, and Dr. Kumar’s brother, former Group CEO Amit Kumar.

Financially, Fox Petroleum Group reported exceptional performance for the fiscal year 2024–2025, navigating global economic volatility with a net profit of $8.75 million from 1.798 million barrels of refined petroleum products and a total comprehensive income of $11.25 million. The company’s crude oil division delivered a gross profit of $3.79 billion, while the LNG division achieved a net profit of $63.1 million. With a monthly inventory valuation of $4.62 billion—comprising $1.2 billion in crude oil, $1.91 billion in LNG, and $1.51 billion in refined petroleum products—Fox Petroleum solidifies its position as a global energy powerhouse.

Dr. Kumar outlined strategic investments of the $4.5 billion cash reserve, fueling Fox Construction’s infrastructure projects, including bridges, hospitals, and smart cities, and expanding Fox Global Times into a global media leader. Two new ports and a pipeline will build on the success of the $5.6 billion Oman-India Multi-Purpose Pipeline and $2 billion Karnataka LNG FSRU, enhancing energy connectivity and generating $434 million annually from investments in 46 companies.

Fox Construction Group announced a landmark deal, monetizing a 430-acre township in Maharashtra for ₹714 crores (approximately USD 85 million), and is preparing to subcontract civil amenities for Australia’s Goulburn project. The division’s work value is projected to reach $2 billion over the next two years, with projects spanning Australia, South Africa, the UAE, and India, including an Industrial Logistics Park near Jewar Airport in collaboration with a German contractor.

In media, Fox Global Times India will lead global operations, ensuring journalistic integrity and legal compliance. Strategic alliances with a Russian news channel and a Malaysian network are in advanced stages to bolster Fox Global Times UAE. Dr. Kumar emphasized a commitment to ethical media, stating, “We must stand as a transparent, resilient institution, rising above controversy.”

Addressing governance, Dr. Kumar requested support from key stakeholders—Mr Victor, Mr. Naseer, Mrs. Taylor, and Mr. Zhaou—to secure a 5% equity stake in the Central Bank of India’s disinvestment, urging action by August 15, 2025, to meet regulatory requirements. He also appointed Dean and Dabash to lead Fly Fox operations and announced a 26% salary hike for employees below managerial level and a 5% hike for managers, alongside promoting four Associate CEOs to full CEOs.

Dr. Kumar’s address blended resolve and candor, warning against inefficiency while reaffirming his commitment to a “Family First Leadership” ethos. He introduced “Fox Family” initiatives, empowering youth and honoring veterans, and declared, “We are not just building pipelines and profits—we’re building people.” For the first time, new directors from Fox Global Times will join the board, with Dr. Kumar requesting their adherence to company protocols.

The meeting concluded with operational directives: all documents, including debit notes and grievance letters, are to be submitted by April 25, with dividends disbursed in early May. Dr. Kumar will become the primary signatory for the company’s 47 active bank accounts, streamlined from 119.

“Welcome to the new era of Fox Petroleum—where power walks, results speak, and history listens,” Dr. Kumar concluded. “We rise together, or not at all.”

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1. Dominica’s economy has continued its expansion. Real GDP grew by 3.5 percent in 2024, supported by a recovery in tourism and targeted development investment to boost economic capacity and competitiveness. Inflation has eased from its 2023 peak of 7 percent, averaging 3.1 percent in 2024. Tourism arrivals have surpassed pre-pandemic levels by roughly 32 percent, but the composition has shifted towards cruise visitors over stayovers. The current account (CA) deficit narrowed by 2 percentage points to 32¼ percent of GDP in 2024, reflecting higher tourism receipts. The labor market recovery remains uneven, however, with formal employment lagging behind overall growth.
2. Fiscal imbalances have narrowed, but public debt remains high and above pre-pandemic levels. The primary deficit narrowed to 2 percent of GDP in FY2023/24 and is projected to move into a modest surplus of 0.1 percent of GDP in FY2024/25. This improvement reflects the impact of recent tax measures—including higher excise duties on sugary drinks, alcohol, tobacco, and diesel—and expected moderation in capital expenditures mainly related to slow implementation rates and capacity constraints. While public debt has fallen in recent years after peaking at 112½ percent of GDP in FY2020/21 following successive natural disaster events and the pandemic shock, it remains high relative to its ECCU peers at around 100 percent of GDP.
3. The financial system is stable and liquid, with a mixed credit picture and vulnerabilities that require careful monitoring. Bank credit has declined further since 2023 reflecting ongoing de-risking amid persistent balance sheet challenges. Despite adequate capitalization, bank sovereign and overseas exposures remain elevated, while improvements in non-performing loans (NPLs) have been slow with levels exceeding prudential guidelines alongside still fragile provisioning. Meanwhile, the credit union (CU) sector is expanding its lending portfolio rapidly, despite weak capitalization, high NPLs, and limited provisioning—all of which breach supervisory thresholds in aggregate. The growing systemic importance of CUs—which now account for 53 percent of total private sector credit—highlights a need to close supervisory gaps by modernizing regulatory frameworks to better safeguard financial sector stability.
4. Dominica’s economy is expected to continue expanding, underpinned by ongoing development investment. The economy is projected to grow by 4¼ percent in 2025, supported by ongoing strategic investment in flagship infrastructure projects to boost capacity in tourism and transition to lower-cost geothermal energy. Growth is expected to converge towards 2 percent over the longer term, as major capital projects wind down and fiscal consolidation intensifies. The CA balance is projected to improve steadily to its norm by 2028 on the back of increased tourism, a normalization of investment imports, and reduced fuel imports with the rollout of geothermal energy. The primary balance is projected to strengthen gradually to 2.0 percent of GDP by 2030 on current policies and as capital expenditures recede amid declining CBI inflows, falling short of fiscal rule obligations. Public debt is projected to decline to 69¾ percent of GDP by 2035 yet remains at high risk of debt distress and above the prudential currency union debt benchmark.
5. Risks to the outlook are elevated and tilted to the downside. Escalating trade tensions, policy uncertainty, and commodity price volatility pose external risks to tourism, trade, and foreign direct investment (FDI). Pressure on global interest rates may lead to market losses on overseas investments, with spillovers to domestic credit and FDI. Extreme natural disaster shocks pose additional risks to growth. Domestically, fiscal underperformance, rising arrears, and shortfalls to expected CBI inflows could weaken economic activity, jeopardize flagship projects, exacerbate imbalances, and potentially trigger debt distress. Weakness in the local financial system could amplify these shocks. At the same time, better-than-expected growth dividends from ongoing flagship projects pose an upside risk to the long-term outlook.
6. More ambitious fiscal consolidation is needed to reduce economic imbalances and debt vulnerabilities, mitigate disaster risks, and help reinforce prospects for resilient growth. The economic expansion presents an opportunity to rebuild critical fiscal buffers. These include: i) achieving fiscal rule targets by maintaining a primary surplus of at least 2 percent of GDP from 2026 onward to reduce public debt below 60 percent of GDP by 2035; and ii) adequately capitalizing the Vulnerability, Risk and Resilience Fund (VRF) to help insure against natural disaster shocks.[1] Reaching these goals will require identifying an estimated EC$75 million in cumulative fiscal consolidation measures over two years to sustain 3½ percent of GDP primary surplus from FY2026/27. The consolidation strategy should focus on improving non-CBI fiscal balances while safeguarding critical social and economic investment to protect growth and the most vulnerable. Stronger fiscal consolidation would help reduce debt vulnerabilities and the financial sector’s exposure to the public sector and also facilitate external rebalancing thereby reducing external vulnerabilities.
7. A multipronged strategy is recommended to broaden revenues and rationalize expenditures to preserve vital social and economic investments for resilient growth. Revenue mobilization should build on recent initiatives to reduce the reliance on CBI inflows, including rationalizing tax incentives to curb leakage, enhancing VAT yields via a rate adjustment, pursuing levies on tourism and highways, introducing a solid waste fee, and improving tax administration and compliance. On the expenditure side, exploiting further efficiencies in goods and services spending while sustaining restraint in wages are priorities. A reprioritization of expenditure outlays is also essential, including revamping the National Employment Program (NEP) into a revolving skills training program to alleviate skills gaps within the economy, and recalibrating the housing program to provide support on a need basis through means-testing and with cost recovery mechanisms. Additionally, tariff adjustments on key public services should be pursued, thus reducing government transfers and contingent liability risks.
8. Enhancing the targeting and sustainability of social protection programs is a key part of the adjustment strategy to safeguard social inclusion and resilience. Dominica’s social protection framework is fragmented and mostly unconditional, with expenditures nearly twice that of peers with similar per capita GDP. Reducing overlap and improving targeting requires a centralized beneficiary registry and information management system to monitor support, identify gaps and duplication, and facilitate payments. To ensure pension system sustainability, further parametric reforms are needed, including higher contribution rates, lower replacement rates, and establishing a harmonized national retirement age of 65.
9. Reducing balance sheet vulnerabilities and strengthening regulatory oversight is critical. For banks, efforts should focus on stricter enforcement of provisioning and NPL standards, managing loan loss allowances, and facilitating the disposal of impaired assets, while closely monitoring sovereign and foreign investment exposures. For credit unions, the push to modernize the regulatory framework and close arbitrage opportunities by the end of 2025 is timely. Priorities should include reinforcing the operational independence of the Financial Supervisory Unit (FSU), enhancing risk-based supervision tools, updating regulatory thresholds, articulating strengthened provisioning and loan management frameworks, and bolstering enforcement tools. Broader financial stability can also be reinforced by: i) participating in the ECCB’s regional initiative to set common minimum regulatory standards for non-bank financial institutions, ii) ensuring the FSU is adequately resourced for monitoring asset quality (especially for restructured loans and forbearance measures), iii) conducting regular audits and on-site examinations, especially for larger credit unions, and iv) strengthening governance via enhanced “fit and proper” criteria for board members.
10. Addressing structural challenges that hinder financial intermediation remains a priority. Despite abundant liquidity in the banking system, businesses continue to face barriers to access financing that stem, in part, from long-standing structural deficiencies related to weak credit information, outdated collateral and foreclosure laws, and inefficient bankruptcy procedures. The upcoming launch of a regional credit bureau should streamline the lending process and improve credit quality. This should be complemented by reforms to modernize national collateral, foreclosure, and bankruptcy frameworks and efforts to streamline loan documentation processes.
11. Continued structural reforms are essential for fostering resilient and sustainable growth. Persistent structural bottlenecks have weighed on growth potential by weakening contributions from human and physical capital and eroding innovation and productivity. Eliminating gaps in education and training relative to economic needs is essential to improve labor market outcomes. Resilient infrastructure is crucial to safeguard physical capital from natural disaster shocks and the transition to geothermal power generation is pivotal to reduce external vulnerabilities and bolster prospects for resilient growth. A comprehensive policy approach is required to alleviate impediments to innovation and allocative efficiency. Efforts to redress skills gaps and improve financial intermediation should be complemented by measures to improve the business environment, including by exploiting digitalization opportunities and streamlining regulatory and administrative processes for tax compliance, business registration, licensing, and permitting.
12. Concerted efforts to bolster institutional frameworks to mitigate risks and support surveillance, economic planning, and policy execution should continue. Ongoing efforts to strengthen AML/CFT legislation and procedures in line with the Caribbean Financial Action Task Force (CFATF) mutual evaluation should help protect correspondent bank relationships. Progress to enhance coordination across regional CBI programs to improve due diligence and transparency is welcome. Dominica should maintain its strategy of proactive engagement to address concerns around its CBI regime to safeguard this critical source for development finance. Weaknesses in statistical compilation, tax administration, and public financial management (PFM) frameworks—including under-developed internal CBI reporting systems—complicate policy monitoring, development, and execution. Priorities for ongoing engagement include strengthening institutional capacity in statistical compilation and improving PFM processes across fiscal reporting, treasury operations, public investment management, and budget processes to enable full fiscal rule implementation. The IMF stands ready to build on its ongoing capacity development program with Dominica in these and other areas.

Table 1. Dominica: Selected Economic Indicators, 2020–27

Prel. Projections

Sources: Dominican authorities; Eastern Caribbean Central Bank (ECCB); and Fund staff estimates and projections.

At market prices.

Data for fiscal years from July to June. Figures shown for a given year relate to the fiscal year beginning on July 1 of that year.

Includes estimated commitments under the Petrocaribe arrangement with Venezuela.

Includes public capital expenditure-induced imports from 2019 onwards to account for possible mitigation of natural disasters.

A positive sign means inflow.

Comprises public sector external debt, foreign liabilities of commercial banks, and other private debt. Calendar year basis.

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HANNOVER: Tata Consultancy Services (TCS) (BSE: 532540, NSE: TCS), ), a global leader in IT services, consulting, and business solutions, launched the TCS Digital Twindex report for the manufacturing industry at Hannover Messe 2025 in Germany — one of the world’s leading industrial technology trade fairs. The report reveals how AI-powered digital twins are transforming manufacturing, driving efficiency, adaptability, and resilience.

Drawing on insights from industry pioneers and technology leaders such as Siemens, Schneider Electric, NVIDIA, and JLR, alongside TCS executives and futurists, the report presents an in-depth view of digital twin technology adoption, and the rise of AI-powered anticipatory ecosystems. Qualitative research, it captures curated, future-focused conversations and insights from interviews with industry leaders. TCS’ multi-decade presence in the manufacturing industry, deep domain expertise, advanced digital twin solutions, and cutting-edge Generative AI capabilities further lend depth to the report and credibility to shape the dialogue on adaptive, AI-first enterprises.

Anupam Singhal, President – Manufacturing, TCS, said, “We stand at the threshold of a new manufacturing era, driven by digital twins, Generative AI, quantum-powered advancements, and a deep commitment to everything from safety to sustainability. The ‘TCS Digital Twindex Report for Future-Ready Manufacturing’ encapsulates our vision for building intelligent, future-ready, and adaptive enterprises—redefining industry competitiveness and enriching the lives of citizens and communities around the globe.”

Amid the rising need for automation and sustainability, the report offers a strategic blueprint for manufacturers to thrive in an AI and digital twin-driven era. It highlights how AI-powered digital twins, collaborative robots (Cobots), agentic AI, physical AI, and edge computing are converging to create smarter, more sustainable, and human-centric manufacturing ecosystems—enabling the shift toward anticipatory, AI-first enterprises.  

Overall, the TCS Digital Twindex report identifies five key trends shaping the future of manufacturing:

• Industry 4.5 and Beyond: The next phase of manufacturing evolution, where AI, automation, and digital twins converge to enable anticipatory, adaptive enterprises.
• Digital Twins as Real-Time Data Fabric: Acting as the connective tissue for enterprise intelligence—synchronizing data in real-time to drive predictive insights and operational resilience.
• AI as Orchestrator of Intelligence: AI systems are evolving beyond narrow use cases to orchestrate decisions, simulations, and optimizations across the manufacturing value chain.
• Modular and Intelligent Manufacturing: The shift toward decentralized, plug-and-play production models powered by AI and digital twins, enabling hyper-localized, responsive, and intelligent manufacturing at scale.
• The Human-AI Symphony in Manufacturing: AI will play a growing role in enhancing human capabilities, supporting better decision-making, improving safety, and enabling seamless collaboration between people and intelligent systems on the factory floor.

Rev Lebaredian, VP of Omniverse and Simulation Technology at NVIDIA said, “Physical and Industrial AI are born in simulation, where they can be tested and validated before being deployed in the real world. By bridging the gap between the digital and physical, the world’s heavy industries are paving the way for software-defined manufacturing and intelligent, autonomous systems.”

As manufacturers embrace AI and automation, experts underscore that digitization is the essential first step. Without digitized processes, true automation and intelligence deployment remain out of reach.

Helenio Gilabert, Global Head of Offer Creation, Industrial Automation Services, Schneider Electric, said, “If it’s not digitized, you cannot automate it. If you cannot automate it, you cannot deploy intelligence on top of it. To fully harness AI and digital twins, start with a clear digitization strategy—only then can you move toward AI-driven optimization.”

The report emphasizes that virtual first testing through digital twins is critical to building resilient, autonomous systems. By refining AI-powered processes in the virtual environment, manufacturers can reduce errors and improve efficiency when scaling to real-world production.

Paulina Chmielarz, Director, Digital & Innovation, Industrial Operations, JLR, said, “Digital twins are a game-changer in our AI journey. They unlock vast amounts of new data, introduce fresh categories of insights, and open entirely new scenarios for exploration and innovation.”

The report also reinforces that human expertise must remain central to decision-making, even as AI takes on a larger role in data analysis and process optimization. It envisions a future where AI augments, rather than replaces, human capabilities. At the same time, the report cautions that delayed AI and digital twin adoption could undermine manufacturers’ competitiveness. Those who fail to embrace these transformative technologies risk falling behind.

Zvi Feuer, Senior Vice President, Digital Manufacturing Software, and CEO of Siemens Digital Industries Software in Israel, said, “Imagine a situation within the next decade where AI agents could be helping us make better decisions…help us identify problems before they happen. We can go and fix these problems (and) keep the production running smoothly… We can make sure all the logistics arrive at the right spot at the right time. This is where I see a big, big change.”

TCS is participating in Hannover Messe 2025 (March 31–April 4, Hannover, Germany), at Hall 17, Booth G16, showcasing innovative solutions across AI-powered digital twin platforms, generative AI, agentic AI, physical AI, IoT and digital engineering, cybersecurity, and sustainable manufacturing—empowering manufacturers to become adaptive, future-ready enterprises positioned for a new era of industry leadership.

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1. When the game of ‘block-unblock’ continues: We’ve seen it —or even been there—stuck in the never-ending loop of blocking, unblocking, and wondering where it’s all headed. In an episode, a caller shared his frustration about his girlfriend who keeps cutting him off, only to reconnect later as if nothing happened. Zakir Khan, along with guests Zareen Khan and Kumar Varun, had some unfiltered advice to offer. “Ek chappal jab purani ho gyi hai, to use kitna ghisoge?” quipped the official Sakht Launda, urging the caller to see that some relationships just aren’t worth the effort. Zareen Khan, bringing her candid touch, admitted, “I have this guilty pleasure of not blocking people even after the relationship is over. So, when they call me and send messages, I just see but never respond,” sparking laughter in the room. Kumar Varun, while playfully teasing Zareen about her stance, backed Zakir’s point—sometimes, the best thing you can do is walk away. So, if you’re caught in the exhausting game of block-unblock, take the hint—it’s time to stop chasing ghosts. And no, texting on UPI isn’t going to fix it!

2. Facing repeated heartbreaks and girls trying to change you? Zakir Khan perfectly captured this struggle, explaining that when guys enter relationships, girls see them as “good and workable.” But the real issue arises when they become “non-workable.” Adding to this, Tanmay Bhatt shared, “You should not come as a finished product, you need to be a work in progress. You will have to give something to girls which is worth fixing.” Wrapping it up in his signature style, Zakir said, “Whenever a woman falls in love, it is like having a shop and what is in the shop. Maybe you have a beautiful shop, but to buy from there, she will have to go inside and see the stuff. So, I feel while the exterior may be good, you need to work on the interior.” So, for all the guys, facing breakups, maybe it is time to listen to your partners and start working on yourself.

3. When friendships get complicated: In an episode of Love, Life & Lafde, a guest shared his struggles with navigating friendships — from making new friends to maintaining them over time. Farah Khan and Siddharth Suryanarayan joined the conversation, offering their take on the complexities of friendships. Farah shared how friendships with guys are different because you can talk about anything with them, but with girls, you have to be a little careful. “I can joke about anything with Shahrukh and Karan, and even with Anil Kapoor,” she added, calling it a dynamic she finds refreshing and easygoing. Siddharth backed her up, saying, “Nobody can compete with Farah when it comes to maintaining friendships the way she shows her friendship is genuinely unmatched.”

Zakir Khan, known for his sharp insights, jumped in with a laugh, “If you want to be friends with a girl or even date her – all you have to do is be a good listener. Aap Hindustan ke 98% ladko se upar honge,” leaving the room in splits. Siddharth Suryanarayan followed up with a playful remark, “Podcast host aur ladki ka dost — dono ka role ek hi hai,” sparking even more laughter as the conversation flowed, highlighting the quirks and nuances of modern friendships.

4. When you’re playing T20, but they’re playing Test in a relationship: We’ve all been there — investing emotions, hoping things will get serious, only to realize the other person is moving at a completely different pace. In an episode of Love, Life & Lafde, Kush, (the guest who appeared with a problem on the show), shared his frustration about being stuck in a situationship where his feelings were deepening, but the other person wasn’t matching the same intensity. Biswa Kalyan Rath, Zakir Khan, and Maanvi Gagroo had some insightful advice to offer. Zakir pointed out, “Maybe you feel something, and you need an immediate reaction, but that becomes unfair on the other to immediately seek for an answer because when you start something with a lack of trust, it takes a longer time for the trust to build.” Kush candidly admitted, “I’m playing T20, but she’s playing Test.” Zakir, with his signature wit, responded, “On the last day, in the last session, even the other player has to play T20,” drawing laughter in the room.

Sometimes, love is about patience but knowing when to expect the other person to step up is just as important.

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The visit is a part of Meghalaya’s broader agenda to promote its organic and natural agricultural products, empower farmers through market access, and strengthen Meghalaya’s presence in the global agri-business sector. The United Arab Emirates (UAE) has been identified as a key market for Meghalaya’s produce, given its demand for high-quality products and its position as a global trade hub.

Nestled in the heart of Northeast India, Meghalaya, known as the “Abode of Clouds,” is home to unique ecosystems, fertile lands, and a predominantly agrarian population. With over 80% of Meghalaya’s population engaged in agriculture, the state has focused on developing sustainable farming systems, promoting organic cultivation, and integrating farmers into high-value global supply chains.

Meghalaya has taken progressive steps to enhance agricultural productivity, encourage farmer collectivization, and promote exports. Through initiatives like the Meghalaya State Agricultural Marketing Board (MSAMB), Farmer Producer Organizations (FPOs), and Mission Organic Value Chain Development (MOVCD-NER), the state has facilitated aggregation, value addition, and branding of its premium produce, including GI-tagged Khasi Mandarin, Lakadong Turmeric, Organic Ginger, and Pineapple.

Key Events in Dubai:

The Meghalaya delegation, comprising senior government officials, FPO representatives, and entrepreneurs, will participate in the following key events:

17th March 2025: Product Showcase at Our Wellness Village Café, Sahara Centre, Sharjah

• Exclusive promotion of Meghalaya’s organic products to UAE consumers and businesses.
• Interaction with buyers, retailers, and hospitality industry stakeholders.

18th March 2025: Promotional Event at Lulu Hypermarket, Silicon Oasis, Dubai

• Display and retail promotion of Meghalaya’s premium agricultural products
• Meetings with trade partners to expand export volumes and explore new product categories.

The state’s “Meghalaya Model of Development” focuses on sustainable economic growth while ensuring environmental conservation, local community empowerment, and inclusive progress.

Recognizing the potential of Meghalaya’s organic produce in international markets, MSAMB signed an MoU with Lulu Group International in November 2023 anchored by The Agricultural and Processed Food Products Export Development Authority (APEDA). This strategic partnership has already resulted in the successful export of GI-tagged Khasi Mandarin, Pineapple, and Ginger to Dubai, marking a significant milestone in Meghalaya’s agricultural export journey.

Building upon this success, the Dubai Market Exposure Visit will further strengthen trade relationships, open new channels for export, and enhance global awareness about Meghalaya’s unique agricultural offerings

The Market Exposure Visit to Dubai is designed to:

• Strengthen trade and business linkages between Meghalaya and the UAE.
• Provide farmer representatives with direct exposure to global market trends and consumer preferences.
• Promote Meghalaya’s organic and GI-tagged products in the UAE retail sector.
• Encourage investment in Meghalaya’s agribusiness sector through collaborations with global buyers.
• Expand the export footprint of Meghalaya’s agricultural products, enhancing income opportunities for farmers.

The initiative is expected to boost Meghalaya’s agricultural exports, create new trade partnerships, and increase farmer incomes, all while positioning Meghalaya as a leader in organic and sustainable agriculture.

The Government of Meghalaya is committed to strengthening agribusiness infrastructure, enhancing value addition, and facilitating farmer access to international markets. Through its flagship “Meghalaya Collective” brand, the state is building a strong identity for its agricultural products, ensuring quality, traceability, and premium market positioning.

With continued efforts in organic certification, logistics enhancement, and strategic partnerships, Meghalaya is poised to become a key player in India’s global agri-export ecosystem.

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Building upon its extensive expertise in artillery systems and its prior collaboration with AM General, KSSL continues to establish itself as a key player in the global defense industry. The company had recently entered an agreement with AM General to co-develop a wide range of next-generation artillery solutions, including mounted, towed, and ultra-light gun systems in both 105mm and 155mm calibers.

During the ongoing IDEX event in Abu Dhabi, Baba Kalyani, the Chairman and Managing Director of Bharat Forge Ltd., expressed, “The delivery of critical defense systems manufactured in India to the United States marks a significant milestone. At KSSL, we take immense pride in being the first Indian firm to provide cannons to the U.S. This achievement highlights our expertise and represents a significant step forward in our goal to become a leading provider of artillery solutions on a global scale. This agreement reflects the trust and confidence that prominent defense leaders, like AM General, have in our capabilities. It also emphasizes our dedication to offering innovative, battle-tested solutions that address the demands of modern warfare.”

AM General, a global leader in military vehicle platforms, has been actively exploring next-generation artillery solutions. The company’s prior collaboration with KSSL on artillery platforms has paved the way for this deeper engagement.

John Chadbourne, Executive Vice President, AM General, shares, “This Letter of Intent with KSSL represents an important step in expanding our strategic partnership. Given KSSL’s proven artillery capabilities and our shared commitment to technological innovation, we see tremendous potential in bringing advanced artillery solutions to the U.S. defense forces. AM General and Mandus are looking forward to exploring this collaboration with Kalyani Group to ultimately deliver Advanced Mobile Artillery Capabilities.”

This initiative also comes after the India-U.S. bilateral defense meeting, reaffirming the growing strategic partnership between the two nations and their joint efforts in strengthening defense-industrial cooperation. It also underscores India’s growing defense manufacturing footprint and its emergence as a trusted supplier of advanced weaponry to global markets.

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The portal is a regional knowledge and data platform providing access to reliable development data from various credible sources. The upgraded version will include tools powered by artificial intelligence tools, user-friendly dashboards, and predictive analytics, offering valuable insights into economic trends, global benchmarks, and SDG indicators.

“This collaboration with the Arab Fund, representing ACG institutions, marks a pivotal step in strengthening data-driven, evidence-based decision-making across the Arab region. By enhancing data dissemination and accessibility, we empower policymakers and researchers with the insights needed to address critical challenges in economic development, public health, unemployment, climate resilience, and other key areas aligned with the Sustainable Development Goals,” said Rola Dashti, Under-Secretary-General and Executive Secretary of UN-ESCWA.

The Arab Development Portal was established by the Arab Coordination Group (ACG), an alliance of 10 Arab development institutions including the Arab Fund.

“Partnership is at the core of our new strategy to maximize our impact on social and economic development across member countries,” said Bader Alsaad, Arab Fund’s Director General and Chairman of the Board of Directors. “Together with UN-ESCWA, we will use our expertise and resources to create a data-driven approach that helps policymakers make informed decisions.”

The three-year partnership will include hands-on workshops, the creation of knowledge-sharing resources, and the development of innovative strategies to improve development indicators. It will also strengthen the connection between the portal and its sources and will offer specialized training on AI tools to boost skills in data management and analysis.

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The MoU was exchanged between Sh. DMR Panda, Chief General Manager and Head of Hydrogen, NTPC, and Sh. T P Chopra, President & Chief Executive Officer (CEO), BLP in the presence of other senior officials from NGEL and BLP on 19th February 2025 at SCOPE Complex, New Delhi.

The MOU will jointly explore the off-take of green hydrogen and its derivatives from NGEL and its affiliates to third parties. Opportunities for selling captured carbon or biogenic carbon from NGEL will also be in scope. NGEL/or through its Affiliates shall set up the infrastructure required for the functioning of the green hydrogen project including RE projects and regular operation under B-O-O mode, as a part of its Net Zero commitments.

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