Author: Neel Achary

UAE Establishes First Integrated Metals Education Ecosystem with World Steel Association

Metal Park Forms Strategic National Alliance with World Steel Association and Steel University to Build the Middle East’s First Integrated Metals Education Ecosystem (MEEEM)

Abu Dhabi, UAE — Feb 19: Metal Park has signed a strategic agreement with the World Steel Association and

Steel University, establishing a national-level alliance to develop a fully integrated metals education and capability ecosystem for the Middle East.

Witnessed by H.E. Dr. Sultan Jaber, Minister of Industry and Advanced Technology; Captain Mohamed Juma Al Shamisi, Managing Director and Group CEO of AD Ports Group; and Mr. Vahid Fouladkar, CEO of Metal Park and signed by Navid Fouladkar, Head of Strategic Partnerships at Metal Park, and Jorge Muract, Director of Steel University.

This milestone partnership directly supports the UAE’s industrial vision under Make it inthe Emirates and Operation 300bn, reinforcing the country’s ambition to build globally competitive, value-added metal production capabilities from within the UAE.

The alliance positions Metal Park not only as industrial infrastructure, but as the execution layer where education, standards, talent, and production converge into a single operating ecosystem.

Vahid Fouladkar, CEO of Metal Park, said: “This alliance marks a defining step in how industrial growth is built and sustained in the region. Metal Park was conceived as more than physical infrastructure—it is an operating

ecosystem where standards, talent, capability, and production are developed together. By partnering with the World Steel Association and Steel University, we are embedding global best practices directly into the industrial environment, ensuring that education translates into measurable performance, competitiveness, and long-term national value for the UAE.”

Jorge Muract, Director of Steel University, stated: The alliance seeks to secure the industry talent pipeline through strong collaboration and alignment among academia, industry, its value chain, and government as a key enabler of this interaction, while also providing agile infrastructure to continuously upskill and reskill the workforce and sustain innovation in production systems. Together, we aim to develop high-quality learning and technology solutions that build a more efficient and dynamic workforce. At the same time, the alliance seeks to join efforts with

similar initiatives in Europe, Saudi Arabia, India and Latin America to create a global education and training ecosystem that enables talent mobility and ensures equal access to education and training, fostering social innovation worldwide.

Abdullah Al Hameli, CEO of Economic Cities & Free Zones, AD Ports Group, said: “This agreement strengthens the foundation of our industrial ecosystem by aligning global standards with local production capability. KEZAD Group not only provides infrastructure, but also enables performance. By embedding internationally recognised expertise from the World Steel Association and Steel University directly into Metal Park’s operating environment, we are

accelerating the development of advanced industrial skills, raising productivity, and enhancing the competitiveness of UAE-based manufacturers.

“This initiative directly supports national industrial priorities under Make it in the Emirates and Operation 300bn, and reinforces Abu Dhabi’s position as a globally competitive hub for value-added metal production, driven by capability, standards, and long-term industrial resilience.”

From Global Standards to Industrial Output

At the core of the agreement is a shared commitment to transforming skills development into measurable industrial performance. Through collaboration with the World Steel Association and Steel University, Metal Park will embed internationally recognised standards, certifications, technical frameworks, and sector intelligence directly into its operating environment—ensuring education is applied at the factory-floor level, not abstract.

This ecosystem-driven model ensures that learning, certification, and best practices translate into higher productivity, improved quality, and enhanced competitiveness across UAE-based metal production.

Advancing National Industrial Priorities and Regional Workforce Capability The partnership directly contributes to the objectives of Make it in the Emirates and Operation 300bn by:

• Strengthening domestic metal and steel industrial capability
•  Developing future-ready technical, engineering, and operational talent
•  Embedding global standards into local production environments
•  Enhancing the long-term competitiveness and resilience of regional manufacturing

By connecting global industry leadership with Metal Park’s integrated infrastructure, the alliance ensures that industrial growth is powered by world-class assets, standards, and people.

Building the Middle East’s Metals Education & Capability Ecosystem

The agreement underpins Metal Park’s long-term vision to establish the region’s most comprehensive metals education and capability ecosystem—spanning foundational skills, advanced metallurgy, engineering, processing, and operational excellence.

This phased, scalable approach ensures that capability building is aligned with real industrial demand, national priorities, and long-term sustainability. Metal Park views this agreement as a foundation for broader collaboration. Delivering a globally recognised industrial talent and standards ecosystem will require continued engagement with government entities, regulators, academic institutions, and industry partners—anchored by Metal Park as the ecosystem platform.

A Measured Trade Step, A Wider Rural Conversation

By Dr Mamtamayi Priyadarshini

A balanced reflection from a pro–non-GM advocacy perspective

India’s recent decision to allow concessional imports of dried distillers’ grains with solubles (DDGS) under the interim trade framework with the United States has sparked discussion across agricultural and feed industry circles. The government has capped imports at 500,000 tonnes — approximately 1% of domestic consumption — and positioned the measure as a calibrated step aimed at easing feed costs for poultry, dairy and aquaculture sectors.

At first glance, the policy appears limited in scope. Yet agricultural markets are shaped not only by volumes, but also by signals. Even relatively modest trade concessions can influence price expectations, bargaining power and rural income structures in ways that extend beyond their numerical share.

Understanding DDGS in the Broader Context

DDGS is a protein-rich by-product of maize-based ethanol production. In the United States — where most maize cultivation is genetically modified — DDGS is produced at industrial scale and widely used as animal feed. For India, the question is not merely about substituting one feed ingredient for another. It is about how such imports may interact with domestic maize markets, farmer incomes and India’s precautionary approach toward genetically modified crops.

Policymakers have emphasized the potential for cost relief to livestock industries. That objective is understandable, particularly in sectors that directly influence food prices and nutritional security. At the same time, it is worth examining how the distribution of benefits and risks may unfold across different stakeholders.

The Subtle Dynamics of Market Signals

On paper, a 1% import quota seems modest. In practice, however, imports can establish a reference price in the market. Large feed manufacturers and integrated poultry companies now have an additional sourcing option. This potentially strengthens their negotiating leverage when purchasing domestic maize or soybean meal.

In commodity markets, perception can influence pricing as much as supply volumes do. If buyers can point to lower-cost imported DDGS, domestic suppliers may feel pressure to align prices accordingly. Even before significant quantities enter the supply chain, the signalling effect alone can shape market sentiment.

For India’s maize farmers — many of whom operate on thin margins — these shifts can matter. Rising input costs for hybrid seeds, fertilizers, irrigation and transportation already weigh heavily. Limited storage infrastructure often compels farmers to sell soon after harvest, reducing their ability to wait for favorable price cycles. In such conditions, even a 5–10% softening in farmgate prices can meaningfully affect annual household income.

Distribution of Gains and Pressures

The potential advantages of DDGS imports are likely to accrue primarily to large feed integrators and industrial processors, who may benefit from diversified sourcing and improved margins. Whether such cost efficiencies translate into lower consumer prices for poultry, dairy or aquaculture products remains uncertain and depends on value-chain dynamics.

Conversely, small and marginal maize farmers could bear a disproportionate share of adjustment pressures if local demand weakens. Domestic traders, regional feed processors and associated rural service providers — transporters, warehouse operators, commission agents and labourers — form part of a broader ecosystem linked to maize cultivation. Gradual shifts in sourcing patterns could affect this interconnected rural economy.

These concerns do not imply that imports will inevitably destabilize markets. Rather, they underscore the importance of monitoring and policy responsiveness.

The Regulatory and Precedent Dimension

India has historically adopted a cautious approach toward commercial genetically modified food crops. While DDGS is a processed residue and not a seed, its origin from predominantly GM maize introduces a regulatory nuance. Some stakeholders view this development as a potential shift in precedent, even if indirect.

Agricultural policy is shaped not only by scientific assessments but also by public trust and consistency. Transparent biosafety evaluation, clear documentation of origin and open public communication can help maintain confidence. Once trade pathways are established, they often evolve, making early safeguards particularly important.

India also occupies a distinct position in certain export markets as a supplier of non-GM agricultural products. Preserving clarity around this identity may carry long-term strategic value. In that sense, the DDGS decision intersects with broader considerations of trade positioning and agricultural branding.

Balancing Feed Efficiency and Farmer Welfare

The needs of the poultry, dairy and aquaculture sectors are legitimate. Feed efficiency contributes to food affordability and nutritional security. However, agricultural policy works best when it carefully balances industrial competitiveness with farmer welfare.

If concessional imports proceed, they could be accompanied by defined safeguards — such as mandatory testing of consignments, full chain-of-custody documentation, disclosure requirements for feed mills and periodic policy reviews involving farmer representation. A clearly defined trial period with transparent evaluation metrics may also enhance accountability.

Parallel investment in domestic capacity offers another constructive pathway. Strengthening India’s ethanol industry and encouraging indigenous production of feed co-products would allow the country to meet rising feed demand while retaining value addition within domestic supply chains. Supporting innovation in non-GM feed alternatives could further reinforce resilience.

A Question of Calibration

The DDGS import decision may appear numerically small, yet its economic and symbolic dimensions are meaningful. Trade engagement is a natural component of a modern economy. The broader question is how such engagement is calibrated to protect those who may face adjustment costs.

Maize farmers are central participants in India’s agricultural landscape. Ensuring that short-term feed cost considerations do not unintentionally weaken long-term farmer resilience is a shared responsibility. Agricultural policy, ultimately, is measured not only in tonnes and percentages, but in the stability of livelihoods and the confidence of rural communities.

About the author: Dr. Mamtamayi Priyadarshini is an environmentalist, social worker and author of Maize Mandate. She has written extensively on agricultural sustainability, seed sovereignty and the intersections of food and fuel policy in India.

Build Connect 2026 Highlights Industry Shift Toward a Next-Gen Dealer–Distributor Network

New Delhi, Feb 19 – As India’s steel production crosses 160 million tonnes and installed capacity moves toward 300 million tonnes by 2030, the industry’s growth narrative is entering a new phase. While capacity expansion remains strong, the focus is increasingly shifting to a critical pillar of the value chain — India’s dealer and distributor network.

With nearly 50 million tonnes of finished steel in FY26 flowing through trade-led channels, dealers and distributors now account for a significant share of market movement. As steel demand is projected to rise steadily in the coming years, industry leaders note that distribution capability, financial resilience, and digital readiness will determine how effectively this growth translates into market reach.

This industry-wide conversation took centre stage at Build Connect 2026, held on February 19–20 at Yashobhoomi, New Delhi. The platform was organised by BigMint, a commodity market intelligence firm, in association with the Akhil Bhartiya Loha Vyapar Sangh (ABLVS) as Supporting Association. The event recorded over 1,500 footfall, including 500+ confirmed participants and 1,000+ registered visitors, representing 400+ companies across 72 cities and 15+ states. Nearly 48% of attendees were senior decision-makers, including Directors, Managing Directors, and business owners.

The platform also saw participation from SAIL as Strategic PSU Partner, alongside institutional and industry support from the AIIFA Sustainable Steel Manufacturers Association, National Institute of Secondary Steel Technology (NISST), Bureau Veritas, and prominent trade and construction organisations including BAI, GISF, CFI, RISTA, and BIMA — reflecting broad alignment across manufacturing, trade bodies, and technical institutions.

The inaugural ceremony featured senior industry figures including Shri V. R. Sharma (Member Advisory Board, Jindal Steel & Power), Shri Bimlendra Jha (Ex-MD, JSP & Ambuja Cements Ltd.), Mr. Anurag Sinha (Executive Director, Engineers India Limited), Mr. Vishesh Shahra (Chairman, Shreeyam Power & Steel Industries Ltd.), Mr. Vivek Adukia (Chairman, SRMA), and Mr. Amit Gupta (President, ABLVS).

Across 12 focused sessions and 40+ expert addresses, discussions spanned infrastructure demand, GST compliance, green steel adoption, supply chain finance, digital transformation, e-commerce integration, quality standards, branding impact, and payment recovery mechanisms. A recurring industry view emerged: expanding production capacity must be complemented by a more structured and financially empowered distribution ecosystem.

The Build Connect Awards 2026 recognised excellence across India’s steel distribution landscape, honouring regional distributor leadership, dealer performance, and technology adoption.

As India’s steel demand moves toward higher consumption levels, industry stakeholders reinforced that sustainable sectoral growth will depend not only on manufacturing scale but on building a stronger, more organised, and next-generation dealer–distributor backbone. Build Connect 2026 reflected that shift in focus — from capacity expansion alone to ecosystem strengthening across the value chain.

Queensland Delegation Strengthens India-Australia Life Sciences Collaboration at BioAsia 2026

India, Feb 19th: Trade and Investment Queensland (TIQ), Queensland Government’s global business agency, in partnership with Australian Trade and Investment Commission (Austrade), concluded a successful mission at BioAsia 2026, Asia’s premier life sciences and biotechnology forum, organized annually by the Government of Telangana, India.

Aligned with the Queensland Government’s “QueensLand of Opportunity” vision, the delegation to India showcased the state’s capabilities in biotechnology drug discovery, clinical trials, and digital health. Strategic engagements across Hyderabad and Bengaluru enabled direct connections with India’s rapidly expanding innovation ecosystem, paving the way for deeper research, commercial, and investment partnerships.

India presents a high-growth market opportunity for Australian organisations across vaccine research and development, cell and gene therapy innovation, clinical trials, and MedTech, enabling deeper scientific collaboration and accelerated translational outcomes. Consequently, Australia remains a highly trusted clinical trial site for Indian biopharma and medical technology companies to conduct clinical trials with fast trial start-up options and high data acceptability worldwide, especially for early-phase studies and trials.

The mission involved participation of the delegates at the BioAsia conference and exhibition, and a dedicated Clinical Trials Roundtable, along with B2B meetings to facilitate commercial partnerships and enhance mutual market awareness.

Commenting on the visit, Abhinav Bhatia, Senior Trade & Investment Commissioner – South Asia, Trade and Investment Queensland, said, “India is the ‘Pharmacy of the World,’ but the next era of medicine is about moving from volume to value. At BioAsia 2026, we’ve demonstrated that Queensland is the ‘Strategic Lab’ for India’s ‘Global Factory.’ By combining our world-class research and 43.5% R&D tax incentives with India‘s manufacturing scale, we aren’t just cutting costs—we are cutting the time it takes to save lives.” 

Reflecting on the depth of engagement at BioAsia 2026, Ms Mary Overington, Trade and Investment Commissioner, Australian Trade and Investment Commission said, “This visit demonstrated the complementary strengths of Australia‘s research-led innovation and India‘s scale in clinical research and manufacturing. Through focused roundtables and stakeholder meetings, the Australian delegation explored practical collaboration opportunities across clinical trials, biotech R&D and life sciences manufacturing. The strong industry response signals clear momentum towards deeper partnerships and commercial engagement between Australia and India in the health and life sciences sector.”

FedEx Breaks Ground on Fully Automated Air Cargo Hub at Navi Mumbai International Airport

Navi Mumbai, Feb 19: FedEx and Navi Mumbai International Airport today broke ground on FedEx’s fully automated air cargo hub, advancing capacity in India’s largest international trade corridor and strengthening its role as an integrated logistics and trade gateway for Western India.

The ₹2,500 crore long-term investment by FedEx will support the proposed 300,000 sq. ft. facility, designed as a regional consolidation and redistribution hub and developed in partnership with Adani Airport Holdings Ltd. (AAHL). The hub leverages NMIA’s multimodal infrastructure to strengthen Western India’s international trade corridor. Once operational, the hub is expected to create more than 6,000 direct and indirect employment opportunities across logistics, warehousing, transportation and allied services.

The ceremony was held in the presence of the Honourable Chief Minister of Maharashtra, Shri Devendra Fadnavis; Mr Raj Subramaniam, President and CEO, FedEx; Mr Richard Smith, CEO, Airline and COO, International, FedEx; Ms Kami Viswanathan, President, FedEx Middle East, Indian Subcontinent and Africa (MEISA); and Mr Jeet Adani, Director, AAHL.

Mr Jeet Adani, Director, AAHL, said

“This development reflects NMIA’s long-term vision of building integrated infrastructure that strengthens India’s trade competitiveness. With its proximity to Jawaharlal Nehru Port, industrial corridors and multimodal transport networks, NMIA is uniquely positioned to support high-growth export sectors and enhance Maharashtra’s role as a global logistics gateway.”

Ms Kami Viswanathan, President, FedEx MEISA, said

“India’s competitiveness in global trade will increasingly depend on the reliability and speed of its logistics infrastructure. Establishing this hub at NMIA allows us to integrate global network strength with India’s fastest-growing trade corridor, providing greater certainty, speed and efficiency to customers.”

The development will support trade flows across Southeast Asia, West Asia, Europe and the United States, embedding global network connectivity directly within India’s primary trade corridor. Equipped with advanced automated sorting systems, dimensional scanning, high-speed screening technology and dedicated aircraft parking bays, it will enable simultaneous processing of inbound and outbound shipments and enhance routing flexibility and transit time predictability, particularly for high-value and time-sensitive sectors such as electronics, engineering goods, pharmaceuticals and perishables. The improved reliability is also expected to strengthen export-import capabilities for micro, small and medium enterprises (MSMEs) while contributing to lower logistics costs and faster turnaround times.

NMIA’s cargo infrastructure is planned to commence with an initial handling capacity of approximately 0.5 million metric tonnes (MMT) annually, scaling in phases to around 3.25 MMT in its final development stage. This calibrated capacity expansion supports the airport’s long-term strategy of positioning the Mumbai Metropolitan Region (MMR) as one of India’s most advanced air freight and logistics gateways.

Building on nearly three decades of operations in India, the hub expands FedEx’s dedicated presence while supporting NMIA’s role as an integrated aviation and multimodal trade platform in global supply chains.

Design and Develop in India and Deliver to the World holds the key: PHDCCI

The keynote address of the Prime Minister in AI Impact Summit 2026 in New Delhi, noted that the world economy is on an inflection point in artificial intelligence. “India is on the cusp of its own AI revolution, given the largest youth population and one of the most extensive technology talent pools”, says Mr. Rajeev Juneja, President, PHDCCI.

Artificial intelligence as a transformative force will reshape economic structures, governance systems, and patterns of work and given the exceptional speed, scale and depth sooner than we think, he said.

Prime Minister’s reiteration of Summit theme—Sarvjan Hitay, Sarvajan Sukhay (Welfare for All, Happiness for All) is the right step towards democratizing artificial intelligence for all, he added.

India’s AI-driven solutions in agriculture, national security, multilingual services, and accessibility for persons with disabilities reflects India’s growing capabilities in indigenous innovation and scalable public-interest technologies, he said.

India’s guiding framework for AI governance under the acronym M.A.N.A.V. (Human)—Human Vision for AI:

• M – Moral and Ethical Systems: Establishment of robust ethical guidelines for AI development and deployment.
• A – Accountable Governance: Transparent regulatory frameworks and institutional oversight.
• N – National Sovereignty: Protection of data rights and national interests in digital ecosystems.
• A – Accessible and Inclusive: Prevention of monopolization; ensuring AI serves as a multiplier for societal progress.
• V – Valid and Legitimate: Emphasis on verification, authenticity, and technical reliability.

Large-scale investment in skilling, reskilling, and lifelong learning to ensure workforce readiness has the capacity to take away the fear of unemployment and at the same time prepare India for next generation technology frontier, he added.

The Prime Minister’s articulation of India’s support for open collaboration in AI development, while at the same time recognising that AI-leading nations shall treat AI development as a collaboration effort with open standards, and shared code treating it as a Global Common Good, he added.

India is moving fast on its commitment to building a technological ecosystem encompassing semiconductor manufacturing, chip design, quantum computing, secure data centres, he said.

Prime Minister’s commitment to “Design and Develop in India” and “Deliver to the World” showcases emerging AI-led development opportunity for India rather than fear of job loss, and India will navigate this with confidence and with ethical governance, said Dr. Ranjeet Mehta, CEO & Secretary General, PHDCCI.