Latest news with #strategic
LBCI
15 hours ago
- Politics
- LBCI
Zafer Nasser to LBCI: Calls for upholding Sweida ceasefire, highlights Jumblatt's key role
Progressive Socialist Party Secretary General Zafer Nasser condemned the recent events in Sweida, calling them unacceptable and holding authorities responsible for addressing the situation and preventing any project that would sever Sweida from Syria. Speaking on LBCI's "Nharkom Said" TV show, Nasser said: 'The situation is not over yet, which is why we emphasize the need to uphold the ceasefire. Israel has no interest in seeing the situation stabilize.' He noted that past experience has shown Israel uses certain groups but does not protect them, adding that the Israeli airstrikes in Syria carry strategic dimensions and are messages aimed at regional powers with influence in Damascus. Nasser also pointed out that former PSP leader Walid Jumblatt was always keen to maintain a healthy relationship with the Arslan family, as part of his effort to preserve internal unity, especially during times of crisis.
Al Bawaba
3 days ago
- Business
- Al Bawaba
Cenomi Retail announces the signing of a share purchase agreement between its founding shareholders and Al-Futtaim for the sale of 49.95% stake to Al-Futtaim
Cenomi Retail, Saudi Arabia's leading retail brand partner, today announced that its founding shareholders have signed a share purchase agreement (SPA) with Al-Futtaim, one of the region's most prominent and diversified private business groups. Pursuant to the SPA, Al-Futtaim will acquire a 49.95% stake in Cenomi Retail from the selling shareholders, namely, Fawaz Abdulaziz Alhokair, Abdul Majeed Abdulaziz Alhokair, Salman Abdulaziz Alhokair, Saudi FAS Holding Company, and FAS Real Estate Company. The shares are priced at SAR 44 each, valuing the transaction at more than SAR 2.5 part of the completion conditions of the agreement, Al-Futtaim and Cenomi Retail are currently negotiating a shareholder loan agreement pursuant to which Al-Futtaim will extend a shareholder loan of an amount not less than SAR 1.3 billion, upon completion of the transaction, to help strengthen Cenomi Retail's balance sheet and support its next phase of growth, the entry of which is a completion condition for the private transaction between the selling shareholders and Al-Futtaim. This landmark deal represents a major milestone for Cenomi Retail, introducing Al-Futtaim as a long-term strategic shareholder and signaling strong confidence in the company's growth trajectory and market leadership in Saudi Arabia's dynamic retail strategic investment by Al-Futtaim in Cenomi Retail is a key step in the company's transformation journey. Al-Futtaim brings not only significant capital but also deep retail expertise, operational capabilities, and a strong track record of building successful consumer platforms across the region. The company believes this strategic collaboration will accelerate its ability to seize new opportunities and deliver long-term value to its is one of the region's most established private business groups, with operations spanning automotive, financial services, real estate, retail, and healthcare across the Middle East, Asia, and Africa. The group brings a proven track record in retail, including exclusive operations of leading Inditex brands like Zara, Massimo Dutti, and Bershka across key markets such as Malaysia, Thailand, and Singapore, as well as other retail operations across the Kingdom of Saudi Arabia, the United Arab Emirates and Egypt. Their global expertise and operational excellence will further enhance Cenomi Retail's platform and future growth Abdulaziz Alhokair, in his capacity as one of the selling shareholders of Cenomi Retail in the private transaction: 'This transaction marks a transformative milestone for Cenomi Retail and our shareholders. By deleveraging our balance sheet and establishing a stronger financial foundation, we are reinforcing long-term partnerships with stakeholders and positioning the company to deliver sustainable growth and enhanced shareholder value. The entry of Al-Futtaim as a strategic investor in the company will provide it with the investor's deep sector expertise, operational scale, and a shared long-term vision. Al-Futtaim's global retail footprint, financial strength, and presence in the Kingdom make them an ideal strategic investor. This strategic investment unlocks significant value for all stakeholders and aligns with Saudi Arabia's Vision 2030 to diversify the economy and attract foreign investment.'Omar Al Futtaim, Vice Chairman and CEO of Al-Futtaim: 'Our investment in Cenomi Retail reflects our strong confidence in the Kingdom of Saudi Arabia's economy and its long-term Saudi Vision 2030. This investment represents substantial foreign direct investment from the UAE private sector and underscores the robust economic partnership between our countries. It strengthens our presence and customer reach in Saudi Arabia, a strategic market with solid fundamentals and a clear national vision. We see significant opportunities to support Cenomi Retail in enhancing operations, accelerating digital transformation, and expanding its brand portfolio. This partnership also paves the way for further collaborations in the dynamic Saudi market.'Salim Fakhouri, Chief Executive Officer at Cenomi Retail: 'Today's announcement demonstrates that Cenomi Retail is firmly on the right strategic path towards our next phase of growth, focused on scalable, high-performing global brands that drive long-term value to our shareholders. Having Al-Futtaim as a strategic investor enables us to capitalize on their proven capabilities and further solidify our leadership in the retail sector and position us for sustainable growth and compelling shareholder returns.'Upon completion of the transaction, Al-Futtaim will work closely with Cenomi Retail's management and board to drive operational efficiencies, enhance customer offerings, and unlock significant value for all transaction is subject to customary regulatory approvals, including clearance from the General Authority for Competition in Saudi Arabia, and other contractual conditions. Further updates will be provided as the transaction progresses. Cenomi Retail was supported by its exclusive financial advisor, Lazard, throughout this transaction execution. J.P. Morgan was appointed by Al-Futtaim as its exclusive financial advisor with respect to the transaction.
Forbes
5 days ago
- Business
- Forbes
The Quiet Power Of Listening In Leadership
Aditii Handa | Chairman and Managing Director | The Forttuna Group. In today's business arena, leaders are expected to be visionaries, bold, decisive and articulate. But behind the curtain of visible charisma and strategy lies a quieter, less celebrated skill that separates competent leaders from truly transformative ones: the ability to listen! This isn't about passive silence or waiting one's turn to speak. It's about a conscious leadership strategy, one that converts attention into alignment, and silence into strength. Here are my observations from honing these skills myself. Listening is a strategic imperative, not a soft skill. Leadership today demands agility, emotional intelligence and foresight. Active listening is no longer a courtesy; leaders should look at it as a strategic necessity. Harvard Business Review found that when people feel truly heard at work, they become more engaged, perform better and help their teams thrive. It's a simple shift that makes a big difference. Genuine, active listening can enable leaders to absorb crucial insights from all levels of the organization, allowing them to sense shifting market dynamics, anticipate challenges and uncover opportunities hidden in front-line feedback. When leaders listen effectively, they move beyond assumptions to engage directly with reality, a critical advantage in today's competitive landscape. Trust is built through authentic engagement. In leadership, trust is not given automatically. Leaders must build it consistently and intentionally through actions that demonstrate respect and openness. One of the most powerful yet often underestimated ways to build that trust is through authentically engaging in listening. I believe listening is one of the most powerful tools to establish this trust. When leaders listen not just to respond, but to understand, they reinforce that every voice holds value. They foster a space where people feel comfortable being themselves, where sharing ideas, voicing concerns and questioning the norm feels not just safe, but encouraged. Over time, this behavior cultivates a culture of psychological safety, where individuals feel confident contributing ideas, raising concerns and challenging assumptions without fear of judgment. In such environments, innovation can take root, collaboration strengthens and organizational resilience deepens. Authentic engagement is how you transform leadership from a command-and-control structure into a co-creative partnership, shifting the focus from issuing directives to enabling contributions. Emotional intelligence begins and thrives with listening. Technical expertise may get leaders into the room, but emotional intelligence defines their effectiveness once there. Active listening is at the heart of this. According to TalentSmart, 90% of high performers score high in emotional intelligence. That's no accident. Great leaders don't just hear what's being said, they pick up on the tone, notice the tired eyes, sense the unspoken frustrations and catch when someone's starting to check out. That awareness gives them an advantage. They can preempt burnout, navigate interpersonal challenges and respond with accuracy instead of assumptions. Unheard conflict can destroy teams. Tension is inevitable in high-performing organizations. But conflict itself isn't inherently negative; unacknowledged or mismanaged conflict is. Reframe conflict as an opportunity for clarity, not confrontation. Uncover the root causes by listening to all parties, whether they are communication gaps, unmet expectations or structural inefficiencies. The cost of the unresolved conflict is staggering: $359 billion in lost productivity annually in the U.S. alone. Leaders who listen actively can recalibrate systems and unlock potential. Retention starts with a conversation, not a counteroffer. Today, the war for talent isn't won with perks. It's won with presence. And employees who feel heard are more likely to perform at their best. When leaders truly listen, retention no longer needs to be reactive. Engagement becomes proactive. Team members don't just show up, they show up invested. Especially in a marketplace where replacing an employee can cost up to twice their salary, listening becomes not just cultural, it becomes a fiscal strategy. Listening × authenticity = influence. In leadership, trust isn't given because of your title. It's earned, often in the quiet, attentive moments. In my experience, some of the most impactful shifts I've seen didn't come from grand strategies or big ideas. They came from the moments when I chose to listen, truly listen, to my team. One moment in particular comes to mind. During a routine debrief, a team member hesitated before sharing a concern that seemed minor at first. Instead of dismissing it, I paused and asked them to elaborate. That conversation led us to uncover a systemic issue we hadn't noticed before. Once addressed, it improved our turnaround time and team efficiency significantly. It was a reminder that listening isn't a pause in leadership, it is leadership. When people feel heard, they stop working for you; they start working with you. Their performance becomes personal because they understand the shared mission and feel part of something greater than themselves. Build a culture where listening is a norm, not an exception. One leader who listens can create momentum, but an organization that listens can create a movement. To build this culture, leaders must create structured touchpoints, not just annual surveys, but real-time feedback forums. When dissent is welcomed and challenged, innovation can follow. When executives model active listening, it signals that silence isn't a power move; it's a leadership strength. Organizations with built-in listening loops are agile, adaptive and quick to course-correct. They build cultures of psychological safety where everyone's voice matters. Conclusion: Listening As The Legacy Of Leadership It's easy to associate leadership with speaking, bold declarations, confident directions and quick responses. But the most enduring impact is often shaped by what leaders choose to hear. Listening builds trust. It strengthens emotional intelligence. It resolves conflict, retains talent and fuels innovation. Above all, it turns leadership into a shared journey, not a monologue, but a dialogue. In the decade ahead, it won't be the loudest voices that shape the future of leadership. It will be those who've mastered the most underestimated superpower in business: the art of listening. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
CNA
6 days ago
- Business
- CNA
Shangri-La Asia appoints Kuok Hui Kwong, daughter of Malaysian tycoon Robert Kuok, as CEO
SINGAPORE: Shangri-La Asia on Wednesday (Jul 16) announced the appointment of chairman and executive director Kuok Hui Kwong as its new chief executive with effect from Aug 1. Ms Kuok, 47, has been the executive director of Shangri-La Asia since June 2016 and its chairman since January 2017. She is also the daughter of Shangri-La founder Robert Kuok, who is Malaysia's richest man. 'The combination of the roles of chairman and chief executive officer under the leadership of Ms Kuok is expected to enhance the company's strategic cohesion and operational execution by ensuring a unified and consistent vision across all levels of leadership,' Shangri-La Asia said in a bourse filing. She has played a key leadership role in the company since her appointment as executive director and has been 'primarily responsible for formulating the company's strategic priorities and steering the company towards its goals,' the group said. The position of CEO has been vacant since December 2022, when the group's former chief executive Lim Beng Chee retired and stepped down after almost six years. Under her current employment contract, Ms Kuok is entitled to a monthly base of HK$576,000 (US$73,000), plus discretionary bonus and pension. She has a total direct and indirect interest in 95.57 million Shangri-La Asia shares. The group is listed on both the Hong Kong and Singapore exchanges. Ms Kuok has held directorships in China World Trade Centre Company in the past three years. She also holds a Bachelor's degree in East Asian Studies from Harvard University.
Yahoo
13-07-2025
- Business
- Yahoo
Dodla Dairy to buy peer HR Food Processing
India-based Dodla Dairy has agreed to acquire local peer HR Food Processing for Rs2.71bn ($31.6m). In a stock exchange filing today (July 11, 2025), the company termed the acquisition "strategic", noting the deal will expand its market presence in eastern India. Dodla Dairy managing director Dodla Sunil Reddy said: 'As a market, eastern India is a very exciting market for the dairy industry with faster growth as compared to the national average. This market supports a large population and milk consumption has immense headroom for growth driven by high urbanisation potential and strong GDP growth.' HR Food Processing, known for its Osam brand, operates in Bihar, Jharkhand and other eastern Indian dairy markets. The company runs a 'vertically integrated' supply chain. Osam's network includes over 25,000 dairy farmers, with a daily milk processing capacity of about 110,000 litres, facilitated by 1,000 collection centres and 19 chilling facilities. Its two processing plants can handle up to 180,000 litres of milk daily, the statement added. 'We see tremendous synergies with Osam, which, when combined with Dodla's strong operational experience, will enable us to take this to the next level,' Reddy added. For the financial year 2025, Osam reported revenues of Rs2.83bn, achieving a 25% gross margin and a 5% EBITDA margin, the filing added. Milk made up 72% of its sales, with the remaining 28% from value-added products like curd, lassi, paneer, sweets, ghee, and other items. Upon completion of the acquisition, HR Food Processing will function as a wholly owned subsidiary of Dodla Dairy. The company's operations are limited to India. Founded in 1995, Dodla Dairy is involved in procuring, processing and distributing milk and dairy products. Its offerings include milk, buttermilk, ghee, curd, paneer, flavoured milk, doodh peda, lassi, ice cream, and milk-based sweets. Dodla Dairy's procurement activities span five states, with its products sold across 13 states, supported by 190 milk chilling centres and plants. As of 31 March, the company operated 839 retail parlours in Andhra Pradesh, Telangana, Tamil Nadu, and Karnataka. It also has operations in Uganda and Kenya. "Dodla Dairy to buy peer HR Food Processing" was originally created and published by Just Food, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
