Category: 3. Business

Lloyd’s Register (LR) has joined the Digital Container Shipping Association’s DCSA+ partnership programme.

By joining DCSA+, LR becomes part of a global community of carriers, shippers, terminals, forwarders and technology providers working together to align the industry behind open digital standards.

The DCSA+ programme provides a structured platform for collaboration, enabling partners to connect with peers and contribute directly to the development of practical, scalable digital solutions for the container shipping ecosystem.

As an official partner, LR will initially engage in the development of the Operational Vessel Schedules (OVS) standard, an initiative focused on improving visibility and coordination across the vessel schedule value chain.

Nick Gross, Global Container Ship Segment Director, LR, said: “Joining the DCSA positions us at the forefront of digital transformation within the containership segment. Our focus is on developing digital solutions to provide greater operational efficiency, which are dependable and scalable. Partnering with DCSA members enables us to combine our technical expertise with real-world insight, helping to shape common standards and practical solutions to make data more accessible, reliable and useful for all stakeholders in the containership value chain.”

Mariana Bock-Losada, Chief Growth Officer at DCSA, said: “Lloyd’s Register adds valuable technical and operational depth to the DCSA+ community. Their involvement reinforces our joint ambition to accelerate the adoption of digital standards across container shipping and to build a more connected, efficient, and sustainable industry.”  

Jeremy Daoust, Head of Market Management & Insights, OneOcean added: “OneOcean has a long history of connecting ships, fleets and people to deliver clarity and foresight through a digital ecosystem.  Our solutions cover navigation, compliance, ESG and decision support for more than 30,000 vessels, serving over 1 million seafarers. As such, we look forward to working closely with the DCSA, to share our expertise, and help maritime leaders run safer, smarter, more sustainable operations across the value chain.”

DCSA+ extends DCSA’s work beyond carriers to the wider ecosystem, enabling technology providers and other partners to play an active role in building the standards that power global trade.

Drop-in alternative liquid fuels—Renewable Diesel (RD) and Sustainable Aviation Fuel (SAF)—offer material near-term abatement for hard-to-electrify transport segments, such as Aviation and heavy-duty transport; their deployment depends on pathway-specific costs, hydrogen requirements, and policy design. This paper evaluates four production routes—Hydroprocessed Esters and Fatty Acids (HEFA), Fischer–Tropsch (FT), Alcohol-to-Jet (ATJ), and electro-SAF (eSAF/PtL)—including co-processing options across the European Union, the United States, and Brazil, using a harmonized techno-economic model with Monte-Carlo uncertainty to estimate factory-gate costs, decompose cost drivers, quantify hydrogen needs (internal versus external), and compute 50% blend prices relative to fossil comparators.

Per kg of fuel at factory gate, results show a stable cost ranking:

• HEFA sits at $1.6–$1.1/kg
• FT clusters around $1.6–$1.4/kg
• ATJ lies at $2.1–$1.6/kg
•  eSAF is near $5.3–$5.0/kg

With feedstock emerging as the dominant lever for HEFA/ATJ, capital and site services for FT, and energy inputs (clean H₂ and power) plus CO₂ supply for eSAF; hydrogen-price sensitivity is decisive only for eSAF. Across the different locations considered within this study at 50% blends, parity expressed as carbon-price equivalents indicates ≈$130–$45/tCO₂ for HEFA, ≈$130–$90/tCO₂ for FT, ≈$210–$125/tCO₂ for ATJ, and ≈$710–$670/tCO₂ for eSAF. On this basis, the paper proposes a sequenced strategy: scale HEFA and FT now with blending-credit architectures and feedstock/utility enablers, expand ATJ where alcohol logistics confer advantage, and unlock eSAF as clean-hydrogen and CO₂ costs fall, aligning instruments with pathway-specific cost drivers.

By: Abdurahman Alsulaiman, Gustavo Castro Ribeiro, Thiago Brito, Rafael Capaz, Joaquim Seabra

• Growing African demand for airplanes and services fueled by urbanization and growing middle class
• Fleet growth will favor single-aisle airplanes for regional, international travel

LUANDA, Angola, Dec. 2, 2025 — Africa’s passenger air traffic will average 6% annual growth through 2044, driven by a young population, growing middle class, rapid urbanization and airport and connectivity investments, Boeing [NYSE: BA] said today. The region’s commercial airplane fleet will more than double to 1,680 airplanes over the next two decades to accommodate this rise in air travel, as projected in the company’s 2025 Commercial Market Outlook (CMO) for Africa.

Single-aisle airplanes will account for 70% of the more than 1,200 new airplanes to be delivered over the next 20 years, underpinning opportunities for domestic and short-haul international network expansion. African low-cost carriers are poised to capitalize on the growing demand for more routes throughout the continent and into Europe and the Middle East, offering affordable travel options that enhance connectivity and stimulate economic growth.

“Aviation is a catalyst for Africa’s economic expansion and intra-continental connection, building on industry growth we’ve seen across the region over the last 20 years,” said Shahab Matin, Boeing managing director of Commercial Marketing, Middle East and Africa. “More efficient, versatile airplanes – paired with investments and strategies to make air travel more accessible to more Africans – will unlock further growth opportunities for the region’s airlines and hubs.”

Aviation’s economic impact in Africa extends beyond direct airline jobs, and also stimulates tourism, trade, investment, logistics corridors, and thousands of indirect roles in hotels, manufacturing and services. As carriers grow their fleets and expand route networks, there will be more demand for broader ecosystem investment and the need for new aviation personnel with 74,000 pilots, technicians and cabin crew projected over the next 20 years.

The Africa CMO also forecasts through 2044:

• Services demand valued at approximately $130 billion to support fleet growth and operational resilience.
• Demand for widebody airplanes fueled by airline plans to modernize fleets and expand long-haul international routes.
• Continued Freighter demand tailored to Africa’s developing logistics and export markets.

New deliveries (2025-2044)
Regional Jet	90
Single-Aisle	865
Widebody	240
Freighter	10
Total	1,205

Published annually since 1961, the CMO serves as a key resource for airlines, suppliers, and policymakers shaping the future of aviation. Learn more at cmo.boeing.com.

A leading global aerospace company and top U.S. exporter, Boeing develops, manufactures and services commercial airplanes, defense products and space systems for customers in more than 150 countries. Our global supplier base and workforce drive innovation, economic opportunity, sustainability and community impact. Boeing has been a committed partner to African airlines and aviation institutions for over seven decades, supporting safe, reliable, and sustainable growth across the continent.

Contact

Boeing Media Relations

media@boeing.com

Supporting equality in countries where Baker Hughes operate is embedded in the company’s DNA. Meet Luiza who recently returned from such a project. 

 

As Senior Finance Compliance Manager for Baker Hughes in Poland, Luiza Souza is driven by a deep sense of integrity. “The field of compliance is magnetic to me,” she says, “because it brings attention to the right way of doing things.” As a Brazilian working with Baker Hughes first in Hungary and then in Poland for the past 11 years, she has sought to foster community in her new European environment. Luiza joined in in every Baker Hughes Employee Resource Group (ERG) and led one of them locally – the Women’s Network, while she worked in Budapest.

 

She says, “The ERGs provide an environment of inclusion and belonging,” a place to meet and engage with people she wouldn’t necessarily meet in the course of her work and “an opportunity to grow beyond my role at Baker Hughes”.

The principles of inclusion, equality and appreciation of diversity  came together with the Baker Hughes Foundation support of Nurturing Minds, a charity nominated by the Multicultural ERG. The organization provides a framework for volunteers to spend time as English Fluency Role Models at the SEGA Girls’ Secondary School in Tanzania. Nurturing Minds’ mission is to support quality education, life skills, and entrepreneurship to help at-risk girls in Tanzania become leaders in their communities. They run four programs: the SEGA School, a community outreach initiative, a career development and continuing education scholarship program, and a micro-loan and business development program. Together, they serve more than 2,500 girls and women across the country.

 

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The Multicultural ERG, within Baker Hughes, aims to foster a global sense of community where diverse cultures, perspectives, and employee experiences come together. The team’s purpose is to build cultural awareness and leverage diverse experiences to enrich collective growth through education, engagement, and collaboration.

Active in over 70 countries, and with more than 5000 members, the group strives to create an inclusive workplace where everyone feels respected, empowered, and truly belongs. Find out more about Baker Hughes Employee Resources Groups here.

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“In Tanzania”, explains Luiza, “young girls are rarely encouraged to pursue an education beyond primary school. Poverty can force them into early marriage and teen pregnancy.” To progress to secondary school, girls must pass a national exam. If they are successful and their families can afford it, their education continues with lessons in English. This is a difficult transition to negotiate, as school began in the local Kiswahili language. 

Nurturing Minds and SEGA, which runs a scholarship program for qualifying girls from families in poverty, recognized the need for a fun and engaging English immersion program. This would help girls cross the language divide and more confidently pursue their studies. When Luiza applied to join the program as a volunteer in Tanzania for two weeks in October 2025, she wasn’t entirely sure what to expect. 

This is the story of how her journey unfolded and reinforced her lifelong desire to help change young lives for the better.

What were your first impressions of Tanzania?

My first impression was great! At the airport, when our plane arrived there was a welcome, a presentation with local music and people dancing. It was a very nice surprise. I travel a lot, and this was the first time I’ve ever experienced this kind of welcoming presentation for everybody who arrives from anywhere in the world. I had just landed and there was a party!

 

Where did you stay while you were volunteering?

Nurturing Minds provides two volunteering opportunities: the English Fluency Program and the STEAM Program (STEM Adventures), which encourages girls to explore science and engineering. As a volunteer in either program, you stay in onsite accommodation, separate to the dormitories of girls who board there.

 

How many girls were you assigned to work with?

The school itself has around 280 students between the ages of 12 and 16, depending at what age they passed the national exams to get into secondary school. My cohort of volunteers was responsible for 12 girls each. 

What struck you about the girls? In your LinkedIn post you say that they are smart, kind and full of light, and that they live with intention. How do they live with intention?

All the girls in the school come from situations where life is tough. They are not privileged. The way they approach life is very genuine. They know they are there to learn, so they are curious. Often, they are shy because they don’t yet fully understand English, but they are very eager. They learn so fast because they want to. At the same time, they are very caring and want to help with everything.

What were the challenges of this volunteering experience? What did it demand of you that you’re not used to?

Nurturing Minds welcomes participants even if they don’t have a background in teaching. I had never had the experience of teaching, but they have an amazing, organized way of arranging the classes so that anyone can understand how to do it. 

The challenge is in getting used to talking with kids, to give the lessons in a way that they understand. Sometimes you have to change the program a bit because you can see in their eyes that they aren’t fully following. As you get to know them, you recognize how to express things so that they understand better. By the third lesson you have your own way, and you really start to engage. The way that Nurturing Minds has prepared the lessons and materials, which include songs and books for storytelling, is awesome for people like me who have never taught before. And the volunteers all support each other, sharing advice on what worked for them in their classes.

How were your days at the school structured?

In the mornings and afternoons, we held classes on various themes and topics. For example, one lesson was designed to help the girls get used to learning the present and past tense in English. After classes, we would meet with the volunteers and the main organizer of the English Fluency Program to discuss how the class went, what could be improved, what worked well, and what didn’t. We would also talk about the plan for the next day. Each group is led by two volunteers, and together, at the end of the day, we would prepare the activities and class materials for the following day.

We also went on a two-day safari to Mikumi National Park. The girls were so excited. They talked a lot and played games on the bus. It was a nice opportunity to bond with them in an out-of-school environment. A guide came with us, and the girls were asking so many questions, genuinely curious and expressing how much they love the animals. We saw hippos, zebras, antelopes, lions, a buffalo and a lot of giraffes – it was so beautiful! 

For many of the girls going on a Safari had been nothing more than a dream, because they come from very poor villages. On the way back to school they fell asleep in the bus, from exhaustion after all the excitement.

How do you think this experience will influence you in your life, or your career?

To be honest, it was very hard for me to come back. I don’t quite know how to explain it, but you connect in a way that makes you realise that as a volunteer you can positively impact people’s lives. It takes a lot out of you to volunteer, but you are also fulfilled with a sense of so much that is good. The girls in Tanzania don’t have guaranteed or easy access to education, so to see the impact that this opportunity has on them has been incredibly rewarding.

I realize how privileged I am to have this experience. Not everybody has the time, not everybody has the support from their employer, not everybody has the financial conditions to do it. 

I want to give more of me to those who need help, or to guide young people. I already mentor three young women graduates who want to grow professionally. I was connected with them through the Global Mentorship Initiative, a non-profit organization, which I also discovered via one of the Baker Hughes ERGs. But I want to create something that has a bigger impact in society. I have the eagerness, I have the means, I have the strength, and I have the genuine desire in my heart to do that. Tanzania opened my eyes to how much need there is in the world, and how I can collaborate better with others to change things. 

Asia-Pacific private equity managers are more upbeat on the deal outlook, expecting stronger returns and fewer geopolitical risks than their global counterparts, even as deal activity in the region continues to soften, a new survey shows.

Respondents in the region expected an average net return of 17.4 per cent from the private equity industry this year, slightly higher than the 17.1 per cent expected by North American, European, Middle Eastern and African (EMEA) executives, according to Dechert’s annual global private equity outlook report.

The law firm worked with Mergermarket to survey 100 senior-level executives at different private equity firms across regions in July.

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Regarding the threat of geopolitical conflicts to deal making over the next 12 to 18 months, only 30 per cent of Asia-Pacific managers cited it as a top risk, compared with 49 per cent globally and 65 per cent in EMEA.

The findings pointed to cautious optimism in Asia-Pacific, underpinned by interest in healthcare and technology deals and the wider use of flexible structures such as earnouts.

“We expect this optimism to translate into improved deal flow in Asia-Pacific in 2026,” Maria Tan Pedersen, co-head of emerging markets at Dechert, said in a written response to the Post.

The life sciences and healthcare, and technology sectors were expected to lead activity in the region, Pedersen said. The focus on these two sectors reflected regional governments’ priorities, the global push into artificial intelligence and demographic shifts as populations in markets such as India and the Philippines expanded while those in Japan and China aged, she added.

About three-quarters of respondents planned to invest in both sectors over the next two years.

Investments in expanding or fast-growing businesses would benefit from additional use of private credit support and earnout structures, according to Pedersen.

Such structures allow part of the purchase price to be paid only if the acquired company hits the agreed performance targets after the deal. Sixty per cent of Asia-Pacific private equity managers favoured earnout structures to bridge valuation gaps, higher than the global average of 48 per cent.

Populations in both China and Japan are expected to age, driving activity in the life science sector. Photo: Xinhua alt=Populations in both China and Japan are expected to age, driving activity in the life science sector. Photo: Xinhua>

“We expect a meaningful uptick in deal volumes in Asia-Pacific across buyouts, bolt-ons and secondary and continuation vehicles, with improved close rates driven by flexible structures like earnouts,” Pedersen said.

Asian executives saw weak economic growth as the most significant headwind to the deal environment, with half of the respondents citing it as a top threat – compared with the global average of 37 per cent.

Asia-Pacific private equity deal value fell 3.8 per cent to US$107.7 billion in the first three quarters of this year from the same period a year ago, while deal volume slid 5.2 per cent to 1,874 as deal makers assessed the impact of shifting US tariff policy on the region’s export-led businesses.

In China, the region’s largest private equity market, ongoing regulatory and macro uncertainty, coupled with persistent property-sector weakness, was set to depress real-estate deal flow, widen valuation gaps and curb risk appetite, Pedersen said.

Private-equity activity in China had nonetheless shown signs of a rebound, driven by a surge in domestic merger and acquisition (M&A) transactions, multinational companies reshaping their portfolios and private equity funds poised for a wave of exits, said Pedersen, who is also Dechert’s partner for M&A and private equity in Singapore.

“We expect this rebound to broadly continue in 2026,” she said. However, it could be “an uneven and gradual thaw” concentrated in selected verticals such as technology and data, and healthcare, she added.

This article originally appeared in the South China Morning Post (SCMP), the most authoritative voice reporting on China and Asia for more than a century. For more SCMP stories, please explore the SCMP app or visit the SCMP’s Facebook and Twitter pages. Copyright © 2025 South China Morning Post Publishers Ltd. All rights reserved.

Copyright (c) 2025. South China Morning Post Publishers Ltd. All rights reserved.

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The chief executive and founder of Just Eat Takeaway is to step down just weeks after the company was acquired by Prosus, bringing to an end his 25-year career at the head of the food delivery company.

Jitse Groen announced he was stepping down from the Amsterdam-based food delivery group on Wednesday, to be replaced by Prosus’s head of European operations, Roberto Gandolfo.

The surprise move comes despite Groen having initially said he would remain at the company after it was acquired to help smooth the transition. The deal, which closed last month, saw Groen’s group bought by the investment arm of South African group Naspers for €4.1bn.

Groen, who founded Takeaway.com in 2000, expanded the business to become an industry leader before steering the company through a £6.2bn merger with fellow food delivery group, Just Eat, in 2020.

The combined entity became one of Europe’s leading food delivery groups, with operations in 16 countries; however, it struggled in the years following the pandemic, with its stock price plummeting.

The fall was exemplified by the failed acquisition of US-based food ordering platform Grubhub for $7.3bn in 2021, before the group was forced to sell it last November for just $650mn.

The company subsequently delisted from the London Stock Exchange in December, to focus on its Amsterdam listing, as part of a cost-cutting drive.

“I am immensely proud of what our team has built, and I want to extend my deepest gratitude to everyone who has been part of this remarkable journey,” Groen said in a statement.

Groen’s replacement, Gandolfo, was formerly at Brazil’s iFood, which is also owned by Prosus, and will assume his new role on January 1.

Meanwhile, Prosus’s chief executive, Fabricio Bloisi, will replace Gandolfo in his previous role as chair of the Just Eat Takeaway board. 

“JET is a phenomenal business with a strong brand, valued partners and great people across the organisation,” Gandolfo said.

“I’m excited to join at this pivotal moment and to work closely with JET’s leaders to unlock the company’s next chapter of growth through innovation and best-in-class execution,” he added.

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