Hafsa Qadeer

Salem Al-Hashmi From Phone Deals to Building the Future of Web3 By Hafsa Qadeer Long before blockchain entered the mainstream conversation, before Bitcoin headlines dominated the global news cycle, and before “Web3” became a buzzword, Salem Al-Hashmi was laying the groundwork for a future he couldn’t yet define, but one he was instinctively building toward. In the heart of Abu Dhabi, amid the hum of marketplaces and second-hand tech shops, a young Salem was making his first moves, not from a high-rise office or sleek co-working hub, but from the ground up in the fast-paced world of mobile phone trading. Buying, flipping, fixing, and negotiating, Salem developed not just a keen sense for commerce but an intuitive grasp of people. These early days were anything but glamorous, but they were real, and they taught him one of life’s hardest-earned truths: success doesn’t arrive, it’s built, piece by piece, trade by trade, call by call. At the time, he had no inkling that this scrappy hustle would later fuel a much bigger leap. Years passed, and when the COVID-19 pandemic brought the world to a halt, Salem found himself once again at a crossroads. The external chaos echoed internal uncertainty, missed calls, closed doors, lost momentum. But true to his nature, standing still wasn’t an option. While others froze or fled, Salem turned his focus toward what many still dismissed as digital gambling, cryptocurrency. But he wasn’t chasing hype or headlines, he was thinking long-term. “It wasn’t a gamble,” he reflects. “It was a calculated move toward the future.” Where some saw trends, he saw infrastructure, a new way to rebuild trust, transfer value, and reshape the very architecture of finance. He didn’t take shortcuts. Salem read obsessively, followed market patterns, made early investments, suffered losses, and recalibrated. Like many in the space, he initially got swept into the noise, fast gains, viral tokens, empty promises. But unlike many, he learned quickly. Those missteps became fuel for sharper strategy, and hype gave way to discipline. Soon, trading became more than a numbers game. It became a lesson in risk management, in emotional control, in delayed gratification. Salem’s efforts paid off. On Binance, the world’s leading crypto exchange, he ranked among the top three traders globally by Sharpe ratio, a measure that balances return with risk. It wasn’t just about earning, it was about earning smart. But profit was never the final goal. As he immersed deeper into the crypto ecosystem, Salem began to notice a troubling pattern: the space was crowded with noise, self-proclaimed gurus, questionable projects, predatory schemes. What disturbed him most was the vulnerability of those entering without proper knowledge, often lured by illusions of easy wealth. So, true to his builder’s spirit, Salem created a solution. What began informally became a movement, the Abu Dhabi Crypto Community. It wasn’t a company or a commercial brand. It was a safe space, both online and off, where curious minds could gather, ask questions without fear, and learn without pressure. “We don’t just spread awareness,” Salem says. “We build confidence and capability.” What started as informal chats turned into regular meetups. Conversations deepened, trust grew, and Salem became less of a public figure and more of a mentor. He taught people how to spot red flags, resist urgency, and walk away from anything promising instant riches. His golden rule? “If it feels like pressure, it’s probably a trap.” At the core of all his work is one unshakable foundation: values. Salem’s entrepreneurial compass is not driven by trends, but by faith and integrity. “What’s meant for you will reach you,” he often says, “but only if you work with honesty and intention.” In a space often defined by opacity and self-promotion, his approach stands out. He shares his trades publicly, walks others through his reasoning, and encourages a culture of radical transparency. For him, trust isn’t built by image, it’s built by action. Today, when asked what truly drives him, his answer is immediate: impact. Salem is no longer building for himself. He’s creating systems that empower others, platforms for education, mentorship, and ethical investing. His dream is clear: a UAE where every ambitious young person with a smartphone can access the same opportunities he had to fight for, regardless of their background. “Crypto is just the beginning,” he says. “The real mission is empowerment.” He envisions a Middle East that doesn’t trail global innovation, but leads it, a generation of coders, creators, and visionaries rising not from Silicon Valley, but from Sharjah, Abu Dhabi, and Riyadh. And for that to happen, he believes the technology must evolve alongside the people, rooted in community, led by ethics, and driven by a shared sense of purpose. Salem doesn’t seek the spotlight. He doesn’t position himself as a crypto mogul. He sees himself as a bridge, between old systems and new, between confusion and clarity, between ambition and meaningful action. As he continues to develop educational platforms, grow mentorship networks, and lead ethical investment initiatives, one thing is certain: his mission is bigger than his name. “Legacy isn’t what you leave behind,” he says. “It’s what continues because of you.” In a region charging toward its digital future, Salem Al-Hashmi isn’t just surfing the wave of Web3, he’s helping shape its very direction. And as a new generation of dreamers watches, learns, and rises with him, his story stands as a reminder that true innovation begins not with technology, but with intention.

Strategic Alignment Why ADNOC Sees Opportunity in Covestro Acquisition By Hafsa Qadeer When ADNOC first unveiled its plan to acquire Covestro last October, it surprised many observers. Here was a national oil company, long synonymous with crude exports, reaching into Europe’s advanced chemicals sector. Now, as Brussels opens an in‑depth probe under its new Foreign Subsidies Regulation, the deal is under the microscope, but the reasons behind ADNOC’s enthusiasm remain as clear as ever. At its core, the Covestro acquisition is about strategic alignment. ADNOC has spent the past decade moving “downstream,” shifting from raw oil and gas production toward higher‑value industries. Covestro, a German firm spun off from Bayer in 2015, specializes in high‑performance polymers and coatings used in electric vehicles, wind turbines, electronics, and more. By bringing Covestro into its fold, ADNOC isn’t just buying assets; it’s buying expertise, global customer relationships, and a direct ticket into fast‑growing clean‑tech markets. Why Polymers Matter Imagine you’re designing the next generation of electric cars. You need strong, lightweight plastics for body panels, durable insulators for high‑voltage wiring, and eco‑friendly coatings for interiors. Covestro already supplies those critical materials to automakers around the world. For ADNOC, owning that supply chain means more than diversifying revenue; it means shaping the products that will define tomorrow’s mobility and energy systems. Oil demand may slow as the world decarbonizes, but the appetite for advanced materials shows no sign of ebbing. Batteries, solar panels, hydrogen infrastructure, and electric vehicles all rely on specialized polymers. By investing in Covestro now, ADNOC is hedging its future, ensuring that its earnings aren’t tied solely to barrels of oil but also to the broader industrial transformation underway in clean technology. Scale, Capital, and Speed Another powerful draw is scale. ADNOC’s sovereign backing gives it access to capital at costs that few private companies can match. Covestro, by contrast, must tap Europe’s capital markets for funding. That difference matters when it comes to financing new production lines or cutting‑edge research centers. Under ADNOC’s ownership, Covestro could accelerate projects that might otherwise be delayed by tighter budgets. Whether expanding a plant in Germany to produce bio‑based plastics or funding recycling initiatives that turn old polymers into new ones, ADNOC’s financial muscle can translate into faster innovation and greater capacity, benefits that ultimately reach European customers and industries. Navigating the EU’s New Rules Yet regulatory scrutiny was always part of the picture. The EU’s Foreign Subsidies Regulation, in force since mid‑2023, empowers Brussels to examine whether state‑backed buyers gain an unfair competitive edge. The Commission’s preliminary concerns center on two points: an “unlimited financial guarantee” from the UAE government and a “committed capital increase” into Covestro. These measures, regulators argue, could have enabled ADNOC to outbid rival suitors. ADNOC has pushed back firmly but respectfully, noting its track record of transparent, market‑based deals in Asia and Europe. Covestro, for its part, has welcomed the review and pledged full cooperation. Both sides stress that the probe’s opening does not prejudge the outcome, and that all options, from unconditional approval to conditional commitments, remain on the table. A Potential Win‑Win If approved, the transaction could deliver benefits on both sides. Europe would gain fresh capital for research, new local jobs, and strengthened supply chains in critical materials. ADNOC would secure technology and market access that bolster its own sustainability goals, from recycling waste plastics into new products to developing bio‑based alternatives. That synergy is exactly the strategic alignment ADNOC had in mind. It’s not simply an oil company buying a chemical maker; it’s two businesses combining strengths for mutual gain. Europe gains a partner committed to long‑term investment; ADNOC gains the industrial know‑how and customer networks vital for the next decade. What to Watch Next The Commission has until December 2, 2025, to reach a decision. In the coming months, technical teams from ADNOC, Covestro, and Brussels will conduct market impact studies, clarify financial arrangements, and negotiate any necessary remedies. Observers will be watching closely: a green light could encourage further Gulf‑to‑Europe partnerships, while a blockage might signal a tougher stance on foreign state‑backed investment. Regardless of the outcome, ADNOC’s Covestro move has already sent a clear message: national oil companies can, and must, evolve. Energy and advanced materials are increasingly intertwined, and success will favor those who align capabilities with market needs. In the high‑stakes game of global industry, that kind of forward‑looking strategy may prove to be the strongest currency of all.

Arab Bank Group Posts $535 Million H1 Profit, Driven by 6% Growth By Hafsa Qadeer Arab Bank Group’s financial results for the first half of 2025 reflect both resilience and strategic clarity. The Amman‑headquartered lender reported a net income after tax of USD 535.3 million, up 6% from USD 502.8 million in the same period last year. This impetus was driven by a concerted effort to grow core lending while preserving strong liquidity and capital buffers, a balance that management has deemed essential amid ongoing regional economic headwinds. Balance‑Sheet Expansion and Funding Strength Over the six‑month period, the Group’s total assets increased by 9% to USD 75.2 billion, underscoring robust demand across its credit portfolio. Net loans rose by 6% to USD 39.8 billion, fueled primarily by corporate and institutional clients seeking trade‑finance and project‑funding solutions. At the same time, customer deposits climbed by 9% to USD 55.3 billion, reinforcing Arab Bank’s reputation for stability and its ability to attract and retain client funds even in a competitive market for deposits. This deposit growth not only underpins the bank’s liquidity profile but also enables a conservative loan‑to‑deposit ratio of 72%. By ensuring that a majority of lending is funded through stable client deposits, Arab Bank has guarded against funding volatility and sustained its capacity to support client activity across a range of sectors. Capital Adequacy and Asset‑Quality Discipline Maintaining a fortress‑like capital position remains a cornerstone of Arab Bank’s strategy. As of June 30, 2025, total equity stood at USD 12.5 billion, delivering a Common Equity Tier 1 ratio of 17.1%, comfortably above regulatory requirements. Management’s prudent approach to credit risk was equally evident in its provisioning philosophy: provisions against non‑performing loans continue to exceed 100%, ensuring that potential future losses are fully cushioned. This dual emphasis on capital and credit quality has allowed the bank to pursue measured growth without compromising resilience. By proactively provisioning against stressed exposures, Arab Bank has fortified its balance sheet and ensured that episodic market shocks do not erode its core capital base. Strategic Expansion: The Swiss Private‑Banking Merger A highlight of the first half was the completion of a landmark merger in Switzerland. Arab Bank Switzerland finalized the integration of Gonet & Cie SA and ONE Swiss Bank SA, creating a unified private‑banking platform with assets under management totaling CHF 18 billion. This consolidation strengthens Arab Bank’s position in Europe’s competitive wealth‑management landscape and deepens its service offering to high‑net‑worth clients with ties between the Gulf and Switzerland. By bringing together the heritage and networks of both Gonet and ONE, Arab Bank Switzerland is positioned to leverage synergies in client service, cross‑border advisory, and digital onboarding. The enlarged platform will allow the Group to capture new flows of wealth and to offer a seamless suite of investment, trust, and fiduciary services under a single, integrated brand. Leadership Insights: Strategy and Resilience Commenting on the half‑year results, Chairman Sabih Masri emphasized that the bank’s achievements stem from the “effectiveness of our integrated strategy and the resilience of our operating model.” He noted that, despite regional geopolitical uncertainties and uneven economic recovery, Arab Bank continued to execute on its long‑term vision, delivering sustainable growth and healthy returns for shareholders. Chief Executive Officer Randa Sadik echoed this sentiment, pointing to a 5% increase in Group revenue for H1 2025 as evidence of robust underlying performance. She highlighted the bank’s unwavering focus on maintaining high liquidity and preserving asset quality, “Our balance‑sheet strength remains our greatest asset,” she said, “allowing us to serve clients effectively while safeguarding stakeholder interests.” Guarded Optimism: Outlook and Strategic Priorities Looking ahead, Arab Bank’s leadership has signaled a commitment to deepening its core franchise while exploring selective growth avenues. The bank plans to leverage its strengthened capital base to support financing in sectors poised for expansion, including infrastructure, energy transition, and trade corridors linking the Middle East to global markets. At the same time, it will continue to invest in digital capabilities designed to enhance client experience and operational efficiency. The successful Swiss merger also opens the door to further international collaboration, enabling Arab Bank to offer integrated banking solutions that span retail, corporate, and private‑banking segments. By aligning its Middle Eastern heritage with European wealth‑management expertise, the Group seeks to capture synergies and deliver differentiated value to a broadening client base. Recognition of Excellence In addition to its financial achievements, Arab Bank was honored as the “Best Bank in the Middle East 2025” by Global Finance magazine. This accolade reflects both the bank’s market leadership and its consistent delivery of risk‑adjusted returns. It also underscores the industry’s recognition of Arab Bank’s strategic execution, capital discipline, and customer‑focused culture. Final Words Arab Bank Group’s first‑half performance in 2025 exemplifies a rare blend of growth and stability. By growing net income, expanding assets, and reinforcing capital and liquidity metrics, the bank has demonstrated that disciplined strategy and prudent risk management can coexist, even in a challenging regional environment. As the Group advances through the remainder of 2025, its ability to sustain these fundamentals while pursuing strategic expansion will be central to its long‑term success and its continued role as a pillar of the regional banking sector.