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SAL Gulf Air PicSAL, Saudi Logistics Services company, signed an agreement with Gulf Air – the Kingdom of Bahrain’s national carrier – to provide ground handling solutions to their fleet at all KSA main airports.

The Saudi company said that this 7-year agreement is another step towards enhancing the expansion plans and strategic relations with diverse airlines with high cargo operational capacity.

SAL’s CEO Hesham Alhussayen noted that the agreement represents years of mutual cooperation in both passenger and cargo flights with Gulf Air, and that the Bahraini leading airline will benefit from SAL’s wide range of logistics services and offerings. He highlighted the pivotal role SAL plays in facilitating cargo movement at all main airports where the company utilizes its full logistic capacity to effectively serve airlines through its full-fledged modern facilities according to high international standards.

Gulf Air’s Acting Chief Executive Officer Captain Waleed AlAlawi welcomed the partnership and noted that such agreements will strengthen its presence and expansion into important markets such as the Kingdom of Saudi Arabia.

SAL is a specialized ground handling company and in 2020 only it handled a total of 900,000 kg for Gulf Air in all main airports in KSA. SAL provides premium ground handling services for multiple airlines at Saudi Arabia’s local airports and logistic support with cargo chain solutions. The company also connects all means of transportation with regional airports to make a significant contribution to Vision 2030 and transform the Kingdom into a global logistics hub.

Maersk rainbow containersA five-month voyage around the world has come to an end – but the journey towards improved diversity and inclusion continues.

In July 2020, two fully functional Maersk containers were skillfully painted with a rainbow to join Maersk’s fleet, and in March this year, they embarked on their first World Tour.

First part of the journey for the 40 and 20-foot rainbow containers was aboard the Maersk Edmonton from APM Terminals Pier 400 in Los Angeles to Yokohama. The containers have stopped at several locations across Asia and Europe, before finally ending their tour in Denmark for Copenhagen Pride 2021.

During their World Tour, the containers have been made available to A.P. Moller Maersk employees during strategic points in its journey for them to sign – and around the world, many have taken the chance to share their hopes for a future of improved diversity and inclusion.

"When we started the world tour, we were excited. But it is safe to say that the engagement and the feedback that we have received from colleagues and customers during the journey has far exceeded our expectations. While the outside of these containers represent the company’s stand on diversity and inclusion, the inside of the containers represent our colleagues’ personal pledge – and I am so proud to see how many have actually taken the chance to share their commitment." Rachel Osikoya, Head of Diversity & Inclusion at Maersk.

Maersk’s rainbow containers have served as a symbol of inclusion and diversity, boldly sharing with the world the company’s stand on creating a culture where all employees, partners, and customers feel welcomed and can be themselves without judgment.

They not only serve as a symbol for the company. Maersk’s clients have also showed interest in the use of these rainbow containers to move their goods around the world, and during the tour they have visited a range of customer sites.

“The response from our customers has been overwhelming, with many wanting to be part of the tour and others asking for more rainbow containers,” shares Rob Townley, Regional Head of Special Project Logistics, and one of the initiators of the World Tour. “These containers serve as a reminder to those who feel different or like they don’t belong that they are not alone, and someone, somewhere, is standing with them and accepts them regardless of their race, gender, age, ethnicity, sexual orientation, religion or disability. We are therefore working to assess if and how we can meet the request from our customers for more rainbow containers.”

"These containers serve as a reminder to those who feel different or like they don’t belong that they are not alone, and someone, somewhere, is standing with them and accepts them regardless of their race, gender, age, ethnicity, sexual orientation, religion or disability. We are therefore working to assess if and how we can meet the request from our customers for more rainbow containers." Rob Townley, Regional Head of Special Project Logistics.

On the below, you can see some of the feedback that we have received from customers.

"Diversity and inclusion are key components in our working culture and are expressed in our employer value BE YOU. It fosters innovation and leads to better results and smarter ideas. With our partner MAERSK we share these values. We were pleased the MAERSK rainbow container stopped by at the PUMA headquarters in frame of our Pride Month celebrations. The initiative sparked an open discourse on what diversity & inclusion means for everyone. Our employees and customers were delighted to show their support and signed the inside of the container." Dietmar Knoess, Global Director People & Organization at PUMA.

"Leschaco is committed towards diversity and inclusion and proud to join Maersk in promoting these values across the World. The rainbow containers are embodying this message beautifully by uniting the logistics community along their journey across different countries and cultures, meeting friends of different social and ethnical backgrounds, with different genders, religious believes or sexual orientations." Constantin Conrad, Chief Digital Officer at Leschaco.

The containers ended their journey in Copenhagen for the WorldPride. Here Soren Skou was joined by Lars Fruergaard Jørgensen, CEO of Novo Nordisk, to sign the container and to talk about why we must continue to take action and create change for increased diversity and inclusion.

Even if the world tour is now coming to an end, the journey towards increased diversity and inclusion continues. The Rainbow Containers still have a few customer events scheduled, after which they will become part of Maersk’s regular container fleet – continuing to serve our customers.

The containers ended their journey in Copenhagen for the WorldPride. Here Soren Skou was joined by Lars Fruergaard Jørgensen, CEO of Novo Nordisk, to sign the container and to talk about why we must continue to take action and create change for increased diversity and inclusion.

“In Maersk, we have taken a global stand on creating a workplace with an equitable and inclusive workplace for all, which is embedded in our commitment to ensuring human rights for all,” says Rachel Osikoya. “The Rainbow Containers are a good illustration of this commitment – and like them, we will in Maersk continue our journey to continuously improve the way we work with diversity and inclusion, allowing you to always be your authentic self, when you come into work.”

last pic of panalpina before dsvSince 2019, DSV Panalpina A/S has been the name of the parent company of the global transport and logistics company but with effect from today, the company’s shareholders have approved a name change proposal by the Board of Directors to return to the previous name of the parent entity - DSV A/S.

The decision was made at an extraordinary general meeting hosted by DSV earlier today at the headquarters in Hedehusene near Copenhagen, Denmark.

With the DKK 30 billion acquisition of Agility’s Global Integrated Logistics business (GIL), which was finalised on August 16, 2021, DSV will undergo its most significant change of the business since the acquisition of Panalpina in 2019. With this change, the timing is right to change the name of the parent entity back to DSV A/S and secure brand consistency across all markets and operations.

 As part of the all-share acquisition of GIL, in which Agility Warehousing Company KSCP (Agility) has become a large shareholder of DSV, it was decided to nominate a representative from Agility to the Board of Directors. At today’s extraordinary general meeting, Tarek Sultan Al-Essa was elected as proposed by the Board of Directors.

Tarek Sultan is currently the Vice Chairman of Agility and at the same time, he holds positions as a member of the Board of Trustees, Kuwait’s Silk City and Boubyan Island Development Project.

A very warm welcome to the Board of Directors of DSV to Tarek Sultan Al-Essa.

At the extraordinary general meeting, the shareholders also adopted a proposal from the Board of Directors to amend the company’s remuneration policy by including environmental, social, and governance (ESG) criteria for granting stock options to the Executive Board.

At the meeting, Chairman of the Board of Directors, Thomas Plenborg, noted that this change to the remuneration policy is a clear reflection of DSV’s wish to increase focus on sustainability and ESG.

saloodo closed shopThe logistics start-up Saloodo! has integrated a new feature into its freight platform that makes it even easier for shippers to find perfectly matching carriers for their transport needs.

With the "Closed Shop" feature, companies can now offer their transport orders to pre-selected transport service providers on demand - worldwide.

"The Closed Shop is a great example of how we at Saloodo! continuously develop the freight platform - namely, always focusing on the needs of our customers," explains Dr. Antje Huber, CEO Saloodo! "This feature was the wish of many shipping companies on the Saloodo! platform, but also of the specialised forwarding companies. With the Closed Shop, we increase the efficiency of transport allocation and at the same time simplify the daily work for all our customers, whether shippers or carriers."

The Closed Shop is a closed user group within the Saloodo! freight platform. It is therefore a group of users with access to resources that are only accessible to this group. There are different variants: On the one hand, carriers with special trucks are assigned to different closed shops on the freight platform. For example, transport orders for carriers with construction vehicles can only be displayed to them.

On the other hand, shippers can also create their own closed shop with preferred carriers. In the event of a transport request from the shipper, this is then displayed exclusively to the carriers within the closed shop. The feature is therefore not only interesting for large, globally active companies, but also for niche markets or business areas in which strict transport rules apply.

If shippers want to participate in the closed shop procedure, they first contact Saloodo!. Once they have been activated for the Closed Shop use, these shippers enter the details of their transport request on the platform, as usual. Before they publish their transport request in the freight platform, they can choose whether the request should be exclusively addressed to the carriers within the invidual Closed Shop. In this case, all you have to do is click a button and the carriers within the Closed Shop will be notified of the new transport request. They can then submit their offer for the order, which also suits them perfectly - a real win-win situation for both sides.

The Closed Shop feature is of course available worldwide. Because previously described customer centricity of the intuitive and user-friendly digital road freight platform is now experienced daily by more than 30,000 shippers and over 12,000 transport companies in more than 50 countries on 4 continents. Since Saloodo! was founded in 2016, the company has continued to expand, including outside of Europe into growth markets such as the Middle East and Africa. Last year, Saloodo! launched the first unified global digital freight marketplace for road freight transport, enabling seamless cross-border and cross-market transport. Most recently, the logistics start-up also launched its digital freight platform in Argentina.

XPO LOGXPO Logistics, Inc. (NYSE: XPO), a leading global provider of freight transportation services, today announced a partnership with the Hiring our Heroes Corporate Fellowship.

The program places highly skilled veterans and military spouses with military-friendly civilian companies.

Hiring our Heroes, a US Chamber of Commerce Foundation program, helps bridge the civilian-military divide within the business community.

XPO’s inaugural fellowship class recently completed a 12-week training program. Three veteran graduates of the program started full-time roles with XPO: Earnest McGowen (US Army), Will Dodson (US Marines Corps) and Ahmad Garland (US Marines Corps).

Josephine Berisha, chief human resources officer for XPO Logistics, said, “We’re committed to diversity through our veteran recruitment, professional development and inclusive workplace policies. It’s a privilege to have these veterans join our team. They will add significant value to our culture with their varied experiences.”

XPO, which received a bronze designation on the Viqtory 2021 Military Friendly Employers list, has a sizable community of self-identified veterans. Job opportunities can be found online at the XPO careers site. Veterans can use the Military Skills Translator to match their military experience to civilian jobs.

BLG falkenberg On September 9, 2021, BLG RailTec GmbH in Falkenberg/Uebigau celebrates its 10th anniversary.

Every year, the train formation facility in Falkenberg handles rail cars carrying some 300,000 cars on their way to customers. With its approx. 100 employees, BLG's railroad hub in Southern Brandenburg creates an international connection to and from Eastern Europe. Each week, RailTec receives more than 500 rail wagons with new cars, e.g. from Slovakia. In its own marshalling yard, the company forms them into trains for national and international destinations.

"I want to thank our committed employees who have developed this site into a reliable European partner for rail logistics over the past 10 years. In automobile logistics, transport is increasingly moving onto the rails. This is vital to achieving climate protection goals. We're optimistic about the future," says Andrea Eck, Head of the Automobile Division of BLG LOGISTICS in Bremen.

One new development that will help boost freight transport by rail is the digital automatic coupling. It enables faster formation of freight trains. BLG RailTec GmbH is currently preparing its workshop so that it can in future offer retrofitting of wagons with this technology. "We believe technical innovations and the creation of system-relevant benefits are essential if we want to transfer more freight to greener rail transport," adds Andrea Eck.

In 2011, BLG AutoRail GmbH purchased the decommissioned Falkenberg/Uebigau marshalling yard and founded its full subsidiary BLG RailTec GmbH. To recommission the facility, the company replaced 71 points, extensively upgraded 25 kilometers of track and reactivated the yard's signaling system. This was followed in 2014 by the construction of a 25,000 square-meter freight wagon workshop. The services on offer include preventive maintenance of freight wagons as well as inspection work and upgrades of freight wagons. The operations of BLG AutoRail GmbH encompass services such as retrofitting brake systems to comply with noise emission standards. A mobile repair team is on call to provide reliable wagon service throughout Europe. The service range is completed by state-of-the-art blasting and painting. All services are available not only for BLG AutoRail rail cars, but also for other rail companies.

BLG RailTec GmbH is a subsidiary of BLG AutoRail GmbH, which operates its own trains. As the owner of 1,500 rail cars, BLG AutoRail GmbH draws on a modern, uniform fleet of rail cars in Europe. In 2019, the company transported some 730,000 cars in eco-friendly rail transport.

BLG LOGISTICS is one of Europe's leading automobile logistics companies. Using all forms of transportation – road, rail and water – the company covers the entire service chain from the manufacturer to the final customer. In 2020, BLG handled, transported or technically processed almost five million vehicles throughout its network.

PORT OF SOHAR 8727SOHAR Port and Freezone recently held the second webinar in its series with the Federation of Indian Chambers of Commerce & Industry (FICCI) designed to increase visibility in the Indian market and highlight trade opportunities between SOHAR and Indian businesses.

Conducted online, the webinar explored opportunities in SOHAR’s rapidly growing food cluster, an industry that has already yielded mutual benefits for Indian exporters and Omani distributors. It also featured three local success stories from Sohar Flour Mills, Oman Oilseeds Crushing Company SAOC and Al-Hosn Logistics and Warehousing Services.

Omar Al Mahrizi, CEO of SOHAR Freezone, said, “India is one of the Sultanate’s strongest trade partners in this cluster. The variety of high-quality produce and close proximity of producers in India to Oman makes this a sector where we can generate significant increases in traffic. There are already a large number of Indian companies in SOHAR Freezone, 35% of which are Indian, and while there is a strong will to become self-sufficient, the need for produce outstrips growth in Omani produce which stands at 6% per annum. We still have a huge trade deficit, importing 10 times the amount exported, which creates the potential for service providers to enter the market and for more employment opportunities to be created within the sector.”

India is the third largest partner country for food imports by value, behind Saudi Arabia and the Netherlands, however the volume of the imports suggest India is likely to become the largest exporter. Supplies of fruit, vegetables, cereals, rice, tea, coffee, spices, dairy, eggs and meat can be found throughout the country. In 2020, India exported almost 16,000 TEU of food products to Oman – 53% of which were fruits and vegetables. Rice, Basmati and non-Basmati varieties, accounted for a further 19% of imports. India also exports a large volume of - mostly frozen - meat to Oman, mainly poultry, buffalo, sheep and goat meat.

Food imports to the GCC region are projected to grow to over USD 53 Billion with a surrounding market of 2.2 Billion people as Oman relies on imports for up to 70% of all food produce. SOHAR Food Cluster, at Oman’s gateway to international trade, is ideally positioned at the crossroads of East-West. It also has its own dedicated agro-berth in the Port, as well as on-site processing facilities for key commodities including flour, sugar and edible oil.

SOHAR Port and Freezone’s location offers functional connectivity and global market access. The container terminal, managed by Hutchinson Ports Sohar, now has a 24/7 customs clearing service, specifically for agricultural products. The Port operates a customs clearing service available 24 hours a day, seven days a week, and a bonded transport corridor between Port and Freezone which allows goods to reach their destination in under 14 minutes.

The Freezone is equipped with warehousing and cold storage, logistic service providers and is a vital logistics hub to move goods within the Gulf region. SOHAR offers access to raw materials as well as attractive incentives for downstream food processing and packaging. This potentially includes processing of cereals, bakery products, beverages, edible oils, confectionary, etc. The food packaging industry could benefit from the existing aluminium and plastic producers operating in SOHAR.

FEDEX CHINA 1FedEx Express and one of the world’s largest express transportation companies, announced the launch of FedEx® International Connect Plus (FICP), a new FedEx Express International, day-definite, e-commerce shipping service that combines competitive speed with attractive prices, in the Asia Pacific, Middle East and Africa (AMEA) region.

The launch of FICP further enhances FedEx e-commerce capabilities as businesses are increasingly looking for more diversified, cost-effective solutions to meet consumers’ ever-changing needs. According to Deloitte, consumers today prioritize not just products but a holistic, end-to-end shopping experience. Shipping costs and delivery options are two of the most significant drivers of cart abandonment – about 40% of consumers won’t complete checkout if the delivery costs are too high. Another 10% will abandon their cart if a package cannot be delivered on time or flexible delivery options are not available.[1]

With FICP, e-tailers across ten markets including Australia, Hong Kong, India, Japan, mainland China, Malaysia, Singapore, South Korea, Taiwan, and Thailand are now empowered to provide their customers with an international shipping solution with prices that offer value-for-money, while ensuring shipments will be delivered within 1 to 5 business days* within AMEA**.

This new service comes with the reliability of FedEx international, day-definite delivery service, coupled with its customs clearance expertise. It is further supported with capabilities including tracking, sending out notifications to receivers and flexibility to change delivery options via FedEx Delivery Manager®, which gives e-tailers’ customers more visibility, control, and convenience over their online orders.

Key benefits of FICP for e-tailers and their customers include: Greater value – The FICP allows businesses to enjoy greater savings at competitive day-definite transits, and their customers get value for money by matching attractive prices with their specific delivery needs; Flexibility and control – Besides home delivery, the FICP service enables e-tailers to give their end-customers the flexibility to pick up their package from hundreds of available pick-up locations nearby, and the option to change delivery date and location; Seamless Integration – Both online and offline shipping automation solutions are available for e-tailers to enjoy a paperless experience; Peace of mind – FedEx extensive parcel tracking capabilities gives e-tailers and customers visibility throughout the entire delivery journey.

Digital retail sales in the Asia-Pacific reached nearly USD $2.9 trillion in 2021[2], as mainland China and India continue to lead the e-commerce sales across the region. This growth has led e-tailers to adapt and meet consumer expectations in this post-pandemic, digital-first era to reimagine their physical assets and make significant upgrades to their current logistics networks[3].

“Building a robust e-commerce ecosystem is a top priority for us at FedEx. With FICP, we have an ideal solution for businesses to meet heightened expectations of consumers for reliable, and economical delivery services,” said Kawal Preet, president of the Asia Pacific, Middle East, and Africa (AMEA) region at FedEx Express. “By providing businesses with a broader range of shipping solutions, we help them accelerate their cross-border e-commerce offerings and connect to more online shoppers across the Intra-AMEA markets.”

David Lara CargoAiDavid Lara will be a part of CargoAi's next Quarterly Business Review, in early September, along with the other members of the Board of Advisors*.

There will be a work programme based on product development and its roadmap, business development and the strategy of CargoAi.

“Beyond his role and contribution, David is a great mentor for the team. David perfectly understands our industry, the needs of each player and especially those of freight forwarders and airlines in terms of procurement and commercial management. It is a priceless opportunity for CargoAi to be able to benefit from his expertise and an absolute honour to have him with us on the Board of Advisors” says Matthieu Petot, CEO of CargoAi.

Ensuring newly offered products are in line with customer expectations and are brought to the market as fast as possible, is one of the factors driving the strategy of the Air Cargo Digital Solutions platform CargoAi.co. The Board of Advisors brings a wealth of experience to the table.

“I deeply share CargoAi’s values and its ambition to digitise air freight. I am therefore delighted to share my experience and contribute to attaining this objective by being a member of the Board of Advisors. Our industry has specific needs and constraints in terms of digitisation and CargoAi has the intelligence to surround itself with people who have customer vision and the field experience to offer simple products to users, and above all those that meet the actual needs,” said David Lara.

CP 2Canadian Pacific Railway Limited (TSX: CP, NYSE: CP) ("CP") yesterday said it is ready to re-engage with the Kansas City Board of Directors following its determination that CP's revised offer can reasonably be expected to lead to a "Company Superior Proposal."

"We look forward to re-engaging with the KCS Board of Directors to advance this unique and achievable Class 1 combination that provides compelling short- and long-term value," said Keith Creel, CP President and CEO. "CP-KCS is the only truly end-to-end Class 1 merger that preserves and enhances competition. It is the perfect combination and we are ready to go to work to unlock this unique opportunity, creating something special for the rail industry and for commerce in North America."

CP this week reaffirmed its offer originally submitted Aug. 10 and resubmitted Aug. 31 to combine with KCS, which recognizes the premium value of KCS while providing regulatory certainty. CP believes it ought to be deemed a superior proposal and has placed a deadline of Sept. 12 on that offer.

The proposed transaction values KCS at $300 per share, representing a 34% premium[1], based on the CP closing price on August 9, 2021 and KCS unaffected closing price on March 19, 2021. Following the closing into a voting trust, common shareholders of KCS will receive 2.884 CP common shares and $90 in cash for each share of KCS common stock held. The proposed transaction includes the assumption of $3.8 billion of outstanding KCS debt.

On Aug. 31, the Surface Transportation Board ("STB") unanimously rejected CN and KCS's joint motion for approval for use of a voting trust. That clearly shows that the CN-KCS merger proposal is illusory and not achievable.

Importantly, the STB has already approved CP's use of a voting trust and affirmed CP-KCS's waiver from the new rail merger rules it adopted in 2001 because a CP-KCS combination is truly end-to-end, and pro-competitive.

A CP-KCS combination would create more competition – not less – in the freight rail industry and would be better for Amtrak. It brings more competition among railways and protects obligations to passenger service.

A CP-KCS combination offers all the same benefits – and more – to rail shippers and the supply chain with none of CN-KCS' harms or need to enforce promises through regulation. A CP-KCS combination: Creates single-line routes to all the markets that a CN-KCS network would reach; Brings new competition to and from Upper Midwest markets dominated by BNSF or UP that CN-KCS cannot address; Creates new competition versus CN that CN-KCS actually eliminates; Has a route network that does not funnel all of its traffic through the congested Chicago area; Unlocks new capacity for Amtrak passenger service, rather than interfering with passenger service between Baton Rouge and New Orleans and south of Chicago.

CP-KCS would enhance competition, create new and stronger competitive single-line options against existing single-line routes while taking trucks off the highway. CP-KCS would maintain all existing freight rail gateways and maintain competition in the Baton Rouge to New Orleans corridor, while creating new north-south lanes between Western Canada, the Upper Midwest and the Gulf Coast and Mexico.

CP is willing to host intercity passenger rail service between New Orleans and Baton Rouge, an outcome with far more operational flexibility and less risk to Louisiana taxpayers. CP has consistently received an A rating from Amtrak, leading the industry for the previous five years-plus, in its annual host railroad report card recognizing its industry-leading on-time performance record. CP is also the first Class 1 railroad to complete 100 percent certification of its Amtrak schedules.

A CP-KCS transaction would diminish the pressure for downstream consolidation by preserving the basic six-railroad structure of the North American rail network: two in the west, two in the east and two in Canada, each with access to the U.S. Gulf Coast. By contrast, a CN-KCS transaction would fundamentally disrupt this balance.

Ethiopian A350 2Ethiopian Airlines Group and the Boeing company have signed a strategic Memorandum of Understanding (MoU) on positioning Ethiopia as an aviation hub for Africa.

Building on the two parties’ seventy years of shared history in aviation, the MoU aims at positioning Ethiopia as Africa’s aviation hub - “Ethiopia for Africa”.

Boeing has recognized Ethiopian as a global aviation leader in the continent. The MoU is indicative of Boeing and Ethiopian Airlines interest to establish a mutually beneficial world class aviation partnership. To realize their shared vision, Ethiopian and Boeing have agreed to work in partnership in four areas of strategic collaboration namely: Industrial Development, Advanced Aviation Training, Educational Partnership, and Leadership Development in a span of three years. To this effect, joint multidisciplinary teams have been established to implement the strategic partnership and important milestones have already been registered.

Mr. Tewolde GebreMariam, Group CEO of Ethiopian Airlines said, “I am very much thrilled not only to sign this historic MoU with our long-standing aviation partner, Boeing but also to the implementation of milestones. We have been working in collaboration with Boeing on different large-scale projects in aviation for more than 70 years to serve the continent of Africa and this partnership expands and builds our capability in multiple fields. I have firm conviction that with our dedication in its implementation, the MoU will successfully attain its goal of positioning Ethiopia as the continent’s aviation hub. We highly value the critical role of our American partner companies in accomplishing our goals and we will continue to work with key American aviation players like Boeing, GE, Pratt and Whitney and Collins Aerospace etc... in our journey towards excellence in aviation”

Ethiopian and Boeing desire Ethiopian Aviation Academy to be recognized as a global standard for aviation training. Boeing is committed to developing Ethiopia’s manufacturing capability and aftermarket aviation service. Through this MoU, Boeing and Ethiopian will partner to advance capabilities to compete globally. They seek to build a 21st century pipeline for aviation careers in Ethiopia. They will collaborate with highly qualified educational institutions and aviation industry partners to create specialized learning and development programs to meet workforce demands. Boeing and Ethiopian will also work together to develop current and future generations of leaders in Ethiopia for Africa.

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