Trump has also made immigration tough, and the shooting of a woman in Minneapolis by ICE (Immigration and Customs Enforcement) agents has the whole nation on edge.

Amidst such developments, Suzanne Clark, the CEO of the US Chamber of Defence, urged corporate leaders to courageously defend free-market principles against expanding government intervention. Speaking in a dimmed ballroom, Clark emphasised that America must maintain its openness to global commerce, the exchange of talent, innovative ideas, and international trade partnerships.

While Clark avoided directly naming President Donald Trump or his specific policies, her remarks represented a subtle critique of the administration’s unprecedented interference in corporate affairs. The Republican has broken new ground in executive involvement with private business operations, taking positions in technology companies, dictating corporate equity arrangements, implementing sweeping tariffs, and pursuing immigration restrictions that the Chamber opposes.

Clark’s comments reflect a broader pattern emerging among American business leaders, including measured, careful criticism that stops short of confrontation. This cautious approach marks a significant shift from Donald Trump’s first presidential term, when executives were more willing to publicly break with the administration over controversial issues, including the president’s response to the 2017 white nationalist rally in Charlottesville, Virginia.

Selective Corporate Criticism

Several high-profile CEOs have recently voiced concerns about specific administration policies, though their objections remain narrowly focused on areas directly affecting their business interests. ExxonMobil CEO Darren Woods and JPMorgan Chase CEO Jamie Dimon both made headlines with tempered criticisms, but limited their remarks to Venezuela’s oil sector and Federal Reserve independence, respectively.

The muted nature of these responses has drawn criticism from governance experts and political observers. Richard Painter, a University of Minnesota law professor who served as chief ethics counsel under President George W. Bush, characterised the business community’s reaction as disappointingly weak.

He pointed to concerning developments, including immigration enforcement actions affecting US citizens in Minneapolis and Trump’s consideration of claiming Greenland, which could potentially isolate American companies from European markets.

Painter noted the stark contrast between the current administration’s authoritarian tendencies and Bush’s commitment to free-market economics. He emphasised that business leaders need to take a stronger stance against governmental coercion, regardless of whether it targets street protesters or corporate executives who resist presidential pressure.

Mark Levine, New York City’s Comptroller, overseeing substantial public pension fund investments in major US corporations, echoed these concerns. He characterised CEO responses as merely “baby steps,” with executives speaking up only when Trump’s actions directly threaten their bottom lines. Levine warned that capitalism cannot function properly if presidents with autocratic inclinations dictate corporate behaviour across American industry.

The Chamber’s Defence

Responding to criticism, a Chamber spokesperson referenced Clark’s media briefing, where she stated the organisation’s opposition to government intervention in business regardless of partisan source. Clark suggested that CEOs have been engaging in “quiet work” behind the scenes to promote sound public policy, avoiding what she termed a “rush to outrage.”

This approach aligns with the Chamber’s strategic positioning. In August 2025, the organisation’s chief policy officer, Neil Bradley, indicated that the group intended to respond to Trump in a nonpartisan manner to preserve broader support for free-market principles.

Presidential Pushback And Economic Perceptions

The public’s perception of Trump’s economic success contradicts his claims. He presently has a 36% approval rating on economic issues, which is lower than his 41% approval rating overall. Despite Trump’s claims that his policies have produced explosive growth, soaring productivity, booming investment, rising earnings, and conquered inflation, this mismatch still exists.

When CEOs have dared to question his approach, Trump has responded swiftly and sharply. After Woods expressed scepticism about Venezuela as an investment destination, calling it “uninvestable,” Trump threatened to exclude Exxon from future deals in the country, criticising the company for “playing too cute.” Similarly, when Dimon defended Federal Reserve Chair Jerome Powell’s independence following a criminal investigation into Powell’s conduct, Trump dismissed the CEO’s concerns outright.

Pfizer CEO Albert Bourla also voiced frustration over Health Secretary Robert F. Kennedy Jr.’s efforts to roll back childhood vaccine recommendations, calling the moves scientifically baseless. However, representatives from Exxon, JPMorgan, and Pfizer all declined to provide additional comments for this story.

A Climate Of Uncertainty

The dread that permeates business boardrooms is highlighted by recent surveys. According to the Conference Board’s most recent study, uncertainty will be the biggest risk factor for American CEOs in 2026. Chief economist Dana Peterson pointed out that executives are aware that the lobbying environment has drastically changed, even if the study did not specifically address Trump.

According to Gary Clyde Hufbauer, a senior scholar at the Peterson Institute for International Economics, CEOs might be carefully calibrating their public remarks to prevent reprisals while positioning their businesses to profit from Trump’s aims and policies. He cautioned, though, that this laissez-faire strategy might backfire and lead to even more stringent regulations after Trump leaves office.

Executives may see the current interventionist policies as transient anomalies, according to Hufbauer. However, he warned that since state capitalism appeals to both progressive Democrats and some MAGA Republicans, investors and business executives may be dangerously complacent about long-term defence of free-market values.

The conflict between corporate America and the Trump administration raises important issues regarding the balance between private industry and governmental authority, as business executives must balance safeguarding their own interests with upholding more general economic liberties.

The post IF Insights: Corporate leaders navigate tensions with Trump administration appeared first on International Finance.

The annual survey of more than 4,000 CEOs in 95 countries and territories, conducted in late 2025, found the participants struggling with uncertainty over global political developments, increased cyber threats, and what technological change meant for their business.

While one-fifth of CEOs said their companies were highly exposed to losses from trade tariffs, another one-third cited cyber risk as a major threat. Around 42% were more concerned about what the pace of technological change meant for their companies.

Confidence in revenue growth over the next 12 months has declined sharply, with only 30% of CEOs saying they were very confident, down from the 2025 tally of 38% and a peak of 56% seen in 2022. On margins, nearly 29% of participating CEOs said tariffs would reduce their company’s net profit margin over the next financial year, while 60% anticipated little or no change. Among those expecting pressure, most forecast only a modest impact.

“The biggest question on CEOs’ minds is whether they are transforming fast enough to keep pace with technological change, including artificial intelligence (AI),” the survey concluded.

The results were stark: 56% said that they had not seen any financial benefit from adopting AI, 33% said they had seen cost or revenue wins, and the rest said they had seen both cost and revenue wins.

PwC found in another analysis that those companies using AI broadly across products, services, and customer experiences were reaping the most rewards, while those still experimenting with it were seeing less benefit.

“It (AI) is working, and it is here to stay. AI is now a must for companies around the world to adopt, the question is how,” PwC Global Chairman Mohamed Kande said.

Trust-related concerns, on the other hand, remain prominent, with 66% of surveyed CEOs saying stakeholder trust issues had arisen in at least one area of business operations during 2025. PwC also noted a significant gap in total shareholder returns between public companies facing the highest and lowest levels of trust-related concerns.

The post CEO revenue confidence hits five-year low amid geopolitical volatilities appeared first on International Finance.

The current generation’s dynamic business environment also demands a dynamic set of abilities, and mastering these essential skills majorly impacts someone’s career trajectory. Whether you’re a budding entrepreneur or a seasoned executive, a commitment to personal and professional development can set you apart from the competition. Marriage between technical expertise, interpersonal skills and a growth mindset is defining the game-changers in today’s competitive business scenario.

AI tools like ChatGPT are proactively helping professionals identify and refine the above-mentioned skills. By leveraging AI-driven insights, individuals and organisations can pinpoint areas of improvement and develop tailored strategies for success. Check out the 10 essential business skills for success, breaking down each one to give practical insights and actionable steps.

Leadership Skills

Leadership is what makes or breaks a business. A great leader inspires their team, sets clear goals, and creates an environment where individuals can thrive. Effective leadership goes beyond giving directions and gets involved in understanding team dynamics, fostering collaboration, delegating work effectively and empowering others. exceptional leaders also possess traits like humility and gratitude, as they help build trust, acknowledge contributions, and create a positive workplace culture.

Emotional intelligence (EQ) enables leaders to understand and manage emotions, build trust, and navigate social dynamics effectively. The ability to lead with vision and empathy, while practising continuous self-evaluation and improvement. This is what separates exceptional bosses from the rest of the lot. leaders from exceptional ones.

Communication Skills

Communication is the backbone of every successful business interaction. It includes things like speaking, writing clearly, active listening and understanding non-verbal cues. Strong communicators can articulate their ideas effectively, build rapport, and resolve conflicts efficiently. Whether in meetings, emails, or presentations, communication is key to fostering relationships and achieving business objectives.

Strategic Thinking

We are talking about the ability to see the bigger picture and plan for the future. Strategic thinking is all about analysing data, identifying opportunities, and making informed business decisions that align with long-term goals. This particular element helps businesses stay competitive by anticipating market trends and navigating challenges. A strategic thinker combines creativity with logic to create innovative solutions.

Time Management

Time is one of the most valuable resources in business, and effective management of this element ensures the direction of business productivity. Good time management involves prioritising tasks, delegating responsibilities, and avoiding procrastination (delaying or postponing things).

Professionals who master this skill can achieve more in less time while maintaining a healthy work-life balance. Entrepreneurs and businesses which set realistic deadlines and delegate tasks effectively also end up generating extra time for higher-value activities.

Financial Literacy

Bosses must be equipped with detailed knowledge about financial concepts (both existing and upcoming ones) before making informed business decisions. Financial literacy is about the ability to read balance sheets, manage budgets, and interpret key financial metrics like cash flow. This skill ensures that resources are allocated wisely and financial risks are mitigated. Entrepreneurs and corporate executives alike must understand the financial implications of their strategies.

Knowledge Of AI And Technology

Adopting AI and cutting-edge technology has become one of the musts for 21st-century businesses. AI can streamline operations, enhance customer experiences, and provide valuable insights through data analysis. Knowledge about these elements is necessary as business leaders who grasp the potential of AI can create competitive advantages and drive innovation within their organisations. Automation will ensure that the staff are relieved from doing the daily mundane tasks and spend their time and energy on higher-value activities. AI-driven analytics will guide businesses in decision-making.

Negotiation Skills

Having good negotiation skills is a must for achieving mutually beneficial outcomes in business dealings. Whether closing a deal, discussing a raise, or resolving a dispute, effective negotiation requires preparation, clarity, and persuasion. Skilled negotiators, while using data and evidence, focus on understanding the interests and priorities of both sides, creating win-win scenarios politely and diplomatically, which build trust and long-term relationships.

Networking Skills

Building and maintaining professional relationships is crucial for career growth and business success. Networking involves connecting with people, exchanging ideas, and creating opportunities for collaboration. A strong professional network can open doors to mentorship, partnerships, and career advancement.

Adaptability

In a rapidly changing business environment, adaptability is essential for staying relevant and competitive. Professionals (including business leaders) need to embrace change, learn new tools, and pivot strategies when needed. Adaptable professionals easily navigate uncertainties and find opportunities in challenges, compared to the rest.

He/she also remains open to constructive feedback, continuously updates the skills to stay relevant, and most importantly, stays flexible in thinking, even in ambiguous and uncertain situations, which ultimately leads to innovative solutions.

Marketing And Branding

Effective marketing and branding are essential for entrepreneurs to remain connected with customers while building a strong business presence. This skill involves understanding the audience, crafting compelling messages, and utilising various channels to promote the brand. A well-executed marketing strategy can drive sales, enhance reputation, and foster customer loyalty.

The post In AI-dominated 21st century, check out the must-have business skills appeared first on International Finance.

Nazneen Abbas is a certified financial advisor from the Chartered Insurance Institute of London, and brings more than four decades of experience in navigating the complex intersection of wealth, family relationships, and long-term planning. Through Ma’an, she assists families across the Gulf, including high-net-worth individuals and multi-branch business households. She helps them create intergenerational structures based on empathy, purpose, and foresight.

In an exclusive interview with International Finance, Ma’an founder Nazneen Abbas discusses the changing priorities of legacy planning in the UAE. She highlights the unique challenges faced by first-generation entrepreneurs and the increasing need for governance, clarity, and structured continuity. She explains how Ma’an helps families navigate legal reforms, cross-border complexities, and multi-generational dynamics, ensuring that wealth, values, and intent are preserved across branches and future generations.

IF: What unique challenges do first-generation entrepreneurs in the UAE face when planning to transfer their wealth across generations?

Nazneen Abbas: In the UAE, many of today’s business owners are pioneers who built their enterprises from scratch, often without inherited structures or precedents to follow. Their focus was growth, not governance. The most unique challenge they face is accepting that legacy planning must be treated as a formal part of their business plan. They are often unable to step back from the business and look at it as a family enterprise. To them, it remains my business, built through their own discipline, focus, and hard work.

They often believe that the next generation will naturally follow the same discipline, focus, and systems they relied on. But the coming generation will not mirror their journey, and that is precisely why structured governance, continuity frameworks, and defined responsibilities must be put in place. The challenge often lies in accepting that their families genuinely need those frameworks.

How can Ma’an help guide the UAE’s first-generation business owners through the complexities of ensuring their legacy is passed down successfully?

Our work at Ma’an begins with clarity. We bring families together to understand what legacy truly means to them beyond ownership and valuation. For most first-generation entrepreneurs, the business is their identity. So we help them separate emotional attachment from strategic planning without losing either.

We create frameworks that allow founders and their heirs to discuss everything from governance to liquidity, and from succession roles to shareholder protection. It’s never about telling them what to do; it’s about facilitating a process where they themselves arrive at their own unique solutions.

For instance, when families own multiple entities, we help them design continuity plans through structured financial solutions that account for valuation, liquidity, and tax implications. The goal is to preserve both the business and the relationships that sustain it.

How have recent changes in inheritance laws in the UAE impacted legacy planning for families, especially those with international connections?

The UAE has made remarkable progress in building legal clarity around inheritance and succession. Expat families, both non-Muslim and Muslim, now have multiple avenues to register Wills and structure estates in alignment with their home jurisdictions. For families with global footprints, these changes have been transformative. They can now align UAE assets with offshore trusts, foundations, and holding companies. That harmony between local and international structures is what gives true continuity.

What are some of the most significant legal hurdles that families in the UAE still face when planning for succession, and how can these be overcome?

The main challenge is fragmentation. For instance, families can tend to have real estate under one name, corporate holdings under another, and life’s savings scattered across jurisdictions.

Another hurdle is understanding how inheritance laws interact across borders. At Ma’an, we bring this coordination into one framework to ensure that every legal structure speaks to the others. It’s what prevents future conflict and ensures that the founder’s intentions hold long after they are gone.

How does Ma’an approach multi-generational wealth planning, particularly in the context of extended family structures common in the Middle East?

Most established business families in the Middle East are rarely nuclear. Many come from South Asian and Southeast Asian cultures where extended families traditionally live together, and it is common to find multiple family members involved in the same enterprise.

Our approach begins with acknowledging that we are not here to advise families on what to do. We act as mediators. We provide the infrastructure to bring the decision-making members of the family together around one table. From there, we work to understand the shared vision of the family, because our aim is not just to distribute wealth, but to carry forward the family’s values and intent.

As we often say, clarity at the top prevents confusion at the bottom. By helping the key members articulate what the family stands for and where they want to go, we establish a foundation that guides leadership transition, participation, and continuity across generations. Ultimately, our aim is not just to redistribute wealth but also wisdom.

What are the key considerations for families with diverse branches when planning for wealth transfer in the Middle Eastern context?

The more diverse the family branches, the more important the framework becomes. When several members, entities, or assets are involved across generations, the structure must be designed thoughtfully and specifically for that family.

Since no two families are alike, the solutions we offer differ markedly. For some, it may be a foundation, for others, holding companies, for some, it may be well-structured Wills, and for others, family constitutions or even perpetual family banks. Every family’s needs, culture, and vision are different, so the continuity framework must reflect their unique reality.

Our role is to provide the right mechanisms for the right family to ensure that their wealth, values, and governance evolve cohesively across branches and generations.

How do you ensure that the needs of children of determination are fully integrated into a family’s legacy planning strategy?

This is one of the most sensitive and deeply human parts of our work. For families with children of determination, legacy planning goes beyond inheritance and ventures more into security and dignity.

We design special frameworks that ensure these children are financially protected for life while maintaining their rights within the broader family structure. This may involve setting up dedicated financial solutions or trusts that safeguard long-term care, education, and medical needs. More importantly, we help parents communicate these provisions to siblings so that there’s awareness, empathy, and inclusion. The most sustainable plan is one that the whole family understands and supports.

What are some of the common misconceptions families have when planning legacies for children of determination, and how does Ma’an address these?

Contrary to common assumptions, families are generally well aware of their responsibilities. They come prepared, often having already drafted Wills, appointed trustees, and documented care instructions.

The real misconception lies in placing too much burden on siblings. So we help families move beyond the basics of naming trustees or allocating responsibilities. We create detailed financial plans, often in the form of structured, recurring income streams, so that funds reach the sibling supporting the family in a timely and responsible way. This avoids the challenges of easy lump-sum access, which can be mismanaged even without bad intent, especially in emergencies.

What makes the UAE an attractive destination for international families seeking to structure their estate plans, and how does Ma’an assist them in this process?

The UAE has positioned itself as one of the most progressive jurisdictions globally for estate and succession planning. The legal infrastructure provides flexibility for expat families with various solutions. In addition to the civil-law system used by UAE courts, there are internationally recognised financial free zones like DIFC and ADGM, independent jurisdictions with their own common-law frameworks, regulators, and courts.

For us, it is a case of creating a bridge between intent and implementation. We help families align their UAE structures with global ones. Our role is to make sure the entire ecosystem functions seamlessly, without conflict or duplication.

What are the key cross-border challenges you encounter when dealing with international estate planning, and how can these be managed effectively?

The most common challenge is jurisdictional overlap, where assets, heirs, and governing laws exist in three or four countries. A Will valid in one jurisdiction may be contested in another, or tax treatment may vary dramatically.

We manage this by building collaboration across disciplines. Our framework integrates legal, financial, and tax perspectives from the start. We make sure the framework doesn’t wait for problems to arise but has already accounted for what’s to come. The goal is to ensure every document, every Will, trust, or foundation, works as part of one living plan rather than isolated pieces.

What do you believe is the most important factor in building a successful legacy plan that truly reflects a family’s values and vision?

Authenticity. A family’s legacy must mirror who they are, not what others think they should be. Too often, families replicate structures they’ve seen elsewhere without asking whether those structures reflect their own values.

When we work with clients, we start by asking questions that have nothing to do with money: What principles guided your journey? What values should your name carry forward? Once those answers are clear, the structures follow naturally. A successful legacy plan is a translation of a life’s purpose into continuity.

As someone with decades of experience in financial advisory, what message would you give to young entrepreneurs just starting to think about their legacy?

There are two parts to this. For young entrepreneurs who are second or third generation, their journey often depends on what the family elders have put in place. If a patriarch or matriarch has already created strong structures such as a family constitution, governance frameworks, or estate plans, the younger generation benefits from clarity and continuity. Their responsibility is to understand and follow the systems laid out before them.

For those who are first-generation creators, legacy is not something they typically think about early. But as they begin their professional journey, they should consider simple preparatory measures such as basic structures that keep their finances clean, organised, and future-ready. As life progresses and their enterprises grow, they can transition to more sophisticated solutions. Legacy planning does not need to start big. It just needs to start with intention.

The post Empathy guides wealth planning, says Ma’an founder Nazneen Abbas appeared first on International Finance.

Let’s discuss eight smart naming strategies to guide a startup owner so that he/she can choose a name that works now and scales with the business.

Keep It Simple And Easy To Spell

If people cannot spell your startup name after hearing it once, that’s already a problem. You do not want to keep correcting people or watching them type it wrong. Simple names travel faster. They get shared more. Complicated ones just get forgotten.

Short Names Are Easier To Remember

Long names might explain everything, but nobody remembers them. Short names stay in your head. They also look better on logos, apps, emails, and social media. Most people do not have the patience for long brand names anymore.

Check The Domain Early

This part hurts sometimes. You find a name you love, then realise the domain is gone. That is why it’s better to check early. Having a clean website name matters more than people admit. Weird spellings and extra words make a brand feel smaller.

Do A Basic Legal Check

This isn’t the fun part, but it is important. If someone else already owns the name, it can turn into a mess later. Rebranding after growth is expensive and stressful. A little checking now saves a lot of regret.

Make Sure The Name Fits The Vibe

Your name should match what you’re trying to build. Serious, playful, techy, creative, whatever your startup is, the name should feel aligned. It doesn’t have to explain everything, but it should feel right.

Brainstorm Freely, Then Cut Hard

First, write everything down. Even bad ideas. Especially bad ideas. Later, shortlist only the ones that actually feel usable. If a name needs too much explaining, drop it.

Think About The Future, Not Just Today

Do not name your startup something that only works for one product or one city. You’ll probably change things later. Pick a name that gives you room to grow.

Say It Out Loud In Real Life

Say the name in a noisy place. See if people hear it correctly. Try using voice search. If it sounds confusing or awkward, it probably is.

The post Check out the smart strategies for naming a startup appeared first on International Finance.

The Trap Of Speaking In Absolutes

Businesses are tempted to fall back on the sound of confidence, and the sound of confidence is in big words, sweeping statements, and lines that might as well be written on the side of a bus: We always deliver on time. Our product never fails. But reality doesn’t fit in words like always or never, and the moment reality doesn’t fit, the customer notices, and what was once enthusiastic marketing becomes a crack in credibility, and it spreads very quickly. Often, customers would rather have a realistic commitment than a dramatic one; it feels more grounded, and it sets the stage for trust, not disappointment.

Humility As A Strategic Advantage

Humility may sound soft, but it is a sharp business advantage. People believe you more when you speak plainly about what you can do and don’t try to paint a larger than life picture; customers listen differently when they sense honesty rather than salesmanship. Humility does not mean that you undermine your abilities; it means that you allow results to speak for you. That kind of communication is welcome in a world in which overblown claims abound.

Overdelivering Starts With Underselling

Hiding your strengths isn’t underselling because it gives you room to exceed expectations. Promising a little less and delivering a little more than anticipated can have a profound effect: finishing a project earlier, providing an unexpected detail, or bringing a level of support the client did not even know to request. These touches linger and speak to the customer: We cared enough to go further. That feeling turns good work into lasting loyalty.

The Subtle Damage Of Overstatement

Overstatement does not go up in smoke the first time around. It wears down over time. A client hears one large claim, then another, and begins to apply scepticism to them, questioning timelines, doubting explanations, or expecting excuses. Even if the work is good, trust has been dented, and that insidious erosion is damaging, because once a customer loses confidence, it is hard to win it back, regardless of how well a delivery is made afterwards.

Building Trust Without The Noise

The majority of great business relationships are based on reliability, not grand promises. When you communicate honestly, set expectations reasonably, and deliver work that feels thoughtful, clients may not discuss the marketing line you penned, but they will recall the ease of working with you and the respect you afforded their time and money. In the long term, that quiet reliability does far more for your reputation than the most dramatic promise. Trust develops in those moments where a customer feels truly cared for—and that is a far better outcome than any clever slogan.

The post Underselling and overdelivering: All you need to know appeared first on International Finance.

In a meeting held to follow up on economic, trade, and investment cooperation between the two countries, the senior official further explained that significant opportunities exist to expand Egyptian exports to the American market, given the strong trade capabilities of companies in various sectors. The meeting was attended by the new Commercial Counsellor of the United States, Paul Oliva, along with Jennifer Patterson, responsible for the trade and investment portfolio at the Economic Office of the US Embassy in Cairo.

The minister’s comments align with the fact that trade between Egypt and the world’s largest economy reached the USD 8.6 billion mark in 2024, including USD 2.5 billion in Egyptian exports. It also aligns with the North African country’s trade deficit, narrowing 16% to USD 26.3 billion till October 2025, supported by strong non-oil export growth.

The newly released statement from the bilateral meeting said, “El-Sherif emphasised that the meeting comes at a time when Egyptian-American relations are witnessing growing momentum and noticeable development across various economic and investment fields. He noted the mutual aspiration to capitalise on this momentum to increase trade volumes and boost US investments in the Egyptian market. El-Sherif also noted that US investments in Egypt reached USD 9.44 billion, with an American equity contribution of USD 2.47 billion as of the end of February 2025. These investments are spread across 2,016 companies operating in sectors such as finance, industry, services, and construction, as well as Information and Communications Technology, tourism, and agriculture.”

El-Sherif further went on to highlight that the ECS is developing a detailed plan to boost and double trade and investment between the two nations in the near future. The strategy emphasises leveraging trade agreements, apart from highlighting key investment prospects in advanced technologies, renewable energy, supply chains, and export-driven sectors.

Another aspect of the plan is also to deepen ties between the business sectors of both nations, while encouraging more American firms to invest in Egypt, capitalising on the North African country’s strategic position and its unique advantages as a regional market.

The post Egypt, United States bilateral trade rises 14% in Q1 2025 appeared first on International Finance.

The indicator, which rose to 51.1 last month from 49.2 in October, topped the 50.0 threshold that separates growth from contraction for the first time since February 2025. The last time the index touched a higher territory was in October 2020.

Industrial output levels rose for the first time since January this year, with most of the business segments covered by the survey recording activity upturns. Wholesale and retail were the only sectors to register lower activity.

While new business intakes increased, putting an end to eight consecutive months of decline, all the key sectors of the broader Egyptian economy, including manufacturing, construction and services, recorded growth.

However, one dampener here has been the unemployment levels, which remained unchanged, as companies were reluctant to hire more workers. The ratio stayed at 6.4% during the third quarter (Q3) of 2025, up 0.3% from Q2 2025.

As per the Arab Finance, “The labour force size was estimated at 34.727 million individuals in Q3 2025, higher by 3.3% than 33.614 million individuals in the previous quarter. The urban labour force reached 15.205 million individuals, while the rural labour force stood at 19.522 million individuals.”

Overall cost inflation decelerated, dropping to its lowest level in eight months, with a stronger local pound currency versus the dollar helping reduce some import costs. Also, prices charged by non-oil firms saw a marginal uptick.

“The Egyptian non-oil private sector registered its best upturn in business conditions in over five years in November, which hints at a strong end to 2025,” said David Owen, senior economist at S&P Global Market Intelligence.

“Historically speaking, the latest PMI reading signals that year-on-year GDP growth could rise above 5% in the fourth quarter.”

Expectations for future activity remained positive in November, despite softening from October, pointing to only a mild degree of overall business confidence.

The post Egypt’s non-oil activities witness strongest growth since October 2020 appeared first on International Finance.