US-Iran War: Will Trump Pay the Price at the Midterms?

The US–Iran war may become President Donald Trump’s biggest political liability ahead of the November 3 midterm elections. Two contrasting outcomes are possible: Republicans could gain seats if Trump delivers a convincing victory, or lose ground if voters blame him for an inconclusive war, soaring energy costs and economic uncertainty. The balance appears to favour the second scenario.

Trump’s approval rating has fallen to a record low, while rising gasoline prices and disruptions to global energy supplies are adding to public discontent. The effective closure of the Strait of Hormuz has complicated Washington’s efforts to stabilize oil markets, while the absence of a credible exit strategy raises questions about the war’s ultimate objectives.

Iran, too, appears to understand the political stakes. By keeping negotiations alive without rushing towards a settlement, Tehran hopes to deny Trump a diplomatic victory before the elections. Its calculation is straightforward - the longer the conflict continues, the greater the potential political cost for the White House. Yet this strategy is not without risks, as sanctions, the US maritime blockade and economic hardship are also hurting Iran.

The real battlefield may therefore be shifting from Iran to the American ballot box.

For Democrats and other defenders of institutional checks and balances, the midterms offer an opportunity to curb Trump’s political power. Having failed to remove him through impeachment, his opponents may seek to achieve through elections what they could not accomplish through Congress’s removal process.

A Democratic victory would not dislodge Trump from the presidency, but control of either chamber could strengthen congressional oversight, obstruct parts of his legislative agenda and intensify scrutiny of his conduct of the war.

My assessment is that Republicans face a greater risk of losing seats than making significant gains. American voters may be less interested in claims of military success than in the cost of the conflict, its uncertain outcome and its impact on their daily lives.

The November 3 elections could thus deliver a powerful message - a president may initiate a war, but he cannot dictate how voters judge its consequences.

Attock Refinery: A legacy spread over a century

Adil Khattak, CEO of Attock Refinery since 2005, has been associated with the Attock Oil Group for almost 50 years. He has extensive experience in engineering, maintenance, human resource management, project management and marketing.

Khattak also holds Chief Executive Officer position of Attock Gen Limited, National Cleaner Production Centre, President, Attock Sahara Foundation. He is on the Boards of Attock Petroleum Limited, Attock Hospital Limited, Oil Companies Advisory Council (OCAC), Petroleum Institute of Pakistan (PIP), Lahore University of Management Sciences (LUMS), Ghulam Ishaq Khan Institute of Engineering Sciences and Technology (GIKI), Sustainable Development Policy Institute (SDPI) and Co- Chair, NUST Corporate Advisory Council (CAC). Followings are excerpts from his exclusive interview with Pakistan & Gulf Economist:

PAGE: Attock is the first refinery established in Rawalpindi. Tell us about its decades of experience.

Adil Khattak: Attock Refinery (ARL) has a proud history spanning more than a century and is among the oldest operating refineries in the region. Its origins can be traced to the discovery of oil at Khaur in 1915, recognized as the first commercial oil discovery in what is now Pakistan and one of the earliest in the subcontinent.

Refining operations commenced in February 1922 at Morgah, Rawalpindi, with two small units having a combined capacity of 2,500 barrels per day. Over the past 104 years, ARL has evolved into a modern refinery with a nameplate capacity of 53,400 barrels per day.

Throughout this journey, ARL has played a pioneering role in Pakistan’s petroleum refining industry, contributing to industrial development, technological advancement and the country’s energy requirements while maintaining a strong emphasis on safety, environmental protection and product quality.

PAGE: How have its operations grown over the years?

Khattak: ARL’s growth has been driven by successive phases of expansion and modernization in response to increasing indigenous crude oil production, changing market requirements and technological developments.

Notable milestones include the early production of low sulphur diesel and furnace oil in 1988, the introduction of low lead premium gasoline in 1999, and the installation of a Heavy Crude Unit and Catalytic Reformer. A major expansion and upgradation project completed in 2016 further enhanced refining capabilities, motor gasoline production and diesel quality.

ARL has also been an early adopter of international management standards, including ISO 9001, ISO 14001 and ISO 50001, reflecting its commitment to operational efficiency and environmental performance.

We are now embarking on another significant phase of modernization following the signing of the Refinery Upgrade Agreement on 24 September 2026. The planned investment of approximately US$600 million will focus on meeting the requirements of the Brownfield Refining Policy, including the production of cleaner Euro-V fuels and increasing motor gasoline production.

PAGE: It is believed that Attock Refinery operates entirely on indigenous crude oil. How has the experience been?

Khattak: Yes, ARL is the only refinery in Pakistan operating entirely on indigenous crude oil, sourced from various oilfields across the country, particularly in the Potohar and Khyber Pakhtunkhwa regions. This distinctive capability supports Pakistan’s upstream exploration and production industry while contributing directly to national energy security.

As the only refinery in northern Pakistan, ARL occupies a strategically important position. By processing domestically produced crude into essential petroleum products, we reduce reliance on imported crude and finished products, support import substitution and help the country conserve valuable foreign exchange.

The importance of this capability has become particularly evident during recent geopolitical disruptions affecting the Strait of Hormuz. While refineries dependent on imported crude, understandably, remain exposed to international shipping routes and associated supply risks, ARL’s indigenous crude supply chain provides an important degree of resilience. Our ability to source crude domestically and produce finished petroleum products within Pakistan helps maintain continuity of supplies, particularly in the northern region, during periods of international uncertainty.

Over the years, ARL has developed considerable technical expertise in processing indigenous crude oils ranging from light to heavy grades, supported by an established network of pipelines and road tankers connecting producing fields to the refinery.

PAGE: Attock Refinery or its holding company has acquired a significant stake in National Refinery Limited?

Khattak: Attock Refinery holds a 25% shareholding in National Refinery (NRL), acquired as part of its privatization in 2005.

ARL and NRL are separate, publicly listed companies on the Pakistan Stock Exchange, each with its own Board of Directors, management and independent operational and financial responsibilities.

PAGE: What is your opinion about Pakistan’s oil refining capacity? Do we need more refineries?

Khattak: Pakistan’s 5 refineries currently have an installed refining capacity of approximately 450,000 barrels per day. However, capacity utilization has remained below potential for various reasons, including challenges in the upliftment of furnace oil due to declining domestic demand and the influx of smuggled high-speed diesel, which has undermined legitimate market demand and, at times, forced refineries to curtail production.

The immediate priority should therefore be to optimize and modernize existing refineries rather than simply add capacity. The recently signed Refinery Upgrade Agreements represent a

major step in this direction, with planned investments of approximately US$5–6 billion.

Following these upgrades, the country’s motor gasoline production is expected to increase by approximately 70%, high-speed diesel by around 40%, while furnace oil production is projected to decline by approximately 65%. These investments will improve fuel quality, reduce dependence on imported finished products and generate foreign exchange savings.

Pakistan also introduced its Greenfield Refining Policy in 2023, offering substantial incentives, including a 20-year income tax holiday and 25 years of tariff protection for qualifying large-scale refineries. Despite these incentives, new refinery development has remained challenging.

This reflects the substantial capital requirements, financing complexities and long-term commercial commitments associated with a greenfield refinery. For instance, the proposed integrated refinery and petrochemical complex at Gwadar has been estimated at approximately US$10 billion.

In the longer term, additional refining capacity may be required depending on economic growth, future petroleum demand and the evolving energy mix. However, investments must be commercially and technically sound, supported by modern refining technology and a stable, predictable policy environment.

US Revival of Prize Law Could Transform Maritime Risks

The United States is preparing to revive a largely dormant maritime legal framework that could significantly expand its power to seize vessels and cargo during armed conflicts. The proposed rules, published by the US District Court for the Southern District of Texas, could revive prize law, which has not been invoked since the aftermath of World War II.

Unlike conventional civil forfeiture, which generally allows vessel owners, cargo interests and other claimants to contest seizures, prize law determines whether ships or cargo can be lawfully captured as enemy property, contraband or property involved in violating a blockade. Under this framework, ownership could transfer immediately to the capturing nation, which may appropriate the property for government use or sell it, with proceeds deposited into the US Treasury.

The proposed procedures would establish modern mechanisms for presenting evidence, verifying ownership, limiting discovery and hearing appeals. The court has invited public comments until October 23, 2026, before deciding whether to adopt the rules.

The timing is significant. As military operations in the Middle East intensify, Washington appears increasingly interested in restricting Iran's ability to export oil and sustain maritime trade. Prize law could provide an additional instrument to enforce blockades, extending the risk beyond sanctioned tankers to third-party vessels and cargoes caught violating lawful wartime restrictions.

This development could fundamentally alter the risk calculations of shipping companies, charterers, cargo owners and insurers. Vessels that are not themselves sanctioned may nevertheless face capture if their activities fall within the scope of applicable wartime rules. Consequently, route planning, insurance coverage, ownership transparency and security assessments would assume greater importance.

The implications extend to Southeast Asia, particularly Malaysia's Eastern Outer Ports Limit anchorage, where opaque ship-to-ship transfers of Iranian crude destined for China have attracted attention. Complex ownership structures, indirect cargo movements and deceptive shipping practices could complicate enforcement while increasing the risk of regional maritime disputes.

However, the revival of prize law raises concerns about potential overreach. Although the proposed procedures may strengthen enforcement against blockade evasion, their application must remain consistent with international law, due process and legitimate commercial interests. Broad or arbitrary seizures could undermine confidence in maritime trade and intensify geopolitical tensions.

The strategic takeaway is clear: an old wartime instrument could become a powerful tool of modern economic pressure. Shipping companies must reassess their exposure, while governments and maritime authorities should prepare for a more contested trading environment. The revival of prize law may strengthen Washington's enforcement capabilities, but its legitimacy will ultimately depend on transparent procedures, legal safeguards and disciplined implementation.

Beyond Refining: Building Pakistan’s Energy Backbone

Usama Qureshi has built a career on turnarounds. At K-Electric, as Chief Marketing Officer and Chief of Staff, he was part of the leadership team behind the utility's turnaround, a story later taught at Harvard Business School and the Harvard Kennedy School. As Managing Director and CEO of Hamdard Laboratories Pakistan, he led the modernization of a Pakistani household name. He began his career at Pakistan State Oil, on the team that revived its fuel cards business.

Since joining Cnergyico in 2021, becoming Vice Chairman in 2022, he has brought the same instinct to a business operating at national scale. He shapes long-term strategy, strengthens governance and makes the Company's case to government, regulators and international partners. He also sits on the boards of the Company's subsidiaries. Twenty-five years across energy, FMCG, fintech and telecommunications give him an unusually wide lens. He is Chief Executive Officer of Amps & Volts (formerly Oasis Energy), an electrical switchgear and power solutions manufacturer. He is also Strategic Advisor to Kuickpay, a payments aggregation platform.

Beyond the boardroom, he is one of the sector's most visible voices, writing and speaking on Pakistan's energy future and economic policy. He serves on the Global Advisory Council of the Commonwealth Enterprise and Investment Council (CWEIC), which Cnergyico has joined as a Strategic Partner. He also champions Pakistan's trade and exports through the FPCCI and national business councils. He holds an MBA.

Followings are excerpts from an exclusive interview with Pakistan & Gulf Economist:

PAGE: Please tell us briefly about Cnergyico, from an oil refinery to an important component of Pakistan’s emerging energy infrastructure.

Usama Qureshi: Cnergyico’s journey has been one of continuous growth, integration and investment in Pakistan’s energy infrastructure. From our beginnings as a refining business, we have evolved into a vertically integrated energy company with operations spanning refining, petroleum marketing, storage, logistics and distribution.

Today, Cnergyico operates Pakistan’s largest oil refining complex by installed capacity, with a combined capacity of 156,000 barrels per day. Our infrastructure also includes the country’s first and only Single Buoy Mooring (SBM), substantial crude oil storage capacity and a nationwide network of more than 480 retail outlets under the byco brand.

This integrated model allows us to participate across the petroleum value chain, from importing crude oil and refining it into finished products to storing, distributing and marketing those products. As Pakistan’s energy requirements evolve, our objective is to strengthen energy security, diversify crude supply sources, improve product quality and progressively modernize our refining infrastructure.

PAGE: The company enjoys a few distinctions, including the largest refining capacity of 156,000 barrels per day. What has been the average capacity utilization and what is being done to improve it?

Qureshi: Our installed refining capacity is 156,000 barrels per day. Average utilization has been around 35%, or about 55,000 barrels per day. However, this must be viewed mainly in the context of local market demand, refining margins and the ability of the domestic market to absorb locally refined products. During the recent crisis, when imports were constrained and local demand was strong, Cnergyico increased throughput to more than 80,000 barrels per day.

The refinery is therefore not constrained by its technical nameplate capacity. Utilization is primarily driven by prevailing market and economic conditions. Our approach is to operate at levels that provide an optimal product yield and economic return rather than simply maximizing throughput irrespective of market conditions.

Going forward, we are working on several fronts to raise utilization on a sustainable basis: diversifying crude supply, securing better commercial terms, developing product exports through a second SBM and completing the refinery modernization program. Improved domestic demand and a more conducive refining environment will support this further.

PAGE: The company processes crude from different regions and has recently imported West African and American crude. How has the experience been?

Qureshi: One of Cnergyico’s key strengths is the flexibility of its refining configuration and associated infrastructure, which enables us to evaluate and process crude oil from diverse geographical sources.

Our processing of West African crudes demonstrated the refinery’s ability to handle crudes of different characteristics and complexity. Similarly, sourcing West Texas Intermediate (WTI) from the United States has broadened Pakistan’s crude supply options beyond its traditional dependence on Middle Eastern suppliers. Our crude procurement decisions are commercial and

technical in nature. We assess each crude on landed cost, freight, product yields, refinery compatibility, financing terms, reliability of supply and prevailing market conditions. The ability to source from multiple regions gives us greater flexibility and contributes to Pakistan’s broader objective of energy security.

The experience has reinforced our view that diversification is strategically valuable. Rather than depending on a limited number of supply sources, we can evaluate opportunities across the international market and select crude grades that offer the best combination of operational compatibility, economics and supply security. This flexibility has served both the refinery and the country well during periods of supply disruption.

PAGE: Another unique feature is the Single Buoy Mooring (SBM) facility. How has this contributed to achieving higher synergy?

Qureshi: The SBM is one of Cnergyico’s most important strategic assets and provides a significant logistical advantage. It enables crude oil and petroleum products to be received offshore and transferred through dedicated pipelines directly to our storage and refining facilities.

The SBM can receive fully laden Suezmax and Aframax vessels, which cannot berth fully laden at Karachi Port or Port Qasim. It is connected to our onshore facilities through approximately 11.5 kilometres of subsea and 3.3 kilometres of onshore pipeline. This creates several synergies. It reduces dependence on conventional port infrastructure, enables the handling of larger crude cargoes, supports economies of scale, lowers logistics complexity and connects crude imports directly with our storage and refining complex.

The SBM was particularly useful in receiving our WTI and West African crude cargoes. On these longer voyages, the ability to bring in larger cargoes helps lower the freight cost per barrel. From a national perspective, this infrastructure also contributes to energy security and reduces pressure on conventional port facilities.

PAGE: Cnergyico owns and operates retail outlets and also supplies products to other OMCs. How does this help in achieving higher standards of finished products?

Qureshi: Our vertically integrated model provides an important advantage because we remain connected with the product throughout much of the value chain, from crude selection and refining to storage and ultimately the retail customer.

Cnergyico operates a nationwide network of more than 480 Byco outlets while also supplying petroleum products to other oil marketing companies and organizations. This gives us direct exposure to market requirements and customer expectations.

Quality control is maintained through established specifications and testing procedures at the refinery and across the supply chain. Having refining and marketing within the same business also provides valuable feedback on product performance, demand patterns and changing customer requirements. As we proceed with refinery modernization, this integration will become even more valuable. Our objective is to produce cleaner, higher-value fuels meeting Euro-V specifications while ensuring that quality is maintained throughout storage, transportation and delivery.

PAGE: Some analysts believe Cnergyico’s location is a bottleneck because transportation by bowsers is expensive and problematic during the monsoon season. How has the experience been?

Qureshi: Every industrial location presents a combination of logistical advantages and challenges. Our location at Hub provides a major strategic advantage because of its proximity to the coast and direct integration with our SBM, storage infrastructure and refining complex.

We recognize that inland movement of finished products by road tankers involves transportation costs and can face temporary disruption during extreme weather or poor road conditions. These challenges are not unique to Cnergyico and form part of the broader logistics environment in Pakistan. Our integrated storage and distribution network, inventory planning and supply chain management help mitigate these risks. Importantly, any assessment of our location must also take into account the advantages of direct offshore crude handling through the SBM, access to large cargoes and extensive on-site storage.

We continue to optimize our logistics footprint so that products reach different markets efficiently and reliably while maintaining the required safety and product quality standards.

PAGE: How does the proposed modernization program help in improving the quality of products?

The refinery modernization program is fundamental to Cnergyico’s long-term strategy. We have initiated work on a refinery upgrade project involving an investment of more than US$1 billion.

In September we signed the upgrade agreement with the Government under the refining policy. The project is designed to materially change our product slate. It will increase production of higher-value products, particularly High-Speed Diesel and Motor Gasoline, while significantly reducing production of Furnace Oil. Most importantly from a product quality perspective, the upgraded configuration will enable our products to meet Euro-V specifications, which means cleaner fuels with substantially improved environmental characteristics.

The upgrade will deliver benefits on several fronts: better product quality, a higher proportion of valuable transportation fuels, lower furnace oil output, improved refinery economics and a reduced environmental footprint. It also aligns Cnergyico with Pakistan’s broader objective of modernizing its refining sector and reducing dependence on imported finished products.

We are also planning a second SBM for product exports. This will improve refinery utilization, reduce our dependence on the local market alone and generate much-needed foreign exchange for the country.

PAGE: How did Cnergyico respond to the recent disruption in Gulf oil supplies and what role did it play in keeping the country supplied?

The disruption in the Strait of Hormuz earlier this year was one of the most serious energy security tests Pakistan has faced. Before the conflict, around 90 percent of the country’s oil and LNG imports passed through Hormuz. When imported finished products became difficult to secure, domestic refining became the country’s first line of supply. Cnergyico responded on three fronts.

First, we raised refinery throughput to more than 80,000 barrels per day to meet local demand at a time when imported products were scarce.

Second, because our crude sourcing was already diversified, we continued processing crude from outside the Gulf, including WTI from the United States and grades from West Africa. Over nine months we imported around 8.1 million barrels of US crude.

Third, our SBM allowed these large cargoes to be received directly at Hub without adding to congestion at Karachi’s ports, while our storage capacity and Byco network kept products moving to customers across the country.

The crisis showed in practical terms why domestic refining capacity, diverse crude sources and independent offshore import infrastructure matter for national energy security. It has also strengthened the case for our refinery upgrade and a second SBM, which will add further resilience.

PAGE: Cnergyico has returned to profitability after a difficult period. What drove this turnaround?

Qureshi: The last few years were challenging for the entire refining sector. High finance costs, limited working capital, weak local demand and competition from smuggled products all weighed on refinery economics. The company recorded a loss in FY2025.

FY2026 marked a clear turnaround. For the year ended June 30, 2026, Cnergyico reported a profit after tax of PKR10.75 billion compared with a loss of PKR2.90 billion the previous year. Sales rose to PKR410.2 billion from PKR296.7 billion and earnings per share were PKR1.96 against a loss per share of PKR0.53.

Several factors contributed. We diversified our crude sourcing and became the first refinery in Pakistan to process US crude, which improved product yields and operational flexibility.

We operated with tighter cost discipline and expanded product exports, earning foreign exchange for the country. Stronger refining margins during the crisis helped, but the groundwork for the recovery had been laid well before it.

Our focus now is to make this recovery sustainable through the upgrade program, higher utilization and a stronger export business.

PAGE: Cnergyico’s refinery is located away from the city in Balochistan. How does the company engage with the communities around it?

Qureshi: For us, CSR is not a set of one-off events. Our refinery has been part of this community for more than three decades and its progress is tied to ours. Our approach rests on three principles. We focus on the five villages closest to our operations. We work through established partners who bring expertise and accountability. We sustain our programs year after year so that communities can rely on them.

Education, with a focus on women:

Through our partnership with The Citizens Foundation (TCF), we support government primary schools in the area and provide transport so that children can reach school safely. We sponsor female teachers at a girl’s school in Gaddani and support young women from Mouza Kund training as midwives. Investing in women teachers and midwives builds skills that stay within the community.

Health and clean water:

Access to healthcare is limited in the area, so we run an ambulance service that connects the surrounding villages to hospitals in Hub and Karachi. We have also provided equipment to LRBT’s Secondary Eye Hospital in Quetta, extending our support for eye care across the province.

Clean drinking water is scarce in this part of coastal Balochistan. Our seven solar-powered reverse osmosis (RO) plants supply safe drinking water to five villages using renewable energy.

Livelihoods and dignity:

With Akhuwat, we support interest-free microfinance that helps families in Hub build their livelihoods. With Bioniks Welfare Organization, we provide prosthetic limbs to people who could not otherwise afford them, helping them return to work and daily life.

The refinery itself supports more than 3,000 direct and indirect jobs in the area, which remains our largest contribution to the local economy.

Environment:

Responsible operations are the foundation of our environmental commitment. A coral reef has developed along our subsea pipeline between the SBM and the refinery, a rare marine habitat in Pakistani waters that we continue to support. We have also planted trees around our refining complex.

Our biggest environmental contribution, however, will come from the refinery upgrade, which will produce Euro-V fuels with substantially lower sulphur content.

As the upgrade progresses, our footprint in the region will grow through more jobs, local procurement and cleaner fuels. We intend our community programs to grow alongside it.

Malaysia to be hub for resolving international commercial and maritime disputes

Malaysia’s strategic location along two major global shipping lanes is bolstering its bid to become a regional hub for resolving international commercial and maritime disputes, says Chief Justice Tun Wan Ahmad Farid Wan Salleh.

He noted that positioning between the Strait of Malacca and the South China Sea gives the nation a unique advantage, where swift adjudication and specialized expertise are essential for time-sensitive cases.

He said that while Malaysia has long operated a specialized Admiralty Court, the creation of the International Commercial and Admiralty Division (ICAD) unifies admiralty and international commercial litigation under one bench.

Established at the High Court on March 2 this year, ICAD is set to boost investor confidence in Kuala Lumpur as a premier business and dispute resolution center.

Wan Ahmad Farid said delays of even a few days in urgent admiralty cases could have significant commercial consequences, particularly when disputes involved vessels, cargo and parties across several jurisdictions.

“Applications for the arrest or release of vessels, the provision of security and other urgent matters require prompt attention, and a delay of even a few days can have significant commercial consequences,” he said in his keynote address at the inaugural ICAD Conference 2026 at the Asian International Arbitration Centre (AIAC).

Wan Ahmad Farid said maritime disputes were inherently international, often involving vessels registered in one country, owned by companies in another, financed by banks in a third and carrying cargo belonging to parties across several jurisdictions.

“A vessel may be registered in one jurisdiction, corporate-owned in a second, bank-financed in a third, chartered in a fourth, and carrying cargo belonging to entities across several more,” he said.

“The trade that passes through generates disputes over cargo, charter parties, finance, insurance, energy and infrastructure.”

Wan Ahmad Farid said ICAD aims to turn Malaysia’s geographical position into a jurisdictional advantage, ensuring disputes are adjudicated close to trade activity by judges versed in complex maritime and commercial law.

He said a premier dispute resolution forum was built on trust, which had to be earned over time, Bernama reported.

“It is earned when foreign investors know that if they bring a dispute to Malaysia, they will receive justice that is blind to nationality, deeply sophisticated in commercial logic and fiercely independent.

“Roads and ports carry goods. Certainty and trust carry confidence, and confidence carries capital. Let us build this infrastructure deliberately, protect it carefully, and offer it to the world with integrity,” he added.

Mehrdad Akhlaqi Ketabchi New Defence Minister of Iran

According to Reuters, Iran's parliament approved Mehrdad Akhlaqi Ketabchi as defence minister on Sunday, ending months of interim leadership at the ​ministry and placing a former defence sector veteran in ‌charge of the country's defence production and procurement apparatus.

Akhlaqi replaces Majid Ebn al-Reza, who took over in an interim capacity after then Defence Minister Aziz Nasirzadeh ​was killed by US-Israeli strikes in February.Akhlaqi has spent decades ​in Iran's defence industry and has held senior roles ⁠in its aerospace and missile sectors. He is subject to US ​and EU sanctions over his work in Iran's defence sector.

In a program ​presented to lawmakers, Akhlaqi pledged to rebuild the country's military-industrial infrastructure, accelerate the development of defence technologies and expand cooperation with private-sector companies.

"If the American enemy ​makes another miscalculation, the response of the valiant Iranian people and ​the fighters of Islam will be surprising and extensive," he said, adding that ‌Tehran ⁠had taken necessary measures to counter the potential use by the US of its "mother of all bombs" against Iran.

CNN reported this week that the US has developed strike plans that could include using the GBU-43/B ​Massive Ordnance Air ​Blast Bomb, also ⁠known as the "mother of all bombs", against Iranian energy infrastructure and nuclear sites if President Donald Trump ​orders renewed combat operations.

The weapon is the largest non-nuclear ​bomb ⁠in the US arsenal.

"The US President should focus on ensuring his forces are withdrawn safely from our region. If he drops a single bomb, ⁠he ​will have to see how many of ​his troops end up being carried out of the region in a horizontal position," ​Akhlaqi said.

Egypt and Xiamen C&D to develop Alexandria dry bulk terminal

Egypt’s Ministry of Transport and the Alexandria Port Authority have signed a Memorandum of Understanding (MoU) with China’s Xiamen C&D to develop a specialized dry bulk terminal at Al-Max Port.

The project forms a key part of the broader Greater Alexandria Port development plan and underpins the Sokhna-Alexandria industrial logistics corridor across Egypt.

According to the cooperation plan, two new specialized dry bulk berths will be constructed in the project, alongside supporting facilities including standardized cargo yards, storage silos, modern handling and transshipment systems, and comprehensive logistics facilities.

Once operational, the terminal will be able to berth three large cargo vessels simultaneously, further enhancing the Alexandria Port Area's capabilities in receiving and unloading large vessels, handling bulk cargo throughput, and conducting cross-border transshipment.

At the same time, the project will strengthen the connection between the port area and Egypt's railway and highway networks, build a multimodal transport system that integrates sea transport, railways and highways.

Lyu Rongdian, CEO of Xiamen C&D, stated that the company highly recognizes the development potential and geographical advantages of Egypt's ports. It will advance the construction of the port project and strive to build it into a representative bulk cargo logistics hub along the Mediterranean coast.