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SAN DIEGO , Dec. 10, 2024 /PRNewswire/ -- Robbins LLP reminds investors that a class action was filed on behalf of all persons and entities that purchased or otherwise acquired Xerox Holdings Corporation (NASDAQ: XRX) securities between January 25, 2024 and October 28, 2024 . Xerox and its subsidiaries offer workplace technology that integrates hardware, services, and software for enterprises in the Americas, and internationally. For more information, submit a form , email attorney Aaron Dumas, Jr. , or give us a call at (800) 350-6003. The Allegations: Robbins LLP is Investigating Allegations that Xerox Holdings Corporation (XRX) Misled Investors Regarding its Business Prospects According to the complaint, during the class period, defendants failed to disclose to investors that: (1) after a large workforce reduction, the Company's salesforce was reorganized with new territory assignments and account coverage; (2) as a result, the Company's salesforce productivity was disrupted; (3) as a result, the Company had a lower rate of sell-through of older products; (4) the difficulties in flushing out older product would delay the launch of key products; and (5) therefore, Xerox was likely to experience lower sales and revenue. Plaintiff alleges that on October 29, 2024 , Xerox revealed "lower-than-expected improvements in sales force productivity" and "delays in the global launch of two new products" had led to "sales underperformance." The Company disclosed that for third quarter 2024, quarterly revenue was down 7.5% year-over-year to $1.53 billion , net loss fell to - $1.2 billion (down $1.3 billion year-over-year), and equipment sales declined 12.2% year over year to $339 million . In a corresponding earnings call, the Company's COO revealed the product delay was in fact a "forecasting issue" where the Company "had higher expectations that we were going to flush through the older product" which it needed to "sell through" in order to "make those transitions." On this news, the Company's share price fell $1.79 , or 17.41%, to close at $8.49 per share on October 29, 2024 . What Now : You may be eligible to participate in the class action against Xerox Holdings Corporation. Shareholders who want to serve as lead plaintiff for the class must submit their application to the court by January 21, 2025 . A lead plaintiff is a representative party who acts on behalf of other class members in directing the litigation. You do not have to participate in the case to be eligible for a recovery. If you choose to take no action, you can remain an absent class member. For more information, click here . All representation is on a contingency fee basis. Shareholders pay no fees or expenses. About Robbins LLP : Some law firms issuing releases about this matter do not actually litigate securities class actions; Robbins LLP does. A recognized leader in shareholder rights litigation, the attorneys and staff of Robbins LLP have been dedicated to helping shareholders recover losses, improve corporate governance structures, and hold company executives accountable for their wrongdoing since 2002. Since our inception, we have obtained over $1 billion for shareholders. To be notified if a class action against Xerox Holdings Corporation settles or to receive free alerts when corporate executives engage in wrongdoing, sign up for Stock Watch today. Attorney Advertising. Past results do not guarantee a similar outcome. View original content to download multimedia: https://www.prnewswire.com/news-releases/xrx-stockholders-with-large-losses-should-contact-shareholder-rights-law-firm-robbins-llp-for-information-about-the-xerox-holdings-corporation-class-action-302328257.html SOURCE Robbins LLPWhy Marvell Technology (MRVL) Stock Is Skyrocketing

Monday, December 9, 2024 Saudi Arabia has emerged as a formidable leader in global tourism, outpacing its Gulf counterparts — UAE, Qatar, Oman, and Bahrain — to secure the coveted 3rd position in the international tourism order . This achievement is driven by an exceptional 61% growth in international tourist arrivals in 2024 compared to 2019. This growth reflects the success of Saudi Arabia’s Vision 2030 , a comprehensive strategy aimed at diversifying the economy and reducing reliance on oil. Through large-scale developments, heritage preservation, enhanced aviation infrastructure, and strategic financial investments, Saudi Arabia is leading the Gulf region in tourism. Below is an in-depth comparison of Saudi Arabia’s progress against the UAE, Qatar, Oman, and Bahrain across critical tourism elements. Saudi Arabia spans an enormous 2.15 million square kilometers , making it the largest country in the Middle East and the 12th largest globally . This expansive landmass allows the Kingdom to develop large-scale tourism projects like NEOM, The Red Sea Project, and AlUla , which require extensive land and natural resources. This is a key factor that sets Saudi Arabia apart from UAE, Qatar, Oman, and Bahrain. Saudi Arabia has leveraged its large landmass to develop multi-regional tourism projects . For instance, NEOM covers over 26,500 sq km, offering futuristic attractions, adventure tourism, and technology-driven smart city developments. Similarly, The Red Sea Project utilizes Saudi Arabia’s natural islands to build luxury resorts, offering eco-friendly tourism experiences. Unlike smaller Gulf nations, Saudi Arabia’s land advantage allows it to create multiple world-class tourism hubs . UAE is significantly smaller, covering just 83,600 sq km , which limits the scale of its tourism developments. To overcome this constraint, the UAE relies on man-made islands like The Palm Jumeirah and The World Islands . Unlike Saudi Arabia’s use of natural resources, UAE’s artificial islands come with environmental concerns. The UAE’s reliance on concentrated development in Dubai contrasts with Saudi Arabia’s regional tourism strategy that incorporates Jazan, AlUla, and Diriyah. Qatar is even smaller, covering only 11,581 sq km , making it one of the smallest countries in the Gulf. Due to space constraints, Qatar cannot undertake large-scale developments like The Red Sea Project or NEOM . Instead, it relies on urban developments like The Pearl-Qatar , which is smaller in scale compared to Saudi Arabia’s transformative projects. Qatar’s space limitations prevent it from executing multi-regional tourism initiatives like Saudi Arabia’s nationwide development strategy . Oman is relatively large at 309,500 sq km , but its tourism strategy focuses on eco-tourism and nature retreats . While Oman’s vast deserts and scenic wadis offer opportunities for natural tourism, it lacks the large-scale, futuristic smart city projects seen in Saudi Arabia. Oman’s focus is on preserving natural heritage, whereas Saudi Arabia’s approach combines nature with luxury, as seen in the Red Sea Project and NEOM . Bahrain is the smallest Gulf country, with just 760 sq km of land. Its tourism industry is centered around shopping malls, nightlife, and weekend getaways for GCC residents. Bahrain does not have sufficient land for large-scale tourism developments, unlike Saudi Arabia, which has developed extensive tourism hubs like NEOM and Diriyah . Bahrain’s reliance on short-term tourism is a disadvantage compared to Saudi Arabia’s multi-regional strategy . Saudi Arabia has committed an unprecedented $250 billion budget for 2023 , with substantial portions allocated to infrastructure, education, healthcare, and tourism. At the heart of this funding strategy is the Public Investment Fund (PIF) , which manages over $700 billion in assets . This massive financial resource is driving the development of transformative projects like NEOM, The Red Sea Project, Diriyah, and AlUla . Unlike other Gulf countries, Saudi Arabia’s government directly funds these projects, allowing for faster execution and large-scale developments that surpass the capacity of UAE, Qatar, Oman, and Bahrain . The scale and speed of these investments are unmatched, as the Kingdom aims to attract 150 million visitors annually by 2030 , create 1.8 million jobs , and establish itself as a global tourism powerhouse . Saudi Arabia is channeling its vast financial resources through its Public Investment Fund (PIF) , which provides full financial backing for major projects like NEOM, The Red Sea Project, and Diriyah . Unlike other Gulf countries that depend on private investors or public-private partnerships, Saudi Arabia can directly fund large-scale developments, giving it more control over timelines and execution. Projects like NEOM , valued at over $500 billion , are being developed as futuristic, smart, and sustainable cities , while the Red Sea Project aims to position the Kingdom as a leader in eco-tourism . This approach allows Saudi Arabia to develop multiple large-scale projects simultaneously, unlike its neighbors, who typically focus on one large initiative at a time. UAE relies heavily on private-sector partnerships and foreign direct investment to finance its landmark projects like the Burj Khalifa and The World Islands . While this model has been successful in building iconic developments, it slows down project completion and increases reliance on foreign stakeholders. Unlike Saudi Arabia’s PIF-funded model , the UAE cannot independently fund multiple large-scale projects at once. As a result, developments like The World Islands experienced significant delays due to investor withdrawals. By contrast, Saudi Arabia’s PIF enables the Kingdom to fast-track projects like The Red Sea Project and Diriyah , which are being developed without financial constraints or the need for private investment. Qatar funneled over $220 billion into infrastructure development for the FIFA World Cup 2022 , including the construction of stadiums, transportation, and hospitality infrastructure. However, most of Qatar’s spending was directed toward a single event, while Saudi Arabia’s budget is distributed across multiple large-scale projects with long-term growth potential. Unlike Saudi Arabia, Qatar does not have a state-controlled fund as large as PIF , which means its capacity to fund multi-regional developments is limited. Saudi Arabia’s financial strategy ensures that mega-projects like NEOM and The Red Sea Project generate sustained tourism revenue throughout the year, while Qatar’s projects are often focused on one-time events like the FIFA World Cup. Oman operates with a smaller budget and limited financial capacity , relying on foreign partnerships and development loans to fund its tourism infrastructure. Unlike Saudi Arabia, which independently funds its projects through the PIF , Oman’s development model limits its ability to execute large-scale initiatives. While Oman has successfully positioned itself as a leader in eco-tourism and nature-based tourism , it lacks the financial strength to develop large-scale, luxury-driven projects like Saudi Arabia’s Red Sea Project . Additionally, while Oman’s focus on small eco-lodges appeals to nature lovers, it cannot match the grand, multi-billion-dollar hospitality developments that Saudi Arabia is rolling out in NEOM and Sindalah Island . Bahrain relies on financial aid from Gulf Cooperation Council (GCC) countries and private investments to support its tourism and hospitality sector. Without access to a sovereign wealth fund like Saudi Arabia’s PIF , Bahrain faces significant funding challenges. The Kingdom’s reliance on regional tourism also limits its ability to justify large-scale development projects. While Bahrain has developed luxury resorts and high-end hotels , it lacks the financial resources to undertake landmark projects like NEOM, The Red Sea Project, or Diriyah . Unlike Saudi Arabia, which is developing a distributed network of tourist destinations , Bahrain’s tourism economy is concentrated in a small urban area with limited capacity for growth. Saudi Arabia is undergoing a hospitality revolution , with plans to build 250,000 new hotel rooms by 2030 to support its goal of attracting 150 million visitors annually . Major projects like NEOM’s Sindalah Island and The Red Sea Project are transforming Saudi Arabia into a hub for luxury resorts, eco-tourism hubs, and high-end hospitality experiences . Unlike its Gulf neighbors, Saudi Arabia is following a multi-regional hospitality approach , developing tourist hubs in Jazan, AlUla, Riyadh, Jeddah, and NEOM , ensuring that every region benefits from tourism growth. Saudi Arabia is creating a distributed network of hospitality hubs across multiple regions. Projects like NEOM’s Sindalah Island offer ultra-luxury resorts with yacht marinas, while The Red Sea Project blends eco-tourism with luxury, offering unique island getaways. AlUla focuses on heritage-inspired hotels that immerse visitors in the Kingdom’s rich cultural history. Unlike other Gulf nations, Saudi Arabia’s hospitality sector is backed by the Public Investment Fund (PIF) , ensuring rapid development and global appeal. UAE has long been known for its luxury hotel industry , but most of its hospitality is concentrated in Dubai and Abu Dhabi . While Dubai boasts landmarks like Burj Al Arab , the UAE’s tourism strategy is largely urban-focused. By contrast, Saudi Arabia’s multi-regional approach spreads luxury hotels and resorts across its vast territory. Saudi Arabia also incorporates natural beauty in its projects, unlike the UAE’s reliance on man-made islands like The Palm Jumeirah. Qatar experienced rapid hospitality growth in preparation for the FIFA World Cup 2022 , with a surge in hotel construction. However, after the event, hotel occupancy rates fell significantly. Unlike Qatar’s event-driven model, Saudi Arabia focuses on year-round, sustainable tourism . Its diversified hospitality model, with projects like The Red Sea Project and AlUla , supports steady tourist arrivals throughout the year, not just for single events. Oman is known for its eco-tourism and nature retreats , with boutique hotels and eco-lodges in locations like Salalah and Muscat. However, Oman’s focus on small-scale development contrasts with Saudi Arabia’s large-scale, multi-region approach . Projects like The Red Sea Project incorporate eco-friendly luxury resorts on pristine islands, offering both luxury and sustainability. Unlike Oman’s niche approach, Saudi Arabia caters to a broader range of tourists, from adventure travelers to luxury seekers. Bahrain relies heavily on weekend tourism from neighboring Saudi Arabia, with many visitors traveling for shopping, entertainment, and nightlife. However, as Saudi Arabia develops its own luxury resorts in NEOM, AlUla, and Jazan , these same tourists are now staying within the Kingdom. This shift has reduced Bahrain’s hotel occupancy rates, as Saudi Arabia’s expansive hospitality network offers superior options for luxury, eco-tourism, and heritage experiences. Gulf nations are competing to attract international tourists through visa-free and visa-on-arrival policies , making it easier for millions of travelers to visit the region. By streamlining entry processes, Bahrain, Qatar, Oman, UAE, and Saudi Arabia aim to boost tourist arrivals, increase economic diversification, and reduce reliance on oil revenues. Each country’s approach reflects its broader tourism strategy, from promoting weekend getaways to encouraging luxury, adventure, and event-driven tourism . While Bahrain and Qatar focus on short-term tourism , Saudi Arabia is using its multi-regional tourism hubs to support year-round growth . Saudi Arabia has introduced visa-free and visa-on-arrival entry for citizens of 49 countries , marking a key step in its Vision 2030 initiative. This policy aims to make Saudi Arabia a leading global tourist destination. By simplifying entry for travelers from Europe, North America, and Asia , the Kingdom is drawing in a diverse range of visitors, from adventure travelers to luxury seekers. Tourists can now visit NEOM, The Red Sea Project, and AlUla with minimal travel restrictions. Unlike Bahrain, Oman, and Qatar , which focus on short-term tourism, Saudi Arabia’s approach targets year-round, multi-regional tourism growth , boosting its position as a top global destination. The UAE offers visa-free entry for citizens of 87 countries , reinforcing its status as one of the most accessible Gulf nations for international tourists. The policy supports the UAE’s goal to increase the number of visitors to Dubai and Abu Dhabi , which serve as the main tourism hubs. By simplifying travel for citizens from Europe, Asia, and the Americas , the UAE strengthens its reputation as a luxury shopping, entertainment, and urban tourism hub . Unlike Saudi Arabia, which focuses on multi-regional development , UAE’s tourism industry is heavily centered around Dubai . While the UAE remains a preferred transit point for global travelers, Saudi Arabia’s growing aviation capacity and multi-region strategy could soon challenge Dubai’s dominance. Qatar now offers visa-free entry for citizens of 102 countries , making it one of the most accessible destinations in the Gulf. This policy is part of Qatar’s efforts to maintain momentum following the success of the FIFA World Cup 2022 , which drew millions of tourists. Qatar’s visa-free policy targets visitors from Europe, Africa, and Asia , supporting its ambition to become a leading destination for sports tourism and cultural tourism . Unlike Saudi Arabia, which is focused on developing year-round tourism hubs like The Red Sea Project and NEOM , Qatar relies heavily on event-driven tourism . While Qatar’s visa policy ensures tourist access for major events, Saudi Arabia’s policy promotes sustained tourist inflow throughout the year. Oman now offers visa-free travel to citizens of 98 countries , making it one of the most accessible nature-based tourism destinations in the Gulf. This policy is aimed at attracting eco-tourists, adventure travelers, and cultural tourists from Europe and Asia. Visitors can explore natural retreats like Muscat, Salalah, and Oman’s wadis without the hassle of obtaining a visa. While Oman’s visa policy is similar to Saudi Arabia’s, its tourism model is niche-focused , promoting small-scale eco-lodges and boutique hotels. In contrast, Saudi Arabia’s visa-free entry supports a more diverse tourism approach , attracting travelers to luxury resorts, heritage sites, and adventure hubs like NEOM and AlUla . Bahrain has introduced visa-free entry for citizens of 72 countries , aiming to boost its status as a weekend getaway destination for Gulf travelers. The policy is intended to maintain Bahrain’s share of tourists from Saudi Arabia, Kuwait, and the broader Gulf Cooperation Council (GCC) . With easy visa access, Bahrain aims to attract visitors for shopping, dining, and leisure tourism . However, Bahrain’s reliance on short-term visitors contrasts with Saudi Arabia’s strategy to promote year-round, luxury, and adventure tourism . As Saudi Arabia develops luxury hubs like NEOM, Jazan, and The Red Sea , many of the weekend tourists who once traveled to Bahrain are now choosing to stay within Saudi Arabia. Saudi Arabia is transforming its aviation sector with the construction of King Salman International Airport in Riyadh, which will have the capacity to handle 120 million passengers annually by 2030 . In addition, Saudi Arabia is launching a new flagship airline, Riyadh Air , which aims to connect the Kingdom to over 100 global destinations . The expansion of Jeddah’s King Abdulaziz International Airport is also underway to support increased tourist and religious pilgrim traffic. Unlike its Gulf rivals, Saudi Arabia is not focused on a single airport hub but on a multi-airport strategy to distribute tourism traffic across its vast regions. This strategy directly challenges the dominance of regional aviation giants like Dubai International Airport (DXB) and Hamad International Airport (DOH) . Saudi Arabia is building King Salman International Airport to handle 120 million passengers annually , surpassing the capacity of Dubai International Airport. The launch of Riyadh Air will further boost Saudi Arabia’s position as a global transit hub , offering direct flights to over 100 international destinations . Meanwhile, Jeddah’s King Abdulaziz Airport is being upgraded to handle increased tourism linked to Hajj and Umrah pilgrimages , as well as leisure tourists visiting new resorts like The Red Sea Project . Saudi Arabia’s focus on regional airports and multi-destination connectivity sets it apart from other Gulf nations that rely on one primary airport hub. UAE relies on Dubai International Airport (DXB) , one of the busiest transit hubs in the world, handling 90 million passengers annually . While Dubai Airport is currently larger, King Salman International Airport in Riyadh will surpass it in capacity by 2030, with a capacity of 120 million passengers . Unlike Saudi Arabia’s multi-hub strategy , the UAE relies on a single major airport for most of its tourism traffic. Saudi Arabia’s introduction of Riyadh Air will also pose direct competition to Emirates Airlines , currently the leading Gulf carrier for long-haul flights. Qatar is home to Hamad International Airport (DOH) , which underwent significant expansion to support traffic from the FIFA World Cup 2022 . However, after the event, tourist arrivals have declined, leaving Qatar with underutilized airport capacity. Unlike Qatar’s event-driven strategy, Saudi Arabia’s approach is long-term and growth-focused . The King Salman International Airport will support sustained tourism growth and global transit routes through Riyadh Air , offering year-round demand rather than event-based spikes. This strategy ensures that Saudi Arabia’s aviation industry is future-proof. Oman operates Muscat International Airport , but its passenger capacity is small compared to Saudi Arabia’s King Salman International Airport . Oman’s aviation sector is geared toward regional travel , with limited capacity to act as a global transit hub. In contrast, Saudi Arabia is pursuing an aggressive global connectivity strategy , positioning itself as a major player in aviation. With the launch of Riyadh Air , Saudi Arabia will attract international transit passengers, taking market share from Oman’s airports and boosting connectivity for tourism hotspots like AlUla, Jazan, and The Red Sea resorts . Bahrain relies on Bahrain International Airport , which primarily caters to short-haul regional traffic. Bahrain also relies on Gulf Air , its national airline, which offers limited connectivity compared to the global expansion planned by Riyadh Air . The multi-hub approach of Saudi Arabia , with airport development in Riyadh, Jeddah, and new regional airports , reduces Bahrain’s ability to compete. Saudi Arabia’s expansion into the global aviation market threatens Bahrain’s position as a convenient layover point for Gulf travelers. Vision 2030 is Saudi Arabia’s master plan for economic and social transformation , aimed at reducing its dependence on oil and positioning the Kingdom as a global tourism powerhouse . Launched in 2016 under the leadership of Crown Prince Mohammed bin Salman , Vision 2030 outlines ambitious goals, including increasing non-oil revenue, growing the tourism sector, and boosting the economy through large-scale development projects . The strategy aims to transform Saudi Arabia into one of the world’s top destinations for leisure, culture, and adventure tourism. Unlike UAE, Qatar, Oman, and Bahrain , which focus on specific aspects of tourism, Saudi Arabia’s Vision 2030 is a multi-dimensional strategy that touches every part of the economy, from aviation and hospitality to entertainment and regional development. Saudi Arabia has set clear targets under Vision 2030 , with the most prominent goal being to attract 150 million visitors annually by 2030. To achieve this, the Kingdom is focusing on mega-projects like NEOM, The Red Sea Project, Diriyah, and AlUla , each offering a unique tourism experience. Vision 2030 also emphasizes economic diversification , with the goal of reducing oil dependency to less than 50% of GDP . Key sectors like tourism, hospitality, and aviation are now major contributors to the economy. Additionally, the Kingdom aims to create 1.8 million new jobs in the tourism sector, further driving socio-economic transformation. Saudi Arabia’s vision also includes hosting major global events like the World Expo 2030 , which is expected to attract over 40 million visitors to Riyadh, generating billions in revenue. Unlike its Gulf rivals, Saudi Arabia’s vision goes beyond one-time sporting events or luxury hubs — it aims for long-term sustainable tourism growth . UAE has developed its own long-term strategy for growth, with Dubai’s vision focusing on luxury tourism, shopping, and entertainment . However, UAE’s strategy is centered around the success of a few key hubs like Dubai and, to a lesser extent, Abu Dhabi . Unlike Saudi Arabia, which is developing tourism across multiple regions, the UAE relies on urban-based tourism driven by luxury shopping malls, theme parks, and architectural marvels like the Burj Khalifa . While Dubai hosted Expo 2020 , it was a short-term event that did not generate the long-term sustainable growth Saudi Arabia aims to achieve with its hosting of the World Expo 2030 . Furthermore, UAE’s tourism strategy lacks the depth and regional diversification seen in Vision 2030, where multiple regions like Jazan, AlUla, and The Red Sea are being developed simultaneously. Qatar made headlines with its hosting of the FIFA World Cup 2022 , which temporarily boosted tourism. However, Qatar’s tourism growth is largely event-driven . Once the event concluded, hotel occupancy rates declined, and tourist arrivals slowed. While Qatar has focused on promoting sports tourism and cultural tourism through museums like the National Museum of Qatar , its strategy does not have the multi-pronged approach of Vision 2030 . Saudi Arabia’s vision aims to sustain year-round tourism by creating large-scale tourism projects like NEOM and The Red Sea Project , ensuring there is a constant influx of visitors throughout the year. Unlike Qatar, Saudi Arabia is also targeting a wider range of tourists, from eco-tourists and adventure seekers to luxury travelers . By incorporating cultural heritage, adventure tourism, and luxury resorts , Saudi Arabia is creating a more diversified tourism economy than Qatar’s sports-driven model . Oman has focused its tourism strategy on eco-tourism and nature-based retreats , with projects in areas like Salalah and Muscat. However, Oman’s tourism growth is limited due to its smaller budget and reliance on small-scale eco-lodges and nature resorts. Vision 2030 takes Oman’s eco-tourism model to the next level with The Red Sea Project , where 90 pristine natural islands are being converted into a luxury eco-tourism hub. Unlike Oman’s small-scale eco-resorts, Saudi Arabia’s The Red Sea Project offers a combination of ultra-luxury villas, floating hotels, and coral reef tourism , making it one of the most ambitious eco-tourism developments in the world. While Oman is known for its nature tourism, it lacks the financial capacity and large-scale projects that Saudi Arabia’s PIF funds. Moreover, Vision 2030 promotes the development of tourism in multiple regions like NEOM, AlUla, and Jazan , while Oman’s tourism efforts are primarily focused on a few areas like Salalah. Bahrain has traditionally relied on weekend tourism from neighboring Gulf countries, especially visitors from Saudi Arabia and Kuwait. Bahrain’s tourism sector revolves around shopping malls, nightlife, and leisure tourism , but this model is being challenged by Saudi Arabia’s Vision 2030. With the development of luxury resorts in NEOM, Jazan, and The Red Sea , Saudi Arabia is now retaining tourists who previously traveled to Bahrain for leisure. Unlike Bahrain, which relies on weekend traffic, Vision 2030 promotes year-round, sustainable tourism . Bahrain’s reliance on Gulf tourists is fragile, as Saudi Arabia’s domestic developments offer better-quality resorts and more diverse attractions. While Bahrain focuses on its small hospitality sector, Vision 2030 envisions a future where Saudi Arabia becomes a global tourism leader , not just a regional player. This shift has already led to a decline in Bahrain’s hotel occupancy, as tourists who used to travel to Bahrain now stay within Saudi Arabia’s new tourist hubs. Saudi Arabia is set to host the prestigious World Expo 2030 in Riyadh , a monumental achievement that will position the Kingdom as a global tourism and business hub . Running from October 1, 2030, to March 31, 2031 , the Expo is expected to attract over 40 million visitors from around the world. This six-month-long event will showcase Saudi Arabia’s advancements in technology, culture, innovation, and sustainability , aligning perfectly with the goals of Vision 2030 . Hosting the World Expo not only enhances Saudi Arabia’s global reputation but also provides a significant boost to its tourism sector, hospitality industry, and local economy. Saudi Arabia ’s successful bid to host World Expo 2030 is a testament to its growing influence on the global stage. The event will generate billions in economic activity and create thousands of new jobs, further supporting the Kingdom’s mission to diversify its economy. Unlike short-term events like Qatar’s FIFA World Cup , the World Expo 2030 will span six months , drawing tourists, investors, and world leaders. The Expo will be hosted in Riyadh , but its impact will be felt nationwide, with supporting tourism hubs in AlUla, Jazan, and The Red Sea Project also benefiting from the influx of international visitors. As the Kingdom aims to attract 150 million visitors annually , hosting this global event ensures Saudi Arabia will remain a key player in the tourism and business sectors for years to come. UAE previously hosted Expo 2020 Dubai , which was postponed to 2021 due to the COVID-19 pandemic. While the event successfully attracted millions of visitors, it only lasted for six months and had limited long-term tourism impact. Unlike UAE’s strategy of promoting Dubai as the key tourism hub, Saudi Arabia’s World Expo 2030 will showcase multiple regions , including Jeddah, AlUla, and Riyadh. This multi-regional approach allows for more distributed tourism growth, unlike Dubai, where most activity is centered in a single city. Additionally, while Dubai hosted the Expo after building its global reputation, Saudi Arabia’s Expo will showcase its economic transformation under Vision 2030 , symbolizing a shift from oil reliance to a diversified economy fueled by tourism, aviation, and hospitality. Qatar gained global attention for hosting the FIFA World Cup 2022 , an event that boosted short-term tourism but faced criticism for its limited long-term impact on the country’s economy. Unlike the World Cup, which lasted for only a month, the World Expo 2030 will run for six months, ensuring sustained tourism activity. Saudi Arabia’s tourism model is long-term and multi-dimensional , offering visitors more than just sports events. While Qatar used the World Cup to increase hotel capacity and expand its aviation sector, many of its newly built hotels are now underutilized. Saudi Arabia’s multi-regional tourism model ensures that tourism hubs like NEOM, The Red Sea, and AlUla will benefit from the influx of Expo visitors. This approach drives sustained economic growth, unlike Qatar’s event-driven strategy , which resulted in an occupancy drop after the World Cup ended. Oman has never hosted an event on the scale of the World Expo 2030 , and its tourism strategy is focused on eco-tourism and nature retreats . While Oman’s eco-tourism model attracts niche travelers, it does not have the capacity to host large-scale international events like a World Expo . Saudi Arabia’s ability to host the event reflects its growing influence and infrastructural development. Unlike Oman, which relies on its natural landscape for tourism, Saudi Arabia is using Vision 2030 to build a future-ready tourism industry capable of handling millions of international visitors. The construction of King Salman International Airport in Riyadh and the launch of Riyadh Air are directly linked to the success of the World Expo 2030 , as they will facilitate the arrival of millions of tourists. Unlike Oman, which focuses on small-scale nature retreats, Saudi Arabia’s hospitality network will expand to accommodate Expo visitors in regions like NEOM, Jazan, and AlUla . Bahrain ‘s tourism strategy has always centered on weekend tourism from neighboring Gulf states like Saudi Arabia and Kuwait. Unlike Saudi Arabia, Bahrain does not have the capacity or infrastructure to host an event as large as World Expo 2030 . The Expo will further reduce Bahrain’s share of weekend tourists, as many of these visitors from Saudi Arabia will now stay within the Kingdom to experience the world-class exhibitions, entertainment, and attractions associated with the Expo. Saudi Arabia’s strategy of using the Expo as a catalyst for its long-term tourism growth contrasts sharply with Bahrain’s reliance on short-term tourist arrivals. The development of luxury resorts in NEOM, AlUla, and The Red Sea offers an alternative to Bahrain’s hotel and shopping experience, giving tourists more reasons to stay within Saudi Arabia. Saudi Arabia is transforming Gulf tourism and aviation under Vision 2030, surpassing UAE, Qatar, Oman, and Bahrain. As the largest country in the Middle East, it’s leveraging its vast land for mega-projects like NEOM, The Red Sea Project, and Diriyah, supported by a $700B PIF and a $250B budget allocation. The hospitality sector is expanding with 250,000 new hotel rooms, while King Salman International Airport (120M capacity) and Riyadh Air (100+ destinations) are redefining aviation. Hosting the World Expo 2030 will draw 40M visitors, cementing Saudi Arabia’s status as the region’s leader in tourism, hospitality, and aviation. says Mr. Anup Kumar Keshan Editor in Chief of TTW Saudi Arabia is taking a multi-regional approach with the launch of Riyadh Air , enabling direct flight connections to over 100 global destinations . The airline will operate a state-of-the-art fleet consisting of Boeing 787-9 Dreamliners and Airbus A321neo aircraft , allowing it to offer short, medium, and long-haul flights. This approach caters to a wide range of travelers, from business executives to leisure tourists, ensuring maximum passenger reach. Riyadh Air is being strategically positioned to support Saudi Arabia’s growing tourism sector, with direct routes to key tourist hubs like NEOM, The Red Sea, and AlUla . Unlike other Gulf airlines, Riyadh Air’s multi-destination strategy allows tourists to enter Saudi Arabia directly through multiple regions, not just Riyadh. Backed by the Public Investment Fund (PIF) , Riyadh Air’s launch will create thousands of jobs and fuel Saudi Arabia’s mission to attract 150 million visitors annually by 2030. Unlike its Gulf competitors, Riyadh Air’s comprehensive strategy positions it to be a direct competitor to Emirates, Qatar Airways, and Oman Air. UAE is currently the leader in Gulf aviation, with Emirates being one of the most well-known global airlines. Emirates operates out of Dubai International Airport (DXB) and serves more than 150 destinations worldwide. However, Saudi Arabia’s launch of Riyadh Air directly challenges Emirates’ dominance in the region. Unlike Emirates, which is heavily reliant on a single hub (Dubai), Riyadh Air follows a multi-region strategy , operating flights directly into multiple Saudi cities, including Riyadh, Jeddah, and new tourist hotspots like NEOM . This multi-destination approach gives Riyadh Air a clear advantage over Emirates, which must funnel most of its passengers through Dubai. Riyadh Air’s entry into the long-haul flight market is further boosted by its Boeing 787 Dreamliner fleet , which allows for fuel-efficient, non-stop routes to Europe, Asia, and North America . Saudi Arabia’s focus on multi-regional connectivity ensures that travelers have direct access to tourist hotspots like The Red Sea Project and AlUla , unlike the UAE, where most tourism traffic is concentrated in Dubai and Abu Dhabi. Qatar has long dominated the Gulf’s premium aviation space with Qatar Airways , which operates out of Hamad International Airport in Doha. Renowned for its 5-star service and premium cabin experience, Qatar Airways has become one of the world’s most awarded airlines. However, Riyadh Air poses a significant threat to Qatar Airways’ market share. While Qatar Airways operates from a single hub in Doha , Riyadh Air will offer flights to multiple Saudi destinations, creating direct access to Saudi Arabia’s top tourist destinations . Riyadh Air is also set to challenge Qatar Airways in the premium aviation sector , with modern fleets of Boeing 787-9s and Airbus A321neo planes that offer luxurious cabin options for business and first-class passengers. Unlike Qatar Airways, which relies heavily on event-driven tourist demand (like the FIFA World Cup), Riyadh Air is part of Saudi Arabia’s sustained tourism growth model , where the focus is on attracting year-round tourists. By offering connections to major cities in Europe, Asia, and North America , Riyadh Air is expected to draw business travelers and high-end tourists who previously relied on Qatar Airways for long-haul flights. Oman ‘s aviation sector is supported by Oman Air , a relatively smaller carrier that operates regional flights and some medium-haul routes to Asia, Europe, and Africa . Oman Air’s strategy focuses on regional connectivity , but it lacks the capacity, fleet size, and global reach of Riyadh Air . Unlike Oman Air, which serves a niche market, Riyadh Air will serve over 100 destinations worldwide . Riyadh Air’s global connectivity strategy will offer passengers more direct long-haul routes than Oman Air, allowing passengers to avoid stopovers at hubs like Muscat or Doha. The airline’s fleet of Boeing 787 Dreamliners provides ultra-long-haul flight capability , connecting travelers directly to key cities in North America, Europe, and Asia . With the support of Saudi Arabia’s Vision 2030 , Riyadh Air is backed by the full weight of the Public Investment Fund (PIF) , ensuring it can execute large-scale fleet expansion and operational growth at a pace that Oman Air cannot match. The entry of Riyadh Air into the global aviation market is likely to reduce Oman Air’s regional traffic, as travelers who once relied on Oman’s connections to Europe, Asia, and Africa will now have direct access to key global cities via Riyadh Air . Bahrain has relied heavily on its national airline, Gulf Air , to maintain its aviation presence in the Gulf. Gulf Air is a relatively small carrier, operating regional and short-haul flights to parts of Asia, Europe, and Africa . Bahrain’s aviation strategy relies on regional connectivity and layovers , especially for passengers traveling from Kuwait and Saudi Arabia. However, with the launch of Riyadh Air , Bahrain’s role as a layover destination is likely to diminish. Riyadh Air’s entry will allow travelers to fly directly to their destinations , avoiding layovers in Bahrain. Gulf Air’s fleet size and limited route network are no match for Riyadh Air’s planned operations, which will connect travelers to over 100 destinations worldwide . Saudi Arabia’s focus on tourism-driven aviation growth will also attract regional tourists who would have previously flown through Bahrain. The Kingdom’s strategy of providing direct access to NEOM, The Red Sea, and Jazan ensures that regional traffic will no longer need to pass through Bahrain , further reducing Gulf Air’s market share. Unlike Gulf Air, which relies on small aircraft for short-haul flights, Riyadh Air’s use of Boeing 787s and Airbus A321neo aircraft enables it to offer direct long-haul flights to key international markets. Saudi Arabia’s ascent to 3rd place in the international tourism order, surpassing UAE, Qatar, Oman, and Bahrain, is driven by an explosive 61% growth in international arrivals . This remarkable achievement is the result of a well-executed strategy under Vision 2030 , which focuses on large-scale tourism projects like NEOM, The Red Sea Project, and Diriyah . Unlike its Gulf counterparts that rely on event-driven tourism or niche markets, Saudi Arabia’s approach is comprehensive, spanning eco-tourism, cultural heritage, and luxury hospitality. Backed by the $700 billion Public Investment Fund (PIF) and extensive government support, the Kingdom has developed a multi-regional tourism model, ensuring every part of the country benefits from the tourism surge. The diversity of offerings, from ultra-luxury resorts to natural island retreats, gives Saudi Arabia a competitive edge, allowing it to attract tourists year-round, not just during events. Moreover, Saudi Arabia’s aviation sector has played a pivotal role in its tourism dominance. The development of King Salman International Airport and the launch of Riyadh Air have increased global connectivity, allowing tourists to fly directly to new hotspots like NEOM, The Red Sea, and AlUla . This multi-hub approach sets Saudi Arabia apart from Gulf competitors that rely on single major airports. The Kingdom’s successful bid to host the World Expo 2030 further solidifies its position as a global tourism leader. Unlike short-term tourism boosts from events like Qatar’s FIFA World Cup, the six-month-long Expo is expected to attract over 40 million visitors , driving sustained economic growth. Saudi Arabia’s combination of bold investments, diversified tourist attractions, and long-term growth strategies has redefined Gulf tourism, firmly establishing it as a regional powerhouse and a rising global tourism leader.Biden says he was ‘stupid’ not to put his name on pandemic relief checks like Trump did

Tanvir for recalibration of proposed GST on Kashmiri handicraft products SRINAGAR: The Jammu and Kashmir National Conference Sunday expressed concern regarding the proposed increase in Goods and Services Tax (GST) on traditional Kashmiri products, saying the move has raised alarm within the textile and apparel industry in Kashmir. Calling on the Government of India to reconsider its GST strategy in order to safeguard the industry and the livelihoods it sustains, Party Chief Spokesperson and MLA Zadibal Tanvir Sadiq emphasized that these products serve as the backbone of Kashmir’s economy and cultural heritage. “The increase in GST rates will place a heavy burden on local artisans and traders, jeopardizing their livelihoods and reducing the attractiveness of Kashmiri products in the global market. It is alarming to propose higher taxes during a period of economic instability characterized by inflation and stagnant growth,” he said. Tanvir criticised the proposed hike, stating that it reflects a lack of understanding of Kashmir’s economic realities. He emphasised the importance of balancing revenue needs with social equity for the workforce, warning of severe consequences if this balance is not maintained. Tanvir urged the government to reconsider the hike in order to protect the interests of the Kashmir handicrafts industry.

Trace3 enters federal market via acquisitionMarvell Technology Inc MRVL surged 11.3% to $121.33 on Friday, buoyed by Broadcom’s robust earnings and optimistic AI growth projections, which highlighted the vast opportunities in the custom chip (ASIC) market. Both companies are major players in developing ASICs tailored for hyperscale AI infrastructure, essential for data centers supporting advanced AI workloads. What Happened: Broadcom revealed its AI-related revenue is set to grow from $15-$20 billion in 2024 to $60-$90 billion by 2027, driven by surging demand from hyperscalers like Google . Read Also: Broadcom Hits $1 Trillion Milestone: The Next Magnificent Tech Giant? While Broadcom leads in deploying 3nm ASICs, Marvell is well-positioned to benefit from this trend, serving overlapping customers with a complementary portfolio of custom chips and networking solutions critical for AI cluster performance. The AI market's rapid expansion, with Broadcom projecting a 40%-50% annual growth rate in AI revenues, validates strong demand for ASIC technology. Marvell's expertise in high-speed data transport and networking, which connects compute nodes in AI systems, aligns it with this momentum. Investors might see Marvell as a natural beneficiary of the growing AI serviceable available market (SAM), as it strengthens partnerships with hyperscalers and accelerates its own next-gen ASIC roadmap. Read Also: Fed’s December Meeting Could Crush Rate Cut Optimism For 2025 Is MRVL A Good Stock To Buy? Wall Street analysts view Marvell Technology on the whole as a Outperform, given the history of coverage over the past three months. Christian Schwab from Craig-Hallum in Marvell Tech is the most optimistic, expecting a 50.0% rise in the stock in the coming year. But looking at how the market as a whole thinks of the stock, you can reference historical price action for views on whether investors feel strongly about the stock one way or another. In the past 3 months, Marvell Tech rose 61.12%, which indicates that opinion improved on the business and how attractive it is to own based on either its stock price, or underlying fundamentals, like revenue, which rose 6.84% over the past year. A complete overview of how Wall Street views individual stocks is available here , while real time updates on the latest analyst actions will be delivered via Benzinga PRO . Try it for free. According to data from Benzinga Pro , MRVL has a 52-week high of $121.86 and a 52-week low of $53.19. © 2024 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.

Every top head coach is only as good as the sporting director charged with building the squad from which they select their team. So 's decision to , just five months after hiring him from Newcastle United in the first place, highlights how much of a hurry the club are in to become competitive under new boss Ruben Amorim. One source has told ESPN that Sir Jim Ratcliffe, United's minority owner and principle decision-maker, had quickly become unimpressed by Ashworth, believing he lacked the personality and skillset to do the job. So, rather than allow an unsatisfactory situation to deteriorate, a decision was made to act now in a dramatic damage-limitation exercise. Sources said that relations between Ashworth and Ratcliffe had been "rocky" for weeks, but that the swiftness of the decision to part company on Sunday morning has surprised many at the club. Ashworth had been in charge of United's summer recruitment strategy, when £182 million was spent on five players. Yet less than six months on, arguably only £12.8m-defender has shown himself to be value for money. The rest have been distinctly underwhelming. And although Ashworth was involved in the decision to fire manager Erik ten Hag in October, the identification and recruitment of highly-rated 39-year-old coach Amorim from Portuguese champions was overseen and executed by CEO Omar Berrada. Since assuming full control of football operations at Old Trafford in February following the acquisition of a 25% stake as minority owners, Ratcliffe's INEOS group have torn up the existing structure at the club. Senior executives from the previous regime have gone, including football director John Murtough, and subsequently Ten Hag, following a dismal start to the season. Ashworth, previously technical director at the English Football Association and sporting director at both Brighton and Newcastle, was supposed to be part of the new era as INEOS moved quickly to hire experts with successful track records to fill the vacuum of knowledge at United that had developed and grown since Sir Alex Ferguson's retirement as manager in 2013. Ashworth was recruited from Newcastle after a lengthy compensation battle with the St James' Park club -- United ultimately paid £3m for him to start work on July 1 -- and Berrada (CEO hired from ), Jason Wilcox (technical director recruited from ) and Christopher Vivell (interim director of recruitment, formerly at and ) were also hired to form part of the senior leadership team under INEOS. Sources have told ESPN that INEOS spoke to , the former sporting director credited with building the squad with which Jurgen Klopp turned the team into and Champions League winners, in the months prior to their United investment in the hope of persuading him to return to football at Old Trafford. The 45-year-old had been out of work since leaving Liverpool in the summer of 2022 and had rejected a number of offers to work again in football, but despite holding talks with INEOS, Edwards rejected the opportunity. Shortly after those talks with INEOS, Edwards returned to Liverpool in March this year in a role as CEO of football operations for the club's owners, Fenway Sports Group. Edwards was immediately tasked with finding a successor for Klopp, who had announced his decision to stand down as manager at the end of the season, and Liverpool ultimately appointed Feyenoord coach Arne Slot, who has guided to the team to top spot in the Premier League and Champions League tables, losing just once all season. Ashworth had less immediate success at United. His start date came after INEOS had decided to retain Ten Hag as manager, despite speaking to several potential successors in the run-up to the FA Cup final win over Manchester City in May, but he was nonetheless charged with overhauling Ten Hag's failing squad. Sources have told ESPN that aside from , the international centre-back signed from in a combined £50.5m deal with Mazraoui, every summer signing was driven by the recruitment department headed up by Ashworth. Ten Hag wanted De Ligt and, despite believing the squad was already well stocked with centre-backs, Ashworth sanctioned the move in order to show faith in the manager following his retention in the role weeks earlier. Sources added that the decision to sign forward , a £36m signing from , was driven by Ashworth's team based on data analytics, and the Netherlands forward has so far looked out of his depth in the United team, scoring just three goals in 21 appearances. Defensive midfielder (£42.2m from PSG) has had a disrupted start at United and yet to secure a regular place in the team, while centre-back (£52m from ) only made his debut in last Wednesday's 2-0 defeat at after suffering a foot injury during preseason. So the jury is still out on Ashworth's one, and only, summer window, but United have little time to waste. The club's finances are stretched to the limit due to losses of £113.2m in their most recent accounts and continued struggles on the pitch will only deepen the problem if they fail return to the riches of the Champions League. Astute recruitment has always been a key factor in success, but with so many teams now mastering the art of data analytics, United are playing catchup. Ratcliffe was damning of United's recruitment in an interview with the fanzine United We Stand this weekend, saying the club were a long way behind in data analysis. "It doesn't really exist here," he said. "We're still in the last century on data analysis here. There's immense amount of useful data that we can get from data analysis and we're in the 'very poor' bracket with data analysis here." None of that can be blamed on Ashworth, who only started work in July, but the signings made on his watch were not good enough to buy him more time. Edwards has shown at Liverpool how the right person with the crucial expertise can make an instant impact and the challenge for Hugo Viana, who will replace the hugely successful Txiki Begiristain as Manchester City sporting director next summer, is to be more like Edwards than Ashworth. Viana made his name at Sporting CP, alongside Amorim, and one of his most impressive deals was the £17m signing of , a relatively unknown forward playing for Coventry City in the EFL Championship, in 2023. After scoring 68 goals in 72 games, Gyökeresis now one of the hottest prospects in Europe and being linked with an £80m move next summer, with United and Amorim high on the Sweden forward's list of admirers. Ashworth knows all about Gyökeres, having sanctioned his £1m transfer from Brighton to Coventry in 2021. That's the price on the ticket for all sporting directors. Managers and coaches are judged on results, but sporting directors are only as good as the decisions they make on players and Ashworth has already paid the price for his.American Airlines Group Inc said that a tech issue with DXC Technology Co, a third-party vendor that maintains the company’s flight-operating systems, caused a brief ground stop on all US flights on Tuesday. The carrier said that a network hardware-related issue has been resolved and flights have resumed. American’s flight-operating system allows for air transport to be coordinated and dispatched, it said. The halt lasted for about an hour. “We sincerely apologise to our customers for the inconvenience,” American said in a statement. “It’s all hands on deck as our team is working diligently to get customers where they need to go as quickly as possible.” The airline didn’t say if it expected any further delays or other knock-on effects. American Airlines had 3,320 domestic flights and 581 international flights scheduled for the day, according to aviation data provider Cirium. Only 19 of its flights were cancelled by the early afternoon, in line with the typical 1% cancellation rate across airlines, Cirium said. But there were delays: Only about 37% of American Airlines flights were leaving on time as of the early afternoon, Cirium said, noting that most airlines aim for 80% of flights departing and arriving within 15 minutes of the scheduled time. The data provider said that most of the delays at American were under two hours. For example, 72% of flights departing out of American’s Dallas hub left within an hour of the scheduled time. “Based on previous such incidents, it appears American has been able to maintain its schedule, albeit with delays,” said Cirium spokesperson Mike Arnot. “There may be an uptick in cancellations later in the day as crews time out.” American Airlines had said earlier it was experiencing technical issues affecting all of its flights, disrupting operations on a day when the Federal Aviation Administration expects to see about 30,000 US flights across all carriers. Some online postings said the airline suffered a software outage preventing it from calculating weight and balance requirements for its flights. The incident comes after Delta Air Lines Inc suffered a multi-day grounding in July affecting thousands of travellers due to a software glitch. Two years ago, Southwest Airlines Co suffered a year-end meltdown involving computer-system issues. 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Senator Ernst raises concerns over Hegseth’s nomination for defence secretary

U.S. Secretary of State Antony Blinken on Friday told Turkey it was "imperative" to work against a resurgence of the Islamic State (IS) group in Syria following the fall of Bashar al-Assad. The top U.S. diplomat also said he saw "encouraging signs" on reaching a ceasefire in the war-torn Gaza Strip. His remarks came on the second leg of a whirlwind regional tour following Bashar al-Assad's ouster in a lightning offensive spearheaded by Islamist-led HTS rebels, ending five decades of repressive rule by his clan. He flew to Turkey on Thursday evening where he met for more than an hour with President Recep Tayyip Erdogan at Ankara airport, a US official said. "Our country worked very hard and gave a lot over many years to ensure the elimination of the territorial caliphate of ISIS (IS), to ensure that threat doesn't rear its head again," Blinken said. "And it's imperative we keep at those efforts." In response, Foreign Minister Hakan Fidan told Blinken Turkey was committed to ensuring stability in Syria "as soon as possible" and "preventing ISIS" jihadists from gaining a foothold there. On Thursday, Erdogan assured Blinken Turkey would never ease up in the fight against IS in Syria, despite its operations against Kurdish fighters seen as key to containing the extremists. "Turkey will never allow any weakness to arise in the fight against ISIS," Erdogan said while vowing not to let up in its pursuit of groups Ankara sees as a threat to its national security. Divisions over Kurdish-led SDF As the Islamist-led rebels marched on Damascus, Turkey and its proxies began their own offensive against the Kurdish-led SDF (Syrian Democratic Forces). Turkey sees the SDF as an extension of the banned PKK (Kurdistan Workers' Party) that has fought a decades-long insurgency on Turkish soil. But Washington sees the force as a key ally for spearheading an offensive that defeated IS's self-declared caliphate in Syria in 2019, with Blinken saying Thursday the SDF was "critical" to preventing a jihadist resurgence there. The fighting between the two proxy forces has raised concern about the NATO allies' competing interests in Syria. Faik Bulut, an expert on the Kurdish question, told AFP Turkey was likely seeking "to take advantage of the vacuum to cleanse the region" of Kurdish fighters. That way Erdogan could "be in a position of strength" during talks with incoming US president Donald Trump, he assessed. With Turkey's own powerful military, control over its Syrian proxy forces and influence over the HTS rebels that ousted Assad, Erdogan could likely tell Trump: "'Hand this region to me and I will destroy ISIS. Give me responsibility and you'll see'," Balut said. 'Encouraging signs' of Gaza truce Blinken also said he saw "encouraging signs" of progress toward a ceasefire in the Gaza Strip, urging Turkey to use its influence to encourage Hamas to accept. "We discussed Gaza, and we discussed I think the opportunity... to get a ceasefire in place. And what we've seen in the last couple of weeks are more encouraging signs that that is possible," Blinken said. Blinken, who leaves office next month following Trump's election victory, began his tour in Jordan on Thursday on his 12th visit to the Middle East since the October 7, 2023 Hamas attack on Israel that triggered the Gaza war. "We talked about the imperative of Hamas saying 'yes' to the agreement that's possible, to finally help bring this to an end," he said. "We appreciate very much the role Turkey can play in using its voice with Hamas to try to bring this to conclusion." Turkey has long had close ties with Hamas, viewing it as a national liberation movement rather than a proscribed terror organisation like most Western nations. A blistering critic of Israel, Erdogan has frequently hosted Hamas' political leaders who have used Istanbul as one of their foreign bases during his two-decade rule. Published - December 14, 2024 01:24 am IST Copy link Email Facebook Twitter Telegram LinkedIn WhatsApp Reddit Syria / Turkey / USACMG Investors Have Opportunity to Lead Chipotle Mexican Grill, Inc. Securities Fraud Lawsuit Filed by The Rosen Law Firm

Making a $1B investment in the US? Trump pledges expedited permits — but there are hurdles