Education · Aerospace & defense
The Ministry of Defence on Wednesday, October 21, 2026, hosted the official presentation and hand over ceremony of the Legal Basic Knowledge Instructor’s Guide for Third-Category Law Enforcement Forces at the Hall of Acts of the Ministry of Defence, under the chairmanship of the Minister Delegate at the Presidency in charge of Defence, Beti Assomo Joseph.
The bilingual manual, entitled Basic Legal Knowledge Guide for the Land-Air-Sea Soldier, was produced by the Defence Headquarters and it’s brief presentation was done by Colonel-Magistrate Asse Louis Marie, Legal Adviser to the Chief of Defence Staff. He subsequently handed it over to Major General Ebaka Hyppolite, Deputy Chief of Defence Staff, representing Lieutenant General Rene Claude Meka, Chief of Defence Staff, before a group photograph marked the end of the presentation sequence.
In his address, the Minister of Defence reiterated that the guide, previously presented on October 9, 2024, was designed to equip instructors with the necessary tools to integrate legal education into military training programmes.
It should be noted that the importance of legal knowledge in the discharge of military responsibilities, particularly in defending the nation, protecting citizens and preserving public order is vital. A sound understanding of the laws governing the use of force, human rights, military discipline and the conduct of operations remains essential to military professionalism.
The presentation of the instructor’s guide therefore seeks to strengthen legal awareness among military personnel, promote respect for the law and ensure that the use of military authority remains within the applicable legal framework.
Distributed by APO Group on behalf of Ministry of Defence, Cameroon.
Oct 22 · 11:42·APO Group
SaaS · Energy
By Grant Villet, Business Development and Integration Executive, Aurex Constructors (www.Aurex.com).
Africa’s energy story is often around gas discoveries and investment potential. However, the real opportunity extends far beyond the resource itself. Mozambique and Namibia are emerging as important players in Africa’s oil and gas landscape, and what makes these markets particularly exciting is not simply the scale of their energy resources.
It is the potential for major energy developments to become platforms for broader economic transformation. The question we should be asking is not only how we develop these resources, but what we build around them and what remains when the project itself is complete.
The opportunity extends far beyond the oil and gas facility
In Mozambique, the scale of gas discoveries has already attracted global investment and created momentum for infrastructure development. Namibia is generating similar interest through its offshore discoveries.
These developments create demand for far more than the facilities required to produce or handle gas. They require ports, roads, logistics networks, power infrastructure, telecommunications and accommodation facilities. They also require a skilled workforce comprising artisans, supervisors, engineers and project managers, supported by the technical and operational expertise needed to deliver large-scale projects.
Local suppliers capable of meeting international standards for safety, quality and delivery are equally important. This supporting ecosystem is critical because it is where much of the broader economic opportunity lies.
If the ecosystem develops alongside the project, local businesses can participate meaningfully and the benefits can extend throughout the economy. Energy investment can then build demand and capability across multiple sectors rather than remaining concentrated within the project itself.
For Southern Africa, this creates an even greater opportunity. Developments in Mozambique and Namibia could strengthen regional supply chains and create opportunities through improved energy security for businesses across multiple countries. The real value lies in recognising these projects as platforms for broader economic growth rather than simply as energy-producing assets.
A successful project leaves a legacy
For me, success in a major infrastructure project cannot be measured only by whether a facility is completed on time and on budget. Those things are obviously important, but they are only part of the story. The projects that leave the biggest impact are those that develop people and strengthen local businesses creating lasting economic benefits long after construction has finished. That requires something that is sometimes harder to quantify, namely trust.
Major energy developments bring together governments, international operators, contractors, local suppliers and communities. These relationships can become complicated, particularly in complex operating environments, but our experience has shown that projects perform better when relationships are built on transparency and shared goals.
Problems are solved faster. Decisions can be made more effectively. Stakeholders remain focused on the bigger picture rather than becoming trapped in competing interests. Ultimately, the most successful projects create enduring economic and social value alongside the infrastructure they deliver.
Local capability cannot be an afterthought
There is often significant attention on the investment and jobs generated by major energy projects. Those benefits matter, but they should be viewed as part of a much longer-term process. If local participation and skills development are treated as box-ticking exercises, the benefits will inevitably be limited.
For local economic participation to become transformational, it must be intentional. Governments, operators and contractors need to genuinely invest in building sustainable local capacity. That means creating opportunities for local companies to grow, investing in training programmes and providing pathways for people to develop technical expertise that remains with them long after a project has been completed.
The measure of success should extend well beyond the construction phase. Five or ten years down the line, are local businesses stronger? Are local professionals more experienced? Has technical expertise been developed that can be applied to future projects? Is the economy better positioned to take advantage of the next opportunity? If the answer to those questions is yes, then real value has been created.
Lessons from complex operating environments
Our experience in Mozambique and Namibia has reinforced another important lesson in that technical capability alone does not guarantee success. Every major project has its own challenges, whether they are logistical, regulatory or operational.
Understanding the local environment, building strong relationships and remaining adaptable are therefore essential. We have also seen the value of engaging local businesses early and investing in local partnerships. Early investment in local partnerships and skills development generally delivers stronger long-term outcomes.
This is particularly important when projects are being delivered in remote or developing regions, where resilient supply chains require careful planning and strong collaboration between stakeholders. These lessons extend well beyond Mozambique and Namibia. They are relevant to energy and infrastructure projects across the continent.
Collaboration works best when it starts early
The complexity of major energy developments means that no single organisation can deliver their full potential in isolation. Governments, international companies, engineering and construction firms, African contractors and local suppliers all have roles to play. Collaboration succeeds when there is early engagement, clear communication and mutual respect between stakeholders.
Where challenges tend to arise is when stakeholders operate in silos or when local companies are brought into the conversation too late. Misaligned expectations can quickly create friction and undermine the potential of the wider project. The most successful projects recognise the complementary strengths that different participants bring.
International companies can contribute technology, experience and investment. Local businesses bring valuable market knowledge, established relationships and an understanding of local operating conditions. When those strengths are combined effectively, everyone benefits.
This is why local participation should be regarded as a strategic advantage rather than a compliance requirement. It should be understood as a source of capability, and knowledge that can make the project itself stronger.
Oil and gas and the wider question of energy security
As industrial and economic demand grows, oil and gas also has an important role to play in Southern Africa’s energy future. Countries need reliable energy sources to support economic growth and industrial development and address energy security challenges while supporting sectors such as manufacturing, mining and heavy industry.
Importantly, oil and gas does not have to be viewed in opposition to renewable energy. It can form part of a balanced energy mix as countries develop the reliable energy systems required to support growing economies. There is also a broader regional opportunity.
Major energy developments can help connect infrastructure, supply chains and markets across national borders. In doing so, they can create stronger economic linkages and support greater regional integration. The opportunity extends beyond energy production to building more connected economies, stronger supply chains and greater regional growth.
Africa’s biggest opportunity and risk
Looking beyond individual oil and gas developments, I believe Africa has a unique opportunity to use its natural resources as a foundation for industrialisation, job creation and the development of globally competitive industries. However, that opportunity comes with a significant risk.
We could focus too heavily on extracting resources without building the skills, infrastructure and industries needed to maximise their long-term value. Natural resources alone do not create prosperity. What matters is how effectively those resources are translated into economic development and sustainable business growth.
That requires a different way of thinking about major energy projects. The oil and gas facility is not the end point. It is one component of a much larger economic system. Ports, roads, logistics, telecommunications, power infrastructure, accommodation, skills, local suppliers and resilient supply chains all form part of the picture. So do the relationships between governments, international companies, contractors, communities and local businesses.
If these elements are developed deliberately and in parallel, the impact of an energy project can extend far beyond the project itself. Mozambique and Namibia demonstrate the scale of the opportunity. Their energy developments have the potential to strengthen regional supply chains, improve energy security, support industrial development and create opportunities that extend across borders. The challenge and the opportunity is to ensure that Africa captures that wider value.
If we can balance resource development and capability development, support international investment while strengthening local participation, and connect individual projects to broader regional growth, energy investment can become much more than an export opportunity. It can become a foundation for lasting economic transformation. And that is when Africa’s natural resources can truly become an engine for the continent’s future.
Distributed by APO Group on behalf of Aurex Constructors.
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Oct 22 · 11:41·APO Group
Education · Aerospace & defense
The Specialized Instruction, Application, and Improvement Center of the Engineering Corps (CSIAP-GEN) in Douala recently hosted two specialized training sessions.
These joint programs reflect the strength of the defense partnership between Cameroon and France. In total, around fifty Cameroonian service members refined their capabilities in countering unconventional threats and explosive hazards.
From September 28 to October 2, 2026, twenty personnel completed a specialized course on Nuclear, Radiological, Biological, and Chemical (CBRN) hazards. Led by French Army instructors, the session provided solid tactical and technical foundations, enhanced risk identification, and refined crisis management procedures. Particular emphasis was placed on mitigating risks associated with chemical improvised explosive devices. This foundational training paves the way for sustained cooperation, which remains vital for knowledge sharing and operational effectiveness.
Building on this momentum, thirty bomb disposal experts completed an advanced Explosive Ordnance Disposal (EOD) course from September 23 to October 16, 2026. To meet the strategic need for highly skilled explosive ordnance disposal technicians, the Military Engineering Corps organized this month-long program in coordination with the Cameroonian and French armed forces.
Co-conducted by two Cameroonian and three French instructors, the curriculum progressed from advanced theory and practical drills with specialized equipment to field exercises using live explosives.
This dual training effort highlights the leadership’s commitment to maintaining peak operational readiness, ensuring public safety, and tackling complex security threats in the field.
Distributed by APO Group on behalf of Ministry of Defence, Cameroon.
Oct 22 · 11:33·APO Group
Government & policy · Jobs & workplace
-- Although corporate layoffs have slowed in some sectors, workplace anxiety remains a significant concern for employees across the United States. Leadership expert Dr. Laurie Cure warns that the emotional consequences of workforce reductions can continue long after companies stop announcing job cuts. Government workforce changes, including initiatives described as " reductions in force ," have contributed to broader
Oct 22 · 11:30·MarketersMEDIA
SaaS · Retail
SAN FRANCISCO, Oct. 22, 2026 -- Replit, the agentic software creation platform used by builders in 85% of the Fortune 500 companies, today announced the expansion of its government business and the appointment of former U.S. Treasury diplomat and Amazon Web Services (AWS)...
Oct 22 · 11:10·PR Newswire
Healthcare · Government & policy
A second Brazil event in a single year - a frequency ISSCA has not previously applied - underscores Brazil's priority alongside Cellgenic's permanent operations there. MIAMI, FL / October 22, 2026 / Regenerative Medical Technology Group, Inc. (the "Company" or "RMTG") (OTCID:RMTG), a Regenerative Medicine Company. operating through its wholly owned subsidiary Global Stem Cells Group, today announced
Oct 22 · 11:01·ACCESS Newswire
Real estate · Travel
Asset World Corp Public Company Limited (AWC), Thailand’s integrated lifestyle real estate developer, has joined forces with public and private sector partners to sign a cooperation framework for the sustainable development of Chiang Mai. -- AWC Joins Hands with Chiang Mai’s Government Agencies and Local Communities to Create a New Chapter in Travel Experiences, Connecting Chiang Mai’s Rich History, Art, and Priceles
Oct 22 · 10:48·MarketersMEDIA
Government & policy · Nonprofits
Thursday 22 October, 2026
MISS (Miscarriage Support) is calling on communities across Scotland to help identify memorial gardens and remembrance spaces dedicated to babies who are no longer with us, as part of an ambitious national project to help bereaved families find meaningful places to remember.
The Scotland-wide initiative aims to identify and map existing memorial spaces across all 32 Scottish local authority areas, creating an accessible resource for families affected by pregnancy and baby loss while highlighting communities where additional places of remembrance may be needed.
For many bereaved families, having somewhere peaceful to visit, reflect and honour their baby can provide comfort and a lasting sense of connection. Yet information about existing memorial spaces is not always readily available, leaving some families unaware of the places of remembrance within their own communities.
Led by MISS and supported by research from Sands, the project aims to bring this information together in one national resource, helping families discover places of remembrance while identifying potential gaps in provision.
The mapping exercise will explore a wide range of memorial spaces and remembrance features, including dedicated gardens, benches, memorial stones, plaques, Trees of Tranquillity and 'Letters to Heaven' post boxes, recognising the many ways families choose to remember their babies.
Importantly, the project will also highlight areas where dedicated memorial spaces are limited or unavailable, helping to inform future conversations with local authorities, healthcare providers and communities about developing additional places of remembrance.
Every Baby Matters, Every Loss Deserves Recognition
Leona Scott, Media Coordinator at MISS, said:
“Losing a baby is something no family should have to face without compassion, understanding and support. While everyone experiences grief differently, having a special place to remember can mean so much to families whose babies are no longer with them.
“Across Scotland, there are beautiful gardens, memorials and quiet spaces dedicated to remembering babies, but not everyone knows where to find them. We want to change that.
“This project is about more than creating a map. It's about recognising that every baby matters, every loss deserves acknowledgement, and every family should have the opportunity to remember in a way that feels right for them.
“We're asking people across Scotland to help us build this resource. Whether you know of a memorial garden in your town, a dedicated remembrance bench or a special space created by your local community, we'd love to hear about it. Even the smallest piece of information could help another family find somewhere meaningful to remember their baby.”
Building on Existing Remembrance Spaces
The initiative builds upon MISS's existing remembrance work, including the Forget Me Not Memorial Garden at Hazlehead Crematorium in Aberdeen, created in partnership with Aberdeen SANDS and Aberdeen City Council, which provides a peaceful and dedicated space for families to reflect, remember and honour their babies.
While MISS continues its work supporting individual memorial spaces, this national project represents a wider commitment to understanding remembrance provision across Scotland.
By identifying existing spaces and areas where further provision may be needed, the charity hopes to encourage greater awareness, collaboration and opportunities for communities to develop meaningful places of remembrance.
The project is currently in development, and MISS is inviting members of the public, local authorities, NHS boards, healthcare professionals, charities and community organisations to contribute information.
How the Public Can Help
MISS is appealing to people across Scotland to share details of existing memorial gardens and dedicated remembrance spaces within their communities.
Whether it is a well-established memorial garden, a remembrance bench, a dedicated memorial feature or a smaller community space, every contribution could help build a clearer picture of the places available to bereaved families.
Anyone with information is encouraged to email info@miss-support.org.uk, including the name and location of the memorial space and any additional details that may be helpful.
Through this nationwide initiative, MISS hopes to create a lasting resource that will help families find places of comfort, reflection and remembrance, wherever they live in Scotland.
Oct 22 · 10:20·Pressat
Healthcare · Automotive
October marks a global moment for eye‑health advocacy, and Sierra Leone’s most anticipated cataract outreach campaign is entering a new phase of acceleration in the fight against avoidable blindness. The influential campaign is delivered by Choithram International Foundation (https://www.Choithrams.com/) in association with Noor Dubai Foundation, led by CEO Dr. Manal Taryam as part of Mohammed bin Rashid Al Maktoum Global Initiatives (MBRGI), and the Ministry of Health, Sierra Leone alongside Choithram Memorial Hospital, reflecting a shared commitment to world‑class eye care and the elimination of preventable blindness.
Download Document: https://apo-opa.co/4ihCOKT
Download Infographic: https://apo-opa.co/4z72uky
Conceived in 2024, the multi‑year initiative has restored sight to thousands of Sierra Leoneans through free cataract surgeries, community screenings, and long‑term capacity building. Cataracts remain the leading cause of blindness in the country, where the 2021 RAAB study found that 5.4% of adults over 50 are blind, with cataracts responsible for nearly 60% of cases.
A newly published peer-reviewed study in BMJ Open provides important evidence from the programme's first implementation cycle, demonstrating improvements in patients' vision-related quality of life while highlighting the operational challenges and adaptations necessary to deliver cataract services in resource-constrained settings.
A Year of Acceleration
The second surgical cycle, conducted between March and August 2026, marked a turning point. More than 5,768 adults were screened or consulted, 2,460 received medical treatment, and 1,522 cataract surgeries were performed, all this while also managing additional surgical interventions and referrals. It makes Year Two one of the largest eye‑care outreach efforts in Sierra Leone’s history, with patients travelling from across the country and neighbouring Guinea and Liberia, underscoring the programme’s growing regional reach and influence.
Capacity building, a core goal of the campaign, has also seen a clear uptick. Seventeen ophthalmic professionals were trained across clinical and surgical roles, including cataract surgeons, ophthalmology nurses, OT nurses, and registrars, further strengthening the country’s long‑term eye‑care workforce.
WHO (World Health Organization) notes that more than 80% of global vision impairment is preventable or treatable, underscoring the importance of programmes that combine service delivery with long‑term capacity building. This aligns with WHO’s 2030 global eye‑care targets, which call for major increases in effective cataract surgical coverage and sustained investment in national eye‑health systems.
Two operating theatres ran simultaneously at Choithram Memorial Hospital, supported by Sierra Leonean staff trained through monthly exchanges with Choithram Netralaya (India). Every patient received surgery, medication, transport, accommodation, and follow‑up care at no cost, establishing a model that continues to set a benchmark for accessible eye care in the region.
To help ensure that the programme delivers lasting impact, researchers Dr Gabriel Osei-Anokye and Dr Ving Fai Chan from Queen’s University Belfast (QUB) and Dr M Mansur Rabiu from Noor Dubai Foundation are leading a comprehensive evaluation. The evaluation examines programme efficiency, patient satisfaction, quality of care, and changes in patients’ quality of life following cataract surgery.
Aligned with WHO standards, the research assesses not only improvements in vision and clinical outcomes, but also the wider psychosocial and socioeconomic benefits of restoring sight among people who have limited access to cataract services. Drawing on expertise in global health and eye care, the team is generating evidence to identify what works, where improvements can be made, and how lessons from the programme can inform future outreach. These findings will support the continued strengthening and sustainability of cataract services in Sierra Leone and provide learning that may be relevant to similar programmes elsewhere.
Human Impact at the Centre
For many beneficiaries, restored sight means restored independence. One patient, Isatu Kamara, shared: “My right eye is now very bright. I am happy with the result and I look forward to coming back next year for the left eye.”
Such stories reflect the programme’s broader social impact, enabling farmers to return to work, caregivers to regain mobility, and older adults to reconnect with their families. Quality of life improves immediately, restoring dignity and participation in socio‑economic life.
Independent Evaluation Published in BMJ Open Strengthens the Evidence Base
A peer-reviewed study published in BMJ Open on 9 October 2026 evaluated the programme's first implementation cycle (February–August 2025), examining its achievements, operational challenges and adaptations during implementation. Led by researchers from Queen's University Belfast and programme partners Noor Dubai Foundation, the study reported that 9,117 individuals were screened and 1,433 cataract surgeries performed in Year One of the cycle. Among 271 patients with complete follow-up assessments, vision-related quality of life improved significantly by an average of 17 points, particularly in mental health, near-vision and distance-vision activities.
Beyond these achievements, the evaluation highlighted important challenges, including workforce limitations, transportation barriers, incomplete clinical records and low postoperative follow-up attendance, with only 19% returning at one month. The findings emphasise that successful cataract outreach requires more than delivering surgeries; it also depends on effective referral pathways, continuity of care and responsive programme management. Lessons from the first cycle have helped identify opportunities to strengthen subsequent implementation cycles and offer valuable insights for similar programmes in resource-constrained settings.
Voices from the Partnership
Mr. L.T. Pagarani, Chairman, Choithrams Group
“Goodness inspires more goodness, and this second year of our cataract outreach shows exactly that. After restoring sight for hundreds of people in our first cycle, we returned with even greater resolve to deepen our collaborative action. We are grateful to the Government of Sierra Leone, especially the Ministry of Health, for their partnership, and to Noor Dubai Foundation for their leadership and guidance. Above all, we honour the dedication of our doctors and staff whose work makes this impact possible. The celebration of restored vision belongs as much to the beneficiaries as it does to all of us who believe in the power of service to society.”
Drs. Gabriel Osei-Anokye and Ving Fai Chan, Queen’s University Belfast
“The progress we see in this second year is the careful reflection, rigorous evaluation, and a shared commitment to learning from the first cycle. Our research shows that when cataract programmes use evidence to continually improve how services are delivered, the benefits extend far beyond better vision. People regain mobility, confidence, independence, and the ability to participate more fully in their families and communities. Sierra Leone’s experience shows how strong leadership, continuous learning, and cross-sector collaboration can deliver high-quality outcomes even in challenging settings. Restoring sight is therefore more than a medical intervention; it is about enabling people to regain independence, opportunity, and their place in community life.”
Looking Ahead: A Bigger, Faster, More Connected Year Three
The programme now moves into its third cycle, scheduled from January to April 2027, marking another step in Sierra Leone’s long‑term journey toward eliminating avoidable blindness. With approximately 80 working days earmarked for clinical interventions, partners aim to perform 2,500 to 3,000 cataract surgeries, the most ambitious target yet, reflecting rising demand and growing national capacity.
Preparations are already underway. Level 1 screenings began on 1 September, with a deliberate focus on rural provinces where access to eye care remains limited. Strengthening collaboration with district health authorities is central to this next phase, ensuring increased referrals and earlier identification of at‑risk patients.
Operationally, Year Three will rely on the expanded cadre of Sierra Leonean ophthalmic staff trained during the first two cycles, supported by ongoing mentorship from Choithram Netralaya (India). With an average of 40 surgeries per day, the programme is moving steadily toward domestic clinical self‑sufficiency while maintaining world‑class standards of care.
Distributed by APO Group on behalf of Choithram International Foundation.
Links to additional content:
Testimonials of beneficiaries in links below:
Link 1: https://apo-opa.co/4z9MeiU
https://apo-opa.co/4sms9mL
Please refer to the following study for implementation lessons from a high‑-volume cataract screening and surgical programme in Sierra Leone:
Full paper available at: https://apo-opa.co/4z5wX2z
Detailed Year 1 Report Link: https://apo-opa.co/4yXEnEM
Detailed Year 1 Ophthalmic Training Report Link: https://apo-opa.co/47udPiv
The Infographic Shows Effective Management for Sustainable Outcomes: How Sierra Leone’s Cataract Outreach Model Restores Sight Through Coordinated Planning, Collaboration, and Data‑-Driven Impact.
About Noor Dubai Foundation, Dubai, UAE:
Noor Dubai was launched with the vision of a world free from avoidable causes of blindness. therapeutic, preventative and educational programmes to treat and prevent blindness and visual impairment in developing countries on a regional and international scale.
Following the success achieved of reaching out to over 5.8 million individuals worldwide in its first year, a decree was passed by His Highness Sheikh Mohammed Bin Rashid Al Maktoum, launching the Noor Dubai Foundation as a non-governmental, non-for-profit organization, aiming to eliminate all forms of preventable blindness globally.
About Queen’s University Belfast, UK:
About Choithram Netralaya – Indore, India:
Choithram Netralaya is a one-stop solution for all eye problems, and provides comprehensive eye care services covering Cataracts, glaucoma, Orbit & Oculoplasty, Cornea & Retina, Paediatric Ophthalmology, Community Ophthalmology, Ocular Oncology, Corneal Transplant, Squint, Ocular Trauma, Neuro-Ophthalmology, Uveitis, Low vision aids & visual rehabilitation, Ocular Prosthesis, and Ophthalmic Anaesthesia, among other services.
About Choithram Memorial Hospital, Freetown, Sierra Leone:
Choithram Memorial Hospital (CMH) is a leading multispecialty healthcare provider in Freetown, Sierra Leone, committed to delivering high-quality, accessible medical care. Established in 1993, CMH has grown into one of the country’s most trusted hospitals, offering a wide range of services, including cardiology, neurology, ophthalmology, and emergency care. Situated on a five-acre campus, the hospital is equipped with modern facilities and a dedicated team of medical professionals. CMH plays a vital role in Sierra Leone’s healthcare ecosystem, providing comprehensive treatment while ensuring affordability and accessibility for all patients
Oct 22 · 10:00·APO Group
Finance · Healthcare
Highlights Include Phase II Data Supporting Clinical Development Expansion for Ivonescimab MIAMI, October 22, 2026--Summit Therapeutics Inc. (NASDAQ: SMMT) today announced that ivonescimab data will be featured in numerous presentations at the European Society for Medical Oncology 2026 Congress (ESMO 2
Oct 22 · 10:00·Business Wire
AI · Real estate
On October 21, President Abdel Fattah El-Sisi participated in a session on "Homeland and Citizen Security", held on the third day of the Egypt Forum 2026. Prime Minister Dr. Moustafa Madbouly and Minister of Defense and Military Production, Lieutenant General Ashraf Salem Zaher attended and Minister of Interior Major General Mahmoud Tawfik, Minister of Foreign Affairs, International Cooperation, and Egyptian Expatriates Dr. Badr Abdelatty and the Chief of the Armed Forces Operations Authority, also Head of the National Authority for Crisis and Emergency Management Lieutenant General Mohamed Abdel Rahman Rabie participated in the session.
The Spokesman for the Presidency, Ambassador Mohamed El-Shennawy, stated that the session started with screening of film that highlighted the efforts of state institutions, mainly the Ministry of Interior, to ensure security and safety for citizens, particularly since January 2011. The Minister of Interior outlined the efforts undertaken to advance the security apparatus, combat criminal activity, restore security to Egyptian streets, and ensure a rapid response to citizens' reports. As an example, he noted a significant decline in vehicle thefts—a reduction of 94%. He further explained that the Ministry of Interior has implemented a comprehensive strategy to reshape security operations in light of evolving criminal tactics. This strategy is built upon five pillars: upgrading police facilities and equipping them with modern technology to keep pace with advancements across various sectors; establishing an integrated, science-based security framework that utilizes AI and early detection of criminal patterns to devise effective countermeasures—a process that required modernizing operations centers across all governorates and linking them to a central hub; developing human capital—a prerequisite for the success of this framework—which involved creating new specialized security functions, including units focused on cybercrime, intellectual property, and the early monitoring of terrorist organizations; fostering public awareness to serve as a vital line of defense against attempts to undermine national stability and public safety; and finally modernizing penal policies regarding convicts.
The Chief of the Armed Forces Operations Authority, also Head of the National Authority for Crisis and Emergency Management, outlined the operational mechanisms of both the
In his remarks, the Minister of Foreign Affairs noted that foreign policy has become a matter of interest to all segments of Egyptian society primarily because it is an extension of domestic policy and the two are interconnected. An effective foreign policy stems from domestic stability, while events abroad, in turn, impact the internal situation. He noted that Egypt is surrounded by nations experiencing crises and conflicts, which directly concern Egypt’s national security. He highlighted that Egypt maintains strategic ties and partnerships with various global powers, managing them with wisdom in accordance with the doctrine of "strategic balance" established by the President.
Regarding Red Sea security, he noted that Egypt is working to achieve security and stability, in cooperation with the littoral states, by fostering partnerships across various sectors—including logistics, the economy, and tourism development.
As for the African sphere, the Minister emphasized that Egypt’s economic and developmental future is intrinsically linked to development across Africa. He noted that the President has made 38 visits to African nations—an unprecedented number—underscoring that this outreach strengthens solidarity with the African countries.
The Minister of Foreign Affairs described the issue of water security as an existential matter, asserting that the lives of 110 million Egyptians can not be made contingent upon the unilateral will of any other party. He stressed that Egypt merely calls for the application of international law. He further outlined the principles guiding Egypt’s policy toward the Horn of Africa: non-interference in the internal affairs of other states; respect for the unity and sovereignty of these nations—with a firm rejection of any secession, partition, or fragmentation in the Horn of Africa and the facilitation of maritime access through coordination and agreement with neighboring states.
The Minister reaffirmed Egypt’s historic ties with Sudan, emphasizing its support for Sudan's unity and stability. He stated that Egypt will not permit the division of Sudan, nor will it allow the collapse of its state institutions. Furthermore, he noted that Egypt continues to engage with other regional stakeholders to pursue a political solution in Sudan.
Regarding the Palestinian issue, the Minister reaffirmed the President’s steadfast position that rejects the displacement of Palestinians. He also highlighted Egypt’s ongoing efforts to ensure the continued flow of humanitarian aid, which exceeded one million tons, through the Rafah crossing, while working to preserve the Palestinian cause against schemes aimed at its liquidation and striving to achieve Palestinian consensus.
The President made an intervention to emphasize that undermining state institutions is a recurring tactic intended to cause the collapse of states—a pattern clearly evident during 2011. The President pointed out that the Armed Forces and the Ministry of Interior serve as the two pillars of national security, noting that the Ministry of Interior remains a target. The President further observed that a review of events over the past few years reveals that the idea of targeting and building a negative impression of the Ministry of Interior's practices is persistent, and that there is sometimes unintentional participation in building this impression through daily interaction with events. In this regard, the President stressed that this places a burden on the Ministry of Interior to adopt initiatives to improve and maintain the public's perception of the Ministry. The President reiterated that the targeting of the security institution in 2011 was among the objectives of implementing the plan against the Egyptian State.
President El-Sisi emphasized the necessity of preserving state institutions, noting that the failure to protect them is what leads to the collapse of states, which in turn causes severe problems. The President pointed out that the current situation in the region illustrates this reality.
President El-Sisi emphasized the need to refresh public memory and shed light on the events of 2011 to ensure that they are not repeated. The President referred to the attacks targeting security forces, the storming of police stations and prisons, and the escape of 33,000 prisoners, along with the resulting repercussions.
President El-Sisi mentioned that what had been accomplished regarding the construction, redevelopment, and modernization of reform and rehabilitation centers, stemmed from an ethical, religious, and humanitarian perspective, ensuring the principle that a person should not be punished twice for the same offense. Accordingly, the focus was placed on rebuilding individuals' character and transforming convicted persons into productive members of society. This prompted the state to convert prisons into correctional and rehabilitation centers. The President underscored the importance of arranging visits to these centers to assess the efforts made in this regard.
President El-Sisi reaffirmed that the massive damage inflicted on the country before 2011 had prompted the state to consider a new approach to the security sector's responsibilities concerning detention conditions, an area that is also being targeted. The President therefore instructed the Ministries of Defense and Interior to develop ideas and initiatives for maintaining continuous communication with the Egyptian people, ensuring that no rift occurs between the people and state institutions.
President El-Sisi stated that the fundamental constants of Egypt's foreign policy since 2014 have been based on non-interference in the internal affairs of other states, refraining from conspiracies, preserving the unity of the nation-state and its institutions, refusing to engage with armed militias, cooperating in reconstruction, development, and nation-building, and pursuing positive engagement through balanced relations with all parties.
The President stressed the need to to adhere to strategic balance and avoid letting the state be driven into taking actions or steps based on popular pressure.
The Minister noted that the volume of treated water being reused had reached 23.2 billion cubic meters annually. These efforts aim to protect citizens from the effects of any unilateral measures that might be taken, mitigate the consequences of climate change, and respond to population growth. He also reviewed details of several projects implemented in Egypt to secure water supplies.
With regard to the Ethiopian dam, the Minister noted that Egypt had exercised patience and consistently handled the situation with calm at all times. The Egyptian state had done everything within its power on this issue, both through negotiations and through the Declaration of Principles agreement, which served as a step toward demonstrating Egypt's good intentions toward the Ethiopian people. Unfortunately, however, the Ethiopian side failed to implement the Declaration of Principles.
The Minister further explained that negotiations hosted by Washington had resulted in an agreement approved by the Ethiopian and Sudanese sides, as well as Egypt. The agreement was balanced and served the interests of all parties. However, the Ethiopian side withdrew before signing it. Matters subsequently evolved into different tracks that yielded no results until the Egyptian state decided not to continue negotiations.
The Minister also pointed out that the Nile Basin comprises more than just Ethiopia. During President El-Sisi's tenure, Egypt's relations with the other countries of the southern Nile Basin had reached their highest levels. This cooperation had taken various forms, including Egyptian investments totaling $120 million in these countries; projects involving water wells, dams, and flood protection; technical support for establishing meteorological forecasting centers; and reciprocal visits.
The Minister noted that solutions were available, but achieving them required the necessary goodwill from all parties. He noted that it would be possible to establish an electricity grid connecting Egypt with all Nile Basin countries. Consequently, electricity should not be used as a justification for building dams, since electricity is a technical issue that can be resolved in the future.
He added that if the goals of building dams were to share water resources, the Nile Basin countries receive approximately 7,000 billion cubic meters of rainfall, which could be harnessed, collected, and directed toward agriculture, drinking water, or industry.
The Minister explained that the Nile Basin's annual water resources range from 1,600 to 2,000 billion cubic meters, while Egypt receives 55.5 billion cubic meters annually. This represents less than 3% of the rainfall across the Nile Basin countries. This indicates that there is no water shortage across the Nile Basin as a whole, whereas Egypt faces a water crisis because of its limited water resources. Accordingly, Egypt and the other Nile Basin countries could cooperate to harness available water resources and achieve mutual benefits for all countries in the basin.
President El-Sisi concluded his remarks by emphasizing the need to continue strengthening Egypt's capabilities and ensuring that Egyptian public opinion remains resolute and strong, given the numerous risks facing the country, which are not limited to the Ethiopian dam.
The President added that Arab national security is indivisible, stressing that the stability of Egypt's brothers in the Gulf is a matter of concern to Egypt from a national security perspective. The President further emphasized the need to restore stability throughout the Arab world, including in Sudan, Libya, and Somalia, affirming that Egypt's support for the Gulf states is an extension of the shared Arab national security framework.
President El-Sisi also pointed out that Egypt's military efforts are intended to defend the territory of the Kingdom of Saudi Arabia and do not include launching attacks on Yemen. The President reiterated that the objective is to defend the Kingdom's territory and borders, as well as the territory of any other Arab state if requested of Egypt, and that Egyptian military deployment does not extend beyond Egypt's borders except to aid a sisterly country whose security and stability Egypt is keen to safeguard.
Distributed by APO Group on behalf of Presidency of the Arab Republic of Egypt.
Oct 22 · 09:50·APO Group