JUPITER SEA & AIR SERVICES PVT. LTD, EGMORE – CHENNAI, INDIA.

 

E-MAIL : Robert.sands@jupiterseaair.co.in   Mobile : +91 98407 85202

 

 

Corporate News Letter for  Tuesday  March  31,  2025

Today’s Exchange Rates

CURRENCY▲	PRICE	CHANGE	%CHANGE	OPEN	PREV.CLOSE
USD/INR	94.77	0.050003	0.052735	93.59	94.82
EUR/USD	1.1454	-0.0055	-0.477883	1.1514	1.1509
GBP/INR	125.5117	-0.617393	-0.489493	124.1717	126.1291
EUR/INR	108.9958	-0.205704	-0.188371	107.8161	109.2015
USD/JPY	159.594	-0.716003	-0.446637	160.14	160.31
GBP/USD	1.3185	-0.0074	-0.558105	1.3276	1.3259
JPY/INR	0.5943	0.001	0.168547	0.592	0.5933

///                   Sea Cargo News            ///

Qatar LNG damage, Yanbu strikes and Hormuz toll threats deepen shipping crisis

Qatar Energy has confirmed severe damage to RasGas Trains 4 and 6 – a combined 12.8 mtpa of LNG supply representing 17% of Qatar’s normal Ras Laffan export capacity and roughly 3% of global output. 

The operator told Reuters repairs could take three to five years, a development that will reverberate across LNG shipping demand, Asian shipbuilders and long-term charter markets.

The Qatar blow came as fresh strikes in the past 36 hours widened the conflict’s footprint across the Gulf’s energy infrastructure. Kuwaiti oil infrastructure has been targeted, and, most significantly, Iran has struck the Saudi port and refinery complex at Yanbu on the Red Sea.

Yanbu had emerged as Saudi Arabia’s critical emergency outlet during the conflict, a pressure valve for crude exports that could no longer safely route through Hormuz.     

Adding a further commercial dimension, Iranian media reported Thursday that Tehran is considering legislation that would require countries to pay transit fees for vessels passing through the Strait of Hormuz.

Against that backdrop, the International Maritime Organization has just concluded an extraordinary session of its council in London to address the crisis. The session backed the creation of a humanitarian corridor to evacuate the estimated 3,200 vessels and 20,000 seafarers currently stranded inside the Gulf.

The corridor concept draws inevitable comparisons to the Black Sea Grain Initiative, which carved out a protected shipping lane from Ukraine early in the Russia-Ukraine war. That mechanism was widely regarded as effective in addressing global food security pressures, though it relied heavily on UN and Turkish guarantees. 

Political backing is building but remains imprecise. A joint statement from the UK, France, Germany, Italy, the Netherlands and Japan on March 19 condemned attacks on commercial shipping and energy infrastructure and described Hormuz as effectively closed – but stopped short of endorsing naval escorts, leaving the mechanism for safe transit unresolved.     

In his closing address to the council yesterday, IMO secretary-general Arsenio Dominguez quoted from a recent article carried by Splash and penned by Sunil Kapoor, which noted: “When seafarers die, statements are not enough. Vessels can be insured, cargo can be insured; but a human life cannot be replaced.”

HMM looks to AI and green ships for 2076 vision

South Korea’s flagship carrier HMM its 50thh anniversary today and aims to tap into artificial intelligence (AI) and eco-ships as it charts a course towards its centenary.

Originally established as Asia Merchant Marine in 1976, the company was formed by Hyundai Group to manage three tankers that had been cancelled midway through construction at the Hyundai shipyard.

In August 1982, the company changed its name to Hyundai Merchant Marine and in 1985, started a container service between Asia and the US West Coast. This was followed by a semi-liner container service connecting Europe, the South Pacific and Australia in 1986. In 1994, the company launched South Korea’s first liquefied natural gas carrier.

K Line ships first train cars for Cairo Metro Line 4

Kawasaki Kisen Kaisha (K Line) has completed the first shipment of train cars for Cairo Metro Line 4. Eight cars were loaded onto the car carrier IGUAZU HIGHWAY at the Port of Kobe. The vessel departed on March 12, 2026 and is bound for the Port of Alexandria, Egypt.

The project involved Mitsubishi Corporation and The Kinki Sharyo Co. Ltd which are supplying the train cars to Egypt’s Ministry of Transportation. Company representatives attended the loading operation and confirmed the safe handling of the cargo. Additional shipments are expected in the coming months.

The move marks a step forward in the development of Cairo Metro Line 4. It also highlights growing demand for transporting high and heavy cargo, including rail equipment.

“K” LINE said it will continue to expand its car carrier business. The company aims to leverage its global network and expertise to handle complex cargo, including large-scale industrial shipments.

India Continues Russian Crude Intake with 60 Million Barrels for April

India has secured approximately 60 million barrels of crude oil from Russia for April delivery, underscoring its continued reliance on discounted Russian supplies to meet rising energy demand. Industry sources indicate that Indian refiners have locked in cargoes across multiple grades of Russian crude, taking advantage of competitive pricing amid ongoing geopolitical shifts in global oil markets.

Russia has remained a key supplier to India since 2022, offering attractive discounts compared to traditional benchmarks. The April volumes highlight India’s strategy to diversify its crude sourcing while optimizing import costs. Public and private sector refiners alike have been actively procuring Russian barrels, which are typically routed via longer shipping routes but remain economically viable due to price advantages.

Despite evolving sanctions and regulatory frameworks in Western markets, India has maintained that its energy purchases are guided by national interest and market dynamics. Officials have reiterated that securing affordable energy is critical to supporting economic growth and managing domestic fuel prices.

Market participants note that stable inflows of Russian crude have helped Indian refiners maintain healthy margins, particularly in the export of refined petroleum products such as diesel and aviation fuel.

However, logistical challenges, including shipping availability, insurance constraints and payment mechanisms, continue to require careful navigation. Industry experts suggest that India will likely sustain its engagement with Russian suppliers as long as pricing remains favourable.

With global oil demand expected to remain firm, India’s procurement strategy reflects a balance between cost efficiency, supply security and geopolitical considerations in an increasingly complex energy landscape.

Hormuz Disruptions Push India to Tap Iranian LPG After Years

India has turned to Iran for liquefied petroleum gas (LPG) supplies for the first time in years, as disruptions around the Strait of Hormuz and a tightening global market prompt buyers to diversify sourcing.

Industry sources said Indian importers recently secured a cargo of Iranian LPG to bridge short-term supply gaps caused by shipping delays, rising freight costs, and constrained availability from traditional suppliers in the Gulf region.

The move marks a notable shift, given the limited trade between the two countries in recent years due to geopolitical and sanctions-related constraints.

The Strait of Hormuz, a critical chokepoint for global energy shipments, has been facing operational uncertainties amid ongoing regional tensions. This has impacted vessel movements and increased insurance premiums, leading to supply disruptions and cost escalations for import-dependent countries like India.

India relies heavily on LPG imports to meet domestic demand, particularly for household cooking fuel under government backed distribution schemes. Any disruption in supply chains can quickly translate into inventory pressure and pricing challenges.

Market participants noted that Iranian LPG offers logistical advantages in the current scenario, including shorter voyage distances and relatively competitive pricing. However, such purchases are expected to remain limited and opportunistic, depending on evolving geopolitical dynamics and regulatory considerations.

The development highlights India’s flexible procurement strategy in times of supply stress, as refiners and importers explore alternative sources to ensure continuity. Analysts suggest that continued instability in the region could lead to further diversification of sourcing patterns in the near term.

The government is closely monitoring the situation to ensure adequate availability of LPG and to mitigate any potential impact on domestic consumers.

Five Indian LPG Tankers Stuck at Strait of Hormuz

Five India-flagged tankers carrying liquefied petroleum gas (LPG) have been stranded near the Strait of Hormuz, raising concerns over potential supply disruptions amid ongoing tensions in the region.

Industry sources said the vessels, loaded with LPG cargoes bound for India, have been unable to transit through the key maritime chokepoint due to heightened security risks, congestion, and operational uncertainties. The Strait of Hormuz is a critical route for global energy shipments, handling a significant share of the world’s oil and gas trade.

The delay has sparked concerns among importers and policymakers, as India relies heavily on LPG imports to meet domestic demand, particularly for household consumption. Any prolonged disruption could impact inventory levels and strain supply chains.

Shipping companies are reportedly re-assessing voyage plans, with some vessels opting to wait for clearer passage conditions while others explore alternative routing options. However, re-routing is limited due to geographical constraints, making Hormuz a vital transit corridor.

In addition to delays, the situation has led to a sharp increase in freight rates and insurance premiums, further raising the cost of imports. Market participants noted that uncertainty in transit timelines is complicating supply planning for distributors and refiners.

Officials are closely monitoring the developments, with contingency measures being considered to ensure adequate LPG availability across the country. Industry stakeholders have called for coordinated efforts to safe guard shipping routes and minimize disruptions.

The incident underscores the vulnerability of global energy chains to geo political tensions, particularly at strategic chokepoints like the Strait of Hormuz, which remains crucial for India’s energy security.

15-Day Fee Waiver at Mundra Port to Support Exports to Middle East

The government has announced a 15-day waiver on select port charges at Mundra Port to support exporters shipping goods to the Middle East, as ongoing tensions in West Asia continue to disrupt regional trade flows.

The temporary relief measure is aimed at easing cost pressures on exporters facing higher freight rates, insurance premiums, and route uncertainties due to the evolving geopolitical situation. Officials said the waiver will apply to specified port fees for cargo bound for key Middle Eastern markets, offering immediate financial support to affected shipments.

Mundra Port, India’s largest commercial port, plays a critical role in handling containerized and bulk cargo destined for the Gulf region. The waiver is expected to enhance the competitiveness of Indian exports by lowering overall logistics costs during the 15-day window.

Industry stakeholders have welcomed the move, noting that it comes at a crucial time when supply chains are under strain and exporters are grappling with volatility in transit times and costs. The relief is also expected to encourage continued trade flows and prevent shipment delays or cancellations.

The government indicated that it is closely monitoring the situation in West Asia and remains prepared to introduce additional measures if disruptions persist. Exporters have been advised to take advantage of the waiver period to expedite shipments and optimize logistics planning.

India Cuts Port Turnaround Time, Unveils Coastal Cargo Push to Boost Maritime Efficiency

The Ministry of Ports, Shipping and Waterways has reported measurable improvements in port efficiency and logistics performance, driven by sustained infrastructure upgrades and policy reforms across the maritime sector.

According to the Ministry, the average turnaround time of vessels at major ports has declined from 52.87 hours in 2021–22 to 49.47 hours in 2024–25, reflecting enhanced operational efficiency.

Similarly, container turnaround time has improved, reducing from 32.39 hours to 30.08 hours during the same period. The progress is attributed to ongoing modernisation efforts under initiatives such as the Sagarmala Programme, alongside improvements in port connectivity, digitisation, and streamlined cargo handling processes.

In a significant policy push, the Union Budget 2026-27 has announced the launch of a Coastal Cargo Promotion Scheme. The initiative aims to increase the share of inland waterways and coastal shipping in the national modal mix from the current 6% to 12% by 2047, aligning with long term sustainability and logistics efficiency goals.

To strengthen coastal shipping, the government has introduced a range of incentives, including a 40% discount on vessel and cargo related charges

for coastal vessels at major ports, priority berthing and Green Channel clearance to reduce dwell times. Additionally, the GST on bunker fuel for Indian flagged vessels has been reduced from 18% to 5%, improving cost competitiveness.

Parallel efforts are underway to boost inland water transport infrastructure. Key initiatives include fairway development and maintenance, construction of community and tourist jetties, development of floating and permanent terminals with storage facilities and establishment of intermodal and multimodal logistics hubs.

The ministry noted that these combined measures-spanning policy reforms, infrastructure expansion and multimodal integration are enhancing India’s competitiveness in global maritime trade while promoting a more sustainable and efficient logistics ecosystem.

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IndiGo appoints Aloke Singh as Chief Strategy Officer

InterGlobe Aviation, the parent company of IndiGo, announced on March 23 the appointment of Aloke Singh as Chief Strategy Officer. Singh is set to spearhead the airline's long-term strategic planning and drive enterprise-wide transformation initiatives aimed at accelerating growth and enhancing operational efficiency.

According to regulatory filings, he will work closely with the leadership team to improve organisational agility and customer experience, ensuring the carrier maintains its competitive edge in an increasingly complex global aviation market. IndiGo’s Managing Director, Rahul Bhatia,“Aloke brings an exceptional blend of strategic vision and operational depth.

His comprehensive understanding of the aviation ecosystem will be invaluable as we build a more agile, resilient and future-ready organisation, and accelerate our next phase of growth. For now, Aloke will report to me. Once the next CEO assumes office, he will transition to reporting to the new Chief Executive.”

Singh joins IndiGo with over three decades of industry experience across strategy, planning, and commercial functions. He most recently served as the Managing Director and CEO of Air India Express, where he was credited with leading a pivotal transformation and driving rapid expansion.

His career also includes senior leadership roles at Air India and Oman Air, giving him a proven track record of managing large-scale programs and complex cultural shifts. This appointment comes at a critical juncture for IndiGo, following the March 10 resignation of CEO Pieter Elbers.

Elbers’ departure was linked to a major operational crisis in December 2025, which saw over 300,000 passengers stranded due to mass flight cancellations. Those disruptions were fuelled by a combination of crew shortages and the implementation of new flight duty time limitations (FDTL).

Singh’s arrival is widely seen as a strategic step toward stabilising the airline’s operations and restoring its reputation for reliability as it scales its international presence.

FedEx faces $120 million hit from MD‑11 fleet grounding in Q3 FY26

FedEx Corporation’s third quarter fiscal 2026 results were marked by strong revenue growth and profitability, but the company also faced a significant operational challenge: the grounding of its MD‑11 aircraft fleet.

According to CFO John Dietrich, Q3 was the first full quarter with the MD‑11 fleet out of service, creating a $120 million headwind in adjusted operating income. This impact stemmed from both higher operating costs and lost revenue as FedEx scrambled to reconfigure its network during the peak season. 

Dietrich praised the company’s pilots, network planning, and flight operations teams for their swift adjustments, noting that they “did an outstanding job adjusting the network under very difficult circumstances to mitigate the operational and financial impacts of the grounding.” The grounding was not only a drag on Q3 results but is expected to continue affecting performance in the near term.

FedEx anticipates an additional year-over-year headwind of up to $55 million in Q4 FY26, though management plans to begin returning the MD‑11 aircraft to service late in the quarter. Despite this setback, FedEx delivered an 8% year-over-year revenue increase and 16% adjusted EPS growth in Q3, supported by strong execution in high-margin verticals, network efficiencies, and disciplined cost controls.

The company raised its full-year adjusted EPS guidance to $19.30–$20.10, reflecting confidence in its ability to offset challenges through yield improvements, cost reductions, and strategic initiatives such as Network 2.0.

The MD‑11 grounding highlights the vulnerability of FedEx’s global air network to fleet disruptions, but the company’s ability to adapt quickly and maintain profitability underscores the resilience of its operations. As FedEx prepares to return the aircraft to service, investors will be watching closely to see how the company balances recovery from this headwind with its broader transformation and growth strategies.

In November 2025, a UPS MD‑11 cargo aircraft crashed shortly after take-off from Louisville, Kentucky. Investigators determined that one of the engines detached during the climb, pointing to a possible structural failure in the engine pylon attachment system. The incident raised immediate concerns about the integrity of the MD‑11 fleet, which is widely used by major cargo operators including FedEx and UPS.

The Federal Aviation Administration (FAA) responded swiftly, issuing an Emergency Airworthiness Directive on November 8, 2025. This directive grounded all MD‑11 and MD‑11F aircraft globally, prohibiting further flights until detailed inspections of the pylons and attachment structures could be completed. Boeing also recommended halting operations, underscoring the seriousness of the issue.

FedEx complied immediately, grounding its fleet. The express giant operates one of the world’s largest MD‑11 freighter fleets, with around 50 aircraft in service before the November 2025 grounding.

The company faced significant operational challenges, particularly during the peak holiday shipping season, as the MD‑11 is a workhorse for long-haul international cargo routes. The MD‑11 grounding highlights the vulnerability of global logistics networks to fleet-wide safety issues.

For FedEx, the incident underscored the importance of fleet diversification, network flexibility, and rapid operational adjustments. While costly in the short term, the company’s ability to adapt its network mitigated what could have been a far more disruptive event.

Japan Airlines and Cargolux launch cargo cooperation on routes

Japan Airlines and Cargolux Airlines will begin a new cargo cooperation covering routes between Narita and Luxembourg and Narita and Chicago, starting April 1, 2026. The agreement links Asia with Europe and North America through a mix of codeshare and interline arrangements.

The partnership builds on a long-standing relationship between the two carriers that dates back to July 1994, when Japan Airlines supported the introduction of Cargolux services into Komatsu Airport. The latest move expands that relationship into scheduled cargo operations across key intercontinental corridors.

Under the agreement, cargo capacity between Narita and Luxembourg will be offered through Japan Airlines codeshare on Cargolux-operated flights. On the Narita–Chicago sector, cargo will move through interline transferred space on Japan Airlines flights.

The structure allows both carriers to integrate their networks and extend reach across Asia, Europe and North America. The Luxembourg connection is positioned as a central hub in Europe, enabling wider distribution across the region. The Chicago routing strengthens transpacific connectivity and supports flows between Asia and North America.

Together, the routes are aimed at addressing cargo demand across these trade lanes. JAL Executive Officer, Cargo and Mail Division, Yuichiro Kito, said: “With the launch of this cooperation with Cargolux, we have secured scheduled freighter space on key European routes, allowing us to build an even more robust and stable air cargo network across the vital arteries of global commerce linking Asia with both the Americas and Europe.

In addition to JAL’s passenger flights and freighter network connecting Asia and the Americas, we will leverage this partnership with Cargolux to deliver JAL’s high-quality cargo handling services to customers across an even broader area of Europe, centred around Luxembourg.”

Pierandrea Galli, EVP, Commercial Planning at Cargolux Airlines, said: “Japan has long been a cornerstone market for Cargolux, and this partnership with Japan Airlines represents an important step forward for both carriers. These new transpacific routes will complement our existing services from Asia to North America.

By combining our complementary networks and operational strengths, we can extend our reach into strategic global markets and deliver an expanded, high-quality offering to our customers—built on the trusted standards of excellence shared by Cargolux and Japan Airlines.” Flight operations between Narita and Luxembourg will be conducted using Boeing 747-8 freighters.

Services will run twice weekly in each direction, with departures from Luxembourg scheduled on Tuesdays and Fridays and return flights from Narita on Wednesdays and Saturdays. The schedule is subject to regulatory approval.

On the Narita–Chicago route, flights will be operated by Kalitta Air on behalf of Japan Airlines using Boeing 747-400 freighters. The service will operate twice weekly in each direction, with departures from Narita on Thursdays and Saturdays and return flights from Chicago on Wednesdays and Fridays.  The cooperation is intended to strengthen cargo capacity on Asia–Europe and Asia–North America corridors while supporting logistics connectivity across these regions. Both airlines stated that the agreement will contribute to the development of logistics infrastructure and support demand for global cargo movement.

EcoCeres launches SAF pilot programme with airlines in China

EcoCeres has launched a sustainable aviation fuel (SAF) pilot programme in China together with The Second Research Institute of Civil Aviation Administration of China (CASRI), China National Aviation Fuel Group (CNAF), China Southern Airlines, Air China Cargo, Sichuan Airlines, and Huarong Chemical.

On 16 March, SAF produced at EcoCeres’ Zhangjiagang facility and blended by CNAF was used to refuel multiple commercial flights at Chengdu Shuangliu International Airport.

“Launching this SAF pilot programme in China together with such influential partners is a proud moment for EcoCeres and a powerful signal for the future of sustainable aviation,” said Matti Lievonen, chief executive of EcoCeres.

“By combining our waste-to-fuel technology with the scale and expertise of leading aviation fuel and airline ecosystems, we are turning climate ambition into practical action.”

EcoCeres’ SAF is produced from waste and residue feedstocks via its proprietary process, delivering up to 90% lifecycle greenhouse gas emission reductions compared to conventional jet fuel.

The project, named Project Spark, has achieved a number of milestones, including the pilot implementation of China’s independent SAF sustainability certification system.

Another milestone has been the pilot conversion of SAF-related green premiums into low-carbon investments jointly borne by multiple stakeholders, helping to overcome bottlenecks to the large-scale deployment of green aviation fuel.

The initiative also enabled the compliant transfer of environmental credits via AnchorTrace, a Scope 3 SAF environmental credit registration and retirement platform jointly developed by CNAF and CASRI.

Anchor Trace transfers Scope 3 emissions to corporate customers and Scope 1 emissions to airlines.

Following this initiative to connect its production capabilities with leading aviation partners in China, EcoCeres plans to continue working closely with airlines, fuel suppliers, regulators and research institutions to support the long-term net-zero ambitions of China and the wider region.

In addition to this new cooperation in mainland China, EcoCeres’ SAF is already being supplied to international carriers including Air New Zealand, British Airways, Cathay Pacific and Qantas.

LATAM partners to reduce salmon shipment emissions

LATAM Cargo has partnered with a forwarder and shipper to utilise Sustainable Aviation Fuel (SAF) for the transport of salmon between Chile and the US.

The new partnership sees the carrier partnering with forwarder Andes Integración Logística and salmon exporter AquaChile and has involved the allocation of more than 350 litres of SAF.

The partners said the SAF allocation achieved a certified 10% reduction in CO2 emissions associated with the three-tonne salmon shipment.

The SAF allocation is recognised through Book & Claim, a mechanism that allows climate commitments to be channelled into verifiable and traceable solutions, even when the fuel is not physically carried on the specific flight.

“This shipment demonstrates that the decarbonization of air cargo is possible when the entire logistics chain works in tandem,” said Cristina Oñate, product sustainability manager at LATAM Cargo Group.

“Our goal is to continue expanding access to concrete, traceable, and verifiable solutions based on the use of SAF, so that more South American exporters can reduce the carbon footprint of their international shipments”.

Jan-Henrik Hertel, director of processes at Andes Integración Logística, added: “This agreement reinforces our role as a strategic freight forwarder.

“We do not just manage transport from origin to destination; we accompany our clients in fulfilling their sustainability goals. Furthermore, we are proving that the logistics chain can be an active tool for decarbonisation.”

LATAM Cargo said that rather than a one-off action, the initiative marks the beginning of a transition aimed at progressively expanding the use of SAF across different products and routes, particularly toward demanding markets such as the US and Europe.

FedEx posts strong Q3 FY26 results, raises full-year outlook

FedEx Corporation delivered a robust performance in its fiscal third quarter of 2026, underscoring the strength of its global industrial network and disciplined execution of strategic priorities.

The company reported solid revenue growth, improved profitability, and raised its full-year earnings outlook, even as it prepares for the spin-off of its FedEx Freight unit later this year. FedEx reported third quarter fiscal 2026 revenue of $24 billion, representing an 8% increase year-over-year, while adjusted operating income rose 7% to $1.62 billion.

The company’s adjusted operating margin stood at 6.7%, reflecting a slight decline of 10 basis points compared to the prior year. Adjusted earnings per share came in at $5.25, marking a strong 16% year-over-year increase and underscoring the company’s ability to drive profitability through disciplined revenue strategies and cost management.

FedEx Express (FEC) was the standout performer, with revenue climbing 10% and adjusted operating income surging 18% compared to the prior year. This marks the sixth consecutive quarter of margin expansion for FEC, driven by stronger yields, cost management, and profitable growth strategies.

By contrast, FedEx Freight continued to face headwinds, with revenue slipping 5% to $2 billion and adjusted operating income plunging 49% to $134 million. The decline was attributed to separation-related costs, weak less-than-truckload (LTL) industry demand, and higher wage rates, though improved yields provided some offset.

FedEx emphasised its ongoing transformation initiatives, particularly Network 2.0, which is designed to optimise operations and reduce costs. By the end of March, about 35% of eligible volume will flow through roughly 400 optimised facilities, with the company targeting 65% by the next peak season. FedEx expects $2 billion in cumulative savings from Network 2.0 and related initiatives by 2027.

Also Read - The logistics powering the global events economy International operations also showed strength, with FedEx achieving its 11th consecutive quarter of international revenue share gains. The company announced plans to overhaul its ground operations in France, reducing station count by more than 40% to improve efficiency.

Additionally, FedEx joined a consortium to acquire InPost, a move expected to be accretive to earnings in its first year post-close. On the technology front, FedEx highlighted the launch of the Retail Momentum Index, developed with Dun & Bradstreet, which will provide near real-time insights into U.S. retail supply and demand.

The company also continues to scale robotic and AI-driven solutions across its network to enhance safety and efficiency. FedEx raised its full-year adjusted earnings outlook to $19.30–$20.10 per diluted share, up from the prior range of $17.80–$19.00. The company now expects consolidated revenue growth of 6.0%–6.5% for FY26, compared to its earlier forecast of 5%–6%.

I hope you have enjoyed reading the above news letter.                                                    

Robert Sands

Joint Managing Director

Jupiter Sea & Air Services Pvt Ltd

Casa Blanca, 3rd Floor

11, Casa Major Road, Egmore

Chennai – 600 008. India.

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Tel : + 91 44 2819 0171 / 3734 / 4041

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E-mail : robert.sands@jupiterseaair.co.in

Website : www.jupiterseaair.com 1Branches  : Chennai, Bangalore, Mumbai, Coimbatore, Tirupur and Tuticorin.

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Thanks  to  :  Container  News,  Indian Seatrade, Cargo Forwarder Global  &  Air Cargo News.