The Chief Executive Officer of Goldstar Air, a private Ghanaian airline, Mr. Eric Bannerman, has advised the youth of Ghana to embrace the employment opportunities available within the aviation sector.
He says the country needs to build the technical know-how of more Ghanaians willing to venture into the industry to exploit available opportunities.
According to him, the airline will develop the Goldstar City project, which comprises a Maintenance Repair Organization and Training facilities at Tamale for Pilots, Ground service crew, Cabin crew, maintenance service personnel, Counter agents, and Travel agents.
The rest include Tour operators, Country managers, Station managers, IT managers, Accountants, Flight dispatches, Divers, Marketing personnel, Air Marshals, Cargo agents, Catering services, Hotel accommodations, and Fuel suppliers.
Goldstar Air will support the government’s development of the Tamale International Airport to create more jobs, and the airline is excited to grow its communities further.
The airline has acquired the Air Carrier License (ACL) from the Ghana Civil Aviation Authority (GCAA) and is waiting to complete the Air Operator’s Certificate (AOC) application process. After that, Goldstar Air will operate scheduled and non-scheduled passenger and cargo services.
An air operator’s certificate (AOC) authorizes an operator to conduct specified commercial air transport operations. It is granted to an aircraft operator to allow it to use aircraft for commercial purposes. To obtain an AOC, the operator must have personnel, assets, and systems in place to ensure the safety of its employees and the general public.
Mr. Bannerman recounted some operators’ challenges in obtaining the requisite staff to manage their operations.
Despite this hindrance, the CEO believes that flight operations in Ghana will cost moderately when our facilities are ready. Our intentions as an airline are to build a state-of-the-art and trend-setting aviation industry that can compete within the international market regarding Safety, Quality, Reliability, Punctuality, Efficiency, and Costs.
People in the airline industry must be attentive to this issue and empower Ghanaian youth to venture into the sector “because with the continually growing influx of visitors to Ghana, it will benefit us as a country when we have experts in all areas of this industry with skills and qualifications meeting global standards—plus we keep the skills in-country and the money here, too.
According to the Goldstar Air CEO, the industry players should investigate the reasons for the low patronage of domestic flights and see how they can raise the fares of buses. There might be a need to reduce prices to the bare minimum to attract more people to patronize their services. “When we make gains in encouraging more Ghanaians into the sector, it will positively impact the country’s economy.”
“I’m glad about the recent $3B IMF loan approval for Ghana and encourage the present government to invest some of this money into the local airline industry,” he said and also thanked all those who have been supporting Goldstar Air, the Wings of Ghana since it’s inception.
Mr. Bannerman slammed all the negative pictures some faceless people have painted about Goldstar Air, seeking to tarnish the airline’s image on Wikipedia. The saboteurs hatched the evil plot following the Ghana Civil Aviation Authority’s press release dated 19th September 2017, which cautioned the public not to do business with Goldstar Air, adding that the airline did not have the necessary approvals from the GCAA to commence ‘such air operation,’ referring to Goldstar Air’s public awareness and media engagements about the Airline’s vision to contribute to the economic development of Ghana through the aviation industry. Mr. Bannerman said Goldstar Air did no wrong in educating the public.
In a surprising turn, Eric Bannerman disclosed that on 9th October 2017, the then Director General of the Ghana Civil Aviation Authority (GCAA) authored another press release confirming that, indeed, Goldstar Air duly acquired an Air Carrier License, a departure from the GCAA’s previous public announcement, after the airline agreed with the Liberian government to set up Lone Star Air.
“Let me say that we are still awaiting the final greenlight from the authorities to take to the skies and provide a beautiful, convenient, customer-centric experience. Despite its forty-plus airports and over three hundred million people in fifteen countries, West Africa lacks a robust Airline Maintenance Repair Organization (MRO) and Training Facilities and has no airport hub. Therefore, Goldstar Air wants to be a strong carrier initially in West Africa and later in Africa.”
About Goldstar Air
Goldstar Air is a wholly-owned Ghanaian airline based in Accra, Ghana, which is ambitious of providing scheduled and non-scheduled passenger air service initially to twelve destinations in the USA, Europe, Asia, the Middle East, and Africa. Learn more about them on their website, flygoldstar.com
We have chosen Baltimore—Washington Airport, Providence International Airport, USA, London—UK, Dubai—UAE, Guangzhou—China, Toronto—Canada, Milan—Italy, Hamburg—Germany, Madrid—Spain, Rome—Italy, Düsseldorf —Germany, and most of the West African countries as major originating cities for our initial operations. Direct, non-stop services will be deployed where necessary.
The operational strength of the Five-year study period makes up the development and profit-making phases of Goldstar Air. Our operations for the five years will cover both the development and diverse routes, after which other destinations will follow the prima for five years.
There is a significant market to support these flight operations in the early years to achieve maximum efficiency in production. These flight operations make excellent returns and have high potential prospects for the commercial and tourist industries of the economy for many years to come.
Baltimore has been selected as an airport originating in Accra, Ghana because it is a practical and viable alternative to the existing business operations of other airlines, which operate from New York and Washington, and continental airlines, which operate in Europe. These airlines usually offer connecting services to Accra from different cities in the United States. Furthermore, Baltimore has excellent road/rail connections, which would make it convenient for potential clients from other states in the U.S. who are relatively close to Maryland to avail themselves of our services.
London – UK’s selection offers a viable alternative and the only airline flying directly from Accra. The operations of other airlines that do transit (tending to up to 1 or 2 flight changes with an overall travel time between 8 and 12 hours) result in a loss of significant holiday time.
Rome, Hamburg, Madrid, Milan, Dusseldorf, and London have been selected as originating airports from Kumasi International Airport, Ghana, and will be the only airline flying directly there to European destinations.
Dubai’s selection as an originating airport from Accra is based on holidays and business considerations. The overall travel time will be significant for both tourists and business passengers.
Providence International Airport originates from Accra, Ghana, because it is a practical and viable alternative to the existing business operations of other airlines that operate from New York. Rhode Island, which has a lot of West African Immigrants, has excellent road/rail connections, making it convenient for potential clients from other states like Massachusetts, Connecticut, and New York.
As an originating airport from Accra, Ghana, Toronto Pearson International Airport will be the first direct flight from West Africa, based on transit and travel considerations. Toronto is the most populous city in Canada and the fourth-most populous city in North America, and it is recognized as one of the most multicultural and cosmopolitan cities in the world.
Like Toronto, Guangzhou’s selection as an airport originating in Accra, Ghana, will be the first direct flight from West Africa, and it is also based on transit and travel considerations. In some instances, the overall travel time can be between 24 to 30 hours, leading to a loss of 2 days of holiday/business time.
West African cities were selected to offer viable options for African travelers who sometimes must transit in many countries or sometimes in Europe before they get to their destinations.
One of the primary objectives of our business operations is to attract more visitors to Ghana. To achieve this, we will be offering 10 hours of non-stop flights to Baltimore, 61⁄2 hours of non-stop flights to London and other European destinations, 71⁄2 hours of non-stop flights to Dubai, 14 hours of non-stop flights to Guangzhou, and non-stop flights to some West African destinations. This significant reduction in travel time, combined with trademark superior on/off-board services as well as competitive pricing, will form the cornerstone of Goldstar Air’s operations and thereby make us a high-ranking preferred
choice.
Over the past few years, most West African air travel organizers and tour operators have yet to sustain profitable long-term operations. This challenge has been mainly due to under-capitalization, mismanagement, and lack of proper cash and operational controls.
Overall, the travel demands in West Africa greatly exceed their capacity. As presented in the IATA report in 2023, “African airlines’ traffic climbed 9.8% in May. The African carriers benefit from a sustained increase in trade through developing links to Asia and the Middle East and from strong Gross Domestic Product growth in local economies, particularly in West Africa. Capacity rose 7.4% in May, raising the load factor from 1.4 percentage points to 66.2%”.
Goldstar Air’s business OPERATIONS will inject rapid growth into the West African tourism market, which is currently under-serviced. As a Ghanaian-registered Company, we plan to utilize the country’s status as the “Gateway to West Africa” to develop the West African market by introducing scheduled flights from all the ECOWAS (Economic Community of West African States) countries through Kumasi and Accra (Hubs) to North America, Europe, the Middle East, and Asia.
West Africa, despite its forty-plus airports and over three hundred million people in fifteen countries, lacks a strong airline and has no airport hub; therefore, Goldstar Air wants to be a strong carrier initially in West Africa and later in the whole of Africa as we look forward to the approval of leasing the Accra Kotoka International Airport terminal two buildings to build new passenger boarding bridges, duty-free shops, spas, gyms, salons, offices, and beautiful, convenient, customer-centric experience for our departing and arrival passengers, and breaking new grounds for job opportunities for the youth in aviation.
Management of Goldstar Air is projecting a fleet of more than one hundred (100) modern aircraft to a network of more than ninety (90) key business and leisure destinations, as the airline wants to be recognized among the best one hundred (100) companies in Africa.
The airline is also negotiating codeshare agreements with other airlines, which will allow us to offer a more extensive route network and give our customers more options for traveling from all fifty (50) states in the United States of America and other continents to and from Africa. Goldstar Air believes that this type of agreement will benefit our partners by increasing brand awareness and market knowledge about Africa and other continents, facilitating trade and investment, and encouraging economic growth in our continents.
Ghana hosts the African Continental Free Trade Area (AfCFTA). Therefore, our operations from Ghana will create a continent-wide market embracing fifty-four (54) countries with 1.3 billion people and a combined GDP of $3.4 trillion.
The country has a significant opportunity to assert itself on the global economic stage. It can capitalize on the opportunity presented by the Africa Continental Free Trade Area, with a staggering Forty-four (44) million Small and Medium-sized Enterprises (SMEs) across Africa.
Operationally, our marketing strategy will be based on the characteristics of the low-cost carrier’s packages and tour operations methodology, which has been successful in North America, Europe, and the Caribbean to date.
Although periodically there are isolated disturbances in some neighboring West African countries, Ghana offers a stable political and economic environment. Therefore, Ghana offers potential investors a low-risk and attractive value proposition from an investment perspective.
Goldstar Air has procured the services of top management personnel who have many years of experience in Management, Technical, Marketing, Customer Service, and Aviation Regulatory Affairs.
The Goldstar Air management team aims to provide a fantastic customer experience by delivering the best service at a reasonable cost for our passengers and other clients. The airline will help improve the Ghanaian economy and the lives of Ghanaians by providing affordable and available international travel, job opportunities, and aviation-related training to Ghanaians, especially the youth.
Goldstar Air will benefit travelers in terms of services and fares. The airline has, therefore, made adequate provisions to cater to passengers by introducing Ghanaian dishes and local movies to showcase Ghanaian culture to the rest of the world. Goldstar Air cabin crew will be selling made-in-Ghana goods and promoting Ghana tourist sites on board, as we would like our passengers to smile when leaving our offices and our aircraft.
Management will ensure on-time departures and unique services with a smile and assist and advise our passengers professionally on the ground and board. Passengers can sign up for our Frequent Flyer miles on our “Chalewote” card, which is worth more per mile when you fly on Goldstar Air long haul flights and business class seats, access to business lounges, baggage allowance, free tickets, and upgrades. Goldstar Air would like to move with our cherished passengers, so the Frequent Flyer card is named “Chalewote,” which in the Ghanaian local dialect means “Let’s Go Together.”
Our in-flight meals are designed considering the varied guests we will cater to. Goldstar Air is one such example that showcases how important it is to put a smile on the faces of our young guests. We aim to provide complete flying comfort.
These meals vary widely in quality and quantity across different airline companies and classes of travel. They range from a simple beverage in short-haul economy class to a seven-course gourmet meal in long-haul first class.
Goldstar Air will create over one million direct and indirect jobs in Africa. Some jobs that the youth will benefit from include Pilots, Ground Service Crew, Service persons in maintenance, Cabin crew, Counter Agents, Travel Agents, Tour Operators, Country Managers, Stations Managers, Accountants, flight dispatch, Drivers, Marketing Personnel, Cleaners, IT Managers, Air Marshalls, Cargo Agents, Catering Services, Hotel Accommodations, Fuel Suppliers, etc.
In the United States of America, we have been offered two years of free landing, parking, advert, and office space by Mr. Pimental, Assistant Vice President of Air Service Development at Providence International Airport, and Mr. Storck, Director of Air Service Department and Strategic Analysis at Baltimore Washington International Airport.
Mr. Paul White, Business Development Manager, and Mr. Robert Love, Aero Commercial Analyst at Glasgow International Airport in Scotland, our future destination, have offered Goldstar Air a one-year free landing, parking, and office space.
Current market factors in the Republic of Ghana and the West Africa sub-region favor the inauguration of a new airline to meet the demand for additional, economical, and higher quality passenger services, linking Ghana with the rapidly expanding markets of Africa, Asia, and European and North American hubs.
The airline has introduced Afrik Allianz, a multi-model single air transportation alliance connecting Africa and beyond. Providing connectivity is fundamental to helping improve the customer experience when flying with us worldwide. Therefore, Goldstar Air is collaborating with other airlines to launch an airline alliance called the Afrik Allianz to expand routes, share resources, and establish a seamless travel experience for international passengers who will get access to multiple destinations and more convenient airway connections.
Afrik Allianz aims to facilitate intra-regional trade and regional integration by moving goods, services, and people and establishing multimodal transportation connecting every corner of over 121 airports within Africa and across other continents. To maintain lower operational costs, Afrik Allianz members will share resources and essential facilities such as lounges, terminal space, ground handling services, maintenance bases, standard marketing programs, and IT systems, reducing overall costs while guaranteeing a consistent level of service.
This initiative will be a great deal and will incur no costs from points until they are redeemed or even if the points are forgotten. This setup will make Afrik Allianz’s loyalty programs highly lucrative. Consumers now charge nearly one percent (1%) of the United States Gross Domestic Product to one airline credit card alone.
Afrik Allianz will achieve better financial health by optimizing cargo operations through collaboration, data-driven insights, customer-centric approaches, continuous improvement, and implementing several strategies. Our success will require adaptability, trust, and a commitment to shared objectives. Learning from past failures of others will help shape stronger partnerships in the aviation industry and balance the network to provide comprehensive global reach. Coordinating flight schedules, baggage handling, and passenger services across different carriers requires meticulous planning, as ensuring the financial health of Afrik Allianz members is vital.
A 2020 analysis by the Financial Times found that Wall Street lenders valued the significant airlines’ mileage programs more highly than the airlines themselves. An airline in the United States frequent flyer program was valued at 22 billion U.S. dollars, while the company’s market cap at the time was only 10.6 billion U.S. dollars.
Goldstar Air is negotiating with some members of Afrik Allianz to set up an insurance department, known as Afrik Insurance, to start with insurance for our aircraft that will initially fly within the African continent and later to other continents. Aviation insurance will cover the requirements that are needed and be helpful to owners, operators, pilots, renters, students, and flight schools in which there is a risk for life.
The airline will work with insurance companies on the African continent to ensure a consortium of insurance companies handles all big-ticket insurance coverage. The facultative reinsurance and reinsurance treaties are two types of reinsurance contracts. Regarding facultative reinsurance, the leading insurer covers one risk or a series of risks in its books. On the other hand, treaty reinsurance is insurance purchased by an insurer from another company.
Members of Afrik Allianz will benefit a lot from these arrangements once there are not enough claims. They will also arrange “fleet policies” to cover all aircraft they own or operate. The underwriting profits can be utilized as an indemnity or guarantee to purchase additional aircraft for members, which will also benefit the local insurance in Africa.
Afrik Insurance’s financial guarantee will provide guarantee contracts to member airlines to purchase more aircraft. It will maintain direct legal ownership of the financial asset at inception and throughout the life of the contract, or Afrik Insurance will hold a back-to-back arrangement with a third party that has direct legal ownership of the financial asset at inception and throughout the contract’s life.
Afrik Allianz will pay premiums in installments, and the period outstanding is estimated based on expected prepayments; the premium receivable asset and unearned premium revenue liability will be adjusted when prepayment assumptions change. The premium receivable asset will be recalculated based on current prepayment assumptions and the current risk-free rate, and an adjustment will be made for the difference between this revised balance and the balance based on original assumptions.
The distribution of profits within Afrik Allianz will vary based on specific agreements, business models, and particular routes as profit centers. Operating successfully in these areas contributes to the overall profit pool. Revenue-sharing agreements within Afrik Allianz will involve complex discussions and considerations and balancing cooperation, competition, and efficient revenue management. The goal is to create a win-win situation for all members.
Airlines are just banks now; therefore, Afrik Allianz members will create points on our frequent flyer program and sell them to banks for real money with co-branded credit cards. The banks will also award points to cardholders for spending, and both the banks and credit card companies make money off swipe fees from using the card.
Cardholders can redeem flight points and other goods and services sold through member airlines’ proprietary e-commerce portals. Goldstar Air will adopt the Accra Kotoka International Airport (ACC) Terminal Two (2) building as our operations’ central hub.
Accra Kotoka International Airport (ACC) is not at its total capacity now, and the terminal two building is currently underutilized; therefore, Goldstar Air, who previously was allocated office space at the terminal, has engaged the Ghana Airport Company Limited (GACL) to lease the whole facility and are waiting for a clearance letter from the Ghana Civil Aviation Authority (GCAA) to seal the deal.
The building will serve as the central hub of the airline and non-aeronautical terminal concessions, such as offices, retail shops, spas, gyms, saloons, restaurants, and duty-free shops. Goldstar Air will install solar energy, in addition to the main power, as part of the airline’s capital investment at the terminal, and by using solar energy, the airline will be able to offset a portion of the electricity usage and potentially reduce the utility bills by a significant amount.
Cochin International Airport, India’s first airport built under a public-private-partnership (PPP) model, has scripted another chapter in aviation history by becoming the first airport in the world to operate entirely on solar power.
The airline wants to move forward with significant capital investment – building two new passenger boarding bridges, refurbishing the departure and arrival halls to a global standard, and erecting a multi-storey car park opposite the terminal building.
The wholly-owned Ghanaian airline plans to collaborate with Ghana Airport Company Limited to build an elevated walkway to link terminals 2 and 3 so passengers can avoid boarding the shuttle bus or walking on the street to change flights, transforming the airport landscape. A travelator, also known as a moving walkway, will be designed to manage the flow of passengers at the Accra airport, and placing artwork along the moving walkway will transform the walkway into a positive visual experience.
Goldstar Air has secured the Architectural Design and Building Order, and it is set to construct 250 x 250 x 75 Maintenance, Repair, And Overhaul (MRO) at the Tamale International Airport to cater for the maintenance, repair, and refurbishment of our aircraft and other companies, as well as skill training.
Tamale International Airport (TML) is the third-busiest airport in Ghana after Kotoka International Airport (KIA) and Kumasi International Airport (KMS), with a runway of 3,400 meters (11,154 feet). Northern Ghana will rake in more revenue annually by instituting a 24-hour economy for growth and advancement, which will help reduce unemployment and boost the country’s Gross Domestic Product (GDP).
In aviation’s dynamic and safety-critical world, the distinctions between maintenance, repair, and overhaul are paramount. While closely related, these processes serve different purposes in maintaining the airworthiness of aircraft. Maintenance keeps aircraft in operational condition through routine inspections and minor component replacements. Repair addresses specific issues that arise unexpectedly while overhauling involves comprehensively rebuilding components or systems to extend their working life.
Maintenance is the routine and planned work that keeps an aircraft operational. It encompasses a wide range of tasks, from regular inspections to minor component replacements, aimed at sustaining the airworthiness of aircraft. Maintenance activities can be categorized into two main types: line maintenance and base maintenance.
Line Maintenance is conducted daily between flights, often at the airport gates. Line maintenance includes visual inspections, fluid level checks, tire replacements, and minor repairs that can be completed quickly. These activities are essential for ensuring an aircraft is safe to fly and meets regulatory standards.
On the other hand, base maintenance involves more comprehensive work and is carried out at dedicated maintenance facilities. This type of maintenance includes more in-depth inspections, repairs, and component replacements that cannot be easily performed in the limited available during line maintenance. Base maintenance is typically conducted at scheduled intervals, often based on the number of flight hours or cycles an aircraft has completed.
The estimated global market for Maintenance, Repair, and Overhaul (MRO) services is worth up to $50 billion US in the aviation industry alone. As initial expense and performance criticality increase, the need for MRO services also will increase. The aircraft MRO industry is essential to the aviation sector, ensuring aircraft operations’ safety, reliability, and efficiency. As technology advances rapidly, the MRO industry is poised to undergo significant transformation soon.
Goldstar Air Cargo Project at the Tamale International Airport aims to breach the north-south gap and to transform and reposition Ghana as an Aviation Hub to facilitate trade and regional integration. The project also galvanizes investment and growth across the north of Ghana. Manufacturing companies can move in because they can quickly get their products to any destination in the world.
The development of air cargo villages at significant airports in Ghana is expected to help the country achieve its aim of becoming a transshipment hub for air cargo. Major and non-major airports in most countries have cargo terminals.
Each type of cargo has its own set of rules and regulations. International Air Transport Association (IATA) regulations are based on the recommendations established by entities such as the International Civil Aviation Organization (ICAO) and standards built through industry working groups populated by member airlines.
According to the International Civil Aviation Organization (ICAO), air cargo is a key driver towards achieving the United Nations Agenda 2030 Sustainable Development Goals (SDGs). Air cargo plays a role as a trade facilitator for Small Island Developing States (SIDS), landlocked developing countries (LLDCs), and Least Developed Countries (LDCs), offering the opportunity to link remote markets and connect them across continents as well as to the global supply chain.
International Air Transport Association (IATA) recently forecast that airfreight volume will grow 4.5% in 2024, building on this year’s second-half momentum. January 2024 global air cargo markets are indicating a solid start; total demand increased by 18.4% compared to January 2023. The profitability of the air cargo industry has been impressive.
Goldstar Air Catering Services will provide food and beverage services on all our aircraft and other private and commercial flights. These services are indispensable in enhancing the overall passenger experience during air travel. Overall, airline catering services play a crucial role in ensuring that passengers have a positive and satisfying culinary experience while traveling by air. The industry continually evolves to meet changing passenger preferences, dietary trends, and regulatory requirements.
Goldstar Air will provide special meals for passengers with dietary restrictions or specific preferences, such as vegetarian, vegan, kosher, halal, gluten-free, or diabetic meals. These meals are prepared separately to accommodate individual needs. The airline has, therefore, made adequate provisions to serve passengers by introducing Ghanaian dishes and local movies to showcase Ghanaian culture to the rest of the world. We will also customize our catering services to align with our brand image.
The best food with the most beautiful presentation can be negatively impacted if not served with the right level of attention. Therefore, the airline will empower our cabin crew members to deliver a supreme and seamless service and equip them with all the necessary tools and training they will need to have the confidence to perform at the highest level of in-flight hospitality.
Goldstar Air-approved Aviation Training School will equip current and future generations of aviation professionals with skills and tools to overcome industry challenges. Unique techniques, resources, and 24-hour service will help build aviation professionals’ capability and capacity, ensuring they can thrive in a rapidly changing industry. The airline will give scholarships to the less privileged in Northern Ghana through On-the-job training so they can be part of future aviation professionals.
The airline will acquire certification for the school from the United States Federal Aviation Administration (FAA), European Union Aviation Safety Agency (EASA), Ghana Civil Aviation Authority (GCAA), International Air Transport Association (IATA), Operational Safety Audit (IOSA), and Authorized Training Center. Our goal is to advance missions by offering the specific training support needed, including access to cutting-edge simulator technology, specially designed training environments, and the expertise of professional European Union Aviation Safety Agency (EASA) and United States Federal Aviation Administration (FAA) qualified Instructors.
The Aviation Training School will create a multicultural learning environment with students from all over the world. This intercultural learning competency will help students feel comfortable working in different countries throughout their careers or sharing the cockpit of an airline with a pilot from another culture.
One may obtain the training and experience necessary to become an FAA-certificated Airframe and or Powerplant Mechanic via two means. The first is Academy training through an FAA-certificated Aviation Maintenance Technician School (AMTS), and the second is On-the-job training (OJT) that provides practical experience with the procedures, practices, materials, tools, machine tools, and equipment generally used in constructing, maintaining, or altering airframes or powerplants, appropriate to the rating sought.
Once you meet the On-the-job experience requirements, there are commercially available Airframe and Powerplant refresher courses and Airframe and Powerplant prep courses that will help prepare you to pass the airman knowledge written, oral, and practical tests.
Usually, On-the-job training is the most inexpensive method for gaining the required experience. You will need to document consistently your OJT activities. FAA recommends you record your experience on an Aviation Maintenance Technician (AMT) log. In your log, ensure that you include the Maintenance task performed, Time spent on each task, and Validation by a certificated Airframe and or Powerplant Technician.
Goldstar Air presents a unique and valuable opportunity for your esteemed country and ours to actively promote Africa’s aviation sector and attract global attention to Africa’s economic potential and unique attributes. By forging a lasting partnership between the two countries, we have the potential to not only enhance the experience of both countries but also contribute to a broader, more interconnected world. This deal promises mutual growth and understanding, benefitting all parties involved.
