Under Muhammad Yunus, Bangladesh saw a tense period where the recourse to justice was curtailed, the banking sector crippled, and foreign investment virtually evaporated. As the country tries to build a brighter future, the authoritarian nature of Yunus’s interim administration - its series of endless legal witch hunts and laser-focus on political retribution - echoes on with questions building over the ‘reformer’ image Yunus worked to foster.

Rocketed to power off the back of a student-led revolution, Muhammad Yunus promised accountability and access to justice. Instead, he turned his sights on a series of political scores needing to be settled, using his temporary power to establish a firm, authoritarian rule.

Incredibly, Yunus himself knew what it felt like to be the victim of witch hunt, having become embroiled in a dispute with Sheikh Hasina whilst she was in power. He could have taken the opportunity to set a new path for Bangladesh; one where the courts no longer operated as a space of political persecution. Instead, he doubled down and drew on popular resentment for the Hasina administration to foster a culture of political retribution while leveraging the judicial system to target his enemies.

During his tenure, Human Rights Watch repeatedly raised the alarm about the number of political opponents that were being held in indefinite detention. His administration also pursued the death penalty for all those it associated with the former regime, discarding due processes in favour of stacking benches with unqualified judges who were likely to return harsher verdicts. Undeterred, the contradictions grew. Here was a founding member of Nelson Mandela’s Council of Elders, locking up vast numbers of political opponents and doing nothing to protect journalists.

Yunus also spearheaded a smear campaign against almost a dozen of the country’s leading business groups, dissolving boards and installing favored (and corrupt) advisers, the result has left the country’s economy in dire straits and the current government attempting to salvage the wreckage. Through a series of endless legal witch hunts and targeted campaigns, Yunus saddled the eleven business groups with hundreds of criminal and commercial charges, while doing precious little to support the wider economy. The attacks scared off would-be investors, concerned they may earn the ire of Yunus’s government and have left the economy with a rolling investment crisis.

To maximise this campaign’s impact, Yunus leveraged a court system which requires people to appear in-person before the court or face harsher, in-absentia sentences. In drumming up hundreds of legal claims Yunus effectively nullified the business groups from any effective response by making it virtually impossible for them to meet the claims in court. To ensure this would be as difficult as possible, Yunus strategically empowered the students who brought down Hasina, bringing them into his fold.

By withholding any repercussions for the attacks on Hasina’s residence or the fires started at government buildings during the uprising, Yunus tacitly permitted a general sense of lawlessness and attacks on perceived enemies of the state to spread. Former ministers, on their way to essentially sham trials, would be mobbed - including one minister who was assaulted by lawyers - by crowds calling for their execution. One former Justice even had to undergo surgery as a result of the violent injuries he suffered following a mob attack. Lawyers have even reported that they were prevented from carrying out their work if it involved representing people with ties to the former regime. In all, the government's permissiveness of vigilante justice, combined with a targeted campaign of lawfare against its perceived enemies undermined any hope for fair trials and it is little wonder businesses remain reticent to engage with Bangladesh.

Despite a rhetoric of justice and accountability, Yunus’ actions proved these were never truly on the table. In order for the country to move forward, Bangladesh needs a pathway to reconciliation, which cannot coexist with the legal witch hunts instigated by Muhammad Yunus. The new government needs to change course if it wants to bring the country on the path to a prosperous and fairer future.

President Kassym-Jomart Tokayev called for deeper practical co-operation between Kazakhstan and BRICS countries in trade, logistics, artificial intelligence, critical minerals and water security, positioning the format as a platform for broader economic ties amid growing geopolitical fragmentation.

Speaking at the BRICS Plus plenary session in New Delhi on Sept. 13, Tokayev said Kazakhstan sees cooperation with the group as an opportunity to expand access to new markets, attract investment, strengthen transport links and advance technological development. President Kassym-Jomart Tokayev during the BRICS Plus plenary session in New Delhi on Sept. 13.

Tokayev described the current global environment as an era of “great fragmentation,” a term used in the 2026 Global Peace Index to characterize geopolitical confrontation, rising militarization, weakening multilateral institutions and growing trade barriers. He noted that BRICS, representing nearly half of the world’s population and around 40% of global GDP, has both the capacity and responsibility to help overcome global divisions and deliver concrete results. “Peace and strategic stability are necessary conditions for economic and sustainable development,”

Tokayev said, calling for a shift from the de-escalation of individual conflicts toward long-term stability based on political dialogue and diplomacy. Against this backdrop, Tokayev positioned BRICS as a platform for practical cooperation rather than an alternative to the existing international system. 

“As a partner country, Kazakhstan views BRICS as an open platform for practical cooperation that complements the multilateral system with the central role of the United Nations and connects peoples, regions and markets,” he said. He added that Kazakhstan always seeks to find a “common ground on every difficult issue,” describing the approach as consistent with the country’s “balanced, goal-oriented foreign policy.”  Anastasia Golyakova, founder of the ThinkBricks YouTube channel, said the approach reflects BRICS’ broader focus on resilience, innovation, cooperation and sustainability, priorities that have gained greater relevance amid rising geopolitical tensions.

Anastasia Golyakova, founder of the ThinkBricks YouTube channel. said closer cooperation among BRICS members could help address shared challenges while giving partner countries such as Kazakhstan greater access to the bloc’s growing trade, investment and technological opportunities. “BRICS gives much support to each other. So, from this point of view, for Kazakhstan, it’s a prosperous future, in my opinion,” Golyakova told The Astana Times.

Ayanangsha Maitra, an editor and a geopolitics specialist, echoed this view, saying Kazakhstan’s BRICS partnership could open new opportunities for economic cooperation and market access. “Although Kazakhstan is not a full BRICS member, its partnership with the grouping adds value at a time of growing geopolitical tensions and economic uncertainty,” Maitra told The Astana Times.

“BRICS could offer Kazakhstan additional avenues for cooperation with countries beyond its traditional economic and political partners,” he added. Expanding trade and investment The economic dimension of Kazakhstan’s BRICS engagement was central to Tokayev’s address. According to him, trade between Kazakhstan and BRICS members and partners was around $72 billion in 2025.  “Having significant industrial, transit and technological potential, we intend to diversify trade, economic and investment ties with all BRICS countries.

As chairman of the Eurasian Economic Union, Kazakhstan supports the expansion of economic cooperation with BRICS and the advancement of work on concluding a free trade agreement with India,” Tokayev said.

Tokayev also called on the New Development Bank, a multilateral development bank established by the group, to consider financing commercially viable projects in BRICS countries, including Kazakhstan.

Maitra identified critical minerals, jewelry, fashion and textiles as areas with potential to expand Kazakhstan-India trade. “Despite Kazakhstan’s relatively modest population of around 20 million, the country has a strong entrepreneurial spirit and growing commercial links with India,” he said, pointing to increasing connectivity between the two countries.

Turning geography into connectivity Transport connectivity was another central element of Tokayev’s vision. “Last year, transit cargo volumes through Kazakhstan approached 40 million tons. Our long-term goal is to increase that figure to 100 million tons annually. Overall, our transit network already handles up to 85% of overland freight between China and Europe,” he said.

As part of the Trans-Caspian International Transport Route, Kazakhstan serves as a link between Asia and Europe through the Caspian Sea. Tokayev called for greater synergy between the Trans-Caspian route, China’s Belt and Road Initiative and the International North-South Transport Corridor. Maitra highlighted that Kazakhstan’s position within the EAEU, the Commonwealth of Independent States and the Shanghai Cooperation Organization provides access to major regional markets. Its participation in the International North-South Transport Corridor adds another layer of connectivity.

“BRICS could expand that network beyond Kazakhstan’s traditional regional partners. The partnership adds another dimension by opening access to markets across a wider group of countries,” he said. AI as a new layer of cooperation AI represents another area where Kazakhstan sees room for practical BRICS cooperation.

Tokayev said Kazakhstan is ready to use its computing infrastructure and national and UN digital centers to expand cooperation in AI and proposed establishing a BRICS Plus Partnership in Artificial Intelligence. The initiative, he said, could connect national AI centers, facilitate access to laboratories and research projects and support the development of multilingual AI solutions.

For Maitra, AI could also become an important area of Kazakhstan-India cooperation because the two countries bring complementary strengths. “India has a strong IT sector and a large pool of software engineers and technology professionals, while Kazakhstan has established connections across the CIS and wider Eurasian markets. That combination could help Indian technology companies reach markets where language and regional expertise remain barriers,” he said. Water security broadens the agenda Tokayev also linked sustainability to one of the country’s longstanding international priorities: water security. He reiterated Kazakhstan’s proposal to establish an International Water Organization as a specialized UN agency, arguing that global water governance remains fragmented and requires stronger international coordination.

“I invite the BRICS member states and partners to join the international consultations initiated by our country,” Tokayev said. Meeting with Narendra Modi On the sidelines of the summit, Tokayev also met with Indian Prime Minister Narendra Modi, highlighting India’s growing economic and technological weight and the expanding relationship between the two countries. Modi highlighted the potential for closer ties in high technology and the creative industries, including cooperation between Astana Hub and Hyderabad’s Cyberabad technology ecosystem. He also invited Kazakh representatives, particularly young people, to take part in the WAVES creative industries summit in Mumbai next year.  The two leaders also discussed prospects for expanding economic ties between India and the Eurasian Economic Union.

Tokayev said Kazakhstan, as the current chair of the EAEU, supports negotiations on a free trade agreement between the bloc and India and is ready to help advance the process. Tokayev said around 600 companies with Indian capital operate in Kazakhstan, while nearly 150,000 Indian citizens visited the country last year. He also cited the large number of Indian students studying in Kazakhstan and cooperation between Astana and New Delhi within international organizations.

This year's European Society of Cardiology (ESC) Congress showed just how quickly cardiology is changing. Late-breaking trials, new scientific data and major guideline updates all pointed to a field that is becoming both more crowded and more complex.

A central question the conference sought to address was how effectively the two main types of ATTR-CM treatment work. Stabilizers are designed to prevent the transthyretin protein from breaking apart, while silencers reduce its production. The debate centered on whether silencers offer enough additional benefit over established stabilizers in this significant rare disease market.

One of the clearest lessons was that the challenge is no longer simply bringing more treatments to market. It is increasingly about finding the right patients earlier, understanding how different therapies compare and deciding where each option fits as standards of care improve. ATTR-CM was one of the strongest examples of that shift, with the conference data sharpening the debate over whether silencers offer enough additional benefit over established stabilizers. The same pattern could also be seen in new guidelines and in the growing role of digital monitoring.

Alnylam ($ALNY) faces new questions over Amvuttra in ATTR-CM

Alnylam Pharmaceuticals came to ESC looking to strengthen the case for Amvuttra in ATTR-CM, but the data arguably leave some important questions unanswered. While the drug is already approved, the estimated benefit appeared more modest than many investors and clinicians may have hoped, particularly given the growing expectation that newer therapies will need to demonstrate clear advantages over established treatments. The key question is whether ATTR-CM silencer treatments offer enough additional benefit on top of stabilizers that are already delivering meaningful clinical outcomes.

In light of this, there remains uncertainty around the extent of Amvuttra's value and whether it will be sufficient to secure a strong position in an increasingly competitive market. The FDA's decision earlier this year to challenge Alnylam's survival claims based on an open-label extension of HELIOS-B only adds to the need for caution. It is, therefore, perhaps unsurprising that Alnylam's share price has come under pressure and that questions are being raised about the long-term commercial viability of Amvuttra in ATTR-CM.

Rather than definitively strengthening the case for Amvuttra, Alnylam's participation at ESC suggests that important questions remain about the true scale of its advantage and whether the evidence is sufficient to establish a clear benefit over existing treatments.

AstraZeneca ($AZN) casts further doubt on silencers in ATTR-CM

In perhaps a similar spirit, AstraZeneca and Ionis used ESC to revisit the results of the Phase 3 CARDIO-TTRansform trial of Wainua (eplontersen), another potential treatment for ATTR-CM. They faced a somewhat different challenge, however, as the trial had already failed its primary endpoint, with Wainua unable to significantly reduce cardiovascular mortality and recurrent cardiovascular events in the overall study population.

The companies sought to contextualize the findings, but the presentation arguably highlighted one of the trial's central challenges. If the apparent benefit is less clear among patients already receiving stabilizer therapy, the data raise broader questions about how much additional value silencers can deliver beyond treatments that are already producing meaningful clinical outcomes. The broader question, however, is what this means for an ATTR-CM market that is becoming increasingly competitive. As new treatments emerge, should attention shift towards newer therapies, or remain focused on established stabilizers that may already be providing much of the available benefit?

New ESC guidelines and Huawei point to a prevention first approach

ESC also saw the release of new guidelines that could change how cardiovascular patients are identified and managed. The updated heart failure guidance simplifies how patients are classified and puts more focus on prevention and earlier intervention. In practice, that means clinicians may be looking for risk earlier and across a broader group of patients, rather than waiting until disease is more advanced.

That change is creating more room for digital tools. Huawei used ESC to preview its Watch D3, a wrist-based ambulatory blood pressure monitor designed to track blood pressure in everyday settings. It is one example of how wearables are moving beyond basic wellness tracking and towards data that could help identify risk earlier, monitor patients more closely and support treatment decisions.

Reflecting on ESC 2026, ATTR-CM emerged as a key area of focus. The AstraZeneca and Alnylam data raised questions about whether silencers can offer enough benefit over established stabilizers, while new guidelines and digital tools highlighted the importance of identifying risk earlier and monitoring patients more closely. The key question now, arguably, is which approaches can genuinely improve on what is already available, and which patients are most likely to benefit.

Concerns about the water and energy demands of data centers have become prolific in recent weeks. But debates about their impact often overlook the rapid advances in cooling technology and cleaner energy that are already having an impact.

However, data centers’ resource consumption should be front and center of the AI conversion, as it is set to grow rapidly. By 2030, data centers’ water and energy consumption will double as AI demand leads to rapid construction of the infrastructure.

But data centers will not cause the world to run out of water or energy. Water- and energy-saving technologies already in use are reducing their impact, while Shanghai’s groundbreaking underwater data center demonstrates how innovative design can limit water, energy and land use.

Data centers have underpinned the internet since its founding. Apps, email, file storage and cloud services all run through them.

Modern AI workloads, however, have transformed their power demands beyond recognition. Today a single AI data center can match the electricity consumption of 100,000 homes, making them a significant drain on local energy grids, especially if a region is susceptible to shortages.

Data centers’ energy consumption is only rising as more are built across the world. In the US, data centers could increase from 4.4% to 12% of national electricity usage by 2028 — that is equivalent to adding eight New York Cities to the American grid.

Data centers also consume large amounts of water in two main ways. Water is used directly to cool servers and storage systems, which generate considerable heat, and indirectly to produce electricity at fossil fuel power plants where it is heated into steam to drive turbines.

In the UK, data centers have been estimated to use up to eight times as much water as average on hot summer days, underlining how their impact can rise when local resources are already under strain.

As the effects of climate change intensify, the location of data centers, and methods to reduce their water and energy consumption, are becoming ever more important.

Fortunately, resource-saving measures are already being implemented. Data centers on land use closed-loop cooling systems that recycle water rather than continually evaporating it. This can reduce freshwater use by up to 70% compared to traditional open evaporative methods.

China has also pioneered a revolutionary new type of data center in Shanghai: wind-powered, and underwater. The facility, which began full commercial operations in May 2026, uses seawater as a coolant instead of using refrigerated fresh water as land-based data centers do, reducing the electricity required to cool the computers.

It uses at least 30% less electricity than traditional data centers, and offshore wind turbines reduce reliance on fossil fuels and cut the data center’s carbon emissions. Innovative solutions such as these will go a long way to reducing data centers’ resource consumption.

AI is also part of the solution to data centers’ draw on resources. AI can optimise electricity grids and shift computing workloads towards periods when cleaner energy is more efficient, making energy use more effective overall. AI can also anticipate fluctuations in demand and adjust energy consumption accordingly, reducing waste.

It might sound obvious, but some areas are just better equipped to accommodate a data center than others. For example, facilities in hot or water-stressed regions will impose a heavier burden on resources than those supplied by cleaner energy with plentiful water and located in cooler climates.

AI’s growing demand for data centers will increase electricity and water consumption, that is true. But it does not mean the technology will exhaust regional or global supplies of either resource.

The AI boom and the infrastructure buildout accompanying it are well underway. To manage its impact, the industry needs to plan ahead. Cleaner energy, efficient cooling, and sites that have significant water and energy supplies will all limit the infrastructure’s drain on resources.

On 11 September, the Commission presented its proposal on the EU-Ecuador Sustainable Investment Facilitation Agreement (SIFA) to the Council for its signature and conclusion.  

This is the first SIFA negotiated with a Latin American country and will help promote further EU investment in Ecuador. The EU-Ecuador SIFA aims to make it easier for EU companies to invest and expand their operations in Ecuador. It benefits both EU and local investors.  

It will facilitate investment across the whole economy by supporting efforts to address challenges such as bureaucratic hurdles and regulatory uncertainty, which is especially relevant in sectors with untapped potential, such as renewable energy. For the first time in a SIFA, the agreement with Ecuador contains specific provisions which aim to deepen cooperation and facilitate investment in sustainable energy and raw materials - sectors of particular interest for EU investors and Ecuador. The SIFA is closely aligned with the EU's Global Gateway strategy in Ecuador, which supports investments and sustainable infrastructure in sectors such as energy, water sanitation, and waste management. 

The EU is a leading trade and investment partner for Ecuador, with the EU's FDI stock in the country reaching €9.1 billion in 2024. The sectors receiving the most EU foreign direct investment include construction, business services, transport, storage, communications, and manufacturing. 

Pursuing SIFAs is among the objectives set out in the EU's Competitiveness Compass, which highlighted the need to seek new ways of deepening partnerships and creating benefits for EU businesses. 

Next steps 

With its proposals for the signature and conclusion of the SIFA, the Commission is seeking the Council’s approval to sign the agreement. Once the Council gives its agreement it will be sent to the European Parliament for consent. Following approval, the deal can enter into force. 

For more information 

Commission proposals for Council decisions on the signature and conclusion of the EU-Ecuador Sustainable Investment Facilitation Agreement (SIFA) 

EU and Ecuador conclude negotiations for a SIFA  

EU-Ecuador trade relations 

On 11 September, the European Commission has put forward its proposals to the Council for the signature and conclusion of Free Trade Agreement (FTA) between the European Union and India, seeking authorization for its signature and conclusion. If authorized by the Council, this will be the largest trade agreement ever concluded by both the EU and India.

Once adopted and entered into force, the agreement will improve market access, reduce tariffs, tackle unnecessary barriers to trade, as well as provide predictable rules for trade and investment between the EU and India. The EU and India already trade over €180 billion worth of goods and services per year, supporting close to 800,000 EU jobs. This deal will eliminate or reduce tariffs on 96% of EU goods exports to India. Overall, the tariff reductions will save around €4 billion per year in duties on European products. It will make it easier for European companies to access the Indian market and compete on a more level playing field, while it will ensure consumers can benefit from increased choices and more competitive prices.

The proposal put forward today represents a key step towards ensuring that consumers and businesses can start reaping the benefits of this deal as soon as possible. This is in line with the fast-track procedure laid out by Commissioner for Trade and Economic Security, Maroš Šefčovič earlier this year. The procedure aims at speeding up the implementation of FTA's, which is crucial at a time of geopolitical uncertainty and growing pressure on the global trading system.

The EU-India FTA reflects the EU's commitment to strengthen economic ties with key partners in the Indo-Pacific region. With its proposals, the Commission is seeking Council's approval to sign the agreements which will then require European Parliament's consent, before conclusion and entry into force. The Indian authorities are in parallel going through their own internal ratification procedures.

For more information

Proposal for a Council Decision on the signing of the Free Trade Agreement between the European Union and the Republic of India

Proposal for a Council Decision on the conclusion of the Free Trade Agreement between the European Union and the Republic of India

Questions and answers on the EU-India Free Trade Agreement

Europe has plenty of world-class research, talent and creativity. However, too often ideas originating in Europe are turned into economic success by others, elsewhere. This is because European innovators face barriers here and find it difficult to bring their ideas to life. As a result, the Commission proposed a new European innovation act to help Europe's most innovative ideas be developed, financed and scaled up in Europe.

To strengthen the EU innovation system, the proposal will address two main challenges. Firstly, it will help innovative companies access financing by

• promoting a common EU framework to value intellectual property
• creating a digital marketplace connecting buyers and sellers of intellectual property
• offering expert support to help companies bring their ideas to the market

This can unlock €10.2 billion per year in additional financing and generate around €35 million in administrative cost savings.

Second, it will establish a common approach for research and development procurement that

• will provide greater legal certainty 
• help new technologies reach the market faster
• make it easier for public buyers from different EU countries to jointly carry out Research and Development procurements. 

With this, companies could expect €25.92 billion in additional annual profits, while public buyers could save €1 billion per year.

The European innovation act is an element of the competitiveness compass, to strengthen the EU's long-term competitiveness, prosperity and technological sovereignty. In parallel, the Commission will help innovators accelerate the transformation of innovative ideas into market solutions through a specific proposal on regulatory sandboxes.

For more information

Press release - Commission proposes new European Innovation Act to help innovative European ideas grow and compete globally

Questions and answers on the European Innovation Act

Factsheet on the European Innovation Act

The European Innovation Act

Long constrained by its landlocked geography, Kazakhstan is seeking to turn its position between Europe and Asia into a source of economic and geopolitical leverage. As trade disruptions and competition drive demand for diversified supply chains, Astana is investing in new transport corridors to establish itself as an indispensable transit hub and translate connectivity into diplomatic influence.

The Middle Corridor route
“Transport diplomacy has long been a pillar of economic diplomacy. Today, efficient transport and logistics networks are becoming strategic assets that shape economic competitiveness, and a country’s role in regional economic cooperation,” Head of Research Department of the Eurasian Development Bank (EDB) Alexey Kuznetsov told The
Astana Times. 

Alexey Kuznetsov, Head of Research Department of the Eurasian Development Bank. Photo credit: The EDB’s press service Located between China, Europe, Russia, Central Asia and the Caspian Sea, Kazakhstan is developing railways, roads, ports and logistics hubs while expanding connections along several international transport corridors. The scale of the sector is reflected in recent figures. Kazakhstan transported 540.5 million tons of cargo in January-July, up 0.9% from the same period a year earlier, according to the Bureau of National Statistics.

Cargo turnover increased 1%, while road freight transportation grew 6.2%. Government data shows that transit freight reached 21.7 million tons in January-June, up 24% from 17.5 million tons a year earlier. Building Eurasian connectivity Kazakhstan is seeking to strengthen its role not simply as a transit country but as a major regional connectivity hub. “For Kazakhstan, modern transport, logistics, and warehousing infrastructure are essential for addressing the challenges of a landlocked geography.

"At the same time, the country has become one of Eurasia’s most important transit hubs,” said Kuznetsov. He said international transport and logistics partnerships are central to Kazakhstan’s connectivity diplomacy, positioning the country as an influential player in shaping Eurasia’s regional agenda. According to the EDB’s Transport Projects Observatory, Kazakhstan accounts for 53% of transport corridor investments planned or under implementation in Central Asia through 2035.

“More than $32 billion is expected to be invested in 55 major transport projects, including construction of the Center-West motorway, the Uralsk-Atyrau and Kyzylorda-Saksaulsk roads, and the Moiynty-Kyzylzhar railway. These investments will strengthen East-West and North-South trade routes and further position Kazakhstan as a strategic transport crossroads linking Europe and Asia,” Kuznetsov said. Road construction, reconstruction and repairs cover around 11,000 kilometers nationwide in 2026. Kazakhstan also plans to repair 11,000 kilometers of railway tracks by 2029. International financing is supporting part of the expansion.

In February, the World Bank approved an $846 million guarantee to mobilize $1.41 billion in commercial financing for a major railway connectivity project along Kazakhstan’s section of the Middle Corridor. However, Kuznetsov emphasized that infrastructure alone cannot determine whether a transport route succeeds. “Transport connectivity depends equally on ‘soft infrastructure’: harmonized regulations, efficient border-crossing procedures, coordinated corridor development, and digitalization of transport services and documentation,” he said.

The World Bank estimates cited by Kuznetsov suggest that cutting border delays by 50% through regulatory harmonization and digital solutions could increase exports from Central Asian countries along transport corridors by an average of 18%. For Kazakhstan, this means that the competitiveness of its routes will depend not only on the number of roads, railways and terminals built, but also on how efficiently they operate.

The Middle Corridor and geopolitics At the center of Kazakhstan’s connectivity strategy is the Trans-Caspian International Transport Route, which connects China with Kazakhstan, the Caspian Sea, Azerbaijan, Georgia and Europe. For political scientist Tair Naumov, the importance of such routes extends beyond trade. “Investment in transit infrastructure requires a certain level of trust between countries, including confidence in political relations and the security of investments,” Naumov said in an interview with The Astana Times. Once a route becomes operational, however, it can also strengthen those relations by creating greater economic interdependence.

“When countries rely on the same transport routes, their interests become more closely connected. If a corridor becomes important to foreign trade, there is a stronger incentive to maintain stable relations and keep existing agreements in place,” he said. Naumov noted that this interdependence can eventually acquire a security dimension. “If a country becomes an important transit hub, its stability becomes an interest not only for the country itself but also for its neighbors and major trading partners,” he said. Damir Kayumov, PhD, with a bachelor’s degree in economics and law. Damir Kayumov, PhD, with a bachelor’s degree in economics and law, takes a similar view, emphasizing the economic interests created by shared logistics networks.

“Good logistics creates mutual interest between countries. The more participants there are, the safer it becomes. And the more economic ties pass through Kazakhstan, the greater its role in the region,” Kayumov told The Astana Times. The Middle Corridor illustrates this dynamic. While it does not yet account for a dominant share of Kazakhstan’s transit flows, its rapid growth could give it greater strategic importance.

From transit to economic value
For Kazakhstan, stronger economic ties along these routes are only part of the opportunity. The bigger question is how the country can turn growing transit flows into broader economic value at home. 

“I would not reduce the transport strategy to transit alone. If a container simply passes through Kazakhstan, the country earns comparatively little. It is much more interesting when logistics centers, warehouses, manufacturing and service companies emerge alongside the route,” Kayumov said. Such an approach would allow Kazakhstan to capture more value from its position in Eurasian supply chains. “Then the transport corridor begins to work for the regions and for our industry. Kazakhstan receives much more income. The service model that develops around the entire flow allows us to earn more and create more jobs,” he said.

Kayumov noted that attracting cargo also requires competitive and predictable routes. Border delays, limited port capacity, container shortages and differences in procedures can increase costs and make a route less attractive to businesses. “A convenient route must be fast, clear and predictable. For business, it matters how long cargo remains at the border, how quickly documents are processed and how much railway capacity is available,” he said. According to Kayumov, digitalization can help address some of these challenges. Electronic document management, for example, can reduce corruption risks while speeding up operations.

TRIPP and the wider connectivity network
The development of new routes beyond Kazakhstan could expand the country’s connectivity options. The Trump Route for International Peace and Prosperity (TRIPP) is a proposed transport link through Armenia connecting Azerbaijan proper with its Nakhchivan exclave. Kazakhstan has expressed interest in participating in the project and linking it with the Middle Corridor. “For the Trans-Caspian route, TRIPP provides an additional option for moving cargo after the Caspian Sea toward Türkiye and Europe. The more such branches there are, the more resilient and attractive the entire corridor becomes,” Kayumov said.

For Kazakhstan, the interest is largely pragmatic. As a landlocked country, it needs several reliable routes to major markets. However, Kayumov noted that the project’s value for Kazakhstan would depend on how effectively it is integrated into the country’s existing transport network. “What is more important for us is not formal participation in the project, but its integration with our existing transit hub. This means having unified tariffs, digital borders, digital document management and clear, predictable delivery times,” Kayumov said. “The more reliable routes connect Central Asia with Europe through Kazakhstan, the greater the economic and political value of our geography and our role in connecting different markets,” he added.

Hardware and software products are increasingly exposed to cyberattacks. From baby monitors and smartwatches to apps and computer programmes, products with digital elements are part of our daily lives. The Cyber Resilience Act (CRA) strengthens the cybersecurity of these products and better protects consumers and businesses from cyber threats.

As of 11 September 2026, manufacturers must report any actively exploited vulnerabilities and severe incidents that have an impact on the security of their products. They must submit an early warning within 24 hours, followed by a full notification within 72 hours. A final report must then be submitted no later than 14 days after a corrective or mitigating measure is available for an actively exploited vulnerability, and within 1 month for a severe incident. 

In practice, this means consumers can rely on faster notifications and stronger protection for their connected devices, such as door locking systems, keeping their home safe and secure in the event of a cyberattack. 

The reporting obligations apply to all products with digital elements made available in the EU, including those already on the market. Manufacturers will submit their notifications through the CRA Single Reporting Platform, established and maintained by the European Union Agency for Cybersecurity.

The Commission published practical guidance to help manufacturers, developers, and businesses meet their obligations. National market surveillance authorities will ensure enforcement of the rules. 

The Cyber Resilience Act builds on the EU cybersecurity strategy and the EU security union strategy. It aims to strengthen the EU approach to cybersecurity. The new rules require products with digital elements to be designed, updated, and maintained to protect users from security risks. The CE marking will help them identify products that comply with the CRA requirements. 

The main obligations introduced by the Act will apply from 11 December 2027, while the reporting obligations apply from 11 September 2026. 

For more information

Cyber Resilience Act

Protecting your digital life

ENISA - FAQ

Digital economy and society

The UK’s trade ambitions are clear: open new markets, reduce border friction, and make it genuinely easier for small businesses to compete globally. The government’s 2025 Trade Strategy frames this as a growth priority. Yet the data tells a more sobering story, write Jose Puyana and Tom Harding.

UK goods exports to the EU have fallen by £27 billion since Brexit. Exports remain roughly 18% below pre-2019 levels. And around one in seven UK businesses have stopped trading with the EU altogether.

Large-scale surveys from the Federation of Small Businesses and British Chambers of Commerce consistently cite customs processes and compliance complexity as the leading barriers for SMEs. But surveys don’t fully capture the emotional texture of what traders describe: a persistent, low-level anxiety about whether a detail has been missed, whether the code is right, whether the rules have quietly changed since last time.

The traders understand their products, their customers, and their commercial realities. What leaves them uneasy is the web of rules, requirements, and systems governing the movement of goods across a border. We call this mindset the Nervous Trader.

The fear of getting it wrong

Consider a small business importing animal-derived products: the origin of materials, their treatment, and finishing processes can all shift how a shipment must be declared. A detail that seems minor to an outsider - whether a skin has been treated, how a component has been finished - can change the commodity code entirely. Get it wrong, and products are delayed or blocked at the border. Unexpected duties land, turning a profitable shipment into a loss. Time is consumed by questions from freight forwarders and internal scrutiny that the business cannot afford.

For a clothing importer shipping technical apparel from multiple countries, the same anxiety plays out at scale. Every declaration carries the nagging worry of a missed detail or overlooked cost. And for a manufacturer exporting specialist components, the risk doesn’t just lie with a single shipment - it scales with volume. As the business grows, so does the exposure. One overlooked requirement can have knock-on effects across the whole operation.

Rules without a map

What these businesses share is not inexperience. It is the absence of certainty. Trade is inherently consequential - financial and reputational stakes are real. But the systems around it do remarkably little to reduce the sense of exposure. Nervousness is rational in an ambiguous environment. The question is why we continue to design ambiguity into the experience.

International trade is inherently complex. Nobody who works in it would claim otherwise. The rules are numerous, the requirements specific, and the consequences of error real. Traders understand this. None of the businesses we spoke to expected the process to be simple.

What they experience, however, is complexity without context - rules and requirements presented without enough orientation to be useful. Government guidance is often comprehensive and technically accurate. The information assumes a level of prior knowledge that most small business operators simply don’t have time to develop.

More critically, guidance is almost always written around policy rather than around the person trying to follow it. That gap between what guidance says and what a trader actually needs to know in a given moment is where confidence breaks down.

When traders are nervous and the guidance around them fails to build confidence, they find other ways to manage the risk. They defer. They delegate. They pay someone else to carry the uncertainty; they were never given the tools to handle themselves.

It is a rational response to an inadequate system. The more revealing data point, though, is the informal workarounds. Traders describe turning to AI tools, online forums, and third-party platforms to fill the gap that official guidance leaves. Not because those sources are more authoritative, but because they are faster, more conversational, and more willing to engage with the specific question being asked rather than the general rule that may or may not apply.

Designing for confidence, not just compliance

If our digital services don’t actively build confidence and help manage the risks associated with trade compliance, other ecosystems will fill that gap. Intermediaries become the only translators of complexity, while traders never fully learn the language.

Trade is never static. For UK businesses, the pace of change over the past decade has been relentless: Brexit reshaping EU relationships, US tariff policy shifting unpredictably, new regulatory requirements emerging as new markets are entered. The environment that small traders are navigating today bears little resemblance to the one they trained themselves on five years ago.

The consequences are visible. Businesses that built strong European revenue streams have watched them erode as post-Brexit duties and friction increased. What had been a reliable, profitable channel became uncertain, then marginal, then unviable. The challenge wasn’t that traders didn’t see change coming - most did. The challenge was that the systems around them provided no clear guidance on what to do about it.

When those questions arise constantly, in a domain that already feels high-risk and poorly signposted, the fear of making mistakes doesn’t simply persist; it compounds. And that compounding weight is what drives traders towards avoidance - towards stepping back from unfamiliar routes, delaying entry into new markets, and, at worst, withdrawing from international trade altogether.

Change is inevitable in trade. But adaptation should not require heroic effort on the part of the trader. When our systems don’t communicate change in accessible, context-relevant ways, they transform something manageable into something exhausting.

Addressing this requires more than incremental improvements to individual services. It requires a different frame. In practical terms, it means translating policy into language that traders can act on. It means providing reassurance at the moments it is most needed, not just information. It means improving relevance - helping traders quickly understand what applies to their situation rather than leaving them to extract that signal from comprehensive but impersonal guidance. And it means fragmented government services beginning to work more deliberately across boundaries, acknowledging their shared users, shared challenges, and shared outcomes.

Confidence should be treated as a primary, measurable outcome of good service design in trade. Not a soft aspiration, but a design specification. If a service leaves traders more uncertain than when they arrived, something has gone wrong - regardless of whether the information was technically accurate.

The role of digital and service design is not to eliminate the complexity of international trade. It is to prevent that complexity from being amplified by the experiences built around it. Trade will always carry risk. The question is whether we design services that help traders manage that risk clearly, or services that make them feel exposed to it at every turn.