When the Aramex Libya team looked out of their window in early 2011, they saw the beginnings of the revolution in Tripoli. Over the next few weeks, the Libya team would watch the situation deteriorate. From February 2011 employees had difficulty getting to work in Tripoli due to the dangerous circumstances. The internet was cut off at the beginning of March, forcing the suspension of all communication between Aramex Libya and the rest of the company. Even in these circumstances, the team focused on delivering shipments to their customers around the world.
The No Fly Zone was imposed on 17th of March, and the team’s resilience was tested further with a severe petrol shortage in June, amidst a disintegrating security situation. Despite all this, the Aramex building was still standing, having avoided snipers that targeted the residential area surrounding the center. Operations were quickly revived, and today the Aramex team in the country is seizing opportunities to develop Libya’s future. The Libya team went out to the streets and helped in the cleanup, to see the beginnings of a new Libya. This simple yet influential activity would be repeated by the team over the course of the year, and the team is still conducting cleanup campaigns across the country.
The events in Libya highlighted the ability of Aramex to adapt to evolving conditions in the country. It was a skill honed by three decades of business. As a dedicated transportation and logistics solutions provider, Aramex has delivered during a wide range of extraordinary events; from civil war and Israeli bombardment in Lebanon, to delivering aid to the besieged Gaza Strip, helping the victims of the floods in Pakistan, to recent events in Egypt and Libya.
Take the example of Egypt. Operations were back up in Egypt by 5th February, just days after the events of 25th January. Experienced couriers helped direct traffic jams, and local communities were supported by senior staff, who organized Aramex teams to start cleaning up the streets. Mohamed Reda, Ground Couriers Team Leader in Egypt, looks back at these events in the following video.
If we go back earlier, we can see more of this resilience and adaptive mindset at Aramex. In 2006, detailed plans were put into action to continue transportation in Lebanon during the war. “The sudden destructive war in its early hours left us two options; either we shut down or we continue and serve the country. Instinctively, we chose the latter,” says Asma Zein, Lebanon Country Manager and West Africa Regional Manager. Five weeks of air strikes frequently targeted at the road network, but Aramex upheld its commitment to customers, businesses, its people, and the local communities.
This included co-operation with the Higher Relief Commission in Lebanon to support displaced people and distribute aid supplies to NGOs.
"The sudden destructive war in its early hours left us two options; either we shut down or we continue and serve the country. Instinctively, we chose the latter.”
Like in Lebanon, the changing political circumstances since the beginning of the Arab Spring have required a quick response to ensure a continued service in the Middle East. The challenges have been enormous, but Aramex has used its deep understanding of the region to maintain operations. This has been possible thanks to a resilient mindset, a model that sees delivering excellent service as the one and only certainty.