Earnings surge are supported by regional logistics growth
The results reflect a period of stable revenues, ongoing margin recalibration, and significant structural transformation as the company responds to evolving industry trends and positions itself for future growth.
Group Revenues reached AED 1.50bn in Q2-2025, unchanged from Q2-2024 and H1-2025 revenues totaled AED 3.06bn, marking a 1% increase YoY.
Looking at regional performance, Aramex posted double digit growth in revenues and GP in the GCC in Q2-2025, and single-digit growth in Revenues and GP in Asia Pacific, offsetting the softness seen elsewhere across the company’s global operations and with similar trends observed for the half year period.
Growth in volumes was delivered despite a challenging market environment with pressure on oil prices impacting activity in the energy sector; geopolitical tensions with airspace closure, and an extended holiday period with two Eid holidays during Q2-2025, reducing the number of working days.
Gross profit
Gross Profit for H1-2025 was AED 694mn, with a corresponding margin of 23%, down from 24% in the same period last year. In Q2-2025, the Gross Profit Margin stood at 22%, reflecting a consistent trend across the half.
“Our H1 2025 results reflect consistent execution and a clear alignment with shifting customer needs. While we face margin pressures and a changing product mix, we have taken decisive actions through our Accelerate28 strategy to realign our operations, enhancing our ability to better serve our customers across key markets, and lay the groundwork for sustainable, long-term value creation. The partnership with ADQ marks a significant milestone, accelerating our transformation programme,” explained Nicolas Sibuet, Acting Group Chief Executive Officer, Aramex.
The margin decline reflects ongoing changes in product mix, elevated direct costs due to increased capacity in key growth markets, and persistent market pricing pressures as well as broader inflationary trends, an official press statement concluded.
