On turning capacity into opportunity

How do you assess the strength of current state the aluminium manufacturing sector?

HASSAN DAABOUL: There is a relatively large installed capacity for aluminium production, much of which has been idle for over a decade. With stability returning, these facilities have begun to resume operations. The country enters this phase with a solid industrial base; what remains essential is the development of sustained demand. If we look at aluminium beyond construction, Syria is still underdeveloped in terms of utilisation. Building a broader aluminium ecosystem will require new investment in downstream industries.

What are the key challenges and opportunities for rebuilding industry post-conflict?

DAABOUL: The main challenge at present is the high cost of production, especially energy costs, which are significantly outpacing neighbouring markets. Aluminium is an energy-intensive industry, so this places local manufacturers at a disadvantage. There is, however, also a real opportunity here – particularly in developing renewable energy sources and modernising industrial infrastructure. If the public and private sectors collaborate on energy policy and establish a framework for renewable generation and buyback schemes, Syria could gradually reduce its energy bill and strengthen the competitiveness of its industrial base.

In what ways can industries such as aluminium manufacturing support reconstruction?

DAABOUL: Aluminium manufacturing can play a vital role in reconstruction because it sits at the centre of multiple value chains. Rebuilding Syria will require not only new homes but also roads, bridges, public facilities and urban infrastructure – all of which depend on aluminium-based products. Beyond physical reconstruction, a strong industrial base also supports economic recovery by creating skilled jobs and stimulating supply chains across multiple sectors. With the right policies and investment, aluminium production could become a key driver of long-term industrial growth.

Where do you see the most demand for aluminium products within the reconstruction effort?

DAABOUL: The most immediate demand is, of course, in construction. However, the more strategic demand will come from infrastructure. If Syria develops both upstream and downstream capacity – meaning raw material processing as well as finished product industries – it could meet much of its domestic demand and begin to supply regional markets. The country’s geographic position makes that a very realistic goal.

What strategies can be implemented to enhance competitiveness in regional and global markets?

DAABOUL: Competitiveness begins with achieving economies of scale. Many local manufacturers operate below capacity, which keeps unit costs high. Expanding production volumes can have a significant impact on cost efficiency and export potential. At the same time, improving quality standards, investing in modern technology and fostering a culture of continuous improvement will help Syrian products meet the expectations of both regional and international markets. Markets do exist – often it is a matter of visibility and efficiency.

When companies scale up, reduce costs and maintain consistent quality, they can compete effectively even in challenging environments. This requires a strong focus on human capital.  Much of the skilled workforce has emigrated, so rebuilding technical capacity through vocational and technical training is essential. Collaboration with international institutions can facilitate the transfer of knowledge and modern industrial practices. Once that foundation is restored, technologies like Industry 4.0, the internet of things, and artificial intelligence can enable Syria to leapfrog traditional stages of development. These tools improve efficiency, reduce waste and strengthen planning and quality control.

How do you assess the strength of current state the aluminium manufacturing sector?

HASSAN DAABOUL: There is a relatively large installed capacity for aluminium production, much of which has been idle for over a decade. With stability returning, these facilities have begun to resume operations. The country enters this phase with a solid industrial base; what remains essential is the development of sustained demand. If we look at aluminium beyond construction, Syria is still underdeveloped in terms of utilisation. Building a broader aluminium ecosystem will require new investment in downstream industries.

What are the key challenges and opportunities for rebuilding industry post-conflict?

DAABOUL: The main challenge at present is the high cost of production, especially energy costs, which are significantly outpacing neighbouring markets. Aluminium is an energy-intensive industry, so this places local manufacturers at a disadvantage. There is, however, also a real opportunity here – particularly in developing renewable energy sources and modernising industrial infrastructure. If the public and private sectors collaborate on energy policy and establish a framework for renewable generation and buyback schemes, Syria could gradually reduce its energy bill and strengthen the competitiveness of its industrial base.

In what ways can industries such as aluminium manufacturing support reconstruction?

DAABOUL: Aluminium manufacturing can play a vital role in reconstruction because it sits at the centre of multiple value chains. Rebuilding Syria will require not only new homes but also roads, bridges, public facilities and urban infrastructure – all of which depend on aluminium-based products. Beyond physical reconstruction, a strong industrial base also supports economic recovery by creating skilled jobs and stimulating supply chains across multiple sectors. With the right policies and investment, aluminium production could become a key driver of long-term industrial growth.

Where do you see the most demand for aluminium products within the reconstruction effort?

DAABOUL: The most immediate demand is, of course, in construction. However, the more strategic demand will come from infrastructure. If Syria develops both upstream and downstream capacity – meaning raw material processing as well as finished product industries – it could meet much of its domestic demand and begin to supply regional markets. The country’s geographic position makes that a very realistic goal.

What strategies can be implemented to enhance competitiveness in regional and global markets?

DAABOUL: Competitiveness begins with achieving economies of scale. Many local manufacturers operate below capacity, which keeps unit costs high. Expanding production volumes can have a significant impact on cost efficiency and export potential. At the same time, improving quality standards, investing in modern technology and fostering a culture of continuous improvement will help Syrian products meet the expectations of both regional and international markets. Markets do exist – often it is a matter of visibility and efficiency.

When companies scale up, reduce costs and maintain consistent quality, they can compete effectively even in challenging environments. This requires a strong focus on human capital.  Much of the skilled workforce has emigrated, so rebuilding technical capacity through vocational and technical training is essential. Collaboration with international institutions can facilitate the transfer of knowledge and modern industrial practices. Once that foundation is restored, technologies like Industry 4.0, the internet of things, and artificial intelligence can enable Syria to leapfrog traditional stages of development. These tools improve efficiency, reduce waste and strengthen planning and quality control.