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openness and transparency is a key part Arabia. We are looking to expand into new general contractors, specialized acade-
of our development plan. target markets, such as the GCC countri- mia. Of course there are challenges, not
es and Southern Iraq, Algeria, Tunisia and least cultural. It isn’t every day that Saudi
What is your vision, your strategy for Morocco. In the next phase we will look companies complete acquisitions of Italian
the future? toward the Asia-Pacific region for further businesses, integrating two teams toge-
Arkad’s strategy is to grow domestically growth opportunities. ther under one strategy. However, so far
and internationally, acquiring global tech- We will look to further develop our capa- things have been smooth and efficient,
nical and execution expertise. With this bilities to design and execute major EPC with both teams working well together and
objective in mind, the ABB Oil & Gas EPC projects competitively and to work with enjoying the challenges. The continuing
business offered an opportunity to support major partners continuously, on a long- participation of ABB, today as a sharehol-
that growth strategy. Key factors were ex- term, repetitive basis. der of the new company, is important for
perience, capabilities, market access. We continuity, with its history and traditional
are looking naturally into oil & gas markets, Why did you select this unit of ABB? expertise, in order to maintain business
but also into clean energy, such as renew- The ABB business unit is a success story continuity in terms of the staff, projects
ables and nuclear. With the acquisition of going back over 50 years, with a diverse and execution locations.
the ABB Oil&Gas EPC business we have global footprint including the GCC and The new Arkad-ABB company will remain
been able to transform Arkad from a single North Africa, making it a perfect fit for us. as a separate commercial entity from the
client services provider to a company that The rationale for us was to acquire a com- other Arkad companies within the Arkad
Algeria RhourdeNouss caters to multiple companies, with six bu- pany that had the right mix of footprint, en- group, with a separate identity, competen-
siness lines. Today, Arkad has capabilities gineering capabilities and structure. cies and mission. It is Arkad’s international
to undertake complex projects. The location of the company, mostly in arm.
We have a keen interest in reaching inter- Milan, Italy, was viewed with considerable
national players, to develop partnerships favor, since it is a highly attractive envi- What are your plans, now?
in order to operate internationally but also ronment in the middle of a very experien- Firstly, given the rapid growth of our com-
to bring them into the Kingdom of Saudi ced ‘industrial district’ of manufacturers, pany, we are restructuring our businesses
into defined business units, linked by an
ARKAD E&C Group umbrella holding company: (i) Arkad E&C
our flagship company operating as an
EPC business in KSA, (ii) Arkad-ABB, as
• The only Saudi EPC company in the energy industry with 2.4 Billion USD of a separate international EPC arm, then (iii)
project under execution and more than 12 billion USD of completed projects a unit for industrial services. We are at-
• 10,000 staff in KSA including Saudi employees (23% of total). tracting a lot of interest for investors and
• IKTVA (In Kingdom Total Value Added Program) industry leaders, with over 40% this is a necessary step, structuring the
local production contribution. group for further growth and help attract
• The largest privately-held pipeline fleet in the world. future investment.
• An incubator and accelerator for new service companies in the industry. For Arkad-ABB, we plan to grow and
to expand the business geographically.

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