When ALUPCO began in 1975 its vision was clear: To meet Saudi Arabia s growing aluminium demand and support the nation s ambitious construction and industrial expansion. But as the company grew so did its vision. What started as a small initiative has become a strategic industrial powerhouse. Under the leadership of Khaled Abdel-Moneim CEO the company has evolved from a simple aluminium extruder into a full-fledged solutions provider anticipating clients needs before they materialise and delivering comprehensive solutions for both domestic and international markets. With an eye on Vision 2030 ALUPCO is enhancing local capabilities while advancing sustainability. In an exclusive interview with OGN energy magazine Abdel-Moneim emphasises that through recycling renewable energy and localisation the company is shaping a future where industrial growth aligns with environmental responsibility. Below are excerpts from the interview: Can you share the personal story behind the founding of ALUPCO and the motivations that inspired you to embark on this journey in the aluminium industry? We are very fortunate to be based in Saudi Arabia. Back in 1975 ALUPCO s partners and shareholders anticipated the country s future needs particularly with the rapid construction boom and the growing demand for aluminium. To build on this vision they brought in top experts. At that time Aluswiss conducted a detailed market study analysing both demand and geography and identified Dammam and Jeddah as the ideal locations for establishing two factories. These were set up to serve not only the Saudi market but also future expansion into regional and international markets. The initial strategy was to focus on the aluminium sector and being located near Aramco the oil giant was a great advantage. The first phase was to supply Aramco s requirements for aluminium in construction particularly housing. This was not only for their oil and gas operations but also for residential and office infrastructure. As a result ALUPCO became the preferred supplier for Aramco in virtually every project. Over time our collaboration with Aramco expanded beyond construction. We began identifying other aluminium-related needs that Aramco was importing from abroad. For instance they used to import aluminium pipes from Canada and the US. We localised this production and now supply 100 per cent of their requirements. From there we expanded into additional products. Our approach has always been to carefully analyse Aramco s needs as a global oil and gas leader. In some cases we supply them with their demanded products while in others we explore opportunities where aluminium can replace alternative materials. For example replacing steel with aluminium helps reduce weight waste and maintenance. In cases where aluminium cannot replace the material we work to localise production in Saudi Arabia instead of relying on imports. Currently one of the research initiatives we are pursuing with Aramco is to replace up to 40 per cent of rig components with aluminium instead of steel which would bring significant efficiency benefits. Beyond direct collaboration with Aramco our efforts align with Saudi Arabia s Vision 2030. The Kingdom is diversifying its income streams and our role is not only to support Aramco within Saudi Arabia but also to enhance efficiency and competitiveness abroad. For example we are deeply involved in renewable energy initiatives working with ACWA Power and others to generate electricity from solar and renewable sources. This reduces domestic oil consumption enabling Saudi Arabia to sell more oil internationally. ALUPCO plans to go public next year through an Initial Public Offering (IPO). What do you see are the key benefits and challenges of this IPO and how will it impact the company s growth and strategy? Many companies embark on this journey. It often starts as an idea from the shareholders and as the company grows it transitions from being privately held to becoming a public entity. This allows the company to share its success with the broader community. This has been a long-standing consideration for the company and its shareholders. The Vision 2030 initiative has made the IPO transition more practical and accessible for all companies. The sheer scale and quality of the projects under Vision 2030 has prompted us to accelerate our timeline for an IPO. We are currently preparing ourselves from a governance perspective ensuring all policies and capital market requirements are met prior to the launch. We have completed most of the necessary preparations. Our current challenge is related to a series of recent mergers and acquisitions (M&As). We need to successfully integrate these new ventures. Once we have completed this process we will be able to produce a clean financial statement and then move forward with the IPO. We are ready and are confident that we will offer the public a diversified portfolio that they will find appealing. What prompted ALUPCO s decision to evolve from an extruder to a solutions provider? This is a trend that global companies are following. While a company could choose to stay local and focus on a single market our shareholders and management decided against it. Hence we focused on the broader market and its evolving demands as we saw it as our responsibility to meet those new needs. This led us to redefine our vision and strategy focusing on customer satisfaction by addressing a broader range of their needs. We aim to provide comprehensive solutions to solve their problems. In line with Vision 2030 we analysed the market to understand its requirements and challenges and we committed to bringing global solutions that are locally produced (Made in Saudi) to serve the Saudi market and then expand globally. What s your vision for ALUPCO in the next 10 years especially as the energy sector evolves? The vision for ALUPCO can best be captured in our slogan: Where Vision Takes Shape . What we promise to Aramco and to all our customers is that with ALUPCO they will see their vision come to life. Their current needs or the reality as we call it are already being addressed by many companies including us. Those are the demands of today and we along with others are meeting them. But our commitment goes further. Our true promise is to work on their vision the needs that do not yet exist in reality. We dedicate ourselves to anticipating their future requirements and ensuring we have the products and solutions ready to meet them. That is what we mean when we say Where Vision Takes Shape that is we transform our customers ideas of tomorrow into the solutions they will need in the years ahead. How does ALUPCO plan to balance growth with sustainability given the energy demands of aluminium production? Aluminium is one of the best materials we can use on this planet because it is 100 per cent recyclable. This makes its environmental impact far lower than most other materials. At ALUPCO we recycle all of our production requirements whether from our own processes or from post-consumer scrap. We bring that scrap back recycle it and transform it into green pellets and other reusable forms. On the other side we are deeply engaged in renewable energy. A major part of our focus is supporting the Kingdom in developing more energy-efficient solar farms. For example we manufacture solar trackers that allow panels to follow the sun as well as frames and mounting systems. These are supplied not only within Saudi Arabia but also to markets such as the United States and Canada. So in addition to minimising waste and maximising recycling we are also contributing directly to the renewable energy sector. Both of these efforts ensure that we reduce energy consumption cut emissions and play a meaningful role in advancing sustainability while pursuing growth. The iktva initiative emphasises localising supply chains. What steps has ALUPCO taken to support this and how has it impacted local economies? We look at localisation from two main angles. On the workforce side ALUPCO today has employees from 24 different nationalities including Saudis. When I first joined only about 25 per cent of our staff were Saudi. Today that number has risen to over 40 per cent and our target is to reach 60 per cent in the near future. At the same time we are working to bring more Saudis into leadership roles. This requires focused training and development to prepare them to take on greater responsibilities within the organisation. The other side of localisation is related to products and supply chains. Together with the Ministry of Industry whose efforts I truly appreciate we study the imports coming into Saudi Arabia analyse them and then develop local solutions to replace them. The approach here is very different from many other countries. Instead of relying on tariffs and duties to discourage imports Saudi Arabia encourages industries to set up locally by offering land energy and other forms of support. In our case we also bring in international know-how and form partnerships or joint ventures such as those we established with Array Technologies Vistawall International and Aluman ME to transfer advanced technologies into the Kingdom. The idea is not just to manufacture locally but also to export. Currently about 40 per cent of our production is exported and our goal is to reach 50 per cent in the future. Of course some raw materials are not available locally such as wood for example. For that we import the raw material but we add the value here in Saudi Arabia before exporting the finished products. This ensures that the real economic value and employment benefit remain in the country. So in short our approach under iktva is to maximise local value creation whether through Saudi talent development localising manufacturing or adding value to imported raw materials. That is how we balance both the economy and the supply chain while contributing meaningfully to Saudi Arabia s vision. What advice would you give to young Saudis aspiring to make an impact in the energy or industrial sectors especially through opportunities like those ALUPCO provides? Young Saudis today are very fortunate. Under the leadership of the Kingdom and through Vision 2030 the country has been provided with tremendous opportunities for success. Saudi graduates today find many paths available and countless opportunities to choose from. But with that abundance comes a challenge: To truly make an impact you need to commit stay in a role long enough to gain experience and build the expertise that leads to long-term influence. One of the issues we see is that with so many opportunities people tend to move between jobs too quickly. As a result turnover in our industry is slightly higher than average. What is needed is the understanding that real growth comes from persistence. At ALUPCO we are working hard to retain Saudi talent giving them the chance to learn develop and eventually move into leadership positions. That is how they can truly make a lasting impact on the energy and industrial sectors. What legacy do you hope ALUPCO leaves for Saudi Arabia and the global energy and industrial sectors? When Aramco or any of our customers comes to us they are not simply buying a product. They are looking for a solution. They come to us with a vision in mind not just a technical drawing. And that is exactly what defines ALUPCO: Where Vision Takes Shape .
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When ALUPCO began in 1975 its vision was clear: To meet Saudi Arabia s growing aluminium demand and support the nation s ambitious construction and industrial expansion. But as the company grew so did its vision. What started as a small initiative has become a strategic industrial powerhouse. Under the leadership of Khaled Abdel-Moneim CEO the company has evolved from a simple aluminium extruder into a full-fledged solutions provider anticipating clients needs before they materialise and delivering comprehensive solutions for both domestic and international markets. With an eye on Vision 2030 ALUPCO is enhancing local capabilities while advancing sustainability. In an exclusive interview with OGN energy magazine Abdel-Moneim emphasises that through recycling renewable energy and localisation the company is shaping a future where industrial growth aligns with environmental responsibility. Below are excerpts from the interview: Can you share the personal story behind the founding of ALUPCO and the motivations that inspired you to embark on this journey in the aluminium industry? We are very fortunate to be based in Saudi Arabia. Back in 1975 ALUPCO s partners and shareholders anticipated the country s future needs particularly with the rapid construction boom and the growing demand for aluminium. To build on this vision they brought in top experts. At that time Aluswiss conducted a detailed market study analysing both demand and geography and identified Dammam and Jeddah as the ideal locations for establishing two factories. These were set up to serve not only the Saudi market but also future expansion into regional and international markets. The initial strategy was to focus on the aluminium sector and being located near Aramco the oil giant was a great advantage. The first phase was to supply Aramco s requirements for aluminium in construction particularly housing. This was not only for their oil and gas operations but also for residential and office infrastructure. As a result ALUPCO became the preferred supplier for Aramco in virtually every project. Over time our collaboration with Aramco expanded beyond construction. We began identifying other aluminium-related needs that Aramco was importing from abroad. For instance they used to import aluminium pipes from Canada and the US. We localised this production and now supply 100 per cent of their requirements. From there we expanded into additional products. Our approach has always been to carefully analyse Aramco s needs as a global oil and gas leader. In some cases we supply them with their demanded products while in others we explore opportunities where aluminium can replace alternative materials. For example replacing steel with aluminium helps reduce weight waste and maintenance. In cases where aluminium cannot replace the material we work to localise production in Saudi Arabia instead of relying on imports. Currently one of the research initiatives we are pursuing with Aramco is to replace up to 40 per cent of rig components with aluminium instead of steel which would bring significant efficiency benefits. Beyond direct collaboration with Aramco our efforts align with Saudi Arabia s Vision 2030. The Kingdom is diversifying its income streams and our role is not only to support Aramco within Saudi Arabia but also to enhance efficiency and competitiveness abroad. For example we are deeply involved in renewable energy initiatives working with ACWA Power and others to generate electricity from solar and renewable sources. This reduces domestic oil consumption enabling Saudi Arabia to sell more oil internationally. ALUPCO plans to go public next year through an Initial Public Offering (IPO). What do you see are the key benefits and challenges of this IPO and how will it impact the company s growth and strategy? Many companies embark on this journey. It often starts as an idea from the shareholders and as the company grows it transitions from being privately held to becoming a public entity. This allows the company to share its success with the broader community. This has been a long-standing consideration for the company and its shareholders. The Vision 2030 initiative has made the IPO transition more practical and accessible for all companies. The sheer scale and quality of the projects under Vision 2030 has prompted us to accelerate our timeline for an IPO. We are currently preparing ourselves from a governance perspective ensuring all policies and capital market requirements are met prior to the launch. We have completed most of the necessary preparations. Our current challenge is related to a series of recent mergers and acquisitions (M&As). We need to successfully integrate these new ventures. Once we have completed this process we will be able to produce a clean financial statement and then move forward with the IPO. We are ready and are confident that we will offer the public a diversified portfolio that they will find appealing. What prompted ALUPCO s decision to evolve from an extruder to a solutions provider? This is a trend that global companies are following. While a company could choose to stay local and focus on a single market our shareholders and management decided against it. Hence we focused on the broader market and its evolving demands as we saw it as our responsibility to meet those new needs. This led us to redefine our vision and strategy focusing on customer satisfaction by addressing a broader range of their needs. We aim to provide comprehensive solutions to solve their problems. In line with Vision 2030 we analysed the market to understand its requirements and challenges and we committed to bringing global solutions that are locally produced (Made in Saudi) to serve the Saudi market and then expand globally. What s your vision for ALUPCO in the next 10 years especially as the energy sector evolves? The vision for ALUPCO can best be captured in our slogan: Where Vision Takes Shape . What we promise to Aramco and to all our customers is that with ALUPCO they will see their vision come to life. Their current needs or the reality as we call it are already being addressed by many companies including us. Those are the demands of today and we along with others are meeting them. But our commitment goes further. Our true promise is to work on their vision the needs that do not yet exist in reality. We dedicate ourselves to anticipating their future requirements and ensuring we have the products and solutions ready to meet them. That is what we mean when we say Where Vision Takes Shape that is we transform our customers ideas of tomorrow into the solutions they will need in the years ahead. How does ALUPCO plan to balance growth with sustainability given the energy demands of aluminium production? Aluminium is one of the best materials we can use on this planet because it is 100 per cent recyclable. This makes its environmental impact far lower than most other materials. At ALUPCO we recycle all of our production requirements whether from our own processes or from post-consumer scrap. We bring that scrap back recycle it and transform it into green pellets and other reusable forms. On the other side we are deeply engaged in renewable energy. A major part of our focus is supporting the Kingdom in developing more energy-efficient solar farms. For example we manufacture solar trackers that allow panels to follow the sun as well as frames and mounting systems. These are supplied not only within Saudi Arabia but also to markets such as the United States and Canada. So in addition to minimising waste and maximising recycling we are also contributing directly to the renewable energy sector. Both of these efforts ensure that we reduce energy consumption cut emissions and play a meaningful role in advancing sustainability while pursuing growth. The iktva initiative emphasises localising supply chains. What steps has ALUPCO taken to support this and how has it impacted local economies? We look at localisation from two main angles. On the workforce side ALUPCO today has employees from 24 different nationalities including Saudis. When I first joined only about 25 per cent of our staff were Saudi. Today that number has risen to over 40 per cent and our target is to reach 60 per cent in the near future. At the same time we are working to bring more Saudis into leadership roles. This requires focused training and development to prepare them to take on greater responsibilities within the organisation. The other side of localisation is related to products and supply chains. Together with the Ministry of Industry whose efforts I truly appreciate we study the imports coming into Saudi Arabia analyse them and then develop local solutions to replace them. The approach here is very different from many other countries. Instead of relying on tariffs and duties to discourage imports Saudi Arabia encourages industries to set up locally by offering land energy and other forms of support. In our case we also bring in international know-how and form partnerships or joint ventures such as those we established with Array Technologies Vistawall International and Aluman ME to transfer advanced technologies into the Kingdom. The idea is not just to manufacture locally but also to export. Currently about 40 per cent of our production is exported and our goal is to reach 50 per cent in the future. Of course some raw materials are not available locally such as wood for example. For that we import the raw material but we add the value here in Saudi Arabia before exporting the finished products. This ensures that the real economic value and employment benefit remain in the country. So in short our approach under iktva is to maximise local value creation whether through Saudi talent development localising manufacturing or adding value to imported raw materials. That is how we balance both the economy and the supply chain while contributing meaningfully to Saudi Arabia s vision. What advice would you give to young Saudis aspiring to make an impact in the energy or industrial sectors especially through opportunities like those ALUPCO provides? Young Saudis today are very fortunate. Under the leadership of the Kingdom and through Vision 2030 the country has been provided with tremendous opportunities for success. Saudi graduates today find many paths available and countless opportunities to choose from. But with that abundance comes a challenge: To truly make an impact you need to commit stay in a role long enough to gain experience and build the expertise that leads to long-term influence. One of the issues we see is that with so many opportunities people tend to move between jobs too quickly. As a result turnover in our industry is slightly higher than average. What is needed is the understanding that real growth comes from persistence. At ALUPCO we are working hard to retain Saudi talent giving them the chance to learn develop and eventually move into leadership positions. That is how they can truly make a lasting impact on the energy and industrial sectors. What legacy do you hope ALUPCO leaves for Saudi Arabia and the global energy and industrial sectors? When Aramco or any of our customers comes to us they are not simply buying a product. They are looking for a solution. They come to us with a vision in mind not just a technical drawing. And that is exactly what defines ALUPCO: Where Vision Takes Shape .
Since 1975 ALUPCO has been a key force in Saudi Arabia s industrial growth transforming from a pioneering local extruder to a global solutions provider. Gulf Construction sits down with CEO Khaled Abdel-Moneim to discuss ALUPCO s remarkable 50-year journey and the milestones that have defined its success from pioneering Saudi extrusion in 1975 to global expansion diversification beyond aluminium and preparing for a landmark IPO. In this exclusive interview Abdel-Moneim reveals how Vision 2030 innovation commitment to customer happiness and readiness are driving ALUPCO s transformation into a world-class solutions provider. 50 years of success is a remarkable achievement. What would you consider some of the milestones of this journey? ALUPCO s journey began in 1975 with a clear vision from its shareholders: to industrialise aluminium in Saudi Arabia where no aluminium industry existed at the time. To achieve this the company s founders hired Alu Swiss the world s best aluminium consultants. Alu Swiss studied the market assessed the needs and chose two locations Dammam and Jeddah to establish the company. These locations were ideal for sourcing materials within Saudi Arabia and for future expansion into international markets. This gave ALUPCO access to critical logistics lines. ALUPCO s growth has followed a clear three-phase plan. The first phase was to satisfy Saudi Arabia s domestic market and help it grow. Next the company expanded exports to the GCC North Africa and Africa. Now ALUPCO is in its third phase entering new markets in Europe North America and India. The most recent milestone for the company has been to diversify beyond aluminium. We believe our core business is to meet the needs of our customers and ensure their satisfaction. To do this you can t just give him one thing. For example if a customer is building a construction project he needs more than just aluminium. This is why we are expanding our offerings to satisfy more of our customers requirements with a range of products. This is the phase we are in now. ALUPCO plans to go public next year through an Initial Public Offering (IPO). What do you see are the key benefits and challenges of this IPO and how will it impact the company s growth and strategy? Many companies embark on this journey. It often starts as an idea from the shareholders and as the company grows it transitions from being privately held to becoming a public entity. This allows the company to share its success with the broader community. This has been a long-standing consideration for the company and its shareholders. The Vision 2030 initiative has made the IPO transition more practical and accessible for all companies. The sheer scale and quality of the projects under Vision 2030 has prompted us to accelerate our timeline for an IPO. We are currently preparing ourselves from a governance perspective ensuring all policies and capital market requirements are met prior to the launch. We have completed most of the necessary preparations. Our current challenge is related to a series of recent mergers and acquisitions (M&As). We need to successfully integrate these new ventures. Once we have completed this process we will be able to produce a clean financial statement and then move forward with the IPO. We are ready and are confident that we will offer the public a diversified portfolio that they will find appealing. What prompted ALUPCO s decision to evolve from an extruder to a solution provider? This is a trend that global companies are following. While a company could choose to stay local and focus on a single market our shareholders and management decided against it. Hence we focused on the broader market and its evolving demands as we saw it as our responsibility to meet those new needs. This led us to redefine our vision and strategy focusing on customer satisfaction by addressing a broader range of their needs. We aim to provide comprehensive solutions to solve their problems. In line with Vision 2030 we analysed the market to understand its requirements and challenges and we committed to bringing global solutions that are locally produced Made in Saudi to serve the Saudi market and then expand globally. PARTNERSHIPS One of the many noteworthy partnerships that ALUPCO has signed is with ROSHN. Comment on how this benefits both the partners and is a move that will be trendsetter in Saudi Arabia and the construction sector? It truly is a trendsetter. PIF ROSHN and other PIF subsidiaries were established to meet the demand in the local market as highlighted in Vision 2030 and to address this demand as quickly as possible. Accelerating execution naturally creates requirements that are far greater than market capacity. As a result PIF and its subsidiaries including ROSHN have been working not only to fulfil these needs but also to develop the market by collaborating with partners and strengthening their capabilities to meet demand. At ALUPCO we have closely collaborated with PIF and its national development team who have provided invaluable support in helping us analyse and understand the future requirements of the aluminium sector particularly in relation to ROSHN s initiatives. From this collaboration we identified the required capacity and with ROSHN we are now working to create a fully automated solution one that will not only serve the kingdom s needs but also those of the global markets. How do you see this partnership strengthening ALUPCO s market share and product diversification in the coming years? This partnership will undoubtedly have a significant impact on our market share. This initiative is not only for ROSHN and PIF but also extends to the National Housing Company and the global market. As a result our market share within the aluminium sector will increase while at the same time the overall quality of aluminium products in the kingdom will be elevated. What we are currently developing is a fully automated production system with zero waste something that has never been implemented before in the aluminium industry either in Saudi Arabia or globally. In fact we are introducing a solution that may surpass what is currently available worldwide. This embodies the spirit of Vision 2030: pioneering innovative solutions that have never been realised before and originating in Saudi Arabia and we are proud to be leading that transformation. MARKET GROWTH ALUPCO is already a regional leader. What new markets do you identify as key growth opportunities for the company? The majority of our growth is driven by diversification. Today we are active in sectors such as wood marble lighting airport solutions solar panels and solar farms as well as automated parking solutions. This broad diversification allows us to meet the evolving needs of consumers. Importantly all of these industries ultimately depend on aluminium which continues to fuel demand for our extrusion capabilities. Accordingly we see two main streams of growth in aluminium extrusion: the first comes from our subsidiaries and the new products we develop while the second comes through the ongoing expansion of existing markets. In terms of geography we are not yet strongly represented in Europe largely due to tariff structures. Nevertheless we continue to expand and secure fair market share by competing on the quality and uniqueness of our products rather than only on aluminium profiles. Similarly the US and Canadian markets represent significant opportunities for us. Although tariffs have reshaped market dynamics we see them as a fair system since they apply equally to all players creating a level playing field. Beyond this we anticipate major growth opportunities in the African market which is a clear target for us moving forward. Are there any new market verticals that ALUPCO is looking at entering? Yes in addition to diversification into new industries we also see opportunities in markets that are now re-emerging. Countries such as Iraq Syria Yemen and Libya were historically strong markets for us but conflict and instability meant we were not represented there. These markets are now beginning to recover with the support of Saudi Arabia and other Arab nations and we expect to play a significant role in their redevelopment. We are hopeful that Sudan will also follow this path in the future. At the same time every new project under Saudi Arabia s Vision 2030 represents a vertical we carefully evaluate and pursue. Together these re-emerging regional markets and Vision 2030 projects represent strong growth prospects for ALUPCO in the near future. In view of growing market demand what are ALUPCO s plans for expansion of capacity? We are pursuing a dual approach that combines acquisitions with greenfield developments. Over the past two years we have completed 16 expansion projects. Half of these were acquisitions; for example we acquired Prisma AMG and most recently Conmarble and we intend to continue pursuing similar opportunities. The other 50 per cent were greenfield projects where we established entirely new facilities factories and business segments. This balanced strategy will remain central to our growth. Looking ahead we are evaluating several acquisition opportunities including some outside Saudi Arabia in international markets. At the same time we will continue to invest in building new facilities. For instance our new venture with ROSHN will be a greenfield project demonstrating our commitment to advancing both pathways of expansion. VISION & PRIORITIES Looking at the targets of Saudi Vision 2030 and regional development plans what contributions does ALUPCO envision making to key sectors like construction renewables and advanced manufacturing? All of these sectors are developing very rapidly in Saudi Arabia. As a result there is neither the time nor the flexibility to spend years developing new solutions from scratch. Our strategy therefore has been to identify the best solutions available globally form strategic partnerships with those leaders establish joint ventures and bring those solutions to Saudi Arabia allowing us to produce locally and deliver quickly. We have already taken this approach in several cases: for example we partnered with Array Technologies and Matrix from the US Aluman from Spain and Parkolay from Türkiye. Currently we are also in the process of creating a new joint venture with a partner from China. In short our model is to identify world-class technologies bring partners to Saudi Arabia establish production facilities here to serve the local market and then in a second phase expand into exports. What are the group s strategic priorities for the short term? In the short term our strategic priority is to further strengthen and mature the diversification we have undertaken continuing to meet customer needs with innovative solutions while maintaining the same guiding principles. The second key priority is to advance the company s journey towards an IPO. What is your vision for ALUPCO over the next five years? The slogan of the company is Where Vision Takes Shape . This captures how we see the future of ALUPCO. Every customer we work with has a vision and our commitment is to transform that vision into reality. Our promise is simple yet powerful: this is where your vision will take shape and come to life. SUSTAINABILITY How do you balance cost efficiency with sustainability goals in ALUPCO s manufacturing processes especially given the energy-intensive nature of aluminium production? We view this challenge as an ongoing opportunity. In a highly competitive market it is essential to examine every possible area for cost savings and operational efficiency. The first pillar of our approach is recycling. We recycle 100 per cent of our waste nothing is scrapped. Our processes operate with zero waste across the organisation. The second pillar is maximising renewable energy. Renewable resources are not only more sustainable but are also more cost-efficient than fossil fuels. By increasing reliance on renewable energy and eliminating waste we ensure that both the materials we use and the energy we consume deliver maximum value. Zero waste remains the cornerstone of our strategy enabling us to achieve efficiency competitiveness and sustainability at the same time. LEADERSHIP What is your leadership philosophy and how do you foster a culture of innovation collaboration and continuous improvement within ALUPCO? One of the unique strengths we have in Saudi Arabia something you rarely find in other countries is cultural diversity. Within ALUPCO we have 24 nationalities working together. This diversity brings the best of every culture into one organisation. The challenge of course is to harness it effectively. Cultural differences can sometimes create silos or clashes but strong leadership ensures that we transform this diversity into collaboration bringing out the best in every team member for the benefit of the whole. In today s fast-paced environment what matters most is readiness. In the past organisations had time to move in steps. Today that luxury no longer exists. The market moves at the speed of a 350 km/h train and if you don t get on . you don t get a second chance. Therefore the leadership philosophy we follow is built on readiness and speed of execution. Everyone must be prepared every day ensuring we can act quickly adapt immediately and seize opportunities without hesitation. By fostering this culture of readiness we drive innovation strengthen collaboration across diverse teams and ensure continuous improvement in everything we do at ALUPCO. How do you ensure all the levels of the organisation from the shop floor to senior management are aligned with ALUPCO s strategic visions and goals? It was initially very challenging to change the perception. Everyone saw ALUPCO only as an aluminium company focused on core aluminium extrusion. To drive change we had to reshape not only our strategy but also how we presented ourselves. We updated our logo refined our message redefined our vision and communicated this clearly across all levels of the organisation. Once people began to see the benefits of this transformation they gradually started to believe in it. Some fully embraced the change immediately while others joined after witnessing the tangible results. Our approach was not to force alignment but to build belief through clear examples and proven outcomes. By developing the right vision mission and strategic plan and communicating them seamlessly we created a sense of shared purpose. Today everyone across the company understands that diversification is the way forward. At the core of this alignment is a common goal: ensuring customer happiness. CHALLENGES What has been the most significant challenge ALUPCO has faced during your tenure as CEO and how did you navigate it? What lessons did you learn? I believe this generation has witnessed an extraordinary number of challenges. I often tell my family and colleagues that I don t expect much more we have already learned enough. During my tenure we experienced the Covid-19 pandemic significant political unrest in our region and devastating global events. We also saw tariffs reintroduced after years of open trade under the WTO framework. Each of these challenges was highly significant and I cannot single out one as the most critical. The key lesson is that challenges will continue to emerge. I always remind my team and myself that what we have seen is not the end more will come in the future. The only way forward is to be more prepared than ever. For example during Covid we never shut down. We operated 24/7 throughout the pandemic because we had prepared properly set up the right systems and ensured business continuity. That level of readiness allowed us to succeed when others were struggling. The lesson we carry forward is clear: we must always be ready for the next event whatever form it may take. Preparedness is the strongest leadership tool in times of uncertainty. Anything else you d like to add about ALUPCO? We aspire to be the right partner for our customers not just a product supplier but a true solutions provider. Our goal is not simply to sell an item but to understand the challenges and bottlenecks our customers face in their operations or projects and to resolve them effectively. Our promise is to keep our customers satisfied by addressing not only their current needs but also the issues they may face tomorrow or in the future.
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Since 1975 ALUPCO has been a key force in Saudi Arabia s industrial growth transforming from a pioneering local extruder to a global solutions provider. Gulf Construction sits down with CEO Khaled Abdel-Moneim to discuss ALUPCO s remarkable 50-year journey and the milestones that have defined its success from pioneering Saudi extrusion in 1975 to global expansion diversification beyond aluminium and preparing for a landmark IPO. In this exclusive interview Abdel-Moneim reveals how Vision 2030 innovation commitment to customer happiness and readiness are driving ALUPCO s transformation into a world-class solutions provider. 50 years of success is a remarkable achievement. What would you consider some of the milestones of this journey? ALUPCO s journey began in 1975 with a clear vision from its shareholders: to industrialise aluminium in Saudi Arabia where no aluminium industry existed at the time. To achieve this the company s founders hired Alu Swiss the world s best aluminium consultants. Alu Swiss studied the market assessed the needs and chose two locations Dammam and Jeddah to establish the company. These locations were ideal for sourcing materials within Saudi Arabia and for future expansion into international markets. This gave ALUPCO access to critical logistics lines. ALUPCO s growth has followed a clear three-phase plan. The first phase was to satisfy Saudi Arabia s domestic market and help it grow. Next the company expanded exports to the GCC North Africa and Africa. Now ALUPCO is in its third phase entering new markets in Europe North America and India. The most recent milestone for the company has been to diversify beyond aluminium. We believe our core business is to meet the needs of our customers and ensure their satisfaction. To do this you can t just give him one thing. For example if a customer is building a construction project he needs more than just aluminium. This is why we are expanding our offerings to satisfy more of our customers requirements with a range of products. This is the phase we are in now. ALUPCO plans to go public next year through an Initial Public Offering (IPO). What do you see are the key benefits and challenges of this IPO and how will it impact the company s growth and strategy? Many companies embark on this journey. It often starts as an idea from the shareholders and as the company grows it transitions from being privately held to becoming a public entity. This allows the company to share its success with the broader community. This has been a long-standing consideration for the company and its shareholders. The Vision 2030 initiative has made the IPO transition more practical and accessible for all companies. The sheer scale and quality of the projects under Vision 2030 has prompted us to accelerate our timeline for an IPO. We are currently preparing ourselves from a governance perspective ensuring all policies and capital market requirements are met prior to the launch. We have completed most of the necessary preparations. Our current challenge is related to a series of recent mergers and acquisitions (M&As). We need to successfully integrate these new ventures. Once we have completed this process we will be able to produce a clean financial statement and then move forward with the IPO. We are ready and are confident that we will offer the public a diversified portfolio that they will find appealing. What prompted ALUPCO s decision to evolve from an extruder to a solution provider? This is a trend that global companies are following. While a company could choose to stay local and focus on a single market our shareholders and management decided against it. Hence we focused on the broader market and its evolving demands as we saw it as our responsibility to meet those new needs. This led us to redefine our vision and strategy focusing on customer satisfaction by addressing a broader range of their needs. We aim to provide comprehensive solutions to solve their problems. In line with Vision 2030 we analysed the market to understand its requirements and challenges and we committed to bringing global solutions that are locally produced Made in Saudi to serve the Saudi market and then expand globally. PARTNERSHIPS One of the many noteworthy partnerships that ALUPCO has signed is with ROSHN. Comment on how this benefits both the partners and is a move that will be trendsetter in Saudi Arabia and the construction sector? It truly is a trendsetter. PIF ROSHN and other PIF subsidiaries were established to meet the demand in the local market as highlighted in Vision 2030 and to address this demand as quickly as possible. Accelerating execution naturally creates requirements that are far greater than market capacity. As a result PIF and its subsidiaries including ROSHN have been working not only to fulfil these needs but also to develop the market by collaborating with partners and strengthening their capabilities to meet demand. At ALUPCO we have closely collaborated with PIF and its national development team who have provided invaluable support in helping us analyse and understand the future requirements of the aluminium sector particularly in relation to ROSHN s initiatives. From this collaboration we identified the required capacity and with ROSHN we are now working to create a fully automated solution one that will not only serve the kingdom s needs but also those of the global markets. How do you see this partnership strengthening ALUPCO s market share and product diversification in the coming years? This partnership will undoubtedly have a significant impact on our market share. This initiative is not only for ROSHN and PIF but also extends to the National Housing Company and the global market. As a result our market share within the aluminium sector will increase while at the same time the overall quality of aluminium products in the kingdom will be elevated. What we are currently developing is a fully automated production system with zero waste something that has never been implemented before in the aluminium industry either in Saudi Arabia or globally. In fact we are introducing a solution that may surpass what is currently available worldwide. This embodies the spirit of Vision 2030: pioneering innovative solutions that have never been realised before and originating in Saudi Arabia and we are proud to be leading that transformation. MARKET GROWTH ALUPCO is already a regional leader. What new markets do you identify as key growth opportunities for the company? The majority of our growth is driven by diversification. Today we are active in sectors such as wood marble lighting airport solutions solar panels and solar farms as well as automated parking solutions. This broad diversification allows us to meet the evolving needs of consumers. Importantly all of these industries ultimately depend on aluminium which continues to fuel demand for our extrusion capabilities. Accordingly we see two main streams of growth in aluminium extrusion: the first comes from our subsidiaries and the new products we develop while the second comes through the ongoing expansion of existing markets. In terms of geography we are not yet strongly represented in Europe largely due to tariff structures. Nevertheless we continue to expand and secure fair market share by competing on the quality and uniqueness of our products rather than only on aluminium profiles. Similarly the US and Canadian markets represent significant opportunities for us. Although tariffs have reshaped market dynamics we see them as a fair system since they apply equally to all players creating a level playing field. Beyond this we anticipate major growth opportunities in the African market which is a clear target for us moving forward. Are there any new market verticals that ALUPCO is looking at entering? Yes in addition to diversification into new industries we also see opportunities in markets that are now re-emerging. Countries such as Iraq Syria Yemen and Libya were historically strong markets for us but conflict and instability meant we were not represented there. These markets are now beginning to recover with the support of Saudi Arabia and other Arab nations and we expect to play a significant role in their redevelopment. We are hopeful that Sudan will also follow this path in the future. At the same time every new project under Saudi Arabia s Vision 2030 represents a vertical we carefully evaluate and pursue. Together these re-emerging regional markets and Vision 2030 projects represent strong growth prospects for ALUPCO in the near future. In view of growing market demand what are ALUPCO s plans for expansion of capacity? We are pursuing a dual approach that combines acquisitions with greenfield developments. Over the past two years we have completed 16 expansion projects. Half of these were acquisitions; for example we acquired Prisma AMG and most recently Conmarble and we intend to continue pursuing similar opportunities. The other 50 per cent were greenfield projects where we established entirely new facilities factories and business segments. This balanced strategy will remain central to our growth. Looking ahead we are evaluating several acquisition opportunities including some outside Saudi Arabia in international markets. At the same time we will continue to invest in building new facilities. For instance our new venture with ROSHN will be a greenfield project demonstrating our commitment to advancing both pathways of expansion. VISION & PRIORITIES Looking at the targets of Saudi Vision 2030 and regional development plans what contributions does ALUPCO envision making to key sectors like construction renewables and advanced manufacturing? All of these sectors are developing very rapidly in Saudi Arabia. As a result there is neither the time nor the flexibility to spend years developing new solutions from scratch. Our strategy therefore has been to identify the best solutions available globally form strategic partnerships with those leaders establish joint ventures and bring those solutions to Saudi Arabia allowing us to produce locally and deliver quickly. We have already taken this approach in several cases: for example we partnered with Array Technologies and Matrix from the US Aluman from Spain and Parkolay from Türkiye. Currently we are also in the process of creating a new joint venture with a partner from China. In short our model is to identify world-class technologies bring partners to Saudi Arabia establish production facilities here to serve the local market and then in a second phase expand into exports. What are the group s strategic priorities for the short term? In the short term our strategic priority is to further strengthen and mature the diversification we have undertaken continuing to meet customer needs with innovative solutions while maintaining the same guiding principles. The second key priority is to advance the company s journey towards an IPO. What is your vision for ALUPCO over the next five years? The slogan of the company is Where Vision Takes Shape . This captures how we see the future of ALUPCO. Every customer we work with has a vision and our commitment is to transform that vision into reality. Our promise is simple yet powerful: this is where your vision will take shape and come to life. SUSTAINABILITY How do you balance cost efficiency with sustainability goals in ALUPCO s manufacturing processes especially given the energy-intensive nature of aluminium production? We view this challenge as an ongoing opportunity. In a highly competitive market it is essential to examine every possible area for cost savings and operational efficiency. The first pillar of our approach is recycling. We recycle 100 per cent of our waste nothing is scrapped. Our processes operate with zero waste across the organisation. The second pillar is maximising renewable energy. Renewable resources are not only more sustainable but are also more cost-efficient than fossil fuels. By increasing reliance on renewable energy and eliminating waste we ensure that both the materials we use and the energy we consume deliver maximum value. Zero waste remains the cornerstone of our strategy enabling us to achieve efficiency competitiveness and sustainability at the same time. LEADERSHIP What is your leadership philosophy and how do you foster a culture of innovation collaboration and continuous improvement within ALUPCO? One of the unique strengths we have in Saudi Arabia something you rarely find in other countries is cultural diversity. Within ALUPCO we have 24 nationalities working together. This diversity brings the best of every culture into one organisation. The challenge of course is to harness it effectively. Cultural differences can sometimes create silos or clashes but strong leadership ensures that we transform this diversity into collaboration bringing out the best in every team member for the benefit of the whole. In today s fast-paced environment what matters most is readiness. In the past organisations had time to move in steps. Today that luxury no longer exists. The market moves at the speed of a 350 km/h train and if you don t get on . you don t get a second chance. Therefore the leadership philosophy we follow is built on readiness and speed of execution. Everyone must be prepared every day ensuring we can act quickly adapt immediately and seize opportunities without hesitation. By fostering this culture of readiness we drive innovation strengthen collaboration across diverse teams and ensure continuous improvement in everything we do at ALUPCO. How do you ensure all the levels of the organisation from the shop floor to senior management are aligned with ALUPCO s strategic visions and goals? It was initially very challenging to change the perception. Everyone saw ALUPCO only as an aluminium company focused on core aluminium extrusion. To drive change we had to reshape not only our strategy but also how we presented ourselves. We updated our logo refined our message redefined our vision and communicated this clearly across all levels of the organisation. Once people began to see the benefits of this transformation they gradually started to believe in it. Some fully embraced the change immediately while others joined after witnessing the tangible results. Our approach was not to force alignment but to build belief through clear examples and proven outcomes. By developing the right vision mission and strategic plan and communicating them seamlessly we created a sense of shared purpose. Today everyone across the company understands that diversification is the way forward. At the core of this alignment is a common goal: ensuring customer happiness. CHALLENGES What has been the most significant challenge ALUPCO has faced during your tenure as CEO and how did you navigate it? What lessons did you learn? I believe this generation has witnessed an extraordinary number of challenges. I often tell my family and colleagues that I don t expect much more we have already learned enough. During my tenure we experienced the Covid-19 pandemic significant political unrest in our region and devastating global events. We also saw tariffs reintroduced after years of open trade under the WTO framework. Each of these challenges was highly significant and I cannot single out one as the most critical. The key lesson is that challenges will continue to emerge. I always remind my team and myself that what we have seen is not the end more will come in the future. The only way forward is to be more prepared than ever. For example during Covid we never shut down. We operated 24/7 throughout the pandemic because we had prepared properly set up the right systems and ensured business continuity. That level of readiness allowed us to succeed when others were struggling. The lesson we carry forward is clear: we must always be ready for the next event whatever form it may take. Preparedness is the strongest leadership tool in times of uncertainty. Anything else you d like to add about ALUPCO? We aspire to be the right partner for our customers not just a product supplier but a true solutions provider. Our goal is not simply to sell an item but to understand the challenges and bottlenecks our customers face in their operations or projects and to resolve them effectively. Our promise is to keep our customers satisfied by addressing not only their current needs but also the issues they may face tomorrow or in the future.
When ALUPCO began in 1975 its vision was clear: To meet Saudi Arabia s growing aluminium demand and support the nation s ambitious construction and industrial expansion. But as the company grew so did its vision. What started as a small initiative has become a strategic industrial powerhouse. Under the leadership of Khaled Abdel-Moneim CEO the company has evolved from a simple aluminium extruder into a full-fledged solutions provider anticipating clients needs before they materialise and delivering comprehensive solutions for both domestic and international markets. With an eye on Vision 2030 ALUPCO is enhancing local capabilities while advancing sustainability. In an exclusive interview with OGN energy magazine Abdel-Moneim emphasises that through recycling renewable energy and localisation the company is shaping a future where industrial growth aligns with environmental responsibility. Below are excerpts from the interview: Can you share the personal story behind the founding of ALUPCO and the motivations that inspired you to embark on this journey in the aluminium industry? We are very fortunate to be based in Saudi Arabia. Back in 1975 ALUPCO s partners and shareholders anticipated the country s future needs particularly with the rapid construction boom and the growing demand for aluminium. To build on this vision they brought in top experts. At that time Aluswiss conducted a detailed market study analysing both demand and geography and identified Dammam and Jeddah as the ideal locations for establishing two factories. These were set up to serve not only the Saudi market but also future expansion into regional and international markets. The initial strategy was to focus on the aluminium sector and being located near Aramco the oil giant was a great advantage. The first phase was to supply Aramco s requirements for aluminium in construction particularly housing. This was not only for their oil and gas operations but also for residential and office infrastructure. As a result ALUPCO became the preferred supplier for Aramco in virtually every project. Over time our collaboration with Aramco expanded beyond construction. We began identifying other aluminium-related needs that Aramco was importing from abroad. For instance they used to import aluminium pipes from Canada and the US. We localised this production and now supply 100 per cent of their requirements. From there we expanded into additional products. Our approach has always been to carefully analyse Aramco s needs as a global oil and gas leader. In some cases we supply them with their demanded products while in others we explore opportunities where aluminium can replace alternative materials. For example replacing steel with aluminium helps reduce weight waste and maintenance. In cases where aluminium cannot replace the material we work to localise production in Saudi Arabia instead of relying on imports. Currently one of the research initiatives we are pursuing with Aramco is to replace up to 40 per cent of rig components with aluminium instead of steel which would bring significant efficiency benefits. Beyond direct collaboration with Aramco our efforts align with Saudi Arabia s Vision 2030. The Kingdom is diversifying its income streams and our role is not only to support Aramco within Saudi Arabia but also to enhance efficiency and competitiveness abroad. For example we are deeply involved in renewable energy initiatives working with ACWA Power and others to generate electricity from solar and renewable sources. This reduces domestic oil consumption enabling Saudi Arabia to sell more oil internationally. ALUPCO plans to go public next year through an Initial Public Offering (IPO). What do you see are the key benefits and challenges of this IPO and how will it impact the company s growth and strategy? Many companies embark on this journey. It often starts as an idea from the shareholders and as the company grows it transitions from being privately held to becoming a public entity. This allows the company to share its success with the broader community. This has been a long-standing consideration for the company and its shareholders. The Vision 2030 initiative has made the IPO transition more practical and accessible for all companies. The sheer scale and quality of the projects under Vision 2030 has prompted us to accelerate our timeline for an IPO. We are currently preparing ourselves from a governance perspective ensuring all policies and capital market requirements are met prior to the launch. We have completed most of the necessary preparations. Our current challenge is related to a series of recent mergers and acquisitions (M&As). We need to successfully integrate these new ventures. Once we have completed this process we will be able to produce a clean financial statement and then move forward with the IPO. We are ready and are confident that we will offer the public a diversified portfolio that they will find appealing. What prompted ALUPCO s decision to evolve from an extruder to a solutions provider? This is a trend that global companies are following. While a company could choose to stay local and focus on a single market our shareholders and management decided against it. Hence we focused on the broader market and its evolving demands as we saw it as our responsibility to meet those new needs. This led us to redefine our vision and strategy focusing on customer satisfaction by addressing a broader range of their needs. We aim to provide comprehensive solutions to solve their problems. In line with Vision 2030 we analysed the market to understand its requirements and challenges and we committed to bringing global solutions that are locally produced (Made in Saudi) to serve the Saudi market and then expand globally. What s your vision for ALUPCO in the next 10 years especially as the energy sector evolves? The vision for ALUPCO can best be captured in our slogan: Where Vision Takes Shape . What we promise to Aramco and to all our customers is that with ALUPCO they will see their vision come to life. Their current needs or the reality as we call it are already being addressed by many companies including us. Those are the demands of today and we along with others are meeting them. But our commitment goes further. Our true promise is to work on their vision the needs that do not yet exist in reality. We dedicate ourselves to anticipating their future requirements and ensuring we have the products and solutions ready to meet them. That is what we mean when we say Where Vision Takes Shape that is we transform our customers ideas of tomorrow into the solutions they will need in the years ahead. How does ALUPCO plan to balance growth with sustainability given the energy demands of aluminium production? Aluminium is one of the best materials we can use on this planet because it is 100 per cent recyclable. This makes its environmental impact far lower than most other materials. At ALUPCO we recycle all of our production requirements whether from our own processes or from post-consumer scrap. We bring that scrap back recycle it and transform it into green pellets and other reusable forms. On the other side we are deeply engaged in renewable energy. A major part of our focus is supporting the Kingdom in developing more energy-efficient solar farms. For example we manufacture solar trackers that allow panels to follow the sun as well as frames and mounting systems. These are supplied not only within Saudi Arabia but also to markets such as the United States and Canada. So in addition to minimising waste and maximising recycling we are also contributing directly to the renewable energy sector. Both of these efforts ensure that we reduce energy consumption cut emissions and play a meaningful role in advancing sustainability while pursuing growth. The iktva initiative emphasises localising supply chains. What steps has ALUPCO taken to support this and how has it impacted local economies? We look at localisation from two main angles. On the workforce side ALUPCO today has employees from 24 different nationalities including Saudis. When I first joined only about 25 per cent of our staff were Saudi. Today that number has risen to over 40 per cent and our target is to reach 60 per cent in the near future. At the same time we are working to bring more Saudis into leadership roles. This requires focused training and development to prepare them to take on greater responsibilities within the organisation. The other side of localisation is related to products and supply chains. Together with the Ministry of Industry whose efforts I truly appreciate we study the imports coming into Saudi Arabia analyse them and then develop local solutions to replace them. The approach here is very different from many other countries. Instead of relying on tariffs and duties to discourage imports Saudi Arabia encourages industries to set up locally by offering land energy and other forms of support. In our case we also bring in international know-how and form partnerships or joint ventures such as those we established with Array Technologies Vistawall International and Aluman ME to transfer advanced technologies into the Kingdom. The idea is not just to manufacture locally but also to export. Currently about 40 per cent of our production is exported and our goal is to reach 50 per cent in the future. Of course some raw materials are not available locally such as wood for example. For that we import the raw material but we add the value here in Saudi Arabia before exporting the finished products. This ensures that the real economic value and employment benefit remain in the country. So in short our approach under iktva is to maximise local value creation whether through Saudi talent development localising manufacturing or adding value to imported raw materials. That is how we balance both the economy and the supply chain while contributing meaningfully to Saudi Arabia s vision. What advice would you give to young Saudis aspiring to make an impact in the energy or industrial sectors especially through opportunities like those ALUPCO provides? Young Saudis today are very fortunate. Under the leadership of the Kingdom and through Vision 2030 the country has been provided with tremendous opportunities for success. Saudi graduates today find many paths available and countless opportunities to choose from. But with that abundance comes a challenge: To truly make an impact you need to commit stay in a role long enough to gain experience and build the expertise that leads to long-term influence. One of the issues we see is that with so many opportunities people tend to move between jobs too quickly. As a result turnover in our industry is slightly higher than average. What is needed is the understanding that real growth comes from persistence. At ALUPCO we are working hard to retain Saudi talent giving them the chance to learn develop and eventually move into leadership positions. That is how they can truly make a lasting impact on the energy and industrial sectors. What legacy do you hope ALUPCO leaves for Saudi Arabia and the global energy and industrial sectors? When Aramco or any of our customers comes to us they are not simply buying a product. They are looking for a solution. They come to us with a vision in mind not just a technical drawing. And that is exactly what defines ALUPCO: Where Vision Takes Shape .
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When ALUPCO began in 1975 its vision was clear: To meet Saudi Arabia s growing aluminium demand and support the nation s ambitious construction and industrial expansion. But as the company grew so did its vision. What started as a small initiative has become a strategic industrial powerhouse. Under the leadership of Khaled Abdel-Moneim CEO the company has evolved from a simple aluminium extruder into a full-fledged solutions provider anticipating clients needs before they materialise and delivering comprehensive solutions for both domestic and international markets. With an eye on Vision 2030 ALUPCO is enhancing local capabilities while advancing sustainability. In an exclusive interview with OGN energy magazine Abdel-Moneim emphasises that through recycling renewable energy and localisation the company is shaping a future where industrial growth aligns with environmental responsibility. Below are excerpts from the interview: Can you share the personal story behind the founding of ALUPCO and the motivations that inspired you to embark on this journey in the aluminium industry? We are very fortunate to be based in Saudi Arabia. Back in 1975 ALUPCO s partners and shareholders anticipated the country s future needs particularly with the rapid construction boom and the growing demand for aluminium. To build on this vision they brought in top experts. At that time Aluswiss conducted a detailed market study analysing both demand and geography and identified Dammam and Jeddah as the ideal locations for establishing two factories. These were set up to serve not only the Saudi market but also future expansion into regional and international markets. The initial strategy was to focus on the aluminium sector and being located near Aramco the oil giant was a great advantage. The first phase was to supply Aramco s requirements for aluminium in construction particularly housing. This was not only for their oil and gas operations but also for residential and office infrastructure. As a result ALUPCO became the preferred supplier for Aramco in virtually every project. Over time our collaboration with Aramco expanded beyond construction. We began identifying other aluminium-related needs that Aramco was importing from abroad. For instance they used to import aluminium pipes from Canada and the US. We localised this production and now supply 100 per cent of their requirements. From there we expanded into additional products. Our approach has always been to carefully analyse Aramco s needs as a global oil and gas leader. In some cases we supply them with their demanded products while in others we explore opportunities where aluminium can replace alternative materials. For example replacing steel with aluminium helps reduce weight waste and maintenance. In cases where aluminium cannot replace the material we work to localise production in Saudi Arabia instead of relying on imports. Currently one of the research initiatives we are pursuing with Aramco is to replace up to 40 per cent of rig components with aluminium instead of steel which would bring significant efficiency benefits. Beyond direct collaboration with Aramco our efforts align with Saudi Arabia s Vision 2030. The Kingdom is diversifying its income streams and our role is not only to support Aramco within Saudi Arabia but also to enhance efficiency and competitiveness abroad. For example we are deeply involved in renewable energy initiatives working with ACWA Power and others to generate electricity from solar and renewable sources. This reduces domestic oil consumption enabling Saudi Arabia to sell more oil internationally. ALUPCO plans to go public next year through an Initial Public Offering (IPO). What do you see are the key benefits and challenges of this IPO and how will it impact the company s growth and strategy? Many companies embark on this journey. It often starts as an idea from the shareholders and as the company grows it transitions from being privately held to becoming a public entity. This allows the company to share its success with the broader community. This has been a long-standing consideration for the company and its shareholders. The Vision 2030 initiative has made the IPO transition more practical and accessible for all companies. The sheer scale and quality of the projects under Vision 2030 has prompted us to accelerate our timeline for an IPO. We are currently preparing ourselves from a governance perspective ensuring all policies and capital market requirements are met prior to the launch. We have completed most of the necessary preparations. Our current challenge is related to a series of recent mergers and acquisitions (M&As). We need to successfully integrate these new ventures. Once we have completed this process we will be able to produce a clean financial statement and then move forward with the IPO. We are ready and are confident that we will offer the public a diversified portfolio that they will find appealing. What prompted ALUPCO s decision to evolve from an extruder to a solutions provider? This is a trend that global companies are following. While a company could choose to stay local and focus on a single market our shareholders and management decided against it. Hence we focused on the broader market and its evolving demands as we saw it as our responsibility to meet those new needs. This led us to redefine our vision and strategy focusing on customer satisfaction by addressing a broader range of their needs. We aim to provide comprehensive solutions to solve their problems. In line with Vision 2030 we analysed the market to understand its requirements and challenges and we committed to bringing global solutions that are locally produced (Made in Saudi) to serve the Saudi market and then expand globally. What s your vision for ALUPCO in the next 10 years especially as the energy sector evolves? The vision for ALUPCO can best be captured in our slogan: Where Vision Takes Shape . What we promise to Aramco and to all our customers is that with ALUPCO they will see their vision come to life. Their current needs or the reality as we call it are already being addressed by many companies including us. Those are the demands of today and we along with others are meeting them. But our commitment goes further. Our true promise is to work on their vision the needs that do not yet exist in reality. We dedicate ourselves to anticipating their future requirements and ensuring we have the products and solutions ready to meet them. That is what we mean when we say Where Vision Takes Shape that is we transform our customers ideas of tomorrow into the solutions they will need in the years ahead. How does ALUPCO plan to balance growth with sustainability given the energy demands of aluminium production? Aluminium is one of the best materials we can use on this planet because it is 100 per cent recyclable. This makes its environmental impact far lower than most other materials. At ALUPCO we recycle all of our production requirements whether from our own processes or from post-consumer scrap. We bring that scrap back recycle it and transform it into green pellets and other reusable forms. On the other side we are deeply engaged in renewable energy. A major part of our focus is supporting the Kingdom in developing more energy-efficient solar farms. For example we manufacture solar trackers that allow panels to follow the sun as well as frames and mounting systems. These are supplied not only within Saudi Arabia but also to markets such as the United States and Canada. So in addition to minimising waste and maximising recycling we are also contributing directly to the renewable energy sector. Both of these efforts ensure that we reduce energy consumption cut emissions and play a meaningful role in advancing sustainability while pursuing growth. The iktva initiative emphasises localising supply chains. What steps has ALUPCO taken to support this and how has it impacted local economies? We look at localisation from two main angles. On the workforce side ALUPCO today has employees from 24 different nationalities including Saudis. When I first joined only about 25 per cent of our staff were Saudi. Today that number has risen to over 40 per cent and our target is to reach 60 per cent in the near future. At the same time we are working to bring more Saudis into leadership roles. This requires focused training and development to prepare them to take on greater responsibilities within the organisation. The other side of localisation is related to products and supply chains. Together with the Ministry of Industry whose efforts I truly appreciate we study the imports coming into Saudi Arabia analyse them and then develop local solutions to replace them. The approach here is very different from many other countries. Instead of relying on tariffs and duties to discourage imports Saudi Arabia encourages industries to set up locally by offering land energy and other forms of support. In our case we also bring in international know-how and form partnerships or joint ventures such as those we established with Array Technologies Vistawall International and Aluman ME to transfer advanced technologies into the Kingdom. The idea is not just to manufacture locally but also to export. Currently about 40 per cent of our production is exported and our goal is to reach 50 per cent in the future. Of course some raw materials are not available locally such as wood for example. For that we import the raw material but we add the value here in Saudi Arabia before exporting the finished products. This ensures that the real economic value and employment benefit remain in the country. So in short our approach under iktva is to maximise local value creation whether through Saudi talent development localising manufacturing or adding value to imported raw materials. That is how we balance both the economy and the supply chain while contributing meaningfully to Saudi Arabia s vision. What advice would you give to young Saudis aspiring to make an impact in the energy or industrial sectors especially through opportunities like those ALUPCO provides? Young Saudis today are very fortunate. Under the leadership of the Kingdom and through Vision 2030 the country has been provided with tremendous opportunities for success. Saudi graduates today find many paths available and countless opportunities to choose from. But with that abundance comes a challenge: To truly make an impact you need to commit stay in a role long enough to gain experience and build the expertise that leads to long-term influence. One of the issues we see is that with so many opportunities people tend to move between jobs too quickly. As a result turnover in our industry is slightly higher than average. What is needed is the understanding that real growth comes from persistence. At ALUPCO we are working hard to retain Saudi talent giving them the chance to learn develop and eventually move into leadership positions. That is how they can truly make a lasting impact on the energy and industrial sectors. What legacy do you hope ALUPCO leaves for Saudi Arabia and the global energy and industrial sectors? When Aramco or any of our customers comes to us they are not simply buying a product. They are looking for a solution. They come to us with a vision in mind not just a technical drawing. And that is exactly what defines ALUPCO: Where Vision Takes Shape .
Since 1975 ALUPCO has been a key force in Saudi Arabia s industrial growth transforming from a pioneering local extruder to a global solutions provider. Gulf Construction sits down with CEO Khaled Abdel-Moneim to discuss ALUPCO s remarkable 50-year journey and the milestones that have defined its success from pioneering Saudi extrusion in 1975 to global expansion diversification beyond aluminium and preparing for a landmark IPO. In this exclusive interview Abdel-Moneim reveals how Vision 2030 innovation commitment to customer happiness and readiness are driving ALUPCO s transformation into a world-class solutions provider. 50 years of success is a remarkable achievement. What would you consider some of the milestones of this journey? ALUPCO s journey began in 1975 with a clear vision from its shareholders: to industrialise aluminium in Saudi Arabia where no aluminium industry existed at the time. To achieve this the company s founders hired Alu Swiss the world s best aluminium consultants. Alu Swiss studied the market assessed the needs and chose two locations Dammam and Jeddah to establish the company. These locations were ideal for sourcing materials within Saudi Arabia and for future expansion into international markets. This gave ALUPCO access to critical logistics lines. ALUPCO s growth has followed a clear three-phase plan. The first phase was to satisfy Saudi Arabia s domestic market and help it grow. Next the company expanded exports to the GCC North Africa and Africa. Now ALUPCO is in its third phase entering new markets in Europe North America and India. The most recent milestone for the company has been to diversify beyond aluminium. We believe our core business is to meet the needs of our customers and ensure their satisfaction. To do this you can t just give him one thing. For example if a customer is building a construction project he needs more than just aluminium. This is why we are expanding our offerings to satisfy more of our customers requirements with a range of products. This is the phase we are in now. ALUPCO plans to go public next year through an Initial Public Offering (IPO). What do you see are the key benefits and challenges of this IPO and how will it impact the company s growth and strategy? Many companies embark on this journey. It often starts as an idea from the shareholders and as the company grows it transitions from being privately held to becoming a public entity. This allows the company to share its success with the broader community. This has been a long-standing consideration for the company and its shareholders. The Vision 2030 initiative has made the IPO transition more practical and accessible for all companies. The sheer scale and quality of the projects under Vision 2030 has prompted us to accelerate our timeline for an IPO. We are currently preparing ourselves from a governance perspective ensuring all policies and capital market requirements are met prior to the launch. We have completed most of the necessary preparations. Our current challenge is related to a series of recent mergers and acquisitions (M&As). We need to successfully integrate these new ventures. Once we have completed this process we will be able to produce a clean financial statement and then move forward with the IPO. We are ready and are confident that we will offer the public a diversified portfolio that they will find appealing. What prompted ALUPCO s decision to evolve from an extruder to a solution provider? This is a trend that global companies are following. While a company could choose to stay local and focus on a single market our shareholders and management decided against it. Hence we focused on the broader market and its evolving demands as we saw it as our responsibility to meet those new needs. This led us to redefine our vision and strategy focusing on customer satisfaction by addressing a broader range of their needs. We aim to provide comprehensive solutions to solve their problems. In line with Vision 2030 we analysed the market to understand its requirements and challenges and we committed to bringing global solutions that are locally produced Made in Saudi to serve the Saudi market and then expand globally. PARTNERSHIPS One of the many noteworthy partnerships that ALUPCO has signed is with ROSHN. Comment on how this benefits both the partners and is a move that will be trendsetter in Saudi Arabia and the construction sector? It truly is a trendsetter. PIF ROSHN and other PIF subsidiaries were established to meet the demand in the local market as highlighted in Vision 2030 and to address this demand as quickly as possible. Accelerating execution naturally creates requirements that are far greater than market capacity. As a result PIF and its subsidiaries including ROSHN have been working not only to fulfil these needs but also to develop the market by collaborating with partners and strengthening their capabilities to meet demand. At ALUPCO we have closely collaborated with PIF and its national development team who have provided invaluable support in helping us analyse and understand the future requirements of the aluminium sector particularly in relation to ROSHN s initiatives. From this collaboration we identified the required capacity and with ROSHN we are now working to create a fully automated solution one that will not only serve the kingdom s needs but also those of the global markets. How do you see this partnership strengthening ALUPCO s market share and product diversification in the coming years? This partnership will undoubtedly have a significant impact on our market share. This initiative is not only for ROSHN and PIF but also extends to the National Housing Company and the global market. As a result our market share within the aluminium sector will increase while at the same time the overall quality of aluminium products in the kingdom will be elevated. What we are currently developing is a fully automated production system with zero waste something that has never been implemented before in the aluminium industry either in Saudi Arabia or globally. In fact we are introducing a solution that may surpass what is currently available worldwide. This embodies the spirit of Vision 2030: pioneering innovative solutions that have never been realised before and originating in Saudi Arabia and we are proud to be leading that transformation. MARKET GROWTH ALUPCO is already a regional leader. What new markets do you identify as key growth opportunities for the company? The majority of our growth is driven by diversification. Today we are active in sectors such as wood marble lighting airport solutions solar panels and solar farms as well as automated parking solutions. This broad diversification allows us to meet the evolving needs of consumers. Importantly all of these industries ultimately depend on aluminium which continues to fuel demand for our extrusion capabilities. Accordingly we see two main streams of growth in aluminium extrusion: the first comes from our subsidiaries and the new products we develop while the second comes through the ongoing expansion of existing markets. In terms of geography we are not yet strongly represented in Europe largely due to tariff structures. Nevertheless we continue to expand and secure fair market share by competing on the quality and uniqueness of our products rather than only on aluminium profiles. Similarly the US and Canadian markets represent significant opportunities for us. Although tariffs have reshaped market dynamics we see them as a fair system since they apply equally to all players creating a level playing field. Beyond this we anticipate major growth opportunities in the African market which is a clear target for us moving forward. Are there any new market verticals that ALUPCO is looking at entering? Yes in addition to diversification into new industries we also see opportunities in markets that are now re-emerging. Countries such as Iraq Syria Yemen and Libya were historically strong markets for us but conflict and instability meant we were not represented there. These markets are now beginning to recover with the support of Saudi Arabia and other Arab nations and we expect to play a significant role in their redevelopment. We are hopeful that Sudan will also follow this path in the future. At the same time every new project under Saudi Arabia s Vision 2030 represents a vertical we carefully evaluate and pursue. Together these re-emerging regional markets and Vision 2030 projects represent strong growth prospects for ALUPCO in the near future. In view of growing market demand what are ALUPCO s plans for expansion of capacity? We are pursuing a dual approach that combines acquisitions with greenfield developments. Over the past two years we have completed 16 expansion projects. Half of these were acquisitions; for example we acquired Prisma AMG and most recently Conmarble and we intend to continue pursuing similar opportunities. The other 50 per cent were greenfield projects where we established entirely new facilities factories and business segments. This balanced strategy will remain central to our growth. Looking ahead we are evaluating several acquisition opportunities including some outside Saudi Arabia in international markets. At the same time we will continue to invest in building new facilities. For instance our new venture with ROSHN will be a greenfield project demonstrating our commitment to advancing both pathways of expansion. VISION & PRIORITIES Looking at the targets of Saudi Vision 2030 and regional development plans what contributions does ALUPCO envision making to key sectors like construction renewables and advanced manufacturing? All of these sectors are developing very rapidly in Saudi Arabia. As a result there is neither the time nor the flexibility to spend years developing new solutions from scratch. Our strategy therefore has been to identify the best solutions available globally form strategic partnerships with those leaders establish joint ventures and bring those solutions to Saudi Arabia allowing us to produce locally and deliver quickly. We have already taken this approach in several cases: for example we partnered with Array Technologies and Matrix from the US Aluman from Spain and Parkolay from Türkiye. Currently we are also in the process of creating a new joint venture with a partner from China. In short our model is to identify world-class technologies bring partners to Saudi Arabia establish production facilities here to serve the local market and then in a second phase expand into exports. What are the group s strategic priorities for the short term? In the short term our strategic priority is to further strengthen and mature the diversification we have undertaken continuing to meet customer needs with innovative solutions while maintaining the same guiding principles. The second key priority is to advance the company s journey towards an IPO. What is your vision for ALUPCO over the next five years? The slogan of the company is Where Vision Takes Shape . This captures how we see the future of ALUPCO. Every customer we work with has a vision and our commitment is to transform that vision into reality. Our promise is simple yet powerful: this is where your vision will take shape and come to life. SUSTAINABILITY How do you balance cost efficiency with sustainability goals in ALUPCO s manufacturing processes especially given the energy-intensive nature of aluminium production? We view this challenge as an ongoing opportunity. In a highly competitive market it is essential to examine every possible area for cost savings and operational efficiency. The first pillar of our approach is recycling. We recycle 100 per cent of our waste nothing is scrapped. Our processes operate with zero waste across the organisation. The second pillar is maximising renewable energy. Renewable resources are not only more sustainable but are also more cost-efficient than fossil fuels. By increasing reliance on renewable energy and eliminating waste we ensure that both the materials we use and the energy we consume deliver maximum value. Zero waste remains the cornerstone of our strategy enabling us to achieve efficiency competitiveness and sustainability at the same time. LEADERSHIP What is your leadership philosophy and how do you foster a culture of innovation collaboration and continuous improvement within ALUPCO? One of the unique strengths we have in Saudi Arabia something you rarely find in other countries is cultural diversity. Within ALUPCO we have 24 nationalities working together. This diversity brings the best of every culture into one organisation. The challenge of course is to harness it effectively. Cultural differences can sometimes create silos or clashes but strong leadership ensures that we transform this diversity into collaboration bringing out the best in every team member for the benefit of the whole. In today s fast-paced environment what matters most is readiness. In the past organisations had time to move in steps. Today that luxury no longer exists. The market moves at the speed of a 350 km/h train and if you don t get on . you don t get a second chance. Therefore the leadership philosophy we follow is built on readiness and speed of execution. Everyone must be prepared every day ensuring we can act quickly adapt immediately and seize opportunities without hesitation. By fostering this culture of readiness we drive innovation strengthen collaboration across diverse teams and ensure continuous improvement in everything we do at ALUPCO. How do you ensure all the levels of the organisation from the shop floor to senior management are aligned with ALUPCO s strategic visions and goals? It was initially very challenging to change the perception. Everyone saw ALUPCO only as an aluminium company focused on core aluminium extrusion. To drive change we had to reshape not only our strategy but also how we presented ourselves. We updated our logo refined our message redefined our vision and communicated this clearly across all levels of the organisation. Once people began to see the benefits of this transformation they gradually started to believe in it. Some fully embraced the change immediately while others joined after witnessing the tangible results. Our approach was not to force alignment but to build belief through clear examples and proven outcomes. By developing the right vision mission and strategic plan and communicating them seamlessly we created a sense of shared purpose. Today everyone across the company understands that diversification is the way forward. At the core of this alignment is a common goal: ensuring customer happiness. CHALLENGES What has been the most significant challenge ALUPCO has faced during your tenure as CEO and how did you navigate it? What lessons did you learn? I believe this generation has witnessed an extraordinary number of challenges. I often tell my family and colleagues that I don t expect much more we have already learned enough. During my tenure we experienced the Covid-19 pandemic significant political unrest in our region and devastating global events. We also saw tariffs reintroduced after years of open trade under the WTO framework. Each of these challenges was highly significant and I cannot single out one as the most critical. The key lesson is that challenges will continue to emerge. I always remind my team and myself that what we have seen is not the end more will come in the future. The only way forward is to be more prepared than ever. For example during Covid we never shut down. We operated 24/7 throughout the pandemic because we had prepared properly set up the right systems and ensured business continuity. That level of readiness allowed us to succeed when others were struggling. The lesson we carry forward is clear: we must always be ready for the next event whatever form it may take. Preparedness is the strongest leadership tool in times of uncertainty. Anything else you d like to add about ALUPCO? We aspire to be the right partner for our customers not just a product supplier but a true solutions provider. Our goal is not simply to sell an item but to understand the challenges and bottlenecks our customers face in their operations or projects and to resolve them effectively. Our promise is to keep our customers satisfied by addressing not only their current needs but also the issues they may face tomorrow or in the future.
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Since 1975 ALUPCO has been a key force in Saudi Arabia s industrial growth transforming from a pioneering local extruder to a global solutions provider. Gulf Construction sits down with CEO Khaled Abdel-Moneim to discuss ALUPCO s remarkable 50-year journey and the milestones that have defined its success from pioneering Saudi extrusion in 1975 to global expansion diversification beyond aluminium and preparing for a landmark IPO. In this exclusive interview Abdel-Moneim reveals how Vision 2030 innovation commitment to customer happiness and readiness are driving ALUPCO s transformation into a world-class solutions provider. 50 years of success is a remarkable achievement. What would you consider some of the milestones of this journey? ALUPCO s journey began in 1975 with a clear vision from its shareholders: to industrialise aluminium in Saudi Arabia where no aluminium industry existed at the time. To achieve this the company s founders hired Alu Swiss the world s best aluminium consultants. Alu Swiss studied the market assessed the needs and chose two locations Dammam and Jeddah to establish the company. These locations were ideal for sourcing materials within Saudi Arabia and for future expansion into international markets. This gave ALUPCO access to critical logistics lines. ALUPCO s growth has followed a clear three-phase plan. The first phase was to satisfy Saudi Arabia s domestic market and help it grow. Next the company expanded exports to the GCC North Africa and Africa. Now ALUPCO is in its third phase entering new markets in Europe North America and India. The most recent milestone for the company has been to diversify beyond aluminium. We believe our core business is to meet the needs of our customers and ensure their satisfaction. To do this you can t just give him one thing. For example if a customer is building a construction project he needs more than just aluminium. This is why we are expanding our offerings to satisfy more of our customers requirements with a range of products. This is the phase we are in now. ALUPCO plans to go public next year through an Initial Public Offering (IPO). What do you see are the key benefits and challenges of this IPO and how will it impact the company s growth and strategy? Many companies embark on this journey. It often starts as an idea from the shareholders and as the company grows it transitions from being privately held to becoming a public entity. This allows the company to share its success with the broader community. This has been a long-standing consideration for the company and its shareholders. The Vision 2030 initiative has made the IPO transition more practical and accessible for all companies. The sheer scale and quality of the projects under Vision 2030 has prompted us to accelerate our timeline for an IPO. We are currently preparing ourselves from a governance perspective ensuring all policies and capital market requirements are met prior to the launch. We have completed most of the necessary preparations. Our current challenge is related to a series of recent mergers and acquisitions (M&As). We need to successfully integrate these new ventures. Once we have completed this process we will be able to produce a clean financial statement and then move forward with the IPO. We are ready and are confident that we will offer the public a diversified portfolio that they will find appealing. What prompted ALUPCO s decision to evolve from an extruder to a solution provider? This is a trend that global companies are following. While a company could choose to stay local and focus on a single market our shareholders and management decided against it. Hence we focused on the broader market and its evolving demands as we saw it as our responsibility to meet those new needs. This led us to redefine our vision and strategy focusing on customer satisfaction by addressing a broader range of their needs. We aim to provide comprehensive solutions to solve their problems. In line with Vision 2030 we analysed the market to understand its requirements and challenges and we committed to bringing global solutions that are locally produced Made in Saudi to serve the Saudi market and then expand globally. PARTNERSHIPS One of the many noteworthy partnerships that ALUPCO has signed is with ROSHN. Comment on how this benefits both the partners and is a move that will be trendsetter in Saudi Arabia and the construction sector? It truly is a trendsetter. PIF ROSHN and other PIF subsidiaries were established to meet the demand in the local market as highlighted in Vision 2030 and to address this demand as quickly as possible. Accelerating execution naturally creates requirements that are far greater than market capacity. As a result PIF and its subsidiaries including ROSHN have been working not only to fulfil these needs but also to develop the market by collaborating with partners and strengthening their capabilities to meet demand. At ALUPCO we have closely collaborated with PIF and its national development team who have provided invaluable support in helping us analyse and understand the future requirements of the aluminium sector particularly in relation to ROSHN s initiatives. From this collaboration we identified the required capacity and with ROSHN we are now working to create a fully automated solution one that will not only serve the kingdom s needs but also those of the global markets. How do you see this partnership strengthening ALUPCO s market share and product diversification in the coming years? This partnership will undoubtedly have a significant impact on our market share. This initiative is not only for ROSHN and PIF but also extends to the National Housing Company and the global market. As a result our market share within the aluminium sector will increase while at the same time the overall quality of aluminium products in the kingdom will be elevated. What we are currently developing is a fully automated production system with zero waste something that has never been implemented before in the aluminium industry either in Saudi Arabia or globally. In fact we are introducing a solution that may surpass what is currently available worldwide. This embodies the spirit of Vision 2030: pioneering innovative solutions that have never been realised before and originating in Saudi Arabia and we are proud to be leading that transformation. MARKET GROWTH ALUPCO is already a regional leader. What new markets do you identify as key growth opportunities for the company? The majority of our growth is driven by diversification. Today we are active in sectors such as wood marble lighting airport solutions solar panels and solar farms as well as automated parking solutions. This broad diversification allows us to meet the evolving needs of consumers. Importantly all of these industries ultimately depend on aluminium which continues to fuel demand for our extrusion capabilities. Accordingly we see two main streams of growth in aluminium extrusion: the first comes from our subsidiaries and the new products we develop while the second comes through the ongoing expansion of existing markets. In terms of geography we are not yet strongly represented in Europe largely due to tariff structures. Nevertheless we continue to expand and secure fair market share by competing on the quality and uniqueness of our products rather than only on aluminium profiles. Similarly the US and Canadian markets represent significant opportunities for us. Although tariffs have reshaped market dynamics we see them as a fair system since they apply equally to all players creating a level playing field. Beyond this we anticipate major growth opportunities in the African market which is a clear target for us moving forward. Are there any new market verticals that ALUPCO is looking at entering? Yes in addition to diversification into new industries we also see opportunities in markets that are now re-emerging. Countries such as Iraq Syria Yemen and Libya were historically strong markets for us but conflict and instability meant we were not represented there. These markets are now beginning to recover with the support of Saudi Arabia and other Arab nations and we expect to play a significant role in their redevelopment. We are hopeful that Sudan will also follow this path in the future. At the same time every new project under Saudi Arabia s Vision 2030 represents a vertical we carefully evaluate and pursue. Together these re-emerging regional markets and Vision 2030 projects represent strong growth prospects for ALUPCO in the near future. In view of growing market demand what are ALUPCO s plans for expansion of capacity? We are pursuing a dual approach that combines acquisitions with greenfield developments. Over the past two years we have completed 16 expansion projects. Half of these were acquisitions; for example we acquired Prisma AMG and most recently Conmarble and we intend to continue pursuing similar opportunities. The other 50 per cent were greenfield projects where we established entirely new facilities factories and business segments. This balanced strategy will remain central to our growth. Looking ahead we are evaluating several acquisition opportunities including some outside Saudi Arabia in international markets. At the same time we will continue to invest in building new facilities. For instance our new venture with ROSHN will be a greenfield project demonstrating our commitment to advancing both pathways of expansion. VISION & PRIORITIES Looking at the targets of Saudi Vision 2030 and regional development plans what contributions does ALUPCO envision making to key sectors like construction renewables and advanced manufacturing? All of these sectors are developing very rapidly in Saudi Arabia. As a result there is neither the time nor the flexibility to spend years developing new solutions from scratch. Our strategy therefore has been to identify the best solutions available globally form strategic partnerships with those leaders establish joint ventures and bring those solutions to Saudi Arabia allowing us to produce locally and deliver quickly. We have already taken this approach in several cases: for example we partnered with Array Technologies and Matrix from the US Aluman from Spain and Parkolay from Türkiye. Currently we are also in the process of creating a new joint venture with a partner from China. In short our model is to identify world-class technologies bring partners to Saudi Arabia establish production facilities here to serve the local market and then in a second phase expand into exports. What are the group s strategic priorities for the short term? In the short term our strategic priority is to further strengthen and mature the diversification we have undertaken continuing to meet customer needs with innovative solutions while maintaining the same guiding principles. The second key priority is to advance the company s journey towards an IPO. What is your vision for ALUPCO over the next five years? The slogan of the company is Where Vision Takes Shape . This captures how we see the future of ALUPCO. Every customer we work with has a vision and our commitment is to transform that vision into reality. Our promise is simple yet powerful: this is where your vision will take shape and come to life. SUSTAINABILITY How do you balance cost efficiency with sustainability goals in ALUPCO s manufacturing processes especially given the energy-intensive nature of aluminium production? We view this challenge as an ongoing opportunity. In a highly competitive market it is essential to examine every possible area for cost savings and operational efficiency. The first pillar of our approach is recycling. We recycle 100 per cent of our waste nothing is scrapped. Our processes operate with zero waste across the organisation. The second pillar is maximising renewable energy. Renewable resources are not only more sustainable but are also more cost-efficient than fossil fuels. By increasing reliance on renewable energy and eliminating waste we ensure that both the materials we use and the energy we consume deliver maximum value. Zero waste remains the cornerstone of our strategy enabling us to achieve efficiency competitiveness and sustainability at the same time. LEADERSHIP What is your leadership philosophy and how do you foster a culture of innovation collaboration and continuous improvement within ALUPCO? One of the unique strengths we have in Saudi Arabia something you rarely find in other countries is cultural diversity. Within ALUPCO we have 24 nationalities working together. This diversity brings the best of every culture into one organisation. The challenge of course is to harness it effectively. Cultural differences can sometimes create silos or clashes but strong leadership ensures that we transform this diversity into collaboration bringing out the best in every team member for the benefit of the whole. In today s fast-paced environment what matters most is readiness. In the past organisations had time to move in steps. Today that luxury no longer exists. The market moves at the speed of a 350 km/h train and if you don t get on . you don t get a second chance. Therefore the leadership philosophy we follow is built on readiness and speed of execution. Everyone must be prepared every day ensuring we can act quickly adapt immediately and seize opportunities without hesitation. By fostering this culture of readiness we drive innovation strengthen collaboration across diverse teams and ensure continuous improvement in everything we do at ALUPCO. How do you ensure all the levels of the organisation from the shop floor to senior management are aligned with ALUPCO s strategic visions and goals? It was initially very challenging to change the perception. Everyone saw ALUPCO only as an aluminium company focused on core aluminium extrusion. To drive change we had to reshape not only our strategy but also how we presented ourselves. We updated our logo refined our message redefined our vision and communicated this clearly across all levels of the organisation. Once people began to see the benefits of this transformation they gradually started to believe in it. Some fully embraced the change immediately while others joined after witnessing the tangible results. Our approach was not to force alignment but to build belief through clear examples and proven outcomes. By developing the right vision mission and strategic plan and communicating them seamlessly we created a sense of shared purpose. Today everyone across the company understands that diversification is the way forward. At the core of this alignment is a common goal: ensuring customer happiness. CHALLENGES What has been the most significant challenge ALUPCO has faced during your tenure as CEO and how did you navigate it? What lessons did you learn? I believe this generation has witnessed an extraordinary number of challenges. I often tell my family and colleagues that I don t expect much more we have already learned enough. During my tenure we experienced the Covid-19 pandemic significant political unrest in our region and devastating global events. We also saw tariffs reintroduced after years of open trade under the WTO framework. Each of these challenges was highly significant and I cannot single out one as the most critical. The key lesson is that challenges will continue to emerge. I always remind my team and myself that what we have seen is not the end more will come in the future. The only way forward is to be more prepared than ever. For example during Covid we never shut down. We operated 24/7 throughout the pandemic because we had prepared properly set up the right systems and ensured business continuity. That level of readiness allowed us to succeed when others were struggling. The lesson we carry forward is clear: we must always be ready for the next event whatever form it may take. Preparedness is the strongest leadership tool in times of uncertainty. Anything else you d like to add about ALUPCO? We aspire to be the right partner for our customers not just a product supplier but a true solutions provider. Our goal is not simply to sell an item but to understand the challenges and bottlenecks our customers face in their operations or projects and to resolve them effectively. Our promise is to keep our customers satisfied by addressing not only their current needs but also the issues they may face tomorrow or in the future.
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We specialize in providing top-quality bolted tanks. In addition to our exceptional tanks, we are also proud to offer innovative design, manufacturing, and installation services for aluminium geodesic domes. Our wide range of dome sizes, ranging from 3.5 meters to 150 meters in diameter, caters to various markets including Water & Wastewater, Dry Bulk Storage, Petroleum, and Architectural applications.<br />Our team of skilled engineers has developed a cutting-edge dome design that not only enhances performance but also addresses common field issues during installation, ensuring a seamless experience for our customers. Furthermore, we are proud to manufacture our domes in Saudi Arabia, under TCA, reflecting our commitment to quality and efficiency.<br />
ALUPCO Architectural Systems is dedicated to providing comprehensive architectural aluminium systems and solutions, complete with accessories, gaskets, and technical services, catering to the needs of regional markets. We take pride in offering our clients the advantages of swift delivery, ample stock availability, local support, and competitive pricing.<br />As the preferred choice for numerous eminent projects in Saudi Arabia and the GCC, ALUPCO Architectural Systems has solidified its reputation as the go-to system provider in the region.<br />
UAE-based Dubal Extrusion Investment (DEI) a wholly owned subsidiary of Dubal Holding (DH) successfully completed the rooftop solar power generation project (phase I) at OSE Industries a local aluminium extrusion company owned by DEI. The rooftop solar power project executed by Emirates Electrical Engineering LLC went live in the beginning of July and is located on the roof tops of buildings 1 and 2 of the OSE plant. With a rated capacity of 633 kilowatts peak (kWp) the system is expected to generate 1.1 gigawatt-hours (GWh) of clean electricity annually. The project is estimated to produce up to 12% of OSE Industries annual electricity power needs. In terms of its environmental impact the annual generation of 1.1 GWh of clean electricity can power a small town for several days or even a week significantly reducing carbon emissions by 440 000 Kg CO2 e and promoting sustainable practices. Phase II of the project covering the remaining bu...
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UAE-based Dubal Extrusion Investment (DEI) a wholly owned subsidiary of Dubal Holding (DH) successfully completed the rooftop solar power generation project (phase I) at OSE Industries a local aluminium extrusion company owned by DEI. The rooftop solar power project executed by Emirates Electrical Engineering LLC went live in the beginning of July and is located on the roof tops of buildings 1 and 2 of the OSE plant. With a rated capacity of 633 kilowatts peak (kWp) the system is expected to generate 1.1 gigawatt-hours (GWh) of clean electricity annually. The project is estimated to produce up to 12% of OSE Industries annual electricity power needs. In terms of its environmental impact the annual generation of 1.1 GWh of clean electricity can power a small town for several days or even a week significantly reducing carbon emissions by 440 000 Kg CO2 e and promoting sustainable practices. Phase II of the project covering the remaining bu...
SNC-Lavalin a fully integrated professional services and project management company with offices around the world has been awarded a project management services contract by the Royal Commission for Riyadh City (RCRC) for the operations and maintenance (O&M) of its bus network as part of the King Abdulaziz Public Transport Project. The project is dedicated to building operating and developing a world-class rapid transport network for Riyadh providing comfortable affordable and time-saving mobility options for all people living in the city. The King Abdulaziz Project for Riyadh Public Transport will offer metro services and a comprehensive bus network. The Riyadh Metro Project including six lines and 86 metro stations is the backbone of the public transport network in the Saudi capital. The Riyadh Bus Project including ...
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SNC-Lavalin a fully integrated professional services and project management company with offices around the world has been awarded a project management services contract by the Royal Commission for Riyadh City (RCRC) for the operations and maintenance (O&M) of its bus network as part of the King Abdulaziz Public Transport Project. The project is dedicated to building operating and developing a world-class rapid transport network for Riyadh providing comfortable affordable and time-saving mobility options for all people living in the city. The King Abdulaziz Project for Riyadh Public Transport will offer metro services and a comprehensive bus network. The Riyadh Metro Project including six lines and 86 metro stations is the backbone of the public transport network in the Saudi capital. The Riyadh Bus Project including ...
Fluor Corporation a global engineering and construction company has been awarded a project management consultancy services contract by Bharat Petroleum Corporation Limited (BPCL) for its Polyols Petrochemicals Project at its existing integrated refinery and petrochemicals complex in Kochi Kerala India. Fluor s scope of work includes front-end engineering and design of both the inside and outside battery limits as well as detailed design engineering procurement and construction management services for the facility s utilities and offsites. Fluor booked its portion of the undisclosed contract value in the fourth quarter of 2019. Mark Fields group president of Fluor s Energy & Chemicals business said: Our company is honoured to be selected as the project management consultant for BPCL s prestigious polyols project in Kochi. We look forward to working with BPCL to deliv...
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Fluor Corporation a global engineering and construction company has been awarded a project management consultancy services contract by Bharat Petroleum Corporation Limited (BPCL) for its Polyols Petrochemicals Project at its existing integrated refinery and petrochemicals complex in Kochi Kerala India. Fluor s scope of work includes front-end engineering and design of both the inside and outside battery limits as well as detailed design engineering procurement and construction management services for the facility s utilities and offsites. Fluor booked its portion of the undisclosed contract value in the fourth quarter of 2019. Mark Fields group president of Fluor s Energy & Chemicals business said: Our company is honoured to be selected as the project management consultant for BPCL s prestigious polyols project in Kochi. We look forward to working with BPCL to deliv...
Taweelah Aluminium Extrusion Company (Talex) a highly automated and flexible aluminium extrusion plant was inaugurated yesterday in Abu Dhabi yesterday. The project the first aluminium extrusion project to be established in Khalifa Industrial Zone Abu Dhabi (Kizad) was opened by Sheikh Sultan bin Tahnoon Al Nahyan member of the Executive Council. Talex was formed through a joint venture between General Holding Corporation (Senaat) one of the largest holding companies in the UAE s industrial sector and privately-owned Gulf Extrusions under Al Ghurair Group. The new company is the result of a 240 million investment to strengthen the Middle East s downstream capabilities to spur industrial growth and broaden the Emirate s economic base with growing demand for aluminium and its proprietary hard alloys in the global construction automotive l...
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Taweelah Aluminium Extrusion Company (Talex) a highly automated and flexible aluminium extrusion plant was inaugurated yesterday in Abu Dhabi yesterday. The project the first aluminium extrusion project to be established in Khalifa Industrial Zone Abu Dhabi (Kizad) was opened by Sheikh Sultan bin Tahnoon Al Nahyan member of the Executive Council. Talex was formed through a joint venture between General Holding Corporation (Senaat) one of the largest holding companies in the UAE s industrial sector and privately-owned Gulf Extrusions under Al Ghurair Group. The new company is the result of a 240 million investment to strengthen the Middle East s downstream capabilities to spur industrial growth and broaden the Emirate s economic base with growing demand for aluminium and its proprietary hard alloys in the global construction automotive l...
KEO International Consultants a leading design engineering and project management company in the region has received the ISO 9001:2015 certificate in recognition of its project management/construction management (PM-CM) services. The certification from the Lloyds Register of Quality Assurance (LRQA) a certification body accredited by the United Kingdom Accreditation Services provides guidance on implementing a quality management system focused on quality management principles including a strong customer focus motivation of top management a process approach and continuous improvement and review to exceed client expectations said the statement from KEO. The scope of this approval is applicable to: Program and Project Management; Construction Management; Construction Supervision; Sustainability Services; Commissioning Services; Design review and Technical Services it added. Tahsin Al Fakir the senior vice president for PM-CM sa...
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KEO International Consultants a leading design engineering and project management company in the region has received the ISO 9001:2015 certificate in recognition of its project management/construction management (PM-CM) services. The certification from the Lloyds Register of Quality Assurance (LRQA) a certification body accredited by the United Kingdom Accreditation Services provides guidance on implementing a quality management system focused on quality management principles including a strong customer focus motivation of top management a process approach and continuous improvement and review to exceed client expectations said the statement from KEO. The scope of this approval is applicable to: Program and Project Management; Construction Management; Construction Supervision; Sustainability Services; Commissioning Services; Design review and Technical Services it added. Tahsin Al Fakir the senior vice president for PM-CM sa...
Saudi Arabia s Sabic a global leader in the chemical industry recently announced the start-up of its new Polypropylene (PP) extrusion facility in Geleen The Netherlands. This new extrusion line adopts state-of-the-art process technology to produce Sabic PP products and the next generation PP copolymers and underlines the company s drive to provide advanced materials that can support customers developing new lightweight applications in industries such as packaging appliances automotive healthcare and help them reduce energy consumption in their process manufacturing. In line with Sabic s strategic commitment to customer-driven innovation this highly automated facility will provide new polymer solutions to meet customer needs for changing market requirements by bringing enhancements in its products by delivering Chemistry that Matters . Our new PP extrusion facility is an excellent example of how Sabic is de...
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Saudi Arabia s Sabic a global leader in the chemical industry recently announced the start-up of its new Polypropylene (PP) extrusion facility in Geleen The Netherlands. This new extrusion line adopts state-of-the-art process technology to produce Sabic PP products and the next generation PP copolymers and underlines the company s drive to provide advanced materials that can support customers developing new lightweight applications in industries such as packaging appliances automotive healthcare and help them reduce energy consumption in their process manufacturing. In line with Sabic s strategic commitment to customer-driven innovation this highly automated facility will provide new polymer solutions to meet customer needs for changing market requirements by bringing enhancements in its products by delivering Chemistry that Matters . Our new PP extrusion facility is an excellent example of how Sabic is de...
US-based Cortec Corporation is planning a major expansion programme at its Cambridge Minnesota film extrusion facility one of the largest film extrusion plants in Midwest North America and the largest VpCI film extrusion plant globally. Cortec Advanced Films (CAF) manufactures recyclable Vapor phase Corrosion Inhibiting films which are used across the globe to protect metal parts and equipment from corrosion during storage and shipping. The plant is now looking at major expansions and improvements for the coming year. An especially exciting development will be the addition of a plastics recycling complex for CAF s growing recycling programme a cutting edge North American initiative with exciting economic and environmental benefits. Recycling is nothing new at CAF where recycling and reprocessing of film scrap has been going on for decades. With the installation of state-of-the-art reprocessing equipment CAF ramped up its c...
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US-based Cortec Corporation is planning a major expansion programme at its Cambridge Minnesota film extrusion facility one of the largest film extrusion plants in Midwest North America and the largest VpCI film extrusion plant globally. Cortec Advanced Films (CAF) manufactures recyclable Vapor phase Corrosion Inhibiting films which are used across the globe to protect metal parts and equipment from corrosion during storage and shipping. The plant is now looking at major expansions and improvements for the coming year. An especially exciting development will be the addition of a plastics recycling complex for CAF s growing recycling programme a cutting edge North American initiative with exciting economic and environmental benefits. Recycling is nothing new at CAF where recycling and reprocessing of film scrap has been going on for decades. With the installation of state-of-the-art reprocessing equipment CAF ramped up its c...
