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SAUDI ARABIA - Health & Education

Ayman Tamer

Chairman, Tamer Group

Bio

Ayman Tamer, Chairman of Tamer Group, has guided a storied conglomerate with roots that stretch back over a century. Since its inception in 1922 as a single pharmacy, the company has evolved into a multifaceted business enterprise, spanning key sectors such as pharmaceuticals, logistics, and investments. Under his visionary leadership during his tenure, the company experienced significant expansion and embraced modernization, transforming into a diversified and integrated provider of healthcare and wellness solutions. As the third generation to steer the family business, he has been instrumental in propelling Tamer Group to unprecedented heights, all while upholding its core values and unwavering commitment to excellence. In addition to his transformative leadership at Tamer Group, Ayman is widely recognized for his philanthropic efforts and dedication to social responsibility. He has spearheaded numerous healthcare initiatives across Saudi Arabia, focused on improving access to quality healthcare and aligning with the Kingdom’s ambitious Vision 2030. His efforts reflect a broader commitment to advancing community health and promoting sustainable development. Ayman Tamer is celebrated as a visionary in the Middle East’s healthcare sector, known for his steadfast dedication to sustainability, innovation, and driving positive economic and social change. His leadership has not only reinforced the company’s position but has also played a vital role in contributing to Saudi Arabia’s broader development goals.

"At first, it is critical for any company to consistently reinvent itself. What used to be a competitive advantage may not be the recipe for future success."

TBY talks to Ayman Tamer, Chairman of Tamer Group, about the organization’s centenary, sustainability, and Vision 2030.

In 2022, Tamer Group celebrated its 100-year centenary.What key milestones do you attribute to the company’s success over the past century?

At first, it is critical for any company to consistently reinvent itself. What used to be a competitive advantage may not be the recipe for future success. The market landscape is evolving, and Tamer we strive to be proactive. Our distribution business has reached an important milestone with market share exceeds 21% in Pharma. Tamer, through three manufacturing arms, produce locally an array of pharmaceutical, biological, and medical products. Our dedicated logistics vertical solidify our value proposition to a one-stop shop for our partners and customers. Most importantly, our venture into e-commerce and the B2C domain, we fully own the largest mother, child and baby vertical in the region, launch our digital only retail pharma in KSA, and VitaCare, the digital wholesalers catered to SMEs.

How could Tamer Group turned into a leading integrated healthcare and wellness provider, not only in KSA but also in the region?

KSA remains our focus market. The Saudi Arabian market is level, the economy is prospering, and demand is genuine. As of today, 99% of our business activities is KSA based. We will continue to serve the market with best interest. Healthcare and logistics are well positioned sectors for future growth. We remain steadfast, like we have been for 100 years, in our outlook for the KSA.

Saudi Arabia is undergoing significant economic transformation efforts. In what ways has Tamer Group aligned its strategies with the Kingdom’s vision for economic diversification and improvement of the quality of life for its citizens?

The 2030 Vision is our business blueprint. Increasing private sector participation in healthcare coupled with sectorial transformation is a paramount opportunity. Equally, positioning Saudi Arabia as a logistics hub connecting three continents will unleash the logistic sector across its value chain. Most importantly, the diversification of economy and increasing contribution of SMEs to GDP will offer immense opportunities in the startups and entrepreneurial space.

The concepts of localization and Made in Saudi are pivotal elements of Vision 2030. How is Tamer Group supporting and expanding local manufacturing of pharmaceuticals in Saudi Arabia?

Tamer is doubling down on localization. Our pharmaceutical vertical manufacturing firm SAJA is tapping into biosimilars and will increase its capacity. Our recent Joint Venture with Molnlycke to build the second facility to serve the entire MEA and Iran is a greater success story for Tamer serving the countries objectives.

Could you elaborate on the importance of the partnership with Lifera in advancing Tamer Group’s pharmaceutical localization efforts and contributing to the development of the Saudi biopharmaceutical sector? How do you envision this collaboration impacting the accessibility and quality of healthcare products for Saudi consumers?

Lifera is well positioned to be a pivotal player in the ecosystem. We are delighted that Tamer and ARABIO being our vaccine manufacturing arm, is well recognized in the sector to complement and enhance the value chain. Tamer is well reputed in the industry to enable a national agenda. Our three-party agreement among Lifera-Sanofi-Tamer is very well positioned to bring localization of vaccine production to Saudi Arabia in line with 2030 vision.

Tamer Group is deeply committed to ESG (Environmental, Social, and Governance) principles. How has this commitment influenced the company’s strategic direction, particularly in terms of sustainability and social responsibility?

Tamer Group’s commitment to ESG principles has significantly shaped its strategic direction, putting sustainability and social responsibility at the core of our business. Environmentally, we have taken steps toward greener energy solutions, such as installing solar panels in our distribution facilities, generating over 20,000 kWh of electricity in 2023, with plans to expand renewable energy use across our operations. Socially, we’ve invested over SAR9.5 million in community initiatives, focusing on education and skill-building programs, and have prioritized employee development to create a digitally proficient workforce. In governance, we continue to strengthen transparency, ethical conduct, and accountability. ESG is now integrated into Tamer Group’s short- and long-term plans, influencing decisions at all levels. We are currently developing a comprehensive ESG strategy with specific targets, performance metrics, and initiatives that will reduce our carbon footprint, support community well-being, and enhance corporate governance. This approach not only aligns with global sustainability standards but also ensures long-term success, building trust with our stakeholders and reinforcing our commitment to positive social and environmental impact.

How do you envision this plan contributing to both the company’s growth and societal well-being?

The Group’s strategic focus on growth and societal well-being is intertwined, ensuring that both the company and the community prosper. On the growth front, the Group capitalizes on market insights, global partnerships, and cutting-edge digital solutions, such as VitaCare and Tamer Solution, to enhance efficiency and customer experiences. Investment in emerging fields like precision medicine, biosimilars, and cell and gene therapy further position the company for future growth. By embracing automation and innovation, Tamer Group ensures it remains at the forefront of technological advancements, supporting the Kingdom’s competency development and economic progress. In terms of societal impact, Tamer Group places a strong emphasis on employee development and well-being. Initiatives like professional scholarships, internships, and the “HEAL” well-being program demonstrate the Group’s commitment to fostering a culture of lifelong learning and a supportive work environment. Tamer Group is deeply committed be a best-in-class organization that embeds diversity, equity, and inclusion (DEI). Guided by these principles, the Group respects the rights of all people and have no tolerance for hate, discrimination or any form of hostility towards others. To bring this vision to life, the company continued to implement positive hiring policies to promote the inclusion of women, as well as individuals with disabilities and special needs. The SA’AID program reflects Tamer’s dedication to corporate social responsibility, addressing health and wellness to create positive change within the community. By aligning business growth with societal contributions, Tamer Group drives sustainable progress that benefits both the company and the communities it serves.

Looking ahead, what are Tamer Group’s key priorities and strategic initiatives for driving sustainable growth and innovation in the healthcare and wellness sector, both locally and regionally?

The Group has devised a three-year roadmap for technology transformation and innovation. We shall be investing over SAR100 million, in the next three years in revamping our IT operating model, leveraging big data, AI, and cybersecurity, among others. We are confident that a seamless data integration and market insights would be extremely valuable for our partners in the healthcare and wellness value chain.

Can you share your main priorities and targets set in your 2024 agenda?

Starting in 2024 and continuing until 2026, we shall be investing heavily towards the process and operational efficiency of the group. We are making the group much leaner and agile, building efficiencies to creating a scalable operating model. Additionally, we are progressing well on the state of the art, Tamer Logistics Park, in Riyadh. The first phase is expected to go live in 3Q2025, with a total investment of over SAR250 million.

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