We deploy partnership capital and work in hand-in-hand with our partner companies to drive sustainable operational excellence. From F&B businesses in Singapore to last mile delivery in Peru, see how we drive value.
Careem is an app-based ride-hailing service which makes ordering chauffeur-driven cars reliable, safe, convenient, and affordable. Careem is a pioneering company in the region’s nascent ‘sharing economy’ – its mission is to make people’s lives simpler by revolutionizing the transportation and logistics industry in the region.
In June 2017, Abraaj successfully divested its shareholding in Careem through a secondary sale to Kingdom Holding Company. Over the course of Abraaj’s investment, the company grew its presence from 20 to over 80 cities.
Ninja Van is a leading technology-enabled, e-commerce-focused last mile logistics provider in Southeast Asia with operations in Singapore, Malaysia, Indonesia, Vietnam, Philippines and Thailand. Ninja Van heavily employs technology in its operations, including the use of sophisticated algorithms to solve complex logistics issues and optimize delivery routes.
In line with its goal of becoming the dominant tech-driven logistics platform in Southeast Asia, Abraaj’s value creation plan for Ninja Van includes expansion into new markets, developing new business development opportunities and increasing brand awareness.
Founded in 2011, Big Basket pioneered grocery e-tailing in India, successfully cultivating both the supply and demand side of the nascent market. Big Basket’s inventory management capabilities differentiate it from the other players in the sector and enables it to offer the largest online assortment with over 19,000+ products and 1,000+ brands across the fruits, vegetables, staples, meat, beverages and personal care categories.
Following completion of the investment in March 2016, Abraaj has supported Big Basket in driving cost-effective customer acquisition programs, expand into new cities, and scale through operational efficiencies.
Quality Care India Limited (CARE) was founded in 1997 by a team of leading Indian cardiologists, Dr. B Soma Raju and Dr. Krishna Reddy. Headquartered in Hyderabad, CARE has expanded to become India’s fifth largest healthcare player by number of beds.
Following completion of the transaction in March 2016, Abraaj began implementation of strategic initiatives and associated execution plans geared toward long term growth and profitability. This includes improvement in operational efficiencies through the enhancement of super-specialty capabilities and strengthening CARE as a regional center of excellence.
URBANO is a leading courier and light logistics solutions company in Latin America with operations in Peru, Ecuador and El Salvador. It operates with a unique last-mile distribution network that reaches approximately 85% of its target customers.
Following the completion of the transaction in July 2015, Abraaj and Urbano began developing the company’s strategic initiatives and associated execution plans geared towards mid and long term growth and profitability, including expansion into other Latin American markets and exploring new business opportunities.
Kudu is a leading consumer food service company with a presence in the Quick Service Restaurant (QSR), fast casual, casual dining, fine dining and coffee shop/café segments across Saudi Arabia.
The Abraaj and TPG-led consortium have been working in close partnership with the Kudu management since 2014. Kudu’s management team implemented corporate best practices, improved governance standards, and appointed a new and highly-incentivized team, with deep sector and regional expertise, to take the company to its next stage of growth.
Hepsiburada is the largest player in the high growth Turkish online retail sector, offering close to 1 million SKUs across 30 product categories. In 2015, the company built a new state-of-the-art 50,000 square meter warehouse which is the largest dedicated e-commerce distribution center in Turkey.
Learn how Abraaj helped develop Hepsiburada’s marketplace offering and built a comprehensive and consistent category and vendor management framework to support growth.
Libstar Holdings (Libstar) is one of the largest unlisted food and personal care manufacturers in South Africa. Libstar manufactures a broad range of quality private label and own-branded products for the rapidly growing South African food, fast-casual dining, household and personal care markets.
With the help of Abraaj, Libstar has strengthened its buy and build strategy and expanded geographically in the Middle East and into the rest of Africa.
Cleopatra Hospital Group
North Africa Hospital Holdings Group (NAHHG) was formed in 2014 as a hospital owner operator to develop and improve hospital healthcare services in North Africa. NAHHG invested in Cleopatra Hospital in Egypt in 2014 followed by investments in Cairo Medical Center, Nile Badrawi Hospital and Al-Shorouk Hospital to create Cleopatra Hospital Group.
Since investment in 2015, Abraaj drove the establishment of a corporate office to oversee operations across the Egyptian assets, create shared central functions, drive strategic alignment and ensure synergy extraction.
Wine Connection was founded in 1998 and is the largest chain of retail wine shops and wine-themed restaurants in Southeast Asia with operations in Thailand, Malaysia and Singapore. The company targets the region’s emerging middle class by offering affordable, good quality and exclusive wine labels for restaurants and retail consumption.
This case study illustrates how Abraaj and Wine Connection have worked together with a focus on improving cost efficiency and building out a robust infrastructure platform to support future growth.
Fan Milk International
Fan Milk International (FMI) is a leading manufacturer and distributor of frozen yoghurt, ice cream, frozen milk and juices in West Africa. Fan Milk is an iconic regional consumer brand with a powerful 50+ year heritage.
Following completion of the transaction in December 2013, Abraaj and Danone, in conjunction with management, established taskforces to develop Value Creation Plans including route to market optimization, geography and channel expansion. Read the case study on Fan Milk’s growth since investment.
I Can Read
Orca Global (Orca), is an English Learning Training (ELT) education provider. Its “I Can Read” system is a phonetic teaching methodology which was developed in the late 1990s by two academics who developed the system based on 15 years of researching how children learn to read and overcome reading difficulties.
Learn how Abraaj helped transition Orca from a pure franchise to an owned-center business model and expanded into key markets in Asia.
Acurio Restaurantes (Acurio) was established in 1994 by renowned chef Gastón Acurio and has emerged as a leading Peruvian restaurant operator with 48 operations in 11 countries.
Abraaj’s investment in Acurio launched a new phase of growth for the company focused on consolidation in the domestic market, extensive expansion in Latin America, and opportunistic openings in the US and Europe. Today the company runs casual and fine dining restaurants in Latin America, North America, and Europe under 10 different brands based on Peru’s exotic and diverse cuisine.
Champ Resto Indonesia
Champ Group (Champ) started as a “mom and- pop” restaurant located two hours outside of Jakarta. When Abraaj invested in 2010, the founder, Yunus Ciptawilangga, had already started several other companies and expanded his family business into a chain of restaurants with four brands and 40 outlets.
This case study illustrates how Abraaj leveraged its expertise in financial and operational discipline to formulate a clear growth plan.
Continental Warehousing Corporation
Continental Warehousing Corporation (Continental) was established in 2006 and offers a range of integrated, multi-modal logistics services in India, focused on providing infrastructure, transport and value-added services. The company has two business lines: cargo handling and express/third party logistics (3PL).
With the help of Abraaj, Continental strengthened its governance and developed the growth strategy and evaluation of new business lines to consolidate its position as an integrated logistics services platform.
Custodian and Allied Insurance
Custodian and Allied Insurance Plc, (“Custodian”) was established in 1991 and began commercial operations in 1995. Since then, the company has achieved significant growth to become one of the leading insurers in Nigeria and West Africa.
This case study illustrates how Abraaj supported Custodian’s aggressive growth through mergers and acquisition, business expansion and operational improvements.
Integrated Diagnostics Holdings
Integrated Diagnostics Holdings (IDH) was created in 2012 following the merger of the two leading diagnostic labs in Egypt, Al Borg and Al Mokhtabar.
In May 2015, Abraaj exited 90% of its stake in IDH through an initial public offering (IPO) on the London Stock Exchange (LSE). IDH’s debut on the LSE marked the first ever primary listing of an Egyptian healthcare business in London. The IPO was several times oversubscribed.
In 1996, Xerox decided to transfer its Mexican print equipment distribution business to independent operators. Adam Wiaktor, an executive of the company at the time, decided to step in and acquire the franchise himself, thus creating Liquid Capital.
Today Liquid Capital is the second largest independent leasing company in Mexico, with two operating units—Liquid Capital and Liquid Capital Franchises—and its subsidiary ARG, focused on leasing vehicles and transport equipment. This case study highlights how Abraaj supported Liquid Capital in optimizing its funding structure, increasing customer satisfaction, and driving new services and revenue streams.
GEMS was founded by the Varkey family in 1968 through an Indian curriculum school based in Dubai. Mr. Sunny Varkey took over the business in the early 1980’s and, by 2006, had transformed the business into one of the largest private K-12 operators in the world, with a presence in the UK and the Middle East.
From expansion and funding strategies to regulatory and institutionalization measures, read the case study on GEMS’ growth during Abraaj’s investment period from 2007 – 2013.
Acibadem is one of the leading healthcare institutions in Turkey and now moves forward globally with its partner IHH Healthcare Berhad, one of the biggest groups in South East Asia.
In 2011, after four years of strong growth, Abraaj divested its entire 50% shareholding in Acıbadem to IHH and Khazanah Nasional. Subsequently, in 2012, Abraaj exited its investment in IHH through an initial public offering. IHH’s debut on the Malaysian and Singaporean bourses in 2012 marked the first ever concurrent dual listing, with IHH becoming one of the largest listed private healthcare service providers in the world with a market capitalization of approximately RM22.56 billion (US$7.1 billion).
Stanford Marine Group
Stanford Marine Group (SMG) is a Dubai-based company that provides marine offshore services for the oil and gas industry.
Under Abraaj’s stewardship, SMG has significantly increased EBITDA and today has over 40 vessels in operation, 2,301 employees, and operations in Southeast Asia, India, the Gulf of Mexico, and East Africa, in addition to the Middle East.
Yupi Indo Jelly Gum
Yupi has been the market leader in gummy confectionery products in Indonesia since 1996 and is the largest player in South East Asia. Its products are distributed across various markets including Asia, North America, Australia, Europe and the Middle East.
In April 2012, Abraaj exited its stake in Yupi generating healthy returns for its investors. Read about the value creation execution over the course of the investment.
Pancake House Inc.
Pancake House Inc. (PHI) is a leading fast casual dining chain in the Philippines. It is engaged in the development, operation, and franchising of casual dining chains of restaurants and was publicly listed on the Philippine Stock Exchange.
Following a successful value creation execution, Abraaj exited its investment in PHI in 2014 to Max’s Group, a leading fast casual dining chain in the Philippines.
Regimanuel Gray (RGL) is one of the leading residential property developers in Ghana with a construction portfolio of over 1,600 housing units, mostly located in the Greater Accra Region.
Currently, the RGL Group of companies has several subsidiaries, as well as joint ventures with Ghana’s Social Security and National Insurance Trust. Read how Abraaj supported RGL in strengthening environmental, social and governance considerations, increasing its capacity, and managing resources as the company expanded regionally.
Spinneys is one of the largest retail operators in the region. It operates 24 owned stores across Egypt, Lebanon and Qatar and has a presence in the UAE and Oman under a franchise agreement. Through the company’s multiple formats that include hypermarkets, supermarkets, convenience and discount stores, Spinneys has emerged as one of the leading supermarket retailers in the MENA region.
This case study highlights Spinney’s growth since Abraaj’s investment – with a focus on expansion in core geographies, compelling marketing, cost rationalization and cash flow maximization.
Aramex was established in 1982 as a privately held express operator serving US-based delivery companies such as Federal Express, Emery, and Airborne.
In 1997, it became the first Arab company to trade its shares on the NASDAQ stock exchange. Over the course of its investment, Abraaj was able to augment Aramex’s financial position through several strategic initiatives including optimizing operational efficiencies, developing specialized products and capabilities, and developing global partnerships and alliances.
The successful value creation plan eventually led to an initial public offering (IPO) on the Dubai Financial Market. The IPO raised US$270 million and was oversubscribed by a factor of 64.