Culture is the glue that ties Petromin Corporation together, differentiating it from competitors and keeping its teams happy and thriving.

“We have a very entrepreneurial culture, focused on people and grounded in the philosophy of omnipreneurship by His Excellency Sheikh Amr Al Dabbagh,” Group CEO Kalyana ‘Shivi’ Sivagnanam tells The CEO Magazine.

“Sheikh Amr genuinely treats colleagues like family. We have individuals in the company who have been with us for 45 years.

“Petromin, like all group companies within the Al Dabbagh Group, is family-owned but professionally managed. This is a significant advantage, as the family empowers operating leaders to act in the best interests of the company. Everyone either comes from an original equipment manufacturer or is an expert in their field. I believe we are the only automotive group in the region that is entirely run by professionals.”

This people-first philosophy runs deep in Petromin Corporation’s DNA, consistently striving to strike the right balance between the shareholder, the customer and the team.

“You focus on shareholders because that’s what attracts investment, and to grow the business you must deliver strong returns,” Sivagnanam explains.

“Customers pay your salary, so you must take care of them. But this will never happen if you have an unhappy team.

“A few years back, we decided to stop using the word ‘employees’. The term dates back to colonial times and carries connotations of servitude. We use the word ‘colleagues’ instead. We firmly believe that culture eats strategy for breakfast.”

Keeping the world moving

Founded in 1968, Petromin Corporation provides end-to-end mobility solutions encompassing automotive sales and services, lubricants, fuel retail and advanced mobility technologies, serving millions of customers across its various business verticals.

Operating in five regions across more than 40 countries and with more than 800 outlets, the company’s footprint is extensive.

“Today we represent 14 brands. We are market leaders in electric commercial vehicles and were the first to launch an electric bus in Saudi Arabia. Electromin, our EV division, likely offers the most comprehensive ecosystem for electric vehicles in this part of the world. We also operate the largest company-owned after-sales service network globally,” Sivagnanam says, reflecting on the company’s evolution.

Approaching expansion with a tailored strategy that starts small in order to “nail it and then scale it”, Petromin Corporation pilots new initiatives, refines them and only then expands capabilities.

“In the initial years, we keep operations small, learn the business, adapt to the local customers and understand local regulations and customer pain points,” he explains.

“Understanding the customer and developing products that address their needs is not only the greatest challenge but also the greatest success factor.”

Looking ahead, Petromin Corporation plans to expand its fuel and repair station network, with the objective of increasing from 145 fuel stations in Egypt and 90 in Saudi Arabia to more than 500 by 2030 – an ambitious yet achievable goal.

“In addition, over the next 12–18 months, we want to ensure that our newer startup companies enter a sustained growth phase,” Sivagnanam reveals.

“There are numerous mega-projects in Saudi Arabia in the pipeline, including the World Cup and Expo in 2030. We are positioning ourselves to ensure that, with our comprehensive and advanced mobility solutions, we can capitalize on these opportunities.

“At the same time, internationally, we’re exploring growth opportunities in India, Pakistan and Malaysia.”

Future vision

Having continuously streamlined its systems to ensure efficiency and agility, Petromin Corporation has reached a point where operations flow seamlessly.

“At Petromin Corporation, no decision remains pending for more than seven days,” Sivagnanam points out. “We work to minimize bureaucracy and have built a true meritocracy.

“We are highly diverse, and I’m extremely proud of this. It has enabled us to bring in varied perspectives.”

With technology advancing at an unprecedented pace, Sivagnanam believes that companies and their leaders must evolve and adapt or risk being left behind.

“The world is changing very rapidly,” he observes. “Consider what AI has achieved in the past eight months alone. The most important qualities that CEOs will need in the coming years are resilience and agility.

“I believe AI will create more jobs, but they will be different roles, requiring people to adapt their skill sets and acquire new capabilities. Every transformation creates new opportunities that can enhance the quality of life.”

In terms of sustainability, Sivagnanam emphasizes that it is embedded at the core of the organization and ultimately links back to the principle that teams drive business success.

“Sheikh Amr Al Dabbagh, the second-generation entrepreneur of Petromin Corporation, published a book titled Omnipreneurship in 2016. He outlines three principles: giving, earning and sustaining,” Sivagnanam says.

“Sustainability has been central to the Al Dabbagh Group long before it became a global priority. For example, we chose not to implement traditional car washes within our network, which consume approximately 120 liters of water. Instead, we adopted steam washing, which uses only four liters. While traditional washing is more profitable, we chose the sustainable option.

“For me, sustainability is fundamental. How do you sustain business? How do you build a circular economy? Sustainability can be applied in many contexts, and we place people at the center of it all.”

Petromin Corporation looks ahead to a future rich with opportunities, both in Saudi Arabia, driven by Vision 2030, and internationally. With omnipreneurship at the heart of its culture, comprehensive offerings and advanced mobility solutions, the company is well-positioned for sustained growth and long-term success.