What strategy led to the founding of Muntajat, and what are the strategic goals of the company?
The State of Qatar recognized the growing global demand for chemicals, polymers, and fertilizers, and the role its products can play in the marketplace. Through the creation of Muntajat, the State of Qatar has positioned its products to be more competitive in global markets through new more efficient processes. This will complement the fact that Qatar will invest around $25 billion up until 2020 in its chemicals and petrochemicals fields with an objective to support and further grow the industry as indicated by the Minister of Industry and Energy.
What was the reason for breaking from the status quo as each company took care of its own marketing?
Muntajat enables greater economies of scale for marketing and distributing Qatar's chemicals and petrochemicals than the individual producing entities could realize alone. This is good for Qatar, producing entities and customers who will benefit from investment in services. And in light of the growing global demand for chemicals, polymers, and fertilizers, it was needed. Muntajat will maximize value for our stakeholders by providing world-class products and services before and after sales.
How have you been working with the current producing entities to ensure the best transitional plan?
Since the consolidation effort began in early 2013, Muntajat has implemented a plan that makes the transition process as smooth and seamless as possible for customers. In addition to reaching out to individual customers to inform them about the transitions, Muntajat has welcomed into its team many of the employees of the marketing and sales departments of the producing entities. These employees, who have developed strong relationships with customers, will continue to serve the clients, bringing about a smoother transition than one of a traditional newly established company.
What strategic markets is Muntajat considering for further expansion?
The market for chemical and petrochemical products is global by nature, and nowhere is the growth faster than in Asia. To meet global demand and regional specificities, Muntajat is in the process of establishing a network of offices in key markets with a focus on Asia, including four offices in China and India alone, in addition to offices in Europe, the US, Latin America, South Africa, and around the Middle East and North Africa.
How will Muntajat cement Qatar's role as a leading exporter of downstream products in the gas sector?
With a current export portfolio of 10 million tons per annum of chemicals and petrochemicals and an investment plan of $25 billion up until 2020, Qatar has positioned itself as one of the world's rising chemical and petrochemical hubs. The establishment of Muntajat grants Qatar a more competitive position through new efficiencies and scale.
How does Muntajat intend on aligning itself with the Qatar National Vision 2030?
The diversification of Qatar's hydrocarbon value chain is one of the great strengths of the market as it contributes to building a knowledge-based economy in line with the National Vision 2030. As a Qatari company, we are proud to be contributing to these objectives and look to expand our support in the years ahead through community projects and employee development.
What impact has the shale gas boom had on the dynamics of the market?
The emergence of shale gas has unquestionably changed the market for certain products in the near term. The capital investment required for the downstream sector, however, has yet to fully materialize in these shale gas markets. In addition, we see increases in demand across the product range, especially in fertilizers as developing markets require these products to increase and secure their food supply. Qatar's petrochemical industry made a giant leap in 2012 by starting up two world-scale plants at Mesaieed: LDPE 3 and Qafco 6. Qatar also has two projects currently underway that are expected to be completed by 2018: the QP-QAPCO Petrochemical Complex and the QP-Shell Al-Karaana Petrochemical Project.
What are your visions and goals for Muntajat in the next five to 10 years?
In the near term, the vision of Muntajat's management is to position the company closer to its global customers through a network of offices in key markets around the globe, as well as strategically located logistics hubs and warehouses to support marketing and distribution activities. Across its global network, the company will employ a multi-national workforce of more than 400 people; 250 based in its headquarters in Doha and 150 in its global marketing network. In addition to proximity to key customers, Muntajat is setting up an advanced supply chain program that will maximize efficiency, assure faster and improved customer service both before and after sales, reduce lead and delivery times, and decentralize distribution. Taken together, these developments will significantly improve efficiency in getting Qatar's chemical and petrochemical products to customers around the world now and in years to come.