Array ( [0] => Array ( [embed] => [value] => [provider] => [data] => Array ( [emthumb] => Array ( ) ) [version] => 0 [duration] => 0 [view] => ) )
Array ( [0] => Array ( [embed] => [value] => [provider] => [data] => Array ( [emthumb] => Array ( ) ) [version] => 0 [duration] => 0 [view] => ) )
Array ( [0] => Array ( [embed] => [value] => [provider] => [data] => Array ( [emthumb] => Array ( ) ) [version] => 0 [duration] => 0 [view] => ) )
Array ( [0] => Array ( [embed] => [value] => [provider] => [data] => Array ( [emthumb] => Array ( ) ) [version] => 0 [duration] => 0 [view] => ) )

Creating a vision of global leadership

SABIC was perceived as a large Saudi Arabian petrochemicals business but it aspired to become the world’s largest. To help achieve this ambition, H+K Strategies and its brand consultancy Bisqit were appointed to develop the corporate brand and then raise awareness and recognition of it globally.

We created a clean, positive and global look and feel for the SABIC brand, together with a brand architecture that would facilitate future acquisitions and partnerships.

To generate awareness and recognition of the new brand we initiated and managed an integrated, truly global communications programme. This consisted of internal communications and training, corporate publications, a major presence at international events and a media relations campaign covering 100 countries.

We also ran bespoke campaigns for the high profile and sensitive acquisitions of GE Plastics, DSM Petrochemicals and Huntsman’s European chemical business.

In 2003 SABIC employed 17,000 people and delivered a net profit of $0.7 billion. It is now a truly global company with 33,000 employees and a net profit of $5.86 billion.

Our work created standout in a commodity driven market and generated over 2000 media articles per annum. It also brought together an extremely diverse workforce under a global vision, including employees who had fears of foreign ownership.

The Financial Times wrote: ‘SABIC is phenomenally well run and is building out a global footprint.’