In the year of 2010, Ayman Maamoun Tamer, the CEO of Tamer Group, launched SA’AID “Tamer and the Community” with the aim of creating tangible and sustainable difference in the lives of poeple in our community. Tamer Group established it's CSR arm, “SA’AID,” to give forward and contribute to the community in various projects.

The name of the programme means ‘forearm’, which symbolises the part of the body that connects the ‘community’ to the hand, which symbolises ‘the company’. In English, ‘SA’ is an abbreviation of Saudi Arabia, while Aid represents reaching out and collaborating. SA’AID is structured to address five main areas or arms: namely, health awareness and education; art and culture; environmental conservation; workplace wellness; and women’s empowerment.

“It is the duty of every leader to have dual responsibility, one for the performance and success of his organisation and the other for his contribution to the community,” said Tamer.

SA’AID aims to enrich its social responsibility through initiating and supporting different projects that focus on leveling up the health, education, and awareness of different categories of the community. SA’AID also seeks to contribute to the improvement of health-related behaviors among the members of the society through the implementation of ongoing programs with the participation of all sectors of society and working as one team. Finally, SA’AID endeavors to create awareness among the members of the society for adopting healthy behaviors for a healthier community with active involvement of intellectuals.

To be an agent of social development and pioneer in creating better quality of life in the community regarding health, education, underprivileged, workplace, and environment
Empower and set up sustainable projects related to health, education, community development, workplace, wellness, underprivileged families, environment and energy conservation, and women's empowerment.

COVID and Restructuring for Survival

“For Tamer Group Chairman Ayman Tamer, COVID-19 presented a unique opportunity to accelerate the company’s digital transformation and reassess the fundamental assumptions of the business. “Is our business resilient? Do we need to redefine our business model, or totally reinvent a new business model? How the world will look like in the new norm and what will be the new 'normalcy'?"

It came down to rethinking the structure of the business and how it may best serve the new environment, he says. “We thought back to our purpose: we are here to serve the country and offer essential supply of pharmaceutical, medical and consumer products; that was our foremost priority," he says, explaining the shift his company board made from their core medical devices business to PPE and critical care products. "We prioritized the health of our team and of course of the health of the nation. There are no winners and losers in this crisis. We either all win or we will all lose."

Tamer also rethought decision-making across the company. "We trusted our team, and their capabilities by decentralizing decision making through a process of empowering, delegate and oversight," he says.

Tamer looks forward to continuing the digital transformation of his industry. "We look forward to continuing playing a vital role in the healthcare, logistics and consumer ecosystem. Global and local dynamics are changing, we are evolving as well. Digital is becoming a core essence for the group, market adoption has been unprecedented, we realized that the crisis is turning into an opportunity to jump-start many initiatives."


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NO Comment 22nd February 2021

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