About Us

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Came in to this world over 45 years ago, and has now grown into a mature entity. Never forgotten are the creative days of the early 1970’s where the infrastructure which lntercare modestly helped to build, is today in place; however, the excitement of those consummated moments can never be forgotten, and leaves us with strong memories of past successes and challenges us to achieve more.

It is the pride of being associated with this Group, its dedicated staff, and its many good customers and friends, that make it all so worthwhile.

In order to maintain the passion it conceived, Intercare strives to grow this creation, and convey it to its management and staff, that each person’s contribution – however small it may be – goes into the making of the whole, thus creating an indivisible and stronger business core.button

 

We are a company that adapts as it grows, nevertheless maintaining to its principles of old. Our culture is defined by an entrepreneurial spirit, and we encourage our people to take action and make a difference. Every small contribution adds up.

Intercare brand:

Our success is closely linked to the relationship we have with our:

Consumers

  • Customers
  • Suppliers
  • Shareholders
  • Communities in which we live and work

In order to meet our commitments and respond to changing local business needs, we continue to implement shared values system, with emphasis on our purpose:

  • Our Entrepreneurial Spirit instigates
  • Our Communication drives us forward
  • Our Innovation makes us thrive.
  • Our Brand inspires confidence.
  • Our Passion is to deliver what matters – and on time.

These daily values enable our team to make a difference to our customers’ daily needs and do it………    seamlessly.

Thank you for your interest in doing business with Intercare. As a company representing leading brands with a great team, we realize that being innovative and successful requires collaboration with our suppliers, our team, and you. Working together is essential in building understanding, and we enthusiastically   support the sharing of new concepts as well as past successes. We encourage you to contact us if you are interested in learning about new technologies that will help to meet your needs and your consumers and in sharing in our success.

Today, more than 45 years since its founding, Intercare has grown to become a market leader of consumer and commercial products with a portfolio of “brands that matter.” The enduring strength of the company has been its ability to keep reinventing itself.

1969

  • Group was founded in the Levant. It began business in supplying goods and services to the Public Washroom Hygiene requirements.

1974

Group expanded into KSA and Arabian Gulf.

1978

  • Group began expansion to import and sell Floor Cleaning Equipment and Chemicals as well as expanding its offering into Public Washrooms.

1985

  • Group relocates its operational Headquarters to U.A.E., structuring it through its EU registered office.
  • Group opens the first Polyester Powder Paint Coating Factory in U.A.E.
  • Group sets up a cleaning chemical manufacturing entity in U.A.E. Emphasis initially on liquid soaps and detergents.
  • Group sets up a Building Materials and Security Products subsidiary in U.A.E.

1985 – 2000

  • Group continues to expand in all sectors, consolidating its Fencing Division into its Steel Division, Focus on Security changes to an ability to produce most security systems locally – and more customized.

2000 – 2005

  • Group moves to its new UAE Headquarters offices in U.A.E.
  • Group triples its Polyester Powder Paint Coating Plant capacity, opening a second and a third line.
  • Group quadruples its cleaning Chemicals business and starts “private label” application for some of the world’s most prominent multinationals (SC Johnson, Unilever and Carrefour amongst others).
  • Group expands into Aerosol manufacturing in U.A.E.
  • Group opens up its subsidiary in Cairo, Egypt to develop and manufacture for N. Africa and Levant areas more “private label” products.

2005 – 2015

  • Group triples its Egyptian factory capacity to cater for added requirements. Emphasis on covering the region more.
  • Group enters Underground Waste Management Systems in partnership with Dubai Municipality.
  • Group sets up a Joint Venture with its longtime partner, SCA of Sweden, to produce hand drying paper locally and for the entire Middle East / Africa regions.
  • Intercare Morocco opens up in Casablanca.

As a supplier of goods and services to the Hospitality, Industrial, FM and Institutional markets, our consumers are at the heart of our business. Our leadership team maintains this focus and drives our commitment to delivering results while bringing constantly improving values to the forefront of our daily activities.

Executive Officers

Constantly striving to make a difference, our leadership team has established a core team of professionals to act as a closer link between the Parent Board and the underlying businesses.

Intercare’s  corporate strategy is to accelerate into a larger, faster growing, more international  and more regional JV agreements with its multinational partners.

The Growth opportunities will be in a more segmented sales choice and strengthening underlying value chain capabilities within a constantly revising organizational model. It will align our portfolio around one core business-infrastructure and bringing world class partners….…   into more Joint Ventures with us to better supply all MENA markets.

Our businesses are further segmented into three complementary roles :

Hospitality; Industrial; FM;  This enables us to make the most efficient choices for allocating resources behind our portfolio offering.

Growth drivers in the region, and focus on emerging markets.

Beyond these choices, our Growth Plan aligns the organization around five More Ways to Win:

  1. Conclude Agreements and deliver to regional International Accounts.
  2. Build a Supply Chain Powerhouse that develops more valuable interchange with our customers.
  3. Free up trapped capacity for growth : identifying areas where there is trapped excess capacity and fueling this into “incremental growth”.
  4. Develop the team for growth by attracting, retaining and developing the multicultural talent base needed to achieve regional growth goals.
  5. Go beyond our borders to accelerate our expansion into the highest potential growth markets. Growth in the African Continent is seen as one of most promising in our 5-Year Plan.

​We shall drive this Growth Plan forward through inter-dependent segmented market strategies, superior value-added products and an efficient supply-chain management on the ground.

intercare_shj_map1 intercare_egypt_map Intercare_Cyprus

 

Mr. JOHN H COLLEY
Chairman
Co-owner of Intercare Group of Companies

Mrs. SEMIRA COLLEY
Director

Co-owner of Intercare Group of Companies


BALAJI RAMAN
Joint Managing Director

Head of Finance, Administration, Digital Marketing, Supply Chain, Logistics and Legal for the Group. Also handling the additional role of Group CFO

VENKATESH MANJERI
Joint Managing Director

Head of Sales, Sales Development and
Marketing for the whole Group. Also handling divisional responsibilities of Floorcare & Wastecare Divisions


PRASHANT SURENDRAN
Divisional Manager
Head of Chemical Division and Export Sales for the Group

ALLAN ANTAO
Divisional Manager
Head of Sales and Service of Washroom Hygiene Division

MATHEW THOMAS
HR & Administration Manager
Head of Group HR & Administration


RAJESH SHAH
Group Finance Manager
Head of Group Financial Reporting


DILEEP KUMAR

Business Development Manager
Head of Steel & Fencing and Powder Coating Divisions

KINGSLEY ALOYSIUS
IT Manager
Head of IT & Systems for the whole Group

Corporate Social Responsibility (CSR)

Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large.

Traditionally, CSR has been defined much more in terms of a philanthropic model. Companies make profits, unhindered except by fulfilling their duty to pay taxes. Then they donate a certain share of the profits to charitable causes. However, Intercare believes CSR should be much more focused on operating the core business in a socially responsible way, complemented by investment in communities for solid business case reasons. This model is more sustainable because:

• Social responsibility becomes an integral part of the wealth creation process – which if managed properly should enhance the competitiveness of business and maximize the value of wealth creation to society.
• When times get hard, there is the incentive to practice CSR more and better – if it is a philanthropic exercise which is peripheral to the main business, it will always be the first thing to go when push comes to shove.

Sustainability
Sustainability is most often defined as meeting the needs of the present without compromising the ability of future generations to meet theirs. It has three main pillars: economic, environmental, and social. The environmental pillar is the most talked-about aspect of sustainability. Sustainability reporting can help organizations to measure, understand and communicate their economic, environmental, social and governance performance, and then set goals, and manage change more effectively.

Our Aim
Recognizing how important CSR and Sustainability is to the Society, Intercare now focuses on and practices a few broad categories of CSR / Sustainability:

1. Environmental efforts: One primary focus of corporate social responsibility is the environment. Businesses regardless of size have a large carbon footprint. Any steps they can take to reduce those footprints are considered both good for the company and society.

2. Philanthropy: Businesses can also practice social responsibility by donating money, products or services to social causes. Larger companies tend to have a lot of resources that can benefit charities and local community programs.

3. Ethical labor practices: By treating employees fairly and ethically, companies can also demonstrate their corporate social responsibility. This is especially true of businesses that operate in international locations with labor laws that differ from one country to another.

4. Volunteering: Attending volunteer events says a lot about a company’s sincerity. By doing good deeds without expecting anything in return, companies can express their concern for specific issues and support for certain organizations.