Hard work is my investment: Shetty |
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It is difficult to pinpoint the most important segment of the NMC groupNMC group
, led by Dr BR Shetty. Though the group has been named after New Medical Centre (NMC), few can dispute the fact that the UAE ExchangeUAE Exchange
, the financial service arm of the group, has overtaken the group's name? This has been possible mainly because the UAE ExchangeUAE Exchange
deals with around 40,000 expatriates on a daily basis; it helps transfer millions of dirhams to their homes on a regular basis. The group, which employs around 15,000 people, has a turnover in excess of $4 billion (Dh15 billion approximately).
The plans that Dr Shetty, who is the managing director and CEO of the group, has for the growth of his group may sound too ambitious, but given the group's performance so far, nothing, it seems, is impossible for Shetty.
Besides the money exchange and speciality hospitals, the NMC Group's interests also include pharmaceutical production, hotels, IT and real estate.
While the UAE ExchangeUAE Exchange
, with around 400 offices in 15 countries, is poised to grow its network to 600 within two years, the group is doing feasibility studies on the expansion of its hospital chain. In an exclusive interview with The Business Weekly's CL Jose, Shetty said he has plans to replicate his hospital models in other countries like India, Egypt, Turkey and Qatar where locals will be roped in to share ownership.
Excerpts:
Can you brief us about your diverse business interests, beginning with the hospital chain?
We have got around 10 healthcare facilities in all and these include two hospitals and one medical centre in Abu Dhabi, one hospital in Al Ain, two hospitals and one medical centre in Dubai, one family clinic on Shaikh Zayed Road, one medical centre in Sharjah and one medical centre in Musafah (Abu Dhabi). One hospital is under construction in Fujairah. The total bed capacity of the hospital network is about 500. My model has been to build medium-sized hospitals with 100-bed capacity.
We are destined to be the leader in the UAE's healthcare industry in the private sector. Our future plans include a 250-bed general hospital to be built soon in Abu Dhabi. In order to support the healthcare system in the country, the group has plans to establish a nursing college, a dental college and a physiotherapy college as part of a healthcare complex for which a feasibility study is already on. The plan is to upgrade the 250-bed hospital to be built in Abu Dhabi to 500 beds within a period of five years and bring all educational facilities under a common project. The exact size of the project and the investment strategies are currently being worked out. Do you have any plans in the upcoming Healthcare City in Dubai?
We are building a rehabilitation centre within the Healthcare City in Dubai. We have already got land for this project. Though the feasibility study on this is yet to be concluded, I think the project cost for the rehabilitation centre should be somewhere in the region of Dh1 billion.
How do you fund these projects?
This is a question that many people have asked me. I would say, hard work has always been my capital and investment. Money has never come in between and posed any hurdle to any of my projects. For me, what is important has always been the commitment and the will to complete a project with a right target in mind.
Three years ago, your pharmaceutical venture Neopharma went on stream. How is it doing now?
Neopharma has already become a multinational company and one of the most respected such facilities in the region. We have already spent about Dh150 million on this project and we are on the verge of concluding a plan that envisages an additional investment of about Dh250 million on the expansion of Neopharma. We have tied up with India's Biocom headquartered in Bangalore. This will lead to the establishment of the region's first facility to develop life-saving biotech and biopharmaceutical products. I think Neopharma's foray into biotech will influence a fresh wave of new manufacturing technology. We are also going for nano technology for which we have signed a memorandum of understanding with Arkansas University.
Neopharma has 75 products registered and another 25 products in the pipeline. It is the largest such venture in the private sector in the Gulf and one of the top 10 companies in the region, including multinationals.
What are your plans for Neopharma?
The group is seriously thinking of setting up similar ventures in the name of Neopharma in Egypt, North Africa and Bangladesh.
What about investments there?
The feasibility study has commenced on this. However, a rough calculation shows that each venture needs around Dh100 million to start with.
So you are keen to replicate your successful model outside the UAE?
We have plans to set up similar hospitals and medical centres in Doha, Kuwait, Saudi Arabia, Oman, Turkey and Egypt. Each venture would require about Dh150 million, thus taking the total cost to about Dh900 to Dh1billion. If things go well, these projects will be commissioned within two to three years.
Will these projects be fully owned by the NMC groupNMC group
? No, all these projects are going to be joint ventures with local partners and, if possible, the government will be roped in as partners in these venture. This is my idea going forward to have more local partners to be part of my upcoming ventures.
Being from India, don't you have plans to invest in your country's healthcare industry?
Yes, we have got much bigger plans for India. We are already on to an ambitious project, whereby each second tier city in India will see an NMC hospital unit being established. Our first hospital will be in Kochi, followed by Thiruvananthapuram and Calicut. We have plans to enter the booming health tourism sector as well. Our idea is to get one local partner in all these projects.
Yes, this will be the model to be followed in all my future projects. Though I will remain the largest shareholder in all these upcoming projects, a sizeable ownership will be offered to others. Can we expect this model to be followed in future projects in the UAE also?
I am seriously considering that. About 40 to 45 per cent of the visitors to our hospitals in the UAE are nationals who could otherwise go to government hospitals, free of charge. With this goodwill we enjoy among nationals, I hope we can build good partnerships, especially in hospital projects.
What is your presence in the hospitality industry?
We are not a big player in the hospitality industry currently. But we have plans to expand this division in a big way soon. We have created a space for ourselves in the hospitality industry whereby our clients would enjoy the luxury of star hotels at affordable prices. Recently, we opened our third unit in Deira called Lotus Grand Hotel Apartments. We already have the Lotus Hotel and Lotus Boutique Hotel. We have plans to complete two more Lotus-branded hotels before 2009-end. What have you got to say about your distribution business?
We have several world-class brands in the healthcare and cosmetic segments. The range spans from pharmaceutical to medical equipment to cosmetics. As far as the distribution network is concerned, we have a presence in Oman, Kuwait and UAE. We represent 80 world-class products including Nivea and Himalaya in the UAE and Pears (soap) and Mysore Sandal in the entire Gulf and Egypt. These are distributed under the NMC healthcare products division.
Coming to the financial services division, how many branches does the UAE ExchangeUAE Exchange
have?
As of now, it 43 branches which will go up to around 50 within days and around 65 within months. Since we have no restriction on branches, we keep increasing the number.
In Kuwait, we have 16 branches, 19 in Oman, two in Doha, two in Bahrain. In Saudi, since it is difficult to get a licence to operate, we are present through the reputed Al Rajhi group which is our agent there. How big is your global branch network?
We operate the world over through a 400-strong branch network. In Australia alone, we have 32 branches, two in Hong Kong, nine in Sudan and 210 in India.
What are your future plans for the UAE ExchangeUAE Exchange
? We will cover more areas and countries. We have finalised branches in North Africa, South Africa, East European countries, Brazil, Mexico and Canada.
What sort of a number do you foresee within two years?
We will certainly cross 600 by that time. As you know, we grow at an annual rate of 40 per cent on the branch network as well as revenue. Now, we are not only into remittance, but also bill payment and credit card payment.
We have applied for a licence, yes. It may take more than a year or two to get it. We are hopeful of getting a banking licence in the UAE since we have got the infrastructure, branch network and expertise to establish a bank. We are confident we will we able to build up greater expertise and technology by then.
We are trying to get a bank licence in India as well, maybe after a year or two. We are the only Grade-2 exchange house in India and hence are entitled to repatriate money (rupee) from India for specified purposes like education.
What is the strength of your business group?Altogether, we employ more than 15,000, which is large number and this places us among the top employers in the country.
What is your annual turnover?
In excess of $4 billion. In the money remittance business, we are the leaders by far and control a big chunk of the market.
© The Business Weekly 2007
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