
AquaChemie acquires Global Chemical Company to advance UAE's manufacturing vision
The strategic move enables faster, more cost-effective delivery of solutions while significantly reducing the carbon footprint associated with importing specialty chemicals from overseas
This facility is the only in-situ SO₃ manufacturing and sulphonation plant of its kind across the Middle East, Africa, and Europe.
Abu Dhabi, UAE – Reaffirming its commitment to the UAE's 'Make it in the Emirates' initiative, AquaChemie is proud to announce its strategic acquisition of Global Chemical Company L.L.C., a premier chemical manufacturing facility located in ICAD, Abu Dhabi. With a total investment of over AED 100 million, this move marks a transformative step for AquaChemie—expanding its footprint into high-value manufacturing, driving localization of specialty chemical production, and strengthening the UAE's position as a regional hub for industrial innovation.
Announced during the Make it in the Emirates 2025 event in Abu Dhabi, the acquisition directly supports the national strategy to increase industrial resilience, boost advanced manufacturing, and attract international investment into the country's growing industrial ecosystem.
The 26,000-square-meter facility—established in 2009 and previously owned by AlMansoori Specialized Engineering—is home to the only in-situ SO ₃ manufacturing and sulphonation plant of its kind across the Middle East, Africa, and Europe. It also houses a state-of-the-art, multi-product liquid synthesis and blending plant, offering exceptional flexibility to produce a wide range of specialty chemical formulations.
With this acquisition, AquaChemie enters the manufacturing domain with enhanced capabilities to produce critical upstream oil and gas chemicals—including sodium asphalt sulphonate, corrosion inhibitors, demulsifiers, biocides, surfactants, and hydrogen sulfide scavengers and various other specialty chemicals. These are typically imported or manufactured overseas, leading to supply chain delays and increased costs.
'This acquisition is a game-changer—not just for AquaChemie, but for the UAE's chemicals and oilfield services sectors,' said Mr. V Anandkumar, CEO & Managing Director, AquaChemie. 'We are now positioned to offer global expertise with local execution. By localizing R&D and production, we can respond faster to our customers' needs, provide tailor-made chemical solutions, and significantly reduce turnaround times.'
The acquisition also lays the foundation for establishing a first-of-its-kind Regional R&D Center dedicated to upstream oil and gas chemicals as well as paints and coatings. This center will focus on developing innovative chemistries, conducting rigorous product performance testing, and scaling up customized solutions tailored to the unique needs of Gulf-based clients.
'Our long-term vision is to become the go-to partner for solving complex problems in the upstream oil and gas sector through our integrated R&D and manufacturing capabilities,' added Mr. Anandkumar. 'Most companies in this space still rely on R&D and manufacturing overseas. AquaChemie will be the first in the region to bring these capabilities together under one roof, helping customers like ADNOC, ARAMCO, Qatar Energy, PDO and others get the rapid and specialized support they need locally.'
Being located in Abu Dhabi also puts AquaChemie in close proximity to major energy operators across the GCC. This strategic advantage allows the company to offer quicker, more cost-efficient solutions while minimizing the carbon footprint of transporting specialty chemicals from abroad.
In addition, AquaChemie aims to encourage many of its multinational partners to begin producing within the Emirates, supporting job creation, technology transfer, and economic diversification. 'This move is not only about growth—it's about making the UAE more self-reliant, fostering industrial know-how, and building long-term resilience,' said Ms. Shobitha Anand, Executive Director of AquaChemie.
With this milestone, AquaChemie is set to become one of the region's few vertically integrated players in specialty chemical manufacturing—firmly aligned with the UAE's industrial strategy and vision for the future.
For more information, visit www.aquachemie.com
About AquaChemie
AquaChemie was established in 2008, as a limited company, to run its operations from Dubai. It has now become a leader in Chemical manufacturing, sales, and services domain with a penchant for excellence that's championed by proven domain knowledge and outstanding thought leadership. AquaChemie's latest 'state-of-the art' Petrochemical terminal at the strategically located Jebel Ali Port in the UAE and it is envisioned as a strategic hub to facilitate petrochemical trade across the region.
AquaChemie's strategically located assets such as manufacturing facilities, chemical storage terminals, warehouse, ISO tank fleets and offices give you a distinct advantage over competition. Faster access to the services to our valuable customers ensure quick turnaround times & a rise in productivity plus cost savings.
The company has an impeccable track record for excellence that goes beyond producing and supplying chemicals, making it one of the best chemical companies in the GCC region. For more information, visit: www.aquachemie.com
About Global Chemical Company L.L.C. (GCC)
Global Chemical Company L.L.C. was established as a chemical manufacturing facility in Abu Dhabi in September 2009. The company manufactures specialty chemical products at its computerized manufacturing plant for oil and gas well drilling operations. It continually strives to develop new chemistries for the oilfield to meet both customer and market requirements. Its in-house development, formulation, and manufacturing expertise enable it to respond quickly to customer needs.
Global Chemical Company L.L.C. also offers contract and toll manufacturing, blending, and related services using its new glass-lined and stainless steel reactors. These services include packaging, private labeling, and warehousing for major chemical companies in the UAE.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Gulf Business
2 hours ago
- Gulf Business
Insights: Gulf ports face new security challenges as trade ambitions accelerate
Image: Supplied Ports have evolved beyond their role as trade gateways. Today, they stand as critical pillars of national resilience and economic continuity. In the modern-world, where over 80 per cent of global trade moves by sea and the Gulf plays a central role in global energy and logistics, port security should not be viewed as a cost or a compliance exercise. It must be treated as a vital economic enabler. Without strong and modern security, the Gulf's ambitions to lead in manufacturing, trade, and supply chain integration will remain a challenge. At the recent 'Make it in the Emirates' forum, the UAE laid out a bold industrial vision. Officials highlighted that local manufacturers can now access a global market of 2.5 billion people. Free zones, re-export hubs, and logistics corridors powered by ports including The threat landscape is escalating Port security has moved far beyond fences and surveillance cameras. Today, it involves tackling everything from phishing attempts and cyber intrusions to insider threats and the growing risk posed by smuggling, irregular migration, modern-day slavery and autonomous drones. According to the Center for Internet Security, malware-based attacks rose by 30 per cent in the first half of 2024, with a staggering 92 per cent increase recorded in May alone. These figures are not abstract. They represent very real risks that port operators face daily while trying to maintain efficient operations. Rising geopolitical tensions, from unrest in the Red Sea to broader regional flashpoints, are putting new pressure on Gulf ports. Ensuring their resilience is no longer just about protecting trade. It is now central to national security and regional stability. Compliance is the starting line, not the finish Most Gulf ports meet the basic international security standards under the ISPS Code. But that is not enough. Compliance provides a framework, not a solution. Too often, operators treat it as a checklist rather than a foundation. True resilience requires a different mindset. Port security should not be seen as an obstacle to trade but as a core pillar of competitiveness.. Jebel Ali Port is a leading example. Its global reputation was not earned by simply meeting minimum standards. Its success is the result of ongoing risk assessments, continuous training, and a proactive approach to every aspect of security – particularly in its adoption of technology and its integration into its production primacy approach. This is a model that other ports in the region can learn from and adapt. Integration is the future of security Modern ports function as complex ecosystems. They bring together free zones, logistics providers, customs authorities, and digital infrastructure into a single operational environment. Within this space, security must be fully integrated. Physical access control, cybersecurity protocols, intelligent surveillance, and emergency response planning all need to work together as one. Technology plays a critical role. From biometric access systems to artificial intelligence for threat detection, there are advanced tools that can help enhance security. However, these tools are only effective when guided by skilled professionals with the right training. As Bill Gates once noted, automation applied to an inefficient operation only magnifies the inefficiency. Without strong processes and capable people, even the best technology will fall short. The Gulf's advantage must be used wisely The Gulf has already demonstrated that it can deliver world-class infrastructure. The next frontier is building secure infrastructure that can adapt and evolve with emerging risks. This will require moving beyond paper-based plans and embracing real-world testing. Scenario-based exercises and crisis simulations should become standard practice. Security cannot be a one-time investment. It must be embedded into the daily culture of port operations. Governments and private sector operators must also collaborate more closely. Intelligence sharing, regional coordination, and the development of Gulf-specific security standards can raise the overall r At the heart of this transformation is human capital. The region must invest in developing a new generation of trained and trusted security professionals who understand both physical and digital threats. Security is an investment in growth A single breach at a Gulf port would do more than delay containers. It could disrupt entire supply chains, shake investor confidence, and damage the region's reputation as a dependable trade partner. In a global economy driven by trust, security is no longer optional. It is a non-negotiable investment in sustainable growth. One of the Gulf's strengths lies in its ability to build with foresight. Unlike older ports that are burdened with legacy systems, Gulf ports can design modern security architecture from day one. The UAE, Saudi Arabia, and Oman have already begun this journey by introducing smart surveillance systems, AI-driven monitoring, and integrated command centers. These are promising steps, but more must be done. A final question for the region Port security should not be treated as a side function or a technical afterthought. It is central to growth, to national strength, and to the region's future as a global trade and industrial hub. The Gulf can lead not just in port development but in redefining what secure, resilient trade infrastructure looks like for the rest of the world. As the region accelerates toward a more industrial and interconnected future, one question must be asked. Are we just expanding our ports, or are we securing our prosperity? The answer will determine how far and how smart, secure, and geen the Gulf travels on the path to economic leadership. The writer is the CEO at Neptune P2P Group.


Tourism Breaking News
2 hours ago
- Tourism Breaking News
DCT and Rotana unveil summer campaign to drive regional tourism and cement Abu Dhabi's year-round appeal
Post Views: 201 The Department of Culture and Tourism – Abu Dhabi (DCT Abu Dhabi) and Rotana unveiled the first phase of their joint initiative to boost summer tourism to the emirate. This partnership aims to address seasonal travel lulls and strengthen Abu Dhabi's positioning as a dynamic, year-round destination. With Rotana's strong regional appeal and global loyalty network, the collaboration is primed to drive bookings across Abu Dhabi's diverse source markets, particularly the GCC. From June through August, guests staying at Rotana properties in Abu Dhabi can enjoy an exclusive 'Stay 3, Pay 2' summer offer. This campaign is a key activation of the DCT-Rotana partnership, designed to stimulate travel during the traditionally quiet summer months, reinforce Abu Dhabi's appeal as a family-friendly destination, and encourage direct bookings through exclusive incentives. Eddy Tannous, COO, Rotana said: 'As a homegrown brand deeply rooted in the region, we are proud to partner with DCT Abu Dhabi on a campaign that supports the broader vision of positioning Abu Dhabi as a year-round destination. Through this initiative, we are combining strengths to deliver both economic impact and exceptional guest value, reaffirming our commitment to driving tourism growth in the emirate.' As part of DCT Abu Dhabi's Tourism Strategy 2030, the partnership with Rotana underscores the emirate's commitment to sustained, collaborative growth. It is one of several recent alliances formed to enhance Abu Dhabi's global profile, increase visitor numbers, and deliver seamless, tailored experiences across key international and regional markets. For every three consecutive nights booked, the third night is free. For longer stays, the offer continues (e.g., stay 6, pay 4), creating greater value the longer guests stay. The summer promotion also includes: • Free stays and dining for children across all room categories • Complimentary extra beds for kids, making it ideal for families • Access to curated leisure experiences at participating Rotana hotels in Abu Dhabi


The National
8 hours ago
- The National
Money & Me: ‘Seeing our business break even has been a milestone'
Sisters Chandini and Chanchal Guria came together to work on their passion for health and bootstrapped their business, Ekaya Wellness Studio, in Dubai last year. The yoga and Pilates instructors previously had separate careers, with Chandini, 34, employed as a journalist, while Chanchal, 30, was working in property management. The Indian siblings arrived in the UAE from Hong Kong in 1998, after their father moved to the country for work. Chanchal completed her bachelor's degree in finance accounting and management at the University of Nottingham, in the UK. Chandini went to the London College of Fashion, where she obtained her bachelor's degree in fashion design and development. But writing was her passion, so she joined Dubai Week as a journalist and also worked with insydo Dubai. After spending five to six years in the industry, she felt burnt out and decided to become an entrepreneur. The sisters started selling yoga mats and launched Meow Yoga, an e-commerce brand, as a side business. They currently live with their parents and brother in The Meadows, Dubai. Did wealth feature in your childhood? What did you learn from it? Chanchal: Wealth was a bit up and down. The reason we shifted from Hong Kong to Dubai was because my dad went out of business there, and he got a job here. Dubai wasn't so expensive back then, so we were on a saving curve. From a young age, our mother would tell us not to buy stuff – that put it in our heads that money is quite important and we're short on it. During the global financial crisis, our money was stuck in property. We saw some bad times. We had to move out of our house into a small apartment. And then, we rebounded. It taught us to know our limits, save when possible, but also enjoy it when you have the money. Don't spend on things you don't need. But there's nothing wrong indulging yourself once in a while. Chandini: Although we went through ups and downs, our father always tried to make sure all our needs were met, and it taught me the importance of hard work and a support system. What did your first job pay? Chandini: As a junior writer with Dubai Week, I earned Dh6,000 ($1,633) a month in 2015. Chanchal: In 2016, I interviewed with Nakheel and was hired as a property management co-ordinator on a starting salary of Dh9,500, and I worked there for nearly five years. Any early financial jolts? Chandini: When I quit my job, I didn't realise that living on your own savings and starting a business is expensive, so I ran out of money really quickly. How do you grow your wealth? Chandini: I'm still at a point where I need to save money before I focus on growing my wealth. My future plan is long-term investments, such as in properties and companies that I believe in. Chanchal: I don't have a lot of investments either. I have savings accounts. Investing in our wellness business was the first step in growing our wealth. We hope to see our income grow after a year and a half and then open up the next centre. Are you a spender or a saver? Chandini: Even though I'm a spender, I have no regrets because most of the things I pay for are about my well-being, such as massages, workouts and wellness activities. Chanchal: I'm the complete opposite. I love to save money, but I do feel like spending on yourself and for the right thing – it is important to splurge a little sometimes to have a good time. You have to enjoy what you earn. It's OK to go out and have nice dinners once in a while, but not to do it every single day. Have you been wise with money? Chandini: I'm pretty wise with money. It sounds a bit contradictory to my statement that I'm a huge spender, but I do it for the right reasons, and I have no regrets about what I spend on. So even though my savings aren't huge, I think I am wise with money. Chanchal: I like to always keep track of what I'm spending on in an Excel sheet, as I studied accounting and I'm obsessed with numbers. What has been your best investment? Chandini: It's nice having a business where you are supporting staff and the community. But my best investment is my Kindle. I can't even describe how much joy it brings. Chanchal: Definitely, our business Ekaya, considering the time and effort we put into it. It pays back in different ways. And we've already hit break even. Any cherished purchases? Chanchal: I just bought myself a new car, so I'm obsessed with that. It's the Range Rover Velar. Any financial advice for your younger self? Chandini: I grew up as a shy, quiet kid who never really stood up for herself. I would tell my younger self to not be scared to ask for what you deserve, whether it's a raise or a promotion. What luxuries are important to you? Chandini: The most important luxury to me is spending quality time with my family and friends. Chanchal: One of the biggest luxuries is finding time for yourself. I have started to find time to do things that make me happy, such as getting a massage once a week and scheduling time to play badminton. What are your financial goals? Chandini: My goal has always been to become financially independent. I want to be able to support and care for my family alone. Chanchal: My financial goal is to be independent. I would also like to see our business grow as much as possible. In one and a half years, I hope we're able to open a second location. Any key financial milestones?