THE FUTURE

In the near future, Al Bunnia aims to continue to be the major market leader in all sectors. The company also offers its century-long market experience and expertise to major foreign and regional specialists that wish to enter the recently opened Iraqi market. Specifically, Al Bunnia looks to improve the following areas:

Banking and Insurance:
Al Bunnia is taking steps to consolidate its shareholdings in certain private banks and insurance companies in Iraq. The aim is to form partnerships with global banking and insurance leaders to establish modern services to help fuel commerce and business development.

Capital Improvement:
In order to maximize new opportunities, Al Bunnia has undergone a major capital investments in new technology for various businesses. The new technology is all set to be introduced into warehousing, distribution operations, manufacturing facilities, transportation fleets, information technology enterprise, and banking systems.

Real Estate Development:
In an effort to meet future demand in housing and commercial real estate as well as shopping facilities, Al Bunnia is developing large land holdings with modern design and architecture.

Agricultural Expansion:
In anticipation of the country’s food needs, Al Bunnia strives to improve Iraq’s agriculture technology and efficiency. Specifically, Al Bunnia is expanding its agriculture lands and acquiring more of the world’s best seeds, cattle, poultry, and sheep for this purpose.

Services :
Al Bunnia is actively engaged to form internal-external partnerships with specialized service providers to fill the void of services previously provided by the national and municipal governments.

Privatization:
In the new Iraq, Al Bunnia intends to participate with global and regional partners to acquire some of Iraq’s state-owned assets to modernize facilities and to provide fruitful employment for the population.

God willing, Al Bunnia will be a leader of Iraq’s new explosion of growth and prosperity, and continue to best serve the community.

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