Pillars
Strategic Objectives
Enabling Social Protection:
• Providing targeted and effective social financing to serve the beneficiary segments
• Building and developing savings products
• Raising financial culture and awareness of savings
Promote financial sufficiency:
• Facilitating access to financing products for freelance and productive families
•Promoting and facilitating non-financial services, value chains and supply chains
• Developing and strengthening the microfinance system
Increasing economic productivity:
• Facilitating and providing financing and products for small and micro enterprises
•Developing support services for small, micro and non-financial enterprises
• Developing alternative financing solutions in line with the needs of the target sector
Achieving financial sustainability:
• Increasing revenues generated from banking operations
• Maximizing return on investment (ROI) and increasing assets efficiency
• Improving and activating SDB’s governance model and its applications
Building internal capacity:
• Developing digital capabilities and raising institutional efficiency
• Improving customer experience and impact assessment
• Uplifting SDB’s image and brand identity
• Enhancing SDB’s work environment and human capital efficiency
The Most Prominent Indicators of the Bank Strategy
The bank was assigned to achieve the objective numbered 4.3.3. (Increasing the contribution of the productive families in the economy) which stems from the national transformation program. Therefore, the bank has created indicators that contribute to the achievement of this objective. They are as follows: You may click here to read them.
Future Initiatives
Developing and sponsoring the micro-enterprises and the productive families.
Offering financing solutions and products and non-financial services; and contributing to developing the infrastructure of the market.
Offering value-added financing for small enterprises and start-ups.
It includes offering financing solutions and products, non-financial services; and contributing to developing the infrastructure of the market.
Granting effective and targeted social loans that have high positive impact.
Developing serious products offering solutions that cater for the needs of the current stage in addition to building a platform for group innovation and maximizing the impact through collaboration with the government system.
Enhancing financial independence of individuals and families by promoting the culture of thrift and savings.
Promoting and increasing the financial culture and the awareness of savings, innovating savings products and encouraging the handling of thrift and savings instruments using financial technology.
Promoting the role of the branch.
- Shifting the branch from traditional work to a local business and development center that offers common work areas motivating entrepreneurs and enabling the non-profit sector.
- Re-qualifying the employees of the branch.
- Restructuring those branches into specific categories that fulfill their intended goals.
Bank Strategy
| Name of the File |
Open the link |
|
Bank Strategy 2022-2025
|
|
Bank Strategy Archive
| Name of the File |
Open the link |
|
Bank Strategy 2018-2021
|
|
|
Bank Strategy 2017
|
|
For More Information and Complaints
Please visit the Communications Channels page.
Result: 4 (From 5 Ratings)