Pillars
Strategic Objectives
Enabling Social Protection:
• Providing targeted and effective social financing to serve the beneficiary segments.
• Encouraging saving and raising financial culture
• Encouraging social responsibility to serve the beneficiaries
Promote financial sufficiency:
• Facilitating access to financing products for self-employment and productive families.
• Promote and facilitate non-financial services, value chains, and supplies.
• Developing and strengthening the microfinance system.
Increasing economic productivity:
• Facilitating and providing financing and products for small and emerging enterprises.
•Developing support services for small and emerging enterprises.
• Develop alternative financing solutions in line with the needs of the target sector
Achieving financial sustainability:
• Raising revenues from the bank's operations.
• Maximizing investment returns and raising the efficiency of assets.
• Improving the risk management framework.
Building internal capacity:
• Digital transformation and the development of technical capabilities.
• Strengthening corporate governance and developing the bank's operating model.
• Enhance communication and mental image and improve the work environment.
• Developing human resources capabilities and achieving a performance-based culture.
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.
The High Strategic Impact Initiatives of the Bank
The bank works on making initiatives which contribute to achieving the maximum strategic impact in supporting businesses through the following:
Allocating a portfolio for industrial enterprises, logistic services and energy.
- Building a joint platform in collaboration with the Saudi Industrial Development Fund to support and finance the SMEs, bridge them to advanced stages and make them legible for obtaining the services of the Saudi Industrial Development Fund as large or small enterprises.
- The bank has signed an agreement with the Saudi Electricity Company to fund the incubated enterprises in the electric energy incubator.
- Launching a joint platform in collaboration with the Saudi Authority of Industrial Cities and Technology Zones to support small plants and ready-made warehouses in the industrial cities, particularly the ones in the least developed areas.
- Enabling start-ups and small enterprises to utilize investment opportunities in the field of petrochemicals with the aim of enhancing the local content
Allocating a portfolio to start-up technologies.
- In collaboration with the Ministry of Communications and Information Technology.
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 Archive
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Bank Strategy 2018
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Bank Strategy 2017
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Bank Strategy 2016
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For More Information and Complaints
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Result: 4 (From 5 Ratings)