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Transforming Jeddah Chamber of Commerce Into a Strategy-Focused Organization Using the Balanced Scorecard. Presented By Dr. Mohamed Moustafa Mahmoud Dr. 3M. Introduction. Jeddah Chamber of Commerce & Industry (JCCI) The first chamber in the Kingdom of Saudi Arabia founded in 1944

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Presented by dr mohamed moustafa mahmoud dr 3m

Transforming Jeddah Chamber of Commerce Into a Strategy-Focused Organization Using the Balanced Scorecard

Presented By

Dr. Mohamed Moustafa Mahmoud

Dr. 3M


Introduction

Introduction

Jeddah Chamber of Commerce & Industry (JCCI)

The first chamber in the Kingdom of Saudi Arabia founded in 1944

32,000 active members from a base of 102,000 total memberships since inception.

326 full-time employees

+ 87 seconded to local government departments


Introduction1

Introduction

During the past three years, JCCI has embarked on an ambitious plan to transform itself into a true business partner, building on its internal strengths, forging new partnerships and continually learning from world-class organizations across the world. The aim was to transform the Chamber from a passive body offering basic membership services into the key driver for economic growth and business development in Jeddah Governorate in order to make the Region the true Commercial and Cultural Gate for the Islamic World.


Presented by dr mohamed moustafa mahmoud dr 3m

The Burning Platform

Internal Heat

  • Low employee morale

  • Low productivity

  • Outdated structure

  • Lack of systems and procedure

  • Poor IT infrastructure

  • Over-centralization and lack of empowerment of front line staff

  • Overstaffed and understaffed departments

  • Rigid routines

  • Lack of customer focus

  • Resources allocation does not match expectation of membership

  • Lack of critical employee competencies

  • Increasing cost of offering services


Presented by dr mohamed moustafa mahmoud dr 3m

The Burning Platform

External Heat

  • Growing unemployment and Gov pressure for Saudization

  • WTO

  • Increasing public criticism of the Chamber’s inefficiency

It was widely perceived that JCCI, which was once the leading chamber in the Kingdom, is now falling far behind.


Presented by dr mohamed moustafa mahmoud dr 3m

BSC

Reorganization

Causes of low performance

Weak strategy

execution

capability

improper

organizational

structure

Restructure to fit new strategy

and

align the organization towards strategy implementation


Presented by dr mohamed moustafa mahmoud dr 3m

Feb 2003

Executive Board Strategic Review

  • Re-examine our current status (SWOT and Force Field Analysis)

  • Formulation of JCCI new strategy document


Assessing the status quo

Assessing the status quo

  • A comprehensive Stakeholder Satisfaction Survey was conducted by a third party consultant

  • Results were analyzed by a focused group

  • Provided base values for BSC Customer Satisfaction KPIs.


Measuring the process

Measuring the Process

Activity-Based Costing (ABC)

A team of industrial engineers from the KAAU university was commissioned to analyze the processes of offering our key services and to perform Activity-Based Costing (ABC) for the purpose of identify the true cost of offering these services and uncover areas for process improvement.


Presented by dr mohamed moustafa mahmoud dr 3m

Benchmarking World Best practices

Increasing activism

« Basics »

« Facilitators »

« Activists »

Source: Benchmarking of Chambers of commerce, Swicorp analysis


Presented by dr mohamed moustafa mahmoud dr 3m

JCCI

Benchmarking World Best practices

Increasing activism

« Basics »

« Facilitators »

« Activists »

  • Extensive training programs targeting all chamber customer groups

  • Consulting services to companies (strategic, marketing, international growth, etc.)

  • Access to wide range of support networks (mentors, potential investors, clients, etc.)

  • Extensive support services to SMEs (business planning, business building, etc.)

  • Access to sources of financing (venture capital, loans)

  • Basic training programs

  • Extensive array of pertinent information for local companies (market, legal, regulatory, etc.)

  • Comprehensive information about doing business in the city for foreign entities

  • Organized activities to promote the city and its business environment (trade fairs, conferences, etc.)

  • Access to economic and sector studies / reports

Basic activities

  • Represent and lobby for member companies

  • Provide basic administrative and information services to companies


Rallying the troops

Rallying the Troops

A series of intensive workshops involving all top 70 managers and heads of units was led by the Chairman of the Board over a period of two month to:

  • Solicit managers input and buy-in to the strategy

  • Build a competency profile of each through extensive written assignments, psychometric profiling, and ability tests; and

  • Infuse a higher level of enthusiasm in top and middle management.


Presented by dr mohamed moustafa mahmoud dr 3m

JCCI Strategy Document

  • Mission

  • Vision

  • Values

  • Stakeholders

  • Stakeholder Value Proposition

  • Strategic Themes

  • Strategic Objectives

  • Key Performance Indicators

  • Annual Action Plans


Presented by dr mohamed moustafa mahmoud dr 3m

The appointment of the new Chairman of the Executive Board (Eng. Adel Fakeih), a visionary executive leading the largest food manufacturing and distribution company in the Middle East, added momentum and top management support to the change process.


Mobilizing the community

Mobilizing the Community

New Strategy road show Presentations

  • Government officials

  • businessmen communities

  • foreign consulates and commercial attaches,

  • local professional societies.

  • To:

  • get their input and buy-in to the strategy,

  • open the channels for maximum community participation

  • establish new initiatives sponsored by community advocates


The strategy

The Strategy

We aim to be the ideal business partner for the business community in Jeddah by being an efficient provider of information; an ideal forum for networking; and a think-tank generating ideas, business opportunities and innovative funding alternatives.


Presented by dr mohamed moustafa mahmoud dr 3m

Our Vision

The Destination

To be the key Driver for economic growth and business development in Jeddah in order to make it the true Commercial and Cultural gate for the Islamic World


Presented by dr mohamed moustafa mahmoud dr 3m

Our Mission

The Journey

A Model Organi-zation

We will reach our destination through being a role model organization inspiring positive change in private and public organizations and driving economic development through public and private partnerships.


Presented by dr mohamed moustafa mahmoud dr 3m

The Journey .. Cont.

Advocate for the Business Community

We will transform the JCCI into a premier public service organization that is seen as the advocate for business and commerce and a ‘high gear’ driver of economic growth that serves as a catalyst for positioning Jeddah as the favored destination for business, family entertainment, and private education in the whole Gulf Region.


Presented by dr mohamed moustafa mahmoud dr 3m

The Journey .. Cont.

A Culture of High Ethics

We will adhere to a balanced culture of ethics, high drive and an attitude of Public service.

We will support the development of our people so as to enable their personal growth and achieve higher efficiency in JCCI


Presented by dr mohamed moustafa mahmoud dr 3m

Our Vuales

  • During our journey we will promote a work culture which is based on the following principles:

  • We will be customer focused and will strive to continually improve our processes.

  • We will encourage innovation spirit and will invest in developing our human resources.

  • We are open to communicate and cooperate with all organizations who are interested in economical and social development.

  • We are keen to learn form all similar local and international institutions

  • We will be achievement-focused and will manage our operations using scientific methods. We will link rewards with achievement of specific targets.


Presented by dr mohamed moustafa mahmoud dr 3m

Identifying Key Stakeholders

Business

Community

Government

Members

Foreign

Entities

Community

at Large


Start with the end in mind

Stakeholder Value Proposition (SVP)

Start with the End in Mind

in writing

  • The value propositions commit the Chamber to offer concrete values to its customers. It holds us accountable in front of our constituents.

  • It provides the context for the intangible assets of the Chamber to create value.

  • They describe the desired outcome from the strategy.


Presented by dr mohamed moustafa mahmoud dr 3m

Stakeholder Value Proposition (SVP)


Strategy map

Strategy Map

Strategy Map describes JCCI strategy and delineate the key Strategic Objectives and Strategic Themes in the four BSC perspectives

The Strategy Map showed the cause-and-effect relationships among objectives.


Strategy map1

Strategy Map

A very effective tool to

  • Describe and explain our strategy to stakeholders and employees

  • Provide a platform for the executive to discuss the direction and the priorities of the Chamber.


Presented by dr mohamed moustafa mahmoud dr 3m

Support Government Efforts at Growth, Development & modernizing

Government

Trading Partners &

Foreign Investors

Members

Community

ImproveBusiness Environment & Quality of Life

Government

C2

C3

C4

C1

Increase attractiveness of Jeddah for trade & Investment

Improvesatisfaction of members

Stakeholders

Perspective

P1

P2

P3

P4

P5

Increase Range & effectiveness

of community support services

Increase Flow

of Information

& Chances of

Effective Encounters

Increase range

& effectiveness

of member Services

Internal

Processes

Perspective

Increase Level of Automation

LG1

LG2

LG3

Increase effectiveness of policy analysis

Enhance technology capability and improve alignment

Learning &

Growth

Perspective

Build a diverse talented team

Build a unified culture & climate for action

F1

F2

F3

Financial

Perspective

Grow and diversify

revenue base

Ensure viable fiscalposition thru financial management & cost control

Develop sustainable Contribution Program

Strategic Map - Linkage Model


Key performance indicators kpi

Key Performance Indicators (KPI)

To track progress in achieving objectives

  • lag KPIs (e.g., member satisfaction index)

  • lead KPIs (e.g. number of services offered through internet)


Presented by dr mohamed moustafa mahmoud dr 3m

Key Performance Indicators (KPI)

C4

Stakeholders

satisfaction


Setting kpi target levels

Setting KPI Target Levels

To communicate the expected performance level and focus the Chamber on improvement


Presented by dr mohamed moustafa mahmoud dr 3m

Setting KPI Target Levels


Presented by dr mohamed moustafa mahmoud dr 3m

Setting KPI Target Levels


Cascading the strategy

Chamber

Department

Section

Cascading the Strategy

KPI aggregation formula

Cascading Objectives


Presented by dr mohamed moustafa mahmoud dr 3m

GoAgilewww.horizonsoftware.com


Strategic initiatives

Strategic Initiatives

Strategic Initiatives

Objectives


Strategic budgeting

Objectives

C1

C2

C3

C4

P1

P2

Establish Employment

Office

E-Chamber

Strategic Initiatives

Build a Small Business Incubator

Disable employment Conference & Job Fair

Development of Jeddah Barbour

Founding Syadah Khadijah Center

Strategic Budgeting

120,000

560,000

1,500,000

570,000

2,500,000

1,750,000


Weekly key activities reports

Mission

Roles

SMART Objectives

Weekly Big Rocks

Review

Weekly Key Activities Reports

Big Rocks of The Week

First Things First


Presented by dr mohamed moustafa mahmoud dr 3m

Strategy Navigation Dashboard


Aligning structure with strategy

Board of Directors

Board Committees

ٍSectors Committees

Centers Boards Chairmen

Chairman

Support Government Efforts at Growth, Development & modernizing

ImproveBusiness Environment & Quality of Life

Government

Chairman’s Office

Management Development Advisor

Secretary General

Increase attractiveness of Jeddah for trade & Investment

Media Advisor

Improvesatisfaction of members

Social Responsibility Dep

Deputy Secretary General

Public Affairs Dep

To be the key Driver for economic growth and business development in Jeddah in order to make it the true Commercial and Cultural gate for the Islamic World

Increase Range & effectiveness

of community support services

Increase Flow

of Information

& Chances of

Effective Encounters

Increase range

& effectiveness

of member Services

Increase Level of Automation

GM

Legal Affairs

Division

GM

Jed. Marketing

Board

GM

Int’l Affairs

Division

GM

Business Sectors

Support Division

GM

Khadeejah Center

GM

Jed. Small Bus

Deve. Center

GM

Info. & Members

Services Division

GM

Jed. Manpower

Deve. Center

GM

Support Services

Division

Settlement & Arbit.

Dep

Int’l Trade & Inves.

Attr. Dep

Trade Sector Sup.

Dep

Small Bus. Support

Dep

Postgrad. Studies

Dep

ِActivities Dep

Member. & Attest.

Dep

Public Relations Dep

Home – based Bus.

Support Dep

Increase effectiveness of policy analysis

Enhance technology capability and improve alignment

Gov. Policies &

Procedures. Dep

Training Prog. Dep

Int’l Relations

Dep

Legal Studies Dep

Transport Sector

Sup. Dep

Exhibitions Dep

IT Dep

Finance Dep

Build a diverse talented team

Specialized Women

Activities Dep

Financial Consult.

Dep

Saudis Employ Dep

Protests Office

Jed. Marketing Dep

Industrial Sector

Sup. Dep

Research & Reports

Dep

Real Estate

Services Dep

Int’l Agreements

Dep

Women Training Dep

Build a unified culture & climate for action

Invest. Opport.

Studies Dep

Manpower R&D Dep

Contracts & Consult.

Dep

Marketing Serv. Dep

Tourism & Omrah

Sec. Sup. Dep

Facilities & Operation

Dep

Info Systems Dep

Businesswomen

Relations Dep

Entrep. Spon. Dep

Edu. & Train Sector

Support Dep

Prof. Sector Sup.

Dep

H.R Dep

Real Est. & Contract

Sect. Sup. Dep

Grow and diversify

revenue base

Ensure viable fiscalposition thru financial management & cost control

Develop sustainable Contribution Program

Serv. Sector Sup.

Dep

Envir. & Health Sector

Sup. Dep

Aligning Structure with Strategy

As the new vision requires more focus on customers needs, it became evident that the existing organization structure does not provide the ideal fit for the new strategy nor does it optimally support the delivery of the values which we are committed to offer to our stakeholders.


Aligning structure with strategy1

Aligning Structure with Strategy

A comparative study of leading chambers revealed the need to move towards a lean model and the creation of specialized autonomous centers (subsidiaries) that receive a shared support services from the Chamber’s HQ, while focusing on a specialized strategic mission.


Presented by dr mohamed moustafa mahmoud dr 3m

Established Four Autonomous Centers

  • Jeddah Manpower Development Center

  • Jeddah Small Business Development Center

  • Jeddah Marketing Board

  • Mrs. Khadijah Center for Businesswomen


Presented by dr mohamed moustafa mahmoud dr 3m

Each Support & Development Unit offered 33 key services for its members

  • Legislation Lobbying

  • Networking and cross-collaboration

  • Promoting quality standards and consumer protection

  • Promoting Business code of ethics

  • Promoting international professional societies

  • Supporting workforce localization program

  • Sector-specific research/statistics

  • Conduct sector benchmarking studies (e.g., salary survey)

  • Local and international exhibitions

  • Sector Web site

    33) …..

Established 9 Business-Focused Support & Development Units

Member business were clustered into 9 key sectors

  • Trade

  • Manufacturing

  • Tourism

  • Healthcare/Environment

  • Logistics/Transportation

  • Services/Insurance

  • Real Estate/Urban Development/Construction

  • Professionals

  • Training/Education /Employment


Presented by dr mohamed moustafa mahmoud dr 3m

33 Business-focused Support & Development Services

1

2

3

4

5

6

7

33

Trade (retail, wholesale)

Manufacturing

Tourism

Healthcare/Environment

Logistics/Transportation

Services/Insurance

Real Estate/Urban Dev/Const

Professionals

Training/Edu. /Employment

Score Carding JCCI Business Support


Presented by dr mohamed moustafa mahmoud dr 3m

Each GRMO offer 21 services

  • Contact data base

  • Library of polices and regulations

  • Meet the official events

  • Invite to Chamber events

  • Arrange for filed visits

  • Lobbying (draft legislations)

  • Improving quality of Government services

  • Maintain correspondence file

  • Circulating Chamber publications

    21) …..

Government Relation Management Officers

  • 47 Local and Central Government Agencies

  • Commerce

  • Industry

  • Education

  • Health

  • Labor

  • Foreign Affairs

  • Tourism

  • Municipality

  • University

  • Immigration

  • 47. …


Presented by dr mohamed moustafa mahmoud dr 3m

21 Relation Management Activities

1

2

3

4

5

6

7

21

Commerce

Industry

Education

Health

Labor

Foreign Affairs

Tourism

Municipality

Score Carding JCCI

Government Relation Management


Presented by dr mohamed moustafa mahmoud dr 3m

Board of Directors

Board Committees

ٍSectors Committees

Centers Boards Chairmen

Chairman

Chairman’s Office

Management Development Advisor

Secretary General

Media Advisor

Social Responsibility Dep

Deputy Secretary General

Public Affairs Dep

GM

Legal Affairs

Division

GM

Jed. Marketing

Board

GM

Int’l Affairs

Division

GM

Business Sectors

Support Division

GM

Khadeejah Center

GM

Jed. Small Bus

Deve. Center

GM

Info. & Members

Services Division

GM

Jed. Manpower

Deve. Center

GM

Support Services

Division

Settlement & Arbit.

Dep

Int’l Trade & Inves.

Attr. Dep

Trade Sector Sup.

Dep

Small Bus. Support

Dep

Postgrad. Studies

Dep

ِActivities Dep

Member. & Attest.

Dep

Public Relations Dep

Home – based Bus.

Support Dep

Gov. Policies &

Procedures. Dep

Training Prog. Dep

Int’l Relations

Dep

Legal Studies Dep

Transport Sector

Sup. Dep

Exhibitions Dep

IT Dep

Finance Dep

Specialized Women

Activities Dep

Financial Consult.

Dep

Saudis Employ Dep

Protests Office

Jed. Marketing Dep

Industrial Sector

Sup. Dep

Research & Reports

Dep

Real Estate

Services Dep

Int’l Agreements

Dep

Women Training Dep

Invest. Opport.

Studies Dep

Manpower R&D Dep

Contracts & Consult.

Dep

Marketing Serv. Dep

Tourism & Omrah

Sec. Sup. Dep

Facilities & Operation

Dep

Info Systems Dep

Businesswomen

Relations Dep

Entrep. Spon. Dep

Edu. & Train Sector

Support Dep

Prof. Sector Sup.

Dep

H.R Dep

Real Est. & Contract

Sect. Sup. Dep

Serv. Sector Sup.

Dep

Envir. & Health Sector

Sup. Dep


Presented by dr mohamed moustafa mahmoud dr 3m

Advisory

Boards

Advisory

Boards

Sectorial

Committees

Advisory

Boards

Advisory

Boards

Boards

of

Trustees

File Pioneers

File Pioneer

File Pioneer

Advisory

Boards

Advisory

Boards

Advisory

Boards

Advisory

Boards

Advisory

Boards

Centers

Executive

Boards

Task Forces

Task Force

Task Force

Maximizing Community Participation

Professional Volunteering


Presented by dr mohamed moustafa mahmoud dr 3m

Corporate Governance

(CG)

Standard

Operating

Procedure

Levels

of

Authorities

Service

Level

Agreements

Corporate Governance


Presented by dr mohamed moustafa mahmoud dr 3m

E-Chamber


Presented by dr mohamed moustafa mahmoud dr 3m

Culture Change & People Development

Removing the physical barriers (Open Space Office).


Presented by dr mohamed moustafa mahmoud dr 3m

Performance Feedback

Base Pay Structure

D

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e

f

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d

25,000

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s

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c

20,000

15,000

s

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8,000

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k

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6,000

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d

u

i

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F

P

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e

p

i

l

l

C

e

6

5

4

3

2

1

7

Levels

Integrated Human Resources Development System

Performance Management System

Responsibility Matrix

& Job Descriptions

Job

Evaluation

Remuneration framework

Personal Development Planning

Competency Framework


Presented by dr mohamed moustafa mahmoud dr 3m

360-Degree Profiling:


Presented by dr mohamed moustafa mahmoud dr 3m

Taking the Pulse

Gallup 12 key factors for employee satisfaction

  • I know what is expected of me at work.

  • I have the materials and equipment I need to do my work right.

  • At work, I have the opportunity to do what I do best every day.

  • In the last seven days, I have received recognition or praise for good work.

  • My supervisor or the person I report to seems to care about me as a person.

  • There is someone at work who encourages my development.

  • In the last six months, someone at work has talked with me about my progress.

  • At work, my opinions seem to count.

  • The mission/purpose of my company makes me feel my job is important.

  • My associates (fellow employees) are committed to doing quality work.

  • I have a best friend at work.

  • The last year, I have had opportunities at work to learn and grow.

"First Break All the Rules: What the World's Greatest Managers Do Differently" by Marcus Buckingham and Curt Coffman (Simon & Schuster, 1999).


Presented by dr mohamed moustafa mahmoud dr 3m

Measurable Results


Presented by dr mohamed moustafa mahmoud dr 3m

Challenges

  • Internal resistance to change

  • The lack of clear Corporate Governance and Level of Authorities at the start

  • Should done more experimentation of new concepts.

  • Launching too many initiatives and organizational changes at one time

  • Quarterly BSC reports were time consuming

  • Did not give proper consideration to staffing level.


Presented by dr mohamed moustafa mahmoud dr 3m

Learned Lessons to Other Chambers

Kaplan & Norton

{Strategy Maps}

+

{Balanced Scorecard}

+

{Strategy-Focused Organization}

=

Breakthrough Results


Presented by dr mohamed moustafa mahmoud dr 3m

Weak strategy

Execution capability

Support Government Efforts at Growth, Development & modernizing

BSC

ImproveBusiness Environment & Quality of Life

Government

Stakeholders Value proposition

Customer Survey

Chamber

Strategy Document

Stakeholders

Stakeholder Class

Members of the Stakeholder Class

Stakeholder Value Proposition

Increase attractiveness of Jeddah for trade & Investment

Improvesatisfaction of members

  • Mission

  • Vision

  • Values

Members

Various membership classes (retail,

JCCI is the voice of its member business community and the efficient provider of essential services.

Business Community

& Community at large

Jeddah city, citizens & business

JCCI is a role model organization and a catalyst for enhancing the success of existing

Government

Relevant Ministries

JCCI is an effective support for government effort to strengthen the role of private sector and

Business

Community

Foreign Entities

Consulates, Foreign Investors,

JCCI is the best means for connecting potential foreign investors to the local business.

Increase Range & effectiveness

of community support services

Increase Flow

of Information

& Chances of

Effective Encounters

Government

Department

KPI

Strategy Map

Increase range

& effectiveness

of member Services

KPI aggregation formula

Cascading Objectives

Increase Level of Automation

Objectives

Members

C4

Stakeholders

satisfaction

cascading

C1

C2

C3

C4

P1

P2

Community

at Large

Foreign

Entities

Setting Target levels

A

C41

Members satisfaction index

B

KPI

C44

Unit of Measure

Formula

2003 Base Value

Target 2004

C42

Services recipients satisfaction index

C

Increase effectiveness of policy analysis

Enhance technology capability and improve alignment

Build a diverse talented team

C43

Increase in the size of membership

% of member who upgraded their membership class

(%)

no of upgrades

÷ total membership

* 100

4.5%

8%

Strategic Initiatives

D

C44

% of member who upgraded their

Section

E

Objectives

Build a unified culture & climate for action

C1

C2

C3

C4

P1

P2

Initiatives-Objectives Matrix

120,000

560,000

1,500,000

570,000

2,500,000

1,750,000

F

Monitoring Performance

BRs

Electronic Dashboard

Strategic Budgeting

G

Grow and diversify

revenue base

Ensure viable fiscalposition thru financial management & cost control

Develop sustainable Contribution Program

ABC


Presented by dr mohamed moustafa mahmoud dr 3m

improper

organizational structure

Reorganization

1

2

3

4

5

6

7

21

Commerce

Sectorial

Committees

Board of Directors

Board Committees

ٍSectors Committees

Industry

File Pioneer

Corporate Governance

(CG)

Government Relation Management Officers

Centers Boards Chairmen

Chairman

Education

Chairman’s Office

Centers

Executive

Boards

Management Development Advisor

Health

Advisory

Boards

Secretary General

Media Advisor

Labor

Social Responsibility Dep

Deputy Secretary General

Board

Trustees

Public Affairs Dep

Foreign Affairs

GM

Legal Affairs

Division

GM

Jed. Marketing

Board

GM

Int’l Affairs

Division

GM

Business Sectors

Support Division

GM

Khadeejah Center

GM

Jed. Small Bus

Deve. Center

GM

Info. & Members

Services Division

GM

Jed. Manpower

Deve. Center

GM

Support Services

Division

Tourism

Task Force

Settlement & Arbit.

Dep

Int’l Trade & Inves.

Attr. Dep

Trade Sector Sup.

Dep

Small Bus. Support

Dep

Postgrad. Studies

Dep

ِActivities Dep

Member. & Attest.

Dep

Public Relations Dep

Home – based Bus.

Support Dep

Gov. Policies &

Procedures. Dep

Training Prog. Dep

Int’l Relations

Dep

Legal Studies Dep

Transport Sector

Sup. Dep

Exhibitions Dep

IT Dep

Finance Dep

Specialized Women

Activities Dep

Financial Consult.

Dep

Saudis Employ Dep

Protests Office

Jed. Marketing Dep

Municipality

Industrial Sector

Sup. Dep

Research & Reports

Dep

Real Estate

Services Dep

Int’l Agreements

Dep

Women Training Dep

Base Pay Structure

Invest. Opport.

Studies Dep

Manpower R&D Dep

Contracts & Consult.

Dep

Marketing Serv. Dep

Tourism & Omrah

Sec. Sup. Dep

Facilities & Operation

Dep

Info Systems Dep

Businesswomen

Relations Dep

Entrep. Spon. Dep

Edu. & Train Sector

Support Dep

Prof. Sector Sup.

Dep

H.R Dep

D

r

i

v

e

Real Est. & Contract

Sect. Sup. Dep

f

o

n

r

o

E

i

t

x

a

c

v

Serv. Sector Sup.

Dep

Community Participation

e

o

l

l

n

e

n

n

I

Envir. & Health Sector

Sup. Dep

c

4

autonomous

centers

e

.

p

x

I

E

n

t

.

e

t

c

g

n

r

i

t

u

30,000

y

F

a

&

Annual Base Rate)

n

9 Business-Focused Support & Development Units

d

.

25,000

s

u

E

t

B

h

i

c

20,000

15,000

s

s

10,000

t

l

u

s

1

2

3

4

5

6

7

33

e

T

e

R

9,000

a

g

m

n

w

i

r

o

e

Trade (retail, wholesale)

8,000

r

v

k

i

l

e

D

6,000

L

e

s

a

u

d

Manufacturing

i

c

o

n

g

F

t

P

n

e

e

o

i

l

p

C

l

e

Tourism

6

5

4

3

2

1

7

Healthcare/Environment

Levels

Logistics/Transportation

Services/Insurance

Real Estate/Urban Dev/Const

Professionals

Training/Edu. /Employment

360

Feedback

Gallup

Survey


Presented by dr mohamed moustafa mahmoud dr 3m

Committed Visionary Leadership


Presented by dr mohamed moustafa mahmoud dr 3m

Thank you


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