AI insight
Every active project in the portfolio is on track
No project is off track or critical; the weakest health dimension is “Risk” at 40.
Confidence78%
Portfolio · PF-SUS
Building Rehabilitation & Sustainability Portfolio
Off track
Turning the current headquarters into a service centre with committee rooms, rehabilitating the Shaqra and Business Centre branches, solar power and energy efficiency.
- Approved budget
- SAR 33.6M
- Actual spend
- SAR 23.5M
- EAC
- SAR 36.3M+8.0%
- Expected value
- SAR 55M
- Health score
- 61−5
incl. SAR 1.1M unallocated reserve
70% of budget
Estimate at completion
10% realised
was 66 in May
Manager
Eng. Mishari K. Al-Otaibi
Director, Sustainability & Social Responsibility
Owner
Sarah A. Al-Qarni
Assistant Secretary-General, Support Services
Programmes5 projects
Building Rehabilitation & Efficiency Programme55%On track 3Critical 1On hold 1
Weighted portfolio progress
Σ each project’s relative weight × its actual progress, under the approved project weight model
What each project adds to portfolio progress
The project’s weight from the model, its relative weight among the portfolio’s counted projects, and what it adds
| Project | Project weight | Relative weight | Actual progress | Weight × progress |
|---|---|---|---|---|
| Converting the Current Headquarters into a Member Services Centre & Committee Rooms | 83.0 | 24.4% | 68% | 16.6% |
| Solar Power for the Chamber’s Buildings & Branches | 71.0 | 20.9% | 58% | 12.1% |
| Business Centre (Exit 6) Branch Rehabilitation | 65.0 | 19.1% | 97% | 18.5% |
| Shaqra Branch Rehabilitation | 62.0 | 18.2% | 36% | 6.6% |
| Energy Retrofit of the Chamber’s Existing Buildings (ESCO)Suspended — progress frozen | 59.0 | 17.4% | 6% | 1.0% |
| Portfolio progress | 54.9% | |||
How it is computed
54.9%
Portfolio progress = Σ (project relative weight × actual progress). Relative weight = the project’s weight ÷ the weights of the counted projects, so they add up to 100%.
- · Proposed and cancelled projects never count.
- · Left out of this portfolio now: 0
- · For comparison: weighting by budget alone gives 64.4%
Portfolio health & performance
The health score from eight weighted dimensions, and the schedule and cost indices over six months.
Health-score breakdown
Score × weight = points
61At risk
| Dimension | Score | Weight | Points |
|---|---|---|---|
| Schedule | 52 | 20% | 10.4 |
| Cost | 64 | 20% | 12.8 |
| Risk | 40 | 15% | 6.0 |
| Scope | 72 | 10% | 7.2 |
| Quality | 74 | 10% | 7.4 |
| Resources | 60 | 10% | 6.0 |
| Stakeholders | 76 | 5% | 3.8 |
| Benefits | 74 | 10% | 7.4 |
| Total | 61 | ||
Health-score trend
May – October 2026
Financial & schedule performance
May – October 2026
0.83
Off track
Schedule performance index
Progress 55% / Planned 61%
0.90
Watch
Cost performance index
Actual spend SAR 23.5M
Both indices over time
- Schedule performance index
- Cost performance index
Portfolio project map
risk across, strategic value up, bubble size by budget. Click a bubble for a quick look at the project.
Portfolio project map
- On track
- Critical
- On hold
Funding priority order
Rank the projects for funding; your order is kept and goes to the 2027 planning cycle.
- 1Converting the Current Headquarters into a Member Services Centre & Committee RoomsPRJ-2026-004·Priority score 87Critical
- 2Solar Power for the Chamber’s Buildings & BranchesPRJ-2026-010·Priority score 83On track
- 3Shaqra Branch RehabilitationPRJ-2026-025·Priority score 70On track
- 4Business Centre (Exit 6) Branch RehabilitationPRJ-2026-036·Priority score 69On track
- 5Energy Retrofit of the Chamber’s Existing Buildings (ESCO)PRJ-2026-026·Priority score 58On hold
Portfolio priorities 2026–2027
- Rescue the conversion of the current headquarters into a member services centreCritical — an executive-committee task force is in place.
- Lift rehabilitated existing chamber buildings and branches to 55%43% today — behind the path to the 2027 target.
- Secure funding for the ESCO energy retrofitOn hold since the executive committee’s 6 October decision.
Objectives & KPIs
Why the portfolio exists: the strategic objectives it serves and the KPIs its projects move.
Objectives the portfolio serves
66% achieved of a 80% target1 project contribute
83% achieved of a 90% target2 projects contribute
Members within 30 minutes of a branch or service point
76.4%
+1
Target 78.0%98%
Member satisfaction with service at headquarters and the branches
71%
+1
Target 72%99%
Savings from spend rationalisation
3.1SAR M
0
Target 4.372%
Committee and training halls fitted out this year (cumulative)
48halls
+4
Target 6080%
Budget & value
Where the budget goes, why the forecast differs from it, and the value it returns.
From approved budget to estimate at completion
Each programme’s gap between its projects’ budget and their forecast
- Total
- Increase
- Decrease
| Category | Change | Running total |
|---|---|---|
| Approved budget | SAR 33.6M | SAR 33.6M |
| Unallocated reserve | −SAR 1.1M | SAR 32.5M |
| Building Rehabilitation & Efficiency Programme | +SAR 3.8M | SAR 36.3M |
| Estimate at completion | SAR 36.3M | SAR 36.3M |
Budget use
23.5M/ 33.6M2.7Mprojected overrun(8.0%)
- Actual spend
- 23.5M
- Committed
- 29.8M
- Approved budget
- 33.6M
- Estimate at completion
- 36.3M
Expected-value mix
SAR 55M
Expected value
- Sustainability (ESG)SAR 24.2M44%
- Cost savingSAR 20.9M38%
- Beneficiary satisfactionSAR 9.9M18%
| Category | Value | Share |
|---|---|---|
| Sustainability (ESG) | SAR 24.2M | 44% |
| Cost saving | SAR 20.9M | 38% |
| Beneficiary satisfaction | SAR 9.9M | 18% |
| Total | SAR 55M | 100% |
10%
Value realised
SAR 5.2M
Expected value SAR 55M
73% of what was planned by today
Programmes & projects
A programme’s performance is computed from its projects. Click a project for a quick look.
5 results
Display options
| Converting the Current Headquarters into a Member Services Centre & Committee RoomsPRJ-2026-004 | PG-09 | 4Execution | Critical | 68% | 24.4% | P1P1 · Top priority — score 87 of 100 | 20.6M | 24.5M+19.0% | 0.74Schedule performance index · 0.74 | 0.84Cost performance index · 0.84 | Risk score · Weak |
| Solar Power for the Chamber’s Buildings & BranchesPRJ-2026-010 | PG-09 | 4Execution | On track | 58% | 20.9% | P1P1 · Top priority — score 83 of 100 | 4.8M | 4.8M−1.0% | 1.02Schedule performance index · 1.02 | 1.01Cost performance index · 1.01 | Risk score · Good |
| Business Centre (Exit 6) Branch RehabilitationPRJ-2026-036 | PG-09 | 5Closure | On track | 97% | 19.1% | P2P2 · High priority — score 69 of 100 | 3.4M | 3.3M−1.0% | 0.98Schedule performance index · 0.98 | 1.01Cost performance index · 1.01 | Risk score · Excellent |
| Shaqra Branch RehabilitationPRJ-2026-025 | PG-09 | 4Execution | On track | 36% | 18.2% | P2P2 · High priority — score 70 of 100 | 2.1M | 2.1M−2.0% | 1.03Schedule performance index · 1.03 | 1.02Cost performance index · 1.02 | Risk score · Good |
| Energy Retrofit of the Chamber’s Existing Buildings (ESCO)PRJ-2026-026 | PG-09 | 3Planning | On hold | 8% | 17.4% | P3P3 · Medium priority — score 58 of 100 | 1.7M | 1.7M0.0% | 0.89Schedule performance index · 0.89 | 1.00Cost performance index · 1.00 | Risk score · Weak |
| Total · 5 | 32.5M | 36.3M |
1–5 of 5
Portfolio risks
Open threats across the portfolio’s projects. Click a cell on the map to filter the list.
Open-risk heat map
5 risks
- Critical1
- High2
- Medium1
- Low1
- Risks 5
Probability
5
4
3
2
1
12345Impact
| Probability \ Impact | 1 | 2 | 3 | 4 | 5 |
|---|---|---|---|---|---|
| 5 | 0 · Low | 0 · Medium | 0 · High | 0 · Critical | 1 · Critical |
| 4 | 0 · Low | 0 · Medium | 0 · Medium | 1 · High | 0 · Critical |
| 3 | 0 · Low | 0 · Low | 0 · Medium | 1 · Medium | 1 · High |
| 2 | 0 · Low | 0 · Low | 1 · Low | 0 · Medium | 0 · Medium |
| 1 | 0 · Low | 0 · Low | 0 · Low | 0 · Low | 0 · Low |
Top risks
- 25Main contractor cash-flow distress and unpaid subcontractorsConverting the Current Headquarters into a Member Services Centre & Committee Rooms·Financial·Eng. Waleed O. Al-Juhani1.8MExposure
- 16Funding left out of the 2027 budget, keeping the tender suspendedEnergy Retrofit of the Chamber’s Existing Buildings (ESCO)·Financial·Eng. Mishari K. Al-Otaibi240KExposure
- 15Fire-fighting and evacuation systems failing Civil Defence requirementsConverting the Current Headquarters into a Member Services Centre & Committee Rooms·Regulatory·Eng. Mishari K. Al-Otaibi600KExposure
- 12Central HVAC failures during commissioningConverting the Current Headquarters into a Member Services Centre & Committee Rooms·Technical·Eng. Waleed O. Al-Juhani280KExposure
- 6Preliminary-handover snags on the fire and alarm systemsBusiness Centre (Exit 6) Branch Rehabilitation·Technical·Eng. Waleed O. Al-Juhani30KExposure
Latest on this portfolio
6 October 2026
Rejection: Executive Committee Hold DEC-2026-035ESCO energy retrofit put on hold pending funding
2026-10-06 10:00
30 September 2026
Gate decision: Project Approval Committee Go DEC-2026-034Mid-delivery review passed for the chamber’s solar project
2026-09-30 10:00
22 September 2026
Approval: Executive Committee Approved DEC-2026-032Task force formed for the distressed contractor on the current-HQ rehabilitation
2026-09-22 10:00