Riyadh Chamber Strategy 2025–2030 — A Trusted Partner for the Business Community

Vision, mission & values

Vision and mission with every wording and approval, the values and the objectives that carry them, the themes’ weights and priorities, and the directions between the vision and the objectives.

Vision & mission

The wording in force for each, who approved it and when, and every earlier wording with what changed.

Vision

Wording ⁦2⁩ · In force

For the Riyadh Chamber to be the most trusted source for the business community of the Riyadh Region by 2030.

Approved by The board — 19th cycle·2025-02-1819 Shaʻban 1446 AH·Resolution BRD-1446-08

Extending the horizon to 2030 is this demo’s update; the officially published wording ends “by the end of 2024”.

Wording ⁦2⁩2025-02-1819 Shaʻban 1446 AH· The board — 19th cycle
For the Riyadh Chamber to be the most trusted source for the business community of the Riyadh Region by ~~the~~ ~~end~~ of ~~2024.~~ 2030.
The vision’s horizon extended with the 2025–2030 plan, its substance unchanged, after the closing review of the previous plan confirmed it
Wording ⁦1⁩2020-01-261 Jumada II 1441 AH· The board — 18th cycle
For the Riyadh Chamber to be the most trusted source for the business community of the Riyadh Region by the end of 2024.
The first vision of the 2020–2024 strategic plan

Mission

Wording ⁦1⁩ · In force

The Riyadh Chamber strengthens the business community of the Riyadh Region by providing the high-quality services and effective support it needs to achieve its ambitions.

Approved by The board — 18th cycle·2020-01-261 Jumada II 1441 AH·Resolution BRD-1441-07

Unchanged since approval; confirmed as is in the 2025–2030 plan.

Institutional values

What each value means and how it shows at work, and the strategic objectives that carry it — how the values link to the plan’s components.

1
Customer focus
Members are at the centre of our decisions: we measure their satisfaction, save their time and design the service from their journey, not our procedures.
How it shows at work
- We answer every enquiry in the channel it came through
- We publish service times and keep them
Carried by the objectives
Approved since 2020-01-261 Jumada II 1441 AH
2
Teamwork
We deliver across sectors and departments as one team, sharing data, success and responsibility.
How it shows at work
- One owner per objective and named partners
- Joint review meetings every quarter
Carried by the objectives
Approved since 2020-01-261 Jumada II 1441 AH
3
Performance excellence
We measure what we do, compare it with the best and improve by numbers, not impressions.
How it shows at work
- Every KPI has an owner, a source and a measurement rhythm
- A corrective action for every deviation
Carried by the objectives
Approved since 2020-01-261 Jumada II 1441 AH
4
Integrity
We carry the business voice faithfully, safeguard money and data, and document every decision and approval.
How it shows at work
- Recommendations built on documented evidence
- An audit trail for every approval and change
Carried by the objectives
Approved since 2020-01-261 Jumada II 1441 AH

Strategic themes & directions

From the vision to the four themes with their weights and priorities, then the directions, then the objectives that deliver them. Select any objective for its page.

Vision

For the Riyadh Chamber to be the most trusted source for the business community of the Riyadh Region by 2030.

Rank ⁦1⁩

A Partner in Growth

High priority

Theme weight

⁦35%⁩

Theme attainment

⁦89%⁩

3 directions

SD-2.1High priority
Digital service first
Every service starts digital; a visit is a choice, not a necessity.
Delivered through
- SO-2.1High-quality, value-adding digital core services for members
- SO-2.2A better member experience and service quality
SD-2.2High priority
The chamber in every governorate
A branch or service point within thirty minutes of every member in the Riyadh Region.
Delivered through
- SO-2.3The chamber’s services across Riyadh city and its governorates
- SO-2.2A better member experience and service quality
SD-2.3Medium priority
Today’s entrepreneurs are tomorrow’s members
Accompanying a business from idea to growth, and training the talent it needs.
Delivered through
- SO-2.4Empower entrepreneurship, SMEs and employment

Rank ⁦2⁩

A Voice for Business

High priority

Theme weight

⁦25%⁩

Theme attainment

⁦87%⁩

2 directions

SD-1.1High priority
An influential voice for business before decision-makers
From a business’s complaint to a documented recommendation the government body adopts.
Delivered through
- SO-1.1Greater influence on government decision-making
- SO-1.2Active sectoral committees and business challenges resolved
SD-1.2Medium priority
A media presence that builds trust
Fast, clear communication on every channel makes the chamber the first one asked.
Delivered through
- SO-1.3A better image of the chamber and stronger communication

Rank ⁦3⁩

Improving the Organisation

Medium priority

Theme weight

⁦25%⁩

Theme attainment

⁦94%⁩

2 directions

SD-4.1High priority
A financially sustainable chamber
Diverse revenue and owned assets that fund growth without burdening members.
Delivered through
- SO-4.1Financial sustainability
SD-4.2Medium priority
A lean, performance-led organisation
Streamlined governance, dependable technology and a capable team measured by results.
Delivered through
- SO-4.2Streamlined governance and dependable technology
- SO-4.3Innovative, results-driven human capital

Rank ⁦4⁩

Driving Thought Leadership

Medium priority

Theme weight

⁦15%⁩

Theme attainment

⁦91%⁩

1 direction

SD-3.1Medium priority
The first reference on Riyadh’s economy
Studies, indicators and forums that decision-makers and investors cite.
Delivered through
- SO-3.1Produce more influential knowledge and information
- SO-3.2A stronger presence in forums, events and trade delegations

Change requests on identity & structure

Every change to the vision, mission, values, themes and directions, with its decision.

Customer focus

Teamwork

Performance excellence

Integrity