SO-4.1 · Financial sustainability
Chamber-owned premises
The Training & Employment Centre complex with 42 training halls and workshops, ending nine leased venues and letting halls to member businesses.
Initiative weighted progress
57.0%
Σ each project’s contribution × its actual progress, over the shares that count
Linked projects’ progress
57.0%
Σ contribution × progress, projects only
Contributions assigned
100%
Complete and approved
Primary projects’ budget
32M
1 primary project
Linked projects and their contributions
Strategy management approves each share; every change is kept in the initiative’s history
| Project | Link | Contribution | Actual progress | Contribution × progress | |
|---|---|---|---|---|---|
| Training & Employment Centre Complex PRJ-2026-007 | Primary | 100% | 57% | 57.0% |
Linked projects’ progress
Σ (contribution × progress) = 57.0% points ÷ shares counted 100% = 57.0%
Initiative progress
The initiative runs wholly through its projects, so its progress is theirs: 57.0%
Scope, outputs & phases
As approved with the initiative: what is in scope, what it delivers, and its delivery phases on the timeline.
Scope
The Training & Employment Centre complex with 42 halls and workshops, its operation and letting its halls to member businesses.
Outputs
- An owned training complex with 42 halls
- Nine leased venues ended
- An operation and hall-letting contract
Delivery phases
Construction
2024-02-04 — 2027-06-01
Fit-out and move
2027-03-01 — 2027-06-30
Today · 2026-10-28
Impact KPIs & benefits
Measured apart from delivery progress: an initiative can be well advanced with no impact yet, and the other way round
Impact KPIs
The strategic KPIs the initiative moves
Actual 3.05Target 4.25SAR MAttained 72%
Actual 52.4Target 64SAR MAttained 82%
Benefits
Benefits registered for its projects, planned vs realised
No benefits registered for these projects yet; they are recorded at closure and handover.
These KPIs and benefits do not enter the weighted progress above, and progress does not enter them.
Three separate measures
An example from this initiative: Training & Employment Centre Complex
1Deliverable weight in the project
38.0%
Weight of «Civil works» among its deliverables
Deliverable weights add up to 100% inside the project; it progresses as they are accepted.
See where it comes from2Project weight in the portfolio
27.3%
Its relative weight in Branches, Service & Training Centres Portfolio
Set by the project weight model; it feeds portfolio progress: relative weight × actual progress.
See where it comes from3Contribution to the initiative
100%
Its contribution to «Chamber-owned premises»
Approved by strategy management; it feeds this initiative’s progress only.
Each is set in its own place and moves neither of the others: changing a deliverable’s weight touches neither the project’s portfolio weight nor its contribution.
Risks, obstacles & deviations
The initiative’s own risks and obstacles, the highest open risks of its projects, and the budget and schedule deviation.
- Eng. Shahad M. Al-MalkiEng. Shahad M. Al-MalkiSenior Project Manager — Buildings & FacilitiesP-022s.almalki@chamber.sa
Obstacle in the wayHighBeing treated
Contractor claims and five months’ delay on MEP works
Response: A dispute board and an approved corrective plan
Highest risks of the linked projectsRisk register
Deviation
Budget: projects total SAR 32M against the estimate SAR 30M
Schedule: last project ends 2027-06-01 against the initiative end 2027-06-30
Approval & change log
This item’s definition as approved in the plan version in force, and every change request on it with the old and proposed values and the decision.
No change requests on this item since the plan was approved.