SO-4.1 · Financial sustainability
Clean energy & efficient buildings
Solar on the chamber’s buildings and branches, and an ESCO energy retrofit of the existing ones.
Initiative weighted progress
42.4%
Σ each project’s contribution × its actual progress, over the shares that count
Linked projects’ progress
42.4%
Σ contribution × progress, projects only
Contributions assigned
100%
Complete and approved
Primary projects’ budget
6.5M
2 primary projects
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 | |
|---|---|---|---|---|---|
| Solar Power for the Chamber’s Buildings & Branches PRJ-2026-010 | Primary | 70% | 58% | 40.6% | |
| Energy Retrofit of the Chamber’s Existing Buildings (ESCO) PRJ-2026-026Suspended — progress frozen at its last approved value | Primary | 30% | 6% | 1.8% |
Linked projects’ progress
Σ (contribution × progress) = 42.4% points ÷ shares counted 100% = 42.4%
Initiative progress
The initiative runs wholly through its projects, so its progress is theirs: 42.4%
Scope, outputs & phases
As approved with the initiative: what is in scope, what it delivers, and its delivery phases on the timeline.
Scope
Solar plants on the chamber’s buildings and branches, and an energy-performance contract with an ESCO for the existing buildings.
Outputs
- Solar plants on 12 buildings
- An energy-performance contract
Delivery phases
Solar
2025-03-02 — 2027-04-22
Energy retrofit
2026-02-01 — 2027-10-31
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%
Benefits
Benefits registered for its projects, planned vs realised
- Solar energy generated9,800 / 31,000 MWh / year
- Electricity bill savings130 / 465 SAR thousand
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: Solar Power for the Chamber’s Buildings & Branches
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
20.9%
Its relative weight in Building Rehabilitation & Sustainability Portfolio
Set by the project weight model; it feeds portfolio progress: relative weight × actual progress.
See where it comes from3Contribution to the initiative
70%
Its contribution to «Clean energy & efficient buildings»
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. Mishari K. Al-OtaibiEng. Mishari K. Al-OtaibiDirector, Sustainability & Social ResponsibilityP-028m.alotaibi@chamber.sa
Obstacle in the wayMediumOpen
The retrofit is on hold pending the ESCO contract model
Response: Approval of the model by Finance and Legal
Highest risks of the linked projectsRisk register
Deviation
Budget: projects total SAR 6.5M against the estimate SAR 6.5M
Schedule: last project ends 2027-10-31 against the initiative end 2027-10-31
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.