SO-2.2 · A better member experience and service quality
Governorate branch rehabilitation
Rehabilitate the chamber’s Shaqra branch and fit out its member service hall and training & committee rooms.
Initiative weighted progress
36.0%
Σ each project’s contribution × its actual progress, over the shares that count
Linked projects’ progress
36.0%
Σ contribution × progress, projects only
Contributions assigned
100%
Complete and approved
Primary projects’ budget
2.1M
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 | |
|---|---|---|---|---|---|
| Shaqra Branch Rehabilitation PRJ-2026-025 | Primary | 100% | 36% | 36.0% |
Linked projects’ progress
Σ (contribution × progress) = 36.0% points ÷ shares counted 100% = 36.0%
Initiative progress
The initiative runs wholly through its projects, so its progress is theirs: 36.0%
Scope, outputs & phases
As approved with the initiative: what is in scope, what it delivers, and its delivery phases on the timeline.
Scope
Rehabilitating the Shaqra branch and fitting out its service hall and training & committee rooms.
Outputs
- The rehabilitated Shaqra branch
- 18 training & committee rooms
Delivery phases
Design and award
2025-10-12 — 2026-03-31
Rehabilitation
2026-04-01 — 2027-07-31
Fit-out and reopening
2027-08-01 — 2027-09-30
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 71Target 72%Attained 99%
Actual 76.4Target 78%Attained 98%
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: Shaqra Branch Rehabilitation
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
18.2%
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
100%
Its contribution to «Governorate branch rehabilitation»
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
Possible riskLowOpen
Running the branch from a temporary building lowers satisfaction
Response: A weekly mobile service in the nearby governorates
Highest risks of the linked projectsRisk register
No high open risks on its projects.
Deviation
Budget: projects total SAR 2.1M against the estimate SAR 2.2M
Schedule: last project ends 2027-09-30 against the initiative end 2027-09-30
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.