Riyadh Chamber Strategy 2025–2030 — A Trusted Partner for the Business Community
A better member experience and service quality·A Partner in Growth
Actual · October
4.1thousand transactions
2026 target
4.5 thousand transactions
Attainment
91%
Year-end forecast
4.3 thousand transactions
Forecast gap to target
0.2 thousand transactions
Where the KPI stands today between its baseline, this year’s target and the 2030 target.
Baseline
3.2 thousand transactions
Today
4.1 thousand transactions
2026 target
4.5 thousand transactions
2030 target
9 thousand transactions
January – October measured, November and December forecast with a confidence band; the gold line is the 2026 target.
| Period | Actual | Baseline |
|---|---|---|
| Jan | 3.3 thousand transactions | 3.2 thousand transactions |
| Feb | 3.3 thousand transactions | 3.2 thousand transactions |
| Mar | 3.4 thousand transactions | 3.2 thousand transactions |
| Apr | 3.5 thousand transactions | 3.2 thousand transactions |
| May | 3.6 thousand transactions | 3.2 thousand transactions |
| Jun | 3.7 thousand transactions | 3.2 thousand transactions |
| Jul | 3.8 thousand transactions | 3.2 thousand transactions |
| Aug | 3.9 thousand transactions | 3.2 thousand transactions |
| Sep | 4 thousand transactions | 3.2 thousand transactions |
| Oct | 4.1 thousand transactions | 3.2 thousand transactions |
| Nov (Forecast) | 4.2 thousand transactions | 3.2 thousand transactions |
| Dec (Forecast) | 4.3 thousand transactions | 3.2 thousand transactions |
Quarter by quarter in 2026, the same month last year, and the years since 2024 with the 2026 year-end forecast.
Quarter by quarter — 2026
Q1
3.40
Q2
3.70
+0.30Better
Q3
4
+0.30Better
October
4.10
+0.10Better
October 2025 vs October 2026
October 2025
3.10
October 2026
4.10
+1Better
Years
Every reading with who entered it, its evidence and its approval. Formal measurement points are marked.
| Period | Value | Of target | Kind | State | Entered by | Evidence |
|---|---|---|---|---|---|---|
| October 2026 | 4.1 | 91% | Tracking reading | Approved | Badr N. Al-Haqbani2026-10-27 | K-2.2.1_2026-10_tracking.pdf |
| September 2026 | 4 | 89% | Formal measurement | Approved | Badr N. Al-Haqbani2026-10-05 | K-2.2.1_2026-09.pdf |
| August 2026 | 3.9 | 87% | Tracking reading | Approved | Badr N. Al-Haqbani2026-09-04 | K-2.2.1_2026-08_tracking.pdf |
| July 2026 | 3.8 | 84% | Tracking reading | Approved | Badr N. Al-Haqbani2026-08-07 | K-2.2.1_2026-07_tracking.pdf |
| June 2026 | 3.7 | 82% | Formal measurement | Approved | Badr N. Al-Haqbani2026-07-06 | K-2.2.1_2026-06.pdf |
| May 2026 | 3.6 | 80% | Tracking reading | Approved | Badr N. Al-Haqbani2026-06-05 | K-2.2.1_2026-05_tracking.pdf |
| April 2026 | 3.5 | 78% | Tracking reading | Approved | Badr N. Al-Haqbani2026-05-04 | K-2.2.1_2026-04_tracking.pdf |
| March 2026 | 3.4 | 76% | Formal measurement | Approved | Badr N. Al-Haqbani2026-04-07 | K-2.2.1_2026-03.pdf |
| February 2026 | 3.3 | 73% | Tracking reading | Approved | Badr N. Al-Haqbani2026-03-06 | K-2.2.1_2026-02_tracking.pdf |
| January 2026 | 3.3 | 73% | Tracking reading | Approved | Badr N. Al-Haqbani2026-02-05 | K-2.2.1_2026-01_tracking.pdf |
The projects that move this KPI, and each one’s share of the effect by budget size.
PRJ-2026-019Eng. Fahad T. Al-Sulami7.9M
AI insight
The project with the most weight on this KPI is “New Premium Members Centre & VIP Lounges”, with 100% of the linked budget, and it is At risk. Speeding it up is the fastest way to close the gap before December.
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.
What we are doing to bring the KPI back on track, who owns it, and by when.
Extend the Premium Members Centre’s hours into the evening two days a week
The owner, the Performance Measurement Office and leadership discussing the readings.
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