Saudi Contractors Authority Strategy — Building the Future with Confidence · The Board’s vision

Building the future with confidence.

Our missionDeveloping the contracting sector by enabling its regulatory environment, fostering innovation and building the skills of the people who work in it.

Strategy map KPI register

2026 plan attainment: ⁦90%⁩
Objectives on track: 3 / 12
KPIs on track: 14
Projects in initiatives: 33 / 36
Budget serving objectives: SAR 4.9B

Our values

Partnership
Excellence
Transparency
Efficiency & effectiveness
Human development
Innovation

Plan horizon2027 execution plan in preparation

2026We are here
2027
2028
2029
2030

Strategic pillars & objectives

Four pillars and 12 objectives — each with an owner, a weight inside its pillar and attainment against the 2026 target. Select an objective for its detail.

Pillar ⁦1⁩

A Unified Reference for Regulating the Sector

Simpler regulatory relationships across the sector, higher quality standards and easier business.

Pillar attainment

⁦88%⁩

SO-1.1·Weight ⁦60%⁩
Simplify regulatory relationships and make doing business easier
⁦72%⁩
Eng. Majed S. Al-RasheedTarget ⁦85%⁩
SO-1.2·Weight ⁦40%⁩
Raise quality standards across contracting
⁦79%⁩
Eng. Ziyad A. Al-DakheelTarget ⁦85%⁩

Pillar ⁦2⁩

A Cornerstone of Sector Development

More capability and innovation, a collaborative environment between owners and contractors, and transparent, open sector information.

Pillar attainment

⁦87%⁩

SO-2.1·Weight ⁦40%⁩
Build capability and innovation in the sector
⁦76%⁩
Eng. Turki A. Al-AnaziTarget ⁦85%⁩
SO-2.2·Weight ⁦35%⁩
A collaborative environment across the sector
⁦70%⁩
Yousef A. Al-OmariTarget ⁦80%⁩
SO-2.3·Weight ⁦25%⁩
Transparency and open sector information
⁦66%⁩
Eng. Ziyad A. Al-DakheelTarget ⁦80%⁩

Pillar ⁦3⁩

Specialised, Value-adding Services

SCA services and qualification programmes in every region, efficient and sustainable facilities, and an outstanding contractor experience.

Pillar attainment

⁦90%⁩

SO-3.1·Weight ⁦40%⁩
SCA services and programmes in every region
⁦74%⁩
Eng. Turki A. Al-AnaziTarget ⁦85%⁩
SO-3.2·Weight ⁦30%⁩
Efficient, sustainable SCA facilities
⁦69%⁩
Eng. Bandar M. Al-ShammariTarget ⁦80%⁩
SO-3.3·Weight ⁦30%⁩
A better contractor experience and service quality
⁦77%⁩
Eng. Sami A. Al-FraihTarget ⁦80%⁩

Pillar ⁦4⁩

A Leading, Sustainable Organisation

Strong technical capabilities, a mature operating model and accountability, a sustainable financial base, and empowered leaders and people.

Pillar attainment

⁦95%⁩

SO-4.1·Weight ⁦25%⁩
Strong technical capabilities
⁦88%⁩
Eng. Nayef H. Al-BuqamiTarget ⁦90%⁩
SO-4.2·Weight ⁦30%⁩
A mature operating model and accountability
⁦85%⁩
Dr. Amal F. Al-SudairiTarget ⁦90%⁩
SO-4.3·Weight ⁦25%⁩
A sustainable financial base
⁦83%⁩
Sarah A. Al-QarniTarget ⁦90%⁩
SO-4.4·Weight ⁦20%⁩
Leadership and human capital
⁦82%⁩
Abdulmajeed R. Al-DosariTarget ⁦85%⁩

Where to look

The objectives furthest from target, largest gap first.

1
Transparency and open sector information
Off track⁦66%⁩ / ⁦80%⁩1 KPI off track
⁦14⁩ points below targetTrace on the map
2
Simplify regulatory relationships and make doing business easier
Off track⁦72%⁩ / ⁦85%⁩1 KPI off track
⁦13⁩ points below targetTrace on the map
3
SCA services and programmes in every region
At risk⁦74%⁩ / ⁦85%⁩1 KPI off track
⁦11⁩ points below targetTrace on the map
4
Efficient, sustainable SCA facilities
At risk⁦69%⁩ / ⁦80%⁩1 KPI off track
⁦11⁩ points below targetTrace on the map

AI insight

Two off-track objectives are dragging the regulation and sector-development axes down

Simpler regulation and doing business sits at ⁦72%⁩ against ⁦85%⁩, and transparency and open sector information at ⁦66%⁩ against ⁦80%⁩. The common cause is the late Muqawil Release ⁦4⁩ and a shortage of data engineers — both feed contractor satisfaction with digital services, flat at ⁦74%⁩ since August.

Confidence⁦84%⁩

One strategy, four readings

The same objectives and the same figures, in the framework the Board reports in.

Beneficiaries

What impact do member contractors, project owners and government agencies feel?

4 objectives

SO-3.3
A better contractor experience and service quality
⁦77%⁩/ ⁦80%⁩
SO-2.1
Build capability and innovation in the sector
⁦76%⁩/ ⁦85%⁩
SO-1.2
Raise quality standards across contracting
⁦79%⁩/ ⁦85%⁩
SO-1.1
Simplify regulatory relationships and make doing business easier
⁦72%⁩/ ⁦85%⁩

Financial efficiency

How do we spend well and diversify revenue?

2 objectives

SO-2.2
A collaborative environment across the sector
⁦70%⁩/ ⁦80%⁩
SO-4.3
A sustainable financial base
⁦83%⁩/ ⁦90%⁩

Internal processes

Which processes must we excel at?

3 objectives

SO-3.1
SCA services and programmes in every region
⁦74%⁩/ ⁦85%⁩
SO-3.2
Efficient, sustainable SCA facilities
⁦69%⁩/ ⁦80%⁩
SO-4.1
Strong technical capabilities
⁦88%⁩/ ⁦90%⁩

Organisational capabilities

Which people, data and organisational environment do we need?

3 objectives

SO-2.3
Transparency and open sector information
⁦66%⁩/ ⁦80%⁩
SO-4.2
A mature operating model and accountability
⁦85%⁩/ ⁦90%⁩
SO-4.4
Leadership and human capital
⁦82%⁩/ ⁦85%⁩

The full strategy cascade

From the vision down to the project: pillar → objective → KPI → portfolio → programme → initiative → project. Search, or open any level to see what sits beneath it.

Building the future with confidence.
A Unified Reference for Regulating the Sector⁦88%⁩
A Cornerstone of Sector Development⁦87%⁩
Specialised, Value-adding Services⁦90%⁩
SCA services and programmes in every regionSO-3.1⁦74%⁩
Efficient, sustainable SCA facilitiesSO-3.2⁦69%⁩
A better contractor experience and service qualitySO-3.3⁦77%⁩
A Leading, Sustainable Organisation⁦95%⁩