cultivating a future forward workforce

Powering the continued success and growth of bank is its dedicated team of 23,406 professionals. Their exceptional and seamless adaptability to the ever-changing business environment and evolving job requirements ensures the bank consistently delivers outstanding value to both customers and shareholders, leveraging their position as alrajhi’s most valuable asset.

The team’s unwavering commitment not only drives customer loyalty but also significantly enhances the bank’s reputation as an employer that nurtures high performance work environments that are conducive for empowered employees. By embracing innovation and maintaining a customer-centric approach, alrajhi employees continuously strive to exceed expectations and set new standards of excellence in the banking industry.

Material topics

• Employee Attraction, Development and Retention
• Employee Health and Wellbeing
• Diversity and Inclusion
• Human Labour and Rights

UN SDGs

Key highlights

23,406

Employees in the Workforce

+98%

Saudisation rate of the bank

100%

Employees receiving performance and career development reviews

548,544

Training Hours

74%

Employee Engagement

In 2024, the local and global operating environment presented unique opportunities as well as challenges that shaped the bank’s approach to Human Capital. The Human Capability Development Program – one of the key Saudi Vision Realisation Programs demanded closer alignment of matching training outcomes with needs of the job market, while Saudisation targets led to increased job market competitiveness. The Kingdom’s economic diversification and substantial job creation across various key sectors also added to the competitiveness in the job market. Industry-specific trends in the Banking and Financial services sector including the rapid pace of digitisation and penetration by fintechs have prompted investments in tech skill development to bridge growing skill gaps. Furthermore, these dynamic changes in the operating environment also resulted in frequent regulatory shifts and amendments in labour laws, which were further compounded by increased pressure for ESG considerations.

Now, following the successful launch of the Bank’s new ‘harmonize the group’ strategy cycle (2024-2026), the bank’s Human Resource (HR) Group integrated and aligned its HR Strategy objectives with those of the bank’s overarching strategy, for efficient skill mapping and greater overall success.

The fundamental objective of the HR Group during the reporting period was to equip and direct alrajhi’s human capital to drive the new strategy; In order for alrajhi bank and its subsidiaries to leverage their synergies, successfully implement the strategy, and explore the tremendous potential of the Group as one ‘ecosystem’, all alrajhi employees were required to share in this vision. It was necessary for alrajhi employees to understand their evolving roles and responsibilities within the growing alrajhi ecosystem, and its resulting cross-sell culture during the execution of the new strategy.

As such, the HR Group focused on three areas crucial to the success of the strategy execution:

1

Implementing a talent mobility framework

• Ensures existing talent is strategically utilised and optimised
• Nurtures an agile workforce
• Offers rewarding career opportunities within the alrajhi group, resulting in higher retention and greater employee satisfaction

2

Mapping business growth and expansion with talent development opportunities

• Bridges emerging skill gaps through multi-skilling and up-skilling
• Creates exceptional learning experiences
• Fosters a culture of continuous learning and development across the bank

3

Enriching the employee experience

• Creates a progressive career journey
• Offers competitive compensation and benefits
• Utilises digital, data and tech capabilities internally to provide employees a seamless HR experience

With the successful implementation of the targeted strategic initiatives within each focus area, the bank established best-in-class, effective HR practices and governance frameworks to build a strong people value proposition.