subsidiaries

Since 2022, atmaal has firmly established itself as the strategic engine of innovation and operational excellence for the alrajhi group. Today atmaal has evolved beyond its mandate of centralisation and standardisation to become a true solutions orchestrator, delivering intelligent, scalable capabilities that are driving the group’s transformation into a high-performance financial ecosystem. The subsidiary continued to play a key role in alrajhi’s ongoing ‘harmonize the group’ strategy, as it continues to streamline processes, optimise workflows, and support the group’s transformation into a high-performance financial ecosystem.

During the reporting period, atmaal demonstrated its exceptional capacity to scale and innovate simultaneously, achieving a remarkable 41% reduction in the overall Cost per Unit, a powerful indicator of the subsidiary’s commitment to operational excellence. This was accomplished while managing a 60% growth in business volumes combined with a 180% expansion in its service portfolio since the 2023 baseline of its strategy, proving its ability to thrive under the pressures of rapid expansion.

Through strategic focus on automation and process re-engineering, atmaal successfully scaled to meet growing market demand while optimising resource deployment. This performance reflects the company's commitment to operational excellence, enabling smart workforce management through automation and strategic redeployment to support sustained growth.

Steered by atmaal’s RISE strategy, the subsidiary exceeded automation targets for the year with a 70% growth in automated processes since 2023, surpassing the milestone of 1,000 automated processes across the group in 2025. The growth in services increased 180% since 2023 to 117 managed services to date. Overall efficiency improvements drove down the unit rate marking a notable -13% CAGR reduction in unit costs. The subsidiary achieved a 6% increase in net profit margin YoY, successfully meeting budget projections.

RISE strategy

Delivering against the RISE strategy

By year-end, 100% (40 out of 40) of planned functions for 2025 were migrated or created in atmaal to support group operations.

atmaal’s biggest success story of 2025 was the migration of underwriting and post-sales functions of alrajhi bank’s Retail Banking Group to the Al Qassim Delivery Centre. The migration saw the smooth transition of over 455 employees by year-end, with atmaal achieving an excellent retention rate of over 57% by seamlessly redeploying redundant employees within atmaal and across the group.

Other key migrated services/operations include the Counter Fraud Defence Unit and Voice of Customer for alrajhi bank, Outbound Proactive CSAT for neoleap, Fund Administration and IPO for Al Rajhi Capital, Salvage Operations for Al Rajhi Takaful, and SME Financing for Emkan. As such, atmaal grew beyond banking services during the year in review, in line with the RISE Strategy, increasing its BPO capabilities across other Banking, Financial Services and Insurance (BFSI) services across the group, including insurance, payments and fintech verticals.

These new areas of operations also demonstrated greater efficiencies. For Al Rajhi Takaful, one-and-done services were migrated from the back-office to the frontline, increasing customer satisfaction and improving the insurance company’s First Call Resolution (FCR) rate. The migration of Al Rajhi Capital operations resulted in efficiency gains that contributed to the investment arm’s improved top and bottom lines at the close of the year. atmaal continued to entrench and deepen its relationship within the group during the year in review, realising true economies of scale by expanding existing operations across group subsidiaries.

In 2025, atmaal leveraged trusted third-party data sources, and through alrajhi bank, integrated the Loan Origination System to Saudi Arabia’s General Organisation for Social Insurance (GOSI) with the Finance Ministry’s National Centre for Government Resources Systems (NCGR), creating a more cohesive and efficient digital government ecosystem across the Kingdom. This enabled atmaal to reimagine the credit journey for banking customers, reducing physical documentation and increasing automated underwriting processing. atmaal also transformed the auto lease customer journey by introducing a Dealer Management Portal to streamline the inventory and payment process, thereby shortening customer delivery times and enhancing its relationship with vehicle showrooms.

During the period, atmaal also sought opportunities in new sectors in line with the RISE Strategy, proving its abilities to support enterprise operations. These include marketing services, branch monitoring, HR and finance operations.

The perfect blend of human engagement and technology

atmaal’s Delivery Centre in Al Qassim now serves as the contact centre for all alrajhi group companies, recording a benchmark performance during the reporting period. Volume growth increased overall by 59% since 2023. alrajhi bank volumes grew by 16% YoY closely following the customer base growth, with the number of calls handled expected to reach 46 Mn. at the close of the year. Service Level Agreements (SLAs) were maintained above target thresholds across the services, with the Contact Centre achieving service levels of 81% and Managed Services achieving 91% for 2025. The Contact Centre (Al Qassim Delivery Centre) continued to maintain a majority female workforce, with the proportion of women surpassing 97.37%, with a 97.03% Saudisation rate.

During 2025, atmaal embarked on a Customer Experience Transformation study, to assess the group’s current technologies and capabilities, thereby developing a target state for the subsidiary. The study revealed that investing in a CCaaS platform (Contact Centre as a Service Platform) would unlock economies of scale, provide multi-tenancy, and give atmaal the ability to serve alrajhi group with the latest capabilities required from modern contact centres. atmaal will seek a cloud-first approach, in conjunction with regulatory approvals, and is currently in the process of evaluating vendors. While the Kingdom’s current CCaaS vendor landscape remains limited to a few vendors, atmaal expects more contact centre vendors to enter the market in 2026. The objective of this transformation is to also develop customer engagements that add value to both customers and the alrajhi group through cross-sell and entrenchment.

ATMAX: AI platform to lead agentic AI solutions

The landmark achievement of 2025 was the launch of ATMAX, atmaal’s proprietary private cloud AI infrastructure. Developed through a strategic partnership with top tier tech companies, this world-class AI data centre was operationalised in under six months. ATMAX is equipped to deliver Agentic AI, Generative AI, and Advanced Data Analytics solutions for the group.

atmaal’s team of AI, Automation, and Advanced Analytics engineers are leveraging ATMAX to deliver strategic use cases that will redefine industry standards for turnaround times and quality. Now, as the cornerstone of atmaal’s innovation strategy, ATMAX provides the insights and data necessary to optimise solutions and offerings for the group and its customers.

Benchmarking staffing solutions

As the managed HR services provider for the group, atmaal’s overall headcount increased 15% YoY, with 30% of the recruited talent directed towards Core business functions, 22% towards non-core functions, and 10% towards the Contact Centre. The subsidiary focused heavily on training and development, collaborating with the alrajhi Academy to enrol 1,128 employees on the Kingdom’s widely used e-learning management platform Blackboard, to prepare for mandatory SAMA Certifications.

During the reporting period, atmaal also cooperated with Saudi’s Human Resources Development Fund (HRDF) to deliver workshops for employees at the Al Qassim Delivery Centre. Overall, 2,569 atmaal employees were trained in 2025, totalling to over 207,000 training hours. The atmaal Management Development Programme succeeded in graduating 19 high potential future-leaders through a rigorous in-class and practical programme. atmaal was successful in maintaining a feminisation rate of 80% this year among all its employees, with Saudisation increasing from 95% to 96% at the close of the year.