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customer engagement and responsible banking
customer experience
Customer-centric strategic approach
alrajhi bank continued to place customer experience at the heart of its customer-centric strategy, establishing a long-standing commitment to delivering exceptional value at every interaction. Through a structured, insight-driven approach, the bank actively captures and analyses customer feedback across channels, enabling it to anticipate evolving needs and embed customer-centricity into product development, digital transformation and operational enhancements. This philosophy has remained a key differentiator and continues to strengthen the bank’s position as one of the Kingdom’s most customer-focused financial institutions.
With the launch of the Bank’s ‘harmonize the group’ strategy at the beginning of last year, the Marketing and Customer Experience Group was established as a central enabler of the strategy, tasked with communicating the strategy’s purpose and customer value proposition. Throughout the year, the bank adopted a digitally led, integrated marketing approach to communicate the concept of Group Harmony, reinforcing the aligned identity and unified service proposition across all group entities.
To sustain a deep, insight-driven understanding of customer expectations, the group conducts continuous surveys and sentiment assessments across branches, digital channels, and key product journeys. These insights directly shape improvements in product design, digital usability, operational performance, and service standards, forming the analytical backbone of the bank’s customer experience model. Oversight is reinforced through a Customer Experience Committee, comprising senior leaders who meet regularly to address emerging issues, eliminate friction points, and guide long-term journey enhancements.
Across the year, multiple targeted initiatives were introduced to streamline processes, reduce customer effort, and elevate service quality across all interaction channels. These actions, supported by stronger insight capabilities, and coordinated experience management, demonstrate the bank’s strong commitment to delivering seamless, intuitive, and consistently high-quality experiences at every customer touchpoint. This integrated approach has further deepened alrajhi bank’s customer relationships and solidified its standing as one of the Kingdom’s most trusted, customer-centric financial institutions.
Insight-led segmentation and personalised engagement
Central to the bank’s customer-experience approach is the use of customer insights and advanced analytics. By examining demographic shifts, behavioural data and transaction patterns, the bank modifies propositions across both Retail and Corporate businesses for diverse customer groups, including youth, expatriates, families, entrepreneurs, multinationals and SMEs.
This segmentation strategy led to several successful initiatives during the year. The Gamer proposition, supported by a youth-centric digital campaign, continues to achieve significant increase in card issuance and spending, demonstrating the effectiveness of targeted engagement for younger customers. Similarly, the bank expanded its presence among expatriates through alrajhi global, an expat-focused financial hub offering competitive exchange rates and preferential international transfer benefits. These propositions reflect the bank’s ability to build strong, relevant relationships with diverse segments through personalised offerings.
Saudi Arabia’s Pioneering Youth Financial Inclusion Platform
POWR Card – Youth and Creator-Led Engagement
As part of its insight-led youth segmentation strategy, alrajhi bank launched the POWR Card, a co-created card proposition developed in partnership with a leading content-creation community. The POWR Card is designed for gamers and creators, combining everyday banking functionality with identity-driven personalisation and lifestyle relevance.
The proposition strengthens emotional connection and engagement by offering customisable card designs, exclusive benefits, and targeted offers aligned with youth interests. Through this initiative, alrajhi bank expanded its reach within the creator and gaming ecosystem, driving acquisition and card usage while reinforcing its position as a culturally relevant and customer-centric financial institution.
SWAR
alrajhi bank’s ground-breaking wearable payment bracelet built specifically for children, representing Saudi Arabia’s first comprehensive youth banking ecosystem. Connected to a dedicated children’s account, SWAR empowers young users to make secure digital payments through NFC, access ATMs, set savings goals, and participate in real-world financial activity, while parents maintain full oversight through spending controls, real-time notifications, and multi-child management. SWAR combines safety, independence, and education in one seamless financial inclusion solution.
Launched as a fully commercial product, SWAR addresses a major gap in the Saudi financial landscape, where children lacked structured access to banking and digital payment tools. Traditional financial products largely excluded minors, limiting families’ ability to introduce financial responsibility in a safe and structured manner. SWAR bridges this gap by providing age-appropriate banking functionality, secure digital payment technology, and built-in financial learning, all with comprehensive parental oversight.
SWAR’s customer-centric value proposition
- Youth Financial Inclusion: Children gain their first banking experience through a dedicated account, NFC bracelet, real-time payments, and ATM access, transforming them from passive observers into active digital participants.
- Parental Oversight: Parents benefit from full monitoring and control through adjustable spending limits, instant alerts, card freeze/unfreeze, and multi-child management.
- Financial Education: Integrated tools such as savings goals, task-reward systems, and real transaction experiences hence develop budgeting skills and financial awareness in an engaging and practical way.
- SWAR is distinct from any competitor: Instead of offering repurposed prepaid cards, it delivers a purpose-built youth banking ecosystem designed holistically around children and families.
SWAR has achieved exceptional adoption with 20,000+ active young users (average age: 9) and a balanced gender distribution (46% female, 54% male). Strong parental engagement demonstrates clear market validation, with families actively opening children’s accounts to access SWAR. Daily usage patterns show meaningful behaviour change as children learn to manage money in real-world settings.
Why SWAR stands out
- First-of-its-kind in Saudi Arabia: The nation’s first wearable payment solution built exclusively for children, pioneering youth financial inclusion at scale.
- Outstanding Market Performance: More than 20,000 active young users and strong parental adoption confirm exceptional product-market fit.
- Comprehensive Ecosystem: A holistic financial inclusion model combining payments, oversight, safety, and financial education, far beyond any card-based competitor.
Driving group synergy and ecosystem communication
To strengthen the impact of these personalised strategies, the bank introduced a dedicated Synergy Taskforce to align communication and marketing initiatives across the group. This taskforce plays a crucial role in ensuring that the achievements of individual subsidiaries, ranging from remittance services to SME solutions, open banking and digital innovations, are positioned as integral components of the wider ecosystem.
Through this collaborative structure, the bank launched agile, high-impact marketing campaigns that elevated both business-specific achievements and overall group performance. This synergy-driven approach improved resource utilisation, ensured consistency in messaging and enhanced the bank’s ability to execute integrated go-to-market strategies. Ultimately, it strengthened the bank’s brand presence, creating a cohesive experience for customers engaging with any part of the group.
Brand strength and market positioning
The success of alrajhi bank’s marketing strategy was reflected in its ranking as the Most Valuable Saudi Brand of 2025 by Kantar BrandZ, with a brand value of USD 16,784 Mn. This recognition highlights the bank’s strong financial performance and consumer resonance, underpinned by unified customer engagement, strong digital capabilities and the bank’s ability to consistently meet the diverse needs of individuals and businesses across the Kingdom. It also reaffirms the bank’s growing influence and leadership in the financial sector.
The bank further amplified its visibility through comprehensive public relations and media outreach. The bank became the number one social media brand in the Kingdom, with over 7.8 million followers across its social channels, and 1.5+ billion impressions, reflecting strong growth in reach and engagement. This enhanced visibility supported both customer acquisition and retention by reinforcing trust and familiarity with the brand.
Marketing transformation and brand evolution
The bank launched multiple large-scale campaigns to strengthen its evolving identity during 2025, showcasing the breadth of the bank’s services and encouraged customers to adopt digital channels by highlighting the efficiency and convenience of modern user journeys.
alrajhi bank strengthened its brand presence through distinctive campaigns that highlight personalisation and customer relevance. One notable initiative, the ‘Long-lasting relationship’ campaign in 2025, celebrated the bank’s human-centric approach, reinforcing trust and emotional connection with audiences across multimedia platforms. Beyond product and service campaigns, alrajhi bank extended its brand purpose into social impact, supporting community giving through the ‘Your Impact Matters’ initiative during Ramadan 2025, which enabled customers to contribute to charitable causes directly through the bank’s digital app, symbolising giving and amplifying social value during a key season of generosity. Other campaigns such as the Corporate Banking Excellence campaign and Digital App Excellence campaign were also carried out successfully during the reporting period.
During 2024–2025, the bank also undertook strategic rebranding and expansion of its service ecosystem, including refreshed identities for key propositions and the launch of new digital-first brands such as Neotek (open-banking solutions provider) and Qaema (accounting solutions), supporting a broader, more integrated financial services narrative for customers.
Targeted marketing to drive segment growth
In 2025, marketing efforts were directed toward deepening penetration across priority customer segments through customised propositions and targeted experiences. Engagement with youth and fresh graduates was strengthened at universities and youth-focused venues, building early brand connection, increasing financial awareness, and supporting onboarding into first-time banking products. For digitally savvy customers and gaming communities, customisable card designs, gaming partnerships, tournaments, and exclusive offers enhanced relevance and encouraged product adoption.
Female customer engagement was expanded through integrated online and offline initiatives, including Women’s Day campaigns, recurring offers in preferred categories, supported by a 50% increase in female-focused social media communications. Growth within the expatriate segment was driven by performance-led campaigns promoting key retail products such as personal finance, auto leasing, credit cards, and affluent propositions tailored to expatriate needs.
The bank continued to engage SMEs and business customers by promoting its comprehensive business packages, offering a suite of services, from financing and cards to cash management, designed to simplify operations and drive business growth. At the same time, large-scale sports activations, including a football fan zone welcoming over 3,000 visitors, reinforced the Bank’s presence and connection with the wider community.
Service and experience-led initiatives
To further enhance customer experience by introducing innovative service-led initiatives designed to simplify banking, increase engagement, and provide personalised solutions. The following programmes introduced in 2025 focus on rewarding loyalty, streamlining service interactions, and empowering customers with greater control over their banking journey.
- Cards Streak: A first-of-its-kind gamified credit card programme in the banking industry that rewards customers for maintaining or increasing monthly spending levels through a “streak” mechanism, driving sustained engagement, higher card usage, and increased loyalty.
- One and Done: Empowered contact centre agents to resolve customer needs during the initial interaction rather than creating service requests, improving First Call Resolution (FCR) and ensuring a seamless customer journey.
- Segmentation Priority: Requests and complaints from Private, Diamond, and Diamond Affluent customers are automatically prioritised within the CRM, ensuring faster response times and a differentiated service experience.
- Personalisation: Customisable items launched such as digital card skins, that can be redeemed using mokafaa points or purchased with cash, enriching personalisation and customer rewards.
Access points and network expansion
To strengthen accessibility and ensure convenient service availability for customers across both urban and underserved regions, alrajhi bank continued to expand and optimise its nationwide physical service network. By the end of the reporting period, the bank operated 687 retail access points, including 511 full-service branches, 14 sales showrooms, 27 Silah service-only centres, and 135 Tahweel remittance centres, ensuring broad coverage for individuals and businesses across the Kingdom. This also includes one dedicated Ladies Branch, and 176 branches have a ladies section.
Complementing this presence, the bank maintained one of the largest self-service banking infrastructures in Saudi Arabia, with 4,300+ ATMs, more than 350 small-denomination ATMs, 41 ITMs, 1,700+ deposit-enabled machines, and more than 600 kiosks. In addition, the bank’s kiosk network has collectively printed over 7 million cards, supporting rapid, hassle-free card issuance for customers. During the year, ATM channels served over 540 million customer interactions, including 5.4 million GCC customer transactions, and processed cash withdrawals exceeding X 183 Bn. This extensive and continuously enhanced physical and digital footprint underscore the bank’s commitment to service availability, financial inclusion, and customer convenience across the Kingdom.