Evolving our Operating Model for Success
We have centralized our investment capabilities and introduced new roles.
Organizational changes are detailed in the Investment Review (page 32), and the Corporate Governance report (page 62).
Developments include Board review and approval of new policies, and strengthening of high-level governance functions, such as ERM.
Progress is detailed in the Corporate Governance report (page 62).
SEDCO’s brand strength continues to grow; reflected in new partnerships, investment opportunities, and recognition.
Key highlights, awards, and achievements are detailed on page 6.
We continue to invest in our teams and reinforce capabilities.
Progress in human capital development is discussed under the section titled Our Team (page 28).
The Our Team section (page 28) explores how we are delivering on our key strategic priorities at an operational level, while cultivating a performance-driven culture.
MEASURING OUR PROGRESS
The following summarizes progress made in 2025 against our major initiatives, which are aligned with our LEAP strategy.
TO EVOLVE
Charting
the future
Projects focused
on strategies and
policies.
| Initiative | Key objective | Status |
|---|---|---|
| Future Leaders | To identify and develop successors and high-potential talent, equipping them with the skills and resources to become tomorrow's leaders through assessments, coaching, and a personalized IDP. Assessments complete, and currently in the coaching phase. |
Ongoing
 |
| Entities Information Management System (EIMS) | To develop and establish an Entities Management System for the Custody Department. The system will maintain accurate records for subsidiaries, affiliates, and other legal entities within SEDCO’s corporate structure. |
Ongoing
 |
| Enterprise Content Management (ECM) | To improve the document management processes within the company, enhancing efficiency and compliance, starting with the Finance and Legal departments. |
Ongoing
 |
| ZATCA E-Invoice | Developing an electronic invoicing technical solution in compliance with ZATCA's compliance regulations and timeline for different SEDCO companies. In total, 11 SEDCO entities will be added on a rolling basis in compliance with ZATCA's timetable. |
Ongoing
 |
| Workload Analysis | Identifying key opportunities for process improvement, resource realignment, and operational efficiency gains in support of our strategic shift. Successfully completed a comprehensive workload analysis. |
Ongoing
 |
TO DELIVER
Gearing for
excellence
Projects that require
on-ground team and
resource deployment.
| Initiative | Key objective | Status |
|---|---|---|
| Siwar Aljoud | Siwar Al Joud Project involves the master planning and subdivision of a large-scale site spanning approximately 1,241,360 m² in the Umm Al Joud area of Makkah. The site benefits from strong connectivity to key religious and transportation anchors, including Al-Haram, the Haramain Railway Station and MASAR development, as well as convenient regional access to Jeddah. |
Ongoing
 |
| SETE | SETE Project involves the development of a 92,061 m² site located on the northern side of Jeddah, strategically positioned near key landmarks and with connectivity to major routes linking Madinah and Makkah. The project aims to establish a residential-led mixed-use destination integrating residential, commercial, office, and lifestyle components. |
Ongoing
 |
| Al Khaldiyah project | Alkhalidiyah Project involves the development of a 60,284 m² urban site located in the Alkhalidiyah District in central Jeddah, strategically positioned near key infrastructure and amenities, with close proximity to major corridors. The project aims to transform the site into a high-quality mixed-use development comprising residential, office, retail, and hospitality components. |
Ongoing
 |
| Employee Engagement | To validate and sustain our engagement levels, we worked with Gallup Q12 in 2024 and have continued for this year for our organization-wide engagement survey. The survey will be was conducted this Oct. Exit surveys are completed regularly. |
Ongoing
 |
| Arabian Farms | The sale of Arabian Farms represents an exit by SEDCO Holding from the agricultural sector as a part of its strategy to focus on core businesses and to play a proactive part as a value-adding investor with an emphasis to align with government initiatives under the umbrella of Vision 2030. |
Ongoing
 |
TO SUSTAIN
Sustainable
trajectory
Projects related
to governance practices,
continuity and ESG.
| Initiative | Key objective | Status |
|---|---|---|
| SH Policies, procedures, and charts (PPC) | To review, update and develop policies, procedures and management committee charters, as well as develop related templates for several departments and functions |
Ongoing
 |
| MSCI ESG Score 2025 | Every year SEDCO applies to be rated on their ESG performance on the MSCI ESG Index as part of our sustainability projects. |
Ongoing
 |