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Transformation Pulse - Issue 1

Issue Theme

Promoting BGC as Employer of Choice

The first issue of Transformation Pulse brings together BGC's two transformation programs — Nexus and Lead-X — under the strategic pillar of becoming the Employer of Choice.

This issue opens with a leadership perspective, then moves through the Nexus Program page, the Lead-X Program page, and closes with Saudi Government News and BGC Relevance.

LAUNCH

THE NEW IDENTITY

DRAYA Communication — Everyone Counts

For the Corporate Communication Department

From now on, our communications come from Draya.

What 'Everyone Counts' Means

💡

Every idea counts

👥

Every employee counts

💬

Every voice counts

🤝

Every connection counts

🧩

Every contribution counts

🎯

Every effort counts

Every achievement counts

🌐

Every story counts

🎨

Every design counts

📅

Every day counts

Different voices. One purpose. Greater impact.

03

pages in the issue

06

strategic objectives shown

02

transformation programs

A Message from the Chairman

Together, We Build the Future of Balubaid Group

Khalid O. Balubaid

Chairman, Balubaid Group

Khalid Omar Balubaid

As Balubaid Group continues its journey of growth and long-term sustainability, transformation has become an important part of preparing for the future. This journey is not a temporary initiative, but part of a clear five-year plan aimed at strengthening the Group, improving the way we work, and enhancing our readiness for future opportunities.

Transformation does not mean that our current way of working is wrong. Successful organizations continuously evolve to adapt to market changes, technology, and customer expectations. Most importantly, this transformation is not about replacing employees — it is about empowering them. We are investing in better systems, processes, communication, and talent development to help our people succeed and grow.

Several key programs support this journey. LEAD-X focuses on people and culture development, while NEXUS drives digital and operational transformation. BEYOND serves as the Group's execution and governance framework, ensuring alignment, follow-up, and disciplined implementation of the approved transformation roadmap.

Clear communication and employee engagement are essential to success. For this reason, we are launching "Transformation Pulse" as a regular communication platform to keep employees informed, connected, and engaged throughout the journey. Additional communication channels will also be introduced, including dedicated two-way channels that will allow employees to share their ideas, feedback, and observations — because our employees are not observers of transformation; they are a vital part of it.

STRATEGIC OBJECTIVES

The six Strategic Objectives

The Six Strategic Objectives represent the core pillars of transformation across Balubaid Group. Every transformation, program, initiative, project, and even operational activity or action should be strategically aligned with one or more of these objectives.

This alignment ensures unified direction, cross-functional integration, and focused execution toward delivering sustainable value for the Group.

Increase Market Share

We aim to grow by reaching more customers, increasing sales, and expanding into new markets.

For example: Growing sales, entering new locations, adding new products or services, improving pricing, and reaching more customer groups.

Be Distinctive

We aim to stand out from competitors by offering better, smarter, and more unique solutions.

For example: Strong branding, innovation, premium services, better after-sales support, and unique customer solutions.

Be Customer-Focused

We aim to place customers at the center of our operations by making their experience easier, faster, and better.

For example: Improving customer satisfaction, faster response, better service quality, a smoother buying journey, and listening to customer feedback.

To Enhance Efficiency

We aim to work smarter by improving processes, reducing waste, using technology, and managing resources better.

For example: Cost saving, automation, better reports, improved inventory, stronger cash flow, simpler procedures, and adopting a Digital and AI culture.

Promote BGC as an Employer of Choice

Issue Theme

We aim to make Balubaid Group a great place to work, where employees feel valued, supported, empowered, and able to grow.

For example: Training programs, leadership development, employee engagement, a better work environment, career growth, Saudization, competitive benefits, and comprehensive motivational schemes.

Comply with Government Regulations

We aim to ensure all Group companies follow laws, regulations, and official requirements to protect the business and build trust.

For example: ZATCA compliance, cybersecurity requirements, labor laws, licensing, data privacy, safety, and environmental regulations.

02

Nexus Program

Team Leader Article

The Year of AI Has Begun — and So Has Yours

Haitham Hilal

NEXUS Program Leader

Haitham Hilal

On 10 March 2026, the Cabinet approved the designation of 2026 as the Year of Artificial Intelligence in the Kingdom, underscoring Saudi Arabia's emergence as a global hub for data and AI under Vision 2030. AI companies have secured $9.1 billion in funding, more than 11,000 specialists have been trained, and the SAMAI program has reached over one million participants. For Balubaid Group, this is a defining moment. NEXUS — our five-year transformation program — is our response, built on a clear conviction: People first, then Data, then Technology.

Leadership Perspective

Digital Transformation: Building the BGC We All Deserve to Work In

Khaled Yusuf

Chief Information Officer, Balubaid Group of Companies

Khaled Yusuf

Digital transformation at BGC is not only about upgrading systems or introducing new technologies. Through the NEXUS transformation programme, it is about putting people first and creating a better, easier, and more productive work environment for all employees.

Over the past year, the IT team has upgraded key digital tools used across the Group, including the rollout of Microsoft 365 E5 to more than 460 users across 40 branches. This investment aims to reduce daily work friction, improve collaboration, and help employees focus more on meaningful and higher-value work.

NEXUS Bites

Simple insights for our transformation journey

About NEXUS

Five-Year Program

Positioning BGC as a digitally and AI-enabled group.

People First

Transformation starts with people, then data, then technology.

Six Focus Areas

People, Organization, AI, Digital, Data, and Process.

Strong Governance

Weekly Steering Committee and clear follow-up across the Group.

BU Champions

Representatives who support priorities and engage teams.

Transformation Pulse | Nexus Program

PROGRESS

NEXUS Programme — May 2026 Progress

NEXUS Academy

LAUNCHED

AI Fluency course offered through Anthropic Academy launched with 18 Champions across all BUs.

Data Collection

COMPLETE

15 of 15 BUs submitted — 100% rate. Cataloged for the Digital Maturity Assessment.

Quick Wins Pipeline

56 IDENTIFIED

Cluster in customer/CX, reporting/data, and process. Next: ROI prioritization.

Maturity Assessment

IN PROGRESS

Started the first wave with AutoZone & APICO via independent advisor using CMMI-based framework.

Industry Benchmarking

ACTIVE

Vendor selection underway. Tailored scope being proposed against industry best practices.

03

Lead-X Program

Team Leader Article

LEAD-X: Building the Foundation for Stronger Execution

Mohamed Mamdouh

Lead-X Program Leader

Mohamed Mamdouh

As Balubaid Group continues to grow and evolve, the way we manage our people, decisions, and execution must evolve as well. LEAD-X represents an important step in this journey.

LEAD-X is not a traditional HR initiative. It is a Group-wide People & Culture transformation program designed to strengthen how we plan, perform, develop talent, and connect people to business results.

Through LEAD-X, the Group is building a more structured, transparent, and consistent operating system across all subsidiaries. The program focuses on connecting strategy with execution, performance with results, and people development with business growth.

Leadership Perspective

Strengthening APICO's Sales Capabilities Through Lead-X

Tareq AlSunna

Chief Commercial Officer, APICO

Tareq AlSunna

Through the Lead-X Program, APICO's sales team participated in a customized Salesforce development initiative designed to strengthen commercial effectiveness and core sales capabilities.

The program focused on improving opportunity management, customer prioritization, strategic deal planning, value-based pricing, and negotiation skills. It also highlights the importance of transformation programs within Balubaid Group in supporting subsidiaries, addressing real business challenges, and building stronger capabilities.

As a result, the sales team became more structured, more focused on high-value accounts, and more strategic in engaging customers. The initiative also helped shift the team's mindset from transactional selling to value-driven customer engagement.

Learning Bite - Lead-X

PROGRESS

Lead-X Programme — May 2026 Progress

Balanced Scorecard

COMPLETE

Successfully 100% of Balubaid Group subsidiaries have completed their Balanced Scorecard for the Year 2026 with full clarity and alignment between all concerned parties.

Work & Development Plan (W&DP)

LAUNCHING

Continuing the activation of the Performance Management System, W&DP will be initiated and activated for all levels gradually, starting May 2026.

Onboarding Program

ACTIVE

Introduced and activated the 90-Day onboarding program for Balubaid Holding and APICO. The rest of subsidiaries to follow during 2026.

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