Transformation Pulse Newsletter

Transformation Pulse - Issue 1

Issue Theme

To Promote BGC as Employer of Choice

A sample issue showing how the newsletter can look when one of BGC’s strategic objectives is translated into a live editorial experience.

This example follows the approved Transformation Pulse structure. It opens with a Steering Committee message and a progress infographic, then moves through the Nexus Program page, the Lead-X Program page, and a final page for Group events. Each authored article includes a dedicated photo space so the author portrait can be added during production.

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pages in the issue

strategic objectives shown

monthly events featured

DRAYA COMMUNICATION

هوية داخلية تحتفي بكل صوت، وكل فكرة، وكل مساهمة.

DRAYA LAUNCH

دراية: هوية تواصل تجمعنا

منصة هوية تواصلية تعكس الشمول والوضوح والأثر المشترك داخل مجموعة بالبيد.

EDITORIAL VALUES

ماذا يعني «Everyone Counts»؟

كل موظف له قيمة.

كل فكرة لها قيمة.

كل صوت له قيمة.

كل مساهمة لها قيمة.

كل منظور له قيمة.

كل جهد له قيمة.

كل إنجاز له قيمة.

كل تحسن له قيمة.

كل تفاعل له قيمة.

كل خطوة في مسيرة التقدم لها قيمة.

EVERYONE COUNTS

هوية مبنية على الاعتراف بقيمة الإنسان والفكرة والتفاعل اليومي الذي يصنع تقدّم المجموعة.

COMMUNICATION PROMISE

دراية هي هوية تواصلية تحتفي بالأشخاص والأفكار والتقدم الجماعي في مجموعة بالبيد.

Steering Committee article

Creating transformation that people can see, feel, and sustain

Dr. Omar Al-Harthi

Member of the Steering Committee

Photo space for Steering Committee author

The issue opens with a leadership perspective that connects the Group’s strategic ambition to visible organizational behavior and measurable execution discipline.

Transformation becomes credible when employees can connect strategic priorities to the way work changes around them. In this issue, we are highlighting the strategic objective of building a more people-centered organization, because it is the objective that allows every other transformation priority to move with clarity and confidence.

Strategic objectives

The six Strategic Objectives

The updated objectives below use simplified employee-facing language. In this issue, the highlighted theme remains Promote BGC as an Employer of Choice.

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 booking or 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

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

For example: Training programs, leadership development, employee engagement, a better work environment, career growth, Saudization, competitive benefits, and an incentive scheme.

Active theme

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, and safety and environmental regulations.

Nexus Program

The Nexus page pairs the program-lead perspective with a business-side viewpoint and closes with concise progress notes.

Program Team Leader article

Turning priorities into a more connected execution model

Sara Al-Mutairi

Nexus Program Team Leader

Photo space for Nexus Program Team Leader

This article explains how the Nexus Program is improving coordination across workstreams and making change more visible to business teams.

During the past cycle, the program focused on turning fragmented activities into a clearer operating rhythm. By synchronizing workstream reviews and decision points, the team reduced duplication and created a more confident pace of delivery.

Business Head article

Abdulrahman Al-Qahtani

Business Head, Automotive Division

Photo space for Nexus Business Head

How the business sees stronger execution through Nexus

A business-side perspective shows how the Nexus Program is improving coordination, ownership, and follow-through across day-to-day execution.

Progress

Nexus progress updates

Governance

Monthly workstream review cadence standardized across key teams.

Communication

Issue-based reporting format introduced for faster leadership reading.

Execution

Three cross-functional bottlenecks resolved through joint action planning.

Lead-X Program

The Lead-X page pairs the program-lead perspective with a business-side viewpoint and closes with concise progress notes.

Lead-X Program Team Leader article

Building readiness through clearer talent and change pathways

Reem Al-Shammari

Lead-X Program Team Leader

Photo space for Lead-X Program Team Leader

This article focuses on how the Lead-X Program is shaping readiness, capability development, and the employee experience required for transformation.

Our recent work centered on connecting people initiatives to transformation priorities more directly. Rather than treating capability, engagement, and process change as separate tracks, the program has been aligning them into one coherent experience for managers and employees.

Business Head article

Faisal Al-Ghamdi

Business Lead, Shared Services Integration

Photo space for Business Lead author

Why the business values a more structured people agenda

A business-side voice demonstrates how the Lead-X Program is influencing adoption, accountability, and day-to-day management behavior.

Progress

Lead-X progress updates

Balanced Scorecard

Successfully 100% of Balubaid Group subsidiaries completed their 2026 Balanced Scorecard with full clarity and alignment across all concerned parties.

Work & Development Plan (W&DP)

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

Onboarding Program

The 90-Day onboarding program has been introduced and activated for Balubaid Holding and APICO, with the remaining subsidiaries scheduled to follow during 2026.

Group Events and Initiatives

The final page highlights recurring engagement and organizational activity. The structure below keeps the section concise and easy to scan.

Event image

Transformation Town Hall

April

Transformation Town Hall

A Group-wide session that connected strategic priorities, milestone updates, and employee questions in one executive briefing format.

Event image

Managers Change Readiness Workshop

April

Managers Change Readiness Workshop

A practical workshop for line managers focused on communication behavior, team follow-up, and readiness signals during implementation.

Saudi Government News and BGC Relevance

The newsletter can also include selected government news that matters to BGC, with a short explanation of why each development is relevant to the Group.

Saudi Vision 2030

National Privatization Strategy strengthens the private-sector opportunity landscape

Policy relevance

Saudi Arabia’s National Privatization Strategy highlights a broader push to enable private investment, expand partnership models, improve service quality, and increase value generated through privatization and public-private partnership activity.

BGC relevance

For BGC, this signals a market environment that increasingly rewards operational readiness, partnership capability, and the ability to compete in a more performance-driven ecosystem across diversified sectors.

Ministry of Human Resources and Social Development

Higher Saudization rates announced for marketing and sales professions

Policy relevance

The ministry announced decisions to increase Saudization rates in targeted marketing and sales roles to 60% within the private sector, reinforcing the national agenda for workforce participation and capability development.

BGC relevance

For BGC companies, this increases the importance of workforce planning, internal talent development, and recruitment readiness in commercial and customer-facing functions, especially where growth depends on strong local capability pipelines.

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