Raising the capacity of the Holy Sites
Raising the capacity of the Holy Sites
I am honored and who was before my brothers to be ancient for the Two Holy Mosques and the guests of Rahman
Custodian of the Two Holy Mosques
King Salman bin Abdulaziz Al Saud - God save him-
Providing better services and higher level for pilgrims and pilgrims to achieve a vision
Crown Prince His Royal Highness
Prince Muhammad bin Salman bin Abdulaziz Al Saud - God save him-
Foundation story
The Government of the Kingdom of Saudi Arabia takes care of the founder of the institution, the king, Abd al -Aziz, may God bless him.
The Rental Vision 2030 comes as supporters and possible through one of its programs (the program of service of the guests of Rahman) for the development and development system for the feelings of the sacred
Here the role of a company as a company for development and development is the main developed and holy feelings.
We believe that our arrival to the sustainability of the sacred feelings is through the application of the best international practices and the highest quality standards in all our dealings and our projects to be the best work environment in the city of Makkah Al -Mukarramah and the best in the Kingdom.
Vision 2030 goals are linked to Kidana
Vibrant Society
- Serving a larger number of pilgrims in a better way
- Increasing family spending on culture and entertainment to 6%
- Increasing average life expectancy from 74 to 80 years
Thriving Economy
- Reducing the unemployment rate from 11.6% to 7%
- Increasing the assets of the Public Investment Fund to more than 7 trillion Saudi Riyals
- Increasing the private sector contribution to 65% of the GDP
- Raising the non-oil exports share of the GDP from 16% to 50%
Ambitious Nation
- Improving the ranking of the e-Government Survey to the top five countries
- Reaching one million volunteers annually
- Strengthening Islamic and national identity
1
Strengthening the Islamic & national identity
- Serving a greater number of pilgrims in a better way
- Facilitating the hospitality of pilgrims and facilitating their access to the Haram Mosque
- Improving the quality of services provided to pilgrims and Umrah performers
- Enriching the spiritual and cultural experience of pilgrims and Umrah performers
- Enhancing National Identity
- Preserving the Islamic, Arab, and national heritage of the Kingdom and promoting it
2
Providing a Decent and Healthy Life
- Improving living standards in Saudi cities
- Enhancing the living standards in Saudi cities
- Improving the urban landscape in Saudi cities
3
Economic Development and Diversification
- Economic development and diversification
- pening state-owned assets to the private sector
- Attracting foreign direct investment
- Unleashing the potential of non-oil sectors
- Empowering the development of the tourism sector
4
Enhancing the Employment Process
5
Enhancing the Effectiveness of e-Government
- General budgeting
- Increasing revenues from government-owned assets
6
Activating Social Responsibility
Kidana company strategy
The strategy included three basic rules and a number of possibilities to achieve the vision and goals of Kidana company
Vision
Leadership in sustaining the reconstruction of the Holy Places
Mission
Development and management of high -quality facilities and services, through the best human competencies, leadership practices and effective partnerships
Strategic Goals
1.Increase the capacity of the Holy Sites and improve the pilgrims' experience.
- Safety and comfort of the pilgrims with ease of mobility
- Increase capacity in accordance with the Hajj strategy
- Development and implementation of a comprehensive plan for the Holy Sites
2.Transforming the Holy Sites into a sustainable destination.
- Maximizing value-added through the comprehensive plan
- Activating the Holy Sites throughout the year to re-employ pilgrims' accommodations for Umrah
- Creating social infrastructure possibilities to enhance and improve the environment in the Holy Sites
3.Operating and managing assets and services in the Holy Sites.
- Improving service delivery during and outside the Hajj season
- Enhancing asset management capability
Strategic Initiatives
- Develop initiatives to improve the experience
- Implement specific improvement projects
- Develop a transportation strategy and crowd management
- Develop projects with priority
- Implement pilgrims' housing projects
- Implement infrastructure projects
- Complete the comprehensive plan design
- Implement the comprehensive plan
- Prepare a comprehensive (SMART) strategy for managing the Holy Sites
- Develop a unique value for Kidana
- Identify optimal investment strategies
- Develop best land use practices
- Create promotional materials for investment attraction
- Start B2B and B2G agreements
- Identify, classify, and evaluate activities and develop social infrastructure
- Implement social infrastructure projects derived from the structural plan
- Activate historical and cultural sites
- Develop a sustainability strategy
- Complete asset transfer
- Prepare procurement and procedures strategy
- Develop contract management frameworks
- Develop leasing strategy
- Identify asset performance indicators
- Develop security, health, and safety systems
Enablers
4.Enablers
4.1.Increase private sector and third sector participation in the Holy Sites
- Develop a private sector participation strategy
- Develop a third sector participation strategy
4.2.Improve capital development
- Develop a financing strategy
4.3.Activate Kidana's role
- Establish a governance system
- Activate public relations campaigns
- Define Kidana's specialization with stakeholders
- Digital transformation
4.4.Develop workforce skills
- Organizational development
- Compensation and competitive benefits
- Talent attraction and retention
- Kidana's values
