A talented and dynamic workforce

The employees of solutions by stc form the backbone of the Company and are a vital component of the Company’s continued success. Staff development and well-being is prioritized and reinforced in organizational culture and workplace practices.

solutions by stc employs BEAM 2.0, which is a People strategy that ensures employees are on a path to fulfilling their full potential. The aim of the BEAM 2.0 strategy is to enable a high performing workforce in line with solutions by stc’s overarching strategy for growth: LEAP. The Company’s emphasis on talent development and local content also furthers the National objectives of Vision 2030.

Strategic values

Workplace culture and Team management

solutions by stc places great importance on maintaining a work environment that is desirable to employees and attractive to potential talent. By fostering high levels of employee satisfaction, the Company aims to drive greater engagement and contribute to optimal performance.

Employee satisfaction surveys are conducted regularly to record employee feedback and levels of satisfaction. All employees across the organisation are included in the Annual Culture Comprehensive Assessment. A Quarterly Assessment is also carried out amongst female employees; the most recent assessment recorded an 84% satisfaction rate regarding the work environment in solutions by stc.

Compensation and benefits are also reviewed on a regular basis. solutions by stc devised a 360o creative approach for highlighting monetary and non-monetary benefits rolled out through a well-defined communications and engagement strategy named Mazzya (advantage). All employees are part of the Mazzya scheme.

Other benefits provided to employees include: loan facilities, health insurance plans that cover employees as well as their immediate families, yearly ticket allowances, and covering of school fees for children of employees. Staff also receive retention rewards, as well as continuous feedback, training and development opportunities, and ongoing promotional benefits with local merchants and vendors.

Moreover, the Company also encourages participation in community and state-run initiatives throughout the Kingdom, such as programs by the Human Resources Development Fund, which provides training opportunities to new graduates.

In the wake of the COVID-19 pandemic, solutions by stc adapted significantly by adopting a number of proven methods to overcome new challenges that had emerged and were continuing to emerge in the business world. The Company conducted a comprehensive assessment to shed light on areas for improvement in the work environment. Workplace practices were overhauled to provide a better employee experience: including improved work-life balance, remote working options, e-Learning facilities for all employees that can be accessed remotely, and supplementary support to enable business continuity with minimal impact.

Non-discrimination and fair work environment

The Company’s People General Management (PGM) Policy has a comprehensive set of guidelines on performance evaluation. Every employee is made aware of the objectives that need to be met in order to ascend within the Organization. Once performance evaluations are conducted, employees are given the right to voice their concerns regarding the results of the evaluation. This ensures that employees receive a fair evaluation and are able to communicate openly with their line managers and other key decision makers within the Organization.

The Company has also developed an automated process through the Enterprise Resource Planning (ERP) Platform, to enable employees to raise their queries and concerns. This is in addition to solutions by stc’s comprehensive whistle-blowing policy, described of the Social & Relationship Capital section, which enables all stakeholders to flag issues within a safe environment.

Promoting a healthy lifestyle for employees

In 2022, solutions by stc brought into effect a number of initiatives that support the health and wellbeing of employees. An in-house clinic was opened employing a doctor and nurse to attend to medical needs of employees during work hours. A performance centre “Shine” was launched, along with planned activities to mark international health days. Healthy lifestyle, habits, and fitness are promoted with an on-site gym, health-food restaurants and walking marathons organised for employees.

solutions by stc applies the highest industry standards to encourages a healthy work-life balance. These include: remote working facilities and on-site services such as car washing, laundry and grooming. These facilities being located within premises, assist employees by alleviating chores in their daily lives and creating time for rest, relaxation, and recreation after work hours.

Enhancing employee engagement

In the drive to create a dynamic environment that appealed to employees and boosted employee engagement, solutions by stc took several steps to implement an Engagement Transformation Strategy that would enhance and promote engagement. some of the most noteworthy initiatives taken are mentioned below:

Annual gathering

The Company hosted a successful annual gathering for the entire organization with the aim of building connections, pride, and loyalty.

Awareness and motivation campaign

A digital campaign was launched across all communication platforms to raise awareness about health and wellbeing. Employees’ achievements were shared company-wide to recognize and motivate staff.

Appreciation and recognition initiatives

Outstanding employees and their achievements were showcased company-wide to give recognition and motivate staff. Virtual meetings between separate divisions and the CEO were also launched in which senior management recognised outstanding performances on projects.

Abu Abdullah’s Takyah

The Company set a goal to build a digitally engaging environment, which was brought to life through a series of nine virtual meetings in the presence of the CEO, with each division separately. The initiative intended to bring employees and leadership together in a non- traditional setting. The meetings were informal gatherings with specific messages for each division. They centered around pain areas in the division, recognized outstanding efforts on current projects, and included activities and games that helped break the ice and foster conversation.

Talks by solutions

The Company conducted a number of sessions within the year that addressed different topics and involved all levels of employees from executives to entry-level employees. Implemented through WebEx, these sessions ensured development and knowledge-sharing for all employees. Guests at the talks included both internal talent and external specialists; with topics in alignment with the goals of solutions by stc’s Learning and Development Department.

Corporate culture calendar 

The Company set out and implemented a detailed corporate culture calendar focused on building, maintaining, and refining an engaging workplace environment that fostered employee loyalty, motivation and morale. The team utilized 700 different Strategic Verticals and achieved a 67% engagement rate in communications.

In 2022, the BEAM 2.0 Strategy focused mainly on adopting digital best practices to further enhance employee experience and productivity. Multiple initiatives were successfully implemented in 2022 to support Company’s Human Capital, including:

• Launching the Talent Incubation Program (TIP)
• Building a partnership with Misk to attract top talent
• Introducing new Mazzya benefits: Parental medical insurance, Education allowance, Child nursery allowance
• Launching the SPD Learning & Development Program.

Multiple digital transformation initiatives were brought into play in 2022 to enhance the employee experience and the Hire-to-Retire Processes. Below are some examples:

• Launching My Team as a centralised location for all employee information, allows leaders instant access to all information required about their teams
• Launch of the Success Factor cloud solution in the talent acquisition, learning and development and performance management processes
• Introduction of the Employee Utilization Platform to boost employee efficiency
• Development of multiple RPAs to automate repetitive and tedious manual tasks
• Automation of the +15 People Services through the Takyah Platform.

Diversity and inclusion

Diversity and inclusion in the workforce are aspects of organisational culture that solutions by stc takes to heart. Several of the Company’s initiatives help promote diversity and inclusion in the workplace. From a quarterly work environment health assessment, to steps taken for leadership’s role activation, to the Annual Gathering for all employees, solutions by stc is committed to creating a conducive work environment for employees.

In 2021 and 2022 employees of 20 different nationalities made up the workforce of solutions by STC. 17.7% of the cadre was female and initiatives were brought into effect to increase the intake of female talent in response to high-level directives. The Company is keen to capitalise on the value and benefit that qualified and empowered female employees bring to the Company, while creating a more inclusive work environment that enables all employees to thrive.

Learning and development

solutions by stc strives to match international standards in the training and development of its workforce. The Company’s Learning and Development Strategy takes into account the entirety of the cadre, career progression requirements and the need for a range of competencies from soft skills to technical skills. The strategy is closely aligned with the Company’s overarching corporate strategy, and ensures employees are provided with continuous training that not only creates opportunity for personal development, but also contributes to improving capabilities and core competencies of the Company in key growth areas.

2022 saw continued investment in workforce development, and launch of several new initiatives to improve staff capacity and skills. Primary amongst these was introduction of a new Learning Management System (LMS) with SAP Success Factors.

• Upskill and reskill all solutions by stc talent in preparation for the future.
• Build organizational capabilities in digital fields to be aligned with solutions by stc’s vision.
• Lay the foundation for long-term development, to retain talent and provide opportunities for growth.
• Accelerate capabilities in digital and emerging technologies.
• Establish and enhance digital consulting capabilities.
• Optimize investments in internal capabilities buildup and resource management.
• Achieve operational agility through process optimization and automation, beyond digitalization.
• Build a culture of innovation and entrepreneurship through corporate venturing.

The Digital Future Talent Strategy is actioned through different products that have been designed to elicit the maximum potential of the workforce. The Strategy will provide long-term development, with clear career progression for in-house talent. SDP (Specialists Development Program): to build expertise in-house.
In realizing L&D goals, solutions by stc nominated key staff to take part in premier leadership and personal development programs.

1. CLP (Corporate Leadership Program)
2. HiPo (High Potential) Training Program
3. Talent Incubation Program
4. Futurists: to prepare high potential leaders for the digital future
5. Paths: technical development paths to take solutions by stc’s employees further in their careers
6. Signature: a management development program which aims to standardize management practices across the organization’s leadership.

Key Learning and Development achievements in 2022

Saudization

In accordance with the Nitaqat program, Saudi employees made up 65.5% of the total manpower within the Company in 2022, achieving a High Green Level. solutions by stc received a “platinum” classification in the Ministry of Human Resource and Social Development Nitaqat program, reflecting the Company’s Saudization process and achievements. As a Company committed to achieving goals set out by government policies on Saudization; recruitment, training, and retention of Saudi capacities are a high priority.

Through a gradual process, solutions by stc intends to continue increasing the number of Saudi employees in its workforce. When contracting new hires, priority is given to candidates of Saudi nationality, while non-Saudi talent may be hired in accordance with the terms and conditions set out in labor laws, or in the event of gaps within the Saudi labor market.

The Company is also working to increase its appeal among nationals and improve its ability to attract highly qualified Saudi talent, which would ensure the continuation of solutions by stc’s successful performance.

Recruitment and Turnover

solutions by stc employs a talent attraction policy that fulfills a number of requirements including: realizing the man-power requirements as per the approved manpower plan; meeting functional needs resulting from: resignation, promotion, expiration of contract, dismissal, internal recruitment, retirement in accordance with the approved manpower yearly plan; and providing manpower for strategic projects outside the approved manpower plan.

Recruitment analysis based on gender

Recruitment analysis based on age

Given that the Company has sound policies and programs in place to ensure employee wellbeing is at the forefront, engagement is encouraged, voices are heard and requirements met; solutions by stc has been able to effectively attract and retain talent, with 2022 showing an overall reduction in rate of staff turnover and a steady increase in average period of tenure.

Awards and achievements

solutions by stc’s excellence in human resource management, attractive work environment, and strength of human capital was evidenced by a number of awards won in 2022. These elements make up a key component of the Company’s ability to create value for its customers and are described in greater detail in the Intellectual Capital section.