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⬡ Q2 2026
Leadership Intelligence Report — Q2 2026

Internal mobility & leadership pipeline

High-potential talent, readiness signals, and succession risk across the bank — one launchpad for every HR and employee view.

Population
1,248
across 14 functions
High potential
142
▲ +18 vs Q1
Ready now
37
26% of HiPo pool
AI champions
63
44% HiPo overlap
Critical at risk
9
no ready successor
View as
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Open →
Admin view · Section 2

Population health

9-box performance × potential, AI-scored from 47 behavioral & outcome signals · n = 1,248

9-box: performance × potential
↑ potential · → performance
Potential →
14
Enigma
61
Growth employee
★
37
Future leader
98
Inconsistent
412
Core employee
186
High impact
73
Risk
241
Effective
126
Trusted expert
Performance →
Future leadership pipeline
Successor coverage across leadership tiers
C-suite · 9 roles2.1 avg
VP / SVP · 34 roles1.8 avg
Director · 86 roles2.4 avg
Manager · 213 roles3.1 avg
Ready now 1–2 years No successor
Critical role risk map
Roles where business continuity is exposed
!
Head of AI Engineering
No internal successor · flight risk 72%
Critical
!
VP, Corporate Banking — GCC
1 successor, 3+ years from ready
Critical
△
Chief Information Security Officer
2 successors, both external dependencies
Elevated
✓
5 more roles covered
At least 2 ready-now successors each
Healthy
AI transformation champions
63
Behavioral signals captured by STCBank HR AI
AI tool adoption depth88%
Cross-team enablement74%
Workflow redesign initiated61%
Internal AI training delivered52%
⬢ Insight: 44% of HiPo also flagged as AI champion — 2.3× the org baseline.
Admin view · Section 2

Succession & leadership pipeline

Successor coverage, critical-role exposure and bench depth across 342 leadership roles.

Leadership roles
342
Ready-now successors
37
Open director roles
26
Coverage ratio
1.4×
Critical at risk
9
Successor coverage by tier
Each bar = roles split by successor readiness
C-suite · 9 roles2.1 avg
VP / SVP · 34 roles1.8 avg
Director · 86 roles2.4 avg
Manager · 213 roles3.1 avg
Ready now 1–2 years No successor
Pipeline coverage ratio
1.4×
healthy
37 ready-now successors against
26 open senior vacancies
Critical role risk map
!
Head of AI Engineering
No internal successor · flight risk 72%
Critical
!
VP, Corporate Banking — GCC
1 successor, 3+ years from ready
Critical
△
Chief Information Security Officer
2 successors, both external dependencies
Elevated
△
Director, Digital Banking
Successor identified · gap on stakeholder breadth
Elevated
Ready-now successors → target role
AK
Aisha Al-Khalid
→ Director, Digital Banking
Ready
MO
Mohammed Al-Otaibi
→ Director, Infrastructure
Ready
DR
Daniyal Rahman
→ Head of AI Engineering
Critical
LA
Layla Al-Saud
→ RVP, Corporate Banking
1–2 yr
SH
Sara Al-Harbi
→ Director, People
1–2 yr
What grades the bench · from assessment
view assessment →
Each successor's readiness is graded on the strength that clears the bar and the development area still gating the move
Successor
Strength leveraged
Development area gating
Readiness
Aisha Al-Khalid
Stakeholder focus · learning agility
Strategic self-promotion
Ready
Mohammed Al-Otaibi
Decision making · proactivity
Stakeholder breadth
Ready
Daniyal Rahman
Cognitive flexibility · technical depth
Tolerance of ambiguity in leadership
Critical
Layla Al-Saud
Growth mindset · conscientiousness
Exec-level strategic influence
1–2 yr
Admin · Manager view · Section 4B

Retention & flight-risk

Probability of leaving, ranked drivers and recommended action — modeled across the Tier 1 HiPo pool.

Avg HiPo risk
42%
High risk (≥60%)
23
Critical incumbents
9
Avg replace cost
480K
SAR
Saveable w/ action
17
HiPo pool by flight-risk band
Low · 78Moderate · 41High · 23
Highest-risk individuals
DR
Daniyal Rahman
Data Science Lead · comp + market pull
64%
AK
Aisha Al-Khalid
Sr. PM · stalled mobility ▸ view plan
58%
YF
Yousef Al-Fahad
CISO track · external dependency
53%
MO
Mohammed Al-Otaibi
Eng Manager · ready, role pending
41%
Most probable exit drivers
Inferred from signal clusters · HiPo pool
Career progression stalled71%
Compensation gap vs market52%
Limited senior-exec visibility38%
Manager-related friction14%
Recommended retention actions — Aisha Al-Khalid
Ranked by impact · estimated drop in flight risk if executed
58%→11%if all done
This week−24
Decide on the Director role
Close the 8-week-old application. Silence is the biggest driver.
30 days−14
Off-cycle comp review
Close the 8% market gap proactively. Pre-modeled SAR 110K.
60 days−9
Senior-exec sponsorship
Exec-staff presentation. Also closes the self-promotion gap.
90 days−7
Explicit career conversation
A documented 24-month path. Reduces ambiguity.
AK

Aisha Al-Khalid

Tier 1 HiPo★ AI champion
Senior Product Manager · Digital Banking · Riyadh · 6.2 yrs
Manager: Noura Al-Qahtani · Last review Mar 2026 · Comp tier P5
Leadership index
92/100
top 3% · ready now
Assessment-identified profile · basis for this promotion decision
view assessment →
Strengths and development areas from Aisha's Orbit-Ed assessment — the readiness verdict and 90-day plan below are built from these
Strengths to leverage
Learning agility, intellectual curiosity and stakeholder focus — synthesises diverse inputs into decisive action.
Development areas to close
Strategic self-promotion and tolerance of ambiguity under stress — addressed in the 90-day plan before the move.
Promotion verdict
Ready now for Director — strengths clear the bar; dev areas are coachable, not blocking.
Sub-competency profile
Aisha Director benchmark
Scored from 360 feedback, project outcomes, comms & learning
Intellectual curiosity94
Decision making88
Learning agility91
Motivation to lead85
Strategic self-promotion ⚠ dev area72
Stakeholder focus90
Leadership readiness
EmergingDeveloping1–2 yrReady
Ready now
for Director, Digital Banking
Flight risk
view plan →
58%
Moderate — elevated
Driver is stalled mobility, not dissatisfaction — ready-now for 2 quarters with no move initiated.
How this profile was built · your assessment sessions
explore the product →
Signals from these sessions feed the competency profile above · validated frameworks (UEL · Stanford · Miami)
90-day development plan
Auto-suggested by Lumen · approved by Noura Al-Qahtani
1
Sponsor: present digital strategy at exec staff
Closes self-promotion gap · sponsor CDO · due 30 Jun
2
Shadow Director on 2 budget cycles
Builds P&L confidence · 6 hrs/wk · starts 28 May
3
AI-org enablement: lead 4-session series
Reinforces AI champion signal · co-led with Daniyal R.
4
External: senior leader program, Aug cohort
Funded via L&D budget · pre-approved
What the bank gets by moving Aisha
Internal mobility business case
~30 days
to fill vs 110 ext.
SAR 340K
recruit + ramp saved
2 roles
de-flagged on map
+38 pts
predicted engagement
Projected leadership pipeline path
5–7 year trajectory · AI-modeled from 1,400+ comparable internal moves
Today
Sr. Product Manager
Digital Banking · P5
→
0–6 mo · 88%
Director, Digital
Internal move · M5
→
2–3 yr · 71%
Sr. Director / VP
M6 / E1
→
5–7 yr · 49%
Chief Digital Officer
E2+
Admin · Talent view

Recruiting & internal mobility

Open roles, internal vs external fill economics, and active mobility moves in flight.

Open director roles
26
Internal fill rate
64%
Internal time-to-fill
30d
vs 110d external
Saved / move
340K
SAR
Active moves
18
Open senior roles → best internal match
Director, Digital Banking
Match: Aisha Al-Khalid · 92% fit
Ready
Director, Infrastructure
Match: Mohammed Al-Otaibi · 89% fit
Ready
Head of AI Engineering
Match: Daniyal Rahman · 71% fit
Gap
RVP, Corporate Banking
Match: Layla Al-Saud · 78% fit
1–2 yr
VP, Corporate Banking — GCC
No internal match ≥ 70% · external search
External
Fill source · senior roles
64%
internal
Internal mobility64% · 30d
External hire36% · 110d
Internal mobility funnel · this quarter
142
HiPo eligible
48
Matched to role
18
Move in progress
11
Offer extended
7
Move confirmed
Manager view

Performance reviews

Q2 cycle progress, rating distribution and calibration coverage across the population.

Cycle complete
94%
Reviews submitted
1,173
Calibrated
88%
Avg rating
3.6
of 5
Overdue
75
Rating distribution
Exceptional142 · 11%
Exceeds expectations374 · 30%
Meets expectations599 · 48%
Below expectations108 · 9%
Unsatisfactory25 · 2%
Ratings feed the 9-box potential axisview grid →
Cycle progress by function
Technology100%
Digital Banking98%
Corporate Banking93%
Retail Banking90%
Risk & Compliance81%
People / Other79%
Admin view

Compensation

Pay-band positioning, market gaps and the off-cycle adjustments that de-risk retention.

HiPo below market
8%
Merit budget
12.4M
SAR FY26
Within band
92%
Gap to close
2.1M
SAR
Off-cycle flags
18
Pay positioning vs market band
Below 60th · 18%50–75th · 67%Above 75th · 15%
Market gap by function
Data & AI
−11%
Digital Banking
−8%
Technology
−6%
Corporate Banking
−2%
Retail Banking
+1%
Recommended off-cycle adjustments
Retention-driven · ranked by flight-risk impact
AK
Aisha Al-Khalid · P5
+8% to 60th pct · SAR 110K
−14 risk
DR
Daniyal Rahman · P5
+12% to band mid · SAR 165K
−19 risk
MO
Mohammed Al-Otaibi · P4
+6% on promotion · SAR 78K
−7 risk
SH
Sara Al-Harbi · P5
+5% equity adj · SAR 64K
−5 risk
Talent · Employee view

Learning & development

Program completion, skill growth and AI-enablement uptake feeding the leadership pipeline.

Completion
71%
Active learners
892
AI enablement
52%
Avg hrs / employee
14
Leader cohort
24
Program completion
AI/ML product fundamentals88%
Emerging leaders program76%
P&L & commercial acumen64%
Executive communication58%
Senior leader program (ext)42%
AI-enablement uptake
63 champions
Signal sources captured by STCBank HR AI
AI tool adoption depth88%
Cross-team enablement74%
Workflow redesign initiated61%
Internal AI training delivered52%
Aisha leads a 4-session AI-org seriesview plan →
Assessment-driven learning · leader cohort (24)
view source assessment →
Strengths and development areas surfaced in the Orbit-Ed assessment map directly to the programs above
Strengths leveraged
Learning agilityStretch projects & rotations
Intellectual curiosityAI/ML product fundamentals · 88%
Stakeholder focusCross-team AI enablement · 74%
Development areas targeted
Strategic self-promotionExecutive communication · 58%
Tolerance of ambiguityP&L & commercial acumen · 64%
Emotional regulation under stressEmerging leaders program · 76%
Admin view

Org & headcount analytics

Headcount, span of control, attrition and high-potential density across the bank.

Headcount
1,248
Functions
14
Avg span
6.4
Attrition 12mo
9.2%
Open reqs
41
Headcount by function
top 7 of 14
Retail Banking
311
Technology
263
Corporate Banking
236
Digital Banking
197
Risk & Compliance
189
People / Other
149
Data & AI
69
High-potential density
% of function in HiPo pool
Data & AI
24.6%
Digital Banking
14.2%
Technology
11.8%
Corporate Banking
9.3%
Risk & Compliance
7.4%
Retail Banking
6.1%
People / Other
5.8%
Movement this quarter
+48
New hires
31
Internal moves
−27
Exits
+21
Net headcount
5.1%
Regretted attrition
HR Operations · Governance

Compliance & governance — SAMA

Saudi Central Bank (SAMA) Fit & Proper, Saudization / Nitaqat, Wage Protection, GOSI and regulatory attestations — tracked against obligation deadlines.

📄 Open compliance document →
Compliance score
96%
Fit & Proper
33/34
1 pending
Saudization
78%
Green band
WPS on-time
100%
via Mudad
Attestations
92%
AML/CFT due 30 Jun
SAMA Fit & Proper — controlled functions
Senior management & board appointments requiring SAMA non-objection
✓
Chief Digital Officer
Cleared · non-objection Apr 2026
Cleared
!
Head of AI Engineering
Vacant · appointment pending SAMA non-objection
Pending
△
Chief Information Security Officer
Cleared · annual re-attestation due Q3 2026
Renewal
✓
Chief Risk Officer
Cleared · non-objection Jan 2026
Cleared
✓
Board Risk Committee Chair
Cleared · fit & proper re-confirmed 2026
Cleared
Saudization / Nitaqat
78%
Saudi
Green band · banking sector
974 of 1,248 Saudi nationals
Target for size band: 72% · +6 pts above
Statutory filing status
✓WPS salary file (Mudad) · MayOn time
✓GOSI contributionsReconciled
✓Qiwa contracts registered100%
Regulatory obligations register
6 obligations · 4 on track · 2 due this quarter
Obligation
Owner
Due
Status
Wage Protection System · monthly file
Payroll Ops
7th
On track
GOSI registration & contributions
Payroll Ops
15th
On track
SAMA Fit & Proper attestations
Governance
Q3
1 pending
AML/CFT annual training
Compliance
30 Jun
92% done
Code of conduct attestation
HR Ops
31 Jul
88% done
Nitaqat / Saudization band review
HR Ops
Q3
Green
← Back to compliance dashboard
HR Regulatory Compliance · Policy & Register CONFIDENTIAL — INTERNAL

SAMA HR Compliance Register & Control Framework

Governing employment, leadership-appointment and workforce obligations of STCBank and its SAMA-licensed finance entities under the Saudi Central Bank and HRSD regulatory regime.

Version
4.2 · Q2 2026
Effective
01 Apr 2026
Owner
People Intelligence Office
Next review
30 Sep 2026
01

Purpose & scope

This register consolidates the human-resources obligations that arise from the bank's regulation by the Saudi Central Bank (SAMA) and the Ministry of Human Resources and Social Development (HRSD). It applies to STCBank, its branches, and SAMA-licensed finance and microfinance companies within the group, whose senior appointments and consumer-finance staffing carry their own SAMA conduct requirements.

Each obligation below is mapped to an accountable owner, a filing cadence and a control status surfaced live on the Compliance dashboard.

02

SAMA Fit & Proper — controlled functions

Board members and senior management occupying controlled functions require SAMA's written non-objection prior to appointment, and re-attestation on an annual basis. The People Intelligence Office maintains the evidence file — integrity, competence, financial soundness and independence — for each role.

●33 of 34 controlled-function holders hold current non-objection.
●The Head of AI Engineering vacancy is the single open item; the candidate file is in preparation pending submission for non-objection.
03

Saudization / Nitaqat (HRSD)

The bank maintains a Green Nitaqat classification, with Saudi nationals at 78% of headcount (974 of 1,248) against a 72% target for its size band. Banking-sector localisation, female participation and the employment of Saudi nationals in senior and specialist roles are reported to HRSD via Qiwa. Workforce planning flags any function trending toward band risk a quarter ahead.

04

Wage Protection System (WPS / Mudad)

Monthly salary disbursement is submitted through the Mudad platform and reconciled against the registered payroll file before the regulatory deadline. WPS coverage stands at 100% of in-scope employees, with no late or mismatched submissions in the trailing twelve months.

05

GOSI registration & contributions

All employees are registered with the General Organization for Social Insurance (GOSI); monthly contributions for Saudi and non-Saudi staff are calculated, remitted and reconciled by Payroll Operations. Joiner and leaver events are synchronised to GOSI within statutory windows from the HRMS.

06

Regulatory training & attestations

Mandatory annual training — anti-money-laundering and counter-terrorist-financing (AML/CFT), code of conduct, anti-bribery and whistleblowing — is assigned on hire and renewed annually. Current completion: AML/CFT 92% (due 30 Jun), code of conduct 88%. Outstanding completions are escalated to line managers two weeks before deadline.

07

Obligations register

Obligation
Regulator
Cadence
Status
WPS salary file
SAMA / Mudad
Monthly
✓
GOSI contributions
GOSI
Monthly
✓
Fit & Proper non-objection
SAMA
Per appt / yr
1 pending
Saudization band
HRSD / Qiwa
Continuous
Green
AML/CFT training
SAMA
Annual
92%
Governance & sign-off. Reviewed by the People Intelligence Office and the Chief Compliance Officer; tabled quarterly at the Board Risk Committee.
Approved
N. Al-Qahtani
Head of People Intelligence · 18 May 2026
HR Operations

Onboarding & offboarding

Joiner and leaver journeys, task completion and time-to-productive — with the Day-1 AI-avatar assessment built in.

Active joiners
48
Time-to-productive
18d
Task completion
94%
Joiner experience
4.5
of 5
Leavers in flight
12
Onboarding journey · joiners by stage
14
Offer / pre-board
9
Day 1 · assessment
15
First 30 days
10
60 / 90 day
Task completion by stage
Pre-boarding (docs, GOSI, WPS)98%
Day-1 assessment & setup91%
30-day role ramp plan86%
Day-1 welcome & baseline
product →
AI-avatar onboarding interview — sets the new joiner's first skill baseline
Offboarding in progress
RT
Rana Tariq · Retail Banking
Resignation · last day 30 Jun · exit interview booked
Clearance 60%
KM
Khalid Mansour · Technology
End of contract · last day 12 Jul · GOSI deregistration pending
Clearance 90%
FA
Fatima Adel · Corporate Banking
Internal transfer-out · assets reassigned
Clearance 100%
Product experience · powered by Orbit-Ed

The assessment suite behind the skill map

Four assessment modalities capture technical and behavioural signal from every employee. Signals are mapped to validated competency frameworks and resolved against the existing HRMS to produce a live, organization-wide skill map.

Assessments → Technical + behavioural frameworks → Skill map → HRMS View the skill map →
Juno — competency interview
Structured competency interview · technical & situational signal
Nova — personality assessment
Two-way avatar · Big Five & behavioural trait profiling
Psychometric games
Gamified cognition · learning agility & decision signal
Case studies
Applied scenarios · judgement & domain depth
Assessed candidates
open a report →
Real Orbit-Ed sessions resolved into the skill map
AM
Abdul Majid
ID 00254 · 4 modalities · transcript captured
61
View report
AN
Ajmal Nadeem
9m 50s · competency, personality, case, games
34
View report
AK
Aisha Al-Khalid
Session scheduled · 24 Jun
Scheduled
Scientific framework backing
Mapping models validated with leading research institutions
University of East London
Behavioural competency & occupational psychology models
Stanford
Cognitive & learning-agility measurement design
University of Miami
Personality & trait validity frameworks
⬡ How it resolves: raw assessment signal → technical & behavioural frameworks → de-duplicated against HRMS records → a single competency-based skill map per employee and for the whole organization.
Product output

Organizational skill map

Competency-based technical and behavioural skills, resolved from assessment signal and mapped onto the HRMS.

Skills tracked
612
Employees mapped
1,248
Coverage
84%
Critical gaps
18
Frameworks
3
Technical skill coverage
Data & AI / ML91%
Product & digital86%
Risk & compliance79%
Cybersecurity68%
Behavioural competency coverage
Learning agility88%
Decision making82%
Motivation to lead74%
Strategic self-promotion63%
See an individual skill map · Aisha Al-Khalidopen →
HR Operations

Time, attendance & leave

Leave balances, absence trends and attendance exceptions across the workforce.

Absence rate
6.2%
On leave today
41
Pending requests
23
Avg balance
12.4d
Leave taken by type · YTD
Annual leave
7,180d
Sick leave
2,460d
Hajj / religious
1,290d
Parental
820d
HR Operations

Payroll & benefits

Monthly run status, WPS submission and benefits enrollment.

Monthly run
SAR 21.4M
Employees paid
1,248
WPS submitted
100%
Run variance
0.2%
May payroll run · status
✓ Inputs locked
Time, leave, variable pay
✓ Calculated
GOSI, tax, deductions
✓ Approved
Finance sign-off
✓ WPS / Mudad
Submitted on time
HR Operations

Employee relations & cases

Cases, grievances, investigations and resolution SLAs.

Open cases
12
Avg resolution
9d
SLA met
88%
Escalations
3
Open cases by type
Grievance
5
Performance / conduct
4
Policy clarification
3
HR Operations

HR helpdesk

Service tickets, AI deflection and satisfaction across HR operations.

Open tickets
214
AI deflection
46%
CSAT
4.3
of 5
First response
3h
Tickets by category
Payroll & benefits
82
Leave & attendance
55
Letters & documents
46
Systems & access
31
HR Operations

Wellbeing & engagement

Pulse, eNPS, burnout signals and the drivers moving engagement.

Pulse
4.2
of 5
eNPS
+38
Burnout flags
27
Participation
81%
Engagement drivers
Manager relationship4.5
Purpose & meaning4.3
Growth & career3.6
Workload & balance3.4
People Development

Organisational development

Org design, change initiatives, capability building and culture — the structural work behind the talent pipeline.

Active initiatives
6
Restructures in flight
3
Change adoption
74%
Avg span
6.4
Org layers
5
Active OD initiatives
Design and change programs in progress
Digital Banking org redesign65%
Spans & layers optimization80%
Culture & values refresh55%
AI center of excellence stand-up40%
Leadership operating model30%
Change adoption
74%
Adoption across
active change programs.
+9 pts vs last quarter
Structure signals
Spans within optimal range82%
Manager : IC ratio1 : 5.4
Roles with clear charter91%
Capability building — priority areas
AI & data fluency
Org-wide enablement · 63 champions seeding
Commercial leadership
P&L ownership for emerging directors
Change leadership
Capacity to lead through transformation
Customer-centric design
Embedding journey thinking in product
HR Operations

Policies & benefits

Medical insurance, paid sick & medical leave, maternity and parental policy — aligned to Saudi Labor Law and CCHI.

Staff insured
100%
CCHI compliant
Plan tiers
3
Dependents covered
2,910
Parental leaves active
18
Benefits enrollment
96%
Leave entitlements
Statutory minimums under the Saudi Labor Law · STCBank policy meets or exceeds
Policy
Entitlement
Pay
Annual leave
21 days → 30 after 5 yrs
Full
Sick / medical leave
30d full · 60d @ 75% · 30d unpaid
Tiered
Maternity leave
12 weeks (STCBank) · law min 10
Full
Nursing / childcare
Paid nursing hour · +1 mo optional
Partial
Paternity leave
3 days
Full
Hajj leave
10–15 days · once in service
Full
Bereavement / marriage
3–5 days
Full
Medical insurance
CCHI
Mandatory cover via the Council of Health Insurance — employees & eligible dependents
Executive · VIP
Class A network · 412 staff
Core · Class A
Employee + family · 624 staff
Standard · Class B
Employee + dependents · 212 staff
Leave utilization · YTD
Avg sick days used4.1 / 30
On maternity leave now14
On paternity leave now4
Session assessment report · powered by Orbit-Ed

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