Annual Report 2023
Annual Report 2023
We have confidence in the abilities of the Saudi citizens, and we place great hopes in this nation to build our country with sense of responsibility. Every citizen in our country, and every part of our beloved nation, is the focus of my attention and care. We look forward to everyone contributing to serving this nation.
The Royal Commission for AlUla (RCU) continues to make substantial progress in realizing the goals outlined in AlUla Vision, stemming from the Saudi Vision 2030, to develop the county that is rich in history, culture, and stunning natural diversity, into a leading global destination on the cultural tourism map. This is guided and supported by the custodian of the Two Holy Mosques, King Salman bin Abdulaziz Al Saud and His Royal Highness Prince Mohammed bin Salman bin Abdulaziz Al Saud, the Crown Prince, Prime Minister of the Kingdom of Saudi Arabia and Chairman of the Board of Directors of the Royal Commission for AlUla, and in a strategic partnership with the people of AlUla.
In the year 2023, numerous strategic projects and initiatives were implemented, with a primary focus on preserving AlUla’s heritage and natural treasures. Notably, these efforts resulted in the growing presence of AlUla, with its historic and natural sites, in the circle of interest of global cultural and tourist organizations, such as the “Old Town” being recognized among the world’s finest tourist villages, while “Jabal Ikmah” earned a place in the United Nations Educational, Scientific and Cultural Organization’s (UNESCO) “Memory of the World” register. This accomplishment adds to the inscribed historical site of “Hegra” on UNESCO’s World Heritage List in 2008.
Furthermore, in 2022, the “Harrat Uwayrid” reserve was included in the Man and Biosphere Programme (map).
Within the scope of tourism and sports development, several resorts and hotels have been unveiled. Notable among them are the “Sharaan Resort”, “Azulik,” “The Chedi Hegra,” and others. These developments are the result of the partnerships forged with both local and international sectors. Furthermore, the sports sector is being harnessed to its full potential through a comprehensive national approach. As part of this effort, the ownership of “AlUla Club” has been transferred to RCU, and major championships for authentic popular sports, such as AlUla Camel Cup and the announcement of AlUla’s falconry tournament.
In its commitment to enhancing the quality of life in AlUla, RCU has unveiled an urban development plan for the central and southern regions of the county. This plan, operating under the banner of “Towards a prosperous society,” aims to foster the simultaneous development of both the people and the region. Additionally, significant agreements have been reached with local and international partners to bolster and improve various services. These include strengthening healthcare services, enhancing energy and electrical services, and implementing better infrastructure management.
In terms of promoting and preserving environmental diversity, RCU continued to implement numerous initiatives and projects to restore ecosystems, by resettling some organisms in their natural habitats. This is evidenced by the successful implementation of the “Arabian Leopard” strategy, which has led to the announcement of several births, aligning with RCU’s vision to protect this species from extinction. Additionally, the United Nations has recognized February 10th as the International Day of the Arabian Leopard.
In conclusion, I would like to express my sincere appreciation for the unwavering support that RCU has received from our wise leadership that has been a driving force behind all our achievements. I also extend my gratitude to the people of AlUla, the strategic partners of RCU, and my dedicated teammates who have demonstrated remarkable effort, resulting in the notable accomplishments of the past year.
| Terms | Definition | ||
|---|---|---|---|
| Report |
The annual report of the fiscal year 2023 |
||
| RCU |
Royal Commission for AlUla | ||
| AlUla |
AlUla Governorate | ||
|
Local Community |
The locals and residents in AlUla Governorate | ||
| Visitors |
Local and international tourists interested in visiting AlUla | ||
| Portfolio |
A set of projects, programs, and other operations that achieve a specific strategic objective among RCU goals | ||
| Gross Domestic Product |
The monetary value of all goods and services produced within the borders of the kingdom during a specific period of time | ||
| Tangible Cultural Heritage |
All material traces such as archaeological sites and crafts | ||
| Intangible Cultural Heritage |
The practices, traditions, knowledge, and skills created by a particular group or unidentified individuals within a specific society, reflecting the identity of this group, thereby constituting its cultural heritage | ||
| Terms | Definition | ||
|---|---|---|---|
| Nature Reserves |
A protected area designated for the conservation of certain species of animals or plants, as well as for preserving the components of the environmental habitat suitable for them | ||
| Seedling |
A young plant grown from a seed that is 30 cm to 1 m in length | ||
| Habitats |
The natural environment in which an organism lives, including forests, grasslands, deserts, and bodies of water, providing it with food, water, and shelter to survive, grow, and reproduce | ||
| Metaverse |
A virtual two or three dimensional environment for communication and interaction, providing users with immersive experiences in various fields | ||
| Leopard cubs |
A young leopard |
||
| Squill (scientific name: plicosepalus acaciae) |
Semi-invasive plant lives on acacias, has no roots and absorbs nutrients from host plant | ||
| Social Researcher |
A specialist responsible for studying human behavior and interactions among individuals in society, using scientific methodologies to understand and analyze social challenges and propose solutions | ||
As part of RCU's strategic objectives to develop AlUla and enhance related activities and services within its jurisdiction, in light of the historical and natural significance of AlUla and its archaeological and natural sites, and to ensure the provision of services to the local community, residents and visitors at the highest levels, through a promising “AlUla Vision”. The past year has been marked by high levels of Key performance indicators. Furthermore, in accordance with Saudi Vision 2030, RCU's accomplishments meet certain objectives of the National Tourism Strategy and the National Environment Strategy. RCU has also overcome numerous challenges and enhanced future success through innovative approaches and advanced solutions to enhance future positive impact.
Prominent KPIs and Actual Targeted Values For 2023
|
Indicator |
Actual Value 2023 |
Targeted Value 2023 |
|---|---|---|
|
Number of calendar events |
19 |
18 |
|
Number of heritage sites open to visitors |
8 |
6 |
|
Number of heritage sites recognized by international organizations |
6 |
4 |
|
Number of resettled animals in nature reserves |
1,260 |
Not identified |
|
Number of active SMEs for 3 years or more in AlUla |
556 |
213 |
|
Percentage of variance from overall development milestones |
11% |
10% |
|
Satisfaction level with local regulations |
84% |
66% |
AlUla, the home of heritage sports on the world map
Milestones:
(UNESCO) has officially registered "Jabal Ikmah" in its World Memory Register
RCU has achieved the European Foundation for Quality Management (EFQM) Institutional Excellence Award at a 5-star level
AlUla obtained the WCCD ISO 37120 Gold Certification, due to its commitment to high-quality data and excellence in planning, management, and governance
AlUla Sports Club ownership has been transferred to AlUla Sports Clubs Company that is owned by RCU
A collaboration agreement was signed between RCU and Colleges of Excellence, within the Technical and Vocational Education Development Program
+150,000 visitors attended RCU events and celebrations in AlUla
150% increase in sales at the AlUla Dates Festival compared to the previous year, with +1,255 tons of local dates sold and attendance exceeding 20,000 visitors
889 wild animals from 4 species released in Sharaan and Wadi Nakhlah nature reserves
Producing approximately 300,000 native plants of 80 native species
Preparing for the opening of 3 luxury hotels during 2024
Developing the annual sustainability report, based on the principle of transparency regarding global issues
RCU main priorities for the year 2030 are focused on achieving the following:
1.2
Million visits annually and 60 events
9
Heritage sites open to visitors
16
Open cultural and artistic assets
75%
Of the target attendance for art
and cultural exhibitions
6
Activated natural reserves
3,673
Animals released into natural reserves
2.5
Million trees planted in protected areas
130
Native plant species will be produced in RCU nursery
10,170
Graduates from training programs
240
Newly established small and medium-sized enterprises
90%
Satisfaction rate among residents
5,500
Hotel rooms
95%
Satisfaction rate among residents regarding security and safety services
80%
Satisfaction rate regarding digital tools and services
5/5
Overall data maturity level for RCU and AlUla
90%
Digital Transformation Index
90%
Of full-time employees
In reference to the Second Clause of the 29th Article of the Law of the Council of Ministers, which stipulates that all ministries and government agencies shall submit to the President of the Council of Ministers, within 90 days from the beginning of each fiscal year, a report on their achievements considering the general development plan for the past fiscal year. The report shall include the difficulties encountered and proposals to ensure the proper conduct of business. The annual report for 2023 of RCU was prepared through a detailed methodology ensuring the achievement of relevant standards. Coordination was facilitated by the Department of Organizational Excellence, with support from the senior management of RCU across all sectors and departments.
It is noteworthy here that RCU relies on the Annual Report Preparation Guide for Public Agencies in preparing its annual report, issued by the Council of Ministers under Resolution No. (233) dated 18/04/1443H, while adhering to the guidelines for publishing annual reports of public agencies issued by the National Center for Performance Management (Adaa) dated 01/12/1444H
Report preparation methodology includes 9 stages, namely:
1
Preparing necessary templates for collecting content, through which data and information could be accessible
2
Holding workshops with all sectors and departments of RCU
3
Gathering report content in two stages and build its structure
4
Ensuring the inclusion of all required content and its compliance with the specified standards
5
Reviewing and proofreading the content linguistically ang grammatically
6
Developing appropriate design and images
7
Obtaining necessary approvals from the authorized persons
8
Preparing an electronic version of the annual report for publication on RCU’s website
9
Printing the report
1
Preparing necessary templates for collecting content, through which data and information could be accessible
2
Holding workshops with all sectors and departments of RCU
3
Ensuring the inclusion of all required content and its compliance with the specified standards
4
Ensuring the inclusion of all required content and its compliance with the specified standards
5
Reviewing and proofreading the content linguistically ang grammatically
6
Developing appropriate design and images
7
Obtaining necessary approvals from the authorized persons
8
Preparing an electronic version of the annual report for publication on RCU’s website
9
Printing the report
The Royal Commission for AlUla
The Royal Commission for AlUla was established by Royal Decree No. (A/296) dated 26 Shawwal 1438H on July 20, 2017. Its main goals are to conserve and develop AlUla, as well as to accomplish a sustainable transformation into one of Saudi Arabia's most important archaeological, cultural, and environmental attractions. All efforts are put forth with historical relevance and at the pace of accomplishing the AlUla vision and its economic and cultural objectives in line with Saudi Vision 2030.
A key priority for RCU is to create a positive social and economic impact by supporting and empowering the local community of AlUla. Additionally, it aims to maximize the utilization of AlUla’s rich historical, heritage, environmental, natural, tourism, sports, and artistic resources. The goal is to build a prosperous and sustainable economy by actively involving the community in the development process. This endeavor will establish a lasting legacy for AlUla, positioning it as the world’s largest open museum.
About AlUla
AlUla has deep historical roots spanning more than 200,000 years. It is replete with human and historical heritage and countless historical treasures.
In ancient times, AlUla location was a meeting point for civilizations in the northwest of the Arabian Peninsula, embodying this description through those civilized nations that inhabited this region and built its structures and civilizations in a way that captivated the attention of all those who passed through it, observers, explorers, or researchers.
AlUla is one of the few areas in the world where history is deeply and profoundly embodied without the interference of the present in distorting, erasing, or falsifying it. Since the first millennium BC, AlUla has been a significant route for trade caravans, and since the emergence of Islam, it has been a major center and one of the most important sites along the Hajj route.
The Royal Commission for AlUla
The Royal Commission for AlUla was established by Royal Decree No. (A/296) dated 26 Shawwal 1438H on July 20, 2017. Its main goals are to conserve and develop AlUla, as well as to accomplish a sustainable transformation into one of Saudi Arabia's most important archaeological, cultural, and environmental attractions. All efforts are put forth with historical relevance and at the pace of accomplishing the AlUla vision and its economic and cultural objectives in line with Saudi Vision 2030.
A key priority for RCU is to create a positive social and economic impact by supporting and empowering the local community of AlUla. Additionally, it aims to maximize the utilization of AlUla’s rich historical, heritage, environmental, natural, tourism, sports, and artistic resources. The goal is to build a prosperous and sustainable economy by actively involving the community in the development process. This endeavor will establish a lasting legacy for AlUla, positioning it as the world’s largest open museum.
About AlUla
AlUla has deep historical roots spanning more than 200,000 years. It is replete with human and historical heritage and countless historical treasures.
In ancient times, AlUla location was a meeting point for civilizations in the northwest of the Arabian Peninsula, embodying this description through those civilized nations that inhabited this region and built its structures and civilizations in a way that captivated the attention of all those who passed through it, observers, explorers, or researchers.
AlUla is one of the few areas in the world where history is deeply and profoundly embodied without the interference of the present in distorting, erasing, or falsifying it. Since the first millennium BC, AlUla has been a significant route for trade caravans, and since the emergence of Islam, it has been a major center and one of the most important sites along the Hajj route.
RCU developed an integrated strategy to achieve its lofty vision, “Vision of AlUla”, and turn it into a reality. The strategy includes a set of pillars, strategic objectives, and performance indicators, which aim to develop many economic sectors in AlUla, improve the quality of life of the local community, and contribute to achieving the objectives of Saudi Vision 2030. The three main goals for 2035 are the following:
2 million annual visits to AlUla: 
SAR 150 billion 
40,500 
Vision
Mission
To enable AlUla development for its residents and visitors through activating and protecting its cultural landscape and providing the quality of life.
Values
Diligence
Grit
Surprising
Nurturing
Engaging
Accountable
Clarity
First Phase
First Phase
Build a luxury brand (2018-2023), through:
Second Phase
Second Phase
Unlock the potentials of the proposed value (2024-2030), through:
Third Phase
Third Phase
Grow capacity and competency (2030-2035), through:
In line with the completion of the first phase of the strategy, RCU has identified its key priorities to ensure a smooth transition into the second phase, whereas, a comprehensive analysis of the elements has been conducted to ensure their seamless alignment with the overarching strategy and address the key success factors for the first phase.
Key priorities of the first phase have been identified to ensure a successful transition to the second phase, which include:
1
Completing the masterplans
4
Land expropriation and Management
2
Updating AlUla development framework
5
Developing the strategic and digital sector to support decision-making and facilitate service delivery
3
Issuing licenses and permits
RCU also proactively developed a plan and followed a clear methodology to ensure the success of its projects. This led to the creation of the Integrated Development Plan, which is updated quarterly; to reflect the updates of target integration elements.
The integrated development plan serves as a close bridge that translates the objectives across the three phases of the strategy and into an integrated development plan, in terms of priorities, developmental considerations, infrastructure, and necessary services for the development of assets and public facilities. This contributes to shaping an appropriate development pattern to achieve RCU’s vision, taking into account quality of life, social needs, economic growth, resource efficiency, and sustainability. As a result, it establishes a clear phased sequence for project implementation phases.
Objectives of the Integrated Development Plan:
1
Integrating the 3 stages of RCU strategy and the sectoral strategies of RCU
4
Developing a clear plan for project implementation based on approved priorities
2
Ensuring the formation of an appropriate development pattern for AlUla, considering the priorities and challenges
5
Achieving sustainable economic and social benefits
3
Establishing advanced infrastructure and facilitating access to services
Key priorities of the first phase have been identified to ensure a successful transition to the second phase, which include:
1
Completing the masterplans
2
Updating AlUla development framework
3
Issuing licenses and permits
4
Land expropriation and Management
5
Developing the strategic and digital sector to support decision-making and facilitate service delivery
RCU also proactively developed a plan and followed a clear methodology to ensure the success of its projects. This led to the creation of the Integrated Development Plan, which is updated quarterly; to reflect the updates of target integration elements.
The integrated development plan serves as a close bridge that translates the objectives across the three phases of the strategy and into an integrated development plan, in terms of priorities, developmental considerations, infrastructure, and necessary services for the development of assets and public facilities. This contributes to shaping an appropriate development pattern to achieve RCU’s vision, taking into account quality of life, social needs, economic growth, resource efficiency, and sustainability. As a result, it establishes a clear phased sequence for project implementation phases.
Objectives of the Integrated Development Plan:
1
Ensuring the formation of an appropriate development pattern for AlUla, considering the priorities and challenges
2
Ensuring the formation of an appropriate development pattern for AlUla, considering the priorities and challenges
3
Establishing advanced infrastructure and facilitating access to services
4
Developing a clear plan for project implementation based on approved priorities
5
Achieving sustainable economic and social benefits
The vision of RCU extends beyond developing the tourism sector, as eight additional sectors have been identified to provide thousands of jobs by 2035.
Logistics
Equestrianism
Local construction and materials
Agriculture
Arts and crafts
Specialized education
Scientific research
Filmmaking and cinema production
Strategic pillars and objectives, and their alignment with Saudi Vision 2030
Strategic pillars and objectives, and their alignment with Saudi Vision 2030
| RCU’s Strategic Pillars | RCU’s Strategic Objectives | Alignment of RCU’s Sectors/Departments to Strategic Objectives | Alignment to the Strategic Objectives of Saudi Vision 2030 |
|---|---|---|---|
| Tourism |
1- Develop a successful and responsible global tourism destination |
Destination Management & Marketing |
|
| Heritage, Arts & Culture |
2- Discover, activate and conserve heritage 3- Develop arts and culture offerings and communities |
- Arts & Creative Industries |
|
| Nature & Wildlife |
|
Wildlife & Natural Heritage |
|
| Economic & Social Development |
5- Develop a vibrant, prosperous, and engaged community 6- Develop a sustainable economy |
|
|
| Enabling Pillars | RCU’s Strategic Objectives | Alignment of RCU’s Sectors/Departments to Strategic Objectives | Alignment to the Strategic Objectives of Saudi Vision 2030 |
| Spatial Development |
7- Ensure sustainable spatial development |
|
|
| 8. Attract investment and funding for AlUla |
|
|
|
| Enabling Services |
9. Regulate effectively |
Legal Affairs & Regulations |
|
| 10. Provide streamlined county services in AlUla |
Operations |
|
|
| 11. Ensure security and safety for residents and visitors |
Operations |
|
|
| Institutional Excellence |
12. Attain human capital excellence |
Shared Services |
1.1.4 Foster values of determination and perseverance |
| 13- Attain organizational excellence |
|
|
|
| 14. Foster innovation |
Strategic Partnerships |
|
RCU Portfolios
RCU strives towards developing the unique cultural and touristic components in AlUla and preserving its heritage and legacy. It also contributes to supporting creative and artistic talents, building local capacities within an effective institutional framework that achieves performance excellence and enhances service quality, thereby, achieving economic and social development in AlUla. Throughout the year 2023, RCU worked on achieving numerous accomplishments within the scope of its diverse activities and projects, which fall under various portfolios dedicated to its sectors and business units. These achievements can be summarized as follows:
+ Achievement
Portfolio
Through its Tourism Destination portfolio, RCU has undertaken a range of projects and initiatives within the framework of its strategic objectives, encompassing various domains within its tourism strategic pillar. It has focused on developing tourism and marketing tourist destinations through several projects, including the management and operation of the Film Studio (with its two theaters), as well as the design project for the Meetings and Exhibitions Facility in the Oasis Development. Furthermore, it has undertaken the design, construction, and operation of the Al Mua'azam Hunting Lodge, along with the development of the Ashar Valley Dialogue, Ashar Valley Forum, and AlUla beacon (Al Manara). Through these efforts, RCU has achieved the following in 2023:
Gaining a significant international press and media coverage and developing a film production line for three years starting in 2024
Developing the event's design, enhancing the website, and initiating the logistical arrangements for guests attending the Ashar Valley Dialogue and Forum
Working on the economic and financial model, and on a feasibility study to achieve sustainability, and linking it to the economic and social impact of AlUla within the AlUla Manara project
Agreeing on the activity sites preliminary plan within the Al Mua'azam Fort & Hunting Reserve’s
Identifying the targeted visitor demographics and defining the framework of activities related to the visitor experience for the AlUla Manara project
Working on the architectural identity of AlUla’s Manara by initiating a competitive design competition for distinguished architectural designs with international architectural firms
Cloud 7 Hotel
In line with its commitment to supporting the digital transformation journey and enabling the digital infrastructure of AlUla, RCU worked on executing the Metaverse Events project as part of its innovation efforts. Additionally, RCU launched cultural events that empower and enhance the participation of the local community in heritage sites, such as celebrating the Year of Arabic Poetry. Through these efforts, RCU has achieved the following in 2023:
Dar Tantora The House Hotel
Launching the Balloon experience project in the Metaverse in collaboration with the "Sahab" Foundation, along with the release of the Balloon game as part of the AlUla Skies Festival events
Meeting with poets to develop a plan aligned with the Year of Arabic Poetry and establishing a comprehensive plan comprising a variety of activities, events, and occasions
Launching a live presentation for the Saudi Tour in the Metaverse
In its pursuit of enhancing tourism and improving the visitor experience by providing a luxurious tourist environment, RCU worked on establishing and developing various hotels and resorts in AlUla. This was achieved through several projects, including the Sharaan Resort, the Cloud (7) Residences Hotel, the Chedi Hegra, and the Dar Tantoura hotel. Through these efforts, RCU has achieved the following in 2023:
Completion of the initial design work for the Sharaan Resort, and commencing construction, excavation, and geotechnical studies.
Preparing to open Cloud (7) Residence Hotel with 301 hotel rooms in 2024
Preparing to open Chedi Hegra Hotel at full capacity in 2024, consisting of 36 hotel rooms
Preparing to open Dar Tantora Hotel at full capacity in 2024, consisting of 30 hotel rooms
Film Studio in AlUla
Through its Arts, Culture, and Heritage portfolio, RCU worked on a variety of projects and initiatives related to artistic, cultural, and heritage fields within the framework of its future vision. Significant work has been undertaken in these areas on both global and local levels. Among these projects, the registration of Jabal Ikmah in the UNESCO World Memory Register stands out, along with agreements such as the Louvre Museum loan agreement and the AlUla Exhibition: "Wonders Oasis" held in the "Forbidden City" in China (AlUla Exhibition in Beijing). As part of local efforts to enhance the value of national heritage, RCU launched the Institutional Preparation and Activation Roadmap project for the Kingdoms Institute, the Kingdoms Institute building, conservation and restoration science workshops, the Cultural Landscape Detection Project in Northwestern Arabia, and the Arab League Summit (Media Center and Exhibition). Through these efforts, RCU has achieved the following in 2023:
The registration of Jabal Ikmah in the UNESCO World Memory Register
Officially announcing Jabal Ikmah's registration on UNESCO's Memory of the World
Conducting annual review of the loan agreement issued with the museum, under the Louvre Museum loan agreement, and reviewing all reports related to the statue's safety
Holding AlUla Exhibition in the Forbidden City in China, as well as preparing and designing a new catalog in three languages, including Arabic, English, and Chinese
Publishing a volume of research on AlUla and Khaybar, including 7 peer-reviewed papers
Completion of the preliminary report for the Institutional Preparation and Activation Roadmap of the Kingdoms Institute, including authorization, strategy, business model, and legal structure options.
Completion of the strategic definition for the Kingdoms Institute building, along with the preparation of the architectural description.
Presenting the first workshop, over a period of 3 weeks, on heritage and its preservation, accompanied by a large-scale media campaign that achieved widespread success
Successful completion and execution of the Displaying archaeological collections’ plan
Safari Tour of Wildlife and Nature
Wadi AlNaam
Tayma 2023 - Phase 2
Through its unwavering efforts in heritage exploration, RCU has worked on various projects including maintenance and preservation projects for collections, conservation, and restoration operations. Additionally, it embarked on projects such as the Dadan archaeological project, the archaeological fieldwork facility, preservation of Hegra and antiquities and the water impact mitigation operations in Hegra. Moreover, it conducted an inventory of archaeological collections for King Saud University, established a warehouse for storing and preserving archaeological pieces for AlUla collections, and conducted a survey of the southern oasis area in AlUla (Qurh). Regarding heritage management, RCU worked on a heritage management plan project in the old town. It also implemented projects related to construction, restoration, and development, including the phased restoration project for Oasis and Old Town sites, the development and implementation of remote environmental monitoring system, and a health protection program (signage for the first and second phases) to protect archaeological sites. Through these efforts, RCU has achieved the following in 2023:
Incense Road Museum
1
Completion of the management of conservation operations for maintaining and preserving collections
2
Carrying out the cleaning work of heritage sites and removing graffiti in Ashar Resort, Wadi AlFann, and Hegra Visitor Center, as well as graffiti on Tabuk Road, in addition to maintaining Tell Saq cemetery, restoring the frescoes in the old city, and water mitigation operations in Hegra
3
Completion of the study and limited excavation season for tombs, discovery of a human skeletal structure, and restoration of statues as part of the Dadan archaeological project
4
Expression of interest was disseminated to 8 institutions with faculty members possessing relevant expertise, with 3 of them showing interest in the subject matter
5
Constructing a series of small, invisible water flow detention units using sandbags and wooden panels in several areas in Diwan and Siq, while establishing a sand pressure test area
6
Approving the technical proposal for KSU Collection Inventory project
7
Working at the design preparation stage for the construction of AlUla Collections Facility
8
Discovering a 200,000-year-old hand ax, dating back to the Paleolithic era, and completing an intensive survey of AlUla South Oasis Area (Qurh)
9
Understanding the Heritage Management Plan for the Old Town, reviewing the procedures, guidelines, evaluation criteria, and statement of significance, and examining the current policies and governance of the project
10
Identifying the main issues in the Heritage Management Plan for the Old Town project management and policies and proposing an immediate, medium, and long-term action plan to address these issues
11
Completing the temporary stabilization, archaeological cleansing and field investigation of 18 units on Yellow Street
12
Completion of the initial stages of developing and implementing the remote environmental monitoring system, by installing monitoring devices at heritage conservation sites affiliated with RCU in Riyadh and the United Kingdom
13
Completing Health Safeguarding program’s content
Incense Road Museum
5
Constructing a series of small, invisible water flow detention units using sandbags and wooden panels in several areas in Diwan and Siq, while establishing a sand pressure test area
8
Discovering a 200,000-year-old hand ax, dating back to the Paleolithic era, and completing an intensive survey of AlUla South Oasis Area (Qurh)
11
Completing the temporary stabilization, archaeological cleansing and field investigation of 18 units on Yellow Street
1
Completion of the management of conservation operations for maintaining and preserving collections
3
Completion of the study and limited excavation season for tombs, discovery of a human skeletal structure, and restoration of statues as part of the Dadan archaeological project
6
Approving the technical proposal for KSU Collection Inventory project
9
Understanding the Heritage Management Plan for the Old Town, reviewing the procedures, guidelines, evaluation criteria, and statement of significance, and examining the current policies and governance of the project
12
Completion of the initial stages of developing and implementing the remote environmental monitoring system, by installing monitoring devices at heritage conservation sites affiliated with RCU in Riyadh and the United Kingdom
2
Carrying out the cleaning work of heritage sites and removing graffiti in Ashar Resort, Wadi AlFann, and Hegra Visitor Center, as well as graffiti on Tabuk Road, in addition to maintaining Tell Saq cemetery, restoring the frescoes in the old city, and water mitigation operations in Hegra
4
Expression of interest was disseminated to 8 institutions with faculty members possessing relevant expertise, with 3 of them showing interest in the subject matter
7
Working at the design preparation stage for the construction of AlUla Collections Facility
10
Identifying the main issues in the Heritage Management Plan for the Old Town project management and policies and proposing an immediate, medium, and long-term action plan to address these issues
13
Completing Health Safeguarding program’s content
In addition, the efforts of RCU in preserving cultural heritage included launching a project for a campaign for collecting oral history and intangible cultural heritage, as well as a campaign for collecting Arabic poetry. Through these efforts, RCU has achieved the following in 2023:
1
Completing the first phase of Oral History and Intangible Cultural Heritage Collection Campaign, targeting the Old Town and AlUla Cultural Oasis
2
Working is underway on more than 150 inventory cards for items, or manuscripts, based on what has been collected and inventoried through the oral history and intangible cultural heritage campaigns in the rural and urban areas of AlUla
3
Completion of drafting the strategy, setting objectives, and identifying relevant indicators for the intangible cultural heritage project
4
Training the community on performing inventory over intangible cultural heritage through carefully designed workshops. The inaugural workshop included 29 participants from AlUla, Tayma, and Khaybar
5
Completing a comprehensive historical research on the Early Islamic Era and conducting interviews with over 30 poets from AlUla to document Arabic poetry and understand AlUla's poetic characteristics
1
Completing the first phase of Oral History and Intangible Cultural Heritage Collection Campaign, targeting the Old Town and AlUla Cultural Oasis
3
Completion of drafting the strategy, setting objectives, and identifying relevant indicators for the intangible cultural heritage project
5
Completing a comprehensive historical research on the Early Islamic Era and conducting interviews with over 30 poets from AlUla to document Arabic poetry and understand AlUla's poetic characteristics
2
Working is underway on more than 150 inventory cards for items, or manuscripts, based on what has been collected and inventoried through the oral history and intangible cultural heritage campaigns in the rural and urban areas of AlUla
4
Training the community on performing inventory over intangible cultural heritage through carefully designed workshops. The inaugural workshop included 29 participants from AlUla, Tayma, and Khaybar
Further, and in its efforts to discover and activate Saudi heritage from within its scope, RCU worked on developing and managing cultural sites and special cultural areas Tayma, Khaybar, and AlUla. These include the Incense Road Museum, Incense Road Market, the Two Stage Film Studio, Dadan & Ikmah Interpretation Centers, Wadi AlNaam Activation, and Hegra Wildlife & Nature Tour. In addition, RCU executed several projects in site activation, such as the Heritage sites activation in Khaybar and Tayma (Phase two) and Sites Management & Operation Plans. RCU’s efforts included reviving areas and restoring utilities and infrastructure through these projects: Hegra Gateway, Old Town Revival Project, and Restoration of Old Town’s Mosque in the Fort Zone, in addition to Infrastructure Projects in the Old Town. Nevertheless, projects aimed at enhancing visitor experience on tourism heritage tours include Narrators and Protectors Team Development, F&B options & shops. RCU’s efforts also included launching School and Family Activity Programs to involve the local community in discovering and promoting heritage sites in AlUla. In addition, RCU implemented the Art of Story Conservation at Old Town Homes to raise awareness about cultural heritage. RCU’s projects also include many activities, such as the Ancient Kingdoms Festival, and Tantora festival, in addition to Ramadan, Eid AlFitr, and Eid AlAdha celebrations. As to special cultural zones, RCU established Alula Manara. Through these efforts, RCU has achieved the following in 2023:
The portfolio includes options for food, beverages, and shops distributed across heritage sites
The portfolio includes options for food, beverages, and shops distributed across heritage sites
1
Approving architects Asif Khan for Incense Road Museum, Kengo Kuma for Hegra Gateway, and Clement Virgili for Dadan and Ikmah Interpretation Centers by the BoD
2
Preparing the vision of reviving the old Town, finalizing buildings and streets preparations, and improving the access roads, parking lots, and roads in the core area, in addition to managing rainwater and flooding, while providing an inviting environment, training and developing local experts, developing the architectural survey, and cleaning and monitoring antiquities
3
Completing restoration, maintenance, and renovation works for buildings and facilities in the second phase of the Incense Road Market project, alongside finishing the preparation of buildings and streets, restoring and activating the amphitheater, designing and updating facilities and infrastructure
4
Completing all design drawings for the film studio in AlUla is underway, with work progressing on finalizing the construction phase of the project
5
Activating Wadi AlNaam site and opening it to visitors seeking to explore the valley's history and experience an exceptional adventure amidst the terrain and unique archaeological landmarks in the heart of Jabal Ikmah, recently inscribed on the UNESCO World Heritage List
6
Preparing and expanding AlRawan Oasis path in the second phase of activating heritage sites in Khaybar, ensuring compliance with heritage conservation and protection principles
7
Activating and operating wildlife and nature tours at Hegra site for visitors to enjoy its unique heritage
8
Expanding the visitor center and adding attraction elements such as cultural and entertainment events in the second phase of Heritage Sites Activation in Khaybar
9
Preparing and activating several heritage sites, such as ARradam Palace, AlTaqqa Palace, Ibn Rumman Palace, and the houses of Al Najm Market and adding attractions elements such as food & beverage options, as well as cultural and entertainment events in the second phase of Heritage Sites Activations in Tayma
10
Preparing operational plans for all activated heritage sites in AlUla, Tayma, and Khaybar
11
Choosing Kengo Kuma as the architect for Incense Road Museum competition by the BoD
12
Presenting a temporary exhibition at Hegra Welcome Center, exploring the Nabataean Face Reconstruction Project as the world's first known digital and physical reconstruction of a Nabataean woman
13
Completing the initial installation and evaluation of 49 units and designing and restoring 49 units, in addition to finalizing the archaeological cleaning of 9 units, the final installation of 33 units, and restoring 49 units as part of the Old Town Revival work for Alitham Mosque restoration project
The portfolio includes options for food, beverages, and shops distributed across heritage sites
5
Activating Wadi AlNaam site and opening it to visitors seeking to explore the valley's history and experience an exceptional adventure amidst the terrain and unique archaeological landmarks in the heart of Jabal Ikmah, recently inscribed on the UNESCO World Heritage List
8
Expanding the visitor center and adding attraction elements such as cultural and entertainment events in the second phase of Heritage Sites Activation in Khaybar
11
Choosing Kengo Kuma as the architect for Incense Road Museum competition by the BoD
1
Approving architects Asif Khan for Incense Road Museum, Kengo Kuma for Hegra Gateway, and Clement Virgili for Dadan and Ikmah Interpretation Centers by the BoD
3
Completing restoration, maintenance, and renovation works for buildings and facilities in the second phase of the Incense Road Market project, alongside finishing the preparation of buildings and streets, restoring and activating the amphitheater, designing and updating facilities and infrastructure
6
Preparing and expanding AlRawan Oasis path in the second phase of activating heritage sites in Khaybar, ensuring compliance with heritage conservation and protection principles
9
Preparing and activating several heritage sites, such as ARradam Palace, AlTaqqa Palace, Ibn Rumman Palace, and the houses of Al Najm Market and adding attractions elements such as food & beverage options, as well as cultural and entertainment events in the second phase of Heritage Sites Activations in Tayma
12
Presenting a temporary exhibition at Hegra Welcome Center, exploring the Nabataean Face Reconstruction Project as the world's first known digital and physical reconstruction of a Nabataean woman
2
Preparing the vision of reviving the old Town, finalizing buildings and streets preparations, and improving the access roads, parking lots, and roads in the core area, in addition to managing rainwater and flooding, while providing an inviting environment, training and developing local experts, developing the architectural survey, and cleaning and monitoring antiquities
4
Completing all design drawings for the film studio in AlUla is underway, with work progressing on finalizing the construction phase of the project
7
Activating and operating wildlife and nature tours at Hegra site for visitors to enjoy its unique heritage
10
Preparing operational plans for all activated heritage sites in AlUla, Tayma, and Khaybar
13
Completing the initial installation and evaluation of 49 units and designing and restoring 49 units, in addition to finalizing the archaeological cleaning of 9 units, the final installation of 33 units, and restoring 49 units as part of the Old Town Revival work for Alitham Mosque restoration project
14
Conducting archaeological cleaning of 48 units, installing 48 units, restoring 7 units, and activating 7 commercial units for the Old Town Revival project
15
Conducting archaeological cleaning of 60 units, installing 36 units, restoring 4 units, and activating 4 commercial units for Incense Road Market project
16
Conducting archaeological cleaning of 9 units, stabilizing 9 units, restoring 9 units, and activating 9 commercial units for Huna Complex project
17
Conducting archaeological cleaning of 30 units, and installing 30 units for Mud Houses Stabilization in the Old Town from the eastern road to the northern gate
18
Conducting archaeological cleaning for 22 units, installing 22 units, restoring 18 units, and activating 18 commercial units for the Area restoration project from the Old Town's mosque to AlUla Fort Zone
19
Installing 100 cooling units in the homes of the Old Town, distributed among commercial units and offices, to preserve the heritage and visual identity of the Old Town as part of the infrastructure projects
20
Installing 162 speakers distributed in Incense Road, Abu AlHassan Market, and the eastern side of the Old Town, to offer visitors an enjoyable experience with calm music combined with the heritage character of the site as part of the infrastructure projects
21
Developing the infrastructure for the sewage and water networks along the Incense Road to facilitate all utilities within the infrastructure projects in the Old Town
22
Using eco-friendly methods and materials to reduce dust stirred up on Incense Road path, aiming to provide a healthy environment for visitors as part of the infrastructure projects in the Old Town
23
Preparing workshops to transfer knowledge and activating methods of communication to implement plans for managing and operating sites in AlUla, Tayma, and Khaybar
24
Supplying and installing two electrical substations to meet the requirements of activities and events in the Old Town as part of the infrastructure projects
25
Providing more than 370 hours of training for narrators and protectors teams in cooperation with several international educational institutions, such as Dale Carnegie, and with experts at RCU
26
Adding +20 options to the portfolio of F&B and shops distributed across the heritage sites in AlUla, Tayma, and Khaybar by providing diverse culinary and shopping experiences locally and internationally
27
Preparing content relevant to families' activities to enhance their experience of heritage sites, and activating innovative ways to deliver heritage content to children
14
Conducting archaeological cleaning of 48 units, installing 48 units, restoring 7 units, and activating 7 commercial units for the Old Town Revival project
16
Conducting archaeological cleaning of 9 units, stabilizing 9 units, restoring 9 units, and activating 9 commercial units for Huna Complex project
18
Conducting archaeological cleaning for 22 units, installing 22 units, restoring 18 units, and activating 18 commercial units for the Area restoration project from the Old Town's mosque to AlUla Fort Zone
20
Installing 162 speakers distributed in Incense Road, Abu AlHassan Market, and the eastern side of the Old Town, to offer visitors an enjoyable experience with calm music combined with the heritage character of the site as part of the infrastructure projects
23
Preparing workshops to transfer knowledge and activating methods of communication to implement plans for managing and operating sites in AlUla, Tayma, and Khaybar
15
Conducting archaeological cleaning of 60 units, installing 36 units, restoring 4 units, and activating 4 commercial units for Incense Road Market project
17
Conducting archaeological cleaning of 30 units, and installing 30 units for Mud Houses Stabilization in the Old Town from the eastern road to the northern gate
19
Installing 100 cooling units in the homes of the Old Town, distributed among commercial units and offices, to preserve the heritage and visual identity of the Old Town as part of the infrastructure projects
21
Developing the infrastructure for the sewage and water networks along the Incense Road to facilitate all utilities within the infrastructure projects in the Old Town
24
Supplying and installing two electrical substations to meet the requirements of activities and events in the Old Town as part of the infrastructure projects
22
Using eco-friendly methods and materials to reduce dust stirred up on Incense Road path, aiming to provide a healthy environment for visitors as part of the infrastructure projects in the Old Town
25
Providing more than 370 hours of training for narrators and protectors teams in cooperation with several international educational institutions, such as Dale Carnegie, and with experts at RCU
26
Adding +20 options to the portfolio of F&B and shops distributed across the heritage sites in AlUla, Tayma, and Khaybar by providing diverse culinary and shopping experiences locally and internationally
27
Preparing content relevant to families' activities to enhance their experience of heritage sites, and activating innovative ways to deliver heritage content to children
Ramadan Activations
28
Providing cultural workshops at different heritage sites to offer an immersive cultural experience for families and children within school and family activities programs
29
Cooperating with the Education Departments in AlUla, Tayma, Khaybar, Medina, and Tabuk, as well as designing school programs to experience cultural workshop activities and visit heritage sites
30
Establishing a scientific working mechanism approved by the concerned parties at RCU, and conducting scientific laboratory analysis to understand the original implementation techniques for the storytelling preservation project in the homes of the Old Town
31
Surveying the Old Town homes and determining the number of murals and painting restorations in approximately 300 homes
32
Simulating the original materials used in the story (murals), and scientifically supervising the methodology used through experts
33
Holding Ancient Kingdoms Festival, which included immersive experiences, activities, and unveiling of heritage sites
34
Attracting +5000 visitors to Ancient Kingdoms Festival, with local and international media coverage
35
Hosting the Winter Tanoura Festival at an exceptional location to showcase the latest outcomes of heritage preservation efforts in AlUla
36
Celebrating the winter season in AlUla in the Old Town for 10 days with the participation of all segments of the local community and visitors
37
Hosting Ramadan events and evenings with a total attendance of 5,528 visitors
38
Organizing diverse events to embody the cultural spirit in AlUla with a total of 5,948 visitors during Eid Al-Fitr celebrations
39
Approximately a total of 29,536 visitors attended the activities and events held during the Ramadan, Eid Al-Fitr, and Eid Al-Adha celebrations
Ramadan Activations
32
Simulating the original materials used in the story (murals), and scientifically supervising the methodology used through experts
35
Hosting the Winter Tanoura Festival at an exceptional location to showcase the latest outcomes of heritage preservation efforts in AlUla
38
Organizing diverse events to embody the cultural spirit in AlUla with a total of 5,948 visitors during Eid Al-Fitr celebrations
28
Providing cultural workshops at different heritage sites to offer an immersive cultural experience for families and children within school and family activities programs
30
Establishing a scientific working mechanism approved by the concerned parties at RCU, and conducting scientific laboratory analysis to understand the original implementation techniques for the storytelling preservation project in the homes of the Old Town
33
Holding Ancient Kingdoms Festival, which included immersive experiences, activities, and unveiling of heritage sites
36
Celebrating the winter season in AlUla in the Old Town for 10 days with the participation of all segments of the local community and visitors
39
Approximately a total of 29,536 visitors attended the activities and events held during the Ramadan, Eid Al-Fitr, and Eid Al-Adha celebrations
29
Cooperating with the Education Departments in AlUla, Tayma, Khaybar, Medina, and Tabuk, as well as designing school programs to experience cultural workshop activities and visit heritage sites
31
Surveying the Old Town homes and determining the number of murals and painting restorations in approximately 300 homes
34
Attracting +5000 visitors to Ancient Kingdoms Festival, with local and international media coverage
37
Hosting Ramadan events and evenings with a total attendance of 5,528 visitors
In addition to the continuous efforts of RCU towards encouraging and developing local potentials and enhancing the contribution of artistic and cultural communities, it has worked within the framework of its strategic goals to develop the arts and creativity in AlUla. This has been achieved through a variety of projects, including the Zaha Hadid Pavilion, the art exhibition, and the Water Pavilion, which hosts a range of exhibitions, events, and both closed and open meetings. This effort is complemented by AlUla Academy of Arts, AlUla Arts Foundation, and the Hegra Villa establishment, which is designated to establish a first-class Saudi-French institution dedicated to arts and culture in AlUla. Additionally, RCU is working on the restoration project of the Madrasat Addeera, Madrasat Addeera programs, and the Arts and Design Center in Madrasat Addeera, along with the Contemporary Art Museum and the Art Valley. Through these efforts, RCU has achieved the following in 2023:
1
Completion of evaluating the condition of 41 transport containers stored in Jeddah as part of the Zaha Hadid Designer Pavilion project
2
Activating Daimumah, the first phase of Water Pavilion assets development
3
A total of 64,411 visitors attended the Water Pavilion, with 12,168 visitors to the "Daimumah" exhibition, and 10,449 participants benefited from workshops, with a total of 89 workshops
4
Completion of RIBA 3 design for James Turrell, RIBA 4 for Michael Heizer’s project, RIBA 1 for Manal Al-Dhowayan’s project, and RIBA 1 for Wadi AlFann’s Masterplan
5
Cooperation with “Turquoise Mountain” to offer traditional arts workshops to 52 local artisans at Madrasat Addeera
6
Completing the cooperation with “Turquoise Mountain” in the traditional arts production program with 22 artists joining the production program
7
The International Institute of Perfumes and Flavors presented 4 perfume programs dedicated to AlUla’s community, with more than 32 people participated in the workshop at Madrasat Addeera
8
Presented 4 pieces as editions of Madrasat Addeera in Paris during Paris Design Week
9
Completing the architectural engineers' competition procedures, with the decision to appoint architect "Lina Ghotmeh" from the responsible committee for the Contemporary Art Museum project
10
Official announcement of Lina Ghotmah as museum architect at Venice Architecture Biennale
11
Handovering the Museum of Visual and Contemporary Art’s assets to the Development and Construction Department
12
Obtaining 56 artworks for the Museum of Visual and Contemporary Arts, bringing the total number to 179 artworks, and there’s another 50 artworks in the contracting phase, while 108 artworks are currently being studied for acquisition by the curation team
13
Appointing "Ferial Foudil" as the CEO for both the Saudi and French parties, and announcement of the primary architectural engineers for the Villa Hegra Establishment project
14
Completing the Villa Hegra BoD by appointing “Mona Khazindar” and Princess “Haifa Al-Muqrin”
15
Completing RIBA standards and pre-concept validation phase, and approving the preliminary design for the Villa Hegra by the Design Panel
16
Working on Madrasat Addeera Renovation project design
17
Working is underway to develop a public art strategy for Madrasat Addeera to build a statement of work, identify all locations, and install the Art pieces in AlUla urban Fabric
18
Collaborating with Turquoise Mountain to deliver craft workshops for 42 local artisans at Madrasat Addeera
19
Cooperating between Prince’s School Foundation for Traditional Arts and Turquoise Mountain to deliver craft workshops and conduct training programs and public programs at various locations in AlUla
20
Introducing perfume programs from the International Institute of Perfumes and Flavors to the arts and creative industries team at the Arts and Design Center as part of the Madrasat Addeera restoration project
21
Working is underway to implement Madrasat Addeera’s collections project through designing and providing prototypes consisting of 4 distinctive pieces, creating a product catalogue, and delivering AlUla Canon YPP program through Creative Dialogue Agency
22
Announcement of the selection of Architects and launching a global museum at the Venice Architecture Biennale exhibition as part of the Contemporary Art Museum project
23
Development of collections comprising 19 gathered artworks, awaiting the completion of the Visual and Contemporary Art Museum for their display, along with 67 approved artworks
24
Supervising the construction design during Wadi AlFann construction phases
1
Completion of evaluating the condition of 41 transport containers stored in Jeddah as part of the Zaha Hadid Designer Pavilion project
3
A total of 64,411 visitors attended the Water Pavilion, with 12,168 visitors to the "Daimumah" exhibition, and 10,449 participants benefited from workshops, with a total of 89 workshops
5
Cooperation with “Turquoise Mountain” to offer traditional arts workshops to 52 local artisans at Madrasat Addeera
7
The International Institute of Perfumes and Flavors presented 4 perfume programs dedicated to AlUla’s community, with more than 32 people participated in the workshop at Madrasat Addeera
10
Official announcement of Lina Ghotmah as museum architect at Venice Architecture Biennale
13
Appointing "Ferial Foudil" as the CEO for both the Saudi and French parties, and announcement of the primary architectural engineers for the Villa Hegra Establishment project
16
Working on Madrasat Addeera Renovation project design
19
Cooperating between Prince’s School Foundation for Traditional Arts and Turquoise Mountain to deliver craft workshops and conduct training programs and public programs at various locations in AlUla
22
Announcement of the selection of Architects and launching a global museum at the Venice Architecture Biennale exhibition as part of the Contemporary Art Museum project
2
Activating Daimumah, the first phase of Water Pavilion assets development
4
Completion of RIBA 3 design for James Turrell, RIBA 4 for Michael Heizer’s project, RIBA 1 for Manal Al-Dhowayan’s project, and RIBA 1 for Wadi AlFann’s Masterplan
6
Completing the cooperation with “Turquoise Mountain” in the traditional arts production program with 22 artists joining the production program
8
Presented 4 pieces as editions of Madrasat Addeera in Paris during Paris Design Week
11
Handovering the Museum of Visual and Contemporary Art’s assets to the Development and Construction Department
14
Completing the Villa Hegra BoD by appointing “Mona Khazindar” and Princess “Haifa Al-Muqrin”
17
Working is underway to develop a public art strategy for Madrasat Addeera to build a statement of work, identify all locations, and install the Art pieces in AlUla urban Fabric
20
Introducing perfume programs from the International Institute of Perfumes and Flavors to the arts and creative industries team at the Arts and Design Center as part of the Madrasat Addeera restoration project
23
Development of collections comprising 19 gathered artworks, awaiting the completion of the Visual and Contemporary Art Museum for their display, along with 67 approved artworks
9
Completing the architectural engineers' competition procedures, with the decision to appoint architect "Lina Ghotmeh" from the responsible committee for the Contemporary Art Museum project
12
Obtaining 56 artworks for the Museum of Visual and Contemporary Arts, bringing the total number to 179 artworks, and there’s another 50 artworks in the contracting phase, while 108 artworks are currently being studied for acquisition by the curation team
15
Completing RIBA standards and pre-concept validation phase, and approving the preliminary design for the Villa Hegra by the Design Panel
18
Collaborating with Turquoise Mountain to deliver craft workshops for 42 local artisans at Madrasat Addeera
21
Working is underway to implement Madrasat Addeera’s collections project through designing and providing prototypes consisting of 4 distinctive pieces, creating a product catalogue, and delivering AlUla Canon YPP program through Creative Dialogue Agency
24
Supervising the construction design during Wadi AlFann construction phases
The Nature & Wildlife portfolio includes projects and activities aimed at protecting and conserving the natural environment and wildlife ecosystems as part of RCU’s strategic objectives. This is done through RCU’s endeavors to protect and rehabilitate natural landscapes and wildlife by executing these projects: Strategy and Execution Plan of Ecosystem Restoration for AlUla, Assessment and Action Plan of Habitat Restoration and Wildlife Reintroduction at Ashar, and the System Plan for AlUla Nature Reserves, in addition to designing and building Veterinary Clinic in AlUla and Inventory Of AlUla Flora & Fauna projects. Through these efforts, RCU has achieved the following in 2023:
Preparation and setup of the Sharaan Nature Reserve site
Preparation and setup of the Sharaan Nature Reserve site
Contracting with IUCN to implement Ecosystem Restoration project in AlUla
Working is underway to implement the first output of Ecosystem Restoration project in AlUla to analyze the current state of ecosystems and conducting desk studies to collect and assess available data
Completing research on ecosystem status and desk studies on vegetation cover and wildlife
Preparing maps of vegetation cover, soil, and natural habitats in Ashar
Developing legal and institutional frameworks to support a network of protected areas, and establishing standardized operating procedures (SOPs) for their management
Preparing Green list nomination file for Sharaan Nature Reserve
Completing the veterinary complex construction in AlUla
Mapping natural reserves habitats and vegetation cover and proposing areas to protect them, supported by Geographical Information Systems (GIS)
Creating detailed lists of fauna and flora species in AlUla and their conditions according to IUCN standards
Recording and studying fauna and flora species expected to be newly discovered globally
Preparation and setup of the Sharaan Nature Reserve site
Developing legal and institutional frameworks to support a network of protected areas, and establishing standardized operating procedures (SOPs) for their management
Mapping natural reserves habitats and vegetation cover and proposing areas to protect them, supported by Geographical Information Systems (GIS)
Contracting with IUCN to implement Ecosystem Restoration project in AlUla
Completing research on ecosystem status and desk studies on vegetation cover and wildlife
Preparing Green list nomination file for Sharaan Nature Reserve
Creating detailed lists of fauna and flora species in AlUla and their conditions according to IUCN standards
Working is underway to implement the first output of Ecosystem Restoration project in AlUla to analyze the current state of ecosystems and conducting desk studies to collect and assess available data
Preparing maps of vegetation cover, soil, and natural habitats in Ashar
Completing the veterinary complex construction in AlUla
Recording and studying fauna and flora species expected to be newly discovered globally
Moreover, RCU focuses on promoting wildlife development and ecosystem sustainability by working on many key projects. These include Wildlife Species Reintroduction and Reinforcement, the Design for AlUla Wildlife Breeding Center, and the Operation of Arabian Leopard Breeding Center in Taif. In terms of nature reserve sustainability, RCU executed AlUla Native Plant Nursery and Seed Bank and Vegetation Development and Afforestation of 500K Trees at AlUla Nature Reserves. Through these efforts, RCU has achieved the following in 2023:
Releasing 889 wild animals of 4 species into Sharaan and Wadi Nakhlah reserves
Completing the first phase of the master plan for AlUla Breeding Center location and design
7 leopard cubs were born during 2023 as a result of improving care and breeding conditions for all leopards
Launching an exchange program for leopards from the UAE and Oman
Producing approximately 300K native plants from 80 native species, collecting and preserving more than 100 native plant species of seeds with genetic origins, supplying more than 15K native plants for various projects, and welcoming approximately 300 visitors to various activities in AlUla as part of AlUla Native Plant Nursery and Seed Bank project
Evaluating 110K seedlings of wild plants grown in Sharaan Nature Reserve, with a 91% survival rate
The birth of 7 Arabian leopard cubs
Preparing and equipping Al-Majiz site in Sharaan Natural Reserve to cultivate 500K seedlings on 5K hectares by the end of 2024
As part of RCU’s efforts to enhance wildelife and natural heritage, several projects have been launched aimed at raising awareness about the importance of plant and animal species and to engage the local community in their conservation. These include the Sharaan Welcome Center, as well as the design of visitor centers and security gates for the Sharaan Reserve, which serves as the first world-class visitor center. Through these efforts, RCU has achieved the following in 2023:
Furthermore, RCU has worked through the Economic and Social Development portfolio on a variety of projects and initiatives aligned with its strategic objectives, focusing on several aspects including supporting local community engagement. This encompassed various projects such as the Community Engagement Strategy, preparation to open a vocational and educational development center for talented individuals from the community, the Social Researchers Project; to train and develop the local community in AlUla, as well as the Social Fund project. Additionally, RCU has been keen on involving and empowering all segments of society through multiple initiatives, such as the Archery Sports Initiative; to encourage voluntary participation and support for people with disabilities, community vitality programs, women's sports, and the Social Rehabilitation Center. Moreover, efforts have been made to implement a project for studying poverty lines in AlUla and its surrounding areas, alongside the development of local content policies. Through these efforts, RCU has achieved the following in 2023:
RCU offers a unique cultural and tourist experience through ‚AlUla Sky’ festival
RCU offers a unique cultural and tourist experience through ‚AlUla Sky’ festival
1
Completion of the community development strategy project and awaiting approval by the CEO
2
Establishing and allocating space for a private creative center to support talents and owners of small and medium enterprises within the local community in AlUla
3
Organizing training courses on the needs and interests of AlUla women
4
Welcoming more than 190 visitors to the first day of the Archery Sport Initiative and honoring participants
5
Initiating the first phase of planning to execute an event that offers a specialized vitality program for women to enhance quality of life
6
Completion of the design stages for the Social Rehabilitation Center, with ongoing efforts towards its implementation
7
Completion of 6 out of 10 outputs for the study of poverty lines in AlUla and its affiliated areas, including data gap identification and survey review, social services assessment report, identification of initial poverty indicators and lines, social interaction guide, internal guidelines for the regional coordination unit for assessing and measuring social impact, and identification of final poverty indicators and lines in AlUla
8
Identification of over 170 opportunities for local content opportunities within AlUla and the development of a local content policy
9
Automating local content requirements in RCU's procurement system
10
Developing tools, models, and guidelines, and conducting several workshops to raise awareness amongst stakeholders in regards to local content requirements and its mechanisms, with the participation of over 1,800 individuals from inside and outside RCU
RCU offers a unique cultural and tourist experience through ‚AlUla Sky’ festival
5
Initiating the first phase of planning to execute an event that offers a specialized vitality program for women to enhance quality of life
8
Identification of over 170 opportunities for local content opportunities within AlUla and the development of a local content policy
1
Completion of the community development strategy project and awaiting approval by the CEO
3
Organizing training courses on the needs and interests of AlUla women
6
Completion of the design stages for the Social Rehabilitation Center, with ongoing efforts towards its implementation
9
Automating local content requirements in RCU's procurement system
2
Establishing and allocating space for a private creative center to support talents and owners of small and medium enterprises within the local community in AlUla
4
Welcoming more than 190 visitors to the first day of the Archery Sport Initiative and honoring participants
7
Completion of 6 out of 10 outputs for the study of poverty lines in AlUla and its affiliated areas, including data gap identification and survey review, social services assessment report, identification of initial poverty indicators and lines, social interaction guide, internal guidelines for the regional coordination unit for assessing and measuring social impact, and identification of final poverty indicators and lines in AlUla
10
Developing tools, models, and guidelines, and conducting several workshops to raise awareness amongst stakeholders in regards to local content requirements and its mechanisms, with the participation of over 1,800 individuals from inside and outside RCU
In addition to RCU’s efforts in infrastructure projects, it has established a fuel station in South AlUla with advanced infrastructure systems, a residential film complex, and an Eid prayer mosque. Furthermore, it has undertaken the development and construction of roads and infrastructure for the Hegra area. Through these efforts, RCU has achieved the following in 2023:
1
Completing the design phase and starting the implementation, with completing fuel tanks construction for the establishment of a fuel station in South AlUla
2
Completing the residential film complex and Eid prayer Mosque design phases, and working is underway to implement them
3
Completing the design phase of the Eid Prayer Mosque, and construction work is underway
4
Completing the design phase and implementing the construction work on roads and infrastructure in Hegra
1
Completing the design phase and starting the implementation, with completing fuel tanks construction for the establishment of a fuel station in South AlUla
4
Completing the design phase and implementing the construction work on roads and infrastructure in Hegra
2
Completing the residential film complex and Eid prayer Mosque design phases, and working is underway to implement them
3
Completing the design phase of the Eid Prayer Mosque, and construction work is underway
RCU is eager to foster economic and social development through various activities, including Anwar AlUla Event, AlUla Dates Festival 2023, and Biban Fourm 2023. Moreover, RCU celebrated various occasions with the local community, such as the Inauguration and Renovation Celebration of Sa'id Mosque with the Community, as part of Shiekh Saeed Abduldaim Mosque Upgrade project, Foundation Day Celebration 2023, Saudi National Day Celebration 2023, as well as Eid AlAdha Celebration. Through these efforts, RCU has achieved the following in 2023:
Celebratign AlUla Dates Festival
1
More than 20k visitors, organizing over 14 events, and achieving high sales amounting to 11k Saudi riyals for over 50 families participating in Anwar AlUla Event
2
Achieving sales up to 300k Saudi riyals within a month at Anwar AlUla Event
3
150% increased sales compared to last year, selling more than 1,255 tons of AlUla dates, and exceeding 20k visitors at AlUla Dates Festival
4
Achieving +2,500 visitors to RCU and Vibes AlUla platforms, 24 Saudi small and medium enterprises applied to benefit from the incentive program, 10 local projects participated, and achieving over 10k Saudi riyals in sales at Biban Forum 2023
5
Welcoming 150 high-profile guests to visit AlUla within one day at Biban Forum 2023
6
Promoting the local content of AlUla through the participation of local small and medium enterprises in implementing parts of Biban Forum 2023 activities
7
Completion of the full renovation of Sa'id Abdul Dayim Mosque in collaboration with the local community, participation in its inauguration, and official opening ceremony
8
+19k visitors and productive families from the local community participated during Foundation Day 2023 activities by selling traditional clothes and traditional foods
9
Providing a historical tour between the Old & New Town and the Cultural Oasis, with hands-on activities for two days as part of Foundation Day Celebration activities
10
Increasing viewer engagement on social media platforms by publishing promotional video clips for the founding day, noting the high interaction from the youth demographic
11
Implementing more than 7 activities on National Day with the presence of Nabati and classical poets
12
Distributing 350 gifts around Eid AlAdha celebration areas
1
More than 20k visitors, organizing over 14 events, and achieving high sales amounting to 11k Saudi riyals for over 50 families participating in Anwar AlUla Event
3
150% increased sales compared to last year, selling more than 1,255 tons of AlUla dates, and exceeding 20k visitors at AlUla Dates Festival
5
Welcoming 150 high-profile guests to visit AlUla within one day at Biban Forum 2023
8
+19k visitors and productive families from the local community participated during Foundation Day 2023 activities by selling traditional clothes and traditional foods
11
Implementing more than 7 activities on National Day with the presence of Nabati and classical poets
2
Achieving sales up to 300k Saudi riyals within a month at Anwar AlUla Event
4
Achieving +2,500 visitors to RCU and Vibes AlUla platforms, 24 Saudi small and medium enterprises applied to benefit from the incentive program, 10 local projects participated, and achieving over 10k Saudi riyals in sales at Biban Forum 2023
6
Promoting the local content of AlUla through the participation of local small and medium enterprises in implementing parts of Biban Forum 2023 activities
9
Providing a historical tour between the Old & New Town and the Cultural Oasis, with hands-on activities for two days as part of Foundation Day Celebration activities
12
Distributing 350 gifts around Eid AlAdha celebration areas
Celebratign AlUla Dates Festival
7
Completion of the full renovation of Sa'id Abdul Dayim Mosque in collaboration with the local community, participation in its inauguration, and official opening ceremony
10
Increasing viewer engagement on social media platforms by publishing promotional video clips for the founding day, noting the high interaction from the youth demographic
To develop and empower local capabilities, RCU has worked on several education and capability development projects that cater to the labor market and drive education development in AlUla. These include the Education Development Program, in cooperation with the Ministry of Education, AlUla Scholarship Program, in cooperation with leading international institutions, Hammayah Program (Phase three), in partnership with the local community in AlUla, Khaybar, and Tayma. In addition to AlUla Languages Institute. Through these efforts, RCU has achieved the following in 2023:
1
Cooperating with the Colleges of Excellence as part of the Education Development Program
2
+350 employees of the Education Department in AlUla benefited from professional development programs to support public education and achieve RCU's objectives
3
Providing +3k students from the local community in AlUla with skills in critical thinking, programming, and leadership through four training programs aimed at empowering and preparing them for the future
4
Teaching 153 students at Al-Faris International School using the International Baccalaureate (IB) curriculum
5
Collaboration between Al-Faris International School and the Social Rehabilitation Center in AlUla to develop an educational unit catering to students with special needs. Additionally, the school partnered with the Education and Training Evaluation Commission (ETEC) to enhance the quality of education and school performance, aiming to deliver high-quality educational services.
6
Completing the first phase of developing and managing public education transportation in AlUla by developing 74 school buses to improve access to academic activities and provide safe transportation services according to best practices and standards
7
Renovating 5 kindergarten buildings according to approved standards, adding indoor and outdoor amenities, and increasing classes to accommodate AlUla's population growth
8
Registering in 117 educational institutions as part of AlUla Scholarship Program
9
Granting scholarships to 726 students, and graduating 114 students in AlUla Scholarship Program
10
Involving 1,400 leaders and participants in the third phase of the Hammayah Program
11
Initiating the preparation phase for leaders in October, launching the third phase of Hammayah Program in AlUla, and starting the preparation phase for participants in December
12
Providing 5 different languages at AlUla Language Institute
13
1,758 students benefited from the program in various languages since the inception of the institute’s establishment
5
Collaboration between Al-Faris International School and the Social Rehabilitation Center in AlUla to develop an educational unit catering to students with special needs. Additionally, the school partnered with the Education and Training Evaluation Commission (ETEC) to enhance the quality of education and school performance, aiming to deliver high-quality educational services.
8
Registering in 117 educational institutions as part of AlUla Scholarship Program
11
Initiating the preparation phase for leaders in October, launching the third phase of Hammayah Program in AlUla, and starting the preparation phase for participants in December
1
Cooperating with the Colleges of Excellence as part of the Education Development Program
3
Providing +3k students from the local community in AlUla with skills in critical thinking, programming, and leadership through four training programs aimed at empowering and preparing them for the future
6
Completing the first phase of developing and managing public education transportation in AlUla by developing 74 school buses to improve access to academic activities and provide safe transportation services according to best practices and standards
9
Granting scholarships to 726 students, and graduating 114 students in AlUla Scholarship Program
12
Providing 5 different languages at AlUla Language Institute
2
+350 employees of the Education Department in AlUla benefited from professional development programs to support public education and achieve RCU's objectives
4
Teaching 153 students at Al-Faris International School using the International Baccalaureate (IB) curriculum
7
Renovating 5 kindergarten buildings according to approved standards, adding indoor and outdoor amenities, and increasing classes to accommodate AlUla's population growth
10
Involving 1,400 leaders and participants in the third phase of the Hammayah Program
13
1,758 students benefited from the program in various languages since the inception of the institute’s establishment
In terms of innovation, RCU implemented Agritech Development as one of its key projects to achieve economic sustainability in agriculture. Through these efforts, RCU has achieved the following in 2023:
1
Developing and testing two “Edama” pathways for organic composite solutions, as well as the optical detection of red palm weevil infestation, were carried out as part of the agricultural technology project
2
Achieving better acidity levels for agricultural crops compared to previous crops planted in AlUla
3
Placing optical detectors on 150 palm trees in two different farms Installing optical detection devices on 150 palm trees in two different farms
The County Services portfolio includes various projects and works that focus on serving AlUla and the local community as part of RCU’s strategic pillars. Within AlUla's policies and regulations, RCU worked on these projects: Transfer of Authorities Program, RCU Regulatory Framework Activation, and Transferring the Authorities of Municipal Services & Responsibilities and Integration Management Report, in addition to setting up the municipal inspection, audit, and control program. Also, these projects include Governate’s management Governance model for designing, organizing and managing effective and sustainable governance, in addition to developing a strategy for AlUla management that involves a unified and comprehensive operations plan, which yields tangible outcomes by 2023. Through these efforts, RCU has achieved the following in 2023:
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Finalizing the transferring of all tasks and authorities of activities related to the tourism and entertainment sectors to RCU and the starting the work
Finalizing the transferring of employees from related sectors, assets, and contracts and working is underway to transfer budgets from MOMRA and MEWA
Transferring employees from related sectors, transferring assets and transferring contracts from the Ministry of Culture
Designing a model for local and municipal management as part of the governorate management governance model project
Activating capability building, tools and resources, knowledge management, and framework implementation
Integrating 40% of information technology and cybersecurity requirements into the Inspection platform as part of setting up the municipal inspection, audit, and control program
Developing the spatial element and the prosperity of the community and visitors together within the governorate management governance model project, while providing a set of specific recommendations and a roadmap to streamline implementation
Initiating the Transferring of Authorities of Municipal Services project and submitting a report on authorities and integration management, allocating authorities within County operations, assigning employees to RCU's departments, designing the operational due diligence framework, and qualifying the Integration Management Office team, while identifying project risks and mitigation measures
Launching new operating model in 3 neighborhoods in AlUla as part of AlUla management strategy development. The model is supported by new technology and processes, and has shown a 20% improvement in resident satisfaction
As part of its continued efforts to promoting sustainability in AlUla, RCU executed projects, including Environment and Sustainability Guidelines, RCU Sustainability Reporting, Updating the SSR, and Sustainability implementation pilot projects (Phase one). RCU worked on Identifying and Implementing Resource Recovery Value Chains (RRVC) in Al Ula County, and Environmental & Sustainability Compliance Assurance Program (ESCAP), in addition to organizing training sessions for RCU departments’ top management, with leading specialists in sustainability areas to protect the environment and establish sustainability requirements in RCU’s policies and procedures, and Sustainability Certification Label for Buildings, Communities and Infrastructure in AlUla.
Also, RCU executed projects aimed at environmental restoration and sustainability, including Integrated Water Management Strategy Project, Mitigation and Ecological Compensation Program, CO2 Re-baseline (the fourth phase), Dark sky certification. In addition, Several researches were conducted, one of them the Renewable Energy Technology and Green Credit Analysis as well as launching the Environmental Awareness Campaign. Through these efforts, RCU has achieved the following in 2023:
Developing 8 environmental and sustainability guidelines aimed at enhancing the concept of sustainability in RCU’s procedures
Developing the annual sustainability report, based on the principle of transparency regarding global issues
Working is underway to develop tools and a platform for environmental monitoring
Collecting information for 5 projects in the first phase of the pilot projects to implement sustainability requirements, determining a baseline based on the project life cycle assessment, and then evaluating the impact of implementing sustainability measures and monitoring performance
Holding preliminary meetings and working to prepare the scope of work and formulate the brochure for training sessions in sustainability as part of the Organizing training sessions for RCU departments’ top management, with leading specialists
Preparing the initial report to assess the current status of water supply in AlUla
Launching the CO2 Re-baseline project
Launching the environmental awareness campaign project, and work is underway to collect data
In the realm of environmental protection, RCU worked on a range of projects, through the assessment of heritage and social impact in AlUla. These include the Local Building Materials Strategy (Phase one), Heritage impact assessment for local building material strategy, Geotechnical Investigations for the Local Building Materials Strategy, and SIA Engagement Guideline and Toolkit.
In the realm of environmental protection, RCU worked on a range of projects, through the assessment of heritage and social impact in AlUla. These include the MP (1-5) Autumn 2022 Baseline Ecology, Strategic Environmental Assessment for Harrat Uwayrid Masterplan Project, AlUla Airport City (2023 Spring Ecology Baseline Field Program and Strategic Environmental Assessment), Strategic Environmental Assessment for (12) Detailed Masterplans, and the Strategic Environmental Assessments of the Masterplans (4&5). Through these efforts, RCU has achieved the following in 2023:
Completing the first draft of the first phase of the local building material strategy
Conducting a full site survey and developing a site environmental impact report required for the Heritage impact assessment for local building material strategy
Conducting a geotechnical survey for three quarry sites to extract raw materials from them, and developing geological and archaeological reports for the three sites as part of Geotechnical Investigations for the Local Building Materials Strategy project
Developing a guide and tools to support social assessment and decision-making processes.
Completing the field survey of the MP (1-5) Baseline Ecology site and working is underway to develop the final report on the environmental and social impact of the project
Working is underway to develop the final environmental and social impact report for the Strategic Environmental Assessment for Harrat Uwayrid Masterplan Project
Completing the field survey of the Strategic Environmental Assessments site and developing reports on the environmental impact of the Masterplans (1,2,3)
RCU also focused on construction, development, and restoration through several projects, including Special Forces for Security and Protection Campuses (AlHijr, Shalal, Sharaan, Khaybar, Burikah), Harrat Uwayrid Masterplan Development, Land acquistion and citizen housing program (Phase two), Transfer of Authority, transfer assets and operating AlUla International Airport for RCU, in addition to AlUla Center of Excellence in Earthen Architecture and Sustainable Construction. Through these efforts, RCU has achieved the following in 2023:
Completing the field survey and submitting engineering designs for the locations of the Special Forces For Security and Protection Campuses in AlHijr, Shalal, Sharaan, Khaybar, and Burikah
Completing the first and second phases of the master plan for Harrat Uwayrid and finalizing data collection
Identifying the lands earmarked for expropriation for the second phase of the Land Expropriation and Compensation Project and conducting the social and economic survey
Expanding the offices of Tanmiah work teams, appointing and training them, and providing logistical support for the teams as part of the Land expropriation and compensation project
Developing Tanmiah's implementation plan for the second phase of expropriation and approving it in accordance with the royal decree
Completing the legal, financial and operational due diligence work, and supervising the management of the airport’s business, acquisitions and transportation. This is until the completion of work on the transfer of assets and operating AlUla International Airport for RCU
Completing the preparation phase for the AlUla Center for Excellence in Earthen Architecture and Sustainable.
Completing the preparation of the first phase report on water, waste and biodiversity indicators has been completed, and work is underway to launch the second phase
Completing the first phase of removing visual distortions and random structures has been achieved, and work is underway to initiate the second phase
On the other hand, RCU worked on improving healthcare services in the province through various projects. RCU worked on the Private General Hospital Project (Phase I), renovating and enhancing the efficiency of Prince Abdul Mohsen Hospital, as well as the Skhirat and Al AlManshiya Health Centers. Additionally, RCU focused on upgrading the existing facilities of the Ministry of Health and establishing the Tharba Medical Center. Through these efforts, RCU has achieved the following in 2023:
Identifying and allocating the private general hospital land location and finalizing the operating model and initial business case
Completing the design stages and initiating the renovation and enhancement of the efficiency of Prince Abdul Mohsen Hospital and Health Care Center in Skhirat and AlManshiya
Completing the design of the external and internal facades of Prince Abdul Mohsen Hospital and Health Care Center in Skhirat and AlManshiya
Reopening Skhirat Primary Health Care Center after the completion of maintenance and development works to receive beneficiaries around the clock
Completing the contracting phase with the main contractor (Rezayat) in order to launch RIBA5 phase
Completing the design and construction work for Thirba Medical Center development
Developing the Public Safety Operations Center, operating the Unified Security Operations Center 911, and implementing more than 20 internal and external emergency propositions in cooperation with the relevant security authorities
Providing air medical evacuation services to beneficiaries in AlUla
Signing frameworks of action with ambulance service providers at public venues
Furthermore, RCU has been keen on supporting digital transformation in line with national targets. RCU worked on enhancing its digital infrastructure through the Smart City platform, finalizing internal policies for the Smart City, as well as the licensing platform and the Digital Twin project. In the geospatial aspect, efforts were directed towards the Geographic Information System (GIS) project. Additionally, RCU initiated the Integrated Security Systems project by developing advanced security systems and integrating them through a unified platform. Through these efforts, RCU has achieved the following in 2023:
Working is underway to finalize Smart County's Internal Policy and obtain the required approvals from relevant authorities for Smart County codes
Developing a system containing 47 services for issuing tourist and entertainment licenses and permits, linking the system with Absher and Yaqeen platforms, and providing an electronic payment gateway
Implementing the Digital Twin project, and achieving a series of initial successes, such as communicating with citizens through Digital Twin technology
Launching a geographical application to follow up on heritage management projects in AlUla and the Old Town. It will also monitor animal and plant wealth, veterinary clinic operations, as well as animal movements in AlUla's reserves
Launching an electronic platform to illustrate the phases of AlUla's development on a map
Developing a new geographical system to review the locations and internal plans of RCU’s buildings
Adding a map feature to the “Experience AlUla” application
Allowing the Unified Control Center (UCC) team to monitor all sites, receive alerts, analyze data, generate and submit detailed reports, and obtain accurate statistics from all systems
Allowing the UCC team to monitor sites that are difficult to reach through human resources, as well as secure, protect, and monitor all nine sites, and respond quickly to any type of emergency
Training all UCC employees to use the enhanced security systems through an integrated training program
The Institutional Excellence Portfolio includes projects and works within the framework of RCU’s strategic objectives to achieve excellence in institutional performance, placing it in a competitive position. It has achieved numerous accomplishments, including recognition from the EFQM Award. This is for its exceptional efforts in operational excellence and commitment to development and innovation. In addition to several ISO certifications such as (ISO37120), (ISO31000), and (ISO22301). Also, the launching of the 7th edition of the Future Investment Initiative Forum 2023. Additionally, RCU has worked on implementing multiple projects, including the Innovation Strategy, Global Orientations Report (Aljadi), Live Museum Project, along with the International Council of Airports (Airport Customer Experience Accreditation), and as part of its pursuit of institutional excellence, RCU launched the establishment project for Institutional Excellence Management (Phase two). In the realm of innovation , RCU developed an Opportunities Platform connecting business owners and beneficiaries, as well as the Cloud Services Project, and several systems, such as the Inventory and Warehouse Management System, Governance, Risk, and Compliance System, and the Integrated Protection Initiative System. Through these efforts, RCU has achieved the following in 2023:
ISO37120 Certification
1
RCU’s attainment of the Institutional Excellence Award from the European Foundation for Quality Management (EFQM) at the 5-star level
2
AlUla has been awarded the ISO 37120 Gold Certification for Smart Cities, recognizing its commitment to high-quality data and excellence in planning, management, and governance
3
RCU obtained the (ISO31000) certification for Enterprise Risk Management System
4
RCU obtained the (ISO22301) certification for Business Continuity Management System
5
Defining and implementing the Innovation Management Strategy within RCU, establishing an Innovation Advisory Committee, and developing an initiative and project assessment tool to prioritize projects
6
issuing the Global Orientations Report (Aljadi)
7
Completing the development of the Communication Strategies Guide through engaging content on the Live Museum Platform
8
AlUla Airport obtaining official accreditation for the airport customer experience
9
Continuing the ongoing efforts, 78 core RCU policies have been adopted
10
Organizing +110 training workshops for policy preparation and +311 facilitation sessions to review policy content
EFQM Award
11
Continuing the ongoing efforts, 205 work procedures have been enhanced and developed, while 59 new procedures, including essential, administrative, and supportive procedures, have been established and implemented within RCU
12
Developing a mechanism to monitor and measure the performance indicators of key procedures
13
Establishing a performance indicator library for all approved procedures within RCU
14
Providing a job platform, training courses platform, and business platform through the Opportunities Platform
15
Launching the cloud services system in collaboration with Oracle to host a number of RCU’s systems on the Oracle platform
16
Launching the Inventory and Warehouse Management System, which fully automated the processes of receiving, ordering, and issuing all materials and assets
17
Assessing the current status of the governance, risk, and compliance sector, and developing a strategy to enhance the required maturity level
18
Reviewing policies and procedures, updating and approving them, in addition to developing performance indicators and monitoring their results
19
Reviewing RCU’s risk tolerance levels, enhancing them, and securing approval
20
Establishing a plan to monitor compliance and workplace ethics; to gauge adherence to legislative, regulatory, and internal policy requirements within RCU, securing approval, and implementing it
21
Creating an internal control framework, assessing and improving it to preserve an effective regulatory environment within RCU’s sectors and departments
22
Increasing awareness of the importance of the governance, risk, and compliance sector, and training RCU’s staff to ensure full familiarity with governance, risk, and compliance policies and procedures within it
23
Adding a feature for registering and managing personal profiles, as well as managing events, within the system of Hammayah’s initiative, and integrating the system with the Ministry of Education, Ministry of Commerce, Absher, Yaqeen, and the General Organization for Social Insurance (GOSI)
ISO37120 Certification
1
RCU’s attainment of the Institutional Excellence Award from the European Foundation for Quality Management (EFQM) at the 5-star level
3
RCU obtained the (ISO31000) certification for Enterprise Risk Management System
5
Defining and implementing the Innovation Management Strategy within RCU, establishing an Innovation Advisory Committee, and developing an initiative and project assessment tool to prioritize projects
2
AlUla has been awarded the ISO 37120 Gold Certification for Smart Cities, recognizing its commitment to high-quality data and excellence in planning, management, and governance
4
RCU obtained the (ISO22301) certification for Business Continuity Management System
6
issuing the Global Orientations Report (Aljadi)
7
Completing the development of the Communication Strategies Guide through engaging content on the Live Museum Platform
8
AlUla Airport obtaining official accreditation for the airport customer experience
9
Continuing the ongoing efforts, 78 core RCU policies have been adopted
10
Organizing +110 training workshops for policy preparation and +311 facilitation sessions to review policy content
12
Developing a mechanism to monitor and measure the performance indicators of key procedures
14
Providing a job platform, training courses platform, and business platform through the Opportunities Platform
17
Assessing the current status of the governance, risk, and compliance sector, and developing a strategy to enhance the required maturity level
20
Establishing a plan to monitor compliance and workplace ethics; to gauge adherence to legislative, regulatory, and internal policy requirements within RCU, securing approval, and implementing it
11
Continuing the ongoing efforts, 205 work procedures have been enhanced and developed, while 59 new procedures, including essential, administrative, and supportive procedures, have been established and implemented within RCU
13
Establishing a performance indicator library for all approved procedures within RCU
15
Launching the cloud services system in collaboration with Oracle to host a number of RCU’s systems on the Oracle platform
18
Reviewing policies and procedures, updating and approving them, in addition to developing performance indicators and monitoring their results
21
Creating an internal control framework, assessing and improving it to preserve an effective regulatory environment within RCU’s sectors and departments
EFQM Award
16
Launching the Inventory and Warehouse Management System, which fully automated the processes of receiving, ordering, and issuing all materials and assets
19
Reviewing RCU’s risk tolerance levels, enhancing them, and securing approval
22
Increasing awareness of the importance of the governance, risk, and compliance sector, and training RCU’s staff to ensure full familiarity with governance, risk, and compliance policies and procedures within it
23
Adding a feature for registering and managing personal profiles, as well as managing events, within the system of Hammayah’s initiative, and integrating the system with the Ministry of Education, Ministry of Commerce, Absher, Yaqeen, and the General Organization for Social Insurance (GOSI)
Through the Sports Portfolio, RCU has undertaken a variety of activities and projects across different sports disciplines. These include establishing AlUla Arabian Camel Racetrack, hosting AlUla Cup for Camel Racing, hosting the Custodian of the Two Holy Mosques International Endurance Cup, AlUla International Falconry Championship, and the World Cup for Horseback Archery. Additionally, RCU has executed projects aimed at fostering local community participation and enhancing sports capabilities. These projects involve establishing and sustaining community sports, developing community sports fields in neighborhoods, and implementing sports sustainability programs.
Furthermore, initiatives such as the Mawhiba Academy in AlUla, enhancing sports in AlUla's schools, designing a football stadium and training facilities for AlUla Club, launching the first clay tennis court in AlUla, and introducing volleyball have been part of the sports development efforts. in addition to the development of the football sector.
Projects under the sports portfolio umbrella encompass the Equestrian Village and first phase of constructing the Mughira Heritage Village, which aims to provide semi-permanent facilities for hosting sports events. Moreover, there have been efforts towards transferring the ownership of al AlUla club to RCU, important agreements with Saudi federations, French partnerships, sponsorship contracts, AlUla Sports Strategy, and AlUla Tennis Strategy. Through these efforts, RCU has achieved the following:
Completing the design work, the camel racing track and its access roads, and the execution of the race within the specified timeframe
Participating 391 camel owners, 438 camels, 2,500 participants, and offering the world’s highest prize money in camel racing and sports
Attracting 440 participants and reaching 5 to 10 million views during AlUla Camel Cup race across 6 sports channels
2,336 visitors, 214 VIP guests, and 252 students, totaling 105,990 Saudi Riyals from ticket sales during the AlUla Camel Cup
- Achieving 39 million impressions, 118 million special activation appearances, and selling 2,280 tickets for the media campaign, 21 press releases, +33 interviews, and publishing 2.116 article about AlUla Camel Cup
The International Federation for Equestrian Sports (FEI) has awarded the Custodian of the Two Holy Mosques’ International Endurance Cup Championship, hosted by AlUla, a two-star rating, recognizing the level of preparation and competition
World Cup for Horseback Archery
AlUla hosting a new season of the Endurance Championship, offering the highest cash prize in the world for the race
Boosting community sports in AlUla
Final design of community sports fields and implementation of the project on the ground
The average daily number of visitors to the stadiums reached 100 visitors
Improving and renovating sports facilities in 11 schools were carried out in the first phase of developing sports in AlUla's schools
A site for the football stadium and training facilities for AlUla Club was selected in the Housing District south of AlUla, and a deed was issued for it. Three preliminary design options for the first and second phases were developed
Establishing the first clay tennis court in AlUla in the Kingdom
Developing falconry in the Mughayra Heritage Sports Village
Development work in the Mughayra Village for Traditional Sports included falconry races, which had the highest prizes and rounds
Developing a comprehensive conceptual plan for Mughayra Village with a futuristic vision, to accommodate various sports such as Salouqi (Greyhound) racing, falconry racing, archery and shooting, a veterinary clinic for camels, a celebration theater, and a residential facility for visitors with 80-120 keys
Improving the location of the polo field, horse racing track, and stables in the Knights Equestrian Village; to host additional sports such as archery and shooting
Transferring AlUla Sports Club ownership to AlUla Sports Clubs Company owned by RCU
AlUla Cup for Camel Racing
Granting the approval for the transfer of ownership of AlUla Club shares to AlUla Sports Clubs Company, pursuant to Supervisory Committee Resolution No. (1-14T/1445H)
Signing the agreement and meeting minutes about transferring the ownership of AlUla Sports Club by all relevant parties in 2023
Signing multiple MoUs at both the local and international levels
Launching the AlAtheeb Equestrian Village strategy within the French partnership
Launching a training program for horse riding by selecting 30 male and female students from the French Racing Horse Stables Employees Training Association (AFASEC)
Completing the development of the sports sector strategy, and the formulation and implementation of the AlUla Tennis Strategy
1000 bicycles were distributed to the local community members in Al Ula, to encourage cycling, and 150 students participated in cycling tours. Moreover, community participation was increased, and the local community was integrated into historical sports tournaments through organizing school visits by athletes, conducting inspirational sessions, and arranging school trips for students to visit and attend the competitions
RCU has embarked on a range of qualitative projects within diverse cultural domains through its Special Cultural Zones Portfolio, aligning with its strategic goals. These endeavors have focused on fostering development in of cultural assets and areas in AlUla. This is by bridging nature and culture, to enhance the cultural landscape through agricultural development. Within its framework, several projects have been implemented, including establishing the Cultural Oasis Regeneration Center to oversee agricultural activities and related tourism activities in AlUla. Additionally, RCU designed the concept of “Slow Food” to develop Slow Food Farm area’s project summary and conceptual design to achieve the concept of sustainable food. Moreover, projects such as the Agricultural Oasis Complex which includes Old Town Façade as well as comprehensive planning has been undertaken for the Dadan and Jabal Ikmah plan. Also, design of public facilities in the cultural oasis area have been implemented, along with the renovation of mosques in AlJadeedah area. In conjunction with designing the conceptual plan for the Hegra and Nabataean village areas, alongside an initiative to enhance the urban scenery and major thoroughfares as part of the "Journey Through Time" masterplan. This endeavor seeks to elevate visual allure and enhance the overall experience for both residents and visitors. Through these efforts, RCU has achieved the following in 2023:
1
Delivering the authorization report, business model template, legal and governance affairs report, strategy and financial projections, organizational structure, and roadmap for implementing the Cultural Oasis Regeneration Center Project
2
Completing the preparation of a development summary for the “Slow Food” Center project for the upcoming season, and completing the signing of a partnership agreement with the Slow Food International Organization
3
Contracting with the main designer of the Agricultural Oasis Complex project, and developing and approving the initial report on the project design concept
4
Designing and implementing early works packages for the season of 2023 as part of the public facilities project in the Cultural Oasis area. A significant step was kickstarting the initial phase of the Old Town Façade project. It contributed to launching the season’s activities on the eastern façade. In addition to integrating the archaeological excavation area within the town façade site and combine it with visitor experience through interpretive panels
5
Completing the first phase of the initiative to enhance the urban scenery and major thoroughfares as part of the "Journey Through Time" masterplan. It aims to raise visual appeal and improve the experience for residents and visitors.
6
Completing the comprehensive planning project for Dadan and Jabal Ikmah Plan, along with finalizing the detailed master plan with the project's overall objectives obtaining the approval of RCU’s Board of Directors
7
Completing the development of the conceptual plan for the Hegra and Nabatean Village Plan, and obtaining the approval of RCU’s Board of Directors
8
Completing the preparation program of renovating the mosques in AlJadeedah area and completing the reviving of one of them within Al-Jadidah area, while starting to prepare designs to modernize additional mosques within the Al-Manshiya and Al-Mahash areas.
1
Delivering the authorization report, business model template, legal and governance affairs report, strategy and financial projections, organizational structure, and roadmap for implementing the Cultural Oasis Regeneration Center Project
3
Contracting with the main designer of the Agricultural Oasis Complex project, and developing and approving the initial report on the project design concept
5
Completing the first phase of the initiative to enhance the urban scenery and major thoroughfares as part of the "Journey Through Time" masterplan. It aims to raise visual appeal and improve the experience for residents and visitors.
2
Completing the preparation of a development summary for the “Slow Food” Center project for the upcoming season, and completing the signing of a partnership agreement with the Slow Food International Organization
4
Designing and implementing early works packages for the season of 2023 as part of the public facilities project in the Cultural Oasis area. A significant step was kickstarting the initial phase of the Old Town Façade project. It contributed to launching the season’s activities on the eastern façade. In addition to integrating the archaeological excavation area within the town façade site and combine it with visitor experience through interpretive panels
6
Completing the comprehensive planning project for Dadan and Jabal Ikmah Plan, along with finalizing the detailed master plan with the project's overall objectives obtaining the approval of RCU’s Board of Directors
7
Completing the development of the conceptual plan for the Hegra and Nabatean Village Plan, and obtaining the approval of RCU’s Board of Directors
8
Completing the preparation program of renovating the mosques in AlJadeedah area and completing the reviving of one of them within Al-Jadidah area, while starting to prepare designs to modernize additional mosques within the Al-Manshiya and Al-Mahash areas.
In 2023, RCU achieved a range of qualitative accomplishments aimed at enhancing the heritage, cultural, and civilizational aspects of AlUla, as well as its historical, archaeological, and natural sites. These efforts were geared towards creating unique experiences and services for the local community and visitors to enhance the quality of life and elevate the well-being in the region. RCU focused on improving its institutional performance and digital services, enhancing the continuity of its operations, and raising the level of governance in its technological systems. Additionally, it aimed at enhancing infrastructure and constructing facilities across various sectors. This was achieved through the implementation of various diverse projects and initiatives across its sectors, alongside fostering local and international partnerships to strengthen its presence locally and globally. Through these efforts, RCU has achieved the following:
Digital Transformation and Technological Systems:
In line with the objectives of Saudi Vision 2030 and as part of supporting the digital transformation efforts in the Kingdom, RCU has worked on launching and implementing several projects and initiatives aimed at enhancing digital infrastructure and governance while improving service quality. These initiatives encompassed the establishment of a data platform, analytical applications to support decision-making, activation of a data governance program, data partnerships and integration, statistical analysis, data collection, as well as the implementation of the correspondence system (Hegra). Additionally, efforts were directed towards activating a disaster recovery center, launching the living museum platform, deploying the “Experience AlUla” application, implementing a digital signature system, and automating internal services within RCU. Through these efforts, RCU has achieved the following in 2023:
1
Implementing the data platform and the launch of a range of data products designed to provide tailored insights and analytics to support decision-making across RCU’s departments
2
Developing more than 5 analytical applications across multiple sectors
3
Achieving a compliance rate of 67% with the National Data Management Office
4
Implementing over 40 controls and standards, along with the development of 8 policies and 18 processes for the National Data Management Office
5
Identifying and assigning over 23 data domains to RCU’s data subjects
6
Defining more than 450 terms from the business glossary in the datahub tool
7
Achieving full compliance with the Data and Artificial Intelligence Management Office through adherence to all standards related to the Digital Transformation Index
8
Signing more than 6 agreements for data sharing and initiating the process of linking and collecting data for over 6 government entities
9
Issuing 14 reports on the Consumer Price Index and releasing the results and final report of the survey on household income and expenditure through statistical analysis and data collection
10
Launching the upgraded version of the correspondence system, which enables RCU to communicate electronically with government agencies and apply higher security standards for documents
11
Activating the Disaster Recovery Center fully, with high availability of RCU’s main systems and services
12
Launching the Living Museum platform along with transferring content from the old website version to the new one
13
Introducing a new design and additional services aligned with technological trends, along with launching tools that enable managing sector-specific content in the “Experience AlUla” application
14
Integrating of the “Experience AlUla” application with the Geographic Information System
15
Providing electronic signature services for documents in the Digital Signature system, which have been authenticated by the National Nafath System
16
Protecting the signed documents from any alterations in the Digital Signature system
17
Integrating the Digital Signature system with relevant internal systems to streamline the user experience.
18
Renewing the ISO 20000 certificate in the Information Technology Governance system
19
Automating 90% of internal operations and services within RCU
1
Implementing the data platform and the launch of a range of data products designed to provide tailored insights and analytics to support decision-making across RCU’s departments
3
Achieving a compliance rate of 67% with the National Data Management Office
5
Identifying and assigning over 23 data domains to RCU’s data subjects
7
Achieving full compliance with the Data and Artificial Intelligence Management Office through adherence to all standards related to the Digital Transformation Index
9
Issuing 14 reports on the Consumer Price Index and releasing the results and final report of the survey on household income and expenditure through statistical analysis and data collection
12
Launching the Living Museum platform along with transferring content from the old website version to the new one
15
Providing electronic signature services for documents in the Digital Signature system, which have been authenticated by the National Nafath System
18
Renewing the ISO 20000 certificate in the Information Technology Governance system
2
Developing more than 5 analytical applications across multiple sectors
4
Implementing over 40 controls and standards, along with the development of 8 policies and 18 processes for the National Data Management Office
6
Defining more than 450 terms from the business glossary in the datahub tool
8
Signing more than 6 agreements for data sharing and initiating the process of linking and collecting data for over 6 government entities
10
Launching the upgraded version of the correspondence system, which enables RCU to communicate electronically with government agencies and apply higher security standards for documents
13
Introducing a new design and additional services aligned with technological trends, along with launching tools that enable managing sector-specific content in the “Experience AlUla” application
16
Protecting the signed documents from any alterations in the Digital Signature system
19
Automating 90% of internal operations and services within RCU
11
Activating the Disaster Recovery Center fully, with high availability of RCU’s main systems and services
14
Integrating of the “Experience AlUla” application with the Geographic Information System
17
Integrating the Digital Signature system with relevant internal systems to streamline the user experience.
Development and Improvement Works in 2023
With a keen focus on enhancing and delivering top-notch services to facilitate and improve the quality of life for the local community and enhance the visitor experience, RCU has embarked on implementing a range of qualitative projects and initiatives. These include the construction of the Nabatean Village, capacity building and skills development programs, and the improvement of the guest management, which aims at designing a new journey for visitors and aligns with RCU’s brand and values. Additionally, the establishment of a building for development and construction management was undertaken as part of these initiatives. Through these efforts, RCU has achieved the following in 2023:
1
Completing the summary of the Nabatean Village project as part of the structural plan
2
Conducting +20 awareness sessions to introduce the Data Office as part of the Capacity Building and Skills Development project, and collaborating with +15 business representatives from various sectors
3
The design work has been completed, and construction work is underway for the Development and Construction Management building
RCU has formed several partnerships to develop the tourism sector in the Kingdom and to preserve cultural and heritage in AlUla. This includes a multi-sector strategic partnership with the United Nations Educational, Scientific and Cultural Organization (UNESCO) to enhance AlUla's status as a sustainable heritage tourism destination. The International Union for Conservation of Nature (IUCN) has also established a multi-sector strategic partnership to conserve nature and wildlife. It also aims to preserve heritage through biodiversity protection and sustainability in collaboration with the local community. Through awareness, capacity building, and research support in the field of archaeological site protection, AlUla's cultural heritage can be preserved and improved through a multi-sector strategic partnership with the Saudi National Committee of the International Council on Monuments and Sites (ICOMOS). The French partnership is also based on the Saudi-French governmental agreement, and the purpose of the partnership is to enhance AlUla's global status through the exchange of expertise, capacity building, technology transfer, and regulatory frameworks. Through these efforts, RCU has achieved the following in 2023:
Through these efforts, RCU has achieved the following in 2023:
1
Executing art projects with a field presence, providing legal advice and recommendations for sustainable financial plans, and programs for technological solutions
2
Translating 3 documents from English to Arabic within the scientific document translation program
3
Signing an agreement with the Centre Pompidou as a strategic partner for the contemporary art exhibition in AlUla
4
The Kingdom hosted several archaeological missions that conducted fieldwork at various sites, such as the Old Town, the Oasis, and Dadan
5
Archaeological mission experts presented 10 research papers at the 13th International Congresses on the Archaeology of the Ancient Near East (ICAANE) held in Copenhagen
6
Completing the Hegra Villa Foundation Board of Trustees
7
Signing a contract for the implementation of the Sharaan Resort project and the Sharaan Summit Hall for Conferences with the French company Bouygues. The hall was designed by Jean Nouvel in a style that harmonizes with the nature and rich history of the region
8
+160 participants have attended an event in paris, which included the screening of the documentary film "Lost Treasures of the Arabian Peninsula - Ancient City of Dadan" by Nat Geo
9
Training three technicians on agricultural yield standards, quality assessment of seeds and roots, sorting, preservation, testing, and cultivation processes
10
Publishing approximately 167 articles about AlUla in the French press, representing cumulative readership coverage estimated at around 365 million readers
11
Launching the strategy and vision of Al Atheeb Equestrian Village led by the French company EGIS
RCU executive regulations, policies, and mandates in 2023
As a result of RCU's commitment to developing clear and effective standards for governance and operations implementation, a variety of notable projects and works have been implemented. The most prominent of these projects is the policy development, research, and regulatory framework strategy. Through these efforts, RCU has achieved the following in 2023:
Regulatory framework development
Developing the function of policy and research
Key Events and Engagements on a Local and Global Level in 2023
In order to raise awareness about AlUla's heritage and historical value, RCU has implemented a variety of projects and works. Among them are the Best Tourism Villages ceremony, Cityscape Global Exhibition 2023, Arabian Leopard Day, Eid Al-Fitr, Eid Al-Adha, and the National Day. Through these efforts, RCU has achieved the following in 2023:
1
+230 participants attended AlUla's "Best Tourism Villages" ceremony, establishing AlUla as a regional and global tourism destination
3
Campaigns to increase awareness of the endangered Arabian leopard on the global stage from AlUla. Educational videos are displayed at Piccadilly Square in London and Nasdaq Stock Exchange in New York
5
Distributing 1,600 gifts in 16 regions in AlUla during Eid Al-Fitr, and 5,900 gifts in 40 locations during Eid Al-Adha
2
Raising awareness during Cityscape Global 2023 about AlUla as a city that accelerates business activities and supports economies
4
Exceeding the digital performance index by 180 through active engagement on social media platforms during the Arabian Leopard Day 2023 event
6
Launching the Living Museum platform and transferring content from the old website to the updated version
7
Organizing events, competitions, and activities in Anwar AlUla Park and in the Old town, including Saudi traditional dance performances “The Saudi Ardah”
Complying with Digital Government Authority requirements in 2023
In accordance with Saudi Vision 2030 and based on its commitment to support the national transformation journey, RCU has excelled in its services and digital infrastructure through launching significant projects and initiatives packages in the fields of technology and innovation, contributing to enhancing governance and digital services. Due to its outstanding performance in digital transformation, RCU achieved several notable accomplishments, including the Digital Transformation Index. Through these efforts, RCU has achieved the following in 2023:
1
The Digital Transformation Index of RCU increased from 87.55% in 2022 to 89.80% in 2023
5
24-hour Service Level Agreement (SLA) for digital services
2
RCU ranked third among the economic and development entities
6
The average time required to complete digital services is 140 minutes
3
RCU ranked 18th out of 226 government entities in the field of digital transformation
4
82% user satisfaction rate with digital services
AlUla comprehensive service center satisfaction rate in 2023
Striving to enhance the quality of life and provide necessary facilities for the local community and visitors to AlUla, RCU works to improve its services to the highest quality standards and deliver them through the Comprehensive Services Center. Through these efforts, RCU has achieved the following in 2023 :
Beneficiaries' satisfaction rate with the center's services is %93
The average service time is 5:25 seconds
The percentage of residents utilizing the center's services and reception is %32
A total of18,740 incoming requests to the center
Beneficiaries' satisfaction rate with the welcome and reception %98
A total of 11 community events were held
The average waiting time is 56 seconds
A total of 1,779 beneficiaries and visitors attended the events held
Complying with Digital Government Authority requirements in 2023
In accordance with Saudi Vision 2030 and based on its commitment to support the national transformation journey, RCU has excelled in its services and digital infrastructure through launching significant projects and initiatives packages in the fields of technology and innovation, contributing to enhancing governance and digital services. Due to its outstanding performance in digital transformation, RCU achieved several notable accomplishments, including the Digital Transformation Index. Through these efforts, RCU has achieved the following in 2023:
1
The Digital Transformation Index of RCU increased from 87.55% in 2022 to 89.80% in 2023
2
RCU ranked third among the economic and development entities
3
RCU ranked 18th out of 226 government entities in the field of digital transformation
4
82% user satisfaction rate with digital services
5
24-hour Service Level Agreement (SLA) for digital services
6
The average time required to complete digital services is 140 minutes
AlUla comprehensive service center satisfaction rate in 2023
Striving to enhance the quality of life and provide necessary facilities for the local community and visitors to AlUla, RCU works to improve its services to the highest quality standards and deliver them through the Comprehensive Services Center. Through these efforts, RCU has achieved the following in 2023 :
Beneficiaries' satisfaction rate with the center's services is 93%
The percentage of residents utilizing the center's services and reception is 32%
A total of 18,740 incoming requests to the center
A total of 11 community events were held
Beneficiaries' satisfaction rate with the welcome and reception is 98%
The average waiting time is 56 seconds
The average service time is 5.25 seconds
A total of 1,779 beneficiaries and visitors attended the events held
As part of its responsibilities, RCU maintained its commitment to promote the environmental sustainability principles and objectives in AlUla. The goal was to provide a more sustainable future by emphasizing sustainable practices.
RCU's commitment to sustainability appears within the “AlUla Vision,” its strategic principles and goals aligned with the national directions; to promote a sustainable future that preserves natural resources and heritage treasures, creates diverse and sustainable economic opportunities, as well as enables individuals to build a vibrant, prosperous and active society.
In addition, RCU outlines its vision through the strategic roadmap for environmental sustainability in AlUla, which represents a comprehensive environmental approach aiming to transform AlUla into a global destination and a sustainability leader by 2035 in terms of sustainable tourism, renewable energy, reducing carbon emissions, water resources management and green buildings.
RCU is committed to continuing its efforts and making a greater impact on sustainability in AlUla. It includes aspects of economic, social, and cultural sustainability, which are as equally important as environmental sustainability. RCU has worked for several years to restructure sustainability and present it from a more comprehensive perspective, as a sector that falls under the strategy and Institutional Project Management Office, with a dedicated Department for the Environment. Moreover, the Authority is working to secure additional resources that will certainly support the design and activation of a comprehensive sustainability approach throughout AlUla.
An endurance rider thruogh one of the Custodian of the Two Holy Mosques International Endurance Cup’s racetracks in AlUla
AlUla Strategic Sustainability Roadmap
In 2023, RCU updated its sustainability strategic roadmap in AlUla to include social, economic, and cultural dimensions alongside environmental ones.
| Dimensions | Goals | ||
|---|---|---|---|
| Environmental |
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| Social |
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| Economic |
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| Cultural |
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Environmental Dimension
KPIs of the Environmental Dimension
14 Tier-1 key performance indicators developed, to be used for external communication
In addition to 85 Tier-2 & Tier-3 KPIs
Biodiversity
Protection:
Protected and conserved areas (PCAs) in % of total territory
Restoration:
# of native trees planted in AlUla protected areas
Sustainability Urban Development:
Landscapes and parks, in % of total urban area
Conservation:
Agriculture soil fertility
Rewilding:
● # of wildlife species recovery with the IUCN Green Status of Species (viability, functionality)
● # of flora species revegetated in AlUla
● # of individuals of Arabian leopard successfully reintroduced
Waste Recycling & Circular Economy
Water
Collection:
Waste collection rate
Diversion:
● % of waste diverted from landfill
● % of CD&E waste valorized
Source:
● % of treated wastewater reused
● Potable water service coverage
Use:
● Residents water consumption L / day / capita
● Agriculture water consumption (m3 / year)
Net Zero Carbon emissions Plan
Achieve net zero carbon emissions by 2035 in line with the national objective of net zero emissions by 2060. This is done through AlUla’s Net Zero strategy, which aims to:
Social, Economic, Cultural Dimensions
KPIs of Social, Economic, Cultural Dimensions
218 primary performance indicators selected, to be developed in cooperation with stakeholders
| Dimensions | KPIs Pillars | Total KPIs |
|---|---|---|
| Social |
- Health & Well-being - Social Advancement - Engagement & Cooperation |
109 |
|
Economic |
- Long-term Value Creation - Local Content - Skills and Excellence |
54 |
|
Cultural |
- Heritage Conservation - Local Access & Contribution - Cultural Development |
55 |
Each dimension is in line with UN SDGs and KSA national strategies
9 Pillars (social, economic, cultural)
UN Sustainability Development Goals
Each one of the 9 pillars can be mapped into one or several SDGs
KSA National Strategies
The 9 pillars are included in the KSA national strategies priorities
Mian national strategies include:
A team in AlUla International Tent Pegging Championship as they prepared to progress towards their goals.
A team in AlUla International Tent Pegging Championship as they prepared to progress towards their goals.
Key Achievements in 2023
Finalizating the (ESG) Maturity Assessment :
RCU finalized the Environment, Social, and Governance (ESG) Maturity assessment as part of its programs and projects. The goal is to enhance its contribution to the application of sustainability practices and its various dimensions.
Developing the Local Building Material Strategy
RCU identified the demand for local building materials for its priority projects, the potential sources of supply, and required actions for implementing the strategy going forward, including responsibilities for identification of new quarry areas, establishing regional building material platforms to support the circular economy, and processes for permits issuance.
As part of the project, a new quarry location for aggregates, sand, and ornamental rock has been assessed and will be handed over to MIM by early 2024 to initiate the licensing process.
In the next phase, the strategy will include the development of an e-platform to document building materials needs and surpluses, thereby directly contributing to circular economy principles and reducing construction waste.
RCU's successful participation in Cop28 and SGI:
RCU participated in the United Nations “COP28” conference on climate change and in the Saudi Green Initiative exhibition, where it outlined its comprehensive methodology for achieving sustainability, as well as discussed its role in achieving the Kingdom’s climate goals. These participations also enabled RCU to consolidate its status as a major environmental and sustainability contributor within the framework of Saudi Vision 2030. In addition, it was an opportunity to review RCU's current and future projects to reach net zero carbon.
Completing the Sustainability Master Policy:
RCU defined the main controls, rules, and standards necessary for managing sustainability in a manner that will ensure proper governance of activities within its geographic boundaries across the environment, social, cultural, and economic sustainability pillars.
Defining sustainability Requirements roadmap at assets, infrastructure, communities, and residential areas levels:
RCU has defined the required green certification label based on asset types and outlined the key performance indicators (KPIs) and its minimum sustainability requirements. Further, RCU has completed pilot projects in addition to finalizing the Environmental Sustainability Implementation Plan.
Strengthening of the ESIA process
RCU identified the social and environmental impacts of any projects that need to be disclosed to the community as per the best international practices. The procedure for stakeholder engagement was defined through the SIA guidelines, which has eventually contributed to strengthening the ESIA process.
Key works & Initiatives
Buildings Sustainability Certificates Project
The project aims to identify and evaluate the most appropriate and applicable green building systems for all types of assets in AlUla in line with RCU’s sustainability principles.
This initiative evaluated twelve local and international rating systems. These systems were identified and grouped according to the targeted assets into four groups: newly constructed buildings, existing buildings, new communities, and infrastructure. Afterword, a detailed evaluation and comparison were made for each rating system according to the following criteria criteria’s: Implementation Applicability at the lowest cost and in the shortest time, in addition to compliance with AlUla’s strategic plans and principles.
It is worth to mentioning that all of the assessed rating systems have provisions supporting and complying with the Saudi Green Building Code and with AlUla’s net zero-carbon strategy in terms of materials used for infrastructure, best practices to support sustainability in the stages of design, execution, operation, and clean energy generation.
Developing the Dark Sky strategy in AlUla
The strategy aims to preserve the nature and beauty of the dark sky in AlUla, reduce light pollution, and create sustainable tourism opportunities linked to stargazing activities, protect the environment and assist in preserving nocturnal ecological corridors for wildlife movement, while celebrating the ancestral way of life in AlUla.
Therefore, and as part of its efforts to protect AlUla from various forms of pollution, RCU seeks to register AlUla among the Dark Sky Cities and obtain international accreditation from the International Dark-Sky Association (IDA), to include it within Dark Sky Reserves. This will contribute to making AlUla a unique tourist destination free from light pollution, benefiting the local community, visitors, and wildlife.
During 2023, RCU worked with the International Dark Sky Association (IDA) to confirm the required accreditation and conduct light pollution surveys across the governorate as the first step in the application process. In agreement with the IDA, RCU seeks to obtain two certifications, namely:
|
Project |
% of Completion until the end of 2023 |
Key Next Steps by 2024 |
|---|---|---|
| RCU’s Sustainability Report 2023 |
30% |
|
| Phase IV CO2 Re-baseline |
58% |
|
| Identify and implement resources recovery value chains in AlUla project |
58% |
|
| Environmental Awareness Campaign Strategy and Implementation Plan Development |
49% |
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| Integrated Water Management Strategy |
50% |
|
A horse participating in the Custodian of the Two Holy Mosques International Endurance Cup and ready for pre-race examination
RCU's Projects Included in Saudi Green Initiative (SGI)
Throughout 2023, RCU worked on numerous diverse projects and initiatives to contribute to the achievements of the Saudi Green Initiative (SGI) objectives and to realize the aspirations of Saudi Vision 2030. These projects are as follows:
Establishing and Managing Nature Reserves in a Sustainable Manner
RCU contributed to designing a network of protected areas that are effectively managed to preserve wildlife and protect biodiversity.
Inventory of AlUla Flora & Fauna
RCU contributed to completing the preliminary review vegetation list of AlUla, registering 497 species, studying 27 landscape units, and discovering 5 new species (under study).
Establishing a Nursery and Seed Bank
RCU contributed to the development of preserving and propagating local plant seeds techniques, a protocol for producing seedlings of local trees and shrubs, and the production of seedlings from local trees and shrubs at a rate of 300,000 seedlings per year in the temporary plant nursery, which will reach 10 million seedlings by the year 2035.
Study of Oak Tree Mortality and Possible Solutions
RCU contributed to studying oak trees infection from diseases and insects. Approximately 6000 tree samples were collected and their infection levels were determined. This initiative will recommend scientific solutions, management strategies, and conservation plans for oak trees to enhance the natural landscapes.
Ecological Restoration
RCU has contributed to the development of several innovative methods for environmental restoration in deteriorating arid lands, through the establishment of a pilot site covering an area of 300 hectares in the Sharaan Nature Reserve. The project outcomes will support the objectives of Green Saudi Initiative by the rehabilitation of 40 million hectares of land and the planting of 10 billion trees in the coming decades.
Examples of projects that reflect RCU’s application of the strategic principle specified in the AlUla Framework Plan SP11 - Circular Economy
In addition to the projects mentioned above, RCU's participation in the Green Saudi Initiative 2023 was tangible evidence of its commitment to implementing Strategic Principle 11 (Circular Economy) and Strategic Principle 12 (Embedding Flexibility). This is done through several projects that adopted and embodied these principles, focusing in particular on reducing waste and improving material efficiency.
Ashar Valley Environmental Assessment
RCU contributed directly and indirectly by providing recommendations for environmental management approaches and assessing the ecological linkage of Wadi Ashar with Harrat Uwayrid Nature Reserve.
Through an interactive model of AlUla Cultural Oasis, the following projects were reviewed:
Opportunities and Enablers
In the context of RCU’s continuous concern and aspirations for a promising future for AlUla's prosperity, and in line with its strategic goals and Saudi Vision 2030، RCU has worked to identify its future opportunities and the expected impacts, based on its business sectors.
Key future opportunities include:
Intensifying public sports facilities, through coordination with the Ministry of Sports, the Ministry of Education, and urban planning to develop sports facilities, enable the use of school facilities, and raise awareness of sports and health
Expanding scientific research on the effects of northwestern Saudi Arabia, through an upcoming agreement with Sorbonne University, France
Positioning AlUla as an advanced model and significant benchmark in digital maturity nationally and globally, by enabling a stable internet connection, developing robust infrastructure for it, and allocating a sufficient budget and technical support unit to support updating technical solutions and continuous maintenance; which facilitates the cooperation with international partners, researchers, and investors, and the partnership with communication companies and technology providers
Improving planning, resource allocation, and project performance through the implementation of strong data governance, data integration across departments, and leveraging data analytics, in addition to investing in IT infrastructure, attracting technical talents, and adopting AI, big data, and digital twin
Making RCU a leading model in sustainable construction practices, by using local materials to minimize environmental impact, preserve aesthetics, increase resource efficiency, and create job opportunities while increasing the demand for local construction materials, encouraging local companies, and diversifying the local economy, with sufficient budget allocations for research, development, infrastructure upgrades, and support programs that encourage the production of local goods and materials
Obtaining Dark Sky Certification for the protection of the nocturnal ecosystem and promoting sustainable development practices within AlUla , by attracting environmentally-conscious tourists and those who seek extraordinary and unique experiences. This will boost tourism revenues and economic growth, through sufficient budget allocations to provide lighting equipment, technical solutions, continuous infrastructure maintenance, and the establishment of partnerships and cooperation agreements with local and international suppliers to ensure the local market’s access to essential equipment at reasonable costs
Making AlUla a prime destination for stargazing tourism, scientific discoveries, and research, by enhancing its position as a tourist and global destination for innovative and distinguished businesses
Providing job opportunities for the local community in AlUla, diversifying economic sectors, and enhancing the efficiency of human resources to meet the needs of the labor market by aligning with and leveraging the Human Capability Development Program and Quality of Life Program -both are of Saudi Vision 2030's programs-, as well as the initiatives of the Public Investment Fund, and increasing job opportunities for the local community in AlUla, Tayma, and Khaybar by creating jobs as a standard to define projects’ priorities
Developing large-scale hotel projects in AlUla, by harnessing major plans and allocating them to hospitality projects, obtaining appropriate licensing and classification to meet visitor expectations
Reducing reliance on non-renewable sources by using solar or wind energy to power backup facilities, and implementing efficient waste management systems to reduce environmental impact
Enhancing the role of AlUla and making it part of national tourist attractions , by leveraging initiatives of the Public Investment Fund, cooperating with the Ministry of Tourism, and utilizing traveler profiles to activate targeted proposals year-round, as well as cooperating with national tourism councils to better leverage tourism activity and extended visits
Enhancing huge potentials for sustainable tourism in AlUla, by prioritizing environmentally-friendly practices related to unique landscapes and geological formations, such as providing eco-friendly accommodations
Supporting and enhancing sustainability and cultural heritage in AlUla, through a partnership with the World Bank to develop an executive program across all sectors of RCU, allowing systematic assessment of the current status of the developmental sustainability within RCU, identifying appropriate approaches to address gaps, and determining next steps
Establishing a unified system for classifying environments and supporting biodiversity sustainability, through a partnership with the Red Sea Global company, resulting in the identification of extended wildlife lanes beyond the province boundaries, aiming for a broader regional approach that could be later adopted as a national and regional standard for identifying environmental/wildlife lanes
Establishing a market for local agricultural products in AlUla, by leveraging AlUla’s brand reputation and AlUla as a tourist destination
Key Expected future impacts include:
Increasing tourism spending and visits
Improving the economic and social impact in AlUla
Attracting top local and international talents
Enhancing the comprehensive visitor experience and supporting the growing tourism industry
Improving accessibility and communication within AlUla
Enhancing brand awareness locally and internationally
Establishing AlUla as a global model for sustainable development in the field of eco-tourism
Improving the perception of AlUla as a distinguished area for residence and tourism
Increasing satisfaction levels among the local community and visitors
Overview of the current state
Overview of the current state
About RCU Governance
RCU adopts a governance model that enables it to perform its supervisory, regulatory, and executive duties to achieve its objectives, strategies, and mandated roles stipulated in its regulations. This is accomplished through adopting and enhancing the best practices in public sector governance, activating internal control roles, and continuously assessing the institutional maturity level of RCU at all levels and dimensions.
RCU adopts a governance model that enables it to perform its supervisory, regulatory, and executive duties to achieve its objectives, strategies, and mandated roles stipulated in its regulations. This is accomplished through adopting and enhancing the best practices in public sector governance, activating internal control roles, and continuously assessing the institutional maturity level of RCU at all levels and dimensions.
About the Board of Directors
RCU’s Board of Directors devotes complete attention to carrying out its tasks and responsibilities in accordance with RCU’s regulations. It exercises its role in supervising the governance framework of RCU and its subsidiaries, determining its strategic direction, ensuring compliance with relevant laws and regulations, and providing necessary support to the executive management. This is achieved through leveraging the expertise of the Board members and committees derived from it.
RCU’s Board of Directors devotes complete attention to carrying out its tasks and responsibilities in accordance with RCU’s regulations. It exercises its role in supervising the governance framework of RCU and its subsidiaries, determining its strategic direction, ensuring compliance with relevant laws and regulations, and providing necessary support to the executive management. This is achieved through leveraging the expertise of the Board members and committees derived from it.
Board of Directors Chairmanship and Membership
Board of Directors Committees
RCU’s Board of Directors has established four sub-committees comprised of board members and other independent members with the requisite expertise and competence for each committee's work. These committees were formed in accordance with the general procedures outlined by the board. Each committee's activities revolve around its designated tasks and responsibilities in accordance with its operating rules. Additionally, they provide full support to the board on all matters referred to them and submit the necessary recommendations. Below is a brief description of the approved committees of RCU and their functions.
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The Executive Committee
The Executive Committee was formed on 4 Rabi' al-Thani 1440H, which corresponds to December 11, 2018.
The Committee is responsible for overseeing and reviewing RCU’s strategy and financial and operational work plans, in addition to overseeing expansionary work. The Committee is also in charge of reviewing RCU's estimated annual budget and financial performance, reviewing requests for the establishment of entities, making suggestions to the Board, and executing any other tasks that the Board assigns to them.
Members:
The Audit Committee
The Audit Committee was established on 23 Ramadan 1439H, which corresponds to June 8, 2018.
The Committee is responsible for overseeing the financial and accounting reports, financial statements, and audits. It ensures RCU’s compliance with relevant regulations and instructions, verifies the adequacy and effectiveness of RCU’s internal control and risk management systems, in addition to making suggestions to the Board, and executing any other tasks that the Board assigns to them.
The Audit Committee aims to manage internal auditing and objectively provide independent consultancy services. These services contribute to RCU development by scaling processes, implementing an organized methodology to support achieving goals, and improving risk control, auditing, and governance.
Members:
The Nominations and Remunerations Committee
The Nominations and Remunerations Committee was formed on 23 Ramadan 1439H, which corresponds to June 8, 2018.
The Committee is responsible for overseeing administrative aspects and employee affairs. It also supervises the governance framework at both the Board and its committees, and RCU and its subsidiaries levels. This includes plans and initiatives related to human resources, governance, and their strategies. Additionally, it involves reviewing organizational structures, nomination and evaluation policies, succession plans, and remuneration. It supervises the appointment and evaluation processes of Board members, their sub-committees, subsidiary boards, advisory board members, the CEO, and sector heads. It is also responsible for presenting relevant recommendations to the Board, and executing any other tasks that the Board assigns to them.
Members:
The Regulations Committee
The Regulations Committee was formed on 27 Jumada Al’Ula 1442H, which corresponds to February 9, 2021.
The Committee is responsible for reviewing draft regulations, MoU related to the regulations, and their equivalents. In addition to reviewing the draft regulations proposed by the Executive Management, and any other organizational proposals, It is also responsible for presenting relevant recommendations to the Board, and executing any other tasks that the Board assigns to them.
Members:
Advisory Board
The Advisory Board is formed by a resolution of RCU Board of Directors and aims to provide advice and recommendations to the Board, the Governor, and the executive management regarding RCU’s vision and all strategic aspects related to its operations. This is to maximize opportunities for success and provide a wide range of support and expertise to RCU.
RCU has established a number of subsidiary companies to serve as operational and investment arms, contributing to the development of its strategy and achieving its goals in the best interest of AlUla. These companies include AlUla Peregrina Trading, Arabian Leopard Fund, AlUla Sports Club, in addition to the Museum of Visual and Contemporary Arts.
Details of each can be reviewed as follows:
Museum of Visual and Contemporary Arts
The company aims for the Visual and Contemporary Arts Museum to be the primary destination for art acquisitions, procuring artworks from artists, art exhibitions, and international auction houses according to the requirements of RCU.
The Company ‘s Contribution to the Development of RCU Strategy
Key Achievements in 2023:
Key Achievements in 2023:
1
Acquiring 34 artworks as part of the acquisition process for the Incense Road Museum and the Contemporary Arts Museum
2
Signing a contract with the Carnegie Foundation to host an Andy Warhol Exhibition in AlUla, and providing educational and informative workshops to enhance the development of the arts sector
3
Signing a bailment agreement between MVCA and RCU to establish a framework that outlines the roles and responsibilities of both parties regarding the acquired artworks
4
Developing and approving the necessary requirements for the establishment phase of the company, enabling it to become independent from RCU, some of these requirements include:
AUla Peregrina Trading:
In response to the needs of local, international, and other cosmetic markets, AUla Peregrina Trading’s activities focus on manufacturing cosmetic ingredients and products. Through its mission, it aims to develop the first supply chain for Arabian Peregrina in AlUla, by nurturing the Arabian desert and transforming its roots into unique components.
The company envisions to make AlUla a globally recognized primary destination as a sustainable source of unique natural ingredients extracted from the Arabian desert and establishing the Arabian Peregrina tree as one of its most important social and economic assets.
The Company’s Contribution to the Development of RCU Strategies
The company works towards achieving impact across several pillars and objectives, including tourism, heritage, art and culture, as well as nature and wildlife, economic and social development, and institutional excellence, encompassing:
Building AlUla's identity for luxurious living and increasing awareness about it, by associating it with components extracted from sustainable local sources of high quality, and with luxury brands, such as (Cartier)
Training in the fields of business expertise and technology
Supporting plantation of Moringa Peregrina as a native species
Partnering with the Economic Development and Agricultural sectors of RCU to empower Arabian Moringa Peregrina as one of AlUla's assets
100% company from AlUla
Achieving 90% of the company's human resources through local staff
Reviving the heritage of Moringa Peregrina use in cosmetics and medicinal product, reflecting its historical and cultural aspects
Bringing innovation to AlUla (Patents and assets)
Products Provided by the Company:
Moringa Peregrina ingredients and extracts
(Virgin Peregrina Oil, Hydrolyzed Peregrina Extract, Lipophilic Peregrina Extract)
Spa amenities products for health resorts
(Hydrating Body Lotion, Peregrina Shampoo, Hair Conditioner, Peregrina Hand and Bath Gel)
Key Achievements in 2023:
Key Achievements in 2023:
Establishing solid foundations required in the field of sales of luxury components on a global level, offering high-quality proven components from the Arabian Peregrina tree to meet the needs of the luxury cosmetics market, including:
Establishing traceable supply chains to ensure the source and quality of seeds, including:
Developing a robust infrastructure capable of producing luxury-grade products, including:
Signing agreements to sell spa amenities products to luxury hotels in AlUla, Saudi Arabia, and abroad, including:
Exclusive strategic deal with Cartier for the launch of skincare products using Winterized Peregrina Oil. These include:
● 3 Premium cosmetics products: Pure Oil for Face and Hair, Face cream, and Fragrances in oil
Collaborating with other brands for sales including the following:
Collaborating with other brands for sales including the following:
Signing agreements for the development of brands and distribution of the Company’s ingredients including the following:
AlUla Sports Club
In pursuit of becoming one of the top competitive football clubs in the Saudi Professional League by 2028, the club is working on launching the Excellence Performance Center, aiming for the center to become an advanced facility equipped with state-of-the-art technologies. This is part of the mission to develop athletes in multiple sports while maintaining economic sustainability.
Its vision is to be a pioneering, excellence-driven organization. The club aspires to uphold sporting excellence and sustainability, fostering a strong sense of pride within AlUla's community.
The Club’s Contribution to the Development of RCU Strategy
The club operates through many strategic pillars that intersect implicitly with the efforts and initiatives of RCU to develop the sports sector. These pillars include the following:
Developing the first football team
Designing and constructing sports facilities adhering to international standards
Promoting and creating a variety of sports activities
Building and developing women's football
Offering a work environment that is productive and exceptional
Getting community involvement and expanding the fan base
Creating world-class academies for AlUla Club
Establishing a marketing brand
Key Achievements in 2023:
Key Achievements in 2023:
Football
The establishment of the first Women’s Football Team:
The development of indoor football (Futsal):
The establishment of volleyball game:
The establishment of archery:
The Saudi Games:
The establishment of basketball:
The establishment of AlUla Club stores:
The establishment of the Women’s Basketball Team:
The establishment of the Different Games Sector:
The Arabian Leopard Fund
To mitigate the growing risk of extinction facing the Arabian leopard, with estimates of fewer than 120 Arabian leopards remaining in the wild according to the updated Red List of the International Union for Conservation of Nature (IUCN); The fund was established on 04/12/1441H, by Royal Order no. (65063). The fund aims to enable visions, partnerships, and effective actions to support the long-term conservation of the Arabian leopard. It also aims to support local and international efforts and encourage communities to contribute to preserving one of the most endangered ecosystems within the framework of Saudi Vision 2030. This vision seeks to enhance environmental sustainability and support the growth of non-profit sectors in the Kingdom.
The fund envisions a world containing sustainable and growing populations of the Arabian leopard across its range, as part of both cultural and natural heritage.
The Fund’s Contribution to the Development of RCU Strategy
The fund operates through several strategic pillars that intersect implicitly with RCU’s efforts and activities to conserve the Arabian leopard in the long term, including:
Coordinating strategies, action plans, and effective partnerships
Enabling effective practical actions
Exchanging knowledge and best practices
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Key Achievements in 2023:
Key Achievements in 2023:
The fund works on an initiative to finance capacity-building programs for sectoral stakeholders involved in the conservation of the Arabian leopard in the Arabian Peninsula, through partnerships with prestigious educational institutions such as the University of Oxford and the Durrell Academy for Conservation Leadership. This initiative includes:
The fund has also worked on conserving the Arabian leopard through:
The fund has also worked on an initiative to conserve the Arabian leopard through:
Conclusion
RCU prepared the annual report to meet the requirements of the Council of Ministers’ Law. In its preparation, RCU adhered to a detailed methodology to ensure the fulfillment of the specified standards. Coordination among all sectors and departments within RCU was facilitated by the Organizational Excellence Department, and with the support of senior management.
Within this report, RCU highlighted its most notable achievements during 2023, aiming to develop and enhance the targeted sectors in AlUla, in alignment with the objectives of Saudi Vision 2030.
In addition to showing the challenges RCU has faced, and the proposed solutions to overcome obstacles and enhance workflow, RCU outlined its aspirations for the prosperity of AlUla by aligning with the stages of implementing its strategy. This strategy aims to build a luxurious identity for AlUla, unleash its competitive advantages, develop its capabilities, and enhance its capacity.
The strategy plan for the year 2024 is anchored on clear priorities within its seven strategic pillars, ensuring focused business trajectory and attainment of objectives. This includes enhancing the tourism assets of AlUla, developing its offerings, and increasing visitor numbers. Additionally, it aims at activating the cultural heritage of AlUla and enhancing its global presence. RCU also seeks to preserve the environmental systems and biodiversity while empowering the local community to ensure prosperity and economic development. Furthermore, RCU focuses on developing major plans for AlUla and achieving urban and architectural transformation, in addition to RCU’s commitment to enhancing safety, infrastructure development, and improving the quality of life in AlUla.
Finally, ensuring operational efficiency, talent management, and achieving excellence globally; which will be realized through the concerted efforts of the national workforce and international expertise within RCU, where their endeavor involves implementing a precise and sustainable plan that considers the cultural, economic, and heritage development in AlUla, all under the generous and continuous support of the wise leadership.
