04
In its fiftieth year, The Arab Energy Fund continues to
strengthen the institutional foundations that enable
disciplined growth and long-term resilience. Central to this is a structured and evolving human capital strategy designed to ensure continuity, deepen capability, and reinforce the Fund’s position as a governance-led multilateral institution.
Over the past two years, the Fund established a comprehensive Human Capital model. In 2025, the focus shifted toward shaping a compelling employee value proposition that supports retention, succession readiness, and leadership depth across functions and markets.
The model is built around three integrated pillars
01
Talent and Learning
02
Technology Solutions
03
Employer Branding
These pillars support a workforce that is aligned with the Fund’s strategy, equipped with future-ready skills, and prepared to assume increasing responsibility as the institution expands its mandate.
Our Workforce at
a Glance
110
Total Employees
100
In Riyadh
10
In Manama
21
Nationalities
110.4%
Female Representation
83.6%.6%
Male Representation
The Fund’s workforce reflects its multinational character, with 21 nationalities represented. This diversity supports cross-market understanding and institutional depth across the energy value chain.
Institutional credibility is sustained through leadership continuity.
Strengthening Leadership and Succession
In 2025, the Fund advanced its succession architecture through structured programs designed to ensure role continuity and accelerate leadership development.
The Fund’s solid leadership pipeline is well-positioned across both succession and high-potential tracks.
The Fund continues to apply
the 70-20-10 learning model,
reinforcing experiential learning while supporting formal development pathways.
70%
on-the-job experience
20%
peer and mentorship learning
10%
structured training
In
2025
This disciplined measurement framework ensures that learning investments translate into operational capability and performance outcomes.
A record percentage of employees participated
in specialized learning programs
The Kirkpatrick Model was adopted to measure
learning impact and return on investment
Training effectiveness assessment was
strengthened through outcome-based evaluation
As the 50+ Graduate Program
transitioned to a biennial cycle,
the Fund introduced a new regional talent exchange initiative.
Secondment
Program
In 2025, the Fund launched its first
Secondment Program, offering:
01
10 seats to professionals from Member Countries
02
Structured exposure to the Fund’s operating model
03
Knowledge transfer and regional capability building
The program reinforces the Fund’s multilateral mandate and strengthens institutional ties across Member Countries. Foundations were also laid for the second edition of the 50+ Graduate Program, scheduled for 2026.
The Fund maintained engagement scores within the top global decile, reflecting a high-performance culture aligned with institutional discipline.
Culture, Engagement and Workplace Experience
In 2025, workplace practices continued to evolve to support flexibility and productivity, including updates to the remote working policy to ensure clarity, accountability, and alignment with operational requirements.
Engagement initiatives are coordinated under the Izdihar Program, which resulted in stronger employee engagement, improved well-being, and greater sense of community.
The modern headquarters environment continues to support collaboration and well-being featuring:
In parallel, the Human Capital function continues integrating technology solutions across the employee lifecycle to support efficiency, data transparency, and workforce planning accuracy.
As the Fund advances into its next chapter, institutional strength remains rooted in disciplined people development. By aligning talent governance with strategic priorities, The Arab Energy Fund ensures that growth is supported by capability, continuity, and long-term resilience.
Institutional Strength
Institutional Strength That Sustains Growth
