 is Saudi Arabia’s sovereign wealth fund and the primary investment engine driving the Kingdom’s economic transformation. Rated A1 by Moody’s and A+ by Fitch, PIF is among the largest and most influential sovereign wealth funds globally and has been recognized as the most valuable brand among its peers.</p><p>Its mandate is to enable the creation of new sectors and opportunities that support the diversification of the Saudi economy and contribute to shaping the future of both the national and global economic landscape.</p><h3><strong>Goal</strong></h3><p>PIF’s decision to undertake the assessment was driven by the need to evaluate its current performance management practices and identify opportunities for improvement.</p><p>The objective was to provide top management with a clear, objective, and independent view of its performance systems—ensuring they align with international best practices and effectively support PIF’s strategic objectives. As a global leader, PIF sought external validation that its performance management approach reflects best-in-class standards.</p><h3><strong>Story</strong></h3><p>The GPA Unit conducted a maturity assessment of PIF across three core capabilities: Strategic Planning, Performance Measurement, and Performance Improvement.</p><p>The methodology involved a detailed evaluation of more than 300 assessment items aligned with industry best practices, designed to capture the complexity and depth of organizational capabilities within strategy and performance management.</p><p>The assessment provided a comprehensive review of PIF’s strategy execution practices across all three pillars. The results confirmed that PIF had achieved <strong>Maturity Level V – Optimized</strong>, the highest possible level across all assessed capabilities.</p><p>This achievement was formally recognized during an award ceremony held in Riyadh on June 6, 2024, hosted by Saad Alkroud, PIF Chief of Staff and Secretary General of the Board of Directors. Following the assessment, PIF’s Head of Strategy and Planning also participated in the GPA Unit’s Performance Excellence Forum & Awards Gala 2025, sharing insights on how maturity assessments contribute to measurable business impact and institutional excellence.</p><h3><strong>Key Numbers</strong></h3><h4>3 </h4><p>capabilities assessed: Strategic Planning, Performance Measurement, Performance Improvement</p><h4>5/5 </h4><p>maturity level achieved: Optimized — the highest possible</p><h4>300+ </h4><p>assessment items analyzed during the evaluation</p><h3><strong>Client & Expert Feedback</strong></h3><figure class="image"><img style="aspect-ratio:1233/808;" src="https://gpaunit.org/assets/images/media_center/content/16bd37b3-2608-42dc-807e-e7728b4888cc.webp" width="1233" height="808"></figure><blockquote><p>“This prestigious recognition highlights PIF’s commitment to excellence in the field of strategy, performance measurement, and performance improvement, complementing and reinforcing PIF’s mission to support investment opportunities and drive economic transformation in Saudi Arabia.”<br>— Adrian Brudan, General Manager, Global Performance Audit Unit</p></blockquote><h3><strong>Key Lessons</strong></h3><p><strong>The highest-performing institutions benchmark themselves first</strong><br>PIF’s decision to undergo an independent maturity assessment reflects a defining principle of institutional leadership: organizations that lead globally are those that are willing to evaluate themselves against the highest external standards.</p><p><strong>Performance excellence is a leadership discipline</strong><br>At the sovereign wealth fund level, performance management is not a technical function—it is a core leadership capability. Embedding structured, evidence-based assessment practices ensures alignment between strategy, execution, and long-term economic impact.</p>)
 is a Saudi government entity established in 2020 with the mandate to drive growth in the national tourism sector by enabling private investment. With a workforce of nearly 200 employees, TDF has developed a dedicated Strategy Division responsible for overseeing strategic planning, corporate performance management, strategic initiatives, organizational excellence, and research.</p><p>As a young organization operating at the intersection of national economic ambition and institutional rigor, TDF plays a key role in advancing Saudi Arabia’s tourism sector while building internal capabilities aligned with its strategic mandate.</p><h3><strong>Goal</strong></h3><p>TDF’s Strategy Division sought an independent benchmark—a gold standard of comparison to identify opportunities for optimization and to generate an action-oriented roadmap for the future.</p><p>Recognizing that aligning employee performance with corporate strategy is essential for effective execution, TDF involved both its Strategy and Human Capital divisions in the assessment. This ensured a holistic evaluation across both corporate and individual performance practices, providing leadership with a unified view of performance alignment across the organization.</p><h3><strong>Story</strong></h3><p>The GPA Unit conducted a full Integrated Performance Management System Maturity Assessment of TDF across five capabilities: Strategic Planning, Performance Measurement, Performance Improvement, Employee Performance Management, and Performance Culture.</p><p>The methodology combined document reviews, an employee survey, and stakeholder interviews. In total, more than 60 documents were assessed, over 100 employees participated in the survey, and 7 stakeholder interviews were conducted, ensuring a comprehensive and evidence-based evaluation.</p><p>The findings positioned TDF at <strong>Maturity Level IV</strong>, a strong achievement for an organization that had been operating for only three years at the time of assessment. The assessment highlighted key strengths in strategic clarity, strong vertical alignment from corporate objectives to individual performance goals, and a performance culture characterized by continuous feedback and engagement.</p><p>TDF subsequently participated in the GPA Unit’s Performance Excellence Forum & Awards Gala, where representatives contributed to a panel discussion on aligning people, culture, and strategy—sharing their experience as a practical example of purpose-driven performance management in action.</p><figure class="image"><img style="aspect-ratio:1405/893;" src="https://gpaunit.org/assets/images/media_center/content/e16035b3-7922-4113-9ba5-96edc29a5b5c.webp" width="1405" height="893"></figure><h3><strong>Key Numbers</strong></h3><ul><li>60+ documents reviewed during the evidence-based assessment</li><li>100+ employees surveyed</li><li>4 awards won at the GPA Unit Performance Excellence Awards Gala 2025: Excellence in Strategic Planning, Excellence in Integrated Performance, Excellence in Employee Performance Management, and Excellence in Performance Culture</li></ul><h3><strong>Client & Expert Feedback</strong></h3><p>“This win represents international recognition of our well-established strategy and the excellence of our management practices in managing, empowering, attracting, and retaining top talent.”<br>— Tourism Development Fund (LinkedIn)</p><h3><strong>Key Lessons</strong></h3><p><strong>Age is not a proxy for maturity</strong><br>TDF achieved Level IV after just three years of operation—demonstrating that a young organization with clear intent, strong governance, and disciplined execution can reach high levels of performance maturity, sometimes surpassing more established institutions.</p><p><strong>Integration across strategy and people drives alignment</strong><br>TDF’s decision to involve both its Strategy and Human Capital divisions was pivotal. Assessing these functions together ensured that alignment between corporate strategy and individual performance was not theoretical, but structurally embedded and measurable across the organization.</p>)
 is a Saudi Arabia-based airport management company established in 2016 as part of the Kingdom’s aviation sector privatization initiative. It operates and develops King Khalid International Airport—serving 37 million passengers in 2024 and targeting 100 million by 2030.</p><p>RAC manages five terminals, connects to more than 113 local and international destinations across 58 airlines, and employs over 1,500 staff. Its vision is centered on delivering a world-class passenger and employee experience, aligned with Saudi Arabia’s Vision 2030.</p><h3><strong>Goal</strong></h3><p>RAC’s engagement with the GPA Unit formed part of a broader, deliberate performance management transformation program. The assessment was designed to establish a structured baseline—providing leadership with an independent, evidence-based view of the organization’s maturity across all five capabilities.</p><p>The objective was to use this baseline to inform a comprehensive improvement roadmap, supporting RAC’s long-term journey toward performance excellence.</p><h3><strong>Story</strong></h3><p>The GPA Unit conducted a full Performance Management System Maturity Assessment of RAC across all five capabilities: Strategic Planning, Performance Measurement, Performance Improvement, Performance Culture, and Employee Performance Management. The methodology combined document reviews, employee surveys, and stakeholder interviews to ensure a comprehensive and balanced evaluation.</p><p>The findings confirmed an organization with strong foundations across all five areas. Strategic Planning emerged as the most mature capability, supported by a clearly defined mission, vision, and values, a structured strategy formulation process, and robust governance anchored by a dedicated Strategy Management Office. RAC is progressing toward <strong>Level V maturity</strong> in Strategic Planning, with a targeted roadmap designed to close the remaining gap.</p><p>Performance Culture also stood out as a well-embedded organizational strength—integrated across all levels and treated not as a static framework, but as a dynamic system that evolves through structured feedback and annual refresh cycles.</p><p>The GPA Unit delivered a prioritized improvement roadmap across all capabilities, equipping RAC’s leadership with both a clear diagnostic and a practical path forward. Following the assessment, RAC presented its performance management journey at the GPA Unit’s Performance Excellence Forum & Awards Gala 2025—positioning itself as a case study in how structured assessment and deliberate execution drive measurable institutional progress.</p><figure class="image"><img style="aspect-ratio:1207/796;" src="https://gpaunit.org/assets/images/media_center/content/88de772e-5227-4237-9d93-aa345290a21f.webp" width="1207" height="796"></figure><h3><strong>Key Numbers</strong></h3><h4>5 </h4><p>capabilities assessed </p><h4>25% </h4><p>improvement in employee satisfaction on Performance Management following the first phase of the improvement plan</p><h4>367 </h4><p>employees trained on KPI best practices as part of the transformation program</p><h3><strong>Client & Expert Feedback</strong></h3><blockquote><p>“Reaching Level IV – Integrated is a strong achievement and reflects the organization’s commitment to building a robust performance management system. The integrated maturity assessment has helped highlight both strengths and priorities for improvement, supporting a journey toward performance excellence. By being the first organization in the aviation sector to undertake this assessment, RAC has shown strong intent and paved the way for others in their industry and beyond.”<br>— Doina Popovici, Head of Assessment and Accreditation Services, GPA Unit</p></blockquote><h3><strong>Key Lessons</strong></h3><ol><li><strong>Ambition at scale requires internal alignment</strong><br>An organization targeting 100 million passengers cannot rely on a performance system that lags behind its operational ambition. RAC’s investment in maturity reflects a clear understanding that excellence must be built internally to be delivered externally.</li><li><strong>Assessment creates value when it triggers action</strong><br>The true impact of an assessment lies not in the score, but in what follows. RAC’s approach—treating the roadmap as a transformation engine—demonstrates how diagnostic insights can be translated into structured, organization-wide improvement.</li></ol>)
, launched by HRH Crown Prince Mohammed bin Salman. Its mandate is to develop a luxury mountain tourism destination located 3,015 metres above sea level on Saudi Arabia’s highest peak—positioning it as one of the Kingdom’s most distinctive and ambitious Vision 2030 projects.</p><h3><strong>Goal</strong></h3><p>Soudah Development sought a comprehensive and independent evaluation of its performance management system across all five core capabilities: Strategic Planning, Performance Measurement, Performance Improvement, Performance Culture, and Employee Performance Management.</p><p>The objective was to obtain a rigorous, evidence-based understanding of the organization’s current maturity level and to translate these insights into a structured, actionable roadmap—embedding performance excellence as a foundational institutional discipline from the outset.</p><h3><strong>Story</strong></h3><p>The GPA Unit conducted an Integrated Performance Management System Maturity Assessment of Soudah Development across all five capabilities.</p><p>The findings highlighted an organisation with strong foundations and clear areas of strength. Performance Measurement emerged as the most mature capability, supported by a well-structured KPI selection framework aligned with strategic objectives, standardized and reliable data collection practices, a formal governance structure with clearly defined accountability, and strong employee awareness of performance processes.</p><p>Strategic Planning also demonstrated notable maturity, reflecting a forward-looking organizational identity actively embedded in operations. This included a well-defined Strategy House linking corporate objectives to KPIs, a formalized strategy review process, and comprehensive governance across strategy formulation, cascading, and communication.</p><p>Building on these insights, the GPA Unit delivered a prioritized improvement roadmap across all five capabilities—equipping leadership with both a clear view of the current state and a practical path toward higher maturity.</p><p>Following the assessment, Soudah Development received multiple nominations at the 2025 Performance Excellence Forum & Awards Gala across Strategic Planning, Performance Improvement, and Performance Culture. The organization also contributed to the broader performance community by sharing best practices in Employee Performance Management and Performance Culture at the event.</p><h3><strong>Key Numbers</strong></h3><h4>5 </h4><p>capabilities assessed</p><h4>6 </h4><p>award nominations at the 2025 Performance Excellence Forum & Awards Gala</p><h3><strong>Client & Expert Feedback</strong></h3><blockquote><p>“Soudah is building something genuinely rare — a destination with no precedent in the region. It makes sense that the performance management system has to match that ambition. The assessment showed they're already on the right track.”<br>— Adrian Brudan, General Manager, Global Performance Audit Unit</p></blockquote><h3><strong>Key Lessons</strong></h3><figure class="image"><img style="aspect-ratio:1280/1600;" src="https://gpaunit.org/assets/images/media_center/content/5d6f8bef-e4b5-4638-ae6b-40eb4fd6d2c6.webp" width="1280" height="1600"></figure><ol><li><strong>Building from strength is a strategy</strong><br>Soudah’s assessment demonstrates that even in relatively young organizations, pockets of maturity can already exist. Identifying and leveraging these strengths is as important as addressing gaps—because they form the foundation for scaling performance excellence across the organisation.</li><li><strong>The roadmap must be owned, not applied</strong><br>While the GPA Unit provides direction through its recommendations, sustainable improvement depends on how the organisation internalizes and adapts them. Soudah’s approach—personalizing and embedding the roadmap rather than implementing it mechanically—illustrates what makes transformation effective and lasting.</li></ol>)
 giga-project established to develop Diriyah—the ancestral home of the Al Saud royal family and a UNESCO World Heritage Site—into a world-class cultural, heritage, and tourism destination.</p><p>As one of the five PIF giga-projects, it plays a central role in Vision 2030’s ambition to diversify Saudi Arabia’s economy through culture and tourism, showcasing over 300 years of the Kingdom’s history to a global audience.</p><h3><strong>Goal</strong></h3><p>Diriyah Company sought an independent, research-based evaluation of its performance management system across three capabilities: Performance Measurement, Performance Improvement, and Performance Culture.</p><p>The objective was to obtain formal recognition of its maturity level against an internationally recognized framework, identify strengths and areas for improvement, and receive a structured roadmap to support continuous development across all three capabilities.</p><h3><strong>Story</strong></h3><p>The GPA Unit conducted a Strategy & Performance Management Maturity Assessment of Diriyah Company using the GPAU Strategy & Performance Management Maturity Framework v3.0—the latest iteration of the framework at the time.</p><p>The methodology combined document reviews, organization-wide quantitative surveys (with 228 stakeholders invited to participate), and in-depth interviews with key stakeholders, ensuring a comprehensive and balanced evaluation across all three capabilities.</p><p>The findings confirmed a performance management system built on strong foundations. Performance Measurement emerged as the standout capability, with Diriyah Company becoming the first organization globally to achieve <strong>Maturity Level V – Leading</strong> under Framework v3.0. The assessment highlighted strong governance maturity, disciplined target-setting, and effective use of performance data to support strategic decision-making.</p><p>Performance Improvement and Performance Culture both achieved <strong>Maturity Level IV – Advanced</strong>, indicating well-structured systems with clear momentum for further progression.</p><p>In recognition of its Level V achievement in Performance Measurement, Diriyah Company was proposed for inclusion in the GPA Unit Performance Excellence Hall of Fame—reserved for organizations reaching the highest maturity level in a specific capability. The assessment was conducted in full compliance with the GPAU Institute for Standards and Accreditation, with maturity compliance awarded across all three capabilities assessed.</p><h3><strong>Key Numbers</strong></h3><h4>3 </h4><p>capabilities assessed: Performance Measurement, Performance Improvement, Performance Culture</p><h4>228 </h4><p>stakeholders invited to participate in the organization-wide survey</p><h4>57 </h4><p>recommendations delivered in the improvement roadmap</p><h3><strong>Client & Expert Feedback</strong></h3><figure class="image"><img style="aspect-ratio:1390/842;" src="https://gpaunit.org/assets/images/media_center/content/a90096a5-bb09-4d44-887d-1b8b04c51662.webp" width="1390" height="842"></figure><blockquote><p>“What stands out is the strength of governance and the maturity of target-setting and KPI management practices. Level V in Performance Measurement signals a system that is stable, embedded, and decision-oriented. The Level IV results in Improvement and Culture reinforce that Diriyah Company has the structure and momentum to advance further.”<br>— Dr. Teodora Gorski, Head of Strategic Partnerships & Growth, Global Performance Audit Unit</p></blockquote><h3><strong>Key Lessons</strong></h3><ol><li><strong>Heritage projects carry a governance obligation</strong><br>When an organization is entrusted with a UNESCO World Heritage Site and a foundational national narrative, performance management becomes a matter of institutional accountability. Diriyah’s Level V result reflects an organization that fully recognizes and operationalizes this responsibility.</li><li><strong>Measurement maturity unlocks broader performance</strong><br>Diriyah’s strongest capability—Performance Measurement—was not incidental. When data is reliable, targets are meaningful, and KPIs are designed for decision-making, both performance improvement and organizational culture evolve more effectively. Establishing measurement maturity is one of the highest-leverage investments an organization can make.</li></ol>)
 was established in 2016 with the mandate to promote entrepreneurship and increase the contribution of SMEs to Saudi Arabia’s GDP—from 20% toward a target of 35% by 2030.</p><p>Focused on fostering entrepreneurship and innovation, Monsha’at develops and implements programs that cultivate an entrepreneurial mindset, expand access to diverse financing options, stimulate venture capital activity, and support enterprises in strengthening their capabilities across administration, technology, finance, marketing, and human resources.</p><h3><strong>Goal</strong></h3><figure class="image"><img src="https://gpaunit.org/assets/images/media_center/content/c653691e-5d11-4e30-99b5-99e6f76c3316.webp"></figure><p>Monsha’at sought a focused and independent audit of its Employee Performance Management system—the capability identified as most critical at its current stage of development.</p><p>The objective was to generate four concrete outputs: a comprehensive assessment report, an executive dashboard, a roadmap for continuous improvement, and a visual improvement roadmap infographic. The aim was to provide leadership with both a clear diagnostic of current maturity and a structured, actionable path forward.</p><h3><strong>Story</strong></h3><p>Rather than pursuing a broad, organization-wide review, Monsha’at made a deliberate strategic choice: to focus deeply on the capability that mattered most. The GPA Unit conducted a targeted Employee Performance Management maturity assessment, combining evidence-based analysis, perception-based insights, and structured interviews.</p><p>Operating entirely in Arabic—from internal processes to official documentation—Monsha’at submitted over 50 documents in Arabic, and the GPA Unit conducted the full assessment accordingly. The process was highly collaborative, with Monsha’at’s team actively supporting assessors in navigating the documentation and ensuring contextual clarity.</p><p>To complement the document review, a staff survey was conducted with a representative sample of employees with at least one year of service, ensuring that the assessment captured both formal structures and lived organizational practices.</p><h3><strong>Key Numbers</strong></h3><h4>15</h4><p>assessment days invested</p><h4>50+ </h4><p>documents assessed, all in Arabic</p><h4>4 </h4><p>audit outputs delivered: assessment report, executive dashboard, and two improvement roadmap formats</p><h3><strong>Client & Expert Feedback</strong></h3><blockquote><p>“Monsha’at approached this assessment with openness and a genuine commitment to improvement. The depth of documentation provided and the active engagement of the team throughout the process made for a thorough, high-quality evaluation of their Employee Performance Management practices.”<br>— Doina Popovici, Head of Assessment & Accreditation Services, Global Performance Audit Unit</p></blockquote><h3><strong>Key Lessons</strong></h3><ol><li><strong>Choosing depth over breadth signals maturity</strong><br>Monsha’at’s decision to focus exclusively on Employee Performance Management—rather than assessing all five capabilities—demonstrates strategic clarity and prioritization at an institutional level.</li><li><strong>Investing in people performance builds credibility</strong><br>For an authority tasked with strengthening the SME ecosystem, having a rigorous and independently validated approach to managing employee performance is more than internal good practice—it reinforces institutional credibility and leadership by example.</li></ol>)
 was established by a Council of Ministers decision to merge the General Authority of Zakat and Tax with the General Customs Authority into a single entity. The Authority is responsible for collecting zakat, taxes, and customs duties while ensuring the highest levels of taxpayer compliance in line with international best practices.</p><p>In addition, ZATCA oversees and regulates all activities related to ports and customs operations, aiming to maximize compliance, productivity, and competitiveness. Through this mandate, the Authority plays a central role in supporting the Kingdom’s ambition to become a global logistics hub—facilitating trade while safeguarding national security.</p><h3><strong>Goal</strong></h3><p>ZATCA sought a comprehensive and independent evaluation of its performance management system across all five core capability areas: Strategic Planning, Performance Measurement, Performance Improvement, Employee Performance Management, and Performance Culture.</p><p>The objective was to obtain an integrated maturity assessment and translate it into actionable outputs, including a detailed audit report, an executive dashboard, and a structured improvement roadmap supported by visual infographics. Beyond measurement, the goal was to gain a clear, evidence-based understanding of organizational maturity, benchmark performance against international best practices, and position ZATCA among top-performing public sector entities.</p><h3><strong>Story</strong></h3><figure class="image"><img style="aspect-ratio:1392/916;" src="https://gpaunit.org/assets/images/media_center/content/30b8281c-eef8-49ed-bda8-3e6d882559a4.webp" width="1392" height="916"></figure><p>The GPA Unit conducted an Integrated Performance Management System Maturity Assessment for ZATCA—one of the most comprehensive evaluations within its Saudi public sector portfolio. The methodology combined evidence-based analysis, perception-based insights, and structured interviews across all five capability areas: Strategic Planning, Performance Measurement, Performance Improvement, Performance Culture, and Employee Performance Management.</p><p>The findings revealed an organisation operating well beyond foundational compliance. Across all five modules, ZATCA demonstrated advanced, deeply embedded practices. KPIs were tightly aligned with strategic objectives, while Business Intelligence tools enabled real-time dashboards and automated data collection. A strong performance culture was evident, with innovation and continuous learning actively encouraged across all levels of the organisation.</p><p>Performance improvement processes were dynamic and data-driven, and employee performance management was built on participatory planning, fair evaluation, and a balanced recognition system.</p><p>The overall result placed ZATCA at <strong>Level V – Optimized</strong>, the highest level on the five-point maturity scale, across all five capabilities assessed. This positioned the Authority among the top-performing government entities evaluated by the GPA Unit, with particular distinction in Performance Measurement—the strongest capability identified.</p><h3><strong>Key Numbers</strong></h3><h4>300+ </h4><p>assessment items evaluated across five capability areas</p><h4>35 </h4><p>assessment days</p><h4>6 </h4><p>awards received at the Performance Excellence Forum & Awards Gala</p><h4>5 </h4><p>capabilities assessed: Strategic Planning, Performance Measurement, Performance Improvement, Performance Culture, and Employee Performance Management</p><h3><strong>Client & Expert Feedback</strong></h3><blockquote><p>“ZATCA demonstrates advanced maturity in strategy and performance management, ranking among the top government entities we’ve assessed. Its strengths across strategic planning, measurement and improvement, combined with robust employee performance practices and a deeply embedded performance culture, highlight a disciplined, enterprise-wide commitment to excellence.”<br>— Doina Popovici, Head of Assessment & Accreditation Services, Global Performance Audit Unit</p></blockquote><h3><strong>Key Lessons</strong></h3><ol><li><strong>Trust is built through transparency</strong><br>Revenue authorities operate on public trust—and trust depends on transparency. ZATCA’s strong performance culture reflects an institution that recognizes its accountability mandate: when citizens and businesses are required to comply, the institution itself must be measurable, transparent, and open.</li><li><strong>Structural transformation can accelerate maturity</strong><br>The merger of zakat, tax, and customs functions could have resulted in fragmentation. Instead, ZATCA leveraged this transformation to build a unified, integrated performance system—turning organisational change into a catalyst for maturity.</li><li><strong>Measurement becomes powerful when it serves leadership</strong><br>ZATCA’s strongest capability—Performance Measurement—was not driven by reporting for its own sake, but by aligning every KPI with strategic objectives and enabling decision-making through real-time Business Intelligence. This marks the shift from measurement as a function to measurement as a leadership instrument.</li></ol>)
 is a Saudi government entity established in 2020 under the Ministry of Culture, headquartered in Riyadh. Its mandate is to develop and regulate the Kingdom’s literary, publishing, and translation sectors—supporting talent, elevating content standards, and expanding the reach of Saudi literature both locally and globally. As a key enabler of Vision 2030’s cultural agenda, LPTC positions literature not as an institutional function, but as an integral part of everyday public life.</p><h3><strong>Goal</strong></h3><p>LPTC sought independent validation that its performance measurement practices had reached a level of true institutional maturity. The objective was to assess its systems against a rigorous international framework and to obtain formal recognition that its approach to defining, measuring, and acting on performance indicators is not only structured and consistent, but aligned with best-in-class public sector standards—both within Saudi Arabia and internationally.</p><h3><strong>Story</strong></h3><p>The GPA Unit conducted a comprehensive Performance Measurement Maturity Assessment for LPTC, designed as a deep diagnostic of the Commission’s existing framework. Rather than a surface-level review, the assessment functioned as an institutional X-ray—highlighting strong practices already in place while identifying targeted improvement opportunities.</p><p>The evaluation covered multiple dimensions of performance measurement, resulting in both an overall maturity score and detailed insights at the dimension level. Building on these findings, the GPA Unit developed specific, actionable recommendations—equipping LPTC’s leadership not only with a clear assessment outcome, but with a structured roadmap toward achieving Level 5 maturity.</p><h3><strong>Key Numbers</strong></h3><h4>1 </h4><p>award for Excellence in Performance Measurement</p><h4>6 </h4><p>dimensions assessed within the Performance Measurement capability</p><h3><strong>Client & Expert Feedback</strong></h3><figure class="image"><img style="aspect-ratio:2765/2116;" src="https://gpaunit.org/assets/images/media_center/content/056623d8-e929-480d-aa96-f627791f6401.webp" width="2765" height="2116"></figure><blockquote><p>“LPTC’s recognition is a demonstration of what disciplined performance stewardship looks like in the public sector. The ability to define what matters, measure it with consistency, and act on it with purpose reflects operational strength and institutional clarity. At this level, performance measurement is no longer a function; it becomes a leadership instrument. It enables alignment, drives accountability, and positions the Commission as a reference point for excellence in public sector performance.”<br>— Teodora Gorski, Head of Strategic Partnerships & Growth, GPA Unit</p></blockquote><blockquote><p>“This achievement places LPTC among a distinguished group of government entities that have earned this certification. It demonstrates the Commission's high operational and administrative efficiency—and its global standing, having secured international accreditation from one of the world's leading performance measurement institutions.”<br>— Abdulaziz Almajed, Strategy Director, LPTC</p></blockquote><h3><strong>Key Lessons</strong></h3><ol><li><strong>Culture sectors can lead on performance</strong><br>LPTC demonstrates that high levels of performance measurement maturity are not exclusive to financial or operational entities—cultural institutions can lead with equal rigor and discipline.</li><li><strong>A diagnostic is also a roadmap</strong><br>The assessment did not stop at recognition. Its recommendation output provided leadership with a clear, prioritized pathway toward achieving Level 5 maturity.</li><li><strong>Six dimensions reveal the full picture</strong><br>Breaking performance measurement into KPI selection, documentation, target-setting, data collection, visualization, and governance enables a granular view that uncovers blind spots often missed in high-level evaluations.</li><li><strong>Governance makes measurement stick</strong><br>LPTC’s clearly defined roles and accountability structures were a key differentiator—demonstrating that KPIs deliver value only when ownership and responsibility are firmly established.</li></ol>)
![](<h3><strong>Overview</strong></h3><p> Red Sea Global is a vertically integrated real estate and destination developer wholly owned by Saudi Arabia's Public Investment Fund. It is the force behind The Red Sea, Amaala and Thuwal Private Retreat — three of the world's most ambitious luxury regenerative tourism projects, anchored in the belief that responsible development can simultaneously uplift communities, protect ecosystems, and drive economic growth. RSG is a cornerstone of Vision 2030's tourism diversification agenda.</p><h3><strong>Goal </strong></h3><p>From its founding, RSG made a deliberate commitment: not just to build world-class destinations, but to operate at world-class standards internally. The ambition was to design a strategy and performance management architecture so rigorous, so embedded in day-to-day operations, that it could be independently verified as best-in-class — and to do so while making sustainability a structural pillar of the system, not an afterthought.</p><h3><strong>Story </strong></h3><figure class="image"><img style="aspect-ratio:8192/5464;" src="https://gpaunit.org/assets/images/media_center/content/270cdcbf-48a1-4ec2-832e-7c15a1f72bf4.webp" width="8192" height="5464"></figure><p>The GPA Unit conducted a comprehensive maturity assessment of RSG's performance management system across five critical capabilities. Assessors examined how RSG designs strategy, measures progress, manages performance, cultivates a performance culture, and handles employee-level performance management. A standout finding was RSG's innovation on the Balanced Scorecard — the company introduced sustainability as a fifth perspective to the classic framework, embedding ESG thinking directly into its strategic planning DNA rather than treating it as a compliance layer. This structural move signaled genuine organisational maturity and differentiated RSG from peers in the region.</p><h3><strong>Numbers </strong></h3><h4>5/5 </h4><p>Maturity level awarded for Integrated Performance — the maximum possible </p><h4>#1 </h4><p>First company globally to reach Level 5 “Optimized”</p><h4>6 </h4><p>Awards at the Performance Excellence Forum & Awards Gala</p><h3><strong>Feedback </strong></h3><blockquote><p>"From day one, our goal was to set new standards in everything that we do. This is not merely about adhering to established norms but about redefining and innovating them." — John Pagano, Group CEO, Red Sea Global</p></blockquote><blockquote><p>"Red Sea Global has dedicated itself to developing its strategy and performance management practices — aligning them with strategic intent, industry best practices, and sustainability as a core capability. With this achievement, RSG sets a new benchmark for excellence within its industry and beyond." — Adrian Brudan, General Manager, GPA Unit</p></blockquote><h3><strong>Lesson</strong></h3><ol><li><strong>Sustainability belongs in the scorecard.</strong> RSG's decision to add ESG as a fifth Balanced Scorecard perspective shows how regenerative values can be operationalised, not just declared.</li><li><strong>Culture is a measurable dimension.</strong> Performance culture scored alongside harder metrics signals that leadership behaviour and values are treatable as system inputs, not just soft context.</li><li><strong>External audit accelerates internal clarity.</strong> Independent maturity assessments force organisations to evidence their practices — and in doing so, sharpen them.</li><li><strong>Ambition sets the ceiling.</strong> RSG's giga-project scale did not lower its standards — it raised them. Strategy and performance maturity scaled with organisational ambition.</li></ol>)
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GPA Unit Welcomes Lessons Learned Management Consulting (HR World) to Its Partner Network as an Advocate Partner in Saudi Arabia
Riyadh, Saudi Arabia (14 July 2026) The Global Performance Audit Unit (GPA Unit) has announced the addition of Lessons Learned Management Consulting, operating under the HR World brand, to the GPAU Ambassadors Network as an Advocate Partner, following the
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GPA Unit Announces Inaugural Performance Excellence Forum & Awards Gala in Riyadh
Senior Leaders to Explore Strategy & Performance Management System Maturity in the First GCC-Focused Event...
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Literature, Publishing, and Translation Commission, part of the Ministry of Culture, Kingdom of Saudi Arabia, Achieves Level IV Maturity in Performance Measurement
The Global Performance Audit Unit (GPA Unit) has formally recognized the Literature, Publishing, and Translation Commission (LPTC) for achieving Maturity Level IV – Integrated in the Performance Measurement capability...
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solutions by stc Receives Integrated Performance Excellence Award
solutions by stc received the award after scoring high on The KPI Institute’s Integrated Performance Maturity Model Framework v2.0. The evaluation indicates a high level of management maturity at solutions by stc. RIYADH, Saudi Arabia...
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GSTC awarded for strategy and performance measurement accomplishments
General Secretariat of Zakat, Tax and Customs Committees (GSTC) has achieved Maturity Level 4: Integrated, a recognition offered by the Global Performance Audit Unit (GPA Unit), following a...
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RSG becomes first company in the world to receive “Optimized” Performance Excellence Award
Red Sea Global (RSG), the multi-project developer behind the world’s most ambitious regenerative tourism destinations, The Red Sea and Amaala, has become the first company worldwide to receive the highest level...
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ZATCA hits new milestone with TKI’s performance management system maturity assessment
The Global Performance Audit (GPA) Unit, the division at The KPI Institute (TKI) that specializes in strategy and performance management audits, has propelled Saudi Arabia’s Zakat, Tax and Customs Authority...
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PIF receives highest recognition for excellence in strategy and performance management
Global Performance Audit Unit (GPA Unit), the strategy and performance audit division of The KPI Institute, is proud to announce that the Public Investment Fund (PIF) has successfully achieved the highest level of accreditation...
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TKI successfully delivers performance management system maturity assessment for MODON
The Global Performance Audit (GPA) Unit, a division of The KPI Institute (TKI) specializing in strategy and performance audits, is delighted to announce the completion of its performance management system maturity...
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The KPI Institute provides top-tier performance management system assessment for SCFHS
The Global Performance Audit (GPA) Unit, the division at The KPI Institute (TKI) that specializes in strategy and performance management audits, has successfully completed an extensive performance management...
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The KPI Institute recognizes Saudi Arabia’s Tourism Development Fund for corporate performance practices
Excellence meets expertise. The KPI Institute (TKI), leveraging decades of experience and capabilities through its Global Performance Audit (GPA) Unit, has presented the Tourism Development Fund (TDF) of Saudi Arabia...
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