Our Mission

Bringing knowledge and technology transfer and creating job opportunities by gathering resources from various donor bodies and investment and re-deploying them in strategic and market-deficient investment fields and helping to improve the living standards of the people of the region by participating in social development fields.

Vision

By 2035 to be a leading development partner at the national level by expanding meaningful investment and social development activities in the development of the region.

Values

  • Diligence
  • Role model
  • Developmental
  • Sustainability
  • We believe in change
  • Efficiency and effectiveness
  • Transparency and accountability
  • Environmental friendly
  • Public concern

Main Objectives:-

  1. Accelerating the region’s economic and social development as well as environmental protection activities.
  2. Doing our part for the realization of technology and knowledge transfer based on the long-term development direction of the region.
  3. Helping those who are old, affected by body and mind.
  4. Encouraging respect for the rights of children, persons with disabilities and women.
  5. To create convenient job opportunities for the citizens and bring technology transfer by engaging in investment fields that support the development of the region and generate more wealth to be used for the charitable purposes listed above.

Key Drives for the Success of the Endowment

  •  Ability to create strategic leadership
  • Establishing a strong support, controlling and monitoring system
  • Designing strategies consistent with government policies
  •  Being able to create skilled human resources
  • Ability to withstand adverse macroeconomic changes
  • Being able to build organizational culture that supports business goals.

Strategic outlook  

The Endowment’s strategic outlook is a high-level view that provides a clear and institutional vision, objectives, and the actions needed to achieve them, contributing to the future direction, creating coordination with partners, and ensuring that all implementers  are working  towards the same goal. The Endowment has achieved many successes by implementing the first 5-year strategic plan (2016-2020) and the second (2021-2025) five year strategic plan which are prepared using the Balanced Scorecard (BSC) change tool.

By learning significant lesson from the previous two strategic plans, currently the third 5-year strategic plan (2026-2030) is being prepared. This strategic plan, being goal-oriented, allows for the scheduling of activities, the allocation of necessary resources, the identification of priority activities, the establishment of a long-term vision, the linking of short-term goals, and the ability to make strategic adjustments based on market changes and new opportunities.