Saudi Arabia's Jabal Omar appoints Saleh Habdan Alhabdan as CEO
Saudi Arabian developer Jabal Omar Development Co. has appointed Saleh Habdan Alhabdan as CEO with effect from 4 May 2025.
The move follows the resignation of Abdulrahman Abdulqader Bajunaid for personal reasons.
The listed developer built and operates the Jabal Omar complex of hotels, residential and commercial property in the Muslim holy city of Mecca.
(Writing by Brinda Darasha; editing by Daniel Luiz)
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Filipino Times
3 days ago
- Filipino Times
Marcos keeps core cabinet team, says performance reviews ongoing
President Ferdinand Marcos Jr. has opted to retain most of his Cabinet members following a recent round of performance evaluations, indicating his intent to preserve stability and continuity as his administration moves into its second half. In a Malacañang press briefing on Tuesday, Executive Secretary Lucas Bersamin announced that the President had declined the courtesy resignations of several key officials, ensuring their continued leadership. 'The secretaries whose resignations have been declined need to be announced because there have been many speculations… They have been the victims of intrigues and harassment from many quarters. It's just simple justice to them,' Bersamin stated. Retained cabinet and high-ranking officials: Francisco Tiu-Laurel Jr. – Secretary, Department of Agriculture Conrado Estrella III – Secretary, Department of Agrarian Reform Juan Edgardo 'Sonny' Angara – Secretary, Department of Education Bienvenido Laguesma – Secretary, Department of Labor and Employment Rex Gatchalian – Secretary, Department of Social Welfare and Development Teodoro 'Ted' Herbosa – Secretary, Department of Health Hans Leo Cacdac – Secretary, Department of Migrant Workers Renato Solidum Jr. – Secretary, Department of Science and Technology Christina Frasco – Secretary, Department of Tourism Henry Aguda – Secretary, Department of Information and Communications Technology Vivencio 'Vince' Dizon – Secretary, Department of Transportation Manuel Bonoan – Secretary, Department of Public Works and Highways Other officials who will remain in post: Romando Artes – Chairman, MMDA Romeo Lumagui Jr. – Commissioner, Bureau of Internal Revenue Bienvenido Rubio – Commissioner, Bureau of Customs Sharon Almanza – Treasurer of the Philippines Elaine Masukat – Secretary, Presidential Management Staff Juan Ponce Enrile – Chief Presidential Legal Counsel 'All of them who have been retained, including myself, are expected to give fresh attention to the mandates and show more performance in our respective areas,' Bersamin said. While most top officials were kept in place, the Palace confirmed the acceptance of resignations from several presidential advisers and assistants: Meynardo Sabili – Chairperson, Presidential Commission for the Urban Poor Terence Calatrava – Presidential Assistant for the Visayas Almarim Tillah – Presidential Assistant on Muslim Affairs Menardo Espineli – Presidential Adviser for Special Concerns (terminated) 'The assessments about them is that they did not perform up to par. Let us assume that the President has good reasons, the best reasons, not to continue with their services at this time,' Bersamin explained. President Marcos also appointed veteran lawyer Atty. Francis Edralin Lim as the new Chairperson of the Securities and Exchange Commission, replacing Emilio Aquino, whose term ends on June 5. Lim previously served as President and CEO of the Philippine Stock Exchange and is known for his expertise in corporate and securities law. Addressing speculation about a sweeping overhaul, Bersamin rejected the notion that the review was a purge. 'If you are asking for blood, there will still be blood… but at least for the major departments, wala hong masyadong movement,' he said. Bersamin emphasized that all officials, including those retained, are still subject to high standards and ongoing performance reviews. 'Even if you have been retained now, you will still be expected to deliver on your marching orders,' he said. The Executive Secretary added that evaluations are ongoing for undersecretaries and heads of government-owned and controlled corporations (GOCCs), with announcements expected in the coming months. 'The performance evaluation is a continuing process. You can be sure that at any time, anyone who is not performing according to standards of the President will be replaced or relocated.'
Campaign ME
4 days ago
- Campaign ME
Saudi's Al-Ittihad Club picks Dentsu Sports International, Merkle
Dentsu Sports International (DSI) and Merkle, dentsu's leading customer experience management company, have been appointed as digital transformation partners by Al-Ittihad Club, one of the most iconic and decorated clubs in Saudi Arabian football. Following a victorious season in the Roshn Saudi Pro League, Al-Ittihad is embarking on a bold new chapter to bring the club closer to its fans through an ambitious overhaul of its digital and data infrastructure. The 12-month project will see DSI and Merkle work alongside a consortium of best-in-class industry specialists to reimagine the club's CRM, website, mobile app and data platforms. Tarek Daouk, CEO of dentsu MENA, said, 'We're incredibly proud to support one of Saudi Arabia's most historic homegrown clubs as they take bold steps to elevate their global presence.' Daouk added, 'This partnership reflects our commitment to helping regional icons harness the power of data, creativity and technology to engage new generations of fans across borders.'\ This transformation aims to deliver a state-of-the-art, multi-sport, multi-language digital ecosystem designed to offer a seamless, connected and highly personalised experience for Al-Ittihad Club's global fanbase. Kieran Morrison, Head of Digital & Membership at Al-Ittihad Club, said, 'Our vision is to build a digital ecosystem that reflects the scale of our ambition – global in reach, but deeply rooted in the passion of our fans. By partnering with DSI and Merkle, we are investing in the infrastructure and capabilities that will help us know our fans better, serve them more meaningfully, and build lasting loyalty in every market we touch.' This strategic transformation will empower the club to engage with its fans more directly, understand their behaviours and preferences more deeply, and unlock new opportunities for content, commerce and loyalty across channels. The project also intends to signal a new era of innovation and global ambition for Al-Ittihad Club, aligned with the Kingdom's broader goals of digital leadership and sporting excellence.
Campaign ME
5 days ago
- Campaign ME
Secrets of success for international brands in the Middle East
The Middle East has become a hot bed for businesses looking to expand into new markets and tap into a consumer set open to new brands and experiences. A young and vibrant population, riding a wave of positivity, alongside governments with money and intent to invest in building infrastructure and opportunities makes it an exciting market to move into. But as global brands turn their attention to this region they must do so with an awareness of cultural nuances. Their approach to marketing and brand building cannot be a carbon copy of other territories – brands must adapt their messaging, trajectory and ambition. Putting customers at the centre of activity is a golden rule for brands no matter where they operate. And so, applying that tenet to the Middle East means respecting local values and attitudes – and demonstrating that through the brand's storytelling. Beyond advertising There are lessons to be learned from some of the biggest global brands that have successfully moved into the region. Take Nike for example – the global sportswear brand has not only featured athletes from the region in its advertising but also considered them in its product line. Nike's marketing campaigns in the region often feature local athletes and stories, building aspirational narratives that people can easily connect with. But it went one step further with the launch of the Nike Pro Hijab in 2017, catering to Muslim female athletes. This was a major milestone as it anchored the brand with an inclusion message that resonated deeply across the region. It demonstrated a genuine understanding and respect for the local culture and empowered women within it. IKEA has similarly taken a thorough approach to adapting for the local market. The furniture brand can teach us all some things about how to craft a 'glocal' strategy. In particular, cultural sensitivity is a must. While its core product range is consistent across the globe, IKEA still makes subtle but significant adjustments to fulfill local needs. These include larger furniture pieces and tailored options to accommodate bigger living spaces and family gatherings. It also makes sure that the selection of materials can accommodate the region's hot and dry climate. And in a similar way to many luxury brands, IKEA creates specific collections and campaigns for Ramadan and Eid. Adapting products and services to the local customer base and using local talent in advertising are important but if this is as far as it goes the risk is that cultural sensibility is a veneer rather than a strategy. The best practice adopted by some brands it to establish significant bases in the region and become local employers. Pepsi has a long history of success in the Middle East, with high market penetration. This is due to strong local investments in facilities, employing thousands of locals and sourcing within the region. PepsiCo is perceived as a global brand that wants more than just to sell products; it wants to be an integral part of the local economy and therefore, the local community. It has also invested in local R&D centres to tailor its product portfolio to local consumer preferences. Mistakes – some brands have made a few Some brands have come unstuck because they have expanded into the region thinking like westerners. Campaigns must appeal to an audience which admires global brands but is also fiercely proud of its local heritage, culture and values. Public sentiment can quickly shift and with it, loyalty. So, any brand serious about making its mark must monitor public sentiment. Social media is a useful tool here. And interestingly, one of the most successful brands in the Middle East – TikTok – is tapping its largest audience, the youth. TikTok has made huge efforts to connect with local influencers. The platform understood the rise of local trends and the importance of fostering local communities. The introduction of TikTok Shops has been a game-changer, especially in the Gulf's booming e-commerce market. TikTok has shown that it cares and nurtures the creative community in the Gulf. It ran the Creator Hub programme to discover and support new creators. Course correction for brands Entering new regions is not easy and even the most successful of brands can make missteps. When that happens, change. Course correction is not an admission of failure; it's a sign of responsiveness and strategic depth. Coming into the region with an open mindset will go a long way. When brands reposition to better reflect local aspirations, values or lifestyles they are more likely to be welcomed. Whether introducing modest fashion lines, halal food certification or Arabic language packaging, modifying products will help make global brands feel part of the region. Global brands need to be on the ground, employing local people and working with local partners and influencers – and then they will find the right tone of voice and approach. In a region as nuanced as the Middle East, the most successful global brands are those that listen, learn and evolve. By Nancy Villanueva, CEO, Iberia and Middle East, Interbrand
