EAST Report

EmployeeCommitments Programme: 2006
Management Report (All Offices)
Prepared for: NCCI, Saudi Arabia
Prepared by: Synovate
Date: August 2006

Table of Contents
Introduction and Program Background
Summary of Findings
Key Results
• All Offices Except “Border”
• “Border” Offices
2
Introduction
3
Key Objectives
Determine how employees assess their experiences within the
organization
Derive the relative impact of each experience (work factor) on

employee commitment
Segment employees based on the strength of their commitment
Identify and prioritize where resources should be directed:

opportunities for improvement as well as leverage points
Derive Key Performance Indicators (employee commitment index,

commitment segments, etc.) to serve as indicators of organizational
performance, as NCCI works to achieve higher levels of commitment
over time
Obtain feedback on issues related to NCCI key business plan

objectives
4
Research Design
WHO :  547 employees (out of 724)
 470 Total excluding border offices (out of 606)
 77 Border offices (out of 118)
RESPONSE RATE :  75.6% (Total NCCI)

 77.6% (Total excluding border offices)
 62.3% (Border Offices)
WHERE :  NCCI Offices in:

 Borders
 Eastern Region
 Central Region
 Western Region
 Corporate Head Office
 Diplomatic Quarter (DQ)
 Other
WHEN :  June/July 2006
HOW :  Self completion (anonymously): On-line survey (78% of

employees) and pen and paper (22%)
5
Sample Structure (Total NCCI)
Borders Offices 77 NCCI employee (employee, trainee,
Eastern Region Offices 48 Type of Marketing reprsentative) 519
Central Region Offices 73 employment Other (agency employee, part-time,
Place of work Western Region Offices 46 contactor, outsourced) 28
Corporate Head Office 115
Male 530
Diplomatic Quarter 168 Gender
Female 17
Other ( Hospitals, Police stations, etc) 20
Saudi 376
Key Accounts 41
Arab 102
Motor - Claims 56 Nationality
Western Expatriate 7
Motor - Manafith 75
Eastern Expatriate 62
Motor - Others 15
Grade 12 and above 40
I.S.D 36
Grade 8-11 130
P & C - Claims 22
Grade 6-7 132
P & C - Others 34 Job Grade Grade 1-5 90
Medical & Takaful - Claims 31
Medical & Takaful - Others 39 Non-graded (Traninne, MR,
CSC - 800 TMA's 23 Consultant, others) 155
Business Area
CSC - 800 Claims Help Line 13 Under 25 years 49
CSC - Policy Administration 30 25-29 years 159
Marketing & Sales (Sales Channels Offices Age 30-39 years 208
such as ; MR's, Franchisee, Agents and 40-49 years 104
Brokers) 48 50 years and above 27
Marketing & Sales (Management, Marketing Less than 1 year 60
Services, etc.) 20 1-5 years 237
HR & BS 18
Years of
5-10 years 132
Finance Assers Management 20 employment 10-15 years 85
Other (CEO's Office, Internal Audit, Legal & SMO) 26 15 years or more 33
6
Sample Structure (All Offices Except Border
Offices)
Eastern Region Offices 48 NCCI employee (employee, trainee,
Central Region Offices 73 Type of Marketing representative) 445
Western Region Offices 46 employment Other (employee of agency, part-time,
Place of Work
Corporate Head Office 115 contactor, outsourced) 25
Diplomatic Quarter 168 Male 453
Other ( Hospitals, Police stations, etc) 20 Gender
Female 17
Key Accounts 39 Saudi 300
Motor - Claims 56 Arab 102
Motor - Manafith 4 Nationality
Western Expatriate 7
Motor - Others 15 Eastern Expatriate 61
I.S.D 36 Grade 12 and above 40
P & C - Claims 22 Grade 8-11 130
P & C - Others 34 Grade 6-7 131
Medical & Takaful - Claims 31 Job Grade Grade 1-5 89
Medical & Takaful - Others 39 Non-graded (Traninne, MR,
CSC - 800 TMA's 23 Consultant, others) 80
Business Area
CSC - 800 Claims Help Line 13 Under 25 years 18
CSC - Policy Administration 30 25-29 years 117
Marketing & Sales (Sales Channels Offices Age 30-39 years 205
such as ; MR's, Franchisee, Agents and 40-49 years 103
Brokers) 45 50 years and above 27
Marketing & Sales (Management, Marketing Less than 1 year 35
Services, etc.) 19 1-5 years 187
HR & BS 18 Years of
5-10 years 131
Finance Assers Management 20 employment 10-15 years 85
Other (CEO's Office, Internal Audit, Legal & SMO) 26 15 years or more 32
7
Sample Structure (Border offices)
Place of Work Border Offices 77
Key Accounts 2
Motor - Manafith 71
Marketing & Sales (Sales Channels Offices
Business Area such as ; MR's, Franchisee, Agents and
Brokers) 3
Marketing & Sales (Management, Marketing
Services, etc.) 1
NCCI employee (employee, trainnee,
Type of Marketing representative) 74
employment Other (employee of agency, part-time,
contactor, outsourced) 3
Gender Male 77
Saudi 76
Nationality
Eastern Expatriate 1
Grade 6-7 1
Grade 1-5 1
Job Grade Non-graded (Traninne, MR, Consultant,
others) 75
Under 25 years 31
25-29 years 42
Age
30-39 years 3
40-49 years 1
Less than 1 year 25
Years of 1-5 years 50
employment 5-10 years 1
15 years or more 1
8
Program Background
9
Employee Commitment Model
Intent to Go the Recommend the Work performance
stay extra mile company (Motivation)
Employee Commitment
Trust, Decision
Personal
Teamwork Relationships Work Environment / Communication Making and
Development
Resources Empowerment
Employee Work Policies Standards of Organizational Customer

Motivation
Benefits and Procedures Excellence Effectiveness Orientation
Attributes within each Work Factor
10
Commitment Index and Segments
The commitment index is a construct derived from several scientifically
validated attitudinal items in our survey
Combining attitudinal and behavioural responses, a commitment/retention
matrix is developed:
Advocate - positive disposition toward the organisation and the section
Strong - will continue
Vulnerable - may not continue
Company committed - positive disposition toward the organisation but not to the
section
Strong - will continue
Vulnerable - may not continue
Section committed - positive disposition toward the section but not to the
organisation
Trapped - will continue
High Risk - may not continue
Uncommitted - negative disposition toward the organisation and the section
Trapped - will continue
High Risk - may not continue
11
All Offices Except “Border”
12
Summary of Findings
13
Commitment Index & Segmentation - I
NCCI’s overall company commitment index (based on a 10 point scale) continues to
decline:
2006 5.16
2004 5.87
2003 6.81
A similar declining trend is also observed in the commitment index for ‘Total
excluding Border Offices’:
2006 5.12
2004 5.69
2003 6.67
By segment:
By Place of work: Other (Hospitals, Police Stations) have the highest commitment levels of
6.06 followed by Eastern region offices with 5.60, by Western region offices with 5.54,
Corporate Head Office at 5.49 and Central region with 5.33. The Diplomatic Quarter office
has the lowest commitment index, 4.40.
By Business area: Marketing & Sales and ISD indices are the highest. Business areas with
lower commitment indices are Medical & Takaful-Claims and CSC-800 Claims Help Line.
14
Commitment Index & Segmentation - II
By Segment (Continued):
By Gender: Males have a much higher commitment index (5.17) compared to females
(3.75)
By Nationality: Eastern Expatriates have the highest level of commitment (5.96), whereas
Saudis are at the lowest commitment level of 4.75. Moreover, the Saudi index is much
lower compared to the 2003 index (6.39) and 2004 (5.18).
By Job Grade: Non-Graded employees and employees in Grade 12 and above have the
highest commitment indices with 6.33 and 6.06 respectively, but lower compared to 2004
(6.70 and 7.99 respectively). The lowest was for the Grade 1-5 group with 4.41.
Age analysis: Commitment is higher amongst older age groups. The highest commitment
index was for 50+ year old (6.44), whereas the lowest was for under 25 year olds (4.38).
Year of employment analysis: Interestingly, the lowest commitment score was for
employees with 5-10 years (4.53) and the highest was for 15 years or more (6.76).
15
Commitment Index & Segmentation - III
Attitudinal Loyalty: Compared to 2004, employees are now more committed to
their section (56%) than to the company (44%).
Behavioral Loyalty (How many will stay): Approximately 2 out of 3 employees
(59%) plan to continue working at NCCI.
Commitment Segmentation: However, looking at attitudinal and behavioral loyalty
together, the commitment segmentation for NCCI shows the following profile:
30% Advocates: Positive disposition toward the organization and the section
 Strong: This is the most desirable group and 24% employees at NCCI are committed
both to the company and the section and will continue for the next two years (30%
in 2004)
 Vulnerable: This group comprises 6% of the total, and are those who probably for
extraneous reasons are not sure about continuing (8% in 2004)
14% Company Committed: Positive disposition toward the organization but not to the
section
 Strong: 1 in 10 employees (11%) is committed to the company and will continue
(10% in 2004)
 Vulnerable: 3% are not sure, therefore vulnerable and may leave if their concerns
are not met, particularly since they not favorably disposed to the section (5% in
2004)
16
Commitment Index & Segmentation - IV
Commitment Segmentation (Continued):
6% Section Committed: Positive disposition toward the section but not to the
organisation
 Trapped: 3% of all employees feel trapped because they like the section and will
continue, though they are not committed to the organization (3% in 2004)
 High Risk: this is a negligible and comprises 3% who are likely to leave because they
have issues with the company (2% in 2004)
50% Uncommitted: Negative disposition toward the organization and the section. This is
the least desirable segment and unless their concerns can be met, their commitment
levels to the company will not improve
 Trapped: this group is uncommitted (21%). They however feel trapped in staying,
probably due to various situational and personal factors (17% in 2004)
 High Risk: This group comprises 29% of the total; it is the weakest group and
includes those who are most likely to leave (25% in 2004)
17
The Most Important Factors Influencing Commitment
The key driver analysis indicates that the following are the most important factors that
need performance improvement to strengthen employee commitment levels:
– Fair treatment
– Decision making and delegation Primary Importance
– Employee benefits
– Motivation Secondary Importance
– Appreciation of employee ideas/contributions
– Work standards
– Training & Development
– Care, concern and respect
– Teamwork
– Creating feeling of accomplishment
The key driver analysis also indicates that the following are the most important factors
that need to be maintained to prevent any deterioration in employee commitment:
– Reputation NOTE: Priorisation of improvement and maintenance
– Satisfaction with day-to-day activities are shown in the recommendation section, which
– Relationship with colleagues takes into account a combination of the importance
– Creating feeling of accomplishment of the attribute (if it is a key driver on commitment)
– Work standards and the level of employee performance on this attribute.
18
Executive Summary
Employee commitment (expressed by an Index) is much lower compared to the
2003 and 2004 indices.
The current year’s commitment index is much lower tha the lowest commitment
index (normative/benchmark) of other employees commitment surveys conducted
in Saudi Arabia.
There is a need to take strategic improvements measures which can improve the
commitment levels of NCCI employees.
A major difference compared to 2004 is that employees are now more committed
to their sections than to the Company.
Approximately one third (30%) of all employees are “advocates” (committed to the
company and to their Section) but an even larger number (50%) are
“uncommitted”
Overall, areas for priority improvement include: “fair treatment”, “decision making
and delegation”, “employee benefits” and “motivation”.
As in 2004, we again recommend the development/deployment of action plans

and communication of key survey findings to employees
19
Key Performance Indicators
• Commitment Index
• Employee Commitment Segmentation
20
Summary: Commitment Index
Place of Work: Amongst the various places of work, Other (Hospitals,
Police Stations) has the highest commitment index (6.06) whereas the
Diplomatic Quarter has the lowest (4.40).
Business Area: We recommend paying attention to the Medical & Takaful-

Claims as well as the CSC-800 Claims Help Line (both with low indices) and
leverage the strengths of Marketing & Sales and I.S.D.
Job Grade: Employees in the Non-Graded segment have the highest

commitment index of 6.33. The lowest was for Grade 1-5 group with 4.41
Age and Years of Employment: The youngest age group under 25 year
olds and those with 5-10 years in the company are less committed than the
company average.
21
Employee commitment index – Normative comparison
Norms from other Saudi Arabia Employee Surveys
Total NCCI Highest Average Lowest

10 10
10 10
9
9 9
9 8 8
8
7
Highest 8 7 7
6 6 6
7
5 5 5
6 4 4
4 6.88
3 6.81
5.16 5 7.28 3 6.21 3 5.49
2 2 2
Lowest 4
1 1 1
3
2
Base : 547 563 11782 1582
22
Total Company Commitment Index:
Total excluding Border
Total NCCI Border Offices Offices
10 10 10
9 9 9
8 8 8
7 7 7
Highest
6 6 6
5 5 5
Total
4 4 4 commitment
index
3 5.16 3 5.12 3 5.41
Lowest
2 2 2
1 1 1
Base : 547 470 77
2004 index: 5.87 5.69 7.24
2003 index: 6.81 6.67 7.89

23
By Place of Work - I
Eastern Central Western
Total excluding
Regional Region Region
Border Offices Offices Offices Offices
10 10 10 10
9 9 9 9
8 8 8 8
7 7 7 7
Highest
6 6 6 6
5 5 5 5 Total excl.
Border
4 4 4 4 Offices
commitment
3 3 3 3
Lowest index
5.12 5.60 5.33 5.54
2 2 2 2
1 1 1 1
Base : 470 48 73 46
2004 index: 5.69 6.14 5.03 6.27
2003 index: 6.67 6.95 6.50 7.09

24
By Place of Work - II
Other
Total excluding Corporate Diplomatic (Hospitals,
Border Offices Head office Quarter Police stations)
10 10 10 10
9 9 9 9
8 8 8 8
7 7 7 7
Highest
6 6 6 6
5 5 5 Total excl.
5
Border
4 4 4 4 Offices
commitment
3 3 3 index
Lowest 3
2 5.12 2 5.49 4.40 2

6.06
2
1 1 1 1
Base : 470 115 168 20
2004 index: 5.69 6.03 5.42 5.42
2003 index: 6.67 7.20 5.76 7.92

25
By Business Area - I
Total excluding
Key Accounts Motor - Claims Motor - Others I.S.D
Border Offices
10 10 10 10 10
9 9 9 9 9
8 8 8 8 8
7 7 7 7 7
Highest
6 6 6 6 6
5 5 5 5 5 Total excl.
Border
4 4 4 4 4 Offices
commitment
3 3 3 5.633 3
Lowest index
2 5.12 2 5.10 2 4.35 2 4.50 2 6.22
1 1 1 1 1
Base : 470 39 56 15 36
2004 index: 5.69
2003 index: 6.67

26
By Business Area - II
Total excluding Medical & Takaful Medical & Takaful -
P & C - Claims P & C - Others
Border Offices - Claims Others
10 10 10 10 10
9 9 9 9 9
8 8 8 8 8
7 7 7 7 7
Highest
6 6 6 6 6
Border
4 4 4 4 4 Offices
commitment
3 3 3 3 3
Lowest index
2 5.12 2 5.34 2 4.34 2 4.03 2 4.87
1 1 1 1 1
Base : 470 22 34 31 39
2004 index: 5.69
2003 index: 6.67

27
By Business Area - III
Total excluding CSC - 800 CSC - 800 Claims CSC - Policy Marketing & Sales ( Sales
Border Offices TMA’s Help Line Administration Channels Offices)
10 10 10 10 10
9 9 9 9 9
8 8 8 8 8
7 7 7 7 7
Highest
6 6 6 6 6
Border
4 4 4 4 4 Offices
commitment
3 3 3 3 3 index
Lowest
2 5.12 2 4.62 2 4.13 2 4.96 2 6.83
1 1 1 1 1
Base : 470 23 13 30 45
2004 index: 5.69
2003 index: 6.67

28
By Business Area-IV
Marketing & Sales Finance
Total excluding
(Management, Marketing HR & BS Assets Other
Border Offices
10 10 Services, etc.) 10 10 Management 10
9 9 9 9 9
8 8 8 8 8
7 7 7 7 7
Highest
6 6 6 6 6
Border
4 4 4 4 4 Offices
commitment
3 3 3 3 3
5.12 Lowest 6.51 5.35 5.19 4.81 index
2 2 2 2 2
1 1 1 1 1
Base : 470 19 18 20 26
2004 index: 5.69
2003 index: 6.67

29
Total Company Commitment Index: By Gender
Total excluding
Male Female
Border Offices
10 10 10
9 9 9
8 8 8
7 7 7
6 Highest 6 6
5 5 5 Total excl.
Border
4 4 4 Offices
commitment
3 3
3 5.12 5.17 index
Lowest 2 2
2 3.75
1 1 1
Base : 470 453 17
2004 index: 5.69 5.75 4.11
2003 index: 6.67 6.64 7.37

30
By Type of Employment
Total excluding
Border Offices NCCI Other
10 10 10
9 9 9
8 8 8
7 7 7
Highest
6 6 6
Total excl.
5 5 5
Border
4 4 4 Offices
commitment
3 Lowest 3 3 index
5.12 5.04 6.55
2 2 2
1 1 1
Base : 470 445 25
2004 index: 5.69 5.62 7.10
2003 index: 6.67

31
By Nationality
Total excluding Western Eastern
Border Offices Saudi Arab Expatriate Expatriate
10 10 10 10 10
9 9 9 9 9
8 8 8 8 8
7 7 7 7 7
6 6 6 6 6
Highest
Border
4 4 4 4 4 Offices
commitment
3 3 3 3 3
index
2 5.12 Lowest 2 4.75 2 5.63 2 5.89 2 5.96
1 1 1 1 1
Base : 470 300 102 7 61
2004 index: 5.69 5.18 7.49 4.03 5.73
2003 index: 6.67 6.39 7.76 4.44 7.14
32
Total Company Commitment Index: By Job Grade
Total excluding Grade 12 Grade Grade Grade Non-graded
Border Offices and above 8-11 6-7 1-5
10 10 10 10 10 10
9 9 9 9 9 9
8 8 8 8 8 8
7 7 7 7 7 7
Highest
6 6 6 6 6 6
5 5 5 5 5 5
Total excl.
4 4 4 4 4 Border
4
Offices
3 3 3 3 3 3 commitment
Lowest 6.06 5.10 4.59 4.41 6.33 index
2 5.12 2 2 2 2 2
1 1 1 1 1 1
Base : 470 40 130 131 89 80
2004 index: 5.69 7.99 5.70 4.99 5.11 6.70
2003 index: 6.67 7.92 6.79 6.46 5.88 7.12

33
Total Company Commitment Index: By Age
Total excluding Under 25 25-29 30-39 40-49 50 years
Border Offices years years years years and above
10
10 10 10 10 10
9
9 9 9 9 9
8
8 8 8 8 8
7 7
7 7 7 7
6 Highest
6 6 6 6 6
5
5 5 5 Total excl.
5 5
Border
4 Offices
4 4 4 4 4
commitment
3
3 3 3 3 3 index
Lowest
2 5.12 2 4.38 2 4.98 2 4.69 2 5.91 2 6.44
1 1 1 1
1 1
Base : 470 18 117 205 103 27
2004 index: 5.69 5.99 4.78 5.59 6.93 6.31
2003 index: 6.67 6.15 5.70 6.97 7.51 7.34

34
By Years of Employment
Total excluding Less than 1-5 5-10 10-15 15 years
Border Offices 1 year years years years or more
10 10 10 10 10 10
9 9 9 9 9 9
8 8 8 8 8 8
7 7 7 7 7 7
Highest
6 6 6 6 6 6
5 5 5 5 5 5 Total excl.
Border
4 4 4 4 4 4 Offices
3 commitment
3 4.61 3 5.96 3 4.53 3 5.51 3 6.76
Lowest 5.16 index
2 5.12 2 2 2 2 2
1 1 1 1 1 1
Base : 470 35 187 131 85 32
2004 index: 5.69 6.18 5.47 5.20 6.14 7.16
2003 index: 6.67 6.67 5.96 6.68 7.67 8.23

35
Summary: Employee Commitment Segmentation
The number of Advocates (“ideal employees”) is around one-third the
total, whereas the number of employees committed to the Company and
not their Section is very low. Two-thirds of the employees (59%) will
continue working for the company, albeit about a third of these feel they
have no other option (“trapped”- situational or personal reason)
Place of Work: The Diplomatic Quarter and the Central Region exhibit
the lowest number of Advocates and the highest number of uncommitted
employees
Business Area: Employees in Marketing & Sales, as well as ISD are more
positive towards the company and section (Advocates). However, the
CSC-800 Claims Help Line and HR & BS should be targeted for
strengthening the relationship with the company as only 15% and 12%
respectively of the employees are Advocates.
Job Grade: Non-Graded employees and Grade 12 and above have the
highest number of Advocates (43% each), while Grades 1-5 and Grades 6-
7 have the lowest (22% and 23% respectively)
Age and Years of Employment: The 50+ age group and 15 years of
employment group have the highest number of advocates (41% each)
36
Employee commitment segmentation Company
committed Advocate
Company committed Advocate
Vulnerable Vulnerable
5% 8%
Vulnerable Vulnerable Strongly Strongly
2004
Commitment to company
3% 6% 10% 30%
17% 3%
Strongly Strongly Trapped Trapped
25% 2%
11% 24% High Risk High Risk
Uncommitted Section
committed
Company
committed Advocate
5% 5%
21% 3% Strongly Strongly 2003
Trapped Trapped 16% 39%
29% 3%
May Not continue High Risk High Risk 18% 4%
Trapped Trapped
11% 2%
Uncommitted Section committed
Will continue
High Risk High Risk
Commitment to section Uncommitted Section

37
committed
Commitment Towards NCCI
Top 2-Box
2004 2003
* **
I have very strong positive 76 11 13
80  85
feelings towards NCCI
77 10 13
I care about NCCI as if it was my  84 88
own business
41 21 38
If I could, I’d spend my entire

 49  62
working life at NCCI
60 19 21
I enjoy talking to people outside 65 78

0% 20% 40% 60% 80% 100% 
the company about my work
Strongly agree/agree Neither/nor Strongly disagree/disagree
*/ Top 2-score in 2006 significantly higher/lower than score in 2004

38
** / Top 2-score in 2004 significantly higher/lower than score in 2003
Commitment Towards Section
Top 2-Box
2004 2003
* **
78 73
feelings towards my section
77 11 12
I care about my section as if it 82  77

was my own family
31 21 48

39  47
working life in this section 
60 19 21
I enjoy talking to employee 59 63

0% 20% 40% 60% 80% 100%
outside my section about my work

39
Overall Opinions
40
Work-Related Behaviors
Top 2-Box
2004 2003
* **
I plan to be working at NCCI for at least 64 18 18
67  76
another 2 years from now
85 8 7
At work, I am personally committed to  90 90
do more than my job
60 23 17
I would be glad to recommend NCCI as

 68  75
a good place to work
65 14 21
At NCCI, I feel highly motivated to do

63 65
my work well0% 20% 40% 60% 80% 100%

41
Linking Commitment & Behavior
Committed towards company Uncommitted towards company
100
96***
89***
83*** 94** 84*** 84***
88**
85** 89 81** 87 80**
75 83 82 83
% positive responses*
50 50*** 40***
48 58** 50 39**
44***
38 52**
25
I plan to be working At work I often do things I would be glad to At NCCI, I feel highly
at NCCI for at least that are “above and recommend NCCI motivated to do my
2 years from now beyond the call of duty” as a good place to work work well
*positive responses: top 2-box

** 2003 *** 2004 42
Key Driver (Potential/Risk) Analysis
43
Employee Commitment - I
Maintain Improvement
Current Performance Opportunities
59 39
Work Standards
66 32
Creating Feeling of Accomplishment
42 45
Motivation
67 18
22 Satisfaction With Day-to-Day Activities 51
69 Fair Treatment 13
43
Reputation 30
20 45
Care, Concern and Respect
39 28
Decision Making and Delegation
17 41
Teamwork
Employee Benefits
Primary Secondary Tertiary Non Significant

44
Employee Commitment - II
35 26
Organizational Effectiveness
44 18
Relationship with Direct Boss
59 4
Relationship with Colleagues
30 26
Work Environment
18 35
Appreciation of Employee
22 27
Ideas/Contributions
40 10
Training & Development
33 4
Work / Job Resources
23 10
Having a Well-Defined Job
Communication

45
Recommendations
46
Recommendations
Prio
Fair treatment
Decision makin
47
Recommendations Drilldown - Areas to Improve
Priority Improvements
 Fair Treatment  Employee Benefits
 Promotions are based on job performance
 A lot of decisions are bared on favoritism  Salary increments and promotions are fair and based on merit only
 Policies and procedures that affect employees are non-  I believe that the pay I get for my work is fair
discriminatory and fair.  NCCI provides competitive benefits for its employees and their families
 The way policies & procedures are applied is fair and just.
 Employees are consulted about issues that directly affect them.  Motivation
 The climate of anxiety and fear makes employees hide their mistakes
or blame others
 Decision making and Delegation
 I often have a reason to worry about my job security.
 Delegated authority is based only on the competence of the
 I have a colleague who inspires me to do better.
employee
 Employees are coached to take more responsibility in decision-
making
 I don’t have the authority to do my job
 I am given the freedom to make my own decisions at work
48
Other Improvements
 Appreciation of employee ideas/ contribution  Teamwork
 Employees are rewarded for creative ideas and innovations.  Without being asked, employees go out of their way to help
 colleagues with their work
There is a process that encourages employees to offer comments
and ideas.  I am treated as an equal player in the team
 Employee’s good ideas are put into practice.
 If you express ideas or suggestions then managers think you are a
troublemaker.
 Creating feelings of accomplishment
 I am often given tasks for which I do not have the necessary skills
 My direct boss acknowledge when I’ve done a good job
 Work standards
 At NCCI production comes first, then quality
 Employees see policies and procedures as a source of frustration
and annoyance
 Work habits deteriorate when the boss is absent
 Training & development

 NCCI supports and helps people to plan their own careers
 New employees receive an effective induction program
 NCCI values job rotation as a method for developing and motivating
employees
 Care, concern and respect

 NCCI criticize their own staff to others
 There is good co- operation between management and non
management employees
49
Recommendations Drilldown –
Areas to Maintain
Maintain Strengths
 Reputation
 Relationship with colleagues
 I can trust and depend on all my colleagues to treat me in the way I
 NCCI is constantly improving services and operations wish to be treated
 NCCI provides high quality customer service
 Having a well-defined job
  My responsibilities and goals are made clear by my Direct Boss
Satisfaction with day-to-day activities  I have a job description that accurately reflects my duties
 My job is challenging and helping me to grow and develop  I am rarely given unclear instructions about what I should do
 Relationship with direct boss

 I have a good day-to-day working relationship with my direct boss
 When the instruction seems wrong it is ok to raise it with my direct
boss
 My direct boss respects me and often takes time to listen and
encourage me
 My direct boss is keen to maximize my potential
 I am satisfied with the amount of constructive feedback and
guidance I get from my direct boss
 Work/ Job resources

 NCCI provides modern technology that helps me produce high
quality work
50
NCCI Work Factors
51
Performance of NCCI’s Work Factors
Performance % Performance %
Top 2-Box Top 2-Box
93
Relationship with Colleagues Organizational Effectiveness
53
87
53
Having a well-defined job
Teamwork
82
48
Reputation
76 Work Environment
43
Work/ Job Resources 75
Motivation 39
Satisfaction with day to day activities 66
Training & Development 29
Relationship with the Direct Boss 65
27
63 Employee Ideas/Contributions
Communications
55 25
Creating Feelings of Accomplishment Decision making & Delegation
54 25
Work Standards Employee Benefits
Care, Concern & Respect Fair treatment
52
Performance of NCCI’s Work Factors:
2006 vs. 2004 and 2003 - I
2006 Top 2-Box
Performance % 2004 2003
Top 2-Box
* **
93 94
Relationship with Colleagues 94
87
Having a well-defined job  91 90
82
Reputation 86 82
76
Work/ Job Resources  81  75

75
Satisfaction with day to day activities 66

77 80
Relationship with the Direct Boss 65 71 70
63 66 66
Communications
55
Creating Feelings of Accomplishment 68 71
54
Work Standards  68 63
Care, Concern & Respect  67  58

53
2006 vs. 2004 and 2003 - II
2006
Top 2-Box
Performance %
Top 2-Box 2004 2003
* **
53
Organizational Effectiveness  62  51
53
Teamwork  62  55
48
Work Environment  63 60
43
Motivation 47 45
39
 53  39
Employee Ideas/Contributions 27  44  38
25  34
Decision making & Delegation  44
25
Employee Benefits 29  39
Fair treatment  38  31

** / Top 2-score in 2004 significantly higher/lower than score in542003
“Border” Offices
55
Summary of Findings
56
Commitment Index & Segmentation - I
NCCI’s overall company commitment index (based on a 10 point scale) continues
to decline:
2006 5.16
2004 5.87
2003 6.81
Commitment index for ‘Border Offices’ also depicts a significant declining trend:
2006 5.41
2004 7.24
2003 7.89
By Segment
By Age: Commitment is higher amongst 25-29 years (6.49) compared to under 25 years
(4.27).
By Year of employment: Lowest commitment score was for employees with less than 1
year (5.700 compared to 1-5 years (5.28).
57
Commitment Index & Segmentation - II
Attitudinal Loyalty: Employees are more committed to the Company (52%)
compared to their section (48%).
Behavioral Loyalty (How many will stay): The number of employees who plan on
continue working at NCCI are around 2 out of 5 (39%).
Commitment Segmentation: However, looking at attitudinal and behavioral loyalty
together, the commitment segmentation for NCCI shows the following profile:
31%Advocates: Positive disposition toward the organization and the section
21%Company Committed: Positive disposition towards the organization but not to the
section
12%Section Committed: Positive disposition towards the section but not to the
organization
36%Uncommitted: Negative disposition towards the organization and the section. This is
the least desirable segment and unless their concerns can be met, their commitment
levels to the company will not improve
58
Most Important Factors Influencing Commitment
From the key driver analysis, the most important factors that need performance
improvement to strengthen employee commitment levels, are the following:
– Employee benefits
– Fair treatment
– Decision making and delegation Primary Importance
– Organizational effectiveness
– Motivation Secondary Importance
– Work environment
– Care, concern and respect
– Creating feeling of accomplishment
From the key driver analysis, the most important factors that need to be maintained to
prevent any deterioration in employee commitment, are the following:
– Having a well defined job
– Reputation
– Relationship with colleagues NOTE: Priorisation of improvement and maintenance
are shown in the recommendation’s section, which
– Satisfaction with day to day activities
takes into account a combination of the importance
of the attribute (if it is a key driver on commitment)
and the level of employee performance on this attribute.
59
Key Performance Indicators
• Commitment Index
• Employee Commitment Segmentation
60
Total excluding Border
Total NCCI
Border Offices Offices
10 10 10
9 9 9
8 8 8
7 7 7
Highest
6 6 6
5 5 5
Total
4 4 4 commitment
index
3 5.16 3 5.12 3 5.41
Lowest
2 2 2
1 1 1
Base : 547 470 77
2004 index: 5.87 5.69 7.24
2003 index: 6.81 6.67 7.89

61
Total Company Commitment Index: By Age
Border Under 25 25-29
Offices years years
10 10 10
9 9 9
8 8 8
7 7 7
6
Highest 6 6
Border
5 5 5 Offices
commitment
4 4 4 index
3 3 3
Lowest
2 5.41 2 4.27 2 6.49
1 1 1
Base : 31 42
77
6.65 7.70
2004 index: 7.24
2003 index: 8.31 7.24

7.89 62
By Years of Employment
Border Less than 1 1-5
Offices year years
10 10 10
9 9 9
8 8 8
7 7 7
6
Highest 6 6
5 5 Border
5
Offices
4 4 4 commitment
index
3 3 3
5.41 Lowest 5.70 5.28
2 2 2
1 1 1
Base : 77 25 50
2004 index: 7.24 7.45 7.15
2003 index: 7.89 7.72 8.06

63
Employee commitment segmentation Company
committed Advocate
Company committed Advocate
7% 24%
Vulnerable Vulnerable Strongly Strongly
9% 17% 2004
Commitment to company
12% 33%
Strongly Strongly 6% 4%
Trapped Trapped
13% 1%
12% 14%
High Risk High Risk
Uncommitted Section
committed
Company
committed Advocate
6% 13%
10% 3%
Trapped Trapped
Strongly Strongly 2003
16% 48%
26% 9%
May Not continue
High Risk High Risk 8% 2%
Trapped Trapped
Uncommitted Section committed 7% 0%
Will continue
High Risk High Risk
Commitment to section Uncommitted Section
64
committed
Commitment Towards NCCI
Top 2-Box
2004 2003
* **
 91 92
feelings towards NCCI
82 8 10
I care about NCCI as if it was my  94 99
own business
66 8 26

76 78
working life at NCCI
56 17 27
I enjoy talking to people outside 79 89

0% 20% 40% 60% 80% 100% 
the company about my work Strongly agree/agree Neither/nor Strongly disagree/disagree

65
Commitment Towards Section
Top 2-Box
2004 2003
* **
I have very strong positive 79 4 17 88 81
feelings towards my section
76 13 11
I care about my section as if it 89 77

was my own business
36 14 50

 58 57
working life in this section
69 9 22
I enjoy talking to people outside0% 20% 40% 60% 80% 100% 75 85

my section about my work

66
Overall Opinions
67
Work-Related Behaviors
Top 2-Box
2004 2003
* **
I plan to be working at NCCI for at least 44 13 43  64 71
another 2 years from now
73 12 15
At work, I am personally committed to 72 84
do more than my job
60 22 18
I would be glad to recommend NCCI as
 80 74
a good place to work
69 19 12
At NCCI, I feel highly motivated to do

76 74
my work well0% 20% 40% 60% 80% 100%

68
Linking Commitment & Behavior
Committed towards company Uncommitted towards company
100
78*** 82***
89***
85** 83**
79**
90 90
75
86
% positive responses*
69***
56***
50 77** 79**
56 54 58***
46 40**
25 47*** 53***
31 45**
31 50**
I plan to be working At work I am personally I would be glad to

I feel highly motivated
at NCCI for at least committed to do more recommend NCCI
to do my work well
2 years from now than my job as a good place to work
*positive responses: top 2-box

***2004 **2003 69
70
Employee Commitment - I
72 54
Organizational effectiveness
78 26
Reputation
56 51
71
Work standards
27
50 Creating feeling of accomplishment 47
74 Motivation 20
79 12
Relationship with colleagues
67 22
Having a well-defined job
58 28
Satisfaction with day-to-day activities
33 56
Care, concern and respect
Fair treatment

71
Employee Commitment - II
22 61
Employee benefits
26 54
Decision making and delegation
40 26
Work / Job resources
40 15
Communication
19 29
Work environment
15 22
14
Appreciation of employee
19
ideas/contributions
19 7
Training & development
11 8
Relationship with direct boss
Teamwork

72
Recommendations
73
Recommendations
Pri
Employee bene
Decision makin
74
Priority Improvements
 Employee Benefits  Work standards

 At NCCI production comes first, then quality
 Work habits deteriorate when the boss is absent
 Salary increments and promotions are fair and based on merit
only  Employees see policies and procedures as a source of frustration and
 annoyance
I believe that the pay I get for my work is fair
 NCCI provides competitive benefits for its employees and their
families
 Organisational Effectiveness
 Decision making and Delegation  I have a clear understanding of role and responsibility of each section
according to recent re-organization
 I am given the freedom to make my own decisions at work
 I have a clear understanding of the management hierarchy
 Decision makers do not create delays.
 Recent re-organizations have led to distinct improvements and better
 Employees are confident to take decisions within the scope of use of resources
their job.  Business initiatives an changes are implemented properly
 Fair Treatment  My PMS discussions with my direct boss are frequent and effective
 NCCI helps me balance my work and my personal life

 Promotions are based on job performance
 A lot of decisions are bared on favoritism
75
Other Improvements
 Motivation  Care, Concern and Respect

 I often have a reason to worry about my job security  NCCI would try to help if I had a personal emergency
 The climate of anxiety and fear makes employees hide their mistakes or  Managers criticize their own staff to others
blame others.
 I have a colleague who inspire me to do better
 Creating feelings of accomplishment
 I am often given tasks for which I do not have the necessary skills
 Work environment
 My direct boss acknowledge when I’ve done a good job
 The physical work environment is good for my health
76
Recommendations Drilldown –
Areas to Maintain
Maintain
 Having a Well - Defined Job  Satisfaction with Day-to-Day Activities

 My responsibilities and goals are made clear by my Direct Boss  My job is challenging and helping me to grow and develop
 I am rarely given unclear instructions about what I should do  My skills and abilities are being properly utilized by NCCI
 I have a job description that accurately reflects my duties
 Work/ Job Resources

 Reputation  Management allocates enough employees to get the job done during
working hours
 NCCI provides high quality customer service
 NCCI puts effort into finding and fixing the weak points in the processes and
 NCCI has a strong and capable management team procedures
 NCCI is constantly improving services and operations  NCCI provides modern technology that helps me produce high quality work
 Relationship with Colleagues  Communication

 I rely on informal information sources in my daily work
 Employees are able to discuss profound differences rationally
 Within my section, there is good communications
 I can trust and depend on all my colleagues to treat me in the way I
wish to be treated  I know where to find the information I need
 There are strained relationships between my section and other  Information is received by concerned employees in a timely way
sections
77
NCCI Work Factors
78
Performance of NCCI’s Work Factors
Performance % Performance %
Top 2-Box Top 2-Box
88
Having a well-defined job Teamwork
58
80
55
Relationship with Colleagues
Motivation
77
54
Satisfaction with day to day activities
77 Work Standards
43
Reputation 75
Relationship with the Direct Boss 74
Employee Ideas/Contributions 42
Creating Feelings of Accomplishment 74
41
70 Work Environment
Communications
62 31
Fair treatment
Care, Concern & Respect
61 29
Work/ Job Resources Decision making & Delegation
Organizational Effectiveness Employee Benefits
79
2006 vs. 2004 and 2003 - I
2006
Top 2-Box
Performance %
Top 2-Box 2004 2003
* **
88
Having a well-defined job 96 97
80
Relationship with Colleagues  97 100
77
Satisfaction with day to day activities  89 83
77
Reputation 75 86 91
Relationship with the Direct Boss 74  98  86
Creating Feelings of Accomplishment 74 85 88

70
Communications 82 83
62
Care, Concern & Respect 78 73
61
Work/ Job Resources 71 67
Organizational Effectiveness 71 58

80
2006 vs. 2004 and 2003 - II
2006
Top 2-Box
Performance %
Top 2-Box 2004 2003
* **
58
Teamwork  77 82
55
Motivation 59 54
54
Work Standards  78  58
43
Training & Development 37 40

43
Employee Ideas/Contributions  65  38
42
41
Work Environment 49 46
31
Fair treatment 49  56
29
Decision making & Delegation 42 39
27 22
Employee Benefits

81
If you were the CEO, what key changes would you
make to improve NCCI as a place to work?
 Change working hours from 7:30 AM to 3:30 PM (70)*
 Increase salaries (52)
 Implement fair system of annual increments and incentives (46)
 Improve relationship between employees and management (37)
 Availability of medical insurance for parents (32)
 Put right person for the right job (23)
 Improve communications (21)
 Take care of the employees to make them loyal to the Company (14)
 Incentives for hard working employees (10)
 Re-organize administrative structure (11)
 Increase number of employees (9)
 Promotions to be given on seniority and merit (8)
 Put new system of evaluation (7)
82
83

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EmployeeCommitments Programme: 2006

Management Report (All Offices)

Prepared for: NCCI, Saudi Arabia

Prepared by: Synovate

Date: August 2006

Introduction and Program Background

• All Offices Except “Border”

Derive the relative impact of each experience (work factor) on

Segment employees based on the strength of their commitment

Identify and prioritize where resources should be directed:

Derive Key Performance Indicators (employee commitment index,

Obtain feedback on issues related to NCCI key business plan

 77 Border offices (out of 118)

RESPONSE RATE :  75.6% (Total NCCI)

 62.3% (Border Offices)

WHERE :  NCCI Offices in:

WHEN :  June/July 2006

HOW :  Self completion (anonymously): On-line survey (78% of

Employee Work Policies Standards of Organizational Customer

Attributes within each Work Factor

As in 2004, we again recommend the development/deployment of action plans

Business Area: We recommend paying attention to the Medical & Takaful-

Job Grade: Employees in the Non-Graded segment have the highest

Total NCCI Highest Average Lowest

Base : 547 470 77

2004 index: 5.87 5.69 7.24

2003 index: 6.81 6.67 7.89

2004 index: 5.69 6.14 5.03 6.27

2003 index: 6.67 6.95 6.50 7.09

2 5.12 2 5.49 4.40 2

Base : 470 115 168 20

2004 index: 5.69 6.03 5.42 5.42

2003 index: 6.67 7.20 5.76 7.92

2004 index: 5.69

2003 index: 6.67

2004 index: 5.69

2003 index: 6.67

2004 index: 5.69

2003 index: 6.67

2004 index: 5.69

2003 index: 6.67

Base : 470 453 17

2004 index: 5.69 5.75 4.11

2003 index: 6.67 6.64 7.37

Base : 470 445 25

2004 index: 5.69 5.62 7.10

2003 index: 6.67

Base : 470 300 102 7 61

2004 index: 5.69 5.18 7.49 4.03 5.73

2003 index: 6.67 6.39 7.76 4.44 7.14

Base : 470 40 130 131 89 80

2004 index: 5.69 7.99 5.70 4.99 5.11 6.70

2003 index: 6.67 7.92 6.79 6.46 5.88 7.12

Base : 470 18 117 205 103 27

2004 index: 5.69 5.99 4.78 5.59 6.93 6.31

2003 index: 6.67 6.15 5.70 6.97 7.51 7.34

Base : 470 35 187 131 85 32

2004 index: 5.69 6.18 5.47 5.20 6.14 7.16

2003 index: 6.67 6.67 5.96 6.68 7.67 8.23

Commitment to section Uncommitted Section

If I could, I’d spend my entire

I enjoy talking to people outside 65 78

*/ Top 2-score in 2006 significantly higher/lower than score in 2004