Overview of the Fund

Strategic partnerships remained a key pillar in implementing our priorities; agreements were signed with 17 developers to support more than 3,285 housing units, in addition to strengthening integration with financial institutions and government entities across the value chain in the housing sector. Our affiliated partnerships contributed to supporting the stability of the ecosystem and strengthening confidence; guarantees enhanced portfolio governance and improved capital management efficiency, and agreements were signed with the aim of expanding supply. in partnership with the National Housing Company (NHC), Damanat, and China’s ICBC Bank, liquidity was provided to support the National Housing Company’s projects. The National Financing Support Services Company (NFSSC) also continues to develop its business by

attracting a foreign partner with extensive international experience to raise the level of products and services related to collections and financing services, and their cost efficiency for financing entities and ultimately for the beneficiary. In light of demographic shifts and changing demand patterns, it has become necessary to develop more efficient, inclusive, and flexible financing solutions without asset quality, improving capital management, raising operational efficiency, and developing cash flow tools. compromising risk standards. Accordingly, the Fund began developing alternative models, including rent-to-own, shared ownership, and improved guarantees to reduce down payment barriers, thus enhancing financial inclusion and targeting priority segments within a balanced and responsible financial framework.

This trend is also reflected in the tangible improvement in the Fund’s financial position, which contributed to reducing credit risks and strengthening the balance sheet. During the year, we launched our new corporate strategy based on a clear principle: financial sustainability is a prerequisite for sustaining development impact, enhancing Collections from the Early Repayment Program increased by approximately SAR 800 Mn during the year, while revenues from loans, fees, and developer programs increased by 11% to reach SAR 949 Mn, indicating a sustained improvement in operational efficiency and asset quality. Looking to the future, maintaining the momentum of homeownership requires disciplined institutional execution and confident partnerships with financing entities and our partners in the housing ecosystem,

ensuring the continued positioning of the Real Estate Development Fund (REDF) as a key driver in the Kingdom’s housing finance ecosystem to support a new generation of homeownership.