1- ​​​​​​​​Work values

  • Team spirit:​

C​ohesion between administrators and supervisors of departments, heads of departments, between workers and their heads, and among the workers themselves, through the successful management that can make its employees work in a team spirit and transmit in them the spirit of love, order, positive interaction and mutual trust.

  • Loyalty:

Loyalty, sincerity and dedication to work for its success and to bring it out creatively, belonging and a sense of responsibility towards the institution, and keenness to convey a positive image of the Foundation to the Kuwaiti society while accepting criticism with open arms, and upgrading the effort to enrich work with honesty and an effective contribution to achieving its vision and mission.

  • ​​​Quality:

Quality is the standard of perfection that must be practiced in all works and​​ at all times, and it is a continuous, evolving effort that does not stop as long as man produces even in the simplest work. Or it is the integration of the features and characteristics of a product or service in a way that enables it to meet specific or implicit needs and requirements. Or it is a set of characteristics and features of an entity that express its ability to fulfil the requirements specified or expected by the beneficiary.

  • Trust:

Voluntary reliance by an individual, team​, or institution from inside or outside the Foundation on an individual, team, or department in the Foundation to carry out some work, with certainty that the maximum interest of all concerned is achieved. Trust can be measured from two perspectives, the first is the extent of trust between all employees within the Foundation, and the second is the extent of trust of the community served by the Foundation.

  • ​​​​Creativity:

Cr​​eativity here means administrative creativity, which stems from the general concepts of creativity themselves, and we mean creativity in the administrative process everything related to new ideas in the field of management and the development of services provided to clients of the Foundation, whether endowers or recipients of the donation, and leading the various work teams with the slogan of improving all known management functions.

2- ​​​​​​​​​Public Policies and Strategic Directions:

Considering the first year as a base year upon which studies and​ benchmark measures of indicators are made and adjusted accordingly.

Focusing on the marketing activities of the Waqf through innovative means in line with the development in the means of communication.

Focusing on measuring and raising the satisfaction of those dealing with the Foundation, whether endowers or benefiting from the endowment.

The strategic plan shall include recommendations and observations of the supervisory authorities on the work of the Foundation, once approved, and following up on its implementation through indicators.

Adopting the Reform Perceptions Index issued by the Kuwait Transparency Society as a measure of governance within the Foundation.

All objectives and initiatives contained in this document take a total character in order to give it a measure of flexibility and stability. The work steps are detailed according to the annual operational plans prepared by the work units in the Foundation for each initiative.

Focusing on maximizing the Foundation's real estate investments more than other investments to achieve the perpetuation advantage.

Annual review of initiatives and indicators and their development to achieve the Agile Strategy Model

3- Strategic objectives:

    1. Developing communication inside and outside the Foundation.
    2. Managing the mental image, highlighting the efforts of various community of the Foundation, and consolidating the community's confidence in it.
    3. The call for Waqf as an advanced form of development and spreading its culture.
    4. Optimal management of endowment assets, developing the investment portfolio to achieve the highest returns, and establishing new investment activities.
    5. Optimal spending of the net proceeds to achieve the conditions of the Endowers and the development of society.
    6. Governance and ​development of the human resource, policies, systems and regulations.