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The role of the Chief Financial Officer in the Kingdom of Saudi Arabia is undergoing a significant transformation. Traditionally recognised as the guardian of financial reporting, compliance, treasury and capital discipline, the CFO is increasingly expected to contribute directly to strategy, transformation, risk management and long-term value creation.

IAS 7 ‘Statement of Cash Flows’ was introduced in 2001 and the accounting principles have remained largely unchanged since.

Saudi Arabia's business landscape has undergone a remarkable transformation. Driven by Vision 2030, regulatory reforms and significant economic diversification initiatives, the Kingdom has become one of the world's most attractive destinations for foreign investment and business expansion.

Share-based payment transactions are not limited to employees. Under IFRS 2 Share-based Payment, as adopted in Saudi Arabia, entities may also enter into arrangements with non-employees such as suppliers, consultants, and other providers of goods and services.

A practical overview of the ZATCA refund mechanism, eligibility, and how non-resident companies can recover Saudi VAT.

Artificial intelligence (AI) is reshaping supply chains, shifting them from fragmented and reactive structures into connected, intelligent networks capable of continuous optimisation and increasingly autonomous execution.

In 2024, the International Accounting Standards Board (IASB), issued a new Standard IFRS 18 ‘Presentation and Disclosures in Financial Statements’.

Revenue recognition is a key principle in financial reporting, underpinning the integrity and comparability of financial statements across industries and global markets.

Accurate and consistent revenue recognition is a cornerstone of sound financial reporting for all businesses, ensuring comparability across industries and markets.

Saudi Arabia’s sports sector is undergoing a profound transformation as part of Vision 2030. The Kingdom is investing in modern infrastructure, professional leagues and innovative sporting ventures to position itself as a regional and global hub for sport. This transformation is reshaping the economic landscape of sports, with a focus on club privatisation, the growth of esports and the adoption of business excellence practices across organisations.

Supply chain management in Saudi Arabia is entering a period of heightened compliance and oversight. By 2026, businesses operating in the Kingdom will face more rigorous due diligence obligations designed to ensure transparency, risk mitigation and regulatory compliance across all tiers of their supply chains. These requirements reflect the broader focus on corporate governance, operational resilience, and ethical business practices.

As Saudi Arabia advances its economic diversification agenda under Vision 2030, cross border investment and regional headquarters activity continue to expand. Multinational groups are increasingly establishing operational, distribution, and holding structures within the Kingdom. In this evolving landscape, transfer pricing and value chain alignment have become central to tax compliance, governance, and risk management.

As Saudi Arabia progresses into 2026 its supply chain landscape is evolving rapidly under the twin influences of digital regulation and business transformation. Organisations operating within and across Saudi Arabia’s borders are facing a shift from traditional contracting mechanisms to digitalised frameworks that carry both opportunities and risks. In this environment supply chain contracts are no longer legal documents alone; they are dynamic instruments that must anticipate regulatory changes, embed digital compliance and manage operational exposure.

The digitalisation of supply chains is transforming the way businesses operate in the Eastern Province of Saudi Arabia. Khobar, as a key industrial and commercial hub, is witnessing rapid adoption of digital technologies including enterprise resource planning systems, cloud platforms, automation tools, and data analytics. While these innovations increase efficiency and responsiveness, they also introduce new risks and governance considerations that require focused audit and cyber advisory attention.

Outsourcing in Saudi Arabia is evolving rapidly as businesses seek to optimise operations, reduce costs and access specialised expertise. The Kingdom’s economic diversification, digital transformation and regulatory development are reshaping the legal, tax and operational landscape for outsourcing arrangements. Organisations must now consider not only efficiency but also compliance, governance, and risk management when designing outsourcing models. For boards, executives, and operational leaders, understanding the implications of outsourcing is essential to maintain competitiveness and ensure regulatory alignment.

Last-mile delivery is no longer an operational challenge to refine; it is a structural constraint on the future of e-commerce. As costs escalate, customer expectations intensify, and sustainability pressures mount, the traditional model has reached its limits.