diff --git a/stc_knowledge_tool/__init__.py b/stc_knowledge_tool/__init__.py new file mode 100644 index 0000000..e69de29 diff --git a/stc_knowledge_tool/database.py b/stc_knowledge_tool/database.py new file mode 100644 index 0000000..dd80e44 --- /dev/null +++ b/stc_knowledge_tool/database.py @@ -0,0 +1,689 @@ +DATABASE = { + "strategy": """#### Strategy + +##### Vision + +Digital and telco leader, enabling the society and economy to thrive, in KSA and beyond. Our corporate vision is a beacon of inspiration, reflecting our commitment to empowering society and driving economic growth. This vision guides our strategy, fuels our ambition, and underscores our role in shaping a thriving, interconnected future for all. + +##### Strategic Themes + +1. Reinforcing leadership in telco: Shaping the future of connectivity by staying ahead in telco markets, redefining its meaning in the digital age with world-class technology and exceptional service to enable meaningful connections, and enrich lives. +2. Capturing the infrastructure opportunity: Building the backbone of progress by developing cutting-edge infrastructure focused on advancing national priorities, helping economies to thrive, and paving the way for sustainable growth. +3. Strengthening the digital portfolio: Empowering the digital age by unlocking value through seamless digital ecosystem synergies—empowering businesses, empowering communities, and redefining possibilities. + +##### Strategic Enablers + +Three strategic enablers support our strategy execution: + +1. Maximize Operational and Capital Management Efficiency + - Boost operational efficiency. + - Accelerate shared services. + - Manage capital effectively and prudently. +2. Build Resilient and Agile Organization + - Instill results-driven culture and nurture talent. + - Manage external stakeholders effectively. + - Evolve operating model, governance, and risk management. +3. Deploy State-of-the-Art Technologies + - Modernize tech infrastructure and maintain leadership. + - Enhance service delivery through digitalization and automation. + - Double-down on next-gen technologies (e.g., AI, advanced analytics). + +##### Deliver to Our Key stakeholders + +1. Customer: We unlock possibilities with state-of-the-art connectivity and digital solutions—to enrich, create, and inspire. +2. Employees: We foster a culture of empowerment by providing the skills, tools, and opportunity to create digital leaders shaping the future. +3. Government: We will enable Vision 2030 with robust digital infrastructure that advances the Kingdom's role in the global digital economy. +4. Shareholders: We create lasting value through innovation and connectivity, driving the Kingdom’s digital and economic transformation. +5. Partners: We will enhance supply chain resilience and expand our regional partnerships through strategic collaboration. +6. Communities: We invest in the communities we serve, leveraging our digital capabilities to empower local and regional growth. + +##### What Is Expected From Us At stc? + +1. Commitment to delivery: Translation of strategy into actionable plans, strategic initiatives, and performance metrics, clearly linking individual-level actions to strategic goals. +2. Culture transformation: Fostering a results-oriented culture through mutually reinforcing and living by stc values. +3. Capability development: Continuously develop skills and embrace technology to enhance productivity and readiness for our future capability requirements. +4. Execution excellence: Efficiently tracking strategic performance and milestones, enhancing accountability and ownership. +""", + + "style": """##### General Emails Writing + +1. Openings + +- Formal/External: "Dear [First Name]," +- Neutral/Friendly: "Hello [First Name]," or "Hi [First Name]," +- Warm/Colleague-Friendly: "Hala [First Name]," +- Cultural/Respectful: "السلام عليكم [First Name],", "Salam [First Name]," + +1. Closings + +- Do: Match the message tone: +- Professional: "Best regards," or "Regards," +- Friendly: "Thanks," or "Warm regards," +- Concise: "BR," or "Best," + +1. Signatures + +[Full Name] + +[Job Title] | stc + +[Contact Info] + +##### Words That Fit vs. Don’t Fit stc + +1. Use These Words: Forward, Evolution, Go, Advance, Push/Break boundaries, Breakthrough, Future, Tomorrow, Create, Innovate, Enrich life, Experience, Express, Imagine, Explore, Pioneer, Lead, Inspire, Motivate, Empower, Energize, Drive, Ambition, Opportunities, Possibilities, Go the extra mile, Excellence, Outstanding, Better, More meaningful, Enthusiasm, Optimism, Positivity, Together, Engage. +2. Avoid These Words: + +- Negatives: Stop, Hold, Never. +- Stereotypes: Oasis, Camel, Falcon Eye. +- Corporate Jargon: Accelerate, Expand aggressively, Solutions, Effective governance, Optimization. +- Technical Terms: BYOD, Python/Java coding, ERP Solutions. +- Slang: Gonna, It’s lit! +- Arrogance: The best, The leader. +- Clichés: What matters to you, matters to us. +- Cold Language: Dear client, To our customers. + +##### Channel Guidelines + +1. Corporate & Internal Emails + +What to keep in mind: + +- Email can be a very efficient way of communicating to a broad range of audiences. +- It can also be difficult to ‘break through the clutter’ of emails sent every day. +- To make things easier for your readers, always communicate succinctly using a simple subject line call to action and closing. + + **Do's** + - Use a clear subject line. + - Address the reader in a personal and welcoming way (instead of ‘Dear all’ you use ‘Dear Yousef’). + - Show empathy, especially when delivering bad news or urgent reminders. + - Keep it short. + - End your email with something that activates your reader (e.g. ‘Go to our website for…’). + + **Don’ts** + - Sound cold or distant. + - Be ‘excessive’ in detail. + - Write long paragraphs when bullet points or short sentences can make the point. + - Write one long text instead of clear paragraphs with a headline. + +1. Corporate website + +What to keep in mind: + +- Tens of thousands of people interact with our website every day. It’s the first place all of our audiences will look to find information about us. +- When writing for our website, the most important thing is to make it easy for visitors to navigate through your website and find what they’re looking for. Quickly, easily and intuitively. + + **Do's** + - Use clear headlines, subheads and captions to help readers skim through information. + - Write in first and second person (we at stc / you and stc). + - Include meaningful proof points to support claims. + - Use approachable, human language – it’s our first point of contact. + - Balance text with images, video, and infographics to engage the viewer and show our work and innovations. + + **Don’ts** + - Overload pages with heavy blocks of text. Keep it open and clear. + - Use language that contradicts our brand expression principles. Talk like a human, less like a business. + - Use excessive business jargon or overly technical language. + +1. Print & Broadcast Advertising + +What to keep in mind: + +- Catching people’s attention and making them aware of who we are and what we stand for is the essence of great print advertising. +- Use an enthusiastic voice and tell engaging stories that speak to the benefits of the work we’re doing. + + **Do's** + - Catch the reader’s attention with an evocative, impactful headline. + - Use simple words that are easily understood: speak like our audience speaks. + - Keep things clear: just one key thought, one key ‘take-away’. + - Direct the reader to our website for more information. + + **Don’ts** + - Overwhelm readers with too much information or details. + - Try to say everything we are and do in one ad. + - Include generic details that don’t apply to our audience: what they care about or aspire to achieve. + - Use stories and images that don’t relate to the target’s daily reality. + +1. Annual Report & Government Communications + +What to keep in mind: + +- Reports, comms to government entities and business newsletters need to communicate the scope and focus of our work. +- As well as the impact we have at the service of progress and prosperity that enriches lives. +- Speak confidently and enthusiastically but with the solid credibility and proof-point detail that readers expect from formal documents. + + **Do's** + - Use our personal voice at all times. + - Structure with clear paragraphs and titles. + - Use emotion to engage with readers. + - Provide short and clear explanations when introducing business information and explaining strategic initiatives. + - Provide detailed information or annexes for readers looking for in-depth detail (e.g. Regulators, Financial Markets, Government). + - Use graphs and images to illustrate key points in text. + + **Don’ts** + - Clutter pages with too much content and words. + - Use official, formal language. We’re still the same friendly, enthusiastic sender. + - Lead with detail that might confuse readers. + - Repeat or contradict information you’ve already provided previously. + +1. Social Media + +What to keep in mind: + +- ocial media is a powerful tool for delivering quick, concise messages. It’s important that our content is always interesting, timely and easily understood. +- This will encourage audiences to engage with us to learn more about who we are and what we do. And gives us an opportunity to engage with our audiences in an informal way. + + **Do's** + - Use contractions (e.g. we’ll). + - Always ‘speak’ positively (e.g. ‘Keep going instead’ of ‘Don’t stop’). + - Use informal, every day language. + - Use short words and sentences. + - Use hashtags selectively for concepts we want to be associated with (e.g. enjoyment, enrichment and fulfilling greater opportunities). + + **Don’ts** + - Use overly colloquial or ‘forced’ language. + - Use trendy abbreviations. + - Try to use street slang or jargon. + - Express your personal views: remember it’s stc speaking. + - Use ALL CAPS as this can be alarming online. + +1. SMS Messages + +What to keep in mind: + +- SMS messages are useful for sending quick and short messages for reminders, promotions and notifications to customers and employees. - It’s essential that the messages you send are short, simple and focused. If relevant, include a call-to-action to engage your audience. + + **Do's** + - Use contractions (e.g. we’ll). + - Use simple, every day language. + - Be short and concise: the shorter the better. + - Keep it personal: even in a short message. + - Be clear: one key thought, one key ‘take-away’ per message. + - Use call-to-action to activate and engage your audiences. + + **Don’ts** + - Use abbreviations – look for short words instead. + - Sound cold or distant. + - Overwhelm audiences with details. + - Use SMS to replace other channels of communication. + - Overwhelm with many messages + +##### Audience-Specific Channel Examples + +1. For Employees + + 1\.1 Teaser SMS + \- Opening (personal, motivating):Dear Yousef, we’ve achieved our first 1.000.000 meters! + \- Body (involving, simple,focused, direct): Do you know what we’ve created together? And what it means for our country? + \- Call-to-action(active, ckear): Go to stc.com/theroadtothefuture to find out more. + \- Closing (motivating, commited):And let’s keep on building a great future together. + + 1\.2 Email + \- Subject (bold, clear) : The road to the future. + \- Opening (personal): Dear [First Name], + \- Body(committed, active,clear): One million meters of road. That’s what we’ve built together. That’s 30cm for every single person in our country, connecting communities, boosting businesses and delivering healthcare to remote areas. + \- We’re proud to play our part in building a modern, innovative digital network that enriches people’s lives and creates opportunities for all. + \- But we couldn’t do it without you. + \- Together at stc, we create the future of our country every single day. And we want you to be as proud as we are. + Call-to-action (motivating, commited) Read more about what we’ve achieved together at stc.com/theroadtothefuture. + And keep on building a brighter future together. + \- Closing (personal): Kind regards, [First Name] + + 1\.3 Poster + \- Title (bold, clear): 1.000.000 meters! + \- Picture: \[\] + \- Body (inspiring, focused): This is the road to the future. It connects people, boosts businesses and delivers healthcare to remote areas. + \- We couldn’t have done it without you – and hope you’re as proud of what we’ve achieved as we are. + \- Call-to-action (motivating, active): See more of what we can accomplish at stc.com/theroadtothefuture. + \- Let’s keep on building the future together! +2. Clients B2B + + 2\.1 Newspaper ad + \- Headline (bold, clear) 1.000.000 meters of road. + \- Picture: \[\] + \- Body (bold, simple): That’s what we’ve built together. + \- We’re proud to connect people, boost businesses and create opportunities for all of us. + \- Let’s keep on building the future together. + \- Call-to-action (motivating, committed): stc.com/theroadtothefuture + + 2\.2 Social + \- Picture: \[\] + \- Body (bold, simple): We’re proud of building 1.000.000 meters of road to connect communities. + \- Call-to-action (committee, motivating, engaging, ongoing: Let’s keep building the future together! + \- Hashtag (clear):#stc #theroadtothefuture #proudpartners #digitalfuture + + 2\.3 Web + \- Headline (inspiring, clear):The road that leads to the future. + \- Title (clear): Creating opportunities. + \- Body (clear, simple, focused, committed):Technology connects people and enriches lives. As your partner in business, we're using it to create a vibrant society where every person can fulfil their ambitions for a bright future. + \- A million meters of road. + \- We’ve come so far. Our new road links 194 mobile towers, creating a modern, national digital network driving sustainable development for our country. It's the one million meters of road that connects our communities, boosts our businesses and deliver healthcare to remote areas. + \- The road to success. + \- We’re proud of what we’ve achieved together with you. Together, by building one million meters of road in our country, we're creating opportunities for us all – and a future to be proud of. + \- Let’s keep on building the future together. + \- Call-to-action (active, motivating):Celebrate the road to the future with us at www.stc.com/theroadtothefuture. +3. Clients B2C + + 3\.1 Outdoor ad + \- Headline (bold, direct): take the road to the future. + \- Picture: \[\] + \- Body (motivating, committed):And see what 1.000.000 meters of road can achieve + \- Call-to-action (direct, personal): at www.stc.com/theroadtothefuture. + + 3\.2 Social + \- Picture: \[\] + \- Body (bold, clear, inspiring): take the road to the future! + \- Call-to-action (engaging, motivating, simple): And share an image of you on these 1.000.000 meters and win an iPhone 12 to get you on the road. + \- Hashtag (clear, inspiring):#stc #theroadtothefuture #goingforward + + 3\.3 Web + \- Headline (inspiring, clear): take the road to the future. + \- Title: An exciting new tomorrow. + \- Body (clear, bold, inspiring, commited): We're using technology to connect people and enrich lives, creating a place where everyone can achieve their dreams, reach their hopes and realize their ambitions. + \- The road to progress. + \- That’s why we’ve built 1.000.000 meters of road. They link 194 mobile towers to create a modern, national digital network that will drive sustainable development. It's the road that connects your communities, boosts your businesses and deliver healthcare to your areas. + \- Look to the future. + \- We’re proud of creating future prosperity in our great country through the latest technology and want everyone to share it. + \- Call-to-action (motivating, engaging): Read more about how we are creating opportunities for you and your family, your neighbors and your colleagues at www.stc.com/theroadtothefuture. + \- And keep traveling with us into the future. +4. Government + + 4\.1 Newspapper ad + \- Headline (bold, clear): this is the road to the future. + \- Picture: \[\] + \- Body (commited, focused, engaging, clear): We’re proud to work with you towards achieving the ambitious Vision 2030 for our country. + \- Already, we’ve built 1.000.000 meters of road together, driving our country’s sustainable development with a modern, national digital network and creating opportunities for us all. + \- Let’s keep on working together for a bright future! + \- Call-to-action (committed): stc.com/theroadtothefuture. + + 4\.2 Social + \- Picture (innovative): \[\] + \- Body (simple, innovative): 1.000.000 meters of road that create new opportunities for us all. + \- Call-to-action (motivating, focused): Read more about the road ahead of us at www.stc.com/theroadtothefuture. + \- Hashtag (clear): #stc #roadtothefuture #proudpartners. + +##### Tone-of-Voice Checklist + + 1. Does your copy motivate, inspire, and put people into action? + 2. Do you use an active voice? + 3. Do you vary sentences (short/long, questions, exclamations, call-to-actions)? + 4. Are you focused and direct? + 5. Do you speak like your audience speaks? Personal and friendly? + 6. Is it free from jargon and corporate language? + 7. Do you use simple, conversational, everyday language? + 8. Do you keep it short, concise, and clear? + 9. Can your audience relate to your stories? +10. Do you use upbeat, vibrant, energetic language? +11. Is your tone positive and optimistic? +12. Does your copy sound bold and surprising without arrogance? +13. Is the language modern and up-to-date without being trendy? +14. Is your copy original and creative? +15. Do you push boundaries? +""", + "hierarchy": """#### stc Hierarchical Structure + +stc Group CEO: Olayan Mohammed Alwetaid (عليان محمد حمد الوتيد) +Head of Special Projects: Fahad Ibrahim Aljutaily + + 1. Group Chief Human Resources Offices: Ahmad Musfer Alghamdi (احمد مسفر صالح الغامدي) 1.1 HR Center of Excellence VP: Hani Wadatullah Alahdal (هاني وداعه الله حسن الاهدل) 1.2 HR Business Partner VP: Fahd Yanallah Alghamdi (فهد يعن الله عبدالله الغامدي) + 2. Group Chief Financial Officer: Ameen Fahad Alshiddi (امين فهد عبدالعزيز الشدي) 2.1 Corporate Finance VP: Ali Abdullah Alharbi (علي عبدالله حميد الحربي) 2.2 Financial Operation and Excellence VP: Bader Saleh Alanazi (بدر صالح راكان العنزي) 2.3 Investor Relations VP: Turki Abdullatif Al Ashaikh (تركي عبداللطيف عمر ال الشيخ) 2.4 Financial Reporting & Control VP: Omar Abdulaziz Alshabibi (عمر عبدالعزيز ناصر الشبيبي) + 3. Group Chief Regulatory and Compliance Officer: Amir Abdulaziz Algibreen (امير عبدالعزيز حمد الجبرين) 3.1 Compliance VP: Ahmad Sulaiman Almoushiqeh (احمد سليمان صالح المشيقح) 3.2 Regulatory Affairs VP: Sultan Salal Althobaiti (سلطان صلال سلطان الثبيتي) + 4. Group Chief Commercial Officer: Faisal Saeed Alsaber (فيصل سعيد عبدالله السابر) 4.1 Mobility Services VP: Bandar Mosalm Allehyani (بندر مسلم عاتق اللحياني) 4.2 Customer Lifecycle Management VP: Markus Markus Golder (ماركوس جولدير) 4.3 Corporate Relations VP: Mohammed Rashed Abaalkheil (محمد راشد محمد اباالخيل) 4.4 Fixed Services VP: Munif Nayef Bin Darwish (منيف نايف بندر بن درويش) 4.5 Commercial Strategy & Performance VP: Riyadh Hamdan Alonazi (رياض حمدان شريدة العنزي) 4.6 Growth Services VP: Turki Abdulaziz Al Naim (تركي عبدالعزيز عبدالله النعيم) 4.7 Commercial Business Operation VP: Yazeed Abdulaziz Alfaris (يزيد عبدالعزيز عبدالرحمن الفارس) + 5. Group Chief Technology Officer: Haithem Mohammed Alfaraj (هيثم محمد معجل الفرج) 5.1 Infrastructure VP: Bader Abdullah Allhieb (بدر عبدالله سليمان اللهيب) 5.2 Cybersecurity & Data Management VP: Mazen Dakel Alahmadi (مازن داخل عواد الاحمدي) 5.3 AI & Digital Solutions VP: Jamal Ahmed Alshahri (جمال احمد سعيد الشهري) 5.3.1 AI & Analytics CoE GM: Najwa Musfer Alghamdi (نجوى مسفر صالح الغامدي) 5.3.2 AI & Digital Solutions Excellence GM: Atheer Nasser Aloutish (اثير ناصر محمد العطيش) 5.3.3 Jawwy & WBU Technology GM: Ali Abdulrahman Altoyan (علي عبدالرحمن علي الطويان) 5.3.4 CBU Technology GM: Anas Abdulrahman Alsenaidy (أنس عبدالرحمن عبدالله السنيدي) 5.3.5 EBU Technology GM: Turki Abdulaziz Almushaiqah (تركي عبدالعزيز عبدالرحمن المشيقح) 5.3.6 Digital Platforms GM: Mohammed Ali Alnumair (محمد علي عبدالله النمير) 5.4 Service Excellence & Assurance (SEA) VP: Mohammed Motreb Albadrani (محمد مطرب صالح البدراني) 5.5 Technology Unit Excellence & Control VP: Saad Abdulaziz Alajlan (سعد عبدالعزيز ابراهيم العجلان) 5.6 Technology Strategy & Architecture (TSA) VP: Salih Ali Alsubai (صالح علي محمد الصبي) 5.7 IT Platforms VP: Tariq Saud Alhuzaimi (طارق سعود عبدالله الحزيمي) + 6. Group Chief New Markets Officer: Moaeed Huwaij Alsaloom (معيض هويج حيدر السلوم) 6.1 Portfolio Management VP: Abdulaziz Abdullah Alghamdi (عبدالعزيز عبدالله محمد الغامدي) 6.2 New Markets Strategy & Excellence VP: Mohammed Saleh Alkhushail (محمد صالح عامر آل خشيل) + 7. Group Chief Carrier & Wholesale: Mohammed Abdullah Alabbadi (محمد عبدالله حسن العبادي) 7.1 Carrier & Wholesale Business Operations VP: Mohammed Faiz Alamri (محمد فايز حسن العمري) 7.2 Carrier & Wholesale Marketing VP: Mohannad Mohammad Makki (مهند محمد حسين مكي) 7.3 Carrier & Wholesale Sales VP: Ziad Hamad Alhasson (زياد حمد عبدالكريم الحسون) + 8. Group Chief Business Officer: Riyadh Saeed Muawad (رياض سعيد صادق معوض) 8.1 Sales & Business Development 1 VP: Abdulaziz Mohammed Alhaider (عبدالعزيز محمد عبدالرحمن الحيدر) 8.2 Sales & Business Development 2 VP: Faisal Abdulaziz Albakri (فيصل عبدالعزيز آدم البكري) 8.3 Business Strategy & Performance VP: Fay Abdullah Alshaikh (في عبدالله حسن آل الشيخ) 8.4 Digital Solution VP: Saud Abdulaziz Alsheraihi (سعود عبدالعزيز عبدالله الشريهي) 8.5 Giga Accounts VP: Montazar Mutawakkal Muhalhal (منتظر متوكل عباس مهلهل) 8.6 Telecom & Business Operations VP: Yasser Zabin Alotaibi (ياسر زابن مناور العتيبي) + 9. Group Chief Strategy Officer: Abdullah Abdulrahman Alkanhl (عبدالله عبدالرحمن عبدالله الكنهل) 9.1 Corporate Planning & Performance VP: Abdullah Mohammed Alshahrani (عبدالله محمد مفرح الشهراني) 9.2 Corporate Customer Experience & Digital Transformation VP: Abdullah Saad M Albugami (عبدالله سعد محمد البقمي) +10. Group Chief Audit Officer: Abdullah Sail Alanizi (عبدالله صايل ماطر العنزي) 10.1 Business Audit VP: Saad Mohammed Alhamlan (سعد محمد ابراهيم الهملان) 10.2 Technology & Functional Audit VP: Alma Saeed Almoter (المع سعيد محمد آل مطير) +11. Group Chief Shared Services Officer: Emad Aoudah Alaoudah (عماد عوده عبدالله العوده) 11.1 Group Services VP: Abdulaziz Abdullah Alqatie (عبدالعزيز عبدالله عبدالعزيز القطعي) 11.2 SS Strategy Performance VP: Abdulaziz Saeed Alzahrani (عبدالعزيز سعيد عوضه الزهراني) 11.3 Supply Chain VP: Abdullah Mohsen Alowini +12. Group Chief of Staff: Ibrahim Saleh Alsuwail (ابراهيم صالح ابراهيم السويل) +13. Group Chief Legal and Risk Officer and General Counsel: Mathad Faisal Alajmi (معضد فيصل معضد العجمي) 13.1 Governance & Quality Management VP: Yazeed Brahim Alhammad (يزيد براهيم محمد الحماد) 13.2 Enterprise Risk Management VP: Bandar Abdulrahmaan Alkhaleel (بندر عبدالرحمن حسن الخليل) 13.3 Legal Affairs VP: Waleed Mohammed Alghosoon (وليد محمد صالح الغصون) +14. Group Chief Investment Officer: Motaz Ali Alangari (معتز علي عبدالرحمن العنقري) 14.1 M&A VP: Mohammed Abdullah Alharbi (محمد عبدالله خلوي الحربي) 14.2 Corporate Development VP: Suhail Salman Alfaris (سهيل سلمان فارس الفارس) + +#### Board of Directors + +Chairman of the Board of Directors: HRH Prince/ Mohammed K. A. Al-Faisal +Board Vice Chairman: Mr. Yazeed A. Al Humied +Board Members: + +1. H.E. Dr. Khaled H. Biyari +2. Mr. Ahmed Mohammed Al-Omran +3. Rania M. Nashar +4. Mr. Sanjay Kapoor +5. Mr. Arndt Rautenberg +6. Sara J. Al Suhaimi +7. Mr. Jameel A. Al Mulhem +8. Mr. Waleed I. Shukri +9. Dr. Ibrahim Saad Almojel +""", + "subsidaries": """#### stc group subsidiaries + + 1. stc Kuwait stc in Kuwait is a subsidiary of stc Group and Kuwaiti Shareholding Company that began operations in 2008. It successfully debuted on the Kuwait Stock Exchange in December 2014. 1.1 Product/Services: 1.1.1 Mobile connectivity 1.1.2 Fixed connectivity 1.1.3 Wholesale services (e.g., international connectivity, Roaming, etc.) 1.1.4 Data center & Cloud services 1.1.5 IoT 1.1.6 Managed services 1.1.7 Cybersecurity 1.2 Ownership: 51.8% 1.3 Creation: 2008 1.4 Countries of Operations: Kuwait + 2. stc Bahrain stc in Bahrain offers a range of digital solutions and products that actively promote digital transformation in Bahrain. It focuses on advancing the communication and technology sector and has established itself as the fastest-growing company in Bahrain. 2.1 Product/Services: 2.1.1 Mobile connectivity 2.1.2 Fixed connectivity 2.1.3 Wholesale services (e.g., international connectivity, Roaming, etc.) 2.1.4 Business connectivity services 2.1.5 Data center & Cloud services 2.1.6 IoT 2.1.7 Managed services 2.1.8 Cybersecurity 2.1.9 Financial services (stc pay, Bahrain) 2.1.10 InsurTech services 2.2 Ownership: 100% 2.3 Creation: 2009 2.4 Countries of Operation: Bahrain + 3. Channels by stc Channels by stc is a telecommunications sales and distribution company that operates across the Middle East. It is the primary partner for major telecommunication firms and offers a comprehensive range of services and sales distribution solutions. 3.1 Product/Services: 3.1.1 Sales and Distribution of consumer electronics 3.1.2 Last-mile delivery for e-commerce players 3.2 Ownership: 100% 3.3 Creation: 2008 3.4 Countries of Operation: Saudi Arabia, Kuwait, Oman, Egypt + 4. Solutions by stc Solutions by stc is a pioneering force in information technology services within the Kingdom, offering comprehensive, integrated solutions to facilitate the digital transformation of both public and private sectors. As an ICT services provider and a key enabler of digital transformation, Solutions plays a vital role in advancing Vision 2030's objectives. Positioned at the forefront of digitalization in the Kingdom and the region, Solutions' services 4.1 Products/Services: 4.1.1 System integration 4.1.2 BPO 4.1.3 Cloud services 4.1.4 IoT 4.1.5 Connectivity Services 4.1.6 Business Outsourcing & 4.1.7 Managed Services 4.1.8 Cybersecurity integration 4.1.9 Advanced connectivity such as SD-WAN 4.2 Ownership: 80% 4.3 Creation: 1995 4.4 Countries of Operation: Saudi Arabia, Kuwait, Egypt + 5. Sirar by stc Sirar offers advanced cybersecurity services and solutions that cater to the business sector. It provides services including protection against cyberattacks, advanced vulnerability detection, ensuring compliance with security controls. 5.1 Product/Services: 5.1.1 Cybersecurity Advisory 5.1.2 Data Privacy Advisory 5.1.3 Operational Resilience Advisory 5.1.4 Managed Security Services 5.1.5 Cybersecurity Integration 5.2 Ownership: 100% 5.3 Creation: 2020 5.4 Countries of Operation: Saudi Arabia, Bahrain, Kuwait + 6. Specialized by stc Specialized by stc is the executive arm of stc Group’s critical communications, which provides solutions and services for instant collective wireless communications for the business and government sectors. 6.1 Products/Services: 6.1.1 Next-gen push to talk (MCPTT) 6.1.2 Critical Alerting and Messaging Solution 6.1.3 Event Management Platform (EMP) 6.2 Ownership: 100% 6.3 Creation: 2001 6.4 Countries of Operation: Saudi Arabia + 7. STC Bank STC Bank is undergoing a strategic transformation to establish itself as the premier digital bank in the Kingdom. It has already achieved several critical milestones in its transformation program and is approaching its commercial launch to customers. 7.1 Product/Services: 7.1.1 Payments services 7.1.2 Digital debit cards 7.1.3 Transfers (local and international) 7.2 Ownership: 85% 7.3 Creation: 2017 7.4 Countries of Operations: Saudi Arabia and Bahrain + 8. sccc by stc sccc is a joint venture formed by stc Group and Alibaba Cloud. sccc is KSA's primary provider of cloud computing services and artificial intelligence-based big data processing solutions. 8.1 Products/Services: 8.1.1 Security 8.1.2 Compute 8.1.3 CDN & Network 8.1.4 Container 8.1.5 Media 8.1.6 Middleware 8.1.7 Database 8.1.8 Migration and O&M management 8.1.9 Analytics Computing 8.1.10 AI & Machine Learning 8.2 Ownership: 55% 8.3 Creation: 2022 8.4 Countries of Operation: Saudi Arabia + 9. Aqalat AQALAT, a real estate investment arm of the stc Group established in 2013, manages a vast portfolio of over 673 real estate assets spanning 18.7 million square meters. Among its notable projects is stc square in the King Abdulaziz Telecom Complex in Riyadh. 9.1 Products/Services: 9.1.1 Real estate projects 9.1.2 Facility Management & Property Management 9.2 Ownership: 100% 9.3 Creation: 2013 9.4 Countries of Operation: Saudi Arabia +10. center3 center3 is a subsidiary owned 100% by stc Group. It possesses the group’s infrastructure assets, which include data centers and submarine cables. The company contributes to the Kingdom’s Vision 2030 of becoming a digital hub linking three continents: Asia, Africa, and Europe. 10.1 Product/Services: 10.1.1 Collocation and whitespace 10.1.2 DC connect 10.1.3 Metro Connect 10.1.4 IT transit 10.1.5 Terrestrial/subsea capacity 10.1.6 Landing station interconnect 10.1.7 MPLS VPN 10.1.8 Direct internet access 10.1.9 Datacenter hosting services 10.1.10 Connectivity Services 10.1.11 Subsea Services 10.1.12 Internet Services 10.2 Ownership: 100% 10.3 Creation: 2022 10.4 Countries of Operation: Saudi Arabia, Kuwait, Bahrain +11. iot Squared IoT Squared, a joint venture between the stc Group and the PIF, was formed in 2022 to establish a model system for the IoT sector in the Middle East. 11.1 Product/Services: 11.1.1 Integrated solutions for Smart Cities and Mobility 11.1.2 Fleet Management 11.1.3 Intelligent warehouses 11.2 Ownership: 50% 11.3 Creation: 2022 11.4 Countries of Operation: Saudi Arabia, Bahrain, Kuwait +""", + "ai_strategy": """#### AI in stc + +##### AI Strategy + +Since 2016, stc has embarked on a transformative journey, implementing substantial measures to cultivate a robust internal AI ecosystem. + +**Timeline:** + + 1. <2014 a) EDW journey started in 2004. b) stc started to realize value in ~2012\. c) BI Strategy & Roadmap developed late 2014. + 2. 2015 a) BI Strategy endorsed by CEO. b) Analytics execution launched. + 3. 2016 a) Corp. Analytics sector created. b) ATTP Launched (~1\.5-year program) to consolidate IT & Corp. Analytics roadmaps. + 4. 2017 a) ATTP Concluded EoY. b) Insight Monetization Platform deployed at stcs. c) Major activities in Data Discrepancy concluded. + 5. 2018 a) TSA Digital Reference Architecture and DARE set Analytics ambitions. b) T&O crafted strategy with Analytics-focused theme. c) Activation of Data Governance (Data Quality Health Index, DG Policies). d) Set up Advanced Analytics unit (AI CoE) with significant ramp-up on delivery of 40+ internal & external use cases by a team with 80% fresh grads. + 6. 2019 a) T&O Strategy Data Driven Theme (4 Programs). b) stc won best operating model in Telco AI Summit Europe. + 7. 2020 a) Delivered COVID-19 insights for lockdown decisions. b) Concluded NVIDIA Partnership. + 8. 2021 a) Refreshed Data & AI infrastructure. b) Signed Ministry of Tourism monetization deal. + 9. 2022 a) Formulated CAD Data and AI strategy. b) Established Analytics Core to be dedicated to AI R&D. +10. 2023 a) Accelerated Internal AI program. b) Received industry recognition by Gartner. c) Initiated stc Brain initiative to accelerate the implementation of Gen AI in stc. + + ##### Infrastructure & Tech Enablement + +State-of-the-Art Infrastructure: Integrates an array of powerful technologies to streamline processes, enabling efficient management of vast datasets, conducting advanced analytics, and deriving actionable insights. This cohesive framework empowers users to drive decision-making across various domains with unprecedented speed and accuracy, facilitating transformative advancements in AI and machine learning capabilities. + +Analytics NorthStar: Data & analytics are becoming more important, so the system of insight needed to be drilled down. An aggressive analytics roadmap for the next five years caused a major shift. + +Business teams, functional units, technology enablers, and industry consultants conducted a comprehensive assessment across the organization. Analytics NorthStar was the start of a major transformation. + +Six programs make up NorthStar architecture initiatives created by stc TSA sector and owned by Analytics Enablement GD in CAD: + +1. Augment the Core: Modernizing enterprise data warehouse with decoupled architecture and advanced data storages to improve data storage and processing. +2. Modernize Data Platform: Enhancing and unifying data semantic layer and integrating stateful events with enterprise event broker that'll enable data services. +3. Improve Data Management: Introducing master data management, enhancing metadata management, and establishing governance mechanism for change management to capture source changes. +4. Data Lake First: Integrating batch data with enterprise data lake and all real-time/event streaming/CDC IT system data with enterprise event hub. +5. Rationalize Platforms: Consolidating enterprise data platforms with gradual ODS decommissioning and optimizing and standardizing BI tools use. +6. Rationalize Platforms: Consolidating enterprise data platforms with gradual ODS decommissioning and optimizing and standardizing BI tools use. + +##### Proprietary Data + +Huge data: 28.54 Petabyte is the estimated size of utilized proprietary data in stc’s data platforms collected in a period of only 6 months. + +This is more than what Congress Library has collected in its lifetime, which is estimated at 15.9 petabytes of texts, photographs, maps, audio, and video. + +The abundance of proprietary data opens up 200+ opportunities for the development of AI applications with unique selling points. + +These applications have the potential not only to enhance internal operations but also to generate substantial business growth through revenue increase and cost savings. + +##### Innovation + +Fostering innovation: Innovation stands as a cornerstone within stc’s AI Ecosystem, fostering a culture of continuous improvement and cutting-edge solutions. + +To enact innovation, stc worked with a rich landscape of AI innovation partners to propel forward by encouraging creative applications of AI that can redefine industry standards and establish new benchmarks for excellence: + +1. R&D: + - 1\.1 Kaust + - 1\.2 KSU--stc AI Chair (NLP & Cyber Models) + - 1\.3 KACST--Computer vision models + - 1\.4 محمد بن زايد للذكاء الاصطناعي +2. Government: + - 2\.1 هيئة تنمية البحث والتطوير والابتكار + - 2\.2 SDAIA + - Innovation Crowdsourcing + - 2\.3 Misk + - 2\.4 الهيئة السعودية للملكية الفكرية + - Patenting +3. Intel: + - 3\.1 GSMA--Ethics + +##### Talent & Skills + +Localizing AI Talents: stc has invested in nurturing local talents through the establishment of Specialized Development Program (SDP) track focused on data science, fostering a culture of innovation from within. + +This strategic initiative underscores stc's commitment to empowering its workforce, equipping them with the skills necessary to excel in the rapidly evolving tech landscape. + +SDP enrolled individuals: + +1. 55% Female and 45% Male. +2. 52% Bachelor's degree and 48% Post-grad. + +##### AI Governance + +Balancing Risks & Rewards: AI represents a new frontier, teeming with potential yet lacking comprehensive governance. Pioneers in this space may seize lucrative opportunities, yet they must tread cautiously. + +Failing to navigate the complexities of AI ethics and data integrity can affect an organization's reputation, outweighing any immediate advantage. For this reason, stc with 4 global operators, co-developed the GSMA AI Ethics Playbook. + +As a trailblazer, stc established itself as the first Saudi entity to issue industrial AI ethics guidelines, preceding the frameworks set by SDAIA. + +#### AI & Analytics CoE + +##### stc Brain + +stc Brain is stc's centralized, on-premise ecosystem for AI-intensive workloads. It serves as the compute foundation for all AI development, production, and research activities across stc. Built on GPU clusters and advanced orchestration systems, stc Brain provides a secure, scalable, and governed environment for model training, fine-tuning, evaluation, and deployment. It enables teams to run large-scale AI workloads efficiently, push agents (digital co-workers) to the workforce, while ensuring alignment with stc's internal governance, security, and Responsible AI standards. + +In short: stc Brain is the computational backbone that powers stc's AI productization and innovations from foundational model development to enterprise-grade deployments (e.g., ai core). + +stc is embedding AI into daily work to transform its workforce into a smarter, faster, and more agile—driving step-change improvements in operational efficiency. Through “stc Brain”, a multi-layered initiative, stc is unlocking the transformative power of Agentic AI to reimagine business processes, embed Responsible AI at scale, and accelerate innovation. + +###### Before stc Brain + +We relied on scattered local environments and external cloud solutions, each serving isolated use cases or teams. This fragmentation made it difficult to build a sustainable, sovereign, and compliant AI ecosystem, created tremendous technical debts, failed to scale up successful PoCs/MVPs, and prevented us from developing scalable, standardized solutions that could grow with our needs. + +###### With stc Brain + +We are moving to a unified on-premise cluster designed with orchestration, governance, and scalability at its core. +This new environment enables teams to: + +- Run large-scale AI training and inference workloads efficiently on shared GPU clusters. +- Ensure sovereignty, compliance, and cost transparency. +- Securely use stc's internal data for research and production in a compliant environment. +- Scale the cluster easily when demand or workloads increase. +- Standardize pipelines for development, evaluation, and deployment. + +###### The Strategic Value of stc Brain + +- Centralized Compute: Unifies all AI workloads under one governed, on-premise infrastructure. +- Cost & Utilization Optimization: Consolidates fragmented GPU resources into a shared, high-efficiency cluster that scales on demand. +- Sovereign Infrastructure: Enables stc to own and control its AI stack, reducing dependency on external cloud providers. +- Accelerated Innovation: Gives technical and research teams direct access to scalable GPU power for rapid experimentation. +- Data Sovereignty & Compliance: Ensures all workloads align with national data regulations and corporate governance standards. +- RAI & Quality Governance: Enforces Responsible AI principles, security standards, and deployment certifications across all assets. + +###### The Difference Between ai core and stc Brain + +- stc Brain is the AI ecosystem that provides the infrastructure, GPU clusters, orchestration systems, and governance needed to build, train, and host AI models securely and at scale. +- ai core is a platform built within the stc Brain ecosystem. ai core utilizes the models, compute power, and services hosted inside stc Brain to deliver AI-powered experiences such as co-workers, chat interfaces, and workflow automation tools to users across the organization. + +###### How Can We Get Started with stc Brain + +1. Access to stc Brain's capabilities is guided by AI use cases that are mapped to corresponding workloads, rather than direct GPU requests. +2. Each use case should address a real business or research need and it will be assessed to determine the most suitable workload type—whether model development, fine-tuning, evaluation, or deployment—and how it should be orchestrated within the stc Brain ecosystem. + +###### Development Approaches + +- Via AI CoE team (for innovation and assets creation). +- Via The relevant business tribe/AI Factory (for Business-as-usual use cases). +- Via Trusted Developers/third party. + +###### Value-Driven Costing Model + +To ensure fairness and sustainability, stc Brain adopts a value-driven costing model to ensure that every AI initiative is purpose-driven, governed responsibly, and executed efficiently. + +###### The role of AI CoE in stc Brain + +With the support of our colleagues in TU, we will: + +1. Plan and manage GPU cluster capacity, reliability, and lifecycle. +2. Ensure the application of RAI controls across all operations. +3. Assess and prioritize use cases, align them with appropriate workloads, and assign implementation to the right development party. +4. Deliver standardized tooling and templates for end-to-end AI workflows. +5. Maximize resource utilization and cost efficiency while providing transparent insights. +6. Develop tribal and partner capabilities through comprehensive enablement programs. + +###### The technical specifications of stc Brain + +- 88 H100 GPUs at Al Rawabi Data Center. +- 32 A100 GPUs at Almurslat Data Center. + +The infrastructure is designed as a GPU cluster with an orchestration layer on top to manage workloads, distributed training, scheduling, and multi-tenant governance across stc. + +###### Coming Soon + +- 4 H200 GPUs in Al Remal Data Center, in partnership with stc Solutions, ensuring high availability and distributed scalability across locations. +- Further expansion to public cloud environments is currently under consideration, once they are fully adherent to stc's data governance, cybersecurity, and sovereignty principles. + +###### stc Brain (Agentic AI stack) + +1. Responsible Layer + - RAI: Ensure a responsible Adoption of AI. + - AI policy. + - AI Guidelines. + - AI Governance Framework. + - Assets Registration and Certification. +2. Co-creation Layer + - Marketplace: Enable AI developers to build their customized solutions. + - No-Code AI Builder. + - AI Development Environment. + - Orchestration Platform. +3. Democratization Layer + **Enterprise Agentic AI**: + - ai core is stc’s enterprise Agentic AI platform designed to enhance productivity and automate knowledge-intensive tasks for the employees of stc. + - ai core is a secure, enterprise-grade agentic AI platform designed to enhance workplace productivity by integrating Cohere's advanced language models with robust search and automation capabilities, ai core empowers our teams to build, deploy, and scale Gen AI-powered Co-workers and search tools, tailored to our internal knowledge all within a secure, private environment. + - Key features include: + 1. Chat with AI: Get answers from a helpful AI assistant, summarize meeting transcripts, polish copy, access information from the web, draft and refine documents, from briefs and financial reports, to market research and sales pitches, while adhering to your style guide and formatting specs. + 2. Chat with documents: Transform the way you interact with information by chatting with your files and custom tools to get reliable answers grounded in your data. + 3. Create and customize agents: Create AI agents tailored for specific projects or tasks, and share them with team members. + + **Chat** + ai core delivers a conversational experience that accelerates your work. It allows for open-ended, context-aware conversations, meaning you can ask anything and receive detailed answers grounded in your uploaded data. + A core function is the chat interface that enables you to quickly get information, eliminating the need to manually sift through various files. + + Using chat, you can easily: + 1. Summarize information: Turn long-form materials, such as meeting transcripts, reports, or documents, into clear, concise summaries. + 2. Generate and refine content: Draft new content or refine existing copy, from a quick email to a polished report or presentation outline. + 3. Chat with documents: Ask questions and extract insights directly from uploaded documents. + 4. Analyze data: Uncover insights and visualize results using data from attached files. + 5. Chat Using Web Search: Activating the Web search capability allows the agent to access up-to-date information from the internet. This is particularly useful for questions about current events or topics and data that are not contained within your internal documents. + 6. Chat Using Data Interpreter: The Data interpreter is a powerful capability that utilizes the Python console and is designed for data analysis and computation. Once enabled, it allows the agent to execute code to perform a variety of tasks on your behalf. 6.1 Use this capability to: Perform complex calculations. Analyze data from uploaded files (e.g., csv, xlsx). Generate charts and visualizations based on data. + 7. Verifying Answers with Citations: To ensure responses are trustworthy and grounded in facts, ai core provides direct answers and shows you the exact evidence backing them up. This transparency allows you to instantly verify claims and dig deeper into the source material. 7.1 How Citations Appear and Work: Instead of a numbered marker, any statement in a response that is backed by a source is visually highlighted (e.g., rendered in bold and a different color). This makes it easy to see which parts of the response are directly supported by data. 7.2 When you click on the highlighted text: A pop-up window appears, displaying the source of the information. Inside the pop-up, you can review the snippet from the source that supports the claim (e.g., a page in a PDF). If multiple sources back up the statement, you can browse through all of them. To view the full document or webpage in its original context, simply click the source title in the pop-up, and it will open in a new tab. + 8. Conversation sharing: Chat sessions can be shared with other ai core users via a secure link. This allows you to collaborate or review. + + **AI Agent** + An agent is an AI-powered assistant designed to help users by processing natural language inputs (e.g., questions or prompts), retrieving information, automating tasks, and providing intelligent responses based on context. Agents may support users directly through chat interfaces or operate behind the scenes within automated workflows. + + There are two types of agents in ai core: + 1. Default agent: This is a ready-to-use agent that is available in ai core for each user. The default agent is private to you, cannot be shared with others. When you start a new conversation from the central chat bar on Home, it is with your default agent. + 2. Custom agent: This is a user-created agent often built for a specific task. Custom agents can be private or shared with specific users. To build a custom agent, you must select a model, enable tools to define the agent’s abilities (files, capabilities, custom instructions), and determine who can access it. + + Viewing the Agent’s Thinking Process: + Agents display their reasoning as a thinking trace, which is a series of steps taken to generate a response. Depending on the underlying model, these traces may be longer or shorter. This transparency helps you understand how the agent achieves its answer. + + How to View the Thinking Trace: + After the agent has responded, click the downward arrow next to "Response complete" to expand the full trace. This will display each step the agent took, making it easy to follow its decision-making process. + + **Functionalities/Tools Available in ai core** + 1. My files (Standard): Upload files directly from your device to ai core. These files can be used by agents in chats, connected to specific agents, and highlighted for prompts. Includes support for deletion, duplicate handling. (supports file uploads up to 50 MB) + 2. Web search (Premium/Token-Based): Search the web or scrape data from a URL directly within a chat. Useful for real-time information retrieval. Limitation: cannot access pages that require authentication. + 3. Data interpreter (Standard): A Python/Pyodide-based console for working with tabular data (CSV/Excel) from My files. Supports visualizing, reasoning, and analysis with libraries available in Pyodide. +4. Cognitive Layer + - State-of-the-Art Multilingual LLMs. + - Powerful Code Generation LLMs. + - Advanced Image Understanding and Generation. + - High-Fidelity Voice Recognition and Generation. + + a) Text and Image: + \- Command R. + \- Command Vision. + \- Compass. + \- Open AI OSS. + \- Command Vision. + \- Llama. + \- stc LLM. + + b) Voice: + \- stc ASR. + stc ASR automatically transcribes calls with rich Saudi dialects to text, reaching an accuracy of 92%. + LLMs are integrated to provide analytical insights on collective calls and create a digital co-worker for CX. + + c) Search: + \- Rerank. + \- Embed. +5. Power Layer + - 88 H100 GPUs Ecosystem: a) Capability to provision both training and inference needs. b) With orchestration layer embedded. c) Run AI as a service layer. + +###### stc brain Partnerships + +1. Nividia. +2. Hewlett Packard Enterprise. +3. Azure. +4. Google. +5. Cohere. +6. جامعة الملك عبدالله للعلوم والتقنية. +""", + "diversity_inclusion": """##### Diversity & Inclusion programs and initiatives + + 1. Women council: The women council aims to foster a supportive environment, increase engagement, empower women, and provide career growth and professional development opportunities through different initiatives and programs, all in alignment with Saudi Arabia's Vision 2030. + 2. Emerging leaders program: Aims to foster employees’ leadership and management skills in partnership with IMD, BTS, and MICHIGAN business school. + 3. Talent incubation program (TIP): It is a program concerned with attracting and developing the best fresh graduates in the market and enrolling them in an accelerated development program for 24 months to maximize their capabilities through 11 development tracks. + + 3\.1 Salary and Compensation + - Entry Basic Salary: 10,500 SAR for fresh graduates. + - Master's Degree Holders: Additional 500 SAR on basic salary for approved master's majors (stc core and emerging technology only). + - Corporate Bonus: Based on the latest Line Manager's evaluation. + - Performance Evaluation\*\*: If a TIP member lacks a performance rating for any of the 4 cycles, the TIP Program Manager evaluates based on Line Manager feedback. + - TIP Program Bonus: Eligible upon program completion, calculated as follows: + + | Final TIP Program Evaluation | Bonus Eligibility | + |------------------------------|-------------------| + | Leading | 100% | + | Performing | 75% | + | Developing | 50% | + | Needs Improvement | 0% | + - Targeted Segment Allocated TIP Program Bonus: 20,000 SAR for fresh graduates. The GCEO has the authority to change this bonus in compliance with HR strategic policy. + + 3\.2 Promotion and Salary Adjustment + - Promotion Eligibility: After completing 2 years, with sustained performance of "Developing" or above from Line Manager and Program Manager. + - Exceptional Promotion Cases: Decided by the Group Chief Human Resources Officer. + - Salary Adjustment: Every 6 months from the batch's start date, based on Line Manager evaluation: + + | Line Manager Evaluation | TIP Salary Adjustment Eligibility | + |-------------------------|-----------------------------------| + | Leading | 5% | + | Performing | 3% | + | Developing | 1% | + | Needs Improvement | 0% | + + 3\.3 Program Conclusion + - Normal Conclusion: Successful completion of all program requirements and activities with acceptable scores within the program duration. + - Abnormal Withdrawal, Resignation & Termination: Requires TIP Management Team approval for End of Employment (EOE) requests. + - Exclusion from Program: Participant may be excluded if unable to complete the program, defaults on activities, or exhibits unacceptable behavior (decision by TIP Management, Line Manager, and HRBP). + + 3\.4 Movement and Transfers + - Internal/External Transfer: Allowed after completing 6 months from appointment, if the transfer is in the first two months of the evaluation cycle, requires Talent Incubation Program Director approval. + - Transfer to Affiliated Company: TIP membership continues if the program is running in the targeted company. + + 3\.5 Leave and Training + - Annual Leave: Can be scheduled after probation period, unless conflicting with planned activities (e.g., training courses). + - Special Leaves: Emergence leave and sick leave >2 weeks require alignment with HRBP. + - Training Agreement: TIP members must sign a "Training Fees Agreement" before joining. They must serve stc for at least one year after any course. Resignation before completing one year post-training requires pro-rated repayment of training costs per stc’s Learning and Development policy. + + 3\.6 Program Graduation + - Milestone: Completion of 2 years, marking the end of the program. TIP members are equipped to commence work and demonstrate ROI from development and training. + 4. Specialist development program (SDP): Aims to prepare a group of experts and specialists from our employees in the technical and specialized fields by designing a career path to work on preparing, qualifying, and developing them. + 5. HIPO: High Potential Leadership Development Program (HiPo) is targeted for an exclusive group of employees with the purpose of accelerating their development and growth to GM-readiness ensuring a robust leadership pipeline in stc and its subsidiaries. HiPo Program training is up to three years requiring a high level of commitment and engagement from each HiPo participant empowering them to progress at least two levels or have the potential to take a GM or higher level in the stc group or subsidiary company. Key development components include formal classroom training modules conducted by internationally recognized universities, personalized coaching, Action Learning Projects (ALP), focused development workshops and similar other activities to enhance their executive readiness. + + 5\.1 Program Objectives: + Accelerating the development and growth opportuniBes of properly selected HiPo participants will ensure that stc and its subsidiaries have a robust leadership pipeline to meet future organizational objectives by: + - Developing organizational and personal capabilities as the core foundation in building, retaining and attracting talent for next level challenges. + - Developing strategic leadership talent to fulfill future critical business objectives. + - Fostering and sustaining organizational capabilities to drive value and plan for succession. + 6. Scholarship program: Aims to fulfill stc’s advanced skillset requirements via availing a set of options to enable its employees to pursue higher education. + 7. Job attachment program: Professional program that offers a work-related experience to stc group employees with top-notch partners and consultants. + 8. Career guide program: A program that facilitates and activates mentorship, coaching, and career counseling for all employees to ensure that our talents are well-guided towards finding their potential. + 9. Employee Experience index: A comprehensive framework designed to reinforce employee feedback and improve their overall experience in the organization from employees' voice and perspectives. +10. Collab: A platform for our innovators to share their ideas for new projects as well as investments. +11. An Initiative to Individuals with Visual Disabilities: stc introduced a tool aimed at enabling visually impaired individuals to enjoy matches. The tool features an interactive board with a sensor, allowing users to follow the ball's movement in real-time through their sense of touch. +12. Diversity & inclusion courses: It is a collection of courses that aim to foster an inclusive work environment and raise employees’ awareness about different aspects e.g.: sign language culture, D&I concept and its importance in business success. +""", +} \ No newline at end of file diff --git a/stc_knowledge_tool/server.py b/stc_knowledge_tool/server.py new file mode 100644 index 0000000..eefbec1 --- /dev/null +++ b/stc_knowledge_tool/server.py @@ -0,0 +1,111 @@ +from starlette.requests import Request +from starlette.responses import JSONResponse, PlainTextResponse + +from north_mcp_python_sdk import NorthMCPServer +from north_mcp_python_sdk.auth import get_authenticated_user + +from database import DATABASE + +# MCP server with operational endpoints for container orchestration +mcp = NorthMCPServer("MCP Server with K8s Endpoints", port=5222) + +@mcp.tool() +def fetch_knowledge(key: str) -> str: + """This tool retrieves official stc internal knowledge stored in a simple key–value format. Each key corresponds to a specific category of corporate information. + +You MUST call this tool whenever the user's request relies on or implies internal stc-specific knowledge, even if the user does not mention “stc” explicitly. +The tool should be used instead of general world knowledge whenever the query touches any of the domains covered by the available keys. + +## When to call the Tool +You must call the tool if any of the following are true: + - The user requests writing, editing, or generating any content (call the tool with the style key). + - The user assumes the assistant already knows stc-specific information or asks a question framed from an internal perspective (e.g., "What is our strategy?", “How do we communicate X?”). + - The user asks a question that cannot be correctly answered without internal stc facts, even if the need is implicit and not directly stated. + - The user asks about, references, or implies information tied to one of the keys (definitions, summaries, explanations, examples, guidance, etc.). + +Available Keys: + - strategy — stc's high-level strategic direction and priorities + - ai_strategy — stc’s AI vision, roadmap, and guiding principles + - style — communication guidelines for written communication like: email, messages, web page, branding marterials, end of year reports, etc. should be called then the user askes for writing or editing content, + - hierarchy — Reporting structure or organizational hierarchy + - subsidiaries — List of stc subsidiaries + - diversity_and_inclusion — DEI principles and commitments +""" + + return DATABASE.get(key, "Knowledge not found.") + + +@mcp.custom_route("/health", methods=["GET"]) +async def health_check(request: Request) -> PlainTextResponse: + """Kubernetes liveness probe endpoint - automatically bypasses authentication""" + return PlainTextResponse("OK") + + +@mcp.custom_route("/ready", methods=["GET"]) +async def readiness_check(request: Request) -> JSONResponse: + """Kubernetes readiness probe - checks if server is ready to accept traffic""" + # In a real implementation, you might check database connections, + # external service availability, etc. + return JSONResponse( + { + "status": "ready", + "server": "MCP Server with K8s Endpoints", + "checks": {"mcp_protocol": "ok", "tools_loaded": "ok"}, + } + ) + + +@mcp.custom_route("/metrics", methods=["GET"]) +async def metrics_endpoint(request: Request) -> PlainTextResponse: + """Prometheus metrics endpoint for monitoring""" + # In a real implementation, you would return actual Prometheus metrics + metrics = """# HELP mcp_requests_total Total number of MCP requests +# TYPE mcp_requests_total counter +mcp_requests_total 42 + +# HELP mcp_tools_total Number of available MCP tools +# TYPE mcp_tools_total gauge +mcp_tools_total 1 +""" + return PlainTextResponse(metrics, media_type="text/plain") + + +@mcp.custom_route("/status", methods=["GET"]) +async def status_check(request: Request) -> JSONResponse: + """General status endpoint for monitoring dashboards""" + try: + user = get_authenticated_user() + except Exception: + user = None + + # This endpoint works without auth but can show auth info if provided + status_data = { + "status": "running", + "server": "MCP Server with K8s Endpoints", + "version": "1.0.0", + "uptime_seconds": 3600, # In real implementation, track actual uptime + "authenticated_request": user is not None, + } + + if user: + status_data["user_email"] = user.email + status_data["available_connectors"] = list( + user.connector_access_tokens.keys() + ) + + return JSONResponse(status_data) + + +if __name__ == "__main__": + print("Starting MCP server with Kubernetes operational endpoints...") + print("\nOperational endpoints (no authentication required):") + print(" GET /health - Liveness probe for Kubernetes") + print(" GET /ready - Readiness probe for Kubernetes") + print(" GET /metrics - Prometheus metrics for monitoring") + print(" GET /status - General status for dashboards") + print("\nMCP protocol endpoints (authentication required):") + print(" POST /mcp - JSON-RPC MCP communication") + print(" GET /sse - Server-sent events for streaming") + print("\nPerfect for deployment in Kubernetes with proper health checks!") + + mcp.run(transport="streamable-http") \ No newline at end of file