Local capability, built through people
Industrial localization grows through skills, documented know-how and capable suppliers. SBM's development approach brings these elements together around high-voltage transformer manufacturing.
A workforce development plan
The project plan targets training for more than 350 Saudi and international personnel, combining classroom learning, practical work and longer-term development. These are planned training figures, not current employee numbers.
Practical training
A proposed training centre at the project site, with theory linked to hands-on manufacturing activities.
Structured learning
Planned classes of approximately 50 workers over 3โ6 months, with scope adapted to the role and technical discipline.
Long-term development
A proposed 3โ5 year on-the-job learning pathway to deepen operational, engineering and supervisory capability.
What localization should create
Engineering knowledge
A stronger local understanding of design requirements, manufacturing methods and quality controls.
Supplier capability
Progressive development of qualified local supply opportunities where technical and commercial requirements can be met.
Process ownership
Clear work instructions, practical competence and the ability to repeat controlled processes.
Industrial resilience
A broader base of specialist capability to support Saudi infrastructure and future regional opportunities.
Technology transfer in practice
Expert guidance and documentation are the starting point. The intended outcome is a team able to apply, validate and improve established methods through supervised practice and evidence.