Operational Excellence (OPEX)

Translating Strategy into Measurable Value

Alba’s Operational Excellence (OPEX) function played a central role in advancing the Company’s transformation agenda, embedding continuous improvement, digital enablement, and rigorous performance management across operations. OPEX focused on translating strategy into measurable outcomes - enhancing throughput, strengthening resilience, and accelerating value creation across the value chain.

OPEX initiatives were anchored in three strategic priorities:

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Throughput and quality
improvement driven by Lean
Six Sigma

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Actionable insights enabled
by advanced analytics

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Optimised and safer operations
through automation and
digital tools

Through disciplined execution of Lean Six Sigma and scaled deployment of AI, Alba delivered US$67.32 million in savings in 2025, exceeding the US$60 million target.

  • Quotes The true measure of
    operational excellence is
    simple: Are we creating
    sustainable value today
    while building a more
    competitive Alba for
    tomorrow? Quotes

    Ali Al Baqali, CEO

  • Industry 4.0 and AI Enablement Alba’s Industry 4.0 strategy follows a structured, multi-year AI readiness roadmap, progressing from foundational capability building to scalable digital autonomy. This phased approach ensures sustained adoption, measurable returns, and continuous innovation.
  • By 2025, the Company advanced execution through the e-Al Hassalah valuecreation programme, strengthened data and technology infrastructure, expanded smart-factory capabilities, and deepened collaboration with strategic partners. Looking ahead, Alba is transitioning toward a domainbased operating model to unlock additional value and support its ambition for Global Lighthouse recognition by 2026.
  • Enabling Scalable and Responsible Transformation To ensure sustainability and governance, Alba strengthened its digital operating backbone through:
    • A unified AI and Industry 4.0 framework for prioritisation, funding, and performance tracking
    • Targeted digital upskilling programmes to embed capabilities across the organisation

Industry 4.0 Projects

150

Total Number of
Industry 4.0 Projects

Capex

US$20m

9
11
9
11
Spent
Remaining

Savings

US$58m

23
35
23
35
Direct/Indirect
Return
Future expected

21.7%%

Industry 4.0 Trained
Employees

Status of Projects
Completed
43
WIP
58
Potential
42
Hold
7
Projects Size
Subjective assessment based on complexity, scale etc...
Small: 15%
Medium: 55%
Large: 29%
Projects by CXO
COO
0
0
CSO
0
29
CPO
0
17
CMO
0
17
CEO
0
15
CFO
0
11
CHRO
0
8
Project Status Distribution
Large Medium Small
Projects by Focus Area
Performance
0
48
Efficiency
0
27
Resources & Maintanance
0
23
Material & Logistics
0
19
Control & Assistance
0
13
Safety & Risk
0
12
Quality
0
8