MY FIRST OBJECTIVE IS FOROUR COUNTRY TO BE A
PIONEERING AND SUCCESSFULGLOBAL MODEL OF
EXCELLENCE, ON ALL FRONTS,
AND I WILL WORK WITH YOU TOACHIEVE THAT.
KING SALMAN BIN ABDULAZIZ AL SAUD
Custodian of the Two Holy MosquesFOREWORD

MOHAMMAD BIN SALMAN BINABDULAZIZ AL-SAUD
Chairman of the Council of Economic
and Development Affairs

IT IS MY PLEASURE
TO PRESENT SAUDIARABIA’S VISION
FOR THE FUTURE.
IT IS AN AMBITIOUS
YET ACHIEVABLE
BLUEPRINT, WHICH
EXPRESSES OUR
LONG-TERM GOALSAND EXPECTATIONSAND REFLECTS OUR
COUNTRY’S
STRENGTHS ANDCAPABILITIES6

All success stories start with a vision, and successful
visions are based on strong pillars.
The first pillar of our vision is our status as the heart of
the Arab and Islamic worlds. We recognize that Allah
the Almighty has bestowed on our lands a gift more
precious than oil. Our Kingdom is the Land of the Two
Holy Mosques, the most sacred sites on earth, and the
direction of the Kaaba (Qibla) to which more than abillion Muslims turn at prayer.
The second pillar of our vision is our determination to
become a global investment powerhouse. Our nation
holds strong investment capabilities, which we will
harness to stimulate our economy and diversify ourrevenues.
The third pillar is transforming our unique strategic
location into a global hub connecting three continents,
Asia, Europe and Africa. Our geographic position
between key global waterways, makes the Kingdom of
Saudi Arabia an epicenter of trade and the gateway to
the world.
Our country is rich in its natural resources. We are notdependent solely on oil for our energy needs. Gold,phosphate, uranium, and many other valuable minerals
are found beneath our lands. But our real wealth lies in
the ambition of our people and the potential of ouryounger generation. They are our nation’s pride and thearchitects of our future. We will never forget how, undertougher circumstances than today, our nation wasforged by collective determination when the late King
Abdulaziz Al-Saud – may Allah bless his soul – united
the Kingdom. Our people will amaze the world again.
We are confident about the Kingdom’s future. With all
the blessings Allah has bestowed on our nation, we
cannot help but be optimistic about the decades
ahead. We ponder what lies over the horizon rather
than worrying about what could be lost.
The future of the Kingdom, my dear brothers andsisters, is one of huge promise and great potential, Godwilling. Our precious country deserves the best.
Therefore, we will expand and further develop ourtalents and capacity. We will do our utmost to ensurethat Muslims from around the world can visit the Holy
Sites.
We are determined to reinforce and diversify thecapabilities of our economy, turning our key strengths
into enabling tools for a fully diversified future. As such,
we will transform Aramco from an oil producing
company into a global industrial conglomerate. We willtransform the Public Investment Fund into the world’s
largest sovereign wealth fund. We will encourage ourmajor corporations to expand across borders and taketheir rightful place in global markets. As we continue togive our army the best possible machinery andequipment, we plan to manufacture half of our militaryneeds within the Kingdom to create more job
opportunities for citizens and keep more resources inour country.
We will expand the variety of digital services to reduce
delays and cut tedious bureaucracy. We will immediately
adopt wide-ranging transparency and accountability
reforms and, through the body set up to measure theperformance of government agencies, hold themaccountable for any shortcomings. We will betransparent and open about our failures as well as our
successes, and will welcome ideas on how to improve.
All this comes from the directive of the Custodian of the
Two Holy Mosques, King Salman bin Abdulaziz Al-Saud,may Allah protect him, who ordered us to plan for a
future that fulfills your ambitions and your aspirations.
In line with his instructions, we will work tirelessly fromtoday to build a better tomorrow for you, your children,and your children’s children.
Our ambition is for the long term. It goes beyond

replenishing sources of income that have weakened orpreserving what we have already achieved. We aredetermined to build a thriving country in which all
citizens can fulfill their dreams, hopes and ambitions.
Therefore, we will not rest until our nation is a leader inproviding opportunities for all through education andtraining, and high quality services such as employment
initiatives, health, housing, and entertainment.
We commit ourselves to providing world-classgovernment services which effectively and efficiently
meet the needs of our citizens. Together we willcontinue building a better country, fulfilling our dreamof prosperity and unlocking the talent, potential, anddedication of our young men and women. We will notallow our country ever to be at the mercy of acommodity price volatility or external markets.
We have all the means to achieve our dreams andambitions. There are no excuses for us to stand still or
move backwards.
Our Vision is a strong, thriving, and stable Saudi Arabia
that provides opportunity for all. Our Vision is a tolerant
country with Islam as its constitution and moderation
as its method. We will welcome qualified individuals
from all over the world and will respect those who havecome to join our journey and our success.
We intend to provide better opportunities forpartnerships with the private sector through the threepillars: our position as the heart of the Arab and Islamic
worlds, our leading investment capabilities, and ourstrategic geographical position. We will improve thebusiness environment, so that our economy grows andflourishes, driving healthier employment opportunities
for citizens and long-term prosperity for all. This
promise is built on cooperation and on mutual
responsibility.
This is our “Saudi Arabia’s Vision for 2030.” We will begin
immediately delivering the overarching plans andprograms we have set out. Together, with the help of
Allah, we can strengthen the Kingdom of Saudi Arabia’s
position as a great nation in which we should all feel animmense pride.

7

OUR VISION8SAUDI ARABIATHE HEART OF THE
ARAB AND ISLAMICWORLDS,
THE INVESTMENT
POWERHOUSE, AND
THE HUBCONNECTING THREE
CONTINENTS

910INDEX12

INTRODUCTION

14A VIBRANT SOCIETY

16

A Vibrant Society.. with Strong Roots

22

A Vibrant Society.. with Fulfilling Lives

28

A Vibrant Society.. with Strong Foundations

34

A THRIVING ECONOMY36

A Thriving Economy.. Rewarding Opportunities

42

A Thriving Economy.. Investing for the Long-term

50

A Thriving Economy.. Open for Business

58

A Thriving Economy.. Leveraging its Unique Position

62

AN AMBITIOUS NATION

64

An Ambitious Nation.. Effectively Governed

72

An Ambitious Nation.. Responsibly Enabled78

HOW TO ACHIEVE OUR VISION?

11

INTRODUCTION

THE KINGDOM OF SAUDI ARABIA IS
BLESSED WITH MANY RICH ASSETS.
OUR GEOGRAPHIC, CULTURAL,
SOCIAL, DEMOGRAPHIC ANDECONOMIC ADVANTAGES HAVEENABLED US TO TAKE A LEADINGPOSITION IN THE WORLD12

To build the best future for our country, we have based
our Vision for the Kingdom of Saudi Arabia on threepillars that represent our unique competitive
advantages. Our status will enable us to build on ourleading role as the heart of Arab and Islamic worlds. At
the same time, we will use our investment power tocreate a more diverse and sustainable economy. Finally,
we will use our strategic location to build our role as anintegral driver of international trade and to connect
three continents: Africa, Asia and Europe.
Our Vision is built around three themes: a vibrantsociety, a thriving economy and an ambitious nation.
This first theme is vital to achieving the Vision and a strong
foundation for economic prosperity. We believe in theimportance of a vibrant society. Members of this society
live in accordance with the Islamic principle ofmoderation, are proud of their national identity andtheir ancient cultural heritage, enjoy a good life in a
beautiful environment, are protected by caring families
and are supported by an empowering social and healthcare system.
In the second theme, a thriving economy provides
opportunities for all by building an education systemaligned with market needs and creating economic
opportunities for the entrepreneur, the small enterprise
as well as the large corporation. Therefore, we willdevelop our investment tools to unlock our promising
economic sectors, diversify our economy and create job
opportunities. We will also grow our economy andimprove the quality of our services, by privatizing somegovernment services, improving the businessenvironment, attracting the finest talent and the best
investments globally, and leveraging our uniquestrategic location in connecting three continents.
Our nation is ambitious in what we want to achieve. We
will apply efficiency and responsibility at all levels. Our
third theme is built on an effective, transparent,
accountable, enabling and high-performing
government. We will also prepare the right environment
for our citizens, private sector and non-profit sector totake their responsibilities and take the initiative infacing challenges and seizing opportunities.
In each of these themes, we highlighted a selection ofcommitments and goals, as a reflection of our ambition
and a representation of what we aim to achieve. This
Vision will be the point of reference for our future
decisions, so that all future projects are aligned to its
content.
To clarify our next steps, we have already prepared theground and launched some executive programs at theCouncil of Economic and Development Affairs. We will
now launch a first portfolio of crucial programs with theaim to achieve our goals and honor our commitments.

13

1

A VIBRANTSOCIETY

14

15

A VIBRANT SOCIETY..

WITH STRONG ROOTSWE HAVE ENORMOUS UNTAPPEDOPPORTUNITIES AND A RICH BLENDOF NATURAL RESOURCES, BUT OURREAL WEALTH LIES IN OUR PEOPLE
AND OUR SOCIETY. WE TAKE PRIDE IN
WHAT MAKES OUR NATIONEXCEPTIONAL: OUR ISLAMIC FAITH
AND OUR NATIONAL UNITY. OUR
NATION IS THE CORE OF THE ARAB
AND ISLAMIC WORLDS AND

16

LIVINGBY ISLAMICVALUES

FOCUSING OUR EFFORTS
TO SERVE UMRAH
VISITORS

Islam and its teachings are our way of life. They are thebasis of all our laws, decisions, actions and goals.
Following Islam’s guidance on the values of hard-work,
dedication, and excellence, Prophet Mohammed, Peace
Be Upon Him, said: “That Allah loves us to master ourwork”.
Therefore, the principles of Islam will be the driving
force for us to realize our Vision. The values ofmoderation, tolerance, excellence, discipline, equity,and transparency will be the bedrock of our success.

Saudi Arabia has assumed a prominent place in the worldand has become synonymous with hospitality and a warm
welcome to all Muslims. As such, it has carved a special
place in the hearts of pilgrims and the faithful everywhere.
We have been given the privilege to serve the Two Holy
Mosques, the pilgrims and all visitors to the blessed holysites. In the last decade, the number of Umrah visitors
entering the country from abroad has tripled, reaching 8
million people. This is a noble responsibility. It requires us tospare no effort in seeking to offer pilgrims with all theyneed so we fulfil our duty to provide good hospitality to ourbrothers and sisters.
In this context, we have recently begun a third expansion to
the Two Holy Mosques, as well as modernizing andincreasing the capacities of our airports. We have launched
the Makkah Metro project to complement the railroad andtrain projects that will serve visitors to the Holy Mosques

REPRESENTS THE HEART OF ISLAM.
WE ARE CONFIDENT THAT, GOD
WILLING, WE WILL BUILD A BRIGHTER
FUTURE, ONE BASED ON THE
BEDROCK OF ISLAMIC PRINCIPLES.
WE WILL CONTINUE TO EXCEL INPERFORMING OUR DUTIES TOWARDSPILGRIMS TO THE FULLEST AND
PROMOTE OUR DEEP-ROOTEDNATIONAL IDENTITY
TAKING PRIDEIN OUR NATIONALIDENTITY
and holy sites. We have reinforced the network of ourtransport system to facilitate access and help pilgrims
perform their visits with greater ease and convenience.
At the same time, we will enrich pilgrims’ spiritual journeys
and cultural experiences while in the Kingdom. We will
establish more museums, prepare new tourist and historicalsites and cultural venues, and improve the pilgrimage
experience within the Kingdom.

We take immense pride in the historical and cultural legacyof our Saudi, Arab, and Islamic heritage. Our land was, andcontinues to be, known for its ancient civilizations and traderoutes at the crossroads of global trade. This heritage has
given our society the cultural richness and diversity it is
known for today. We recognize the importance of preserving
this sophisticated heritage in order to promote national
unity and consolidate true Islamic and Arab values.
We will endeavor to strengthen, preserve and highlight our national
identity so that it can guide the lives of future generations. We will
do so by keeping true to our national values and principles, as well
as by encouraging social development and upholding the Arabic
language. We will continue to work on the restoration of national,
Arab, Islamic and ancient cultural sites and strive to have themregistered internationally to make them accessible to everyone and,in the process, create cultural events and build world-classmuseums which will attract visitors from near and far. This will
create a living witness to our ancient heritage, showcasing our
prominent place in history and on the map of civilizations.

17A VIBRANT SOCIETY..

WITH STRONG ROOTS

18

AMONG OURGOALS BY

2030
To increase our capacity to welcome Umrah
visitors from 8 million to 30 million every year

Rise in the number of pilgrims from
8 million to 30 million pilgrims

To more than double the number of Saudi
heritage sites registered with UNESCO
Increase number of registeredarchaeological sites in UNESCO
from 4 to 8 the least

19

AMONG OURCOMMITMENTS..

20

THE HONOR TO SERVE THE
INCREASING NUMBER OF
UMRAH VISITORS IN THE
BEST WAY POSSIBLE
We are honored to attend to pilgrims and Umrah
visitors’ needs, fulfilling a role bestowed on us by Allah.
Our expansion of the Two Holy Mosques has led to a
tripling in the number of foreign Umrah visitors overthe last decade, reaching eight million in 2015.
By increasing the capacity and by improving the qualityof the services offered to Umrah visitors, we will, by
2020, make it possible for over 15 million Muslims per
year to perform Umrah and be completely satisfied
with their pilgrimage experience.
We will achieve this by improving visa application
procedures which will smooth the visa process with theaim of full automation. We will also further integrate
e-services into the pilgrims’ journey, which will enrich
the religious and cultural experience.
Both the public and private sectors will play a crucialrole in this project as we work to upgrade
accommodation, improve hospitality and launch newservices for pilgrims.

THE LARGEST ISLAMICMUSEUM
We have always taken – and will continue to take –great pride in our heritage. Mohammad, the Last ofProphets, Peace Be Upon Him, was from Makkah,
the birthplace of Islam. Medina is where the firstIslamic society was born.
We will build an Islamic museum in accordance withthe highest global standards, equipped with thelatest methods in collection, preservation,
presentation and documentation. It will be a major
landmark for our citizens and visitors, where they
will learn about the history of Islam, enjoy interactive
experiences and participate in cultural events.
Using modern technology, visitors to the museum
will take an immersive journey through the different
ages of Islamic civilization, as well as its science,scholars and culture.
It will also be an international hub for erudition andinclude a world-class library and research center.

21

A VIBRANT SOCIETY..

WITH FULFILLING LIVES

THE HAPPINESS AND FULFILLMENT
OF CITIZENS AND RESIDENTS IS
IMPORTANT TO US. THIS CAN ONLY
BE ACHIEVED THROUGH PROMOTINGPHYSICAL, PSYCHOLOGICAL AND
SOCIAL WELL-BEING. AT THE HEART

22

PROMOTINGCULTURE AND
ENTERTAINMENT

LIVING HEALTHY,BEING
HEALTHY

We consider culture and entertainment indispensable
to our quality of life. We are well aware that the culturaland entertainment opportunities currently available do
not reflect the rising aspirations of our citizens andresidents, nor are they in harmony with our prosperous
economy. It is why we will support the efforts ofregions, governorates, non-profit and private sectors toorganize cultural events. We intend to enhance the roleof government funds, while also attracting local andinternational investors, creating partnerships withinternational entertainment corporations. Land suitablefor cultural and entertainment projects will be provided
and talented writers, authors and directors will becarefully supported. We will seek to offer a variety ofcultural venues – such as libraries, arts and museums –as well as entertainment possibilities to suit tastes andpreferences. These projects will also contribute to our
economy and will result in the creation of many job
opportunities.

A healthy and balanced lifestyle is an essential mainstay
of a high quality of life. Yet opportunities for the regular
practice of sports have often been limited. This willchange. We intend to encourage widespread andregular participation in sports and athletic activities,
working in partnership with the private sector toestablish additional dedicated facilities and programs.
This will enable citizens and residents to engage in awide variety of sports and leisure pursuits. We aspire to
excel in sport and be among the leaders in selected
sports regionally and globally.

OF OUR VISION IS A SOCIETY IN
WHICH ALL ENJOY A GOOD QUALITY
OF LIFE, A HEALTHY LIFESTYLE AND
AN ATTRACTIVE LIVINGENVIRONMENTDEVELOPINGOUR
CITIES

ACHIEVINGENVIRONMENTALSUSTAINABILITY

Our cities already enjoy high levels of security anddevelopment. Despite the current turmoil in the region
and the wide expanse of our territories, our country
and citizens are safe and secure. Our cities are among
the safest in the world with annual crime rates that areless than 0.8 per 100,000 people, far below theinternational rate of 7.6. We will maintain our safety andsecurity by supporting ongoing efforts to fight drugs
abuse, as well as by adopting further measures toensure traffic safety, reduce traffic accidents andminimize their tragic consequences.
Our cities have grown significantly in recent decades; agrowth which has been accompanied by the steadydevelopment of their infrastructure. To ensure we cancontinue to enhance the quality of life for all and meetthe needs and requirements of our citizens, we willcontinue to ensure high quality services such as water,electricity, public transport and roads are properly
provided. Open and landscaped areas will also be
developed further, to meet the recreational needs ofindividuals and families.

By preserving our environment and natural resources,
we fulfill our Islamic, human and moral duties.
Preservation is also our responsibility to future
generations and essential to the quality of our daily
lives. We will seek to safeguard our environment by
increasing the efficiency of waste management,
establishing comprehensive recycling projects, reducing
all types of pollution and fighting desertification. We
will also promote the optimal use of our water resources
by reducing consumption and utilizing treated andrenewable water. We will direct our efforts towards
protecting and rehabilitating our beautiful beaches,natural reserves and islands, making them open to
everyone. We will seek the participation of the private
sector and government funds in these efforts.

23

A VIBRANT SOCIETY..

WITH FULFILLING LIVES

24

AMONG OURGOALS BY

2030
To have three Saudi cities be recognized in the top-ranked
100 cities in the world
Naming three Saudi cities
Among the top 100 cities
In terms of quality of life*

To increase household spending on cultural and entertainment activities
inside the Kingdom from the current level of 2.9% to 6%
Polarization of household spending on
culture And entertainment into the
kingdom to rise from % 2.9 to 6%

To increase the ratio of individuals exercising at least
once a week from 13% of population to 40%
Naming three Saudi cities
Among the top 100 cities
In terms of quality of life*

Increase percentage of sports
practitioners At least weekly from
13% to 40%

25

AMONG OURCOMMITMENTS..

26

“DAEM”
MEANINGFULENTERTAINMENT FOR
CITIZENS
We will increase the number and variety ofcultural and entertainment activities with theaim of opening dedicated venues to showcase
our citizens’ myriad talents. We will also review
our regulations to simplify the establishment andregistration of amateur, social and cultural clubs.
We will launch and provide the necessaryfinancial support for “Daem”, a national program
to enhance the quality of cultural activities andentertainment. The program will create a national
network of clubs, encourage the exchange ofknowledge and international experiences andpromote better awareness of a wide range ofhobbies and leisure activities.

By 2020, there will be more than 450 registeredand professionally organized amateur clubs
providing a variety of cultural activities andentertainment events.

27

A VIBRANT SOCIETY..

WITH STRONG FOUNDATIONSOUR GOAL IS TO PROMOTE AND
REINVIGORATE SOCIALDEVELOPMENT IN ORDER TO BUILD A
STRONG AND PRODUCTIVE SOCIETY.
WE WILL STRENGTHEN OUR FAMILIES,

28

CARING FOR
OUR FAMILIESDEVELOPING OUR
CHILDREN’S CHARACTER

Families are the key building block of a society,protecting it from social breakdown across generations,and acting as both its children’s sanctuary and the main
provider of their needs. One of the defining
characteristics of the Kingdom is its adherence toIslamic principles and values, together with the unityand extended family relations. Building on these key
characteristics, we will provide our families with all thenecessary support to take care of their children anddevelop their talents and abilities. In particular, wewant to deepen the participation of parents in the
education process, to help them develop their children’scharacters and talents so that they can contribute fully
to society. Families will also be encouraged to adopt aplanning culture, to plan carefully for their future andthe futures of their children.
We recognize each family’s aspiration to own a home
and the important role ownership plays in strengthening
family security. Even though 47 percent of Saudi
families already own their homes, we aim to increase
this rate by five percentage points by 2020. This would
be a substantial achievement given the high increase in
the number of new entrants to the housing market. We
will meet this target by introducing a number of laws
and regulations; encouraging the private sector tobuild houses; and providing funding, mortgage
solutions and ownership schemes that meet the needsof our citizens.

We intend to embed positive moral beliefs in ourchildren’s characters from an early age by reshaping
our academic and educational system. Schools,
working with families, will reinforce the fabric ofsociety by providing students with the compassion,
knowledge, and behaviors necessary for resilient andindependent characters to emerge. The focus will beon the fundamental values of initiative, persistence
and leadership, as well as social skills, cultural
knowledge and self-awareness. We will also promotecultural, social, volunteering and athletic activities
through empowering our educational, cultural andentertainment institutions.

PROVIDE THE EDUCATION THATBUILDS OUR CHILDREN’S
FUNDAMENTAL CHARACTERS ANDESTABLISH EMPOWERING HEALTHAND SOCIAL CARE SYSTEMSEMPOWERINGOUR SOCIETY

CARING FOR
OUR HEALTH

We will continue modernizing our social welfare system
to make it more efficient, empowering and just.
Subsidies for fuel, food, water and electricity will bebetter utilized by redirecting them towards those in
need. We will provide our most vulnerable citizens with
tailored care and support. Together with the private
sector and non-governmental organizations, we willoffer preparation and training to those unable to findemployment so they can smoothly join the workforce
whenever possible.

Our health care system has benefited from substantive
investment in recent decades. As a result, we now
have 2.2 hospital beds for every 1,000 people, worldclass medical specialists with average life expectancy
rising from 66 years to 74 years in the past three
decades. We are determined to optimize and better
utilize the capacity of our hospitals and health carecenters, and enhance the quality of our preventive
and therapeutic health care services.
The public sector will focus on promoting preventive
care, on reducing infectious diseases and inencouraging citizens to make use of primary care asa first step. It will deepen collaboration andintegration between health and social care, as well as
supporting families to provide home care whennecessary for their relatives. The public sector will
focus on its planning, regulatory and supervisory
roles in health care. We intend to provide our healthcare through public corporations both to enhance its
quality and to prepare for the benefits of privatizationin the longer term. We will work towards developing
private medical insurance to improve access to
medical services and reduce waiting times forappointments with specialists and consultants. Our
doctors will be given better training to improvetreatment for chronic diseases such as heart disease,diabetes and cancer that threaten our nation’s health.

29

A VIBRANT SOCIETY..

WITH STRONG FOUNDATIONS

30

AMONG OURGOALS BY

2030
To raise our position from 26 to 10 in the Social Capital index
Raise Social capital index fromposition 26 to position 10

To increase the average life expectancy from 74 years to 80 years
Increase the average of life
expectancy from 74 to 80 years

31AMONG OURCOMMITMENTS..

32

“IRTIQAA”
A MORE PROMINENT ROLE
FOR FAMILIES IN THE
EDUCATION OF THEIR
CHILDREN
The engagement of parents in their children’s
education is one of the main principles of success.
Our goal by 2020 is for 80 percent of parents to beengaged in school activities and the learning
process of their children.
We will launch the “Irtiqaa” program, which will measure
how effectively schools are engaging parents in theirchildren’s education. We will establish parent-led boards
in schools, to open discussion forums and further
engage with parents. Teachers will receive training toraise their awareness of the importance ofcommunicating with parents and equip them witheffective methods to do so successfully. We will alsocollaborate with private and non-profit sectors to offer
innovative educational programs and events that can
improve this academic partnership.

CORPORATIZATION:EFFICIENT AND HIGHQUALITY HEALTH CARE
Our goal is to enhance the standard and quality ofhealth care services. Our aim is a health care sector that
promotes competition and transparency amongproviders. This will enhance the capability, efficiency
and productivity of care and treatment and increase
the options available to our citizens.
To achieve this goal, we will introduce corporatization
into the sector by transferring the responsibility for
health care provision to a network of public companies
that compete both against each other and against theprivate sector. This will provide our citizens with thehighest quality of health care while, at the same time,allowing the government to focus on its legislative,
regulatory and supervisory roles. Corporatization shallalso promote and prioritize specialization in health careservices and enable citizens to choose their preferred
service provider.

33

2
A THRIVINGECONOMY34

35

A THRIVING ECONOMY..

REWARDING OPPORTUNITIESTHE SKILLS AND COMPETENCIES OF OUR
CHILDREN ARE ONE OF THE MOSTIMPORTANT AND CHERISHED ASSETS. TO
MAKE THE MOST OF THEIR POTENTIAL,
WE WILL BUILD A CULTURE THATREWARDS DETERMINATION, PROVIDESOPPORTUNITIES FOR ALL AND HELPSEVERYONE ACQUIRE THE NECESSARY

36

LEARNING
FOR
WORKINGBOOSTING OUR SMALL
BUSINESSES AND
PRODUCTIVE FAMILIES

We will continue investing in education and training sothat our young men and women are equipped for thejobs of the future. We want Saudi children, wherever
they live, to enjoy higher quality, multi-facetededucation. We will invest particularly in developing
early childhood education, refining our national
curriculum and training our teachers and educational
leaders.
We will also redouble efforts to ensure that theoutcomes of our education system are in line withmarket needs. We have launched the National Labor
Gateway (TAQAT), and we plan to establish sector
councils that will precisely determine the skills andknowledge required by each socio-economic sector. We
will also expand vocational training in order to drive
forward economic development. Our scholarship
opportunities will be steered towards prestigious
international universities and be awarded in the fields
that serve our national priorities. We will also focus on
innovation in advanced technologies andentrepreneurship.

Small and medium-sized enterprises (SMEs) are among
the most important agents of economic growth; theycreate jobs, support innovation and boost exports.
SMEs in the Kingdom are not yet major contributors to
our GDP, especially when compared to advanced
economies. Therefore, we will strive to create suitablejob opportunities for our citizens by supporting SME
entrepreneurship, privatization and investments in new
industries. To help us achieve this goal, we haveestablished the SME Authority and we will continue
encouraging our young entrepreneurs with businessfriendly regulations, easier access to funding,international partnerships and a greater share ofnational procurement and government bids.
Our productive families now enjoy vast marketing
opportunities through social media and digitalplatforms. We will facilitate access to these channels,
enable microfinance and motivate the non-profit sector
to build the capabilities of our productive families andfund their initiatives.

SKILLS TO ACHIEVE THEIR PERSONALGOALS. TO THIS END, WE WILLREINFORCE THE ABILITY OF OURECONOMY TO GENERATE DIVERSE JOBOPPORTUNITIES AND INSTITUTE A NEW
PARADIGM IN ATTRACTING GLOBALTALENTS AND QUALIFICATIONS.

PROVIDINGEQUALOPPORTUNITIESOur economy will provide opportunities for everyone - men andwomen, young and old - so they may contribute to the best of
their abilities. We will place a renewed emphasis on lifelong
training and we will seek to make the most of the potential of ourworkforce by encouraging a culture of high performance. These
efforts will be coordinated by the recently established Job
Creation and Anti-Unemployment Commission.
One of our most significant assets is our lively and vibrant youth. We will
guarantee their skills are developed and properly deployed. While manyother countries are concerned with aging populations, more than half of
the Saudi population is below the age of 25 years. We will take advantageof this demographic dividend by harnessing our youth’s energy and by
expanding entrepreneurship and enterprise opportunities.
Saudi women are yet another great asset. With over 50
percent of our university graduates being female, we willcontinue to develop their talents, invest in their productive
capabilities and enable them to strengthen their future andcontribute to the development of our society and economy.
We will also enable those of our people with disabilities toreceive the education and job opportunities that will ensure
their independence and integration as effective members ofsociety. They will be provided with all the facilities and tools
required to put them on the path to commercial success.

ATTRACTING THE
TALENTSWE NEED
Achieving our desired rate of economic growth will
require an environment that attracts the necessary
skills and capabilities both from within the Kingdom
and beyond our national borders. We will seek toimprove living and working conditions for non-Saudis,
by extending their ability to own real estate in certain
areas, improving the quality of life, permitting theestablishment of more private schools and adopting aneffective and simple system for issuing visas andresidence permits.
Our goal is to attract and retain the finest Saudi andforeign minds, and provide them with all they need.
Their presence in the Kingdom will contribute toeconomic development and attract additional
foreign investment.

37

A THRIVING ECONOMY..

REWARDING OPPORTUNITIES38

AMONG OURGOALS BY2030
To lower the rate of unemployment from 11.6% to 7%
Reducing theunemployment rate from
12% to the World rating
7%

To increase SME contribution to GDP from 20% to 35%
High input of Small andmedium facilities from
20% to 35% of GDP

To increase women’s participation in the workforce from 22% to 30%
Raise the percentage of
the Saudi women
employment rate from
12% to 40%

39

AN EDUCATION THATCONTRIBUTES TOECONOMIC GROWTH

AMONG OURCOMMITMENTS..

40

We will close the gap between the outputs of higher
education and the requirements of the job market. We
will also help our students make careful careerdecisions, while at the same time training them andfacilitating their transition between different
educational pathways. In the year 2030, we aim tohave at least five Saudi universities among the top 200
universities in international rankings. We shall help ourstudents achieve results above international averages
in global education indicators.
To this end, we will prepare a modern curriculum
focused on rigorous standards in literacy, numeracy,skills and character development. We will trackprogress and publish a sophisticated range ofeducation outcomes, showing year-on-year
improvements. We will work closely with the private
sector to ensure higher education outcomes are in linewith the requirements of job market. We will invest in
strategic partnerships with apprenticeship providers,
new skills councils from industry, and large privatecompanies. We will also work towards developing thejob specifications of every education field. Furthermore,

A BIGGER ROLE FOR SMALL
AND MEDIUM-SIZEDENTERPRISES
we will build a centralized student database tracking
students from early childhood through to K-12 andbeyond into tertiary education (higher and vocational)
in order to improve education planning, monitoring,evaluation, and outcomes.

Small and medium-sized enterprises (SMEs) contributeonly 20 percent of our GDP whereas, in advanced
economies, this contribution can reach up to 70 percent.
Despite the efforts made to improve the businessenvironment in the Kingdom, SMEs can still endure
unnecessarily slow and complex legal and administrative
procedures. They also struggle to attract the necessary
skills, capabilities and funding with financial institutions
providing no more than 5 percent of the overall funding- a far lower percentage than the global average. We will
strive to facilitate enhanced access to funding and toencourage our financial institutions to allocate up to 20
percent of overall funding to SMEs by 2030.
The recently established SME Authority plans to review
laws and regulations thoroughly, remove obstacles,
facilitate access to funding, and enable youth andentrepreneurs to market their ideas and products. At thesame time, we will establish additional new businessincubators, specialized training institutions and venture
capital funds. These will aid entrepreneurs in developing
their skills and networks. We will also support SMEs inmarketing and help export their products and services,by leveraging e-commerce and collaborating withinternational stakeholders.

41

A THRIVING ECONOMY..

INVESTING FOR THE LONG-TERM

DIVERSIFYING OUR ECONOMY IS VITALFOR ITS SUSTAINABILITY. ALTHOUGH OIL
AND GAS ARE ESSENTIAL PILLARS OFOUR ECONOMY, WE HAVE BEGUNEXPANDING OUR INVESTMENTS INTO
ADDITIONAL SECTORS,WE UNDERSTAND THAT THERE ARE
COMPLICATED CHALLENGES AHEAD BUT
WE HAVE LONG-TERM PLANS TO
OVERCOME THEM. IN THE PAST 25 YEARS,THE SAUDI ECONOMY HAS GROWN BY
AN ANNUAL AVERAGE RATE OF MORE
THAN 4 PERCENT, CONTRIBUTING TO
THE CREATION OF MILLIONS OF NEW
MAXIMIZINGOUR INVESTMENTCAPABILITIESThe ongoing privatization of state-owned assets, including
leading companies, property and other assets, will bring in
new and more diverse revenues for the Saudi government.
This will further enhance our financial resources andeconomic stability, which will be reinvested for long-term
impact.
We will develop further the sophistication of our investment
vehicles, particularly after transferring the ownership ofAramco to the Public Investment Fund, which will become42

the largest sovereign wealth fund in the world. We will
increase the efficiency of the fund’s management andimprove its return on investment, with the aim of diversifying
our government resources and our economy.
The Public Investment Fund will not compete with theprivate sector, but instead help unlock strategic sectors
requiring intensive capital inputs. This will contribute towards
developing entirely new economic sectors and establishing
durable national corporations.

JOBS, ALTHOUGH WE ARE ALREADYAMONG THE 20 LARGEST ECONOMIES IN
THE WORLD, OUR AMBITIONS ARE EVEN
GREATER. WE ASPIRE TO HAVE AN EVENHIGHER RANKING BY 2030, DESPITE THE
HEADWINDS OF THE GLOBAL ECONOMICSLOWDOWN AND THE EXPECTED IMPACTOF OUR STRUCTURAL ECONOMICREFORMS. THIS REQUIRES US TO INVEST
IN ALL OUR RESOURCES IN ORDER TO
DIVERSIFY THE ECONOMY, UNLEASH THE
CAPABILITIES OF OUR PROMISINGECONOMIC SECTORS AND PRIVATIZESOME GOVERNMENT SERVICES

Building on the Kingdom’s leading position and historic
alliances, we plan to enter long-term partnerships withneighboring and friendly countries for knowledge transfer
and trade.
Our Vision is to maximize our investment capabilities byparticipating in large international companies and emerging
technologies from around the world. This will ensure that we
become market makers in selected sectors, as well as a leader
in competitively managing assets, funding and investment.

All of this will require the formation of an advanced financial
and capital market open to the world, allowing greater
funding opportunities and stimulating economic growth. To
this end, we will continue facilitating access to investing andtrading in the stock markets. We will smooth the process oflisting private Saudi companies and state-owned enterprises,
including Aramco. This will require deepening liquidity in ourcapital markets, fortifying the role of the debt market andpaving the way for the derivatives market.

43

A THRIVING ECONOMY..
INVESTING FOR THE LONG-TERM

LAUNCHINGOUR PROMISINGSECTORSWe will support promising sectors and foster their successso that they become new pillars of our economy. In the
manufacturing sector, we will work towards localizing
renewable energy and industrial equipment sectors. In the
tourism and leisure sectors, we will create attractions thatare of the highest international standards, improve visa
issuance procedures for visitors, and prepare and develop
our historical and heritage sites. In technology, we will
increase our investments in, and lead, the digital economy.

44

In mining, we will furnish incentives for and benefit fromthe exploration of the Kingdom’s mineral resources.
At the same time as diversifying our economy, we willcontinue to localize the oil and gas sector. As well as
creating a new city dedicated to energy, we will double ourgas production, and construct a national gas distribution
network. We will also make use of our global leadershipand expertise in oil and petrochemicals to invest in thedevelopment of adjacent and supporting sectors.

PRIVATIZINGOUR GOVERNMENTSERVICES
Although we believe strongly in the important role of the private
sector, it currently contributes less than 40 percent of GDP. To
increase its long-term contribution to our economy, we will open
up new investment opportunities, facilitate investment, encourage
innovation and competition and remove all obstacles preventing
the private sector from playing a larger role in development.
We will continue to improve and reform our regulations, paving
the way for investors and the private sector to acquire and deliver

services - such as health care and education - that are currently
provided by the public sector. We will seek to shift the
government’s role from providing services to one that focuses onregulating and monitoring them and we will build the capability
to monitor this transition.
We will seek to increase private sector contribution by encouraging
investments, both local and international, in healthcare, municipal
services, housing, finance, energy and so forth.

45

A THRIVING ECONOMY..

INVESTING FOR THE LONG-TERM

46

AMONG OURGOALS BY

2030
To move from our current position as the 19th largest
economy in the world into the top 15

15

To increase the localization of oil and gas sectors from 40% to 75%

To increase the Public Investment Fund’s assets,from SAR 600 billion to over 7 trillion
Increase the value of
assets run by the
Public investment
fund to More than 7
trillion Saudi Riyal

47

LOCALIZEDDEFENSE INDUSTRIESAMONG OURCOMMITMENTS..

48

The benefits of localizing our own defense industries are notlimited to solely reducing military spending. It also stimulates
other industrial sectors such as industrial equipment,
communications and information technology, which in turncreates more job opportunities.
Although the Kingdom is the world’s third biggest militaryspender, only 2 percent of this spending is within our Kingdom.
The national defense industrial sector is limited to only sevencompanies and two research centers.
Our aim is to localize over 50 percent of military equipment
spending by 2030. We have already begun developing lesscomplex industries such as those providing spare parts, armoredvehicles and basic ammunition. We will expand this initiative tohigher value and more complex equipment such as military
aircraft. We will build an integrated national network of services
and supporting industries that will improve our self-sufficiency
and strengthen our defense exports, both regionally andinternationally.
Localization will be achieved through direct investments andstrategic partnerships with leading companies in this sector. Thesemoves will transfer knowledge and technology, and build national
expertise in the fields of manufacturing, maintenance, repair,research and development. We will also train our employees andestablish more specialized and integrated industrial complexes.

A MINING SECTORCONTRIBUTING TO THE
NATIONAL ECONOMY AT
FULL POTENTIAL
We have been blessed with rich mineral resources suchas aluminum, phosphate, gold, copper, uranium andother raw materials. Although the mining sector has
already undergone improvements to cater to the needsof our industries, its contribution to GDP has yet to meet
expectations. As such, we are determined to ensure it
reaches SAR 97 billion by 2020, creating 90,000 job
opportunities in the process.
We are planning a number of structural reforms, which
include stimulating private sector investments byintensifying exploration, building a comprehensive
database of the Kingdom’s resources, reviewing thelicensing procedures for extraction, investing ininfrastructure, developing funding methods andestablishing centers of excellence.
We will also form strategic international partnerships andraise the competitiveness and productivity of ournational companies. This will boost their contribution to
the sector’s growth, as well as to the localization ofknowledge and expertise.

A RENEWABLE
ENERGY MARKET
Even though we have an impressive natural potential forsolar and wind power, and our local energy consumption
will increase three fold by 2030, we still lack a competitive
renewable energy sector at present. To build up thesector, we have set ourselves an initial target ofgenerating 9.5 gigawatts of renewable energy. We will
also seek to localize a significant portion of the renewableenergy value chain in the Saudi economy, including
research and development, and manufacturing, among
other stages.
From inputs such as silica and petrochemicals, to theextensive expertise of our leading Saudi companies in
the production of different forms of energy, we have all
the raw ingredients for success. We will put this into
practice with the forthcoming launch of the King Salman
Renewable Energy Initiative. We will review the legal andregulatory framework that allows the private sector tobuy and invest in the renewable energy sector. To localize
the industry and produce the necessary skill-sets, we will
also encourage public-private partnerships. Finally, we
will guarantee the competitiveness of renewable energy
through the gradual liberalization of the fuels market.

49

A THRIVING ECONOMY..

OPEN FOR BUSINESSOPENING SAUDI ARABIA FURTHERFOR BUSINESS WILL BOOSTPRODUCTIVITY AND SMOOTH OURJOURNEY TO BECOME ONE OF THE
LARGEST ECONOMIES IN THE
WORLD. WE WILL IMPROVE OUR

50

IMPROVING
THE BUSINESSENVIRONMENTREHABILITATINGECONOMIC
CITIES

We will further pursue public-private partnerships, continue
to facilitate the flow of private investment and improve ourcompetitiveness. We will develop the necessary capabilities
to increase the quality and reliability of our services. We will
coordinate with legislative authorities to review current
regulations with the aim of improving the businessenvironment and enforcing contracts.
Where it exists in strategic locations, we will also capitalize on
the government’s reserves of real estate. We will allocate
prime areas within cities for educational institutions, retailand entertainment centers, large areas along our coasts will
be dedicated to tourist projects and appropriate lands will beallocated for industrial projects.
We will enable banks and other financial institutions to adapt
their financial products and services to the needs of eachsector, ranging from large project capital funding to shortterm working capital for small businesses. We will also
facilitate and expedite licensing procedures based on our
national economic priorities. We will apply international legal
and commercial regulations strictly and create a businessenvironment conducive to long-term investment.
We will strive to facilitate the movement of people andgoods, and to simplify customs procedures at our ports.
As a result, we will create an environment attractive to both
local and foreign investors, and earn their confidence in theresilience and potential of our national economy.

We are aware that the economic cities of the last
decade did not realize their potential. Work has halted
in several cities, and others face challenges thatthreaten their viability.
We have worked in cooperation with Aramco torestructure Jizan Economic City. We will strive to salvage
other economic cities, especially those with comparativeadvantages. To achieve this, we will work with thecompanies owning those cities to revamp them andtransfer vital facilities. This effort will depend on thereadiness of these companies to work with thegovernment. Our aim is for these cities to contribute in
the development of the economy and to attract quality
investments as well as local and international talent, all
kept in line with our national priorities.

BUSINESS ENVIRONMENT,RESTRUCTURE OUR ECONOMIC
CITIES, CREATE SPECIAL ZONES AND
DEREGULATE THE ENERGY MARKET
TO MAKE IT MORE COMPETITIVEESTABLISHINGSPECIALZONES

INCREASING THE
COMPETITIVENESS OF OURENERGY SECTOR

We will create special zones in exceptional andcompetitive locations. We shall take into account thecomparative advantages of the Kingdom’s different
regions, assess their feasibility for promising sectors,
and then establish special zones, such as logistic,
tourist, industrial and financial ones. Special commercial
regulations to boost investment possibilities anddiversify government revenues will be applied to thesezones.

We plan to raise the efficiency of the government’s support
system and make the best use of its benefits by redirecting it
and targeting eligible citizens and economic sectors. For
example, we understand that providing subsidies with noclear eligibility criteria is a substantial obstacle to the energy
sector’s competitiveness. Free market prices shall, in the longterm, stimulate productivity and competitiveness among
utility companies and open the door to investment anddiversification of the energy mix in the Kingdom. We will alsoseek to set clear subsidy criteria based on the maturity of
economic sectors, their ability to compete locally andinternationally and their actual need for subsidies, without
endangering promising and strategic sectors.

51

A THRIVING ECONOMY..

OPEN FOR BUSINESS

52

AMONG OURGOALS BY

2030
To rise from our current position of 25 to the top 10 countries on the
Global Competitiveness Index

10

To increase foreign direct investment from 3.8% to theinternational level of 5.7% of GDP

To increase the private sector’s contribution from 40% to 65% of GDP
Having the contributionof the private sector
reach from 40% to 60%of the total local
production

53

AMONG OURCOMMITMENTS..

54

A RESTRUCTURED KINGABDULLAH FINANCIAL
DISTRICTIn the last decade, works started at the King Abdullah
Financial District, without consideration of its economic
feasibility. The objective was to prepare the land inorder to allow the business and financial communities
to invest and build real estate. When this objective was
not reached, the government decided back then todevelop and rent the real estate. Challenges were
deepened by the development of the real estate projectin one single phase, which caused a significant increasein construction costs and several delays in delivery. This
resulted in large oversupply of commercial space forthe years to come. Without any dramatic shift indirection, renting the three million square meters of
built-up areas at reasonable prices, or even achieving
decent occupancy ravtes, will be very challenging.
With this in mind, we have reviewed the economic
feasibility of and designed a new fundamental strategy
for the district in order to increase the chances of
profitability and success. We will seek to transform the
district into a special zone that has competitive
regulations and procedures, with visa exemptions, anddirectly connected to the King Khaled International
Airport.

We will also seek to repurpose some of the built-up
areas and change the real estate mix, increasing theallocation for residential accommodation, services andhospitality areas. We will seek to build and create an
integrated and attractive living and working
environment. The district will be the headquarters of
the Public Investment Fund, the largest sovereign
wealth fund, which will contribute to creating anenvironment attractive to financial, investment andother corporations.

55AMONG OUR COMMITMENTS..

56

A FLOURISHINGRETAIL SECTORA DEVELOPED DIGITALINFRASTRUCTURE

Over the past decade, the retail sector achieved anannual growth rate in excess of 10 percent. It currently
employs 1.5 million workers, of which only 0.3 million
are Saudis. Traditional retail also still dominates 50
percent of the market in the Kingdom compared to 20
percent in a number of countries in the Gulf Cooperation
Council (GCC), with our retail market suffering fromlimited penetration of modern trade and e-commerce.
We aim to provide job opportunities for an additional
million Saudis by 2020 in a growing retail sector that
attracts modern, local, regional, and international
brands across all regions of the country. We also aim toincrease the contribution of modern trade ande-commerce to 80 percent of the retail sector by 2020.
This will be achieved by attracting both regional andinternational retail investors and by easing restrictions
on ownership and foreign investment.
To this end, we will facilitate local and regional flow ofgoods and develop necessary sectoral regulations. We
will also increase financing of small retail enterprises tostimulate their growth and development.

A sophisticated digital infrastructure is integral totoday’s advanced industrial activities. It attracts
investors and enhances the fundamental
competitiveness of the Saudi economy.
We will partner with the private sector to develop thetelecommunications and information technology
infrastructure, especially high-speed broadband,
expanding its coverage and capacity within and aroundcities and improving its quality. Our specific goal is toexceed 90 percent housing coverage in densely
populated cities and 66 percent in other urban zones.
We will also develop building standards to facilitate theextension of broadband networks.
We will strengthen the governance of digitaltransformation through a national council. Additionally,
we will improve our regulations and establish aneffective partnership with telecom operators to better
develop this critical infrastructure. We will also support
local investments in the telecommunications andinformation technology sectors.

57

A THRIVING ECONOMY..

LEVERAGING ITS UNIQUE POSITIONSAUDI ARABIA IS RIGHT AT THE
CROSSROADS OF IMPORTANT
INTERNATIONAL TRADE ROUTES,BETWEEN THREE CONTINENTS: ASIA,EUROPE AND AFRICA. WE WILL
THEREFORE MAXIMIZE THE BENEFITSFROM OUR EXCEPTIONAL AND
STRATEGIC GEOGRAPHIC POSITION,
AGREE NEW STRATEGICPARTNERSHIPS TO GROW OUR

58

BUILDING A UNIQUEREGIONAL
LOGISTICAL HUB

INTEGRATINGREGIONALLY AND
INTERNATIONALLY

We have already invested heavily in the construction ofports, railways, roads and airports. To take full advantageof these investments, we plan to work with the private
sector and enter into a new series of international
partnerships to complete, improve and link our
infrastructure internally and across borders. We will also
unlock our “hard” infrastructure with systems that candrive higher performance, including more rigorous
governance, leaner processes and a more efficientcustoms system. We will improve and implement
existing laws and regulations. Air, maritime, and othertransport operators will be encouraged to make themost of their capacity: achieving durable links between
existing trade hubs, as well as opening new traderoutes. This will reinforce our position as a distinctive
logistical gateway to the three continents.

With a GDP of SAR 2.4 trillion, our economy isalready the largest in the Middle East. We enjoy
close economic ties with the Gulf Cooperation
Council and other Arab countries, as well as
constructive relations with Islamic and foreigncountries. We will seek to establish new business
partnerships and facilitate a smoother flow ofgoods, people and capital.
Among our top priorities is to fortify and extend ourinterconnectivity and economic integration withother Gulf Cooperation Council countries. We will
strive to complete the process of implementing the
GCC common market, unifying customs, economic
and legal policies, and constructing shared road andrailway networks.
We will seek to effectively link with other countries
in the region, through enhanced logistics services

ECONOMY AND HELP SAUDICOMPANIES TO INCREASE EXPORTS
OF THEIR PRODUCTS. WE WILL
LEVERAGE THE CLOSE PROXIMITY OF
ENERGY SOURCES AND OURDISTINCTIVE LOGISTICAL OFFER TOSTIMULATE A NEW PHASE OF
INDUSTRIALIZATION AND TO
CATALYZE EXPORTS AND RE-EXPORTS

SUPPORTING
OUR NATIONAL
COMPANIES
and new cross-border infrastructure projects,
including land transport projects with Africa
through Egypt. Logistical and trade exchanges will
be streamlined, further cementing our pre-eminent
position as a major trade hub.

Rather than competing generically across the board,
we will concentrate on our comparative advantages,
national strengths and the areas that will assure
leadership status. Initially, our priority will be to fully
support major national companies, which have alreadygained a leading market share, by promoting theirproducts and services regionally and globally, especiallyin the fields of oil, petrochemicals, banking,telecommunications, food, health care, and retail. We
will also seek to support Saudi companies withpromising growth opportunities so they develop into
new regional and global leaders. Finally, we will fully
support our national industries, assisting them tomarket themselves abroad and to export their products.

59

A THRIVING ECONOMY..

LEVERAGING ITS UNIQUE POSITION

60

AMONG OURGOALS BY

2030
To raise our global ranking in the Logistics Performance Index
from 49 to 25 and ensure the Kingdom is a regional leader

52

To raise the share of non-oil exports in non-oil GDP from 16% to 50%

61

3
AN AMBITIOUS
NATION62

63

AN AMBITIOUS NATION..

EFFECTIVELY GOVERNEDTHE ROLES AND REQUIREMENTS OF
GOVERNMENT HAVE GROWNSIGNIFICANTLY SINCE THE KINGDOMOF SAUDI ARABIA’S FOUNDING.
GOVERNMENT - ANY GOVERNMENT NEEDS TO EVOLVE AND IMPROVECONTINUOUSLY, IF ONLY TO KEEP
PACE WITH RISING EXPECTATIONSAND NEW CHALLENGES. THISREQUIRES US TO MEET HIGH
STANDARDS OF TRANSPARENCY AND
ACCOUNTABILITY. WE ARE
COMMITTED TO MANAGING OURFINANCES EFFICIENTLY AND
EFFECTIVELY, AND TO CREATINGAGILE PUBLIC ORGANIZATIONS AND
TO TRACKING BOTH THEIR OWNPERFORMANCE AND THAT OF THE
GOVERNMENT OVERALL64

EMBRACING
TRANSPARENCYǩǱ ǿǴǭǸǸ ǴǭȂǱ ȆǱǾǻ ȀǻǸǱǾǭǺǯǱ ǲǻǾ ǭǸǸ ǸǱȂǱǸǿ ǻǲǯǻǾǾȁǼȀǵǻǺ˙ȃǴǱȀǴǱǾǭǰǹǵǺǵǿȀǾǭȀǵȂǱǻǾǲǵǺǭǺǯǵǭǸ˘ǩǱȃǵǸǸǭǰǻǼȀ ǸǱǭǰǵǺǳ ǵǺȀǱǾǺǭȀǵǻǺǭǸ ǿȀǭǺǰǭǾǰǿ ǭǺǰǭǰǹǵǺǵǿȀǾǭȀǵȂǱǼǾǭǯȀǵǯǱǿ˙ǴǱǸǼǵǺǳȁǿǾǱǭǯǴȀǴǱǴǵǳǴǱǿȀǸǱȂǱǸǿ ǻǲ ȀǾǭǺǿǼǭǾǱǺǯȅ ǭǺǰ ǳǻȂǱǾǺǭǺǯǱ ǵǺ ǭǸǸ ǿǱǯȀǻǾǿ˘ǩǱ ȃǵǸǸ ǿǱȀ ǭǺǰ ȁǼǴǻǸǰ ǴǵǳǴ ǿȀǭǺǰǭǾǰǿ ǻǲǭǯǯǻȁǺȀǭǮǵǸǵȀȅ˘ ǡȁǾ ǳǻǭǸǿ˙ ǼǸǭǺǿ ǭǺǰ ǼǱǾǲǻǾǹǭǺǯǱǵǺǰǵǯǭȀǻǾǿ ȃǵǸǸ ǮǱ ǼȁǮǸǵǿǴǱǰ ǿǻ ȀǴǭȀ ǼǾǻǳǾǱǿǿ ǭǺǰǰǱǸǵȂǱǾȅǯǭǺǮǱǼȁǮǸǵǯǸȅǹǻǺǵȀǻǾǱǰ˘ǦǾǭǺǿǼǭǾǱǺǯȅȃǵǸǸǮǱǮǻǻǿȀǱǰǭǺǰǰǱǸǭȅǿǾǱǰȁǯǱǰǮȅǱȄǼǭǺǰǵǺǳǻǺǸǵǺǱǿǱǾȂǵǯǱǿ ǭǺǰ ǵǹǼǾǻȂǵǺǳ ȀǴǱǵǾ ǳǻȂǱǾǺǭǺǯǱ ǿȀǭǺǰǭǾǰǿ˙ȃǵȀǴ ȀǴǱ ǭǵǹ ǻǲ ǮǱǯǻǹǵǺǳ ǭ ǳǸǻǮǭǸ ǸǱǭǰǱǾ ǵǺ Ǳ˭ǳǻȂǱǾǺǹǱǺȀ˘
PROTECTINGOUR VITAL RESOURCES
We will continue to build safe and sufficient
strategic food reserves, to better guard against
emergencies. Aquaculture will be promoted, as
will strategic partnerships with countries
blessed with natural resources such as fertile
soil and water reserves. In Saudi Arabia, the use ofwater in agriculture will be prioritized for thoseareas with natural and renewable water sources. We
will also continue to collaborate with consumers, food
manufacturers and distributors to reduce any
resource wastage.

WITH AGILIǩǱ ȃǵǸǸ ǰǱǱǼǱǺ ǯǻǹǹȁǺǵǯǭȀǵǻǺ ǯǴǭǺǺǱǸǿ ǮǱȀȃǱǱǺǳǻȂǱǾǺǹǱǺȀ ǭǳǱǺǯǵǱǿ ǻǺ ǻǺǱ ǴǭǺǰ ǭǺǰ ǯǵȀǵȆǱǺǿ ǭǺǰȀǴǱ ǼǾǵȂǭȀǱ ǿǱǯȀǻǾ ǻǺ ȀǴǱ ǻȀǴǱǾ˘ ǩǱ ǿǴǭǸǸ ǲǭǯǵǸǵȀǭȀǱǵǺȀǱǾǭǯȀǵȂǱ˙ ǻǺǸǵǺǱ ǭǺǰ ǿǹǭǾȀ ǱǺǳǭǳǱǹǱǺȀ ǹǱȀǴǻǰǿǭǺǰ ȃǭȅǿ Ȁǻ ǸǵǿȀǱǺ Ȁǻ ǯǵȀǵȆǱǺǿˤ ȂǵǱȃǿ˙ ǭǺǰ Ȁǻ ǴǱǭǾ ǭǸǸǵǺǿǵǳǴȀǿ ǭǺǰ ǼǱǾǿǼǱǯȀǵȂǱǿ˘ ǩǱ ȃǵǸǸ ǱǺǯǻȁǾǭǳǱǳǻȂǱǾǺǹǱǺȀ ǭǳǱǺǯǵǱǿ Ȁǻ ǵǹǼǾǻȂǱ ȀǴǱ ǽȁǭǸǵȀȅ ǻǲ ȀǴǱǵǾǿǱǾȂǵǯǱǿ˙ ǭǺǰ Ȁǻ ǹǱǱȀ ȀǴǱ ǺǱǱǰǿ ǻǲ ǱȂǱǾȅ ǯǵȀǵȆǱǺ˘ ǩǱȃǭǺȀȀǻǳǵȂǱǱȂǱǾȅǻǺǱȀǴǱǻǼǼǻǾȀȁǺǵȀȅ ȀǻǴǭȂǱȀǴǱǵǾǿǭȅǿǻȀǴǭȀȀǴǱǳǻȂǱǾǺǹǱǺȀǯǭǺǿǱǾȂǱȀǴǱǹǮǱȀȀǱǾǭǺǰǹǱǱȀȀǴǱǵǾǭǿǼǵǾǭȀǵǻǺǿ˘ǡȁǾ ǯǻǹǹǵȀǹǱǺȀ ǵǿ ǯǸǱǭǾ˚ ȀǴǱǾǱ ȃǵǸǸ ǮǱ Ǻǻ ȀǭȄǱǿ ǻǺǯǵȀǵȆǱǺǿˤ ǵǺǯǻǹǱ ǻǾ ȃǱǭǸȀǴ˙ ǺǻǾ ǻǺ Ǯǭǿǵǯ ǳǻǻǰǿ˘ ǩǱǿǴǭǸǸǼǾȁǰǱǺȀǸȅǭǺǰǱǲǲǵǯǵǱǺȀǸȅǮǭǸǭǺǯǱǻȁǾǮȁǰǳǱȀ˙ǭǿȃǱǸǸ ǭǿ ǰǵȂǱǾǿǵǲȅ ǭǺǰ ǹǭȄǵǹǵȆǱ ǻȁǾ ǾǱȂǱǺȁǱ ǿǻȁǾǯǱǿ˘ǡȁǾǳǻǭǸǵǿȀǻǷǱǱǼǼǾǵǯǱǿǿȀǭǮǸǱǻȂǱǾȀǴǱǸǻǺǳȀǱǾǹ˙ǭǺǰ ǳǵȂǱ ǥǭȁǰǵ ǯǵȀǵȆǱǺǿ ǳǾǱǭȀǱǾ ǱǯǻǺǻǹǵǯ ǿǱǯȁǾǵȀȅ˘ ǛǺȀǴǱǼȁǮǸǵǯǿǱǯȀǻǾ˙ȃǱȃǵǸǸǿǱǱǷȀǻǱǸǵǹǵǺǭȀǱȃǭǿȀǱǭǺǰǯǻǺȀǵǺȁǱȀǻǹǭǷǱǿǼǱǺǰǵǺǳǹǻǾǱǱǲǲǵǯǵǱǺȀ˘ǦǴǵǿȃǵǸǸǮǱǭǯǴǵǱȂǱǰȀǴǾǻȁǳǴǿȀǾǵǯȀǱǾǿǼǱǺǰǵǺǳǯǻǺȀǾǻǸǿ˙ǲǻǯȁǿǵǺǳǻǺǴǵǳǴǵǹǼǭǯȀǼǾǻǶǱǯȀǿ˙ǭǸǵǳǺǵǺǳǿȀǾǭȀǱǳǵǯǼǾǵǻǾǵȀǵǱǿȀǻǮȁǰǳǱȀ˙ǾǵǳǻǾǻȁǿǭȁǰǵȀǵǺǳǭǺǰǼȁȀȀǵǺǳǵǺǼǸǭǯǱȀǻȁǳǴǭǯǯǻȁǺȀǭǮǵǸǵȀȅǹǱǯǴǭǺǵǿǹǿ˘ǩǱǴǭȂǱǾǱȂǵǱȃǱǰǭǸǸǻȁǾǱȄǵǿȀǵǺǳǭǺǰǭǼǼǾǻȂǱǰǼǾǻǶǱǯȀǿȀǻǱǺǿȁǾǱȀǴǭȀȀǴǱȅȃǵǸǸǴǭȂǱǭǿȁǲǲǵǯǵǱǺȀǸȅǼǻǿǵȀǵȂǱǵǹǼǭǯȀǻǺȀǴǱǺǭȀǵǻǺǭǺǰ
ǻȁǾǱǯǻǺǻǹȅ˘ǩǱǴǭȂǱȀǭǷǱǺȀǴǱǺǱǯǱǿǿǭǾȅǹǱǭǿȁǾǱǿȀǻǴǭǸȀǼǾǻǶǱǯȀǿȀǴǭȀǲǭǵǸȀǻǿǴǻȃǼǻȀǱǺȀǵǭǸǵǹǼǭǯȀǭǺǰǹǱǱȀ ǼǾǱǰǱǲǵǺǱǰ ǿȀǭǺǰǭǾǰǿ˘ ǩǱ ȃǵǸǸ ǼǸǭǺ ǭǸǿǻ ǲǻǾǮǱȀȀǱǾ ǹǭǺǭǳǱǹǱǺȀ ǻǲ ǻȁǾ ȀǭǸǱǺȀǱǰ ǯǵȂǵǸ ǿǱǾȂǵǯǱ˙ ǭǺǰǼǾǻȂǵǰǱ ǿǴǭǾǱǰ ǿǱǾȂǵǯǱǿ ȃǵȀǴǵǺ ǻȁǾ ǳǻȂǱǾǺǹǱǺȀǭǯǯǻǾǰǵǺǳ Ȁǻ ǮǱǿȀ ǼǾǭǯȀǵǯǱǿ˘ ǩǱ ȃǵǸǸ ȃǻǾǷ Ȁǻ ǲȁǾȀǴǱǾǵǹǼǾǻȂǱȀǴǱǱǲǲǵǯǵǱǺǯȅǭǺǰǱǲǲǱǯȀǵȂǱǺǱǿǿǻǲȀǴǱǢȁǮǸǵǯǛǺȂǱǿȀǹǱǺȀǘȁǺǰ˙ǿǻȀǴǭȀ ǵȀǿǼǾǻǯǱǱǰǿǯǭǺǮǱǯǻǹǱǭǺǱȃ ǭǺǰ ǿȁǿȀǭǵǺǭǮǸǱ ǼȁǮǸǵǯ ǾǱȂǱǺȁǱ ǿȀǾǱǭǹ˘ ǠǻǺ˭ǻǵǸǾǱȂǱǺȁǱǿ ȃǵǸǸ ǵǺǯǾǱǭǿǱ ǭǿ ǸǻǳǵǿȀǵǯǭǸ ǭǺǰ ȀǾǭǰǱ ǲǸǻȃǿǵǺǯǾǱǭǿǱ˙ ǭǺǰ ǭǿ ȃǱ ǳǾǻȃ ǭ ǹǻǾǱ ǰǵȂǱǾǿǵǲǵǱǰ ǭǺǰǮǭǸǭǺǯǱǰǥǭȁǰǵǱǯǻǺǻǹȅ˘ǩǱȃǵǸǸǯǻǺȀǵǺȁǱȀǻǹǭǺǭǳǱǱǲǲǱǯȀǵȂǱǸȅ ǻǵǸ ǼǾǻǰȁǯȀǵǻǺ Ȁǻ ǱǺǿȁǾǱ ǭ ǾǱȃǭǾǰǵǺǳ ǲǸǻȃǻǲ ǻǵǸ ǾǱȂǱǺȁǱ ǭǺǰ ǾǱǵǺȂǱǿȀǹǱǺȀ˘ ǩǱ ȃǵǸǸ ǾǱȂǭǹǼǳǻȂǱǾǺǹǱǺȀǸǵǯǱǺǿǱǭǺǰǿǱǾȂǵǯǱǲǱǱǿǭǺǰǰǱȂǱǸǻǼȀǴǱǭǼǼǾǻǼǾǵǭȀǱ ǯǻǸǸǱǯȀǵǻǺ ȀǻǻǸǿ˘ ǘǵǺǭǸǸȅ˙ ȃǱ ȃǵǸǸ ǿǱǱǷ ȀǻǻǲǲǱǾ˙ǭȀǭǼǼǾǻǼǾǵǭȀǱǲǱǱǿ˙ǭǺȁǹǮǱǾǻǲǺǱȃǿǱǾȂǵǯǱǿǵǺǿǱǸǱǯȀǿǱǯȀǻǾǿ˙ǿȁǯǴǭǿǹȁǺǵǯǵǼǭǸ˙ȀǾǭǺǿǼǻǾȀǭǺǰǸǭǮǻǾǿǱǯȀǻǾǿ˘ǔȅǱǸǵǹǵǺǭȀǵǺǳǿȁǼǾǱǹǱǯǻȁǺǯǵǸǿǵǺȀǴǱǝǵǺǳǰǻǹǭǺǰǱǿȀǭǮǸǵǿǴǵǺǳ ȀǴǱ ǕǻȁǺǯǵǸ ǻǲ ǢǻǸǵȀǵǯǭǸ ǭǺǰ ǥǱǯȁǾǵȀȅǓǲǲǭǵǾǿǭǺǰȀǴǱǕǻȁǺǯǵǸǻǲǗǯǻǺǻǹǵǯǭǺǰǖǱȂǱǸǻǼǹǱǺȀǓǲǲǭǵǾǿ˙ȃǱǴǭȂǱǵǺǯǾǱǭǿǱǰǻȁǾǱǲǲǱǯȀǵȂǱǺǱǿǿ˙ǱǲǲǵǯǵǱǺǯȅǭǺǰȀǴǱǿǼǱǱǰǻǲǰǱǯǵǿǵǻǺ˭ǹǭǷǵǺǳ˘ǩǱȃǵǸǸǯǻǺȀǵǺȁǱǵǺȀǴǵǿ ǼǻǸǵǯȅ ǰǵǾǱǯȀǵǻǺ˙ Ȁǻ ǰǱǸǵȂǱǾ ȀǴǵǿ ǨǵǿǵǻǺ ǲǻǾ ǥǭȁǰǵǓǾǭǮǵǭ˘ ǦǴǵǿ ȃǵǸǸ ǾǱǿȁǸȀ ǵǺ ǱǲǲǱǯȀǵȂǱ ǳǻȂǱǾǺǭǺǯǱ ǭǺǰǮǱȀȀǱǾ ǮȁǿǵǺǱǿǿ ǯǻǺȀǵǺȁǵȀȅ ȃǵȀǴǵǺ ǱǭǯǴ ǹǵǺǵǿȀǾȅ˘ ǩǱȃǵǸǸǯǭǾǱǲȁǸǸȅǱȄǭǹǵǺǱǻȁǾǳǻȂǱǾǺǹǱǺȀǿȀǾȁǯȀȁǾǱǿǭǺǰǼǾǻǯǱǰȁǾǱǿ˙ǾǻǸǱǿ˙ǾǱǿǼǻǺǿǵǮǵǸǵȀǵǱǿǭǺǰǯǭǼǭǮǵǸǵȀǵǱǿ˘ǡȁǾǭǹǮǵȀǵǻǺǵǿǭǹǻǾǱǶǻǵǺǱǰ˭ȁǼǳǻȂǱǾǺǹǱǺȀ˙ȃǵȀǴǯǸǱǭǾǱǾǸǵǺǷǿ ǮǱȀȃǱǱǺ ǼǻǸǵǯȅ ǰǱǯǵǿǵǻǺǿ˙ ǰǱǸǵȂǱǾȅ˙ ǭǺǰǼǱǾǲǻǾǹǭǺǯǱ ǹǻǺǵȀǻǾǵǺǳ˘ ǩǱ ȃǵǸǸ ȀǭǷǱ ǭǺ ǱȂǵǰǱǺǯǱ˭ǮǭǿǱǰ ǭǼǼǾǻǭǯǴ˙ ǶȁǿȀ ǭǿ ȃǱ ȃǵǸǸ ȃǵȀǴ ǼǾǱȂǱǺȀǵǺǳǲǵǺǭǺǯǵǭǸǭǺǰǭǰǹǵǺǵǿȀǾǭȀǵȂǱȃǭǿȀǱ˘ǩǱȃǵǸǸǯǻǺȀǵǺȁǱȀǻǰǱȂǱǸǻǼ ǹǻǺǵȀǻǾǵǺǳ ȁǺǵȀǿ ǭǺǰ ǴǱǸǼ ȀǴǱǹ ȃǵȀǴǾǱǯǾȁǵȀǹǱǺȀ˙ ǮȁǰǳǱȀǿ ǭǺǰ ǻȀǴǱǾ ǻǾǳǭǺǵȆǭȀǵǻǺǭǸǿȁǼǼǻǾȀ˙ Ȁǻ ǹǭǷǱ ǿȁǾǱ ȀǴǭȀ ǥǭȁǰǵ ǿǱǾȂǵǯǱǿ ǭǾǱǼǱǾǲǻǾǹǵǺǳ ȃǱǸǸ ǵǺ ǭǯǯǻǾǰǭǺǯǱ ȃǵȀǴ ǳǸǻǮǭǸ ǮǱǿȀǼǾǭǯȀǵǯǱǿ˘ ǦǴǱǿǱ ȁǺǵȀǿ ȃǵǸǸ ǼȁǿǴ ǲǻǾ ǯǻǻǾǰǵǺǭȀǵǻǺǮǱȀȃǱǱǺ ǳǻȂǱǾǺǹǱǺȀ ǭǳǱǺǯǵǱǿ ǭǺǰ ǻȀǴǱǾ ǾǱǸǱȂǭǺȀǮǻǰǵǱǿ˙ ǭǿ ȃǱǸǸ ǭǿ ǴǱǸǼ ȀǴǱǹ ǹǻǺǵȀǻǾ ǭǺǰ ǵǹǼǾǻȂǱȀǴǱǵǾǼǱǾǲǻǾǹǭǺǯǱ
65

AN AMBITIOUS NATION..

EFFECTIVELY GOVERNED66

AMONG OURGOALS BY

2030
To increase non-oil government revenue
from SAR 163 billion to SAR 1 Trillion

To raise our ranking in the Government Effectiveness Index,
from 80 to 20

20

To raise our ranking on the E-Government Survey Index from our current
position of 36 to be among the top five nations

67

AMONG OURCOMMITMENTS..

68

KING SALMAN PROGRAM
FOR HUMAN CAPITALDEVELOPMENTSHARED SERVICES TOOUR GOVERNMENTAGENCIES

We have yet to identify and put into effect the bestpractices that would ensure that public sector
employees have the right skills for the future. However,by 2020, we aim to have trained, through distancelearning, 500,000 government employees. All ministries
and government institutions will be required to adopt
best practices in human capital development. We willcontinue to hire individuals according to merit andwork towards building a broad talent base, so they may
become leaders of the future.
The King Salman Program for Human Capital
Development will establish HR centers of excellence inevery government agency, and provide training. We
will work to raise the productivity of employees to thehighest levels possible, by implementing proper
performance management standards, providing
continuous training for professional development, andsharing knowledge. We will develop targeted policies
to identify and empower future leaders, and will furnish
a stimulating environment that provides equal
opportunities and rewards for excellence.

We are working towards shared services across ourgovernment agencies. This will contribute to achieving
our goal of increasing productivity and raising theefficiency of government spending. Shared services inour government will also aim to increase quality, cut
costs, unify our efforts, and provide a suitable work
environment for all parties at the lowest cost.
Shared services can be applied globally and locally inmany sectors. This is our long-term goal, and we will
implement it gradually. As a first step therefore, we will
examine the status of support services in government
sectors, set the scope of work and develop
comprehensive priorities and implementation plans.
We will follow best practices in employing sharedservices, with a robust set of performance indicatorsthat will measure quality, workflow improvement, cost
reduction and knowledge transfer.

69

AMONG OUR COMMITMENTS..

70

“QAWAM”:
INCREASING SPENDING
EFFICIENCY
We are committed to making our public spending
radically more efficient, using our resources more
effectively, and limiting waste. We will launch the“Qawam” program as a reflection of the Qur’anic versethat calls for moderation in spending between excess
and parsimony. Allah the Almighty says: “And those who,
when they spend, are neither extravagant nor niggardly,
but hold a medium (way) between those (extremes)”Through this program, we will comprehensively review
financial regulations in all government agencies. The
program is intended to move away from a narrow relianceon process auditing, and move towards a more integrated
approach with effective and efficient spending controls,
and specific and measurable goals, while sustaining
resources and assets. We will raise awareness and reward
a culture of efficient spending throughout alladministrative levels. Specialized training for employees
and other key stakeholders will be provided as required,boosting the performance of finance departments andinternal auditing.

EFFECTIVE
E-GOVERNMENT
We have made remarkable progress in e-government.
The scope of online services has already been expanded
over the last decade to include employment programs,
online job searches, e-learning services, traffic,
passports and civil affairs, online payment services,
online issuance of commercial registers, among others.
This has improved Saudi Arabia’s ranking on several
global indicators. In the UN e-Government Index, forinstance, we ranked 36 in 2014, up from 90 in 2004.
We will expand the scope of current online services
further to include areas such as geographic information,
health care and education. Quality will be improved bystreamlining processes, and diversifying communication
channels. We will also support the wider use of online
applications in government agencies, such as cloud
applications, data sharing platforms and HR
management systems. Finally, we will strengthen thegovernance of online services within the government
itself.

71

AN AMBITIOUS NATION..

RESPONSIBLY ENABLED

THE NATION WE ASPIRE TO BUILD WILLNOT BE REALIZED WITHOUT A GRAND,COLLECTIVE NATIONAL EFFORT WHERE
EVERYONE CONTRIBUTES. WE ALL HAVEROLES TO FULFILL, WHETHER WE ARE
WORKING IN THE PUBLIC, PRIVATE OR
BEING RESPONSIBLE
FOR OUR LIVES
We have already faced and overcome many
challenges and accomplished much, by the grace ofAllah and our brotherhood. We have contributed tobuilding our country. We have been, and still are, agreat example in assuming responsibility. Today, as
we face fresh challenges, new roles andresponsibilities are required. We should feel great
confidence in our capabilities, in our understandingof our obligations and in our ability to achieve
excellence for our nation, our society, our families
and ourselves.
We are each personally responsible for our own
futures. As such, we will develop ourselves and will
work to become independent and active membersof society, developing new skills in the process. We
will remember our lifelong obligations to ourfamilies. In the workplace, we will be committed
and disciplined, acquire new experience and pursue
our ambitions.
We will create the right environment to enable us to
fulfill these responsibilities. We will promote greater
financial independence by providing planning tools
such as mortgages, savings portfolios, andretirement options. We will set up a regulatory
framework that empowers the non-profit sector.

72

This will all be achieved by adhering closely to
Islamic principles, Arab values and our national
traditions. As we build our own long-term future, wewill remember our duty to respect these principles,
which include supporting the vulnerable and needy,
helping our neighbors, being hospitable to guests,
respecting visitors, being courteous to expatriates,and being conscientious of human rights.

NON-PROFIT SECTORS. WE WILL
THEREFORE WORK CONTINUALLY TO
ACHIEVE OUR HOPES AND FULFIL OUR
ASPIRATIONS AND RESPONSIBILITIES TOOUR COUNTRY, OUR SOCIETY, OUR
FAMILIES, AND TO OURSELVES
BEING RESPONSIBLE
IN BUSINESSBEING RESPONSIBLE
TO SOCIETY

We aspire to have businesses that contribute todeveloping our society and our country, not begeared solely towards generating profits. We expect
our companies to observe their social responsibilities
and contribute to creating a sustainable economy,
including by creating the stimulating opportunities
for young men and women that can help them build
their professional careers. We will encourage thebusinesses that follow through on this commitment
to participate in our country and to address national
challenges.

The values of giving, compassion, cooperation andempathy are firmly entrenched in our society. We havealready played an influential role in providing social aid
locally, regionally and globally. In the future, we will
formalize and strengthen the organization of our socialand compassionate work so that our efforts have themaximum results and impact.
Today, we have fewer than 1,000 non-profit foundations
and associations. In order to increase the resilience andimpact of this sector, we will continue to develop
regulations necessary to empower non-profit
organizations. We will review our regulations toencourage endowments to sustainably fund the sector
and to encourage corporations and high net worthfamilies to establish non-profit organizations.
Government support will be directed to the programswith highest social impact and we will support training
workers to encourage volunteering and careers in the
non-profit sector. Enabling non-profit organizations to
attract the best talents in order to ensure best
management practices and the transfer of knowledge,
which will strengthen these institutions over the longterm. This will ensure that the non-profit sector plays anenhanced and more efficient role in critical sectors suchas health care, education, housing, research, andcultural and social programs.

73

AN AMBITIOUS NATION..

RESPONSIBLY ENABLED

74

AMONG OURGOALS BY

2030
To increase household savings from 6% to 10% of total household income
Access household savings
From 6% to 10% of
disposable income ofhouseholds

To raise the non-profit sector’s contribution to GDP from lessthan 1% to 5%

To rally one million volunteers per year (compared to 11,000 now)75

AMONG OURCOMMITMENTS..

76

A MORE IMPACTFUL NONPROFIT SECTOR
Today, we have fewer than 1,000 non-profit andcharitable foundations and associations. They
contribute just 0.3 percent of our GDP, much less than
the global average of 6 percent. Currently, just 7 percent
of projects are focused on generating social impact orare aligned with the long-term national priorities. By
2020, more than one third of our non-profit
organizations’ projects should have measurable anddeep social impact.
The recently published regulations on non-profit
organizations and on the General Authority for
Endowments will help the non-profit sector become
more institutionalized, formalized and more efficient.
We will accelerate this shift further by supporting
projects and programs with high social impact and byfacilitating the establishment of non-profit organizations
by high net worth families, which will promote rapid
growth of the non-profit sector. We will support thisgrowth by creating a supportive and cooperateenvironment in which the sector’s institutions andgovernment agencies can collaborate.

At the same time, we will encourage the non-profit
sector to apply proper governance standards, facilitatehigh quality training to staff and promote a culture ofvolunteering and full-time careers in the sector.

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HOW TO ACHIEVEOUR VISION?

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WE HAVE OUTLINED ACOMPREHENSIVE AND AMBITIOUS
VISION FOR SAUDI ARABIA UNTIL THE
YEAR 2030. IT IS THE FIRST STEP ON
OUR JOURNEY TOWARDS A BETTER,
BRIGHTER FUTURE FOR OUR
COUNTRY AND OUR CITIZENS. TO
ACHIEVE OUR ASPIRATIONS AND
HOPES, WE HAVE ALREADYLAUNCHED MANY TRANSFORMATIVEPROGRAMS THAT HAVE PAVED THE
WAY FOR THE VISION AND WILL HELPUS ACHIEVE OUR GOALS.
THESE INCLUDE, BUT ARE NOT
LIMITED TO THE FOLLOWING:
THE GOVERNMENTRESTRUCTURING PROGRAM

THE STRATEGICDIRECTIONS PROGRAM

Around the world, governments are organizingthemselves with agility, continuously restructuring andaligning their systems to national priorities. We havealready started moving along this path by eliminating
supreme councils and establishing the Council of
Political and Security Affairs and the Council of
Economic and Development Affairs. These reforms havehelped to speed strategy development and decisionmaking, as well as enhance performance. We willcontinue this careful restructuring, comprehensively
and gradually, based on our clear priorities.

We have approved the strategic directions determinedby our government agencies. Existing roles have beenreviewed to align with our future economic and social
needs. Decisions are based on detailed studies andbenchmarks, as well as comprehensive analysis of eachagency’s programs, plans and relevant performanceindicators.

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80

THE FISCALBALANCE PROGRAM

THE PROJECTMANAGEMENT PROGRAM

After the Council of Economic and Development Affairs
was established, we began examining our existing
capital expenditures, their approval mechanism andtheir measureable economic impact. We have formed
committees and introduced new departments tasked
with reviewing relevant regulations and taking thenecessary action on the expenditures. As a consequence,last year, we increased our non-oil revenues by 30
percent, and we plan to continue diversifying our nonoil revenues in the coming years, by introducing newmeasures.

The Kingdom’s agencies are currently undergoing awave of reforms and transformation. To manage thismomentum and ensure all efforts are coordinated, we
adopted an effective approach to project management
and established expert project management offices(PMOs) in the Council of Economic and Development
Affairs and many other government agencies. We also
set up a central Delivery Unit.

THE REGULATIONSREVIEW PROGRAM

THE PERFORMANCEMEASUREMENT PROGRAMOver the past year, we reviewed many current laws andenacted new laws that have been years overdue. These
include the company law, the non-governmentalorganizations’ law, the law concerning fees on nonused lands, the General Authority for Endowments(Awqaf) law, among others. We will continue to review
all laws to ensure they are in line with the Kingdom’s
priorities.

We adopted the principle of performance measurement,
and made sure it is properly used in our evaluation of
all government agencies, their programs, initiatives andexecutives. We established the Center for Performance
Management of Government Agencies to institutionalize
these efforts for the long-term and built performancedashboards to promote accountability andtransparency.

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TO ENSURE THE
REALIZATION OF
SAUDI ARABIA’S
VISION FOR 2030,
WE ARE
PREPARING TOLAUNCH A GROUP
OF EXECUTIVEPROGRAMS THATWILL HAVE A
SIGNIFICANT
IMPACT ON
IMPLEMENTATION.
THESE INCLUDE،
BUT ARE NOT
LIMITED TO THE
FOLLOWING:
THE PUBLIC INVESTMENTFUND RESTRUCTURING
PROGRAM
Having worked on restructuring the fund, we are now
refining its investment capabilities and enabling thefund to manage a broader portfolio of current and new
assets. We aim to transform it into the largest sovereign
wealth fund in the world and will announce acomprehensive plan to achieve this goal.

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THE SAUDI ARAMCOSTRATEGIC
TRANSFORMATIONPROGRAMWe believe that Saudi Aramco has the ability to leadthe world in other sectors besides oil, and it has
worked on a sweeping transformative program thatwill position it as a leader in more than one sector.

THE HUMAN
CAPITAL PROGRAM
Because human capital is a crucial factor in the successof any substantial project, we aim to launch a thoroughprogram for nurturing our human talent. This program
will measure, assess and analyze the efficiency of ourcivil service. It will also support our government
agencies with staff, studies, consultations, and strategic
partnerships related to human capital.

THE NATIONAL
TRANSFORMATIONPROGRAMIn a new approach, our government agencies havebeen working through numerous workshops to
examine their role in implementing the initiatives
necessary for delivering on national priorities. We are
identifying opportunities for partnering with theprivate sector, as well as innovative administrative andfunding approaches. We are detailing specific initiatives
that have clear performance indicators..

THE PROGRAM FOR
STRENGTHENING
PUBLIC SECTOR
GOVERNANCE
We will work on restructuring our government agencies
continuously and with flexibility. We will eliminate
redundant roles, unify efforts, streamline procedures
and define responsibilities. We shall also enable ouragencies to deliver on their mandate, to be accountable,
to ensure business continuity and to show adaptability
in the face of new challenges. Under the Council of
Economic and Development Affairs, we will establish a
strategic management office to focus on coordinating
all government programs and ensuring their carefulalignment with the national Vision. The office will also
prevent gaps, duplication or contradiction between
agencies’ policies and programs, and ensure that allcomponents of the Vision are detailed in proper sectoral
strategies. We will also establish a Decision Support
Center at the Royal Court to support decision-making
through analytical and evidence-based information
and reports.

THE PRIVATIZATIONPROGRAMTHE STRATEGICPARTNERSHIPS PROGRAM

We are in the process of determining additional sectors
suitable for privatization. Our goal is to create acomprehensive privatization program. We will makeuse of international best practices, transfer knowledge
and achieve our goals in a balanced and scientificmanner.

We are working with our economic partners around theworld to build new strategic partnerships for thetwenty-first century, in harmony with our national
Vision, so that we can be a trade hub connecting threecontinents and enhance our exports.

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OUR COMMITMENT TO
ACHIEVING THE GOALSOF THESE PIVOTALPROGRAMS AND OUR
COLLECTIVECONTRIBUTION SHALL BE
THE FIRST STEPTOWARDS ACHIEVINGSAUDI ARABIA’S VISION
FOR 2030. WE WILLCONTINUE TO LAUNCHNEW PROGRAMS IN THE
UPCOMING YEARS AS
REQUIRED, AND WE WILLCONTINUOUSLY REVIEWAND ASSESS OURPERFORMANCE IN
ACHIEVING THIS VISION
MAY ALLAH BLESS US
AND GUIDE US TO THE
RIGHT PATH.

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www.vision2030.gov.sa