لخّصلي

A VIBRANT SOCIETY
LIVING BY ISLAMIC VALUES: The values of moderation, tolerance, excellence, discipline, equity, and transparency will be the bedrock of our success. FOCUSING OUR EFFORTS TO SERVE UMRAH VISITORS: It requires us to spare no effort in seeking to offer pilgrims with all they need so we fulfil our duty to provide good hospitality to our brothers and sisters. We have been given the privilege to serve the Two Holy Mosques, the pilgrims and all visitors to the blessed holy sites. Saudi Arabia has assumed a prominent place in the world and has become synonymous with hospitality and a warm welcome to all Muslims. In this context, we have recently begun a third expansion to the Two Holy Mosques, as well as modernizing and increasing the capacities of our airports. In the last decade, the number of Umrah visitors entering the country from abroad has tripled, reaching 8 million people.
TAKING PRIDE IN OUR NATIONAL IDENTITY: We recognize the importance of preserving this sophisticated heritage in order to promote national unity and consolidate true Islamic and Arab values. This will create a living witness to our ancient heritage, showcasing our prominent place in history and on the map of civilizations.
THE HONOR TO SERVE THE INCREASING NUMBER OF UMRAH VISITORS IN THE BEST WAY POSSIBLE: Our expansion of the Two Holy Mosques has led to a tripling in the number of foreign Umrah visitors over the last decade, reaching eight million in 2015. Both the public and private sectors will play a crucial role in this project as we work to upgrade accommodation, improve hospitality and launch new services for pilgrims. 2020, make it possible for over 15 million Muslims per year to perform Umrah and be completely satisfied with their pilgrimage experience.
THE LARGEST ISLAMIC MUSEUM: We have always taken – and will continue to take – 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. We will build an Islamic museum in accordance with the highest global standards, equipped with the latest 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.
PROMOTING CULTURE AND ENTERTAINMENT: We are well aware that the cultural and entertainment opportunities currently available do not reflect the rising aspirations of our citizens and residents, nor are they in harmony with our prosperous economy. We will seek to offer a variety of cultural venues – such as libraries, arts and museums – as well as entertainment possibilities to suit tastes and preferences. We intend to enhance the role of government funds, while also attracting local and international investors, creating partnerships with international entertainment corporations. Land suitable for cultural and entertainment projects will be provided and talented writers, authors and directors will be carefully supported.

1. LIVING HEALTHY, BEING HEALTHY: This will change. This will enable citizens and residents to engage in a wide variety of sports and leisure pursuits. We aspire to excel in sport and be among the leaders in selected sports regionally and globally. DEVELOPING OUR CITIES: Despite the current turmoil in the region and the wide expanse of our territories, our country and citizens are safe and secure. ACHIEVING ENVIRONMENTAL SUSTAINABILITY: We will direct our efforts towards protecting and rehabilitating our beautiful beaches, natural reserves and islands, making them open to everyone.
   “DAEM” MEANINGFUL ENTERTAINMENT FOR CITIZENS: The program will create a national network of clubs, encourage the exchange of knowledge and international experiences and promote better awareness of a wide range of hobbies and leisure activities. By 2020, there will be more than 450 registered and professionally organized amateur clubs providing a variety of cultural activities and entertainment events. We will increase the number and variety of cultural and entertainment activities with the aim of opening dedicated venues to showcase our citizens’ myriad talents. a national program to enhance the quality of cultural activities and entertainment.
   CARING FOR OUR FAMILIES: Building on these key characteristics, we will provide our families with all the necessary support to take care of their children and develop their talents and abilities. In particular, we want to deepen the participation of parents in the education process, to help them develop their children’s characters and talents so that they can contribute fully to society. Even though 47 percent of Saudi families already own their homes, we aim to increase this rate by five percentage points by 2020. Families will also be encouraged to adopt a planning culture, to plan carefully for their future and the futures of their children.
   DEVELOPING OUR CHILDREN’S CHARACTER: Schools, working with families, will reinforce the fabric of society by providing students with the compassion, knowledge, and behaviors necessary for resilient and independent characters to emerge. The focus will be on the fundamental values of initiative, persistence and leadership, as well as social skills, cultural knowledge and self-awareness. We will also promote cultural, social, volunteering and athletic activities through empowering our educational, cultural and entertainment institutions. We intend to embed positive moral beliefs in our children’s characters from an early age by reshaping our academic and educational system.
   EMPOWERING OUR SOCIETY: Together with the private sector and non-governmental organizations, we will offer preparation and training to those unable to find employment so they can smoothly join the workforce whenever possible.
   CARING FOR OUR HEALTH: We are determined to optimize and better utilize the capacity of our hospitals and health care centers, and enhance the quality of our preventive and therapeutic health care services. We intend to provide our health care through public corporations both to enhance its quality and to prepare for the benefits of privatization in the longer term.
   “IRTIQAA” A MORE PROMINENT ROLE FOR FAMILIES IN THE EDUCATION OF THEIR CHILDREN: We will launch the “Irtiqaa” program, which will measure how effectively schools are engaging parents in their children’s education. Teachers will receive training to raise their awareness of the importance of communicating with parents and equip them with effective methods to do so successfully. Our goal by 2020 is for 80 percent of parents to be engaged in school activities and the learning process of their children. We will establish parent-led boards in schools, to open discussion forums and further engage with parents. The engagement of parents in their children’s education is one of the main principles of success. We will also collaborate with private and non-profit sectors to offer innovative educational programs and events that can improve this academic partnership.
   CORPORATIZATION: EFFICIENT AND HIGH QUALITY HEALTH CARE: This will enhance the capability, efficiency and productivity of care and treatment and increase the options available to our citizens. Our goal is to enhance the standard and quality of health care services.
   LEARNING FOR WORKING: We will invest particularly in developing early childhood education, refining our national curriculum and training our teachers and educational leaders. We have launched the National Labor Gateway (TAQAT), and we plan to establish sector councils that will precisely determine the skills and knowledge required by each socio-economic sector. We will continue investing in education and training so that our young men and women are equipped for the jobs of the future. Our scholarship opportunities will be steered towards prestigious international universities and be awarded in the fields that serve our national priorities
   BOOSTING OUR SMALL BUSINESSES AND PRODUCTIVE FAMILIES: We will facilitate access to these channels, enable microfinance and motivate the non-profit sector to build the capabilities of our productive families and fund their initiatives. Therefore, we will strive to create suitable job opportunities for our citizens by supporting SME entrepreneurship, privatization and investments in new industries.
   AN EDUCATION THAT CONTRIBUTES TO ECONOMIC GROWTH: We will invest in strategic partnerships with apprenticeship providers, new skills councils from industry, and large private companies. We will also work towards developing the job specifications of every education field. We will work closely with the private sector to ensure higher education outcomes are in line with the requirements of job market.
   A BIGGER ROLE FOR SMALL AND MEDIUM-SIZED ENTERPRISES: At the same time, we will establish additional new business incubators, specialized training institutions and venture capital funds. These will aid entrepreneurs in developing their skills and networks. MAXIMIZING OUR INVESTMENT CAPABILITIES: The 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 and economic stability, which will be reinvested for long-term impact. Aramco to the Public Investment Fund, which will become the largest sovereign wealth fund in the world. We will increase the efficiency of the fund’s management and improve its return on investment, with the aim of diversifying our government resources and our economy.The Public Investment Fund will not compete with the private 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. Our Vision is to maximize our investment capabilities by participating in large international companies and emerging technologies from around the world. We will smooth the process of listing private Saudi companies and state-owned enterprises, including Aramco. This will require deepening liquidity in our capital markets, fortifying the role of the debt market and paving the way for the derivatives market. LAUNCHING OUR PROMISING SECTORS: In technology, we will increase our investments in, and lead, the digital economy. In mining, we will furnish incentives for and benefit from the exploration of the Kingdom’s mineral resources. At the same time as diversifying our economy, we will continue to localize the oil and gas sector. As well as creating a new city dedicated to energy, we will double our gas production, and construct a national gas distribution network.We will also make use of our global leadership and expertise in oil and petrochemicals to invest in the development of adjacent and supporting sectors. PRIVATIZING OUR GOVERNMENT SERVICES: 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. LOCALIZED DEFENSE INDUSTRIES: The benefits of localizing our own defense industries are not limited to solely reducing military spending. It also stimulates other industrial sectors such as industrial equipment, communications and information technology, which in turn creates more job opportunities. Although the Kingdom is the world’s third biggest military spender, only 2 percent of this spending is within our Kingdom. The national defense industrial sector is limited to only seven companies and two research centers. Our aim is to localize over 50 percent of military equipment spending by 2030. We have already begun developing less complex industries such as those providing spare parts, armored vehicles and basic ammunition. We will expand this initiative to higher 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 and internationally. Localization will be achieved through direct investments and strategic partnerships with leading companies in this sector. These moves 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 and establish more specialized and integrated industrial complexes. A MINING SECTOR CONTRIBUTING TO THE NATIONAL ECONOMY AT FULL POTENTIAL: We have been blessed with rich mineral resources such as aluminum, phosphate, gold, copper, uranium and other raw materials. Although the mining sector has already undergone improvements to cater to the needs of 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 by intensifying exploration, building a comprehensive database of the Kingdom’s resources, reviewing the licensing procedures for extraction, investing in infrastructure, developing funding methods and establishing centers of excellence. We will also form strategic international partnerships and raise the competitiveness and productivity of our national companies. This will boost their contribution to the sector’s growth, as well as to the localization of knowledge and expertise. A RENEWABLE ENERGY MARKET: Even though we have an impressive natural potential for solar and wind power, and our local energy consumption will increase three fold by 2030, we still lack a competitive renewable energy sector at present. From inputs such as silica and petrochemicals, to the extensive expertise of our leading Saudi companies in the production of different forms of energy, we have all the raw ingredients for success. Finally, we will guarantee the competitiveness of renewable energy through the gradual liberalization of the fuels market. IMPROVING THE BUSINESS ENVIRONMENT: We will further pursue public-private partnerships, continue to facilitate the flow of private investment and improve our competitiveness. We will develop the necessary capabilities to increase the quality and reliability of our services. We will allocate prime areas within cities for educational institutions, retail and entertainment centers, large areas along our coasts will be dedicated to tourist projects and appropriate lands will be allocated for industrial projects. We will apply international legal and commercial regulations strictly and create a business environment conducive to long-term investment.We will strive to facilitate the movement of people and goods, 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 the resilience and potential of our national economy. REHABILITATING ECONOMIC CITIES: 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 that threaten their viability. We have worked in cooperation with Aramco to restructure Jizan Economic City. We will strive to salvage other economic cities, especially those with comparative advantages. ESTABLISHING SPECIAL ZONES: We will create special zones in exceptional and competitive locations. We shall take into account the comparative 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 and diversify government revenues will be applied to these zones. INCREASING THE COMPETITIVENESS OF OUR ENERGY SECTOR: Free market prices shall, in the long term, stimulate productivity and competitiveness among utility companies and open the door to investment and diversification of the energy mix in the Kingdom. A RESTRUCTURED KING ABDULLAH FINANCIAL DISTRICT: The objective was to prepare the land in order to allow the business and financial communities to invest and build real estate. When this objective was not reached, the government decided back then to develop and rent the real estate. Challenges were deepened by the development of the real estate project in one single phase, which caused a significant increase in construction costs and several delays in delivery. This resulted in large oversupply of commercial space for the years to come. 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. The district will be the headquarters of the Public Investment Fund, the largest sovereign wealth fund, which will contribute to creating an environment attractive to financial, investment and other corporations. A FLOURISHING RETAIL SECTOR: Over the past decade, the retail sector achieved an annual growth rate in excess of 10 percent. 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 to increase the contribution of modern trade and e-commerce to 80 percent of the retail sector by 2020. This will be achieved by attracting both regional and international retail investors and by easing restrictions on ownership and foreign investment. To this end, we will facilitate local and regional flow of goods and develop necessary sectoral regulations. We will also increase financing of small retail enterprises to stimulate their growth and development.
   A DEVELOPED DIGITAL INFRASTRUCTURE: A sophisticated digital infrastructure is integral to today’s advanced industrial activities. We will partner with the private sector to develop the telecommunications and information technology infrastructure, especially high-speed broadband, expanding its coverage and capacity within and around cities and improving its quality. Our specific goal is to exceed 90 percent housing coverage in densely populated cities and 66 percent in other urban zones. We will also develop building standards to facilitate the extension of broadband networks. We will strengthen the governance of digital transformation through a national council. Additionally, we will improve our regulations and establish an effective partnership with telecom operators to better develop this critical infrastructure. BUILDING A UNIQUE REGIONAL LOGISTICAL HUB: We have already invested heavily in the construction of ports, railways, roads and airports. To take full advantage of 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 can drive higher performance, including more rigorous governance, leaner processes and a more efficient customs system. We will improve and implement existing laws and regulations. Air, maritime, and other transport operators will be encouraged to make the most of their capacity: achieving durable links between existing trade hubs, as well as opening new trade routes. This will reinforce our position as a distinctive logistical gateway to the three continents. INTEGRATING REGIONALLY AND INTERNATIONALLY: We enjoy close economic ties with the Gulf Cooperation Council and other Arab countries, as well as constructive relations with Islamic and foreign countries. We will seek to establish new business partnerships and facilitate a smoother flow of goods, people and capital. Among our top priorities is to fortify and extend our interconnectivity and economic integration with other Gulf Cooperation Council countries. GCC common market, unifying customs, economic and legal policies, and constructing shared road and railway networks.We will seek to effectively link with other countries in the region, through enhanced logistics services 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. SUPPORTING OUR NATIONAL COMPANIES: Rather than competing generically across the board, we will concentrate on our comparative advantages, national strengths and the areas that will assure leadership status. Finally, we will fully support our national industries, assisting them to market themselves abroad and to export their products. EMBRACING TRANSPARNCY: PROTECTING OUR 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 of water in agriculture will be prioritized for those areas with natural and renewable water sources. We will also continue to collaborate with consumers, food manufacturers and distributors to reduce any resource wastage. ENGAGING EVERYONE: ORGNAIZING OURSELVES WITH A GILITY: KING SALMAN PROGRAM FOR HUMAN CAPITAL DEVELOPMENT: We have yet to identify and put into effect the best practices that would ensure that public sector employees have the right skills for the future. However, by 2020, we aim to have trained, through distance learning, 500,000 government employees. All ministries and government institutions will be required to adopt best practices in human capital development.

The King Salman Program for Human Capital

Development will establish HR centers of excellence in every government agency, and provide training. SHARED SERVICES TO OUR GOVERNMENT AGENCIES: 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 shared services, with a robust set of performance indicators that will measure quality, workflow improvement, cost reduction and knowledge transfer. “QAWAM”: INCREASING SPENDING EFFICIENCY: «Qawam» program as a reflection of the Qur’anic verse that calls for moderation in spending between excess and parsimony. We will raise awareness and reward a culture of efficient spending throughout all administrative levels. 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, for instance, 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 by streamlining 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 the governance of online services within the government itself. BEING RESPONSIBLE FOR OUR LIVES: We have already faced and overcome many challenges and accomplished much, by the grace of

Today, as we face fresh challenges, new roles and responsibilities are required. We should feel great confidence in our capabilities, in our understanding of our obligations and in our ability to achieve excellence for our nation, our society, our families and ourselves. As such, we will develop ourselves and will work to become independent and active members of society, developing new skills in the process. We will remember our lifelong obligations to our families.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, and retirement options. We will set up a regulatory framework that empowers the non-profit sector. BEING RESPONSIBLE IN BUSINESS: We will encourage the businesses that follow through on this commitment to participate in our country and to address national challenges. BEING RESPONSIBLE TO SOCIETY: This will ensure that the non-profit sector plays an enhanced and more efficient role in critical sectors such as health care, education, housing, research, and cultural and social programs.
A MORE IMPACTFUL NONPROFIT SECTOR: Currently, just 7 percent of projects are focused on generating social impact or are aligned with the long-term national priorities. By 2020, more than one third of our non-profit organizations’ projects should have measurable and deep social impact.
HOW TO ACHIEVE OUR VISION? THESE INCLUDE, BUT ARE NOT LIMITED TO THE FOLLOWING:

1. THE GOVERNMENT RESTRUCTURING PROGRAM:
   Political and Security Affairs and the Council of. We will continue this careful restructuring, comprehensively and gradually, based on our clear priorities.


2. THE STRATEGIC DIRECTIONS PROGRAM:
   We have approved the strategic directions determined by our government agencies. Existing roles have been reviewed to align with our future economic and social needs. Decisions are based on detailed studies and benchmarks, as well as comprehensive analysis of each agency’s programs, plans and relevant performance indicators.


3. THE FISCAL BALANCE PROGRAM:
   After the Council of Economic and Development Affairs was established, we began examining our existing capital expenditures, their approval mechanism and their measureable economic impact. We have formed committees and introduced new departments tasked with reviewing relevant regulations and taking the necessary action on the expenditures.


4. THE PROJECT MANAGEMENT PROGRAM:
   The Kingdom’s agencies are currently undergoing a wave of reforms and transformation. To manage this momentum 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.


5. THE REGULATIONS REVIEW PROGRAM:
   Over the past year, we reviewed many current laws and enacted new laws that have been years overdue. These include the company law, the non-governmental organizations’ 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.


6. THE PERFORMANCE MEASUREMENT PROGRAM: We established the Center for Performance Management of Government Agencies to institutionalize these efforts for the long-term and built performance dashboards to promote accountability and transparency. We adopted the principle of performance measurement, and made sure it is properly used in our evaluation of all government agencies, their programs, initiatives and executives

WE ARE PREPARING TO LAUNCH A GROUP OF EXECUTIVE PROGRAMS THAT WILL HAVE A SIGNIFICANT IMPACT ON IMPLEMENTATION. THESE INCLUDE، BUT ARE NOT LIMITED TO THE FOLLOWING:
First. THE SAUDI ARAMCO STRATEGIC TRANSFORMATION PROGRAM: We believe that Saudi Aramco has the ability to lead the world in other sectors besides oil, and it has worked on a sweeping transformative program that will position it as a leader in more than one sector.
Second. THE PUBLIC INVESTMENT FUND RESTRUCTURING PROGRAM: Having worked on restructuring the fund, we are now refining its investment capabilities and enabling the fund 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 a comprehensive plan to achieve this goal.
Third. THE HUMAN CAPITAL PROGRAM: Because human capital is a crucial factor in the success of any substantial project, we aim to launch a thorough program for nurturing our human talent.It will also support our government agencies with staff, studies, consultations, and strategic partnerships related to human capital.
Fourth. THE NATIONAL TRANSFORMATION PROGRAM: We are detailing specific initiatives that have clear performance indicators.
Fifth. THE PROGRAM FOR STRENGTHENING PUBLIC SECTOR GOVERNANCE: Economic and Development Affairs, we will establish a strategic management office to focus on coordinating all government programs and ensuring their careful alignment with the national Vision. The office will also prevent gaps, duplication or contradiction between agencies’ policies and programs, and ensure that all components of the Vision are detailed in proper sectoral strategies.
Sixth.
THE PRIVATIZATION PROGRAM: We will make use of international best practices, transfer knowledge and achieve our goals in a balanced and scientific manner.We are in the process of determining additional sectors suitable for privatization.
Seventh.
Eighth. THE STRATEGIC PARTNERSHIPS PROGRAM: Vision, so that we can be a trade hub connecting three continents and enhance our exports.