MY FIRST OBJECTIVE IS FOR OUR COUNTRY TO BE A .docx

MY FIRST OBJECTIVE IS FOR
OUR COUNTRY TO BE A
PIONEERING AND SUCCESSFUL
GLOBAL MODEL OF
EXCELLENCE, ON ALL FRONTS,
AND I WILL WORK WITH YOU TO
ACHIEVE THAT.
KING SALMAN BIN ABDULAZIZ AL SAUD
Custodian of the Two Holy Mosques
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 a
billion 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 our

revenues.
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 not
dependent 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 our
younger generation. They are our nation’s pride and the
architects of our future. We will never forget how, under
IT IS MY PLEASURE
TO PRESENT SAUDI
ARABIA’S VISION
FOR THE FUTURE.
IT IS AN AMBITIOUS
YET ACHIEVABLE
BLUEPRINT, WHICH
EXPRESSES OUR
LONG-TERM GOALS
AND EXPECTATIONS
AND REFLECTS OUR
COUNTRY’S
STRENGTHS AND
CAPABILITIES
FOREWORD
MOHAMMAD BIN SALMAN BIN
ABDULAZIZ AL-SAUD
Chairman of the Council of Economic
and Development Affairs

6
tougher circumstances than today, our nation was
forged 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 and
sisters, is one of huge promise and great potential, God
willing. Our precious country deserves the best.
Therefore, we will expand and further develop our
talents and capacity. We will do our utmost to ensure
that Muslims from around the world can visit the Holy
Sites.
We are determined to reinforce and diversify the
capabilities 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 will
transform the Public Investment Fund into the world’s
largest sovereign wealth fund. We will encourage our
major corporations to expand across borders and take
their rightful place in global markets. As we continue to
give our army the best possible machinery and
equipment, we plan to manufacture half of our military
needs within the Kingdom to create more job
opportunities for citizens and keep more resources in
our 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 the
performance of government agencies, hold them
accountable for any shortcomings. We will be
transparent 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 from
today 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 or
preserving what we have already achieved. We are
determined 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 in
providing opportunities for all through education and
training, and high quality services such as employment
initiatives, health, housing, and entertainment.
We commit ourselves to providing world-class
government services which effectively and efficiently
meet the needs of our citizens. Together we will
continue building a better country, fulfilling our dream
of prosperity and unlocking the talent, potential, and
dedication of our young men and women. We will not
allow our country ever to be at the mercy of a
commodity price volatility or external markets.
We have all the means to achieve our dreams and
ambitions. 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 have
come to join our journey and our success.
We intend to provide better opportunities for
partnerships with the private sector through the three
pillars: our position as the heart of the Arab and Islamic
worlds, our leading investment capabilities, and our
strategic geographical position. We will improve the
business environment, so that our economy grows and
flourishes, 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 and
programs 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 an
immense pride.
7
OUR VISION
8
SAUDI ARABIA
THE HEART OF THE
ARAB AND ISLAMIC

WORLDS,
THE INVESTMENT
POWERHOUSE, AND
THE HUB
CONNECTING THREE
CONTINENTS
9
10
INTRODUCTION
A VIBRANT SOCIETY
A Vibrant Society.. with Strong Roots
A Vibrant Society.. with Fulfilling Lives
A Vibrant Society.. with Strong Foundations
A THRIVING ECONOMY
A Thriving Economy.. Rewarding Opportunities
A Thriving Economy.. Investing for the Long-term
A Thriving Economy.. Open for Business
A Thriving Economy.. Leveraging its Unique Position
AN AMBITIOUS NATION

An Ambitious Nation.. Effectively Governed
An Ambitious Nation.. Responsibly Enabled
HOW TO ACHIEVE OUR VISION?
12
14
16
22
28
34
36
42
50
58
62
64
72
78
INDEX
11
THE KINGDOM OF SAUDI ARABIA IS
BLESSED WITH MANY RICH ASSETS.
OUR GEOGRAPHIC, CULTURAL,
SOCIAL, DEMOGRAPHIC AND

ECONOMIC ADVANTAGES HAVE
ENABLED US TO TAKE A LEADING
POSITION IN THE WORLD
INTRODUCTION
12
To build the best future for our country, we have based
our Vision for the Kingdom of Saudi Arabia on three
pillars that represent our unique competitive
advantages. Our status will enable us to build on our
leading role as the heart of Arab and Islamic worlds. At
the same time, we will use our investment power to
create a more diverse and sustainable economy. Finally,
we will use our strategic location to build our role as an
integral driver of international trade and to connect
three continents: Africa, Asia and Europe.
Our Vision is built around three themes: a vibrant
society, 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 the
importance of a vibrant society. Members of this society
live in accordance with the Islamic principle of
moderation, are proud of their national identity and
their ancient cultural heritage, enjoy a good life in a
beautiful environment, are protected by caring families
and are supported by an empowering social and health
care system.
In the second theme, a thriving economy provides
opportunities for all by building an education system
aligned with market needs and creating economic
opportunities for the entrepreneur, the small enterprise
as well as the large corporation. Therefore, we will

develop our investment tools to unlock our promising
economic sectors, diversify our economy and create job
opportunities. We will also grow our economy and
improve the quality of our services, by privatizing some
government services, improving the business
environment, attracting the finest talent and the best
investments globally, and leveraging our unique
strategic 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 to
take their responsibilities and take the initiative in
facing challenges and seizing opportunities.
In each of these themes, we highlighted a selection of
commitments 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 the
ground and launched some executive programs at the
Council of Economic and Development Affairs. We will
now launch a first portfolio of crucial programs with the
aim to achieve our goals and honor our commitments.
13
A VIBRANT
SOCIETY

1
14
15
LIVING
BY ISLAMIC
VALUES
Islam and its teachings are our way of life. They are the
basis 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 our
work”.
Therefore, the principles of Islam will be the driving
force for us to realize our Vision. The values of
moderation, tolerance, excellence, discipline, equity,
and transparency will be the bedrock of our success.
WE HAVE ENORMOUS UNTAPPED
OPPORTUNITIES AND A RICH BLEND
OF NATURAL RESOURCES, BUT OUR
REAL WEALTH LIES IN OUR PEOPLE
AND OUR SOCIETY. WE TAKE PRIDE IN
WHAT MAKES OUR NATION
EXCEPTIONAL: OUR ISLAMIC FAITH
AND OUR NATIONAL UNITY. OUR
NATION IS THE CORE OF THE ARAB
AND ISLAMIC WORLDS AND
A VIBRANT SOCIETY..

WITH STRONG ROOTS
FOCUSING OUR EFFORTS
TO SERVE UMRAH
VISITORS
Saudi Arabia has assumed a prominent place in the world
and 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 holy
sites. 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 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.
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. We have launched
the Makkah Metro project to complement the railroad and
train projects that will serve visitors to the Holy Mosques
16
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 IN
PERFORMING OUR DUTIES TOWARDS
PILGRIMS TO THE FULLEST AND

PROMOTE OUR DEEP-ROOTED
NATIONAL IDENTITY
and holy sites. We have reinforced the network of our
transport 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 historical
sites and cultural venues, and improve the pilgrimage
experience within the Kingdom.
TAKING PRIDE
IN OUR NATIONAL
IDENTITY
We take immense pride in the historical and cultural legacy
of our Saudi, Arab, and Islamic heritage. Our land was, and
continues to be, known for its ancient civilizations and trade
routes 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 them
registered internationally to make them accessible to everyone
and,

in the process, create cultural events and build world-class
museums 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
Rise in the number of pilgrims from
8 million to 30 million pilgrims
Increase number of registered
archaeological sites in UNESCO
from 4 to 8 the least
To more than double the number of Saudi
heritage sites registered with UNESCO
To increase our capacity to welcome Umrah
visitors from 8 million to 30 million every year
AMONG OUR
GOALS BY
2030
19

AMONG OUR
COMMITMENTS..
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 over
the last decade, reaching eight million in 2015.
By increasing the capacity and by improving the quality
of 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 the
aim 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 crucial
role in this project as we work to upgrade
accommodation, improve hospitality and launch new
services for pilgrims.
THE LARGEST ISLAMIC
MUSEUM

We have always taken – and will continue to take –
great pride in our heritage. Mohammad, the Last of
Prophets, Peace Be Upon Him, was from Makkah,
the birthplace of Islam. Medina is where the first
Islamic society was born.
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.
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 and
include a world-class library and research center.
21
PROMOTING
CULTURE AND
ENTERTAINMENT
We consider culture and entertainment indispensable
to our quality of life. 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. It is why we will support the efforts of
regions, governorates, non-profit and private sectors to
organize cultural events. 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. 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. These projects will also contribute to our
economy and will result in the creation of many job
opportunities.
THE HAPPINESS AND FULFILLMENT
OF CITIZENS AND RESIDENTS IS
IMPORTANT TO US. THIS CAN ONLY
BE ACHIEVED THROUGH PROMOTING
PHYSICAL, PSYCHOLOGICAL AND
SOCIAL WELL-BEING. AT THE HEART
LIVING HEALTHY,
BEING
HEALTHY
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 will
change. We intend to encourage widespread and
regular participation in sports and athletic activities,
working in partnership with the private sector to
establish additional dedicated facilities and programs.
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.
A VIBRANT SOCIETY..

WITH FULFILLING LIVES
22
DEVELOPING
OUR
CITIES
Our cities already enjoy high levels of security and
development. 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 are
less than 0.8 per 100,000 people, far below the
international rate of 7.6. We will maintain our safety and
security by supporting ongoing efforts to fight drugs
abuse, as well as by adopting further measures to
ensure traffic safety, reduce traffic accidents and
minimize their tragic consequences.
Our cities have grown significantly in recent decades; a
growth which has been accompanied by the steady
development of their infrastructure. To ensure we can
continue to enhance the quality of life for all and meet
the needs and requirements of our citizens, we will
continue 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 of
individuals and families.
ACHIEVING
ENVIRONMENTAL
SUSTAINABILITY

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 and
renewable 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.
OF OUR VISION IS A SOCIETY IN
WHICH ALL ENJOY A GOOD QUALITY
OF LIFE, A HEALTHY LIFESTYLE AND
AN ATTRACTIVE LIVING
ENVIRONMENT
23
A VIBRANT SOCIETY..
WITH FULFILLING LIVES
24
Naming three Saudi cities
Among the top 100 cities
In terms of quality of life*

Polarization of household spending on
culture And entertainment into the
kingdom to rise from % 2.9 to 6%
Increase percentage of sports
practitioners At least weekly from
13% to 40%
Naming three Saudi cities
Among the top 100 cities
In terms of quality of life*
To increase the ratio of individuals exercising at least
once a week from 13% of population to 40%
To increase household spending on cultural and entertainment
activities
inside the Kingdom from the current level of 2.9% to 6%
To have three Saudi cities be recognized in the top-ranked
100 cities in the world
AMONG OUR
GOALS BY
2030
25
AMONG OUR
COMMITMENTS..
26

By 2020, there will be more than 450 registered
and professionally organized amateur clubs
providing a variety of cultural activities and
enter tainment events.
“DAEM”
MEANINGFUL
ENTERTAINMENT FOR
CITIZENS
We will increase the number and variety of
cultural and enter tainment activities with the
aim of opening dedicated venues to showcase
our citizens’ myriad talents. We will also review
our regulations to simplify the establishment and
registration of amateur, social and cultural clubs.
We will launch and provide the necessar y
financial suppor t for “Daem”, a national program
to enhance the quality of cultural activities and
enter tainment. 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.
27
CARING FOR
OUR FAMILIES
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 to
Islamic principles and values, together with the unity
and extended family relations. 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. Families will also be encouraged to adopt a
planning culture, to plan carefully for their future and
the 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 to
build houses; and providing funding, mortgage
solutions and ownership schemes that meet the needs
of our citizens.
OUR GOAL IS TO PROMOTE AND
REINVIGORATE SOCIAL
DEVELOPMENT IN ORDER TO BUILD A
STRONG AND PRODUCTIVE SOCIETY.
WE WILL STRENGTHEN OUR FAMILIES,
DEVELOPING OUR
CHILDREN’S CHARACTER

We intend to embed positive moral beliefs in our
children’s characters from an early age by reshaping
our academic and educational system. 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.
A VIBRANT SOCIETY..
WITH STRONG FOUNDATIONS
28
EMPOWERING
OUR SOCIETY
We will continue modernizing our social welfare system
to make it more efficient, empowering and just.
Subsidies for fuel, food, water and electricity will be
better 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 will
offer preparation and training to those unable to find
employment so they can smoothly join the workforce
whenever possible.

CARING FOR
OUR HEALTH
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, world-
class 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 care
centers, 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 in
encouraging citizens to make use of primary care as
a first step. It will deepen collaboration and
integration between health and social care, as well as
supporting families to provide home care when
necessary for their relatives. The public sector will
focus on its planning, regulatory and supervisory
roles in health care. 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. We will work towards developing
private medical insurance to improve access to
medical services and reduce waiting times for
appointments with specialists and consultants. Our
doctors will be given better training to improve
treatment for chronic diseases such as heart disease,
diabetes and cancer that threaten our nation’s health.
PROVIDE THE EDUCATION THAT
BUILDS OUR CHILDREN’S
FUNDAMENTAL CHARACTERS AND
ESTABLISH EMPOWERING HEALTH
AND SOCIAL CARE SYSTEMS

29
A VIBRANT SOCIETY..
WITH STRONG FOUNDATIONS
30
Raise Social capital index from
position 26 to position 10
Increase the average of life
expectancy from 74 to 80 years
To increase the average life expectancy from 74 years to 80
years
To raise our position from 26 to 10 in the Social Capital index
AMONG OUR
GOALS BY
2030
31
AMONG OUR
COMMITMENTS..
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 be
engaged 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 their
children’s education. We will establish parent-led boards
in schools, to open discussion forums and further
engage with parents. 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. 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
Our goal is to enhance the standard and quality of
health care services. Our aim is a health care sector that
promotes competition and transparency among
providers. 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 the
private sector. This will provide our citizens with the
highest quality of health care while, at the same time,
allowing the government to focus on its legislative,
regulatory and supervisory roles. Corporatization shall
also promote and prioritize specialization in health care
services and enable citizens to choose their preferred
service provider.
33
A THRIVING
ECONOMY
2
34
35
LEARNING
FOR
WORKING
We will continue investing in education and training so
that our young men and women are equipped for the
jobs of the future. We want Saudi children, wherever
they live, to enjoy higher quality, multi-faceted

education. 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 the
outcomes of our education system are in line with
market needs. 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 also expand vocational training in order to drive
forward economic development. Our scholarship
opportunities will be steered towards …
N2-718-034
R E V : J A N U A R Y 3 1 , 2 0 1 8
Professor Richard H.K. Vietor and Research Associate Haviland
Sheldahl-Thomason prepared this case. Funding for the
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R I C H A R D H . K . V I E T O R
H A V I L A N D S H E L D A H L - T H O M A S O N
Saudi Arabia: Vision 2030
In terms of embracing Vision 2030, there’s no turning back.1
— Mohammed K.A. Al-Faisal (MBA ’96)
At an investor summit in late October 2017, Crown Prince
Mohammed bin Salman pledged to
“moderate” Saudi Arabia. “We will not spend the next 30 years
of our lives dealing with extremist
ideologies. We will destroy them today, and immediately,” said
the Prince. “Saudi was not like this
before 1979. Saudi Arabia and the entire region went through a
revival after 1979…All we are doing
is going back to what we were: a moderate Islam that is open to
all religions and to the world and to
all traditions and people.”2
The summit was celebrating more than a year’s progress of
Vision 2030 – the development strategy
that the young Prince had introduced in June of 2016. In an
environment of sharply declining oil prices,
the 32-year-old Prince – not yet designated Crown Prince – had
introduced a plan to move Saudi Arabia
away from its long-dependence on oil exports, to become an
investment powerhouse, to develop the
non-oil economy and, in the process, create six million jobs for

Saudi’s.3
Then, in November of 2017, Mohammed bin Salman (MBS) had
more than 300 business executives,
including 11 princes, detained at the Ritz Carlton in Riyadh on
charges of corruption. Clearly, MBS
wanted to emphasize his seriousness about the Vision 2030
changes, and perhaps garner more public
support. These leaders were to be held until they settled
payments to the government – some in the
billions of dollars – to recover their corrupt gains and help fund
ambitious government programs. A
decision to allow women to drive again had preceded this
audacious, yet popular move, and it was
shortly followed by other announcements to open movie theaters
and to reduce subsidies on gasoline
and electricity in 2018. The new budget, released December
19th, modified the National
Transformation Plan and reaffirmed, albeit delayed, return to a
balanced budget.
The question on everyone’s mind – Saudis and foreign investors
alike – was what Mohammed bin
Salman would do next – not just domestically, but also to
stabilize and secure Saudi Arabia’s foreign
policy in the chaotic and dangerous Middle East.
718-034 Saudi Arabia: Vision 2030
2
Background
Saudi Arabia was the largest country on the Arabian Peninsula,

occupying 80% of the total area. It
was bordered by Jordan, Iraq and Kuwait to the north, Bahrain,
Qatar and the United Arab Emirates to
the east and Oman and Yemen to the south (see Exhibit 1).
Saudi Arabia had an expansive coastline
along the Red Sea to the West and the Persian Gulf to the East.
Of the country’s 800,000 square-mile
landmass, 95% was desert and only 1.6% of was arable.
Saudi Arabia’s population exceeded 32 million in 2017, 7
million of whom lived in the capital city,
Riyadh. Over 83% percent of the population was urbanized,
including 12 million foreigners who
worked or resided in the country.4 Remittances of nearly $46
billion were sent from the Kingdom to
other countries in 2015 – one of the highest levels in the
world.5 Because of its high fertility rate, 70%
of the Saudi population was under the age of 30. The official
language was Arabic, although English
was spoken widely in business.
History of Saudi Arabia
Prior to the rise of Islam, the Arabian Peninsula was a strategic
trade corridor, located between the
Nile River Valley and Mesopotamia. However, the birth of the
prophet Muhammad would transform
the future Kingdom of Saudi Arabia into a religious epicenter.6
In 610, Muhammad was visited by the
Angel Gabriel, who shared a message from God which
Muhammad dictated in Arabic, eventually
becoming the Qur’an.7 Muhammed began spreading the
teachings of Islam in Mecca, and in 622 he
moved to Medina, where he would live for the remainder of his
life. By the time of his death, most
Arabian communities had declared loyalty to Muhammad and to

Islam. Mecca and Medina developed
into the two holiest cities of Islam, which gave rise to the
Kingdom’s description as the “Land of the
Two Holy Mosques.”
The Islamic Empire continued to spread after Muhammad’s
death, and within 100 years it stretched
from India and China to Spain. Yet the Arabian Peninsula was
ruled by various empires, including the
Byzantines, Sassanids and Ottomans. In the eighteenth century,
the Islamic Empire fractured into
smaller kingdoms as the Arabian Peninsula grew increasingly
isolationist, populated by semi-feudal
tribes. Then, in the early 1700s, Muhammed bin Abdul
Wahhab, a Muslim scholar, and Muhammad
bin Saud, a tribal leader from the village of Diriyah, established
the first Saudi state, free from Ottoman
rule.8 With the goal of restoring the pure teachings of Islam by
promoting monotheism and a strict
interpretation of the Qur’an, the two men started a revivalist
movement, deemed Wahhabism. This
movement formed the basis of the monarchy and the practice of
Islam and shari’a law in contemporary
Saudi Arabia.
The first Saudi state gained control of Mecca and Medina and
would cover almost all of the modern-
day territory. However, in the early 1800s the Ottoman’s,
displeased with the state’s increasing powers,
besieged Diriyah and destroyed the new government. A
tumultuous period followed, as the Al Saud
dynasty regained control of parts of the area in 1824 and
established the second Saudi state. This too
would collapse before the end of the century, due to internal
conflicts. The Al Saud family fled to
Kuwait after the second state failed, but in 1902 Abdul-Aziz bin

Saud returned to the area and seized
Riyadh, the beginning of a series of conquests that would lead
to the modern third Saudi state, the
Kingdom of Saudi Arabia, in 1932. The Qur’an was declared
the constitution.
https://en.wikipedia.org/wiki/Jordan
https://en.wikipedia.org/wiki/Iraq
https://en.wikipedia.org/wiki/Bahrain
https://en.wikipedia.org/wiki/United_Arab_Emirates
https://en.wikipedia.org/wiki/Oman
https://en.wikipedia.org/wiki/Yemen
https://en.wikipedia.org/wiki/Ibn_Saud
Saudi Arabia: Vision 2030 718-034
3
The Practice of Islam
The Muslim faith established five obligations, which included:
(1) reciting “There is no God but God
and Muhammad is the Messenger of God,” (2) praying five
times a day, (3) giving 2.5% of one’s total
net worth to the poor (Zakat), (4) fasting during the month of
Ramadan (the ninth month in the Muslim
lunar calendar), and (5) taking a pilgrimage to Mecca during
one’s lifetime (Hajj). Islam was the basis
of the Kingdom’s laws, and was the only recognized religion in
Saudi Arabia.
The majority of Saudi’s were Sunni Muslims and followed the
Hanbali School of Jurisprudence –
one of the most conservative practices of Islam. There were a
smaller number of Shia Muslims,

approximately 10% of the population, though the Wahhabi
ideology denounced their faith. The
religion had been divided following Muhammad’s death, after
which the majority of believers (which
would become “Sunni”) supported Muhammad’s central advisor
Abu Bakr as the successor. But a
minority supported Muhammad’s son-in-law, Ali. The minority,
or Shia, began to form following the
murder of Ali after he was named the fourth caliph. Religious
differences and intolerances developed,
as the Sunni believed that divine revelation ended with
Muhammad while the Shia believed that their
leaders were divinely guided. Discrimination against Shia
Muslims had been widely reported – the
Human Rights Watch detailed unfair judicial and educational
treatment against the Shias. For example,
in Saudi Arabia, some Shias were not allowed to be judges and
Shias were not allowed to teach their
religion.9 Over a millennium, however, Shia came to dominate
Iran, Iraq, Azerbaijan and Bahrain, with
significant minorities in Yemen, Kuwait, Turkey, Pakistan and
Afghanistan.
Modern History
The political centralization and unification that occurred after
the creation of the modern Saudi state
led to the power of a relative few. The royal family and the
ministries of finance, the interior, and
foreign affairs were the powers that initially ran the country.
The economic development of the
Kingdom, under the leadership of Abdul-Aziz bin Saud (known
as Ibn Saud) was initially dependent
on tourism revenues from Muslim pilgrimages, but it
skyrocketed after the discovery of oil in 1938 by
American geologists.10

After establishing relations with the US in 1933, Ibn Saud had
allowed US companies to engage in
oil exploration and develop oil resources following the
discovery of the second largest oil reserve in
the world. The oil companies and the Saudi government set up
a joint venture that would become the
Arabian-American Oil Company (later renamed Saudi Arabian
Oil Company, known as Aramco),
today the largest energy company in the world.11 The
discovery of oil marked the beginning of Saudi
Arabia’s international integration, as the country began
exporting oil in 1939. In 1945, the Kingdom
and the US agreed to a “security-for-oil” deal, whereby the
Kingdom would securely supply western
markets with oil and the US in turn would provide military
assistance and training.
During the next decade, the success of the oil industry
necessitated the creation of a new economic
administration.12 The government created the Saudi Arabian
Monetary Agency (SAMA) to act as the
central bank and manage oil revenues in 1952. The oil sector
molded the Kingdom’s economy, as
supporting enterprises were established to benefit the newfound
resource wealth. Oil revenues
allowed Ibn Saud to provide free healthcare for all Saudis and
to invest heavily in education. The
Kingdom had built 226 schools by 1951 and established its first
university in 1957.13 Despite the
growing wealth, the Kingdom was forced to seek financial
assistance from the International Monetary
Fund (IMF) in 1958, as the government’s spending had
surpassed revenues. In 1960, Saudi Arabia,
along with the oil-rich nations Iran, Iraq, Kuwait and
Venezuela, formed the Organization of the

https://en.wikipedia.org/wiki/Ibn_Saud
4
Petroleum Exporting Countries (OPEC), which aimed to
coordinate petroleum policies among the
members to ensure stable prices.14 By 2017 ten other countries
had joined OPEC.
Ibn Saud died in 1953, and his son, the crown prince Saud bin
Abdulaziz Al Saud, became the new
King. However, following an increase in the nation’s debt and
accusations of profligacy, fellow
members of the royal family deposed Saud in 1964, claiming
that the country needed a more capable
leader to strengthen the Kingdom’s frail economy. Faisal bin
Abdulaziz Al Saud became the new king,
and was instrumental in the economic and cultural
modernization of the country.
The IMF had suggested that the Kingdom create a planning
agency, and the 1960s therefore marked
the beginning of economic planning in the Kingdom. King
Faisal created the Central Planning
Organization in 1965 to aid in diversifying the economy,
although its influence was limited by financial
constraints. The country released the first of several five-year
development plans in 1970, which
prioritized investment in infrastructure, education and
defense.15 When the Arab-Israel War broke out
in 1973, and the United States re-armed Israel, Saudi Arabia led
other Arab states to impose an oil

embargo on certain Western countries. Together with pressures
already begun in Libya, the embargo
shortly led to crude oil price increases, from $2.40 to $11.65
per barrel. Oil prices jumped again in 1978,
during the Iranian Revolution – this time to $36 per barrel.
Thus, through the 1970s and early 80s,
Saudi Arabia experienced its highest ever levels of growth.
Faisal outlawed slavery and oversaw some modernization of the
Saudi culture. Female education
was introduced in 1964, and women were allowed to travel
freely if they had a letter of permission.
The television was introduced in 1965, and the initial broadcast
was a recitation of the Qur’an.
However, Faisal allowed for extremist Muslims from Egypt and
Syria to seek refuge in Saudi Arabia.16
Faisal was assassinated by his nephew in 1975, and was
succeeded by his half-brother Prince Khalid.
Further unrest developed in 1979, when religious conservatives
seized the Grand Mosque in Mecca to
protest the recent liberalization measures, claiming that they
were against the teachings of Islam. This
prompted the rise of an ultraconservative periphery, and an
increase in conservatism in Saudi society.
To appease the conservatives, Khalid empowered the Committee
for the Propagation of Virtue and the
Prevention of Vice (CPVPV), which monitored behavior
previously supervised by families. The
CPVPV employed the religious police, the mutaween, who
enforced dress codes, supported the
segregation of unmarried men and women, forced the shutdown
of stores during prayer time and
prevented women from independent travel during the 1980s and
90s.
Government

Saudi Arabia was a hereditary monarchy, and Islam was the
foundation of the country’s laws. The
succession of the throne was determined by the king, who chose
the crown prince with help from the
Allegiance Council (see Exhibit 4). The 1992 Basic Law,
passed under the rule of King Fahd, was
indicative of a constitution, and mandated that the succession of
the throne pass through direct male
descendants of Ibn Saud. The Council of Ministers had been
effective since 1953, and was composed
of 22 ministries in areas such as education, defense, and the
economy. The members were selected by
royal decree and were tasked with advising the king and
approving legislation. Fahd created the
Consultative Council (also called the Shura Council) in 1992,
which was based on the Islamic concept
of a majilis, whereby educated citizens could personally
approach their leader with concerns.17 The
Council had 150 members, all appointed by the king, and were
able to propose laws to the king. While
initially all 150 members were male, in 2013 King Abdullah,
Fahd’s successor, appointed 30 women to
the Council.
King Fahd also divided the nation into 13 provinces in 1992,
each with their own governor, a deputy
governor, and a provincial council. The provincial council was
responsible for drafting a development
5

budget and monitoring ongoing projects. Provincial elections
were allowed for half of the seats in 2005,
with men allowed to vote for male candidates, and expanded in
2015, when women were allowed to
both run as candidates and vote. In the 2015 municipal
elections, with 284 seats up for grabs, twenty
women were elected. There had been 1,000 female candidates
and 7,000 male candidates, and
approximately 81% of the 130,000 female registered voters cast
ballots.18
Legal System
Saudi Arabia’s judicial system was based on Shari’a law for
both criminal and civil cases. Shari’a law
was not codified, and judicial decisions were based on the
Qur’an, the Sunnah (the practices and
sayings of Muhammad), Ijma (the consensus of Muslim scholars
on religious issues) and Qias (analogy
based on written reports of Muhammad). The court system was
dominated by Shari’a courts, which
heard the majority of the cases and were divided into three
categories - Courts of the First Instance,
Courts of Cassation and the Supreme Judicial Council. The
Board of Grievances handled cases
pertaining to the government. In 2007, King Abdullah created a
Supreme Court and specialized courts
for commercial and labor issues. But the Kingdom and its legal
system had been criticized for a variety
of human rights infringements, including the lack of protection
for religious freedom and for not
always informing a suspect the crime of which they were
accused.19
Senior religious scholars formed the ulema, the country’s
religious leadership. Saudi judges and

lawyers were a part of the ulema, and the most senior members
were appointed to the Council of Ulema.
The Council members directly advised the king and issued
fatwas, opinions on Islamic law. Once a
fatwa had been issued, the mutaween were expected to carry out
its conditions. The government
officially recognized the religious authority of the ulema, and
the ulema in turn provided the support of
the religious community for government decisions.20 For
example, in 1979 the ulema issued a fatwa that
supported the use of force against those who had seized the
Grand Mosque in Mecca. This situation
led to the ulema having more powers throughout the Kingdom,
although beginning in 2005 their
influence was dampened as the country gradually opened to
some Western norms.21 In 2010, King
Abdullah mandated that only clerics of the Council of Ulema
had the authority to issue fatwas, a move
some saw as the assertion of government control over the
religious authority.22 The strategic
relationship between government and the ulema was meant to
increase stability in the nation, although
many were unsure how much influence the ulema had on
governmental affairs.
Islamic law also influenced the finance industry in Saudi
Arabia, and Islamic finance was common
in the area. Shari’a law forbade the collection of interest on
loans, as well as investments in goods such
as pork and alcohol, and emphasized risk-sharing as part of
raising capital. By 2016 Islamic finance
accounted for two-thirds of total bank financing.23 Of the 12
commercially licensed banks in the
Kingdom, 4 were fully compliant with Islamic law and the
others provided a mix of Islamic and
conventional banking services. Islamic banking was growing

relatively quickly in the Kingdom, and
was monitored and regulated by the SAMA.
Two of the most important institutional problems facing the
country were education and the
judiciary. “These institutions have to be substantially fixed
were Vision 2030 to succeed.”24 Domestic
education was still plagued by weak teachers and the wrong
subjects. And while the foreign
educational push of Saudis to the USA was a good idea, it had
been poorly managed. The judiciary
took forever, too often operating with outdated principles and
rules. Simple property cases, for
example, could take up to 10 years.
6
Current Government
Salman bin Abdulaziz Al Saud was crowned king of Saudi
Arabia following the death of his
predecessor and half-brother, King Abdullah, in February 2015.
Salman appointed Muqrin bin
Abdulaziz Al Saud, the youngest surviving son of Ibn Saud, as
crown prince and promptly began
reforming the country. The king, with the help of his young son
Mohammad Bin Salman, abolished
eleven committees that former kings had created and replaced
them with two agencies, the Council of
Political and Security Affairs and the Council of Economic and
Development Affairs, in an effort to
increase efficiency.25 However, in part to appease those who

were worried about the succession of
power in the country as the sons of Ibn Saud aged, 79 year-old
King Salman appointed his nephew,
Muhammad bin Nayef, as crown prince a few months later,
replacing Muqrin. Nayef’s appointment
represented the eventual transition of leadership of the Kingdom
from the sons of Ibn Saud to his
grandsons. Nayef was largely known for his work in
dismantling Al Qaeda in the Kingdom and
strengthening relations with the United States and other western
nations. While Nayef was highly
respected internationally, Mohammad Bin Salman was given
increasing control over national policy.
Named deputy crown prince later in 2015, Mohammad Bin
Salman served as defense minister and
head of the Council for Economic Affairs and Development.
In 2017, King Salman took an extraordinary step of relieving
Nayef of his duties and appointing his
31-year-old son Mohammad as the crown prince, leaving the
position of deputy crown prince empty.
And less than a year later, Crown Prince Mohammed, as head of
a new anti-corruption agency, arrested
dozens of Saudi princes and businessmen, including the
billionaire investor Prince Alwaleed bin Talal
and his putative rival for the throne, Prince Mutaib bin
Abdullah – head of the Saudi National Guard.26
Those arrested during the crackdown were accused of
corruption, but some thought the arrests were a
move to amass power.
Bin Salman’s power was thus further consolidated, and while
his youthfulness and reform-minded
approach to the country was largely embraced by the younger
Saudi population, more conservative
Saudi’s viewed his temperament as impulsive and were wary of

the progressive reforms he
suggested.27 In addition to his economic power, MBS now
oversaw the three main security services in
the Kingdom - the military, internal security services and the
National Guard, control of which had
historically been divided between different branches of Ibn
Saud’s descendants.28 A former US
ambassador remarked that it was a “coup de grâce of the old
system,” and that “all power has now
been concentrated in the hands of Mohammed bin Salman.”29
The Economist described the crown prince
as the most powerful man in Saudi Arabia since its founder.30
Culture in the Kingdom
Social behavior in Saudi Arabia was heavily monitored and
dependent upon the values of Shari’a
law. Social norms included the wearing of traditional clothes
for men and women. Men typically wore
a thobe, a floor-length tunic, accompanied by a shemagh and
aqal, a red and white warp held atop the
head with a black ring. However, younger Saudi males were
increasingly drawn to Western clothes.
Women were required to wear an abaya, a black robe that
covered the body, as well as a headscarf. The
use of the abaya in the Kingdom was based on tradition and was
meant to obscure women, for their
visibility might incite fitna, or chaos, in a man’s heart.31 Some
wore a niqab, a black veil that covered
the entire face besides the eyes.
Since 1979, in the wake of the terrorist attack, Saudi Arabia had
curtailed women’s rights; the World
Economic Forum ranked it 141 (out of 144 countries) in terms
of gender parity, particularly concerning
economic opportunity and political empowerment. Female

unemployment stood at 32% (see Exhibit
https://en.wikipedia.org/wiki/Abdullah_of_Saudi_Arabia
https://en.wikipedia.org/wiki/Muhammad_bin_Nayef
7
13), and women worked in a segregated space. One woman
remarked that "you need to be in a
desegregated workspace for women to rise in a company so they
can be integrated in the total
workforce."32 And Saudi women were prevented from
obtaining a driving license until 2018, which,
personal freedoms aside, had increased the transportation costs
associated with work and sapped
disposable incomes. Saudi Arabia had very limited public
transportation, and with half of the
population historically prohibited from driving, ride-hailing
applications such as Uber were welcomed
into the country. Some noted the contradiction of not allowing
women to mix with non-familial men
but allowing them to be driven around by complete strangers.33
While steps had been taken towards
increasing the role of women in society, such as the ability for
them to get an education, go to the gym,
participate in the Olympics, attend sporting events, appear on
television and vote, they were still
unable to travel independently and composed only 13% of the
Saudi workforce in 2015. Human Rights
Watch stated that the system of male guardianship effectively
rendered women legal minors.34
Concerning further changes to the establishment, one woman
stated that, although she was initially

hopeful, “I’m a Saudi woman, so we are born with very little
hope to begin with.”35 For many years,
commented another, “the government has been a paternal figure.
The government held back
innovation by default.”36 One woman observed that after 1979,
the clergy had wanted more power.37
Her husband added on “but now, there’s a new sheriff in
town.”38 The Crown Prince “was using shock
treatment. They don’t have the luxury of time for change
now.”39
Saudi youth also faced restrictions in their public lives, as they
were not allowed to date openly and
their entertainment options had been historically limited.
Relationships were mostly arranged, and
cinemas were banned in the kingdom. Saudi Arabia heavily
regulated traditional media sources.
Reporters Without Borders ranked Saudi Arabia 168th out of
180 countries on its 2017 Freedom of Press
Index. Internet content was also heavily regulated, as the
government cracked down on offensive or
anti-Islamic content, as well as content that criticized the Saudi
royal family. However, social media
sites such as Facebook and Twitter were allowed and provided
Saudis a space to more freely discuss
their opinions. “More things are considered the norm,” observed
one student. “It is expanding year
by year, but religion limits you from certain aspects.”40 The
internet was deemed by some as the least
repressive space for expression in the Kingdom, and the
government had even responded to some
opinions expressed online.41
The acceptance of smartphones led to the proliferation of social
media: by 2016, 10 million of the
Kingdom’s 11 million active social media accounts were

accessed via smartphone.42 Saudi youth
comprised the majority of social media users. Saudi society
provided ideal conditions for a social media
boom, as social media provided a medium through which the
youth could more freely express
themselves, meet friends and those of the opposite sex and
entertain themselves.43 Saudi Arabia grew
to have the highest penetration of Twitter and per-capita
consumption of YouTube in the world (see
Exhibit 16 for social comparators).44 While the Kingdom had
banned calls via Skype and WhatsApp,
citing that they did not adhere with telecom regulations, that
ban was lifted in 2017.
Energy
The Kingdom had long relied on oil for its economic
development. Saudi Arabia reported 266
billion barrels of proven crude oil reserves - the largest in the
world (see Exhibit 6). Natural gas, at 8.4
trillion cubic meters, was the world’s fifth largest gas
reserve.45 In 2017 Saudi Arabia was the world’s
largest exporter of oil and its second largest producer, following
Russia. Saudi Arabia produced over
10 million barrels of crude oil a day in 2016, and oil constituted
85% of the nation’s export revenues.46
The Kingdom had played a critical role as OPEC’s swing
producer, possessing a spare production
capacity of over 2 million barrels per day.47
8

The state-owned Saudi Aramco dominated oil production in
Saudi Arabia. The Kingdom had
granted exploration rights to the American firm Socal (later
Standard Oil) in 1933, and the country’s
first commercially productive oil well, Dammam No. 7, was
discovered in 1938. Saudi oil was
developed by a cartel of four companies – Esso (now Exxon),
Chevron, Texaco and Mobil. Together
they produced enough Saudi oil to meet, but not exceed, global
demand. By 1980, however, the
Kingdom had nationalized their assets, under the control of the
Saudi Arabian Oil Company, or
Aramco. 48 Although government owned, Aramco operated as a
private firm (albeit with direction
from the Saudi Energy Ministry). The Saudi state benefitted
from Aramco’s profits through three
channels: taxes (which had been 85% after costs, capital
expenditures, etc. were deducted, though this
was lowered to 50% in 2016), royalties at 20% and dividends.49
Despite its abundance of the natural resource, Saudi Arabia’s
energy markets faced many challenges
in the twenty-first century. Domestic consumption in the
Kingdom grew at a record 7-9% in the years
from 2010 to 2015, spurred by population growth, economic
prosperity and low, subsidized energy
prices. In 2016 domestic consumption amounted to 3.9 million
barrels of oil a day – about 40% of the
Kingdom’s crude oil …
Economic impactCOVID-19
Research Topic: How companies in Saudi Arabia develop a
health culture in their business to achieve reputation and
competitive advantage
Culture of Health (Definition): A culture which encourages

everyone, including businesses, to maximize good health and
well-being for themselves, for others with whom they live and
work, for their communities, and for the environment
Research should be based on an analysis of gaps in current
knowledge of epidemiology
Proposal should fulfil the following: 6 pg. without References.
Single phase
- Abstract
- Introduction.
- Research Objectives.
- Literature Review.3 pg.
- Methodology.
- Expected Outcomes.
- Outcome Utilization.
- References.
The Ministry of Health in Saudi Arabia (MOH) is working to
establish healthcare research strategy
aims to ensure an innovative research environment where
evidence informs policy
development and decision making by supporting and sustaining
local research
capacity. The strategy has three components:
• Increase research productivity and strategic value by aligning
research funding
with health system strategic priorities to optimize impact and
return on
investment.
• Foster knowledge translation and exchange by facilitating
linkages between
researchers and decision-makers for the uptake and use of
evidence.
• Build capacity by attracting, developing and retaining world-
class health research
professionals.

Economic impact
COVID
-
19
Research
Topic:
How
compan
ies
in
Saudi
Arabia
develop a health
culture in
their
business to achieve reputation and competitive
advantage
Cultur
e of Health
(Definition
)
:
A culture which encourages everyone, including businesses, to

maximize
good health and well
-
being for themselves, for others with whom they live and work,
for their
communities, and for the environment
Proposal should fulfil the following:
6
pg.
without
References.
Single phase
-
Abstract
-
Introduction.
-
Research Objectives.

-
Literature Review.
3
pg.
-
Method
ology.
-
Expected Outcomes.
-
Outcome Utilization.
-
References.
The Ministry of Health
in
Saudi
Arabia
(MOH) is working to establish healthcare research strategy

local research
research funding
with health system strategic priorities to optimize i
mpact and return on
investment.
linkages between
researchers and decision
-
makers for the uptake and use of evidence.
Economic impact COVID-19
Research Topic: How companies in Saudi Arabia develop a
health
culture in their business to achieve reputation and competitive
advantage
Culture of Health (Definition): A culture which encourages
everyone, including businesses, to maximize
good health and well-being for themselves, for others with
whom they live and work, for their
communities, and for the environment
Proposal should fulfil the following: 6 pg. without References.

Single phase
- Abstract
- Introduction.
- Research Objectives.
- Literature Review.3 pg.
- Methodology.
- Expected Outcomes.
- Outcome Utilization.
- References.
The Ministry of Health in Saudi Arabia (MOH) is working to
establish healthcare research strategy
local research
research funding
with health system strategic priorities to optimize impact and
return on
investment.
linkages between
researchers and decision-makers for the uptake and use of
evidence.

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