KSA Vision 2030

Strategic Objectives and Vision Realization Programs

This document explains the approach that will be taken to
deliver Vision 2030

Vision
2030
Questions this document will answer :
• What is Saudi Arabia's Vision 2030?
• What are the strategic objectives at the heart of
Saudi Arabia's Vision 2030?
• How will we develop action plans to achieve the
strategic objectives?
• What are the Vision Realization Programs?
• How will the Vision Realization Programs be
implemented?

1
Agenda

Vision
2030
Questions this document will answer :
• What is Saudi Arabia's Vision 2030?
• What are the strategic objectives at the heart of
Saudi Arabia's Vision 2030?
• How will we develop action plans to achieve the
strategic objectives?
• What are the Vision Realization Programs?
• How will the Vision Realization Programs be
implemented?

2
What is Vision 2030?

Vision 2030 was built on 3 pillars that draw on KSA's

intrinsic strengths

Our strengths Pillars of Vision 2030

• …with strong roots

A vibrant
Saudi Arabia society • …with fulfilling lives
…
• …with strong foundations

• …rewarding opportunities
The heart The hub A
The • …investing for the long-term
of the Arab connecting thriving
investment economy
and Islamic three
powerhouse … • …open for business
Worlds continents
• …leveraging its unique position

An • …effectively governed
ambitious
nation… • …responsibly enabled

3
What is Vision 2030?

Pillar 1: A vibrant society

Our direction Our goals

"Taking pride in our

…with national identity"
"Focusing our efforts to • Serve 30 Million Umrah
strong visitors
serve Umrah visitors"
roots
"Living by Islamic values"

"Promoting "Developing our

…with culture and entertainment" cities" • Increase household
A vibrant
fulfilling spending on cultural and
society... lives entertainment to 6%
"Living healthy, being "Achieving environmental
healthy" sustainability"

"Caring for our "Developing our

…with families" children’s character" • Increase the average
strong
life expectancy from
founda- 74 years to 80 years
tions "Empowering our "Caring for our health"
society"
4
What is Vision 2030?

Pillar 2: A thriving economy

Our direction Our goals

"Boosting our "Learning for
…rewarding working" • Lower the rate of
small businesses "Attracting the
opportunit- talents we need" unemployment from
and productive "Providing equal
ies families" 11.6% to 7%
opportunities"
"Maximizing our investment "Launching our promising
…investing capabilities" sectors" • Increase the Public
for the long Investment Fund’s assets
term "Privatizing our government services" to over SAR 7 trillion
A thriving
economy… "Improving the business "Rehabilitating economic
environment" cities" • Increase the private
…open for
sector’s contribution to
business "Establishing special "Increasing the competitiveness of 65% of GDP
zones" our energy sector"
"Integrating regionally and
…leveraging internationally" • Raise the share of non-
"Building a unique
its unique regional logistical hub" oil exports in non-oil GDP
position "Supporting our national from to 50%
companies"
5
What is Vision 2030?

Pillar 3: An ambitious nation

Our direction Our goals

"Embracing "Protecting our vital

Transparency" resources" • Raise our ranking on the
E-Government Survey
…effectively "Engaging everyone" "Organizing ourselves with Index from our current
governed agility" position of 36 to be
among the top five
nations
"Committing to efficient spending and balanced finances"
An
ambitious
nation… "Being responsible for our lives"

• Rally one million

...responsibly "Being responsible in business" volunteers per
enabled
year

"Being responsible to society"

6
Agenda

Vision
2030
Questions this document will answer :
• What is Saudi Arabia's Vision 2030?
• What are the strategic objectives at the heart of
Saudi Arabia's Vision 2030?
• How will we develop action plans to achieve the
strategic objectives?
• What are the Vision Realization Programs?
• How will the Vision Realization Programs be
implemented?

7
Strategic Objectives

The Vision was cascaded into strategic objectives to

enable effective implementation
Guidelines Application to «Vision 2030»

• Translate the Vision's aspirations, commitments and • Detailed objectives have been
Practical
Objectives objectives into achievable objectives that can be developed in a way makes them
used in the development of metrics and targets achievable

• The objectives have been

Accountability & • Identify a clear accountability mechanism for each
Enablement structured in a way ensures clear
objective, as well as relevant stakeholders for each
roles for each stakeholder

• The objectives have been

Interdependency • Understand and manage the relationship between
Analysis redistributed according to their
different objectives to ensure Vision delivery
interdependency and relationship

• Follow-up the implementation of the Vision in an • The objectives have been

Follow-up organized manner, along with the ability to measure structured so that they can be
impact to support decision-making linked with the Vision's targets
8
Strategic Objectives

Objectives were cascaded based on a clear methodology

Objective setting Objective cascading Identification of

and overlap to 3 levels metrics and targets
analysis •First Level Objectives – •Metrics were identified
represent the Vision's in collaboration with
•Aspirations, general objectives stakeholders
commitments and •Second Level •Targets for each
objectives identified for Objectives – describe indicator will be set to
all strategic objectives tangible sub-objectives ensure alignment with
•Interdependencies •Third Level Objectives – the Vision
identified represent detailed
objectives to enable the
development of action
plans

9
Ensuring
Inclusiveness
Strategic Objectives

From KSA Vision 2030 to 96 strategic objectives

Vision structure vs. strategic objectives structure

Vision 2030 document

Vibrant Society Thriving Economy An Ambitious Nation Vision Pillars

Strategic objectives
A Vibrant Society A Thriving Economy An Ambitious Nation

Strengthen Grow & Enhance

Offer a fulfilling Increase Enable social Level 1 “overarching
Islamic &
& healthy life
diversify the
employment
government
responsibility
6
national identity economy effectiveness objectives”

27 Level 2 "branch" objectives

96 Level 3 “strategic objectives”

10
Strategic Objectives

Strengthen Islamic values & national identity

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Foster values of moderation &

1 1.1 Foster Islamic values 1.1.1
& national identity tolerance
A Vibrant
Society Offer a fulfilling & healthy Foster values of excellence &
2 1.2 Serve more Umrah visitors better 1.1.2
life discipline

Grow & diversify the Foster values of equity &

3 1.3 Strengthen the national identity 1.1.3
Economy transparency
A Thriving
Economy Foster values of determination &
4 Increase employment 1.1.4
perseverance

Enhance government
5
An effectiveness
Ambitious
Nation 6
Enable social
responsibility

11
Strategic Objectives

Strengthen Islamic values & national identity

Level 1 objectives Level 2 objectives Level 3 objectives
Facilitate hosting more Umrah
Strengthen Islamic Values
1 1.1 Foster Islamic values 1.2.1 visitors and provide an easier
& national identity
A Vibrant access to the holy mosques
Society Offer a fulfilling & healthy Improve quality of services
2 1.2 Serve more Umrah visitors better 1.2.2
life provided to Hajj & Umrah visitors

Enrich the spiritual and cultural

Grow & diversify the
3 1.3 Strengthen the national identity 1.2.3 experience of Hajj & Umrah
Economy
A Thriving visitors
Economy
4 Increase employment

Enhance government
5
An effectiveness
Ambitious
Nation 6
Enable social
responsibility

12
Strategic Objectives

Strengthen Islamic values & national identity

Level 1 objectives Level 2 objectives Level 3 objectives
Instill national values and
Strengthen Islamic Values
1 1.1 Foster Islamic values 1.3.1 strengthen the sense of national
& national identity
A Vibrant belonging
Society Offer a fulfilling & healthy
Conserve & promote Islamic, Arab
2 1.2 Serve more Umrah visitors better 1.3.2 & National heritage of the
life
Kingdom

Grow & diversify the

3 1.3 Strengthen the national identity 1.3.3 Uphold the Arabic language
Economy
A Thriving
Economy
4 Increase employment

Enhance government
5
An effectiveness
Ambitious
Nation 6
Enable social
responsibility

13
Strategic Objectives

Offer a fulfilling & healthy life

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Improve healthcare service Ease the access to healthcare
1 2.1 2.1.1
& national identity services
A Vibrant
Society Offer a fulfilling & healthy Improve value of healthcare
2 2.2 Promote a healthy lifestyle 2.1.2
life services

Grow & diversify the Strengthen prevention against

3 2.3 Improve livability in Saudi cities 2.1.3
Economy health threats
A Thriving
Economy Ensure environmental
4 Increase employment 2.4
sustainability

Enhance government Promote Culture

5 2.5
An effectiveness and Entertainment
Ambitious
Nation 6
Enable social
2.6
Create an empowering
responsibility environment for Saudis

14
Strategic Objectives

Offer a fulfilling & healthy life

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Improve healthcare service Increase public participation in

1 2.1 2.2.1
& national identity sports and athletic activities
A Vibrant
Society Offer a fulfilling & healthy
Reach regional & global
2 2.2 Promote a healthy lifestyle 2.2.2 excellence in selected
life professional sports

Grow & diversify the

3 2.3 Improve livability in Saudi cities
Economy
A Thriving
Economy Ensure environmental
4 Increase employment 2.4
sustainability

Enhance government Promote Culture

5 2.5
An effectiveness and Entertainment
Ambitious
Nation 6
Enable social
2.6
Create an empowering
responsibility environment for Saudis

15
Strategic Objectives

Offer a fulfilling & healthy life

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Improve healthcare service Improve quality of services

1 2.1 2.3.1
& national identity provided in Saudi cities
A Vibrant
Society Offer a fulfilling & healthy Improve the urban landscape in
2 2.2 Promote a healthy lifestyle 2.3.2
life Saudi cities

Grow & diversify the Enhance the nation's immunity

3 2.3 Improve livability in Saudi cities 2.3.3
Economy towards drug abuse
A Thriving
Economy Ensure environmental
4 Increase employment 2.4 2.3.4 Enhance traffic safety
sustainability

Enhance government Promote Culture

5 2.5
An effectiveness and Entertainment
Ambitious
Nation 6
Enable social
2.6
Create an empowering
responsibility environment for Saudis

16
Strategic Objectives

Offer a fulfilling & healthy life

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Improve healthcare service Reduce all types of pollution
1 2.1 2.4.1
& national identity (e.g. air, sound, water, soil)
A Vibrant
Society Offer a fulfilling & healthy Safeguard the environment
2 2.2 Promote a healthy lifestyle 2.4.2
life from natural threats

Grow & diversify the Protect & rehabilitate natural

3 2.3 Improve livability in Saudi cities 2.4.3
Economy landscapes
A Thriving
Economy Ensure environmental
4 Increase employment 2.4
sustainability

Enhance government Promote Culture

5 2.5
An effectiveness and Entertainment
Ambitious
Nation 6
Enable social
2.6
Create an empowering
responsibility environment for Saudis

17
Strategic Objectives

Offer a fulfilling & healthy life

Level 1 objectives Level 2 objectives Level 3 objectives
Develop & diversify
Strengthen Islamic Values Improve healthcare service
1 2.1 2.5.1 entertainment opportunities to
& national identity
A Vibrant meet population's needs
Society Offer a fulfilling & healthy Grow Saudi contribution to arts
2 2.2 Promote a healthy lifestyle 2.5.2
life & culture

Grow & diversify the

3 2.3 Improve livability in Saudi cities
Economy
A Thriving
Economy Ensure environmental
4 Increase employment 2.4
sustainability

Enhance government Promote Culture

5 2.5
An effectiveness and Entertainment
Ambitious
Nation 6
Enable social
2.6
Create an empowering
responsibility environment for Saudis

18
Strategic Objectives

Offer a fulfilling & healthy life

Level 1 objectives Level 2 objectives Level 3 objectives
Enhance family involvement in
Strengthen Islamic Values Improve healthcare service
1 2.1 2.6.1 preparing for their children's
& national identity future
A Vibrant
Society Offer a fulfilling & healthy
Enable suitable home
2 2.2 Promote a healthy lifestyle 2.6.2 ownership among Saudi
life
families
Develop positive attitude,
Grow & diversify the
3 2.3 Improve livability in Saudi cities 2.6.3 resilience and hard-work
Economy culture among our children
A Thriving
Economy Ensure environmental Empower citizens through the
4 Increase employment 2.4 2.6.4
sustainability welfare system

Enhance government Promote Culture Improve effectiveness and

5 2.5 2.6.5
An effectiveness and Entertainment efficiency of welfare system
Ambitious
Nation 6
Enable social
2.6
Create an empowering
responsibility environment for Saudis

19
Strategic Objectives

Grow & diversify the economy

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Grow contribution of the Private Enhance ease of doing
1 3.1 3.1.1
& national identity Sector to the economy business
A Vibrant
Society Offer a fulfilling & healthy Maximize value captured Unlock state-owned assets
2 3.2 3.1.2
life from the energy sector for the Private Sector

Grow & diversify the Unlock potential Privatize selected government

3 3.3 3.1.3
Economy of non-oil sectors services
A Thriving
Economy Grow the Public Investment
Ensure the formation
4 Increase employment 3.4 Fund's assets and role 3.1.4
as a growth engine of an advanced capital market

Enhance government Position KSA as a global logistic Enable financial institutions to

5 3.5 3.1.5
An effectiveness hub support private sector growth
Ambitious
Nation 6
Enable social
3.6
Further integrate Saudi Economy
3.1.6
Attract foreign direct
responsibility regionally & globally investment

Create special zones

3.7 Grow non-oil exports 3.1.7
& rehabilitate economic cities
20
Strategic Objectives

Grow & diversify the economy

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Grow contribution of the Private Increase localization of Oil
1 3.1 3.2.1
& national identity Sector to the economy & Gas sector
A Vibrant
Society Offer a fulfilling & healthy Maximize value captured Increase gas production
2 3.2 3.2.2
life from the energy sector & distribution capacity

Grow & diversify the Unlock potential Develop Oil & Gas-adjacent
3 3.3 3.2.3
Economy of non-oil sectors industries
A Thriving
Economy Grow the Public Investment Grow contribution
4 Increase employment 3.4 Fund's assets and role 3.2.4 of renewables to national
as a growth engine energy mix

Enhance government Position KSA as a global logistic Enhance competitiveness

5 3.5 3.2.5
An effectiveness hub of the energy market
Ambitious
Nation 6
Enable social
3.6
Further integrate Saudi Economy
responsibility regionally & globally

3.7 Grow non-oil exports

21
Strategic Objectives

Grow & diversify the economy

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Grow contribution of the Private Grow and capture maximum
1 3.1 3.3.1
& national identity Sector to the economy value from the mining sector
A Vibrant
Society Offer a fulfilling & healthy Maximize value captured
2 3.2 3.3.2 Develop the digital economy
life from the energy sector

Grow & diversify the Unlock potential Localize promising

3 3.3 3.3.3
Economy of non-oil sectors manufacturing industries
A Thriving
Economy Grow the Public Investment
4 Increase employment 3.4 Fund's assets and role 3.3.4 Localize military industry
as a growth engine

Enhance government Position KSA as a global logistic Enable the development

5 3.5 3.3.5
An effectiveness hub of the retail sector
Ambitious
Nation 6
Enable social
3.6
Further integrate Saudi Economy
3.3.6
Enable the development
responsibility regionally & globally of the tourism sector

Increase localization
3.7 Grow non-oil exports 3.3.7
of non-oil sectors
22
Strategic Objectives

Grow & diversify the economy

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Grow contribution of the Private Grow assets of the Public
1 3.1 3.4.1
& national identity Sector to the economy Investment Fund
A Vibrant
Society Offer a fulfilling & healthy Maximize value captured Unlock new sectors through
2 3.2 3.4.2
life from the energy sector the Public Investment Fund

Localize edge technology &

Grow & diversify the Unlock potential
3 3.3 3.4.3 knowledge through the Public
Economy of non-oil sectors Investment Fund
A Thriving
Economy Grow the Public Investment Build strategic economic
4 Increase employment 3.4 Fund's assets and role 3.4.4 partnerships through the
as a growth engine Public Investment Fund

Enhance government Position KSA as a global logistic

5 3.5
An effectiveness hub
Ambitious
Nation 6
Enable social
3.6
Further integrate Saudi Economy
responsibility regionally & globally

3.7 Grow non-oil exports

23
Strategic Objectives

Grow & diversify the economy

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Grow contribution of the Private Create and improve
1 3.1 3.5.1
& national identity Sector to the economy performance of logistic hubs
A Vibrant
Society Offer a fulfilling & healthy Maximize value captured
Improve local, regional and int'l
2 3.2 3.5.2 connectivity of trade &
life from the energy sector
transport networks

Grow & diversify the Unlock potential

3 3.3
Economy of non-oil sectors
A Thriving
Economy Grow the Public Investment
4 Increase employment 3.4 Fund's assets and role
as a growth engine

Enhance government Position KSA as a global logistic

5 3.5
An effectiveness hub
Ambitious
Nation 6
Enable social
3.6
Further integrate Saudi Economy
responsibility regionally & globally

3.7 Grow non-oil exports

24
Strategic Objectives

Grow & diversify the economy

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Grow contribution of the Private Push forward the GCC
1 3.1 3.6.1
& national identity Sector to the economy integration agenda
A Vibrant
Society Offer a fulfilling & healthy Maximize value captured Develop economic ties with the
2 3.2 3.6.2
life from the energy sector region beyond GCC

Grow & diversify the Unlock potential Develop economic ties with
3 3.3 3.6.3
Economy of non-oil sectors global partners
A Thriving
Economy Grow the Public Investment
4 Increase employment 3.4 Fund's assets and role
as a growth engine

Enhance government Position KSA as a global logistic

5 3.5
An effectiveness hub
Ambitious
Nation 6
Enable social
3.6
Further integrate Saudi Economy
responsibility regionally & globally

3.7 Grow non-oil exports

25
Strategic Objectives

Grow & diversify the economy

Level 1 objectives Level 2 objectives Level 3 objectives
Support national champions
Strengthen Islamic Values Grow contribution of the Private
1 3.1 3.7.1 consolidate their leadership
& national identity Sector to the economy globally
A Vibrant
Society Offer a fulfilling & healthy Maximize value captured
Develop promising local
2 3.2 3.7.2 companies into regional and
life from the energy sector global leaders

Grow & diversify the Unlock potential

3 3.3
Economy of non-oil sectors
A Thriving
Economy Grow the Public Investment
4 Increase employment 3.4 Fund's assets and role
as a growth engine

Enhance government Position KSA as a global logistic

5 3.5
An effectiveness hub
Ambitious
Nation 6
Enable social
3.6
Further integrate Saudi Economy
responsibility regionally & globally

3.7 Grow non-oil exports

26
Strategic Objectives

Increase employment
Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Develop Human Capital in line with Build a life-long learning
1 4.1 4.1.1
& national identity labor market needs journey
A Vibrant
Society Offer a fulfilling & healthy Ensuring equal access to job Improve equity of access to
2 4.2 4.1.2
life opportunities education (esp. in rural areas)

Grow & diversify the Enable job creation through Improve fundamental learning
3 4.3 4.1.3
Economy SMEs and Micro-enterprises outcomes
A Thriving
Economy Attract relevant foreign talents Improve ranking of educational
4 Increase employment 4.4 4.1.4
for the economy institutions (e.g. Universities)

Enhance government Develop our brightest minds in

5 4.1.5
An effectiveness priority fields
Ambitious
Ensure alignment
Nation 6
Enable social
4.1.6 of educational outputs
responsibility with labor market needs

Expand vocational training to

4.1.7
provide for labor market needs
27
Strategic Objectives

Increase employment
Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Develop Human Capital in line with Improve readiness of youth to
1 4.1 4.2.1
& national identity labor market needs enter the labor market
A Vibrant
Society Offer a fulfilling & healthy Ensuring equal access to job Increase women participation
2 4.2 4.2.2
life opportunities in the labor market

Enable integration of people

Grow & diversify the Enable job creation through
3 4.3 4.2.3 with disabilities in the labor
Economy SMEs and Micro-enterprises market
A Thriving
Economy Attract relevant foreign talents
4 Increase employment 4.4
for the economy

Enhance government
5
An effectiveness
Ambitious
Nation 6
Enable social
responsibility

28
Strategic Objectives

Increase employment
Level 1 objectives Level 2 objectives Level 3 objectives
Nurture and support the
Strengthen Islamic Values Develop Human Capital in line with
1 4.1 4.3.1 innovation & entrepreneurship
& national identity labor market needs culture
A Vibrant
Society Offer a fulfilling & healthy Ensuring equal access to job Grow SME contribution to the
2 4.2 4.3.2
life opportunities economy

Grow & diversify the Enable job creation through Grow productive families
3 4.3 4.3.3
Economy SMEs and Micro-enterprises contribution to the economy
A Thriving
Economy Attract relevant foreign talents
4 Increase employment 4.4
for the economy

Enhance government
5
An effectiveness
Ambitious
Nation 6
Enable social
responsibility

29
Strategic Objectives

Increase employment
Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Develop Human Capital in line with Improve living conditions
1 4.1 4.4.1
& national identity labor market needs for expats
A Vibrant
Society Offer a fulfilling & healthy Ensuring equal access to job Improve working conditions
2 4.2 4.4.2
life opportunities for expats

Grow & diversify the Enable job creation through Source relevant foreign talent
3 4.3 4.4.3
Economy SMEs and Micro-enterprises effectively
A Thriving
Economy Attract relevant foreign talents
4 Increase employment 4.4
for the economy

Enhance government
5
An effectiveness
Ambitious
Nation 6
Enable social
responsibility

30
Strategic Objectives

Enhance government effectiveness

Level 1 objectives Level 2 objectives Level 3 objectives
Enhance effectiveness of
Strengthen Islamic Values Balance public
1 5.1 5.1.1 financial planning & efficiency
& national identity budget of government spending
A Vibrant
Society Offer a fulfilling & healthy Improve performance Maximize revenues from Gov.
2 5.2 5.1.2
life of government apparatus state-owned assets

Grow & diversify the Engage effectively Maximize revenues collected

3 5.3 5.1.3
Economy with citizens from service fees
A Thriving
Economy Protect vital resources
Increase revenues from fees
4 Increase employment 5.4 5.1.4 without introducing taxes on
of the nation income or wealth on citizens

Enhance government Maximize revenues generated

5 5.1.5
An effectiveness from oil production
Ambitious
Nation 6
Enable social
responsibility

31
Strategic Objectives

Enhance government effectiveness

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Balance public Design a leaner and more

1 5.1 5.2.1
& national identity budget effective government structure
A Vibrant
Society Offer a fulfilling & healthy Improve performance Enhance performance
2 5.2 5.2.2
life of government apparatus of government entities

Grow & diversify the Engage effectively Improve productivity

3 5.3 5.2.3
Economy with citizens of government employees
A Thriving
Economy Protect vital resources
4 Increase employment 5.4 5.2.4 Develop the e-Government
of the nation

Enhance government Improve quality of services

5 5.2.5
An effectiveness provided to citizens
Ambitious
Nation 6
Enable social
responsibility

32
Strategic Objectives

Enhance government effectiveness

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Balance public Enhance transparency across

1 5.1 5.3.1
& national identity budget government roles
A Vibrant
Society Offer a fulfilling & healthy Improve performance
Strengthen communication
2 5.2 5.3.2 channels with citizens &
life of government apparatus business community

Ensure responsiveness of
Grow & diversify the Engage effectively
3 5.3 5.3.3 government entities to
Economy with citizens stakeholders' feedback
A Thriving
Economy Protect vital resources
4 Increase employment 5.4
of the nation

Enhance government
5
An effectiveness
Ambitious
Nation 6
Enable social
responsibility

33
Strategic Objectives

Enhance government effectiveness

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Balance public Ensure development & food

1 5.1 5.4.1
& national identity budget security
A Vibrant
Society Offer a fulfilling & healthy Improve performance Ensure sustainable use
2 5.2 5.4.2
life of government apparatus of water resources

Grow & diversify the Engage effectively

3 5.3
Economy with citizens
A Thriving
Economy Protect vital resources
4 Increase employment 5.4
of the nation

Enhance government
5
An effectiveness
Ambitious
Nation 6
Enable social
responsibility

34
Strategic Objectives

Enable social responsibility

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Promote & enable financial

1 6.1 Enable citizen responsibility 6.1.1
& national identity planning
A Vibrant
Society Offer a fulfilling & healthy Enable social contribution
2 6.2 6.1.2 Encourage volunteering
life of businesses

Grow & diversify the Enable larger impact

3 6.3
Economy of non-profit sector
A Thriving
Economy
4 Increase employment

Enhance government
5
An effectiveness
Ambitious
Nation 6
Enable social
responsibility

35
Strategic Objectives

Enable social responsibility

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Enhance businesses' focus on

1 6.1 Enable citizen responsibility 6.2.1
& national identity their social responsibilities
A Vibrant
Society Offer a fulfilling & healthy Enable social contribution Enhance businesses' focus on
2 6.2 6.2.2
life of businesses the sustainability of the economy

Grow & diversify the Enable larger impact

3 6.3
Economy of non-profit sector
A Thriving
Economy
4 Increase employment

Enhance government
5
An effectiveness
Ambitious
Nation 6
Enable social
responsibility

36
Strategic Objectives

Enable social responsibility

Level 1 objectives Level 2 objectives Level 3 objectives

Strengthen Islamic Values Support growth of non-profit

1 6.1 Enable citizen responsibility 6.3.1
& national identity sector
A Vibrant
Society Offer a fulfilling & healthy Enable social contribution Empower non-profit organization
2 6.2 6.3.2
life of businesses to create a deeper impact

Grow & diversify the Enable larger impact

3 6.3
Economy of non-profit sector
A Thriving
Economy
4 Increase employment

Enhance government
5
An effectiveness
Ambitious
Nation 6
Enable social
responsibility

37
Agenda

Vision
2030
Questions this document will answer :
• What is Saudi Arabia's Vision 2030?
• What are the strategic objectives at the heart of
Saudi Arabia's Vision 2030?
• How will we develop action plans to achieve the
strategic objectives?
• What are the Vision Realization Programs?
• How will the Vision Realization Programs be
implemented?

38
 Objectives to strategic action plans

New Vision ecosystem to drive Vision implementation

Newly-Established Entities Establishment Date
CEDA PMO 29/01/2015

Delivery Unit (DU) 09/10/2015

New National Center for Performance Management (Adaa) 19/10/2015

government
Corporate Communication Unit at CEDA (CCU) 28/01/2016
entities
established General Authority for Culture (GAC) 07/05/2016

General Entertainment Authority of (GEA ) 07/05/2016

Strategic Management Committee and Strategic

Management Office (SMO) 30/05/2016

Previous Entity’s Current Entity's

Ministry of Commerce and Industry Ministry of Commerce and Investment

Existing Ministry of Labor

Ministry of Labor and Social Development
entities Ministry of Social Affairs
merged Ministry of Petroleum and Mineral Resources
and/or Ministry of Energy, Industry and Mineral Resources
restructured Ministry of Water and Electricity
Ministry of Environment, Water and Agriculture
Ministry of Agriculture
Effective 39
07/05/2016 Ministry of Hajj Ministry of Hajj and Umrah

Public Education Evaluation Commission Education Evaluation Commission

Objectives to strategic action plans

Vision Realization Programs (VRPs) developed to deliver

against strategic objectives

1 Strategic Objectives
Complete set of executable strategic objectives

2 Vision Realization Programs

Programs designed to achieve Vision objectives
Developed every 5 years (currently 12 VRPs)

3 VRP Delivery Plans

Initiatives designed to achieve outcomes of VRPs
40
Objectives to strategic action plans

VRPs will enable KSA to achieve its goals in the coming

years (1/2)
Why VRPs?

Determine measurable Translating The Vision into programs with action plans to
objectives measure outcomes

Focus leadership
The role of leadership lies in pushing the VRP system to achieve
towards achieving programs and aligning its outcomes and delivery plans
priorities

Prepare for crises Flexibility in the face of crises without affecting the Vision’s
achievement, direction and programs

Align resources with Directing human and financial resources in a balanced manner
priorities between the programs and business as usual

41
Objectives to strategic action plans

VRPs will enable KSA to achieve its goals in the coming

years (2/2)

Criteria for defining VRPs Detailed Questions

• Is there a direct economic or social impact expected from the VRP?

Centrality in achieving
• Was the program content a key theme of the Vision?
the vision
• Does this program contribute to a wide range of Vision objectives?

Need for center of • Does the program require multi-entity coordination?

government support • Can these programs be implemented without government support?

Importance from • Is the program a leadership priority requiring significant effort, follow-up
leadership perspective and support to facilitate the desired outcomes?

42
Objectives to strategic action plans

3 steps to develop comprehensive VRPs

1 2 3
Study objectives, analyze and Objective groups prioritized to VRP cards developed, and
group them based on similarity form 12 VRPs gaps identified

L2 & L3 objectives studied and Out of the 25 groups identified in Based on the list of VRPs
similarities were identified by: the previous step, they were sorted • VRP card including descriptions,
• Objectives, characteristics and based on: KPIs, coverage and stakeholders
KPIs • Importance in achieving the Vision • Analyzing gaps, including:
• Common challenges and game (i.e. expected direct impact, link to screening existing efforts,
changers (with input from other objectives) assessing the coverage of
international experts) • The need for center of government objectives under each VRP,
• Similar stakeholders support (due to the large number of assessing the adequacy of existing
stakeholders or the need for VRPs to achieve the objectives
central guidance)

43
25 groups 12 VRPs
Objectives to strategic action plans

3 levels of targets to track the progress of VRPs

Target Category Definition

• Targets reflecting the contribution of the program to six key
Macroeconomic macroeconomic indicators
Targets – GDP, private sector employment, contribution to local
content, trade balance, government revenue, non-
government investment

Program • Targets reflecting the direct impact achieved by the program,

Targets consisting of KPIs adopted for third-level objectives

Relevant Objective • Targets reflecting the program’s indirect contribution to the

Targets KPIs associated with relevant strategic objectives

44
Agenda

Vision
2030
Questions this document will answer :
• What is Saudi Arabia's Vision 2030?
• What are the strategic objectives at the heart of
Saudi Arabia's Vision 2030?
• How will we develop action plans to achieve the
strategic objectives?
• What are the Vision Realization Programs?
• How will the Vision Realization Programs be
implemented?

45
Vision Realization Programs

In its session held on Monday 24 April 2017, CEDA

identified a list of 12 programs to achieve the vision

National National Industrial

Enriching the Hajj and Financial Sector
Transformation PIF1 Program Development and
Umrah Experience Logistics Program Development Program
Program

National
Lifestyle Improvement Strategic The Housing Privatization
Companies
Program Partnerships Program Program Program
Promotion Program

Saudi Character Fiscal Balance

Enrichment Program Program

46

1: Public Investment Fund

VRPs

Enriching the Hajj and Umrah Experience – Program Card

Program Description
Provide an opportunity for the largest possible number of Muslims to perform Hajj and Umrah and to enrich and deepen their experience through the development of the two Holy
Mosques. Touristic and cultural destinations will be developed, and outstanding services will be provided to visitors before, during, and after their visits to Makkah, Madinah and
the holy sites. KSA reaffirms its role as a religious and cultured nation in the service of the two Holy Mosques. This program will also present a foundation to ensure the
relationship with the private sector and its active role in developing the economics of the sector.

L3 direct related objectives L3 indirect related objectives

• 1.2.1 - Facilitate hosting more Umrah visitors and provide easier access to • 1.3.2 - Conserve & promote Islamic, Arab & National heritage of the Kingdom
the holy mosques • 3.3.6 - Enable the development of the tourism sector
• 1.2.2 - Improve quality of services provided to Hajj & Umrah visitors • 3.5.1 - Create and improve performance of logistic hubs
• 1.2.3 - Enrich the spiritual and cultural experience of Hajj & Umrah visitors • 3.5.2 - Improve local, regional and int'l connectivity of trade & transport
networks
• 2.3.1 - Improve quality of services provided in Saudi cities
• 2.3.2 - Improve the urban landscape in Saudi cities
• 3.4.1 - Grow assets of the Public Investment Fund
• 5.1.3 - Diversify government revenues - Maximize revenues collected from
service fees

Program committee
Program Chairman

Member of CEDA, the Minister of The executing entities supporting the implementation of Enriching the Hajj and Umrah Experience Program
Economy and Planning
47
VRPs

Enriching the Hajj and Umrah Experience – Metrics

Final metrics to be aligned with the Program committee during delivery planning

A Macroeconomic metrics1 B Sample program-specific metrics

Employment in Number of
Gross domestic Total number of Umrah Visitors per year
the private Visitors
product
sector
Maximum The capacity of the Two Holy Mosques,
Indicators to Share of local Non oil capacity the transport network and accommodation
maximize content revenues
Utilization Average utilization rate of hospitality
Non facilities
Balance of
governmental
payments investment Level of Overall satisfaction with the experience of
Satisfaction Hajj and Umrah

Consumption Injury rate per 1000 visitors sustained due

rate2 Safety
to accidents
Indicators to
monitor
Expenditure Average spent by Umrah & Hajj Visitors
Inflation rate
48

1. The goal is to measure these indicators for every program, but for some programs the impact will only be directional. Additionally, for some programs, the impact on that indicator cannot be isolated.
2. Final household consumption rate
VRPs

Lifestyle Improvement Program – Program Card

Program Description
Improve individuals’ lifestyles by developing an ecosystem to support and create new options that boost citizens’ and residents’ participation in cultural,
environment, and sports activities. This is in addition to other suitable activities that contribute to enhancing the quality of life of individuals and
families, creating jobs, diversifying economic activity, and raising the status of Saudi Arabian cities so that they rank among the best cities in the world.

L3 direct related objectives L3 indirect related objectives

• 2.2.1 - Increase public participation in sports and • 2.1.3 - Strengthen prevention against health threats (public • 6.3.2 - Empower non-profit organization to create a deeper
athletic activities health system & health crisis management) impact (access to funds, talents, knowledge, etc.)
• 2.2.2 - Reach regional & global excellence in selected • 1.1. .- Foster Islamic values (moderation & tolerance ,
• 2.5.1 - Develop & diversify entertainment professional sports excellence & discipline, equity & transparency, determination &
opportunities to meet population's needs • 1.3.1 - Instill national values and strengthen the sense of perseverance)
• 2.5.2 - Grow Saudi contribution to arts & culture national belonging • 2.3.1 - Improve quality of services provided in Saudi cities
• 1.3.2 - Conserve & promote Islamic, Arab & National heritage of (utilities, public transports, etc.)
the Kingdom • 2.3.2 - Improve the urban landscape in Saudi cities
• 1.3.3 - Uphold the Arabic language • 3.1.2 - Unlock state-owned assets for the Private Sector
• 2.6.3 - Develop positive attitude, resilience and hard-work • 3.1.7 - Create special zones & rehabilitate economic cities
culture among our children • 3.3.6 - Enable the development of the tourism sector
• 4.4.1 - Improve living conditions for expats • 3.3.7 - Increase localization of non-oil sectors
• 4.4.2 - Improve working conditions for expats • 4.3.2 - Grow SME contribution to the economy
• 4.4.3 - Source relevant foreign talent effectively • 6.1.2 - Encourage volunteering
• 6.3.1 - Support growth of non-profit sector

Program committee
Program Chairman
The executing entities supporting the implementation of
Member of CEDA, the Lifestyle Improvement Program
Ahmad Al Khatib 49
VRPs

Lifestyle Improvement Program – Metrics

Final metrics to be aligned with the Program committee during delivery planning

A Macroeconomic metrics1 B Sample program-specific metrics

Sports Percentage of Saudis aged 15 and older who are active
participation practitioners in sports (once a week at least)
Employment in
Gross Domestic
the private Sports Number of international titles achieved by Saudi national
Product excellence
sector teams in regional and global sports competitions

Sports Revenues generated by sports sector (including tickets,

Indicators to Share of local Non oil revenue merchandising, sponsorships, media rights)
maximize content revenues
Entertainment Event / activity capacity according to the type of activity, city
offering and number of attendees
Non
Balance of Arts & culture Number of international awards given to Saudi artists,
governmental contribution writers and talented individuals
payments investment
Entertainment
and cultural Revenues generated by recreation and entertainment sector
revenue
Consumption Economic
Create economic sectors related to entertainment, culture
and sports, size of the funding of development funds for the
rate2 Impact
sectors and degree of impact generated from it
Indicators to
Degree of readiness of the infrastructure of the
monitor Infrastructure
entertainment, culture and sports sectors
Inflation rate
Satisfaction Customer satisfaction from overall cultural and
entertainment offerings 50

1. The goal is to measure these indicators for every program, but for some programs the impact will only be directional. Additionally, for some programs, the impact on that indicator cannot be isolated.
2. Final household consumption rate
VRPs

National Character Enrichment Program – Program Card

Program Description
The program develops and strengthens citizens’ sense of national identity, anchoring it in both Islamic and national values. It also strengthens personal
and psychological characteristics that lead and motivate people to be successful and optimistic, and aims to cultivate a cohesive and effective
generation that is politically, economically, and morally oriented towards the KSA and protected from religious, security, social, cultural, and media
threats. Furthermore, this program will play an essential role in improving KSA’s image abroad.

L3 direct related objectives L3 indirect related objectives

• 1.1 - Foster Islamic values (moderation & • 4.1.3 - Improve fundamental learning • 2.6.1 - Enhance family involvement in preparing for their children's future (incl. education, family
tolerance , excellence & discipline, equity & outcomes planning)
transparency, determination & perseverance) • 4.1.4 - Improve ranking of educational • 4.4.1 - Improve living conditions for expats
• 1.3.1 - Instill national values and strengthen institutions (e.g. Universities) • 4.4.2 - Improve working conditions for expats
the sense of national belonging • 4.1.5 - Develop our brightest minds in priority • 4.4.3 - Source relevant foreign talent effectively
• 1.3.3 - Uphold the Arabic language fields • 3.3.7 - Increase localization of non-oil sectors
• 2.3.3 - Enhance the nation's immunity • 4.1.6 - Ensure alignment of educational • 3.2.1 - Increase localization of Oil & Gas sector
towards drug abuse outputs with labor market needs • 3.3.3 - Localize promising manufacturing industries
• 2.6.3 - Develop positive attitude, resilience • 4.1.7 - Expand vocational training to provide • 3.3.4 - Localize military industry
and hard-work culture among our children for labor market needs • 4.3.2 - Grow SME contribution to the economy
• 4.1.1 - Build a life-long learning journey • 4.2.1 - Improve readiness of youth to enter • 1.3.2 - Conserve & promote Islamic, Arab & National heritage of the Kingdom
• 4.1.2 - Improve equity of access to education the labor market
(esp. in rural areas) • 4.3.1 - Nurture and support the innovation &
• 6.1.1 - Promote & enable financial planning entrepreneurship culture
(retirement, saving, etc.)

Program committee
Program Chairman
The executing entities supporting entities to execute the Saudi Character Development Program
To be determined
51
VRPs

Saudi Character Enrichment Program – Metrics

Final metrics to be aligned with the Program committee during delivery planning

A Macroeconomic metrics1 B Sample program-specific metrics

Islamic
KSA Islamic Values Index - to be defined
Employment in values
Gross Domestic
the private Moderation Number of crimes committed per 10,000 people
Product
sector
Global % with a positive impression of the global role of Saudi
Indicators to perception Arabia in promoting moderation and tolerance
Share of local Non oil
maximize content revenues Civic Number of traffic violations per 1000 people, Number of
responsibility participants in volunteering activities
National
Non belonging National pride index – to be defined
governmental
Average days absence in schools and universities for each
investment Education
student per year. Participation rate in school activities
Human
Human Capital Index (World Economic Forum)
capital
Consumption Balance of
rate2 payments Educational Performance level in standardized global tests (PIRLS,
Indicators to Performance TIMSS, PISA)
monitor Educational
Global ranking of Saudi universities
institutions
Inflation rate
Outstanding Number of Saudis who have received international
achievement awards in specific fields – to be defined 52

1. The goal is to measure these indicators for every program, but for some programs the impact will only be directional. Additionally, for some programs, the impact on that indicator cannot be isolated.
2. Final household consumption rate
VRPs

Fiscal Balance Program – Program Card

Program Description

Strengthens the KSA’s financial administration, restructures its financial situation, creates different mechanisms to improve government performance
and ensure financial sustainability. This program will also strengthen basic social and economic effects that Vision 2030 aims to achieve.

L3 direct related objectives L3 indirect related objectives

• 5.1.1 - Enhance effectiveness of financial planning & efficiency of • 5.2.2 - Enhance performance of government entities
government spending • 5.2.3 - Improve productivity of government employees
• 5.1.2 - Diversify government revenues - Maximize revenues from Gov. • 2.6.5 - Improve effectiveness and efficiency of welfare system
state-owned assets (e.g. Enterprises) • 3.4.1 - Grow assets of the Public Investment Fund
• 5.1.3 - Diversify government revenues - Maximize revenues collected • 3.1.2 - Unlock state-owned assets for the Private Sector
from service fees • 3.1.3 - Privatize selected government services
• 5.1.4 - Diversify government revenues - Increase revenues from fees • 3.1.4 - Ensure the formation of an advanced capital market (e.g. primary
without introducing taxes on income or wealth on citizens market)
• 3.1.5 - Enable financial institutions to support private sector growth (e.g.
secondary market)
• 3.3.7 - Increase localization of non-oil sectors

Program committee
Program Chairman

Member of CEDA, the Minister The executing entities supporting the implementation of the Fiscal Balance Program
of Finance
53
VRPs

Fiscal Balance Program – Metrics

Final metrics to be aligned with the Program committee during delivery planning

A Macroeconomic metrics1 B Sample program-specific metrics

Employment in Budgetary
Gross domestic surplus Budget surplus / deficit as percentage of GDP
the private
product
sector
Spending Budget deficit (deviation between planned and
effectiveness actual budget)

Share of Lolcal Non oil Financial Total debt as percentage of GDP and national
content revenues sustainability production
Indicators to
Government Ratio of government financial reserves to annual
maximize reserves budget
Non
Consumption Non-oil Non-oil revenues as % of total government revenues,
governmental
rate2 revenue ratio of collected due fees
investment
Oil
breakeven Breakeven oil price in budget
Volume of
Inflation rate investment Capital
expenditure Ratio of capital expenditure to total spending
54

1. The goal is to measure these indicators for every program, but for some programs the impact will only be directional. Additionally, for some programs, the impact on that indicator cannot be isolated.
2. Final household consumption rate
VRPs

National Companies Promotion Program – Program Card

Program Description
This program incentivizes more than 100 national companies that are promising regionally and internationally to strengthen and consolidate their
status. This will reflect positively on KSA’s image and its economic strength. Likewise, the program will increase local production, increase the
productivity and diversity of the economy, grow small and medium companies, and create new job opportunities.

L3 direct related objectives L3 indirect related objectives

• 3.7.1 - Support national champions consolidate their leadership • 3.6.1 - Push forward the GCC integration agenda
globally • 3.6.2 - Develop economic ties with the region beyond the GCC
• 3.7.2 - Develop promising local companies into regional and global • 3.6.3 - Develop economic ties with global partners
leaders • 3.3.3 - Localize promising manufacturing industries
• 3.3.7 - Increase localization of non-oil sectors
• 4.3.1 - Nurture and support the innovation & entrepreneurship
culture
• 6.2.1 - Enhance businesses' focus on their social responsibilities
• 6.2.2 - Enhance businesses' focus on the sustainability of the
economy

Program committee

Program Chairman
The executing entities supporting the implementation of the National Companies Promotion Program
Member of CEDA, the Minister of
Commerce and Investment 55
VRPs

National Companies Promotion Program – Metrics

Final metrics to be aligned with the Program committee during delivery planning

A Macroeconomic metrics1 B Sample program-specific metrics

Employment in Growth of Growth rate of leading national companies

Gross domestic companies vs. growth of similar sectors worldwide
the private
product
sector Number of national champions in global
Leading
leadership roles in their industry (top 10 by
Indicators to Share of local Non oil companies market share), and in the Fortune 500
maximize content revenues
Number of companies in Forbes' Most
Innovation
Innovative Companies list, Global Innovation
Non index
Balance of Index
governmental
payments investment
Trade Trade volume with major business partners
volume (members of G20)
Consumption
rate2 Export Share of non-oil exports in total non-oil
Indicators to volume GDP
monitor
Inflation rate National
National Brand Index (exports aspect only)
brand 56

1. The goal is to measure these indicators for every program, but for some programs the impact will only be directional. Additionally, for some programs, the impact on that indicator cannot be isolated.
2. Final household consumption rate
VRPs

National Industrial Development and

Logistics Program – Program Card
Program Description
Develops industries and promotes local production (e.g. renewable energy and military industries), exports, mining, energy, technology and the robotic
workforce. This will comprise infrastructural improvement, export support, and logistics service development to render the KSA an ideal logistical
platform given its location at the intersection of three continents. This program will also create promising job opportunities for young people.

L3 direct related objectives L3 indirect related objectives

• 3.2.3 - Develop Oil & Gas-adjacent industries • 3.1.1 - Enhance ease of doing business (mainly regulatory aspects) • 4.1.4 - Improve ranking of educational institutions (e.g. Universities)
• 3.2.4 - Grow contribution of renewables to national energy • 3.1.2 - Unlock state-owned assets for the Private Sector • 4.1.5 - Develop our brightest minds in priority fields
mix • 3.1.3 - Privatize selected government services • 4.1.6 - Ensure alignment of educational outputs with labor market needs
• 3.1.4 - Ensure the formation of an advanced capital market (e.g. primary • 4.1.7 - Expand vocational training to provide for labor market needs
• 3.2.5 - Enhance competitiveness of the energy market
market) • 4.3 - Create jobs through SMEs and micro entities
• 3.3.1 - Grow and capture maximum value from the mining • 3.1.5 - Enable financial institutions to support private sector growth (e.g. • 1.2.1 - Facilitate hosting more Umrah visitors and provide an easier
sector secondary market) access to the holy mosques
• 3.3.3 - Localize promising manufacturing industries • 3.1.6 - Attract foreign direct investment • 1.2.2 - Improve quality of services provided to Hajj & Umrah visitors
• 3.3.4 - Localize military industry • 3.1.7 - Create special zones & rehabilitate economic cities • 1.2.3 - Enrich the spiritual and cultural experience of Hajj & Umrah
• 3.3.7 - Increase localization of non-oil sectors • 3.6.1 - Push forward the GCC integration agenda visitors
• 3.5.1 - Create and improve performance of logistic hubs • 3.6.2 - Develop economic ties with the region beyond GCC • 3.3.2 - Develop the digital economy
• 3.6.3 - Develop economic ties with global partners • 6.2.1 - Enhance businesses' focus on their social responsibilities
• 3.5.2 - Improve local, regional and int'l connectivity of trade
• 3.7.1 - Support national champions consolidate their leadership globally • 6.2.2 - Enhance businesses' focus on the sustainability of the economy
& transport networks
• 3.7.2 - Develop promising local companies into regional and global • 2.4.1 - Reduce all types of pollution (e.g. air, sound, water, soil)
leaders • 2.4.3 - Protect & rehabilitate natural landscapes (e.g. beaches, islands,
• 4.1.3 - Improve fundamental learning outcomes natural reserves)

Program committee

Program Chairman
The executing entities supporting the implementation of the National Industrial Development Program
Member of CEDA, the Minister of
Energy, Industry and Minerals 57
VRPs

National Industrial Development and

Logistics Program – Metrics
Final metrics to be aligned with the Program committee during delivery planning

A Macroeconomic metrics1 B Sample program-specific metrics

GDP
Employment in contribution
Priority sectors share of GDP
Gross domestic
the private
product
sector Employment
Share of workers in priority sectors in total workforce
contribution
Indicators to Share of local Non oil
maximize content revenues Local
Share of local production in relevant sectors
production
Non
Balance of Export
governmental Share of non-oil revenue of GDP and trade balance
payments investment
growth

Economic Economic complexity ranking - Observatory of

complexity Economic Complexity
Consumption
rate2 Logistics
Indicators to performance Ranking in Logistics performance index
monitor
Score on the Energy Architecture Performance Index
Inflation rate Energy sector
development (Economic Growth & Dev. and Environmental
sustainability sub-indices) 58

1. The goal is to measure these indicators for every program, but for some programs the impact will only be directional. Additionally, for some programs, the impact on that indicator cannot be isolated.
2. Final household consumption rate
VRPs

The Housing Program – Program Card

Program Description
Provide a decent life for Saudi families by enabling them to own homes in line with their needs and financial capabilities. It also includes developing the
residential and construction sector with the latest building techniques (e.g. 3D building techniques), maximizing economic impact and enhancing its
attractiveness to the private sector. This will enhance job creation and strengthen the economy of the Kingdom.

L3 direct related objectives L3 indirect related objectives

• 2.6.2 - Facilitate home ownership among Saudi families • 1.3.1 - Instill national values and strengthen the sense of national
belonging
• 2.6.4 - Empower citizens through the welfare system
• 2.6.5 - Improve effectiveness and efficiency of welfare system
• 6.1.1 - Promote & enable financial planning (retirement, saving,
etc.)
• 3.3.7 - Increase localization of non-oil sectors
• 3.3.2 - Develop the digital economy
• 2.3.2 - Improve the urban landscape in Saudi cities

Program committee
Program Chairman

Member of CEDA, the Minister of The executing entities supporting the implementation of the Housing Program
Housing 59
VRPs

The Housing Program – Metrics

Final metrics to be aligned with the Program committee during delivery planning

A Macroeconomic metrics1 B Sample program-specific metrics

Employment in Home- The percentage of home ownership of

Gross domestic
the private ownership Saudi families (by income segments)
product
sector
The housing supply gap (difference
Housing
Indicators to Share of local Non oil supply gap between housing building rate and
maximize content revenues population growth)
Housing Average house price as multiple of
Non affordability average annual income (per income level)
governmental
investment
Quality of Percent of houses that meet housing code
housing (local and international)
Consumption Balance of
rate2 payments
Indicators to
monitor
Inflation rate
60

1. The goal is to measure these indicators for every program, but for some programs the impact will only be directional. Additionally, for some programs, the impact on that indicator cannot be isolated.
2. Final household consumption rate
VRPs

Public Investment Fund Program – Program Card

Program Description
The program strengthens the Public Investment Fund, which is the engine behind economic diversity in the KSA. It also develops high focus strategic
sectors by growing and maximizing the impact of the fund’s investments, making it the largest sovereign wealth fund in the world. Moreover, the
program establishes strong economic partnerships that help deepen the KSA’s impact and role both regionally and globally.

L3 direct related objectives L3 indirect related objectives

• 3.4.1 - Grow assets of the Public Investment • 1.2.1 - Facilitate hosting more Umrah visitors and • 3.3.1 - Grow and capture maximum value from the • 3.6.3 - Develop economic ties with global partners
Fund provide an easier access to the holy mosques mining sector • 4.1.4 - Improve ranking of educational institutions
• 1.2.2 - Improve quality of services provided to Hajj • 3.3.2 - Develop the digital economy (e.g. Universities)
• 3.4.2 - Unlock new sectors through the Public
& Umrah visitors • 3.3.3 - Localize promising manufacturing industries • 4.1.5 - Develop our brightest minds in priority fields
Investment Fund
• 1.2.3 - Enrich the spiritual and cultural experience • 3.3.4 - Localize military industry • 4.3.2 - Grow SME contribution to the economy
• 3.4.3 - Localize edge technology & knowledge of Hajj & Umrah visitors • 3.3.5 - Enable the development of the retail sector • 4.4.3 - Source relevant foreign talent effectively
through the Public Investment Fund • 2.1.1 - Ease the access to healthcare services (e.g. • 3.3.6 - Enable the development of the tourism • 5.1.2 - Diversify government revenues - Maximize
• 3.4.4 - Build strategic economic partnerships geographical, availability, financial) sector revenues from Gov. state-owned assets (e.g.
through the Public Investment Fund • 2.5.1 - Develop & diversify entertainment • 3.3.7 - Increase localization of non-oil sectors Enterprises)
opportunities to meet population's needs • 3.5.1 - Create and improve performance of logistic • 5.1.5 - Maximize revenues generated from oil
• 2.5.2 - Grow Saudi contribution to arts & culture hubs production
• 2.6.2 - Enable suitable home ownership among • 3.5.2 - Improve local, regional and int'l connectivity • 6.3.1 - Support growth of non-profit sector
Saudi families of trade & transport networks • 6.3.2 - Empower non-profit organization to create a
• 3.1.6 - Attract foreign direct investment • 3.6.1 - Push forward the GCC integration agenda deeper impact (access to funds, talents, knowledge,
• 3.1.7 - Create special zones & rehabilitate • 3.6.2 - Develop economic ties with the region etc)
economic cities beyond GCC

Program committee
Program Chairman
Chairman of CEDA, The executing entities supporting in the implementation of the PIF Program
Chairman of the PIF Board 61
VRPs

Public Investment Fund Program – Metrics

Final metrics to be aligned with the Program committee during delivery planning

A Macroeconomic metrics1 B Sample program-specific metrics

Gross domestic Private sector Total assets managed by PIF

product job creation Asset size
(SAR 7 trillion by 2030)

Indicators to Non-oil Return on

Share of local Return on Assets (ROA)
maximize government assets
content
revenues

Volume of non- Priority Share of priority sectors' investment

Balance of sectors from total domestic investment portfolio
government payments
Investment
% of companies by sector with successful
Successful
exits/transition from seed investments
investments
made by PIF
Consumption
rate2 Strategic Share of strategic partnerships in overall
Indicators to
monitor partnerships investment portfolio
Inflation rate
62

1. The goal is to measure these indicators for every program, but for some programs the impact will only be directional. Additionally, for some programs, the impact on that indicator cannot be isolated.
2. Final household consumption rate
VRPs

Strategic Partnerships Program – Program Card

Program Description
Builds and deepens strategic economic partnerships with selected countries that have the capacity to contribute to Vision 2030. It also builds
partnerships in the Gulf Cooperation Council (GCC) and the region by facilitating the movement of people as well as the smoother flow of goods and
capital. The program aims to strengthen and expand different economic sectors, create new sectors, localize knowledge, diversify sources of income,
and increase the quality of the economy and KSA’s impact regionally and globally by negotiating major deals.

L3 direct related objectives L3 indirect related objectives

• 3.6.1 - Push forward the GCC integration • 3.1.7 - Create special zones & rehabilitate economic cities • 3.3.6 - Enable the development of the tourism sector
agenda • 3.3.3 - Localize promising manufacturing industries • 3.1.1 - Enhance ease of doing business (mainly regulatory aspects)
• 3.3.4 - Localize military industry • 3.3.2 - Develop the digital economy
• 3.6.2 - Develop economic ties with the region
• 3.3.7 - Increase localization of non-oil sectors • 3.1.3 - Privatize selected government services
beyond GCC
• 3.4.4 - Build strategic economic partnerships through the Public • 3.5.1 - Create and improve performance of logistic hubs
• 3.6.3 - Develop economic ties with global Investment Fund • 3.5.2 - Improve local, regional and int'l connectivity of trade &
partners • 3.5.2 - Improve local, regional and int'l connectivity of trade & transport networks
• 3.1.6 - Attract foreign direct investment transport networks • 2.5.2 - Grow Saudi contribution to arts & culture
• 4.4.3 - Source relevant foreign talent effectively • 3.7.1 - Support national champions consolidate their leadership
• 2.1.1 - Ease the access to healthcare services (e.g. geographical, globally
availability, financial) • 3.7.2 - Develop promising local companies into regional and global
• 2.1.2 - Improve value of healthcare services (Quality of outcomes leaders
& experience, and cost) • 3.2.3 - Develop Oil & Gas-adjacent industries
• 2.1.3 - Strengthen prevention against health threats (public health • 3.2.4 - Grow contribution of renewables to national energy mix
system & health crisis management)

Program committee
Program Chairman
Member of CEDA, the Minister of Energy, The executing entities supporting in the implementation of the Strategic Partnership Program
Industry and Minerals
63
VRPs

Strategic Partnerships Program – Metrics

Final metrics to be aligned with the Program committee during delivery planning

A Macroeconomic metrics1 B Sample program-specific metrics

Gross domestic Private sector

GCC GCC Regional Integration Index (TBD, similar to
product job creation integration Africa Regional Integration Index)

Indicators to Non-oil
Share of local Export Score in Herfindahl-Hirschman Index for
maximize government concentration concentration of exports
content
revenues

Volume of non- Trade

Enabling Trade Index – Market Access sub-index
government enablement
investment
Investment Score in Herfindahl-Hirschman Index for
concentration concentration of FDI (by origin and sector)
Balance of Consumption
payments rate2
Indicators to
monitor FDI amount FDI inflows as a share of GDP

Inflation rate
64

1. The goal is to measure these indicators for every program, but for some programs the impact will only be directional. Additionally, for some programs, the impact on that indicator cannot be isolated.
2. Final household consumption rate
VRPs

Financial Sector Development Program – Program Card

Program Description
Increase the size, depth, and development of Saudi Arabian capital markets, improve operators and users’ experiences as well as the status of Saudi Arabian capital markets
regionally (making Saudi Arabia’s capital market the primary market in the Middle East) and internationally (making the Saudi market one of the top ten markets in the world). The
program helps create an advanced market that attracts local and foreign investors, which enables it to take on a pivotal role in developing the national economy and diversifying
sources of income. It also develops financial institutions (public and private financing funds, banks, and insurance partnerships) and strengthens its role supporting private sector
growth.

L3 direct related objectives L3 indirect related objectives

• 3.1.4 - Ensure the formation of an • 3.3.1 - Grow and capture maximum value from the mining • 3.7.1 - Support national champions consolidate their
advanced capital market (e.g. primary sector leadership globally
market) • 3.3.2 - Develop the digital economy • 3.7.2 - Develop promising local companies into regional and
• 3.1.5 - Enable financial institutions to • 3.3.3 - Localize promising manufacturing industries global leaders
support private sector growth (e.g. • 3.3.4 - Localize military industry • 3.2.4 - Grow contribution of renewables to national energy
secondary market) • 3.3.5 - Enable the development of the retail sector mix
• 3.3.6 - Enable the development of the tourism sector • 3.1.6 - Attract foreign direct investment
• 3.3.7 - Increase localization of non-oil sectors • 4.3.2 - Grow SME contribution to the economy
• 3.1.2 - Unlock state-owned assets for the Private Sector • 2.6.2 - Enable suitable home ownership among Saudi
• 3.1.3 - Privatize selected government services families
• 3.6.1 - Push forward the GCC integration agenda • 6.1.1 - Promote & enable financial planning (retirement,
• 3.6.2 - Develop economic ties with the region beyond GCC saving, etc.)
• 3.6.3 - Develop economic ties with global partners • 6.3.1 - Support growth of non-profit sector

Program committee
Program Chairman
Member of CEDA, the Minister of The executing entities supporting the implementation of the Financial Sector Development Program
Finance 65
VRPs

Financial Sector Development Program – Metrics

Final metrics to be aligned with the Program committee during delivery planning

A Macroeconomic metrics1 B Sample program-specific metrics

Financial
Employment in Sub-index for the development of financial markets
Gross domestic market
the private – Global Competitiveness Index (GCI)
product development
sector
Liquidity Liquidity rate in the stock market (total trading
volume over market cap)
Indicators to Share of local Non oil
maximize content revenues
Market size Market share of non-oil GDP
Non
governmental Market World financial market rankings (global and
investment ranking emerging markets) - WFE3

Access to Domestic credit to the private sector (as %of

Consumption Balance of credit GDP)
rate2 payments
Indicators to Credit Ease of Doing Business – Getting Credit sub-
monitor information index
Inflation rate
66

1. The goal is to measure these indicators for every program, but for some programs the impact will only be directional. Additionally, for some programs, the impact on that indicator cannot be isolated.
2. Final household consumption rate
3. World Federation of Exchanges
VRPs

Privatization Program – Program Card

Program Description
Strengthens the role of the private sector in providing services and avails government assets to them, which will generally improve quality of service
(for sectors such as health, education, and municipal affairs), reduce their costs, refocus the government on its legislative and organizational roles, and
ensure alignment with Vision 2030. Moreover, the program will attract foreign direct investment and improve the balance of payments.

L3 direct related objectives L3 indirect related objectives

• •
• 3.1.2 - Unlock state-owned assets for the 5.2.5 - Improve quality of services provided to citizens 5.1.1 - Enhance effectiveness of financial planning & efficiency of government
• 2.1.1 - Ease the access to healthcare services (e.g. geographical, availability, spending
Private Sector financial) • 5.1.2 - Diversify government revenues - Maximize revenues from Gov. state-
• 3.1.3 - Privatize selected government • 2.1.2 - Improve value of healthcare services (Quality of outcomes & owned assets (e.g. Enterprises)
experience, and cost) • 5.1.3 - Diversify government revenues - Maximize revenues collected from
services
• 2.1.3 - Strengthen prevention against health threats (public health system & service fees
health crisis management) • 5.1.4 - Diversify government revenues - Increase revenues from fees without
• 2.3.1 - Improve quality of services provided in Saudi cities (utilities, public introducing taxes on income or wealth on citizens
transports, etc.) • 5.1.5 - Maximize revenues generated from oil production
• 4.1.2 - Improve equity of access to education (esp. in rural areas) • 5.2.1 - Design a leaner and more effective government structure
• 4.1.3 - Improve fundamental learning outcomes • 3.5.1 - Create and improve performance of logistic hubs
• 4.1.4 - Improve ranking of educational institutions (e.g. Universities) • 3.5.2 - Improve local, regional and int'l connectivity of trade & transport
• 4.1.5 - Develop our brightest minds in priority fields networks
• 4.1.6 - Ensure alignment of educational outputs with labor market needs
• 4.1.7 - Expand vocational training to provide for labor market needs
• 3.1.6 - Attract foreign direct investment

Program committee
Program Chairman
The executing entities supporting in the implementation of the Privatization Program
Member of CEDA, the Deputy Minister of
Economy and Planning 67
VRPs

Privatization Program – Metrics

Final metrics to be aligned with the Program committee during delivery planning

A Macroeconomic metrics1 B Sample program-specific metrics

Percentage of government assets utilized by the
Gross domestic Private sector Utilization private sector out of the total eligible asset
product job creation portfolio

Appreciation Percentage increase in the market value of

assets due to PPP
Indicators to Non-oil
Share of local
maximize government Ratio of investments committed by private sector
content Investment
revenues generated to the original value of unlocked assets
(buildings, lands, and infrastructure)
Volume of non-
government Service scope & Percentage of targeted government services
diversity privatized
investment
Quality Percentage of citizens satisfied with privatized
improvement services
Balance of Consumption
payments rate2
Indicators to Transparency Percentage of stakeholders satisfied with
monitor transparency of privatization processes

Inflation rate Government

Percentage reduction in government spending
Spending
68

1. The goal is to measure these indicators for every program, but for some programs the impact will only be directional. Additionally, for some programs, the impact on that indicator cannot be isolated. 2. Final household consumption rate
VRPs

National Transformation Program (NTP) – Program Card

Program Description
The program aims to develop government effectiveness, establish the necessary infrastructure to realize Vision 2030 and support its objectives by driving flexibility
in government and increasing coordination, joint work and planning. The program will identify shared objectives for public entities, based on national priorities,
transferring expertise between public agencies, and involving the private and non-profit sector in the process of identifying challenges and innovating solutions. It will
also look at funding and implementation methods, and contribute to follow-up and performance assessment for involved entities

L3 direct related objectives

• 1.3.2 - Conserve & promote Islamic, Arab & National • 2.4.2 - Safeguard the environment from natural market citizens & business community
heritage of the Kingdom threats (e.g. desertification) • 4.2.3 - Enable integration of people with disabilities in • 5.3.3 - Ensure responsiveness of government entities
• 2.1.1 - Ease the access to healthcare services (e.g. • 2.4.3 - Protect & rehabilitate natural landscapes (e.g. the labor market to stakeholders' feedback
geographical, availability, financial) beaches, islands, natural reserves) • 4.3.2 - Grow SME contribution to the economy • 5.4.1 - Ensure development & food security
• 2.1.2 - Improve value of healthcare services (Quality • 2.6.1 - Enhance family involvement in preparing for • 4.3.3 - Grow productive families contribution to the • 5.4.2 - Ensure sustainable use of water resources
of outcomes & experience, and cost) their children's future (incl. education, family planning) economy • 6.1.1 - Promote & enable financial planning
• 2.1.3 - Strengthen prevention against health threats • 2.6.4 - Empower citizens through the welfare system • 4.4.1 - Improve living conditions for expats • 6.1.2 - Encourage volunteering
(public health system & health crisis management) • 2.6.5 - Improve effectiveness and efficiency of • 4.4.2 - Improve working conditions for expats • 6.2.1 - Enhance businesses' focus on their social
• 2.2.2 - Reach regional & global excellence in welfare system • 4.4.3 - Source relevant foreign talent effectively responsibilities
selected professional sports • 3.1.1 - Enhance ease of doing business • 5.2.3 - Improve productivity of government • 6.2.2 - Enhance businesses' focus on the
• 2.3.1 - Improve quality of services provided in Saudi • 3.1.7 - Create special zones & rehabilitate economic employees sustainability of the national economy
cities (utilities, public transports, etc.) cities • 5.2.4 - Develop the e-Government • 6.3.1 - Support growth of non-profit sector
• 2.3.2 - Improve the urban landscape in Saudi cities • 3.3.2 - Develop the digital economy • 5.2.5 - Improve quality of services provided to citizens • 6.3.2 - Empower non-profit organization to create a
• 2.3.4 - Enhance traffic safety • 3.3.5 - Enable the development of the retail sector • 5.3.1 - Enhance transparency across government deeper impact (access to funds, talents, knowledge,
• 2.4.1 - Reduce all types of pollution (e.g. air, sound, • 3.3.6 - Enable the development of the tourism sector roles etc.)
water, soil) • 4.2.2 - Increase women participation in the labor • 5.3.2 - Strengthen communication channels with

Program committee
Program Chairman
Member of CEDA, the Minister of The executing entities supporting the implementation of the National Transformation Program
Economy and Planning
69
VRPs

National Transformation Program (NTP) – Metrics

A Macroeconomic metrics1 B Program-specific metrics

Job creation Gross

in the private domestic
sector product

Non-oil Share of
Indicators to revenues local content
maximize
Non-
Consumption
governmental
investment rate2

Balance of
Inflation rate
payments

Metrics approved and announced in official NTP documents

70

1. The goal is to measure these indicators for every program, but for some programs the impact will only be directional. Additionally, for some programs, the impact on that indicator cannot be isolated
Agenda

Vision
2030
Questions this document will answer :
• What is Saudi Arabia's Vision 2030?
• What are the strategic objectives at the heart of
Saudi Arabia's Vision 2030?
• How will we develop action plans to achieve the
strategic objectives?
• What are the Vision Realization Programs?
• How will the Vision Realization Programs be
implemented?

71
Supporting delivery

Planning takes place at 3 levels: overall Vision, VRPs,

and entity plans
Responsibility Content Timescale
• Vision Strategic • Long term – to 2030
• Council of Ministers Objectives (3 levels) • Opportunity to revisit
• CEDA • Objective brief / attributes during 5 yearly planning
• KPIs cycle
Vision • High-level targets

• Chairman of CEDA • Program delivery plan:

• Program Chairman and – 5 year targets • Every 5 years
VRP members of each VRP – Initiatives • Revised annually with
Program committee – Milestones rolling targets
– Initiative budgets

• Entity-level planning (5
years and annual) : • Every 5 years
Entity plans • Individual entities – 5 year targets • Annual plan
– Initiative plans (VRPs
and objectives)
– Milestones
72
– Budget needs
Supporting delivery

Strategic planning conducted on a 5 year cycle with

annual and quarterly adjustments (1/2)
2016 2020 2025 2030

Build the foundation Drive outcomes Deepen impact

Planning cycle • Set key reforms, and

• 5 year, mid term view of vision • Maintain the momentum to • Set foundation for the
develop programs with
continue reforms period after 2030
priorities & overall direction tangible impact on citizens

Annual strategic review &

budget setting
• Annual course adjustment of
delivery plans & custom
assessment linked to budget

Quarterly review
• Quarterly progress
• Update & deep dive on
problem area

73
Supporting delivery

Strategic planning conducted on a 5 year cycle with

annual and quarterly adjustments (2/2)
2016 2020 2025 2030

Build the foundation Five year vision planning cycle

Drive outcomes Deepen impact
• Review overarching narrative and aspirations of Vision
Planning cycle • Set key reforms, and • Revisit VRPs, objectives and targets
• 5 year, mid term view of vision develop programs with • Full revision of VRP delivery plans
priorities & overall direction tangible impact on citizens • Inform mid-tem budget expectations

Annual strategic review &

budget setting
Annual strategic review
• Annual course correction of
• Review progress on programs, objectives and targets
delivery plans & custom
assessment linked to budget • Review and revise where necessary VRPs delivery plans
• Inform annual budget for following year

Quarterly review
• Quarterly progress
Quarterly review
• Update & deep dive on
problem areas • Review progress on objectives and programs
• Address bottlenecks, challenges and escalate where needed
• In exceptional circumstances, revise delivery plan, trajectories
and targets 74
Supporting delivery

Program committees formed under CEDA supervision to

drive Vision delivery...
Roles Program committee Scope

Translating Vision into Support core teams with the development of pragmatic delivery plans in a
1
Plans and Programs consultative role, bring outside expertise and representing the citizen's voice

Supervising Plans and

2 Supervise progress of delivery plans and programs, progress against targets
Programs

3 Identify gaps between the program and the Vision's objectives, and submit
Identifying Gaps
feedback in this regard

4 Contribute to overcoming obstacles through consultation and supporting

Overcoming Obstacles
escalation to supervising committees

75
Supporting delivery

...and Vision Teams have been established to provide

advice and support delivery
Vision Teams: main roles and responsibilities

Function • Vision teams provide a consultative function that represents the private sector view
and impact on citizens

Vision Team • Vision teams are comprised of private sector representatives and topic experts on
composition the respective L1 objective

• Provide non-binding recommendations to Program committee:

– VRP plan
Scope
– Quarterly and annual reports
• Provide ad-hoc advice to SMC and Program committees

Review mechanism • Program Chairman presents Vision team inputs along with the quarterly and annual
report to SMC

Review frequency • Quarterly – Quarterly report

• Yearly - VRP Plan & Annual reports
76
Supporting delivery

Transparency through regular reporting and review cycle

Report Respo- Report Report Content Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec.
Type nsible Objective

Detailed review of • Reports on program

Vision Vision Vision
VRP status reports and progress
report report report
SMO progress in all • Strategic visions
Quarterly VRPs • Review the risk
for the for the for the
Review situation
second third fourth
quarter quarter quarter
• Details of the issues
being escalated

Detailed review of • Report on strategic

status reports and objectives and
Vision
progress of all program progress
Annual SMO Annual report
objectives and • Suggested updates for
Review VRPs Execution plans
• Strategic visions
• Financial summary

Review the status • Progress reports on

Data- of strategic Quantit Quantit Quantit
the initiatives of the
Based objectives and parties - VRPs, the ative ative ative
Data-Based
Report- “ADAA” initiatives at the NTP and other report report report
Report-Entity
Entity entity level, and initiatives at entities Level (YoY) for the for the for the
Level the support • Issues affecting the first second third
required from achievement of quarter quarter quarter
(Yearly) senior leadership objectives
• Support required from
senior leadership
77
78